2025-2026 ANNUAL REPORT
Inside FY25-26 Financials Programming Highlights Strategic Plan KPI Results Industry Performance Update FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 1
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 2
TABLE OF CONTENTS Letter FROM THE BOARD CHAIR....................................... 4 Mission, Vision, Values.......................................................... 5 Organizational Priorities................................................ 6 FY25-26 Financial Report.................................................. 8 Top Programming Highlights....................................... 18 Key Accomplishments........................................................... 24 Board of Directors................................................................ 40 staff Members............................................................................... 42 Appendix................................................................................................ 44
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A MESSAGE FROM THE BOARD CHAIR Dear Sonoma County tourism and hospitality industry partners, Sonoma County Tourism is pleased to present this annual report, outlining the achievements, challenges and opportunities experienced during the FY25-26 (July 1, 2025 – June 30, 2026) fiscal year. It was a year marked by evolution. The wine industry, Sonoma County’s chief tourism driver, continued to see global contraction with changing consumer preferences and demand for heightened experiences. Wars and conflicts around the world put pressure on consumers finances with rising energy, food, housing and healthcare reducing potential discretionary spending. It was a year marked by continued softness in international inbound travel most especially by Canadian travelers. It also was a year that saw a rebound in visitation to San Francisco, most critically within the meetings and events sectors driving higher spend and enhanced brand perception. Major events including Super Bowl VX and FIFA matches drove visitation to the Bay Area including into Sonoma County. Throughout the tourism industry, conversations continued about the impact of AI and how destinations can retain authenticity while ensuring the proper information is included in all AI search platforms. This required SCT to examine its entire digital marketing environment and tenaciously reimagine how it communicates with potential visitors. While not all industry sectors experienced solid financial performance this year, overnight visitation to Sonoma County was up year-over-year. Occupancy at STR reporting hotel properties was up about 3%, RevPar was up about 2% and Average Daily Rate fell about 1%. This shows solid demand for the destination and an industry that met the needs of the customer. A bright light continued to be at the Charles M Schulz Sonoma County airport. The introduction of Southwest Airlines, additional flights from Alaska and the announcement of Delta coming into the market provided highly anticipated additional air service from major markets. We continue to be optimistic about Sonoma County and its ability to attract visitors from across California, from coast to coast in the U.S., and around the world. Thank you for all you do to support the Sonoma County tourism industry, Sincerely,
Brian Marchi Chair, Sonoma County Tourism Board of Directors (2023-2025)
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MISSION, VISION, VALUES Mission Inspire travel to Sonoma County that strengthens our economy, reflects our diversity and encourages stewardship of our community’s resources.
Vision Sonoma County will be the leading destination for responsible travelers who enjoy, protect and preserve our community’s bountiful natural and cultural resources.
Organization Values Trusted – SCT maintains the confidence of local stakeholders and residents by implementing programs founded on research, driven by best-in-class execution and with results conveyed through partner communications. Transparent – All budgets and programs administered by SCT are created within an environment of openness and accuracy. SCT’s goal is for all stakeholders to trust its operational effectiveness and believe the organization is an efficient steward of the funding provided. Community-Centric – As a steward of the region, SCT is committed to ensuring local businesses and residents are engaged in the organization’s programming and support its direction. SCT understands it is predicated on the success of its partners. Inclusive – SCT is committed to ensuring persons of all backgrounds are included and welcomed throughout its internal operations and external audience outreach. A strong dedication to diversity, inclusion, and equity guides the organization. Entrepreneurial – SCT operates as an ambitious and nimble business seeking new opportunities for revenue and growth. SCT works to find business development opportunities that drive revenue for partner businesses and generate new revenue for the region and the organization. Creative – Representing the Life Opens Up brand and a “progressive community of artisans,” SCT develops programming with a strategically creative approach. The organization actively seeks innovative ideas and strives to be a “first-to-market” organization.
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ORGA NIZATIONAL PRIORITIES
ORGANIZATIONAL PRIORITIES Drive the Sonoma County Economy – Programs developed and administered through Sonoma County Tourism will be focused on ensuring a vibrant economy for Sonoma County and a stellar quality of life for the businesses and employees within the tourism and hospitality industry. Through consistent and compelling sales and marketing efforts, SCT will bolster the revenue generated through travel and tourism activities.
Drive the economy - Is both a short- and long-term effort. 1. Short-term: Develop a compelling invitation for leisure travelers to visit the region with “Always On” robust consumer marketing and media relations programs that work to drive immediate and short-term visitation and elevate overall brand awareness and interest. 2. Long-term visitation is addressed through the sales efforts that help to secure business travel one to five years in the future. While the booking window for meetings is decreasing, securing business further out than the typical leisure travel visit is the hallmark of the destination sales program. 3. Demand drivers become an important component of raising awareness and creating excitement for both short- and long-term interest in Sonoma County. SCT will work with partners to develop, create and promote these opportunities.
Create a Resilient Organization and Destination - Resiliency
has several facets and it’s important that Sonoma County Tourism realize the responsibilities and opportunities it has within each. 1. Resiliency against crises. With a history of managing natural, health and financial crises, Sonoma County Tourism is committed to having the foundation needed to ensure it is fortified against all potential impacts. 2. Financial resiliency. Programs and services will center around building a financially secure organization, ensuring the capacity to prepare for and manage a crisis, building a high-performing and satisfied team, and maintaining full organizational transparency. 3. Resiliency against traveler impacts through destination stewardship. Focusing on responsible and sustainable travel, the organization works to mitigate damage resulting from visitor behavior and creates programming and associated messaging to protect and preserve the area’s fragile natural and cultural resources. 4. Cultural resiliency. To help ensure Sonoma County retains its DNA of being a welcoming and open destination, Wine Country For All of Us will continue to elevate the social inclusion of visitors to and residents within the destination.
