Strategic Roadmap Overview

MONTEREY COUNTY STRATEGIC ROADMAP

A COMMITMENT TO COMMUNITY INPUT AND STAKEHOLDER ENGAGEMENT

STRATEGIC ROADMAP OVERVIEW There’s never been a more exciting time for tourism in Monterey County, where stunning views, a vibrant culinary scene, world-class attractions, outdoor recreation and more surprise and captivate visitors. Now more than ever, Monterey County is poised to welcome visitors and drive a strong economic recovery through tourism in a responsible and sustainable way, growing community prosperity and quality of life for Monterey County residents. We must seize this momentum and the opportunities that exist now, so the next generation continues to benefit from the economic impact of our visitor economy.

To ensure that Monterey County continues to provide visitors with unparalleled opportunities that positively impact our residents and communities, the Monterey County Convention Visitors Bureau has developed a roadmap for tourism that looks out over the next five years and beyond. In the past year, hundreds of community and hospitality industry members engaged in this work through surveys, listening sessions, interviews, working groups and more.

The process included discussions about Monterey County’s destination vision, how to boost the profile of tourism in the County and, ultimately, how to increase community prosperity through a thriving and sustainable tourism economy.

As an industry, we now have a guiding document to help prioritize and align our efforts around these goals. The following imperatives and initiatives will serve as a north star to remind the tourism industry and community of our purpose and keep us on course to benefit all that live, work, and play in Monterey County.

This Strategic Roadmap is a summary of the stakeholder outreach conducted by Coraggio Group on behalf of MCCVB. The purpose of this outreach was to gather insights from stakeholders for the development of the roadmap.

Over 300 stakeholder touchpoints were gathered via an online survey, one-on-one interviews, input sessions, and stakeholder roundtables. Stakeholders gave feedback on the following topics:

Challenges and opportunities

Organizational health

COVID-19 Impacts

Reputation

Marketing role importance and effectiveness

Tourism drivers, assets, and experiences

Mission, Vision, and Values

Tourism support and enablers

240

Online Survey Respondents

VISION

MISSION

A thriving tourism economy that enriches Monterey County’s economic vitality and quality of life.

To generate community prosperity for Monterey County through the responsible promotion and growth of the tourism economy.

19

Interviews

2

Stakeholder Roundtables

3

Input Sessions

A COMMITMENT TO COMMUNITY INPUT AND STAKEHOLDER ENGAGEMENT

STRATEGIC ROADMAP OVERVIEW There’s never been a more exciting time for tourism in Monterey County, where stunning views, a vibrant culinary scene, world-class attractions, outdoor recreation and more surprise and captivate visitors. Now more than ever, Monterey County is poised to welcome visitors and drive a strong economic recovery through tourism in a responsible and sustainable way, growing community prosperity and quality of life for Monterey County residents. We must seize this momentum and the opportunities that exist now, so the next generation continues to benefit from the economic impact of our visitor economy.

To ensure that Monterey County continues to provide visitors with unparalleled opportunities that positively impact our residents and communities, the Monterey County Convention Visitors Bureau has developed a roadmap for tourism that looks out over the next five years and beyond. In the past year, hundreds of community and hospitality industry members engaged in this work through surveys, listening sessions, interviews, working groups and more.

The process included discussions about Monterey County’s destination vision, how to boost the profile of tourism in the County and, ultimately, how to increase community prosperity through a thriving and sustainable tourism economy.

As an industry, we now have a guiding document to help prioritize and align our efforts around these goals. The following imperatives and initiatives will serve as a north star to remind the tourism industry and community of our purpose and keep us on course to benefit all that live, work, and play in Monterey County.

This Strategic Roadmap is a summary of the stakeholder outreach conducted by Coraggio Group on behalf of MCCVB. The purpose of this outreach was to gather insights from stakeholders for the development of the roadmap.

Over 300 stakeholder touchpoints were gathered via an online survey, one-on-one interviews, input sessions, and stakeholder roundtables. Stakeholders gave feedback on the following topics:

Challenges and opportunities

Organizational health

COVID-19 Impacts

Reputation

Marketing role importance and effectiveness

Tourism drivers, assets, and experiences

Mission, Vision, and Values

Tourism support and enablers

240

Online Survey Respondents

VISION

MISSION

A thriving tourism economy that enriches Monterey County’s economic vitality and quality of life.

To generate community prosperity for Monterey County through the responsible promotion and growth of the tourism economy.

