Item 6B
Consider adoption (2nd Reading) of the Southlake 2035 Tourism Master Plan
Item 6B
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 Southlake 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.
All recommendations in the plan
are aligned with the City of Southlake Strategic Map, 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 can be seen here in the 2035 vision statement that “Southlake will continue 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 have been VITAL in identifying the Plans’ strategies and focus areas.
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, which focuses on evaluating Southlake’s mix of assets as well as identifying key target markets and
visitor segments that are essential for a healthy tourism economy
Sec. 4 Visitor Acquisition, this section focuses on creating awareness , interest and conversion. Through authentic
storytelling and creative visual experiences, Southlake will set itself apart from other destinations and make would be visitors into long time customers.
Sec. 5 Visitor Retention
Our emphasis is not only attracting visitors, but on building strategies to ensure their satisfaction, loyalty and advocacy.
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 and experiences visitors are looking
for.
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.
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 authentic and appealing visuals and messaging that capture the interest of potential visitors.
We will accomplish this through
creative messaging that tells the Southlake story while featuring City assets. We will also be strategic where these messages are to ensure we make it easy for visitors to see them
and interact with us.
8
SUMMARY – Visitor Retention Recommendations
Visitor Amenities
Strategic Partnerships Inventory
Sustainable Advocacy Program
Visitor Experience Assessment
Visitor Retention Recommendations will help to enhance our visitors experience that will contribute to high customer satisfaction, return visitation and referrals.
Building satisfaction,
loyalty and advocacy by reinforcing the City’s brand will promote on-going engagement and encouragement to be brand advocates to share our story.
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 will increase their market share.
THEY will also garner a larger portion of tax revenues from increased traveler spending which benefits not only businesses but our residents as well.
Tourism Economic Impact and
ROI Recommendations will provide resources to staff allowing them to AFFECT their EFFECTIVENESS for Tourism in Southlake.
The ability to connect with and influence visitors, who have
more options than ever, have never been more important than now. This plan outlines a clear strategy that will result in success that will benefit everyone.
10
IMPLEMENTAION AND PRIORITY OF Recommendations
Tier
Tier
Tier
Page 77 outlines the implementation and tiered priorities for the recommendations.
Tier 1- 1-3 years
Tier 2 – 4-7 years
Tier 3- 8 years and beyond.
11
Questions
12