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.
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 showca se Springfield to the world, and the long-awaited development of an industry-leading event c enter in the city. This unprecedented event and development project will not only redefi ne 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 develo pment initiatives through all departments. Furthermore, the plan fully aligns with Visit Spri ngfield’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 Springfi eld tourism’s success.
Vision Mission
TO BE THE ONLY SPRINGFIELD YOU’LL EVER NEED TO VISIT ENHANCE THE COMMUNITY’S
VISIT SPRINGFIELD’S ORGANIZATIONAL FOUNDATION
Circle of Success
RESEARCH
TEAM
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 c ohesive, 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 st rategy. 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 t hat 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, adv ocating 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 c entral 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 vis itor center and redesigned Airport welcome center, enhanced digital tools, and in-person i nteractions, we are committed to offering an exceptional, personalized experience fo r every traveler.
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.
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.
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.
SWOTLeadership
STRENGTHS
D Dedicated team and engaged Board of Directors
D Strong relationships with city, county, chamber, and other key leadership groups
D Community value of the travel industry
D New Brand and strategic direction
WEAKNESSES
D Funding
D Resident’s understanding of our organizational purpose
D Lack of ongoing investment in travelrelated development
OPPORTUNITIES
D Event Center development
D New City Leadership
D Regional partnership opportunities
D Route 66 Centennial Celebration
D Enhance community spirit and tourism investment
THREATS
D Community Complacency
D Competition from other DMOs in the region
D Political climate with respect to travel
D Economic uncertainty
KEY STRATEGIES Leadership
1 2
ELEVATE THE VISIT SPRINGFIELD TEAM
a. Develop the future organizational structure of Visit Springfield, creating clear pathways for upward mobility and team growth.
b. Continue expanding the Visit Springfield intern program across all departments in collaboration with local educational institutions.
c. Work with the Administration team to explore opportunities for a new office location.
d. Enhance employee educational and team-building opportunities to foster professional growth and strengthen internal cohesion.
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.
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.
f. 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.
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
f. Continue partnerships with key community organizations that align with our mission to advance the Springfield travel industry. 4
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.
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.
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 i nitiatives.
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.
b. Continue providing support in administration, staffing, finance, marketing, sales, legislative efforts, and development.
c. Collaborate to identify and secure new sports event opportunities.
d. Partner with the Sports Commission and the Parks Board to explore new event opportunities at the newly renovated Killian Sports Complex.
e. Work closely with the Sports Commission on venue development and research initiatives to further position Springfield as a premier sports tourism destination.
ACTION CALENDAR Leadership
Administration
The Administrative Department serves as Visit Springfield’s ope rational 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 collaborat ion. A key initiative will be the assessment and implementation of Visit Springfield’s office rel ocation.
SWOT Administration
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
OPPORTUNITIES
D Increase staff engagement and morale through focused training and professional development
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
THREATS
D Changes to local and federal compliance and employment regulations that could impact operations
D High reliance on technology, which can pose risks if systems fail or become outdated
D Disruption due to office relocation and infrastructure changes
KEY STRATEGIES Administration
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.
b. Research and assess updated phone and internet technologies to correspond with relocation.
c. Collaborate with the Visitor Experience team during the Route 66 Visitor Center transition to ensure smooth operations.
d. Find and secure a new office location for the operational/management team to support organizational growth and efficiency.
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.
g. Enhance collaboration and communication with departments to manage shipping costs associated with campaign mailings and trade shows.
h. Identify areas of inefficiency and sustainable options to reduce supply costs.
i. Continue implementation of the three-year technology plan developed in FY24/25, modifying as needed to meet current staff needs.
j. Coordinate updates to standard operating procedures (SOPs), including, but not limited to, the Personnel Manual, Crisis Communication Plan, Employee Onboarding, and individual job descriptions.
k. Explore and integrate innovative software solutions while maintaining and enhancing existing systems that support staff responsibilities.
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.
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.
e. Continue participation in industryleading performance programs, such as DI Social Inclusion, DI Compensation and Benefits Survey, and DMAP, to assess organizational progress.
f. 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.
