3-Scope of Work.pdf

SCOPE OF WORK

Long-Range Tourism Plan

FY 2027 – FY 2031

Ocala/Marion County Visitors and ConvenƟon Bureau

Marion County, Florida

PROJECT OVERVIEW

Background

The Ocala/Marion County Visitors and ConvenƟon Bureau (OMCVCB) operates as a Marion County government department and serves as the desƟnaƟon markeƟng organizaƟon (DMO) for the region. In 2022-2023, the OMCVCB completed a comprehensive Long-Range Tourism Plan for FY 2024-2026, which was facilitated by MMGY NEXTFactor and integrated into the county's Empowering Marion for Success strategic plan.

The FY 2024-2026 plan established four strategic pillars—MarkeƟng & Sales, Partnerships & Community Engagement, DesƟnaƟon Management, and OrganizaƟonal Excellence—with specific goals, key iniƟaƟves, and measurable targets. The plan has guided the organizaƟon's efforts to grow the tourism economy.

As the current plan approaches its conclusion, the OMCVCB seeks to develop the next iteraƟon for FY 2027-2031 using the same proven methodology and framework while building upon the successes achieved and addressing evolving opportuniƟes and challenges in the desƟnaƟon.

Purpose

The purpose of this project is to conduct a comprehensive long-range tourism planning process that will:

• Review and assess the outcomes and progress of the FY 2024-2026 Long-Range Tourism Plan

• Establish updated tourism goals, strategies, and key iniƟaƟves for Marion County to achieve conƟnued posiƟve visitor growth and economic impact for FY 2027-2031

• Maintain alignment and integraƟon with Marion County's broader strategic planning iniƟaƟves

• UƟlize the same proven methodology and community engagement approach that was successful in the previous planning cycle

• Provide acƟonable recommendaƟons and measurable targets to guide the OMCVCB and tourism stakeholders through 2031

Project Goals

The consultant shall deliver a comprehensive, data-driven Long-Range Tourism Plan that:

• Builds upon the four strategic pillars established in the FY 2024-2026 plan

• Establishes realisƟc, measurable targets for key performance indicators through 2031

• Reflects substanƟal community and stakeholder input and buy-in

• Provides clear strategic direcƟon for organizaƟonal prioriƟes, resource allocaƟon, and desƟnaƟon development

• Addresses evolving market trends, compeƟƟve dynamics, and visitor preferences

• Serves as a roadmap for sustainable tourism growth that benefits both visitors and residents

SCOPE OF SERVICES

The consultant shall perform the following tasks using the same methodology and approach uƟlized in the FY 2024-2026 Long-Range Tourism Plan development:

Research and Assessment Phase

Review of Current Plan Performance

The consultant shall conduct a comprehensive review of the FY 2024-2026 Long-Range Tourism Plan, including:

• Assessment of progress toward established targets across all four strategic pillars

• Analysis of which key iniƟaƟves were successfully implemented and their impact

• IdenƟficaƟon of iniƟaƟves that require conƟnued focus or modificaƟon

• Review of key performance indicators including TDT collecƟons, room night demand, event RFPs, website visitaƟon, and earned media placements

• EvaluaƟon of organizaƟonal structure and staffing recommendaƟons from the previous plan

Updated CompeƟƟve Set Analysis

Building on the FY 2024-2026 compeƟƟve set analysis, the consultant shall provide an updated comparison of Marion County to the same benchmark desƟnaƟons (Alachua, Citrus, Lake, Pasco, Polk, and Seminole counƟes), including:

• Current populaƟon staƟsƟcs and demographic trends

• TDT rates, collecƟons, and allocaƟon paƩerns

• DMO operaƟng budgets, staffing levels, and organizaƟonal structures

• Hotel inventory, occupancy rates, ADR, and RevPAR metrics

• Short-term rental (STR) inventory and trends

• Tourism infrastructure and facility developments since 2023

• IdenƟficaƟon of any aspiraƟonal benchmark desƟnaƟons if warranted by Marion

County's growth

The analysis shall include comparaƟve tables and charts showing Marion County's posiƟon relaƟve to the compeƟƟve set and recommendaƟons for maintaining or improving compeƟƟve posiƟoning.

