tdc regular meeting march 20, 2017
TRANSCRIPT
Microsoft Word - Strategic Plan Cover
Review and Acceptance of Proposed Final Version of Strategic Plan
presented by Herb Marlowe – Analytica
1
Draft 6.0 March 1, 2017
Vision
Desired Result
An annual growth rate of 10% in the tourist development tax.
Mission
The mission of the Tourist Development Council is to strengthen and grow the tourism sector of the St. Johns County economy by:
a. Creating and maintaining destination awareness that attracts visitors b. Promoting and supporting distinctive visitor experiences of everimproving
quality c. Facilitating countywide tourism management planning
Roles
To fulfill its mission, the Tourist Development Council may assume the following roles:
Policy and strategy developer and implementer o Establish policy direction for market investments including growth and
maintenance strategies
Investor o In marketing strategies, innovation or incubation of new products, and support
service or facilities that enhance the visitor experience
Public Fiduciary o The TDC is responsible for the proper use of public funds, the determination as
to whether specific expenditures are helping create the desired result and the determination of the ROI of the various program and marketing expenditures.
Innovation and Research & Development o Maintaining a competitive edge in this highly competitive field is key to long
term success. To assist the tourism industry to do so, the TDC may function at times as an educator, at times as a researcher, at times as an investor in an innovative product, at times as a source of incubation, at times as a network developer to link together events or businesses for their mutual benefit.
Convener and facilitator o The TDC can bring together various public and private interests to identify
Innovation
Fairness
Accountability
5
Diversify the range and type of experiences available to visitors
Maintain a high level of brand awareness
Promote an everimproving level of visitor experience
Leverage tourism investments to improve the overall economic condition of the county
6
Diversify the range and type of experiences available to visitors
To better achieve the desired result of 10% annual bed tax growth, a broader range of experiences will be needed. One of the weaknesses the County faces is that some visitors feel they have been there, done that and nothing new. Diversification will address this weakness while adding additional reasons to visit the County in the first place. The various diversification opportunities are presented below.
o Sports tourism. Sports tourism encompasses amateur, professional, and collegiate sports. Sports tourism accounts for 15% of all Florida visitors. In St Johns County golf and fishing are the two dominant current forms of sports tourism along with sporting events such as runs and various beach activities of a sporting nature. Active tourism. Active tourism can be considered a subset of sports
tourism with the distinction being sports tourism mainly refers to team or group sports while active tourism refers to individual activities which may or may not be done in a group. Fishing, bicycling, walking, running, hiking are all sports which can be pursued individually or in some group form. These may also be competitive or noncompetitive in nature.
o Business/Leisure (Bleisure). This form of tourism consists of the person visiting
the county for business purposes but who chooses to extend their stay for various leisure purposes. At the current time this is most often golfing or fishing, but it could include any of the other experiences discussed here.
o Signature Events. A signature event is one which draws national and
7
o Ecotourism. Ecotourism is nature based tourism. Obviously, beach based visits are nature based. However, given their dominance in the state, the term is more often used in the context of lesser used environments such as rivers or marshes for kayaking, nature trails through parks and reserves, wildlife viewing including birding, or visits to other natural spaces.
o Cultural and Music tourism. This form of tourism covers a variety of venues
o Heritage tourism. Heritage tourism focuses on the history of the community. St. Augustine is a leader in heritage tourism. The question is how this leadership can be strengthened and the experience improved. Living history. Living history is a subset of heritage tourism which
emphasizes the use of reenactors to make history come alive. Re enactors can be used for older historic periods, such as the Spanish period, but they can also be used for more recent history such as the idea to have golf reenactors, i.e. Bobby Jones, at golf courses that attract visitors.
Archaeology. The opportunity to participate in a “dig” is a form of active tourism which appeals to a niche market.
