FY 2024 – FY 2026
OCT 1 – SEP 30
Plan Summary, Rationale & New Directions
Temple, TX & Area
STRATEGY
INTRODUCTION BACKGROUND
A concerted destination marketing, sales and services management approach to the Temple community and surrounding area has been conducted through the primary auspices of the City of Temple, TX and its partners over the past 15 years. Effective tourism marketing and visitor-related facility operations management had been conducted by Parks & Recreation Department (PARD). With the emergence of the Communications, Tourism, & Events Department the Destination Marketing initiative began in 2020 with the primary purpose is to market, develop and operate where authorized the attractions, events and related visitor experiences within Temple and other areas in Bell County. The program is funded primarily by the 2015 instituted 8% hotel occupancy tax (HOT) paid by visitors who stay overnight in the city, of which 6% points are allocated to the State of Texas and 2% points to the city. In addition, HOT proceeds are also received from the Bell County Government.
For acknowledgment purposes, the Parks & Recreation Department (PARD) is responsible for operating, selling and servicing the Frank W.
Mayborn Civic and Convention Center. The newly formed Temple Libraries & Museums Department is responsible for the operating, co-selling and servicing of the Temple Railroad & Heritage Museum (RRHM). The Communications, Tourism, & Events Department (CTE) is supportive to the Departments of Parks & Recreation (PARD) and Libraries & Museums in the role of destination marketing and promoting visitor business to the city and area facilities and venues.
This integrated destination strategy and plan has been prepared to provide a three-year priority guidance to the effective destination marketing, sales and management of the Temple area. It delivers clear intended long-term directions to the preparation and execution of successive aligned annual destination marketing, sales and development plans. This strategic plan has been researched, facilitated, and updated within the Communications, Tourism, & Events Department from June to August 2024.
FOUR ASSESSMENT & PLANNING GOALS
The following four strategic planning process goals were set to provide the necessary focus and inclusive approach to build an effective long-term tourism plan for Temple and Area.
1
2
COMMUNITY & VISITOR INDUSTRY LEADERSHIP AND CITY STAFF DESTINATION PLANNING DIALOGUE
TOURISM FUTURES RESEARCH
ANALYSES AND IMPLICATIONS FOR THE TEMPLE AREA
3 4
TEMPLE & AREA STRATEGIC TOURISM CHALLENGES, OPPORTUNITIES AND NEW PRIORITY INITIATIVES ANALYSIS AND CONCLUSIONS
FORMALIZED TEMPLE & AREA DESTINATION STRATEGY AND PLAN DOCUMENTATION
PLAN METHODOLOGY
With the previously agreed-to strategic planning goals, a detailed information and analytical program of work was undertaken over a three-month period with three expected Temple and Area destination planning outcomes.
THE PROGRAM OF WORK: JUNE – AUGUST 2024
• Review and analysis of past and current Temple, TX marketing communications and city planning secondary documentation including previous CVB strategic plan, current city strategic and comprehensive plans and other related tourism and brand research and planning materials
• Review of the previous Temple strategic destination planning survey conducted in May 2020 (45% response rate) along with supplementary anecdotal conversations over the past four years
• Review and comparison of previous personal telephone interviews with community, civic and visitor industry leaders
• Review and comparison of discussions with PARD, CTE/ Discover Temple senior personnel
• Availability of destination strategy in August 2024
EXPECTED PLAN OUTCOMES
1
TEMPLE & AREA DESTINATION AND DO CURRENT SITUATIONAL ANALYSIS
2
FUTURES RESEARCH AND IMPLICATIONS FOR TEMPLE & AREA TOURISM
3
TEMPLE & AREA STRATEGIC DESTINATION STRATEGY SUMMARY AND RATIONALE REPORT
THREE-YEAR DESTINATION STRATEGY PLAN SUMMARY:
FY2024 – FY2026
OUR TOURISM PURPOSE & DIRECTION
MISSION
Proactively developing, marketing and selling the Temple area experiences through exceptional service without exception
VISION 2030
Becoming a respected and highly performing leader in destination marketing, development and advocacy.
OUR CITY/TOURISM CULTURE
VALUES
• Commitment
• Innovation
• Integrity
• Collaboration
• Accountability
VISITOR PROMISE
To champion Temple area experiences.