Gap and CompeƟƟve Analysis

The consultant shall incorporate the findings from the gap and compeƟƟve analysis referenced in the FY 2024-2026 plan to make recommendaƟons for studies to determine:

• Product and infrastructure gaps that limit Marion County's ability to compete for specific market segments

• OpportuniƟes for facility enhancements or new development (sports complexes, meeƟng venues, aƩracƟons, etc.)

• Priority areas for desƟnaƟon development investment

• Cost esƟmates for priority facility improvements or developments

• PotenƟal return on investment (ROI) for recommended projects

DesƟnaƟonNEXT Survey

The consultant shall administer the DesƟnaƟonNEXT survey to tourism industry stakeholders and community leaders, following the same methodology used in 2023. The survey shall:

• Assess desƟnaƟon strength across 12 variables (aƩracƟons, accommodaƟons, access, infrastructure, etc.)

• Evaluate desƟnaƟon alignment across 12 variables (business support, government support, funding, workforce, etc.)

• Benchmark Marion County against other desƟnaƟons worldwide

• IdenƟfy Marion County's posiƟoning within the four-quadrant DesƟnaƟonNEXT model

• Compare results to the 2023 baseline to measure progress

• Include open-ended quesƟons to gather qualitaƟve feedback on strengths, challenges, and prioriƟes

Market and Trend Analysis

The consultant shall provide analysis of current and emerging tourism trends relevant to Marion County, including:

• Visitor demographics, preferences, and behavior trends

• Market segment opportuniƟes (sports tourism, meeƟngs/convenƟons, leisure, outdoor recreaƟon, etc.)

• Technology and digital markeƟng trends affecƟng DMO operaƟons

• Sustainability and regeneraƟve tourism pracƟces

• Workforce and labor market consideraƟons

• Impact of arƟficial intelligence and emerging technologies on desƟnaƟon markeƟng

Community Engagement Phase

The consultant shall conduct a robust community engagement process mirroring the approach used in 2022-2023, including the following components:

One-on-One Stakeholder Interviews

The consultant shall conduct a minimum of 30 one-on-one interviews with key stakeholders represenƟng:

• Tourism industry partners (hotels, aƩracƟons, restaurants, event venues, sports faciliƟes)

• Marion County Board of County Commissioners

• Tourist Development Council members

• Municipal government leadership

• Economic development organizaƟons

• Arts and culture organizaƟons

• Community organizaƟons and civic groups

• Environmental and outdoor recreaƟon advocates

• Other sectors as idenƟfied by OMCVCB staff

Focus Groups

The consultant shall facilitate a minimum of two (2) focus group sessions with diverse tourism stakeholders to gather input on:

• Strengths, weaknesses, opportuniƟes, and threats facing Marion County tourism

• Progress on iniƟaƟves from the FY 2024-2026 plan

• PrioriƟes for the next five-year planning period

• DesƟnaƟon development needs and opportuniƟes

Joint Visioning Workshop

The consultant shall facilitate a joint visioning workshop with the Marion County Board of County Commissioners and Tourist Development Council. The workshop shall:

• Review findings from research, surveys, and stakeholder engagement

• Facilitate strategic discussion about current state and ideal future environment

• Review and refine mission, vision, and core values as needed

• Establish preliminary goals and strategic prioriƟes for the FY 2027-2031 plan

Public PresentaƟons

The consultant shall prepare and present the Long-Range Tourism Plan to the Tourist Development Council and Board of County Commissioners at key milestones throughout the project, including draŌ presentaƟon(s) and final plan adopƟon presentaƟon(s).

Plan Development Phase

Strategic Framework

The consultant shall develop the strategic framework for the FY 2027-2031 Long-Range Tourism Plan, maintaining the four strategic pillars established in the previous plan:

• MarkeƟng & Sales

• Partnerships & Community Engagement

• DesƟnaƟon Management

• OrganizaƟonal Excellence

For each strategic pillar, the consultant shall develop updated goals reflecƟng the evolving needs and opportuniƟes for Marion County tourism.

