Visit Springfield FY25/26 Business Plan by Visit Springfield, Missouri

VISIT SPRINGFIELD

BUSINESS / FY25 26 PLAN

815 E. ST. LOUIS STREET · SPRINGFIELD, MO 65806

SPRINGFIELDMO.ORG

TA B L E O F

Contents 4

Welcome

Leadership

16 Administration 24 Marketing 34 Communications 42 Community Development 50 Visitor Experience 58 Group Sales 68 Sports 78 Research & Development 84 Finance

Welcome We are pleased to present the Visit Springfield FY 25/26 Business Plan. The past year marked a transformative milestone for our organization as we rebranded from the Springfield Convention and Visitors Bureau to Visit Springfield. Building on the success of this new direction, the upcoming year promises to be even more exciting and transformative for our organization, our tourism community, and the city.

W E LCOM E

In FY 25/26, two significant initiatives will shape Springfield’s future: the Route 66 Centennial celebration, offering a once-in-a-lifetime opportunity to showcase Springfield to the world, and the long-awaited development of an industry-leading event center in the city. This unprecedented event and development project will not only redefine our tourism landscape but also generate a significant economic impact across Springfield. The plan includes an analysis of current trends, a detailed SWOT analysis, key strategies and tactics for success, action calendars, and measurable goals. Additionally, we provide a budget overview to ensure transparency and alignment with our plan. Throughout this plan, we have also interwoven the Route 66 Centennial and Event Center development initiatives through all departments. Furthermore, the plan fully aligns with Visit Springfield’s three-year strategic plan, supporting its key initiatives and targets. Our vision, mission, and values remain the guiding light of our organization, ensuring that all efforts align with our long-term goals and commitment to Springfield tourism’s success.

Vision TO BE THE ONLY SPRINGFIELD YOU’LL EVER NEED TO VISIT

Mission ENHANCE THE COMMUNITY’S VITALITY THROUGH TOURISM

Values WE WELCOME WE LEAD WE COLLABORATE VI S IT SPR INGFI ELD

WE ADVOCATE WE ADVENTURE WE LOVE SPRINGFIELD 5

VISIT SPRINGFIELD’S ORGANIZATIONAL FOUNDATION

Circle of Success R ES E A RC H

T EA M

S ERVIC E

I N N OVATI ON

RE LE VAN CY 6

W E LCOM E

Team

STRENGTHENING AND ALIGNING FOR STRATEGIC GROWTH

Our team is the cornerstone of Visit Springfield’s success, and we remain committed to building a diverse group of top-tier professionals dedicated to advancing our vision and mission. FY 25/26 is a pivotal year for the organization, as we align our team to strategically maximize the opportunities presented by the Route 66 Centennial and the new Event Center. These initiatives will guide our efforts in creating a cohesive, high-performing team that drives Springfield’s continued growth and tourism success.

Research

STRATEGIC INSIGHTS

Research continues to be a cornerstone of Visit Springfield’s strategy. In FY 25/26, we will expand our research by collaborating with leading research organizations such as AirDNA, H2R, Tourism Economics, Madden Media, Smith Travel Research, U.S. Travel Association, and others to ensure that we are making data-driven decisions that guide the organization’s growth and success.

Innovation

EMBRACING AI AND TECHNOLOGY

In the rapidly evolving tourism landscape, innovation is essential for continued success. AI and emerging technologies are revolutionizing how potential visitors plan their trips, and Visit Springfield will lead the charge by integrating AI-driven tools to enhance marketing strategies, improve operational efficiencies, and provide personalized experiences for our visitors.

Relevancy

LEADING ADVOCACY FOR OUR TOURISM INDUSTRY

Tourism is a crucial economic driver for Springfield, and Visit Springfield plays a vital role as the trusted community partner working to sustain and grow tourism in the region. As the tourism industry evolves with changes in technology, communication, and travel preferences, Visit Springfield must remain at the forefront, advocating for its importance. This year, we will continue to adapt to meet the evolving needs and expectations of our visitors, partners, and stakeholders, ensuring that Springfield is positioned as a leading destination for both leisure and business travel.

Service

ENHANCING OUR VISITOR EXPERIENCE

Providing a best-in-class visitor services experience remains central to our mission. In FY 25/26, we will focus on continuously assessing and improving every touchpoint between Visit Springfield and our visitors. Through our new Route 66 visitor center and redesigned Airport welcome center, enhanced digital tools, and in-person interactions, we are committed to offering an exceptional, personalized experience for every traveler.

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Leadership FY 25/26 promises to be a transformative year for the Visit Springfield team. The recently released DestinationNEXT Futures study highlights that DMOs must continuously evolve to meet the changing needs of both communities and visitors. Visit Springfield is committed to embracing change with a forward-thinking approach. We will deepen our engagement with the community, enhancing the local economy and quality of life while embracing further innovation. Advocacy remains a key focus for Visit Springfield. Tourism plays a vital role in our city’s economic prosperity, and our continued efforts to advance tourism through advocacy are crucial. The Route 66 Centennial and National KickOff Celebration offers an unprecedented opportunity to showcase Springfield to a global audience. As the birthplace of Route 66, we will focus on enhancing the Route 66 experience through new installations and immersive experiences throughout the city.

The Visit Springfield team of destination professionals is integral to our success. This year, we will explore opportunities to expand our team to ensure the organization’s longterm success. We will continue our intern program, regularly assess our organizational structure for optimal effectiveness, and cultivate a work environment that fosters team success. Sports tourism presents a significant opportunity for Springfield, and, in partnership with the Springfield Sports Commission, we look forward to the opening of the renovated Killian Complex, which will elevate Springfield’s status as a premier destination. Looking ahead, the outlook for the US travel industry in FY 25/26 remains uncertain. Concerns about the US economy, consumer confidence, and the fluctuating state of international travel persist. However, Visit Springfield is well-positioned to remain steadfast in its commitment to growing Springfield’s tourism economy.

After decades of effort, Springfield is now poised to develop the Event Center it has long desired. The city is unified in this endeavor, and Visit Springfield will continue to drive this transformative project forward, positioning the organization to meet the needs of the new center.

L E A D E R S H IP

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Leadership SWOT 10

STRENGTHS

WEAKNESSES

D Dedicated team and engaged Board of Directors

D Funding

D Strong relationships with city, county, chamber, and other key leadership groups D Community value of the travel industry

D Resident’s understanding of our organizational purpose D Lack of ongoing investment in travelrelated development

D New Brand and strategic direction

L E A D E R S H IP

OPPORTUNITIES

THREATS

D Event Center development

D Community Complacency

D New City Leadership

D Competition from other DMOs in the region

D Regional partnership opportunities D Route 66 Centennial Celebration

D Political climate with respect to travel D Economic uncertainty

D Enhance community spirit and tourism investment

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Leadership KEY STRATEGIES 1

ELEVATE THE VISIT SPRINGFIELD TEAM a. Develop the future organizational structure of Visit Springfield, creating clear pathways for upward mobility and team growth.

d. Enhance employee educational and team-building opportunities to foster professional growth and strengthen internal cohesion.

b. Continue expanding the Visit Springfield intern program across all departments in collaboration with local educational institutions.

e. Explore new opportunities to add new roles to the organization in the Sales and Visitor Experience Departments to further strengthen our team’s capabilities.

c. Work with the Administration team to explore opportunities for a new office location.

ADVOCATE FOR THE SPRINGFIELD TOURISM ECONOMY a. Identify and advocate for key tourism legislative priorities during the FY 25/26 legislative session. b. Participate in the Springfield Metro Partnership program through the Chamber to advance a communitywide legislative agenda and attend legislative events in Jefferson City. c. Engage a lobbying firm to support our tourism legislative priorities. d. Strengthen relationships with elected officials at the local, state, and national levels, ensuring clear communication of our advocacy goals. e. Collaborate with local governments to identify and support new tourism demand generation projects.

Deepen engagement with local and state travel associations, such as the Missouri Association of CVBs, Springfield Hotel Lodging Association, Missouri Hotel & Lodging Association, and Missouri Travel Alliance.

g. Continue partnerships with national, regional, and state organizations, including Brand USA, Missouri DOT, Explore Branson, Visit KC, Explore St. Louis, and other regional DMOs. h. Engage with state and national travel associations like the U.S. Travel Association, Destinations International, MACVB, and MTA through memberships, board participation, education, and trade shows.

