Amelia Island TDC - Amazon S3...Location: Residence Inn, Conference Room 2301 Sadler Road Fernandina Beach, FL 9:00am Agenda I. Call to Order II. Approval of November 7 , 2018 Meeting

AMELIA ISLAND TDC

BOARD BOOK

DECEMBER 20, 2018

AGENDA

________________________________________________________________________

Date: Thursday December 20th, 2018 Location: Residence Inn, Conference Room

2301 Sadler Road Fernandina Beach, FL 9:00am

Agenda

I. Call to Order

II. Approval of November 7th, 2018 Meeting Minutes

III. Public Input (items not on the agenda)

IV. Financials

• Research • Monthly Activity Report

V. Old Business

• TDC Appointments • Tourist Development Tax Discussion

VI. New Business

• Comprehensive Signage & Beach Management Program

VII. Adjourn

Danny Leeper

Danny Leeper

3-minute limit

Gil Langley

Danny Leeper

Gil Langley

Chip Ross

MINUTES

AMELIA~ ISLAND TOURIST DEVELOPMENT COUNCIL

Board Meeting

Wednesday November 7, 2018

9:00 a.m.

Omni Amelia Island Plantation

Racquet Park Drive, Heron Room

Fernandina Beach, FL 32034

Present: Barbara Halverstadt, Danny Leeper, Jim McManemon, Chip Ross, Mary

O’Donnell Absent: Roy Smith, George Sheffield, Bob Hartman, Olivia Hoblit

Staff: Gil Langley, Amy Boek, Susan Hurley, Kate Harris Jamie Fallon, Deb Nordstrom

I. Call to Order

Danny Leeper called meeting to order by 9:12 a.m.

II. Approval of Minutes – Wednesday September 26th, 2018 TDC Meeting

A motion was made by Jim McManemon to approve minutes of last meetings, seconded by Chip

Ross. All approved.

III. Public Input: Items not on the agenda:

No public input.

IV. New Business (New Business was brought forward in the schedule due to a time restraint) Gil Langley

Jack Healan introduced John Hillman the VP of Sales and Marketing for Crane Island. Crane

Island has been chosen as the next location for the 2019 Southern Living Idea House. John

Hillman explained this will bring approximately 15,000 to 25,000 visitors to Amelia Island for

tours of the home. There is a fee for the tour, Jack Healan is offering up $5.00 per ticket to be

donated to the Amelia Island Museum of History.

A motion was made by Jim McManemon to match Jack Healans funding for the Museum up

to $25,000.00, seconded by Chip Ross. All approved.

http:25,000.00

Review of the FY 2018 Budget

• Budget $6,922,974 • Actual $4,534,938 • Available $2,288,036

Taxable revenue for FY2018 reported in at an all-time record of $146,341,824.

V. Performance Metrics Gil Langley

A) 4th Quarter Performance was extremely strong with RevPAR increasing 4.4% in July

14.9% in August and 44.8% in September.

B) FY 2018 Key Metrics, 12 months running shows an increase of 3% in Occupancy; 5%

increase in ADR and an 8.1% increase in RevPAR.

Discussion on the Metrics included the fact that we are in the 9th year of economic expansions

and consumer confidence is still high. No predictions can be made for the coming years, but we

may see a slowdown in 2020 and 2021.

Gil reminded the board that in the downturn years of 2008, 2009 and 2010, AITDC went before

the board twice in 18 months to request an increase in bed tax. Both times it was granted. This

allowed TDC to continue to move forward where others struggled.

TDC has switched focus to major flight markets vs. short-term drivable markets. This new focus

allows for higher yield through longer stays. The cost of competing in these markets is higher.

As the discussion continued, it was mentioned that, while our efforts raising awareness of

Amelia Island in target markets is successful, we need to put more attention on conveying the

value, purpose, and work of the TDC here in Nassau County.

Impact Video

A video recap of the economic impact of tourism and the results of the TDC’s efforts this year

was played. This video was very well received and was requested for use with upcoming City

and County Commission meetings. Will be edited to make the terminology more accessible to

general audience.

Other discussion points:

Tourism helps all businesses from grocery stores to hospitals, farmers, retail stores and

restaurants, shops, activities and many more. If we stopped marketing to travelers it would hurt

everyone, not only businesses but residents also who enjoy less taxes and an enhanced quality of

life. Competing with the type of travelers we want to attract requires resources, creativity, and

commitment.

VI. Program Activity Reports

a) Amy Boek played a video on the upcoming Augmented Reality project for the 2019 Visitor Guide showing examples of how it will work. She discussed the current media

plan and the Co-Op plan that is now available for participation.

b) Kate Harris’s teaser video showed a new look at Amelia Island as a true “Treasure Island” with full production to be rolled out the end of November 2018. Gil Langley also

pointed out to the board that the #LoveAmelia video series, the economic impact and

most all other videos are produced in-house with a small film crew, the work is creative

and professional and still allows us to continue to be good stewards with the budget by

delivering pieces that we can use and share in multiple channels. Kate also covered her

recent UK Sales Mission to London, which included meetings with luxury tour operators

on site agent training, interviews for press coverage, overseeing presence at trade event,

and exploring opportunities for in-country promotion tied to Amelia Island’s unique

heritage.

c) Jamie Fallon reviewed our upcoming events: Petanque AI Open Event, the Wellness Festival and Dickens on Centre Event.

VII. Old Business: Gil Langley

a) Jamie Fallon presented the board with trade show costs including the costs of booths, 7 – 10 domestic shows at $10,000.00 per show and customer trade show booths could run up

to $15,00.00 per show.

The 10-Year Marketing plan was reviewed, and a motion was made by Jim McManemon to

maintain the current distribution of TDC funds, seconded by Mary O’Donnell.

All approved.

In closing remarks, Gil Langley mentioned that the first Amelia Island CVB board meeting was

held on November 6th, the board is strong and confident and will do a good job.