STAKEHOLDER/PARTNER PROMISE
To facilitate tourism business development, industry education and advocacy engagement.
COMMUNITY PROMISE
To enhance an authentic sense of place with resident benefits accrued from tourism.
OUR CITY/TOURISM VISION 2030
Temple, a highly recognized community for healthy living, working and visiting, is a place you love to call home.
THREE-YEAR DESTINATION STRATEGY PLAN SUMMARY:
FY2024 – FY2026
OUR TOP 3 TOURISM OPPORTUNITY CHALLENGES
1
Encouraging and supporting new and/or enhanced visitor experience development with focus on downtown Temple and other city and county-based tourism/recreational districts
2
Agreeing on an effective destination marketing approach and organization realignment
3
Increasing tourism advocacy and its importance and value communicated to stakeholders and residents
OUR MISSION FOCUS
Drive Visitor Demand
Increase Destination Brand Awareness & Visitor Stay
Continued destination website(s) enhancements with new content and messaging pertinent to specific target markets, identified demographics, special events, and designated districts (2024 – 2026)
Develop and implement regional/drive-in market visitor communications programs while collaborating with interested hotel industry partners (2024 – 2026)
Increase targeted social media follower and influencer engagement (2024 – 2026)
Formulate and execute specific tourism strategies related to sports and festivals/events (2024 – 2026)
Invest and implement Placer ai and Arrivalist research platforms (2024 – 2026)
Enhance the Visitor Experience
OUR STRATEGIC GOALS
Facilitate Impactful Tourism Development
Communicate Tourism Relevancy & Viability
Engage in Influential Destination Partnership & Community Relations
OUR 13 PRIORITY INITIATIVES
Further develop the downtown Temple visitor experience with strategies for increased district visitation, events development, etc. (2024 – 2026)
Investigate the need for an agreed-to updated destination vision and tourism product development strategy, sometimes also referred to as a destination or tourism master plan (2025 – 2026)
Support the preparation of a strategic plan with detailed initiatives for the Frank W. Mayborn Civic & Convention Center (2024 – 2025)
Evaluate and apply for designations to Texas Tourism initiatives (Tourism Friendly Texas, Music Friendly Texas, Film Friendly Texas, and Brew City Texas (2024)
Develop and implement a detailed audience-based stakeholder relations plan to strengthen relationships and elevate resident understanding of tourism (2024 – 2026)
Affect Higher Organization Services & Resources
Regularly review and update the multiyear destination strategy and aligned annual destination marketing/ sales plans (2024 – 2026)
Prepare and report on destination and city tourism operations and promotional program performance results (KPIs) (2024 – 2026)
Annually review current and potential destination funding sources (2024 – 2026)
THREE-YEAR DESTINATION STRATEGY PLAN SUMMARY:
FY2024 – FY2026
OUR STRATEGIC RESULT METRICS
• Leisure and business visitor growth
• Tourism economic spending impacts
• Key attraction/event attendance counts
• Hotel sector statistics/HOT proceeds growth
• Digital promotion KPIs
• Social media engagement analytics
• Meeting/group travel indices growth
• Stakeholder/partner tourism awareness and communications
• Tourism budget growth
TEMPLE & AREA CURRENT DESTINATION SITUATION
RECENT ACCOMPLISHMENTS
From city and visitor industry discussions on successes over the past five years, seven noted accomplishments of the Temple area destination development and tourism marketing efforts include:
• Tourism value and growth recognized as a specialized economic development and place making driver in the city strategic plan under the Places and Spaces focus area
• Ongoing hotel occupancy tax (HOT) collection increases and subsequent tourism operations and promotional investment programming
• City Parks & Recreation Department (PARD) effective oversight of the Frank W. Mayborn Civic & Convention Center
• 2019 formation of the City Communications & Marketing Department (now Communications, Tourism, & Events) to provide consistency in community-wide communications, promotion and brand messaging
• Dedicated full-time Destination Marketing Division Director and team formed to provide an integrated approach to visitor marketing, sales and management
• City Libraries & Museums Department with oversight and operations of the Temple Railroad & Heritage Museum
• Newly inaugurated dedicated Downtown Temple Coordinator hire providing overall strategy, information distribution and event planning to enhance the downtown district and its economic vitality SECTION 1
KEY ISSUES AND SWOT ANALYSIS
From the Temple area online 2020 strategic planning survey and DestinationNEXT research results and follow-up discussions over the past four years, 10 main tourism issues, either expressed as an opportunity or a constraint, were identified, not in priority order, as shown. In addition, two SWOT (strengths - weaknesses - opportunities - threats) analyses with conclusions were reviewed and completed to provide further background on these issues.
