Destination Strategy

FY 2021 – FY 2023 DESTINATION STRATEGY Plan Summary, Rationale & New Directions Temple, TX & Area

STRATEGY REPORT INTRODUCTION

outline

Background 1

TEMPLE & AREA STRATEGIC DESTINATION OUTLOOK

Four Assessment & Planning Goals

Three-Year Priority Initiatives 26

2

Plan Methodology 3

Strategic Performance Outcomes

Expected Plan Outcomes 4

APPENDIX

Destination Strategy: Plan Summary

City of Temple Marketing & Communications, and Parks & Recreation Departments’ Senior Tourism Management Team 31

5

TEMPLE & AREA CURRENT DESTINATION SITUATION Recent Accomplishments 11 COVID-19 Pandemic Tourism Implications

12

Tourism Futures Survey Analyses

16

Key Issues & SWOT Analysis

17

Main Opportunity Challenges 22

TEMPLE & AREA TOURISM PURPOSE & DIRECTIONS Mission, Values & Guiding Principles

23

Visitor & Partner Brand Commitments

24

Vision 2030 Statements 24 Strategic Goals 25

Planning Documentation Reviewed

30

32

introduction BACKGROUND

A concerted destination marketing, sales and services management of the Temple community and surrounding area has been through the primary role of the City of Temple, TX and its partners over the past 15 years. Tourism marketing and visitor-related facility operations management have been mutually conducted by the Departments of Parks & Recreation and Marketing & Communications under the recent auspices of the Temple Convention & Visitors Bureau, doing business as Discover Temple. Its 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 and 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 Bell County.

For acknowledgement purposes, the Parks & Recreation Department (PARD) is responsible for operating, co-selling and servicing of the Frank W. Mayborn Civic and Convention Center and the Temple Railroad and Heritage Museum. The Marketing & Communications Department (M&C) is supportive to the Department of Parks & Recreation in the role of destination marketing, co-selling and servicing with particular focus on the Temple Visitors Center and promoting visitor business to the city and area including the communities of Belton and Salado.

This integrated destination strategy and plan has been prepared recognizing the implications from the COVID-19 pandemic crisis and provides a three-year priority guidance to the effective destination marketing, sales and management of the Temple area. It delivers clear intended directions to the preparation and execution of successive aligned annual destination marketing sales/recovery and development plans. The strategic plan has been researched, facilitated and prepared within the Marketing & Communications Department from March to June 2020.

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introduction

FOUR ASSESSMENT & PLANNING GOALS

The following four strategic planning process goals were set to provide the necessary focus and inclusive approach to building an effective long-term tourism plan for Temple and Area.

1

COMMUNITY & VISITOR INDUSTRY LEADERSHIP AND CITY STAFF DESTINATION PLANNING DIALOGUE

2

TOURISM FUTURES RESEARCH ANALYSES AND IMPLICATIONS FOR THE TEMPLE AREA

3

TEMPLE & AREA STRATEGIC TOURISM CHALLENGES, OPPORTUNITIES AND NEW PRIORITY INITIATIVES ANALYSIS AND CONCLUSIONS

4

FORMALIZED TEMPLE & AREA DESTINATION STRATEGY AND PLAN DOCUMENTATION

RATIONALE REPORT

2

introduction

PLAN METHODOLOGY

With the previously agreed-to strategic planning goals, a detailed information and analytical program of work was undertaken over a four-month period with three expected Temple and Area destination planning outcomes.

The Program of Work: March – June 2020 • Review and analysis of past Temple, TX marketing communications and city planning secondary documentation including CVB strategic plan, city strategic and comprehensive plans and other related tourism and brand research and planning materials • Development, administration, and analysis of a Temple strategic destination planning survey in May with 41 participant completions (45% response rate) • Conducting of 12 personal telephone interviews with community, civic and visitor industry leaders • Detailed discussions with M&C and Temple CVB/PARD personnel • Documentation of survey responses and follow-up telephone call results and final destination strategy contents • Availability of draft destination strategy on June 30, 2020

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introduction

EXPECTED PLAN OUTCOMES

TEMPLE & AREA DESTINATION AND ORGANIZATION CURRENT SITUATIONAL ANALYSIS

1

2

FUTURES RESEARCH & IMPLICATIONS FOR TEMPLE & AREA TOURISM

3

TEMPLE & AREA STRATEGIC DESTINATION STRATEGY SUMMARY AND RATIONALE REPORT

RATIONALE REPORT

4

introduction

DRAFT THREE-YEAR DESTINATION STRATEGY PLAN SUMMARY: FY2021 – FY2023 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 H Innovation H Integrity H Collaboration H Accountability VISITOR PROMISE To champion Temple area experiences.

