12-Long Range Tourism Plan Reduced Size.pdf

Long Range Tourism Plan

FY 2024 – FY 2026

• Executive Summary …………… 3

• Recommendations ……….……. 4

• Strategic Pillars & Goals …….. 9

• Key Initiatives & Targets …….. 15

Marketing & Sales …………… 16

Partnerships & Community Engagement .……………….. 21

Destination Management ….. 24

Organizational Excellence …. 28

• Appendix ……………………………. 31

Table of Contents

Executive Summary

• In 2022, the Ocala/Marion County Visitors and Convention Bureau (OMCVCB) began a process to update their long-range plan and integrate it into the county’s Empowering Marion for Success plan.

• MMGY NEXTFactor was engaged to facilitate the development of the plan and to identify tourism goals and strategies to achieve positive visitor growth.

• This plan outlines goals and key initiatives within four strategic pillars including Marketing & Sales, Partnerships & Community Engagement, Destination Management, and Organizational Excellence.

• Targets are included to measure progress in the short- term and long-term.

• The process involved considerable community engagement including workshops, focus groups, interviews, surveys, and multiple presentations/discussions in public meetings.

• A competitive set analysis was conducted to consider the structure of the OMCVCB.

Benchmark destinations included Alachua, Citrus, Lake, Pasco, Polk and Seminole counties.

• It is recommended that Marion County wait to leverage an additional 1% tourist development tax (TDT) until the gap and competitive analysis is complete and a prioritized destination development strategy is finalized.

• It is recommended OMCVCB continue operating as a county department, and to reevaluate this at predetermined intervals as the tourism economy grows.

Recommendations

High level recommendations for the Ocala/Marion County Visitors and Convention Bureau.

The county should wait to consider leveraging an additional 1% TDT until:

• The gap and competitive analysis is complete.

• The Board of County

Commissioners (BCC) and Tourist Development Council (TDC) have aligned on a destination development strategy and determined their highest priorities.

• Cost estimates have been prepared and all revenue sources have been given consideration for funding facility needs.

Tourist Development Tax (TDT)

Supporting Factors

• There was validation from stakeholders that new facilities and upgrades to existing facilities were needed to increase visitation (DNEXT survey, interviews, focus groups, etc.) in this competitive environment.

• Five of seven comp destinations have a 5% TDT and are reaping the benefits of additional funding for facilities and marketing, so there is a negligible competitive disadvantage in leveraging an additional 1% if/when the time is right.

• It is critical to first understand which assets will provide the best opportunities for success, what the costs will be, and if TDT is the best or only way to fund these priorities.

Organizational Structure

Continue to operate under the current structure as a county department and develop benchmarks to reevaluate this at predetermined intervals.

Supporting Factors

• All destination marketing organizations (DMOs) in Florida must comply with Florida Statute 125.0104, so public and private organizations follow the same rules.

• Most DMOs in FL (and all DMOs in your comp set) serve as county departments. Only ten counties operate under an older model as a (501 (c) (6) nonprofit to promote the destination.

• We recommend the organization continue to operate as an efficient, accountable government department with established benchmarks and key performance indicators, and that the TDC and Board of County Commissioners continue to evaluate and confirm this performance excellence long-term.

Strategic Pillars & Goals

Strategic pillars are the building blocks upon which a strategy is built and a way to cluster goals and objectives. These pillars are similar for most destination marketing organizations (DMOs).

Marketing & Sales

Destination Management

Partnerships & Community Engagement

Organizational Excellence

Strategic Pillars

• Increase targeted group travel initiatives

• Initiate research to target new audiences and measure impact

• Promote hidden gems and niche tourism opportunities through earned, owned and paid media

• Highlight diversity of attractions and events

Goals – Marketing & Sales

• Increase community awareness of tourism benefits and available resources

• Develop partnerships with tourism and community businesses to enhance assets and stretch resources

Goals – Partnerships & Community Engagement

• Execute a destination development strategy to create new products and services

• Support and promote upgrades at existing sports, meetings, and event complexes and venues

• Enhance sense of place in the destination

Goals – Destination Management

• Evaluate the benefits of leveraging an additional 1 cent Tourist Development Tax (TDT) with clearly defined purposes

• Optimize organizational structure to meet current demands and future opportunities, while accelerating performance and productivity

Goals – Organizational Excellence

Key Initiatives & Targets

Each goal includes dozens of key initiatives, with additional activities expected as the plan evolves. Targets demonstrate how progress will be measured.

Marketing & Sales

Four goals are established for Marketing & Sales with deployment of key initiatives to reach these goals and targets which will measure progress.

Goal

Increase targeted group travel initiatives

Key Initiatives

• Expand efforts to attract multi-year sports tournaments at youth, amateur, adaptive and adult levels.

• Expand efforts to attract meetings and conferences, particularly during lower occupancy need periods, to generate increased economic impact.

• Develop an OMCVCB branded wedding presence to increase awareness of Marion County as a unique wedding event site.