VIII. Adjourned at 10:10a.m.

Approved ___________________, 2018 Tourist Development Council of Amelia Island, Florida

By: _____________________________ By: _______________________________

Danny Leeper, Chair Attest: Gil Langley, Managing Director

http:15,00.00http:10,000.00

FINANCIALS

____________________________________________________________________________________________________________________________________

_________________________________________

_________________________________________

_________________________________________

_________________________________________

12/18/2018 11:49 |BOARD OF COMMISSIONERS |P 1

6235glan |YEAR-TO-DATE BUDGET REPORT |glytdbud

FOR 2019 13

ACCOUNTS FOR: ORIGINAL TRANFRS/ REVISED AVAILABLE PCT

137 AI TOURIST DEVELOPMENT FUND APPROP ADJSTMTS BUDGET YTD ACTUAL ENCUMBRANCES BUDGET USED

37000000 AI TOURIST DEVELOP FUND

37000000 312120 TOURIST DEVELOPMEN -7,232,531 0 -7,232,531 -7,700.54 .00 -7,224,830.46 .1%*

37000000 399951 CASH FWD-RESEARCH/ -79,527 0 -79,527 .00 .00 -79,527.00 .0%*

37000000 399952 CASH FWD-MARKETING -1,563,243 0 -1,563,243 .00 .00 -1,563,243.00 .0%*

37000000 399953 CASH FWD-TRADE -942,561 0 -942,561 .00 .00 -942,561.00 .0%*

37000000 399954 CASH FWD-BEACH IMP -1,562,743 0 -1,562,743 .00 .00 -1,562,743.00 .0%*

TOTAL AI TOURIST DEVELOP FUND -11,380,605 0 -11,380,605 -7,700.54 .00 -11,372,904.46 .1%

37521582 TDC ADMIN FEES-TRANS OUT

37521582 591910 CLERK ADMINISTRATIV 108,488 0 108,488 7,700.54 .00 100,787.46 7.1%

37521582 591910 TAXCO ADMIN FEE-TAX 108,488 0 108,488 7,700.54 .00 100,787.46 7.1%

TOTAL TDC ADMIN FEES-TRANS OUT 216,976 0 216,976 15,401.08 .00 201,574.92 7.1%

37522552 TDC RESEARCH/ADMIN

37522552 531041 MANAGEMENT FEE-CVB 1,052,334 0 1,052,334 74,695.11 .00 977,638.89 7.1%

TOTAL TDC RESEARCH/ADMIN 1,052,334 0 1,052,334 74,695.11 .00 977,638.89 7.1%

37523552 TDC MARKETING

37523552 548110 ADV CONT-AD PRODUC 200,000 200,000 400,000 255,882.60 .00 144,117.40 64.0%

37523552 548120 ADV CONT-MAG PLACE 3,584,667 -200,000 3,384,667 113,355.06 .00 3,271,311.94 3.3%

37523552 548240 ADV CONT-WEBSITE 300,000 0 300,000 16,032.21 .00 283,967.79 5.3%

37523552 548250 ADV CONT-FOCUS GRO 87,089 0 87,089 3,500.00 .00 83,589.00 4.0%

37523552 548330 ADV IN HOUSE-MISC 35,000 0 35,000 2,322.60 .00 32,677.40 6.6%

37523552 548350 ADV IN HOUSE-GOLF 60,000 0 60,000 .00 .00 60,000.00 .0%

37523552 548520 SPECIAL EVENTS 640,000 0 640,000 103,403.33 .00 536,596.67 16.2%

37523552 548530 GRANT - MUSEUM STI 17,500 0 17,500 .00 .00 17,500.00 .0%

37523552 548640 EQUIPMENT 1,500 0 1,500 .00 .00 1,500.00 .0%

37523552 548710 P R - AGENCY FEES 82,000 0 82,000 6,000.00 .00 76,000.00 7.3%

37523552 548720 P R - AGENCY EXPEN 25,000 0 25,000 2,620.00 .00 22,380.00 10.5%

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____________________________________________________________________________________________________________________________________

_________________________________________

_________________________________________

_________________________________________

_________________________________________



FOR 2019 13



37523552 548740 P R FUNCTIONS-ON I

37523552 548770 P R - MISC/AIR FAR

TOTAL TDC MARKETING

37523581 TRANS OUT-GENERAL-EQUIPMENT

37523581 591016 TRANS OUT-GENERAL

TOTAL TRANS OUT-GENERAL-EQUIPMENT

37524552 TDC TRADE SHOWS/TRAVEL TR

37524552 548018 TRAVEL TRADE PUBLI

37524552 548019 HOSPITALITY SERVIC

37524552 548111 DUES/SUBSCRIPT/TRA

37524552 548121 PRINTING-BROCHURES

37524552 548131 FREIGHT/FEDERAL

37524552 548141 REGIST-REG-TRADE S

37524552 548151 OTHER TRAVEL EXPEN

37524552 548161 ON ISLAND - FAMS

37524552 548180 PROMOTIONAL SUPPLI

TOTAL TDC TRADE SHOWS/TRAVEL TR

37525539 TDC BEACH IMPROVMENTS

37525539 534102 CONTRACT SERVICE-B

37525539 554000 DUES & SUBSCRIPTIO

TOTAL TDC BEACH IMPROVMENTS

37999599 RESERVES

15,000 0 15,000 .00

11,555 0 11,555 .00

5,059,311 0 5,059,311 503,115.80

800 0 800 .00

800 0 800 .00

130,155 0 130,155 8,389.74

195,156 0 195,156 25,919.79

12,500 0 12,500 .00

150,000 0 150,000 12,041.14

3,744 0 3,744 .00

75,000 0 75,000 4,052.00

45,000 0 45,000 3,365.04

55,000 0 55,000 .00

35,000 0 35,000 1,267.69

701,555 0 701,555 55,035.40

939,055 0 939,055 21,724.00

12,500 0 12,500 3,000.00

951,555 0 951,555 24,724.00

.00 15,000.00 .0%

.00 11,555.00 .0%

.00 4,556,195.20 9.9%

.00 800.00 .0%

.00 800.00 .0%

.00 121,765.26 6.4%

.00 169,236.21 13.3%

.00 12,500.00 .0%

.00 137,958.86 8.0%

.00 3,744.00 .0%

.00 70,948.00 5.4%

.00 41,634.96 7.5%

.00 55,000.00 .0%

.00 33,732.31 3.6%

.00 646,519.60 7.8%

.00 917,331.00 2.3%

.00 9,500.00 24.0%

.00 926,831.00 2.6%

37999599 599052 RESERVES RESEARCH/ 79,527 0 79,527 .00 .00 79,527.00 .0%

37999599 599053 RESERVES MARKETING 1,063,243 0 1,063,243 .00 .00 1,063,243.00 .0%

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____________________________________________________________________________________________________________________________________



