2026 MARKETING PLAN
from the PRESIDENT and CEO
Dear valued partners and stakeholders:
As we reflect on the past year, it is clear that 2025 was one unquestionably marked by uncertainty. The dramatically ever-changing federal landscape had many of us entering the year with cautious expectations. Yet, true to the resilience and determination that define our community, the visitor industry in Fairbanks has fared better than anticipated. This outcome is a testament to the tenacity of our industry and the spirit of collaboration that fuels our success.
Looking ahead, we know that 2026 will not be without its challenges as well. Changing market conditions, evolving traveler expectations, workforce development shortages and other issues will continue to test our adaptability. But we also know that, together, we have the creativity, the resources, and the willpower to overcome these obstacles and thrive.
Our goal at Explore Fairbanks for 2026 is to be, as always, intentional and strategic in every aspect of our marketing endeavors—leveraging research, innovation, and partnerships to amplify our destination’s unique appeal. We will also build upon our expanded community engagement efforts, ensuring that residents, businesses, and organizations alike feel connected to and invested in the visitor industry. Most importantly, we are committed to working closely with stakeholders across all sectors to advocate for the necessary changes that will position our industry for long-term success.
On behalf of Explore Fairbanks, thank you for your continued trust and support. Together, we will ensure that Fairbanks not only meets the moment but continues to shine as Alaska’s Golden Heart—welcoming the world and strengthening our community for years to come.
Sincerely,
Scott McCrea
Explore Fairbanks President and CEO
2026 board of
DIRECTORS
BOARD CHAIR
Kory Eberhardt
A Taste of Alaska Lodge
CHAIR ELECT
Tekla Monson
T-Dog Race/Trail Breaker Kennel
Brad Connell
Alaska Airlines
Tricia Nelsen
Lat65 Brewing Company
Jared Sternberg
Gondwana Ecotours
Noah Lovell
Transportation Riverboat Discovery
PAST CHAIR
Elizabeth Griswold
Pike’s Waterfront Lodge
TREASURER
Reini Neuhauser
Alaska Fishing and Raft Adventures
Angelika Krinner-Croteau
Arctic Travelers Gift Shop
Kathy Hedges
Northern Alaska Tour Company
Pete Pinney
PFLAG-Fairbanks
Scott Swingle
Alaska Heritage House
SECRETARY
John Scherzer
8 Star Event Center
PRESIDENT & CEO
Scott McCrea
Explore Fairbanks
Jordan Sanford Kantishna Roadhouse/Doyon Tourism
Georgia Berry
Fairbanks Pioneer Museum
David Guttenberg, Ex Officio
Fairbanks North Star Borough
Lonny Marney, Ex Officio
City of Fairbanks
ORGANIZATIONAL chart
Fairbanks Community and Explore Fairbanks Partners
Explore Fairbanks Advisory Standing Committees:
• Audit
• Marketing
• Community Engagement
• Public Policy
Board of Directors Committees
established by Explore Fairbanks By-laws:
• Executive Committee
• Finance and Planning Committee
• Nominations Committee
President and CEO
Scott McCrea
Director of Finance and Administration
Dawn Murphy
Director of Tourism and Meeting Sales
Bill Wright
Director of Communications
Kasey Gillam
Director of Visitor and Community Engagement
Charity Gadapee
Finance Specialist
Francine Garcia
Tourism Sales Managers
Tyler Chiles
Allysa Westman
Meetings and Conventions
Sales Manager
Carly Nelson
Meetings and Conventions Sales and Services Coordinator
Jared Cagwin
Sales and Services Associate
Ed Malen
European Contractor
Elke Brosin
Social Media Manager
Mickee McGuire
Public Relations Manager
Jerry Evans
Communications Coordinator
Gabrielle Knight
Branding and Production Coordinator
Angie Cerny
Manager of Community Engagement
Juanita Webb
Manager of Visitor Engagement
Kelsie Shields
Visitor Engagement Specialists
Bob Eley
Catha Caliao
Golden Heart Greeters
strategic PLAN 2022-2027
Executive Summary
On May 11, 2022, the Explore Fairbanks Board of Directors, President and CEO, and departmental directors held their annual strategic planning retreat at the Fairbanks Princess Riverside Lodge. Facilitated by the Foraker Group, the retreat discussed strategic priorities for the organization for the next five years as well identifying organizational core values and its envisioned future for both 2027 and 2032.
Over the course of the summer the management team reviewed, discussed and revised the draft document that came out of the retreat provided by Foraker. The revised document was sent to the board for review and input. The board discussed and approved the following plan at its meeting on August 24, 2022.
Mission Statement
The mission of Explore Fairbanks is to be an economic driver in the Fairbanks region by marketing to potential visitors, optimizing the visitor experience, and advocating for a thriving year-round visitor industry.
Core Values
Resiliency Innovation Opportunity Cooperation Diversity Quality Community Transparency
Core Programs
Destination Marketing & Management Partner and Visitor Engagement
Economic Development Industry Advocacy
Envisioned Future 2027
Explore Fairbanks is the number-one resource of visitor information for our destination, bringing visitors from around the world to Fairbanks and Interior Alaska year-round with strategic marketing based on reliable research data and consistent use of our brand pillars. Our organization and our industry are a shared community value thanks to our collaborative working relationships with key stakeholders and the general public, which helps ensure broad-based, consistent and reliable financial support. We lead the way in advocacy efforts for our industry, championing for product development and infrastructure improvements for the betterment of residents and visitors alike. Internally our organization thrives due to an engaged partnership, a dedicated governance, and a motivated and inspired staff that takes pride in their work and in the destination a whole.
Commitment to Diversity, Equity and Inclusion
Explore Fairbanks wholeheartedly embraces and celebrates diversity in all of its forms. We believe that our community’s Golden Heart spirit lies in the rich mosaic of cultures, backgrounds, perspectives and experiences that make us truly exceptional. Through our inclusive marketing efforts, we attract travelers from diverse backgrounds. We have an environment where individuals can come together, share their stories and form lasting connections. By embracing diversity, we enrich the fabric of our community with a goal of fostering an atmosphere of understanding, respect and unity.