STAKEHOLDER/PARTNER PROMISE To facilitate tourism business development, industry education and advocacy engagement.

OUR CITY/TOURISM VISION 2030

Temple, a highly recognized community for healthy living, working and visiting, is a place you love to call home.

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introduction

DRAFT THREE-YEAR DESTINATION STRATEGY PLAN SUMMARY: FY2021 – FY2023 OUR TOP 4 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 Preparing and executing an integrated and targeted destination marketing/sales recovery plan 4 Increasing tourism advocacy and its importance and value communicated to stakeholders and residents

RATIONALE REPORT

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introduction

DRAFT THREE-YEAR DESTINATION STRATEGY PLAN SUMMARY: FY2021 – FY2023 OUR MISSION FOCUS Drive Visitor Demand

Enhance the Visitor Experience

Communicate Tourism Relevancy & Viability

OUR STRATEGIC GOALS Increase Destination Brand Awareness & Conversion

Facilitate Impactful Tourism Development

Engage in Influential Destination Partnership & Community Relations

Affect Higher Organization Services & Resources

OUR 15 PRIORITY INITIATIVES Implement a formalized partner-based destination leisure/group marketing and sales strategy with appropriate resources (2021 – 2023) Redevelop the destination website with new content and messaging pertinent to the Temple, Belton and Salado area (2021 – 2022) Develop and implement a regional/drive-in market visitor communications program with hotel industry partners (2021 – 2023) Increase targeted social media engagement (2021 – 2023) Formulate specific tourism strategies related to sports and festivals/events (2021 – 2022) Conduct and apply directions from a researchbased destination brand strategy (2022)

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Further develop the downtown Temple visitor experience (2021 – 2023) Support transportation and Wi-Fi connectivity strategies (2021 – 2023) Prepare an agreed-to updated destination vision and tourism product development strategy, sometimes also referred to as a destination strategic plan or tourism master plan (2022 – 2023)

Develop a stronger visitor industry team relationship and resident understanding of tourism (2021 – 2023) Seek and form leveraged government/private sector tourism partnerships to achieve mutual gains (2021 – 2023)

Agree on a city-integrated destination marketing approach covering development, operations and marketing communications (2021) Regularly review and update the destination strategy and aligned destination marketing/sales recovery strategies (2021 – 2023) Prepare and report on destination and city tourism operations and promotional program performance results (2021 – 2023) Examine fully current and potential destination funding sources (2022 – 2023)

