Attachment 2
DISCOVE
boronade
Annual
TO CORONADO CITY COUNCIL
Report FISCAL YEAR 2025
Attachment 2
Table of Contents
FY25 Annual Report
From the Chairperson
What's New in FY25......
Board of Directors and Advisory Board Members ............ ...2 Ten Truths: Discover Coronado ........ 3
Discover Coronado: Who Benefits? ........ 4
Fulfillment of FY25 Management Plan Goals .... 5
SDTA Partnership.... ....6
Group Sales Strategy... ....7
Outbound-Inbound Strategies..... ......7
Cent Top Destination... ......8
Face-to-Face Client Engagement Map.... 9
Service Credits and Keep It in Coronado Incentives............10 New Sales Incentive... ...11
Group Marketing and Database .....12
Economic Impact Study.. ......13
Leisure Leisure Travel..... ....18
Community.... ....19
Community Sponsorships .......21
How Did Discover Coronado Support Small Business?......22 Local Labor and Job Fair... .......23
Destination Safety ... ....23
Organization and Staff .. .....24
Strategic Plan - FY26 to FY28 .....25
Coronado Occupancy and Average Room Rate...... ........26 District One: Management Plan Goals .. ......27
District Two: Management Plan Goals ... ......27
Foundational Details.... ......28
Reserve Investments... .....29
Budget, FY26 ..... .....30
Attachment 2
From the Chairperson
It's with great pleasure to present this summary of Fiscal Year 2025.
I'm thankful for an Advisory Board and staff who addressed challenges that jeopardized the livelihood of our destination. They prescribed solutions that ultimately benefit multiple stakeholders across the island.
We've documented each of the tactics Discover Coronado has funded and put in place to attract guests to the assessed resorts, bring customers to local businesses and grow the transient occupancy tax that enhances the quality of life for Coronado residents.
Jonathan Litvack
Chair,
Discover Coronado The journey has not been easy, but the work has been rewarding as you will read in this recap.
After reviewing this annual report, we ask for the work of Discover Coronado, and the assessment that funds its strategies, to continue into Fiscal Year 2026.
What's New
in FY25
• Investment in travel trade industry
• Updated Strategic Plan for FY26-28
• New Chair and Board Members
• Expansion of Group Sales Tools
• Key Investments from Reserves
• Public Relations Strategy
Discover Coronado | Annual Report FY25 | 1|
Attachment 2
Board of Directors and
Advisory Board Members
The start of FY25 brought changes to
the Advisory Board, specifically with the
departure of Chairperson Harold Rapoza.
His representation of the Hotel del Coronado
was handed to Interim General Manager
J. Peter Lynn. Marco Tabot will become the
General Manager of the Hotel Del Coronado
in Spring 2025. Jonathan Litvack was
elevated from Vice-Chair to Chair. Kate Berry
gained a leadership role as Vice-Chair. These
changes were approved by the Board and
will likely be maintained through FY26.
Jonathan Litvack J. Peter Lynn
Chair, Representative for Hotel del Coronado
Representative for Coronado Island
Marriott Resort David Spatafore
At-Large Member,
Kate Berry Elected by Coronado City Council
Vice-Chair,
Representative for Loews Coronado Colleen Cavalieri
Bay Resort At-Large Member,
Elected by Coronado City Council
Claudia Ludlow
Treasurer, Christine Stokes
Representative for Glorietta Bay Inn Representative for Coronado Historical Association
Rena Clancy
Secretary, Karla Robles-Puig
Representative for Coronado Chamber Representative for Coronado MainStreet of Commerce
Discover Coronado | Annual Report FY25 | 2
Attachment 2
Ten Truths: Discover Coronado
Funded by hotel guest Supports community
assessment, (no funding events, organizations
from City, State or others) and enhancements
Recovery mechanism for Collaborates with elected
2 economic downturns, 7 officials, business owners
disruptions and world events and civic organizations
Scope of work delivers Welcomes public to
3 transient occupancy tax 8 meetings to promote
which City Council invests transparency and
engagement
Strategic management Raises desirability for
4 and thoughtful placement 9 destination when attracting of marketing new businesses/restaurants
Focuses on attracting groups Does not promote daytrips
5 and guests to Coronado 10 from San Diego; no
during the off-season marketing to San Diegans
Discover Coronado | Annual Report FY25 | 3
Attachment 2
Discover Coronado: Who Benefits?