• Develop sizzle reels to showcase successful sporting events hosted in Marion County to attract additional events.

• Explore co-op marketing, programming and packaging opportunities as well as new markets and audiences.

• Create a brand toolkit with robust imagery and video.

• Develop website enhancements for sports, meetings, and events with consideration of new AI technology.

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual RFPs 100% to 44 by 2026.

FY24 FY25 FY26 Beyond

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Key Initiatives

• Continue a research-driven approach to establish seasonality, trend/peak periods, and to optimize niche marketing opportunities.

• Implement industry specific key performance indicators to ensure progress and return on investment.

• Finalize gap and competitive analysis to determine tourism gaps to further advance Marion County.

• Evaluate and prioritize key opportunities from the gap and competitive analysis.

• Maintain an inventory of current and future assets (facilities, attractions, sports venues, etc.)

• Analyze artificial intelligence (AI) capabilities and assimilate facets that can improve data management, customer segmentation, personalization, trip planning, etc.

Goal Marketing & Sales

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual TDT collections by 9% by 2026.

FY24 FY25 FY26 Beyond

Initiate research to target new audiences and measure impact 24 +25 26

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Promote hidden gems and niche markets through earned, owned, and paid media

Key Initiatives

• Increase emphasis on earned media (PR) by pitching new experiences to media and content creators that target these audiences.

• Promote hidden gems and key differentiators specific to Ocala/Marion County’s unique tourism offerings.

• Further utilize public art to promote Marion County as the Horse Capital of the World® to engage visitors and infuse the arts community in unique ways.

• Explore expanding airport and out-of-home marketing opportunities in targeted locations.

• Increase distribution of creative content on all digital channels (e.g., website, app, social media, etc.)

• Work collaboratively to develop an increased market presence in interstate welcome centers and turnpike service plazas.

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual website visitation 15% to 1,495,000 by 2026.

• Increase published earned media placements 34% to 95 by 2026.

FY24 FY25 FY26 Beyond

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+26

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Highlight diversity of attractions and events

Key Initiatives

• Highlight diversity of attractions related to tourism drivers and niche marketing opportunities targeting in-state and regional visitors.

• Highlight local character and expand the shoulder season by focusing on the diversity of fall events that showcase the culture of the community to current and future target markets.

• Create future enhancements to the destination app with greater mapping and content (including games, such as, scavenger hunts, etc.).

• Capitalize on central location and proximity to large cities, as well as, the destination’s natural setting, unique attractions, and diverse experiences.

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual RFPs 100% to 44 by 2026.

FY24 FY25 FY26 Beyond

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Partnerships & Community Engagement

Two goals are established for Partnerships & Community Engagement with deployment of key initiatives to reach these goals and targets which will measure progress.

Increase community awareness of tourism benefits and available resources

Key Initiatives

• Educate residents about the importance/value of the visitor economy and how it benefits them; tell the story of tourism and the positive impact the VCB’s efforts have on the community.

• Annual meeting or event to report on progress

• Dissemination of collateral and brand adoption

• Education on funding programs

• Speaking engagements for educational purposes with community groups

• Collaborate with REALTORS®, Marion County Public Relations and constitutional officers to include tourism information into publications distributed to residents.

• Identify opportunities for enhanced training (e.g., I’m a Tourist Too) for front line workers and tourism ambassadors to familiarize them with the variety of unique accommodations, attractions, events, and venues.

Targets

• Establish a benchmark for residents’ knowledge and satisfaction with tourism assets and resources. Set goals for improvement.

FY24 FY25 FY26 Beyond

25 2624 +

25 2624 +

Develop partnerships with tourism and community businesses to enhance assets and stretch resources

Key Initiatives

• Facilitate roundtables/quarterly meetings with industry partners.

• Research partnerships with nearby destinations on regional PR and sales opportunities to achieve awareness in new markets.

• Explore new co-op marketing, programming, and packaging opportunities with tourism and community businesses.

• Create a partner portal for access to industry resources such as research, tutorials, brand assets, and FAQs.

• Work collaboratively with the county-designated arts committee and municipalities to inventory and further expand development opportunities for visitors.

• Continue to support efforts to secure commercial airline service.

Targets

• Establish benchmarks for annual partnerships and co-ops and set goals to increase them year-over-year.

FY24 FY25 FY26 Beyond

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+2625

Destination Management

Three goals are established for Destination Management with deployment of key initiatives to achieve these goals and targets which will measure progress.

Execute a destination development strategy to create new products and services

Key Initiatives

• Explore development of a multi-purpose sports and meetings complex based upon the outcome of the gap and competitive analysis.

• Integrate relevant tourism elements into the countywide strategic plan.

• Investigate opportunities to provide inclusive and accessible experiences for all visitors, including those with physical, mental, and sensory impairments.

• Advocate for additional limited- and full-service hotel properties to increase capacity to host large scale events.

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual TDT collections by 9% by 2026.

