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Citrus County TDC debates strategic plan priorities: marketing, workforce and development roles
Summary
The Tourist Development Council reviewed a draft 3–5 year strategic plan and discussed whether the council should expand from destination marketing into development and workforce roles; members supported the plan’s three initiatives but debated scope, funding and who should lead workforce and capital projects.
The Citrus County Tourist Development Council spent a large portion of its July 22 meeting reviewing a draft strategic plan that frames the TDC’s work around three initiatives: 1) build brand recognition for the county’s coastal destination, 2) improve year‑round visitor experience and broaden shoulder‑season demand, and 3) support a sustainable tourism economy including advocacy and workforce issues.
Staff presented the process used to develop the plan—retreats, surveys and stakeholder input—and said the draft will go to the Board of County Commissioners for review after TDC feedback. Members generally agreed the plan’s priorities reflected community input but spent substantial time debating where the TDC’s authority and limited budget should be focused.
Several members said the TDC should remain focused on marketing and advocacy while coordinating with economic development, the chamber and education partners on workforce training and capital projects. Other members said many destination marketing organizations nationwide are evolving into “destination management” organizations that play a broader role in workforce development and local programs; they urged practical, locally appropriate approaches that do not overcommit TDC funds.
Council discussion covered several recurring topics: how to measure success for strategic initiatives, whether the TDC should fund or only advocate for workforce training, the idea of annual resident‑facing outreach to explain tourism benefits, and cooperative marketing with neighboring counties. Members suggested concrete actions such as a VCB booth at First Friday events to engage residents, pilots for aviation‑market tactics (monthly airport food events), and exploring public‑private partnerships for hospitality training rather than direct long‑term funding commitments.
Staff said the TDC currently collects roughly $3 million annually from the tourist development tax and that capital projects and special grants are possibilities under the county’s existing funding framework. Members discussed the “fifth penny” capital option and the limits of a small DMO budget compared with larger markets, noting that workforce or large capital projects will likely require partnerships with colleges, economic development, the county and private investors.
Council members proposed clearer wording in the plan to distinguish advocacy roles (what the TDC supports and asks partners to deliver) from direct service delivery (which may be out of the TDC’s statutory scope). Staff said they will revise language, add measurable success metrics where possible and return to the TDC and then BOCC with a second draft for approval.
Ending: Staff will revise the strategic plan wording and metrics based on TDC feedback and present a second draft to the council before going to the Board of County Commissioners for review.