Resorts
Coronado events
and organizations Local businesses
Vendors for businesses City of Coronado
Labor Force Property owners
Residents Guests
Discover Coronado | Annual Report FY25 | 4
Attachment 2
Fulfillment of FY25
Management Plan Goals
Improved awareness Engaged travel Addressed water
of destination trade professionals quality challenges
Sponsored Advocated for Improved hotel
community events organization employee retention
and industry
Challenges
Faced in FY25
• Inflation
• New Federal administration
• Competitive hotel growth in Coronado and San Diego
• Risk of employee poaching and retention
• Reduction of room inventory and ensuing revenue
• Poor water quality reputation
Discover Coronado | Annual Report FY25 | 5
Attachment 2
SDTA Partnership
Dating back to 2010, San Diego Tourism Authority (SDTA) provides a powerful scope of work and services Discover Coronado could not afford otherwise. The majority of work centers around the acquisition of group meetings (conventions.) A team of national sales managers provide unique leads to the assessed resorts that are not found elsewhere.
Since July, that team has secured: Coronado Winder,
SAN DIEGO
51 Meeting Contracts
resulting in:
lểng 24,784
Room Nights
Additionally, STA provides a series of inbound familiarization visits for meeting planners and outbound client events in key growth markets (and industry tradeshows.) The most recent familiarization trip in November brought 11 clients to inspect various meeting spaces at the resorts.
Coronado Island was promoted at 10 tradeshows for the group meeting industry...the largest being IMEX America. Over 5,750 meeting planners from around the globe gather for a three-day event featuring one-on-one appointments. To maximize client interactions, Discover Coronado partners with the San Diego Tourism Authority and brings representatives from each resort, showcasing the unique offerings of our properties. This collaboration generated 985 client contacts over three days.
In FY25, the Board of Discover Coronado partnered with STA to begin engaging travel agents and travel professionals that recommend and curate vacation plans for luxury travelers. Such an investment elevates the awareness and appeal of Coronado Island. Not only will the assessed resorts benefit, but also businesses that cater to luxury travelers will be promoted in suggested itineraries across the island.
Discover Coronado | Annual Report FY25 | 6
Attachment 2
Group Sales
Strategy
Approximately 65% of Discover
Coronado's entire budget goes towards
inspiring, prospecting and securing
group meetings conventions at the
assessed resorts. This includes a strategic
mix of marketing efforts, a partnership
with San Diego Tourism Authority.
Inbound and outbound client events and
a dedicated Destination Sales Director,
who leads the initiatives and supports
resorts in securing group business.
The sales process is lengthy, requiring
multiple touchpoints over time, as many
clients may not enter the RFP stage
until several months later. It's a process
of persistent follow-up and continuous
outreach building relationships by the
Destination Sales Director.
Outbound-Inbound Strategies
In FY24, Discover Coronado hosted 12 client events, participated in 6 trade shows, hosted 3 familiarization trips, and facilitated 14 site visits to assessed resorts. These efforts led to over 400 in-person connections, including many with new customers.
Connect Marketplace once again proved to be a very successful event bringing 5 RFP's to the island in only four months. One small program closed at Hotel del Coronado with total revenue of $35,000 and others are still in prospect stages.
With assistance from STA, Discover Coronado fields focus group studies with meeting planners.
Not only is keen insight about Coronado obtained, focus group studies help to build relationships.
In June 2025, the next focus group research study will take place with meeting planners based in the New England region.
Discover Coronado | Annual Report FY25 | 7
Attachment 2
Cvent Top
cvent
Destination - TOP -
MEETING
Over 90% of group meeting leads come through DESTINATIONS platforms like Cent, the preferred platform for the
* 2024 *
meeting industry. In 2024, Coronado Island was
recognized as a Top 50 Meeting Destination in North
America. The #39 national ranking surpassed cities such as Colorado Springs, Baltimore, Carlsbad and St. Louis.
