FY23 – 24 AnnuAl RepoRt
LeTtER FROM THE CHAIR
SonoMA CoUnTY ToURISM FunDAMEnTALS
FY23 – 24 FInAnCIAL StAtEMEnT
pRIoRITY 1 DRIVE THE ECOnOMY
pRIoRITY 2
CREATe A ReSILIEnT ORGAnIZATIOn
pRIoRITY 3
EnGAGe THE CoMMUnItY
pRIoRITY 4
SoLIDIFY CoMMItMent To DeStInAtIon StEWARDSHIp
CeLeBRAtIonS & AWARDS
APpenDIX A: AnnuAl InDuStRY peRFORMAnCE
APpenDIX B: 2023 DoMeStIC VISIToR pROFIlE
APpenDIX C: 2023 SonoMA CoUnTY non-VISIToR StUDY
Following a record year in 2022, 2023 presented a very different scenario for Sonoma County Tourism and hospitality businesses. With pressures on the global economy, the surge in outbound international travel and the continued media reports about San Francisco’s issues, Sonoma County was caught in the middle of an evolution of travel patterns and preferences.
The SCT team wasted no time in getting to the bottom of the issues. In collaboration with Future Partners, SCT conducted a non-visitor study to determine the reasons for the decreased visitation. The results of that study are included in this report, but the bottom line is that a number of external and internal issues contributed to a decreased desirability of northern California and specifically, Sonoma County. I commend the team for taking an aggressive approach to addressing the issues.
To help combat these challenges, SCT introduced a new experiences program with the aim of elevating the marketable experiences offered by partners. The marketing team assessed its campaigns and determined the need to reexamine the foundational elements of the customer personas and overall campaign creative. The sales and travel trade teams became laser focused on the segments that would most likely drive solid leads to partners, and the community engagement team worked hard to connect with a broad group of partners and further integrate the Accredited Hospitality Professional program. In the background, the SCT team held conversations with a number of stakeholders regarding the potential of a convention center — a long-term transformational project for the County.
As we examine FY23 – 24, it was a year that tested the industry and the SCT team. Through understanding the data, working closely with partners and identifying impactful opportunities to move the industry forward, SCT and Sonoma County worked to find pathways to success. This continues to be a work in progress.
For FY24 – 25, the Board has encouraged SCT to be innovative; to find solutions that require a level of intentional disruption that should help the industry break free from some of the challenges holding it back. We look forward to continuing to integrate creative and resourceful insights from our partners and identifying programs that will drive visitation and also protect and preserve Sonoma County’s natural and cultural resources for future generations.
The following report shows highlights from the year aligning with the objectives outlined in the strategic plan.
Thank you for your ongoing commitment to Sonoma County’s tourism industry.
BRIAn MARCHI
Sonoma County Tourism is guided by fundamental components that lay the foundation for all programming. These are outlined in the FY23 – 25 biennial strategic plan.
MISSION • Inspire travel to Sonoma County that strengthens our economy, reflects our diversity and encourages stewardship of our community’s resources.
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.
VISION • Sonoma County will be the leading destination for responsible travelers who enjoy, protect and preserve our community’s bountiful natural and cultural resources.
Drive the 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.
Create a Resilient Organization • 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.
Engage the 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.
Solidify Commitment to 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.
The wine industry and associated experiences
Culinary and the connectivity between food, sustainability and placemaking
Wellness and self-care, most especially as each relates to the needs people have in a post-pandemic environment
Sustainability and the entire region’s efforts to protect and preserve the natural and cultural resources
Being an inclusive and welcoming destination for all
BALANCE SHEETS AT JUNE 30, 2024
OF CASH FLOWS FOR THE YEAR ENDED JUNE 30, 2024
While SCT cannot directly impact the lodging industry performance factors shown in the Smith Travel Research (STR) or KeyData (vacation rentals) reports, the organization is responsible for elevating brand awareness (cutting through the competitive clutter), increasing the consumer inquiries and business leads into the destination and driving the overall revenue into partner businesses and the County. Following are the goals and accomplishments of the organization toward achieving its mission and vision.
Elevate brand awareness primarily as it encompasses the key brand pillars of wine and food, sustainability, wellness and responsible travel.