Engage the Community - Sonoma County Tourism and the
stakeholders, industry partners and local residents it serves are integral members of the Sonoma County community. Through a thoughtful Community Engagement program and as a focus of all marketing and sales initiatives, SCT is dedicated to ensuring the community it represents is integrated into, and benefits from, the organization’s programming.
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FINANCIALS: FISCAL YEAR 2025-2026 FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 8
FIN A N CI A L S
FISCAL YEAR 2025-2026 FINANCIALS SCT BUDGET Original Budget
$9,356,557
Reforecasted Budget
$9,174,805
Actual Results
$8,986,806
17.2%
Business Development
47.5% Marketing
14.6%
Community Engagement
20.7%
Administration
Department
$ Amount
Percent
Marketing
$4,266,467
47.5%
Business Dev.
$1,548,452
17.2%
Comm. Engagement
$1,308,975
14.6%
Admin.
$1,862,913
20.7%
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FIN A N CIA LS
Revenue by Category Below is a list of Sonoma County Tourism’s Income Statement for the Year End - June 30, 2026.
REVENUE BY CATEGORY
ACTUAL $
BIA Revenue
$6,332,462
TOT Revenue
$3,235,267
Other Revenue
$216,482
TOTAL REVENUE
$9,784,211
Expense by Category EXPENSE BY CATEGORY
ACTUAL $
Advertising
$1,601,756
Client Events, FAM, and Entertainment
$211,462
Travel and Tradeshows
$233,675
Digital Engagement
$614,665
Organization Tools
$75,022
Research
$314,189
Event and Organization Sponsorships
$308,322
Memberships
$60,901
Contract Services
$615,742
(Expenses continued on to the next page.)
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FIN A N CI A L S
Expense by Category (Continued) EXPENSE BY CATEGORY
ACTUAL $
Professional Development and Training
$318,133
Destination Programming
$559,681
Payroll and Human Resources
$3,346,503
Technology
$177,720
Office Supplies and Equipment
$129,105
Fees and Licenses
$172,570
Facilities Expense
$247,360
TOTAL OPERATIONAL EXPENSES
$8,986,806
Net Operating Surplus: $797,405 Expense by Source Funding EXPENSE BY SOURCE FUNDING
TOT
BIA
Advertising
$11,138
$1,590,618
Client Events, FAM and Entertainment
$4,954
$206,508
Travel and Tradeshows
$0
$233,675
Digital Engagement
$4,263
$610,402
Organization Tools
$39,215
$35,807
(Expenses continued on to the next page.)
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FIN A N CIA LS
Expense by Source Funding (Continued) EXPENSE BY CATEGORY
TOT
BIA
Research
$0
$314,189
Event and Organization Sponsorships
$127,079
$181,243
Memberships
$43,539
$17,362
Contract Services
$61,883
$553,859
Professional Development and Training
$224,176
$93,957
Destination Programming
$541,150
$18,531
Payroll and Human Resources
$1,485,570
$1,860,933
Technology
$176,417
$1,303
Office Supplies and Equipment
$67,333
$61,772
Fees and Licenses
$172,570
$0
Facilities Expense
$247,360
$0
TOTALS
$3,206,645
$5,780,161
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FIN A N CI A L S
SCT Balance Sheet (as of June 30, 2026) Assets ASSETS
2026
2025
Cash
$3,410,084
$1,937,349
Investments
$613,971
$613,848
Total Cash
$4,024,056
$2,551,198
Accounts Receivable
$3,184,039
$3,337,588
Inventory
$2,985
$19,110
Prepaids
$213,514
$280,819
Total Other Current Assets
$216,499
$299,929
Total Current Assets
$7,424,594
$6,188,715
Fixed Assets
$267,249
$200,531
Other Non-Current Assets
$1,813,332
$691,449
TOTALS ASSETS
$9,505,175
$7,080,695
Current Assets
Other Current Assets
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FIN A N CIA LS
SCT Balance Sheet (Continued) Liabilities LIABILITIES
2026
2025
Accounts Payable
$1,038,721
$454,549
Accrued Liabilities
$624,871
$600,111
Operating Lease Liability
$0
$0
Total Current Liabilities
$1,663,592
$1,054,660
Notes Payable
$1,848,397
$712,827
Total Liabilites
$3,511,989
$1,767,487
Net Assets
$5,313,208
$5,231,905
Current Period Income
$679,978
$81,304
TOTAL LIABILITIES AND NET ASSETS
$9,505,175
$7,080,695
Current Liabilities
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FIN A N CI A L S
SCT Statement of Cash Flows for The End of the Year (as of June 30, 2026) Cash Flows from Operating Activities CASH FLOWS
2026
2025
Change in Net Assets
$679,978
$106,774
Depreciation
$116,565
$89,704
Right of Use Asset Operating Lease Amortization
-$1,139,745
$294,124
Accounts Receivable
$153,549
-$236,892
Inventory
$16,125
$6,282
Prepaid Expenses & Other Assets
$85,167
$810,296
Accounts Payable
$584,172
$49,474
Accrued Expenses
$24,760
$158,540
Operating Lease Liability
$1,135,607
-$289,865
Net Cash Used in Operating Activities
$1,656,177
$988,437
Adjustments to Reconcile Change in Net Assets
Decrease (Increase) in Operating Assets
Increase (Decrease) in Operating Liabilities
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FIN A N CIA LS
SCT Statement of Cash Flows for The End of the Year (Continued) Cash Flows from Investing Activities CASH FLOWS
2026
2025
Purchase of Property, Equipment, and Improvements
-$183,320
-$48,905
Net Decrease in Cash & Cash Equivalents
$1,472,858
$939,532
Cash & Cash Equivalents at Beginning of Year
$2,551,198
$1,611,666
CASH & CASH EQUIVALENTS AT END OF YEAR
$4,024,056
$2,551,198
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TOP PROGRAMMING HIGHLIGHTS FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 18
TOP PROGR A MMIN G HIGHLIGH T S