introduction

DRAFT THREE-YEAR DESTINATION STRATEGY PLAN SUMMARY: FY2021 – FY2023 OUR STRATEGIC RESULT METRICS • Leisure

and business visitor growth

• Tourism • Key

economic spending impacts

attraction/event attendance counts

• Hotel

sector statistics/HOT proceeds growth

• Earned

media exposure value

• Digital

promotion conversion

• Social

media engagement analytics

• Meeting/group

travel indices growth

• Stakeholder/partner • Tourism

tourism awareness and communications

budget growth

RATIONALE REPORT

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introduction GLOSSARY

Advocacy - proactive educational messaging on tourism importance and value Brand - functional and emotional attributes connection to a visitor destination/product experience Business Development - sales and services programming related to leisure, business and group travel Business Travel - nondiscretionary corporate, incentive, and meeting/conference and social travel Challenges - current top opportunity and/or problem areas to be recognized and resolved Conversion - percentage of potential influenced visitors to arrive at a destination/place Destination Strategy - long term inclusive tourism perspective on intended priority initiatives covering visitor marketing, sales, product development and sectoral advocacy, also called a strategic destination or tourism plan, and sometimes referred to as a destination strategic plan or tourism master plan where more detailed analysis is on tourism/destination development DO - destination organization at the local community level, and also known as a destination marketing or management organization (DMO) or a convention & visitors bureau (CVB) Experience - differentiated destination/visitor “buy� presence based on a community visitor promise and key messages, and typically expressed through brand identity creative Group Travel - meeting/convention, sports event and group tour travel HOT - hotel occupancy tax on overnight visitor stays Leisure Travel - discretionary pleasure/vacation and visiting friends and relatives travel Mission - organization and/or economic sector primary purpose and expected results

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introduction GLOSSARY

Priority Initiatives - intermediate/long term programs and/or projects to be seriously considered for execution given necessary available resources Stakeholder/Partner Promise - benefits value proposition to community and visitor industry proponents Strategic Goal - long-term qualitative statement to be achieved in concert with tactical and quantifiable objectives Strategic Results - measurable outcomes given relevant quantifiable metrics Temple Area - geographical area within Bell County denoting City of Temple, Belton and Salado Tourism - inclusive visitor or travel industry nomenclature covering business, leisure, VFR and personal travel segments Tourism Development - supply parameter covering visitor facility/venue and services experiential development including programming and packaging as required Values - organization operating norms on how things are done philosophically and through best practices usage VFR - visiting friends and relatives market segment where persuasive communications engage current and/or past residents and family members on the destination’s attractions, events and activities Visitor Demand - measurable level of visitor volume typically by number of persons or trips and related spending Vision - organization future aspirational role(s) and/or community/destination future outcome Visitor Promise - benefits value proposition to business, leisure/VFR and personal travelers

RATIONALE REPORT

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TEMPLE & AREA CURRENT

destination situation RECENT ACCOMPLISHMENTS

From the city and visitor industry discussions, six noted accomplishments of the Temple area destination development and tourism marketing effort over the past five years were recorded as follows: • 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 and subsequent tourism operations and promotional investment programming • City Parks & Recreation Department oversight of Temple Convention & Visitors Bureau encompassing operations and sales of convention center, railroad museum and visitors center • Preparation of a baseline Temple CVB strategic plan based on the 2018 DestinationNEXT stakeholder survey • Formation of City Marketing & Communications Department to provide consistency in communitywide communications, promotion and brand messaging • Dedicated full-time Destination Marketing Manager appointed to provide an integrated approach to visitor marketing, sales and management

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TEMPLE & AREA CURRENT

destination situation

COVID-19 PANDEMIC TOURISM IMPLICATIONS

Over the past four months, the world and the United States have been catastrophically impacted

by COVID-19, a novel respiratory disease that can result in serious illness or death by a new strain of coronavirus not previously identified in humans and can be easily spread from person to person. With March 2020 invoked stay-at-home and non-essential travel restrictions by state and local governments, the visitor industry has been dramatically affected nationwide.

Two recent tourism research studies (OrganizationNEXT and Knowing the Big Seven Impactful Changes on Destination Organizations) have provided strategic focus and directional assistance to reactivate local visitor economies including the Temple area. Their three broadly based role change outcomes and subsequent implications for the Temple area follow.

RATIONALE REPORT

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TEMPLE & AREA CURRENT

destination situation

ORGANIZATION RESET & SUSTAINABILITY

1

STRATEGIC FOCUS

• Reinvented credible tourism enterprise effort with robust data driven planning, funding and execution results • Active consolidation of regional/community marketing and development entities

TEMPLE AREA IMPLICATIONS

• Declaring a new tourism value proposition • Executing a strategic and aligned operational/marketing recovery plan • Forming an integrated city and area-wide partnership of community tourism leadership organizations (city departments, chambers, downtown associations and economic development organizations) • Coordinating a community marketing effort (visitors, investors and current/relocated residents)

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TEMPLE & AREA CURRENT

destination situation

CUSTOMER ENGAGEMENT & PROMOTION/SALES PIVOT

2

STRATEGIC FOCUS

• Enhanced tourism regional/drive-in markets • Concentrated effort on the visiting friends & relatives (VFR) market segment • New partnership opportunity to promote and secure corporate, meeting and group travel business