FOR 2019 13



37999599 599054 RESERVES TRADE 942,561 0 942,561 .00 .00 942,561.00 .0%

37999599 599055 RESERVES BEACH 1,312,743 0 1,312,743 .00 .00 1,312,743.00 .0%

TOTAL RESERVES 3,398,074 0 3,398,074 .00 .00 3,398,074.00 .0%

TOTAL AI TOURIST DEVELOPMENT FUND 0 0 0 665,270.85 .00 -665,270.85 100.0%

TOTAL REVENUES -11,380,605 0 -11,380,605 -7,700.54 .00 -11,372,904.46

TOTAL EXPENSES 11,380,605 0 11,380,605 672,971.39 .00 10,707,633.61

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____________________________________________________________________________________________________________________________________



FOR 2019 13

ORIGINAL TRANFRS/ REVISED AVAILABLE PCT

APPROP ADJSTMTS BUDGET YTD ACTUAL ENCUMBRANCES BUDGET USED

GRAND TOTAL 0 0 0 665,270.85 .00 -665,270.85 100.0%

** END OF REPORT - Generated by Gil Langley **

http:665,270.85http:665,270.85

RESEARCH

Tab 3 - Trend Amelia Island+ Currency: USD - US Dollar

Amelia Island Tourist Development Council

For the Month of October 2018

Monthly Percent Change Overall Percent Change

50 9.0

40 8.0

30 7.0

20 6.0

10 5.0 0 4.0

-10 3.0

-20 2.0

-30 1.0

-40 0.0 May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Year To Date Running 12 Months

Occupancy ADR RevPAR Occupancy ADR RevPAR

Occupancy (%) May Jun Jul Aug

2017

Sep Oct Nov Dec Jan Feb Mar Apr May

2018

Jun Jul Aug Sep Oct

This Year 79.1 85.7 86.8 69.5 52.0 72.7 63.8 51.7 58.0 76.0 81.0 80.9 78.5 83.6 86.7 74.6 69.1 73.2

Last Year 74.8 81.9 87.8 73.5 72.9 55.9 64.0 51.4 57.6 79.0 84.3 86.3 79.1 85.7 86.8 69.5 52.0 72.7

Percent Change 5.8 4.6 -1.2 -5.4 -28.7 30.2 -0.2 0.5 0.7 -3.9 -4.0 -6.3 -0.8 -2.5 -0.1 7.3 32.8 0.6

Year To Date Running 12 Months

2016 2017 2018 2016 2017 2018

73.6 75.3 76.1 71.2 72.3 73.0

73.5 73.6 75.3 70.1 71.2 72.3

0.1 2.3 1.1 1.5 1.6 1.0

ADR May Jun Jul Aug

2017


2018

Jun Jul Aug Sep Oct

This Year 245.35 246.17 253.52 202.80 199.41 202.85 187.07 184.17 184.31 204.62 296.34 274.03 262.30 261.79 265.07 217.12 217.41 220.85

Last Year 238.45 244.77 243.55 196.31 204.55 202.94 188.35 183.52 171.92 190.43 267.37 262.63 245.35 246.17 253.52 202.80 199.41 202.85

Percent Change 2.9 0.6 4.1 3.3 -2.5 0.0 -0.7 0.4 7.2 7.5 10.8 4.3 6.9 6.3 4.6 7.1 9.0 8.9


2016 2017 2018 2016 2017 2018

224.87 228.51 243.53 217.77 222.87 235.91

220.26 224.87 228.51 213.69 217.77 222.87

2.1 1.6 6.6 1.9 2.3 5.8

RevPAR May Jun Jul Aug

2017


2018

Jun Jul Aug Sep Oct

This Year 194.07 211.06 220.01 141.04 103.68 147.56 119.44 95.21 106.88 155.51 240.04 221.65 205.79 218.82 229.74 162.01 150.13 161.56

Last Year 178.33 200.58 213.87 144.29 149.22 113.41 120.55 94.42 99.05 150.52 225.48 226.78 194.07 211.06 220.01 141.04 103.68 147.56

Percent Change 8.8 5.2 2.9 -2.3 -30.5 30.1 -0.9 0.8 7.9 3.3 6.5 -2.3 6.0 3.7 4.4 14.9 44.8 9.5


2016 2017 2018 2016 2017 2018

165.50 172.05 185.39 155.09 161.22 172.31

161.91 165.50 172.05 149.88 155.09 161.22

2.2 4.0 7.8 3.5 4.0 6.9

Supply May Jun Jul Aug

2017


2018

Jun Jul Aug Sep Oct

This Year 57,443 55,590 57,443 57,443 55,590 57,443 55,590 57,443 57,443 51,884 57,443 55,590 57,443 55,590 57,443 57,443 55,590 57,443

Last Year 57,505 55,650 57,505 57,505 55,650 57,505 55,590 57,443 57,443 51,884 57,443 55,590 57,443 55,590 57,443 57,443 55,590 57,443

Percent Change -0.1 -0.1 -0.1 -0.1 -0.1 -0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0


2016 2017 2018 2016 2017 2018

563,920 563,312 563,312 677,075 676,345 676,345

563,920 563,920 563,312 677,075 677,075 676,345

0.0 -0.1 0.0 0.0 -0.1 0.0

Demand May Jun Jul Aug

2017


2018

Jun Jul Aug Sep Oct

This Year 45,438 47,660 49,850 39,949 28,904 41,786 35,494 29,697 33,310 39,432 46,529 44,963 45,069 46,465 49,785 42,861 38,387 42,020

Last Year 43,007 45,602 50,497 42,266 40,595 32,135 35,579 29,553 33,094 41,012 48,443 48,001 45,438 47,660 49,850 39,949 28,904 41,786

Percent Change 5.7 4.5 -1.3 -5.5 -28.8 30.0 -0.2 0.5 0.7 -3.9 -4.0 -6.3 -0.8 -2.5 -0.1 7.3 32.8 0.6


