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Plans
Our plans for a notoriously successful future!
Visit Ogden works with the people and places of our community to sustainably curate, cultivate and promote meaningful experiences for residents and visitors.
To accomplish this mission, we operate under various strategic plans that have been developed with significant input from state, county and municipal government leaders, various partner organizations, local business owners, and residents.
Feel free to peruse these guiding documents.
Annual Report and Strategic Plan
Visit Ogden works with the people and places of our community to sustainably curate, cultivate and promote meaningful experiences for residents and visitors.
Successes from this past year were possible due to the collaboration of amazing community partners.
We’ve provided an overview of some of these successes represented in each of the four pillars that guide Visit Ogden’s efforts including: Destination Stewardship, Economic Impact, Advocacy and Team Development. Some exemplary or unique highlights are provided as a snapshot, as is the state of the tourism economy in Weber County as referenced through tax collection and lodging data.
GROUP BUSINESS GOALS
- Increase Economic Impact and County- or City-owned facility revenue by 10% of 2021 year-end actuals.
- Determine evolution and growth of Sales Team for maximized productivity and value.
- Adapt to changing environments by creating enhanced communication channels and tools for planners. Determine impactful ways to communicate community attributes and values to group business.
- Continue to pay close attention to safety, health and security in future planning as conditions evolve.
- Use data management tools to aid in the refinement of group business based on positive impact as well as highlight those impacts to stakeholders.
- Engage in enhanced prospecting efforts to impact short-term business as well as build pipeline for long-term business.
- Continue to facilitate strong relationships with partners including lodging, venues, permitting, public safety, and public lands.
- Develop group incentive fund and establish criteria for allocation.
- Continue communication with groups after event to solidify opportunities for improvement and/or repeat business. Advocate for necessary venue improvements, expansion and/or development.
DESTINATION BRANDING GOALS
- Create and disseminate relevant written, video, social, digital and website content that portrays community spirit and values.
- Highlight community values in creation of new content and strategies including, but not limited to, sustainability, EDI, supporting local, arts and culture, outdoor recreation, and kindness.
- Measure and evaluate KPI metrics to ensure execution of successful campaigns including monitoring increases in organic and paid social media engagement on Instagram, Facebook, Tik Tok, Trip Advisor, YouTube, LinkedIn and Pinterest. Measure and evaluate KPI metrics for digital campaigns to ensure goal of moving potential visitors through the decision-making funnel to conversion is achieved.
- Utilize data management tools and reports to regularly review performance to optimize strategy to share brand messaging and values. Evaluate opportunity to develop new website to enhance capabilities and provide desired destination information.
- Maintain or exceed current website KPIs while evaluation and timeline of new website is being determined.
- Enhance communication and engagement with community to support balance of quality of life, resident sentiment and visitor economy impact.
- Demonstrate shared like-minded goals related to community and neighborhood development, equitable workforce development, small business profitability, and priority-sector growth.
- Form Weber Sustainability Fund as an additional visitor economy impact mechanism.
- Continue execution of Destination Development Plan while creating synergies in working with strategic stakeholders and economic development plans. Utilize aforementioned synergies to create opportunities for talent utilization and attraction to the community.
- Support local makers and enhance arts and culture messaging.
- Create community engagement by increasing partner, stakeholder, resident and visitor use of #visitogden and #myogden.
- Create facilitated opportunities for residents and visitors to support local businesses including production of Ogden Restaurant Week and Bandwango passes.
- Enhance sustainability outreach and initiatives through partnerships with Leave No Trace and Pledge For The Wild.
- Design a Marketing Partnership Program that is beneficial to our locally owned businesses and can be sustainably managed by the Visit Ogden team.
- Find opportunities to curate and highlight unique, authentic travel experiences through additional destination drivers including cultural and heritage tourism and Dark Skies.
- Monitor Transient Room Tax, Restaurant Tax, and Leased Vehicle Tax collections to gauge overall impact.
- Use Lodging Data (hotel and short-term rental) both to monitor impact and strategize future opportunities.
- Leverage data management tools to share data with stakeholders and government partners, as well as strategize future opportunities.
- Work with Weber State to implement a Hospitality Certification Program.
- Evaluate opportunity to create Tourism Improvement District legislation to aid in funding mechanisms.
- Continue to facilitate strong relationships with locally elected leaders.
- Continue to engage in State partnerships including Utah Office of Tourism, Utah Tourism Industry Association, Utah Sports Commission, Utah Film Commission, and Utah Office of Outdoor Recreation.
- Participate in Industry associations and events.
- Work with community partners to align plans and strategies for destination development and placemaking goals.
- Identify best opportunities for training and development both within and outside of industry.
- Evaluate opportunities for competitive destination experiences.
- Continue local area familiarization tours to ensure comprehensive knowledge of community assets.
- Enhance use of internal communication tools for efficiency.
- Support a healthy physical and mental balance of work, play and life.