Approved by the EF Board of Directors on August 23, 2023
Strategic Priorities 2022-2027
The Explore Fairbanks Board of Directors and management team has identified four overriding strategies it will implement in its efforts to fulfill its mission, achieve its envisioned future, and gain and sustain competitive advantage as the Destination Organization (DO) for the Fairbanks region, including Alaska’s Interior and Arctic.
1. Focus marketing efforts on strategic opportunity markets specific to our region as well as identified by Alaska tourism.
2. Champion continued strategic product development and infrastructure improvement necessary for a steady, balanced year-round visitor industry.
3. Solidify the visitor industry as a shared community value.
4. Maintain a strong, resilient, mission-focused organization with an engaged partnership, dedicated governance and sustainable staffing.
PRIORITY 1
Focus marketing efforts on strategic opportunity markets specific to the Fairbanks region as well as identified by Alaska tourism.
Objectives
Sustain and grow current key market segments
Areas of Emphasis
• Core domestic consumer and travel trade markets
• Core domestic demographic markets
• Small meeting markets
• Proven media markets
• German-speaking Europe and other strategic markets within Europe
• Monitor forecast for prior core international markets to determine market return
• Collaborate, when applicable, with statewide DMOs and ATIA, on marketing efforts
Identification and development of emerging market segments
Identification and investment in new marketing strategies and technologies
Consistent use and refining of brand pillars in marketing endeavors
• Prioritize emerging international markets to include Latin American and India
• Prioritize new domestic markets based upon expanded air service
• Identification of, and promotion to, niche/diverse markets
• Utilize research, performance metrics and data to drive new marketing decisions and opportunities
• Monitor social media trends to determine which platforms best meet marketing strategies
• Incorporate best practices into ongoing improvements to website, to include accessibility issues
• Midnight Sun, Aurora and Winter Season
• Basecamp to Denali and the Arctic
• Alaska Native Culture
• Iconic Alaskan Experiences
• Golden Hear t of Alaska
PRIORITY 2
Champion continued strategic product development and infrastructure improvement necessary for a steady, balanced year-round visitor industry.
Objectives
Strategic product development
Areas of Emphasis
• Work closely with Fairbanks International Airport and airlines to maintain existing flights and pursue new service
• Encourage product development that provides for more robust offerings during shoulder season and supports destination brand pillars
• Promote development of products and programs pertaining to securing Fairbanks as the U.S. gateway to the Arctic
• Champion for products and programs that develop greater awareness of Alaska Native culture tourism
• Advocate for a shared industry philosophy focused on regenerative/sustainable tourism
Infrastructure improvement
Workforce development
• Continued discussion and collaboration on the potential reality of a convention center for Fairbanks
• Partner with economic development entities to advocate for transportation and infrastructure improvements for visitors and residents
• Champion for infrastructure projects to address capacity issues in the region
• Promote employment opportunities within the leisure and hospitality industry
• Provide front-line customer service training to help ensure a more qualified workforce
• Monitor state and national employment trends and research to determine best practices in workforce recruitment
• Build awareness of the industry as a viable career opportunity
PRIORITY 3
Solidify the visitor industry as a shared community value.
Objectives
Educate and engage stakeholders
Areas of Emphasis
• Continually educate local and state elected officials on the importance of the visitor industry
• Partner with economic development stakeholders (Chamber, FEDCO, Downtown Association, FNSB) on an ongoing proactive basis
Educate and engage the general public
• Educate on the positive impact of the visitor industry to the region (economic and quality of life)
• Conduct resident sentiment survey to better understand local community perception on the value of tourism
• Pursue opportunities to partner with nonprofits and government entities to identify solutions for community-wide issues
• Implementation of a “Tourism Cares” program to communicate industry contribution and support to the community
PRIORITY 4
Maintain a strong, resilient, mission-focused transparent organization with an engaged partnership, dedicated governance and sustainable staffing.
Objectives
Transparency in operations
Areas of Emphasis
• Regular and accessible publishing of key performance metrics
• Regular and accessible publishing of board minutes
• Regular and accessible publishing of applicable financial information
Growing and engaged partnership
Robust and dedicated governance
Stability in funding and financial management
Sustainable and motivated staffing
• Development of an inclusive partnership model that better reflects the industry as a whole
• Revitalized ATIA Fairbanks Chapter
• Utilize aforementioned practice of transparency to better communicate to partners the ROI of their partnership
• Recruit board members to ensure a more diverse representation of the industry and community
• Ongoing board training and mentoring to grow future board leaders
• Restructure board meetings to allow for less reporting from staff and more strategic discussion
• Provide board members with training and information necessary to be advocates for the organization
• Ensure general governance operations are in line with DMAP standards
• Successful completion of an annual audit each year
• Continue following best practices in checks and balances system of accounting
• Maintain reserve funding for needs as identified by organizational policy
• Regular advocacy of local government to ensure continued reinvestment of bed tax dollars
• Maintain a competitive salary and benefits package
• Offer opportunities for staff training and promotion
• Stabilize human resources policies and implement consistently
• Develop succession plans for leadership positions
• Foster a building-wide team environment built around a solid and agreed upon work culture
• Ensure staff have the proper tools and technology to perform their jobs
brand PILLARS
The Fairbanks region is a year-round visitor destination with three distinguishing seasons
Heralding Fairbanks’ location on the globe at the 65th parallel of latitude are three seasons that define Fairbanks’ style:
• Midnight Sun Season – April 22 through August 20. The midnight sun in the summer sky sets Fairbanks apart including 70 straight days of sunshine.
• Winter Season – Fairbanks celebrates winter from late-October through the end of March.
• Aurora Season – August 21 through April 21. This eight-month period offers some of the world’s best northern lights viewing. This season encompasses all four seasons.
Fairbanks is the basecamp for Denali, Alaska’s Interior and Arctic
Surrounded by wilderness, Fairbanks is just more than two hours from Denali National Park and serves as a leaping off point by air and road to the Arctic Circle, access to villages, towns and parks in Alaska’s vast Interior and Arctic. The farthest north city in Alaska and the United States accessible by air, rail and road, Fairbanks’ hub-and-spoke positioning is a win-win for the destination and neighboring communities.
