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Item 6 - PZ - Tourism Plan presentation Proposed adoption of the Southlake 2035 Tourism Master Plan April 6, 2017 Background •Economic Development & Tourism Master Plan Adopted in 2011 •CEDC developed the ED Plan this past spring and summer •ED Plan adopted by City Council on October 4th •Tourism Master Plan scheduled to be adopted by the end of the 3Q SOUTHLAKE 2035 ECONOMIC DEVELOPMENT & TOURISM ADVISORY BOARD The City of Southlake provides municipal services that support the highest quality of life for our residents, businesses, and visitors. We do this by being an exemplary model of balancing efficiency, fiscal responsibility, transparency, and sustainability. Performance Management & Service Delivery Safety & Security Infrastructure Mobility Partnerships & Volunteerism Quality Development C1 Achieve the highest standards of safety & security C2 Provide travel convenience within City & region C3 Provide attractive & unique spaces for enjoyment of personal interests C4 Attract & keep top- tier businesses to drive a dynamic & sustainable economic environment C5 Promote opportunities for partnerships & volunteer involvement Serve our Customers Manage the Business B1 Achieve best- in-class status in all City disciplines B2 Collaborate with select partners to implement service solutions B3 Enhance resident quality of life & business vitality through tourism B4 Provide high quality services through sustainable business practices B5 Enhance service delivery through continual process improvement B6 Optimize use of technology Provide Financial Stewardship Promote Learning and Growth F1 Adhere to financial management principles & budget F2 Invest to provide & maintain high quality public assets F3 Achieve fiscal wellness standards F4 Establish & maintain effective internal controls L1 Ensure our people understand the strategy & how they contribute to it L2 Enhance leadership capabilities to deliver results L3 Attract, develop & retain a skilled workforce L4 Recognize & reward high performers L5 Empower informed decision-making at all levels in the organization C6 Enhance the sense of community by providing excellent customer service and citizen engagement opportunities L6 Foster positive employee engagement CBO1 – Maintain a strong financial position and implement plans and policies to ensure future financial strength. CBO2 – Enhance mobility through aggressive traffic management initiatives and capital project implementation. CBO3 – Engage in thoughtful planning to ensure continued high quality development that is integrated well into the current built environment. CBO4 – Optimize the City’s commercial tax base by attracting high quality new businesses to reduce the tax burden on residential taxpayers. CBO5 – Improve quality of life through progressive implementation of Southlake’s Comprehensive Plan recommendations. CBO6 – Invest to maintain strong public safety to ensure a low crime rate and effective emergency response. CRITICAL BUSINESS OUTCOMES DELIVER ON OUR FOCUS AREAS Vision, Goal & Objectives SOUTHLAKE 2035 Vision Statement Southlake will continue to enhance its status as a desirable, attractive, safe, healthy and fiscally-sound community with quality neighborhoods, while maintaining a high standard of living, learning, shopping, working, recreation, and open spaces. Southlake will continue to be a vibrant community that epitomizes both economic and environmental sustainability. Tourism Market Visitor Acquisition Visitor Retention Tourism Economic Impact and Return on Investment Tourism Plan Strategies Southlake 2035 Goal 11: Tourism Enhance the quality of life for residents and the sustainability of City businesses through the use and promotion of the tourism, convention and hotel industry as a tool for the local economy in the City. Objective 11.1 – Promote a destination image for the City and continuously evolve it to adapt to changing economic conditions. Objective 11.2 – Support programs enriching experiences for residents and visitors. Objective 11.3 – Increase awareness and utilization of the hotel accommodations and meeting facilities in the City. Objective 11.4 – Promote and implement programs that increase patronage of businesses in the City. Objective 11.5 – Support events held in the City that promote the City’s tourism goal and objectives. Objective 11.6 – Support partnerships with other businesses and organizations that are mutually beneficial promoting tourism and the local economy. 4 Areas of Focus SOUTHLAKE 2035 ECONOMIC DEVELOPMENT & TOURISM ADVISORY BOARD •Sec. 3 – Tourism Market •Sec. 4 – Visitor Acquisition •Sec. 5 – Visitor Retention •Sec. 6 – Tourism’s Economic Impact and Return on Investment SUMMARY - TOURISM MARKET RECOMMENDATIONS Defining Southlake’s Tourism Market Understanding the Performance of the Tourism market Establish methodology and reporting for major event funding SUMMARY – VISITOR ACQUISITION RECOMMENDATIONS Effective City branding Communication and marketing plan Technology opportunities Strategic sales program Customer Relationship Management Tool Partnership Agreements SUMMARY – VISITOR RETENTION RECOMMENDATIONS Visitor Amenities Strategic Partnerships Inventory Sustainable Advocacy Program Visitor Experience Assessment SUMMARY – TOURISM’S ECONOMIC IMPACT AND RETURN ON INVESTMENT RECOMMENDATIONS Assess Economic Impact of Visitors HOT Fund Guidelines Questions