A MESSAGE FROM THE BOARD
Dear Sonoma County tourism and hospitality industry partners,
As we close the 2024-2025 fiscal year, Sonoma County Tourism (SCT) is pleased to share a brief overview of our progress, challenges, and successes over the past year.
It was a year of transition and adaptation. Despite headwinds, SCT launched several strategic initiatives to support the continued growth and visibility of our destination. Two major indicators – the Dean Runyan Economic Impact of Tourism Report and Longwoods International Travel USA Visitor Profile – highlighted both progress and areas for focus. Visitor spending reached a record $2.4 billion, with notable increases in entertainment, arts, and recreation. Longwoods data reflected a shift back toward pre-pandemic visitor demographics and a rise in day visitation, trends we will monitor closely.
This year, we introduced the Signature Experiences program, featuring immersive offerings at nine standout properties. We thank each participant for helping elevate the visitor experience in Sonoma County. We also launched “Wine Country for All of Us,” a long-term initiative focused on creating a more inclusive and welcoming destination. SCT is actively partnering with organizations that provide hospitality training centered on inclusive service and guest experience.
In a bold move, SCT launched the THIS IS WINE COUNTRY campaign, aimed at redefining wine country through fresh storytelling and visuals. The campaign generated significant returns, with an initial ROI of 44:1 and over 80,000 visits attributed to the spring media push. To build on this momentum, SCT conducted an RFP process to select new marketing and PR agencies to guide future branding and media efforts.
On the group travel front, we introduced a Transportation Incentive Program, providing complimentary transport from the Bay Area for qualifying meetings. Combined with increased attention to core markets and key segments, this initiative laid the foundation for stronger group business.
Our Community Engagement team continued to foster industry connections through events tied to National Travel and Tourism Week, industry mixers, stakeholder meetings, and ongoing collaboration with local visitor centers.
Finally, this year marked 20 years of Sonoma County Tourism. We proudly welcomed back the original signers of our Articles of Incorporation to celebrate this milestone. A Gold Resolution from the Sonoma County Board of Supervisors recognized SCT’s two decades of impact, from sales and marketing to crisis response, and community integration.
On behalf of our Board of Directors, I extend sincere thanks to the SCT team and all our partners. Your support and collaboration continue to move Sonoma County forward and help define our competitive edge in an ever-evolving travel landscape.
Sincerely,
Brian Marchi
Brian Marchi Chair, Sonoma County Tourism Board of Directors (2023-2025)
KEY PROGRAMMING HIGHLIGHTS
During FY24-25, Sonoma County Tourism launched programs designed to reposition the destination and carve out a solid competitive advantage. These all reflect a full team, board of directors, and committee effort that brought them to fruition.
The Signature Experiences program displays a showcase of truly immersive experiences at nine area properties. The program participants: Bartholomew Estate Winery, Cartograph Wines, Dry Creek Vineyard, the Floathouse Petaluma, Relish Sonoma County, Safari West Wildlife Preserve, Sonoma Zipline Adventures, St. Francis Winery and Timber Cove Resort. To help market these experiences, SCT has distributed several press releases, created social media posts, and developed a special section on the website.
To emphasize the region’s historical commitment to welcoming everyone, SCT began its “Wine Country for All of Us” initiative. While we will continue to build this program into FY25-26, the kickoff occurred in FY24-25. The SCT team is working on partnerships with groups that offer inclusive hospitality training and customer experience insights.
The Marketing Committee and SCT team took a bold move to launch the THIS IS WINE COUNTRY campaign. The goal of the campaign is to disrupt the traditional ideas around a wine country visit and showcase the area’s wine + messaging.
New Marketing/PR agency RFP and agency integration: the team conducted an RFP process to determine the marketing and PR agencies that will shape future programming. PR coverage continued to showcase the region’s most compelling stories. We also provided a trip giveaway for the Kelly Clarkson show that highlighted the destination on national TV, as well as Kelly Clarkson Show social posts.
In collaboration with the Sonoma County Winegrowers, SCT participated in the Sonoma in the City event in Chicago. We hosted a media lunch and meeting planner happy hour. We also had a table at the Sonoma in the City winery event. This was the first time in several years that SCT partnered with the Winegrowers on an event. We believe this is just the beginning of future partnership opportunities.
On the group travel side, the team launched the new Transportation Incentive program offering complimentary transportation from any location in the Bay Area to Sonoma County for meetings that meet certain parameters.
SCT brought back the original signers of the articles of incorporation to celebrate the organization’s 20th anniversary. A Gold Resolution by the Board of Supervisors recognized the great work of the organization through two decades of results-driven sales and marketing programming, industry growth, crisis mitigation, and community integration.
The Community Engagement team launched Rapid Connections – a speed dating format event designed to create new partnerships among the local industry members.
The one key program that stalled this year was the convention center. As a pillar of the Destination Stewardship and Resiliency Master Plan, SCT will continue to explore options for development of this important economic driver.
FISCAL YEAR 2024-2025 FINANCIALS
Summary
Below is a pie graph illustrating the Fiscal Year 2024-2025 Financials. The original budget was forecasted to be $9,900,598. It was later drafted to be $9,599,148. When SCT’s fiscal year ended, the results totaled at $9,053,394.
Revenue by Category
Below is a list of Sonoma County Tourism’s Income Statement for the Year End – June 30, 2025.
Expense by Category
(Expenses continued on to the next page.)
(at June 30, 2025)
(at June 30, 2025)
Statement
PRIORITY 1: Drive the Economy
ORGANIZATIONAL CRITICAL BUSINESS OBJECTIVES HIGHLIGHTS
Overarching Critical Business Objectives (CBOs) lay the foundation for all programs and create a shared vision for the organization. These are the metrics by which the success of the establishment will be measured.
1.
Increase revenue to Partner Businesses and the County. To help increase revenue, SCT will engage key strategies and continuously monitor revenue reports to initiate additional promotional programming, as needed.