Fairbanks celebrates a rich heritage and tapestry of Alaska Native culture and art
Fairbanks takes pride in honoring and acknowledging the first people of Alaska. The Interior and the Arctic regions of the state offer endless opportunities to experience the culture of the Native people of Alaska in ways that are authentic and genuine. Events such as the World Eskimo-Indian Olympics and the Festival of Native Arts bring the culture to life, while museums and specialty shops feature the works of art of Alaska Native artisans.
Fairbanks offers iconic Alaskan experiences
Destinations throughout Alaska assert authenticity but Fairbanks with its “last frontier” feel, reputation for resourcefulness and pioneer spirit makes it the ultimate Alaskan locale. Fairbanks has an isolated location with proximity to remote villages, a large population of log cabin dwellers and cold, snowy winters that allow for distinctive sports and events like dog mushing. The often nature-inspired artistic spirit of the residents is expressed in all forms of performing and fine arts, while handcrafted food, drinks and gifts are created from locally sourced produce and materials.
Fairbanks is renowned as Alaska’s Golden Heart
Fairbanks is known throughout the state and beyond as Alaska’s Golden Heart. The triple meaning refers to its gold rush history, the city’s location in the center or “heart” of Alaska, and more importantly, to the friendliness of its residents. Our community welcomes all visitors, making sure Fairbanks is a destination where everyone feels valued and included. While most visitors come to Fairbanks to experience what Mother Nature has to offer, many comment that it is their interactions with human nature that left the biggest impression.
2025 By the Numbers
1,110,753 total arrivals & departures at Fairbanks International Airport monthly average of 4,400 jobs in the leisure & hospitality industry in the borough 93,967 Alcan passenger border crossings
$8.8M in borough bed tax revenues (through November)
2025 Marketing Performance
847,789 website sessions
1,409,100 website pageviews
54,734 visitor guide inquiries
35,411,308 digital banner ad impressions
2,552,411 partner advertising impressions
485,471 Facebook fans
49,342 Instagram followers
Occupancy Rates
total arrivals & departures at Alaska Railroad depot
Hotel Average Daily Rates
Target Audiences
RV travelers
Family travel
Outdoor enthusiasts/adventure travelers
Business travelers
Cultural and heritage travelers
Cruise/land tour travelers
Baby boomers
Visiting friends and relatives
In-state residents
Repeat visitors
Domestic Markets
Core
Seattle, Washington*
Portland, Oregon*
Los Angeles/Bay Area, California
Dallas, Texas
Chicago, Illinois*
Denver, Colorado*
Minneapolis, Minnesota*
Salt Lake City, Utah*
*direct flight markets
Secondary
Phoenix, Arizona
Orlando/Tampa, Florida
Atlanta, Georgia
International Markets
Core
German Speaking & Northern Europe: One of our longest international markets, Explore Fairbanks is represented in the region by our European contractor Elke Brosin. Primarily summer visitors, interested in outdoor adventure, cultural experiences and self-drive tours.
India: One of the top international markets for the U.S., Explore Fairbanks just recently began having a presence over the last three years through sales missions with Brand USA and ATIA. Luxury market with spending power, multigenerational travel very common.
Mexico/Brazil/Colombia: Another new and growing market, Explore Fairbanks has partnered three times with Brand USA on sales missions. Similar to India with multigenerational travel and good spending power with a strong interest in cruising and northern lights.
Australia/New Zealand: Historically a strong market for Alaska showing signs of return. Primarily summer visitors. Strong interest in cruise, outdoor adventures, northern lights; showing good potential for winter season. Explore Fairbanks used to participate in sales missions with Visit Anchorage, now working with Brand USA and VUSA Australia.
Canada: Historically a strong market for both RV travel and cruise. Explore Fairbanks has participated in consumer shows with Holland America and met with Canadian-based tour operators at shows such as IPW.
Secondary
Japan/Korea: Japan was once Fairbanks’ strongest international winter market, now showing signs of return though weak Yen conditions could be problematic. Explore Fairbanks used to coordinate statewide sales missions to the market, now working with Brand USA and also in discussions with Japan-based tour operator to resume winter charters. Korea market has new potential with the launch of Alaska Airlines’ direct service from Seattle to Incheon.
Taiwan/China: Explore Fairbanks is gauging a return to the Taiwan market and monitoring when to potentially return to China based on national data.
Southeast Asia: Explore Fairbanks also gauging a return to this market in 2026; was just starting to explore it prior to the pandemic. Has good potential for winter/aurora tourism as well as cruise market.
United Kingdom: Explore Fairbanks European Contractor Elke Brosin participates in trade opportunities in this market when available.
RESEARCH driven decisions
Research plays a vital role in shaping our strategic marketing decisions at Explore Fairbanks by providing data-driven insights to better inform our approach. Through methods such as comprehensive market analysis, visitor surveys and trend monitoring, we can identify key demographics, emerging markets and evolving visitor preferences. This allows us to craft targeted campaigns, optimize our marketing efforts, and align our messaging with the interests of our potential travelers. It can also help us identify areas of improvement within our destination that we can collaborate on with our stakeholders to try and find solutions. Continuous analysis of industry trends, competitor activity and economic factors ensures that our strategies are proactive rather than reactive, allowing us to maintain a competitive edge and drive sustainable growth for the region’s visitor industry and community as a whole.
Research Projects for 2026
Fairbanks International Airport Visitor Survey: Launched in October 2025, this project will continue through September 2026. Working with McKinley Research, online surveys will be conducted throughout the year with departing visitors using the Wi-Fi system at the Fairbanks International Airport. Questions asked will include but not limited to origin, trip purpose, spending, length of stay, lodging, activities and trip planning. McKinley Research will provide top-line monthly reports as well as more detailed seasonal reports (winter vs. summer).
New Research Platform with Datafy: In 2026 we will partner with a new research entity called Datafy to conduct media and website attribution. This will allow us to integrate data from multiple sources by tracking how visitors move from seeing our ads or visiting our website to actually engaging with Fairbanks as a destination and how much they spend while here. In short, providing the tools we need to connect our marketing efforts directly to visitor impact. Datafy also provides a whole suite of data products to include domestic and international visitation point of origin, length of stay, and direct spending.
