CLAY COUNTY FLORIDA TOURISM STRATEGIC PLAN
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1 CLAY COUNTY FLORIDA TOURISM STRATEGIC PLAN Final Plan for Adoption October 2018
Transcript of CLAY COUNTY FLORIDA TOURISM STRATEGIC PLAN
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CLAY COUNTY FLORIDA TOURISM STRATEGIC PLAN
Final Plan for Adoption October 2018
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TABLE OF CONTENTS
Clay County Tourism Strategic Plan Process ................................................................... 3 - 6 Background & Methodology.........................................................................................................4 Strategic Plan Development Flowchart....................................................................................5 Supplemental Information & Suggested Implementation Guidelines ..........................6 Principles of Strategic Plan Recommendations ....................................................................6
Background Information & Situation Analysis.................................................................. 7-16 Clay County Overview.....................................................................................................................8 Tourism in Clay County...................................................................................................................8 Clay County Tourism Development Council (TDC) .............................................................9 Clay County Branding Study ........................................................................................................9 Clay County ZIP Code Market Analysis (Visitor Profile) .................................................. 10 Findings of Stakeholder Surveys and Community Meetings ..................................... 11-12 Consultant’s Secret Shopper Report..................................................................................13-15 Competitive Set, Complementary Set & Points of Differentiation............................... 16
Mission, Vision, and Core Values........................................................................................17-20
Strategic Plan Recommendations..................................................................................... 21-46 Strategic Planning Group Directives .......................................................................................22 Summary of Strategies .................................................................................................................23 Strategy A: Staffing........................................................................................................................24 Strategy B: Tourism Marketing and Advertising ..........................................................25-30 Strategy C: Community and Stakeholder Relations .................................................... 31-33 Strategy D: Sales ......................................................................................................................34-37 Strategy E: Public Relations and Communications.................................................... 38-40 Strategy F: Product Development......................................................................................41-43 Strategy G: Visitor Services ................................................................................................ 44-45 Strategy H: Film Development.................................................................................................. 46
Example of Strategic Plan Dashboard.............................................................................47-48
Appendices ............................................................................................................................49-79
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CLAY COUNTY TOURISM STRATEGIC PLAN
PROCESS
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BACKGROUND
The Clay County Tourism Development Council (TDC) felt it was important that a strategic plan for the future program of work for the agency be developed. To that end, the TDC contracted with North Star Destination Services (NSDS) for the services of a consultant, John Whisenant, CDME, to lead the strategic planning process and produce a report of suggested strategic recommendations. The consultant’s vitae is included in this report in APPENDIX H, page 79.
METHODOLOGY
The TDC provided NSDS and the consultant with relevant information and data, which the consultant used to become familiar with the destination, its demographics, and in particular, the research related to travel and tourism. The consultant also availed himself of available information on the area via the internet, TDC website, printed materials, and other resources.
Telephone conversations were conducted between the consultant and Clay County Director of Tourism and Film Development Kimberly Morgan. The purpose of these conversations was to provide the consultant with further background information on the destination and the organization, as well as to make use of the Director’s knowledge, experience, and personal insights and goals for the future of the organization.
From the background research and conversations with the Director of Tourism and Film Development, the consultant developed a Clay County Pre-Strategic Planning Meeting Questionnaire, which was forwarded to the individuals who would be participating in the strategic planning meeting. A copy of the questionnaire is included in this report as APPENDIX A, Page 50.
The consultant traveled to Clay County July 15 – 17, 2018. His activities while in Clay County included:
July 15: Conducted a “secret shopper” tour of the county and its tourism-related assets (See Page 13).
July 16 – 18: Met individually with a number of key tourism stakeholders, government leaders and others.
Facilitated five community meetings: Green Cove Springs/Penney Farms Fleming Island Keystone Heights Orange Park Middleburg/Oakleaf
July 19: Facilitated a Strategic Planning Group Meeting
A listing of individuals participating in the community and Strategic Planning Group meetings is included in this report as APPENDIX B, page 57.
The consultant utilized all relevant background information and research, the results of the community and strategic planning meetings, and his own experience and knowledge of best practices in the areas of destination management, organizational structure, programming, and
marketing in the development of these strategic recommendations.
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CLAY COUNTY STRATEGIC PLAN DEVELOPMENT PROCESS
PHASE ONE Established by
Clay County Board of Commissioners
STATUS: COMPLETED
PHASE TWO
Determined by Strategic Plan Research and based on input and direction of the TDC and
stakeholders.
STATUS: COMPLETED
PHASE THREE Recommended priority of strategic efforts and
action plans
STATUS: COMPLETED
PHASE FOUR Quarterly and annual TDC
review of plan implementation actions
STATUS: REQUIRES FUTURE ACTION
MISSION What specifically is the TDC
supposed to do?
VISION What do we want tourism in
Clay County to become?
SITUATION ANALYSIS Where is Clay County Tourism now?
STRATEGIC PRIORITIES What do we want to do?
STRATEGIC OBJECTIVES What are our specific goals?
STRATEGIC STRATEGIES How do we go about
achieving those goals?
STRATEGIC ACTION PLANS Let s do it -
when, where, how, who?
REGULAR REVIEW Are we getting it done?
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IMPLEMENTATION GUIDELINES
By its very nature, a strategic plan is meant to be broad in scope and succinct in its primary points. These form the primary goals and strategies outlined in this plan and which are outlined in the Dashboard.
In some cases, the consultant felt additional background information or detailed suggested methods of implementation (action plan points) or examples regarding a particular area might be helpful and are included in the plan.
PRINCIPLES OF STRATEGIC PLAN RECOMMENDATIONS
Based on all of the above-mentioned criteria, this report offers a number of strategic recommendations for the future structure and program of work of tourism development and promotion in Clay County.
It is important to note that these are recommendations – the extent to which they may be adopted and/or implemented is fully and completely at the discretion of the leadership of the Clay County TDC and the Board of County Commissioners. As the leadership of the organization considers this report, it may well choose to implement some recommendations as presented, revise some, postpone some to a later time, or even disregard some altogether.
It should be noted that, in some instances, recommendations are made that there be no change in a current activity of the TDC/Tourism Office. In those cases, it should be understood that this is actually a positive recommendation and that in some cases, the most effective strategy is to continue an already successful course of action.
It is also important to remember that the leadership of the organization will need to assign priorities to those recommendations it chooses to adopt. Some recommendations may be considered more important than others and their importance may change over time. In addition, some adopted recommendations can be implemented quickly, while others may require more time.
In other words, these recommendations should be looked at as a “moving target” – one that will require frequent re-visiting and re-evaluation by leadership.
“It is a bad plan that admits of no modification.” – Publilius Syrus, First Century BC
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BACKGROUND INFORMATION AND SITUATION ANALYSIS
Direct Vis ito r Spending S Mlllions
175_0 170_0
165.0 160_0
155 0 150_0
145.0 140_0
135_0
130_0
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2012 2013 2014 2015 2016
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Tourism-Generated Tax Revenues 2"cffsl ~TM1ifioos~
Federal 20.1
State 8.4
Local 7.5
Total 36.1
CLAY COUNTY OVERVIEW
In 2016, Clay County was home to 208,311 people, having grown by 48% since the 2000 Census Population Count compared to the state’s 29% increase in population. Clay County ranks 14th in the state for highest increase in population between 2010 and 2016. By 2030, the population of Clay County is expected to grow to 268,409 people.
Clay County’s median age is 39.0 years, younger than the state’s median age of 41.4 years. More than a quarter of the county’s population are children 19 years and under. Females account for 50.8% of the population, while males account for 49.2%. Fifty-five percent of Clay County residents of legal marrying age are married. Nearly three quarters of families in Clay County are two-parent home families while 19% live with a single mother.
Resident satisfaction of those surveyed for a Quality of Life Study scored 93% as “very” or “somewhat” satisfied with the quality of life in Clay County, an increase of 3% from 2015. Tourism and travel-related activities are an important element of the economic well-being of Clay County, Florida.
TOURISM IN CLAY COUNTY
Visitors from outside of Florida to Clay County in 2016 generated $169.2 million in direct business activity and directly employed 2,177people (6.4% of jobs in Clay County and a 7% increase in tourism industry related jobs, while regionally and statewide the numbers were flat or decreased respectively). Those tourism-related jobs in Clay County generated $52 million in direct payroll. In addition, tourism activity in Clay County in 2016 generated $20.1 million in federal taxes, $8.4 million in state taxes and $7.5 million in local taxes. Direct visitor spending has seen a 19% increase over the last 5 years, the majority of that increase seen in recreation, food and lodging. These figures do not include the economic impact of visitors to Clay County from other locations in Florida.*
*Source for all Economic Impact of Out-of-State Travel on Clay County: Tourism Economics 2016 Report for
VISIT FLORIDA
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The Clay County Tourism Development Council (TDC)
The Clay County TDC is the agency charged with the program of work of tourism development and tourism marketing for the county. The TDC is made up of a diverse and engaged group of members and enjoys strong leadership from the TDC Chair. A history of the Clay County TDC is included in this report as APPENDIX C, Page 58.
Clay County made a decision to intentionally market the destination in 2017. The County hired a new Tourism & Film Development Director in 2017 which led to a shift in philosophy and planning. The agency has made major strides over the last two years and has achieved a growing standing and good reputation in the community and among government leaders and stakeholders.
The TDC also recommended to the Board of County Commissioners to increase the Tourist Development Tax (TDT) from 3% to 5%, with the intent to increase funding for product development projects setting Clay County apart from other destinations. The Board of County Commissioners unanimously approved the ordinance.
Even though tourism makes a substantial contribution to the county’s economy, it is not yet perceived by all as an “economic development” activity. An exception to this appears to be from the leadership of the Clay County Economic Development Office and the Chamber of Commerce, both of which embrace tourism as a viable economic development activity and are supportive of both the current and future efforts by the TDC to increase tourism in the community.
Clay County Branding Study
Clay County underwent a branding study by Burdette Ketchum of Jacksonville, Florida, resulting in a comprehensive set of branding and place-finding recommendations in June of 2017. The major findings of that branding study provided exceptional research and findings that inform and help to guide recommendations of the Strategic Plan. The branding study’s “DNA Proposition” and “Clay Passion Pillars”, combined with and confirmed by the results of the Strategic Plan’s stakeholder surveys and community and Strategic Planning Group meetings, directly form the foundation upon which the proposed TDC Vision, Destination Vision, and Strategic Plan recommendations are based.
Clay County DNA Proposition For those who live life passionately and with conviction, Clay County is a fabric of communities, waterways, natural wonders and caring people whose history and future are centered on the values of faith, hard work, service to country and nature. Whether it’s living, working or playing, passions run deep in Clay County.
Clay County Passion Pillars Family Faith Country & Military Heritage Natural Amenities & Waterways Drive for the Future, Innovation Distinctive Small Towns & All They Represent
The Burdette Ketchum Branding Clay County Branding and Placemaking Initiative Final recommendations are included in this report as APPENDIX D, Page 60.
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Clay County Zip Code Market Analysis (Visitor Profile)
In May of 2018, the TDC received the findings of a Zip Code Market Analysis by Brian London of London Tourism Economics. This study creates a “Visitor Profile” which provides specific demographic information about visitors from Clay County’s top five feeder markets. The study informs many of the recommendations in this strategic plan, particularly as they apply to marketing and advertising messaging and delivery platforms.
1. Orlando Primarily married couples who live in single family housing; well-educated professionals with strong work ethic; looking for a slower paced, non-theme park vacation experience; best reached through broadcast and digital platforms.
2. Tampa Primarily younger singles (“Millennials”) who live in rented housing; have disposable income and looking for opportunities to new opportunities to spend it; embrace the “foodie” culture; best reached through broadcast and digital platforms.
3. Gainesville Visitors tend to be young people still completing their college education or employed in their first post-graduation job; have disposable income and are first-time independently choosing vacation destinations; would tend to be pass-through, single day, or special event visitors to Clay County; best reached through digital platforms.
4. Atlanta Two-thirds described as single adults who are socially active and with high disposable income spent on new technology, clothes, leisure activities, best reached through digital platforms, and would tend to be pass-through, single day, or special event visitors to Clay County; one-third described as older and on fixed income with less of that being disposable, best reached through broadcast and print media, and would tend to visit/stay longer in Clay County.
5. Jacksonville Primarily a white-collar workforce; married and single living in single family housing; modest but above average net worth; family-oriented; market also contains a large younger, more ethnically diverse population (African-American, Hispanic, other) looking for activities; best reached through a mix of digital, broadcast, or print media.
The complete Zip Code Market Analysis Report can be found as APPENDIX E, Page 65.
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Findings of Stakeholder Surveys and Community Meetings
Sixty-four Stakeholder Surveys (APPENDIX A, Page 50) were completed and returned to the consultant and approximately 58 people attended the five community meetings held throughout the county. These surveys were used as a general outline of discussion for the community meetings and were collected for later study by the consultant in preparing this report.
The participants in both the surveys and the community meetings represented a broad range of backgrounds and areas of focus, including lodging, dining, shopping/retail, outdoor recreation, arts and culture, festivals & special events, government, business, and business-related entities such as the Economic Development Office and Chamber of Commerce.
As might be expected, both the surveys and the five community meetings reflected a variety of different opinions and responses, often based on the locality of the participant and/or their specific area of interest or responsibility. That being said, a general consensus could be drawn from a study of the surveys and of the notes taken at the community meetings.