The “Discover Your &” campaign invited travelers to explore the many unique experiences Sonoma County offers — whether they were looking for wine and culinary experiences, adventure, relaxation, or a combination of offerings. With fresh, compelling imagery and copy, this campaign highlighted all there is to eat, drink, see, and do in Sonoma County.
Paid media efforts resulted in over impressions throughout the year 115 MILlIon
Earned media efforts kept Sonoma County in the spotlight, securing 82 unique pieces of coverage with over 1.2 billion impressions across prestigious print, digital and broadcast outlets.
featuring mentioned 138 ARTIClES
644 pARtneRS Barcelona Principles Qualitative Score 8.71 AVERAgE (goal to maintain a score of 7)
SCT ran a linear television and streaming ad on NBC Bay Area and Peacock. Impressive Results! Ads ran May 7 – June 30, 2024. Campaign included:
• Spot Placement in Premium Programming on NBC Bay Area
• Ad Placement through NBC Spot On featuring Peacock
• Custom Feature Integration on California LIVE lifestyle program — featuring Crista Luedtke
3,495,012 made featuring 1,397 pITCHeS
321
286 pARtneRS Total Spots Total Impressions
• Custom San Francisco Giants in-game linescore
Sonoma County was featured on Good Morning America Friday, May. 24, 2024: Bucket List on a budget: How to explore California Wine country without going broke.
ELEVATE ENGAGEMENT ACROSS SONOMA COUNTY’S SOCIAL CHANNELS
This coverage amplified our messaging, increased visibility of local businesses, and positioned Sonoma County as a top travel destination in a competitive media landscape.
Sonoma County was named a Travel + Leisure Best Place to Visit for 2024 and we had destination and partner representation in TIME’s list of World’s Greatest Places in 2024. Increase inquiries to SCT’s key marketing channels — SonomaCounty.com and the Sonoma County app.
The app continues to see great consumer engagement!
2.2 MILlIon Downloads in FY23 – 24
26,361
9,768 to 3:51 per session Time on App Increased +7% YoY Total App Downloads since launch (Spring 2022)
7.1 MILlIon Engagement (+38% YOY)
84,379 Clicks (+35% YOY)
434,217 FACEBOOK Impressions (+18% YOY)
Impressions in FY 23 – 24 (+31% YOY)
8,812
4.8 MILlIon New Followers (+173% YOY)
TIKTOK
1,575
INSTAGRAM Followers (+25% YOY)
The Destination Sales team has been working diligently to enhance Sonoma County’s appeal as a top choice for meetings and events. Through strategic collaborations and targeted initiatives, they have positioned the region as a leading destination for planners and event organizers.
The Destination Sales team made significant progress in promoting Sonoma County as a premier location for groups, meetings, and special events. By actively participating in industry tradeshows aimed at corporate, incentive, independent, and thirdparty meeting planners, they built valuable connections. The team also organized inbound familiarization (FAM) tours and site inspections, highlighting local hotels, offsite venues, wineries, and key assets like the Charles M. Schulz Airport (STS). These efforts boosted awareness and firmly positioned Sonoma County as a top choice for hosting diverse events.
The team also partnered with Maritz, a leading third-party agency specializing in meetings and incentives, to conduct a comprehensive destination audit and perception study. This study provided valuable insights into how meeting planners perceive Sonoma County, offering a clearer understanding of its industry reputation. The findings will help guide the department’s strategic direction and priorities, ensuring a more focused and informed approach to promoting Sonoma County as a premier destination for meetings and events.
Hotels are highly engaged with the incentive program. For FY24 – 25, incentives provided to lodging properties totaled $99,377 vs. a budget of $76,200. This is one budget line that is good to exceed!
SCT launched the Bay Area Transportation Incentive Program designed to provide roundtrip transportation to qualifying groups within 125 miles of Sonoma County. This incentive program furthers SCT’s commitment to sustainability by taking more vehicles off the road, while allowing groups to enjoy their ride into the area.