TOP PROGRAMMING HIGHLIGHTS A year of resilience and results FY25–26 asked Sonoma County Tourism (SCT) to navigate real headwinds: persistent economic uncertainty, a multi-year slowdown in the wine industry, softening international inbound travel, and a shortage of new demand drivers in the destination itself. Rather than pull back, SCT leaned into its three organizational priorities — Drive the Sonoma County Economy, Create a Resilient Organization and Destination, and Engage the Community — and used them as the scorecard for the year. The results speak for themselves. Sonoma County’s visitor economy grew at a moderate rate, hotel performance strengthened through the spring, earned media and paid media efficiency both improved, and the organization secured new three-year Transient Occupancy Tax (TOT) and Business Improvement Area (BIA) Assessment agreements with the County. At the same time, SCT grew its Accredited Hospitality Professional program participation by more than double its goal, expanded accessible-travel partnerships, and relocated to a more efficient office space projected to save roughly $100,000 annually. This report brings together the goals set in the FY25–26 Strategic Business Plan with results reported to the Board of Directors from July 2025 through June 2026, organized around SCT’s three organizational priorities.
CHALLENGES The FY25-26 Headwinds SCT built its FY25–26 plan around four challenges identified at the outset of the year, each of which shaped how programming and resources were deployed: •
Economic uncertainty: More than 80% of travel advisors surveyed by TravelAge West reported concern about a possible downturn, and international inbound travel ran down at least 10% year-over-year, with Canadian travel down 15–30% and Europe-to-U.S. flight bookings down 12%.
•
A prolonged wine industry slowdown: U.S. wine sales have declined 6% since 2023, driven by generational shifts in drinking habits and growing health concerns about alcohol consumption.
•
A shortage of new demand drivers: The lack of new hotel, resort, or attraction development in Sonoma County continues to limit the destination’s ability to generate “must-visit” buzz, particularly among Millennial and Gen Z travelers.
•
A fast-changing search and discovery landscape: Google’s expanded use of AI Overviews reduced organic website traffic even as AI-referred traffic and engagement rose sharply, requiring SCT to rethink how it measures visibility and success online.
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TOP PRO GRAMMING HIGHLIGH TS
TOP FIVE PROGRAMMING HIGHLIGHTS FROM EACH DEPARTMENT Destination Sales 1. Reached 10,000 meeting planner clients through the launch of the Ultimate Sales Guide. 2. Enhanced destination storytelling and visitor engagement through the creation of interactive AI-powered touchscreens in partnership with True Omni. 3. Generated 851 group leads. 4. Influenced 12,576 room nights at an average daily rate of $217.33, generating an estimated $3,074,935 in room night economic impact. 5. Connected SCT partner hotels with 613 referral opportunities.
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TOP PROGR A MMIN G HIGHLIGH T S
Marketing 1. Drove 60,422 visits to Sonoma County from November through June, generating a 38:1 ROI. 2. Launched the AI trip planning tool LOU in October 2025, generating 38,944 AI activations, 6,150 chat messages and 1,226 itineraries, with a 9.46% engagement rate. 3. Partnered with Wheel the World and influencer JoeMarie Lawrence to highlight accessible travel in Sonoma County, generating more than 70,000 video views, reaching more than 81,900 people across Instagram and Facebook, and generating 2,359 total engagements. 4. Maintained an always-on paid media strategy across search and social, keeping Sonoma County visible and top of mind with travelers year round: • Search Engine Marketing (SEM): Generated 2,068,385 impressions and 304,580 clicks, with a 3.47% year-over-year increase in click-through rate and a $1.52 year-over-year decrease in cost per click. • Social Media Marketing (SMM): Generated 8,881,686 impressions and 329,245 clicks, representing a 34.96% year-over-year increase in clicks, a 7.48% decrease in cost per click and a 39.69% increase in click-through rate. 5. Reimagined the Official Sonoma County Visitor Guide, distributing 50,000 print copies and generating 12,099 impressions for the digital version, with an average read time of 10:09.
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TOP PRO GRAMMING HIGHLIGH TS
Community Engagement 1. Earned “Destination Verified” status for Sonoma County after 73 local partners were mapped through Wheel the World’s accessibility mapping program. 2. Positioned Sonoma County as the pilot destination for the Seven Secrets of Inclusive Hospitality training, launching the program in April 2026. 3. Engaged 367 attendees and recognized industry leaders and emerging talent at the annual Stars of the Industry event, including honoring the Schulz Family with the Legacy Award and Rancho Cotate High School graduate Link Bunker with the inaugural AHP Future Hospitality Leader Award and $1,000 scholarship. 4. Increased fully accredited AHP participants by 35%, from 564 to 762 by May 2026, exceeding the 15% growth goal by more than double, while total program enrollment reached 906. 5. Connected vacation rental owners and managers with education and community resources through the inaugural Vacation Rental Symposium, featuring a half-day program focused on marketing, emergency preparedness and connections with community stakeholders.
