FY 18-19 Strategic Planning / ROI Program Metrics HUTCHISON: That takes us now to our Agenda Item E, which is a major part of our Agenda today. Commissioners, it's fiscal year 2018-2019 Strategic Planning, and Ms. Vecchio, if you could introduce this agenda and walk us through it, and particularly, give us your thoughts about what we're looking for by way of possible action under Agenda Item E 1.1.
VECCHIO: Thank you, Governor. Claudia Vecchio for the record. I just wanted to add just a brief note about the Regional Air Service Corporation and how much we appreciate what they're doing. We're just amazed by the accomplishments of this organization, and we're thrilled to assist in any way we can. Above and beyond the $50,000 that we give on an annual basis to the organization, we do focus our efforts on supporting new markets for air service. That was part of our plan for the last year, and anticipate that to be part of the plan again for this year. I think we support in marketing and PR an additional amount above and beyond the $50,000. We could estimate that but it is definitely part of what we look at when we're doing our missions and our PR efforts. We focus on either new cities or potential cities for air service. I just wanted to make that note.
Strategic planning. We are now entering a new biennium. We have our budget for the biennium, and those of you who can see, I'm holding up the Strategic Plan that we put together for the last biennium, and it's time, to put together the strategic plan for FY '18 and '19. We've tried to determine a time for an official strategic planning session for the Commissioners, but everyone is very busy, understandably so. I wanted to at least get the core components of a plan discussed with this group. The hope is that you've had a chance to look at the plan, the important core elements such as the mission, vision and values and the overarching metrics. Today, and we have John Packer from Kantar TNS on the line. John, are you with us?
PACKER: I am. Thank you, Claudia.
VECCHIO: Okay, good. To talk a little bit about what we're doing now from a measurement standpoint, Brenda is also going to talk about how we're evolving our marketing campaign, and that impacts how we measure our programs. The hope is that those of you who are also working with organizations, whether they be public or private, and have measurements, that you can discuss the methodology and help us to better measure what we do. As you know, we've had some concerns about the ROI number that we've put out. It's a very marketing-focused number. Does that make sense in the public environment? It's an increasingly important topic for us, and I've talked to my counterparts at other state tourism offices throughout the country. It's an increasingly important component for them to arrive at measurements that adequately convey the achievements of the organization both as a marketing organization, but also as an educational organization. As I put in the email to all of you, the entire ecosystem of what we do around here, is somewhat shortchanged when we just talk about a marketing ROI. We'll talk quite a bit about that and about the development process for this overarching Strategic Plan.
I put in your packets on the next couple of pages somewhat of a recommendation so that at least we have something to use as a conversational starter. Any input that you have about the verbiage that's used on these pages or the direction, now is a great time for us to have this discussion so that we as staff can go back and develop the plan. The intention is to provide a final draft to you in time for our December meeting, ready to go for our upcoming biennium. Does that make sense to everyone, and are you ready to dive into some conversation about our overarching plan? I know this is difficult to have with folks on the phone, and I apologize for that. I hope that you feel you can just pop up with any thoughts that you have. If there are additional ideas or insights that you had and you'd prefer sending to me via email, please do that as well.
To start out, and this is, I think, the least important of what we do, but the FY '18-'19 theme. The theme for '16-'17 was extending the “Don't Fence Me In” momentum. We had launched the brand, launched the campaign idea which was gaining some traction. In '16 and '17, it was important for us to build on that momentum, and I hope you feel like we have. Brenda and John can showcase some of the growth in our metrics and in the brand awareness that we've accomplished through our marketing efforts.
For '18-'19, focusing on the future. Tt's not just the future of this brand, but it's the future of technology. It's the future of this agency and the industry. It's the future of the political, social, and economic world we live in. It's taking a look at where we're headed in the future and with sort of pinpoint laser vision at making sure that we're ready for it and that we're looking at something that continues to convey the innovative nature of this agency. That's the first issue. Again, you know, we can massage that, or if you hate it, tell me you hate it. Please be candid. We can talk about that or we can go on to the meatier topics, which are the mission vision and values that are proposed in here. Are there any big concerns about focused on the future? It's general and broad. If you want me to take it in and be more specific, I am happy to do that.
