HomeMy WebLinkAboutItem D2COUNTY of MONROE
The Florida Keys
BOARD OF COUNTY COMMISSIONERS
Mayor Michelle Lincoln, District 2
Mayor Pro Tern David Rice, District 4
Craig Cates, District 1
James K. Scholl, District 3
Holly Merrill Raschein, District 5
Regular Meeting
January 28, 2026
Agenda Item Number: D2
25-0155
BULK ITEM: Yes DEPARTMENT: Tourist Development Council
TIME APPROXIMATE: N/A STAFF CONTACT: Ammie Machan
AGENDA ITEM WORDING: Approval to revise Section II of the TDC Operations Manual to add
Destination Marketing Organization Operational Standards, Media Buy Policy, Cash Policy and to Revise
Permissible Event Expenditures.
ITEM BACKGROUND:
TDC approved at their meeting of December 4, 2025
PREVIOUS RELEVANT BOCC ACTION:
INSURANCE REQUIRED:
No
CONTRACT/AGREEMENT CHANGES:
STAFF RECOMMENDATION: Approval
DOCUMENTATION:
FINANCIAL IMPACT:
D2. Approval to revise Section II of the TDC Operations Manual to add Destination Marketing
Organization Operational Standards, Media Buy Policy, Cash Policy and to Revise
Permissible Event Expenditures.
Below are proposed additions and revisions to the TDC Operations Manual. We are
recommending that the inserted into the Operations Manual's Section II,
As a point of information: these proposed items are part of our effort to meet the standards of
Destinations International's Destination Marketing Accreditation Program (DMAP). DMAP is a
recognized and prestigious accreditation for destination marketing organizations. It
demonstrates a commitment to industry best practices and operational excellence. It evaluates
core functions — governance, finance, operations, management, IT, sales, and marketing — and
confirms the organization is operating effectively and delivering high -quality services to the
Florida Keys community and our tourism stakeholders.
Destination Marketing Organization Operational Standards
1. The TDC Board Members will annually conduct a review of the TDC's Operations
Manual. This review shall take place at a regularly scheduled TDC meeting or at a
special meeting specific to this subject matter. For new TDC Board Members this
review of the Operations Manual is part of their initial TDC Board orientation. The new
Board Member orientation will further organizational history, mission, an explanation
of the operating budget fiduciary topics, identification of VFK staff, plus TDC Board
members and officer's roles and responsibilities. Further, the VFK Strategic Plan and
Marketing Plan will be annually reviewed.
2. The TDC is required to initially approve and adopt the DMAP Code of Ethics as a
condition for accreditation by Destinations International. Annually, the TDC will
review and reapprove the DMAP Code of Ethics. Further, TDC will develop a
documented process and enforcement protocol to hold industry partners (i.e., DACs
Umbrellas, grantees) to a similar Code of Ethics. The DMAP Code of Ethics is as
follows:
All organizations undertake to:
a. Provide exceptional customer service and detailed information on destination products and
services.
b. Treat all stakeholders, including members of Destinations International, courteously,
ethically, and professionally.
c. Actively encourage the integration of ethics into all aspects of management of the destination
organizations' activities.
d. Build collaborative relationships with other destination organization industry professionals
and others for the advancement of the profession of destination marketing.
e. Handle all inquiries, requests, transactions, correspondence, and complaints promptly,
courteously, and fairly.
f. Provide clean and well -maintained facilities and equipment for the enjoyment of their
1
customers (members and clients).
g. Exercise truth in all promotional materials concerning facilities, services, and amenities
provided and advise the public in a reasonable manner if and when unable to provide the
level of services or facilities as advertised. Promotional material supplied by the member
must be appropriate for all audiences.
h. Provide customers with complete details on prices, cancellations policies and services and
ensure customers receive fair exchange for their foreign currency where appropriate.
i. Promote responsible and sustainable use of environmental resource base when providing
services and products to customers.
j. Abide by all applicable federal, provincial and municipal laws.
3. At a minimum of a quarterly basis, TDC will receive and review financial reports
including income and expense statements and a balance sheet. This process shows a
regular review of the organization's financials by the TDC, and it reflects sound fiscal
management.