In Calendar Year 2024, Cvent was used
to secure the following in Coronado:
189
Group Meetings
resulting in:
70,761
Room Nights
Together, these awarded programs
have an estimated value of
$30.7 million dollars.
LOVE
Discover Coronado | Annual Report FY25 | 8
Attachment 2
Face-to-Face Client
Engagement Map
Vancouver
Portland
• Seattle Minneapolis
•Boston
Milwaukee
• Chicago
San Francisco
Denver
St. Louis
Las Vegas
Los Angeles
00 Orange County
Newport Beach
Huntington Beach
San Diego Phoenix
C
Dallas
DISCOVER
CORONADO
Discover Coronado | Annual Report FY25 | 9
Attachment 2
Service Credits and
Keep It in Coronado Incentives
Portions of Discover Coronado's budget are used to close group sales business.
These incentives are known as service credits...credits given to the client to service contract signature. The return on investment is notable:
The service credits directly secured
the following in 7 bookings:
3,673
Room Nights
$1,884,921
Projected Revenue
Investment: $14,500
Return on investment: 130X
Discover Coronado also offers a "Keep it in Coronado" program.
Sales teams at assessed resorts are incentivized to refer any business that their own resort cannot accommodate to other assessed resorts on Coronado island. This keeps groups from moving to San Diego or other competitive destinations.
Two programs valued at $935,459 were
confirmed, keeping 1,681 room nights in
Coronado.
Investment: $6.724
Return on Investment: 139X
Discover Coronado | Annual Report FY25 | 10
Attachment 2
New Sales Incentive
Group meeting business in 2025 is behind projections. To secure meeting programs during this "need period" the Board invested funds from reserves to further entice decision-makers.
The $100,000 investment will allow the resorts to offer attractive incentives to bring highly coveted meetings, to the resorts before the end of calendar year 2025.
Group Sales Accomplishments
18 122
Events Attended RFP's Generated
18 400+
Key Markets Visited Discussions with Meeting Planners
14 14 Confirmed Groups equals
Assisted Site Visits
3,346 Room Nights or
3 FAM Trips Organized $1,801,498 Total Revenue
Discover Coronado | Annual Report FY25 | 11
Attachment 2
Group Marketing and Database
To stay top of mind and a viable option, the organization invests heavily in media platforms frequented by meeting planners. The media budget is professionally managed to include digital banners, video, native ads, keyword search, Linkedin and Cent marketing. The goal is to distinguish Coronado as a desirable destination and to inspire RFP's for meeting programs.
Since July the group marketing
budget has produced: Coronado TUN TIS VINTER! VIKATOSTAY TANCETODO VIRTON CUDE MEETMOS A EVENTS NONE
23.7M impressions
a growth of 21% year-over-year.
Wonder All Around
The campaign efforts have realized:
90,000+
landing page visits
to DiscoverCoronado.com,
a 27% increase year-over-year.
Database
This year, the Project Manager secured
complimentary access to Salesforce
software specifically designed for non-profit
organizations. These tools will streamline
workflows, optimize engagement strategies,
and drive greater efficiency across sales and
marketing efforts, positioning the organization
for sustained success in the years to come.
Discover Coronado | Annual Report FY25 | 12
Attachment 2
Economic
Impact Study
$84.3 MILLION
Visitor Spending
Group Travel Impact
This means that nearly $231,000
was spent EVERY DAY by group
$122.2 MILLION attendees in the City of Coronado.
Total Economic Impact of
Groups in Coronado in 2024
In Calendar Year 2024 the Coronado visitor
economy endured new challenges as hotel room
$44.5 MILLION
supply constraints, a decrease in leisure demand,
and beach closures negatively impacted growth. Labor Income Ongoing renovations for hotel properties continued This is the equivalent of nearly in 2024, although their anticipated conclusion in $6,400 for every household in 2025 will mark a return to full room inventory. the City of Coronado.
Travel demand to the City of Coronado declined
in 2024 with 344.] thousand hotel room nights
sold, 119.7 thousand of which were from the
group travel segment.