FY24 FY25 FY26 Beyond

25 2624 +

25 2624 +

25 2624 +

Support and promote upgrades at existing sports, meetings, and events complexes and venues

Key Initiatives

• Utilize results from the gap and competitive analysis to recommend facility enhancements/improvements to strengthen competitiveness and gain high ROI opportunities.

• Formulate and prioritize a new product development plan based on data and research.

• Support and promote upgrades (technology, lighting, expanded fields, etc.) at existing sports complexes that offer advanced tourism opportunities.

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual RFPs 100% to 44 by 2026.

FY24 FY25 FY26 Beyond

25 2624 +

+2625

Enhance sense of place in the destination

Key Initiatives

• Collaborate with the Ocala Marion Transportation Planning Organization (TPO) and other County departments on projects that enhance our sense of place, and advocate for continued beautification of main thoroughfares.

• Work with strategic partners on long-term planning opportunities that improve trails and their connectivity.

• Update the visitors center in Downtown Ocala to reflect the brand and modernize it through digital displays and kiosks.

• Explore transportation options to enhance experiences for visiting groups by offering easy access across the county.

• Utilize wayfinding and increased directional signage to improve the visitor experience (e.g., trail angels assisting hikers), and to direct users to services, facilities, outfitter locations, and designated trailheads.

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual TDT collections by 9% by 2026.

FY24 FY25 FY26 Beyond

25 2624 +

+2625

25 2624 +

25 2624 +

Organizational Excellence

Two goals are established for Organizational Excellence with key initiatives to be deployed to achieve these goals and targets to measure progress.

Evaluate the benefits of leveraging an additional 1 cent Tourist Development

Tax (TDT) with clearly defined purposes

Key Initiatives

• Analyze the costs/benefits of implementing new initiatives for product development needs as identified by the gap and competitive analysis.

• Consider new initiatives within a larger destination development strategy while exploring various funding options.

• Develop analytics to measure the impact of leveraging the additional 1 cent TDT on projects that meet the criteria.

Targets

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual TDT collections by 9% by 2026.

FY24 FY25 FY26 Beyond

25 2624 +

25 2624 +

25 2624 +

Optimize organizational structure to meet current demands and future opportunities while accelerating performance and productivity

Key Initiatives

• Align staff responsibilities and roles with strategic priorities and initiatives.

• Explore adding a new product development/community relations position to the VCB.

• Explore adding a new digital coordinator position to execute content on all digital channels (e.g., website, app, social media, etc.)

• Explore additional sales positions to pursue sports, meetings, and group business based on data and research.

• Investigate ways to optimize policies to allow for a more competitive approach to business while adhering to Florida State Statute 125.0104.

• Investigate and apply for Destination Marketing Accreditation Program (DMAP).

Targets

• Increase annual TDT collections by 9% by 2026.

• Increase annual room night demand 13% to 1,180,000 by 2026.

• Increase annual RFPs 100% to 44 by 2026.

FY24 FY25 FY26 Beyond

25 2624 +

25 2624 +

25 2624 +

25 26

Appendix

• Purpose of the Project 32

• Successes from First Decade 33

• Mission, Vision & Core Values 35

• Competitive Set Analysis 39

• Community Engagement 52

• 2023 Futures Study 68

• DestinationNEXT Survey 103

Purpose of the Project

Conduct a long-range tourism planning process that will consider additional tourism goals and strategies for Marion County to achieve positive visitor growth while also integrating these initiatives into the Empowering Marion for Success Plan.

Successes from the First Decade

✓ Establish year-round tourism

✓ Be recognized as a place to experience the vibrancy and nostalgia of the Florida they remember

✓ Showcase the beautiful farms, equine events and attractions unique to the area

✓ Instill resident pride in the area’s reputation as a welcoming community that embraces and supports tourism and its benefits to quality of life

From Vision 2023 – Developed in 2013 by the Board of County Commissioners, Tourist Development Council and Staff

✓ Attract international and out-of-state visitors

✓ Be recognized as a highly competitive destination for youth and amateur sports events

✓ Leverage trail connections and the surrounding media coverage to elevate Ocala/Marion County’s brand awareness

✓ Garner awards for coordinated delivery of visitor information through technology

• $453 in annual tax savings per household

• Net benefit to Marion County government of $11.9 M

• 11,041 hospitality jobs supported

• Every $1 in VCB marketing yields visitor spending of $119

• 1.6 M visitors annually

Total Economic Impact - $1.1 B Source: Downs & St. Germain, Economic Impact Study, 2022-2023

Successes from Visitor Spending Over the First Decade

Internally-focused

Mission Vision Trademark Tagline

Externally-focused

Growing the economy and accelerating prosperity in Marion County through effective destination sales and marketing

A world-class destination recognized widely as Florida’s natural wonder

Horse Capital of the

World®

Florida’s Natural

WonderTM

Mission

Current:

Ocala/Marion County VCB is to lead the marketing of our tourism industry to enhance economic growth and prosperity.