Consensus Survey and Community Meeting Results
Yes, tourism is important to the overall economy of Clay County. Yes, tourism growth is desirable.
Market sources with the greatest potential for growth in visitation (priority ranked): 1. 50-mile regional metro areas (Jacksonville, Gainesville) 2. Over 50-mile regional metro areas (Orlando, Tampa, Ft. Lauderdale, Miami) 3. Southeastern states (GA, SC, NC, AL, TN) 4. National (500+ miles) 5. Other suburban/rural communities in a 200 mile radius 6. International
Clay County’s Tourism’s Greatest Strengths: • Outdoor Recreation (Hiking, Golf, Cycling, Parks & Rec) • Waterways/Water Activities (Water Sports, Fishing, Kayaking/Canoeing) • Natural Beauty/Green Spaces/Eco-Tourism/Parks • Festivals & Events • History • Military History and Returning Military Personnel/Camp Blanding • Friendly People • Slower/Quieter Place • County Fair • Arts/Performing Arts/Cultural Activities • Proximity to Jacksonville and St. Augustine • Safe community • Riverboat port-of-call • Parks & Rec Sports venues • Commitment by TDC & Stakeholders to growing tourism in the community • Full-time Experienced and Engaged Tourism Director
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Clay County’s Greatest Tourism Weaknesses: • Traffic/Traffic Infrastructure/Lack of easy visitor transportation systems • Lack of knowledge about Clay County by potential visitors • Lack of knowledge by Clay County citizens about impact of tourism • Lack of wayfinding signage/branded signage • Fairgrounds Needs Upgrading • No meeting/conference facility • Lack of front-line hospitality training and knowledge of area • Lack of vision about “Why come here?” • Lack of major attractions • Limited access to waterways by non-lakefront property owners • Lack of high-end dining options
Clay County Tourism Opportunities: • Amateur Sports Events • Potential tourism development/hotels, etc. on new Florida expressway • Meetings/Conferences/meeting venue • Major Signature Event
Clay County Tourism Threats: • Competition from other areas of Florida, and specifically Jacksonville and St.
Augustine • Loss of equestrian events to new Jacksonville facility • One-person staff limits what can be done • Competition from other destinations’ sports facilities • Losing community distinctiveness and quality of life with “over-tourism” • Development “Sprawl” • Possible environmental Degradation
Desired Clay County Tourism Deliverables (ranked): 1. Tourism Marketing & Advertising 2. Product Development 3. Sales 4. Public Relations/Communications 5. Local Tourism Grants 6. Visitor Services 7. Festival/Special Event Assistance 8. Research 9. Hospitality Training for Tourism Related Businesses 10. Stakeholder Services
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CONSULTANT’S “SECRET SHOPPER” REPORT
On Sunday, July 15, the consultant conducted a “secret shopper” tour of Clay County. The purpose of this tour was two-fold: (1) to familiarize the consultant with Clay County’s communities, geography, facilities, tourism assets, ease of wayfinding and drivability, and the hospitality and helpfulness of visitor-contact personnel; and (2) to look at Clay County through a “visitor’s eyes” – what would someone not familiar with the area think as they traveled through the county.
It is important to note that these observations form a “snapshot” of the destination: rather than being an exhaustive, in-depth study, they are the first subjective impressions that a visitor might have. In addition, while some of the observations made during this tour were not necessary positive, they should not be taken as being critical; they are simply the honest narratives of what this one visitor experienced on one particular day, and are presented here as an opportunity for evaluation and improvement.
The tour covered the entire county and included the following: • Brief visits to eight hotels (all in Orange Park): observations included outside
appearance, lobby and amenities, and brief conversations with front desk personnel • Visits to the of the following communities: Orange Park, Middleburg, Keystone
Heights, Fleming Island and Green Cove Springs • Visits to the following based on information in the Clay County Visitors Guide:
• The Keystone Heights Airport Area (located in both Clay and Bradford Counties) including the Wings of Dreams Aviation Museum and the Rally Race Car Course
• Penney Farms Retirement Community • The J.C. Penney Memorial Scenic Highway • Clay County Fairgrounds • Spring Park in Green Cove Springs • Camp Chowenwaw • Thrasher-Horne Performing Arts Center (outside drive only, inside tour of facility
provided later in the week) • Walking and driving tours of historic districts, historic homes, in Middleburg,
Green Cove Springs, and Keystone Heights • Gold Head Branch State Park • Bestbet Orange Park • A planned visit to the Military Museum of North Florida was cancelled due to
bad weather.
Tour also included intentional stops at five convenience stores in various parts of the county for conversations with front-line personnel.
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Secret Shopping Tour Observations
As a visitor, I found a real need for wayfinding throughout the county, and most particularly in the towns themselves. While wayfinding would certainly have been helpful in the more rural areas, GPS allowed me to get from town to town with little difficulty. However, once inside the towns, I found it difficult to find the points of interest.
Middleburg Historic Homes: I went to this area as it was mentioned in the CC Visitors Guide as a point of interest. Once I arrived in Middleburg, I had difficulty finding the homes (the one sign denoting it was covered by vegetation.) As a visitor, I was disappointed to find that the homes, as private residences, were unavailable for touring/visiting, nor was there any narrative signage to tell the story of the homes.
The drive between Middleburg and Keystone Heights was a very attractive drive. I actually found that to be true throughout the county, with the road system being in good shape and well-maintained. The drives through the more rural areas of the county were quite picturesque and made for a very pleasant and relaxing driving experience, something which I think most visitors would find enjoyable.
I found the Keystone Heights historic homes district to be charming with interesting and well-maintained homes. The walking tour guide in the CC Visitors Guide was helpful, but was just a little confusing to me. I think it would be helpful to have the actual walking tour route marked on the map similar to the way the Green Cove Springs Historic Homes Tour does. Again, homes on the tour were private residences, but the fact that one could walk by the homes and read the narrative about the home from the guide made it interesting and engaging. I did have to cut my walking tour of this area short due to a thunderstorm. I drove to the Keystone Heights Airport area to visit two points of interest mentioned in the CC Visitors Guide: the Rally Race Car facility and the Wings of Dreams Museum. As a visitor, I was disappointed to find both closed. Information on their operating schedule in the Visitor Guide would be very helpful – the first impression on a visitor of a closed attraction is not generally a good one.
I drove through the Penney Farms Retirement Community and was, in all honesty, quite charmed by it. While not a tourist attraction as such, with its quiet setting and period-style architecture, it is a unique point of interest.
Again, the drive between Keystone Heights and Penney Farms was very nice. Particularly impressive to me as a visitor was the drive along the J.C. Penney Memorial Scenic Highway between Penney Farms and Green Cove Springs – this is a genuinely pleasant drive with an “Old Florida” feel to it.
I was immediately charmed upon my arrival in Green Cove Springs. My entrance from Penney Farms brought me through the historic district surrounding the old courthouse and past attractive historic homes. My arrival at the Spring Park area in downtown was one of the highlights of my day as it brought together a confluence of Americana: the beautiful setting of the park, its placement and access to the St. John River, families walking, picnicking, or enjoying the springs, the fact that it was a sunny Sunday afternoon – combined it gave me a sense of “This is it: this is that unique small town slice of a gentler time and a slower pace.”
While in Green Cove Springs, I briefly visited Camp Chowenwaw, which I found to be interesting and unique.
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My drive from Green Cove Springs led me to Fleming Island. I was immediately impressed with the quality and quantity of first-class dining and retail opportunities, as well as the appearance of the community itself as being family-oriented and well-maintained.
I returned to Orange Park and took a brief driving tour of the area. I briefly visited the Bestbet Poker facility, which was interesting and seemed to have a specific attraction for gamers/ gamblers. My unscientific survey of the parking lot indicated that the majority of patrons/visitors here were from neighboring communities/counties with a small number from Clay County itself. I did not, in this particular instance, find any out-of-state licenses.
One observation that struck me throughout my travel in Clay County was the richness of water resources the county has. Not only were they quite abundant, they were very attractive and (being a Sunday afternoon) were quite busy with recreational activities such as boating, jet-skiing, skiing/waterboarding, kayaking, and fishing.
My visits to front desk personnel in eight hotels in Orange Park were, for the most part, positive. I would ask various questions about things to do in the area, suggestions for dining or shopping, and/or directions. With only one notable exception, front desk personnel were friendly and willing to assist. I found the greatest difficulty for them was in giving directions, where it appeared that having a visitor’s map of the area would be helpful.
Visits to the five convenience stores were, however, completely the opposite. Again, I would ask questions about things to do, directions, etc. As a group, they seemed to have very little knowledge of the area’s points of interest (one told me “There wasn’t anything to do around here” and that I should “probably just go to Jacksonville”). In addition, they seemed to be able to give general directions (how to get from town to town) but not local directions. There was one exception in a somewhat more rural store location where the gentleman was quite helpful and tried his best to assist. While their primary function is not visitor services, nor probably are visitors their primary customers, they are in front-line visitor contact locations. I felt strongly that providing them with general hospitality training, including a basic knowledge of the area, as well as providing them with visitor resources such as Visitors Guides and maps would be very helpful.
Overall, my “secret shopper” experience was exceptionally positive and left me with a very, very favorable impression of Clay County and its potential as a tourism destination.
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Clay County’s Competitive Set, Complementary Set, and Points of Differentiation
Based on all of the information from the research and findings noted in this section of the plan, the following determinations can be made:
Clay County’s Competitive Set
Clay County’s competitive set in terms of attracting visitors does not appear to be other neighboring rural counties or communities. Rather, due to their high name recognition, attractions, proximity to Clay County, and larger tourism marketing budgets, Jacksonville and St. Augustine form Clay County’s primary competition for visitors. Secondary competitors would be Florida’s other well-known destinations (major cities such as Orlando, Tampa, Miami, Ft. Lauderdale, etc.) and attractions (theme parks, beaches.)
Clay County’s Complementary Set
While these other destinations and attractions certainly are primary drivers for visitation to Florida and are therefore competitors for visitors, they also form a complementary set for Clay County, in that they collectively increase the total number of tourists coming to the state from which Clay County can potentially draw.
Of particular importance are Jacksonville and St. Augustine. Their proximity make Clay County easily accessible as either an “add-on” to visitors to those destinations or as a base (a hub) where tourists can stay, enjoy the distinctive Clay County tourism product, and still easily visit the other two destinations. In addition, both have high name recognition and active marketing programs, thus increasing the number of visitors drawn specifically to the northeast region of the state.
Point of Differentiation
Clay County’s tourism product is distinctly different from its primary and secondary competitors: rather than big city, theme park or beach driven, it offers a different Florida experience (small town charm, historic, scenic, natural attractions and waterways, slower pace, “old Florida”,
friendly and welcoming.)
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MISSION, VISION, AND CORE VALUES
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Purpose of Mission, Vision, and Core Values
A strategic plan must be based on an organization’s mission, vision, and core values.
Together, they guide strategy development, form the end goals and measurements of the plan, help communicate the organization’s purpose to stakeholders, and inform the goals and objectives which are established to determine whether the strategy is on track.
Through the mission statement, the TDC’s purpose and function is established.
(How does the plan allow us to do what we are supposed to do?)
Through the vision statement, the desired end result of the TDC’s work is established.
(What do we hope to ultimately accomplish through the plan?)
Through the core values statement, the principles of the TDC’s work is established.
(How will we carry out the work outlined in this plan?)
Mission
The mission of the TDC as outlined by the Clay County Board of County Commissioners is as follows:
TDC Mission
The mission of the Clay County Tourist Development Council (TDC) is to serve as an advisory committee of the Clay County Board of County Commissioners, administer funds received from the Tourist Development Tax (TDT), and to oversee and recommend ways to promote Clay County as a tourist destination.
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Vision
While the mission statement describes and defines the TDC’s purpose and its overall intention, the vision statement looks forward and describes what the destination and organization hope to ultimately achieve. It is meant to be inspirational, aspirational and challenging.
There are actually two visions which are proposed in this plan for consideration by the TDC leadership: one is for the destination, the other is for the organization (the TDC).
These proposed TDC and Destination Vision Statements align with the county’s established overall vision of “Where tradition meets innovation to foster prosperity” and support the county’s identity/branding of “Small Towns. Big Passions.” as developed by research conducted by Burdette Ketchum.
They have been developed from direct feedback provided in both individual and group interviews as well as written surveys from stakeholders, government leaders, leadership of the TDC, and interested Clay County citizens.
Proposed Destination Vision Statement
Clay County is the destination of choice for visitors seeking a unique and genuine Florida experience: family-oriented, charming small towns, abundant natural and cultural resources, outstanding recreational opportunities, engaging events and activities, and welcoming and friendly people.
Proposed TDC Vision Statement
The Clay County TDC is the leader in, primary resource for, and champion of the development of Clay County as a visitor destination. It drives economic success, generates tourism-related revenues, and increases tourism-related tax collections.
It enhances the quality of life for citizens and helps preserve Clay County’s natural, historic and cultural resources and quality of life that make Clay County such a special place to live and visit.
Its work is recognized and valued by community partners and stakeholders, with whom the TDC works in a collaborative effort to meet current and future needs and
build lasting value.
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Core Values
Core values reflect the principles and philosophy of how the TDC, its members, and its staff will fulfill the mission, achieve its vision, and perform the work outlined in the strategic plan. They direct behavior, guide the decision-making process and guide the overall conduct of work.