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TOP PROGR A MMIN G HIGHLIGH T S
Public Relations 1. Travel + Leisure Earned Media Coverage In June alone, our public relations efforts generated three Travel + Leisure placements, a significant achievement with one of the most influential legacy brands in consumer travel media. For Sonoma County, repeated recognition from the outlet has become a recurring proof point of our destination’s relevance, appeal, and continued media momentum. 2. Industry Leadership and Media Engagement at TravMedia IMM New York Travel Summit Sonoma County Tourism was represented at two high-profile media events. First, Biggi Vaughan moderated “Rewriting the Rules of Freelancing” at IMM New York 2026, leading a discussion with travel writers and creators on how digital disruption, evolving client expectations, affiliate models, and changing social platforms are reshaping the industry. She also attended the exclusive, invitation-only Travel Content Summit, hosted by People Inc., bringing together wine destinations and influential travel editors. 3. Community Impact In October 2025, The PR team, in collaboration with the Community Engagement team, conceived and organized a Black Cod Week event with Maria Carrillo High School’s Culinary Arts program. We connected students with a real-world food initiative and supported careerfocused culinary education. The PR team also proactively arranged for Chef Dustin Vallette to appear on KRON4’s LIVE! In The Bay in support of the broader Sonoma County Black Cod Month campaign, raising awareness of participating local businesses and encouraging visitor spending. 4. Accessibility Leadership In support of Sonoma County’s earned Wheel the World Destination Verified status for 72 partners, the PR team secured earned media coverage, including TravelMole, Travel Dreams Magazine, and WanderWorthy, which brings our destination’s accessibility work to wider audiences. 5. Support for Southwest’s STS Expansion The PR team promoted the service launch from Sonoma County Airport to Las Vegas, San Diego, Burbank, and Denver, including hosting a Las Vegas media visit. The launch drew earned media coverage from the Las Vegas Sun and KPIX5 San Francisco.
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TOP PRO GRAMMING HIGHLIGH TS
Administration 1. Moved the SCT offices to a new location at 3558 Round Barn Blvd. in Santa Rosa. 2. Committed to identifying an organizational Blue Ocean Strategy to define Sonoma County’s undisputed competitive space, an effort embraced by both the SCT Board of Directors and team. 3. Began a partnership with Graton Resort & Casino that resulted in securing its ballroom for the Stars of the Industry celebration event. 4. Worked with Charles M. Schulz–Sonoma County Airport to promote Sonoma County to potential airline partners, resulting in new service from Southwest Airlines. 5. Signed a three-year agreement with the County of Sonoma for the collection of Transient Occupancy Tax (TOT) in unincorporated areas and continuation of the Business Improvement Area (BIA) assessment.
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TOP PROGR A MMIN G HIGHLIGH T S
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PRIORITY 1: DRIVE THE SONOMA COUNTY ECEONOMY FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 26
DR I V E THE EC ON OM Y
PRIORITY 1: DRIVE THE SONOMA COUNTY ECEONOMY SCT’s core mandate is driving overnight visitation and revenue to partner businesses. FY25–26 programming focused on an “Always On” consumer marketing approach, sustained earned media momentum, and continued investment in destination sales to secure business travel further into the future.
Visitor Spending & Economic Impact FY25-26 GOAL
RESULT
STATUS
Annual economic impact from visitor spending increases 2% year-over-year
Visitor spending grew 3.5% to $2.4B (calendar year 2025)
Exceeded
Establish baseline Paid Media ROI for future planning
Baseline ROI of 38:1 established — the paid media campaign generated over $38M in visitor spending on $1M of ad spend
Achieved
Sonoma County hotel performance
FY 2025-2026: Occupancy 62.2% (+3.4%), ADR $209.66 (-1.0%), RevPAR $132.78 (+2.5%), Room Revenue: $386.38M (+4.9%)
Exceeded
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DRIV E THE ECONOMY
Digital, Content & Brand Awareness FY25-26 GOAL
RESULT
STATUS
Social media engagement increases 15% year-over-year across all channels
Facebook post reactions +62% to 66,308; Instagram story engagement +18%; TikTok engagement +28%
Exceeded
Website engagement & time on site increases 10% year-over-year (YoY)
Website engagement rate 90% (+30% year-over-year); page views per session 3.35 (+62%); AI referral traffic up 1,094% year-over-year, though overall visitor sessions dipped in spring (-19% year-overyear, driven by Google AI Overviews) even as lodging referrals surged (+48% year-over-year)
Exceeded
Baseline year — 15,367 website Visitation to Signature Experiences visits to the Signature Experiences hub; supporting app and Meta pages increases video ads drove 63,600+ combined 50% year-over-year (YoY) impressions
Baseline Established
Increase partner advertising in Visitor Guide to over $60,000
$200,000+ in partner advertising sold through new Visitor Guide partner Wanderlust Content Studios, with 100+ SCT partners advertising
Exceeded
Increase app engagement 10% year-over-year (YoY)
169,685 total app users; average session duration 3:55 (+16% YoY); 822 new downloads
Exceeded
Identify baseline for new AI/zero-click search behaviors and begin realizing incremental funding
Baseline AI Overview / “People Also Ask” ranking tracking established
Baseline Established
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DR I V E THE EC ON OM Y
Earned Media & Public Relations FY25-26 GOAL
RESULT
STATUS
Deliver strong earned media coverage and reach an 8.5 Barcelona Principles score
Sonoma County Tourism Public Relations secured 150 earned media placements: 111 domestic and 39 international, averaging 14 placements per month across the fiscal year. Coverage included Travel + Leisure, National Geographic Traveler, Forbes Advisor, Yahoo Life, Time Out, Daily Mail, Traveler, Travel and Tour World, and the San Francisco Chronicle, in addition to syndications in AOL, MSN, Yahoo!. The reports total 703.8 million in combined audience metrics. Achieving a Barcelona score of 8 was a stretch goal and way above the industry standard. (A score of 5 is considered an excellent result.)
