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enHancinG THE VISITOR EXPERIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2 019-2 021 STRATEGIC P LA N
MISSION STATEMENT
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The Mission of the Walton County Tourist Development Council (TDC) is to direct and manage activities that will strengthen the position of the South Walton brand in the tourism marketplace, in order to increase the tourism economy of Walton County. The TDC will manage and maintain our beaches as a primary attraction and serve as a responsible industry organization to take a leadership role in addressing issues that affect tourism and the quality of life in Walton County. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The TDC serves as the primary strategic advisor to the Walton County Board of County Commissioners on issues and opportunities facing the community from a tourism perspective. It is for this reason that the TDC embarked upon a strategic planning process during the third quarter of 2018. As the environment in which the TDC operates continues to change and evolve, it needs to continually re-position itself and its programming to continue to build the visitor economy in an increasingly competitive environment. On the next page, readers will find a two-page executive summary of the TDC’s 2019-2021 Strategic Plan, followed by the full Strategic Plan. Background research that formed the foundation for the Plan begins on Page 11. This research and resultant report was facilitated by DMOproz.
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2019-2021 STRATEGIC PLAN
2019-2021 STRATEGIC PLAN
Executive Summary
Goal: Improve the Destination’s Ability to Enhance the Visitor Experience
Objective A Continue to Upgrade the Beach Experience
Objective B Work Collaboratively with Transportation Interests and Agencies to Enhance Mobility and Parking throughout the County
Objective C Continue to Support Shoulder Season Festivals and Events
Objective D Analyze Opportunities to Enhance the Destination’s Aesthetics
Objective E Analyze Opportunities to Develop Additional Entertainment Opportunities
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2019-2021 STRATEGIC PLAN
Executive Summary Goal: Increase the Community’s Understanding of and Support for a Thoughtfully Planned Visitor Economy
Objective A Continue to Keep Residents Informed of the TDC’s work
Objective B Engage Industry Partners in the Effort to Protect the Visitor Economy and Destination Brand
Objective C Continue to Facilitate the Development of Industry Workforce
Objective D Develop a Clear, Coherent and Sustainable Destination Vision for the County
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2019-2021 STRATEGIC PLAN
2019-2021 STRATEGIC PLAN
Executive Summary Goal: Continue to Expand the Destination’s Capture of New Visitors
Objective A Continue to Evolve Marketing to Leisure Travel Consumers
Objective B Continue to Enhance Efforts to Attract More Group Business to South Walton
Objective C Work with Industry Partners to Collaboratively Promote the South Walton Brand
Objective D Continue to Analyze Opportunities to Promote Attractions in North Walton to Expand the Desirability of the Destination
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Goal: Improve the Destinatino’s Ability to Enhance the Visitor Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Objective A Continue to Upgrade the Beach Experience Suggested Tactics: • Continue to acquire more property for public beachfronts • Support greater access to parking near public beaches • Continue to develop disability-friendly beaches • Increase the number of code enforcement officers on public beaches to speed response time - Develop better messaging to visitors and residents regarding current beach-related municipal codes - Work with code enforcement officers to initiate contact as friends of beachgoers - Consider adding beach ambassadors at access points to communicate current beach- related municipal codes before they are inadvertently broken (education and mediation vs. retaliation) • Work to establish a managed vendor program for public beaches • Work with lodging partners and private companies to mitigate the issue of trash collection timing • Continue to support Customary Use ordinances as the subject moves through the courts Objective B Work Collaboratively with Transportation Interests and Agencies to Enhance Mobility and Parking throughout the County Suggested Tactics: • Support enhanced public transportation systems and networks • Support enhancements to public transportation • Support synchronizing traffic signals to smooth vehicular flow • Advocate for more public parking • Support bike friendly options and accessibility • Advocate for improved wayfinding signage with location ID - Branded South Walton signs with the town name to lessen visitor confusion
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2019-2021 STRATEGIC PLAN