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.
c. Implement a new internal accounting software that allows for better proficiency and access.
d. Strengthen operational continuity and resiliency by focusing on redundancy in administrative and financial duties within the department.
e. Continue refining the Visit Springfield budget format to enhance clarity and comprehension for staff and board members.
f. 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
COMPLETION OF QUARTERLY BENCHMARKS IN ACCORDANCE WITH THE WRITTEN STRATEGIC ASSESSMENT AND OFFICE RELOCATION PLAN - 4 1/4 COMPLETE IMPLEMENTATION OF NEW INTERNAL ACCOUNTING SOFTWARE BY 04/30/26 - 1 2/4 STAFF TRAINING WORKSHOPS INCLUDING THE STAFF CLIFTONSTRENGTHS RETREAT - 3
3/4 COMPLETE FULL DESTINATIONS
DMAP ACCREDITATION BY 12/31/25 - 1 4/4
Marketing
Visitor research shows travelers want a unique and authentic experience, regardless of where they travel. With our new brand now launched, it is essential to continue reinforcing brand awareness and educating both the community and visitors about what sets Springfield apart. Through storytelling, expanded video efforts, and strategic partnerships, we will amplify the brand’s reach while showcasing the authentic Springfield experience. These efforts align with ongoing goals to build community pride, increase regional engagement, and drive visitation through cohesive and compelling content.
Rising operational and advertising costs 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.
We will embrace new technologies, including AI and virtual reality, to enhance our storytelling and website user experience. Accessibility will continue to be an essential consideration in this year’s marketing efforts, with a steady emphasis on positioning Springfield as a welcoming and inclusive destination for all travelers.
In addition, we are committed to evolving our digital platforms—including our website and social media channels—to keep pace with emerging technologies, content trends, and user expectations. Staying ahead of these trends remains a top priority as we strive to be a leader in the destination marketing industry.
SWOTMarketing
STRENGTHS
D Creative approach to marketing strategies
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
WEAKNESSES
D Exhausted story angles
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
OPPORTUNITIES
D Emerging technology in the travel and tourism field
D Utilization of Artificial Intelligence technologies
D Route 66 Centennial celebration in 2026
D FIFA World Cup 2026 is coming to the U.S.A.
THREATS
D Lack of new attractions or existing attractions closing or becoming stagnant
D Traveler financial uncertainties
D Community buy-in could diminish
D Changing social media platforms and the risk of losing access to major platforms like TikTok in the U.S. market
KEY STRATEGIESMarketing
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.
b. Roll out targeted marketing plans for key events such as the Route 66 Centennial and the 2026 FIFA World Cup.
c. Allocate approximately 70% of the ad budget to digital tactics to maximize reach and engagement.
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.
e. Integrate AI-powered chat-based advertising tools on third-party websites to enhance user interaction and drive traffic.
f. Generate a 10% increase in new email subscribers year over year.
a. Use tools like the AI SGF Trip Assistant, Threshold 360, VibeMap, and Crowdriff to boost overall engagement time by 5%.
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.
c. Generate over 2.1 million website sessions, with 1.1 million engaged sessions.
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.
b. Promote the accessibility page via targeted social media and email campaigns, aiming for a 5% increase in engagement with accessibility features.
c. Expand accessibility elements across the site through FY 25/26 to support a more inclusive visitor experience.
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.
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%.
5 6 7
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.
b. Expand guide distribution through a variety of venues and innovative channels, including non-traditional locations, community events, and digital lead generation efforts.
c. Develop a targeted distribution strategy, identifying at least 10 new distribution locations, potentially through partnerships with visitor centers, hotels, and regional attractions.
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.
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.
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.
b. Maximize the utilization of the Missouri Division of Tourism Marketing Matching Grant to amplify collaborative marketing efforts and extend reach.
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.
b. Explore new advertising avenues to promote groups, meetings, sports, and conventions.
c. Design and produce a Route 66 sales booth to be used at Connect and future expos.
d. Develop a new general Welcome Video for brand recognition that can be utilized across multiple platforms.
ACTION CALENDARMarketing
2 GOALS Marketing
INCREASE OVERALL ENGAGEMENT TIME ON SPRINGFIELDMO.ORG - 5% 1/6
GROW FOLLOWERS ACROSS FACEBOOK, INSTAGRAM, AND TIKTOK - 10% 2/6
LAUNCH PHASE 1 OF THE WEBSITE STRATEGY - 1 3/6
DISTRIBUTE SPRINGFIELD GUIDES THROUGH MARKETING CHANNELS - 30,000 4/6
INCREASE NEW EMAIL SUBSCRIBERS YEAR OVER YEAR - 10% 5/6
INCREASE THE OZARK COFFEE TRAIL PARTICIPATION - 10% 6/6
C ommunications
As we prepare for the Route 66 Centennial and the 2026 World Cup, our communications strategy will focus on leveraging Springfield’s identity as the Birthplace of Route 66 to craft a cohesive 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 dynamic destination.