TEMPLE AREA IMPLICATIONS

• Formalized pre and post tourism research program to know visitor behaviors, motivations and conversion results • Focus on getaway, day excursion, staycation, business-leisure and personal travel programming • Dedicated VFR promotional program • Tourism brand consumer and community research program and strategy • New community partnership marketing program • Increased digital and social media promotions • Coordinated proactive convention and sports event marketing and sales strategy

RATIONALE REPORT

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TEMPLE & AREA CURRENT

destination situation

EXPERIENCE REFIT & COMMUNITY BUILDING

3

STRATEGIC FOCUS

• Reinforced emphasis on sustainable destination development • Deliverance of a safe, enjoyable and productive customer experience

TEMPLE AREA IMPLICATIONS

• Local and visitor industry safety and health protocols set and enforced • Community, attraction and event-carrying capacity limitations known • Event tourism strategy formulation • Resident and business readiness acceptance levels understood • Select destination development/master and project planning undertaken

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TEMPLE & AREA CURRENT

destination situation

TOURISM FUTURES SURVEY ANALYSES

To assist in the preparation of the Temple Area Destination Strategy, two online surveys were conducted as follows: DestinationNEXT Assessment Survey covering community/visitor industry stakeholder ratings on destination strengths and community engagement (facilitated and analyzed by MMGY NextFactor in partnership with Destinations International in August/September 2018 with 55 responses) Tourism/Destination Strategic Planning Survey requesting community/visitor industry stakeholder advice on destination challenges, tourism brand promises and future roles and priority program initiatives (facilitated and analyzed by city Marketing & Communications Department in May/June 2020 with 41 responses) From the DestinationNEXT Assessment Survey results, it was determined that Temple area tourism was in the Explorers stage. This indicated the Temple area as a developing destination with some key attractions/events and community dialogue in play. Simply stated, a need was expressed for an inspired tourism vision and an activated partner-based destination strategy to move forward.

Highlighted initiatives focused on more attention to new sports/recreation and updated meeting facility development and that city-wide improved accessibility would enhance the consumer/visitor experience. Community/visitor industry engagement and buy-in to cooperative promotions, sales activities and hospitality training would also be ideal.

From the Tourism/Destination Strategic Planning Survey results, importance ratings from stakeholders were received that determined priorities and new directions on current challenges and in future tourism promotion and development initiatives which will be noted shortly.

RATIONALE REPORT

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TEMPLE & AREA CURRENT

destination situation KEY ISSUES & SWOT ANALYSIS

From the Temple area online strategic planning survey and DestinationNEXT research results and follow-up discussions, 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-opportunitiesthreats) analyses with conclusions were completed to provide further background on these issues.

• City and area tourism organization roles realignment • Continued downtown Temple rejuvenation with balanced retail/commercial mix and event entertainment • More Temple area destination marketing partnership formations • Ongoing Lake Belton area recreational experience development • Executable formalized annual destination marketing and sales plan • Definitive destination/tourism brand strategy, messaging and creative • Dedicated research program to determine best potential visitor markets and overall group and leisure marketing investment returns • Focused event strategy with attendant support execution • Increased convention center business and sports event potentials • Heightened tourism importance and local benefits communications program

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TEMPLE & AREA CURRENT

destination situation

DESTINATION SWOT/FUTURE MAP ANALYSIS TEMPLE & AREA LOCATION & VISITOR EXPERIENCE/DEVELOPMENT STRENGTHS - Exploit & Invest: present advantages • Central Texas location on busy I-35 ( 1 hour from Austin and 30 min. from Waco) • Mayborn Convention Center and adjacent Cultural Activities Center • Proximity to Fort Hood military base • Lake Belton 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

• 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 • Bell County Expo Center • Main city government offices downtown • Amtrak rail station/Santa Fe Plaza district