1. Continued downtown Temple rejuvenation with balanced retail/ commercial mix and event entertainment
2. Increased Temple area destination marketing partnership formations
3. Ongoing outdoor recreational experience development
4. Ongoing leisure-based experience development
5. Ongoing, accountable and formalized annual destination marketing and sales plan execution
6. Dedicated research program to determine best potential visitor markets and overall group and leisure marketing investment returns
7. Event strategy execution support
8. Art/Culture Master Plan execution support
9. Increased convention center business and sports event sales and support
10. Heightened tourism importance and local benefits communications initiatives
DESTINATION SWOT/FUTURE MAP
ANALYSIS
TEMPLE & AREA LOCATION & VISITOR EXPERIENCE/DEVELOPMENT
STRENGTHS
EXPLOIT & INVEST: PRESENT ADVANTAGES
• Central Texas location on busy I-35 (1 hr. from Austin, 45 min. from Waco)
• Mayborn Convention Center and adjacent Cultural Activities Center
• Proximity to Fort Hood military base
• Belton Lake outdoor recreational area
• Several museums such as Temple Railroad/Heritage Museum, Czech Heritage Museum and Bell County Museum
• Nearby Bell County communities of Belton and Salado and their downtown and main street retail districts, respectively
WEAKNESSES
• Buc-ees retail entertainment attraction
• Multiple family water parks
• Extensive citywide recreation center, parks, trails and sports field system
• Baylor Scott & White Health hospital campus
• Extraco Bank Center
• Main city government offices downtown
• Amtrak rail station/Santa Fe Plaza district
MITIGATE: PRESENT DISADVANTAGES
• Weak distinctive Temple tourism brand presence
• Ineffective I-35 city exit and directional signage pertinent to downtown, Lake Belton, Temple Mall and other attractions
• No downtown hotel property
• No recognized signature visitor event
• Insufficient integrated visitor experience offerings to increase stayovers
• Inconsistent downtown retail hours of operation and Sunday closings
• Inadequate trolley or public transit routes to transport visitors
• Minimal quality hospitality work force pool
• Inadequate amenities at Frank W. Mayborn Civic & Convention Center (AV outdated, lack of catering, outdated furnishing, etc.)
• Limited integrated downtown events and programming
OPPORTUNITIES
MONITOR & CAPITALIZE: POTENTIAL ADVANTAGES
• Ongoing downtown area rejuvenation with linkage to Santa Fe Plaza/Amtrak
• Continued welcoming and branded wayfinding signage
• Convention center modernization
• Lake Belton recreation and agri/farm tourism potentials
THREATS
• Arts/culture and festivals/ events strategy formulation and implementation
• Iconic event agreement and development
• Downtown district events development
• Temple Mall redevelopment
• Effective visitor services program
PREPARE FOR CONTINGENCIES: POTENTIAL DISADVANTAGES
• Limited downtown district retail/ commercial mix
• Changing visitor patterns to close-to-home travel and outdoor recreation experiences
• Increased Central Texas destination competition
• More competitive meeting and sports event venues
• Superior regional meeting facilities impacting business to Temple facilities/venues
• Larger regional sports tournament complexes with direct competition to Temple facilities/venues
DESTINATION SWOT/FUTURE
MAP ANALYSIS CONCLUSIONS
1
2
Continued focus on Temple downtown revitalization and sufficient event/activity programming
3
Further attention to outdoor recreation/nature/ adventure travel and agritourism potentials regarding integrated experiential programming development
Need for strong visitor product development and engagement for leisure, meetings and sports target markets
DESTINATION ORGANIZATION SWOT/
FUTURE MAP ANALYSIS
TEMPLE & AREA MARKETING/PROMOTION, STAKEHOLDER RELATIONS & RESOURCES/MANAGEMENT
STRENGTHS EXPLOIT & INVEST: PRESENT ADVANTAGES
• Annual destination marketing/ sales plan with specific strategies on group meetings, sports events and outdoor/adventure travel, agritourism, cultural/food tourism, etc. implemented by Discover Temple entity
• Recent HOT funds of approximately $2.2 million collected annually to support tourism-related operations and promotion
• City-based destination marketing initiatives (Mayborn Center, Temple Railroad & Heritage Museum and downtown district)
WEAKNESSES
• Five-year track record of City Communications, Tourism, & Events Department formed providing consistent city-wide communications, promotion and brand messaging
• Cooperation between CTE and PARD to be more partner oriented related to programming, facility/ venue marketing, sports marketing initiatives, etc.