Architectural. One of the appeals of St. Augustine is its distinctive architecture.
o Local food and culinary tourism. There is a “foodie” subculture which is
8
Maintain a high level of brand awareness and feeder market sensitivity
The brand research conducted for this project indicates a very high level of brand awareness in existing target markets. However, other feeder markets may not be as well understood and the level of brand awareness in those markets may or may not be as high. One intent of this goal is to maintain brand awareness in existing feeder markets while strengthening brand identity in other markets. For this goal to be achieved, a richer understanding of the potential markets and how to reach those markets will be needed. This understanding will enable the TDC to determine which additional markets to pursue and how to best invest its marketing resources to achieve the desired annual growth result. The strategies for achieving this goal include:
o Feeder market analysis. This strategy seeks to better understand existing or emerging feeder markets, including international markets, and their characteristics. It further seeks to understand which aspects of those feeder markets could best meet the desired growth result.
o Continuous marketing impact analysis. This strategy is a continuous analysis of
9
Promote an everimproving level of visitor experience
The first two goals focus on getting people to the County. The focus of this goal is ensuring they have a quality experience while they are in the County so that (1) they choose to return and (2) they become “sales people” for the County by communicating their positive experience. The TDC has a limited role and impact in the quality of specific venues. Those businesses will prosper or not based on their own performance. What the TDC must focus on, often in partnership with the responsible local governments and other institutions, is the quality of the public experience: safety, cleanliness, accessibility, attractiveness, appropriate space and the intangible but significant variable of feeling welcomed. Specific strategies the TDC would pursue, in collaboration and partnership as strategy appropriate include:
o Trams and other forms of alternative transportation. Increasing access to large tourism events by providing trams or some other forms of transportation to relieve parking and congestion can improve the experience. Ensuring coordination and communication of these alternatives is important for this strategy to succeed.
o Signage and circulation. Communicating signage needs to the appropriate
entity, supporting distinctive signage where needed and providing realtime information about traffic and parking via apps are all tools that can improve the visitor’s experience.
o Coordinated event and experiences marketing. On any given day, and
particularly on weekends, there are a variety of experiences available in the County. The opportunity is to leverage these various events so that they support each other while providing a richer visitor experience.
o Facility maintenance. Obviously maintaining facilities is important both for the
visitor experience and protection of an existing investment. Given the scope of facility maintenance needs, it is important to clarify the TDC’s role and responsibility in facility maintenance as well as the responsibility of other local
10
o Facility development. As with facility maintenance, facilities may well be needed to develop a target market. The prime consideration here, other than financial capacity, is the degree to which a facility will lead to the desired annual growth result.
Leverage tourism investments to improve the overall economic condition of the county
St. Johns County faces an ongoing structural shortfall of resources adequate to meet needs and public expectations. This shortfall is due in large part to a comparatively low commercial tax base. For the most part residential valuation is inadequate from the perspective of needed maintenance and capital improvements. While the purpose of the TDC is to strengthen and expand the tourism sector of the local economy, this can be done in a way which helps build a stronger overall economy that has a better commercial/residential ratio. This occurs in part due to the growth of tourism related properties that enhance the commercial tax base. Some other strategies which could also contribute to a better ratio are discussed below.
o Growth of the music industry. In addition to the visitors it attracts, the music industry itself is much broader than the music event itself. A wide variety of supportive businesses (food and beverage, advertising, security, etc.) are needed for events to be produced. As events expand in number or size, there is commensurate growth in these support services. Beyond the support services element, there is the creative class element which tends to draw related (or unrelated) creative and entrepreneurial endeavors to an area. This can create a
11
o Sports capital. Just as music events require a support network, so do sports. While there are direct hotel stay benefits to sports, a variety of services can develop such as food and beverage, parking, security, advertising. The more consistent, frequent, and sufficient scale sports events are, the more likely a viable support sector will emerge. As with the music industry strategy, there will be ultimate benefit to the overall economy and the commercial tax base of the County.
o Infrastructure development. Most TDCs in the state that have chosen to make significant infrastructure investments have done so with the understanding that residents may have some access to these facilities. This relieves to some degree capital pressures on county government.
o Financial sustainability and stability. The TDC must be prudent in its investments
Diversify the range and type of experiences available to visitors
o Sports tourism Establish and charge a shortterm task force1 to be coordinated and
supported by the TDC Executive Director with the following responsibilities:
Develop a recommendation for either a sports commission or sports committee that includes:
o Role and purpose; o Staffing needs; o Funding source and amount; o Other logistical and planning topics.
Issue an RFP to conduct: o an independent market analysis of sports tourism
opportunities appropriate to St. Johns County; Including estimated return on investment (ROI) and
potential contribution to the desired growth result. o an independent infrastructure analysis to determine if the
County has the needed infrastructure for the priority markets or could develop it. As a subset of this analysis the potential for
partnerships and joint use development with Flagler College and the County should be considered.
o Business/Leisure Charge the TDC Executive Director, with support as needed from
contracted agencies, to analyze the existing scope of business/leisure travel in the County and determine opportunities and needed investments to expand that category of travel.