SALES RESULTS FY23–24
Total economic impact for the group room nights influenced by Sonoma County Tourism includes: in hotel revenues
$4,456,212 Total economic impact of (room revenues only) $5,062,735 in TOT
$517,399 in BIA $89,124
Create business-building opportunities for partner properties
The business development team offered partners the opportunity to attend tradeshows and client events to increase visibility through these platforms. Partners attended United States Travel Association’s IPW, ILTM, Visit California’s Luxury Forum, UK Sales Mission, IMEX, Northstar Meetings & Events, SCT’s Holiday Client Event in San Francisco, CalSAE, and other activations.
Increase the number of Sonoma County trip offerings in international tour operator tariffs
Include the vacation rental product as a desirable lodging option
For the first time ever, SCT is included vacation rentals in its More Than a Stay promotion. This helped amplify vacation rentals in marketing efforts and driving business during need periods.
SCT also included Vacation Rentals among the key lodging options on its new website. Working with the Vacation Rental Committee helped shape the format and elevated property use of this list.
To further encourage year-round travel and most especially mid-week and off-season travel, the development of a convention center complex was begun this year.
During this time, SCT worked with HVS to develop a feasibility study to determine whether Sonoma County could support a convention center, the ideal location for that property and the configuration of a combined convention center and hotel.
SCT then worked with 10SB architects to craft the vision for the property.
Work will continue on this project in FY24 – 25.
Create a Compelling Invitation for Hospitality Workers to Choose Sonoma County.
Along with industry and government agencies, including the Economic Development Collaborative and the Sonoma County Hospitality Association, SCT will help spearhead programs that showcase the region to potential employees.
During the first part of the year, the Career Technical Education (CTE) Foundation met with the Community Engagement Committee and co-hosted a webinar with SCT for our partners. We have one confirmed partner and two strong tentative partners committed for this year’s program.
SCT continues to work with local community partners including the Santa Rosa Junior College and Career Technical Education Foundation to ensure that the hospitality community is represented.
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 shows a lack of forward planning, especially planning that prepares the organization for potential impact. Sonoma County Tourism will work to become more resilient in the face of all potential impacts, creating a structure and approach that will help alleviate potential risks.
To create a high level of organizational resiliency, Sonoma County Tourism will work to increase its funding by 30% through long-term reliable sources of revenue. This will give the organization the foundation needed to manage ongoing programming and respond to any impacts.
The Affiliate Program was completed in Q2 of FY23 – 24. SCT and partners began meeting with potential program participants, but the interest level waned due to the partner cost of the buy-in. SCT will continue to identify opportunities for elevating revenue.
Through partnership participation in trade shows and client events, SCT has generated $16,500 in incremental revenue, most of which occurred September – December 2023.
Increase funding by 30%
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.
Due to a lackluster 2023, SCT worked diligently to reforecast available funds based on an ongoing lower than expected performance. Once the reforecast was determined, SCT worked as a team to reduce program budgets to ensure funds were spent on high return programs. (See Financial Statements at the beginning of this report.)
SCT worked with Pisenti & Brinker to complete the FY22 – 23 financial audit. This was completed and presented to the County in March 2024. No exceptions of significance were found.
Ensure ongoing opportunities for residents to provide input into Sonoma County Tourism’s initiatives, including those outlined in the master plan. This will help ensure a higher level of understanding and potentially support, from residents.
SCT held its annual Coffee & Collaborative in February 2024. This engages elected officials and others in a candid conversation about tourism, the industry performance and impact to communities.
Increase Engagement with Tourism Industry Partners. SCT will continue to develop business building opportunities for its partners and provide both financial and intellectual resources designed to create success.
SCT’s collaboration with visitor centers is raising the level of professionalism at these key visitor touchpoints. Sonoma County Tourism granted $500,000 in operational grants to 12 visitor centers across Sonoma County. With these funds came a new opportunity for partnership and a renewed commitment to enhancing the visitor experience.
In addition to operational grants, SCT also provided $100,000 in infrastructure grants in the areas of technology, signage and physical upgrades.
Throughout the year, SCT continued to strengthen this program by hosting formal meetings, educational and networking opportunities. SCT also supported a study of our visitor centers and the service they provide, where 94% of respondents reported being satisfied with the help that they received, and 82.8% of respondents said they were likely to return to Sonoma County in the future.
The Accredited Hospitality Professional (AHP) program continued to grow with 484 enrolled professionals and 381 having completed full accreditation. Workforce training was conducted also in partnership with local high schools and opportunities for educational experiences continued to grow.
