Florida Attractions Association Strategy Development Process Action Planning March 24, 2008

1. Florida Attractions Association Strategy Development Process Action Planning March 24, 2008

2. Strengths (what’s going well) Opportunities (what options we have) SWOT Networking and educational forums Single legislative voice FAA staff support/flexibility Member benefits (e.g. brochure, code, news clips, green sheets, shopper program, co-op opportunities, job link, trends report, etc.) Network expansion (e.g. small businesses, hospitality industry, cruise, etc.) Technology (website, internet, blogs, email, podcasts, video, e-sales, etc.) Partnerships (Chambers, CVBs, etc.) International focus Marketing (e-tickets, event calendars, cross-promotion, coupons, FAA Day, Co-Ops, etc.) Member leverage (member to member support, mentoring, taskforces for business challenges, etc.) Benefits enhancements (e.g. Legal/HR advise, insurance, research, etc.) Internal External Dashboard Weaknesses (what’s not going so well) Threats (what’s endangering us) Membership recruiting Marketing and brand identity Cost/benefit – Perceived ROI Lobbying/presence in Tallahassee Resources for benefits -- staff and budget Member knowledge of available services Tourism trends – competition for leisure time Labor market Economy Tourism tax New legislation Media – perceptions Other associations Changing stakeholder needs Community relations Initiative Planner Steps and Tools Tools: Steps: • Clarify Direction (Mission) • Define “Value Equation” • Gather Feedback • Develop Goals • Evaluate Performance • Identify Initiatives • Action Plan • Monitor and Review Road Map

3. Draft Strategic Planning Calendar Apr. May June Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. BOD Retreat Fiscal Year Start BOD Meeting BOD Meeting BOD Meeting Backyard Forums Annual Conference BOD Meeting (budget) Communicate Monitor and Review Initiatives Gather Feedback Develop/ Validate Goals Evaluate Performance Strategic Planning Process Steps Identify Initiatives Action Plan

4. 1. Clarify Mission “We promote and advance the interests of the attraction industry and are the conduit that enables our diverse membership to achieve a greater level of excellence” • Does this mission reflective what we believe our association should be about? What is the primary purpose of this association? • Advocacy • Education • Networking/Affiliation • Mutual Assistance (e.g. Marketing) • Does this mission cover the key elements of: • What we do • For whom • To what end

5. 2. Define “Value Equation” Draft FAA Value Equation Things You Do (Drivers) Results You See (Outcomes) Association Growth Staff & Board Leadership + Operational Effectiveness Member Value = = • Organization • Communication • Partnerships • Tools/ Resources • Funding • Spending • Image • Participation • Promotion • Collaboration • Relationships • Networking/ Affiliation • Education • Mutual Assistance • Advocacy

6. 2. Define “Value Equation” FAA Mission • What do we need to do in order to manage our costs and spending appropriately and to continue to grow the financial resources of the association? Association Growth Outcomes • What do we need to do in order to continue to drive value/ROI for our members and donors? Member Value • What do we need to excel at in order to manage this association and deliver on our promises to members and stakeholders? Operational Effectiveness Drivers • What do we need from our leadership and staff in order to move this association forward? Staff & Board Leadership

7. 3. Gather Feedback Backyard Forum Feedback – SWOT Themes Board Member Feedback – SWOT Themes Strengths (what’s going well) Strengths (what’s going well) Opportunities (what options we have) Opportunities (what options we have) • Networking and educational forums • Single legislative voice • FAA staff support/flexibility • Member benefits (e.g. brochure, code, news clips, green sheets, shopper program, co-op opportunities, job link, trends report, etc.) • Diverse attraction representation • Staff commitment • Organization • Networking/collaboration • Lobbying/political efforts • Professional development • Network expansion (e.g. small businesses, hospitality industry, cruise, etc.) • Technology (website, internet, blogs, email, podcasts, video, e-sales, etc.) • Partnerships (Chambers, CVBs, etc.) • International focus • Marketing (e-tickets, event calendars, cross-promotion, coupons, FAA Day, Co-Ops, etc.) • Member leverage (member to member support, mentoring, taskforces for business challenges, etc.) • Benefits enhancements (e.g. Legal/HR advise, insurance, research, etc.) • Vendor leverage/affinity programs • Membership growth – allied, affiliate, and other • Member participation • Deeper educational opportunities • By laws • Business promotion/marketing • Sharing best practices • Communicating success • Technology Internal Internal External External Weaknesses (what’s not going so well) Weaknesses (what’s not going so well) Threats (what’s endangering us) Threats (what’s endangering us) • Membership recruiting • Marketing and brand identity • Cost/benefit – Perceived ROI • Lobbying/presence in Tallahassee • Resources for benefits -- staff and budget • Member knowledge of available services • Awareness of benefit, value, ROI • Participation • Sources of revenue • Staffing • Membership – type and volume • Use of technology • Voice/clout in Tallahassee • Lack of member diversity • Boldness of vision for FAA • Stagnation of offerings • Profile of members • Changing marketplace and economy • Tax reform • Budget • Oversubscribed categories of Allied Members • FAA vs. VF • Tourism trends – competition for leisure time • Labor market • Economy • Tourism tax • New legislation • Media – perceptions • Other associations • Changing stakeholder needs • Community relations