OPPORTUNITIES - Monitor & Capitalize: potential advantages • Ongoing downtown area rejuvenation with linkage to Sante Fe Plaza/Amtrak • Continued welcoming and branded wayfinding signage • Convention center modernization • Free citywide Wi-Fi access • Lake Belton recreation and agri/farm tourism potentials • Arts, culture and festivals/events strategy formulation • Increased destination/hospitality customer service training • Agreed-to destination/tourism vision and related tourism development

WEAKNESSES - Mitigate: present disadvantages • No distinctive Temple tourism brand presence • Ineffective I-35 city exit and directional signage pertinent to downtown, Lake Belton, and other attractions

• No downtown hotel property • Nondescript Temple Visitors Center • No recognized signature visitor event • Insufficient integrated visitor experience offerings to increase stayovers • Inconsistent downtown retail hours of operation and Sunday closings • Inadequate public transit routes • Minimal quality hospitality work force pool

THREATS - Prepare for Contingencies: potential disadvantages • No balanced downtown retail/commercial mix • Lengthy economic downturn/recession recovery • Changing visitor patterns to close-to-home travel and outdoor recreation experiences

• More competitive meeting and sports event venues

strategy/master plan

• Temple Mall/Premiere Cinema/IMAX redevelopment RATIONALE REPORT

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TEMPLE & AREA CURRENT

destination situation

DESTINATION SWOT/FUTURE MAP ANALYSIS CONCLUSIONS

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1

CONTINUED FOCUS ON TEMPLE DOWNTOWN REVITALIZATION AND SUFFICIENT EVENT/ ACTIVITY PROGRAMMING

2

FURTHER ATTENTION TO OUTDOOR RECREATION/ NATURE/ADVENTURE TRAVEL AND AGRITOURISM POTENTIALS REGARDING INTEGRATED EXPERIENTIAL PROGRAMMING DEVELOPMENT

3

NEED FOR STRONG VISITOR PRODUCT ENGAGEMENT WITH LAKE BELTON RECREATION AND BELTON/EXPO CENTER AND SALADO COMMUNITIES

TEMPLE & AREA CURRENT

destination situation

DESTINATION ORGANIZATION SWOT/FUTURE MAP ANALYSIS TEMPLE & AREA MARKETING/PROMOTION, STAKEHOLDER RELATIONS & RESOURCES/MANAGEMENT STRENGTHS - Exploit & Invest: present advantages

WEAKNESSES - Mitigate: present disadvantages

• City-based CVB (Mayborn Convention Center, Temple Railroad & Heritage

• No annual measurable destination marketing/sales plan covering leisure and group

• Recent dedicated HOT funds collected annually to support tourism related

• Minimal integrated destination promotional programming • Low resident understanding of tourism and its benefits • No genuine tourism brand identity with influential messaging • Inadequate Discover Temple destination website platform • No visitor market research

Museum and Visitors Center) since 2015 operations and promotion

• City Marketing & Communications Department formed in 2019 providing consistent city-wide communications, promotion and brand messaging

• Cooperation between M&C and PARD to be more effective in visitor promotion

OPPORTUNITIES - Monitor & Capitalize: potential advantages • Agreed-to PARD/CVB and M&C tourism responsibilities realignment • Executable annual destination marketing/sales plan with specific strategies

on group meetings, sports events and outdoor/adventure travel, agritourism, cultural/food tourism, etc.

business markets

THREATS - Prepare for Contingencies: potential disadvantages • Strategic plan priorities not implemented • Insufficient funding for tourism promotions • Negative perception of tourism

• Community-based tourism promotion programming (VFR, staycation, and personal travel)

• Formalized tourism advocacy and resident communications plan • Research-based tourism brand strategy and subsequent updated creative application • Mutually supporting partnerships with hospitality industry, Chamber of Commerce, Economic Development Corporation and Downtown MainStreet