HUTCHISON: Claudia, has anything changed significantly in that regard on that subject from the fiscal year '16 and '17 Strategic Plan or is that basically the same?
VECCHIO: The recommendations for the ’18-’19 plan and from the '16-'17 plan, there are some significant changes within the metrics in how we measure the success of this group. I will look to you all for guidance. Within Sales and Industry Partners, we have not conveyed any real measurement of our sales success. We don't really know from an international standpoint, what the metrics of success are. We know sort of anecdotally. Teri and her team are committed to more accurately track leads and track sales, which other DMOs certainly do.
Brenda will go through how our campaign has gone from a two-season campaign, spring-summer and the fall-winter campaign. We've sort of been marginally absent during those shoulder seasons, if you will. But now we're going to an always on campaign, and Brenda and John will talk about how that significantly changes how we're tracking our marketing success.
Those are the two big changes. The rest of it is pretty similar, just maybe in a little different framework to ensure that we're focusing on keeping this organization innovative into the future, I guess, for lack of a better word.
HUTCHISON: Commissioner Miller.
MILLER: Thank you, Mr. Chairman. Ms. Vecchio, as you know, I'm relatively new to the Commission. When did we establish this particular Strategic Plan, and particularly, the mission and the vision? Is that something that predates the past biennium or is that just within the last biennium?
VECCHIO: There have been Strategic Plans that were done a while ago. This Strategic Plan from '16-'17, is the first one we had done in several years, and it is the first one that conveys the new brand, the “Don't Fence Me In” and “Nevada. A World Within. A State Apart.” overarching brand was established. That's where it started, unless people feel differently, it is an evolution based on the world around us in '18-'19.
MILLER: Thank you.
STOLDAL: Bob Stoldal for the record.
HUTCHISON: Commissioner Stoldal, go ahead.
STOLDAL: I think this is a great overall plan, strong action-oriented plan with solid measurements. I'm a little dismayed on Page 24 that we have one paragraph that deals with, quote, “The Department of Tourism houses state museums.” I think that there are significant synergies between the state museum and TravelNevada that should be detailed as part of our overall Strategic Travel Plan. I'm not talking about the curation of objects or collections or those kinds of—I'm speaking strictly about the travel side of what the museum system and potentially the [inaudible] and the other ones. I think leaving those out of our plan and referencing only with one [inaudible] missing an opportunity, especially for international travelers. I know when I go to another country, one of the places I stop is a museum to get a sense of the country and community. I would hope as we move forward, we would look at those opportunities to have the museums as a larger part of the Strategic Plan. Thank you.
HUTCHISON: Thank you, Commissioner. Ms. Vecchio, any follow-up on that?
VECCHIO: That's a great point, and Commissioner Stoldal, we certainly will include that. What you don't see here is how we will drill down to our real focus on cultural tourism. We'll bring in the arts, museums and certainly bring in the Nevada Indian Commission and the Stewart Indian School and all of those assets and experiences that are available through a cultural tourism program. I haven't got to that point, but please know that definitely will be part of this, and appreciate that insight and looking at the plan that way.
ARGER: This is Julia Arger, and I appreciate that focus, because I think I had the same impression. I think the cultural tourism message needs to be a category or something in the front that somebody can go directly to how is tourism embracing the culture in our state and can specifically find information there. In the table of contents, I think it should be a category on its own.
VECCHIO: Very much appreciate that, and that definitely will be part of this. I need to figure out how to weave that into the metrics in sort of a holistic way because cultural tourism, as you will see this program unfold, is not only directed at PR marketing, but it's part of our sales and our international outreach. That will definitely be a part of this, and as I said, weave that in with language in this top part.