SCT’s hallmark program is its consumer marketing campaign. With a budget of $1,050,000 to compel visitation from key target markets and audiences, SCT works hard to connect with travelers through a mix of traditional, social and digital channels. During FY24-25, SCT launched the WINE COUNTRY FOR ALL OF US campaign, including digital ad units and a Connected TV ad.
In late 2023 and early 2024, Fahlgren Mortine embarked on a “Customer Core” profile study, designed to identify Sonoma County’s most valuable potential visitors. The study stacked Sonoma County against destination and aspirational consumer product competitors to identify the customers that SCT can focus on to speak to both. The audience profiles targeted by the campaign messaging were:
• The Hungry Hearted - Wine and food are always the way in and the number one reason for our travelers to believe.
• The Insiders - Casual elegance, unique personalities, and flavors make for intimate and lasting experiences.
• The Outsiders - Connecting to self and more, via natures rich abundance.
• The Passionate Sharers - These experiences are all best shared with the ones we know and love best.
• The Magic Makers - Event planners willing to experiment in order to get exceptional results.
Integration of these personas was apparent in the visual and written messaging of the THIS IS WINE COUNTRY campaign.
To continue to drive overnight visitation, the campaign was delivered to these audiences in both drive and direct flight markets.
Campaign Components:
THIS IS WINE COUNTRY CONSUMER MARKETING CAMPAIGN
• $46 MILLION & ROI of 44:1 in revenue
• 31,292 Total Campaign Hotel Bookings
• TRAVELZOO BEST BET FOR 2025 - Only Wine Destination
• 80,000 visitors driven to Sonoma County due to campaign
• 3,970 Total Campaign Flight Bookings
• 49.8 Million Impressions in Paid Media Efforts
SCT incorporated NEAR technology that places a pixel on an ad viewer’s device that then tracks them as they enter Sonoma County. This allows us to understand where they visit and to see if the messages we conveyed in our paid media campaign are influencing their visitation.
BLACK COD WEEK
SCT coordinated the first Black Cod Week promotion in October 2024 with the Economic Development Collaborative. The week was a great success, with over 15% of black cod sold in Sonoma County being purchased during that week. It will be expanded into a full month in 2025.
Signature Experiences
SCT began working with Veneto Collaboratory in FY23-24, but launched the Signature Experiences program in FY24-25. These opportunities are designed to meet the needs of travelers seeking more immersive and meaningful experiences. The partners involved in this program stepped up and did the work to create truly memorable and bookable experiences. The program launched in March and was included in a Signature Experiences Passport event during National Travel and Tourism Week.
SonomaCounty.com & App
Increase inquiries to SCT’s key marketing channels – SonomaCounty.com and the Sonoma County app.
SonomaCounty.com
Organic web sessions are down 17% year-over-year. This, however, can be expected due the surge in AI overviews in search results. People get their questions answered in search result AI summaries, so the need to visit a website is lessened. This decrease is to be expected and will likely continue into next year.
Sonoma County App
These efforts have also elevated engagement across Sonoma County’s social channels.
• 5:21 AVG Session Duration (+978% YOY)
• 578,635 TOTAL SESSIONS (+419% YOY)
• 3,002 New App Downloads
Administration
SCT took a more aggressive approach to posting about the activities of the organization through a LinkedIn strategy that resulted in:
• 153,588 Impressions
• 13,439 Reactions
• 186 Comments
• 97 reposts
• 1.4% YOY Growth - 5,325 Followers
During this time, the SCT organization posted content ranging from simple reposts of consumer PR stories including the Travel + Leisure “Find Dining” article to the Stars of the Industry winners, the Wine Country For All of Us initiative, and others.
Consumer Marketing
• Facebook: Daily Average Clicks: 680 (+14% YOY)
• Facebook: Posts & Engagements: 526,745 (+2% YOY)
• Instagram: 162,144 Likes (+8% YOY)
• Instagram: 303 IG Story Replies (+38% YOY)
• Instagram: Engagement Rate .05% (+32% YOY)
• TikTok: 2065 Followers (31% Increase)
Business Development
The Business Development team leveraged LinkedIn’s Sales Navigator to identify and engage new client prospects. Using the tool, the team sourced potential clients for in-market events and expanded SCT’s client database. In addition, the team maintained a strong presence on SCT’s LinkedIn page by highlighting event participation (e.g., IMEX, IPW, etc.), acknowledging partner programs, and showcasing the team’s work in action.
Incentivize meeting planners to choose Sonoma County
The Sales team partnered with BIA hotels to deliver key initiatives, including the Hotel Support Program, Master Account Incentive Program, and Additional Commission Program. A highlight of the year was the launch of the Bay Area Transportation Program, a first-of-its-kind initiative providing complimentary roundtrip transportation for groups originating within the region.
In FY 2024-25, SCT partners submitted 85 applications through these programs. The Destination Sales team worked closely with hotels and clients on each lead, providing end-to-end support in pursuit of contracted business. This effort resulted in 29 confirmed programs, generating 7,575 room nights for Sonoma County
Create Business-Building Opportunities for Partner Properties
SCT ran a Third Night Free program beginning in April 2025 (concluding August 31) to help bolster overnight visitation business into BIA lodging properties. This year’s program included not only traditional lodging partners, but vacation rentals as well. The offer included 21 lodging partners.
The Destination Sales Team worked to elevate opportunities for BIA partner properties through several events that offered resources and opportunities to partners. Over the course of the year, the SCT destination sales team:
• Hosted 4 quarterly Sales Team Mixers, bringing together hotel, winery, venue, and service provider sales contacts for networking and education.
• Coordinated 8 client events, most of which included participation opportunities for SCT partners.
• Attended 30 tradeshows, conferences, and industry events, providing additional partner co-op access to these events.
• Hosted 13 familiarization (FAM) tours, showcasing Sonoma County to current and prospective clients.
• Contracted with a professional hospitality sales trainer, delivering three days of training to more than 100 participants.
Create Business-Building Opportunities for Partner Properties
(Continued)
SCT created a partnership with TravelZoo to raise awareness for a 3rd Night Free promotion that ran from June through August 2025. The email blast went out June 30th to over 1,000,000 TravelZoo subscribers. The promotion had a dedicated web page to help elevate awareness and was promoted via owned, earned and paid channels.