Proposed Clay County TDC Core Values
• Commitment to excellence, professionalism and fiscal responsibility
• Open and transparent communications
• Consistency and fairness in all relationships
• Encouragement of initiative, innovation, and the expression of ideas
• Promotion of collaborative and cooperative efforts with community partners and stakeholders
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STRATEGIC PLAN RECOMMENDATIONS
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STRATEGIC PLANNING GROUP DIRECTIVES
The consensus results of the Stakeholder Surveys and narratives of the five community meetings were presented to and discussed by the Strategic Planning Group. Using this information, the Strategic Planning Group defined Clay County Tourism’s tourism growth philosophy and priorities which inform the goals and strategies addressed in this plan.
Growth Philosophy
1. Tourism is an important economic development activity for Clay County and should be supported.
2. We want tourism to grow. 3. As we grow tourism, we want to be careful to protect our resources and the quality of life
enjoyed by Clay County citizens. 4. We should plan for tourism growth in a way that is slow, steady and managed, but that also
takes advantage of unique windows of opportunity that may occur.
Based on input and discussions at the October 17, 2018 TDC meeting, the following strategic priorities have been placed in order of importance.
Strategic Priorities
1. Staffing
2. Tourism Marketing and Advertising
3. Community and Stakeholder Relations
4. Sales
5. Public Relations and Communications
6. Product Development
7. Visitor Services
8. Film Development
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SUMMARY OF STRATEGIES
STRATEGY A: STAFFING Adequately staff the Tourism Office to effectively and efficiently accomplish its present program of work as well as to meet the increased demands of the office as Clay County’s tourism program grows.
STATEGY B: TOURISM MARKETING AND ADVERTISING Create a researched and well-planned program of targeted marketing and advertising that leverages on mass opportunity and economy of scale capacities to create the greatest potential of visitation and return on investment. Ensure a consistent visitor-directed marketing message across all marketing/advertising channels and platforms.
STRATEGY C: COMMUNITY AND STAKEHOLDER RELATIONS Grow awareness among Clay County citizens, leaders, media, and local tourism stakeholders of the economic impact of tourism in Clay County and the work of the TDC/Tourism Office.
STRATEGY D: SALES Increase the awareness of consumers in primary feeder markets of Clay County as a travel destination. Initiate campaigns targeting both leisure travelers and group tours.
STRATEGY E: PUBLIC RELATIONS AND COMMUNICATIONS Through regular and updated communication with travel consumers and potential visitors, increase Clay County’s visibility and attractiveness as a travel destination through earned media and over all available platforms.
STRATEGY F: PRODUCT DEVELOPMENT In order to increase visitation and tourism-related revenues, enhance Clay County’s current tourism products and analyze and determine new tourism product(s) to further expand the tourism opportunities and options in Clay County.
STRATEGY G: VISITOR SERVICES Increase the quality of visitors’ experience as an enjoyable and engaging occurrence by ensuring easy access to helpful resources and easy travel throughout Clay County.
STRATEGY H: FILM DEVELOPMENT Explore and promote Clay County as a destination for media production by leveraging the County’s offerings and resources.
Recommended Goals, Objectives, and Action Plans for each of these strategies follow.
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STRATEGY A: STAFFING
Adequately staff the Tourism Office to effectively and efficiently accomplish its present program of work as well as to meet the increased demands of the office as Clay County’s tourism program grows.
The TDC/Tourism Office has only one employee (Director of Tourism and Film Development Kimberly Morgan.) Her current program of work is already quite broad and includes many time-consuming activities, particularly the processing and administration of the Local Grants program. While this is certainly an important function, it does draw the Director away from her primary responsibilities of marketing, selling, communicating, developing, and growing tourism in Clay County.
The goals, strategies, and actions plans outlined in these recommendations are numerous and together form an aggressive and wide-ranging program of work. Even with phased implementation, it will substantially add to the Director’s responsibilities and scope of work.
GOAL A.1: Adequately staff the Tourism Office to effectively and efficiently accomplish its program of work.
OBJECTIVE A.1 (a): Provide clerical/administrative assistance to the Director.
ACTION PLAN: 1. Work with the Clay County Human Resources Dept. to
develop the Tourism Administrative Assistant job description and grade
2. Within the budget, allocate appropriate funding for the position
3. Interview candidates, hire the selected candidate, provide training
OBJECTIVE A.1 (b): Over time, as the program of work is implemented and revenues increase due to increased tourism to Clay County, add appropriate specialized staff.
ACTION PLAN: 1. With the guidance of the Director, determine the need
for and develop job responsibilities as may be needed for primary agency tasks, i.e. marketing/advertising, sales, visitor services, etc.
2. Work with the Clay County Human Resources Dept. to develop the appropriate job description(s) and grade(s)
3. Within the budget, allocate appropriate funding for the position(s)
4. Interview candidates, hire the selected candidate(s), provide training
24
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STRATEGY B: TOURISM MARKETING AND ADVERTISING
Create a researched and well-planned program of targeted marketing and advertising that leverages on mass opportunity and economy of scale capacities to create the greatest potential of visitation and return on investment. Ensure a consistent visitor-directed marketing message across all marketing/advertising channels and platforms.
GOAL B1: Have a researched, well-planned strategic program of targeted marketing and advertising that has the greatest potential to increase visitation and ROI.
OBJECTIVE B.1 (a): To take advantage of professional marketing planning experience as well as creative and placement services, establish a contractual relationship with an advertising agency of record.
ACTION PLAN: 1. Develop and release a Request for Proposals (RFP) for
an agency of record. Desired qualifications should include previous tourism/economic development marketing/ advertising experience and demonstrated marketing/ advertising experience over a broad range of platforms including digital, print, and broadcast
2. Receive and evaluate submitted RFPs and select the agency that best meets the required qualifications and which proposes an acceptable fee level for services
3. Contract with selected agency
OBJECTIVE B.1 (b): Develop and implement a comprehensive annual marketing plan.
ACTION PLAN: Working with the selected Agency of Record:
1. Define broad marketing/advertising goals and objectives
2. Establish specific marketing/advertising strategies, including platforms, message, creative and placement that will best reach Clay County’s identified target markets
3. Create, publish, and follow an annual marketing plan
4. Review the marketing plan regularly for effectiveness and ROI
25
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GOAL B.2 As it has been identified as the highest priority task for the TDC/Tourism Office, increase spending on tourism marketing/advertising.
OBJECTIVE B.2 (a) Adjust expenditures within the TDC/Tourism Office budget. (See APPENDIX F: Page 71)
ACTION PLAN: 1. As annual budget is developed, increase the percentage
of TDC/Tourism budget funds dedicated to direct tourism marketing/advertising
2. As future funding for the TDC/Tourism Office increases due to growth, place a cap on the percentage of the budget allocated for marketing grants so more funds can be directed towards destination marketing/advertising
3. Review all current programs, evaluate their effectiveness and their realized and potential ROI
a) Adjust and/or eliminate any current programs with a less than desired ROI
b) Re-direct those funds allocated to adjusted/eliminated programs to other marketing/advertising initiatives
c) Due to the fact that Clay County has a limited potential benefit (particularly as it relates to other competitive destinations) and that it currently absorbs roughly one-third of Clay County Tourism’s limited marketing and advertising budget with limited ROI, eliminate for now Clay County Tourism’s participation in the Florida’s First Coast of Golf (FFCofG) co-op program.
i. When contractually possible, do not re-new participation in the FFCofG program
ii. Re-utilize the formally budgeted FFCofG funds for other marketing/advertising activities with a greater potential ROI
d) When contractually possible, eliminate or greatly adjust the current expenditures on the Madden Media digital campaign
i. Re-allocate these funds to the marketing/advertising budget
ii. Working with the agency of record, determine which digital campaigns best fit into the overall tourism/
marketing strategy as outlined in the marketing plan
iii. Allocate expenditures on digital marketing as appropriate
26
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GOAL B.3: Develop a consistent visitor-directed marketing message and utilize it across all Clay County marketing/advertising channels.
OBJECTIVE B.3 (a): Establish a visitor marketing message based on Clay County’s branding study; visitor profile study; analysis of strategic plan research; input from stakeholders and direction of the Strategic Planning Group; analysis of Clay County’s greatest tourism strengths and assets; and consideration of the County’s point of differentiation from its competitive set.
ACTION PLAN: 1. Create a visitor marketing message that communicates Clay
County as a destination that is different from what one might typically think of in Florida and that connects with the Clay County Brand Study Passion Pillars of “Family, Faith, Country & Military Heritage, and Natural Amenities & Waterways.”
Points of Differentiation from “Typical” Florida
Quieter Less Crowded Friendly Charming Small towns An “Old Florida” experience Historic Points of Interest Freshwater Activities Natural Beauty Outdoor Recreation Activities Not big city, theme parks or beaches (but close by if desired)
2. Because visitors are drawn to specific locations as opposed to general county designations and in order to be true to the branding promise of “Small Towns. Big Passions”, all marketing/ advertising creative should list “Orange Park, Green Cove Springs, Keystone Heights, Fleming Island, Middleburg and Penney Farms” under the County Brand.
3. Because the location of Clay County is not yet well-known to visitors, and because visitors tend to link travel planning with already recognized destinations, marketing and advertising creative should incorporate the proximity of Clay County to Jacksonville and St. Augustine in the message.
4. Creatively communicate and demonstrate that visitor marketing message over Clay County’s marketing/advertising channels and platforms
The following are conceptual examples of how this message might be communicated. Actual messaging, design, implementation and execution would be the work of appropriate advertising and design professionals under the direction of Clay County Tourism. Some images used in these examples are stock images not necessarily from Clay County; other Images were collected from various sources and may/may not be copyrighted; they are used for this limited purpose only & not intended for publication beyond this report.
27
And they say there's nothing to do in a small town.
Whether it's the family fu n of our
county fair or one of our unique local
festivals, catching a Broadway production
or big-name entertainment at the
Thrasher-Horne Center, enjoying a
great day of unique shopping and dining,
or experiencing our vibrant arts culture -
you can ftnd it all in the friendly towns
of Clay County Florida, just south of
Jacksonville. Your hardest decision ...,;11
be what you ,.,:ant todo first.
Clay County, Florida -a different place, a different pace.
OAANGE PARK · GRUN COVBSPRINGS • KEYSTONE II EIGIITS
FL.1:MING ISi.AND • MIDOI..EBURG • PENNEY FAllMS
www.exploreclay.com
NORTH~ STAR
There is still a Florida you remember.
Close to the excitement of Jacksonville.
the history of St. Augustine, and the sunny
beaches of Northeast Florida, you can travel
gently winding roads through tht' OOlutiful
countryside where people still .... --ave as you
pass by. Make your way to our channing
small towns - truly special places that
make you , .. ,.anl lo slow down and stay
a while. And a place where there
are no strangers ... only new friends.
Clay County, Florida -a different place, a different pace.
ORANGE PARK • GREEN COVB SPRINGS • KllYS'TONH IIHIGIITS
Ft.l!MING ISLAND • MIDDU!BUR.G • PENNEY FARMS
www.exploreclay.com
28
Outdoor adventure just comes naturally tous. Close to the excitement of Jacksonville
and the history ofSt. Augustine, Clay
County Florida is rich with namral bcauty
O\-er 42 miles oflakcs and rivers, .... 'OOdcd
trails and bike paths, and an abundance
of watchable wildlife.
And if your heart leads you to overnight
in the greal outdoors, we haw: everything
you need .. why. you can e-.·en stay in a
treehouse if youH like!
Clay County, Florida -a different place, a different pace.
ORANGE PARK · GREENCOVBSPRINGS • KEYST'ONB 111:lGIITS
Ft.EMING ISl.AN'O • MIDDLUURG · PENNEY FARMS
www.explorecby.com
NORTH~ STAR
Not all of the water in Florida is at the beach.
Close to the excitement of Jacksonville
and the history of St. 1\ugustine, Clay
County Florida 1w almost forty-six
square miles of beautiful lakes and rivers.
Perfect for all types of watcrsports -
from the fast-paced and exciting to the
laid-back and relaxing - plus the
freshwater fishing can't be beat!
And, by the way ... we're not fur
from the beaches too (wink!)
Clay County, Florida -a different place, a different pace.
ORANGE PARK · GRUN cove SPRINGS • KEYSTONB 111:lGIITS
Ft.EMING ISUN'O • MIDDtal!RG · PENNn' FARMS
www.exp1ored3y.com
29
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GOAL B.4: Because today’s travelers most often make their travel decisions based on impressions from and information available on a destination’s website, it is critical that Clay County Tourism have a greatly improved presence on the Internet.
OBJECTIVE B.4 (a): As soon as possible, create and launch a destination website that is separate from the current page on the Clay County Government website and that is graphically attractive, marketing-based, and visitor-focused.
ACTION PLAN: 1. Develop and release a Request for Proposals (RFP) for web site
development services; a much-preferred qualification should be previous destination/tourism-based website development
2. Receive and evaluate submitted RFPs and select the developer that best meets the requirements of the RFP and which proposes an acceptable fee level for services
3. Contract with selected developer; work with the developer in designing the website’s overall appearance, reflection of Clay County Tourism’s brand and message, content, functionality, visitor interaction/request for information capability, ability of in-house administrative function, and desired level of data collection
4. Research and carefully select appropriate keywords that will assist visitors in finding the Clay County site and that will increase the website’s standing on search engines; launch the siteInclude the web address (www.exploreclay.com) in all marketing messages and on all platforms
GOAL B.5: Invest in those co-op marketing programs with local, regional and state partners that best leverage Clay County Tourism’s marketing funds and yield the greatest ROI.