4. TDC as VFK members will conduct an annual evaluation and future goal setting for the
VFK's CEO. The evaluation will be linked to both the organization's overall performance
and the CEO's individual performance. This will include Key Performance Indictors
(KPIs) established collectively by the TDC Board, VFK Board and CEO at the start of each
fiscal year. These KPIs may be both qualitative and quantitative. The annual
performance evaluation of the past fiscal year, and the future KPI goal setting for the
new fiscal year should be led by the Chairperson and conducted by a subset of the
Board or by the full Board. This process also will accommodate the conditions of the
CEO's employment contract with VFK. This task is a critical component of the TDC's
governance responsibilities, the functions of VFK as a destination marketing
organization, and to ensure implementation and completion of the scope of services
as per the contract between VFK and Monroe County.
5. The TDC Board, in concert with VFK leadership, will author, publish, and annually revise
(as necessary) an internal Resiliency and Continuity Plan. The Plan shall outline actions
necessary to mitigate the impact of potential events that endanger the organization's
ability to function. The Plan shall include measures providing for the safety of
personnel, plus property and facilities. The Plan will specifically relate to the physical
and human assets of the organization. The Plan shall include required interaction with
the Monroe County Office of Emergency Management. Further the Plan shall address
how staff members "report" when the office is not accessible, and how staff members
continue to get paid if the payroll system is not available. NOTE: The Resiliency and
Continuity Plan is different than the Crisis Communications Plan which is a public facing
document addressing how in -destination visitors (tourists and groups) are
communicated with before, during and after a crisis.
2
6. The Information and Use Policy are authored by VFK staff in concert with VFK
technology partners. It currently resides on the Visit Florida Keys website. It shall be
reviewed and approved annually by the TDC to reflect evolving standards related to
information gathering. Technological innovation requires the Policy be regularly
appraised to assure compliance with developing legal guidelines and best practices
within the DMO industry. The Information and Use Policy shall be included as a sub-
section of the TDC Operations Manual and the VFK Policies & Procedures. The Policy
will provide clear privacy expectations by explaining to visitors exactly what
information is being collected as they interact with VFK. This includes information that
concerns data collection, opt -ins, opt -outs, e-mail address usage, technology solutions,
advertising, cookies, and tracking, etc. The Policy will also detail where this information
is posted for consumers, employees, and stakeholders.
7. TDC shall perform a formal audit by an independent auditor or a certified public
accountant licensed in the state of Florida. Annual audits are strongly recommended;
however, biannual audits are required to comply with DMAP standards and industry's
best practices. If Monroe County conducts an audit of the TDC's annual report which
documents a complete review of tourism -related revenues, expenditures, and financial
policies, an additional audit is not required.
8. The TDC Board shall collaborate with VFK leadership to assure best practice media
protocols. These protocols should be reviewed annually by the TDC and revised as
needed. The TDC Chairperson, or their designee, and VFK CEO, or their designee, are
the designated spokespersons for each organization. Matters related directly to the
TDC shall be addressed by the TDC Chairperson. Matters related directly to the VFK
shall be addressed by the VFK CEO. Matters which mutually effect each organization
shall be jointly addressed by the two senior leaders. If there is uncertainty concerning
who should lead as spokesperson, the TDC Chairperson and VFK CEO will collaborate
on a decision concerning how best to message the appropriate information to the
media/public.
9. TDC and VFK are committed to representing the Florida Keys community in a fair and
transparent manner. The organization does not have terms and conditions for
membership, partnerships, and dues with specific categories and stated benefits. The
rationale for not having these formal relationships ensures the organization impartially
represents all our public- and private -sector stakeholders. Decisions made concerning
which entities will be highlighted in VFK advertising, marketing and communications
programs depend on the audience consuming our messaging and the consumers
requirements for relevant information. The audience's sentiments, desires,
3
requirements, and wishes are the deciding factors in how we position the Florida Keys
tourism product and its affiliated partners in both the public and private sectors.