Increase the Number of Sonoma County Trip Offerings in International Tour Operator Tariffs
Although international inbound travel faced significant headwinds during FY24-25, SCT believes it’s important to retain a presence in key markets and continue to raise destination awareness within these countries. SCT moved its Australian representation to a project-based relationship, but retained contracted representation in the United Kingdom (Rocket Travel Marketing) and Germany (MSi) to provide in-market support. During the year, the team successfully secured eight new programs, nearly achieving its goal of nine new programs. These programs include:
Germany: Fairflight, Canusa, CRD, Argus Reisen, and America Unlimited.
UK: North America Travel Service, Discover North America, and America As You Like It.
Germany: Programming in partnership with MSI secured 2,956 room nights. 261 travel agents were trained on Sonoma County and the team hosted 112 client meetings.
UK: Rocket Travel Marketing conducted 55 sales calls, 12 training sessions – training 580 travel agents. The team surveyed over 40 tour operators, which revealed:
1) 80% of those operators currently promote Sonoma County to their clients;
2) 64 pre-set itineraries featuring Sonoma County; and
3) a drop of -17% of hotel offerings.
Include the Vacation Rental Product as a Desirable Lodging Option
• SCT reconfigured the Lodging section of the website to ensure vacation rental units were displayed, as per the suggestion of the Vacation Rental Committee members.
• Additionally, SCT also included vacation rentals in the 3rd Night Free promotion.
• Our ongoing connectivity with this industry segment has provided several opportunities to highlight SCT’s programming and gain a greater partnership with this community.
2.
Balance Travel Seasonality. Sonoma County Tourism has been charged with intent marketing during the shoulder and off-season time period (November-April) since its inception in 2005. Because of the product offerings and regional nature of current visitation, driving visitation during this period continues to be a challenge. Both the consumer marketing and destination sales teams work to compel travel during this time period.
SCT worked with the Marketing Committee and the Fahlgren Mortine/Shipyard teams to develop and launch the THIS IS WINE COUNTRY campaign. This began in mid-February and ran through the end of June. We did not go silent from November through January. Instead, we continued paid SEO and SEM search, along with social media and PR outreach.
To further encourage year-round travel and most especially mid-week and off-season travel, the development of a convention center complex would help punctuate this goal. This program came to a halt in 2024, yet, SCT is hopeful a convention center can be built in a location that will benefit not only the immediate area, but the entire region.
The components of the Team Programming and Key Performance Indicators (KPIs) section showcase the work of the team and ladder up to the overall Critical Business Objectives.
1. Increase Revenue to Partner Businesses and the County – KPIs Research
All SCT programming is informed by data derived through research. During FY23-25, SCT continued to use data to inform all departments to ensure decisions are made solely based on insights gained through research. Of critical importance is ensuring partners are aware of and understand how to integrate research into their plans and tactical programming.
Key performance indicators:
• Track industry performance (all components of the tourism ecosystem) to better inform SCT’s marketing and sales programming. SCT is now integrating a full suite of research platforms into its performance dashboard. For FY25-26, these include:
o Tourism Economics Dashboard, which amalgamatates all research for the tourism ecosystem into one overview
o Smith Travel Research (STR) weekly, monthly, and custom hotel lodging performance reports
o Key Data short-term rental reports
o VisaVue cardholder spending data
o NEAR geolocation data to amplify understanding of visitor behavior
o TravelClick hotel booking data to understand and fill need periods
• Track year-over-year economic impact through a partnership with Visit California and Dean Runyan Associates Economic Impact modeling. Obtain additional city-specific information. SCT completed this program. The 2024 report is included as Appendix A.
• Gain annual visitation insights through the Longwoods International Travel USA® survey. SCT completed this program. The 2024 report is included as Appendix B.
• Provide insights to partners via the Tourism Industry and Performance Insights (TIPI) e-newsletter allowing them to shape sales and marketing initiatives informed by research. During FY24-25, the TIPI was distributed as scheduled.
Marketing
Throughout the year, the Marketing and Communications team will continue its long-term strategy to create compelling and authentic messaging around the organization’s key pillars. These strategies will be supported through programming and associated key performance metrics:
• Move into Phase II of SCT’s cannabis strategy, which will create new opportunities to communicate Sonoma County’s tourism-facing cannabis offerings.
o The Cannabis landing page is live with articles featuring lodging, wellness, and cannabisbased experiences.
• Continue development of the Sonoma County app to include multi-day planning and scavenger hunts, and loyalty components, among others.
o 578,635 Total Sessions (+419% YOY)
o Average Session Duration: 5m 21s (+978% YOY)
o 3,002 New App Downloads
• Continue to implement updates and enhancements across our owned channels that work to increase “intent to travel” actions:
o Increase email subscriber List by 10% YOY
o Newsletter subscribers increased 5% YOY to 157,000
o Increase social followers (IG, TT, FB) by 10% YOY across all platforms
o Facebook: Daily Average Clicks: 680 (+14% YOY)
o Facebook: Posts and Engagements: 526,745 (+2% YOY)
o Instagram: 162,144 Likes (+8% YOY)
o Instagram: 303 IG story replies ( + 38% YOY)
o Instagram: Engagement Rate .05% (+32% YOY)
o TikTok: 2065 followers (31% Increase)
Marketing
(Continued)
• In collaboration with research, establish a baseline attribution model, leveraging our partnership with Tourism Economics and NEAR.