Achieved
Multiple feature placements Garner at least two feature stories secured, including Travel + Leisure, in priority outlets with new agency Travel Dreams Magazine, Worth Magazine, And Vogue
Achieved
Increase stories positioning Sonoma County as a meetings, special event, and business-driven destination
Achieved
Placements secured in eGlobal Travel Media, KSRO, Meetings Today, Wine Business, and Worth Magazine
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DRIV E THE ECONOMY
DESTINATION SALES & BUSINESS DEVELOPMENT FY25-26 GOAL
RESULT
STATUS
12,000 room nights influenced by the SCT sales team
12,576 group room nights influenced. This means SCT either sourced or assisted with securing and closing the business
Exceeded
Achieve 570 Destination Sales leads.
The Destination Sale team engaged with 851 total leads across all sales channels; 626 new accounts, and conducted 1,331 client 1:1 meetings
Exceeded
Host four (4) in-market sales activations
The Destination Sales team hosted 7 in-market sales actions in Sacramento, San Francisco, Sonoma, Phoenix, Las Vegas, and San Diego
Exceeded
Meet and network with 1,000 tourism professionals
SCT met with 1,020 tourism professionals via domestic and international tradeshows, client events, and FAM tours
Exceeded
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DR I V E THE EC ON OM Y
PARTNER & EVENT SUPPORT FY25-26 GOAL
RESULT
STATUS
Increase Black Cod Week partners by 10% YoY
Event shifted from “Black Cod Week” to “Black Cod Month”; participation declined from 50 to 40 partners with the format change. (The program is reverting back to a week in 2027 because of feedback received.)
Not Achieved
Identify two additional promotional “weeks” and calendar/execute events
In development with an outside event planner; a new, SCT-owned annual event is being planned
In Progress
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PRIORITY 2: CREATE A RESILIENT ORGANIZATION AND DESTINATION FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 32
C R E ATIN G A R E SILIEN T ORG A NI ZAT ION
PRIORITY 2: CREATE A RESILIENT ORGANIZATION AND DESTINATION Resiliency touched every part of SCT’s operation this year — from securing long-term funding certainty with the County, to strengthening the team, to preparing for crises and continuing the organization’s role as a national leader in destination stewardship.
Funding & Governance FY25-26 GOAL
RESULT
STATUS
Achieve at least a 3-year TOT renewal from the Board of Supervisors
Secured. On June 2, 2026 the Board of Supervisors approved a new 3-year TOT agreement and continuation of the countywide Business Improvement Area (BIA)
Achieved
Finalize at least one new non-BIA lodging property marketing partnership
SCT and Graton Resort & Casino created a three-year marketing partnership. This resulted in the Stars of the Industry event being held at the resort’s spectacular ballroom venue
Achieved
Develop a non-BIA community funding model
Discussions are underway
In-Progress
SCT gains no notable exceptions on the annual audit
Audit presented to the Board in January 2026 with no notable exceptions
Achieved
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DRIV E THE ECONOMY
Team & Board FY25-26 GOAL
RESULT
STATUS
Overall employee engagement scores of 80+ (Culture Amp)
The employee survey showed an overall engagement score of 84%, meaning the team is very satisfied with the overall work environment
Exceeded
Annual turnover rate under 10%
With a team of 23, the 10% turnover rate would be 2. During the year, SCT had five staff leave, three voluntarily and two positions were elimnated.
Did Not Achieve
Positive feedback from the Annual Board Retreat
The Board held its annual retreat with conversations around Blue Ocean and board engagement. The conversations were robust and feedback was beneficial for the organization’s overall direction.
Achieved
SCT relocates to a more efficient office space
Completed the move to 3558 Round Barn Blvd in May 2026, reducing footprint from 12,693 to 9,733 sq. ft. and generating an estimated $100,000 in annual savings
Achieved
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DR I V E THE EC ON OM Y
Crisis Preparedness & Destination Stewardship FY25-26 GOAL
RESULT
STATUS
Crisis communications plan updated quarterly
Crisis plan continues to be updated as needed
Achieved
Three SCT staffers trained as County Emergency Response Team members
One staff member trained as of the mid-year mark; additional training remained a work in progress due to scheduling
In-Progress
Adopt-a-Road cleanups completed as required by contract
Cleanups conducted on all 5 SCT road stretches; contracts renewed for an additional 3-year term
Achieved
Partner with a community organization on two Tourism Cares programs, including a hygiene drive
Hygiene drive completed in January 2026 with 359 pounds of product donated to Catholic Charities. SCT staff also participated in two river clean-ups. One in partnership with the Russian River Watershed, and the second with Supervisor Lynda Hopkins office.