I would highly encourage any business or individual in the hospitality industry (or beyond!) to take this course. It’s not just about learning new things; it’s about gaining the tools to offer exceptional service. The accreditation you earn showcases your expertise and dedication to excellence in Sonoma County’s hospitality sector.”
MonSE peÑA-AnDRADE Community Marketing & Scheduling Coordinator, F. Korbel & Bros. Inc.
Sonoma County Tourism continued its commitment to sharing the impact of our industry across the community with a successful National Travel and Tourism Week.
The highlight of the week was the Stars of the Industry awards, which highlighted the individuals and businesses that help our industry shine (see the Celebrations page).
Tourism Industry Collaboratives and Mixers
Great thanks to the properties that hosted these events!
National Travel and Tourism Week Activities
• Place Making: Preservation & Tourism Panel
• Gold Resolution declaring May Travel and Tourism Month in Sonoma County
• Stars of the Industry Awards
• Tourism Cares Road Clean-Up
• Open Houses at 7 Visitor Centers across the County
Industry Mixers • Networking opportunities for the tourism and hospitality industry
• Windsor 8/31/23 – Holiday Inn
• Timber Cove 1/29/24 – Timber Cove Lodge
• Geyserville – 3/6/24 – Geyserville Grille
• Cloverdale – 3/28/24 – Cloverdale Museum of History
Guerneville – 4/30/24 – AutoCamp Russian River
Collaboratives • Opportunities for partners to introduce their properties/offerings to the SCT team
• Petaluma – Host: Once Upon A Slush
• Occidental – Host: Altamont General Store
• Timber Cove – Host: Timber Cove Lodge
• Geyserville – Host: Geyserville Inn & Geyserville Grille
Cloverdale – Host: Cloverdale Museum of History
• Sebastopol – Host: Region Wine Bar
• Rohnert Park/Cotati – Host: Parliament Brewing Company
• Guerneville – Host: AutoCamp Russian River
Sales Industry Mixers • Sales Teams from Hotels, Venues, Wineries, and other partners.
• Healdsburg – Host: Baccas Landing
• Petaluma – Host: Hotel Petaluma
• Santa Rosa – Host: Hyatt Regency
• Unincorporated – SCT Offices
Elevate Awareness of, and Discussions Around, Sonoma County’s Culture and Heritage.
Sonoma County Tourism recognizes that while part of the region’s history can be celebrated and held amongst its most cherished key appeals, components of history need to be addressed in a more meaningful and authentic way.
The Neighborhoods Project began in 2023. These videos showcase the people, businesses and cultural components that give each city its unique value. Cotati and Guerneville were completed in 2023. Sebastopol is in production.
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 a Destination Stewardship Organization, we’re dedicated to responsible travel that protects and preserves Sonoma County’s natural and cultural treasures.
SCT continued our strong partnership with Sonoma County Regional Parks and Leave No Trace, and have 66 businesses that are part of the Sonoma County Leave No Trace Coalition, amplifying stewardship messaging for their guests before and during their visit to the County.
SCT continues to work with the Cleaner California Coast, a three-county initiative that seeks to lessen coastal pollution by reducing litter through a coordinated messaging campaign focused on community and visitor outreach, education, and training. More than 10 million visitors each year come to the coastline of California and its neighboring counties of Marin, Sonoma, and Mendocino. Over 55,000 pounds of litter were picked up from the sensitive coastal environment across the three counties last year alone. The Cleaner California Coast campaign empowers individuals and communities to create a cleaner California coast through the practice of Leave No Trace principles.