Proposed:

Growing the economy and accelerating prosperity in Marion County through effective destination sales and marketing.

Vision

Current:

Ocala/Marion County will be recognized as a thriving tourism destination, for its natural, picturesque attractions perfect for outdoor recreation.

Proposed:

A world-class destination where natural outdoor playgrounds and majestic horses captivate the senses and inspire a lifetime of memories for families.

Core Values

• Humbleness

• Integrity

• Commitment

• Accountability

• Respect

• Discipline

Competitive Set Analysis

A 7-county competitive set (including Marion County) was created to compare OMCVCB to similar destination marketing organizations (DMOs) in Florida in order to evaluate the effectiveness of its current structure. 39

Competitive Set

In considering the most relevant and comparable benchmark destinations, six (6) other communities were selected based on:

• Key differentiators they share (strong focus on sports, an emphasis on outdoor and nature-based activities and eco-tourism)

Alachua Citrus Lake

Marion Pasco Polk

Seminole

• Geographic proximity in Central Florida

• Their similarity to Marion County in character and scope.

While these destinations represent solid benchmarks for the Marion County of today, this could change significantly over the next few years if new facilities and other product development is planned.

At that point, additional aspirational benchmarks (e.g., Lee County) may be more suited.

Polk – 787,404 Pasco – 608,794 Seminole – 478,772 Lake – 410,139

Marion – 396,415 Alachua – 284,030 Citrus – 162,529

Polk Seminole Marion Citrus

Pasco Lake Alachua

From U.S. Census Bureau Estimates as of July 1, 2022. There are 67 counties in the State of Florida. The red box represents the top quartile of population, and the blue box represents the 2nd highest quartile of population in the state.

Competitive Set Analysis - Results

Marion County Population*

396,415

Competitive Set Median Population*

410,139

Competitive Set Average Population*

446,869

43*U.S. Census Bureau Estimates as of July 1, 2022

Marion County Avg Comp Set

Structure Current TDT Rate Maximum TDT Rate Current Year TDT estimate

Proceeds of 1% TDT

County Dept. County Dept. Same 4% 4.7% - 17.9% 5% 5% Same

$5.1 M $7.4 M - 45.3% $1.3 M $1.6 M - 23.4%

Difference

DMO Operating & Personnel Other Uses* Reserves

Total Expenses/Reserves

$4.9 M $ 5.1 M - 5.6% $3.0 M $ 4.6 M - 56.4% $7.4 M $ 4.8 M + 34.4%

$15.2 M $ 14.7 M +3.3%

*Other uses include capital expenses, debt service, non-operational grants, etc.

Current TDT Revenue Balance Forward Total Fund Balance DMO Operating & Personnel Other Uses*

Reserves

Total Expenses/Reserves

$5.1 M $ 7.4 M - 45.3% $10.1 M $ 7.3 M + 27.7%

$15.2 M $ 14.7 M +3.3% $4.9 M $ 5.1 M - 5.6% $3.0 M $ 4.7 M - 59.6% $7.4 M $ 4.8 M + 34.4%

$15.2 M $ 14.7 M +3.3%

*Other uses include capital expenses, debt service, non-operational grants, etc.

Hotel Rooms Avg. Occupancy Avg. Daily Rate (ADR) Revenue Per Available Room

4,547 4,655 -2.4% 66.7% 69.1% -3.6%

$119.90 $118.06 +1.5% $80.03 $80.97 -1.2%

Marion County Avg Comp Set*

Hotel Rooms

Short-Term Rental (STR) Units**

Total Lodging Units

4,547 4,655 - 2.4% 4,680 4,178 +10.7%

9,227 8,833 +4.3%

Difference

*Crystal River/Citrus County did not report the number of STRs.

**STRs range from 14,760 units (Polk) to 350 units (Alachua).

Information for the competitive analysis was gathered from a variety of sources including destination surveys, FY22-23 budget documents for each county, Smith

Travel Research (STR) reports, Downs & St. Germain research reports, U.S. Census Bureau, and annual reports. Statistical adjustments were made to ensure an equivalent data set for comparison.

Competitive Set Results

Information for the competitive analysis was gathered from a variety of sources including destination surveys, FY22-23 budget documents for each county, Smith

Travel Research (STR) reports, Downs & St. Germain research reports, U.S. Census Bureau, and annual reports. Statistical adjustments were made to ensure an equivalent data set for comparison.

Information for the competitive analysis was gathered from a variety of sources including destination surveys, FY22-23 budget documents for each county, Smith

Travel Research (STR) reports, Downs & St. Germain research reports, U.S. Census Bureau, and annual reports. Statistical adjustments were made to ensure an equivalent data set for comparison.