Our approach aligns with key PR trends for DMOs nationwide, emphasizing the critical importance of authentic storytelling and human connection in an era where audiences increasingly distrust generic messaging. Current industry best practices prioritize influencer partnerships, personalized content creation, and data-driven approaches to understand target audiences better. Additionally, the integration of AI-powered SEO strategies, enhanced crisis management capabilities,
and the growing importance of multimedia content across platforms like LinkedIn, TikTok, and emerging digital channels are reshaping how destination marketing organizations communicate their messages.
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 Springfield’s evolving identity. These efforts will also emphasize the critical role tourism plays in driving our community’s growth and success.
Additionally, new communication channels will be established to keep departments aligned and foster a unified voice across the Visit Springfield team.
SWOT
STRENGTHS
D The Route 66 Centennial is attracting travel writers and influencers to the region.
D A dedicated PR agency offering a fresh perspective to tell Springfield’s story to national media.
D Creating unique and memorable experiences for visiting writers.
WEAKNESSES
D Inconsistent local messaging and voice.
D Lack of new developments that distinguish Springfield from other destinations.
D Limited engagement from local media outlets.
OPPORTUNITIES
D The rise of independent content creators, including social media influencers, offers new avenues for promotion.
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.
THREATS
D The decreasing attention span of readers makes it challenging to capture and sustain interest in stories.
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
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.
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.
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.
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.
C ommunications
ACTION CALENDAR
C ommunications
2 GOALS
SECURE “PERFECT SCORE-10” PUBLICITY HITS - 10 1/6
2/6
HOST QUALITY TRADITIONAL MEDIA VISITS FROM LARGER KEY MARKETS AND NATIONALLY - 10
INCREASE OUR OVERALL ADVERTISING VALUE EQUIVALENCY AND READERSHIP NUMBERS - 8% 3/6
SEND NEWSLETTER COMMUNICATIONS TO LOCAL CONSTITUENTS ON VISIT
SPRINGFIELD-RELATED NEWS - 12 4/6
CONDUCT MEDIA INTERVIEWS LOCALLY AND REGIONALLY, PROMOTING SPRINGFIELD AND VISIT SPRINGFIELD - 15 5/6
SEND PRESS RELEASES INFORMING SPRINGFIELD AND VISIT
SPRINGFIELD HAPPENINGS - 20 6/6
C ommunity Development
Our Community Development Department will drive Visit Springfield’s growth through strategic initiatives that deliver measurable results for our stakeholders. We will strengthen existing relationships and cultivate new partnerships to expand brand awareness and build lasting partnerships. The team will develop innovative revenue streams that diversify our advertising portfolio.
A key focus will be enhancing our digital advertising capabilities, incorporating comprehensive data reporting that offers partners clear ROI metrics. This integrated approach positions Visit Springfield as both a community driver and a results-oriented marketing partner, fostering sustainable growth while solidifying Springfield’s reputation as a premier destination.
C ommunity Dev.
SWOT
STRENGTHS
D Experienced sales professional
D Visit Springfield knowledge and experience
D Marketing and communications knowledge
D Positive community relationships
D Well-established products
D New branding
WEAKNESSES
D Small Team
D Tap & Pour program sunset with no replacement
D Hitting capacity on some advertising products
OPPORTUNITIES
D Reimagining opportunities with our craft beverage partners
D Administrative assistance to help with asset collection
D Potential to explore new digital opportunities
D Create new digital packages and Route 66 opportunities
D Creating a corporate partnership program
THREATS
D Competition for local ad dollars
D Inflation
D Recession and financial uncertainty
D Partner accountability for obtaining assets and payment
C ommunity Development
KEY STRATEGIES
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.