A Redwood Dream
Alexander Valley Vineyards
Amista Vineyards
AutoCamp Russian River
B.R. Cohn Winery & Olive Oil Company
BACA Healdsburg
Bodega Bay & Beyond Vacation Rentals
Bodega Bay Post Office
Bodega Coast Inn and Suites
Breathless Sparkling Wines
Cartograph
Comova Cycling
Copain Wines
Coursey Graves
Creekside Inn & Resort
Dutton-Goldfield Winery
Ehret Family Winery
Ernest Vineyards and Edaphos
Estuary
Fleur Sauvage Chocolates
Fogbelt Brewing Company
Gaige House
Geyserville Inn
Ginochio’s Kitchen
Green Hill Retreat
Healdsburg Chamber of Commerce & Visitors Bureau
Highlands Resort
Inn at the Tides
Johnson’s Beach
Kenwood Inn and Spa
King’s Sport and Tackle
Little Vineyards Family Winery
Lunchette
Matanzas Creek Winery
Martin Ray Winery
Martorana Family Winery
Mine + Farm
Morton’s Warm Springs Resort
Paul Mathew Vineyards
Pax Wines
Poet’s Corner Book Shop
Quivera Vineyards
Rodney Strong Vineyards
Rohnert Park Chamber of Commerce
Russian River Chamber of Commerce &
Visitors Center
Russian River Vacation Homes
Russian River Vineyards
Safari West
Sailfish Retreat
Sea Ranch Abalone Bay
Silver Oak
Sonoma Coast Vineyards
Sonoma Coast Visitors Center
St. Francis Winery & Vineyards
Stewards of the Coast and Redwoods
The Gables Wine Country Inn
The Wine Check
Twomey Cellars
WaterTreks
West Wines
Wildhaven Sonoma
Windsor Chamber of Commerce & Visitors Center
Wine Country Life Vacation Homes
Wine Country Trekking
Wine Road
Zero Waste Sonoma
SCT continued its six-year partnership with Kind Traveler to give travelers an opportunity to make a positive impact on our community when they book their stay in Sonoma County. Since partnering with Kind Traveler:
Over $25,000 has been raised for local non-profit organizations. Resulting in:
• 42,528 servings of Sonoma County grown fruits and vegetables provided by Farm to Pantry to residents experiencing food injustice
• 69,500 pounds of trash removed out of the Russian River by Russian Riverkeeper
• 41 miles of hiking trails maintained by Sonoma Land Trust
• 200 meals provided to individuals in need from Redwood Empire Food Bank
• 1,110 science-based nature experiences provided to elementary students at Pepperwood Preserve
• 258 days of nutritional care provided to rescued farm animals at Charlie’s Acres Animal Sanctuary
Sonoma County was the first destination to have lodging properties included in the Kind Traveler Every Stay Gives Back program. Highlighting the program was a visit by social influencer Gina Danza @wildgina. Her visit resulted in:
Total Posts 50
Instagram Carousels 3 Instagram Stories 47
61,476
Total Impressions
Total Engagements 5,215
Sonoma County Tourism also continues to give back to our local community through its Tourism Cares program, by maintaining 5 stretches of adopted road and participating in volunteer programs to meet the needs of our local community. Sonoma County Tourism has adopted five roads.
During FY23 – 24, nine miles of roads were cleaned. Since joining the adopt a road program, SCT has cleaned 54 miles of Sonoma County roads.
July 2023 • Airport Boulevard
September 2023 • Petaluma Hill Road (Santa Rosa)
October 2023 • Armstrong Woods Road
November 2023 • Arnold Drive
January 2024 • Petaluma Hill Road (Penngrove)
January 2024 • Airport Blvd.
January 2024 • Petaluma Hill Road (Santa Rosa)
April 2024 • Armstrong Woods Road
May 2024 • Arnold Drive
SCT has cleaned
since joining the Adopt-a-Road program
Hygiene Product Drive: Hygiene products collected at libraries and visitor centers throughout the month of December. Donations provided to Catholic Charities for the unsheltered population.
Russian Riverkeeper: Partnered with the Hyatt Regency Sonoma Wine Country to pick up trash along the Prince Memorial Greenway. of product collected
600 LbS in food and funds raised $4,705.19 volunteers participated Over 25
Food for Thought: Collected food and monetary donations from customers shopping at Oliver’s Market.