SANTOS: Herb Santos for the record. Claudia, in looking at the proposed metrics, one of the new ones is the geotargeted ads. To me, that's something that's relatively new. I don't think that was listed in the prior Strategic Plan. For me as a consumer on Facebook getting ads, if I go and look at a treadmill, the next thing I know, everything on Facebook is treadmill ads.
SANTOS: Given we’re a state agency, is there any type of analysis our folks have done to see if this going to look like big brother is watching you? Is there any turnoff from geotargeted ads? On this—maybe it's because I don't understand enough about them. I had an ad agency come and talk to me about my law practice, and they wanted me to do something similar. If someone is in a hospital and they go on their cell phone, my ads would pop up. I didn't want to do that, because I just thought it was [inaudible]. I'd like to have a better understanding if that's something that we need to do because it's good and not just my not keeping up with technology. Has there been any thought process into that.
VECCHIO: Yeah, and I'll let Brenda get up, because this is a good time for her to start talking about the always on thing, too. This is part of our whole move toward customization, and people are expecting this to happen. The further down we can get into your interests, the more specific experience we can create. That's called retargeting or remarketing. It's based on your search habits, and you get a very specific ad based on what you're doing. I think if we had been the first to do it, people would think it's Big Brother, but now I think it's expected. It is the most effective way for us to drive business. If we know that you are searching for golf and we also know that you're searching for restaurants, we can send you a message that laser pinpoints those interests. I don't think it's Big Brother, because that's the way the marketplace is, and it's just incredibly effective way for us to reach our customers, or potential customers.
I think Zappos was one of the first ones out there to use that type of customization. You search for shoes, and all of a sudden, those pumps that you searched for continue to follow you for two weeks until you buy the crazy things, which I'm guilty of doing more often than not. People are expecting it and they're not turned off by that customization.
Where you put those retargeting ads and how you get your ad back on there, like you were talking about, is really important. If you're searching for a particular key word that may also have another connotation, we don't want those ads to show up in the wrong place that are any way, shape, or form contrary to being a state agency and the high level integrity that we expect all of our ad placements to have, but customization is the way of the world.
If it's through that or if it's through these E-newsletters which we're going to continue to customize, again, to match people's preferences. It’s the old marketing speak of cutting through the clutter and getting to something that really speaks to you and to your interests is an incredibly effective way for us to get what is just a joyful and wonderful message out to people. You know, I hope we'll be welcomed by the way we do it rather than it be suspect.
I'd like, Brenda Nebesky, our spectacular Chief Marketing Officer, and along with John Packer, who's on the phone, to talk about our current metrics and what we're doing. We have a really intelligent way that we're tracking and creating a return on investment for our integrated marketing program, but it's a challenge for us to communicate. Since our goal is to have numbers and metrics that you all feel very comfortable communicating. I want to be sure that we're approaching this in the right way. Brenda or John, who wants to start here?
NEBESKY: To answer your question, Commissioner, I also wanted to just say that we do our retargeting and remarketing very carefully, and we do plan to expand some of that this fiscal year, but we even contracted with a service called Mote that allows us to only retarget on sites within platforms that are appropriate for us as a state agency. We're very much keeping that in mind.
SANTOS: If I could follow up. In looking at that, the geotarget ads will offer deals as people traverse the state. I'm assuming that if someone is going to Ely, will they get a discount or something at a restaurant? If that's the case, do we generate any revenue by allowing people to provide us with the ads that go that way? Is that something that we want to do?
VECCHIO: The idea of the geotargeting ads providing deals is largely around the app. If you're on the app and you're driving along in a place where there is cell service, because this is an immediate kind of a thing, and you come up to an exit, for example, going into Ely, and you get there and these participating partners will offer a 10% discount at a restaurant, you'll get fed that. If you opt in, you'll get fed that information that there's this deal. We do not, at this point, have this program really wrapped up. We haven’t determined whether those partners would pay for this or not. We as a state agency generally don't charge for those kinds of things. We charge for some ads, but again, this is a program that's still in development, and if we determine that we can charge for that, we also need to figure out how we get those dollars and how we then use those dollars. That becomes a little complicated in our system, but more to come. We can certainly have that conversation once we get this program in a little bit better shape I think.