NEAR was integrated into the 2024 Spring/Summer campaign. The results show direct visitation due to the ads. (As a reminder with NEAR, persons who interact with the ads in a digital environment have a pixel placed on their device. When that device enters Sonoma County, it is counted as a visitor.) The results are based on the raw data obtained through NEAR and calculated using the 2024 Longwoods visitor data.
o Total Actual Campaign Spend: $1,050,000
o Total Visits Attributed to the Campaign: 217,652
o Average Party Travel Size: 2.70
o Estimated Visitor Spend: $46,795,266
o Campaign Return on Investment: 44.6:1
o Spending per Category:
• Lodging: $17,412,192 • Restaurant/F&B: $11,100,272
• Retail: $6,311,919 • Transportation: $5,658,962
Public Relations
As the key driver of the brand story, the public relations team worked with both domestic and international media outlets to curate stories that showcased the brand and depth of Sonoma County’s offerings. This was accomplished through:
• Continued key message development that supported SCT’s key pillars. These served as a baseline for story ideas and were also made available to partners to connect with and support their own messaging.
• Using our key messages as a foundation, curated breakthrough story ideas that surfaced and supported Sonoma County’s pillars, including responsible travel, destination stewardship, wellness, food/wine, and outdoor recreation.
• Maintained a Barcelona Principles score of at least 7 out of 10, ensuring that SCT’s core messages were included in the stories.
o SCT’s average Barcelona score ranked at 8.9
• International: Secured earned media coverage in our targeted international markets of the UK, Germany, and Australia via the partnerships with our international offices.
• Secured earned media coverage in our targeted domestic markets through a coordinated effort, in partnership with our integrated agency.
Destination Sales
Throughout the year, SCT worked to elevate the awareness of Sonoma County as a vibrant meeting destination. The team continued its focus on key market segments including corporate, incentive, and association meeting groups. Provided business-building opportunities, offered financial incentives, and identifued enhanced collaboration to lay a critical foundation for our partners’ success.
• Achieved a 10% year-over-year increase in leads distributed to the partner lodging properties. The team responded to 756 leads against a goal of 820, achieving 92% of target. Several external factors impacted lead generation, including federal policies, such as political tension and inflation, as well as industry hesitation related to potential tariffs. Most significantly, in November 2024, Cvent rewired its platform, which disrupted the portal meeting planners use to search destinations. This system disruption, which affected many DMOs including SCT, was not resolved until April 2025, after many destinations complained. Since the fix, lead flow has returned to normal levels, although the interruption negatively impacted year-end performance.
• Achieved 12,000 SCT-influenced contracted group room nights throughout Sonoma County. The SCT staff influenced 17,356 group room nights against a goal of 18,000, achieving 96% of target. As noted above, federal policies and an uncertain economic outlook affected group bookings, impacting both SCT’s business transactions and those of our partners.
• Increased 1:1 meetings and connections with meeting planners and clients by 10% of previous year actuals. The team completed 1,614 face-to-face appointments with meeting planner clients against a goal of 1,650, achieving 98% of target.
• Analyzed TravelClick room night data to identify need periods and presented targeted fill strategies to the Business Development Committee. Our staff monitored TravelClick and other research sources to shape the scope of work and define areas of focus. In addition, the team surveyed partners to identify key markets and determine prioritization of prospecting efforts.
Travel Trade
Much changed in the international inbound travel environment during FY24-25. What began as a promising environment turned to a very challenging one given international geo-political pressures, the economy, and safety concerns. SCT reframed its international sales/marketing outreach by eliminating a full-time initiative in Australia, but retained representation in the UK and Germany. We continued to see international visitors, along with an increase in tour offerings and media stories written about the destination. These provided a strong foundation for international visitation.
• Generat seven (7) new Tour Operator programs and itineraries for Sonoma County.
SCT generated eight (8) new programs in the UK and Germany, including North America Travel Service, Discover North America, America As You Like It, America Unlimited, Argus Reisen, CRD, Canusa, and Fairflight.
• Increase product development and offerings in each primary market, UK, Germany, Australia, by 10%.
SCT, in partnership with our international representative firm, generated 24 programs in the UK and Germany.
• Inspire 5,000 leisure / travel trade room nights at Sonoma County BIA or TOT contributing properties.
The Tourism Development team generated a total of 9,266 room nights against a goal of 5,000, or 154% of goal.
• Increase 1:1 meetings and connections with travel trade professionals and clients by 10% of previous year actuals.
The Tourism Development team hosted 627 face-to-face meetings against a goal of 850, achieving 74% of target. Performance was impacted by the departure of the Director of Travel Trade in December and the onboarding of the new Director of Tourism Development.
• Host a minimum of six (6) inbound FAM tours with travel agents, tour operators, and travel trade professionals.
o The team hosted nine (9) FAM tours.
Business Development
Key components in the Destination Stewardship and Resiliency Master Plan required a heightened effort in general business development. Working with developers, permitting agencies, and organizations outside the “normal” scope of work, SCT became more intentional about developing a robust tourism industry business infrastructure.
The department worked closely with the Sonoma County Airport to assist with route development and ongoing initiatives to bring business to the airport.
• Worked with STS to achieve its growth strategy, helping to provide data to support the objective.
The Business Development team actively supported growth at the Sonoma County Airport (STS) throughout the year. They partnered with Avelo Airlines and STS by providing research that contributed to route expansion. In addition, they assisted STS in negotiations with Alaska Airlines, resulting in additional routes, and collaborated on efforts with Southwest Airlines, which announced four new routes in September 2025. Much of this expansion can be attributed to the joint efforts of SCT and STS. The Business Development team serves as the primary point of contact for the airport and manages this critical partnership with urgency and dedication.
Community Engagement
In October 2024, Sonoma County Tourism proudly hosted the first annual Black Cod Week, a countywide celebration designed to highlight one of Sonoma County’s most sustainable and prized local catches. Working in collaboration with local fishermen, restaurants, and hospitality partners, the program aimed to raise awareness of the importance of sustainable seafood while showcasing Sonoma County’s vibrant culinary community.
Highlights:
• Culinary Participation: More than 50 local restaurants and chefs across Sonoma County featured innovative black cod dishes on their menus, drawing both residents and visitors to experience the versatility of this regional delicacy.
• Community Engagement: A robust marketing campaign – including digital, print, and social media –reached consumers, promoting the week-long celebration and educating audiences about sustainable fishing practices.