196 votes cast
25,536 honorees 29 attendees 360+
• Legacy Award: Jennifer Buffo, Pure Luxury Transportation
• Front of the House: Liam Richardson, Torches Restaurant
• Heart of the House: Jorge Garcia, DoubleTree by Hilton Hotel Sonoma Wine Country
• Rising Star: Chantal La Rochelle, The Stavrand
• Environmental Stewardship: Sonoma County Farm Trails
• Customer Experience: Reed Between the Lines Escape Room
• Lodging Property of the Year: Farmhouse Inn
• Community Enrichment: Out in the Vineyard
• Best Tourism Partnership: Charles M. Schulz Museum and Russian River Brewing Company
• Champion of the Industry: Aphrodite Caserta, Safari West
• Visitor Center Program of the Year: Petaluma Visitors Program
• Visitor Center Volunteer/Staff of the Year: Diane & Dennis Mitchell, Sonoma Valley Visitors Bureau
• Accredited Hospitality Professional Program Champion –Renee Donmon-Chaussee, Charles M. Schulz Museum
Hospitality Sales and Marketing International (HSMAI)
• President’s Award – Start TODAY Show Partnership
• Platinum Award – Start TODAY Wellness Event and Broadcast
• Platinum Award – Pause & Effect Campaign
Bronze Award – Pause & Effect Influencer Campaign
• Bronze Award – Pause & Effect Advertising Campaign
• Bronze Award – Integrated Sales Campaign – Connect in the Open
US Travel Association
• Destiny Award – Best Overall public Relations Program
MarCom Awards
• Platinum Award – Start TODAY Wellness Event & Broadcast
California Travel Association
• 2023 Sustainability & Stewardship Advocate Award
• AJ Ruiz – 30 & Under Emerging Leader Award
Best of NorthBay Biz
• Best Visitors Bureau
Lori Angstadt • Vice President, Finance & Operations
Kelly Bass Seibel • Vice President, Community Engagement
Conrad Braganza • Senior Manager, Research
Stacey Bruckert • Director, Destination Sales
Torie Clancy • Senior Director, Communications
Lisa Coats • Operations Administrator
Kate Davis • Project & Design Specialist
Frank Filice • Vice President, Marketing & Brand
Damien Keller • Destination Sales Manager
Lauren Kilcullen • Business Development Coordinator
Tracy Koch • Community Engagement Manager
Morgan Miles • Digital Marketing Manager
Jessica Quigley • Executive Assistant
Tanya Rainey • Community Development Manager
A.J. Ruiz • Creative Services Manager
Emma Schmitz • Data & Systems Specialist
Percy Stevens • Director, Travel Trade
Jamie Trump • Content & Social Media Manager
Birgitt (Biggi) Vaughan • Director, Public Relations
Claudia Vecchio • President & CEO
Chris Vomvolakis • Senior Manager, Public Relations
Jonny Westom • Vice President, Business Development
Brian Marchi, Chair
Keo Hornbostel, Vice Chair
Monica Hubert, Treasurer
Bert Rangle, Secretary
BOARD MEMBERS
Scott Alonso
Joe Bartolomei
Jennifer Buffo
Thera Buttaro
Margaret Graham
Andrea Griffin
Keo Hornbostel
Monica Hubert
Karim Ikrimah
Kirstyne Lange
Kirk Lok
Crista Luedtke
Brian Marchi
Brandon Mrkvicka
Tony Pace
Bert Rangel
Caroline Shaw
Brian Sommer
Tim Zahner
EX-OFFICIO MEMBERS
Bill Arnone
Denise Aver-Phillips
Ethan Brown
McCall Miller
Christina Rivera
Claudia Vecchio
The economic 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 2023p California State, Regional & County Impacts report prepared for Visit California. Further information from Visit California: https://industry. visitcalifornia.com/research/researchtrends.
Following a strong post-pandemic boost in visitor spending in 2022, total visitor spending (direct and indirect) in 2023 dipped by -0.8% but travel generated earnings increased by 10% compared to the year prior, and leisure and hospitality jobs increased by 3.7% compared to 2023.
Spending in the hotel, motel and short-term rental segment comprised 43% share of overnight trips, and spending on camping stays increased by 6.2% over 2022 levels. The following table provides total and average spending estimates for overnight travelers to Sonoma County in 2023.
*The spending figures shown represent expenditures on all travel related commodities in the destination for each category of overnight visitor. STVR: short-term vacation rental.
• Details may not add to totals due to rounding.
• Retail includes gasoline.
• Local tax receipts include transient occupancy tax, sales tax and passenger facility charges paid by visitors, and property tax payments and sales tax payments attributable to the travel industry income of employees and businesses.