10.In the future, VFK could present highly defined promotional or advertising
opportunities to stakeholders that may require financial investment. However, any
programmatic initiative of this nature will need TDC and BOCC approval before
implementation. This approval with be associated with a specific program and will have
defied parameters and limitations.
11.The VFK Technology Department in concert with Monroe County, will develop and
manage the official corporate website for TDC and VFK. The corporate website will
reside as a module component of the organization's official consumer -facing website:
www.visitfloridakeys.com. Applicable information, such as the organization's annual
reports, public presentations in video format, news releases, roster of staff and Board
Members, research documents, and audited financial statements, shall be available on
the website. The information available on the organization's official website will be
reviewed on an annual basis by the TDC Board to assure compliance with DMAP
standards, and other applicable industry's best practices.
12.The TDC Board shall conduct a formal, documented, and annual self -evaluation
process. This process shall include a review of individual and collective governing body
performance. Evaluating the performance of the governing body is important to
ensure Board Members demonstrate a continuing commitment to excellence in
organizational governance. NOTE: TDC should structure the Board's self -evaluation
procedure to assure compliance with open record laws. Once the evaluation procedure
is established, it shall be approved by the TDC Board. The evaluation methodology will
include assessing TDC's strategic vision, financial oversight, governance practices,
evaluating risk management and resiliency, compliance with all applicable statutes and
regulations, TDC interaction with stakeholders and embracing industry changes. This
self -evaluation process shall be under the purview of the TDC Chairperson.
13.The TDC shall annually analyze opportunities to stabilize, increase, or diversify
organizational revenue resources. This analysis will be accomplished by allocating
specific time at a TDC Board meeting(s) for this topic to be discussed. These
conversations may be connected to the strategic planning process. Given the recent
proposed legislative changes to the Tourist Development Tax statute, diversification
and growth of revenue streams are becoming more critical to the future success of the
TDC and VFK in an increasingly competitive DMO environment. These discussions
should strategically consider both public and private sector options. TDC may discuss
Il
and recommend to the BOCC expanding revenues through such methods as
appropriate: special assessment districts, memberships, partnerships, corporate
sponsorships, co-op marketing, plus private sector investments in workforce
development and brand initiatives.
14.The TDC Chairperson shall work with the VFK CEO to author and implement a
Succession and Backup plan for all critical positions, roles, and responsibilities which
impact the day-to-day operation of the organization. The new plan shall be written and
initially approved by the TDC Board for submission as subsections to the Operations
Manual and VFK Policies & Procedures. This Plan will provide proper documentation
to support the team in the event of someone's absence or an emergency. The TDC
Chairperson and VFK CEO will collectively be responsible for the annual Plan updates
at the start of the fiscal year. The Succession and Backup Plan will assure organizational
continuity and resilience. This documentation shall be made available on the official
organizational website to community stakeholders. The public needs to know the TDC
and VFK are intentional about continuity and leadership. Further, documentation on
how executive employment searches will be undertaken should be included in the
Plan, and pathways identified for both internal and external candidates to be
considered for future employment.
5
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VFK Media Payable Process for Paid Media for Monroe County
TDC
Media Buy Insertion Orders And Payables
Insertion Orders (10) serve as a contract between Monroe County
and the media vendor. The following applies to 10 as applicable:
• The Insertion Orders will include the not to exceed media budget amount.
• Insertion Order will include VFK Sr. Director of Marketing signature and Starmark
signature. Typed version of both names will be added below each signature
• Media placement will not exceed total media budget over the date range.
• The Impressions to be delivered in full will be included in the 10.
• If Impressions are not applicable, IE events and video shoots, the invoice can be
processed without the Summary Impression Statement.
Each medium will require the following documents:
• Print Media Payables: Invoice at flat rate by month of publication
• Out of Home: Invoice at flat rate
• Traditional Radio invoices: Include spot times, notarized invoice and script
• Traditional Television invoices: Includes spot times and notarized invoice.
• Podcast / Streaming audio: includes notarized invoice, script and audio link
• Streaming Video: Invoice monthly based on delivered impressions at Cost
Per Thousand (CPM) against master insertion order that may have multiple
months in order to achieve a better CPM based on volume. Video link
• Digital Media Payables: Invoice monthly based on delivered impressions at
Cost Per Thousand (CPM) against master insertion order that may have
multiple months in order to achieve a better CPM based on volume.
