Meeting Date: July 15, 2025
To: Economic Development Subcommittee
From: Matt Sanford, Economic Development Director
Staff Contact: Matt Sanford, Economic Development Director [email protected], 442-339-5987
Subject: Visit Carlsbad 3-Year Strategic Plan Update
Recommended Action
Receive an informational report from Visit Carlsbad regarding its updated 3-year strategic plan.
E
xecutive Summary
The Visit Carlsbad 3-Year Strategic Plan outlines a comprehensive roadmap to elevate Carlsbad’s position as a premier travel destination while reinforcing its unique brand pillars: wellness, golf, sustainability, and coastal culture. This item will provide an overview of the plan from Visit Carlsbad CEO, Kim Sidoriak.
E
xplanation and Analysis
Visit Carlsbad’s 3-Year Strategic Plan (FY 2025/26–FY 2027/28) positions the city as a premier coastal destination through a modernized, community-aligned approach to tourism marketing, group sales, visitor experience, and organizational performance. Amid shifting travel preferences, growing competition, and evolving global dynamics, the plan offers a bold framework to promote Carlsbad’s authentic identity while driving sustainable economic impact.
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arlsbad’s appeal lies in its blend of natural beauty, small-town charm, family-friendly attractions, and cultural depth. To maintain its competitive edge, the destination must elevate its brand while fostering long-term growth. This plan outlines five interconnected strategic pillars supported by data, industry collaboration, and measurable goals.
1. E
nhance Marketing Impact
Visit Carlsbad aims to grow hotel performance metrics—including ADR, RevPAR, and occupancy— through robust advertising campaigns, increased brand awareness, and refreshed digital engagement. The plan calls for increasing brand visibility through seasonal campaigns, Out-of- Home activations, media partnerships, and refreshed digital platforms. Strategies will highlight Carlsbad’s key pillars—wellness, golf, sustainability, and coastal culture—through integrated storytelling and cooperative marketing with Brand USA and Visit California. A new Brand Ambassador Program and FAM trips will deepen authenticity and reach.
2. O
ptimize Group Sales Efforts
The plan strengthens group sales by targeting high-potential markets, improving lead generation, and increasing group bookings. Visit Carlsbad will invest in updated sales toolkits, host meeting
ECONOMIC DEVELOPMENT SUBCOMMITTEE
July 15, 2025
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planner familiarization trips (FAMs), and leverage airlift expansion to attract more corporate and association meetings to the city. A Sales & Marketing Advisory Council will guide strategy alignment and performance.
3. Improve Destination Experience & Culture
With a focus on community alignment, Carlsbad will work toward becoming a Certified Autism Destination, support arts and culture initiatives, and explore new venue and event opportunities— including a feasibility study for an amphitheater. Ongoing engagement with city officials and partners aims to enhance the overall visitor experience and local infrastructure, including a goal to foster meaningful resident–visitor connections and reinforce cultural authenticity.
4. Develop New Leisure & Group Markets
To diversify its visitor base, Visit Carlsbad will pursue new domestic and international markets, including Canada and Mexico. Efforts will include brand awareness studies, travel trade missions, and airline partnerships that increase connectivity to the region. Collaboration with regional venues like FrontWave Arena and LEGOLAND will be leveraged to drive demand.
5. Sustain High-Performance Operations
Operational excellence will be supported through ROI-driven program evaluation, professional development plans, team engagement initiatives, and the adoption of new technologies. Board effectiveness, leadership development, and succession planning will ensure long-term organizational resilience.
Visit Carlsbad’s updated 3-Year Strategic Plan reflects Visit Carlsbad’s commitment to enhancing the city’s appeal as a vibrant, inclusive, and globally connected destination. Through cross-sector partnerships, thoughtful marketing, and infrastructure advocacy, Carlsbad is poised to drive visitor satisfaction, economic resilience, and community pride, anchoring its position as a leading coastal destination in California and beyond.
Fiscal Analysis
This action has no financial impact.
Next Steps
Staff will continue to engage Visit Carlsbad to grow the hospitality and tourism industry in Carlsbad.