• Temple visitors center reallocated development

RATIONALE REPORT

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TEMPLE & AREA CURRENT

destination situation

ORGANIZATION SWOT/FUTURE MAP ANALYSIS CONCLUSIONS

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1

AGREED-TO TOURISM ROLES/RESPONSIBILITIES REALIGNMENT BETWEEN PARD/CVB AND M&C DEPARTMENTS

2

EXECUTION OF AN INCLUSIVE FY2021 (AS OF OCTOBER 1, 2020) DESTINATION MARKETING & SALES RECOVERY PLAN

3

REDEVELOPMENT OF TEMPLE BRANDED DESTINATION WEBSITE WITH ENHANCED CONTENT/FULFILLMENT FOLLOW-UP PROCEDURES

TEMPLE & AREA CURRENT

destination situation

MAIN OPPORTUNITY CHALLENGES

From the online strategic planning survey, DestinationNEXT research results and the pandemic change implications, the following seven priority-based opportunity challenges (out of a 5 point mean rating with top 4 shaded) to effective Temple area destination marketing and management were determined.

DESTINATION/TOURISM OPPORTUNITY CHALLENGES

MEAN

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

4.53

2

Agreeing on an effective destination marketing approach and organization realignment

4.49

3

Preparing and executing an integrated and targeted annual destination marketing /sales recovery plan

4.32

4

Increased tourism advocacy and its importance and value communicated to stakeholders and residents

4.32

5

Preparing and executing a community/tourism festivals and events strategy

4.29

6

Formulating a research-based destination brand strategy prior to key visitor marketing creative and influential messaging

4.20

7

Preparing and executing a proactive sports tourism strategy

4.15

RATIONALE REPORT

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TEMPLE & AREA TOURISM

purpose and directions

MISSION, VALUES & GUIDING PRINCIPLES

From the City of Temple strategic plan and the recent Temple CVB strategic plan, a tourism mission has been adapted below along with municipal operating values and new 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

GUIDING PRINCIPLES

• Commitment

• Promote higher destination brand awareness and conversion

• Innovation

• Increase overnight visitors

• Collaboration • Integrity • Accountability

• Convert day visitors to overnight guests • Extend visitor stays • Increase visitor frequency year-round/off-peak periods • Enhance destination experience value

The operating norms of the City of Temple and its departments responsible for tourism reflect the agreed-to values. The declared guiding principles are used in selecting and investing in destination programming that delivers on the indicated strategic and operating plan results. Near future tourism roles are to be centered, in order of importance, on visitor experience development, destination brand marketing awareness, tourism advocacy communications and destination sales and service.

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TEMPLE & AREA TOURISM

purpose and directions

VISITOR & PARTNER BRAND COMMITMENTS

In addition, tourism promises were composed to clearly state their value propositions to visitors and stakeholders.

VISITOR PROMISE To champion Temple area experiences.

STAKEHOLDER/PARTNER PROMISE To facilitate tourism business development, industry education and advocacy engagement.

VISION 2030 STATE ME NTS

From a future perspective, Temple & Area destination tourism mandate visions were prepared to achieve over the next decade within the context of the City of Temple vision and the destination 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.

RATIONALE REPORT

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TEMPLE & AREA TOURISM

purpose and directions STRATEGIC GOALS

Associated with the mission statement, four long-term Temple and Area tourism goals were prepared as shown.

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1

DESTINATION MARKETING, SALES & SERVICES: INCREASE DESTINATION BRAND AWARENESS & CONVERSION To increase the market presence of the city and area brand experiences and subsequent higher travel conversion through targeted promotional strategies.

2

DESTINATION DEVELOPMENT: FACILITATE IMPACTFUL TOURISM DEVELOPMENT To encourage and fully support the development of more diverse and quality branded visitor experiences and related infrastructure.

3

DESTINATION ADVOCACY & STAKEHOLDER RELATIONS: ENGAGE IN INFLUENTIAL DESTINATION PARTNERSHIP & COMMUNITY RELATIONS To inform and advocate on the importance and value of tourism and the effective tourism roles, responsibilities and beneficial impacts of city and area marketing.

4

DESTINATION RESOURCES & MANAGEMENT: AFFECT HIGHER ORGANIZATION SERVICES & RESOURCES To operate as a fiscally responsible and highly performing interdepartmental city organization through a talented team and leveraged partnerships.

TEMPLE & AREA STRATEGIC

destination outlook

THREE-YEAR PRIORITY INITIATIVES

With four strategic goals in place, 15 priority-based program initiatives were identified for consideration with the intention of implementation over the next three years as follows.