2016 2017 2018 2016 2017 2018

415,035 424,137 428,821 482,208 489,269 494,012

414,520 415,035 424,137 474,884 482,208 489,269

0.1 2.2 1.1 1.5 1.5 1.0

Revenue May Jun Jul Aug

2017

Sep Oct Nov Dec Jan Feb Mar Apr May Jun

2018

Jul Aug Sep Oct

This Year 11,148,025 11,732,592 12,637,847 8,101,847 5,763,741 8,476,445 6,639,946 5,469,154 6,139,451 8,068,600 13,788,349 12,321,406 11,821,433 12,164,009 13,196,708 9,306,155 8,345,542 9,280,220

Last Year 10,255,069 11,162,159 12,298,363 8,297,389 8,303,834 6,521,567 6,701,412 5,423,490 5,689,685 7,809,819 12,952,027 12,606,711 11,148,025 11,732,592 12,637,847 8,101,847 5,763,741 8,476,445

Percent Change 8.7 5.1 2.8 -2.4 -30.6 30.0 -0.9 0.8 7.9 3.3 6.5 -2.3 6.0 3.7 4.4 14.9 44.8 9.5


2016 2017 2018 2016 2017 2018

93,329,056 96,918,739 104,431,873 105,009,766 109,043,641 116,540,973

91,303,977 93,329,056 96,918,739 101,478,819 105,009,766 109,043,641

2.2 3.8 7.8 3.5 3.8 6.9

May Jun Jul Aug

2017


2018

Jun Jul Aug Sep Oct Census %

Census Props 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15 15

Census Rooms 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853 1853

% Rooms Participants 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3 96.3

A blank row indicates insufficient data.

The STR Destination Report is a publication of STR, Inc. and STR Global, Ltd., and is intended solely for use by paid subscribers. Reproduction or distribution of the STR Destination Report, in whole or part, without written permission is prohibited and subject to legal action. If you have received this report and are NOT a subscriber to the STR Destination Report, please contact us immediately. Source: 2018 STR, Inc. / STR Global, Ltd. trading as "STR".

-

Tab 2 - Multi-Segment Currency: USD - US Dollar Amelia Island Tourist Development Council

For the month of: October 2018

Florida

Current Month October 2018 vs October 2017

2018 2017

Occ %

2018 2017

ADR

2018 2017

RevPAR Percent Change from October 2017

Occ ADR RevPAR

Room

Rev

Room

Avail

Room

Sold

68.6 74.1 129.69 125.65 88.94 93.11 -7.5 3.2 -4.5 -1.2 3.4 -4.3

Yea r to Date - October 201 8 vs October 2017

2018 2017

Occ %

2018 2017

ADR

2018 2017

RevPAR

Occ

Percent Change from YTD 2017

ADR RevPAR

Room

Rev

Room

Avail

Room

Sold

73.7 74.2 144.28 137.72 106.31 102.20 -0.7 4.8 4.0 5.8 1.7 1.0

Participation

Properties Rooms

Census Sample Census Sample

3773 2198 440526 329176

Jacksonville, FL

Jacksonville Beaches, FL

Savannah, GA

Brunswick/Kingsland, GA

Daytona Beach, FL

Charleston, SC

Nassau County, FL

St Johns County, FL

Hilton Head/Beaufort, SC

Fort Walton Beach, FL

71.5 76.1 114.33 108.93 81.71 82.95 -6.1 5.0 -1.5 -1.1 0.4 -5.8

68.3 70.7 164.23 155.02 112.17 109.67 -3.5 5.9 2.3 1.4 -0.9 -4.3

72.2 74.6 119.06 120.39 85.92 89.85 -3.3 -1.1 -4.4 -0.2 4.3 0.9

62.0 68.6 134.00 120.62 83.02 82.70 -9.6 11.1 0.4 -3.7 -4.1 -13.3

53.8 62.4 107.79 105.39 57.95 65.81 -13.9 2.3 -11.9 -7.4 5.1 -9.5

74.4 79.5 151.78 146.75 112.96 116.73 -6.4 3.4 -3.2 1.8 5.2 -1.6

72.0 74.1 197.32 179.51 142.17 133.00 -2.8 9.9 6.9 6.9 0.0 -2.8

62.4 67.5 132.92 129.70 82.92 87.50 -7.5 2.5 -5.2 -3.5 1.8 -5.8

61.9 59.3 151.88 150.93 93.99 89.58 4.3 0.6 4.9 3.6 -1.3 2.9

73.1 53.7 139.73 126.99 102.13 68.16 36.2 10.0 49.8 51.7 1.3 37.9

74.1 72.6 115.70 109.70 85.73 79.65 2.0 5.5 7.6 8.6 0.9 2.9

73.1 71.8 174.43 165.81 127.55 119.01 1.9 5.2 7.2 7.4 0.2 2.1

72.1 72.3 119.06 117.57 85.88 85.03 -0.3 1.3 1.0 3.2 2.2 2.0

65.3 62.7 136.84 126.53 89.32 79.31 4.1 8.2 12.6 8.8 -3.4 0.6

65.8 64.9 121.51 119.37 79.98 77.42 1.5 1.8 3.3 8.4 4.9 6.5

75.0 77.4 145.31 144.31 109.01 111.73 -3.1 0.7 -2.4 2.5 5.0 1.8

74.5 74.6 217.44 202.91 162.07 151.45 -0.1 7.2 7.0 7.0 0.0 -0.1

67.3 66.6 140.77 135.02 94.78 89.91 1.1 4.3 5.4 8.8 3.2 4.4

64.1 66.2 177.60 168.26 113.77 111.43 -3.3 5.6 2.1 1.0 -1.1 -4.4

65.5 63.6 164.44 159.71 107.69 101.51 3.0 3.0 6.1 7.7 1.6 4.6

271 192 27463 22691

98 61 7821 6711

178 138 16199 14178

88 58 6879 4908

181 74 13589 8633

197 143 20962 16848

24 14 2264 1978

81 47 6026 4655

45 32 6085 4348

93 54 10680 7154

A blank row indicates insufficient data.

The STR Destination Report is a publication of STR, Inc. and STR Global, Ltd., and is intended solely for use by paid subscribers. Reproduction or distribution of the STR Destination Report, in whole or part, without written permission is prohibited and subject to legal action. If you have received this report and are NOT a subscriber to the STR Destination Report, please contact us

immediately. Source: 2018 STR, Inc. / STR Global, Ltd. trading as "STR".

