St. Mary's County Tourism And Hospitality Master Plan

resources and expertise needed to lead a complex plan that requires broad based engagement and collaboration.Without enhanced resources and diversified expertise, the likelihood of successfully implementing the THMP isreduced.Throughout this report “tourism organization” is used to reference the future entity whether it remains public as aDivision of the Department of Economic Development or becomes a private, non-profit organization as detailedbelow.SHORT-TERM VICTORIES AND LONG-TERM COMMITMENTSThe THMP contains opportunities for short-term victories as well as longer term outcomes that will require consistentsupport. The short-term victories are primarily focused on group sales opportunities in current venues and the longterm commitment is needed to develop the building blocks to enhance future visitor experiences. A successful effortin both areas will lead to a robust tourism economy in St. Mary’s County. The focus on short-term opportunities andlonger-term development also emphasize the need to align the future tourism organization to support these efforts.GOVERNANCE AND ONGOING ENGAGEMENTAs stated earlier, a critical component in the development of all aspects of the THMP was the engagement of thetourism community. The cornerstone of this was the development and engagement of the Master PlanningCommittee. This committee was made up of community and business leaders with a direct or indirect tie to thetourism industry. The Master Planning Committee has met consistently through the development of the SituationalAnalysis and provided valuable insight There are also numerous local experts who have participated and givenguidance in the areas identified in the THMP. This level of engagement has been vital in the development of theTHMP. It is recommended that a governance model is implemented that will continue the momentum that has beenstarted in this planning process. The ongoing engagement of these business and community leaders will provide animportant foundation and wealth of expertise for the successful implementation of the THMP. There are morespecifics in the report related to governance and ongoing engagement.SUMMARY OF TARGET MARKETSThe focus of this plan on short, medium and long-term opportunities makes it important to focus on targeted visitormarkets that have an established propensity to engage in experiences that are being developed. St. Mary’s Countyhas the advantage in that there are a breadth of activities that, when further developed, will have the ability to reach adiverse audience.The largest emerging visitor market which must be a focus is “Millennials.” The Millennial Generation was bornbetween 1981 and 1997 and have now eclipsed the Baby Boomers, who were born between 1946 and 1964. Thisbodes well for St. Mary’s County because this generation of traveler is much more interested in participating in anactivity as opposed to just observing. Many of the experiences that are discussed in the THMP are designed to be“hands on” experiences and therefore should appeal to Millennials.The other market focus that will include Millennials and others are the particular “enthusiasts” for the activities thatare outlined in the report. Examples of these enthusiasts include Cyclists, Paddle Boarders, Fishermen, HeritageSt. Mary’s County Tourism & Hospitality Master Plan 3

Tourists and more. This provides specific targets to pursue and raise awareness of activities they have interest in.JLL has done extensive research on these audiences which can be found in the Situational Analysis.Lastly, there are group markets that have been identified in the THMP. These include weddings, sports and smallmeetings. For sports and small meetings, the target audience is the event organizers and meeting planners thatmake the decision on where their event will meet. The proposed future tourism organization has a direct salescomponent designed to focus on these group markets.MEASUREMENTIt is important to distinguish an overnight visitor from the day visitor, as mentioned in the prior sections. JLL’sexperience and national research indicates that the type of activity that will cause a visitor to come and stay overnightcan be different and more compelling than one choosing to visit for the day. In essence, the “bar is higher” to cause avisitor to stay the night, meaning the quality and quantity of experiences that make a visitor book an overnight stay. Inturn, the County will need to shift its focus to raise this “bar” in developing experiences and new amenities that willattract out of town visitors. JLL recommends that processes are instituted that are designed to track the results offuture tourism efforts that give a clear indication of the overnight stays that have been generated. The process totrack overnight visitors needs to expand in all areas cited in the THMP. This includes engaging the lodging industryas well as other attractions in a plan to track success.THE IMPORTANCE OF RESEARCHJLL has completed research related to larger national trends to gain an understanding of potential future visitormarkets for St. Mary’s County. Many experts have been consulted to gain their perspective on potential targetmarkets. The tourism organization or Tourism Division needs to develop a research plan to conduct targetedresearch to validate the level of interest in the priorities outlined in the THMP. In addition, it is recommended that testmarketing is conducted to determine levels of interest for particular experiences. Research does not have to becomplicated or costly. JLL would recommend developing in-house approaches to surveying target audiences to gaininsight.FOUNDATIONAL TOURISM COMPONENTSThere are four foundational areas that have been identified which are key elements to support the overall successthe THMP. The areas that have been identified are as follows:1.2.3.4.Organizational ModelEconomic DevelopmentRegulationsWorkforce TrainingWith the above items addressed and progressing, the County can begin to turn the corner in tourism, diversify thelocal economy and deliver high-quality experiences for overnight visitors. If these foundational components are notdeveloped, the success of the implementation of the THMP will be greatly impacted.St. Mary’s County Tourism & Hospitality Master Plan 4