OBJECTIVE B.5 (a): Understand the possible co-op opportunities available to Clay County Tourism and participate in those with the greatest potential ROI.
ACTION PLAN: 1. Research available co-op marketing/advertising opportunities
with Visit Florida; allocate marketing/advertising funds and participate in selected programs
2. Research available co-op marketing/advertising opportunities with the Jacksonville CVB and St. Augustine CVB; allocate marketing/advertising funds and participate in selected programs
3. Approach and create a co-op marketing/advertising partnership (“Circle Jacksonville”) with the tourism offices in Baker, Bradford, St. John’s, and Union Counties; allocate marketing/advertising funds and participate in jointly agreed-upon programs of marketing, advertising, and sales.
30
NORTH~ STAR
STRATEGY C: COMMUNITY AND STAKEHOLDER RELATIONS
Grow awareness among Clay County citizens, leaders, media, and local tourism stakeholders of the economic impact of tourism in Clay County and the work of the TDC/Tourism Office.
GOAL C.1: Increase awareness of the economic impact of tourism in Clay County and of the work of the TDC/Tourism Office to Clay County citizens, leaders, the media and local tourism stakeholders.
Through awareness programs, encourage and enable tourism-related stakeholders to engage in, support, amplify, and help communicate the TDC/Tourism Office’s programs of work and marketing efforts.
OBJECTIVE C.1 (a): Create and distribute a regular TDC/Tourism Office e-newsletter.
ACTION PLAN: 1. Create and maintain an e-mail database of appropriate
e-newsletter recipients such government leadership, TDC members, local tourism industry stakeholders, business leaders, media, interested citizens, regional and state tourism agencies, and others (the e-mail database will be loaded onto the selected e-newsletter service platform)
2. Determine the desired frequency of publication/distribution of planned e-newsletter (monthly, every other month, quarterly)
3. Investigate options for on-line e-newsletter services (i.e., ConstantContact, MyEmma, MailChimp, CleverReach, Canva, many others)
4. Select and establish an account with an on-line e-newsletter service provider (NOTE: This would be with the same service provider of the Travel Newsletter as described earlier.)
5. Based on the service provider’s costs, allocate an amount for e-newsletter services from within the Destination Marketing/ Tourism Operations line (these services are generally inexpensive and based on frequency of distribution and number of recipients)
6. Create e-newsletter content (TDC/Tourism Office activities, latest economic impact information, stakeholder news, new product/event information, relevant information from regional/ state tourism entities, feature stories, letter from TDC Chair and/or Tourism Director, etc.; include photos and graphics (See example TDC/Tourism Office E-Newsletter example on next page.)
31
FROM THE BUREAU
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Sales coordinator Joan Barkowski
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NORTH~ STAR
SAVE TilE DATE
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32
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OBJECTIVE C.1 (b): Plan and conduct quarterly Clay County Tourism “Connect” Meetings.
ACTION PLAN: 1. As a way to involve and encourage dialogue with local
stakeholders, establish quarterly “Clay County Tourism Connect Meetings.” “Connect” meetings could possibly be combined with planned hotel/lodging meetings.
2. Utilize “Connect” meetings to discuss/communicate TDC/ Tourism Office activities/programs; receive input from stakeholders on TDC/Tourism Office activities/programs; provide a forum for the exchange of information between Clay County stakeholders, organizations and event planners; and to build cohesive support for the TDC/Tourism Office and the development and promotion of tourism.
3. Secure host venues for “Connect” meetings. publicize meeting dates and venues to stakeholders; conduct “Connect” meetings
OBJECTIVE C.1 (c): Seek out local speaking opportunities and provide speaking services.
ACTION PLAN: 1. Develop a list of possible TDC/Tourism Office speaking topics
(Impact/Importance of Tourism in Clay County, Economic Impact of Tourism on Clay County, The Work of the Tourism Office, The Tourism Strategic Plan, New Developments in Clay County Tourism, etc.)
2. Develop speeches/PowerPoint presentations
3. Contact local business, civic, social, and educational groups (which are often searching for meeting/luncheon/event speakers)
4. Speak/present as often and to as many groups as possible
OBJECTIVE C.1 (d): Utilize the annual National Travel & Tourism Week (NTTW) as a promotional vehicle to inform Clay County citizens about the impact of tourism in Clay County and the work of the TDC/Tourism Office.
ACTION PLAN: 1. Using the U. S. Travel website (www.ustravel.org), determine
the dates for NTTW
2. Begin planning Clay County’s NTTW events several months in advance of the appropriate dates.
3. Plan and conduct NTTW activities, such as media events; visitor recognition/ visitor events; government events; travel and hospitality employee events, etc. Utilize and customize activities detailed in the free toolkit available at www.ustravel. org/events/national-travel-and-tourism-week
33
NORTH~ STAR
STRATEGY D: SALES
Increase the awareness of consumers in primary feeder markets of Clay County as a travel destination. Initiate campaigns targeting both leisure travelers and group tours.
Background Information
The sales activities recommended in this plan are directed to two primary target markets: leisure travel and group travel. (Sales activities directed to the meetings/conference/convention market do not show the greatest potential for growth at this time due to the lack of adequate meeting space in Clay County.)
Leisure (Consumer) Travel Sales
Much of the TDC/Tourism Office’s sales efforts toward the leisure market will be through advertising and the Web. Those are the most effective methods of reaching large numbers of leisure travelers and is covered in the marketing/advertising section of the plan.
There are, however, two other primary methods of developing sales in the leisure market: travel show representation and penetration into the AAA market.
As a general rule, consumer travel shows are not particularly effective for destination marketing organizations such as the Clay County TDC/Tourism Office, in that the audiences are not segmented by product interest and the competitive set at such shows is usually quite large and diverse.
In the case of Clay County, the exception to that rule might be travel shows in immediate feeder markets that provide opportunity to influence day-trip or short get-away types of travel. Additionally, outdoor-based shows (hunting/fishing/boating) might be of value, particularly to attract potential visitors to Clay County’s recreational, adventure, and hunting/fishing/boating resources.
Clay County is obviously a drive-market for visitors. AAA offices and their travel counselors serve as “travel agents” for automotive leisure travelers, and can have a great deal of influence on the traveler’s choice of destinations, lodging, and activities (they also plan and operate group tours.) AAA, while a national organization headquartered in Orlando, is actually operated by a number of separate clubs. It is recommended that the Clay County TDC/Tourism Office’s marketing/sales efforts be focused on AAA Auto Club South, which covers Florida, Georgia, and Tennessee and is headquartered in Tampa.
Group Travel Sales
With its variety of tourism assets, good group tour class lodging properties, a highway system that can easily accommodate motorcoach travel into and around the county, and the newness of the Clay County tourism product to group travel planners, the potential of the development and growth of group tour travel into Clay County is good.
At the same time, because lodging properties in Clay County enjoy an exceptionally high occupancy rate, area hoteliers may not feel the need to have Clay County Tourism aggressively pursue the overnight group tour market due to its room block requirements, expected rates, occupancy patterns, cancellation policies, etc. If that should be the case, there is still opportunity to pursue group day-trip business.
34
NORTH~ STAR
GOAL D.1: Increase the awareness of consumers in primary feeder markets of Clay County as a travel destination.
OBJECTIVE D.1 (a): Attract leisure visitors to Clay County through selected consumer travel and/or recreational shows.
ACTION PLAN: 1. Participate in a limited number of consumer travel and/or
outdoor-based shows in nearby feeder markets
a. Allocate a portion of the Destination Marketing line item in the budget to cover registration, booth display creation, and travel expenses to travel/outdoor-based show marketing
b. Research the schedule and cost of upcoming travel and/or outdoor-based shows in Jacksonville, Gainesville, Orlando, and Tampa
c. Select and register for those shows that show the highest potential ROI
d. Design and purchase appropriate booth display/signage (could be designed to use in multiple promotional situations)
e. Invite local stakeholders to participate by attending and assisting in the manning of the Clay County (at their own travel expense)
f. Attend the selected shows, distribute materials
g. After the shows, evaluate their effectiveness and ROI
GOAL D.2: Increase the number of leisure visitors coming to Clay County through the influence of AAA travel counselors.
OBJECTIVE D.2 (a): Make AAA travel counselors in selected markets aware of the Clay County tourism product.
ACTION PLAN: 1. Conduct sales calls to AAA offices in primary feeder offices
a. Research and identify the individual AAA offices in each of the following target market cities: Jacksonville, Gainesville, Tampa, Orlando, and Atlanta
b. Plan and execute sales blitzes into the market cities to include visits to each of the identified offices
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c. Contact by phone or email the identified offices in the target market to arrange appointment for visit
d. Invite local stakeholders to join the Tourism Office on sales blitzes
e. Create a Clay County informational notebook that will left at each office to be visited
f. Visit identified offices, inform travel counselors about the Clay County tourism product, leave appropriate information notebooks
g. Follow up on each visit via phone or email after the blitz; regularly re-contact each office visited
2. Conduct AAA Travel Counselor fam tours to Clay County Organize and operate fam tours of Clay County for AAA travel counselors from AAA Auto Club South, and particularly from those based in the key target market cities of Jacksonville, Gainesville, Orlando, Tampa, and Atlanta
OBJECTIVE D.2 (b): Increase awareness of Clay County by AAA members.
ACTION PLAN: 1. Plan and execute advertising in selected AAA publications
a. As a part of the marketing/advertising plan, research adver-tising in the regional edition of the AAA Tourbook (annual publication)
b. As a part of the marketing/advertising plan, research adver-tising in the AAA Auto Club South’s Going Places magazine (bi-monthly publication)
GOAL D.3: Increase group travel to Clay County.
OBJECTIVE D.3 (a): Determine the type of group travel desired by the stakeholder indus-try and the preparedness of the local hospitality/tourism industry to appropriately service group tours.
ACTION PLAN: 1. Survey the Clay County lodging stakeholder industry regarding
their interest in sales to group tours
2. Survey the Clay County general tourism stakeholder industry (attractions, restaurants, points of interest) regarding their interest in and ability to service (parking, menus, group admis-sions, deposit policies, step-on guide service, etc.) group tours
3. Based on feedback, determine the level of sales activity to be directed to the group tour market
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OBJECTIVE D.3 (b): Assuming group tour sales are desired by stakeholders, initiate sales programs directed to the group tour market.
ACTION PLAN: 1. Investigate membership in select group tour source
associations:
a. National Tour Association b. American Bus Association c. Travel South d. Student Youth Travel Association e. Bank Travel
2. Based on budget and anticipated ROI, join selected group tour source associations
3. Utilize membership databases from associations for marketing
4. Based on budget and as a part of the marketing/advertising plan, advertise in selected group tour source associations media
5. Attend and participate in selected group tour source association conventions/marketplaces
6. Develop and have available for distribution to group travel planners a Clay County Group Travel Planner (can be digital and made available on Clay County Tourism website)
7. Either independently, or in conjunction with possible regional partnership or Visit Florida, plan/participate in group tour operator fam tours of Clay County
8. As a part of sales efforts directed toward the AAA market (leisure sales), include sales efforts to AAA office group tour divisions
OBJECTIVE D.4: Given the strong military heritage and presence in Clay County, continue current and initiate new sales efforts directed towards the military reunion market.
ACTION PLAN: 1. Continue membership in “Your Military Reunion Connection”
(YMRC)
2. Utilize the resources of YMRC in recruiting military reunions
3. Provide appropriate services and assistance to military reunion planners
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STRATEGY E: PUBLIC RELATIONS AND COMMUNICATIONS
Through regular and updated communication with travel consumers and potential visitors, increase Clay County’s visibility and attractiveness as a travel destination through earned media and over all available platforms.
GOAL E.1: Increase Clay County’s visibility and attractiveness as a travel destination through earned media.
OBJECTIVE E.1 (a): Engage in a proactive general media relations program to generate earned media in strategically targeted outlets.
ACTION PLAN: 1. Create customized pitches aimed at editors, journalists,
bloggers, influencers and others, particularly in Clay County’s identified source market areas (Orlando, Tampa, Gainesville, Atlanta, Jacksonville) as well as other regional areas
2. Cultivate existing relationships with local media
3. Seek out new and media relationships through meaningful one-on-one connections. Respond to qualified media inquiries and contacts generated from outside sources
4. Create, distribute and pitch story ideas and press releases to qualified media outlets; focus on both existing and emerging and existing story lines, including small town uniqueness, unusual shopping or dining outlets, special events, outdoor and waterway recreation, history, etc.
5. Create and make available for on-line download a library of high resolution photography and video
6. Establish a “Media” page on the Clay County Tourism website to provide story ideas and outlines, copies of press releases, photography/video, and Tourism Director contact information
7. Leverage social media as an integrated tool for media relations, targeted pitching, news distribution and media reciprocity, by sharing stories and tagging journalists
8. Conduct media tours of qualified journalists, travel writers and writers for travel industry publications
OBJECTIVE E.1 (b): Directly target professional travel media specializing in outdoor destinations.
ACTION PLAN: 1. Continue membership in the Florida Outdoor Writers
Association
2. Secure corporate membership in the Southeast Outdoor Press Association (SEOPA); information available at www.seopa.org
3. Pitch Clay County outdoor activity story ideas to FOWA and SEOPA members
4. Attend annual SEOPA conference and participate in Partner Showcase
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GOAL E.2: Increase Clay County’s visibility and attractiveness as a travel destination through digital platforms.