Screenshots of creative
Starmark Team Supplier (Media Vendor) Management
The Starmark Team will include the following with the billing packet:
• Invoice Summary
• Invoice appended with the PO, Cost Center and Spend Category
• Proof of Performance
• Monthly Report (where applicable)
• Signed Insertion Order (10)
• Rolling monthly summary for spend and impressions delivered
The Starmark Team will review the media invoice along with proof of
performance prior to submitting it to the Visit Florida Keys Sr. Director of
Marketing for further review and verification prior to moving it to process
with Clerk of Court and Comptroller. VISIT FLORIDA KEYS
1201 White Street, Suite 102
Key West, Florida 33040
fl a -keys. com
800-648-5510
305-296-1552
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All media invoices will be paid directly to the media vendors by Monroe
County BOCC, but only upon review and verification of supporting
documentation verifying the media invoice and proof of performance by
the Monroe County Clerk of Court and Comptroller.
VFK Team Supplier (Media Vendor) Management
Supplier (Vendor) Management
VFK accounting associates are responsible for managing suppliers
(vendors) used for the purchase of goods or services. Following are
steps for ensuring that supplier information is up-to-date and secure in
Workday.
To create a new supplier:
1. Starmark will initially submit to VFK Staff a current IRS W-9 for
each new vendor along with a completed Monroe County New Vendor
Form. Starmark is responsible for obtaining and ensuring that all
documentation is properly completed by vendors prior to submission
for the creation of a new supplier. Files must be identified in the
following manner:
• W-9: Vendor Name W9 Year
• New Vendor Form: Vendor Name Vendor Form Notarized
• Electronic Payment: Vendor Name File Type Name
2. VFK staff: VFK accounting associates will be the supplier's main
contact. The VFK accounting associates will review the new vendor
form prior to sending to Payroll Specialist/(David Grimm) at the Clerk's
office to have the supplier created in Workday. VFK Staff will be
responsible for ensuring that all documentation is properly submitted
and will correct any errors and resubmit documentation when
necessary.
3. Clerk's office: The completed W-9 form and New Vendor Form
along with the supplier's banking information will be uploaded into
Workday as an attachment to create the Supplier.
To submit a media vendor invoice for payment:
1. Media Vendor Payables will be addressed to:
VISIT FLORIDA KEYS
1201 White Street, Suite 102
Key West, Florida 33040
2 fl a -keys. com
800-648-5510
305-296-1552
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Monroe County BOCC
C/o Sherene Irani, Sr. Director of Marketing
1201 White Street
Suite 102
Key West, FL 33040
2. Media Stewardship & Payable Processing: The Starmark Team will
first be reviewing all media invoices along with proof of performance and
submitting it to the VFK Sr. Director of Marketing for final review and
approval. Starmark will request that the vendor update the invoice date if
proof of performance is delayed.
After Proof of Performance is reviewed and deemed complete the
Starmark team will append the following on the face of the invoice for
ease of processing prior to submitting to VFK for final review and
approval:
Example:
Purchase Order number
Fund: 116
CC: 76065
PY SC: SC 00036
Each media invoice will be saved as a PDF with Proof of Performance
attached ready for processing.
The following is an example of the file naming convention for the PDF:
Worthit 3561 April 25
Vendor Name Invoice Number Month FY
Purchase Order
Fund: 116
Cost Center: 76065
Spend Category: 00036
An invoice summary sheet will be included with each batch of media
payables on Monday of each week to VFK Team via Google Drive Folder
assigned to VFK Media.
Approved invoices with proof of performance will then be submitted from
the VFK Sr. Director of Marketing to the VFK accounting associates for
processing by the Clerk's Office for payment.
VISIT FLORIDA KEYS
1201 White Street, Suite 102
Key West, Florida 33040
3 fl a -keys. com
800-648-5510
305-296-1552
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Purchase Orders
When creating the Requisition for a Purchase Order for Media Buys, the
following will be included in the Internal Memo:
Per Attachment A Scope of Work of the agreement with the BOCC, Starmark
is responsible for assisting with media buys. These purchases are exempt
from price quotes and/or competitive solicitations per the attached policy.