AirDNA: This platform will allow for greater insight into the short-term rental market across the Fairbanks North Star Borough, tracking not just occupancy and average daily rates, but also identifying different types of properties within the short-term rental market in the borough to better understand the trends.
Other Research Sources:
• Alaska Travel Industry Association
• Destinations International
• FNSB Community Research Quarterly
• Future Partners “State of the American Traveler” reports
• Smith Travel Research (STR)
• Tourism Economics
• U.S. Commercial Services
• U.S. Travel Association
commitment to COMMUNITY
For Explore Fairbanks, our success as a destination organization is rooted in the vibrancy and the well-being of our community. In 2025, our community engagement efforts reached new heights, creating a broader and more meaningful impact across the Fairbanks region. These collaborations not only showcased the vital role of the visitor industry in our community but also built stronger bridges between tourism and the people who call Fairbanks home. By expanding the scope and inclusivity of our efforts, we reinforced the idea that when our community thrives, our visitor industry thrives—and vice versa.
Examples from 2025 of our community engagement endeavors include:
• Feed Fairbanks campaign in which Explore Fairbanks partners contributed $25 of their membership dues to help raise funds to address food security in our community brought in close to $8,000 for the Breadline, Fairbanks Community Food Bank, Fairbanks North Star Borough School District Nutrition Services, and Meals on Wheels.
• Contributed $50,000 towards the City of Fairbanks Storefront Improvement Program and $25,000 to Fairbanks North Star Borough Parks and Recreation for flower planting in the borough.
• Care for the Caregivers food truck event in August partnered with eight food trucks to provide meals for close to 1,200 doctors, nurses, and support staff at the Fairbanks Memorial Hospital and the Tanana Valley Clinic.
• First established in 2019, we have welcomed more than 6,500 soldiers and their families from Ft. Wainwright through our weekly Fairbanks orientation tour. We attend the weekly orientation fairs at Ft. Wainwright and the monthly fairs at Eielson Air Force Base, provide support for the Ft. Wainwright Better Opportunities for Single Soldiers (BOSS) program, and sponsored the Commander’s Cup hockey game between Army and Air Force.
• The new Golden Heart Giving Sponsorship Program provided $96,225 in funding for 12 different projects across the borough. The criteria for this new program to provide funding support for projects, events and activities that improved the quality of life for residents, enhanced the visitor experience, and supported innovative ideas fostering community engagement and development.
Looking ahead to 2026, our new endeavors will include:
• The Golden Hear t Giving Support the Shield program which will aim to support the men and women in blue who protect our friends and neighbors as well as visitors.
• Continued growth in military support through the development of a city tour focused on sharing locations for family-oriented activities for spouses of enlisted soldiers, and implementation of an online Armed Services Citizens Academy.
• In par tnership with the Fairbanks North Star Borough School District, Alaska Job’s Network and visitor industry partners, spearhead the development of a long-term career fair program for high school students.
The 2026 marketing plan for Explore Fairbanks is supported by a budget of $5,454,100, with 76% of revenues generated through bed taxes collected by the City of Fairbanks and the Fairbanks North Star Borough. Our budgetary priorities reflect our commitment to maximizing the impact of these funds, with 48% dedicated to direct marketing efforts, ensuring broad and targeted exposure for our destination. Additionally, 39% is allocated for personnel to maintain and support our skilled team, while 13% is focused on indirect marketing activities primarily connected to day-to-day operations of the organization. This strategic approach allows us to invest heavily in marketing our destination while maintaining operational efficiency and sustainability.
Revenue: $5,454,100
For a destination organization, having healthy reserves is essential. It allows us to stay resilient in times of economic uncertainty or unexpected challenges, ensuring we can continue to promote Fairbanks without disruption. With strong reserves, we have the flexibility to take advantage of new opportunities, invest in key initiatives, and maintain stability for our community and stakeholders. In short, it’s what helps us remain adaptable, forward-thinking and ready to support the long-term success of the Fairbanks visitor industry.
The Explore Fairbanks Board of Directors budget reserves policy stipulates that our reserves be used to (1) maintain enough cash in our general fund to handle any short-term differences between income and expenses; (2) build up reserves so we can respond to both immediate needs and future opportunities that align with our strategic goals; and (3) ensure we have the necessary funds to meet our long-term commitments.
On September 24, 2025, the Explore Fairbanks Board of Directors approved to reserve an estimated fund balance of $5,224,930 as follows:
Estimated Reserve Fund Balance: $5,224,930
Fund Balance (to balance the 2026 budget)
$1,052,905
Operating Reserves
$2,727,025
Designated Reserves
$1,445,000
2026 DESIGNATED RESERVES
$150,000 Future Bid Incentives: To be used to bid/host future conferences and meetings, previous examples being the Society of American Travel Writers Western Chapter Conference and the North American Travel Journalists Association.
$75,000 Future Familiarization Tours: To be used for future opportunities to host travel trade/media familiarization tours that correspond with in-state conventions or other specialized fam tours.
$275,000 Contractual Services: To be used for contractual work for opportunities such as international market representation in India and/or Latin America and other specialized projects.
$50,000 Website Update: To be used for future updates (design, navigation, etc.) for the website (potentially in conjunction with the SEO item below).
$50,000 Internet/SEO/Social Media: To be used primarily for a third-party search engine optimization (SEO) study to assist in having our website rank high on search engines.
$150,000 Research/Education: To be used for research projects (visitor profile studies, economic impact, etc.) to further strategize future marketing efforts.
$200,000 Capital Expenditures: To be used for upgrades to accounting software to include annual subscription and servicing costs and visitor engagement enhancements at MTCVC.
$185,000 Community Engagement Projects: To be used to provide funding support for organizations for projects or services that benefit both the visitor industry and the community, to include allocating $100,000 towards the 2026 Golden Heart Giving Sponsorship Program.
$60,000 Workforce Development: To be used for visitor industry focused training programs through the Tourism Academy as well as partnerships/collaborations with the school district & university to support visitor industry related education programs and internships.
$250,000 New Market Development: To be used for marketing endeavors for new and opportunity markets that arise, such as the launch of scheduled air service to a new domestic market, a strategically identified new international market, etc. $100,000 will be used for the board approved cash contribution towards a Small Community Air Service Development Program (SCASDP) Grant.