Goal: Improve the Destination’s Ability to Enhance the Visitor Experience Cont’d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Objective C Continue to Support Shoulder Season Festivals and Events Suggested Tactics: • Continue to analyze and diversify the Event Grants Program to ensure revenues increase new and overnight visitation • Consider developing an “Events Roundtable” of event producers to increase joint collaboration - Better event scheduling to even out the destination calendar - Opportunities for group buying discounts - Mandate roundtable participation for those seeking event grants • Consider enhanced December holiday offerings and amenities • Consider launching a “Restaurant Week / Month” promotion in January and/or February Objective D Analyze Opportunities to Enhance the Destination’s Aesthetics Suggested Tactics: • Continue to beautify gateways and intersections • Consider the establishment of satellite Visitor Centers at the east and west entrances to the county, increasing a sense of arrival • Work with the Cultural Arts Alliance - More public art (possibly unique installations at appropriate intersections)
- Support arts and culture programming
Objective E Analyze Opportunities to Develop Additional Entertainment Opportunities Suggested Tactics: • Consider a feasibility study to determine local and visitor interest and support for: - Performing arts venue - Flexible space for other public uses - Non-beach related assets • Analyze opportunities to enhance access to trails, birding viewing platforms and bicycling areas
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Goal: Increase the Community’s Understanding of and Support for a Thoughtfully Planned Visitor Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Objective A Continue to Keep Residents Informed of the TDC’s work Suggested Tactics: • Increase the frequency of communiques from the TDC to update stakeholders on - The value of the Visitor Economy - New rules, regulations and codes - Changes in Customary Use rules - The addition of new public beaches and parking - Updates on how the TDC is working on Transportation issues - New entertainment opportunities - Events Calendar - How to communicate with the TDC - Other topics, as appropriate • Consider several communication platforms to ensure widespread reach - Social Media - Newsletters - Print media - Electronic media Objective B Engage Industry Partners in the Effort to Protect the Visitor Economy and Destination Brand Suggested Tactics: • Educate industry partners and locals on how to advise the customer regarding changes to Customary Use rules • Continue to communicate the importance of referring to the community as South Walton - Advocate for a two-part identification (i.e., Miramar Beach in South Walton) - Correct the media when they refer to the destination as “Destin” • Consider staging a community Brand Workshop
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2019-2021 STRATEGIC PLAN
Goal: Increase the Community’s Understanding of and Support for a Thoughtfully Planned Visitor Economy Cont’d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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Objective C Continue to Facilitate the Development of Industry Workforce
Suggested Tactics:
• Actively engage in community discussions on workforce development in order to
effectively advise the Board of County Commissioners
• Enhance messaging regarding hospitality jobs that de-stigmatizes them as not
being valued positions in the economy
• Encourage youth and retirees to enter the hospitality workforce
• Assist in training industry partner employees on the best customer service tactics
Objective D Develop a Clear, Coherent and Sustainable Destination Vision for the County
Suggested Tactics:
• Urge the Board of County Commissioners to make the intentional
establishment of a long-range vision plan for the County a major priority
• Research other destinations that have found success in destination Vision
Planning for best practices in ensuring such a process provides broad opportunity for both resident and visitor participation and input
• Consider engaging a firm experienced in Destination Visioning to help
guide the process
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Goal: Continue to Expand the Destination’s Capture of New Visitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Objective A Continue to Evolve Marketing to Leisure Travel Consumers
Suggested Tactics:
• Increase focus on Shoulder Season promotion to attempt to even out visitors
over the year
- Stress winter activities and availability of more laid-back pace
- Target the high value consumer (stay longer, spend more)
• Continue to evaluate the ROI of leisure travel shows
• Search for opportunities to stage activations in feeder markets that involve both Sales
and Marketing Departments for a greater ROI while in market
• Identify packages and incentives to drive consumers in a shoulder season visit
Objective B Continue to Enhance Efforts to Attract More Group Business to South Walton
Suggested Tactics:
• Develop messaging that positions a South Walton meeting as a unique experience
for attendees
• Increase focus on Arts & Culture events
• Expand use of social media and video to communicate with event planners
• Continue to work with travel agents to better understand the South Walton brand
• Search for opportunities to stage activations in feeder markets that involve both Sales
and Marketing Departments for a greater ROI while in market
• Analyze opportunities to expand efforts to attract movie and video productions
• Develop thematic shoulder season marketing concepts (i.e., Blue Crab Season, etc.)