MITIGATE: PRESENT DISADVANTAGES
• Low resident understanding of tourism and its benefits
• Limited visitor market research
• Minimal cooperative visitor industry promotions
OPPORTUNITIES
MONITOR & CAPITALIZE: POTENTIAL ADVANTAGES
• Further agreed-to PARD and CTE tourism responsibilities realignment execution
• Community-based tourism promotion programming (VFR, staycation, and personal travel)
• Formalized tourism advocacy and resident communications plan
THREATS
• Mutually supporting partnerships with hospitality industry, Chamber of Commerce, Economic Development Corporation and Downtown Businesses
• Integrated marketing/promotions with Belton and Salado communities
PREPARE FOR CONTINGENCIES: POTENTIAL DISADVANTAGES
• Insufficient funding for tourism promotions
• Negative perception of tourism and its benefits to the community
ORGANIZATION SWOT/ FUTURE MAP ANALYSIS
CONCLUSIONS
1
Continued activation of mutually supportive tourism roles/responsibilities between PARD and CTE Departments
2
Increased funding of Discover Temple based on HOT proceeds and program results
3
Enhanced cooperative marketing programming with local Temple promotional agencies and Belton and Salado tourism entities
MAIN OPPORTUNITY CHALLENGES
From the 2020 online strategic planning survey, DestinationNEXT research results and the 2020 – 2022 pandemic change implications, the following seven foundational priority-based opportunity challenges to effective Temple area destination marketing and management were determined with modifications given 2023 – 2024 tourism activities.
DESTINATION/TOURISM OPPORTUNITY CHALLENGES
1. Encouraging and supporting new and/or enhanced visitor experience development with focus on downtown Temple and other city and county-based tourism/recreational districts
2. Executing an effective destination marketing approach with city and county/community partners
3. Continuing to implement an integrated and targeted annual destination marketing /sales plan with measurable results
4. Reinforced tourism advocacy and its importance and value communicated to stakeholders and residents
5. Co-preparing and executing a community/tourism festivals and events strategy
6. Preparing and executing a proactive group meeting and sports tourism strategy
TEMPLE & AREA TOURISM PURPOSE AND DIRECTIONS
MISSION, VALUES & GUIDING PRINCIPLES
From the City of Temple strategic plan and the ongoing annual destination marketing strategic plans, a tourism mission was adapted and confirmed below along with municipal operating values and destination programming guiding principles as determined from the review of relevant secondary research and recent city staff tourism planning discussions.
PROACTIVELY DEVELOPING, MARKETING AND SELLING THE TEMPLE AREA EXPERIENCES THROUGH EXCEPTIONAL SERVICE WITHOUT EXCEPTION.
VALUES
• Commitment
• Innovation
• Integrity
• Accountability
• Collaboration
GUIDING PRINCIPLES
• Promote higher destination brand awareness and visitor stay
• Increase overnight visitors
• Convert day visitors to overnight guests
• Extend visitor stays
• Increase visitor frequency year-round/ off-peak periods
• Enhance destination experience value
VISITOR & PARTNER BRAND COMMITMENTS
In addition, tourism promises were composed to clearly state their value propositions to visitors, stakeholders and residents.
VISITOR PROMISE
To champion Temple area experiences.
STAKEHOLDER/PARTNER PROMISE
To facilitate tourism business development, industry education and advocacy engagement.
COMMUNITY PROMISE
To enhance an authentic sense of place with resident benefits accrued from tourism.