• Partnerships: SCT partnered with the Sonoma County Fishermen’s Marketing Association, Oliver’s Market, and local seafood purveyors to connect the story of black cod directly to the community, bridging the gap between ocean to table.
• Visitor Experience: Black Cod Week created unique opportunities for visitors to engage with Sonoma County’s coastal identity, further positioning the region as a destination for authentic, sustainable, and memorable culinary experiences.
2. Balance Travel Seasonality - KPIs
Sonoma County Tourism is charged with driving travel during the off-peak times of November – April. Not only did this balance numbers and mitigate overcrowding, it also provided protection for the region’s natural resources and created a more stable environment for the hospitality workforce. Work on this strategy was done by all departments within SCT.
• Executed intent marketing sales programming designed to drive off-season visitation.
In alignment with SCT’s mandate to create year-round demand for Sonoma County and most importantly, within the November – April timeframe, SCT’s marketing and sales groups addressed this through various program elements, including:
• Created marketing campaigns that reached direct flight markets, helping to drive revenue through longer stays and overnight visits that extended beyond the weekend.
o SCT’s consumer marketing campaign targeted potential travelers in key flight markets, including Los Angeles, Phoenix, San Diego, and Portland.
o Worked with partner venues to emphasize and incentivize meetings help between November – April and during mid-week time periods.
o The Destination Sales team made it a top priority to integrate SCT’s sales efforts with the sales teams at all BIA hotels. This approach has strengthened partnerships, allowing SCT to better understand hotel needs and implement strategies that directly supported them.
o Worked with partner venues to emphasize and incentivize meetings help between November – April and during mid-week time periods.
◊ The team continued to offer the Master Account Incentive, Hotel Support Program, and Additional Commission Program—all of which exceeded forecasted usage. These initiatives helped hotels negotiate contracts more effectively and gave sales teams a competitive edge in securing programs. The team also launched the Bay Area Transportation Program, designed to provide complimentary transportation to and from Sonoma County. This program incorporated environmentallyfriendly components, fostered team-building, and mitigated traffic, and remains an active offering.
◊ While the team prioritized driving business during off-peak timeframes, current industry conditions required a flexible approach. As a result, the team pursued all qualified leads to maximize opportunities and ensure business conversion. Sales efforts were also supported by:
o 11 client events in San Francisco, San Jose, San Diego, Las Vegas, Phoenix, Chicago, Minneapolis, St. Louis, Santa Cruz, San Antonio, etc.
• Prospecting:
o Telemarketed 50-hrs to planners nationwide
o Email drip campaign
o Created a Sales Planning Guide to use as a sales tool in promoting Sonoma County as an overnight destination
o Mailed 9,533 Sales Planning Guides to planners across the country
o Deskside-style sales efforts in the Bay Area, including Autodesk and Twitch (Amazon), among others
o Created Destination Services to provide additional services to clients
o Provided Sales Training, open to all hotels and sales teams. The instructor trained nearly 50 local sales professionals
o Hosted three (3) local Sales Team Mixers, with 100 total attendance
2025 SMART Star awards: Best Rural CVB/DMO (June)
• Laid the foundation for the development of a convention center. Due to a number of factors, this initiative was placed on hold. SCT will continue to pursue the development of a convention center, but will need to regroup to determine the most effective road forward.
3. Create a Compelling Invitation for Hospitality Workers to Choose
Sonoma County - KPIs
Along with industry and government agencies, including the Economic Development Board and the Sonoma County Hospitality Association, SCT helped spearhead programs that showcased the region to potential employees.
FY23-24:
• Partnered with the Career Technical Education (CTE) Foundation, and involved three (3) hospitality partners in internship programs (*January of 2024 for placement in June 2024).
o The CTE Foundation met with the Community Engagement Committee and co-hosted a webinar with SCT for our partners. We confirmed one (1) partner and identified two (2) strong tentative partners for the FY24-25 program.
• Partnered with SCHA to increase membership through the Accredited Hospitality Professional (AHP) program. Increased SCHA membership by 20% with AHP members.
o We are finalizing the details of a closer partnership with SCHA that include discounted AHP classes for SCHA members and a closer connection to SCHA for those completing the AHP classes.
• SCT staff engaged with leaders at community meetings around workforce, tourism, and housing.
• Increased AHP fully-accredited participants by 50%.
o Currently at 63% of goal with 350 fully-accredited participants.
• Integrated AHP into three (3) high school programs.
o 100%+ complete. Classes have been taught at Analy, Maria Carrillo, and Piner high schools.
• The AHP program continued to grow with 678 enrolled and 564 having completed full accreditation, a 32.5% increase over the previous year.
CREATING A RESILIENT ORGANIZATION
Resiliency is the capacity of an organization to prepare for and respond to any impact. This can be a crisis, an incident that diminishes organizational reputation or a shows a lack of forward planning especially planning that prepares the organization for potential impact. Sonoma County Tourism worked to become more resilient in the face of all potential impacts by creating a structure and approach that helped alleviate potential risks.
1. Increase Funding to Sonoma County Tourism. To create a high level of organizational resiliency, SCT worked to increase its funding by 30% to $12 million or more through long-term reliable sources of revenue. This gave the organization the foundation needed to manage ongoing programming and respond to any impacts.
In FY 2024-25, the team engaged with non-BIA hoteliers to explore individual contribution opportunities. While this approach was not embraced, it provided valuable insight into potential future partnerships and strengthened relationships with key stakeholders. Efforts continued to refine strategies that expanded participation among hotel partners.
Nominal funding came from partnership programs, which included:
• Participation in tradeshows, conferences, and client events
• Inclusion in the Signature Experiences program
• Accredited Hospitality Professional program fees
• Annual Meeting registration fees
• Stars of the Industry registration fees
CREATING A RESILIENT ORGANIZATION
2.
Elevate Commitment to and Programming Around Diversity, Equity, Inclusion and Accessibility (DEI+A). To help both SCT and its county-wide partner businesses recognize the importance and need to integrate DEI+A policies, SCT worked to lay the foundation for meaningful programming internally and for partners.