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.
d. Provide partnership opportunities to local businesses through the Ozarks Coffee Trail, generating $20,000 in combined revenue.
e. Produce a printed coupon booklet promoting area partner businesses, generating $10,000 in revenue.
f. Produce a Route 66 map highlighting area attractions and landmarks, generating $5,000 in revenue.
g. Pursue new sources of advertising revenue through strategic partnerships.
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.
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. 2 3
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.
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.
C ommunity Development
ACTION CALENDAR
C ommunity Development
2 GOALS
REVENUE GENERATED THROUGH ADVERTISING FOR FUTURE YEARS - $378,000 1/4
NEW PARTNERSHIPS - 20 2/4 IDENTIFY CORPORATE PARTNERS - 3 3/4
ATTEND NETWORKING EVENTS THROUGHOUT THE YEAR - 60 4/4
Visitor Experience
In FY 25/26, the Visitor Experience team will continue enhancing Springfield’s appeal, making it more welcoming and engaging for travelers. Using insights from trusted sources like the U.S. Travel Association, Destinations International, and Longwoods International, the team will take a data-driven approach to shape its initiatives. Key trends influencing the year ahead include a growing preference for drive-to destinations over fly-to options, along with a rising demand for authentic, local experiences. Additionally, the team will partner with H2R Research to conduct a new Visitor Sentiment Study, ensuring our vision and strategies not only meet but exceed visitor expectations.
The Route 66 Centennial Celebration and FIFA World Cup present unique opportunities in 2026 to showcase all that Springfield has to offer, and our Visitor Experience team is already working to make the most of them. We’re committed to ensuring every visitor feels informed, welcomed, and excited to
explore Springfield. Our team is deeply involved in planning for the Route 66 Centennial, including a national kickoff event with the City and a visitor-focused strategy designed around this once-in-a-lifetime occasion.
Our new Route 66 Visitor Center and redesigned Airport Visitor Center will offer fresh experiences and interactive technology in both spaces. With extended hours, curated downtown experiences, and new features spotlighting local businesses, our centers will do more than inform. They’ll inspire. We’re also launching innovative tools, enhancing guide distribution through marketing campaigns, and boosting local awareness of our presence. Together, these efforts aim to elevate Visit Springfield’s reputation as the must-visit source for travel information and an outstanding destination experience.
Visitor Experience
SWOT
STRENGTHS
D Visitor Center locations on Route 66 downtown and at the airport
D Knowledgeable staff providing great customer service
D Missouri-affiliated Welcome Center
D A wide spectrum of activities and experiences for every demographic of visitor
WEAKNESSES
D Minimal utilization of data and research to maximize impact
D Defined marketing collaboration and strategy
D Poor community awareness of the resources available
D Lack of a robust volunteer or ambassador program
OPPORTUNITIES
D Create a new Visitor Center experience in downtown Springfield.
D Capitalize on the Route 66 Centennial and FIFA World Cup initiatives
D Improvements to the Airport Visitor Center
D Utilize technological tools to increase visitor interception and better showcase the region.
THREATS
D Limited downtown/airport transportation services
D Decline in international travelers
D Changing trends in consumer information consumption
D Negative perceptions of the safety of downtown areas
KEY STRATEGIES Visitor Experience
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.
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.
f. Develop and implement a visitor experience strategy tailored to the Route 66 Centennial.
g. Ensure the distribution of the most accurate and up-to-date information via the Event Calendar, True Omni products, and print materials.
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.
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. Continue to collect accurate visitor data, including country of origin and reason for travel.
g. Develop a marketing strategy for volunteer recruitment, incorporating both print and digital components. 2 3
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.
j. 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.
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.
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.
Visitor Experience
GOALS
OPEN NEW ROUTE 66 WELCOME
CENTER BY 12/31/25 AND COMPLETE
CENTER BY 04/30/26 - 2 1/4
REMODEL OF AIRPORT VISITOR
EXECUTE VISITOR SENTIMENT STUDY - 1 2/4
CONDUCT QUARTERLY MEETINGS WITH VISITOR EXPERIENCE ASSOCIATES - 4 3/4
SET UP HOSPITALITY TABLES AT KEY EVENTS THROUGHOUT THE YEAR - 10 4/4
Group Sales
The 2025 Amex GBT Global Meetings & Events Forecast indicates a robust and optimistic outlook for the meetings and events industry. Budgets are increasing, with 66% of respondents anticipating increased spending, and 74% expressing optimism about the industry’s overall health, despite ongoing challenges such as rising costs and staffing shortages.