19

Interviews

2

Stakeholder Roundtables

3

Input Sessions

GUIDING PRINCIPLES AND VALUES

Promotion of Monterey County as a destination and MCCVB’s efforts to strengthen the tourism and hospitality community must:

STRATEGIC IMPERATIVES

CONTRIBUTE TO THE LONG-TERM VIABILITY OF THE TOURISM ECONOMY Be a: Contributor Collaborator Catalyst

Promote an inspiring, memorable, and life-enriching visitor experience.

Enhance the community’s quality of life by increasing economic vitality throughout the County.

Consistently engage the community to grow awareness and appreciation of tourism, gain resident input, and maintain productive collaboration with local governments.

Encourage collaboration with community partners to create a shared vision for sustainable growth in the region.

Educate and inform locals and visitors to ensure that our natural resources and environment are used responsibly.

Support an environment that is welcoming to all and respects our unique history, land and culture.

Ensure fiscal responsibility in driving results for investing members and partners.

VALUES

Connectivity

Accountability

We are leaders committed to the greater good.

We value a relational not a transactional approach and ensure that our work positively impacts our community.

We are dependable experts in our field and reliable stewards of the resources entrusted to us. We are committed to listening, learning, and pushing ourselves to improve.

Collaboration

Inclusivity

We believe that working together results in better outcomes. We seek opportunities to build effective coalitions with our partners. We value each individual’s contribution to ensure our high standards of professionalism.

We are committed to the principles of diversity, equity and inclusivity – as an organization and in terms of how we promote the destination.

Agility

We embrace responsible and respectful travel as a necessity to protect the destination which ensures the long-term vitality of the tourism economy for accommodations, other hospitality businesses and the greater community.

We are creative, nimble, and embrace change.

We invite new ideas and innovation to ensure that our work is effective and focused on the future.

Sustainability

GENERATE THE IDEAL VISITATION FOR MONTEREY COUNTY Focus on: Off Season Longer Stay Balanced Mix Rebranded Experience ENHANCE COMMUNITY & MEMBER ENGAGEMENT Work to: Enrich Partnerships Engage Residents Educate the Community ENSURE LONG-TERM ORGANIZATIONAL FINANCIAL STABILITY Focus on: Renewed Tourism Improvement District Enhanced Jurisdiction Investment Elevated Accountability CULTIVATE MCCVB’S STRONG ORGANIZATIONAL CULTURE Shift to: “Evolutionized” Leadership Culture Context Over Control Reinvented Board Culture

GUIDING PRINCIPLES AND VALUES

Promotion of Monterey County as a destination and MCCVB’s efforts to strengthen the tourism and hospitality community must:

STRATEGIC IMPERATIVES

CONTRIBUTE TO THE LONG-TERM VIABILITY OF THE TOURISM ECONOMY Be a: Contributor Collaborator Catalyst

Promote an inspiring, memorable, and life-enriching visitor experience.

Enhance the community’s quality of life by increasing economic vitality throughout the County.

Consistently engage the community to grow awareness and appreciation of tourism, gain resident input, and maintain productive collaboration with local governments.

Encourage collaboration with community partners to create a shared vision for sustainable growth in the region.

Educate and inform locals and visitors to ensure that our natural resources and environment are used responsibly.

Support an environment that is welcoming to all and respects our unique history, land and culture.

Ensure fiscal responsibility in driving results for investing members and partners.

VALUES

Connectivity

Accountability

We are leaders committed to the greater good.

We value a relational not a transactional approach and ensure that our work positively impacts our community.

We are dependable experts in our field and reliable stewards of the resources entrusted to us. We are committed to listening, learning, and pushing ourselves to improve.

Collaboration

Inclusivity

We believe that working together results in better outcomes. We seek opportunities to build effective coalitions with our partners. We value each individual’s contribution to ensure our high standards of professionalism.

We are committed to the principles of diversity, equity and inclusivity – as an organization and in terms of how we promote the destination.

Agility

We embrace responsible and respectful travel as a necessity to protect the destination which ensures the long-term vitality of the tourism economy for accommodations, other hospitality businesses and the greater community.

We are creative, nimble, and embrace change.

We invite new ideas and innovation to ensure that our work is effective and focused on the future.