1 Members could include current or former TDC members, a county representative, a Flagler College representative and other interested parties. 5 to 7 members would be the preferable number.
14
Maintain a high level of brand awareness
o Feeder market analysis. Charge the TDC Director and staff selected by the Director to:
Conduct a feeder market analysis; o This would be a zip code/month analysis of 2016 lodging
stays organized to ensure confidentiality of provider data. I95 hotels should be segregated with one night stay classified as “drivethroughs” and two or more nights stays classified as visitors.
Identify in this analysis those new feeder markets which have the highest potential of growth;
Conduct, if needed, a brand identity survey in selected new feeder markets
Identify marketing strategies most likely to be effective with the target market;
Identify the cost of this marketing effort;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
Present a report to the TDC including recommendations. Implement adopted recommendations.
o Continuous marketing impact analysis.
Charge the TDC Director to develop, using any appropriate resources, as a regular discussion item on the TDC agenda, a discussion of marketing strategy by target market or technique. This discussion should focus on impact, ROI, estimated contribution to the desired growth result as well as alternative methods.
o Target market understanding and marketing approach. A component of the regular TDC agenda item on marketing, a substantive
discussion of the chosen target market and its submarkets should be conducted. This discussion should focus on impact, ROI, estimated contribution to the desired growth result as well as alternative methods.
Based on TDC discussion and direction, the TDC Director should direct adaptation of marketing strategy.
15
Promote an everimproving level of visitor experience
o Develop and adopt a TDC policy on Facility development and maintenance.
Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds for facility development and maintenance;
Review and refinement of criteria that the TDC would use to consider facility development and/or maintenance funding;
o Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
Review and refinement of a process and structure though which facility development and/or maintenance funding needs can be considered;
Provide a report to the TDC on alternatives or recommended actions;
As a TDC agenda item hosts presentations or reviews of practices of other
TDCs with regard to facility development or maintenance.
These presentations or reviews should address the practices of other TDC regarding development of sports facilities.
Adopt a policy.
Diversify the range and type of experiences available to visitors
o Signature event(s) Charge the TDC Executive Director, with support from the Cultural
Council Director and Visitors and Convention Bureau President, to prepare a report addressing the following topics:
Strategies and needed investments to further optimize the existing signature event, the TPC championship;
Development of criteria for determining if an event would be a signature event;
Identification of one or more existing events or potential events, that have the potential to become a signature event or determine that an additional signature event is not feasible now;
Determine priority if more than one is identified;
Develop a business plan for the top ranked possibility that would identify needed startup resources and the potential “owner” and “manager” of the event;
Estimate the (ROI) of such an event and potential contribution to the desired growth result.
o Ecotourism
Charge the TDC Director, in collaboration with County recreation staff. State parks staff and other entities as determined by the TDC Director to be needed, to develop an analysis of the needed investments and potential ROI to further develop and market a blueways/greenways attraction.
17
o Cultural and Music Charge the TDC Director, in collaboration with County staff and contract
staff, to conduct a marketing study of potential event growth for the Amphitheater, the resources need to achieve that growth and the estimated ROI and contribution to the desired growth result of that investment.
Charge the TDC Director to establish as work group tasked to:
Identify musicrelated industries that would be a good fit for St Johns County;
Identify approaches to engage in an active outreach to those industries;
Identify the resources need to engage in the outreach;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Heritage tourism.
Living history
Charge the TDC Director to establish a work group tasked to: o Develop a broad reenactment strategy that would have
countywide features; o Identify opportunities to use reenactments as an
attraction in the less busy times (such as midweek); o Develop a promotion strategy; o Develop funding criteria; o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result. Archelogy
Charge the TDC Director, in collaboration with the City of St. Augustine archeologist, to:
o Identify opportunities to expand visitation related to archeology;
o Identify promotion opportunities; o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result. Architecture
Charge the TDC Director, in collaboration with appropriate staff to:
o Identify opportunities to expand visitation related to archeology;
o Identify promotion opportunities; o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result.