• Community Workshops

• Focus Groups

• One-on-One Interviews

• DestinationNEXT Survey

• Workshops & Presentations

MMGY NEXTFactor conducted these activities to solicit community engagement:

• Two focus groups

• 32 one-on-one interviews

• DestinationNEXT survey (203 participants)

• Multiple workshops, presentations and engagement with the Marion County Board of County Commissioners and Tourist Development Council

The Ocala/Marion County VCB staff conducted community engagement in late 2022 to kick off the long-range tourism planning process:

• 4 Community Workshops with 14+ participants

• 26 one-on-one interviews

A summary of all engagement and key takeaways follows. 54

Community Workshops* – December 2022

Strengths Weaknesses

• Workforce shortage

• No direct air service

• Lack of hotel inventory, meeting venues

• Transportation, parking

• Budget limitations

• Seasonality of tourism drivers

• Strong support from County leadership

• Unique natural beauty, outdoors

• World-class venues

• Loyal and dedicated tourism staff

• Central location, proximity to major airports, warm weather

*Conducted by Ocala/Marion County VCB staff

Community Workshops* – December 2022

Opportunities Threats

• Workforce shortage

• Budget constraints

• Increasing competition for meetings/lack of venues

• Natural & man-made disasters

• Sustainability

• Upgrades to parks/trails facilities and services

• Hotel development

• Future organizational structure of sports

• Advance arts/culture/events/ murals/trails

• Gateway/signage/beautification

*Conducted by Ocala/Marion County VCB staff

Focus Groups – April 2023

Opportunities Challenges

• Hotel inventory (supply)

• Lack of outfitters and amenities

• Workforce, front line awareness

• Housing shortage

• Public transportation, traffic

• Outdated facilities at some venues

• Outdoor recreation, Florida Trail, Ocala National Forest

• Facility expansions

• Heritage tourism

• Amplify arts & culture

• Sports, meetings, conventions, weddings

• Growing population & economy

• Exploring a 1 cent TDT increase

*Conducted by MMGY NextFactor

Focus Groups – April 2023

Other Suggestions

• Signage and wayfinding

• Resident engagement/volunteer opportunities

• Developing hands-on experiences (equine)

• Examine operational structure to achieve the best approach

• Budget constraints

• Cross promoting events

• Expand tourism staff

• Frontline concierge training

• Restructuring grant funding (for arts)

One-on-One Interviews – May 2023

• Need to create better first impression from interstate

• Wayfinding/signage need improvement

• Multi-purpose event venue space is needed

• Sports infrastructure including a multi-purpose sport facility is needed

• Transportation infrastructure should be addressed (lack of mobility options)

Key Takeaways - Infrastructure:

• Outdoor recreation/eco-tourism are significant assets (outfitters needed)

• Public art scene is exploding (sculpture, murals, events)

• Trail connectivity and expansion is critical

• Capitalize on rich history (Ft. King)

Key Takeaways-Cultural & Natural Assets:

• Responsible/balanced development is essential

• Walkability needs to be considered and better integrated

• Don’t lose local feel for big box/chains

• Cleanliness, parks and greenspaces need to be addressed

• Region is spread out; needs to be connected

• Downtown development and placemaking is a significant need

Development Key Takeaways:

• Public safety concerns

• Socio-economic challenges in the community (homelessness)

• Residents don’t fully understand value of the visitor economy/tourism

• Beautification and litter enforcement

• Hospitality training needed for workers

Community & Workforce Key Takeaways:

• The team is amazing! They accomplish so much with limited resources

• Seen as a collaborative “relationship-first” organization

• Need to consider adding more staff

• Continue to communicate with stakeholders and residents to “tell your story” and share important work you’re doing

Ocala/Marion County VCB Key Takeaways:

Workshops & Presentations

A joint visioning workshop was held on April 12, 2023, with the Marion County Board of County Commissioners (BCC) and Tourist Development Council (TDC).

Attendees participated in a strategic discussion about the current and ideal future environment (ranked in order of importance), the organization’s vision and mission, and preliminary goals and objectives.

Presentations of the Long-Range Tourism Plan were given to the TDC on 7/27 and 8/24, and a final workshop was conducted with the Board of County Commissioners on 9/20.

Ideal Future Rankings (top 18 as scored by TDC and MCBCC)

A Strategic Road Map for the NEXT Generation of Destination Organizations

2023 Futures Study

Global Advisory Group Jacqueline Mora Ministry of Tourism (MITUR), Dominican Republic (Vice Minister) Alejandra Zuñiga CEO, Visit Puerto Varas CVB, Chile David Hidalgo Managing Director, Rx LATAM, LATAM Fernando Fondevilla Promtur Panama (National DMO) - CEO, Panama Gilberto Salcedo Vice Minister, Tourism, ProColombia, Colombia Gustavo Stauffer CEO Guadalajara CVB / DMO, Mexico Julián Franco Secretary of Tourism, Valle del Cauca State, Cali, Colombia Mauricio Magdaleno Clúster de Turismo de Nuevo León, Mexico

Nancy Mejía Managing Director, National Chamber of Tourism Guatemala, Guatemala Reizel Vilorio Vice Minister, Instituto Hondureño de Turismo, Honduras Silvana Biagiotti Chairman of the Board, Latin America Association of CVBs, Latam Toni Sando Sao Paulo, CVB & President, UNE DESTINOS (Brazilian Assn of CVBS), Brazil Vaniza Schuler Director Business Events, EMBRATUR, Brasil

