In 2018, SCT set out to craft a plan that would identify key objectives, opportunities and obstacles around creating a destination and becoming a global leader in sustainability and resiliency. On the shoulders of the Sonoma County Winegrowers 2015 proclamation that the county would be the first fully sustainable winegrowing region in the world— a feat it achieved in 2019—and with SCT evolving from a Destination Marketing Organization into a Destination Stewardship Organization, the timing of the initiative seemed ideal. With the impacts of the 2017 wildfires and the growing anger and mistrust around the tourism industry from residents and key stakeholders, it was a critical time for SCT to reconsider how the destination was being promoted, how the tourism industry was perceived, and the true value of travel to the Sonoma County economy.
As the project was beginning in the fall of 2018, Sonoma County again faced a damaging wildfire, forcing SCT to shuffle its budget and focus on recovery. Then in 2020, the COVID-19 pandemic and yet another series of wildfires forced the organization to suspend its long-term planning efforts.
In 2022, with the world emerging from the sweeping impacts of the pandemic, a respite from annual wildfires and the potential of gaining some momentum, SCT redoubled its efforts toward long-term planning, reengaging Coraggio Group to facilitate all research programming and input sessions, and reimagining what Sonoma County could become for residents and visitors within the context of the tourism industry.
The project was divided into three phases: Get Clear, Get Focused, and Get Moving. Over the course of a year, SCT, its diverse partners and Coraggio worked to complete each phase and identify critical areas of focus, significant goals, and spheres of influence designed to help move Sonoma County forward far into the future.
Each of the focus areas is divided into sections outlining various levels of goals. Each section has a “Big Audacious Goal,” designed to be a stretch goal, one that should it come to fruition, would move the County along in a significant way. The short-term goals are those that can be addressed immediately and often are the foundation for longer-term goals. The long-term goals are those that either require preliminary steps to be taken before pursuing or because of funding or other resource challenges, require a longer-term commitment. While some of these goals are outlined in this plan, additional goals will be presented as the plan continues to develop over time.
Sonoma County Tourism’s Role in Accomplishing the Initiatives Outlined How Sonoma County Tourism acts within the various spheres of influence becomes the platform for approaching each of the focus areas. The level to which SCT is involved in the action plan development and execution determines how integral the organization is in achieving the activities outlined within the focus area. SCT is not the sole driver of any of the five focus areas. This illuminates the need for partnerships and collaboration to help ensure the achievement of the actions outlined in the plan.
In 2018, SCT set out to craft a plan that would identify key objectives, opportunities and obstacles around creating a destination and becoming a global leader in sustainability and resiliency. On the shoulders of the Sonoma County Winegrowers 2015 proclamation that the county would be the first fully sustainable winegrowing region in the world— a feat it achieved in 2019—and with SCT evolving from a Destination Marketing Organization into a Destination Stewardship Organization, the timing of the initiative seemed ideal. With the impacts of the 2017 wildfires and the growing anger and mistrust around the tourism industry from residents and key stakeholders, it was a critical time for SCT to reconsider how the destination was being promoted, how the tourism industry was perceived, and the true value of travel to the Sonoma County economy.
As the project was beginning in the fall of 2018, Sonoma County again faced a damaging wildfire, forcing SCT to shuffle its budget and focus on recovery. Then in 2020, the COVID-19 pandemic and yet another series of wildfires forced the organization to suspend its long-term planning efforts.
In 2022, with the world emerging from the sweeping impacts of the pandemic, a respite from annual wildfires and the potential of gaining some momentum, SCT redoubled its efforts toward long-term planning, reengaging Coraggio Group to facilitate all research programming and input sessions, and reimagining what Sonoma County could become for residents and visitors within the context of the tourism industry.
The project was divided into three phases: Get Clear, Get Focused, and Get Moving. Over the course of a year, SCT, its diverse partners and Coraggio worked to complete each phase and identify critical areas of focus, significant goals, and spheres of influence designed to help move Sonoma County forward far into the future.
Each of the focus areas is divided into sections outlining various levels of goals. Each section has a “Big Audacious Goal,” designed to be a stretch goal, one that should it come to fruition, would move the County along in a significant way. The short-term goals are those that can be addressed immediately and often are the foundation for longer-term goals. The long-term goals are those that either require preliminary steps to be taken before pursuing or because of funding or other resource challenges, require a longer-term commitment. While some of these goals are outlined in this plan, additional goals will be presented as the plan continues to develop over time.
Sonoma County Tourism’s Role in Accomplishing the Initiatives Outlined How Sonoma County Tourism acts within the various spheres of influence becomes the platform for approaching each of the focus areas. The level to which SCT is involved in the action plan development and execution determines how integral the organization is in achieving the activities outlined within the focus area. SCT is not the sole driver of any of the five focus areas. This illuminates the need for partnerships and collaboration to help ensure the achievement of the actions outlined in the plan.
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