Backup Documents 06/19/2025 Item # 2K - Management Offices Department PowerpointManagement Offices
(Pelican Bay, CBO, Public
Safety, Strategic
Initiatives)
FY 2026 BCC Budget Workshop
June 19, 2025
Convention & Visitors Bureau
Optimization Study
BCC Budget Workshop -June 19, 2025
Purpose of the Study
•Explore alternative governance structures for the Convention and
Visitors Bureau (CVB) to administer tourism marketing and promotion.
•Evaluate the potential benefits of transitioning from a government-based
Tourism Division to a hybrid model or private sector Destination
Marketing Organization (DMO). *
•Assess how the transition could improve efficiency, flexibility, and
market responsiveness.
* Over 65% of Florida DMOs and 84% nationally operate under a nonprofit structure.
Goals
•Greater Efficiency
The transfer of marketing and promotional responsibilities to a specialized, industry-focused organization may
result in reduced legal, financial, and administrative demands on the County.
•Enhanced Agility and Market Responsiveness
A new model may provide greater flexibility in contract and program execution and allow for more expeditious
response to tourism market changes, including post-storm recovery.
•Assured Transparency & Accountability
Maintain clear and effective public oversight of tourist development tax expenditures through existing County
reporting practices and continued participation in marketing-related decision-making processes.
•Improved Industry Engagement
Facilitate direct representation from hotels, attractions, restaurants, and other tourism partners through
membership and advisory models, ensuring that industry needs are effectively addressed.
•Access to Additional Funding Streams
The ability to establish public-private partnerships and create supplemental funding mechanisms and services to
enhance financial resources.
Study Components
Research
•Examine various models, including government-operated, 501(c) organizations, and hybrid structures.
•Identify benefits and challenges of transitioning to a non-government model.
•Review case studies of destination marketing organizations that have converted from government-operated
structures.
Community Engagement
•Conduct outreach to tourism stakeholders, community leaders, and business owners.
•Form a Steering Committee to provide input and guide development.
•Review organizational requirements, including governance, reporting, and compliance.
•Evaluate TDT fund usage under alternate governance models.
•Analyze bylaws, contracts, and administrative practices from other non-government DMOs.
Legal & Operational Framework
Steps of Implementation
•Identify transitional steps for the best model.