18
o Local food and culinary tourism Charge the TDC Director to establish a task force of stakeholders and staff
to:
Identify marketing strategies to support that expansion;
Identify the needed resources to support the expansion;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Agtourism
Charge the TDC Director to meet with local Farm Bureau, IFAS and the FL Department of Agriculture and Consumer Services to examine:
The feasibility and value of an agricultural tour or roadway of the food and liquor products of the County;
Methods to expand the number or scope of local food/beverage producers;
Ways to promote the development of local culinary resources that draw upon the local agricultural economy
o Family based tourism Charge the TDC Director to meet with hoteliers, attractions, restaurants
and other stakeholders to identify:
Current family visitation patterns;
Additional activities or activity gaps that families have identified as being of value;
Resources that would make the County more attractive to families
Estimates of needed investments. Prepare a report to the TDC summarizing this discussion that includes:
Priorities if any;
19
o Wedding tourism Charge the TDC Director to meet with stakeholders in the Wedding sector
to identify:
Current wedding activity patterns;
Additional features that wedding parties have identified as being of value;
Resources that would make the County more attractive to wedding parties;
Estimates of needed investments. Prepare a report to the TDC summarizing this discussion that includes:
Priorities if any; o Estimates of the (ROI) of such an effort and potential
contribution to the desired growth result.
20
o Continue market analysis based on 2017 findings and discussions.
21
Promote an everimproving level of visitor experience
o Trams and other forms of alternative transportation. Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds to provide transportation services;
Convene a stakeholder group to determine when and where improved transportation would provide a significant benefit;
o Coordinate with the appropriate parties on a budget for transportation services;
o Identify the party responsible for coordinating and managing the transportation services;
o Estimate the (ROI) of such an effort and potential contribution to the desired growth result;
If there is sufficient addedvalue, approve or bring to the TDC an agenda item approving such an investment.
o Signage and circulation.
Charge the TDC Director with the following:
Convene a stakeholder group to determine where additional signage would be needed. This group should include those entities responsible for signage.
o Develop with this group a plan for improved signage. o Determine the cost estimate of improved signage o Determine if and where the TDC should costshare. o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result.
Provide a report to the TDC on recommended actions.
Enact any approved actions.
o Coordinated event and experiences marketing. Charge the TDC Director with the following:
Convene a stakeholder group to determine issues and opportunities for more coordinated marketing.
Develop with the group recommendations for improvement, including any resources that would be needed;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Facility maintenance. Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds for facility maintenance;
Review and refinement of criteria that the TDC would use to consider maintenance funding;
o Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
Review and refinement of a process and structure though which maintenance funding needs can be considered;
Provide a report to the TDC on recommended actions; Enact any approved actions.
o Facility development.
Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds for facility development;
Review and refinement of criteria that the TDC would use to consider facility development funding;
o Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
Review and refinement of a process and structure though which facility development funding needs can be considered;
Provide a report to the TDC on recommended actions; Enact any approved actions.
o Language diversity.
Charge the TDC Director with the following:
Convene a stakeholder group to determine issues and opportunities for improved language diversity;
Develop with the group recommendations for improvement, including any resources that would be needed;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Workforce training. Charge the TDC Director with the following:
Convene a stakeholder group to determine issues and opportunities for improved workforce training;
Develop with the group recommendations for improvement, including any resources that would be needed;
Leverage tourism investments to improve the overall economic condition of the county
o Music industry
The objectives discussed in the expansion goal would address this strategy.
o Sports capital
The objectives discussed in the expansion goal would address this strategy.
o Target industry conventions
The objectives discussed in the expansion goal would address this strategy.
o Infrastructure development
Working with the appropriate public bodies, conduct an analysis of what additional facilities (bathrooms, parking, etc.) that would improve the visitor experience.
o Provide a findings report to the TDC which would include whether there is an appropriate funding role for the TDC.
Conduct a feasibility analysis of a performing arts center o This analysis should include Including an estimation of the
(ROI) of such a project and potential contribution to the desired growth result.
Examine the feasibility of a tourism business incubator. o If determined feasible include a business plan for the
development of such an incubator Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
o Financial sustainability and stability The TDC Executive Director is charged with:
Providing relevant information and education materials should the City of St. Augustine seek the authority to levy a historic preservation bed tax;
If the desired growth results are obtained, at an appropriate time in the future the continued relevance of the county ordinances regarding the bed tax should be placed on the TDC agenda for discussion.