NEBESKY: For the record, Brenda Nebesky. We're in the early stages right now through travelnevada.com, soliciting through our partner portal those details about tourism partners and the packages and deals related to their location or business, and we're trying to expand that program. Once we have those details in place, then we can serve up dynamic content through our newsletters and through ads. We just aren't quite there yet, but that is something we would very much like to offer to our tourism partners. We're working toward that goal.
Today, I just wanted to review and expand upon some of the key projects that we presented last week to the marketing committee, and as Claudia mentioned, one of the key strategies and big moves that we're making this year is to move away from two seasonal campaigns and to a true always on, uninterrupted media strategy. Right now currently, only some of our media partnerships, most of them online content providers, bridge the gap between our spring-summer campaign and our fall-winter. With an expanded media budget, we see this opportunity to not just react to two effectiveness studies a year, but to have the opportunity on a monthly basis to respond to analytics and refine-optimize our ad placements, refine our messaging, expand to audiences, and become a more nimble marketing agency.
Budgetarily, this also allows us to align our invoicing and reporting with the fiscal year, which makes our finance office a little more happy. Our plan now is to begin true always on in November, which would be the traditional launch of our fall-winter campaign, but that then will continue year-round.
As Claudia also mentioned, we've demonstrated our effectiveness in building awareness in our key markets year over year. We really made our mark in awareness, and we are focused on our KPIs and objectives that are more in the middle of this graphic here toward true trip planning, consumer engagement, and booking. That is really our focus this year.
Metrics, as Claudia mentioned, traditionally, we've had two ad effectiveness studies, and now we have the opportunity to have monthly analytics and a dashboard based on monthly audiences, and adaptive tracking. We have John Packer on the phone with TNS, and I'm going to allow him to get into some of the details of how that reporting will happen. John, are you there?
PACKER: Yeah, absolutely here. Thank you, Brenda, and thank you, Lieutenant Governor and the Commissioners for the opportunity to chat with you for the record, John Packer, Vice President of Kantar TNS. Actually, Brenda stated it much better than I will and could, but I'll try to do my best. As you know, for the past X number of years, we have been measuring your campaigns based on a campaign measurement basis, but like Brenda's point, we do have the opportunity now to move to always on, which is where the industry is going both from a DMO perspective, and from some of the larger clients that we work with here at Kantar TNS. The primary benefit of that, and to Brenda's point, is that you could be responsive to the market. You could swap in ads depending on how they're performing, move from marketing insights on a quarterly or campaign basis to a monthly standpoint. And what we would [inaudible] is kind of a monthly dashboard, so scorecards that you could see how you're doing, and again, respond accordingly. It is called adaptive tracking. It is where the industry is going. Based on where you are as it relates to always on, I highly recommend that you do this.
Even from a technical perspective, it eliminates what's called recall bias of people being able to respond more accurately to the survey questions. From a campaign perspective, sometimes we're surveying them early in the cycle. Sometimes we're surveying them late, and that creates some problems in terms of, again, people being able to recall what they actually saw or did, you know, the old adage, I don't know what I had for breakfast yesterday morning, let alone asking them about an ad that they may have seen a couple of months ago or how much money they spend and on down the line. So, it makes perfect sense from a methodology perspective, but more important, I think it makes perfect sense for the great state of Nevada.
NEBESKY: Thank you, John.
VECCHIO: We bring this up at this point rather than in a marketing update, because it really does start to impact how we track and report a return on investment for our marketing effort, because it is no longer centered around two big campaigns. It's throughout the year. We'll have to figure out how we do this, but there's not as distinctive return on investment as there was previously. It changes the way we communicate the success of our overall program. Can you talk to how that might occur?
NEBESKY: The return on investments specifically?
NEBESKY: Well, I think it will just be a cumulative 12-month report is what it's going to be, and in that sense, a little more accurate because there aren't any gaps in it.
VECCHIO: That's all part of this metrics piece.