8. 4. Develop Goals Example Goals • Grow funding through identification of alternative sources of revenue • Grow FAA membership through diversification of membership and dues Association Growth Outcomes • Increase the return on investment of membership and other intangible value-added services Member Value • Ensure effective communication and networking processes • Forge new partnerships that will enhance association capabilities Operational Effectiveness Drivers • Increase association capacity through greater member participation and leverage • Invest in staff and leadership development opportunities Staff & Board Leadership Verb + Adjective + Noun = Goal (action) (description) (result)

9. 4. Develop Goals FAA Roadmap • AG 1 • Increase and retain membership • AG 2 • Develop new channels of non-dues revenue • AG 3 • Ensure fiscal responsibility Association Growth • MV 1 • Ensure and increase members ROI in fiscal and non-fiscal terms • MV 2 • Increase advocacy in government affairs • MV 3 • Increase value and or awareness of brand • MV 4 • Enable members networking opportunities through a diverse offering of programs (e.g. utilizing technology) Member Value • OE 1 • Enhance technology applications for the benefit of members and staff • OE 2 • Utilize collective strengths of individual members to benefit FAA as a whole • OE 3 • Ensure human resource assets meet the needs of the association • OE 4 • Maximize effectiveness of existing partnerships and identify new ones (e.g. FAM, VF) Operational Effectiveness • S&BL 2 • Ensure that our board reflects the diversity of membership • S&BL 1 • Ensure that our board is comprised of knowledgeable, and influential and participative leaders • S&BL 3 • Commit to investing in continuing education opportunities for the benefit of staff and leadership • S&BL 4 • Align staff members time and activities with the mission Staff & Board Leadership

10. 5. Evaluate Performance IMPORTANCE: To what extent is the goal important to achieving the mission of the association? EFFECTIVENESS: How are we currently delivering against this goal? • Gap score = importance minus effectiveness • High positive gap score = priority • Low or negative gap score = low priority

11. High Priority (e.g. high gap between importance and effectiveness scores Acceptable performance 3.51 – 5.0 Effectiveness Ratings: 2.51 – 3.5 Not performing at optimal levels 0 – 2.5 Poor performance; requires focus FAA Dashboard • AG 1 • Increase and retain membership • AG 2 • Develop new channels of non-dues revenue • AG 3 • Ensure fiscal responsibility Association Growth • MV 1 • Ensure and increase members ROI in fiscal and non-fiscal terms • MV 2 • Increase advocacy in government affairs • MV 3 • Increase value and or awareness of brand • MV 4 • Enable members networking opportunities through a diverse offering of programs (e.g. utilizing technology) Member Value • OE 1 • Enhance technology applications for the benefit of members and staff • OE 2 • Utilize collective strengths of individual members to benefit FAA as a whole • OE 3 • Ensure human resource assets meet the needs of the association • OE 4 • Maximize effectiveness of existing partnerships and identify new ones (e.g. FAM, VF) Operational Effectiveness • S&BL 2 • Ensure that our board reflects the diversity of membership • S&BL 1 • Ensure that our board is comprised of knowledgeable, and influential and participative leaders • S&BL 3 • Commit to investing in continuing education opportunities for the benefit of staff and leadership • S&BL 4 • Align staff members time and activities with the mission Staff & Board Leadership

12. 6. Identify Initiatives In groups: • Review the FAA Dashboard, discuss effectiveness and importance ratings, and highest priority goals • For your assigned area, identify initiatives as needed against high priority goals • Discuss any existing initiatives and their value • Develop a brief description for each initiative • Match initiatives to goal statements (no more than 2-3) • “Initiatives” typically meet the following criteria: • Close an identified gap on the dashboard • Are non-routine work • Have stated boundaries (defined purpose and scope) • Have a defined timeline (beginning and end date) and milestones (steps or phases) • Will require that resources be allocated to it (people, budget, materials, sponsorship)

13. 6. Identify Initiatives

14. 6. Identify Initiatives

15. 6. Identify Initiatives

16. 6. Identify Initiatives

17. 7. Action Plan

18. Action Plan S&B4 MV1 AG1

19. Action Plan MV1 MV3 AG1

20. Action Plan SB1 OE2 AG1

21. Action Plan OE3 MV1 MV3 AG1

22. Action Plan OE1 AG2 MV3

23. Action Plan AG2 MV3

24. Action Plan MV4 AG2 MV3

25. Action Plan AG2 AG3 OE1

26. Action Plan AG2 AG3

27. Action Plan OE2 OE3 MV2 S&B4

28. Action Plan OE2 MV1 MV3

29. Action Plan MV2 AG3

30. Action Plan OE1 OE3 MV3 MV4

31. Action Plan S&B4 OE1

32. Action Plan S&B4 OE1 MV1 MV3 AG2

33. Action Plan OE2 OE4

34. Action Plan S&B4 OE3

35. Action Plan MV1 AG1 AG3

36. Action Plan AG1