About Us

History
The process to form the Feather River Marketing District (FRTMD) began in 2013.   During the first  years multiple meetings both large and small were held across the county. And, volunteers talked individually with countless people. In addition, information regarding the district was on the agenda for meetings of the County Board of Supervisors at least 4 times, with an additional 3 for public hearings this year.

The intention was to engage, inform, and solicit support for an organized and sustainable approach to tourism promotion that would benefit our lodging industry and our communities.  We met with those who were uninformed or misinformed and ultimately became enthusiastic, and those who were in opposition and remained so.  We also sent letters and information via email and snail mail to those whose addresses we were able to obtain, on our own, as we did not have the support of such information from the County. We did our due diligence as best as we could as a dedicated, all volunteer group..

TOT an Unsustainable Argument
Some lodging providers continued to feel that the County should be using the existing TOT funds to accomplish what this District proposes to do, market, promote and develop.  This is a frustrating and recurring argument for many.  We would agree with this argument if we had not done our research prior to executing the drive to form the District.

After research, we, like a majority of lodging providers in California, came to the same conclusion, the TOT fight could not and would not prevail.  Almost every county in California had reduced or even ceased supporting tourism investment due to the ever-increasing cost of executing and maintaining the basic services they are charged with providing.  In fact, it is this reality that led to the enactment of the 1994 law allowing the formation of these districts.  
We understood that we had to come up with alternate solutions to create the needed funding to support one of the most important, in fact, top 10 industries in our state, let alone our County. In Plumas County we can comfortably say that tourism is one of the top 3 industries in our county, second only in employment to the government itself.  TOT funds would never be an answer to the need.
 
ROI and Effects on Occupancy & Room Rates
In speaking with lodging providers some were concerned about the assessment’s potential effects on their operations. Concerns such as, “We can’t afford to assess our guests on top of existing TOT and still be able to raise our rates”.  Or, “With a 2% assessment tacked onto their bill, our guests will stop coming. Our revenues will decline.”

The answers come from research. And, we can say that the only good thing about Plumas County coming to this idea “late in the game” is that we have 10 years’ worth of research with which to answer these concerns.  Research has unequivocally shown that:Return on Investment (ROI) varies between 20% - 60%.

  • Room stays increase. These regions actually experience significantly increased spending on lodging, food & beverages.
  • Room prices are able to be increased in proportion to the increased demand.
  • Additionally, Plumas County’s TOT is 9%.  With a 2% assessment, our guests will have 11% added to their base stay rate.  11% puts our District lodging tax and assessment at one of the lowest combined rates across California.

What is at Stake if We Don’t Fund Promotion?
Without effective promotion, research has shown that states and cities cede the economic benefits to competing destinations and fall behind the competition. It is a mistake from which it takes many years to recover. And it is a mistake that is easily avoided when governments and communities take a long view on their economic outlook.
We would add to this, that pre-Covid our competition with other mountain communities in Northern CA for tourism dollars was fierce.  Post Covid it will be more so, and our neighbors already have the funds to compete!

Leveraging and the Little Guy
We are looking to use these funds to obtain an excellent and just balance for the small provider as well the large by leveraging these dollars to benefit the entire lodging community.  Our goal is to increase awareness of our area as a travel destination with focus on our unique culture and values and stewardship of our beautiful recreational area.  Our shoulder months have plenty of room for additional visitation even now, as we begin grow this important industry in our area.

Meet the Board of Directors

Karen Klevin

President
At Large

Susan Bryner

Vice President
Coldwell Banker Property Management, Lake Almanor

jeff titcomb

Secretary
Director, Shasta-Cascade Wonderland, Greenville

Janice Robinson

Goldpan Lodge, Quincy

Sharon roberts

St. Bernard Lodge, Mill Creek

Jill Rivoli

Greenhorn Ranch, Quincy

Todd Geer

Plumas Pines Resort, Lake Almanor