PACKER: No, I was just going to mention, Claudia, forgive me, that's perfectly stated.
VECCHIO: Great. Thanks, John.
HUTCHISON: Claudia, are you looking for feedback at this point from the Commissioners? Do you want further discussion, or further presentation at this point? What do you want at this point?
VECCHIO: Yes, I would love to have feedback about the metrics here. I would love to get feedback from those of you who are involved with other businesses and how you are tracking your metrics. With our audience being elected officials and the public, how we create metrics that make sense in their environment and not just in a marketing environment. Any input anyone has on how they're doing that, what they've seen as best practices or things that have worked well. I welcome that input.
STOLDAL: Mr. Chairman?
HUTCHISON: Yes, please proceed Bob.
STOLDAL: From the television industry, if I were to wait one year to see what I was doing on my six o'clock newscast, I would be in real trouble. I'm very uncomfortable with a matrix that only is responsive at the end of a year that we do right or wrong. There's more metrics out there that I think we need to look at just to see and count how many of the people we are bringing into Nevada and putting heads in beds. A year is too long for me.
VECCHIO: Oh, absolutely. That's the beauty of where we're going, and that is a monthly basis as opposed to twice a year before. We measured the spring-summer campaign, and we got that information about three or four months later, and then we did the same for the fall-winter campaign. This allows us, almost on a real-time basis, to be tracking how well this always on program does. I apologize if that wasn't clear. We'll provide a dashboard, some kind of an ongoing tracking mechanism so that we'll be able to see this very often, right?
STOLDAL: Thank you, Claudia.
RALENKOTTER: This is Rossi down in Las Vegas. Two comments, one is more a measurement or an impact, but it goes back to the utilization of the room tax and what we're all tasked to do, which is put heads in beds. I think we need to also look at what is the impact, or what are the number of jobs that are supported by the rural grants as well as the special events that NCOT sponsors each year? We're measuring that, because when we're challenged as to how the room tax is used, there's two areas that we talk about. One of the total amount of tax dollars that are generated by the expenditure of our funds, and the second part are the total number of jobs that are created or supported by our efforts. I'm pretty sure if we looked at all the stuff that we do statewide, that would be pretty impressive from the NCOT side because of your impact especially in the rurals. The second is, and this would be a statewide measurement, but the utilization of the room tax that does not go to the promotion of tourism, and so forth. In Clark County in southern Nevada, we only receive 32% of the room tax collected, and the remainder of that money goes for all types of things that make for a better quality of life for us who live in southern Nevada as well as for the state. For example, since 1999, over $1 billion in room tax has been generated for the refurbishing of schools and building new schools. We continue to tell that story because it's important, because it's that continual cycle. The more people we bring in, more room tax is generated. The more that we have to spend to market and advertise, do research in, and support the industry, and then the other side is that our communities and the State benefits from the room tax. That's a suggestion. It's not really a traditional metric, but it is a metric in what we do every single day.
VECCHIO: Thank you, Rossi. That's right on, and we have those numbers and will add those as part of our measurement metric. Thank you. Any additional insights?
HUTCHISON: Claudia, just a question for you here in Las Vegas. What did you mean when you said that with always on paid media, you would not have a distinct Return on Investment? What did you mean by that?
VECCHIO: We would have a cumulative ROI. I think the number would be continually distinct, but it's not a distinct timeframe. We know with the end of this campaign, our ROI is X to X, 70 to one, for example. This is more of a cumulative ROI. We would have to watch it and report it more frequently to make sure that it was still accurate, because it will change throughout the year hopefully.
HUTCHISON: My other question has to do with one of the slides. It looks like there's a block for the spring-summer fiscal year '17. Then there's a bridge fiscal year '18. What does that mean? And then there's the always on fiscal year '18, but what's this bridge fiscal year '18? Is that just a time when we don't have a campaign going? Is that what's suggested?
NEBESKY: Brenda Nebesky. Yes, because we have this transition period between the spring-summer campaign and our readiness for the always on initiative. We did two months of just a continuation of our always on partnerships.