Achieved
SCT is featured in coverage of destination stewardship/sustainability
Featured in national coverage including GLP Films and TravelPulse’s “5 US Destinations Leading the Sustainability Charge for 2026”
Achieved
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 35
PRIORITY 3: ENGAGE THE COMMUNITY FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 36
EN G AGE THE C OMM UNI T Y
PRIORITY 3: ENGAGE THE COMMUNITY Engaging Sonoma County’s tourism and hospitality workforce, residents, and elected officials remained central to SCT’s work in FY25–26 — reinforcing that the organization’s success is inseparable from the success of its partners and community.
Workforce Development & Inclusion FY25-26 GOAL
RESULT
STATUS
Grow the Accredited Hospitality Professional (AHP) program by 15% fully accredited participants
Fully accredited participants grew from a baseline of 564 to 762 by May 2026 — a 35% increase, more than double the goal. Program enrollment reached 906 by fiscal year end
Exceeded
70 partners mapped by Wheel the World; Sonoma County becomes “Destination Verified”
73 partners mapped (goal exceeded); Sonoma County achieved Destination Verified status
Exceeded
Integrate “Seven Secrets of Inclusive Hospitality” into the AHP program
Inaugural Seven Secrets sessions launched April 14–15 and repeated May 14–15 and training materials have been licensed for delivery by a local trainer
Achieved
Revamp the visitor center grant program
Application rewritten with the Community Engagement Committee; FY26–27 grants approved and agreements distributed
Achieved
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 37
EN GAGE THE COMMUNITY
Partner Programming & Communications FY25-26 GOAL
RESULT
STATUS
Host at least 6 Hospitality Collaboratives and 4 Industry Mixers across the County
Due to both venue and staffing constraints, only two industry mixers and two Hospitality Collaboratives were held
Not Achieved
Hold Rapid Connections quarterly
Held in September, November, and February, with strong partner satisfaction ratings (“excellent” or “good”). Did not hold a session in Q4 due to the SCT office move.
75% Achieved
Newsletters sent on a timely, consistent basis; open rate exceeds 40%
362,200 newsletter emails were sent with an average open rate of 49%
Exceeded
Launch and establish a baseline for the annual resident survey
Survey launched January 2026 with over 900 responses received.
Achieved
Host an event for elected officials to provide education regarding the issues and opportunities of the tourism and vertical industry.
Coffee + Collaboration breakfast was held in December 2025. 23 representatives from 8 municipalities registered for the event.
Achieved
Conduct monthly partner training sessions across all components of sales, marketing and customer experience
Partner trainings were held each month on varying topics including, securing corporate business, AI and emergency preparedness
Achieved
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 38
EN G AGE THE C OMM UNI T Y
SIGNATURE COMMUNITY MOMENTS • Stars of the Industry: Held June 10 at Graton Resort & Casino with 367 attendees, honoring the Schulz Family with the Legacy Award, Keo Hornbostel with the Distinguished Leadership Award for 21+ years of service, and awarding the inaugural AHP Future Hospitality Leader Award — a $1,000 scholarship — to Rancho Cotate High School graduate Link Bunker. • Signature Experiences Development Program: The inaugural FY25–26 cohort of 9 partners was followed by an expanded second cohort of 11 partners launching June 22, guided by experience-development expert Joe Veneto. • National Travel and Tourism Week: Visitor Centers across the County hosted community open houses, and SCT launched the new “Above & Beyond” recognition program to celebrate hospitality workers going above and beyond for guests. • Southwest Airlines’ inaugural nonstop service to Charles M. Schulz–Sonoma County Airport (STS) launched April 7, generating a wave of community and media engagement, including a cohosted breakfast with over 60 community leaders.
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 39
EN GAGE THE COMMUNITY
Partnership with the Charles M Schulz Sonoma County Airport Throughout FY25-26 the SCT team has partnered with STS to bolster airline service and traveler experience. The year will be remembered as the launch of Southwest Airlines and Delta Airlines into the Sonoma County market. SCT also partnered through: • Organized the Sonoma County site tour and meetings for Southwest Airlines prior to the airline beginning service at STS. • Attended STS press conferences announcing or welcoming new air service/routes. • Worked with the vacation divisions of American Airlines, Alaska Airlines, and Southwest Airlines on opportunities to add Sonoma County vacation packages. SCT also promoted travel into the region via the Sonoma County airport: • STS information is incorporated into SCT marketing and sales materials, including airport imagery curated by SCT and inclusion in the annual visitors guide. • SCT funded and produced a one-minute promotional video specifically highlighting STS. • Incorporated the FBOs adjoining STS into SCT’s destination sales video, including footage featuring a private aircraft and Pure Luxury transportation to demonstrate private aviation and ground transportation options. • Worked with STS on its participation in Meetings Today LIVE! West in July 2026, including airport banner displays, reserved parking, and volunteer assistance for arriving attendees. • Invited STS to participate in SCT’s All Things Meetings event, where the Airport participated alongside Sonoma County hospitality partners.