Key IniƟaƟves

For each goal within the four strategic pillars, the consultant shall:

• IdenƟfy specific, acƟonable key iniƟaƟves to achieve the goal

• Assign implementaƟon Ɵmeframes (FY27, FY28, FY29, FY30, FY31, and/or ongoing)

• IdenƟfy lead responsibiliƟes and potenƟal partners

• Consider resource requirements and dependencies

Targets and Key Performance Indicators

The consultant shall establish measurable targets for key performance indicators (KPIs) through FY 2031, including but not limited to:

• Annual room night demand

• Tourist Development Tax (TDT) collecƟons

• Requests for proposals (RFPs) for meeƟngs, convenƟons, and sports events

• Website visitaƟon

• Earned media placements

• Economic impact of tourism

• Partnerships and collaboraƟve iniƟaƟves

• Resident senƟment benchmarks

• Other relevant metrics idenƟfied through stakeholder engagement

Targets shall be realisƟc, data-driven, and aligned with the ambiƟons expressed by stakeholders and leadership.

RecommendaƟons

The consultant shall provide high-level strategic recommendaƟons on criƟcal topics, which may include:

• Tourist Development Tax (TDT) consideraƟons and funding strategy based on gap analysis findings

• OrganizaƟonal structure and staffing needs to support strategic prioriƟes

• DesƟnaƟon development prioriƟes and investment recommendaƟons

• MarkeƟng and sales resource allocaƟon

• Partnership and collaboraƟon opportuniƟes

Deliverables

The consultant shall provide the following deliverables:

Final Long-Range Tourism Plan Document

A comprehensive, professionally designed Long-Range Tourism Plan document (print and digital formats) that includes:

• ExecuƟve Summary

• High-Level RecommendaƟons

• Mission, Vision, Core Values, and Brand Elements

• Strategic Pillars and Goals

• Key IniƟaƟves and ImplementaƟon Timeline

• Targets and Key Performance Indicators

• Appendices including:

○ Review of FY 2024-2026 plan outcomes

○ Updated compeƟƟve set analysis

○ Gap and compeƟƟve analysis findings

○ DesƟnaƟonNEXT survey results

○ Community engagement summary

○ Market and trend analysis

PresentaƟon Materials

Professional presentaƟon decks for use with:

• Tourist Development Council

• Board of County Commissioners

• Community stakeholder groups

• Media and public communicaƟons

ExecuƟve Summary and MarkeƟng Materials

A concise execuƟve summary document suitable for broad distribuƟon to stakeholders, partners, and the public, highlighƟng key findings, recommendaƟons, and strategic prioriƟes.

ImplementaƟon Tools

SupporƟng materials to facilitate plan implementaƟon, which may include:

• AcƟon plan templates or worksheets

• KPI tracking dashboards or frameworks

• Annual progress review guidelines

PROJECT TIMELINE

The consultant shall complete the Long-Range Tourism Plan project within approximately eight

(8) months (to align with the Fiscal Year) from contract execuƟon. The following Ɵmeline is anƟcipated:

Phase AcƟviƟes Timeline

Phase 1 Project kickoff and contract execuƟon

Month 1

Phase 2 Research and Assessment: Review of current plan, compeƟƟve set analysis, gap analysis review, market research

Months 1-2

Phase 3 Community Engagement:

DesƟnaƟonNEXT survey, stakeholder interviews, focus groups, joint visioning workshop

Months 2-4

Phase 4 Plan Development: Strategic framework, goals, key iniƟaƟves, targets, and recommendaƟons

Months 5

Phase 5 DraŌ Review: Present draŌ plan to TDC and BCC, incorporate feedback

Months 6

Phase 6 FinalizaƟon: Complete final document design, presentaƟons, and implementaƟon tools

Month 7

Phase 7 Final AdopƟon: Present to TDC and BCC for approval, deliver final plan

Month 8

The consultant shall work collaboraƟvely with OMCVCB staff to refine and adjust this Ɵmeline as needed to accommodate government meeƟng schedules and stakeholder availability.

CONSULTANT QUALIFICATIONS

The selected consultant shall demonstrate the following qualificaƟons:

• Extensive experience in desƟnaƟon markeƟng organizaƟon (DMO) strategic planning and long-range tourism plan development

• Proven experƟse with DesƟnaƟonNEXT methodology and survey administraƟon

• Strong background in tourism market research, compeƟƟve analysis, and economic impact assessment

• Experience working with Florida desƟnaƟon markeƟng organizaƟons and understanding of Florida Statute 125.0104 requirements

• Demonstrated ability to facilitate community engagement processes, stakeholder workshops, and public presentaƟons

• Knowledge of current trends in desƟnaƟon markeƟng, tourism development, sports tourism, meeƟngs/convenƟons, and outdoor recreaƟon

• Track record of producing acƟonable, implementable strategic plans with measurable outcomes

• Professional credenƟals relevant to tourism planning (CDME, CMP, or similar industry cerƟficaƟons preferred)

• References from similar DMO clients, preferably including Florida desƟnaƟons

PROJECT MANAGEMENT AND COORDINATION

OMCVCB Project Management

The Ocala/Marion County Visitors and ConvenƟon Bureau will designate a project manager who will serve as the primary point of contact for the consultant and coordinate all aspects of the project including stakeholder scheduling, meeƟng logisƟcs, data provision, and review processes.