SCT launched the Wine Country for All of Us initiative in 2025 to help ensure the county was seen as a haven for persons seeking an inclusive and welcoming destination. To help further this program, SCT created key partnerships including:
a. Wheel the World, a global organization working to make travel more accessible. This program began in FY24-25 and will continue into the foreseeable future.
b. A collaboration with J Winery’s Love wine brand. This provided a values-driven brand alignment between the inclusive Love wine brand and the Wine Country for All of us program. SCT promoted this through social and media outreach.
c. Seven Secrets of Inclusive Hospitality. SCT’s partnership with this group began with a presentation to industry partners and will continue with the program launch at the 2025 Annual Meeting.
3.
Administer an Effective and Transparent Operation. As a contributor to, and recipient of, public funds through the Transient Occupancy Tax (TOT), Sonoma County Tourism ensures its operational practices align with accounting and operational best practices. Through oversight of the Finance & Legal Committee and the Board of Directors, the budget and allocation of dollars are given careful scrutiny.
SCT continued its annual audit with Piscenti & Brinker, a County-approved auditing firm and reported all findings to the Finance & Legal Committee, Board of Directors and the County.
The audit was completed and presented to the County in April 2025. No exceptions of significance were found.
1. Increase Funding to SCT - KPIs
To create a high level of organizational resiliency, Sonoma County Tourism will work to increase its funding by 30% to $13 million or more through long-term reliable sources of revenue. This will give the organization the foundation needed to manage ongoing programming and respond to any impacts.
• Forged bonds with the vacation rental industry, which resulted in the sector becoming an investor for Sonoma County Tourism’s destination marketing initiatives.
• Increased vacation rental offerings on SonomaCounty.com by 100% yearover-year.
• SCT engaged this community with its Vacation Rental Committee. Committee members and others within the industry sector became more connected with SCT through attendance at the annual meeting and local mixers. Additionally, SCT offered inclusion in Third Night Free program to members of the Vacation Rental Committee. SCT also worked with the County of Sonoma to help educate this sector regarding changing policies and procedures.
• Created two shared pieces of content that highlighted vacation rentals.
• Identified new partnerships with non-BIA lodging properties and municipalities that resulted in benefits that included additional funding to SCT.
This effort was put on hold for the year, but will be restarted in 2025-26.
2. Elevate Commitment to and Programming Around Diversity, Equity, Inclusion, and Accessibility - KPIs
To help both SCT and its countywide partner businesses recognize the importance of and need for integration of DEI+A policies, SCT will work to lay the foundation for meaningful programming internally and for partners:
SCT launched two critical programs in 2025 to move this imperative forward: Wine Country For All of Us signaled SCT’s commitment to inclusive hospitality for all visitors to the region. This program begins a multi-year effort to help inclusivity become a benchmark for how SCT messages the region and how visitors are treated at partner businesses. As travelers increasingly seek meaningful, values-driven experiences, Sonoma County’s commitment to inclusivity and sustainability has never been more relevant. This initiative positions our region as a beacon of purpose-driven travel, offering rich narratives.
Core Messages:
• Human-Centered Travel: This initiative highlights the people and stories that make Sonoma County unique, focusing on connection and shared experiences.
• Sustainability in Action: SCT leads by example, fostering responsible tourism practices that preserve the county’s natural beauty and cultural heritage.
• Redefining Wine Country: This initiative challenges traditional perceptions, celebrating diversity, accessibility, and a spirit of innovation that resonates with today’s travelers.
CREATING A RESILIENT ORGANIZATION - KPIS
SCT launched the program with a session in February to educate partners about the initiative and help prepare them for the continued educational components that will be forthcoming. SCT began its work with HospitableMe to create training sessions for customer-facing industry partners.
Wheel the World is an initiative designed to help Sonoma County businesses be more intentional about creating and offering a socially inclusive welcome to guests. Wheel the World is an international organization with a commitment to providing detailed information about what is accessible, ensuring sure customer needs are fulfilled before, during, and after a trip. At present, 41% of Sonoma County visitors report requiring some level of accommodation. Wheel the World allows our partners to convey the accessible offerings to potential customers. SCT is working toward having Sonoma County become “Destination Verified.” We anticipate this to happen in 2025.
3. Administer an Effective and Transparent Operation
Taking risk is the hallmark of an innovative organization. A publicly funded organization, however, is allowed the amount of risk only commensurate with the level of trust its stakeholders have in the organization. To ensure a high level of trust by both internal and external stakeholders, SCT will increase its level of transparency and work to ensure its operational effectiveness is without reproach.
• Annual audit has two or fewer exceptions and is completed on or before Dec. 15, 2023. SCT’s audits have been delivered on time and without significant exceptions for each of the previous two years.
• SCT will complete the annual report and marketing plan and deliver the document to the County on or before the stated deadline, allowing sufficient time for staff review, and approval from Board of Directors, Economic Development Board, and Board of Supervisors. All required materials have been completed and submitted on time.
• With input from the Finance and Legal Committee, the Board and the respective program committees, the SCT leadership team will be responsible for managing the budget within their program areas and will track the ongoing budget usage to ensure proper expenditures. The SCT management team is hyper-focused on its budget during this timeframe. Initial program budget cuts were made and ongoing scrutiny of budgets ensures the teams are tracked against revenue receivables.
PRIORITY 3: Engage the Community
1.
Provide Greater Opportunities for Community Input. Ensure ongoing opportunities for residents to provide input into Sonoma County Tourism’s initiatives, including those outlined in the master plan. This helps ensure a higher level of understanding and potential support from residents.
SCT continued to work with each Supervisorial district to convey the value of tourism and gain input from residents’ (via Municipal Advisory Council/MAC) meetings, and presentations to other community-focused organizations.
The annual Coffee + Collaborative was held in December 2024. This event engages elected officials, city manager and economic development managers from across the County, to offer a candid conversation around tourism, the industry performance, and its impact on our local communities.