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 40
EN G AGE THE C OMM UNI T Y
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 41
SONOMA COUNTY TOURISM’S BOARD OF DIRECTORS FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 42
SCT BOARD MEMBERS (FY 2025-2026) BOARD OF DIRECTORS
BOARD OF sUPERVISORS
Keo Hornbostel
Tim Zahner
Brian Marchi
Jennifer Buffo
Safari West - Chair
DoubleTree by Hilton Sonoma Wine Country - Vice Chair
Brandon Mrkvicka
Hampton Inn & Suites Windsor - Treasurer
Bert Rangel
Rivers End Restaurant & Inn - Secretary
Benjamin Bailey
Hyatt Regency Sonoma Wine County
Joe Bartolomei Farmhouse Inn
Sonoma Valley Visitors Bureau, District 1 Pure Luxury Transportation, District 2
Scott Alonso
California State Assembly, District 3
Caroline Shaw GALLO, District 4
Margaret Grahame
Timber Cove Resort, District 5
Kirstyne Lange
KAL Consulting, LLC, District 5
Christopher Hunsberger
Thera Buttaro
Appellation Hotels, Countywide
Michael Collins
Ex-Officio Members
Andrea Harris
Santa Rosa Metro Chamber/Visit Santa Rosa
Karim Ikrimah
Economic Development Collaborative
John Kennedy
County of Sonoma
Kirk Lok
Charles M. Schulz Sonoma County Airport
Crista Luedtke
Sonoma County Regional Parks
Bodega Bay & Beyond/Sonoma Coast Living Vinarosa Resort & Spa Hilton Garden Inn
Fairmont Sonoma Mission Inn & Spa Kenwood Inn & Spa/Four Sisters Collection Quality Inn Petaluma/Fairfield Inn Sebastopol boon hotel + spa
Denise Aver-Phillips Ethan Brown
David Guhin, Alternate McCall Miller Jon Stout
Bert Whitaker, Alternate Steve Ehret Bill Arnone Legal Counsel
Claudia Vecchio President/CEO
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 43
SONOMA COUNTY TOURISM’S STA FF MEMBERS FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 44
SONOMA COUNTY TOURISM STAFF * Management & Administration
Communications
Claudia Vecchio
Birgitt Vaughan
Jessica Quigley-Freeman
Chris Vomvolakis
Director of Public Relations
President and CEO
Senior Manager of Consumer Public Relations
Administrative Program Manager
Oscar DeJung
Community Engagement & Communications Coordinator
Community Engagement
Chelsea Wood
Vice President of Community Engagement
Sales & Marketing Coordinator
Kelly Bass Seibel Tracy Koch
Finance & Operations Lori Angstadt
Vice President of Finance and Operations
Allie Nordby
Senior Community Engagement/AHP Program Manager
Tanya Rainey
Community Development Manager
Research and Data Systems Manager
Marketing & Brand
Jamie West
Frank Filice
Vice President of Marketing and Brand
Operations Administrator
Morgan Miles
Senior Digital Marketing Manager
Destination Sales Jonny Westom
Robert McGuigan
Vice President of Business Development
Design Marketing Manager
Damien Keller
A.J. Ruiz
Director of Tourism Development
Creative Service Manager
Leslie Fravel
Senior Destination Sales Manager
Lauren Kilcullen
Destination Services Manager
*SCT staff list as of June 30, 2026.
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 45
ORGA NIZATIONAL PRIORITIES
APPENDIX FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 46
A PPENDI X
FISCAL YEAR 2025-2026 COMPARISON FOR SUPPLY, DEMAND AND REVENUE * Supply & Demand SUMMARY - June 2026 vs 2025 Below is a breakdown of the percentage changes for June 2025 versus June 2026.
SUPPLY - JUNE 2026 VS JUNE 2025 CITY
PERCENT CHANGE
Rohnert Park
0%
Petaluma
0%
Santa Rosa
0%
Unincorporated Sonoma County
-0.6%
Healdsburg
18.3%
Sonoma
0%
DEMAND - JUNE 2026 VS JUNE 2025 CITY
PERCENT CHANGE
Rohnert Park
14%
Petaluma
11.1%
Santa Rosa
9.7%
Unincorporated Sonoma County
6.5%
Healdsburg
31.9%
Sonoma
3.5%
*Source: STR, CoStar Group
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 47
A PPENDI X
Revenue SUMMARY - June 2026 vs 2025 Below is a breakdown of percentage changes for June 2025 versus June 2026.
REVENUE - JUNE 2026 VS JUNE 2025 CITY
PERCENT CHANGE
Rohnert Park
16.5%
Petaluma
20.9%
Santa Rosa
13.6%
Unincorporated Sonoma County
13.1%
Healdsburg
30.4%
Sonoma
10.1%
Supply SUMMARY - Year to Date Below is a breakdown of the percentage changes for June 2025 versus June 2026.
SUPPLY - YEAR TO DATE CITY
PERCENT CHANGE
Rohnert Park
5.2%
Petaluma
0%
Santa Rosa
0.3%
Unincorporated Sonoma County
-0.7%
Healdsburg
17.1%
Sonoma
0%
*Source: STR, CoStar Group
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 48
A PPENDI X
Demand & REvenue SUMMARY - Year to Date Below is a breakdown of the percentage changes for June 2025 versus June 2026.