ACTIVITY REPORTS

Tourism Activity Report

November 2018

Mission Statement Created by the Nassau County Board of County Commissioners in 1988, the Amelia Island Tourist Development Council (AITDC) oversees the development and marketing of Amelia Island as a world-class tourism destination. As provided by Florida law, the AITDC is responsible for the expenditure of revenues received from the levy and imposition of the tourism development tax.

The goals of the AITDC are to generate visitation to Amelia Island and its attractions/special events, thereby increasing tax revenues, including sales taxes and those imposed on the hospitality industry. In turn, those tax revenues may be used to improve the quality of life for the citizens of the community, provide support for beach re-nourishment, and ensure a viable hospitality industry.

The key focus areas of Amelia Island TDC are:

Events & Promotions:

• Visitor Services • Conferences/Meetings • Travel Trade Shows • Events

Marketing:

• Strategy • Advertising • Content/Social • Website • Collateral

Public Relations:

• Writers • Coverage • Press Releases • Promotions


Events & Promotions

Visitor Services

AMELIA ISLAND WELCOME CENTER

o Welcomed 2,597 visitors.

o Trip Advisor listing as one of “top 10 things to do.”

o Research survey data collected daily and tracked.

o Welcomed 5 motor coach tour, prepared 200 welcome bags.

o Prepared no welcome packets for group visits during month of November.

Visitor Guide fulfillment totaling over 2500 per month.

Weekly distribution of collateral to all lodging and hospitality partners island wide.

Monthly STR report and Sales Tax tracking.

Assist with welcome and registrations of large groups or meetings as needed.

Conferences/Meetings Main Street board and organization Ongoing work with Cvent on RFP’s meetings

Monthly Historic FB Association meeting Monthly Jax Sports Council meetings

Monthly Northeast Florida Restaurant & Monthly City Event Committee meetings

Lodging Association meeting FADMO Annual Meeting

Monthly Florida’s First Coast of Golf meeting

Travel Trade Shows

UK Trade and Media Event in London, Brand USA movie premiere

Events/Holidays

Artrageous Artwalk every 2nd Saturday

Amelia Island Wellness Festival (Nov. 9-11)

Petanque Amelia Island Open (Nov. 9-11)

Upcoming Events:

Dickens on Centre & Holidays

o Dickens After Dark – continuing to promote ticket sales; pushing entertainment announcements via Facebook

o Finalizing and promoting entertainment schedule



o Finalizing load in schedule w/ Fanvergence, PRI, AVL, Beach View along with deliveries for dumpsters, toilets, gray water and city materials (barricades, sandbags, etc.)

o Created new print program; designed and printed for inserts into News Leader (10K) with another 5K for event distribution

o Finalized bar sponsors – Marlin & Barrel sponsoring Gothic Alley; CVB managing owned bar in Fezziwig’s

o Organizing and continuous recruitment of volunteers for general and newsie rolls;

o Hosted improv training for newsie volunteers 11/3

o Finalized costume order with Make Believe

o Finalized kid zone activations, Girl Scout workers

o Coordinated mulch delivery for Ghost Club area

o Finalized St. Nick stationary for letter writing & return post cards

o Finalized vendor site plans w/ electrician

o Coordinated vendor load in details

o Finalized event signage program

o Organized owned supplies including costumes, 2 storage units & office for team load in

o Confirmed programs with all 3rd party vendors – cleaning w/ Rollins & Snelling, PAC, off duty police, CSC security, holiday lighting, Advanced Disposal, emcee, reader,

o Finalized photography and videography for event as well as St. Nick

o Executed event pop-up during Savanah Food & Wine Festival

o Ordered newsie bags for merchandise sales & newsie use

Amelia Concours Week

o Continuing to traffic media buys

o Updating landing page

Amelia Island Restaurant Week

o Scoped 2019 program details

o Partner registration calls

o Started creative design for poster

o Updating landing page content

o Placing media buys & strategizing promotions

TaxSlayer

o Starting landing page development for team selection announcement



Marketing

Strategy

Marketing Plan for FY2019

o Presented at annual Industry Meeting

o Continuous execution of tasks as outlined in FY19 plan

o Launched Fy2019 Cooperative advertising program for partners including 7 traditional print ops + 3 digital ops

▪ Selling and coordinating program

▪

Augmented Reality App Project - Continuing work with Miles Media to implement an augmented

reality program into our marketing efforts through advertising, collateral and in-marketing

activations;

o Continuous proofing, editing, communicating with Miles on animations, UX/wireframes, scripts, and content

o Editing and finalizing Visitor Guide content

o Created new mini-mag program to tease Visitor Guide/AR project in four consumer print insertions in March 2019.

▪ Sold co-op ads – 2 full page partners and 2 ½ page partners

o Finalizing in-market activation plans

o Starting app technology testing

o Working on implementing AR into trade booth

Media planning

o Finalizing, trafficking creative for approved media buys as per media plan. Major programs included:

▪ Toronto Star

▪ Atlanta Journal Constitution

▪ Event focused placements for Dickens, Restaurant Week & Concours Week

▪ Digital program w/ Travel + Leisure

▪ Visit FL Toronto transit takeover

▪

o Continuing to evaluate potential programs

o Hosted Travel + Leisure & Garden & Gun writers as new advertorial program format

Coordinating partnership ideas on Crane Island’s Southern Living idea house

Working with Digital Edge on regular eblasts, SEO work, updating landing page content for

promotional programs, dashboard, etc.



Collateral

Value Card 2019 – finalizing partner content; started design process

Artrageous Artwalk – finalizing partner content; started design process

Content Studio/ Social

Significant increase in video content on social platforms this month.

In runup to wellness festival, released Dancing on Paddleboards, 10 Ways to Wellness on Amelia

Island, Wellness and Biking, Healthy Smoothies at the Surf, SUP Yoga and Omni Amelia Island

Plantation Spa Spotlight videos, which together garnered over 50,000 video views.

Covered Amelia Island Wellness Festival and Pétanque Amelia Island open with combination of live

broadcasts, photography, and short videos for social platforms.