Only these three documents need to be attached:
• Executed insertion order agreement with VFK Sr. Director of Marketing and
Starmark signature. Typed version of both names will be added below each
signature
Verify the amounts, Cost Center (CC) and spend category match.
• Page from TDC Purchasing Policy on Media Buys
VFK accounting associates will create one purchase order per vendor, per line
of product. The purchase order will include the media spend per product (ex:
Afar / brand awareness/generic).
Advertiser: Visit Florida Keys & Key West
Products: VFK: Brand Awareness
VFK: Key West
VFK: Islamorada
VFK: Marathon
VFK: Key Largo
VFK: Lower Keys
VFK: Fishing
VFK: Diving / Eco-Tourism
VFK: Cultural
Changes to Purchase Order(s) or issuance of New Purchase Order(s): In order to
be good stewards of the advertising expenditure and have an effective return on ad
spend, change orders to purchase orders (PO) will be used as necessary. Change
order or issuance of a new PO will be utilized when appropriate to allow the VFK
marketing team the ability to shift spending between vendors within Product categories
when necessary. VISIT FLORIDA KEYS
1201 White Street, Suite 102
Key West, Florida 33040
4 fl a -keys. com
800-648-5510
305-296-1552
TDC l°°l Policies and Procedures: Cash Receipts, Payments and
Disbursements
':I Caslh II'ieceilpts
P6icy
No cash shall be accepted or received by any member of staff, Board member, or Advisory
Board member of the Tourist Development Council (TDC) or 3406 North Roosevelt Blvd
Corporation d/b/a Visit Florida Keys (VFK) for any reason, including any service rendered
or item provided by TDC/VFK.
Pi�ocedtnvs
• Prohibition of Cash Handling: Under no circumstances may employees, TDC Board
members, or Advisory Board members accept or process cash transactions.
• Reimbursement for Services Provided: If reimbursement for services rendered or items
provided by TDC/VFK is required, a check must be issued for the appropriate dollar amount
payable to the Monroe County Board of County Commissioners (BOCC).
• Submission Process: Upon receipt of the check:
1. The check shall be immediately forwarded to the VFK Accounting Team, as referenced in
the organizational chart.
2. The Accounting Team will submit the payment to the Clerk of Court and Comptroller's
Finance Department (Clerk's Finance Department) for deposit into the appropriate TDC
budgeted fund, cost center, and spend category.
The following promotional items for Fishing and Destination Events are proposed for inclusion
in Section II
1. Fishing Events
Add the following items to the list of approved promotional/event materials:
• Fishing shirts
Plastic boat buckets
2. Destination Events
Add the following item:
Photo booths
Liz Yongue
From:
Gomez-Krystal < Gomez- Krystal@MonroeCounty-FL.Gov>
Sent:
Monday, January 26, 2026 4:38 PM
To:
Ballard -Lindsey; County Commissioners and Aides; Kevin Madok; Pamela G. Hancock;
Senior Management Team and Aides; Liz Yongue; InternalAudit; Agenda Item Review
Team
Cc:
Shillinger-Bob; Williams-Jethon; Cioffari-Cheryl; Livengood-Kristen; Rubio -Suzanne;
Pam Radloff; County -Attorney; Allen -John; Danise Henriquez; Hurley -Christine; Rosch-
Mark; Gambuzza-Dina; Beyers-John; InternalAudit; Kevin Madok; Valcheva-Svilena;
Powell -Barbara; Guerra -Cynthia; Brynn Morey
Subject:
Item D2 BOCC 01/28/2026 REVISED BACKUP
Attachments:
DMO Operational Standards Section II Revised.pdf, AIS 0155 REV BACKUP.docx
Categories:
Orange Category
Good afternoon,
Please be advised that the backup for the D2 agenda item has been revised.