2026 key strategic initiatives: COMMUNICATIONS
Branding, Advertising and Collateral
• Implement an integrated advertising strategy across multiple platforms: Develop and execute a comprehensive advertising schedule that incorporates diverse mediums to effectively and efficiently reach potential travelers. Utilize advertising placements as a method for producing inquiries for the Visitors Guide and Winter Guide. Key actions include monitoring editorial calendars for opportunities, supporting direct flight routes and putting greater emphasis on digital campaigns including social media, retargeting and streaming television.
• Enhance and unify publications and collateral with consistent branding: Continue to update, refine and create publications that serve as planning tools and/or informational pieces about our destination and organization. Working in conjunction with other departments when appropriate, update existing advertising templates, handouts, brochures and informational pieces to reflect a consistent brand and look.
• Showcase destination through video content: Amplify destination appeal and engagement across digital platforms through existing and new video assets. Distribute video content via social media, website, advertising and e-newsletters to drive traffic, increase brand visibility and inspire visitation.
• Boost engagement with targeted e-newsletters: Enhance consumer and industry engagement by delivering regular targeted e-newsletters. Develop a distribution calendar that features relevant, topical and seasonally appropriate content. Increase open rates and click throughs using compelling messages, effective calls to action, beautiful imagery and interactive elements.
Success metrics:
• Paid media impressions
• Visitor and Winter Guide request volume
• Video views and video completion rate
• Increased open rates, click throughs and subscriptions for e-newsletters
Social Media and Website
• Increase website performance and content quality: Improve the website’s performance and user experience through regular maintenance, content development and continued compliance updates. Optimize search engine and AI overview visibility, ensure privacy compliance, and integrate new media and ADA-compliant content. Key actions include continuing to improve search engine optimization including AI overviews, website accessibility, and expanding video and photography assets.
• Launch redesigned and updated website: Work with Simpleview to create and launch a redesigned website that incorporates new integrations and technologies, updated visual design and enhanced user experience. Create a highly engaging, accessible and high-performance website that meets or exceeds current industry standards and best practices.
• Optimize and expand social media strategy: Enhance social media efforts by continuously monitoring trends, incorporating diverse and compelling content and using different features within platforms to increase engagement. Advance social media use by developing and maintaining a content calendar and evaluating and adapting to new platforms.
Success metrics:
• Website traffic including sessions, new users and returning users
• User engagement within website including time on site, key events and engaged sessions
• Social media metrics including post engagement , follower growth and number of impressions
Communications and Media Relations
• Strengthen media relations and coverage for Fairbanks with traditional media: Enhance media outreach and coverage by proactively inviting traditional media to cover Fairbanks, creating customized itineraries, and conducting targeted media tours. Expand engagement with media, attend key industry events, and work to maintain and grow the media database. Proactively follow up with media to gauge interest, provide additional information or resources and foster ongoing relationships.
• Enhance relations with digital media: Strengthen media outreach and coverage for Fairbanks while working with digital media including but not limited to bloggers, influencers and content creators. Work with content creators to procure new licensed images and videos for use in social media, website and publications.
• Expand media coverage and relationships through press release distribution: Improve media coverage and visibility by strategically utilizing TravMedia and PRWeb to distribute story ideas and press releases to both domestic and international media. Cultivate relationships with local media by sharing about internal successes, community activities and industry-specific updates to further the “Tourism Works for Fairbanks” message. Create and maintain a press release distribution calendar to expand reach and engagement with media professionals.
Success metrics:
• Media tours hosted and media assistance provided
• Earned media generated including number of articles published and audience reach
• Licensed images and videos
• One-on-one meetings at industry events
• Press releases distributed
Publications We Advertise In:
PUBLICATIONDESCRIPTION
425 Magazine Covers topics related to the Eastside of Seattle, WA including travel.
AAA Via Provides travel inspiration and practical advice for AAA members in Oregon/Idaho.
AARP Lifestyle publication for AARP members, covering a variety of topics including travel. Co-op with ATIA.
Alaska Activity Guide & Map Guidebook and map featuring information about Alaska for independent travelers.
TARGET AUDIENCE
Outdoor enthusiasts/adventure travelers, cruise/land tour travelers, cultural and heritage travelers
Baby boomers, cruise/land tour travelers, RV travelers
Baby boomers, cruise/land tour travelers, RV travelers
RV travelers, baby boomers, in-state residents
Anchorage Daily News Newspaper that serves Southcentral Alaska. In-state residents
Alaska Magazine Showcases Alaska's wildlife, beauty and adventure and offers travel advice for visitors.
AMERICA Journal (German) Travel and lifestyle magazine focused on the United States.
Bearfoot Guides Guide for independent travelers along Alaska's road system with travel information and maps.
Bell’s Travel Guides Guides with maps and information about Alaska and Yukon for independent travelers.
Outdoor enthusiasts/adventure travelers, baby boomers
Outdoor enthusiasts/adventure travelers, cultural and heritage travelers
RV travelers, in-state residents
RV travelers, in-state residents
Fairbanks Daily News-Miner Newspaper that serves Interior Alaska. In-state residents
Fish Alaska Covers all aspects of sport fishing in Alaska.
Group Tour Magazine Provides inspiration and insights for group travel planners and enthusiasts.
Milepost
Travel guide that provides information on traveling in Alaska and Western Canada.
National Parks Aims to educate and inspire people about the National Park System.
Northwest Meetings & Events Information and industry resources for planning meetings and events in the Pacific Northwest.
Northwest Travel & Life Covers travel and other topics in the Pacific Northwest.
Outside Inspires people to enjoy an active lifestyle through a variety of topics related to the outdoors.
Preservation Celebrates historic places and inspires people to preserve them.
Sunset Lifestyle magazine that focuses on the Western United States covering topics that include travel.
Travel Inside (German) Trade newspaper tailored to the needs of travel professionals.
Travel Tip (German) Provides advice and information on travel, trends and holiday destinations.