Hosted and filmed Master Chefs of France dinner, unique gathering of the President of the Master

Chefs of France and three other members (there are less than 500 worldwide) as they were hosted

by Chef Rick Laughlin and prepared a special menu featuring dishes inspired from their home

regions and by the local cuisine of the southeast. Association considering Amelia Island for future

annual meeting and all chefs want to return for special event last year. Footage will be edited into

short pieces to promote Restaurant Week in January and to be used on various platforms to show

that Amelia Island is a true culinary destination. Live videos of event viewed over 5000 times.

Dickens on Centre promotional video reached over 94,000 people (paid placement and organic)

with 78,000 video views.

Filmed production and launch of S.S. Amelia Gingerbread Pirate Ship to use this season and in

future promotions.

Overall, a 30% increase in minutes viewed over last month.

Website

New Users, Sessions, and overall number of users all up by average of 22%.

Continuing to enhance SEO and power paid promotion by adding new blog content.

Implemented the Open Graph and Canonical tags to enhance SEO and social promotion.

International

Booked trip to Amelia Island for (Ms. Katja Wagner,) director of the leading European tour operator

DER Touristik, arriving first week of January.



UK Sales Mission and Dickens event in London planning underway: will host top travel executives

and media for an evening at Charles Dickens House and Wilton’s Restaurant spotlighting unique tie

to Dickens on Centre event.

Prepared photo galleries and press talking points for VISIT FLORIDA (Germany and UK), Daily Mail

(UK), and Tagespiegel (Germany.)

Developing stories and content focused on history and cultural heritage to meet requests from high-

end tour operators.

Advertising (Paradise)

Agency completed a resize of the updated 2019 Concours Week print ad for Flamingo Magazine

Agency completed the creative updates for Concours Week 2019 – Events, dates, times, updating

the full-page ad, and digital banners in 6 different sizes (both in Flexative and Sizmek)

Agency completed the resize of the Ever So Slightly Romantic full-page ad for the February Super

Bowl Special edition of the Atlanta Magazine

Agency completed a resize of the Concours Week for the January edition of Atlanta Magazine

Agency completed the resize of Enchanting for Garden & Gun – February/March edition

Agency completed a resize of the Enchanting creative for the January edition of Nashville Lifestyle

Agency completed the resize of the Enchanting creative for the January edition of the Boston

Magazine

Agency completed delivery for Travel + Leisure January

Agency completed delivery for Philadelphia – January

Agency completed delivery for both January and February editions of Chicago

Agency met with Amy to discuss AJC Superbowl creative on 11/12/18

Agency currently has jobs opened for the following:

o NYTimes Women’s Fashion – February

o NYTimes Summer Travel May 2019

o NYTimes Magazine Voyages March 2019

o Gator Bowl - Commercial Trafficking

o 2019 Value Card

o 2019 Artrageous

Agency media team met with the following media vendors for potential partnership:

o Spectrum Reach

o MNI



o NCM

Upcoming – December Agency to deliver final half page ad to Travel + Leisure

Agency to deliver final full-page ad to Washington Magazine

Agency to deliver final Ever So Slightly creative to Texas Monthly (size TBD)

Agency to deliver final full-page ad to Nashville Lifestyles for February edition

Public Relations

Writers

Followed up with Travel + Leisure writer, Macy Sirmans, post-visit to offer additional information and images

Vetted opportunity to host Denise Lasley, Editor of Village Neighbor Magazine, at Amelia Island Wellness Festival. Declined

Coordinated comped dinner for Atlanta-based blogger/influencer, Eating with Erica, in exchange for blog post and full social media coverage

Vetted opportunity to host blogger, Girl Gone London. Declined providing assistance in terms of comps or media rates, but offered to provide any recommendations, information, or access to images

Press/Outreach

Submitted information about the Amelia Island Wellness Festival for potential inclusion in a Forbes online roundup of best health/wellness festivals

Provided Restaurant Week information and images to First Coast Register

Provided Jacksonville Business Journal with Gil Langley’s bio and headshot for inclusion in Ultimate CEO's list for December issue

Pitched Amelia Island as a dog-friendly destination and provided information, activity suggestions, and photos

Drafted press release announcing destination’s 2019 events. Distribution delayed until all dates and details are finalized by CVB in early January Pitched Amelia Island to Coastal Living as a Best Christmas Town and Best Dog-Friendly Beach; provided information and images for both

Drafted and distributed press release announcing this year’s Dickens on Centre, Dickens After Dark, and holiday offerings



Sent out 2018 Petanque Amelia Island Open images and recap post-event to local outlets

Created 150 words of advertorial copy for January co-op in Atlanta Magazine

Created 250 words of advertorial copy for Philadelphia Magazine and Boston Magazine

Gathered Restaurant Week information for inclusion in press release announcing this year’s offerings

Drafted a CVB Call for Dickens Volunteers pitch and distributed to local outlets

Promotions/Partnerships

Confirmed renewal of partnership with Harris Teeter for 2019

Events

Provided details and instructions for redemption to Dallas’s “Meet Amelia” trip giveaway winner

Hosted calls with Kristine Kennedy to determine photo shoot backdrop for Food & Wine Fest to promote Dickens event

Coordinated Savannah Food & Wine Fest consumer activation to promote Dickens on Centre. Arranged photo booth, and event set-up. Maintained communication with all vendors and festival hosts to provide load-in information, times, expectations, and event details.

Communication

Prepared public relations slides for Industry Meeting; Maria Hayworth attended and presented on behalf of Hayworth PR

Connected with Nicki of Collins Korman Events to gather information about new wedding offerings at Elizabeth Pointe Lodge

Provided publicity and activity reports


OLD BUSINESS

AMELIA ISLAND

TEN YEAR MARKETING PLAN

2019 - 2029

For the past 30 years, the Amelia Island Tourist Development Council and the Nassau County

Board of County Commissioners have followed a voter approved Strategic Plan with great

success. The stated goal is to enhance the economy of Nassau County by increasing the

visitation, length of stay, and expenditures by guests in pursuit of pleasure, business, and

meeting/convention activity. Achieving those goals has resulted in a vibrant employment market

– supporting 1 in 4 jobs. Many of those jobs are in the service industry, fueled by visitor

spending, which results in 38% of all retail sales in Nassau County. The tourism industry

annually generates over $40 Million to Nassau County government, saving each household

$3,400 in state and local taxes.

The AITDC is committed to “staying the course,” which has produced enviable results –

establishing the tourism industry as a critical component of the local economy and has improved

the quality of life for residents and visitors alike. A large reason for success is defining our

scope.