"Approval to revise Section II of the TDC Operations Manual to add Destination Marketing Organization
Operational Standards, Media Buy Policy, Cash Policy and to Revise Permissible Event Expenditures. "
7. TDC, through the County's Annual Comprehensive Financial Report (ACFR) as required by F.S. 218.39, shall perform a
formal audit by an independent auditor or a certified public accountant licensed in the state of Florida. Annual audits are
strongly recommended; however, biannual audits are required to comply with DMAP standards and industry's best
practice. # Monroe County through its external independent auditor, performs agreed -upon procedures eenduets an
audit of the TDC's annual report which documents a complete review of tourism -related revenues, expenditures, and
financial policies, and therefore an additional audit is not required.
Sincerely,
Executive Administrator
Monroe County Administrator's Office
1100 Simonton Street, Suite 2-205
Key West, FL 33040
(305)292-4441 (Office)
(305)850-8694 (Cell)
Courier Stop #1
Notary Public
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PLEASE NOTE: FLORIDA HAS A VERY BROAD RECORDS LAW. MOST WRITTEN COMMUNICATIONS TO OR FROM THE COUNTY REGARDING COUNTY BUSINESS
ARE PUBLIC RECORDS AVAILABLE TO THE PUBLIC AND MEDIA UPON REQUEST. YOUR EMAIL COMMUNICATION MAY BE SUBJECT TO PUBLIC DISCLOSURE.
COUNTY of MONROE
The Florida Keys
BOARD OF COUNTY COMMISSIONERS
Mayor Michelle Lincoln, District 2
Mayor Pro Tem David Rice, District 4
Craig Cates, District 1
James K. Scholl, District 3
Holly Merrill Raschein, District 5
Regular Meeting
January 28, 2026
Agenda Item Number:{{section.number}}{{item.number}}
25-0155
BULK ITEM: Yes DEPARTMENT: Tourist Development Council
TIME APPROXIMATE: N/A STAFF CONTACT: Ammie Machan
AGENDA ITEM WORDING: Approval to revise Section II of the TDC Operations Manual to add
Destination Marketing Organization Operational Standards, Media Buy Policy, Cash Policy and to Revise
Permissible Event Expenditures.
ITEM BACKGROUND:
TDC approved at their meeting of December 4, 2025
PREVIOUS RELEVANT BOCC ACTION:
INSURANCE REQUIRED:
No
CONTRACT/AGREEMENT CHANGES:
STAFF RECOMMENDATION: Approval
DOCUMENTATION:
FINANCIAL IMPACT:
Below are proposed additions and revisions to the TDC Operations Manual. We are
recommending that the inserted into the Operations Manual's Section II,
As a point of information: these proposed items are part of our effort to meet the standards of
Destinations International's Destination Marketing Accreditation Program (DMAP). DMAP is a
recognized and prestigious accreditation for destination marketing organizations. It
demonstrates a commitment to industry best practices and operational excellence. It evaluates
core functions — governance, finance, operations, management, IT, sales, and marketing — and
confirms the organization is operating effectively and delivering high -quality services to the
Florida Keys community and our tourism stakeholders.
Destination Marketing Organization Operational Standards
1. The TDC Board Members will annually conduct a review of the TDC's Operations
Manual. This review shall take place at a regularly scheduled TDC meeting or at a
special meeting specific to this subject matter. For new TDC Board Members this
review of the Operations Manual is part of their initial TDC Board orientation. The new
Board Member orientation will further organizational history, mission, an explanation
of the operating budget fiduciary topics, identification of VFK staff, plus TDC Board
members and officer's roles and responsibilities. Further, the VFK Strategic Plan and
Marketing Plan will be annually reviewed.