OBJECTIVE E.2 (a): Use social media channels and Web-based video platforms.
ACTION PLAN: 1. Maintain and regularly update Clay County Tourism’s existing
Facebook Page (www.facebook.com/ClayCtyTourism)
2. Create new Clay County Tourism digital accounts on Twitter, Instagram, Pinterest, and LinkedIn
3. Create a new Clay County Tourism YouTube channel; populate and regularly update with video
4. Insure that links to the various Clay County Tourism digital platforms are included on the Clay County Tourism website, on all other social media platforms, and in all Clay County marketing/advertising,
OBJECTIVE E.2 (b): Utilize digital influencers.
ACTION PLAN: 1. Research and identify qualified macro and micro influencers
whose blog/vlog areas of interest match Clay County’s travel product and who have a quantified and large base of followers matching Clay County’s target market demographics
2. Contact and engage appropriate influencers
GOAL E.3: Communicate regularly with travel consumers and potential visitors.
OBJECTIVE E.3 (a): Produce and distribute a Clay County travel e-newsletter.
ACTION PLAN: 1. Create and maintain an e-mail database of appropriate travel
e-newsletter recipients through permission-based responses to requests for information, current and past mailing lists, referral e-mail databases from shareholders, and a sign-up feature on the Clay County Tourism website. Also include local government leadership, TDC members, local tourism industry stakeholders, business leaders, media, interested citizens, regional and state tourism agencies, and others (the e-mail database will be loaded onto the selected e-newsletter service platform)
2. Determine the desired frequency of publication/distribution of planned e-newsletter (monthly, every other month, quarterly)
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3. Investigate options for on-line e-newsletter services (i.e., ConstantContact, MyEmma, MailChimp, CleverReach, Canva, many others)
4. Select and establish an account with an on-line e-newsletter service provider
5. Based on the service provider’s costs, allocate an amount for e-newsletter services from within the Destination Marketing/ Tourism Operations line (these services are generally inexpensive and based on frequency of distribution and number of recipients)
6. Create e-newsletter content; include photos and graphics
(Consumer-Directed Travel E-Newsletter Examples)
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STRATEGY F: PRODUCT DEVELOPMENT
In order to increase visitation and tourism-related revenues, enhance Clay County’s current tourism products and analyze and determine new tourism product(s) to further expand the tourism opportunities and options in Clay County.
In September 2017, the TDC appointed a Product Development Subcommittee to develop the basis for future product development. The recommendations in this strategic plan align with the criteria established in the Clay County TDC Product Development Plan (APPENDIX G, Page 74).
The information derived from the stakeholder surveys and community meetings, and the discussion/directives from the Strategic Planning Group inform the following goals and strategies:
GOAL F.1: Enhance current tourism product so as to increase visitation to Clay County and increase tourism-related revenues and tax collections.
OBJECTIVE F.1 (a): Enhance and expand the Clay County Fairgrounds to increase visitation/revenue from the Clay County Fair and from potential new and/or expanded events.
ACTION PLAN: 1. Study the recommendations of the Fairgrounds Master Plan
2. After study of the Master Plan, take a position as the TDC regarding support of the recommendations
3. Assist as needed in the implementation of the Master Plan’s recommendations
4. As appropriate and with the direction/approval of the Board of Commissioners, allocate funds from the Clay County TDC Reserves for the Fairgrounds redevelopment project
OBJECTIVE F.1 (b): Expand visitation to existing Clay County events.
ACTION PLAN: 1. Research current festivals/events and those events that make
use of current Clay County resources (sports tournaments/ athletic competitions, fishing events, etc.) in order to determine those with the greatest potential to attract visitors and increase overnight stays
2. Provide advice and assistance to event organizers in planning the expansion of those events
3. Through the existing Local Grants program, provide funds for marketing/advertising of events
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OBJECTIVE F.1 (c): Lengthen tourist’s length of stay in Clay County and expand their experiences.
ACTION PLAN: 1. Develop specialized themed itineraries, driving tours, and
walking tours and make them available to visitors in both print and digital formats
GOAL F.2: Develop new tourism product so as to increase visitation to Clay County and increase tourism-related revenues and tax collections.
OBJECTIVE F.2 (a): Professionally research various tourism development projects as to their viability, costs/ROI, and means of implementation.
ACTION PLAN: 1. As appropriate and with the direction/approval of the Board
of Commissioners, allocate funds from the Clay County TDC Reserves as may be required for research/feasibility studies
2. Undertake a study on the development of tourism related facilities/venues related to the construction of the new First Coast Expressway in the western portion of Clay County
3. Undertake a feasibility study regarding the development of convention/conference/meeting facility in Clay County
4. Undertake a sports facility/sporting events study to see which types of amateur sports events Clay County would have the highest potential to attract, as well as the feasibility/type of any new sporting venue which might be profitable/successful if developed
5. Based on research results, determine which project(s) would have the greatest potential for increased visitation to and economic impact on Clay County
6. Create and follow a specific TDC product development plan for the selected project(s)
OBJECTIVE F.2 (b): Develop, create, and launch major signature event with the capacity to attract regional, national, and international visitors.
ACTION PLAN: 1. Research existing events in other destinations to determine
possible points of differentiation for Clay County’s event
2. Research possible unique themes/concepts
NOTE: It was the very strong suggestion of the Strategic Planning Group that a Southern Rock Festival be considered.
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3. Develop partnerships with public and private interests in the development and production of the event
4. Allocate appropriate resources in the marketing/advertising plan and budget to promote the event
GOAL F.3: Continue the Local Tourism Grants Program.
Study of the TDC grants program, in preparation for this report, shows that this is an active and successful program designed to assist local tourism-related stakeholders in the marketing/promotion of their activities. It is a program that is strongly supported by the TDC, stakeholders, and the community.
The strategic plan recommends no changes to this program, other than the percentage cap on local grants as recommended in the “Adjust expenditures within the TDC/Tourism Office budget” strategy found on Page 25 of this report.
NOTE: The TDC Grants program does require a great deal of staff time that might be better utilized in other tourism-related promotion and development activities. This issue is addressed in this report under “Staffing” on Page 45.
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STRATEGY G: VISITOR SERVICES
Increase the quality of visitors’ experience as an enjoyable and engaging occurrence by ensuring easy access to helpful resources and easy travel throughout Clay County.
GOAL G.1: Create and distribute the appropriate visitor publications and provide helpful visitor information at various visitor touchpoints.
OBJECTIVE G.1 (a): Provide visitors with a helpful and comprehensive Visitor’s Guide.
ACTION PLAN: 1. Continue the annual partnership with Clay Today in the
production and publication of the Clay County Visitor’s Guide
2. Editorially manage the Visitor’s Guide content to insure that the information is correct
3. Make the Visitor’s Guide available at as many visitor-contact points as possible
OBJECTIVE G.1 (b): Make interactive visitor information available at key visitor contact points.
ACTION PLAN: 1. Continue in the current development process of Visitor
Information Kiosks
2. Beta-test the kiosk system in the offices of the Clay County Chamber of Commerce
3. Assuming a positive performance on the beta site, select additional key visitor-contact points throughout the county
4. Install and maintain additional Visitor Information Kiosks
OBJECTIVE G.1 (c): Make visitor travel through Clay County as easy as possible.
ACTION PLAN: 1. Develop and install a comprehensive, consistent, and easy
recognizable way-finding system of signage throughout the county. Signage should be visitor-focused in its information and carry the Clay County branding as recommended in the Burdette Ketchum Branding and Placemaking study (APPENDIX D, page 60).
2. Develop, print, and make available free of charge a tear-off Clay County map at primary visitor contact points (lodging front desks, Chamber and Economic Development offices, government offices, attractions/points of interest, etc.). Maps should be on pads for easy storage/use at visitor contact points.
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OBJECTIVE G.1 (d): Equip visitor contact personnel and interested citizens to assist visitors to Clay County.
ACTION PLAN: 1. Insure that Clay County Visitor Guides and tear-off maps are
available at visitor-contact points throughout the county
2. Implement an “I Am Clay County” interactive training program that equips participants with customer service skills and knowledge on the Clay County tourism product.
Program Example: “I Am Macon” program, information available at www.maconga.org/about/i-am-macon
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STRATEGY H: FILM DEVELOPMENT
Explore and promote Clay County as a destination for media production by leveraging the County’s offerings and resources.
The research and development process for this strategic plan did directly address the TDC’s program of work related to film development. That being said, film development is still an important potential source for revenue and destination exposure and should be pursued.
This strategic plan recommends that the Film Development Plan as addressed in the draft May 2018 Clay County Tourist Development Product Development Plan (APPENDIX G, Page 74).
GOAL H.1: Promote Clay County as a destination for media production.
OBJECTIVE H.1 (a): Research and, as determined by research, develop programs designed to attract media producers, writers, site selectors, artists and others involved in media projects.
ACTION PLAN: 1. Develop an assessment of potential Clay County sites to gauge
potential for media development
2. Explore the creation/potential ROI of an incentive plan for media development
3. Provide basic marketing materials to media developers
4. Develop a media development strategy and sales plan
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EXAMPLE OF STRATEGIC PLAN DASHBOARD
Activity Short Term
Implementation (1-2 Years)
Mid-Term Implementation
(3-5 Years)
Long-Term Implementat ion
(6-10 Years)
Create and launch a destination web-site
Contractual relationship with an advert ising agency of record.
Develop & implement comprehensive annual marketing plan
Increase spending on tourism marketing/advertising
Develop a consistent visitor-directed marketing message
Utilize marketing message across all marketing/advertising channels
Determine the type of group travel desired by the stakeholder industry
Engage in a proactive genera l med ia re lations program
Engage social media channels and Web-based video platforms
Seek out local speaking opportunities and provide speaking services
Expand visitation to existing Clay County events
Adm inister Local Grants Program
Provide visitors with a helpful and comprehensive Visitor's Guide
Provide clerica l/administrative assistance to the Director
AAA travel counselor sales activit ies
Engage and utilize digital influencers
Create and distribute a regu lar TDC/Tourism Office e-newsletter
Plan and conduct quarterly Clay County Tourism "Connect" Meetings
Utilize the annual Nationa l Travel & Tourism Week (NTTW)
Enhance and expand the Clay County Fairgrounds
Develop specialized themed itineraries, driving tours, and walking tours
Develop and install interactive visitor information kiosks
Develop and install way-finding signage
Develop, print, and make tear-off Clay County map
Implement an " I Am Clay County" interactive training program
Film Development Activit ies
Initiate group tour market sales programs
Target professional trave l media specializing in outdoor destinations.
Produce and distribute a Clay County travel e-newsletter
Develop, create, and launch major signature event
Add appropriate specia lized staff
Develop new tourism products
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APPENDECIES
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______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________
APPENDIX A: CLAY COUNTY FLORIDA TOURISM STRATEGIC PLAN STAKEHOLDER SURVEY
1. What stakeholder group do you most closely identify with?
____General Public ____Tourism-Related Business ____Other Business and/or Industry ____Government ____Non-Profit Organization ____Education ____Other______________________________________________________________
2. If you are directly involved in the tourism industry in Clay County, what is/are your area(s) of focus? (may be more than one): ____Historic Site ____Lodging ____Dining ____Gaming/Racing ____Shopping/Retail ____Outdoor Recreation/Adventure Tourism ____Attraction ____Arts/Culture ____Festivals/Special Events ____Other______________________________________________________________
3. Why do you think visitors come to Clay County?
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4. If you were talking to a friend who lived elsewhere, how would you describe to them why they would enjoy a visit to Clay County?
5. What do you think are Clay County’s greatest tourism strengths in terms of:
Tourism Product (attractions, points of interest, things to do, lodging, dining, etc.)
People (leadership of tourism-related businesses, business community, government, front-line tourism/lodging/dining/attraction employees, general public, etc.)
6. What do you think are Clay County’s tourism weaknesses in terms of:
Tourism Product (attractions, points of interest, things to do, lodging, dining, etc.)
People (leadership of tourism-related businesses, business community, government, front-line tourism/lodging/dining/attraction employees, general public, etc.)
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7. What do you think are the greatest opportunities related to the future growth of tourism in Clay County?
Tourism Product (attractions, points of interest, things to do, lodging, dining, etc.)
People (leadership of tourism-related businesses, business community, government, front-line tourism/lodging/dining/attraction employees, general public, etc.)
8. What do you feel are the key positive issues affecting tourism in Clay County? In other words, what specific issues in terms of product, people, resources, etc. do you feel are most positive and helpful to the current health and prosperity of the hospitality/tourism industry in Clay County and in planning and promoting its future growth?
9. What do you feel are the key negative issues affecting tourism in Clay County? In other words, what specific issues in terms of product, people, resources, etc. do you feel hinder or are unhelpful to the current health and prosperity of the hospitality/ tourism industry in Clay County and in planning and promoting its future growth?
10. Do you know what the annual economic impact of tourism is in Clay County?
____Yes ____No ____Have a General Idea
If “Yes” or “Have a General Idea”, what do you think the annual economic impact of tourism is Clay County? $______________________
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11. How important do you think tourism is to the overall economy of Clay County?