Review and Acceptance of Proposed Final Version of Strategic Plan
presented by Herb Marlowe – Analytica
1
Draft 6.0 March 1, 2017
Vision
Desired Result
An annual growth rate of 10% in the tourist development tax.
Mission
The mission of the Tourist Development Council is to strengthen and grow the tourism sector of the St. Johns County economy by:
a. Creating and maintaining destination awareness that attracts visitors b. Promoting and supporting distinctive visitor experiences of everimproving
quality c. Facilitating countywide tourism management planning
Roles
To fulfill its mission, the Tourist Development Council may assume the following roles:
Policy and strategy developer and implementer o Establish policy direction for market investments including growth and
maintenance strategies
Investor o In marketing strategies, innovation or incubation of new products, and support
service or facilities that enhance the visitor experience
Public Fiduciary o The TDC is responsible for the proper use of public funds, the determination as
to whether specific expenditures are helping create the desired result and the determination of the ROI of the various program and marketing expenditures.
Innovation and Research & Development o Maintaining a competitive edge in this highly competitive field is key to long
term success. To assist the tourism industry to do so, the TDC may function at times as an educator, at times as a researcher, at times as an investor in an innovative product, at times as a source of incubation, at times as a network developer to link together events or businesses for their mutual benefit.
Convener and facilitator o The TDC can bring together various public and private interests to identify
Innovation
Fairness
Accountability
5
Diversify the range and type of experiences available to visitors
Maintain a high level of brand awareness
Promote an everimproving level of visitor experience
Leverage tourism investments to improve the overall economic condition of the county
6
Diversify the range and type of experiences available to visitors
To better achieve the desired result of 10% annual bed tax growth, a broader range of experiences will be needed. One of the weaknesses the County faces is that some visitors feel they have been there, done that and nothing new. Diversification will address this weakness while adding additional reasons to visit the County in the first place. The various diversification opportunities are presented below.
o Sports tourism. Sports tourism encompasses amateur, professional, and collegiate sports. Sports tourism accounts for 15% of all Florida visitors. In St Johns County golf and fishing are the two dominant current forms of sports tourism along with sporting events such as runs and various beach activities of a sporting nature. Active tourism. Active tourism can be considered a subset of sports
tourism with the distinction being sports tourism mainly refers to team or group sports while active tourism refers to individual activities which may or may not be done in a group. Fishing, bicycling, walking, running, hiking are all sports which can be pursued individually or in some group form. These may also be competitive or noncompetitive in nature.
o Business/Leisure (Bleisure). This form of tourism consists of the person visiting
the county for business purposes but who chooses to extend their stay for various leisure purposes. At the current time this is most often golfing or fishing, but it could include any of the other experiences discussed here.
o Signature Events. A signature event is one which draws national and
7
o Ecotourism. Ecotourism is nature based tourism. Obviously, beach based visits are nature based. However, given their dominance in the state, the term is more often used in the context of lesser used environments such as rivers or marshes for kayaking, nature trails through parks and reserves, wildlife viewing including birding, or visits to other natural spaces.
o Cultural and Music tourism. This form of tourism covers a variety of venues
o Heritage tourism. Heritage tourism focuses on the history of the community. St. Augustine is a leader in heritage tourism. The question is how this leadership can be strengthened and the experience improved. Living history. Living history is a subset of heritage tourism which
emphasizes the use of reenactors to make history come alive. Re enactors can be used for older historic periods, such as the Spanish period, but they can also be used for more recent history such as the idea to have golf reenactors, i.e. Bobby Jones, at golf courses that attract visitors.
Archaeology. The opportunity to participate in a “dig” is a form of active tourism which appeals to a niche market.
Architectural. One of the appeals of St. Augustine is its distinctive architecture.
o Local food and culinary tourism. There is a “foodie” subculture which is
8
Maintain a high level of brand awareness and feeder market sensitivity
The brand research conducted for this project indicates a very high level of brand awareness in existing target markets. However, other feeder markets may not be as well understood and the level of brand awareness in those markets may or may not be as high. One intent of this goal is to maintain brand awareness in existing feeder markets while strengthening brand identity in other markets. For this goal to be achieved, a richer understanding of the potential markets and how to reach those markets will be needed. This understanding will enable the TDC to determine which additional markets to pursue and how to best invest its marketing resources to achieve the desired annual growth result. The strategies for achieving this goal include:
o Feeder market analysis. This strategy seeks to better understand existing or emerging feeder markets, including international markets, and their characteristics. It further seeks to understand which aspects of those feeder markets could best meet the desired growth result.