709
The 119,692 group room nights in 2024 generated
Total Jobs Generated
$49.9 million in lodging spending and $84.3
million in total visitor spending. This includes The number of jobs sustained by visitor spending on transportation, restaurants, tourism (709) supports 7.5% of retail, recreation, and other services. Including the all jobs in the City of Coronado. supply chain and the local spending of earned
income, groups generated $122.2 million in
economic activity in the City of Coronado in 2024.
This includes $44.5 million in household income
(wages and benefits) and 709 jobs across the
Coronado economy. Groups also generated $6.3 $6.3 MILLION million in local taxes and assessments. State & local Taxes Generated Each household in the City of
Coronado would need to be taxed
an additional $907 to replace the
visitor taxes received by the local
government in 2024.
Discover Coronado | Annual Report FY25 | 13
Attachment 2
Hotel Room Coronado Group Room Nights Sold
Amounts in thousands
Demand 5.6%
24.4%
Coronado room nights sold declined 419.5 -18.0%
64.4 397.4
18% in 2024, around 75 thousand 344.1
319.5
room nights. This follows very closely
with the 19.3% decline in room supply 210.4
in Coronado hotels, demonstrating 194.3
a supply shortfall.
2020 2021 2022 2023 2024
Source: STR
Average Daily Average Daily Rate
Rate (ADR)
$500 $471 $479
ADR rose to $479, reaching a $450
$423
new high-water mark in 2024. $453
Room availability constraints due $400
to ongoing renovations contributed $350 $332
the ADR increases in 2024. $300
$321
$250
$200
2014 2016 2018 2020 2022 2024
Source: STR
Room Demand Room Demand Segmentation
Share of total room nights, %
Segmentation • Leisure Group
79% 78%
The share of group nights sold
declined to 36% in 2024, after 64%
58% 59%
reaching 41% in 2023. While
42% 41%
leisure remained the largest 36%
demand segment, the group
21% 22%
segment continued to account
for a substantial share of
Coronado's total room demand 2020 2021 2022 2023 2024
primarily in the off season. Source: STR
Discover Coronado | Annual Report FY25 | 14
Attachment 2
Occupancy Occupancy Rates by Segment
Share of total room nights, %
Segmentation • Leisure • Group
The overall occupancy rate was 67.1%
27.5% 27.0% 24.2%
in 2024, which was roughly on par with 12.0%
2023 levels. Group occupancy declined 43.7%
8.1% 42.9%
38.6% 39.0%
by 2.8 percentage points in 2024. This 30.0%
can be attributed to supply constraints
for hotel rental space in certain
2020 2021 2022 2023 2024
hospitality properties.
Source: STR
Leisure occupancy increased its share
of occupancy by 3.9 percentage points
bringing its total occupancy to 42.9%.
Group Performance Coronado Group Room Nights Sold
Amounts in thousands
Group room nights declined 30.3% 3.8%
140.3%
in 2024. Ongoing renovations by 171.8
165.5
hotel properties in Coronado created
-30.3%
supply constraints for group visitors to
119.7
Coronado who often need large room 66.4%
blocks for events.
68.9 41.4
2020 2021 2022 2023 2024
Source: STR
Coronado Group Room Nights Sold
Seasonality of Amounts in thousands
• 2023 • 2024
Group Demand
25 Group hotel room nights sold
20 Coronado group room nights sold
measured below 2023 levels in all 15
months of the year, except December.
Despite lower levels of group hotel 10
room nights, the seasonal behavior
between 2023 and 2024 was very
similar. 0
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Source: STR
Discover Coronado | Annual Report FY25 | 15
Attachment 2
Summary of Group Market Profile in 2024
119,692 $1,512
Group Room Nights Spending Per Group Visitor
55,792 $4137
Group Visitors S Spending Per Visitor Per Day
Source: Tourism Economics, Event Impact Calculator
Coronado Hotel Group Revenue
Amounts in $ millions
Group Revenue
$66.4 $68.1
Group room revenue tallied $49.9
million in 2024 - an $18.2 million $49.9
decrease from the year prior. The
decline in room revenue is
$24.8
attributable to the decline in hotel
group visitors which was mitigated $11.3
slightly by increases in ADR.