____None at all ____Somewhat important ____Important ____Very Important
12. Do you want to see tourism grow in Clay County, or do you think it is at an appropriate level as it is?
____Yes, I want to see it grow
____No, I think it is at an appropriate level
____I’m not sure
13. Do you have concerns about the possible impact of increasing tourism and visitation into Clay County?
____Yes ____No
If “yes”, what are those concerns?
14. In looking toward future tourism marketing efforts for Clay County, what market source areas do you believe hold the greatest potential for growth in visitation? (Please rank in priority number with one having the greatest potential)
____ Metropolitan areas within a 50 mile radius (Jacksonville, St. Augustine, etc.)
____ Other Florida metropolitan areas beyond a 50 mile radius (Orlando, Tampa, Miami, Ft. Lauderdale, etc.)
____ Other more suburban/rural communities in a 200 mile radius
____ Southeastern states (Georgia, North & South Carolina, Alabama, Tennessee)
____ National (500+ miles)
____ International
____ Other (specify)_________________________________________________
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15. Please rank in order of importance the following possible Clay County Tourism office service deliverables (#1 being the most important):
____ Tourism Marketing and Advertising (website development/updating/ maintenance, print ads, broadcast ads, internet and social media promotion)
____ Sales (programs & activities designed to book tourism businesses such as group travel, meetings/conferences, consumer travel, sports events, etc. through sales calls/sales missions, marketplace attendance, travel shows, etc.)
____ Product Development (attracting and/or assisting in the recruitment/ development of new tourism-related businesses, attractions, lodging, dining facilities, etc.)
____ Tourism Research (collecting, analyzing, and distributing statistical information on tourism/hospitality in Clay County from local, state, regional and national sources
____ Visitor Services (Visitor/Information Center, trip/travel planning in person, phone, and/or internet)
____ Stakeholder Services (providing assistance to and meeting specific requests for assistance from local hospitality/tourism-related businesses/organizations)
____ Public Relations (creating and distributing media releases, working with local/ area media outlets to create interest in/information on Clay County tourism, working with travel writers on the creation and publication of travel articles, creation and development of a media library, creation and distribution of communications platform for local community and stakeholders)
____ Local Tourism Grants (providing financial assistance to qualified local tourism-related events and businesses through an organized grant request/approval system)
____ Hospitality Training for Tourism-Related Businesses (development of training program to acquaint front line personnel in tourism-related businesses, lodging, restaurants, and other visitor-contact businesses with the Clay County tourism product and to equip them to provide quality assistance to visitors)
____ Festival/Special Event Assistance (providing assistance to local festival/event planners in the planning and promotion of their events)
____ Other (Please specify) _______________________________________
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16. Please rank the following possible source market segments for Clay County (#1 being the most important/having the greatest potential):
____ Leisure/Vacation Travel ____ Group Tours ____ Meetings/Conferences ____ Outdoor Recreation / Adventure Tourism / Golf ____ Sports Events ____ Other (specify)
17. What performance outcomes/results would define success for tourism in Clay County?
In other words, what are the benchmark goals that you feel would demonstrate Clay County Tourism’s success in both the short and long term?
These could be items such as % increase in visitation; % increase in total economic impact; % increase in unique website visits and growth on social media platforms; number of visitor inquiries; number of advertising placements & responses to advertising; growth in specific market segments such as group tours, meeting/ conventions, sports events, outdoor recreation; new product development; and other goals that you feel are important to attain.
Benchmark/Goal Short/Mid-Term (1-5 Years)
Long Term (5-10 Years)
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____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________
18. Other general comments/suggestions/thoughts:
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APPENDIX B: COMMUNITY & STRATEGIC PLANNING GROUP MEETING PARTICIPATION
(Clay County Director of Tourism and Film Development Kimberly Morgan & Consultant John Whisenant attended all meetings)
Green Cove Springs/Penney Farms Tiffanie Reynolds, City of Green Cove Springs Van Royal, City of Green Cove Springs Sandra Royal, CalaVida Pam Lewis, GCS City Council Member Pat Sickles, River Park Inn Cathie Parrott, Penney Farms/Scenic Hwy Jason Wittmer, Florida First Coast Golf Vishi Garig, Clay County Archivist Aubrie Keoho, Magnolia Point Golf Club Grace Peter, Magnolia Point Dale Garlinghouse, Crossroads Gary Cross, CCSO Jolynn Carter, Thrasher-Horne Robin Conte, Supervisor of Elections Heather Stewart, Supervisor of Elections Tara Green, Clerk of the Courts
Fleming Island Yvette Musgrove, YUM! A Southern Market Melissa Garrett, YUM! A Southern Market Sarah Campbell, Town of Orange Park Justin Pierce, Parks & Recreation Nancy Boyle, Small Business Network Annie Grogan, Clay Chamber JJ Harris, EDC Laura Pavlus, EDC Tasha Hyder, Clay County Agricultural Fair Association Alan Watt, Town of Orange Park Randy Harris, Historical Society George Egan, Reinhold Corp. Justin Pierce, CC Parks & Recreation Angie Morrow Pam Richards Patrick Golemme, CCSO Arlene Mount, O’Conner Development
Middleburg/Oakleaf Smitty Huffman, Candidate – CC Commissioner Gi Teevan, TDC/Orange Park Mall Stephanie Young, Alliance & Applied Anna Zirbel, Thrasher-Horne Mary Justino, Clerk of Court Bobbi Nagle, Unicorn Web Nathan Nagel
Keystone Heights Maria Hitt, Keystone Airport Smitty Huffman, Candidate CC Commissioner Deirdre Murphy, Watson Realty Cheryl Owen, Candidate – CC Commissioner Scott Kornegay, City Manager/KH Lynn Rutkowski, City Clerk/KH Karen Lake, Mayor KH Tony Brown Pam Whittle, Bradford Co. Chamber Roger Rothwell Marion Kelly, City Council KH Larry Peoples, City Council KH Mike, Visit Keystone Heights Johnny Diaz, Visit Keystone Heights David Findley, First Baptist Church KH Todd Beals, Caldwell Banker/Vanguard Debbie Beals, Caldwell Banker/Vanguard
Orange Park Smitty Huffman, Candidate CC Commissioner Bob Olson, Thrasher Horne Center Justin Pierce, CC Parks & Recreation Sam Wagoner, State Rep. Payne Andrea Hepburn, OPMC Mary Bolla, CC Schools Wayne Bolla, BCC Gayward Hendry, BCC Randy Harris, Historical Society Nicole Chapman, FRLA
Strategic Planning Group Amy Pope-Wells, Link Staffing Susan Hill, Holiday Inn & Suites OP/TDC Caroline Tingle, St. Johns River State College JJ Harris, Choose Clay Nicole Chapman, FRLA Tiffanie Reynolds, City of Green Cove Springs Anna Zirbel, Thrasher Horne Center Tasha Hyder, Clay County Agricultural Fair Assn Michelle Sharp, Clay County Parks & Recreation Karen Lake, City of Keystone Heights Randy Harris, CC Historical Society Patrick Golemme, CCSO Bob Olson, Thrasher Horne Center/TDC Gi Teevan, Orange Park Mall/TDC Pat Sickles, River Park Inn/TDC Emily Dockery, Town of Orange Park Justin Pierce, Clay County Parks & Recreation Ginny Walthour, Burdette Ketchum
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APPENDIX C: Clay County Tourist Development Council History
Clay County established the first Tourist Development Council (TDC) in November 1987. Ordinance 88-31 included the referendum language to begin to levy a two (2) cent Tourist Development Tax (TDT) in the September 1988 election. This ordinance was adopted in April 1988 with the following TDC Plan for the budget:
• 80% - building an 850 seat auditorium with support facilities • 10% - Operational Expenses • 10% - Tourist Development and Conventions
In March 1989, St. Johns River Community College approved a Joint Resolution concerning the joint-use auditorium complex to be located on the Orange Park campus of the College.
The same funding model continued through annual Ordinance adoptions through 1989. The Clay County Board of County Commissioners opted to alter the TDC Plan in their Ordinance 90-31 to the following:
• 80% - building an auditorium with support facilities • 20% - Tourist Development and Conventions
This plan existed until 1992-93, as reflected in Ordinance 93-17, when the Plan changed to: • 70% - building an auditorium with support facilities • 30% - Tourist Development and Conventions
This plan continued until Ordinance 99-3, in February 1999, changed the Plan to: • 80% - building support facilities for a performing arts auditorium including operational
expense • 20% - Tourist Development and Conventions
Effective June 1999, the Clay County Board of County Commissioners approved raising the TDT from 2% to 3%.
With the turn of the century, came many changes for the TDC. Effective July 1, 2000, the Board of County Commissioners contracted with the Clay County Chamber of Commerce to perform tourism operations. The contract was renewed in 2001 and again in 2005.
In 2003, the Clay County Board of County Commissioners amended the Plan to the following:
The amount of $1,698,956.80 plus accrued interest from June 1, 2003, for the construction of a performing arts complex; the remaining balance of tourist development tax funds shall be utilized for tourist development and conventions, capital projects, operational expense, and any other expenses authorized under Florida law.
Tax Revenues received within a particular use category under Proposed Uses in any particular fiscal year, shall, if not expended within such fiscal year, be carried forward from year to year within the same uses category until expended, or until allocated otherwise by amendment hereto. Expenditure of revenues so carried forward shall not be restricted to grants awarded or obligations otherwise incurred during the fiscal year received.
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In July 2008, after seven years, the Clay County Chamber of Commerce and the Clay County Board of County Commissioners announced an operational transition of the county’s tourism function back to a division of the Clay County Board of County Commissioners, effective October 1, 2008.
The Tourism Division has been part of the County since 2009, with the Director of Tourism & Film Development reporting directly to the County Manager.
In September of 2017, the Board of County Commissioners voted unanimously to increase the TDT to 5%.
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BURDETTE KETCHUM
Clay County Branding & Placemaking Initiative Final Recommendations for Approval
June 13, 20 17
Project Objective Per RFP
"Placemaking weaves together an overall brand that celebrates the
features that make an area unique."
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Today's Goal
Board consensus and approval of project direction
before finalization by 6/27
Project Deliverables
• County DNA • County placemaking logo • County placemaking tagline
• Application of place brand to wayfinding signage and county map
• Evolved county seal • Conceptual marketing messages • Final art files for staff implementation
APPENDIX D: BURDETTE KETCHUM BRANDING REPORT JUNE 2017
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Process To-Date
• Centered on county vision of "Where tradition meets innovation to foster prosperity."
• Survey of 60+ county leaders
• 18 one-hour depth interviews
• Tour of the entire county, all towns and places
• Meeting, greeting and immersing
• Preliminary review of concepts with constitutional officers
Who we want to influence
• First and foremost, the people of Clay County
• Potential visitors within 150-mile radius
• Employers and site selectors
Placemaking & Branding Keys
Place brands express the distinct and compelling characteristics of a place and make them relevant and desirable to others.
Place brands must be Authentic and True.
Place brands leverage attributes with which you can legitimately compete.
Success depends on the extent to which you can truly deliver an experience.
CLAY COUNTY DNA BULLSEYE
TARGET INSIGHTS @
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Clay Passion Pillars
• Family
• Faith
• Country & Military Heritage
• Natural Amenities & Waterways
• Drive for the Future, Innovation
• Distinctive Small Towns & All They Represent
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11
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-OUR-
UNSTOPPABLE
□lR~VE --- f - FUELS - • OINIINl@W.&.'ii'O@INI. p
J
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Wayfinding Sig nage
Th<C;iJQf
Ki!YSTONE H=EI,-G~HT=s
9
----~·-------
'5~,1.U.TOWNS. 01GPASSIO~S.
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County Seal Evolution
17 18
19 20
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CLAY COUNTY I ZIP CODE MARKET ANALYSIS
The attached documents provide a consumer profile analysis for the following zip coces:
32827 I Orlando 33611 I Tampa
32601 I Ga, inesville 30308 I Atlanta
32210 I Jacksonville
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The info rmation includes demographic data, socioeconomic traits. a market profile, and highlights the significant marketing traits o f the top tapeslry segments in each zip code. The segmentation in
cludes insight into markets that share similar locales. from the largest cities to rural villages or farms.
IN I I TOURISM PUBLI t:ATI □NS
Source: e:srl Zip Lookup.. •Oata knot kw comrnetcial use
APPENDIX E: Clay County Zip Code Market Analysis (Visitor Profile)
An important research study that drives many of the recommendations in the Strategic Plan is the Clay County Zip Code Market Analysis Study by Brian London of London Tourism Publications/Destinations International and delivered to the TDC in May of 2018. The findings of this study form a Visitor Profile, which is particularly helpful in forming the Strategic Plan’s marketing, advertising and sales recommendations, as it provides insight into the primary feeder markets for visitors to Clay County, as well as the demographic profile of those visitors, their socioeconomic traits, their travel interests, and the most effective means of communicating the Clay County message with those individuals.
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By the Numbers: Orlando Zip Code 32827
tffl • • • • ftT1t•L~
11e population for Orlando, FL is 77,173, but within this zip code is 7.550. Approximately 52% of
the population is male. Nearly 72% of the housing is occupied by families, and 55% are househo lds with their own children 18 and under .
,_.,_.._ • Racial B«nognphk:s ... a-., .... -............. ~ ... ..... -.................. ............... --
"THE BOOMBERGS" Tapestry segmentation provides insight into markets that share similar locales, from the largest cit ies to rural villages or farm s
• • 8 5 % rt Married couples .living. in
single family housing
Residents are well-educated profonion1l, with • nmn ing ,tart on prospwity.