HUTCHISON: Are we completely shut down, then, with any advertising or marketing during that time period?
NEBESKY: No, the bridge campaign is in place so that we do have some media out there during the transition until November.
HUTCHISON: Okay. What does that media look like, what are the components?
NEBESKY: Well, those are our current always on partnerships, which as I explained, tend to be online content partnerships, like the Matador Network, our partnership with Trip Advisor, partners like that, yes.
HUTCHISON: Okay, I remember we went over that during the Marketing Committee. Thank you. All right, any other questions, Commissioners, at this point? I'm trying to kind of keep us on track here, Claudia. It looks like what we're working on right now is our Agenda Item E 1.1. We're working on the last bullet point here, the overarching metrics and methodology by which a program's effectiveness is measured, right? That's what we're focused on. Is there anything else that you need to have feedback on, on that bullet point?
VECCHIO: In the last Strategic Plan, we had identified six key initiatives. In that plan, they were amplify domestic sales and marketing, drive international visitation, boost partnerships, create and convey value, enhance infrastructure, and run an effective business. They're somewhat changed for this time.
The first is to evolve the brand, which includes the domestic and international sales and marketing as we continue to focus on the future of this brand and make sure that that is evolved in all of our sales and marketing efforts. The next is to enhance partnerships, which is another word for boost partnerships, but that is our grants. That is our co-op marketing programs. That's the partnerships with our sister agencies both in the department and then state agencies like the Department of Wildlife and Conservation and such. The next is to inspire the industry, and that really is to create and convey value, but to do so in a way that makes the industry champions and really mobilizes the industry on behalf of not only the state agency but on behalf of the tourism industry in general that we can help through travelnevada.biz and the information that's provided to our industry there. We can help them better understand what's going on-on a global basis. The next, to engage champions, and that, through everything else we're doing, to help legislators and other key stakeholders, all of you to be better engaged and to feel more comfortable about being spokespeople for what we're doing as an agency and certainly as an industry. And then the last is to run an effective business. That's the same as it is this year and really to ensure that what we're doing here from a business and an operational standpoint is at the highest level possible. And so, those, you'll see a little bit of a change. I took out enhanced infrastructure, and while infrastructure is hugely important, in this previous iteration of the plan, we had a ground, air, and virtual infrastructure kind of initiative. The ground was focused with the Department of Transportation on the rest stops, which have not come to pass, and those are really a key initiative for us with that particular component. The air and the virtual, which was the cell service around the state, we really work on those in a fairly peripheral manner. While it's still important, I don't know if it is a key initiative, because it's very difficult for us to create metrics around something that we don't directly impact or have any control over the outcome. That's why that's removed.
Those are the changes to the key initiatives. I just want to be sure that you all are okay with those key initiatives. If you have other initiatives you think that we should be doing, I'm certainly happy to add those, but again, just as a framework for conversation, if there's other things that we should be doing, happy to get that input.
HUTCHISON: Commissioners, any comments under this bullet point, key initiatives that are proposed for this fiscal year '18 through '19 as Claudia has just outlined them for us? Okay, Claudia, are there other bullet points you want to talk about, either the mission, the vision, the values, any input or feedback you want from the Commission on those bullet points?
VECCHIO: Regarding the mission. We talked about that at a strategic planning session we had some time ago. We flipped that around a couple of different ways, but this is where it stands at the moment, to enhance the economic vitality of Nevada through effectively promoting tourism to and within the state. If there is another mission or another way to say that, we can talk about it. That is often a long protracted conversation, but I welcome any comments about that. This agency exists as part of the State of Nevada to help Nevadans. We took the vision outside of a marketing vision to have our vision be a vibrant quality of life for all Nevadans. For those engaged in this industry and those outside of the industry, as Rossi so well pointed out, lodging tax benefits everyone. What we do needs to benefit and enhance the quality of life for all Nevadans, and that's why that's our overarching vision.
