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