• State tax receipts include, sales tax and motor fuel tax payments paid by visitors, and income tax payments and sales tax payments attributable to the travel industry income of employees and businesses.
Revised: 5/6/2024
In 2022, Sonoma County exceeded pre-pandemic visitor spending estimates and was one of only 20 counties in California to achieve this level of a robust recovery. However, in 2023, Sonoma County visitation dipped, and demand leveled off even during the high season. To understand this downturn in visitation, Sonoma County Tourism launched a non-visitor study to gain insights about the perceptions and preferences of domestic travelers. The survey was fielded by Future Partners, Inc., and included a diverse sample of travelers who took at least one overnight trip but did not visit Sonoma County in 2023. The sample base included 400 California-based travelers and 400 travelers from Western States1 with an annual household income of more than $100K who are open to wine tasting and restaurant dining, exploring scenic beauty, and arts and culture travel experiences.
To gain added insight and clarity about the factors impacting visitation, five key assumptions were analyzed in the study:
1. Financial concerns of travelers
2. Perception of San Francisco’s media narrative
3. Rise of outbound international travel
4. Effect of Sonoma County Tourism messaging and advertising
5. Changes in the winery experience
Several enlightening pieces of data from the study show that the decision to travel continues to be impacted by various external factors:
• Four in ten travelers say that interest in other domestic destinations is the most important factor impacting their travel choices. 61% of all travelers and 66% of western travelers also agreed with this statement — which is reflective of the sample base as they are travelers who did not visit Sonoma County in 2023.
• 67% of California travelers are interested in visiting Sonoma County; however, among western travelers, this decreases to 58%.
• 59% of Californians are most likely to visit Sonoma County compared with a 38% likelihood among western travelers.
• In terms of visitation frequency, 36% of all travelers surveyed indicated they have never visited Sonoma County; this increases to 47% among travelers from western states. The study found that the “been there, done that” effect is minimal leaving a sizeable portion of the surveyed audience interested in visiting Sonoma County.
• More than one quarter (29%) of all travelers say that Sonoma County is just not on their radar. 47% of Californians and 58% of western U.S. travelers agreed with this statement, respectively.
• Lack of familiarity about the destination (things to see and do) is prominent among western U.S. travelers (44% western travelers vs. 36% California travelers agree with this statement).
• More than one quarter (28%) of all travelers say the spillover effect of San Francisco’s negative media narrative is a deterrent to visiting Sonoma County.
• 42% of all survey participants agree that San Francisco’s woes have made visiting Sonoma County less attractive. This opinion is especially prominent among those who reside outside California with 49% of western U.S. travelers agreeing with this statement.
1Western U.S. states sampled: Washington, Oregon, Idaho, Nevada, Arizona, New Mexico, Utah, Colorado, Wyoming, Montana.
• One quarter of all travelers say choosing an international destination over Sonoma County is the most important factor influencing their travel choices. 47% also agreed with this statement.
• Western U.S. travelers are more likely to travel domestically (4.7 trips—Western U.S. travelers vs. 3.8 trips—California travelers), while California travelers are slightly more likely to travel abroad.
• A smaller proportion of travelers, 27% of California travelers and 22% of Western U.S. travelers agree that they strictly prioritized international travel over domestic travel in 2023.
• Among those who prioritized international travel, their top three reasons for doing so were to explore new cultures; fewer restrictions; better value for money than domestic travel.
• Although international destinations do have a significant allure that affects consideration of Sonoma County, international travel did not replace domestic vacations in 2023.
61% of all travelers say they took the same number of trips abroad as they did in 2022. Only 21% say they took more trips abroad in 2023. In fact, western U.S. travelers are likelier to say their international trip volume remains unchanged year-over-year.
• A greater share of travelers (42%) said they took more domestic trips in 2023 compared to 2022; only 19% took fewer trips than the year prior.
• In terms of other California destinations visited for leisure over the last 2 years, Lake Tahoe and Santa Barbara are Sonoma County’s biggest in-state competitors followed by Napa, Monterey, Paso Robles/San Luis Obispo.