GOAL/INITIATIVE

FY2021

FY2022

FY2023

LEAD DESTINATION MARKETING, SALES & SERVICES Implement a formalized partner-based destination leisure/group marketing and sales strategy with appropriate resources • determination of best target markets to pursue (M&C, PARD and along with agreed-to measurable metrics) • preparation of targeted destination marketing/sales recovery plan (M&C) Redevelop the destination website with new content and messaging pertinent to the Temple, Belton and Salado area • interim layout improvements to website with near future total redesign incorporating CRM and CMS management systems (M&C) • inclusion of additional influential content (video, online itineraries, etc.) and messaging covering the Temple area (M&C and Belton/Salado tourism entities) Develop and implement a regional/drive-in market visitor communications program with hotel industry partners • given previous best target markets determination including VFR, staycation, b-leisure, the identification, commitment and coordination of campaign partners (M&C and partners) • preparation of cooperative program components and anticipated results (M&C and partners) Increase targeted social media engagement • review platform coverage and required new/enriched content development (M&C) • full-time attention to social media programming and follow-up communications (M&C) RATIONALE REPORT

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TEMPLE & AREA STRATEGIC

destination outlook

THREE-YEAR PRIORITY INITIATIVES GOAL/INITIATIVE LEAD DESTINATION MARKETING, SALES & SERVICES Formulate specific tourism strategies related to sports and festivals/events • assessment and health/safety protocol and promotional strategy for sports tourism (M&C, PARD and subcontractor) • assessment and health/safety protocol and promotional strategy for festivals/event tourism (M&C, PARD and subcontractor) Conduct and apply directions from a research-based destination brand strategy • preparation of a destination brand research and strategy RFP (M&C) • selection of destination brand strategist and subsequent results for use in creative (M&C and subcontractor) FACILITATE DESTINATION DEVELOPMENT Further develop the downtown Temple visitor experience • strengthening of the business relationship with the downtown association (M&C and MainStreet) • preparation of online self-guided experiential itineraries based on foodservice, shopping and events (M&C and MainStreet) Support transportation and Wi-Fi connectivity strategies • determination of role and involvement in city’s transportation/mobility strategy (M&C and Public Works Department) • visitor expertise/communications advice provided in advancing city-wide Wi-Fi coverage (M&C and Public Works Department) Participate in destination vision and tourism product development strategy, sometimes also referred to as a destination strategic plan or tourism master plan • evaluation and revisions to destination/tourism vision (M&C, City Manager and subcontractor) • active participation and consultation in proposed destination development strategy assessment, analysis and recommended directions (M&C, PARD, City Manager and subcontractor) 27

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FY2021

FY2022

FY2023

TEMPLE & AREA STRATEGIC

destination outlook

THREE-YEAR PRIORITY INITIATIVES

GOAL/INITIATIVE

FY2021

FY2022

FY2023

COMMUNICATE VALUE TO STAKEHOLDERS & RESIDENTS Develop a stronger visitor industry team relationship and resident understanding of tourism • preparation and execution of a tourism/hospitality stakeholder communications strategy and dedicated plan (M&C) • reporting of tourism importance, value and gain to Temple area residents (M&C) Seek and form leveraged government/private sector tourism partnerships to achieve mutual gains • enhanced communications and mutual programming between tourism related city departments (M&C and PARD) • partnership accords with other community promotional agencies (TCC and TEDC) ATTAIN MANAGEMENT RESOURCES & RESULTS Agree on a city-integrated destination marketing approach covering development, operations and marketing communications • preparation and agreement on a tourism memorandum of understanding (MOU) and protocol (M&C and PARD) • realignment of Temple CVB roles and responsibilities with attendant strategic plan (M&C and PARD) Regularly review and update the destination strategy and aligned destination marketing/sales recovery strategies • update of destination strategy summary annually given priority initiatives completed and/or new ones identified (M&C and PARD) • review of destination strategy progress quarterly (M&C and PARD)