L E A D E R S H IP

STRATEGIC ENGAGEMENT AND LEADERSHIP FOR A NEW EVENT CENTER a. Continue to advance the city’s efforts to build the new Event Center by collaborating with city leadership, developers, and stakeholders to ensure the successful planning, development, and eventual launch of the facility. b. Advocate for necessary funding, support, and resources through strategic partnerships and community engagement.

c. Develop and implement targeted marketing and sales strategies to maximize the Event Center’s potential, aligning staffing resources appropriately. d. Leverage the Event Center development as a key component of Visit Springfield’s tourism strategy, ensuring that it attracts major events and enhances the city’s reputation as a premier destination for both visitors and conventions.

ENHANCE COMMUNITY ENGAGEMENT TO FURTHER ENHANCE SPRINGFIELD AS A PREMIER DESTINATION FOR VISITORS a. Engage consistently with City and County leadership to reinforce Visit Springfield’s impact and significance in driving the growth of our travel economy. b. Build on the success of the 2025 Toast to Tourism event, creating an engaging and impactful 2026 Toast to Tourism Event and Awards celebration for the Springfield travel community. c. Explore opportunities to foster community spirit, further positioning Springfield as a premier destination for visitors.

V I SIT S P R INGFI ELD

d. Further roll out the new Visit Springfield brand throughout the community to build recognition and pride. e. Collaborate with the City to identify and support key initiatives that align with the Visit Springfield strategic plan and tourism economy. f.

Continue partnerships with key community organizations that align with our mission to advance the Springfield travel industry.

FURTHER EXPAND THE VISIT SPRINGFIELD SUSTAINABILITY EFFORTS a. Explore new partnership opportunities with local organizations to further sustainability efforts. b. Continue participation in the industry-leading sustainability initiatives. c. Develop and promote engaging content highlighting Springfield’s sustainability programs, such as green accommodations, eco-tourism activities, and sustainable transportation options. This ensures visitors are informed and inspired to embrace eco-conscious travel choices. d. Integrate sustainability messaging into marketing campaigns and visitor materials to build awareness and promote Springfield as an environmentally responsible destination.

STRENGTHEN PARTNERSHIP WITH SPRINGFIELD SPORTS COMMISSION a. Explore opportunities to enhance the Visit Springfield / Sports Commission partnership model and management agreement.

d. Partner with the Sports Commission and the Parks Board to explore new event opportunities at the newly renovated Killian Sports Complex.

b. Continue providing support in administration, staffing, finance, marketing, sales, legislative efforts, and development.

e. Work closely with the Sports Commission on venue development and research initiatives to further position Springfield as a premier sports tourism destination.

c. Collaborate to identify and secure new sports event opportunities.

L E A D E R S H IP

Leadership ACTION CALENDAR 2025/2026

JULY AUG SEPT OCT NOV DEC

JAN

FEB

MAR APR MAY JUN

Community Leadership Forum

History Museum Board of Directors

MACVB Executive Committee Meetings

Missouri Route 66 Centennial Commission

SHLA Board Meetings

Sports Commision Board Meetings

Visit Springfield Board of Directors Meetings

Springfield Regional Arts Council Board

Visit Springfield Executive Committee Meetings Community Leadership Visit MO Governor’s Conference on Travel MACVB State Lobbying Day

X X

X X X

Visit Springfield, Toast to Tourism

DI CEO Forum

MACVB Annual Conference

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Administration

The Administrative Department serves as Visit Springfield’s operational foundation, managing finance, human resources, office operations, data systems, and technology infrastructure. Additionally, the department acts as a liaison between Visit Springfield and key stakeholders, such as the City of Springfield, vendors, and board members. In FY 25/26, the department will focus on enhancing internal efficiency, fostering employee development, supporting strategic planning, and promoting cross-departmental collaboration. A key initiative will be the assessment and implementation of Visit Springfield’s office relocation.

A DM I N I ST R AT ION

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SWOT

Administration 18

STRENGTHS D Strong intradepartmental communication and collaboration D Adaptability to new processes to address organizational needs and boost efficiency D Specialized knowledge base and informed decision-making D Maintains awareness of internal and external trends and information

WEAKNESSES D Administrative responsibilities and limited staffing can restrict operational flexibility

D Interdepartmental collaboration gaps can lead to misunderstandings and inefficiencies D Lack of strong crosstraining and redundancy can impact continuity within the department and across the organization D Restricted access to the City of Springfield’s internal accounting processes

A DMI N I ST R AT ION

OPPORTUNITIES

THREATS

D Increase staff engagement and morale through focused training and professional development

D Changes to local and federal compliance and employment regulations that could impact operations

D Office relocation and restructuring for increasing organizational efficiency D Leverage AI tools and automation to improve routine task efficiency D Continue to research and implement emerging technology to increase productivity and cut costs

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D High reliance on technology, which can pose risks if systems fail or become outdated D Disruption due to office relocation and infrastructure changes

Administration KEY STRATEGIES 1

OPTIMIZE ORGANIZATIONAL EFFICIENCY AND STRENGTHEN PERFORMANCE a. Conduct a strategic assessment of the organization’s office needs, including location criteria, space requirements, timeline, and budget projections, to be completed by FY 25/26 Q1.

g. Enhance collaboration and communication with departments to manage shipping costs associated with campaign mailings and trade shows.

b. Research and assess updated phone and internet technologies to correspond with relocation.

h. Identify areas of inefficiency and sustainable options to reduce supply costs.

c. Collaborate with the Visitor Experience team during the Route 66 Visitor Center transition to ensure smooth operations.

Continue implementation of the three-year technology plan developed in FY24/25, modifying as needed to meet current staff needs.

d. Find and secure a new office location for the operational/management team to support organizational growth and efficiency.

Coordinate updates to standard operating procedures (SOPs), including, but not limited to, the Personnel Manual, Crisis Communication Plan, Employee Onboarding, and individual job descriptions.

e. Relocate the operational/ management team to the new office location by 03/31/26. f.

Assess current physical storage and office space, implementing strategies to optimize space utilization.

k. Explore and integrate innovative software solutions while maintaining and enhancing existing systems that support staff responsibilities.

A DMI N I ST R AT ION

FOSTER ONGOING LEARNING AND IMPROVE INTERNAL COMMUNICATION a. Conduct a staff retreat in September focused on CliftonStrengths with Dr. Nicole Lemmon, a certified Strengths coach, with two ongoing follow-up training sessions and discussions throughout FY 25/26.

e. Continue participation in industryleading performance programs, such as DI Social Inclusion, DI Compensation and Benefits Survey, and DMAP, to assess organizational progress.

b. Provide specialized AI training to staff, focusing on enhancing awareness, ethical usage, and boosting productivity.

c. Pursue professional development opportunities in collaboration with local partners and community organizations, such as the Springfield Chamber of Commerce and SBDC. d. Renew the organization’s four-year accreditation through Destinations International.

Provide staff access to relevant webinars, learning sessions, or certifications from industry organizations (e.g., Destinations International, Simpleview) or higher learning institutions.

g. Facilitate at least six internal learning sessions for staff development. h. Evaluate current internal communication strategies and implement more effective methods for collaboration, information sharing, and dissemination.

STREAMLINE FINANCIAL AND ACCOUNTING PROCESSES FOR GREATER EFFICIENCY a. Assess the roles of the administrative staff and explore the possibility of adding a dedicated bookkeeper or accounting professional to the team.

d. Strengthen operational continuity and resiliency by focusing on redundancy in administrative and financial duties within the department.

b. Evaluate the relationship with the City of Springfield’s finance department oversight and identify key areas in which transparency and efficiency can be increased.

e. Continue refining the Visit Springfield budget format to enhance clarity and comprehension for staff and board members.

c. Implement a new internal accounting software that allows for better proficiency and access.

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Complete mid-year budget revision by 01/31/2026.

g. Finalize the FY26/27 budget and submit to the City of Springfield by 03/31/2026.