Outdoor enthusiasts/adventure travelers
Baby boomers, cruise/land tour travelers
RV travelers, baby boomers, fly/drive travelers
Outdoor enthusiasts/adventure travelers, family travelers, RV travelers, baby boomers
Business travelers
Outdoor enthusiasts/adventure travelers, cruise/land tour travelers, baby boomers, cultural and heritage travelers
Outdoor enthusiasts/adventure travelers
Cultural and heritage travelers, outdoor enthusiasts/adventure travelers
Baby boomers, cruise/land tour travelers
Outdoor enthusiasts/adventure travelers, cultural and heritage travelers
Outdoor enthusiasts/adventure travelers, cultural and heritage travelers, RV travelers
2026 key strategic initiatives: TOURISM and MEETING SALES
Domestic Travel Trade
• Identify, prioritize and attend key travel trade shows: Research and select the most relevant domestic travel trade shows that align with Fairbanks’ target markets and goals. Schedule one-on-one appointments at shows with qualified operators and agents who hold the most promise for future business for the destination. When applicable, allow for opportunities for partners to participate and conduct presentations at shows to garner further exposure and establish new contacts.
• Host targeted familiarization (FAM) tours: Develop and host strategically targeted FAM tours for qualified domestic travel agents and tour operators. Strive to consolidate FAM tours for operational efficiency such as the online AGENT training program, as well as targeting “off-season” times of year such as October, April, etc. Work closely with EF partners and associates to educate them on the value of FAM tours and expand their participation. Partner when applicable with ATIA and other Alaska DMOs. Follow up FAM tours with satisfaction surveys to share with participating partners and enhance overall FAM quality.
• Implement effective follow-up and relationship building from travel trade activities: Establish a robust follow-up process to nurture leads from both trade shows and familiarization tours, to include timely tourism lead requests to EF partners. Maintain ongoing communication with new and existing contacts to provide new product/destination information and strengthen relationships. Follow-up communications and newsletters will be coordinated with the Communications Department to ensure messaging aligns with Explore Fairbanks’ seasonal campaigns and digital engagement efforts.
• Work closely with Fairbanks International Airport and consultant to secure new air service opportunities: Participate in air service development conferences such as Routes America and Jump Start to provide up to date visitation data to network planners. Promote flights through trade shows in markets that provide service to Fairbanks such as Chicago and Denver, as well as through online training.
Success Metrics
• Number of qualified contacts from trade shows
• Development of new products and itineraries from trade shows and FAM tours
• Timely follow-up to travel trade contacts
• Number of attendees in the online AGENT program
• Number or FAM survey responses
• Development and retention of new air service to the destination
International Travel Trade
• Increase international market presence through trade shows and sales missions: Participate in international trade shows, sales missions, and B2B marketplaces, focusing on the core international markets of German-speaking Europe, India, South America, and Australia/New Zealand. Participate when strategically feasible in other international markets such as Japan/Korea, Southeast Asia, China/Taiwan; monitor U.S. Travel Association research to gauge return of those markets and other trends.
• Leverage in-market representation and Alaska partnerships in key international markets: Continue to utilize the expertise and knowledge of Explore Fairbanks European contractor Elke Brosin for continued and consistent presence in that market. Research potential for in-market representation in India and South America, with goal of securing if financially and strategically viable. Partner when opportunity arises with ATIA or other Alaska DMOs on international sales missions in those markets.
• Incorporate multilingual collateral and digital content: Include Spanish and Portuguese-language and collateral pieces for use in the South American content and update Japan lure piece. As part of EF website redesign, share content on foreign language pages across all international markets. Provide online, ondemand training programs specific to key international markets.
• Conduct FAM tours to drive international market engagement: Continue to work with European contractor to host fam tours from the European market. Expand international FAM tours to include the markets of India and South America, in partnership with airlines if applicable. Work with EF partners and associates to educate them on the culture and expectations of those markets.
• Partner with Fairbanks International Airport, airlines and tour operators to secure international charters and air service: Continue to work closely with the airport and other regional and state stakeholders with a goal of bringing back charter service from an Asian market as well as bringing Condor Air back for summer service.
Success Metrics
• Number of qualified contacts from trade shows and sales missions
• Successful hosting of FAMs from international markets other than Europe
• Development of new products and itineraries because of trade shows and FAM tours
• Number of trained contacts from international markets
• Return of charter service from an Asian market.
Meetings and Convention Sales
• Expand national awareness of Fairbanks as a destination for meetings and conventions: Through participation in industry trade shows and other marketing endeavors, continue to showcase the meetings and conventions landscape in Fairbanks. Focus strategies on “best fits” for the destination as it pertains to niche markets that align well with venue sizes and Fairbanks’ unique offerings. Promote off-season and shoulder season meetings when there is greater availability. Develop marketing material to include a Meeting Planner online training program.
• Strengthen local and state industry relationships and partnerships: Foster ongoing relationships with key meeting and convention stakeholders to include but not limited to the University of Alaska Fairbanks, regional tribal organizations, Chamber of Commerce, the Alaska School Activities Association, and state government entities. Conduct familiarization tours to local meeting planners and revisit possibility of hosting meeting planner luncheons in Juneau and Anchorage.
• Encourage and facilitate sustainable practices for meetings and conventions in Fairbanks: Utilizing industry best practices, promote eco-friendly strategies to event planners in areas such as minimizing paper use, reducing waste, and promoting sustainable practices to attendees.
• Collaborate closely with Explore Fairbanks partners connected to the meetings and conventions sector: Enhance strategic partnerships with local hoteliers, venues and other event hosting entities and services providers to stay up to date and informed on new or future developments in their business as well as sharing market insights. Utilize weekly e-news to educate and inform the entire partnership on meetings and conventions activities. Work with the President and CEO to host a roundtable luncheon with regional hoteliers to strengthen the relationship with them.
Success Metrics
• Number of leads and meetings/conventions booked
• Estimated economic impact of meetings/conventions booked
• Number of services provided to local meetings and conventions
• Development and implementation of online training program
• Number of qualified contacts from industry trade shows
• Successful hosting of meeting planner luncheons in Anchorage and Juneau
• Successful hosting of at least one meeting planner FAM tour
2026 key strategic initiatives: VISITOR and COMMUNITY ENGAGEMENT
Partnership
• Increase number of businesses in new Associate program: Attract, engage, and retain local businesses as complimentary partners of Explore Fairbanks. Democratize access to online exposure for local businesses within the Fairbanks North Star Borough, fostering community engagement and enhancing the overall visitor experience through curated and informative profiles on Explore Fairbanks’ website.