RATIONALE REPORT

28

TEMPLE & AREA STRATEGIC

destination outlook

THREE-YEAR PRIORITY INITIATIVES

GOAL/INITIATIVE ATTAIN MANAGEMENT RESOURCES & RESULTS Prepare and report on destination and city tourism operations and promotional program performance results • development of a multi-year tourism research program including behavior and impact data to be used in current decision-making and future planning (M&C and PARD) • development and reporting on a destination performance dashboard covering actual operational and promotional measurements (M&C and PARD) Examine fully current and potential destination funding sources • research of new tax/nontax system sources in Texas such as HOT increases, tourism assessments, cooperatives, etc. (M&C) • formulation of a new tourism funding strategy with business case rationale and visitor industry support (M&C, PARD and partners)

KEY

29

M&C

MARKETING & COMMUNICATIONS DEPARTMENT

PARD

PARKS & RECREATION DEPARTMENT

TCC

TEMPLE CHAMBER OF COMMERCE

TEDC

TEMPLE ECONOMIC DEVELOPMENT CORPORATION

DISCOVER TEMPLE

FY2021

FY2022

FY2023

TEMPLE & AREA STRATEGIC

destination outlook

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.

FY2021 - FY2023 TEMPLE

AREA DESTINATION STRATEGY PLAN METRICS

STRENGTHENING THE TEMPLE & AREA DESTINATION BRAND PRESENCE (overall number of leisure and business visitors and spending; destination website analytics; social media engagement evaluation) MORE INTEGRATED TEMPLE & 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) 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)

RATIONALE REPORT

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appendix

CITY OF TEMPLE MARKETING & COMMUNICATIONS, PARKS & RECREATION DEPARTMENT, AND PLANNING DEPARTMENT TOURISM RELATED MANAGEMENT TEAM MARKETING & COMMUNICATIONS DEPARTMENT • HEATHER BATES, DIRECTOR • JONATHAN LOGUE, COMMUNICATIONS MANAGER • COMMUNICATIONS TEAM • TERESA ANDERSON, DESTINATION MARKETING MANAGER • VISITOR SERVICES TEAM • DESTINATION SALES TEAM

PARKS & RECREATION DEPARTMENT • KEVIN BEAVERS, DIRECTOR • MIKE HEMKER, ASSISTANT DIRECTOR • RON GERMAN, MANAGER, FRANK W. MAYBORN CIVIC & CONVENTION CENTER • MIKE HICKS, MANAGER, TEMPLE RAILROAD & HERITAGE MUSEUM

PLANNING DEPARTMENT • BRIAN CHANDLER, DIRECTOR OF PLANNING & DEVELOPMENT • DAN KELLEHER, MAIN STREET MANAGER

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DISCOVER TEMPLE

appendix

PLANNING DOCUMENTATION REVIEWED

• City of Temple. Comprehensive Plan, Chapters 1 and 7. (2018).

• City of Temple. DestinationNEXT Multi-User Online Diagnostic Tool Results. MMGY NextFactor. August (2018).

• City of Temple. Proposed 2020 Budget. (2019) • City of Temple. Raising the Profile of Temple, TX. Development Counsellors International. (2019).

• City of Temple. Temple by Design 2020 – 2025 Strategic Plan. (2019).

• City of Temple. Temple TX Overview. Rhyme & Reason Design. (2014).

• City of Temple. Temple TX Social Media Analysis. (2014).

• City of Temple. Tourism/Destination Strategic Planning Survey Results. Department of Marketing & Communications, June (2020).

• City of Temple. Temple Tomorrow Strategic Vision and Plan Update. (2019).

• DestinationNEXT: A Strategic Road Map for the NEXT Generation of Global Destination Organization – Futures Study Update. Destinations International (2019).

• Knowing the Big Seven Impactful Changes: On Destination Organization Roles, Responsibilities and Relationships Through 2025. Destination Consultancy Group. (2020).

• OrganizationNEXT: Strategic Recovery Plan for Destination Organizations. MMGY NextFactor (2020).

• Temple Convention & Visitors Bureau. 2019 – 2021 Strategic Plan. MMGY NextFactor. Fall (2018).

RATIONALE REPORT

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