Scott Beck Destination Toronto Chantal Sturk-Nadeau Destination Canada Business Events Leslie Bruce Banff & Lake Louise Tourism Michael Crockett Ottawa Tourism Paul Nursey Destination Greater Victoria Ross Jefferson Discover Halifax Royce Chwin Tourism Vancouver Stephanie Clovechok Tourism Saskatoon Yves Lalumiere Tourisme Montreal

Chris Thompson Brand USA Brad Dean Discover Puerto Rico Casandra Matej Visit Orlando Craig Davis Visit Dallas Dave Lorenz Pure Michigan Gina Trigila Los Angeles Tourism Jeff Miller Travel Portland Jill Delaney Discover Albany Jennifer Chun Hawaii Tourism Leonard Hoops Visit Indy Martha Sheridan Greater Boston CVB Melyssa Reeves Vacaville Sara Toliver Visit Ogden Victoria Isley Asheville CVB

USA

Caroline Strand Visit Stockholm Corne Koch Capetown DMO Jos Vranken Holland Tourism Matthias Schultz German Convention Bureau Miha Kovačič Slovenian Convention Bureau Nelly Mukazayire Rawanda Convention Bureau Noa Sapir Tel Aviv Convention Bureau Paul Kelly Fáilte Ireland Paul Mockler Fáilte Ireland Peter de Wilde VisitFlanders

Europe, Middle East, Africa

South/Central America & Caribbean

Canada

Dr. Edward Koh Singapore Tourism Board Lyn Lewis-Smith BeSydney Amelia Roziman Business Events Sarawak (Malaysia) Julia Swanson Melbourne Convention Bureau Karen Bolinger Gold Coast CVB Leonie Ashford Tourism New Zealand Business Events Shin Osuka Japan Travel & Tourism Association

Asia Pacific

Petra Stusek Ljubljana, Slovenia Rory Archibald VisitScotland Sam Johnston Convention Bureaux of Ireland Simone McCaugherty London & Partners Yrjötapio Kivisaari Visit Oulu Kathryn Davis Visit West (Bristol & Bath, UK) Patricia Yates Visit Britain / Visit England

Bettina Reventlow-Mourie Wonderful Copenhagen

Disruptors Customers

Industry Community

4 Global Advisory Panels

TRENDS

STRATEGIES

PARTICIPANTS

COUNTRIES

Survey Participants

2023 Survey

Market Segment

Business Events only (meetings, incentives, conventions, exhibitions)

23%

Leisure Travel only (group tour and independent)

13%

Both Market Segments 64%

Facility Management

Yes 27%

No 73%

Responsible for the management (non-selling) and operation of a community-based venue:

Visitor Information Center 60%

Other 8% Museum 3%

Theater 5%

Stadium 2%

Convention or Conference Center

22%

Chamber of Commerce

4%

Government Department/Authority

21%

Private/Public Partnership

10%

Other 13%

Non-profit Organization, with no membership 17%

Non-profit Organization, with membership 35%

Business Model

Less than $500,000 23%

Budget

$1,000,000 - $4,999,999 30%

$500,000 - $999,999 12%

$10,000,000 - $19,999,999 11%

$100,000,000 or more 2%

$20,000,000 - $49,999,999 8%

$5,000,000 - $9,999,999 11%

$50,000,000 - $99,999,999 3%

Top Trends

TR

EN

D S

To p

Destinations are looking at sustainability/regeneration more broadly, encompassing economic, social and environmental impacts

Organizations are increasingly developing strategic alliances across multiple economic sectors to leverage resources

Artificial intelligence will become increasingly prevalent at an accelerated pace

Customers are increasingly seeking a unique, authentic travel experience

Communities expect to be more engaged in destination, product and experience development for locals and visitors

Greater industry, community and government alignment is driving destination competitiveness and brand

Resident sentiment is becoming a key measurement

Labor and skill shortages are increasingly being felt in sectors of the tourism industry

There's a greater focus on placemaking to benefit both locals and visitors

DMO/CVBs are increasing advocacy to communicate value of visitor economy to government

New data management platforms provide a 360-degree view of visitors and destination to help optimize strategy Content creation and dissemination by the public and stakeholders across all platforms drives the destination brand and experience

Travelers are seeking more personal enrichment and wellbeing

Short-form video becomes the new currency of destination marketing and storytelling

There is greater focus on equity, diversity and inclusion in the workplace and across the supply chain

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3 +27

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6 +32

7 +48

8 +20

9 +27

10 +27

11 -8

12 +6

13 +6

14 -10

15 +12

D S

To p

15 Artificial intelligence will become increasingly prevalent at an accelerated pace

A R

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Chat GPT - Expedia

D S

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15 Customers are increasingly seeking a unique, authentic travel experience