Administration GOALS

1/4

COMPLETION OF QUARTERLY BENCHMARKS IN ACCORDANCE WITH THE WRITTEN STRATEGIC ASSESSMENT AND OFFICE RELOCATION PLAN - 4

2/4

COMPLETE IMPLEMENTATION OF NEW INTERNAL ACCOUNTING SOFTWARE BY 04/30/26 - 1

3/4

STAFF TRAINING WORKSHOPS INCLUDING THE STAFF CLIFTONSTRENGTHS RETREAT - 3

4/4

COMPLETE FULL DESTINATIONS INTERNATIONAL DMAP ACCREDITATION BY 12/31/25 - 1

A DM I N I ST R AT ION

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Marketing Visitor research shows travelers want a

We will embrace new technologies, including

unique and authentic experience, regardless

AI and virtual reality, to enhance our

of where they travel. With our new brand

storytelling and website user experience.

now launched, it is essential to continue

Accessibility will continue to be an essential

reinforcing brand awareness and educating

consideration in this year’s marketing efforts,

both the community and visitors about what

with a steady emphasis on positioning

sets Springfield apart. Through storytelling,

Springfield as a welcoming and inclusive

expanded video efforts, and strategic

destination for all travelers.

partnerships, we will amplify the brand’s reach while showcasing the authentic

In addition, we are committed to evolving our

Springfield experience. These efforts align

digital platforms—including our website and

with ongoing goals to build community pride,

social media channels—to keep pace with

increase regional engagement, and drive

emerging technologies, content trends, and

visitation through cohesive and

user expectations. Staying ahead of these

compelling content.

trends remains a top priority as we strive to be a leader in the destination

Rising operational and advertising costs

marketing industry.

across the tourism industry continue to impact budget allocations and strategic priorities. These financial pressures and broader economic uncertainties influence traveler behavior, particularly in their choice of transportation. More travelers are leaning toward drivable destinations as an alternative to rising air travel costs, creating an opportunity for Springfield to position itself as a convenient and affordable option.

MA RK E T IN G

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Marketing SWOT 26

STRENGTHS

WEAKNESSES

D Creative approach to marketing strategies

D Exhausted story angles

D Community buy-in to branding initiatives and tourism overall D Collaboration with local and regional partners D Dynamic content creation that resonates with target audiences D Fresh brand, campaigns, and creative assets

D Current community awareness around tourism efforts D Website accessibility features need enhancement to better serve all visitors D Community awareness about Route 66 requires increased outreach and education

MA RK E T IN G

OPPORTUNITIES

THREATS

D Emerging technology in the travel and tourism field

D Lack of new attractions or existing attractions closing or becoming stagnant

D Utilization of Artificial Intelligence technologies

D Traveler financial uncertainties

D Route 66 Centennial celebration in 2026

D Community buy-in could diminish

D FIFA World Cup 2026 is coming to the U.S.A.

D Changing social media platforms and the risk of losing access to major platforms like TikTok in the U.S. market

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Marketing KEY STRATEGIES 1

DEVELOP AND EXECUTE A YEAR-LONG STRATEGIC ADVERTISING PLAN THAT INCORPORATES DIGITAL, OUTOF-HOME, VIDEO, AND SOCIAL TACTICS a. Elevate the “Make It” campaign by tailoring messaging to core target audiences: Family Travel, Outdoor Enthusiasts, Millennials (no children), Empty Nesters, and Foodie Travelers.

d. Maintain or increase the advertising ROI, currently $115 returned per $1 spent, through a combination of traditional, digital, out-of-home, video, and social media strategies.

b. Roll out targeted marketing plans for key events such as the Route 66 Centennial and the 2026 FIFA World Cup.

e. Integrate AI-powered chat-based advertising tools on third-party websites to enhance user interaction and drive traffic.

c. Allocate approximately 70% of the ad budget to digital tactics to maximize reach and engagement.

Generate a 10% increase in new email subscribers year over year.

MA RK E T IN G

INCREASE WEBSITE ENGAGEMENT AND USER EXPERIENCE ON SPRINGFIELDMO.ORG a. Use tools like the AI SGF Trip Assistant, Threshold 360, VibeMap, and Crowdriff to boost overall engagement time by 5%.

c. Generate over 2.1 million website sessions, with 1.1 million engaged sessions.

b. Launch Phase 1 of a new website strategy consisting of: enhanced web pages, page content audit, and an initial kick-off plan for a website redesign.

EXPAND ACCESSIBILITY FEATURES ON SPRINGFIELDMO.ORG a. Enhance the accessibility page by implementing a refreshed content strategy, new tools, and updated features that increase the overall value and usability for all visitors.

c. Expand accessibility elements across the site through FY 25/26 to support a more inclusive visitor experience.

b. Promote the accessibility page via targeted social media and email campaigns, aiming for a 5% increase in engagement with accessibility features.

LEAD DESTINATION CONTENT CREATION AND SOCIAL MEDIA ENGAGEMENT a. Launch a new video series showcasing local stories and attractions, creating engaging content that resonates and connects with both current and prospective visitors. b. Develop a year-long content strategy, featuring collaborations with local content creators to enrich Springfield’s social media presence.

V I SIT S P R INGFI ELD

c. Increase the integration of usergenerated content (UGC) across all social media platforms to build community engagement. d. Grow followers on Facebook, Instagram, and TikTok by 10%, with an emphasis on increasing average engagement (likes, comments, shares) by 8%.

DEVELOP AND EXECUTE A NEWLY DESIGNED SPRINGFIELD AREA GUIDE a. In collaboration with 417 Magazine, redesign the annual Springfield Area Guide to be a visually inspiring and informative resource for visitors, with a focus on Route 66 and Springfield as its birthplace.

c. Develop a targeted distribution strategy, identifying at least 10 new distribution locations, potentially through partnerships with visitor centers, hotels, and regional attractions.

b. Expand guide distribution through a variety of venues and innovative channels, including non-traditional locations, community events, and digital lead generation efforts.

EXPAND BRAND AWARENESS AND COMMUNITY EDUCATION AROUND THE NEW VISIT SPRINGFIELD BRAND a. Strengthen community engagement and awareness with the new brand identity through community outreach and events. b. Develop and implement streamlined campaigns to educate stakeholders and residents about the brand’s purpose and values, while also reinforcing key messaging through ongoing community engagement and collaborative initiatives.

d. Produce a compelling video to foster community pride, boosting local identity while also inspiring potential visitors with emotionally resonant storytelling.

GROW AND EXPAND COOPERATIVE MARKETING CAMPAIGNS WITH EXISTING PARTNERSHIPS a. Strengthen the cooperative marketing campaigns with existing partners, Wonders of Wildlife, Springfield Cardinals, and Juanita K. Hammons Hall.

c. Partner with at least 10 local organizations and continue expanding regional and statewide partnerships to activate and amplify brand awareness through events, content collaborations, and promotional materials.

b. Maximize the utilization of the Missouri Division of Tourism Marketing Matching Grant to amplify collaborative marketing efforts and extend reach.

MA R K E T IN G

LAUNCH TWO SUCCESSFUL EXPERIENCE PROGRAMS THAT GENERATE COMMUNITY ENGAGEMENT AND VISITOR INTRIGUE a. Refresh the Ozarks Coffee Trail and enhance social media and email campaigns to drive a 10% increase in trail sign-ups.

b. Create a new Route 66 digital passport as a part of the Route 66 Centennial, showcasing the Route 66 Sculpture series.

DEVELOP NEW ASSETS FOR GROUPS, MEETINGS, SPORTS, AND CONVENTIONS a. Produce a welcome video to be shared with groups prior to their arrival.

c. Design and produce a Route 66 sales booth to be used at Connect and future expos.

b. Explore new advertising avenues to promote groups, meetings, sports, and conventions.

d. Develop a new general Welcome Video for brand recognition that can be utilized across multiple platforms.

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Marketing ACTION CALENDAR 2025/2026

DI Annual Convention U.S. Travel Association ESTO Marketing MO Governor’s Conference on Tourism Madden Media MUSE Conference DI Marketing & Communications Summit MACVB

JULY AUG SEPT OCT NOV DEC

JAN

FEB

MAR APR MAY JUN

X X X X X X

MA RK E T IN G

2 Marketing GOALS 1/6

INCREASE OVERALL ENGAGEMENT TIME ON SPRINGFIELDMO.ORG - 5%

2/6

GROW FOLLOWERS ACROSS FACEBOOK, INSTAGRAM, AND TIKTOK - 10%

3/6

LAUNCH PHASE 1 OF THE WEBSITE STRATEGY - 1

4/6

DISTRIBUTE SPRINGFIELD GUIDES THROUGH MARKETING CHANNELS - 30,000

5/6

INCREASE NEW EMAIL SUBSCRIBERS YEAR OVER YEAR - 10%

6/6

INCREASE THE OZARK COFFEE TRAIL PARTICIPATION - 10%

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C ommunications

As we prepare for the Route 66

and the growing importance of multimedia

Centennial and the 2026 World Cup, our

content across platforms like LinkedIn,

communications strategy will focus on

TikTok, and emerging digital channels

leveraging Springfield’s identity as the

are reshaping how destination marketing

Birthplace of Route 66 to craft a cohesive

organizations communicate their messages.

and compelling narrative that resonates regionally, nationally, and internationally. By tapping into the growing interest in nostalgic travel and iconic American road trip experiences, we aim to elevate Springfield’s visibility in top-tier media markets through strategic storytelling and immersive media visits. This year’s efforts will establish a critical foundation for future visibility, emphasizing authenticity, cultural richness, and the untold modern stories that position Springfield as a unique and

In addition to our external efforts, we are refining our internal communications strategy to more effectively engage stakeholders and local audiences. Through regular outreach, including monthly newsletters and targeted regional media pitches, we will emphasize transparency, collaboration, and collective progress. Our storytelling will broaden by featuring interviews with key community figures and highlighting the initiatives that shape

dynamic destination.