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2019-2021 STRATEGIC PLAN
Goal: Continue to Expand the Destination’s Capture of New Visitors Cont’d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Objective C Work with Industry Partners to Collaboratively Promote the South Walton Brand
Suggested Tactics:
• Develop a partner toolkit with brand standards and suggested ways to include
the South Walton brand
• Consider making co-op funds available for advertisers that include the
South Walton brand
• Develop a toolkit to assist industry partners with messaging during periods of
destination crisis Objective D Continue to Analyze Opportunities to Promote Attractions in North Walton to Expand the Desirability of the Destination
Suggested Tactics:
• Perform an asset inventory of North Walton County to identify experiences that
could attract additional visitors without further congestion to South Walton County
• Work with business interests in the north to identify opportunities
• Analyze whether such experience marketing could be supported by the creation
of a Tourism Development Tax or Tourism Improvement District
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research & intelligence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
In preparing this Strategic Plan for the Walton County TDC, the DMOproz team deployed both an online survey of industry stakeholders and community leaders and a survey of residents. Personnel also conducted face-to-face interviews and focus groups with stakeholders in October, 2018. Community leaders and stakeholders were invited to complete an online survey, and DMOproz personnel met with additional leaders and stakeholders to hear firsthand the thoughts and visions of these individuals. Residents responded to the opportunity to share their thoughts on the destination and the work of the TDC. A summary of the intelligence gathered follows:
Industry Partner & Community Leader Online Survey Results
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Resident Online Survey Results
14-16
Industry Partner & Community Leader Conversations
17-19
Strategic Analysis
20-21
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2019-2021 STRATEGIC PLAN
INDUSTRY PARTNER & COMMUNITY LEADER ONLINE SURVEY RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
The Future of the Destination An online survey was distributed to industry partners and community leaders asking respondents to suggest ways the Walton County TDC could enhance the destination.
Common themes and suggestions included:
• More Public Beaches
• More Parking
• Enhanced Public Transportation / Traffic Mitigation
• Enhanced Code Enforcement
• Development of a Large-scale Entertainment space
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THE PERCEIVED EFFECTIVENESS OF THE walton county TDC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
That same online survey asked stakeholders to rate the effectiveness of the Walton CountyTDC on a number of fronts:
Not Effective
Effective
Very Effective
Percent responding �Effective or “Very Effective:
Leisure Family Marketing
98%
Couple/Adult Marketing
96%
Special Event Marketing
88%
Snowbird Marketing
84%
Meetings, Conference, Reunion, Wedding Marketing
80%
High Income Messaging
89%
Maintain & Service Public Beaches
53%
Effectiveness of Beach Codes
77% 0
25 50 75 100 125
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2019-2021 STRATEGIC PLAN
RESIDENT ONLINE SURVEY RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Walton County residents responded to the opportunity to share their thoughts on the destination and the work of the TDC.
RESIDENT USE OF PUBLIC BEACHES
Percent responding YES:
No Yes
Use Public Beaches
86%
Adequate Public Beach Access
23% 0 25 50 75 100 125
THE PERCEIVED EFFECTIVENESS OF THE walton county TDC
Percent responding ”Effective or “Very Effective:
Not Effective Effective
Very Effective
Maintain Public Beach Access
68%
Effectiveness of Beach Codes
21%
Enforcement of Beach Codes
Removing Trash from Public Beaches
Manages Commercial Vendors on Beaches
32% 70% 11% 0 25 50 75 100
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CHALLENGES FACING THE DESTINATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Residents responded to a separate survey to gain a better idea of their concerns and visions, apart from industry partners. Responses are not listed in any particular order. However, those in bold type were responses that were heard at least 20% of the time. • Traffic / Lack of Parking • Privatized Beaches and Vendors • No Trespassing Signs • The Crowds • Overburdened Infrastructure • Uncontrolled Developments Less Than 20% of responses: • Lack of Affordable Housing • Low Wages • Lack of a Diverse Economy • Cost of Living • Lack of Public Restrooms • Lack of a Recycling Program • Lack of Enforcement of Noise Ordinances • Lack of Enforcement of Beach, Building & Trash Codes • Uncontrolled Spring Break Chaos
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WHAT RESIDENTS WANT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
As one could expect, the list is long. Those responses that were recorded in over 20% of the results are in bold type:
• Restore Customary Use
• Reclaim the Beach from the Vendors
• More Parking
Less Than 20% of responses:
• Enforce Beach & Building Codes
• Reduce Traffic Congestion
• Make 30A More Aesthetically Pleasing
• More Public Beaches
• Enforce “Leave Only Footprints”
• Affordable Housing
• More Direct Flights
• Wider Bike Lanes / More Bike Access
• Better Trash Collection
• Better Wayfinding Signage
• Beachfront Restaurants
• An Art Center
• Public Transportation
• Underground Utilities
• More State Parks
• Trailhead Parking at Lakes
• A Retreat / Spa
• Shuttles
• Large-scale Entertainment space
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STAKEHOLDER CONVERSATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
During the first week of October, 2018, DMOproz conducted a series of face-to-face interviews and focus groups and met with the Walton County TDC staff to gather additional intel. The conversations and interviews covered a wide-ranging set of topics, but four areas of concentration surfaced: Infrastructure, Branding, Sales & Marketing and Community Outreach. Some areas have been a traditional priority for the Visit South Walton team, where other areas are exploratory. These are the four primary areas with supporting notes from each:
Infrastructure Most of the conversation swirled around traffic and parking, but evolved into an understanding that there is a deeper need for intentional planning for continued growth. Indeed, a recent study by Longwoods International showed that most Americans do not oppose tourism growth; they oppose tourism growth that isn’t planned and managed.
Areas of interest included: • North / South Corridor connectivity – both from North Walton County to South Walton
County for staffing needs and between Highway 98 and 30A to relieve congestion during peak travel months
• The need for more parking management and public beach access
• Beautification of intersections and medians throughout the county
• Reliable, convenient and affordable public transit across the county to relieve
traffic and parking concerns
• Interest in researching the possibility for a Performing Arts Center with indoor
and outdoor venues
• The need to increase garbage collection for check-in/check-out transition
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2019-2021 STRATEGIC PLAN
COMMUNITY RELATIONS & OUTREACH Unlike many destinations around the country, residents are acutely aware that there is an active Destination Marketing and Management agency in place in Walton County. However, the level of discontent regarding the negative impact of vendors on public beaches threatens to flip support for the TDC and the Visitor Economy if the dissatisfaction researchers saw in the online resident survey isn’t mitigated.
Suggested avenues forward:
• Create a win-win solution for Customary Use policy
• Expand beach ambassadors and code enforcement programs
• Create a front-line training program to expand the ambassadors to
all beach accesses
• Work on the harmony between North and South Walton County
• Workforce development and workforce housing are needed and the
TDC should assist in providing options
• Enhance the promotion of North Walton County, including a possible
Tourism Development Tax
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Destination Brand The newly minted brand identity for South Walton has been well-received. Now is the time to drive it home.
Suggested concepts:
• Increase wayfinding signage to visually reinforce the South Walton brand around
the destination
• Create new Visitor Centers at the entries into the county east, west
and southbound (already in progress)
• The need to continue efforts to separate the Destin brand from
that of South Walton
• Continue the use of beaches, outdoor, dune lakes and nature-based
themes in branding efforts Sales & Marketing In conversations with stakeholders, one of the resonant themes was that Sales & Marketing is what the Walton Coutny TDC team do “really, really well.” So, most of the recommendations by survery respondents focused on ways to continue and expand that work.
Suggested concepts:
• Continue to promote shoulder season and off-peak seasons
• Continue the use of beaches, outdoor, dune lakes and nature-based tourism
in marketing and content
• Research the possibility of adding team members to marketing,
communications, group sales and film and video
• Create a destination services department to work with sales and area hotels
• Research the feasibility of sports tourism for South Walton
• Continue to promote weddings as a target niche for South Walton
• Research the options for international tourism
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2019-2021 STRATEGIC PLAN
STRATEGIC ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
With the intelligence gathering phase complete, Mind-Mapping technology was utilized to develop a visual blueprint to drive conversations before developing the Strategic Plan:
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STRATEGIC ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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