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New Experiences Since 2022

Outdoors, Nature & Parks Sights &

Landmarks Museums Shopping Performances, Theatres & Concerts

2019 2020 2021 2022

% Market Share of Total Looker Traffic for US

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To p

Destinations are looking at sustainability/regeneration more broadly, encompassing economic, social and environmental impacts

D S

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Greater industry, community and government alignment is driving destination competitiveness and brand

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Texas Media Production Alliance - Good for Texas

Top Strategies

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Protect revenue sources to maintain current funding levels1 NEW

2 + 3 Focus on developing authentic experiences for the customer

3 + 8 Better integrate tourism and economic development

4 - Build the destination brand around the community's goals, values and creative energy

5 +15 Have a greater role in destination and product development

6 +1 Develop a destination master/management plan to define long-term strategy

7 +5 Increase capabilities in data management for business intelligence, marketing and community engagement

8 -7 Focus significant attention on content creation and dissemination

9 NEW Develop a data-driven plan for a more sustainable visitor economy

10 +1 Align the visitor experience and quality of life for residents in my community

11 NEW Increase our organization's knowledge of innovative technologies

12 NEW Increase efforts to attract and retain our organization's talent

13 NEW Increase support with local government leadership to influence policy

14 +42 Develop and support new events in the destination

15 NEW Improve local resident sentiment to increase support for the visitor economy

O rg an iz at io n C ap ac it y

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Protect revenue sources to maintain current funding levels1

Increase capabilities in data management for business intelligence, marketing & community engagement

Increase our organization’s knowledge of innovative technologies11

Increase efforts to attract & retain our organization’s talent12

Is any of your current funding at risk of being reduced or eliminated in the next three years?

No 63%

Yes 37%

46%

43%

42%

39%

29%

54%

57%

58%

61%

71%

LATAM

Asia Pacific

Canada

EMEA

USA

Yes No

O rg an iz at io n C ap ac it y

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46% 43% 42% 39%

29%

54% 57% 58% 61%

71%

LATAM Asia Pacific Canada EMEA USA

Yes No 89

D es ti na ti on

D ev el op m en t

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Focus on developing authentic experiences for the customer

Have a greater role in destination & product development

Develop a destination master/management plan to define long-term strategy

Develop a data-driven plan for a more sustainable visitor economy

Align the visitor experience and quality of life for residents in my community

Develop & support new events in the destination

M ar ke ti ng

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Build the destination brand around the community’s goals, values and creative energy

Focus attention on content creation and dissemination7

Roles & KPIs

Organization Role Current Future

Destination marketing 1 1

Community relations and partnership 2 5 Brand management 3 3 Destination information resource 4 6

Data research and business intelligence 5 2

Destination and product development 6 4

Industry advocate 7 8

Government relations and policy development 8 7

Visitor services 9 11

Meetings and conventions sales 10 10

Broader economic development 11 9

Leisure sales 12 12

Equity, Diversity, Inclusion leadership 13 14

Environmental stewardship 14 13

Sports tourism development and promotion 15 16

Major event partner and developer 16 17

Workforce development 17 15

Crisis management and emergency preparedness 18 19C ur re nt

F ut ur e O rg an iz at io n

R ol es

KPI Current Future

Economic impact of tourism 1 1

Overnight visitation 2 3

Stakeholder support and business development 3 10

Room nights generated 4 8

Number of visitors/delegates 5 5

Visitor satisfaction 6 2

Marketing ROI 7 4

Member/partner satisfaction 8 6

Social media metrics 9 13

Community benefits and social impacts 10 9

Leads/referrals to business 11 12

Hotel performance metrics 12 14

Resident sentiment 13 7

Earned media metrics 14 16

Equity, diversity, and inclusion 15 11

Long-term/legacy impacts from events 16 17

Conversion metrics 17 15

Environmental stewardship impacts 18 18

Air service 19 19

Event bid success ratio 20 20

Venue profits 21 21

O rg an iz at io n K

PI

s

Mandate Map

• DMO

• Mandate

DMO

Mandate

DEMAND

SUPPLY

Visitor Engagement

Partner Support

Destination Development

Community Alignment

DMO

Mandate

Visitor Engagement

• Digital storytelling

• Brand management

• AI marketing

• Visitor servicing

• Loyalty program

DEMAND

DMO

Mandate

Partner Support

• Data research & business intelligence

• Business events

• Major events/festivals

• Sports

• Film, music & culture

DEMAND

DMO

Mandate

Destination Development

• Product (experience) development

• Neighborhood development/ placemaking

• Air access

• Infrastructure development

• Accessibility

SUPPLY

DMO

Mandate

SUPPLY

Community Alignment

• Government Relations & Advocacy

• Sustainability

• Equity, Diversity, Inclusion & Belonging

• Economic & Workforce Development

• Resident Engagement & Support

DMO of the Future

Visitor Engagement

Partner Support

Destination Development

Community Collaboration

Governance

Professional Development

Funding

Technology

The DMO of the

Future

DestinationNEXT Survey

DestinationNEXT is an in-depth survey taken by industry and community leaders.