Springfield’s evolving identity. These

Our approach aligns with key PR trends

tourism plays in driving our community’s

for DMOs nationwide, emphasizing the

growth and success.

critical importance of authentic storytelling and human connection in an era where audiences increasingly distrust generic messaging. Current industry best practices prioritize influencer partnerships,

efforts will also emphasize the critical role

Additionally, new communication channels will be established to keep departments aligned and foster a unified voice across the Visit Springfield team.

personalized content creation, and data-driven approaches to understand target audiences better. Additionally, the integration of AI-powered SEO strategies, enhanced crisis management capabilities,

CO M MUN I C AT ION S

V I S IT SPR INGFI ELD

SWOT

C ommunications 36

STRENGTHS

WEAKNESSES

D The Route 66 Centennial is attracting travel writers and influencers to the region.

D Inconsistent local messaging and voice.

D A dedicated PR agency offering a fresh perspective to tell Springfield’s story to national media.

D Lack of new developments that distinguish Springfield from other destinations. D Limited engagement from local media outlets.

D Creating unique and memorable experiences for visiting writers.

CO M MUN I C AT ION S

OPPORTUNITIES

THREATS

D The rise of independent content creators, including social media influencers, offers new avenues for promotion.

D The decreasing attention span of readers makes it challenging to capture and sustain interest in stories.

D Collaborating with partners to create unique Route 66 experiences. D Expanding our brand presence through PR activations. D Capitalizing on the Route 66 Centennial and the 2026 World Cup as major events to enhance visibility.

V I S IT SPR INGFI ELD

D The pay-to-play model with content creators could undermine the credibility of media coverage. D The closure of Route 66 businesses could reduce Springfield’s appeal as a travel destination. D The increasing impact of AI in storytelling D Rising media costs and a limited budget constrain promotional efforts.

C ommunications KEY STRATEGIES 1

ELEVATE VISIT SPRINGFIELD’S BRAND AND MEDIA PRESENCE THROUGH TARGETED PUBLIC RELATIONS AND COMMUNICATIONS EFFORTS a. Continue partnering with Pineapple PR to execute a comprehensive PR strategy to secure national and regional media coverage. b. Secure at least 10 “perfect score-10” publicity hits, based on an updated, quantifiable measurement system that tracks earned media success. A score of 10 will be awarded for coverage that meets the following criteria: • • • •

Market/Audience Quality of Article Article Sentiment Article Message

c. Host at least 10 influential traditional media outlets, inviting journalists to experience Springfield firsthand and share their stories with their audiences. Focus on reaching key markets such as Dallas, Denver, Chicago, and national outlets. d. Increase overall Advertising Value Equivalency (AVE) and readership metrics by 8% year-over-year, driving higher visibility and media ROI. e. Shift media strategy with Pineapple PR to include four regional media pitches to build momentum for national coverage.

CO M MUN I C AT ION S

ENHANCE INTERNAL AND STAKEHOLDER COMMUNICATIONS a. Develop and implement a comprehensive communications strategy for both internal and external audiences. b. Distribute a monthly newsletter to constituents, highlighting Visit Springfield’s recent achievements, key conference information, marketing successes, and insights from the newly updated online dashboard. c. Enhance content strategy by integrating new forms of communication across all departments, including leisure, group sales, visitor experience, and sports, to ensure cohesive messaging.

d. Conduct at least 15 local and regional interviews throughout the year to showcase Springfield’s stories, events, and programs and further promote the city’s vibrant community. e. Issue at least 20 press releases to local and regional media outlets to keep Springfield in the spotlight and inform about significant happenings or updates. f.

Send a monthly internal email to staff, reviewing current blog posts and top media hits, keeping the team informed of media coverage, content performance, and organizational updates.

IMPLEMENT A ROUTE 66-SPECIFIC PR CAMPAIGN a. Collaborate with Pineapple PR to design and execute a targeted direct mail campaign to top media outlets, positioning Springfield as the Birthplace of Route 66 and a mustvisit destination.

c. Publish at least five stories about Route 66 and Springfield’s significance, raising awareness of the centennial and Springfield’s status as the birthplace.

b. Conduct at least three interviews locally or regionally to further discuss Route 66 and Springfield’s role as its birthplace, strengthening the city’s connection to this iconic route.

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C ommunications ACTION CALENDAR 2025/2026

JULY AUG SEPT OCT NOV DEC

JAN

FEB

MAR APR MAY JUN

Internal News Email

Press Releases

Visit Springfield News

Press Tours/ Host Travel Journalists

Pitch Sheets

PRSA Society of American Travel Writers Central States North American Travel Journalists Association Midwest Travel Network

X X X X

CO M MUN I C AT ION S

C ommunications GOALS 2

1/6

SECURE “PERFECT SCORE-10” PUBLICITY HITS - 10

2/6

HOST QUALITY TRADITIONAL MEDIA VISITS FROM LARGER KEY MARKETS AND NATIONALLY - 10

3/6

INCREASE OUR OVERALL ADVERTISING VALUE EQUIVALENCY AND READERSHIP NUMBERS - 8%

4/6

SEND NEWSLETTER COMMUNICATIONS TO LOCAL CONSTITUENTS ON VISIT SPRINGFIELD-RELATED NEWS - 12

5/6

CONDUCT MEDIA INTERVIEWS LOCALLY AND REGIONALLY, PROMOTING SPRINGFIELD AND VISIT SPRINGFIELD - 15

6/6

SEND PRESS RELEASES INFORMING SPRINGFIELD AND VISIT SPRINGFIELD HAPPENINGS - 20

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C ommunity Development

Our Community Development

A key focus will be enhancing our digital

Department will drive Visit Springfield’s

advertising capabilities, incorporating

growth through strategic initiatives

comprehensive data reporting that

that deliver measurable results for

offers partners clear ROI metrics. This

our stakeholders. We will strengthen

integrated approach positions Visit

existing relationships and cultivate new

Springfield as both a community driver

partnerships to expand brand awareness

and a results-oriented marketing

and build lasting partnerships. The team

partner, fostering sustainable growth

will develop innovative revenue streams

while solidifying Springfield’s reputation

that diversify our advertising portfolio.

as a premier destination.

CO M MUN I T Y DE VELO PM E N T

V I SIT S P R INGFI ELD

SWOT

C ommunity Dev. 44

STRENGTHS

WEAKNESSES

D Experienced sales professional

D Small Team

D Visit Springfield knowledge and experience D Marketing and communications knowledge

D Tap & Pour program sunset with no replacement D Hitting capacity on some advertising products

D Positive community relationships D Well-established products D New branding

CO M MUN I T Y DE VELO PM E N T

OPPORTUNITIES

THREATS

D Reimagining opportunities with our craft beverage partners

D Competition for local ad dollars

D Administrative assistance to help with asset collection D Potential to explore new digital opportunities

D Inflation D Recession and financial uncertainty D Partner accountability for obtaining assets and payment

D Create new digital packages and Route 66 opportunities D Creating a corporate partnership program

VI S IT SPR INGFI ELD

C ommunity Development

KEY STRATEGIES 1

STRENGTHEN REGIONAL VISIBILITY AND REVENUE THROUGH COLLABORATIVE ADVERTISING INITIATIVES a. Generate at least $246,000 in revenue through printed collateral materials aimed at informing potential visitors about Springfield, including the Springfield Area Guide, printed coupon booklet, brochure insert program, and experience-based programs like the Ozarks Coffee Trail.

d. Provide partnership opportunities to local businesses through the Ozarks Coffee Trail, generating $20,000 in combined revenue.

b. Generate a minimum of $205,000 in revenue for the 2026 Springfield Area Guide from partner advertisements.

c. Collect an estimated $6,000 from Springfield Guide inserts featuring partner messages, distributed with the guide to visitors who inquire about Springfield.

g. Pursue new sources of advertising revenue through strategic partnerships.

e. Produce a printed coupon booklet promoting area partner businesses, generating $10,000 in revenue. Produce a Route 66 map highlighting area attractions and landmarks, generating $5,000 in revenue.