Consultant Project Management

The consultant shall designate a lead project manager who will be responsible for overall project coordinaƟon, quality control, Ɵmeline management, and communicaƟon with OMCVCB.

The consultant shall provide regular progress updates (at minimum monthly) and promptly communicate any issues or adjustments to the project scope or Ɵmeline.

MeeƟngs and CommunicaƟon

The consultant shall parƟcipate in regular check-in meeƟngs (virtual or in-person as determined by project needs) with OMCVCB staff throughout the project. In-person meeƟngs in Marion County are required for key milestones including the kickoff meeƟng, focus groups, joint visioning workshop, and final presentaƟons to the TDC and BCC.

BUDGET AND PAYMENT TERMS

Cost Proposal

Consultants shall provide a detailed cost proposal that includes:

• Professional fees broken down by project phase and major task

• Travel expenses (if applicable)

• MeeƟng facilitaƟon and materials

• Survey administraƟon and data analysis

• Document design and producƟon

• Any other direct costs

Payment Schedule

Payment terms shall be negoƟated with the selected consultant but may follow a milestone-based structure such as:

• 25% upon contract execuƟon

• 25% upon compleƟon of research and assessment phase

• 25% upon compleƟon of community engagement phase

• 25% upon delivery and acceptance of final plan

PROPOSAL SUBMISSION REQUIREMENTS

Interested consultants shall submit a comprehensive proposal that includes:

Cover LeƩer and ExecuƟve Summary

A cover leƩer introducing the consulƟng firm and an execuƟve summary of the proposed approach (maximum 2 pages).

Firm QualificaƟons and Experience

Detailed informaƟon about the consulƟng firm including:

• Firm history, size, and structure

• Relevant experience with similar DMO strategic planning projects

• Experience with DesƟnaƟonNEXT and tourism research methodologies

• Understanding of Florida DMO operaƟons and regulatory environment

Project Team

IdenƟficaƟon of the proposed project team including:

• Project manager and lead consultant

• SupporƟng team members and their roles

• Résumés or bios for all key team members

• Relevant cerƟficaƟons and professional credenƟals

Technical Approach and Methodology

A detailed descripƟon of the consultant's approach to each phase of work outlined in SecƟon 2 (Scope of Services), demonstraƟng:

• Understanding of project objecƟves and requirements

• Specific methodologies and tools to be used

• InnovaƟon or value-added services beyond the minimum scope

• Quality assurance and review processes

Project Timeline

A detailed project Ɵmeline showing major milestones, deliverables, and decision points. The Ɵmeline should align with the general framework provided in SecƟon 3 but may propose refinements based on the consultant's experience.

Cost Proposal

A comprehensive cost proposal, detailed and presented in a clear format that allows OMCVCB to understand the investment required for each phase and component of work.

References

A minimum of three (3) references from similar projects completed within the past five (5) years. References should include client name, contact person, phone number, email address, project descripƟon, dates of service, and contract value.

Sample Work Products

Examples of comparable long-range tourism plans or strategic plans developed for DMO clients, demonstraƟng the quality and format of deliverables the consultant produces.

APPENDIX A: REFERENCE MATERIALS

The following reference materials are available to prospecƟve consultants to provide context and background for this project:

• Ocala/Marion County Long-Range Tourism Plan FY 2024-2026 (full document)

• Marion County Empowering Marion for Success Strategic Plan

• Gap and CompeƟƟve Analysis Reports

• Current OMCVCB organizaƟonal structure and budget informaƟon

• Recent tourism economic impact studies for Marion County

• 2023 DesƟnaƟonNEXT survey results

• Current visitor staƟsƟcs and performance data

• Florida Statute 125.0104 (Tourist Development Tax regulaƟons)

These materials are available to download from Bonfire under “SupporƟng DocumentaƟon”.