2020 2021 2022 2023 2024
Source: STR
Total Monthly Coronado Hotel Occupancy
2024,% of available rooms
Performance • Leisure Group
14 Group occupancy is key in the 16 18
32 30 38
off-season, less important in the 14 29
34 61
36 59
summer travel season when 54 25
leisure travel dominates. 43 11
39 38
35 31/31
24 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Source: STR
Discover Coronado | Annual Report FY25 | 16
Attachment 2
Leisure Coronado Leisure Hotel Occupancy
% of available rooms
Performance • 2023 | 2024
Leisure hotel occupancy outperformed
80 2023 from January to August; however, 70
this can be attributed to the lower 60
supply of rooms available in 2024 due to 50
ongoing renovations at hotel properties. 40
30 llll
20 10
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Source: STR
Transient TOT Tax Revenue
Amounts in $ millions, fiscal year beginning July 1
Occupancy Tax 15.2%
-6.1%
(TOT) 105.5% $22.7
$21.4
$19.7
TOT revenue expanded 15.2% for
fiscal year 2023 and reached $22.7
million. The City of Coronado projects -12.7%
$11.0
TOT revenue for the 2024 fiscal year to $9.6
decrease to $21.4 million due to ongoing
renovations at some hotel properties.
FY20 FY21 FY22 FY23 FY24
* Projection from the City of Coronado
FY25 | 17
Attachment 2
Leisure Travel
So it is not solely dependent on the group meeting The partnership with industry, Discover Coronado targets luxury leisure SDTA provides access to travelers. Historically, these guests stay overnight at an an exclusive database of average room rate higher than meeting attendees. 125,000 luxury travelers through email marketing,
The campaign theme of Wonder All Around continued social media strategies to promote the landmarks found across Coronado Island and website promotion and the ease of walking to them, minus an automobile.
These efforts (since July)
Reaching luxury travelers requires laser-focus with have produced:
marketing, factoring in direct-flight data, seasonality of travel and what media they consume most often. 3.6M
For this reason, the Meta platforms (Facebook, Instagram media impressions and Threads) are ideal for messaging potential guests across the US from key markets in Seattle, Portland, San Francisco,
Los Angeles, Orange County and Arizona.
45,560
visits to
DiscoverCoronado.com
In FY 2025 two leisure
4,000
campaigns produced:
email opt-ins
5.2M Because of Coronado's
dependence on guests from
Impressions
Arizona, Coronado Island
was also marketed to
attendees of the Phoenix
41,000 Open in February of 2025.
Clicks
New website technology has been implemented
Win a trip to
to better quantify the ability of the campaigns to Coronado Island! actually produce visits to Coronado. In fall 2024,
425 visits were attributed to guests who were
CORONADS
served marketing from Discover Coronado and
later visited.
Discover Coronado | Annual Report FY25 | 18
Attachment 2
Community
A core mission of Discover Coronado is to enrich the community, so, the destination remains vibrant and desirable to travelers. Since 2010, the Advisory Board has funded several initiatives to enhance the livelihood of Coronado Island.
Free Summer Shuttle Exterior Design & Wrapping
Summer Shuttle service in the summer of 2024 was supported by Discover Coronado, which underwrites the vinyl wrapping exterior. Although an employee strike at MTS dampened expectations and usage, the shuttle serves multiple users including groups, guests, residents, the local workforce, and small businesses on Coronado Island.
- FREE SUMMER SHUTTLE
congs inspiratien Jody
Points of Interest:
• Hotel del Coronado
• Downtown Shopping • Spreckels Park
• Ferry to San Diego • Local Restaurants
• Historic Landmarks
Discover Coronado | Annual Report FY25 | 19
Attachment 2
CORONADO TSULD
Orange Avenue
Banner Program: $30,000
The vibrant banners adorning Orange Avenue
celebrate holidays and city-designated seasons,
bringing color and creativity to the mile-long
stretch. While the Cultural Arts Commission
expertly manages the program, it is fully funded
by Discover Coronado. These banners not only
beautify the avenue but also foster community
pride by highlighting the work of Coronado-based
artists and local organizations.