CO M MUN I T Y DE VELO PM E N T

EXPAND DIGITAL ADVERTISING AND SPONSORSHIP OPPORTUNITIES TO DRIVE REGIONAL PROMOTION AND REVENUE a. Generate at least $102,000 in revenue through digital advertising sales across SpringfieldMO.org and Love Springfield social media platforms. b. Obtain advertising commitments for website-enhanced listings, links, coupons, and sponsored content. c. Secure three advertising commitments per month for Facebook, Instagram, or TikTok, and four email marketing content spots per year to expand digital outreach.

d. Procure sponsorship commitments for the annual Toast to Tourism with a revenue goal of $30,000. e. Identify three new corporate partners as sources of revenue for digital advertising and sponsorships for Toast to Tourism. f.

Develop a display program using the video screens in the Route 66 visitors center to provide new opportunities for our partners and generate revenue.

INCREASE COMMUNITY ENGAGEMENT AND STRENGTHEN BRAND AWARENESS THROUGH STRATEGIC PARTNERSHIPS a. Secure at least 20 new partnerships from businesses throughout the region. b. Retain 90% of existing partnerships. c. Attend at least five networking events per month. d. Seek approximately two speaking opportunities for the FY 25/26 year.

V I SIT S P R INGFI ELD

C ommunity Development

ACTION CALENDAR 2025/2026

JULY AUG SEPT OCT NOV DEC

JAN

FEB

MAR APR MAY JUN

Nixa Chamber of Commerce

Ozark Chamber of Commerce

Republic Chamber of Commerce

Springfield Area Chamber of Commerce

Springfield Chamber Ambassadors

Springfield Hotel Lodging Association

417 Magazine

Ozark Chamber Ambassadors

X X

Catholic Business Network of the Ozarks

Springfield Business Journal

Missouri Governor’s Conference of Tourism

X X

X X X

X X

CO M MUN I T Y DE VELO PM E N T

C2 ommunity Development

GOALS 1/4

REVENUE GENERATED THROUGH ADVERTISING FOR FUTURE YEARS - $378,000

2/4

NEW PARTNERSHIPS - 20

3/4

IDENTIFY CORPORATE PARTNERS - 3

4/4

ATTEND NETWORKING EVENTS THROUGHOUT THE YEAR - 60

V I SIT S P R INGFI ELD

Visitor Experience In FY 25/26, the Visitor Experience team will

explore Springfield. Our team is deeply

continue enhancing Springfield’s appeal,

involved in planning for the Route 66

making it more welcoming and engaging for

Centennial, including a national kickoff event

travelers. Using insights from trusted sources

with the City and a visitor-focused strategy

like the U.S. Travel Association, Destinations

designed around this once-in-a-lifetime

International, and Longwoods International,

occasion.

the team will take a data-driven approach to shape its initiatives. Key trends influencing

Our new Route 66 Visitor Center and

the year ahead include a growing preference

redesigned Airport Visitor Center will offer

for drive-to destinations over fly-to options,

fresh experiences and interactive technology

along with a rising demand for authentic,

in both spaces. With extended hours, curated

local experiences. Additionally, the team will

downtown experiences, and new features

partner with H2R Research to conduct a new

spotlighting local businesses, our centers will

Visitor Sentiment Study, ensuring our vision

do more than inform. They’ll inspire. We’re

and strategies not only meet but exceed

also launching innovative tools, enhancing

visitor expectations.

guide distribution through marketing campaigns, and boosting local awareness of

The Route 66 Centennial Celebration and

our presence. Together, these efforts aim to

FIFA World Cup present unique opportunities

elevate Visit Springfield’s reputation as the

in 2026 to showcase all that Springfield has

must-visit source for travel information and

to offer, and our Visitor Experience team is

an outstanding destination experience.

already working to make the most of them. We’re committed to ensuring every visitor feels informed, welcomed, and excited to

VI SI TO R EXP E R IE N C E

VI S IT SPR INGFI ELD

SWOT

Visitor Experience 52

STRENGTHS

WEAKNESSES

D Visitor Center locations on Route 66 downtown and at the airport

D Minimal utilization of data and research to maximize impact

D Knowledgeable staff providing great customer service

D Defined marketing collaboration and strategy

D Missouri-affiliated Welcome Center

D Poor community awareness of the resources available

D A wide spectrum of activities and experiences for every demographic of visitor

D Lack of a robust volunteer or ambassador program

VI SI TO R EXP E R IE N C E

OPPORTUNITIES

THREATS

D Create a new Visitor Center experience in downtown Springfield.

D Limited downtown/airport transportation services

D Capitalize on the Route 66 Centennial and FIFA World Cup initiatives D Improvements to the Airport Visitor Center

D Decline in international travelers D Changing trends in consumer information consumption D Negative perceptions of the safety of downtown areas

D Utilize technological tools to increase visitor interception and better showcase the region.

VI S IT SPR INGFI ELD

Visitor Experience KEY STRATEGIES 1

CREATE A COMPELLING AND ENGAGING VISITOR EXPERIENCE STRATEGY a. Work with external agencies to reimagine and redesign both visitor centers.

b. Open the new and redesigned Route 66 Visitor Center by 12/31/25.

g. Ensure the distribution of the most accurate and up-to-date information via the Event Calendar, True Omni products, and print materials.

c. Complete the new Airport Visitor Center by 04/30/26. d. Maintain extended hours at the Route 66 Visitor Center from Memorial Day to Labor Day to accommodate peak travel season. e. Regularly assess the performance of both visitor centers and adjust staffing and hours as necessary.

Develop and implement a visitor experience strategy tailored to the Route 66 Centennial.

h. Coordinate with the Marketing Department in the timely distribution of 30,000 guides through lead generation campaigns. i.

Conduct a Visitor Sentiment Study with H2R Research and create three new initiatives based on the results.

VI SI TO R E XP E R IE N C E

FURTHER STRENGTHEN OUR REPUTATION AS THE GO-TO SOURCE FOR SPRINGFIELD VISITOR INFORMATION a. Collaborate with the City of Springfield to plan and host the Route 66 Centennial Kickoff. b. Enhance features at the new Route 66 Visitor Center to showcase local businesses. c. Collaborate with the Marketing Department to develop a campaign to promote awareness of both centers. d. Explore ways to better communicate information regarding community and partner accessibility programs and initiatives. e. Develop a collaborative program with a minimum of three downtown businesses and attractions to provide curated experiences for visitors. f.

g. Launch an outreach campaign targeting Springfield short-term rental hosts to increase awareness of Visit Springfield and available resources. h. Coordinate Hospitality tables for Celebrate Springfield, the Mayor’s Christmas Tree Lighting Ceremony, the National Street Rod Event, MDTsponsored Visitor Center days, the Missouri State Fair, the Birthplace of Route 66 Festival, Springfield Juneteenth, and ArtsFest. i.

Identify additional opportunities for hospitality tables throughout the year.

Collaborate with the Marketing Team to develop a new Route 66 Centennial map and a new updated tear-off visitor map highlighting key attractions, events, and experiences, ensuring both are visually engaging and informative for travelers.

Continue to collect accurate visitor data, including country of origin and reason for travel.

ELEVATE OUR EXCEPTIONAL VISITOR AND CUSTOMER SERVICE a. The Visitor Experience Manager will attend the 2025 Destination International Visitor Services Summit. b. Develop and implement a comprehensive inventory audit process for retail merchandise. c. Collaborate with all Visitor Experience associates to assess and adjust the Visitor Experience budget to meet the needs of the new Visitor Centers. d. Create a comprehensive training program for Visitor Experience Associates focused on the new centers and processes, ensuring all full-time and part-time staff receive training.

VI SIT S P R INGFI ELD

e. Enhance communication and the training process with Visitor Experience Associates through dedicated quarterly meetings and monthly communications with the Visit Springfield team. f.

Ensure Visitor Experience Staff participates in six familiarization tours to stay updated on the latest accommodations, dining, and attractions.

g. Develop a marketing strategy for volunteer recruitment, incorporating both print and digital components.