• Recruit new businesses into the Partnership program: Emphasize the mutual benefits of collaboration with paid partnership by highlighting the value of collective marketing efforts, which amplify visibility and attract a larger audience that individual businesses may not reach on their own. Offering partnership options with available additional benefits to purchase to broaden overall reach can appeal to a broader range of businesses.
• Cultivate relationships and outreach to Partners and Associates: Foster a supportive network among Explore Fairbanks partners and associates through educational forums and celebratory events, ultimately increasing Partner and Associate satisfaction and retention while enhancing collaboration and professional development within the tourism sector in Fairbanks.
Success Metrics:
• Maintain a 70% growth rate in Associate level enrollment with primary focus being the dining category.
• Increase in Partnership level enrollment.
• Maintain a 95% renewal rate of Partners.
• Host a minimum of four educational/networking events per year.
• Positive feedback from Partners and Associates through annual survey.
Visitor Engagement
• Provide visitors with exceptional customer service: Create connections with guests through accurate and timely information sharing from staff. Increase the Morris Thompson Cultural and Visitors Center visibility as a welcoming and engaging first stop in Fairbanks. Maintain communication channels with guests by mailing Explore Fairbanks printed collateral, answering incoming e-mails and phone calls. Distribute visitors guides across the state through visitor centers, chambers of commerce, and local and state consumer shows.
• Leverage personal stories to optimize the visitor experience: Utilize the appeal of the Golden Ambassadors program to provide personalized connections to visitors to Fairbanks. Educate meeting planners and local event organizers about the benefits of utilizing Golden Ambassadors to aid with event execution. Actively pursue hands-on educational experiences with partners and associates through familiarization tours to enrich staff’s accuracy in helping guests plan their trip.
Success Metrics:
• Visit a minimum of 20 partner/associate businesses for familiarization tours.
• Maintain a 24-hour turnaround for direct inquiries; 48-hour for indirect inquiries.
• Increase in the number of meetings and conventions for Golden Heart Ambassadors to help at.
Community Engagement
• Broaden community awareness of the visitor industry and the role of Explore Fairbanks: Enroll residents in the new “I am Golden” program to foster a deeper appreciation and support for the tourism economy among residents, enhancing community engagement and understanding of its economic significance in Fairbanks. Strengthen awareness of the Explore Fairbanks brand by expanding the fox and raven mascots character development by partnering with a local designer for a cartoon character design.
• Foster continued and new collaborations with military community: Establish a comprehensive Armed Services Citizen’s Academy program to provide information to the broader Fairbanks community about Fort Wainwright, Eielson Air Force Base, Fort Greely, and Clear Space Force Station. Continue the weekly Fort Wainwright orientation program while exploring the potential of becoming a Blue Star Community chapter location to help military families take advantage of Alaska’s public lands.
• Expand awareness of workforce development and career opportunities in the visitor industry: Identify and implement strategies to nurture local talent, promote career pathways in tourism, and strengthen community partnerships through innovative educational opportunities in the Fairbanks North Star Borough School District. Host visitor industry career fairs at area high schools in the spring. Partner with Alaska Jobs Network to host one Tourism Job Fair for the community hosted at the visitors center.
• Nur ture a philanthropic legacy through the Golden Heart Giving “Tourism Cares for Fairbanks” program: Team up with Partners and Associates to host charitable events to raise funds for local nonprofits and/or appreciation events supporting community service entities. Encourage the Community Engagement committee to continue to improve the process to allow local organizations to apply for funds supporting projects that positively impact residents and visitors in some manner.
Success Metrics:
• Expand the online “I Am Golden” educational portal with at least one Armed Services Citizens Academy module focused on US Army Garrison Alaska Fort Wainwright.
• Expand the visibility of the raven and fox mascots with drawings to be used on collateral distributed at community events.
• Apply for Blue Star Community designation to encourage military families to visit the outdoors.
• Host a minimum of four career fairs at area high schools inviting at least eight partners to showcase various career fields available in the tourism industry.
• Continuation of the Golden Heart Giving Sponsorship program with a goal of supporting projects with up to $10K in support each, but not to exceed a total of $100,000 in sponsorships.
2026 key strategic initiatives: ADMINISTRATION
• Maintain stable organizational funding: Ensure stable funding for the organization through a comprehensive financial and advocacy strategy with a focus on growing and maintaining positive partnerships and working relationships throughout the year with key stakeholders at the City of Fairbanks and the Fairbanks North Star Borough.
• Achieve a timely and clean audit: ioritize financial transparency and accountability by ensuring rigorous internal controls, regular financial reviews, and compliance with all relevant regulations. The goal is to consistently achieve a timely clean audit with no opinion by external auditors, reinforcing trust with stakeholders.
• Enhance employee recruitment and retention: Implement programs that enhance employee engagement, satisfaction and retention while also positioning the organization as an attractive employer for top talent. Identify any needs for succession planning and defining opportunities for employees to move up within the organization.
• Improve workforce efficiency: Continuously assess and improve operational processes to increase efficiency and reduce costs to include leveraging technology, streamlining workflows, and enhancing cross-departmental collaboration to achieve organizational goals more effectively.
• Strengthen stakeholder engagement and collaboration: Strengthen relationships with key private, nonprofit, and government stakeholders at the local, state and federal level. Provide leadership, facilitate discussions, and strive for collaboration on public policy, advocacy and infrastructure issues that impact the visitor industry. In conjunction with the board of directors and relevant community stakeholders, begin the process of formulating a destination stewardship/management plan for the region.
• Assure best practices as a professional association: Successfully renew Explore Fairbanks with the International globally recognized Destination Marketing Accreditation Program (DMAP) with a goal of being recognized under the tier of “Accreditation with Destination.” Implement, when applicable, other organization operational strategies garnered through professional development opportunities with DI, One West Tourism Alliance, and other Alaskan-based destination organizations.