This is a new growth market. young professionals with families that have opted to trade up to the newest rousing in the suburbs: the original (Boomburbs) began growing in the 1990s. This it an affluent market but with ,1 higher proportion of mor1.9age1. Rapid grol/i/lh still distinguishes the neighborhoods, although the boom is more subdued now that it was 10 years ago.
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When marketing to this segment D It 1s important to know that they are well connected and own the latest devices and underst1ndhow to use them effi
ciently; their W biggestcomplaints-too many devices c1nd too many intrus.ions on personal time,
"THE AMERICAN DREAMERS" Tapestry segmentation provides insight into markets that share sim ilar locales. from the largest cit ies to ru ral villages o r farms .
• • 1S%ft
fc1mily-centric. diverse, married couples with children o f all age'S or single parents, living in single family housing.
Leisure includes a range of activities from sports (hiking, bicyding. swimming. golf) to visits to theme parks or water
Hard work and 11crificehave impro".d their economic circ.um• ctances. Spending is focused on the members of the household. This market is connected and adept at.ac cessing wl'iat they want.
Most residents own their own home. primarily farther out of the city where housing is more affordable. Median household Income is slightly below average. and most o f the households include younger married couples with children, ard frequently grandparents.
D When marketing to this segment. ccU phonc•1ropreferred over landlines. Favorite channels include Animal Plan.t, MTV, Cartoon Network. and Disney, H w.11 •• programming on Spanish TV.
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By the Numbers: Tampa Zip Code 33611
e population for Tampa, FL is 377,165. but within this zip code it is 31,075. Approximately 50% of the population is fe
male. Nearly 50% of the housing is occupied by families. and 44% are households with their own children 18 and under.
t - 10,000 --- -~~ -------------------"THE YOUNG AND RESTLESS" Tapestry segmentation provides insight into markets that share similar locales, from the largest cities to rural villages or farms.
• 14%1
• Single.households ' Living in apartment rentals
These are well edue.-ted young (Gen Y) w«i(cn, ~e of whom are still completing their education, and are employed ln professionaVtechn ical :!.ales and office/admin .sup!X)rt roles.
D These residents are not estabLished yet. and they rank in the tops for rent• ers. movers. college enrollment. and tabor force participation. Almost 20¾ move each year. Close to half or all households are und~ the ~e of 35. smartphone-s are a way of Life, and they use the Internet extensively. These LI
consumers are diverse, favoring d~.sely populated neighborhoods. in large metropoUtan areas.: over 50¾ are in the South. D ~n marketing to this segment, they use their cell phones for evuything. and cany their cell phone eve.rywrtere they go. Mo:n of their information ecmes. frcrn thel~emetandTV, rather than tradrtional media. but they do enjoy reading fashion magazines. They also Hsten to blues.jazz, rap, hip hop. and dance music. and read musk magazines.
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MTHE PARKS AND RECS" Tapestry segmentation provides insight into markets that share similar locales, from the largest cities to rural villages or farms.
• • 11 %ft ~:~~~dc~l~;:~i'u~;•
in single family housing.
Most are two-income families •pproach ing re• tircment •g•. who are comfortable in their Job< and budget wisely. but do not plan on retiring soon or movir,g.
These practical suburbanites have purch .. d homes within their muns. They are • older home.s. townhomes or duplexes. This is a financially :stirewd market; consumers are
D careful to research their big-ticket purchases. These practical residents tend to use thelr cell phones for calls and textlng onty.
When marketing to tl"i< segment OO<t and p,acticaity come first. They pass time at home watdling documentaries on Animal PIArtet.. Discovery .. or Mi.story channels. When pt.anring trips. they search for discounted airline fares and hotels and
ctoose to vacation within the us
"THE EMERALDCITr Tapestry segmentation provides imight into markets that share similar locales, from the largest cities to rural villages or fa rms. • • 10%1
Single p.-1on1 and t non•f.amily types living in single family housing .
They are well-educated, employed. young and roobile individuals who are more ltk.ely to rent .
This group is ~ghly connected, 1.,1sing the Internet for entertainment and making envi- ~ rorvnentally fnendly purchases. Long hours on the Internet ,are balanced with ti me at the gym.
Many embrace the ·roodie" culture and er1joy cooking adventurous me.als us-ing local and organic foods. Music and art are major sources of erjoyment. Cell phones and text messaging are a huge part or everyd.ay Ufe. They place importance on learning new tilings to keep lite fresh and variable.
When marketing to this segment. they use the web for professional nel:iNorking. blog- □ ging. and onUne dating. They ,...d m•gaines and books-on• t•blot . sometimes while exercising at home, and travel frequently, both personally and for business.
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By the Numbers: Gainesville Zip Code 32601
• • e population for Gainesville, FL is
124,354. but within this zip code it
ffl_/ s 18.808. Approximately 51% of the population is female. Nearty 72% o f the housing is occupied by families, and 55% are households with their own chi ldren 18 and under.
t - 10.000
______ .., __ __._....,_._ _ --------------
"DORMS TO DIPLOMAS" Ta pestry segmentation provides insight into markets that share similar locales. from the largest cities to rural villages or farms.
• 50% '
Singles living in a mix of dorms. on-campus and oH-campus housing.
On their own for thefinttime. tnese residents are just Leaming about finance and cook• ing.
Ftoz.er. di"ners and fatt food are common options. Shopping trips are sporadic. and preferences for products aire still being established.
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Many c..,rya b1lanceon their credit card, so they can buy what they want - now. Although school and part-time work take up many hours of the day. the l!!l:JI remainder is usually filled with socializing and hal.ling fun with friends. They □
are looking to learn ~te lessons inside and outside of the classroom. Thi.1 is the fi,-st on line gene,-ation,. havin,g had lifelong use of computers, the
Internet, cellphones, and MP3 players.
\\'hen marketing to this segment. keep in mind they are theyounge~ market with half of the population aged 20-24. They are impulse buyers who experiment with different brands. blJiing trendy clothes on a budget. Appearance and fashion prefe,-.encet come from m•g•zin~•. and they listen to all the latest music. on mobile devices.
This segment uses• computer for just about everything including news, entertainment, shopping, bloggin9, ,social media, TV, movies, and homework.
Tapestry segmentation provides insight into markets that share sim ilar locales, from the largest cities to rural villages or farms.
• 26%f
Singles ~ving in developed student housing and dorms. t
About hall th is segment is enrolled in collogo, whil• th•rat work for• ~oll•g• or th• Mrvica that support it,
~- Students have busy schedules. but make time between studying and part ... time jobs for sociali%ing and sports. Students that are new to managing their own finances tend to make impulse buys and splurge on the latest fashions. This digitally engaged group uses computers and cell phones for all 1spec.ts of life including shopping. school wor~ news. social media. and entertairunent.
D When marketirYJ to this segment it is important to note their limited income results in thrifty purch.ases. They dress to impress with the latest fashions of the season. and are heavily influenced by celebrit)' endorsements and trends in magazines. They watch movies and TV programs on line:. and use the Inter• net fo,- 1ocialmedia connections. blogging, paying bills, and downloading music.
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~:,,.
By the Numbers: Atlanta Zip Code 30308
The population for this zip code it is 17.097, and approximately 56% of the popula
tion is male. Approximate ly 19% of the housing is occupied by families. and 39% are households with their own child ren 18 and under.
D11 l0310 .J;Cl;l115 W:
• • 11 t - 10.000
-----1 -----------UMETRO RENTERS" Tapestry segmentation provides insig ht into markets that share similar locales. from the largest cities to rural villages or farms.
• • '
Singles living in apartment t 8 5% buildings or condos sur-
0 rounded by offices and businesses.
-Residents in this highly mobile and educat • ed market Uve alone or wrth a roommate. and are willing to tak o risk 1
and work long hours to ge1 to th• top of their prof .. sion,
' □
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This is one oft~ fastest growing segments; the popularity of urban lif~ continues to increase for consumers in their late 205 and '30s. Their income i.s close to the U.S. average, but they spend I lar9" portion of thoir wages on rent, clothes, •nd the latest te~nology. Computers and cell phones•~ an integral part of everyday life and are uMd interehangublyfor news. entertainment shopping. ■nd social media. These residents Live c lose to their jobs and usuaUy walk or take a ta:xi to get around the elty.
mportant Typically. they I own I Mac computer and
:~17z"'.::~~i=o~::~:~ f O~lm ~heyuseifforwr!ting/r~- Tube W ong blogr. aceeun,g dating wc.bsita., ■nd watching TV progrAms ..,d movies, They use a tablet for reading ne"'-Nspapers and magazines and t:J,eir favorite websites are F'acebook. Twitter, You Tube, and Llnkedln .
#SOCIAL SECURITY SET# Tapestry segmentation provides insight into markets that share similar locales. from the largest cities to rural villages or farms.
;; •
6% '
Singleliving inmultiunit rental housing.
• f WJJ
Over one·ttird of householders here are aged 65 or older and dependent on low. fixed incomes. primarily Social Sewrity. Wage, and salary income in this market are still earned.
as□ Social Security Set is an older market located in met· ropo~tan cities across the count,y. In the aftermath of the Great Recession. early retirement Is now a dream for many approaching the retirement age. Residents live alone, and they enjoy the hustle and bustle of life in the
heart of the city. with the added benefit of access to hospitals. community ce-nters. and public trans• portation.
M.a rlceting to these indi·viduals is old school With Umited resources. spending on entertainment is restricted. To pass the time, residents have basic cable television. Day· time- news. document.aries, and game s.howsare popular. When the 1V is off. the radio is on; residents aren·t picky about the radio station. but do enjoy the companionship.
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By the Numbers: Jacksonville Zip Code 32210
• • • 111 tit t -10,000
------ --................
The population for Jacksonville. FL is 880,619 but within this zip code it is 61,928. and ap
proximately 53% of the population is female. Nearly 66% of the housing is occupied by families, and 53,: are households with their own children 18 and under.
......... _,.._ -----------------------"THE RUSTBELTTRADITIONSff
While varied. tho work force is primarily white collar. with a higher concentration of skilled workers in manufacturing. retail trade. and health care. This segment represents a large market of stable. hard-workng consumers \IYlth modest incomes but above average net worth.
Tapestry segmentation provides insight into markets that share similar locales, from the largest cities to rural villages or farms.
Married couple families (most without critdren) and singles living in single famity housi"].
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Fam1ly-oriemed. they value time spent at home. Most have lived. worked. and played in the same area for years.
When marketing to these indivkfuals, keep in mind watching television is ■ common puttime; D D many households have more than one television. • Residents are con nected; entenainment activi-ties like online 91min9 dominate their Internet -usage. They also read Miw1papers. especially the Surday editions. and their radio dials
are typically rured to clessic rock Jila. ~ ~ stations. ~ J ~
MMETRO FUSIOW Tapestry segmentation provides insight into markets that share similar locales. from the largest ci ties to rural villages o r farms .
They are singlo•parent and 1inglc•person households living in mul~-unit housing. One- quarter are single-parent families.
..,.
This is a young, diverse market. Many residents do not speak English fluently and have moved into their homes. recently. They are highly mobile •nd over thrN quarters of houa,eholds are occ\lpied by rent·
D They're a diverse market with 30¾ black, 34¾ Hispanic, and 20,:; forelgn born. This ls a hard-working market with residents. that are dedicated to cUmbing the ladders of their professional and social lives. This is particularty difficult for tne single parents due to median incomes th.at are 35X lc,,,,yer than the U.S. level.
Marketing to these individuals inck.ldes knowing social status i.s very important: th.y @ look to impress with fashion and elec.tronic1. They enjoy watching MlV. BET, Spanish Tl/ nelVIOrks, and pay-per-view, ard htcn to RhB, rap, Latin, and roggH m"aic. They spend money readily on what's hot unless salling 1or something specif-ic.