Visitor Experience GOALS

1/4

OPEN NEW ROUTE 66 WELCOME CENTER BY 12/31/25 AND COMPLETE REMODEL OF AIRPORT VISITOR CENTER BY 04/30/26 - 2

2/4

EXECUTE VISITOR SENTIMENT STUDY - 1

3/4

CONDUCT QUARTERLY MEETINGS WITH VISITOR EXPERIENCE ASSOCIATES - 4

4/4

SET UP HOSPITALITY TABLES AT KEY EVENTS THROUGHOUT THE YEAR - 10

VI SI TO R E XP E R IE N C E

V I SIT S P R INGFI ELD

Group Sales The 2025 Amex GBT Global Meetings &

downtown convention hotel package

Events Forecast indicates a robust and

limits the city’s ability to compete with

optimistic outlook for the meetings and

regional and national destinations that are

events industry. Budgets are increasing,

investing heavily in modern convention

with 66% of respondents anticipating

infrastructure.

increased spending, and 74% expressing optimism about the industry’s overall

To align with national industry trends and

health, despite ongoing challenges such as

capture more market share, Springfield

rising costs and staffing shortages.

must address these infrastructure gaps and modernize its marketing strategy

In-person meetings continue to dominate,

to elevate visibility among national

accounting for 59% of all meetings,

convention and event planners.

underscoring the enduring value of face-to-face interactions in an increasingly

The upcoming Route 66 Centennial, the

digital world.

FIFA World Cup matches in Kansas City, and the United States’ 250th Anniversary

However, Springfield faces challenges

in 2026 present a unique opportunity

in attracting larger groups, particularly

to generate national and international

those requiring over 500 rooms per night.

interest. The sales team plans to

The absence of a full-scale convention

strategically leverage these events to

center and a cohesive, high-quality

position Springfield as an authentic and culturally vibrant destination.

G ROU P SA LES

V I S IT SPR INGFI ELD

Group Sales SWOT 60

STRENGTHS

WEAKNESSES

D National spotlight on Springfield through Route 66 Centennial celebrations and promotions

D Lack of a full-scale convention/event center limits the ability to attract larger groups

D Prime central U.S. location for regional drive-in meetings and events

D Absence of a cohesive, high-quality convention hotel package

D Strong partnerships with local hotels, venues, and hospitality stakeholders

D Limited marketing budget restricts overall visibility and reach

D Affordable, safe, and welcoming destination with broad appeal to visitors

D Limited brand awareness among national convention and event planners

D Robust database of qualified leads and established event planner relationships

D Limited nonstop air service at SGF can be a deterrent for groups

G RO UP SA LES

OPPORTUNITIES

THREATS

D Increased community engagement and discussion around future convention/event center development

D Convention center development and expansion in competing cities

D Enhanced visibility from the national and international spotlight of the Route 66 Centennial

D Potential expansion of Branson’s Convention Center increases regional competition

D Room night opportunities linked to the 2026 FIFA World Cup

D Ongoing hospitality workforce shortages continue to impact service quality and delivery

D Potential for expanded air service at Springfield-Branson National Airport

D Lack of ongoing investment in hotel infrastructure

D Rising demand for affordable, mid-sized destinations creates a niche positioning advantage

VI S IT SPR INGFI ELD

Group Sales KEY STRATEGIES 1

PROMOTE SPRINGFIELD AS A PREMIER MEETINGS & EVENTS DESTINATION a. Support the City’s efforts to explore and promote the development of a future convention & event center through aligned sales messaging and strategic outreach.

d. Distribute the new Meeting Planner Guide through industry membership organizations (PCMA, RCMA, MSAE), sales missions, trade shows, and direct mail.

b. Retarget existing accounts that have not considered Springfield in the past because of meeting space limitations.

e. Implement a $96,000 advertising campaign incorporating direct mail, print, and digital media.

c. Utilize Visit Springfield’s new brand to generate excitement and position the city as a top meeting and event destination.

Refresh creative assets to showcase updated and newly constructed venues.

g. Maintain and update SpringfieldMO.org’s group sales section with relevant and targeted content.

G RO UP SA LES

GENERATE LEADS & DRIVE ROOM NIGHT PRODUCTION a. Enhance Springfield’s visibility among convention planners and leisure travel buyers by attending 19 trade shows, as outlined in the trade show schedule, resulting in measurable lead generation. b. Utilize AI tools such as ChatGPT for new lead generation and other sales and marketing promotion initiatives. c. Generate a minimum of 125 qualified leads and secure at least 40,000 definite room nights for future years, with an economic impact of over $30 million.

d. Utilize the Cvent platform for advertising, lead generation, and increasing planner engagement. e. Strengthen partnerships with thirdparty meeting planners, including continued collaboration with HelmsBriscoe and similar networks. f.

Host a minimum of two FAM tours during the year.

g. Conduct 40 site visits to support the conversion of interest into bookings.

EXPAND INTERNATIONAL MARKET OUTREACH a. Develop and update Route 66 promotional materials using the new brand (fact sheet, map, photography, website updates). b. Partner with Amazon Prime on The Story of Art in America docuseries, featuring Springfield and Route 66. c. Collaborate with the Missouri Division of Tourism to promote Route 66 and the Centennial.

e. Attend Brand USA, US Travel Association, and Travel South International trade events. f.

Host, at least, eight international travel writers seeking story ideas on Route 66.

g. Participate in local and regional events to reinforce Springfield as the “Birthplace of Route 66”.

d. Identify and pursue international marketing opportunities tied to the 2026 FIFA World Cup to increase Springfield’s global visibility.

COLLABORATE WITH LOCAL CONVENTION PARTNERS a. Launch a $30,000 cooperative marketing campaign with convention hotels to drive group business to the region.

V I SIT S P R INGFI ELD

TARGET ASSOCIATION & GOVERNMENT BUSINESS a. Conduct a regional sales blitz with convention hotel and venue partners in Jefferson City and Columbia.

c. Maintain active involvement by serving on boards or committees for MSAE and SGMP.

b. Schedule regular sales calls when attending the Missouri Society of Association Executives (MSAE) and Society of Government Meeting Professionals (SGMP) meetings.

LEVERAGE INCENTIVE PROGRAMS TO SECURE NEW EVENTS a. Promote Incentives Plus to attract six new events during the shoulder periods (November through February).

DELIVER EXCEPTIONAL EVENT SERVICES a. Provide destination expertise and support for 125 meetings, conventions, and sporting events throughout FY 25/26. b. Ensure service excellence before, during, and after events to maximize satisfaction and repeat bookings.

b. Utilize the Missouri Division of Tourism’s Meet in Missouri program to secure funding for at least three convention groups booked during the fiscal year.

c. Maintain and promote a comprehensive digital Meeting Planner Toolkit. d. Conduct post-event satisfaction surveys with a 75% return rate goal and high service satisfaction ratings.

STRENGTHEN STAKEHOLDER PARTNERSHIPS a. Host Group SGF meetings three times per year to align on targeted business. b. Hold strategic planning sessions twice a year with convention hotel sales teams.

d. Participate regularly in Springfield Hotel Lodging Association functions. e. Attend partner mixers and local events to maintain strong industry relationships.

c. Utilize the Symphony platform to share group sales performance with hotel partners. 64

G RO UP SA LES

V I S IT SPR INGFI ELD

Group Sales ACTION CALENDAR 2025/2026

Missouri Event Summit

Missouri State Fair

Small Market Meetings

SMERF Express

National Tour Association

JAN

X X

Travel South International

Connect North/Midwest

Religious Conference Management Association

Christian Meetings & Conventions Association Missouri Showcase

MAR APR MAY JUN

Select Accent West

Missouri Natural Resources Conf.

FEB

Connect Marketplace

Brand USA

JULY AUG SEPT OCT NOV DEC

X X X

HelmsBriscoe

Society of Government Meeting Prof.

US Travel Association IPW

X G RO UP SA LES

2025/2026 (Cont.)