2. The TDC is required to initially approve and adopt the DMAP Code of Ethics as a
condition for accreditation by Destinations International. Annually, the TDC will
review and reapprove the DMAP Code of Ethics. Further, TDC will develop a
documented process and enforcement protocol to hold industry partners (i.e., DACs
Umbrellas, grantees) to a similar Code of Ethics. The DMAP Code of Ethics is as
follows:
All organizations undertake to:
a. Provide exceptional customer service and detailed information on destination products and
services.
b. Treat all stakeholders, including members of Destinations International, courteously,
ethically, and professionally.
c. Actively encourage the integration of ethics into all aspects of management of the destination
organizations' activities.
d. Build collaborative relationships with other destination organization industry professionals
and others for the advancement of the profession of destination marketing.
e. Handle all inquiries, requests, transactions, correspondence, and complaints promptly,
courteously, and fairly.
f. Provide clean and well -maintained facilities and equipment for the enjoyment of their
1
customers (members and clients).
g. Exercise truth in all promotional materials concerning facilities, services, and amenities
provided and advise the public in a reasonable manner if and when unable to provide the
level of services or facilities as advertised. Promotional material supplied by the member
must be appropriate for all audiences.
h. Provide customers with complete details on prices, cancellations policies and services and
ensure customers receive fair exchange for theirforeign currency where appropriate.
i. Promote responsible and sustainable use of environmental resource base when providing
services and products to customers.
j. Abide by all applicable federal, provincial and municipal laws.
3. At a minimum of a quarterly basis, TDC will receive and review financial reports
including income and expense statements and a balance sheet. This process shows a
regular review of the organization's financials by the TDC, and it reflects sound fiscal
management.
4. TDC as VFK members will conduct an annual evaluation and future goal setting for the
VFK's CEO. The evaluation will be linked to both the organization's overall performance
and the CEO's individual performance. This will include Key Performance Indictors
(KPIs) established collectively by the TDC Board, VFK Board and CEO at the start of each
fiscal year. These KPIs may be both qualitative and quantitative. The annual
performance evaluation of the past fiscal year, and the future KPI goal setting for the
new fiscal year should be led by the Chairperson and conducted by a subset of the
Board or by the full Board. This process also will accommodate the conditions of the
CEO's employment contract with VFK. This task is a critical component of the TDC's
governance responsibilities, the functions of VFK as a destination marketing
organization, and to ensure implementation and completion of the scope of services
as per the contract between VFK and Monroe County.
5. The TDC Board, in concert with VFK leadership, will author, publish, and annually revise
(as necessary) an internal Resiliency and Continuity Plan. The Plan shall outline actions
necessary to mitigate the impact of potential events that endanger the organization's
ability to function. The Plan shall include measures providing for the safety of
personnel, plus property and facilities. The Plan will specifically relate to the physical
and human assets of the organization. The Plan shall include required interaction with
the Monroe County Office of Emergency Management. Further the Plan shall address
how staff members "report" when the office is not accessible, and how staff members
continue to get paid if the payroll system is not available. NOTE: The Resiliency and
Continuity Plan is different than the Crisis Communications Plan which is a public facing
document addressing how in -destination visitors (tourists and groups) are
communicated with before, during and after a crisis.
2
6. The Information and Use Policy are authored by VFK staff in concert with VFK
technology partners. It currently resides on the Visit Florida Keys website. It shall be
reviewed and approved annually by the TDC to reflect evolving standards related to
information gathering. Technological innovation requires the Policy be regularly
appraised to assure compliance with developing legal guidelines and best practices
within the DMO industry. The Information and Use Policy shall be included as a sub-
section of the TDC Operations Manual and the VFK Policies & Procedures. The Policy
will provide clear privacy expectations by explaining to visitors exactly what
information is being collected as they interact with VFK. This includes information that
concerns data collection, opt -ins, opt -outs, e-mail address usage, technology solutions,
advertising, cookies, and tracking, etc. The Policy will also detail where this
information is posted for consumers, employees, and stakeholders.
7. TDC, through the County's Annual Comprehensive Financial Report (ACFR) as
required by F.S. 218.39, shall perform a formal audit by an independent auditor or a
certified public accountant licensed in the state of Florida. Annual audits are strongly
recommended; however, biannual audits are required to comply with DMAP standards
and industry's best practices. Monroe County through its external independent
auditor, performs agreed -upon procedures of the TDC's annual report which
documents a complete review oftourism-related revenues, expenditures, and financial
policies, and therefore an additional audit is not required.