It is used to help organizations critically assess how their destination is performing through 24 variables that measure the strength of the destination (product) and the alignment of the community.

Marion County is in the Explorers quadrant falling slightly below the benchmark of 375 other destinations worldwide. 103

VOYAGERS TRAILBLAZERS

EXPLORERS MOUNTAINEERS

Strong Destination

Weak Destination

Strong Destination Alignment

Weak Destination Alignment

Scenario Model

Destination

Strength Variables

Attractions & Experiences

Arts, Culture

Heritage

Dining, Shopping

Entertainment

Outdoor Recreation

Conventions

Meetings

Events & Festivals

Sporting Events

Accommodatio n

Local Mobility & Access

Destination Access

Communicatio n

Infrastructure

Health & Safety

Destination

Alignmen t Variables

Business Support

Community Group

Resident Support

Government Support

Organization Governance

Workforce Development

Hospitality Culture

Equity, Diversity

& Inclusion

Funding Support & Certainty

Regional Cooperation

Sustainability & Resilience

Emergency Preparedness

Economic Development

TRAILBLAZERS

EXPLORERS MOUNTAINEERS

Industry Board Staff

Hotels Attractions Restaurants

Market Meeting Planners

Tour Operators Travel Agents

Event Planners

Community Government

Business Community Economic Development

Local Foundations Education

Stakeholders

Several open-ended questions were also asked in the DestinationNEXT survey.

The following responses are verbatim comments selected from the variables that drew considerable feedback.

Are there certain issues Marion County should specifically address?

Local Mobility & Access

• Public transportation is a HUGE need to allow visitors to access areas/venues without the need for a car

• Incorporate better pedestrian/cycling facilities into the roadways

• Accessible public transportation, particularly to places like the Florida Horse

Park and WEC

• Improved wayfinding

• More transportation like Uber in outlying areas

Health & Safety

• The amount of litter and enforcement

• Homelessness

• Housing, healthcare and job training for workforce

• Crime

Product Development

• Lack of hotels

• More diverse hotel product, attractions and retail

• More nightlife entertainment venues

• More high-quality restaurants

• Venues capable of handling major events

What ONE thing could Marion County do to become a better visitor destination?

Events & Festivals

• Bid on and attract larger events

• More cultural events

• More diversity of events

(comedy, theatre, music, birding, ecotourism)

• Updated info on current events

• Bring in more sporting events

• More resources to help fund events and programming

Arts, Culture & Heritage

• More advertising of the assets we have, especially arts and cultural experiences

• A marketing campaign specifically to promote the arts and culture assets

• More nightlife entertainment

• More arts events and musical concerts with nationally-known entertainers

Attractions & Experiences

• Create an interactive map of

Marion County

• Need family and group activities

• Need attractions like Dave and

Busters, water attractions, Top

Golf

• A large indoor convention/ event center that can host major concerts, truck rallies, expos, etc.

• The rivers are crowded on the weekends; offer more tours during the week

Do you have suggestions for improvement where you scored low or N/A?

Outdoor & Sustainability

• Supporting the development of an outdoor recreation supplier

• Invest in shoreline fishing and boating access infrastructure

• Be true to who we are…we are outdoors and farmland;

emphasize that and only that

• Marion County has ecotourism draws but the infrastructure is lacking...launch areas are small and old

• Investment in green infrastructure and sustainability for future projected growth

Diversity, Equity & Inclusion

• Welcoming more diverse backgrounds, languages spoken, and printed materials in Spanish

• Celebrate diversity…there are many more cultures moving here

Destination Access

• Develop better inter-market transportation opportunities

• Train access from northern

Florida and East Coast

• Airport with commercial flights is needed

• Better air transportation

Consider how to expand tourism while maintaining quality of life for residents and

Do you have any additional comments/feedback?

• Consider how to expand tourism while maintaining the quality of life for residents and quality of our natural resources. Additional tourism and tourists inherently create problems.

• We need customer service training at all levels including hospitality training.

People in Ocala are friendly but lack the hospitality training of other major cities.

• Balance! Do not kill off everyone that lives here by trying to make us a

“destination” location. Have great outdoor spaces; let’s keep it that way and not make us the next Orlando.

• Continue a strong focus on branding this as a unique one-of-a-kind region in

Florida and the nation – for horse country, nature, and a great sense of place.

People are looking for more authenticity in their travels.

Funding Support & Certainty

Summary

• Strong alignment around future opportunities/strengths

• Common themes identifying challenges/threats

• Strong performance in the outdoors and natural assets (eco-tourism/parks/trails system)

• Desire for a cohesive plan supported by the local community to drive the visitor economy

- Marion County is in the Explorers quadrant with below average scores for destination alignment and destination strength.

- There is positive sentiment toward DMO staff, initiatives, transparency

- There are several key takeaways to consider:

Key Takeaways