JULY AUG SEPT OCT NOV DEC

JAN

FEB

MAR APR MAY JUN

Military Reunion Network

Professional Conference Management Association Heartland Chapter

Group Sales GOALS 1/8

DEFINITE ROOM NIGHTS BOOKED FOR FUTURE YEARS - 40,000

2/8

NEW BUSINESS - DEFINITE ROOM NIGHTS BOOKED - 15,000

3/8

ASSIST ROOM NIGHTS BOOKED FOR FUTURE YEARS - 13,000

4/8

EVENT ECONOMIC IMPACT (DEFINITE/ ASSIST FOR FUTURE YEARS) - $30 MILLION

5/8

TRADE SHOWS - 19

7/8

LEADS - 125

6/8

SITE VISITS - 40

8/8

FAM’S - 2

V I SIT S P R INGFI ELD

Sports

I N PA RT N E R SH I P W I TH TH E S P R I N GF I E L D S PO RTS CO M M I S S I O N In mid-2025, Sports ETA and Tourism

The new Wilson Logistics Arena has been

Economics released a report on spectator

a catalyst for high-profile event attraction,

sports tourism, revealing important insights

securing multi-year commitments from USA

for 2024. The report highlighted that there

BMX and Missouri USA Wrestling. Evangel

were 109.7 million spectator sports travelers,

University’s AGFinancial Center has also

generating $47.1 billion in direct spending

supported major events, including the

and contributing $114.4 billion in total

National Christian HomeSchool Basketball

economic impact, supporting approximately

Championships, with its 1,700-seat

665,000 jobs. Notably, Missouri ranked

indoor venue.

10th nationally in spectator sports tourism, emphasizing the state’s growing role in this sector. This ranking is especially significant for Springfield, which is home to key spectator sports events like PBR Thunder Days, the Korn Ferry Golf Tournament, Springfield Cardinals games, and the Ozarks Lunkers, alongside collegiate sports from Missouri State University, Drury University, Evangel University, and Mission University. These events not only drive tourism but also bolster Springfield’s position as a vital player in the state’s sports tourism landscape, contributing to both local and state

Looking ahead, one of the most impactful developments is the proposed turf conversion of 11 diamond fields at Killian and Cooper complexes. This initiative has generated substantial interest from event organizers and presents a significant opportunity for Springfield to become a central hub for high-level baseball and softball tournaments. In addition, Cooper Park now boasts eight upgraded soccer fields, including a premier “super field,” which enhances the city’s

economic growth.

ability to host a broader range of events and

Locally, Springfield’s sports tourism

local facilities.

maximize the year-round use of

momentum continues to accelerate. Strong partnerships, increased event bookings, and enhanced venues have positioned the city as a rising destination for regional and national sporting events.

S PORTS

V I SIT S P R INGFI ELD

Sports SWOT 70

STRENGTHS

WEAKNESSES

D Experienced Sports Tourism team

D Lack of a large indoor sports facility

D Strong relationships with prominent sports organizations

D Community awareness and engagement

D Dedicated Board of Directors D Strong collaboration with Visit Springfield

D Staffing turnover challenges D Inconsistent marketing strategy and aging brand D Limited funding to attract marquee events

S PORTS

OPPORTUNITIES

THREATS

D Leverage the renewed and enhanced Amateur Sports Tax credit

D Increasing competitiveness of the Sports market

D Strengthen partnerships with local clubs and sports organizations

D Newer venues in regional markets

D Pursue new NCAA and NAIA collegiate regional and national event opportunities D Build deeper relationships with event rights holders across the country D Maximize the use of the Expo Center, Wilson Logistics Arena, and Betty & Bobby Allison Sports Town

D Rising event bid fees D Potential complacency for ongoing community investment in sports development.

D Explore new event opportunities at the Cooper / Killian Sports Complex.

VI S IT SPR INGFI ELD

Sports KEY STRATEGIES 1

PROACTIVELY MARKET AND PROMOTE THE GREATER SPRINGFIELD AREA AS A PREMIER DESTINATION FOR SPORTS EVENTS. a. Attend at least seven industry sports conferences, such as Sports ETA, Connect Sports, S.P.O.R.T.S, TEAMS Conference, Missouri Sports Travel Exchange, NCAA Bid Symposium, ACES, and Great 8 Destination Alliance b. Continue to provide support to the Missouri Travel Alliance to grow the Missouri Sports Travel Exchange. c. Maintain active participation in the Show Me Missouri Sports partnership and be a leading destination in the Huddle Up Great 8 Destination Alliance. d. Attend industry educational summits for Sports ETA, such as the 4S Summit and the Chief Executive Summit. e. Participate in the ACES conference and conduct a sales mission to Colorado Springs, engaging key stakeholders at National Governing Bodies. f.

Attend the NCAA Bid Symposium in Indianapolis and engage with Missouri State and Drury University during the bidding process.

g. Submit at least 12 bids for potential events for FY26 and future years. h. Identify over 230 sporting event opportunities, generate at least 45 leads, and secure no less than 45,000 definite room nights for future years, along with securing at least 10 events for the future. i.

Continue updating sports imagery and photo libraries for use in future sports facility guides and marketing materials, including for events like the Special Olympics Missouri Outdoor Games, USA Archery US Open, and newly renovated fields at Cooper Park.

Conduct sales missions in both the Kansas City and St. Louis Markets.

k. Complete the new sports creative marketing campaign by the end of 2025. l.

Utilize sports event lead providers Tempest and Scout.

S PORTS

DEFINE AND REFINE ORGANIZATIONAL STRENGTHS AND INTERNAL ENGAGEMENT a. Further define departmental strengths and align team members with areas that drive success. b. Continue the sports internship program for FY 25/26. c. Complete reporting and summary for the State of Missouri Funding project for FY25.

e. Refine Board of Directors and Executive Committee meeting schedules to align with industry standards and best practices, including a new slot for a Sports Commission Board Member. f.

Complete the Huddle Up Group Strategic Plan and finalize the report for formal release and activation.

d. Engage the Board of Directors to support three event fundraisers.

BUILD STRONG RELATIONSHIPS WITH PUBLIC AND PRIVATE SPORTS FACILITIES a. Meet regularly with key leaders to explore new event-hosting opportunities.

e. Collaborate with Esports event rights holders (e.g., MOSEF) to secure at least one new Esports event.

b. Work with key facilities to secure available dates for sports tourism efforts.

c. With Missouri State’s move to Conference USA, identify at least two new Conference USA event opportunities.

Identify 10 new event opportunities for Wilson Logistics Arena, Betty & Bobby Allison Sports Complex, and Expo Center.

g. Identify 10 new event opportunities for Cooper/Killian and Lake Country Soccer complexes.

d. Expand efforts to attract NCAA, NAIA, GLVC, KCAC, America Midwest Conference, and Conference USA events, submitting three bids on NCAA and NAIA competition events for upcoming years.

V I SIT S P R INGFI ELD

RESEARCH AND ENGAGE LOCAL SPORTS ORGANIZATIONS AND CLUBS a. Connect with at least 50 local sports organizations, clubs, and events, and create a comprehensive document by sport. b. Build a database of local sports organizations and events that can attract out-of-area visitors and contribute to the region’s growth.

c. Support three locally curated events to help incubate and grow for future opportunities. d. Continue collaboration with SWMO Rush, Lake Country Soccer, and Betty & Bobby Allison Sports Town for the Futsal Championship in FY26.

ENHANCE COMMUNICATIONS, MEMBERSHIP PROGRAMS, AND LOCAL BUSINESS PARTNERSHIPS. a. Distribute three e-newsletters annually.

d. Continue the PSA billboard program to make it a year-round initiative.

b. Produce and distribute the annual sports guide

e. Organize two membership mixer events to engage local partners.

c. Refine the social media strategy to better engage sports tourism audiences.

S PORTS

HOST QUALITY SPORTS COMMISSION EVENTS AND FUNDRAISERS a. Provide three event opportunities for our partners to engage and network. b. Partner with the Missouri Sports Hall of Fame to host the Sports Commission Awards, increasing revenue share to over $12,500. c. Actively secure new partnerships for the Awards, including Sport Sponsors, VIP Seating, VIP Boxes, and other revenue-generating opportunities. d. Grow the Sports Commission Mini Golf Championship, generating at least $15,000 in gross revenue with over 250 players while targeting a net revenue of $13,000.

VI S IT SPR INGFI ELD

e. Increase the BigShots Golf Challenge from $9,000 in gross revenue to at least $10,000, aiming for $6,000 in net profit. f.

Grow the auction component of the BigShots Golf Challenge, increasing revenue from $2,150 in FY25.

g. Continue offering the membership program to supplement and differentiate the Sports Commission budget, focusing on membership engagement and renewals.