8. The TDC Board shall collaborate with VFK leadership to assure best practice media
protocols. These protocols should be reviewed annually by the TDC and revised as
needed. The TDC Chairperson, or their designee, and VFK CEO, or their designee, are
the designated spokespersons for each organization. Matters related directly to the
TDC shall be addressed by the TDC Chairperson. Matters related directly to the
VFK shall be addressed by the VFK CEO. Matters which mutually effect each
organization shall be jointly addressed by the two senior leaders. If there is
uncertainty concerning who should lead as spokesperson, the TDC Chairperson and
VFK CEO will collaborate on a decision concerning how best to message the
appropriate information to the media/public.
9. TDC and VFK are committed to representing the Florida Keys community in a fair and
transparent manner. The organization does not have terms and conditions for
membership, partnerships, and dues with specific categories and stated benefits. The
rationale for not having these formal relationships ensures the organization impartially
represents all our public- and private -sector stakeholders. Decisions made concerning
which entities will be highlighted in VFK advertising, marketing and communications
programs depend on the audience consuming our messaging and the consumers 3
requirements for relevant information. The audience's sentiments, desires,
requirements, and wishes are the deciding factors in how we position the Florida Keys
tourism product and its affiliated partners in both the public and private sectors.
10.In the future, VFK could present highly defined promotional or advertising
opportunities to stakeholders that may require financial investment. However, any
programmatic initiative of this nature will need TDC and BOCC approval before
implementation. This approval with be associated with a specific program and will have
defied parameters and limitations.
11.The VFK Technology Department in concert with Monroe County, will develop and
manage the official corporate website for TDC and VFK. The corporate website will
reside as a module component of the organization's official consumer -facing website:
www.visitfIoridakeys.com. Applicable information, such as the organization's annual
reports, public presentations in video format, news releases, roster of staff and Board
Members, research documents, and audited financial statements, shall be available on
the website. The information available on the organization's official website will be
reviewed on an annual basis by the TDC Board to assure compliance with DMAP
standards, and other applicable industry's best practices.
12.The TDC Board shall conduct a formal, documented, and annual self -evaluation
process. This process shall include a review of individual and collective governing body
performance. Evaluating the performance of the governing body is important to
ensure Board Members demonstrate a continuing commitment to excellence in
organizational governance. NOTE: TDC should structure the Board's self -evaluation
procedure to assure compliance with open record laws. Once the evaluation procedure
is established, it shall be approved by the TDC Board. The evaluation methodology will
include assessing TDC's strategic vision, financial oversight, governance practices,
evaluating risk management and resiliency, compliance with all applicable statutes and
regulations, TDC interaction with stakeholders and embracing industry changes. This
self -evaluation process shall be under the purview of the TDC Chairperson.
13.The TDC shall annually analyze opportunities to stabilize, increase, or diversify
organizational revenue resources. This analysis will be accomplished by allocating
specific time at a TDC Board meeting(s) for this topic to be discussed. These
conversations may be connected to the strategic planning process. Given the recent
proposed legislative changes to the Tourist Development Tax statute, diversification
and growth of revenue streams are becoming more critical to the future success of the
TDC and VFK in an increasingly competitive DMO environment. These discussions
should strategically consider both public and private sector options. TDC may discuss
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and recommend to the BOCC expanding revenues through such methods as
appropriate: special assessment districts, memberships, partnerships, corporate
sponsorships, co-op marketing, plus private sector investments in workforce
development and brand initiatives.
14.The TDC Chairperson shall work with the VFK CEO to author and implement a
Succession and Backup plan for all critical positions, roles, and responsibilities which
impact the day-to-day operation of the organization. The new plan shall be written and
initially approved by the TDC Board for submission as subsections to the Operations
Manual and VFK Policies & Procedures. This Plan will provide proper documentation
to support the team in the event of someone's absence or an emergency. The TDC
Chairperson and VFK CEO will collectively be responsible for the annual Plan updates
at the start of the fiscal year. The Succession and Backup Plan will assure organizational
continuity and resilience. This documentation shall be made available on the official
organizational website to community stakeholders. The public needs to know the TDC
and VFK are intentional about continuity and leadership. Further, documentation on
how executive employment searches will be undertaken should be included in the
Plan, and pathways identified for both internal and external candidates to be
considered for future employment.
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