Sustainability

GENERATE THE IDEAL VISITATION FOR MONTEREY COUNTY Focus on: Off Season Longer Stay Balanced Mix Rebranded Experience ENHANCE COMMUNITY & MEMBER ENGAGEMENT Work to: Enrich Partnerships Engage Residents Educate the Community ENSURE LONG-TERM ORGANIZATIONAL FINANCIAL STABILITY Focus on: Renewed Tourism Improvement District Enhanced Jurisdiction Investment Elevated Accountability CULTIVATE MCCVB’S STRONG ORGANIZATIONAL CULTURE Shift to: “Evolutionized” Leadership Culture Context Over Control Reinvented Board Culture

INTRODUCTION: METHODOLOGY STRATEGIC FOCUS AND ACTION

STRATEGIC IMPERATIVES

KEY INITIATIVES

SUCCESS INDICATORS

Contribute to the long-term viability of the tourism economy

• Partner with local governments, transportation providers, hotel developers and others on tourism related financial and development planning

• Visitor Spend

The Strategic Roadmap is flexible, allowing for

1.

adaptations in a changing environment. The Key

just a few examples of

• Visitor Dispersion Geographically

• “Spread the love” and benefits of tourism countywide

Initiatives and Success Indicators listed here are

• Secure destination marketing partnerships countywide

• Product Development

2.

Generate the ideal visitation for our destination

the programs being put

• Revisit, refine and relaunch the Monterey County brand

• Length of Stay

• Expand research capabilities to measure visitation patterns, better target key audiences and evaluate tourism impact

• Fly-in, Group and International Visitation

• Partner with Monterey Regional Airport to enhance air service development program

into place to support the

• Market Share

Strategic Imperatives. Over time, through collaboration and community input, more

3.

Enhance community & member engagement

• Launch a campaign to better communicate the positive impact of tourism and TOT investment for residents and decision makers

will be added to support the

• Communicate the organization’s programs that promote sustainable/responsible travel

destination, residents and

• Launch Community Relations Committee composed of a broad mix of community influencers

visitors long term.

• Resident Sentiment • Engagement with MCCVB Programs • Member Representation

• Develop and foster promotional partnerships that assist in traffic mitigation

4.

Ensure long-term organizational financial sustainability

• Renew Monterey County Tourism Improvement District at higher level

• MCTID Investment

• Explore financial crisis management, including alternative revenue streams and a healthy reserve

• Annual Financial Audit

• TOT Investment

• Explore strategic partnerships that allow for greater investment in destination marketing

5.

Cultivate MCCVB’s strong organizational culture (team and board)

• “Evolutionize” leadership culture and team performance and development approach

• Team Engagement

• Integrate Destinations International’s DEI organizational best practices as aligned with MCCVB

• DEI Scorecard

• Ensure talent investment that prioritizes recruitment and retention of top talent that reflects diverse thought leadership

• Internal Retention

INTRODUCTION: METHODOLOGY STRATEGIC FOCUS AND ACTION

STRATEGIC IMPERATIVES

KEY INITIATIVES

SUCCESS INDICATORS

Contribute to the long-term viability of the tourism economy

• Partner with local governments, transportation providers, hotel developers and others on tourism related financial and development planning

• Visitor Spend

The Strategic Roadmap is flexible, allowing for

1.

adaptations in a changing environment. The Key

just a few examples of

• Visitor Dispersion Geographically

• “Spread the love” and benefits of tourism countywide

Initiatives and Success Indicators listed here are

• Secure destination marketing partnerships countywide

• Product Development

2.

Generate the ideal visitation for our destination

the programs being put

• Revisit, refine and relaunch the Monterey County brand

• Length of Stay

• Expand research capabilities to measure visitation patterns, better target key audiences and evaluate tourism impact

• Fly-in, Group and International Visitation

• Partner with Monterey Regional Airport to enhance air service development program

into place to support the

• Market Share

Strategic Imperatives. Over time, through collaboration and community input, more

3.

Enhance community & member engagement

• Launch a campaign to better communicate the positive impact of tourism and TOT investment for residents and decision makers

will be added to support the

• Communicate the organization’s programs that promote sustainable/responsible travel

destination, residents and

• Launch Community Relations Committee composed of a broad mix of community influencers

visitors long term.

• Resident Sentiment • Engagement with MCCVB Programs • Member Representation

• Develop and foster promotional partnerships that assist in traffic mitigation

4.

Ensure long-term organizational financial sustainability

• Renew Monterey County Tourism Improvement District at higher level

• MCTID Investment

• Explore financial crisis management, including alternative revenue streams and a healthy reserve

• Annual Financial Audit

• TOT Investment

• Explore strategic partnerships that allow for greater investment in destination marketing

5.

Cultivate MCCVB’s strong organizational culture (team and board)

• “Evolutionize” leadership culture and team performance and development approach

• Team Engagement

• Integrate Destinations International’s DEI organizational best practices as aligned with MCCVB

• DEI Scorecard

• Ensure talent investment that prioritizes recruitment and retention of top talent that reflects diverse thought leadership

• Internal Retention

“ Now more than ever, Monterey County is poised to welcome visitors and drive a strong economic recovery through tourism in a responsible and sustainable way, growing community prosperity and quality of life for Monterey County residents.”

SeeMonterey.com