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Item 4F Consider adoption (1st Reading) of the Southlake 2035 Tourism Master Plan Item 4 D Good Evening. I am here to present the proposed Southlake 2035 Tourism Master Plan 1 Background Why is Tourism important? Economic Development & Tourism Master Plan Adopted in 2011 ED Plan adopted by City Council on October 4th (2016) Plan developed by the CEDC Tourism Master Plan adoption Southlake 2035 Economic Development & Tourism Advisory Board The City of Saouthlake began the Southlake 2035 Plan update this FY which entails the updating of the various comprehensive plan elements. The Economic Development & Tourism Master Plan was initially adopted in 2011 as a single document. Due to the city’s emphasis on tourism efforts the time had come to revise both pieces of that plan and the decision to separate them into two individual plans was made. The Community Enhancement Development Corporation developed the ED Plan in Spring/Summer of FY 16. It was then adopted by City Council in October. This is the Tourism Plan is now being consider by City Council for adoption 2 City of Southlake Strategy Map 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. 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 Deliver on Our Focus Areas As a reminder, 2035 plan elements are policy documents that provide the framework or blueprint for programs, expenditures, policy, and work plans. The Tourism Master Plan will guide the work of the Tourism division and other departments for the next five years. All recommendations in the plan are aligned with the City of Southlake Strategic Map, partularly in this case the Tourism Master Plan is strategically aligned to corporate objective B3, enhance the resident quality of life and business vitality through tourism. 3 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. Further strategic alignment, as seen here, has the vision of Southlake continuing to be a vibrant community that epitomizes both economic and environmental sustainability 4 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. (Page 5 of the Plan document) Goals and Objectives were developed and approved by the CEDC which was vital in identifying the Tourism Plans’ strategies and focus. 5 4 Areas of Focus Southlake 2035 Economic Development & Tourism Advisory Board Sec. 3 – Tourism Market (p. 39) Sec. 4 – Visitor Acquisition (p. 49) Sec. 5 – Visitor Retention ((p.65) Sec. 6 – Tourism’s Economic Impact and Return on Investment (p. 76) There are 4 main strategy sections within the plan. Sec. 3 The Tourism Market, focuses on ensuring the appropriate mix of assets for a healthy tourism economy while identifying target markets and visitor segments Sec. 4 Visitor Acquisition focuses on creating top-of-mind awareness and interest in Southlake and converting visitors to customers. (Awareness, Interest and Conversion) Sec. 5 Visitor Retention will help us build strategies for visitor satisfaction, loyalty and advocacy by achieving and reinforcing the brand experiences for visitors. Sec. 6 And lastly, Tourism’ Economic Impact and Return on Investment focuses on the impacts visitors have to the City for residents and the business community. 6 SUMMARY - Tourism MARKET RECOMMENDATIONS Defining Southlake’s Tourism Market Understanding the Performance of the Tourism market Establish methodology and reporting for major event funding Tourism Market Recommendations target collecting market research and data that will help us to determine whether the City will satisfy the needs of residents and visitors as a premier destination. With effective market research, the City will gain invaluable information about competitors, economic shifts, demographics, the current market trends and the spending traits of visitors. T1- Establish a thorough understanding of Southlake’s tourism market and resulting targeted visitor segments T2 - Proactively seize opportunities and anticipate threats and challenges through ongoing analysis of qualitative and quantitative data. T3 - Lead city-wide efforts to incubate a wide range of events that deliver year-round economic contributions. 7 SUMMARY – Visitor Acquisition RECOMMENDATIONS Effective City branding Communication and marketing plan Technology opportunities Strategic sales program Customer Relationship Management Tool Partnership Agreements Visitor Acquisition Recommendations will focus on creating the right type of awareness and interest so that visitors take action to visit. We will accomplish this by creating top-of mind awareness, generating interest, being where people are looking for information and making it easy for the visitor to interact with us. T4 - Understand Southlake’s brand identity and visibility as a potential tourism destination. T5 - Use qualitative and quantitative research methods to measure visitor acquisition success and make ongoing adjustments to marketing, public relations and sales strategies. T6 - Reach potential visitors with branded, consistent, meaningful communication. T7 - Ensure all communication efforts are aligned with target market segments and fully integrated across all channels to maximize impact and reach of messaging. T8 - Engage visitors through strategic, conversion-based and user-friendly multi-channel experiences. T9 - Reach potential visitors with unique promotional activities that support and communicate the brand personality. T10 - Incorporate emerging mobile trends and state of the art technology to create connections and engage potential visitors. T11 - Proactively manage Southlake’s destination reputation through public relations, rankings and other third parties who influence the travel consumer. T12 - Engage target audiences through strategic direct sales efforts T13 - Ensure Southlake is “top of mind” with target audiences by creating a strong network of relationships that will generate high quality leads and bookings. T14 - Establish brand recognition and a presence in target international markets. T15 - Increase brand recognition and a presence in target leisure and business markets. T16 - Grow numbers, revenues and visitor satisfaction by delivering a strong value proposition to our partners. T17 - Maximize tourism opportunities through the promotion of experiential and niche tourism opportunities. T18 - Support collaborative efforts to market our community through partnerships with Southlake arts groups and festival organizers. 8 SUMMARY – Visitor Retention Recommendations Visitor Amenities Strategic Partnerships Inventory Sustainable Advocacy Program Visitor Experience Assessment Visitor Retention Recommendations will help to create the right type of visitor experience that will result in high satisfaction, return visitation and referrals. Building satisfaction, loyalty and advocacy by reinforcing the City’s brand experience for visitors will build success for on-going engagement and encouraging our brand advocates to share our story T19 - Establish an ongoing, thorough understanding of the visitor experience T20 - Enhance the visitor experience through the provision of visitor amenities T21 - Maximize collaboration with partners to develop an optimal visitor experience. T22 - Provide a welcoming experience at key visitor portals such as the airport, hotels and other first impression contact points. T23 - Incorporate emerging mobile trends and state of the art technology to create connections and engage current visitors. T24 - Engage the community and other third parties as brand advocates. 9 SUMMARY – Tourism’s Economic Impact and Return on Investment Recommendations Assess Economic Impact of Visitors HOT Fund Guidelines Lastly, as we all know, competition is growing exponentially, and destinations that actively invite travelers by showcasing their unique amenities and attractions will increase their market share. They will also garner a larger portion of tax revenues from increased traveler spending that benefits residents and businesses alike. Tourism Economic Impact and ROI Recommendations will provide resources to the tourism division and how those resources can be used to affect the effectiveness of Southlake’s marketing campaign and our ability to connect with visitors who have more options than ever. T25 - Increase the economic impact of visitors T26 - Facilitate strategic investment of Hotel Occupancy Tax funds to attract and retain visitors. 10 IMPLEMENTAION AND PRIORITY OF Recommendations Tier Tier Tier 11 Questions 12