Success Metrics
• Maintaining current funding formulas with the City of Fairbanks and the Fairbanks North Star Borough
• Timely completion of the 2025 audit with a clean outcome
• Retention of current staff and successful hiring of vacant positions
• Number of new or improved operational processes implemented
• Number of public policy/advocacy/infrastructure issues successfully influenced or advanced through stakeholder collaboration
• Implementation of a strategy/process to develop a destination stewardship/management plan
• Successful renewal of DMAP accreditation with Destinations International and achieving the “Accreditation with Destination” tier
2026 sales and tradeshow CALENDAR
American Bus Association Marketplace
Brand USA Mexico Sales Mission
Seattle Travel & Adventure Show
International Media Marketplace
New York Travel & Adventure Show
FEBRUARY
Chicago Travel and Adventure Show
Alaska South America Sales Mission
Amazing Alaska Experience
MARCH
ITB Berlin*
Los Angeles Travel & Adventure Show
Seattle Holland America Alaska Cruise & Travel Show
Go West
ATIA India Sales Mission
Vancouver Holland America Alaska Cruise & Travel Show
Dallas Travel & Adventure Show
APRIL
Brand USA SE Asia Sales Mission
Mat-Su Outdoorsman Show
Denver Travel & Adventure Show
Cruise360
Fairbanks Outdoor Show
Northstar Destination West
MAY
North American Travel Journalists Association Conference & Marketplace
IPW
Small & Boutique Meetings
JUNE
JumpStart Air Service Development Conference
JULY
Brand USA Japan/Korea Sales Mission
SEPTEMBER
OCTOBER
Alaska Federation of Natives
Go Winter! Expo
NOVEMBER
Alaska Media Roadshow
National Tour Association Travel Exchange
DECEMBER
U.S. Tour Operators Association
DATE TBA
Brand USA Travel Week Europe & UK*
*shows attended by Explore Fairbanks European Contractor Elke Brosin
STAKEHOLDERS
A successful destination organization thrives through strong, collaborative partnerships with a diverse range of stakeholders at the local, state, and federal levels. By working closely with government entities, private businesses, nonprofits, and community leaders, Explore Fairbanks strengthens the region’s position as a premier visitor destination. This network of relationships enables us to respond effectively to industry challenges, leverage opportunities, and create meaningful economic and social impact for both residents and visitors.
LOCAL
City of Fairbanks
Mayor Mindy O’ Neall
Councilmember Jerry Cleworth
Councilmember Lonny Marney
Councilmember John Ringstad
Councilmember Sue Sprinkle
Councilmember Valerie Therrien
Councilmember Crystal Tidwell
City of North Pole
Mayor Larry Terch
Councilmember David Brandt
Councilmember Santa Claus
Councilmember Sandra Rolfe
Councilmember Jordan Schuster
Councilmember David Skipps
Councilmember Bennie Williams
Fairbanks North Star Borough (FNSB)
Mayor Grier Hopkins
Assemblymember Garrett Armstrong
Assemblymember Scott Crass
Assemblymember David Guttenberg
Assemblymember Kristan Kelly
Assemblymember Nick LaJiness
Assemblymember Liz Reeves-Ramos
Assemblymember Patrick Roach
Assemblymember Brett Rotermund
Assemblymember Tammie Wilson
LOCAL (continued)
Downtown Association of Fairbanks
Doyon, Limited
Fairbanks Economic Development Corporation
Fairbanks Native Association
FNSB Department of Parks and Recreation
FNSB School District
Festival Fairbanks
Greater Fairbanks Chamber of Commerce
North Pole Chamber of Commerce
Tanana Chiefs Conference
University of Alaska Fairbanks
STATE
Alaska Federation of Natives
Alaska State Chamber
Alaska Travel Industry Association
Bureau of Land Management
Cruise Line Industry Association of Alaska
Department of Commerce, Community and Economic Development
Department of Labor and Workforce
Development
Department of Transportation and Public Works
Fairbanks International Airport
Governor Mike Dunleavy
Interior Delegation
Representative Ashley Carrick
Representative Mike Cronk
Representative Maxine Dibert
Senator Scott Kawasaki
Senator Robb Myers
Representative Will Stapp
Representative Frank Tomaszewski
NATIONAL/FEDERAL
Alaska Congressional Delegation
Honorable U.S. Senator Lisa Murkowski
Honorable U.S. Senator Dan Sullivan
Honorable U.S. Congressman Nick Begich
Brand USA
Eielson Air Force Base
Colonel Matthew Johnston, Commander, 354th Fighter Wing
U.S. Army Garrison Alaska Fort Wainwright
Colonel John Campbell, Garrison Commander
National Park Service
U.S. Commercial Services
U.S. Customs and Border Control
U.S. Travel Association
PHOTOS
Cover: Amy J. Johnson Photography
Back Cover: Amy J. Johnson Photography
AdobeStock, 10c
Aiden Smith/Explore Fairbanks, 26d
Allysa Westman/Explore Fairbanks, 24a
Amy J. Johnson Photography, 7, 10ad, 23b
Amy Reed Geiger/Explore Fairbanks, 16
Bill Wright/Explore Fairbanks, 10b, 20c, 23a, 24d, 25a
Cheryl Howard, 24c
David Swanson, 20a
Design Pics Inc/Alamy Stock Photo, 10f, 18
Downtown Association of Fairbanks, 8c
Elke Brosin, 24b
Ian Ord, 20b
Jacob Boomsma/Getty Images, 2
Jaime Holt/Red Photography, 26b
Juanita Webb/Explore Fairbanks, 15bcd, 26c
Kelly Huibregtse, 8ab
Matt Hage/Explore Fairbanks, 5ac
Mickee McGuire/Explore Fairbanks, 26a
Niaz Uddin, 10e
Scott McCrea/Explore Fairbanks, 15a
Sean Kurdziolek Photography, 6
Sherman Hogue/Explore Fairbanks, 14, 25b, 31, 32
Stage 2 Studios, 28
State of Alaska/Chris McLennan, 1
State of Alaska/Matt Hage, 5b
State of Alaska/Michael DeYoung, 4
Letters indicate position of photos on pages from top to bottom, left to right.
All photos are copyrighted by respective photographers.