o Continuous marketing impact analysis. This strategy is a continuous analysis of
9
Promote an everimproving level of visitor experience
The first two goals focus on getting people to the County. The focus of this goal is ensuring they have a quality experience while they are in the County so that (1) they choose to return and (2) they become “sales people” for the County by communicating their positive experience. The TDC has a limited role and impact in the quality of specific venues. Those businesses will prosper or not based on their own performance. What the TDC must focus on, often in partnership with the responsible local governments and other institutions, is the quality of the public experience: safety, cleanliness, accessibility, attractiveness, appropriate space and the intangible but significant variable of feeling welcomed. Specific strategies the TDC would pursue, in collaboration and partnership as strategy appropriate include:
o Trams and other forms of alternative transportation. Increasing access to large tourism events by providing trams or some other forms of transportation to relieve parking and congestion can improve the experience. Ensuring coordination and communication of these alternatives is important for this strategy to succeed.
o Signage and circulation. Communicating signage needs to the appropriate
entity, supporting distinctive signage where needed and providing realtime information about traffic and parking via apps are all tools that can improve the visitor’s experience.
o Coordinated event and experiences marketing. On any given day, and
particularly on weekends, there are a variety of experiences available in the County. The opportunity is to leverage these various events so that they support each other while providing a richer visitor experience.
o Facility maintenance. Obviously maintaining facilities is important both for the
visitor experience and protection of an existing investment. Given the scope of facility maintenance needs, it is important to clarify the TDC’s role and responsibility in facility maintenance as well as the responsibility of other local
10
o Facility development. As with facility maintenance, facilities may well be needed to develop a target market. The prime consideration here, other than financial capacity, is the degree to which a facility will lead to the desired annual growth result.
Leverage tourism investments to improve the overall economic condition of the county
St. Johns County faces an ongoing structural shortfall of resources adequate to meet needs and public expectations. This shortfall is due in large part to a comparatively low commercial tax base. For the most part residential valuation is inadequate from the perspective of needed maintenance and capital improvements. While the purpose of the TDC is to strengthen and expand the tourism sector of the local economy, this can be done in a way which helps build a stronger overall economy that has a better commercial/residential ratio. This occurs in part due to the growth of tourism related properties that enhance the commercial tax base. Some other strategies which could also contribute to a better ratio are discussed below.
o Growth of the music industry. In addition to the visitors it attracts, the music industry itself is much broader than the music event itself. A wide variety of supportive businesses (food and beverage, advertising, security, etc.) are needed for events to be produced. As events expand in number or size, there is commensurate growth in these support services. Beyond the support services element, there is the creative class element which tends to draw related (or unrelated) creative and entrepreneurial endeavors to an area. This can create a
11
o Sports capital. Just as music events require a support network, so do sports. While there are direct hotel stay benefits to sports, a variety of services can develop such as food and beverage, parking, security, advertising. The more consistent, frequent, and sufficient scale sports events are, the more likely a viable support sector will emerge. As with the music industry strategy, there will be ultimate benefit to the overall economy and the commercial tax base of the County.
o Infrastructure development. Most TDCs in the state that have chosen to make significant infrastructure investments have done so with the understanding that residents may have some access to these facilities. This relieves to some degree capital pressures on county government.
o Financial sustainability and stability. The TDC must be prudent in its investments
Diversify the range and type of experiences available to visitors
o Sports tourism Establish and charge a shortterm task force1 to be coordinated and
supported by the TDC Executive Director with the following responsibilities:
Develop a recommendation for either a sports commission or sports committee that includes:
o Role and purpose; o Staffing needs; o Funding source and amount; o Other logistical and planning topics.
Issue an RFP to conduct: o an independent market analysis of sports tourism
opportunities appropriate to St. Johns County; Including estimated return on investment (ROI) and
potential contribution to the desired growth result. o an independent infrastructure analysis to determine if the
County has the needed infrastructure for the priority markets or could develop it. As a subset of this analysis the potential for
partnerships and joint use development with Flagler College and the County should be considered.
o Business/Leisure Charge the TDC Executive Director, with support as needed from
contracted agencies, to analyze the existing scope of business/leisure travel in the County and determine opportunities and needed investments to expand that category of travel.