• Travelers are most likely to choose Lake Tahoe and Santa Barbara, followed by Napa and Monterey over the coming year. Sonoma County outpaces Paso Robles for choice of destination among western U.S. travelers while Monterey outpaces Napa among California-based travelers.
• A smaller but sizeable percentage of all travelers (35%) say financial concerns and high cost of travel are the most important deterrents to visiting Sonoma County. This concern rises among western travelers, with 46% of them citing high cost of travel as a reason for fewer leisure trips.
• The economic climate in 2023 also impacted trip volume and spending; all travelers said they reduced spending in restaurants, on retail, took budget-friendly and fewer trips (~30% each).
• One in three travelers say the high cost of visiting Sonoma County has kept them from visiting Sonoma County with 56% citing high lodging costs as the top barrier followed distantly by high gas prices (37%) and restaurant costs (31%).
• Despite cost concerns, travelers said Sonoma County continues to offer good value for money.
• All travelers ranked Sonoma County’s brand as strong and a highly desired wine country destination, second only to Napa across several other U.S. wine destinations.
However, a decline in quality of winery experience is impacting visitation. 36% of California travelers and 42% of western U.S. travelers agree that winery experiences have become less attractive (increased costs).
Semi-frequent (once a year) and infrequent (once every few years) winery visits were most common.
• Respondents are unlikely to say other wine regions are more appealing than Sonoma County.
• Enjoying scenic beauty, wine with local food pairings, and sampling diverse wines were the top preferred winery experiences. Western U.S. travelers place more emphasis on intimate vineyard tours with knowledgeable guides.
• Over a third of past winery visitors (35%) said they made a reservation on their last winery visit, and among those who made reservations, 75% said the process of doing so was easy.
• 28% of all traveler’s recall seeing a travel advertisement for Sonoma County in 2023 (unaided).
• Less than one in ten (8%) of travelers were turned off by Sonoma County ads they recall seeing.
• In fact, over a third of travelers felt Sonoma County ads aligned and resonated with their travel preferences— a sentiment stronger among California travelers.
• Sonoma County ads rank well in terms of inspirational power, with 54% of all travelers agreeing the ads did inspire them to visit Sonoma County.
• Wineries, favorable weather, and outdoor recreation were the top three rated destination attributes followed by special events/ festivals, unique tours/experiences, inclusive/welcoming atmosphere, local cuisine, and small town feel and neighborhood vibe. Western travelers ranked favorable weather and unique tours/experiences higher compared to California-based travelers.
• A reported 56% of all surveyed travelers actively seek out travel destinations that promote responsible tourism practices— rising to 62% among southern California based travelers.
• Accessing Sonoma County has lower overall impact; only 24% of travelers said Sonoma County is challenging to get to.
• Natural disasters have also had a limited impact on visitation; only 11% of all travelers agreed that concerns about natural disasters have made visiting the County less attractive.
• The non-visitor study findings are indicative of traveler perceptions among those who have not visited Sonoma County, and as such, low awareness of the destination is expected, among a range of other external factors at play in a competitive and evolving travel environment.
• Among travelers who do visit Sonoma County, the visitor profile base remains a loyal one; 72% of overnight travelers are repeat visitors and 52% of overnight travelers have visited Sonoma County in the year prior (Source: Longwoods Travel USA visitor profile study, 2022).
• Year-over-year analysis also shows that travelers have increased their affinity for using hotels, short-term rental websites, and the destination website for booking and trip planning—demonstrating greater awareness and familiarity of these resources among regular visitors.
• In addition to external factors impacting visitation, there have been significant local shifts in how area lodging responded to the losses experienced during the pandemic and the rising costs of goods and services. Average Daily Rate (ADR) of hotels and short-term rentals grew by 11% and 12%, respectively in 2022, and RevPAR increased by 9% (hotels) and 12% (shortterm rentals).
• In 2023 however, hotels and short-term rentals reduced ADR by 6% and 5%, respectively, and RevPAR decreased by 11% (hotels) and 8% (short-term rentals) over 2022 levels, resulting in a marked decline in overall revenue.
• Over the last five years, there has also been a 15% increase in supply (available rooms). Reduced demand (room nights) and increased supply, in addition to lowering rates to fill more available rooms does affect the overall revenue and profitability of the lodging segment, and its impact cannot be underestimated.