In-person meetings continue to dominate, accounting for 59% of all meetings, underscoring the enduring value of face-to-face interactions in an increasingly digital world.
However, Springfield faces challenges in attracting larger groups, particularly those requiring over 500 rooms per night. The absence of a full-scale convention center and a cohesive, high-quality
downtown convention hotel package limits the city’s ability to compete with regional and national destinations that are investing heavily in modern convention infrastructure.
To align with national industry trends and capture more market share, Springfield must address these infrastructure gaps and modernize its marketing strategy to elevate visibility among national convention and event planners.
The upcoming Route 66 Centennial, the FIFA World Cup matches in Kansas City, and the United States’ 250th Anniversary in 2026 present a unique opportunity to generate national and international interest. The sales team plans to strategically leverage these events to position Springfield as an authentic and culturally vibrant destination.
SWOTGroup Sales
STRENGTHS
D National spotlight on Springfield through Route 66 Centennial celebrations and promotions
D Prime central U.S. location for regional drive-in meetings and events
D Strong partnerships with local hotels, venues, and hospitality stakeholders
D Affordable, safe, and welcoming destination with broad appeal to visitors
D Robust database of qualified leads and established event planner relationships
WEAKNESSES
D L ack of a full-scale convention/event center limits the ability to attract larger groups
D Absence of a cohesive, high-quality convention hotel package
D Limited marketing budget restricts overall visibility and reach
D Limited brand awareness among national convention and event planners
D Limited nonstop air service at SGF can be a deterrent for groups
OPPORTUNITIES
D Increased community engagement and discussion around future convention/event center development
D Enhanced visibility from the national and international spotlight of the Route 66 Centennial
D Room night opportunities linked to the 2026 FIFA World Cup
D Potential for expanded air service at Springfield-Branson National Airport
D Rising demand for affordable, mid-sized destinations creates a niche positioning advantage
THREATS
D Convention center development and expansion in competing cities
D Potential expansion of Branson’s Convention Center increases regional competition
D Ongoing hospitality workforce shortages continue to impact service quality and delivery
D Lack of ongoing investment in hotel infrastructure
1 KEY STRATEGIES Group Sales
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.
b. Retarget existing accounts that have not considered Springfield in the past because of meeting space limitations.
c. Utilize Visit Springfield’s new brand to generate excitement and position the city as a top meeting and event destination.
d. Distribute the new Meeting Planner Guide through industry membership organizations (PCMA, RCMA, MSAE), sales missions, trade shows, and direct mail.
e. Implement a $96,000 advertising campaign incorporating direct mail, print, and digital media.
f. 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.
3 4
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.
d. Identify and pursue international marketing opportunities tied to the 2026 FIFA World Cup to increase Springfield’s global visibility.
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”.
COLLABORATE WITH LOCAL CONVENTION PARTNERS
a. Launch a $30,000 cooperative marketing campaign with convention hotels to drive group business to the region.
TARGET ASSOCIATION & GOVERNMENT BUSINESS
a. Conduct a regional sales blitz with convention hotel and venue partners in Jefferson City and Columbia.
b. Schedule regular sales calls when attending the Missouri Society of Association Executives (MSAE) and Society of Government Meeting Professionals (SGMP) meetings.
c. Maintain active involvement by serving on boards or committees for MSAE and SGMP.
a. Promote Incentives Plus to attract six new events during the shoulder periods (November through February).
DELIVER
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.
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.
c. Utilize the Symphony platform to share group sales performance with hotel partners.
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.
PARTNERSHIPS
d. Participate regularly in Springfield Hotel Lodging Association functions.
e. Attend partner mixers and local events to maintain strong industry relationships.
Group Sales
ACTION CALENDAR
ROOM NIGHTS BOOKED FOR FUTURE YEARS - 40,000 1/8
BUSINESS - DEFINITE ROOM NIGHTS BOOKED - 15,000 2/8
ROOM NIGHTS BOOKED FOR FUTURE YEARS - 13,000 3/8
Sports
IN PARTNERSHIP WITH THE SPRINGFIELD SPORTS COMMISSION
In mid-2025, Sports ETA and Tourism Economics released a report on spectator sports tourism, revealing important insights for 2024. The report highlighted that there were 109.7 million spectator sports travelers, generating $47.1 billion in direct spending and contributing $114.4 billion in total economic impact, supporting approximately 665,000 jobs. Notably, Missouri ranked 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 economic growth.