The values we had in our last plan and are here also. The proposed change in values is that it would go from insightful, innovative and collaborative to insightful, collaborative, innovative and authentic. We've made them a little bit more specific than they were in the past. Any comments on that?
HUTCHISON: Commissioners, any comments or input on those bullet points with mission values or mission vision values?
STOLDAL: Mr. Chairman, Stoldal for the record.
HUTCHISON: Yes, Commissioner Stoldal, go ahead.
STOLDAL: I don't want to sound like a—well, I don't mind sounding like a [inaudible] but if this has been a vision of tourism and the Arts Council and the Indian Commission and our entire museum system of seven facilities, including two active and running railroads that bring in thousands of people, I don't see any reference in here at all to the other elements that are key to—are within the Division of Tourism. There's no reference to that at all, and if this is strictly the TravelNevada part of the Division of Tourism, I sort of understand that, but if this is for the entire Division of Tourism, I think we are missing some of the key elements the division has for the arts, et cetera, et cetera. That's not reflected in there. Again, if this is strictly TravelNevada I’m with my other comments that I think we should bring in some of these other elements but if this is the mission vision for the entire division, then I have some concerns. Thank you.
VECCHIO: Yeah, so, this is Claudia. Commissioner Stoldal, so, these are the mission vision and values for the Division of Tourism, which is Travel Nevada. These are not them for the Department of Tourism and Cultural Affairs. That's a different plan. That one, I need to work on as well, but this is just for the Division of Tourism. This is travel-related, and within the authentic piece of this comes that heart and soul of Nevada, which is the cultural part of it. That's what the framework around this plan is for the Division of Tourism, slash, TravelNevada, not the entire department.
STOLDAL: Thank you.
HUTCHISON: Thank you. Other comments?
SANTOS: Herb Santos for the record. Under the mission, I just sort of have a problem with the word, enhance. When you use the word, enhance, that is sort of giving the impression that you're improving the quality of something as opposed to what we're really doing, is supporting what is already really good through effective promoting of tourism. I think enhanced is just the wrong word to put in there, because nothing that we do makes all these things in Nevada better. What we do is we support it by promoting it and making the information available to more people. That's just a word that I feel is a little misplaced. I may be out in left field on this one, but that's my thought on that word.
VECCHIO: We could certainly look at reframing that in a supportive way as opposed to actually having it impacting it or enhancing it, and I can wordsmith that a little bit and send it out to everybody for your input. We're happy to take a look at that.
HUTCHISON: Thank you. Other comments, input, suggestions?
ARGER: This is Julie Arger for the record. If we're going to talk about that, just going down to vision as well, I think there should be consistency in the semantics a bit. When you say vision, a vibrant quality of life for all Nevadans, it should have a verb in there. Creates a vibrant quality of life, completes the thought and doesn’t leave it just a category. I'm not finding the right word myself, but just if you're going down the line, mission, vision, value, whatever, it should have consistency in semantics.
HUTCHISON: Commissioner Santos, how about enhance the vibrant quality of life? Just kidding, just kidding. Any other comments?
VECCHIO: We could certainly make that parallel structure through this entire thing. That's totally fine. I just want to make sure there is a finality to our vision. The vision isn't a process. The vision is the end goal, it's not a process to get there. It's what we're aiming for, but we can certainly look at the parallel structure for all of this.
HUTCHISON: Okay, other comments, input? Claudia, have you got what you want? This has been agendized for a possible action. You don't need a motion on this, do you? You just wanted the input?
VECCHIO: Yeah, and I appreciate all the input we've received. If anybody has any additional input, I'm a phone call, an email or a lunch away. Just let me know, and we'll start crafting this plan and get it out to everybody for your insights and input with the aim to have this on our December meeting, and then we will have it for possible action, and the group will approve the plan at that point. Thank you, everybody.
HUTCHISON: Great, thank you. We don't have to do anything more on Agenda Item E 1.2, ROI Program Measure—we already covered that under 1.1, right, Claudia?
VECCHIO: Right, we have done it all. Thank you.