The vendor is required to provide from qualified companies to assist with updating its tourism strategic plan 2026-2030.
- The tourism strategic plan process will include performing an analysis of current conditions to identify problems and opportunities, bringing together public and private tourism, hospitality, and community leaders to update authority current tourism strategic plan for the years 2026-2030; recommending goals, objectives, and strategies to best implement and write the update to authority current tourism strategic plan.
- The following tasks, under the supervision of, and in collaboration with authority director of planning and the authority staff:
• Review existing 2020-2025 strategic plan and accomplishments, authority destination management action plans (DMAPS), consumer research and other relevant documents, including research available through external sources such as us travel, PATA, OTTI, tourism economics, etc.
• Facilitate a sufficient number of strategic planning sessions that would include the authority staff and board members, who would provide feedback and input around the goals, objectives, and priorities for the next 5 years.
• Estimating no more than three (3) strategic planning sessions with authority staff and board in July or august.
• Support a facilitator (authority contracting separately) in convenings with the authority staff, board members and key state tourism industry leaders, community stakeholders, and legislators to gather data and feedback that will inform the 2026-2030 strategic plan.
• Support means activities such as ensuring pertinent questions are asked to develop the strategic plan.
• Attend authority board committee meetings, held monthly, to gain insight and provide updates on the input, feedback, and progress of the 2026-2030 strategic plan update.
• Meet with authority staff as needed.
• Interviews with key legislators and stakeholders may be conducted to obtain further information to inform the authority strategic plan.
• Compile results from all resources including interviews, discussions, and strategic planning sessions, to prepare a 5-year tourism strategic plan update (2026-2030) draft for the authority to review.
• Draft one shall include but not be limited to:
o Development of a collective vision.
o A situational analysis that considers authority mission and values in context with current tourism trends and statistics, such as visitor satisfaction, resident sentiment, tax revenue contributions, and jobs.
o Data-driven guidance to invest in assets and programs benefiting residents, the local workforce, community-based organizations, and visitors
o Identification of key performance indicators, targets, and milestones.
o Updated progress on objectives and actions that further the collective vision for destination branding, regenerative tourism, and destination management
o Partnership and coordination need in service of the collective vision, proposed objectives, and proposed actions.
o Positioning of the state in a globally competitive market, with reference to leisure tourism and meetings, conventions, and incentives (mci).
o Positioning of state in the realm of destination stewardship.
o Identification of strategic initiatives to focus on for the next 5 years.
o An alignment of the collective vision with destination management and regenerative tourism best practices.
• Draft one of the strategic plans 2026-2030 shall be provided to authority no later than October 15, 2025.
• Meetings with authority staff and board members shall be held in late October – early November 2025 for plan review
• Design and lay out the board-approved plan.
• Authority may provide design and layout guidelines if necessary.
• Provide the final approved strategic plan update 2026-2030 to authority in pdf format and be ADA-compliant no later than January 30, 2025.
- Contract Period/Term: 5 years
- Questions/Inquires Deadline: April 22, 2025