SCT provided presentations to various community groups throughout the community, including:
• Better Together Emergency Properness Symposium
• Leadership Petaluma
• Leadership Santa Rosa
• Lower Russian River Municipal Advisory Council (MAC)
• NAACP Sonoma County Chapter
• Russian River Chamber of Commerce
• Sonoma County AirBNB Host Community
2.
Increase Engagement with Tourism Industry Partners. SCT continued to develop businessbuilding opportunities for its partners and provided both financial and intellectual resources designed to create success.
Through the $500,000 operational grants, SCT’s work with the visitor centers helped to ensure ongoing operation of these important visitor touchpoints. SCT continued to elevate this program throughout the year by hosting formal meetings and other gatherings.
SCT’s quarterly industry collaboratives and mixers provided opportunities for the team and partners to foster a higher level of engagement and education about business building opportunities.
National Travel and Tourism Week was held May 4-10. Several activities occurred:
• Passport to Signature Experiences (May 6) – A mixer style event with approximately 80 registrants.
• Stars of the Industry (May 7) – The awards evening was attended by approximately 350 attendees and featured 15 awards to celebrate the tremendous work of the tourism industry in Sonoma County. The event also recognized the original signers of the SCT Articles of Incorporation and the organization’s 20th anniversary.
ENGAGE THE COMMUNITY
• Rapid Connections (May 8) – A B2B networking event with approximately 30 businesses registered. Event feedback was very positive, and SCT will be launching this as a regular series in FY25-26.
• Gold Resolution from the Board of Supervisors was received on May 13 declaring May Travel and Tourism Month in Sonoma County.
• Nine (9) Visitor Center Open Houses were held throughout the week in Santa Rosa, Petaluma, Russian River, Cloverdale, Bodega Bay, Sonoma Valley, Geyserville, Fort Ross, and Windsor.
SCT will continue to develop business building opportunities for its partners and provide both financial and intellectual resources designed to create success.
• Visitor Center Operations Grant: Sonoma County Tourism provided $500,000 in operational grants to 13 visitor centers across Sonoma County:
Stewards of the Coast & Redwoods (Armstrong Woods & Jenner) $33,691
Visitors Center $20,400
SCT worked with the visitor centers to survey guests. The results show the impact of the visitor center interactions:
• 76% of survey respondents said they would be more likely to return to Sonoma County for another trip based on the information received from the visitor center
• 78% of survey respondents said they are more likely to visit more wineries in the region based upon the information received from the visitor center
Hospitality Collaboratives/Mixers:
• Sonoma Valley – Host: Muscardini Cellars
• Santa Rosa – Host: Courtyard Santa Rosa
• Sebastopol – Host: Sebastopol Center for the Arts
• Rohnert Park – Host: Nitro City Racing
Stars of the Industry
ENGAGE THE COMMUNITY
The annual industry celebration awarded the best in the Sonoma County tourism and hospitality industry.
• 120+ nominations received • 55,301 votes cast • 39 honorees • 350+ attendees
We recognized and thank these winners for being extraordinary ambassadors for the destination!
• Front of House (Manager): Benjamin Lenhard, The Lodge at Bodega Bay
• Front of House (Non-Manager): Tess Coffill, Courtyard Marriott Santa Rosa
• Heart of House (Manager): Ed Loftesnes, Timber Cove Resort
• Heart of House (Non-Manager): Guillermo Medina, Cattlemens
• Rising Star: Julianne Culley, Sonoma Botanical Garden
• Environmental Stewardship: Dry Creek Vineyard
• Customer Experience: Snoopy’s Home Ice
• Lodging Property of the Year: Flamingo Resort & Spa
• Community Enrichment: St. Francis Winery & Vineyards
• Best Tourism Partnership: J Vineyards & Winery and grantLOVE, founded by Alexandra Grant
• Champion of the Industry: Mitote Food Park
• Visitor Center Program of the Year: Armstrong Redwoods State Natural Reserve
• Visitor Center Volunteer/Staff of the Year: Alice Hunter, Russian River Chamber of Commerce & Visitor Center
• Accredited Hospitality Professional Champion: Danni Randolph, Home2 Suites by Hilton Petaluma
• Legacy Awards: Bill Arnone; Thomas Becker; Percy Brandon; Don Buttaro; Kate Caldwell; Bill Carson; Joe Horak; Paul Kelley; and Ben Stone
• Signature Experience Collection Premier Partners: Bartholomew Estate Winery; Cartograph Wines; Dry Creek Vineyard; The Floathouse Petaluma; Relish Culinary Adventures; Safari West; St. Francis Winery & Vineyards; Sonoma Zipline Adventures; and Timber Cove Resort
ENGAGE THE COMMUNITY
3.
Elevate Awareness of, and Discussions Around, Sonoma County’s Culture and Heritage.
Tourism has generally taken a Pollyanna approach to culture and heritage, framing this in a completely positive light. As identified in the Destination Stewardship and Resiliency Master Plan, spurring conversation around all aspects of our history will move the destination forward in a more realistic way.
SCT created the Neighborhoods Project to celebrate the compelling personalities and aspects of each community. This program was suspended in 2024 due to a personnel change. However, the storytelling around the heritage and culture continued within social media posts, press outreach, the visitors guide, and paid media materials.
1.Elevate the Position of Sonoma County Within the Sustainability Space. Although Sonoma County has established itself as a leader in sustainable travel, SCT can continue to solidify this position and provide additional opportunities for its partners. The creation of the Manager, Sustainability and Climate Change Initiatives has provided SCT with greater insights into this arena and opportunities to create first-to-market solutions and opportunities for partners.
Sonoma County Tourism continues to give back to our local community through its Tourism Cares program, maintaining five (5) stretches of adopted road and participating in volunteer opportunities to meet the needs of our local community.
Adopt-a-Road program:
During FY24-25, eight (8) miles of roads were cleaned. Since joining the adopt-a-road program, SCT has cleaned 62 miles of Sonoma County roads.