Holiday Tree Partnership
with City: $30,000
In December 2024, the Coronado holiday tree
once again sparkled with festive lights, drawing
visitors to local shops, restaurants, services, and
resorts. This cherished partnership with the City
of Coronado continues to delight both residents
and visitors, adding to the city's seasonal charm
and supporting the local economy.
Photo Booth for
City Employees: $500
In FY25, Discover Coronado provided a fun photo
booth for an event that celebrates the hard work
of City staff. Their work is linked to the success of
Discover Coronado.
Discover Coronado | Annual Report FY25 | 20
Attachment 2
Community Sponsorships
As a destination marketing organization, Discover Coronado is committed to initiatives that extend beyond resort property lines, focusing on programs that benefit the entire community.
During FY25, the Advisory Board embraced and funded significant community projects, reinforcing our commitment to local partnerships.
Coronado Schools Foundation: $50,000
The continued partnership with the Coronado Schools
Foundation has led to significant enhancements in
STEM programs for students across the island. As the
title sponsor of the Coronado Art and Wine Festival,
it enabled the foundation to offer exceptional Coronado hotel room packages for festival attendees.
Schools
FOUNDATION°
KPBS Historic Places: $30,000
In April 2024, Discover Coronado partnered with Sevilla Productions and Hotel del Coronado to underwrite the
production of a 3-episode documentary on the restoration of the Hotel del Coronado, with the expectation the
program will air on broadcast television initially, then made available via the internet. Airings are expected on other •kpbs PBS stations in the United States, Europe, and Mexico.
The documentary connects the original Coronado Beach
Company to Coronado Island as it is today; a vibrant
destination that celebrates its historic roots.
Discover Coronado has sponsored the following organizations and events, further enriching the Coronado community:
MotorCare
GE
CORONADO
ISLAND
CORONADO LITTLE LEAGUE FILM FESTIVAL
CELEBRATE LOW TIDEO CORONADO
CORONADO JURIDE & STRIDE FLORAL ASSOCIATION
2024 Chemanty Atred
These efforts reflect a dedication to fostering a vibrant and thriving community, ensuring that Coronado remains a cherished destination for all future generations.
Discover Coronado | Annual Report FY25 | 21
Attachment 2
How Did Discover Coronado
Support Small Business?
Website Business Inclusion
Discover Coronado is always looking for ways to enhance the guest experience and bring more business to the destination. The organization worked diligently in 2024 to promote island businesses to future guests, considering travel to our destination.
Event Promotion
Discover Coronado actively promotes events happening on the island through leisure marketing efforts executed in partnership with the San Diego Tourism Authority. Marketing initiatives include multiple email campaigns each year, reaching 125,000 affluent readers from curated lists provided by recognized vendors such as Target. Each email promotes local events and achieves a minimum open rate of 30%, significantly higher than the hospitality industry average of 20%.
This year, Discover Coronado also experimented with a sweepstake, which resulted in 9,800 entries, with 4,000 participants opting in to receive further information about events on Coronado Island.
Meeting Planners Familiarization
Discover Coronado makes sure meeting planners experience first-hand, everything their group could experience if they brought their business to Coronado. The Destination Sales Director plans and executes familiarization trips a few times a year, where qualified meeting planners experience not only local businesses, but activities like golf, beach clam bake parties, bike riding and shopping along Orange Avenue.
CORONADO
Where summer
lasts for six months
twice a year
Discover Coronado | Annual Report FY25 | 22
Attachment 2
Local Labor Coronado Job Fair
and Job Fair
Thursday, April 10 • 10am-2pm
• Coronado Public Library, Winn Room • 640 Orange Avenue, Coronado Each spring, Discover Coronado turns its
attention to connecting residents with local and customer sIYuca jobs. While outreach to Coronado High School Eam competitive pay, employee perks. and cares crown escortuntes
students is a major component, efforts were Learn aooutjobs with flexible nours nottion: for rorircor and Anonino
made to make the outreach more inclusive by for those just entering the workforce. welcoming others of working age, including
seniors, living on Coronado Island. To do so,
Discover Coronado will host its 2nd annual
job fair in April 2025 in the Winn Room. It is
centrally located and large enough to include
Meet with recruiters from
Histalcoloronass
recruiters from other employers in Coronado.