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2018-19 TDC Budget
I T Updated 5/ 4/18
~
-
-
r
r
Revenue - I-
Fund Ba lance Carry Forward $1,729,663 - r
Taxes (TOT) $1,006,493
Miscellaneous Revenue $10,000
Other Financing Sources - Non Revenues $7,000
Total Estimated Revenues $2,753,156
Stat utory Reserve (Less 5% per F.S. 129 .01) $51,175
Total Estimated Revenues $2,701,981
L -- ~ - r
Expenses
Expenditure
Account# Account Name Budget to date Encumbrance Actual Expense Balance
512000 Regu lar Sa laries $74,701 $74,701 $74,701 $0
521000 FICA Taxes $5,715 $5,715 $5,715 $0
522000 Reti rement Contributions $6,270 $6,270 $6,270 $0
523000 Health Insurance $18,062 $18,062 $18,062 $0
523100 Life Insu rance $60 $60 $60 $0
523200 Dental Insu rance $210 $210 $210 $0
531000 Profess iona l Services $89,550 $89,550 $89,550 $0
Public Relat ions Software Tool $9,800 $9,800
Research $14,7S0 $14,750
Website Tools $20,000 $20,000
Creative Services $10,000 $10,000
Content Development $10,000 $10,000
Video/Photography $25,000 $25,000
534500 Administrative Expense (3%) $30,705 $30,705 $30,705 $0
540000 Travel and Per Diem $13,200 $0 $13,200 $13,200 $0
FAD MO Marketing Summit (May) $1,500 $1,500 $1,500 $0
APPENDIX F
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-
FAD MO Annual Meeting (Dec) $1,500 $1,500 $1,500 $0
Governor's Cont on Tourism (Sept) $1,500 $1,500 $1,500 $0
STS Marketing College (June) $1,500 $1,500 $1,500 $0
YMRC (Your Military Reunion Connection)
Show(s) $2,000 $2,000 $2,000 $0
FL Outdoor Writers Assn Annual Mtg (Sept) $1,500 $1,500 $1,500 $0
STS Board Meetings (Apr & July) $3,000 $3,000 $3,000 $0
FL Tourism Day (Jan) $500 $S00 $500 $0
Clay Day (Jan) $200 $200 $200 $0
541100 Telephone/Com mun ications $600 $600 $600 $0
541200 Post age & Freight $1,000 $1,000 $1,000 $0
546100 Repairs & Maintenance $0 $0 $0 $0 $0
547000 Printing & Bind ing $5,000 $0 $5,000 $5,000 $0
548000 Promot ional Activities $5,500 $0 $5,500 $5,500 $0
Community Events $500 $0 $500 $500 $0
County-Sponsored Events/Promotions $S,000 $0 $S,000 $S,000 $0
548003 Thrasher-Horne Center for the Art s $125,000 $0 $125,000 $125,000 $0
548004 Tourism Advert ising/Market ing $20,000 $0 $20,000 $20,000 $0
Visitors Guide $2,500 $2,500 $2,500
Specialty Items $5,000 $5,000 $5,000
NCAA Golf Championship (2019 or 2020?) $2,500 $2,500 $2,500
Other Advertising/Marketing $10,000 $10,000 $10,000
548006 FL First Coast of Golf $25,500 $0 $25,500 $25,500 $0
548007 Digital Marketing $67,905 $67,905 $67,905 $0
548008 Familiar ization Tou rs $5,000 $5,000 $5,000 $0
548005 Re imb ursement Grants $151,000 $0 $151,000 $151,000 $0
Signature Events $125,000 $125,000 $125,000 $0
Special Events $26,000 $26,000 $26,000 $0
549200 Legal Advert ising $200 $200 $200 $0
549300 Training & Cert ifi cation $2,000 $2,000 $2,000 $0
549999 Tax Collector Comm ission (flat amt) $20,000 $20,000 $20,000 $0
551000 Office Supp lies $500 $500 $500 $0
552000 Operating Supp lies $100 $100 $100 $0
552300 Food $2,000 $2,000 $2,000 $0
554000 Books, Publicat ions, Dues, Membership $10,270 $0 $10,270 $10,270 $0
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i FADMO Dues $1,500 $1,500 $1,500
VISIT FLORIDA Dues $1,200 $1,200 $1,200
Hotel Forecasting/Reporting Tools $5,000 $5,000 $5,000
FL Outdoor Writers Assn $175 $175 $175
YMRC (Your Military Reunion Connection) $795 $795 $795
Southeast Tourism Society $700 $700 $700
Visit Jacksonville $900 $900 $900
563000 Infrastructure $0 $0 $0 $0 $0
564200 M&E - Non-Cap ita lized $500 $0 $500 $500 $0
Improvements Other than Build ings
563000 (Fairgrounds) Encumbered $800,000 $800,000 $800,000 $0
580100 Product Development $596,850 $596,850 $596,850 $0
Total $2,077,398 $0
Contingency $209,379
Cash $415,204
TOTAL - $2,701,981
- + +
- ea,es allocated w;th;o the Uoe ;iem -r
dget Transfers t r r Budget Breakdown Total Percentage 17-18 (+/-)
-Destination Market ing/Tourism Operations $404,548 14.97% 17.29% -13 .41%
Sponsorsh ip $125,000 4 .63% 6.03% -23 .28%
Event Grants $151,000 5.59% 6.10% -8 .39%
Product Development $596,850 22 .09% 17.46% 26.51%
Total $1,277,398 47 .28% 46.87% 0.87% r
Other Expenses (Encumbered Projects,
.. Contingency, CASH, etc.) $1,424,583 52.72% 79.99% -34.09%
Fund Balance Total $2,701,981 ~
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APPENDIX G: Clay County Tourism Development Council Product Development Plan
Clay County Tourist Development Council Product Development Plan
Created: May 2018
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Destination Overview
In 2016, Clay County was home to 208,311 people, having grown by 48% since the 2000 Census Population Count compared to the state’s 29% increase in population. Clay County ranks 14th in the state for highest increase in population between 2010 and 2016. By 2030, the population of Clay County is expected to grow to 268,409 people. Clay County’s median age is 39.0 years, younger than the state’s median age of 41.4 years. More than a quarter of the county’s population are children 19 years and under. Females account for 50.8% of the population, while males account for 49.2%. Fifty-five percent of Clay County residents of legal marrying age are married. Nearly three quarters of families in Clay County are two-parent home families while 19% live with a single mother. Resident satisfaction of those surveyed for a Quality of Life Study, scored 93% as “very” or “somewhat” satisfied with the quality of life in Clay County, an increase of 3% from 2015. In 2016, the tourism industry contributed more than 3,000 jobs to our local community. Visitors spent $169.2 million in Clay County generating $36.1 million in local and state taxes that our local residents don’t have to pay. Clay County experienced nearly a 7% increase in tourism industry related jobs, while regionally and statewide the numbers were flat or decreased respectively. A tourism industry related job is defined as jobs in a hotel, restaurant, retail business, etc. Direct visitor spending has seen a 19% increase over the last 5 years, the majority of that increase being seen in recreation, food and lodging. Tourism generated tax revenues from Clay County increased nearly 6% from 2015 to 2016. Clay County made a decision to intentionally market the destination in 2017. The Tourist Development Council’s (TDC) Event Grant program continued, but no active marketing or content updates were made. The County hired a new Tourism & Film Development Director in 2017 which led to a shift in philosophy and planning. Since 2017, the TDC has accomplished the following:
• Visitor Profile Research to know who our visitor is • 10-Year Strategic Plan • New destination video and photography • Digital marketing campaign and storytelling • Social media presence • Will launch Tourism website in late summer/early fall 2018 • Will have new collateral for trails, waterways, parks in late summer 2018 • Will actively pursue group business and events (military reunions, special events,
concerts, etc.)
The TDC also recommended to the Board of County Commissioners to increase the Tourist Development Tax (TDT) from 3% to 5%, with the intent to increase funding for product development projects setting Clay County apart from other destinations. The Board of County Commissioners unanimously approved the ordinance. This plan outlines how the product development dollars might be used from a TDC perspective.
Sources: Clay County Chamber Quality of Life Study, VISIT FLORIDA
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Product Development Overview
The TDC appointed a Product Development Subcommittee to brainstorm product development ideas and plans to align with the upcoming 10-year Strategic Plan. The role of the Product Development Subcommittee is to make recommendations to the TDC, who advises the use of the product development dollars, for the Board of County Commissioner’s consideration.
We define Product Development/Expansion as new product, attraction, experiences that contribute to the uniqueness of our destination. The expansion of existing product that creates greater capacity and/or new features will contribute to the uniqueness of our destination. The primary goal of both product development and expansion is to positively impact the local economy through visitors staying in our area overnight facilities and/or investing in tourism activities/experiences within our destination. Examples of such projects may include but are not limited to youth sports fields, hotel development, attractions, event venues, etc.
The main recommendations are: • Build up funding in the Product Development budget line to $5,000,000 for potential
projects • Potential project(s) must meet the guidelines outlined in FL State Statute 125.0104 • Potential project(s) must show unique qualities and features aligned with our brand,
while growing our community. Those unique qualities will be defined in the Strategic Planning Group.
• Develop an evaluation process for reviewing each project, including but not limited to: • Financial stability of the requesting organization • Potential to generate room nights • Ability to serve as a contributing asset to the Clay County community and tourism
industry • Adds to the quality of life for residents • Presents a strong business plan • Presents a strong sales and marketing plan • Timing of the project • Uniqueness and innovation of the project • Meets an identified need or enhances existing destination product • Size of market to be served – customer profile(s)
• Developing a vetting process for prioritizing product development opportunities • Secure a mix of potential tools that could be considered as incentives for potential
projects (tax incentives, permitting fees, zoning advocacy aligned for a favorable tourism experience, etc.)
Product Development Plan
Year 1 – FY18-19 • Align Product Development Plan to 10-Year Strategic Plan • Establish Evaluation Process • Establish Vetting Process • Prepare Target Industry List and work with Clay County Economic Development
Commission to target such industries. • Prioritize Target List • Pursue potential business opportunities
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Year 2 – FY19-20 • Pursue potential business opportunities • Review Prioritized Target List
Film Development Overview
Filmmaking in Clay County began during the silent film era, possibly as early as 1917. In 1920, Clay County native Richard Norman opened his silent film studio, Norman Studios, in Jacksonville. Silent films gave way to the sound era, leading to Universal International Pictures filming Under the Gun in Green Cove Springs in 1951. Various projects filmed in Clay County during the next few decades. Filming slowed significantly statewide with the decrease in state incentives in 2015. Notable film projects include but are not limited to:
Movies & TV Shows Made in Clay 1989 Road Raiders* 1994 Summertime Switch (ABC family movie)* 1995 G.I. Jane* 1995 Pointman (television series) 1996 Sudden Terror: The Hijacking of School Bus #1 1996 Cold Case “Deer Hunter Murders” (one episode on CBS) 1997 First Time Felon 1999 Bulldozer Baby (BBC documentary) 1999 Safe Harbor (WB television series)* 2000 Tigerland* 2001 Boot Camp* (FOX reality show) 2002 Sunshine State 2003 Basic 2004 Brenda Starr 2004 Manchurian Candidate 2005 Things that Hang From Trees 2011 Extreme Home Makeover (with Ty Pennington) 2011 Lifetime unnamed TV pilot 2012 Comics Open 2012 Exposure (television series) 2014 Ghostbuster (one episode on SyFy) 2014 Hopscotch (film in production) 2014 Christmas Wedding Baby (independent film company) 2017 “If I Leave Here Tomorrow: A Film About Lynyrd Skynyrd” 2018 American Pickers 2018 Carnival Eats – Clay County Agricultural Fair
Music Videos Made in Clay
1995 Ugly Kid 1999 Faith Hill
“Films and Theaters,” www.archives.clayclerk.com/films
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2010 Warriors of Poseidon 2013 Roscoe Bandana
The TDC appointed a Product Development Subcommittee to brainstorm film development ideas and plans to align with the upcoming Strategic Plan focusing on the next 10 years. The role of the Product Development Subcommittee is to make recommendations to the TDC and the Board of County Commissioners, related to the criteria for film development projects.
Film Development Plan Year 1 – FY18-19 • Assessment/Site visit of destination to gauge potential for film development • Explore potential incentive plan development • Provide basic marketing materials for film studios – photo gallery on website, etc.
Year 2 – FY19-20 • If film development will be pursued, develop a film development site visit strategy and sales plan
Budget TBD
Performance Measurements Product Development Plan accomplishments
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APPENDIX H: CONSULTANT’S VITAE
John Whisenant, who has over 35 years of experience in the tourism and destination man-agement and marketing industry, is the Director of Tourism for the Tennessee Hospitality and Tourism Association (TnHTA). Prior to joining TnHTA, he was the Executive Director of the Tennessee Tourism Roundtable, which merged in 2014 with the Tennessee Hospitality Association to form TnHTA.
He is also a consultant providing multi-service travel industry management, tourism man-agement and tourism strategic planning services to destinations and tourism organizations across the country. Among his clients are Jefferson County, WV; Miami County, OH; Clay County, FL: Jackson, TN; Pigeon Forge, TN; and Sevierville, TN.
From 1996 – 2006, he served as the Executive Director of the Williamson County Conven-tion and Visitors Bureau in Franklin, Tennessee. During his 10-year tenure at the Bureau, travel-related expenditures in Williamson County doubled from $100 million annually to $212 million, travel-related employment grew from 1,280 persons to 2,050, and travel-gen-erated sales tax collections grew from $8.31 million to $15.76 million. He developed and launched several new programs of work for the Bureau during this time, including compre-hensive marketing, branding, and visitor profile research programs; a meetings and conven-tions marketing and sales function; a tour and travel marketing program; a sports marketing program; and a heritage tourism division. While with the WCCVB, he led the CVB and the community through a comprehensive strategic planning and reorganization process that resulted in the establishment of the CVB as an independent 501(c) 6 organization with a budget four times larger than its previous one.
Whisenant’s travel industry experience also includes both domestic and international mar-keting for the State of Tennessee as a Tourism Development Consultant in the Marketing Division of The Tennessee Department of Tourist Development. Prior to his service at the Department, Whisenant was on the management staff at the Opryland Theme Park for sev-eral years in the Operations and Human Resources Departments.
John holds the Certified Destination Management Executive (CDME) designation from the Destinations International (formally Destination Marketing Association International) in con-junction with Purdue University and The University of Calgary, as well as the Certified Ten-nessee Tourism Professional (CTTP) designation from the Tennessee Tourism Roundtable and the University of Tennessee Tourism Institute.
He currently serves on the Southeast Tourism Society Policy Council and as a member of the State Travel Association Network of the U. S. Travel Association. He has served as Chair of the Tennessee Association of Convention and Visitors Bureaus; Chair of the Middle Ten-nessee Tourism Council; on the Tourism Committee of the Destination Marketing Associa-tion International and the International Marketing Committee of Travel South USA; and the Board of Directors of the Tennessee Senior Olympics.
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