Adopt-a-Road Clean Ups:
• August 2024 – Petaluma Hill Road (Penngrove)
• August 2024 – Airport Blvd. (Santa Rosa)
• August 2024 – Petaluma Hill Road (Santa Rosa)
• October 2024 – Armstrong Woods Road (Guerneville)
• May 2025 – Petaluma Hill Road (Penngrove)
• May 2025 – Airport Blvd. (Santa Rosa
• May 2025 – Petaluma Hill Road (Santa Rosa)
• June 2025 – Armstrong Woods Road (Guerneville)
Tourism Cares:
• Russian River Clean Up – September 6, 2024
• Hygiene Product Drive – December 2024 – February 2025
• Earth Day Clean Up – Steelhead Beach, April 22, 2025
2.
SOLIDIFY COMMITMENT TO DESTINATION STEWARDSHIP
Enhance Partnerships with Sustainability Brands. SCT has worked with organizations such as Leave No Trace and Kind Traveler for several years and developed foundational programming. More can be done to engage local partners and convey the programming to visitors.
As sustainability grows within the meeting sector, the opportunity to engage meeting planners with Sonoma County’s commitment to sustainability is greater than ever. Helping ensure venues/hotel brands are aligned around the sustainability value will be critical for success.
SCT continued its partnership with Leave No Trace, the Sonoma County Regional Parks, and the local coalition to encourage protecting and preserving the area’s fragile natural resources. The local coalition boasted 75 business participants.
• SCT worked with Leave No Trace and elected officials in each jurisdiction to form and administer the Cleaner California Coast initiative.
• SCT continued its seven-year partnership with Kind Traveler, which gives travelers an opportunity to make a positive impact on our community when they book their stay in Sonoma County. Since partnering with Kind Traveler:
o 538,575 lbs. of trash removed out of the Russian River by the Russian Riverkeeper in promoting healthy waterways
o 109,804 servings of Sonoma County-grown vegetables provided to families facing food injustice with Farm to Pantry
o 1,110 science-based nature experiences provided to elementary students at Pepperwood Preserve
o 578 days of nutritional care provided to rescued farm animals with Charlie’s Acres
o 41 miles of hiking trails maintained by Sonoma Land Trust to support land preservation efforts
o $78,923 raised for local charities in Sonoma County
Sonoma County Tourism STAFF & BOARD MEMBERS
SONOMA COUNTY TOURISM STAFF
Management & Administration
Claudia Vecchio President and CEO
Jessica Quigley-Freeman
Executive Assistant
Finance & Operations
Lori Angstadt Vice President of Finance and Operations
Allie Nordby Research and Data Systems Manager
Jamie West Operations Administrator
Business Development
Jonny Westom Vice President of Business Development
Stacey Turner-Bruckert Director of Destination Sales
Damien Keller Director of Tourism Development
Lauren Kilcullen Destination Services Manager
Leslie Fravel
Desitnation Sales Manager
Tahlia Suggs Business Develpment Coordinator
Communications
Torie Clancy
Senior Director of Communications
Birgitt Vaughan Director of Public Relations
Chris Vomvolakis Senior Manager of Consumer Public Relations
Community Engagement
Kelly Bass Seibel Vice President of Community Engagement
Tracy Koch Community Engagement Manager
Tanya Rainey
Community Development Manager
Oscar DeJung
Community Development Coordinator
Marketing & Brand
Frank Filice
Vice President of Marketing and Brand
Jamie Trump
Content and Social Media Manager
Morgan Miles
Digital Marketing Manager
A.J. Ruiz
Creative Service Manager
Robert McGuigan
Design Marketing Manager
SCT BOARD MEMBERS
BOARD OF DIRECTORS
Brian Marchi
DoubleTree by Hilton Sonoma Wine Country - Chair
Keo Hornbostel
Safari West - Vice Chair
Bert Rangel Rivers End Restaurant & Inn - Secretary
Brandon Mrkvicka
Hampton Inn & Suites Windsor - Treasurer
Benjamin Bailey
Hyatt Regency Sonoma Wine County
Joe Bartolomei Farmhouse Inn
Thera Buttaro
Bodega Bay & Beyond/Sonoma Coast Living
Michael Collins Vinarosa Resort & Spa
Andrea Griffin Hilton Garden Inn
Karim Ikrimah
Fairmont Sonoma Mission Inn & Spa
Kirk Lok
Quality Inn Petaluma/Fairfield Inn Sebastopol
Crista Luedtke boon hotel + spa
BOARD OF sUPERVISORS
Tim Zahner Sonoma Valley Visitors Bureau District 1
Jennifer Buffo
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
Ex-Officio Members
Bill Arnone Legal Counsel
Christina Rivera County Administrator, County of Sonoma
Denise Aver-Phillips
Santa Rosa Metro Chamber/Visit Santa Rosa
Ethan Brown Executive Director, Sonoma County Economic Development Collaborative
McCall Miller
Alternate, County Administrator’s Office, County of Sonoma
Claudia Vecchio CEO, Sonoma County Tourism
2024 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 2024 California State, Regional & County Impacts report prepared for Visit California. Further information can be obtained from Visit California: https://industry.visitcalifornia. com/research/researchtrends
Sonoma County saw growth in 2024, with spending increasing by 3.5%, surpassing $2.4 billion. Employment in the sector expanded by 2.4%, adding 526 new jobs, bringing industry job levels back to pre-pandemic numbers from 2019. Travel-generated earnings climbed 4.2% to $1.1 billion, while tax revenue from tourism reached $218.4 million, marking a 3.0% increase over 2023.
Sonoma County Direct Travel Impacts, 2019-2024
LONGWOODS INTERNATIONAL 2024
To view the full summary and results, visit: https://www.sonomacounty.com/wp-content/ uploads/2023/10/2024_Quick_Facts_Sonoma_County_Tourism_8.8.25.pdf
Summary (Continued)
VISITOR VOLUME
Overnight visitors: 4.7 million
Day visitors: 5.8 million
Total visitor volume: 10.5 million (+2.9% vs. 2023)
DEMOGRAPHIC PROFILE
To view the full summary and results, visit: https://www.sonomacounty.com/wp-content/ uploads/2023/10/2024_Quick_Facts_Sonoma_County_Tourism_8.8.25.pdf