Recommended Organizational ModelJLL has worked with the County’s Economic Development Department, Tourism Division and County Administrationto recommend a strategy to support the THMP implementation through a rethought organizational model. There aretwo organizational directions the County could pursue; privatize the Tourism Division or remain a public functionunder the Department of Economic Development. JLL recommends that the County consider a transition to a private,non-profit 501(c)6 organization over the next several years to add functionality and flexibility which will enablesupport for the THMP’s implementation. While JLL recommends this transition to a private, non-profit organization, itis important to recognize that JLL believes form should follow function. The Organizational Model section hasdetailed the staffing levels needed to move the County forward with specific areas of functionality. If the County canachieve the functionality recommended in the Organizational Model section, then transition to a private, non-profitorganization may not be necessary.Economic DevelopmentAs stated above, the need to develop key aspects of the tourism experience includes attracting new investment to St.Mary’s County. This includes targeted efforts in key industries such as lodging, restaurants, wedding venues,wineries, breweries and more. The most effective approach will be collaborative with the proposed tourismorganization, the regulatory agencies and Leonardtown. A collaborative approach has been recommended toaccomplish this as part of the overall CEDS plan. In addition to the goal of attracting new business, there is animportant focus on supporting the success of current tourism-related businesses.RegulationsThe regulatory challenges that exist in St. Mary’s County warrant a major focus of the THMP. The process hasuncovered areas that either must be changed or planned for in a more proactive manner that is inviting for newinvestment and supportive of current business owners. This process has included all of the primary regulatoryagencies which has led to a recommendation to include the THMP as an on-going “agenda item” in the TechnicalEvaluation Committee (TEC) meetings. The TEC meetings include all of the local and regional regulatory agenciesand has historically been focused on reviewing current projects. This approach would give the agencies anopportunity to discuss the specific recommendations contained in the THMP as well as give advice on how toprepare identified properties for future development. This new approach to tackling the regulatory challenges isfoundational to the success of the THMP.Workforce TrainingA trained and informed tourism workforce can make a significant difference in St. Mary’s County’s ability to attractand retain overnight visitors. Overnight visitors will return to a place where they have been treated well. The task ofmaking an impact in this area is significant and needs to be consistent and sustainable.A recommended approach to this is to work with a recognized firm on developing a certification program that isdesigned to train, educate and reward tourism employees. This would come from a very customized curriculum andan ongoing program that certifies employees who have completed the training and then encourages ongoingSt. Mary’s County Tourism & Hospitality Master Plan 5

participation to maintain the certification. The program would also become an important marketing tool for the Countyby committing to the quality of service a visitor will receive in St. Mary’s County.TOURISM AND HOSPITALITY MASTER PLAN PROGRAMSThe THMP includes specific action plans for nine programs and three emerging programs that were identified in thedevelopment of the areas of best use report. These have been identified as the key priorities that have the potentialto deliver a significant return on investment as defined as increasing the number of overnight visitors. Each of theprograms contain an overview and a work plan designed to give guidance on the steps that are needed to move thearea forward. Each of the programs also identify the recommended advisory groups, key partners and resources thatshould be engaged to support the implementation and future success. This section of the report should be used inthe subsequent meetings as a road map for future success.Assets and activities that have been designated as priorities based on their potential to meet the plan’s key objectiveof driving overnight visitors to St. Mary’s County are:Lodging – Ensuring there is a variety of lodging choices in St. Mary’s County from full service hotels, toresort-type hotels to B&Bs, so as to meet the needs and expectations of various market segments.Dining – Recruiting and supporting restauranteurs committed to providing chef-driven, locally sourcedculinary experiences, thus keying into culinary tourism trends.Water Access and Activities – Increasing and improving water access and developing water-basedexperiences to appeal to a broad range of visitors eager to get out on the water to paddle and play.Leonardtown – Supporting the Town in its evolution as a vibrant tourism hub that brings together shopping,dining and lodging and serves as a base for outward exploration.South County – Developing strategies that “reimagine” a new future for this once vibrant tourism meccawhile meeting environmental regulatory challenges in cooperative and innovative ways.Museums & Historic Sites – Investing in visitor programs and capital projects to ensure both establishedand new ventures achieve the truly exceptional. Creating “connectivity” between sites to enrich and extendthe visitor experience.Events – Supporting existing events capable of attracting overnight visitors and developing a “signature”multi-day event that has direct economic impact and serves to enhance the County’s “brand.”Agri-tourism and Farm-to-Table – Creating experiences around land and water heritage that connect thevisitor with what is authentic and unique to St. Mary’s County, supporting farm and aquaculture-relatedindustries, and developing implementable farm-to-table strategies.Outdoor Activities – Developing cycling opportunities and tapping into existing state and federal cyclinginitiatives to extend trails within the county and link trails across the region.It is important to note in the following pages, for each of the THMP Programs noted above, that there are additionalstudies, research projects and reporting needs with varied costs that may be necessary as the implementationbegins. It is assumed that the County will reevaluate these suggestions as implementation evolves.St. Mary’s County Tourism & Hospitality Master Plan 6

The THMP also identifies three emerging markets that have potential to develop in conjunction with a focused saleseffort as outlined in the organizational model section. These include Weddings, Small Meetings and Sports. Thereare short term opportunities in the emerging markets that could produce near term results.CONCLUSIONThe THMP is a compilation of the research, engagement and ongoing internal and external review that has takenplace in a collaborative year-long process. It represents an in-depth look at the wide variety of opportunities that existin St. Mary’s County. It includes some potential short-term victories as well as longer term planning that will producea viable tourism economy and increase overnight visitors. The foundational areas that have been identified are vitalcomponents to a successful implementation of the THMP. If any of the foundational components do not evolve andembrace how to successfully support the THMP, the process will be negatively impacted. The programs that havebeen identified are complete with specific action steps to create a “road map” for successful implementation. Theseaction steps should be reviewed in subsequent meeting with the advisors noted in the program section.The inclusive p

EXECUTIVE SUMMARY The St. Mary's County (County) Tourism & Hospitality Master Plan (THMP) and South County Action Plan is a compilation of an extensive and inclusive process that has been designed to take a comprehensive look at how to develop and grow the local tourism economy. Jones Lang LaSalle Hotels & Hospitality (JLL) is proud to have been