Sports ACTION CALENDAR 2025/2026

KC Sales Mission Connect Sports

NCAA Bid Symposium

Sports ETA Chief Executive Summit St. Louis Sales Mission

FEB

MAR APR MAY JUN

X X

Colorado Springs Sales

JAN

S.P.O.R.T.S

TEAMS

X X X X

ACES

Great 8 Destination Alliance

Missouri Sports Travel Exchange

Sports ETA

JULY AUG SEPT OCT NOV DEC

S PORTS

Sports GOALS 2

1/8

BOOKED ROOM NIGHTS - 45,000

2/8

DIRECT VISITOR SPEND (SIMPLEVIEW EIC) - $32 MILLION

3/6

SUBMIT BIDS FOR NCAA AND NAIA COMPETITION EVENTS FOR THE UPCOMING YEARS - 3

4/8

CONNECT WITH LOCAL SPORTS ORGANIZATIONS - 50

5/8

EVENT OPPORTUNITIES - 230

6/8

CONDUCT SALES MISSIONS - 3

V I SIT S P R INGFI ELD

7/8

LEADS - 45

8/8

SITE VISITS - 12 77

Research & Development Research is a cornerstone of Visit Springfield and essential to its ongoing success. The Visit Springfield team is dedicated to providing critical research that not only shapes the organization’s strategic decisions but also enhances community understanding of tourism’s economic impact.

RESE A RC H & DEVELO PM E N T

V I S IT SPR INGFI ELD

Research INITIATIVES We will maintain our collaboration with state and national trade organizations on research initiatives, leverage industry resources, and apply proven economic tools. Furthermore, we will continue working with established research providers while exploring new, innovative research opportunities. Through these efforts, we aim to establish Visit Springfield as a leader in tourism research for the community, supporting informed decision-making and driving continued tourism growth in our city.

Symphony Intelligence Platform Continue refining the Visit Springfield Symphony platform to serve as a comprehensive, interactive hub for all data sources, providing best-in-class reporting for our tourism community and partners. Data sources include OpenTable, TSA, Bureau of Labor Statistics, MMGY Travel Intelligence, US Travel, STR, Simpleview, G4, AirDNA, National Park Service, and Oxford Economics.

Smith Travel Research Continue collaborating with STR to leverage their weekly and monthly hotel reports for Springfield. The STR reports are an invaluable tool for understanding hotel patterns and trends.

AirDNA Maintain our partnership with AirDNA to gather valuable data on short-term rentals and monitor shifts in the short-term rental market.

Placer.ai Continue working with the Springfield Area Chamber of Commerce to utilize the Placer.ai platform, which provides location-based analytics specific to Springfield tourism.

GA4 Utilize website data to track traffic and evaluate the effectiveness of campaign advertising.

RESE A RC H & DEVELO PM E N T

Destinations International Research Tools Continue using the Destinations International Economic Impact calculators for meetings, conventions, events/festivals, and sports. Additionally, leverage the Compensation & Benefits Reporting Platform and explore reengaging with the DI MINT tool, particularly in light of progress with the event center.

Destinations International Social Impact Assessment Tool Continue measuring organizational performance and making ongoing improvements to operational practices to enhance the organization’s effectiveness and overall impact.

Huddle Up Scout Use the destination and event matchmaking platform to generate new leads in the sports market.

Missouri Department of Tourism Use data from the Missouri Department of Tourism to track economic impact, job creation, and tax generation specific to the state and Springfield.

New Research In collaboration with industry-leading research organizations, we will launch a new visitor sentiment survey and explore opportunities to conduct a resident sentiment study.

VI S IT SPR INGFI ELD

Development INITIATIVES

Visit Springfield will continue to explore and advance tourism-related development projects aimed at attracting more visitors to the city. Focusing on creating new demand generators is essential for supporting the growth of our tourism community and reinforcing Springfield’s position as a premier travel destination. We will work closely with city economic development departments, regional chambers, private developers, and government agencies to strengthen and enhance tourism development efforts.

New Event Center The potential for a new event center in Springfield took a significant step forward in 2025. With the strong economic data from the Hunden Report, financial support from Governor Kehoe and the Missouri Legislature, and a strong endorsement from City Council to move forward, Springfield is poised to turn this long-awaited project into a reality. The Visit Springfield team will continue to push this initiative forward, collaborating closely with city leadership, developers, and stakeholders to ensure the successful planning and execution of the project. With all the pieces coming together, Springfield is on track to establish a landmark icon that will serve as a hub for regional and national events.

Springfield Route 66 Centennial Experiences As we approach the Route 66 centennial celebration, Visit Springfield will continue collaborating with community leaders to enhance the Route 66 experience for visitors. Key initiatives include: a. Partnering with the National Route 66 Centennial Commission, the Missouri Route 66 Centennial Commission, and the City of Springfield to organize the Route 66 National Kick-Off Celebration Event, showcasing Springfield’s role as the birthplace of Route 66 to a global audience. b. Working with local artists on a Route 66 Sculpture Series, strategically placed across Springfield to increase visitor engagement. c. Collaborating with the City and State on a monumental entryway sign to create a strong sense of arrival and celebrate Springfield’s historical significance.

d. Partnering with the Missouri Route 66 Centennial Committee to install a 12-foot-tall Route 66 shield in downtown Springfield, providing an iconic landmark for visitors. e. Collaborating with the Rotary on the creation of the Birthplace of Route 66 Plaza and Mural. f.

Teaming up with the History Museum to develop an augmented reality Route 66 tour through Springfield.

g. Exploring the possibility of creating a Route 66 musical road.

RESE A RC H & DEVELO PM E N T

New Route 66 Welcome and Information Center In late May, we finalized a lease to relocate our visitor center to a new, more central location near downtown, directly across from the Gillioz Theatre. In collaboration with industry-leading designers and architects, we will reimagine the visitor experience, highlighting the significance of Route 66 while showcasing everything Springfield has to offer in a compelling and inspirational way. New technology will be incorporated to further enhance the experience. The new center is scheduled to open in early 2026.

New Airport Welcome and Information Center In collaboration with Dake Wells and Airport leadership, we will finalize the design for a new welcome and information area at the airport, featuring cutting-edge technology, an expanded information section, and interactive kiosks. This upgraded space, set for completion by Spring 2026, will create a fresh, inviting image for visitors arriving in Springfield and serve as a key connection point for them.

Wayfinding Signage and Gateway Enhancements The City has made progress by installing new, redesigned signs in select areas throughout Springfield. We will continue to collaborate with the City on additional installations and explore opportunities to expand the signage program to include more destination points. Additionally, we look forward to ongoing discussions with the City and the Hatch Foundation regarding enhancements to Springfield’s gateways.

Sports Infrastructure Development – Expand Sports Tourism We will continue collaborating with the Springfield-Greene County Park Board to support the grand opening of the Killian Complex improvements and explore potential new tournament opportunities. We will also maintain our engagement with the Betty & Bobby Allison Sports Complex, supporting its expansion plans. Following the completion of the Huddle Up facility study, we will identify further opportunities for new sports facility developments that align with emerging industry trends, enhancing our competitive edge and solidifying Springfield’s reputation as a leader in sports tourism.

USL Soccer Continue supporting the City’s efforts to bring a USL soccer franchise to Springfield, including the development of a new, state-of-the-art facility.

VI S IT SPR INGFI ELD

Finance

Visit Springfield is committed to fiscal responsibility and transparency, consistently presenting a balanced annual budget that maximizes return on investment, aligns with industry standards, and ensures long-term financial stability.

FIN A N C E

VI S IT SPR INGFI ELD

Revenue The FY 25/26 revenue, projected at $4,421,575, will support Visit Springfield’s annual business plan and strategic initiatives, derived from a diverse combination of Room Tax Revenue, Cooperative Marketing Revenue, Advertising Revenue, and Miscellaneous Revenue.

ADVERTISING COOPERATIV E MISC.

7.9%

9.7%

2.5%

ROOM TA X

79.9%

$4,42 1,57 5

FIN A N C E

Expense With a strategic focus on key opportunities like the Route 66 Centennial, the 2026 World Cup, and the development of a new Event Center, Visit Springfield’s FY 25/26 expense priorities include creative marketing campaigns, proactive sales initiatives, research efforts, enhanced visitor experiences, and investments in tourism development. The total estimated expenses of $4,421,575 are aimed at boosting visitation and enhancing Springfield’s visibility, in line with the FY 25/26 Visit Springfield Business Plan.

43.6%

0.8%

9.1%

2.7%

43.8%

A D MIN ISTR ATIV E CON TIN G EN CY SA LES

RESEARCH MARK ETIN G

$4 , 4 2 1, 575

VI S IT SPR INGFI ELD

815 E. St. Louis Street | Springfield MO 65806

S P R I N G F IE LDMO.O RG