This includes the city's Parks & Recreation
Department, which offers dozens of seasonal Shorp Coronado Hospital Coronado matabin
jobs that are ideal for workers of all ages.
Destination Safety
The core mission of Discover Coronado is to promote the attributes of our destination. With this mission comes an obligation to ensure it remains a safe destination. Behind the scenes, Discover Coronado collaborates closely with the Coronado Police, Fire, and Lifeguard Departments to enhance communication among all stakeholders during emergencies.
When necessary, Discover Coronado provides essential tools to keep our groups, guests, teams, and residents safer.
Most recently, security leaders from the four Coronado resorts joined the Rotary Club of Coronado, Sharp Coronado Hospital, and Coronado's Fire Department to refine CPR skills. This year, the group met at the Hotel del Coronado.
The Executive Director meets regularly with leadership and has recently engaged with the new Police Chief of Coronado Police, Coronado Fire, and Coronado Lifeguards to ascertain the city's needs and advocate for necessary services.
Discover Coronado | Annual Report FY25 | 23
Attachment 2
Organization and Staff
Despite being a small team compared to most destination marketing organizations; the staff of Discover Coronado boasts over 66 years of combined experience in the hospitality industry. This extensive experience allows our three full-time members to effectively multi-task and divide responsibilities, enhancing the desirability of our destination, serving the Board of Directors, and responding to the needs of Coronado's City Council.
Todd Little, Danielle Rossetto, Adriana Villagrana,
Executive Director Destination Sales Director Project Manager Attachment 2
Strategic Plan - FY26 to FY28
The end of the fiscal year brings a close to the organizations existing strategic plan. It guided the organization out of the pandemic and the five-year renovation of the Hotel del Coronado. The vast majority of strategic goals were accomplished.
A series of new challenges motivated the Advisory Board to commission a follow up for FY26-FY28.
Stakeholders of every sort from across Coronado Island identified key needs.
Hunden Partners has produced a resulting strategic plan with these five outcomes:
Grow Group Sales Outreach
• Consider expanding sales team
Prospect via client database
• Invest in various marketing platforms
2 Reinforce the Need for Overnight Leisure Guests
• Invest in refresh of leisure campaign
• Widen leisure photo library
• Hyper-targeted campaign for need periods
Enhance Awareness of Destination
• Improve current event promotion
Establish viable presence on Orange Avenue & in city
Sponsor mobility solutions
Beautify Orange Avenue
4 Data and Research
• Measure impacts of short-term vacation rentals
Field study on retail mix on Orange Avenue
Invest in testing efforts for sewage from Tijuana River 5 Improve Community Relations, Advocacy and Education
• Increase staff to enhance messaging capability
Better highlight investment in community
Clarify funding mechanism to residents
Share research with residents including water quality impacts Discover Coronado | Annual Report FY25 | 25
Attachment 2
Coronado Occupancy
and Average Room Rate
Calendar Year 2024
Hotel Occupancy: 68.6% (+2% YOY)
Average Room Rate: $479 (+3% YOY)
Coronado Hotel Outlook for 2025
With its unique appeal as a premier subregion of San Diego, Coronado is well-positioned for a stronger year than much of the rest of the region. Upper-priced hotels are expected to see a 3.2% increase in RevPAR (revenue per available room,) far outpacing the 0.3% growth projected for the lower-priced segment. Upper-income households, largely insulated from the effects of inflation, remain well-equipped to travel, supported by record-high home values and stock prices. MMGY Global reinforces this trend, with 83% of respondents earning $150,000-$249,000 planning to travel in the next six months, compared to 67% across all income levels. These households also intend to spend more, with average vacation budgets rising to $5,051. This heightened travel intent, especially among higher-income households, bodes well for Coronado. - Nathan Kelly, Director of Research, San Diego Tourism Authority Attachment 2
DISCOVER CORONADO (DC)
DISTRICT ONE
Management Plan Goals