MISSION

Maximize the positive economic impact of a sustainable tourism industry that enhances the

quality of life on Amelia Island.

VISION

Inspire targeted travelers to come make memories on Amelia Island as well as to return, and to

share their experiences.

GOAL

Generate visitation to Amelia Island and its attractions/special events, thereby increasing tax

revenues, including sales tax and those imposed on the hospitality industry. In turn, those tax

revenues may be used to improve the quality of life for the citizens of the community, provide

the support necessary for beach re-nourishment, and ensure a viable hospitality industry.

GUIDING VALUES

Protect natural, historic, and economic resources Cultivate collaboration - and be open to acting on inspiration

Stay ready and willing to evolve with disruptive technologies

Continually experience the community through visitors’ eyes

Take responsible risks to improve performance Expect excellence as a standard, not as an exception Focus on outcomes, solutions, and achievements

1

BACKGROUND

The Amelia Island Tourist Development Council

Created by the Nassau County Board of County Commissioners in 1988, the Amelia Island

Tourist Development Council (AITDC) oversees the development and marketing of Amelia

Island as a world-class tourism destination. As provided by Florida law and County ordinance,

the AITDC is responsible for the expenditure of revenues received from the levy and imposition

of the tourism development tax.

Amelia Island Convention & Visitors Bureau, Inc.

The Amelia Island Convention & Visitors Bureau (AICVB) was created in 2008 to serve as the

catalyst for tourism development on Amelia Island. A 501(c)6 corporation, the AICVB serves as

the management company for the Amelia Island Tourist Development Council, and is

responsible for implementing the programs of the AITDC. Among the duties of the Convention

& Visitors Bureau is the operation of the official Amelia Island Welcome Center in historic

Fernandina Beach, execution of an annual marketing plan, and the management of the

advertising, interactive, and public relations programs.

INDUSTRY BACKGROUND

Tourism is the largest industry in Nassau County, both in number of employees as well as

revenue generated for the local economy. Tourism jobs represented 36.2% of total county

employment - 13,620 jobs were attributed to direct spending from visitors to Amelia Island in

2015, and another 2,035 jobs were attributable to the induced and indirect effects of visitors’

spending.

Amelia Island saw a record number of visitors in 2017 – 1.4 million when counting those who

stay in paid accommodations, day trippers and those visiting friends and family. The direct

spending by these visitors was $626,461,800 (35.5% of all spending in Nassau County), and an

estimated $826,929,500 total economic impact when using the multiplier effect. The average

age of a visitor to Amelia Island is 49.8 years old with an annual household income of $133,355.

One in four arrives by plane, overall with a base budget of $2,065.

The AITDC focuses on visitors who stay in paid accommodations, with a specific market

strategy to increase yield, stressing quality of visitors over quantity. Research shows this

strategy is working. From 2012 to 2017, overnight visitors rose at an annual average rate of

5.3%, while economic impact rose at more than double that rate, up 64% in total. The fastest

growing segment from 2010 to 2017 was in the lucrative and eco-friendly foreign markets,

which tripled in visitation. While the AITDC’s success is laudable, a strategic plan is critical in

shaping new strategies to market and enhance the island as well as identifying new resources to

sustain this growth.

2

FUNDING

The AITDC is funded by a 5% tourist tax on short-term accommodations; those renting for less

than six months are subject to the tax. The Nassau County Tax Collector and the Nassau County

Clerk of Courts each receive 1.5% of the tax collected as an administrative fee. How these user

fees could be used was defined by SB125.0104, and ratified by a vote of the people in 1988.

Once the Strategic Plan was adopted, the Board of County Commissioners mandated the

expenditure of bed tax revenue breakdown as:

In crafting the original Strategic Plan, the unanimous will of the AITDC was that no less than

75% of bed tax revenues be dedicated to promoting Amelia Island for leisure and business

travelers domestically and internationally. Thirty years later, the unanimous will of the AIDTC is

to maintain the defined use of tax revenues, with no less than 75% of funding dedicated to

marketing activities – advertising, public relations, promotions, special events, sales, and

customer service.

Further, the Nassau County Commission is on record as opposing any diversion of bed tax

revenues to fund programs that do not have as its primary objective the promotion of tourism.

PERFORMANCE

The primary measures of success have been impressive. Hotel metrics are extremely strong. In

2017, RevPar (Revenue Per Available Room) was $161.57, second only to Key West, Florida.

Average occupancy year-round is 72%. The destination lodging industry has generated record

taxable sales for nine years in a row.

The AITDC contracts with the AICVB to implement its program of work. The AICVB is

recognized as a top-tier Destination Marketing Organizations (DMO). It is the recipient of over

40 Adrian awards presented by HMAI and 27 Flagler awards issued by VisitFlorida. It has won

18 Henry’s (Best of Class) and been recognized for “Best of Show” by Visit Florida three of the

past five years. Due to an aggressive public relations effort, Amelia Island is frequently

recognized by international publications and websites like Conde Nast Traveler, Southern

Living, Trip Advisor and USA Today.

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SWOT ANALYSIS

Intro…

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As laid out in ___, the AITDC budget is allocated into four main segments - marketing, travel

trade, administration, and beach improvements. Each of these segments plays a vital role in the

overall strategic plan for developing a successful and sustainable tourism industry for Nassau

County.

MARKETING

To achieve the goal of generating visitation to Amelia Island and increasing related tax revenues,

the Amelia Island Convention & Visitors Bureau will execute an aggressive marketing program

to ensure the destination has an identifiable and authentic brand which will interest and engage

target audiences, converting them into overnight visitors to Amelia Island.

Strategic marketing initiatives are an essential component to Amelia Island’s strategic plan and

will comprise at least 65% of the total budget. As approved by the BOCC, the AICVB may

engage creative professionals deemed necessary by the AITDC. Selection of exceptional

talent is in the best interest of Nassau County and is exempt from competitive bidding. The

AICVB is responsible for brand management and creating a brand image of Amelia Island that

will be uniformly projected in all the visitor-related communication.

As a contractor, the AICVB will be responsible for the following tasks and other duties as

requested by the AITDC:

Execute a paid advertising across a variety of mediums including traditional media such as

print, radio and broadcast to digital channels such as internet, mobile, social media and

evolving technologies.