VISION 2030 STATEMENTS
From a future perspective, Temple and Area destination tourism mandate visions were confirmed to achieve over the next five years within the context of the City of Temple vision and the Discover Temple organization future.
DESTINATION VISION 2030
Temple, a highly recognized community for healthy living, working and visiting is a place you love to call home.
DESTINATION ORGANIZATION VISION 2030
Being a respected and highly performing leader in destination marketing, development and advocacy.
STRATEGIC GOALS
Associated with the mission statement, four long-term Temple and Area tourism goals were prepared as shown.
DESTINATION MARKETING, SALES AND SERVICES:
INCREASE DESTINATION BRAND AWARENESS AND VISITOR STAY
To increase the market presence of the city and area brand experiences and subsequent higher travel conversion through targeted promotional strategies.
DESTINATION DEVELOPMENT: FACILITATE IMPACTFUL TOURISM DEVELOPMENT
To encourage and fully support the development of more diverse and quality branded visitor experiences and related infrastructure.
DESTINATION ADVOCACY AND STAKEHOLDER RELATIONS:
ENGAGE IN INFLUENTIAL DESTINATION PARTNERSHIP AND COMMUNITY RELATIONS
To inform and advocate on the importance and value of tourism and the effective tourism roles, responsibilities and beneficial impacts of the city and area marketing.
DESTINATION RESOURCES AND MANAGEMENT:
AFFECT HIGHER ORGANIZATION SERVICES AND RESOURCES
To operate as a fiscally responsible and highly performing interdepartmental city organization through a talented team and leveraged partnerships.
SECTION 3
TEMPLE & AREA STRATEGIC DESTINATION OUTLOOK
THREE-YEAR PRIORITY INITIATIVES
With four strategic goals in place, 13 priority-based program initiatives were identified for consideration with the intention of implementation over the next three years as follows.
GOAL/INITIATIVE
LEAD DESTINATION MARKETING, SALES AND SERVICES
Continue to enhance the destination website with new content and messaging pertinent to specific target markets, identified demographics, special events, and designated districts
• inclusion of various event/festival landing pages and a featured sports event/marketing section
• addition of influential content such as videos, online itineraries, blog features, etc.
Develop and implement regional/drive-in market visitor communications programs while collaborating with interested hotel industry partners
• given previous best target markets identification, the development and coordination of campaign(s) with partners
• further development of digital magazines, relevant blogs and reels to reinforce destination experiences
Increase targeted social media follower and influencer engagement
• review of platform coverage and required new/enriched content
• full time attention to social media programming and follow-up communications
• development of influencer program based on event, activity, full day and multiday experiences
GOAL/INITIATIVE
Formulate and execute specific tourism strategies related to sports and festivals/events
• implementation of dedicated sports tourism and leisure event recommended promotional and sales activities
• preparation of sports tourism specific fulfillment and marketing/sales materials
Invest in Placer ai and Arrivalist research platforms
• effective use of smart phone/mobile research findings in promotional/sales efforts
• research findings to assist in program/event performance evaluation and economic impact
FACILITATE DESTINATION DEVELOPMENT
Further develop the downtown Temple visitor experience with strategies for increased district visitation, events development, etc.