Increase overnight leisure guest outreach in key regions Support services that enhance destination and DC participation 3 Elevate awareness and appreciation for DC scope of work 4 Remain vigilant to labor concerns that threaten destination
DISCOVER CORONADO (DC)
DISTRICT TWO
Management Plan Goals
Widen group sales effort and conversion tracking with STA 2 Continue to fund research that measures and quantifies ROI 3 Advocacy to address water quality funding and impacts Distinguish destination with improved imagery, assets and content Discover Coronado | Annual Report FY25 | 27
Attachment 2
Foundational Details
The guidelines set in the ordinances that Discover Coronado. They regularly brief the established Discover Coronado (then Advisory Board. A special services agreement Coronado Tourism Improvement District) with the City of Coronado requires quarterly are strictly adhered to. There were no activity reports and financial statements changes in the defined boundaries. from Discover Coronado. Similar reports are included in the meeting packets made
The assessment itself was unchanged, available to the public. continuing to levy resorts with more than
90 rooms in Coronado, California. The half Financial statements for Discover Coronado percent assessment for each of the two are prepared by an independent, off-site districts of Discover Coronado are based bookkeeper. Reserve investments are on gross hotel room revenue. managed and reported by a licensed financial planner that was vetted by the Advisory
Discover Coronado does not receive Board. Considine and Considine file federal revenue from the federal resources, the and state tax documents for the organization.
State of California, the City of Coronado,
local businesses, or residents. The only The Executive Director (ED) interfaces as gains made are with reserves that well as the City Manager and individual City generate interest or dividends. Council Members. He recently briefed each candidate running for City Council. The ED
Various members of the City Manager's office regularly interfaces with Coronado Police, have served as a liaison between City Hall and Coronado Fire and Coronado's Lifeguards.
BLVD
• Ocean 300
Ocean a
Discover Coronado | Annual Report FY25 | 28
Attachment 2
Reserve Investments
Post-pandemic, it was important for Discover Coronado to future-proof the organization. The Board reserved roughly $1M to withstand unknown impacts to function fully as the city's designation management organization.
The Board invested portions of the reserves throughout FY25 for initiatives. • Sponsorship of off-season Art and Wine Festival to attract guests to the destination • A public relations strategy to attract affluent leisure guests from across the country • An incentive program that keeps pending convention business from leaving Coronado • Investments in programs that retain key resort employees when courted by competitors • New tools that track visitation prompted by marketing investments Discover Coronado | Annual Report FY25 | 29
Attachment 2
Budget, FY26
ASSESSMENT - OTHER REVENUE
Projected Assessment $2,175,000
Projected Reserve Earnings $56,000
REVENUE TOTAL $2,231,000
GROUP SALES & GUEST ACQUISITION
San Diego Tourism Authority Partnership $475,000
Fams Trips - Inbound Expenses $80,000
Sales Trips $80,000
Trade Shows - Outbound Expenses $80,000
Service Credits $60,000
Group Sales Marketing $330,000
Destination Sales Director $114,000
Destination Sales Director Goal Commission $20,000
Leisure Marketing $135,000
Economic Impact Study - Research $75,000
Website Tools $35,000
Photography - Video $115,000
ACQUISITION TOTAL $1,599,000
COMMUNITY PROGRAMS
Local Initiatives $75,000
Community Sponsorships $20,000
Public Relations $62,000
COMMUNITY TOTAL $157,000
OPERATIONS
Accounting - Bookkeeping - Tax $5,000
Legal - Consulting - License - Fees $5,000
Creative Design - Assets $12,500
Administrative Fee - City of Coronado $10,000
Equipment - Software - Digital - Web $5,000
Supplies - Postage - Phone $2,500
Rent $30,000
Misc. Expense $8,000
Executive Director $130,000
Executive Director Goal Bonus $19,500
Project Manager $88,400
Content Coordinator (PT) $60,000
Payroll Tax $35,000
Insurance - Liability - Workers Comp $7,000
Benefits $55,000
OPERATIONS TOTAL $472,000
TOTAL EXPENSES $2,228,900
NET PROFIT $2,100
Discover Coronado | Annual Report FY25 | 30