DEMAND - YEAR TO DATE CITY
PERCENT CHANGE
Rohnert Park
15.5%
Petaluma
2%
Santa Rosa
9.7%
Unincorporated Sonoma County
6.3%
Healdsburg
21.8%
Sonoma
5.2%
REVENUE - YEAR TO DATE CITY
PERCENT CHANGE
Rohnert Park
16.5%
Petaluma
6.3%
Santa Rosa
13.2%
Unincorporated Sonoma County
8.4%
Healdsburg
22.1%
Sonoma
5.1%
*Source: STR, CoStar Group
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 49
A PPENDI X
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 50
A PPENDI X
Occupancy Fiscal Year 2025-2026* 80% 70% 60% 50% 40%
Jul 25
Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 Apr 26 May 26 Jun 26
Average Daily Rate (ADR) Fiscal Year 2025-2026* $300 $250 $200 $150 $100
Jul 25
Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 Apr 26 May 26 Jun 26
Revenue Per Available Room (REVPAR) Fiscal Year 2025-2026* $200
$150
$100
$50
Jul 25 Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 Apr 26 May 26 Jun 26 *Source: STR, CoStar Group FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 51
A PPENDI X
Supply Fiscal Year 2025-2026* 300,000
250,000
200,000
Jul 25
Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 Apr 26 May 26 Jun 26
Demand Fiscal Year 2025-2026* 200,000
150,000
100,000
Jul 25
Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 Apr 26 May 26 Jun 26
Revenue Fiscal Year 2025-2026* $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000
Jul 25
Aug 25 Sep 25 Oct 25 Nov 25 Dec 25 Jan 26 Feb 26 Mar 26 Apr 26 May 26 Jun 26 *Source: STR, CoStar Group
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 52
A PPENDI X
2025 DEAN RUNYAN ECONOMIC IMPACT STUDY SUMMARY The impact estimates associated with traveler spending in Sonoma County were measured using the Regional Travel Impact Model (RTIM) developed by Dean Runyan Associates and are comparable to those found in the 2025p California State, Regional & County Impacts report prepared for Visit California. Further information from Visit California: https://industry.visitcalifornia.com/research/ researchtrends Sonoma County saw growth in 2025, with spending increasing by 1.3%, surpassing $2.4 billion. Employment in the sector expanded by 1.7%, adding 370 new jobs. The annual growth since 2019 has been 1.5%. Travel-generated earnings climbed 4.2% to $1.1 billion compared to 2024, while tax revenue from tourism reached $231.1 million, marking a 2.8% increase compared to 2024.
Sonoma County Direct Travel Impacts, 2019-2025
YEAR
SPENDING ($MILLIONS) DIRECT & INDIRECT
EARNINGS ($MILLIONS)
EMPLOYMENT
2019
2,237
863
22,360
110
95
205
2020
1,248
653
16,290
74
61
135
2021
1,990
763
17,610
115
85
200
2022
2,296
934
21,170
126
93
219
2023
2,321
1,024
21,970
117
94
211
2024
2,374
1,065
22,410
125
99
225
2025
2,405
1,110
22,780
128
103
231
20242025 Changes
+1.3%
+4.2%
+1.7%
+2.4%
+3.5%
+2.8%
LOCAL TAXES STATE TAXES ($MILLIONS) ($MILLIONS)
TOTAL TAXES ($MILLIONS)
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 53
A PPENDI X
Visitor Spending by Commodity Purchased ($Millions) YEAR
ACCOMMODATIONS
FOOD SERVICE
FOOD STORES
LOCAL TRANSPORTATION & GAS
ARTS, ENTERTAINMENT & REC.
RETAIL
VISITOR AIR TRANS.
2019
$505
$580
$69
$184
$354
$348
$14
2020
$299
$356
$39
$82
$195
$187
$5
2021
$613
$488
$82
$141
$280
$260
$11
2022
$671
$552
$96
$188
$307
$297
$20
2023
$642
$592
$102
$176
$324
$305
$20
2024
$649
$622
$102
$173
$336
$304
$23
2025
$645
$642
$106
$175
$343
$308
$23
20242025 Changes
-0.6%
+3.2%
+3.9%
+1.2%
+2.1%
+1.3%
0%
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 54
A PPENDI X
Visitor Spending by Type of Traveler Accommodation ($Millions) YEAR
HOTEL, MOTEL, STVR
2ND HOME
DAY TRAVEL (NO OVERNIGHT)
2019
$1,113
$190
$66
$117
$568
2020
$722
$60
$56
$143
$181
2021
$1,160
$187
$72
$128
$327
2022
$1,242
$206
$94
$123
$464
2023
$1,251
$211
$94
$127
$478
2024
$1,281
$218
$94
$129
$486
2025
$1,293
$222
$99
$132
$497
20242025 Changes
+0.9%
+1.8%
+5.3%
+2.3%
+2.3%
PRIVATE HOME CAMPGROUND
LONGWOODS INTERNATIONAL 2025 VISITOR SURVEY SUMMARY To view the full summary and results, visit: https://www.sonomacounty.com/wp-content/ uploads/2023/10/2025_Quick_Facts_Visitor_Profile_Highlights.pdf
DOMESTIC Visitor SPENDING 67%
33% Overnight visitors: $1.0 Billion Day visitor spending: $0.5 Billion Total domestic spending: $1.5 Billion (+2.8% vs. 2024)
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 55
A PPENDI X
Summary (Continued) VISITOR VOLUME 55%
45%
Overnight visitors: 4.8 million Day visitors: 5.8 million Total visitor volume: 10.6 million
Visitor Retention Metrics Repeat Visitors Within past 12 Months
70%
51%
Total Repeat Visitors
75% 0
20
40
60
80
selected that they were very Likely to return to Sonoma County
DEMOGRAPHIC PROFILE
55% MALE
45% FEMALE
To view the full summary and results, visit: https://www.sonomacounty.com/wp-content/ uploads/2023/10/2025_Quick_Facts_Visitor_Profile_Highlights.pdf
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 56
A PPENDI X
FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 57
3558 ROUND BARND BOULEVARD, SUITE 106 SANTA ROSA, CA 95403 SONOMACOUNTY.COM 800-576-6662 FY2025-2026 ANNUAL REPORT | SONOMA COUNTY TOURISM | 58