• strengthening of the business relationship with downtown stakeholders based on a formalized downtown strategy
• continuation of online self-guided experiential itineraries based on restaurant/foodservice, shopping and event interest
Investigate the need for an agreed-to updated destination vision and tourism product development strategy, sometimes also referred to as a destination tourism master plan
• evaluation and revisions to the destination/tourism vision
• thorough assessment and socialization in the relevancy of such a plan
Support the preparation of a strategic plan with detailed initiatives for the Frank W. Mayborn Civic & Convention Center
• preparation of a long-term venue/area plan to focus on priorities leading to operational viability
• plan coverage to entail product experience development, booking policies, staffing and operational efficiencies and required marketing/sales programming
Evaluate and apply for designations to Texas Tourism Initiatives (Tourism Friendly Texas, Music Friendly Texas, Film Friendly Texas, and Brew City Texas)
• preparation of all necessary documentation for submission
• management of all designation criteria and program responsibilities
• development of website landing page for each designation initiative detailing its programming and related businesses responsibilities
GOAL/INITIATIVE
COMMUNICATE VALUE TO STAKEHOLDERS AND RESIDENTS
Develop and implement a detailed audience-based stakeholder relationship plan to strengthen relationships and elevate resident understanding of tourism
• preparation and execution of a tourism/hospitality stakeholder communications strategy and dedicated plan
• ongoing reporting of tourism importance, value and gain to Temple area residents
ATTAIN MANAGEMENT RESOURCES AND RESULTS
Regularly review and update the multiyear destination strategy and aligned annual destination marketing/sales plans
• as required, revisions made to destination strategy to ensure currency and alignment to annual plan activities
• review of destination strategy progress semi-annually
Prepare and report on destination and city tourism operations and promotional program performance results (KPIs)
• development and use of a destination performance dashboard
• preparation and reporting of an annual report on tourism to the community
Annually review current and potential destination funding sources
• research of new tax/nontax system sources relevant to Texas
• formulation of a tourism funding strategy given future destination marketing needs
STRATEGIC PERFORMANCE OUTCOMES
Four broadly-based destination marketing and management measurement areas were determined below for consideration to record effective Temple area tourism returns over the intermediate and long terms.
TEMPLE AREA DESTINATION STRATEGY PLAN METRICS
1
2
Strengthening the Temple and Area destination brand presence (overall number of leisure and business visitors and spending; destination website analytics; social media engagement evaluation)
3
More integrated Temple and Area segmented marketing and promotion with industry partners (number of visitor inquiries/leads and conversion rate; higher attraction/ event attendance; meetings/sports event bookings and contracted room nights; leveraged key partner tourism marketing support)
4
Higher city and area, industry and media relations engagement (increased city and area, resident and private sector tourism awareness and support; earned media value)
Increased tourism funding support (destination visitor profile and economic impact survey statistics; HOT proceeds and tourism budget growth)
APPENDIX
City of Temple Communications, Tourism, & Events
Department Management Team & Destination
Marketing Staff Team
COMMUNICATIONS, TOURISM, & EVENTS DEPARTMENT
• Heather Bates, Department Director
• Teresa Anderson, Tourism Division Director
• Nohely Mackowiak, Communications & Public Relations Division Director
• Lindsay Francis, Marketing & Digital Media Division Director
• Arielle Delery, Creative Services Manager
TOURISM DIVISION STAFF TEAM
• Sennett Farias, Destination Marketing Coordinator
• Courtney Jones, Tourism Coordinator
• Sarah Fowler, Downtown Coordinator
• Nicole Ruiz, Market Development Coordinator
• Katie King, Tourism Specialist
PLANNING DOCUMENTATION
REVIEWED
• Comprehensive Plan, Chapters 1 and 7. City of Temple (2018)
• DestinationNEXT Multi-User Online Diagnostic Tool Results. MMGY NextFactor. City of Temple (August 2018)
• Proposed 2024 Budget. City of Temple (2023)
• Raising the Profile of Temple, TX. Development Counsellors International. City of Temple (2019)
• Temple by Design 2020 – 2025 Strategic Plan. City of Temple (2019)
• Temple TX Overview. Rhyme & Reason Design. City of Temple (2014)
• Temple TX Social Media Analysis. City of Temple (2014)
• Tourism/Destination Strategic Planning Survey Results. Department of Marketing & Communications. City of Temple (June 2020)
• Temple Tomorrow Strategic Vision and Plan Update. City of Temple (2019)
• DestinationNEXT: A Strategic Road Map for the NEXT Generation of Global Destination Organization – Futures Study Updates. Destinations International (2024)
• Knowing the Big Seven Impactful Changes: On Destination Organization Roles, Responsibilities and Relationships Through 2025. Destination Consultancy Group (2020)
• FY2021 – FY2023 Destination Strategy. Discover Temple (2020)
• 2019 – 2021 Strategic Plan. Temple Convention & Visitors Bureau. MMGY NextFactor (Fall 2018)
• Sports Facility Audit & Destination Marketing Strategy. DSA Sports LLC (2023)
• Special Events Strategic Plan. Blakely & Company (2023)
• Temple Tourism Assessment. KPA Engineers/Covey Landscape Architects, and Hunden Strategic Partners (2021)