Locally, Springfield’s sports tourism 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.
The new Wilson Logistics Arena has been a catalyst for high-profile event attraction, securing multi-year commitments from USA BMX and Missouri USA Wrestling. Evangel University’s AGFinancial Center has also supported major events, including the National Christian HomeSchool Basketball Championships, with its 1,700-seat indoor venue.
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 ability to host a broader range of events and maximize the year-round use of local facilities.
SWOTSports
STRENGTHS
D Experienced Sports Tourism team
D Strong relationships with prominent sports organizations
D Dedicated Board of Directors
D Strong collaboration with Visit Springfield
WEAKNESSES
D Lack of a large indoor sports facility
D Community awareness and engagement
D Staffing turnover challenges
D Inconsistent marketing strategy and aging brand
D Limited funding to attract marquee events
OPPORTUNITIES
D Leverage the renewed and enhanced Amateur Sports Tax credit
D Strengthen partnerships with local clubs and sports organizations
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 Explore new event opportunities at the Cooper / Killian Sports Complex.
THREATS
D Increasing competitiveness of the Sports market
D Newer venues in regional markets
D Rising event bid fees
D Potential complacency for ongoing community investment in sports development.
KEY STRATEGIES Sports
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.
j. 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.
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.
d. Engage the Board of Directors to support three event fundraisers.
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.
BUILD STRONG RELATIONSHIPS WITH PUBLIC AND PRIVATE SPORTS FACILITIES
a. Meet regularly with key leaders to explore new event-hosting opportunities.
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.
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.
e. Collaborate with Esports event rights holders (e.g., MOSEF) to secure at least one new Esports event.
f. 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.
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. 4 5
ENHANCE COMMUNICATIONS, MEMBERSHIP PROGRAMS, AND LOCAL BUSINESS PARTNERSHIPS.
a. Distribute three e-newsletters annually.
b. Produce and distribute the annual sports guide
c. Refine the social media strategy to better engage sports tourism audiences.
d. Continue the PSA billboard program to make it a year-round initiative.
e. Organize two membership mixer events to engage local partners.
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.
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.
ACTION CALENDAR Sports
2 GOALS Sports
BOOKED ROOM NIGHTS - 45,000 1/8
DIRECT VISITOR SPEND (SIMPLEVIEW EIC) - $32 MILLION 2/8
SUBMIT BIDS FOR NCAA AND NAIA COMPETITION EVENTS FOR THE UPCOMING YEARS - 3 3/6
CONNECT WITH LOCAL SPORTS ORGANIZATIONS - 50 4/8 EVENT OPPORTUNITIES - 230 5/8
LEADS - 45 7/8
CONDUCT SALES MISSIONS - 3 6/8
SITE VISITS - 12 8/8
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.
INITIATIVES Research
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.
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.
INITIATIVES Development
Visit Springfield will continue to explore and advance tourism-r elated 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 an d 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 signi ficant 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 fr om 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.
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 col laboration with industry-leading designers and architects, we will reimagine the visitor experie nce, 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 ad ditional 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 Count y Park Board to support the grand opening of the Killian Complex improvements and explore p otential new tournament opportunities. We will also maintain our engagement with the Be tty & Bobby Allison Sports Complex, supporting its expansion plans. Following the completi on 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 a nd solidifying Springfield’s reputation as a leader in sports tourism.
USL Soccer
Continue supporting the City’s efforts to bring a USL soccer fra nchise to Springfield, including the development of a new, state-of-the-art facility.
F inance
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 stabil ity.
Revenue
The FY 25/26 revenue, projected at $4,421,575, will support Vis it Springfield’s annual business plan and strategic initiatives, derived from a diverse combinat ion of Room Tax Revenue, Cooperative Marketing Revenue, Advertising Revenue, and Miscell aneous Revenue.
$4,421,575
Expense
With a strategic focus on key opportunities like the Route 66 C entennial, 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 Sprin gfield’s visibility, in line with the FY 25/26 Visit Springfield Business Plan.
ADMINISTRATIVE CONTINGENCY SALES
RESEARCH
MARKETING
$4,421,575