Utilize owned digital channels including website(s), email, and social media channels as

ongoing engagement, communication and conversions tools

Develop and distribute destination collateral material.

Sales and marketing efforts directed at the travel trade and group meeting marketplaces.

Provide cooperative advertising programs with 3rd party entities and local hospitality

partners.

Engage in public relations and earned media initiatives including media outreach and crisis

management.

Special event development including owned events and supporting 3rd party events that

target need dates for the hospitality industry.

Conducting and analyzing research including visitor intercept studies as well as programs

to evaluate marketing effectiveness. Research is critical to maximizing effectiveness,

understanding our impact and optimizing accordingly to ensure the maximum return on

investment.

Guiding Principles

These principles guide the overall direction for our marketing initiatives, ensuring we support a

positive and sustainable tourism industry in Nassau County.

Promote, protect, and preserve Amelia Island’s tourism assets.

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Support infrastructure improvements and smart development that enhance tourism. Inform and educate local stakeholders on the economic, social, and cultural value of a sustainable tourism program. In times of crisis, provide leadership, foster communications, and serve as liaison to key officials. Focus on increasing yield and return on investment by targeting high income households in

major markets likely to stay longer and spend more.

Key Marketing Strategies

Utilize data-driven decision making, letting our research and analytics forge our reasoning

for marketing decisions.

Implement an integrated marketing approach designed to strengthen the Amelia Island

brand and reach our targeted audience multiple times, across multiple channels, increasing

brand recall and influence of action.

Maintain consistency of brand identity throughout all marketing channels to manage brand

integrity and increase brand recall. Owned marketing channels such as advertising,

collateral materials, Welcome Center and our in-house digital assets from the website and

email to social media, all work in conjunction to inform, inspire, engage, and influence

visitors.

Employ aggressive public relations initiatives to foster positive brand sentiment and keep

Amelia Island in the forefront of earned media coverage.

Focus on the continued expansion of the content studio to create original content, curate

user-generated or publisher-driven content, and effectively distribute content that engages

visitors, both potential and repeat, converting them into brand advocates.

Focus on effective planning, evaluation, reporting and optimization of marketing to ensure

return on investment.

TRAVEL TRADE

Travel trade is a critical component of the AITDC's strategic plan. It is vital to effectively

combine industry and trade focused efforts with the overall marketing strategies in order to

successful win meetings, social group and leisure visitor business. Travel trade initiatives include

trade shows, conferences and marketplaces to interact with meeting planners, tour operators,

travel agents and consumer groups on a regional, national and international level. Additional

activities may include hosting travel trade professionals on Amelia Island for familiarization trips

or providing support for hosting meeting planners, tour operators and niche market specialists

(weddings, wellness, etc.) through programs such as Sites for Flights. Domestically and

internationally, group solicitation is dependent on building and maintaining personal

relationships. Effectively selling the destination involves joining actively being involved with

associations, organizations, and professional consulting groups.

Also essential to our travel trade activities is providing in-market visitor services including the

operation of the Amelia Island Welcome Center. Providing a welcoming and informative

greeting to the destination strategically allows us to meet visitor expectations, provide a warm

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customer service experience, and increase visitor yield and return visitation.

BEACH IMPROVEMENT

The AITDC values the beach as one of our most precious natural assets and recognizes careful

beach management will insure our competitive edge over other beach destinations. As such, the

AITDC dedicates 10% of our funding to beach improvement projects as deemed appropriate

such as nourishing the beach, monitoring beach erosion, beach cleaning, and enforcement of the

“Leave No Trace” ordinance. Projects designed to enhance the experience of visitors, such as

signage or development of facilities (wedding chapel, educational facilities) may also be

considered.

ADMINISTRATION

The AITDC will employ the Amelia Island Convention & Visitors Bureau to handle

administrative matters and to carry out the policies of the Board of County Commissioners and

the AITDC. Responsibilities will include but not be limited to the following:

Ensure all programs and activities comply with state and local statutes and ordinances. Direct, coordinate and monitor activities of all professional agencies or vendors under

contract. Coordinate and act as liaison to all local organizations involved with visitor development

including local, state, national and international tourism organizations; hospitality and

restaurant associations. etc.

Work with local, state and regional media to effectively communicate AITDC programs

to the public and to convey the importance of increased visitor business to the local

economy. All other duties as assigned by the TDC.

SUMMARY

This Strategic Plan is the product of many hours of individual, sub-committee and full

committee work. Subsequent to adoption, it should not be easily amended. The members of

the TDC believe this plan should comprise the marketing direction for the next ten years for

Amelia Island/Fernandina Beach. Naturally marketing strategies will change for us from

time to time and be re-directed as the market grows and expands. It is the firm conviction of

the TDC, however, that the monies raised by taxing hotel and motel rooms should be used for

promoting visitor and group business and not for other purposes. By adhering to this general

plan, the TDC can effectively promote this island to target markets and successfully compete

with the other areas seeking additional visitors and their expenditures.

END

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NEW BUSINESS

ADJOURN

December 2018 TDC Board Meeting - working.pdfDecember 20 2018 Board Book Dividers.pdfAgenda 12.20.18.pdfDecember 20 2018 Board Book Dividers.pdf11.7.18 TDC Board Meeting Minutes.pdfDecember 20 2018 Board Book Dividers.pdfYear to Date Budget Report.pdfDecember 20 2018 Board Book Dividers.pdfAmeliaIslandTouristDevelopmentCouncil_201810 STR.pdf�Trend Amelia Island+Multi-Segment

December 20 2018 Board Book Dividers.pdfAmelia Island Activity Report Nov 2018.pdfDecember 20 2018 Board Book Dividers.pdfbb8f6ed3-99d6-45d5-afee-507d246d0289.pdfAmelia Island Ten Year Marketing Plan 2019 - 2029.pdf

bb8f6ed3-99d6-45d5-afee-507d246d0289.pdfDecember 20 2018 Board Book Dividers.pdf

bb8f6ed3-99d6-45d5-afee-507d246d0289.pdfDecember 20 2018 Board Book Dividers.pdf

Untitled

Documents

Amelia Island TDC - Amazon S3...Location: Residence Inn, Conference Room 2301 Sadler Road Fernandina Beach, FL 9:00am Agenda I. Call to Order II. Approval of November 7 , 2018 Meeting