1 Members could include current or former TDC members, a county representative, a Flagler College representative and other interested parties. 5 to 7 members would be the preferable number.
14
Maintain a high level of brand awareness
o Feeder market analysis. Charge the TDC Director and staff selected by the Director to:
Conduct a feeder market analysis; o This would be a zip code/month analysis of 2016 lodging
stays organized to ensure confidentiality of provider data. I95 hotels should be segregated with one night stay classified as “drivethroughs” and two or more nights stays classified as visitors.
Identify in this analysis those new feeder markets which have the highest potential of growth;
Conduct, if needed, a brand identity survey in selected new feeder markets
Identify marketing strategies most likely to be effective with the target market;
Identify the cost of this marketing effort;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
Present a report to the TDC including recommendations. Implement adopted recommendations.
o Continuous marketing impact analysis.
Charge the TDC Director to develop, using any appropriate resources, as a regular discussion item on the TDC agenda, a discussion of marketing strategy by target market or technique. This discussion should focus on impact, ROI, estimated contribution to the desired growth result as well as alternative methods.
o Target market understanding and marketing approach. A component of the regular TDC agenda item on marketing, a substantive
discussion of the chosen target market and its submarkets should be conducted. This discussion should focus on impact, ROI, estimated contribution to the desired growth result as well as alternative methods.
Based on TDC discussion and direction, the TDC Director should direct adaptation of marketing strategy.
15
Promote an everimproving level of visitor experience
o Develop and adopt a TDC policy on Facility development and maintenance.
Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds for facility development and maintenance;
Review and refinement of criteria that the TDC would use to consider facility development and/or maintenance funding;
o Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
Review and refinement of a process and structure though which facility development and/or maintenance funding needs can be considered;
Provide a report to the TDC on alternatives or recommended actions;
As a TDC agenda item hosts presentations or reviews of practices of other
TDCs with regard to facility development or maintenance.
These presentations or reviews should address the practices of other TDC regarding development of sports facilities.
Adopt a policy.
Diversify the range and type of experiences available to visitors
o Signature event(s) Charge the TDC Executive Director, with support from the Cultural
Council Director and Visitors and Convention Bureau President, to prepare a report addressing the following topics:
Strategies and needed investments to further optimize the existing signature event, the TPC championship;
Development of criteria for determining if an event would be a signature event;
Identification of one or more existing events or potential events, that have the potential to become a signature event or determine that an additional signature event is not feasible now;
Determine priority if more than one is identified;
Develop a business plan for the top ranked possibility that would identify needed startup resources and the potential “owner” and “manager” of the event;
Estimate the (ROI) of such an event and potential contribution to the desired growth result.
o Ecotourism
Charge the TDC Director, in collaboration with County recreation staff. State parks staff and other entities as determined by the TDC Director to be needed, to develop an analysis of the needed investments and potential ROI to further develop and market a blueways/greenways attraction.
17
o Cultural and Music Charge the TDC Director, in collaboration with County staff and contract
staff, to conduct a marketing study of potential event growth for the Amphitheater, the resources need to achieve that growth and the estimated ROI and contribution to the desired growth result of that investment.
Charge the TDC Director to establish as work group tasked to:
Identify musicrelated industries that would be a good fit for St Johns County;
Identify approaches to engage in an active outreach to those industries;
Identify the resources need to engage in the outreach;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Heritage tourism.
Living history
Charge the TDC Director to establish a work group tasked to: o Develop a broad reenactment strategy that would have
countywide features; o Identify opportunities to use reenactments as an
attraction in the less busy times (such as midweek); o Develop a promotion strategy; o Develop funding criteria; o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result. Archelogy
Charge the TDC Director, in collaboration with the City of St. Augustine archeologist, to:
o Identify opportunities to expand visitation related to archeology;
o Identify promotion opportunities; o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result. Architecture
Charge the TDC Director, in collaboration with appropriate staff to:
o Identify opportunities to expand visitation related to archeology;
o Identify promotion opportunities; o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result.
