Cape Coral Economic Development Strategic Plan

11.g Potential for Convention and Tourism Promotion

After questioning many of the interviewees about the potential for convention business for Cape Coral and determining that the cost of building a respectable and competitive convention center would not provide a good return on investment, we have reached the following conclusion that is set forth on page 10 of the tourism report in the SWOT analysis in item #11 under WEAKNESSES / CHALLENGES relating to Tourism Attractions / Infrastructure / Visitor Experience.

11. Insufficient large businesses, not enough hotel rooms, and competitive convention operation in Ft. Myers makes it impractical to prioritize convention / business tourism.

Since the Westin does have facilities for business meetings, the best use of Cape Coral's resources would be to meet with the Westin Manager and determine how the city could best help the Westin maximize the use of its business related facilities.

If the proposed Cape Coral Center were to be developed as a downtown civic center, its potential use for public meetings, graduations, sporting events, and arts/cultural activities would be more relevant to the residents than tourists. Although it could be useful as an indoor venue for concerts and other events that have the potential to attract tourists. However, a multi-use civic center differs from a convention center. To be competitive a convention center needs a large space or series of spaces that can easily be adjusted. It also requires delivery docks, storage areas, and other logistcal amenities that a smaller venue will lack.

11.i 10-Year Strategic Initiatives Action Plans

Framework 1: Evolution & Change

Goal 1.a: Public Outreach Method to Discuss Innovative Approaches to Land Use

- Initiative 1.a.1: Public Visioning Sessions for Cape Coral’s Growth
- Initiative 1.a.2: Committee of the Whole Public Access Website
- Initiative 1.a.3: Citizen Advisory Committee for Public Input on Major Projects
- Initiative 1.a.4: Benefit/Cost Analysis for Future Projects

Goal 1.b: Develop a Branding Identity for Cape Coral

- Initiative 1.b.1: Compelling Narrative and Tagline About Cape Coral
- Initiative 1.b.2: “Call to Arts” Program
- Initiative 1.b.3: Events that Celebrate Both Big City and Small-Town Living

Framework 2: A New Urban Model

Goal 2.a: Cape Coral as A Network of Interconnected Neighborhoods

- Initiative 2.a.1: Cape Coral’s IT Infrastructure Promotion
- Initiative 2.a.2: On Demand Water Mobility Transportation System
- Initiative 2.a.3: 4-Quadrants Commission on Neighborhood Identity and Wayfinding

Goal 2.b: Promote Policies that Focus on Infill Development and Waterfront

- Initiative 2.b.1: Opportunity Mulitplex Program
- Initiative 2.b.2: Cape Coral Land Bank
- Initiative 2.b.2: Strategic Site Assemblage Tax Credit

Goal 2.c: Propose Signature Developments that will Generate Identity for the City

- Initiative 2.c.1: Cape Coral Executive Airport
- Initiative 2.c.2: Cape Coral Corporate Park
- Initiative 2.c.3: Downtown Waterfront Entertainment District

Framework 3: Sustainability & Resilience

Goal 3.a: Evaluate Resiliency Solutions for Impacts by Major Weather Events

- Initiative 3.a.1: Low Impact Storm Water Infrastructure Program
- Initiative 3.a.2: Cape Coral FloodWatch Program
- Initiative 3.a.3: Cape Blue Incentive

Goal 3.b Educate the Public on Practical Environmental Sustainability Programs

- Initiative 3.b.1: Cape Coral Eco-Newsletter and Blog
- Initiative 3.b.2: Solar Community Cooperative Task Force

Framework 4: Economic Vitality

Goal 4.a: Expand the Role of the Office of Economic & Business Development

- Initiative 4.a.1: OEBD Elevation to Full Department Status
- Initiative 4.a.2: Independent Economic Development Website
- Initiative 4.a.3: Economic Impact Analyses for All Capital Expense Projects
- Initiative 4.a.4: Accredited Economic Development Organization Status
- Initiative 4.a.5: One-Stop-Shop for Business Development

Goal 4.b: Support Existing Business Retention & Expansion

- Initiative 4.b.1: Streamline the Permitting Process
- Initiative 4.b.2: Cape Coral Executive Corpst
- Initiative 4.b.3: Vocational Training Silos for the Trades

Goal 4.c: Promote New Targeted Industries and Clusters

- Initiative 4.c.1: Establish Working Group for Each Target Industry Cluster
- Initiative 4.c.2: Targeted Industry Job Creation Grant
- Initiative 4.c.3: Target Industry Prospectuses
- Initiative 4.c.4: Industry Familiarization Tours

Goal 4.d: Engage Higher Education in Workforce Development

- Initiative 4.d.1: Expansion of Online Learning Opportunities
- Initiative 4.d.2: Cape Coral Startup Support Center/li>

Framework 5: Lifestyle & Cultural Excellence

Goal 5.a: Attract the Interest of Major Retailers and Hospitality Vendors

- Initiative 5.a.1: Pop-Up Retail Fairs
- Initiative 5.a.2: Consumer Spending Potential Reports

Goal 5.b: Recognizing the Importance of Tourism to the Overall Economy

- Initiative 5.b.1: Increase Activity and Access to Cape Coral’s Waterfront
- Initiative 5.b.2: Promote Experiential Tourism Product by Expanding Outdoor Activities
- Initiative 5.b.3: Explore Opportunities to Work with Short-Term Rental Providers
- Initiative 5.b.4: Further Develop the Already Existing Family Activity Cluster
- Initiative 5.b.5: Further Develop Youth, Adult & Scholastic Sports Facilities
- Initiative 5.b.6: Enhance & Develop New Visitor-Focused Events
- Initiative 5.b.7: Support More Unique Local Dining Options & Enhanced Evening Activities
- Initiative 5.b.8: Encourage Cross-Promotion and Joint Packaging Among Related Attraction
- Initiative 5.b.9: Energize & Educate Locals About Tourism In Cape Coral
- Initiative 5.b.10: Consider a Co-Op Marketing Approach with Certain Attractions
- Initiative 5.b.11: Tourism Leadership & Collaboration / Partnerships
- Initiative 5.b.12: Engage Higher Education Institutions as a Catalyst
- Initiative 5.b.13: Designate an Individual to be Responsible for Tourism

Cape Coral Economic Development Strategic Plan
Task 11 Report