18
o Local food and culinary tourism Charge the TDC Director to establish a task force of stakeholders and staff
to:
Identify marketing strategies to support that expansion;
Identify the needed resources to support the expansion;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Agtourism
Charge the TDC Director to meet with local Farm Bureau, IFAS and the FL Department of Agriculture and Consumer Services to examine:
The feasibility and value of an agricultural tour or roadway of the food and liquor products of the County;
Methods to expand the number or scope of local food/beverage producers;
Ways to promote the development of local culinary resources that draw upon the local agricultural economy
o Family based tourism Charge the TDC Director to meet with hoteliers, attractions, restaurants
and other stakeholders to identify:
Current family visitation patterns;
Additional activities or activity gaps that families have identified as being of value;
Resources that would make the County more attractive to families
Estimates of needed investments. Prepare a report to the TDC summarizing this discussion that includes:
Priorities if any;
19
o Wedding tourism Charge the TDC Director to meet with stakeholders in the Wedding sector
to identify:
Current wedding activity patterns;
Additional features that wedding parties have identified as being of value;
Resources that would make the County more attractive to wedding parties;
Estimates of needed investments. Prepare a report to the TDC summarizing this discussion that includes:
Priorities if any; o Estimates of the (ROI) of such an effort and potential
contribution to the desired growth result.
20
o Continue market analysis based on 2017 findings and discussions.
21
Promote an everimproving level of visitor experience
o Trams and other forms of alternative transportation. Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds to provide transportation services;
Convene a stakeholder group to determine when and where improved transportation would provide a significant benefit;
o Coordinate with the appropriate parties on a budget for transportation services;
o Identify the party responsible for coordinating and managing the transportation services;
o Estimate the (ROI) of such an effort and potential contribution to the desired growth result;
If there is sufficient addedvalue, approve or bring to the TDC an agenda item approving such an investment.
o Signage and circulation.
Charge the TDC Director with the following:
Convene a stakeholder group to determine where additional signage would be needed. This group should include those entities responsible for signage.
o Develop with this group a plan for improved signage. o Determine the cost estimate of improved signage o Determine if and where the TDC should costshare. o Estimate the (ROI) of such an effort and potential
contribution to the desired growth result.
Provide a report to the TDC on recommended actions.
Enact any approved actions.
o Coordinated event and experiences marketing. Charge the TDC Director with the following:
Convene a stakeholder group to determine issues and opportunities for more coordinated marketing.
Develop with the group recommendations for improvement, including any resources that would be needed;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Facility maintenance. Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds for facility maintenance;
Review and refinement of criteria that the TDC would use to consider maintenance funding;
o Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
Review and refinement of a process and structure though which maintenance funding needs can be considered;
Provide a report to the TDC on recommended actions; Enact any approved actions.
o Facility development.
Charge the TDC Director with the following:
Review of legal parameters and current practices regarding use of TDC funds for facility development;
Review and refinement of criteria that the TDC would use to consider facility development funding;
o Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
Review and refinement of a process and structure though which facility development funding needs can be considered;
Provide a report to the TDC on recommended actions; Enact any approved actions.
o Language diversity.
Charge the TDC Director with the following:
Convene a stakeholder group to determine issues and opportunities for improved language diversity;
Develop with the group recommendations for improvement, including any resources that would be needed;
Estimate the (ROI) of such an effort and potential contribution to the desired growth result.
o Workforce training. Charge the TDC Director with the following:
Convene a stakeholder group to determine issues and opportunities for improved workforce training;
Develop with the group recommendations for improvement, including any resources that would be needed;
Leverage tourism investments to improve the overall economic condition of the county
o Music industry
The objectives discussed in the expansion goal would address this strategy.
o Sports capital
The objectives discussed in the expansion goal would address this strategy.
o Target industry conventions
The objectives discussed in the expansion goal would address this strategy.
o Infrastructure development
Working with the appropriate public bodies, conduct an analysis of what additional facilities (bathrooms, parking, etc.) that would improve the visitor experience.
o Provide a findings report to the TDC which would include whether there is an appropriate funding role for the TDC.
Conduct a feasibility analysis of a performing arts center o This analysis should include Including an estimation of the
(ROI) of such a project and potential contribution to the desired growth result.
Examine the feasibility of a tourism business incubator. o If determined feasible include a business plan for the
development of such an incubator Including an estimation of the (ROI) of such a project and potential contribution to the desired growth result.
o Financial sustainability and stability The TDC Executive Director is charged with:
Providing relevant information and education materials should the City of St. Augustine seek the authority to levy a historic preservation bed tax;
If the desired growth results are obtained, at an appropriate time in the future the continued relevance of the county ordinances regarding the bed tax should be placed on the TDC agenda for discussion.