Exhibits
None
July 15, 2025
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Visit Carlsbad
3- Year Strategic Plan
July 1, 2025 – June 30, 2028
Desired Outcomes for
Strategic Plan
Grow the touri sm i ndustry and i ts revenues i n Carl sbad E nhance the vi si tor ex peri ence
F oster a touri sm economy that supports l ocal busi nesses Pre se rve s Ca rlsb a d ’ s cha ra cte r
Contribute to a susta ina ble com m unity
Forces Reshaping the Tourism
Industry
Carlsbad’s tourism sector is influenced by transformative forces reshaping the industry:
1. Visitor Trends : Travelers increasingly prioritize sustainability, authentic experiences, and convenience. Eco - conscious initiatives and local storytelling are becoming essential for destination appeal.
2. Demographic Shifts : An influx of affluent professionals, families, and retirees is reshaping the local economy and tourism offerings, creating opportunities to cater to a younger, more diverse audience.
3. Infrastructure Needs : Tourism requires investments in parking, event venues, and public transportation to support visitor demand.
4. Stewardship and Sustainability: An increased focus on sustainability and stewardship from both residents and visitors alike.
5. Economic Competition : The rise of high - paying industries like biotechnology and the ability to afford high - cost housing challenge the tourism sector’s ability to attract and retain workforce talent.
6. Post - Pandemic Recovery : Visitors favor regional travel, extended stays, and hybrid travel options blending work and leisure. 1:1 stakeholder interviews with Mayor, Mayor Pro Tem, City Manager and all V i si t Car l sbad B oar d member s
H osted vi rtual di scussi ons wi th groups of ex ternal stak ehol ders f ocusi ng on:
● E conomi c D evel opment
● L odgi ng
● L ife s t yle
● T hi ngs to D o
● Communi ty/N onprof i ts
Fu ll Vis it C a rls b a d s t a ff s e s s io n
D esti nati on I mmersi on T ri p
Outreach
What We Heard
T hemes we hear d f r om stak ehol der outr each
10 Key Themes Heard in Outreach
1. Carlsbad is a destination in transition
2. Carlsbad’s offerings tend to have a family focus, but the destination can benefit from growing offerings to other segments
3. The primary elements are coast, Legoland California Resort and Carlsbad Village with opportunities to integrate sustainability, wellness, and local culture
4. Carlsbad needs a more assertive identity standing next to San Diego
5. The community takes a very thoughtful approach to change
6. More focus on community/local culture to better define Carlsbad
7. There is a perceived need to focus more on group business but a clearer understanding of how to align with lodging properties
8. Carlsbad community members are passionate about parks, open spaces and outdoor recreation
9. Feasibility study for potential venue options
10. Environmental Stewardship
Vision and Mission
Destination Vision Statement (slightly revised):
Carlsbad invites everyone to embrace the warmth, charm, and energy of one of California's most inspiring coastal destinations, offering a rejuvenating lifestyle, sun - kissed beaches, a vibrant community, abundant outdoor activities, and thrilling family adventures.
Visit Carlsbad Mission Statement:
We promote and elevate the perception of Carlsbad through innovative programs that enhance the visitor economy while preserving our exceptional quality of life.
Strategic Pillars
Enhance
Marketing
Impact
Sustain High
Performance
Operations
Improve
Destination
Experience and
Culture
Develop New
Leisure and
Group
Markets
Optimize
Group Sales
Efforts
● Marketing: To distinguish Carlsbad from our competing Southern California beach towns, we need to establish Carlsbad as a Wellness/Outdoor, Culture, and Sustainability - Focused Coastal Destination, ensuring high - value visitation, extended stays, and community alignment. ● Group Sales: Continue momentum around mirror markets, grow sales team capacity and provide hotels with additional support and training, ensuring year - round impact. ● Destination Experience and Culture: Elevate the visitor experience and expand offerings by supporting local cultural initiatives and vibrant attractions, ultimately attracting new visitor segments.
● Market Development: Identify and seize opportunities in emerging and underdeveloped markets, leveraging enhanced air service.
● Organization: Continue to build a high - performing, data - informed organization that prioritizes innovation, collaboration, and financial sustainability Strategic Pillars: Why
Measurables and
Implementation Steps
Potential Obstacles
Potential Obstacles to Implementation
1. Infrastructure Challenges: Existing infrastructure, such as limited parking, poor public transportation, and insufficient event spaces, may not support the envisioned growth in tourism.
2. Intense Regional Competition : Neighboring destinations like San Diego, Oceanside, and Orange County are heavily investing in tourism, creating a highly competitive environment.
3. Crises or External Economic or Political Factors : Natural disasters, crime, economic downturns, inflation, or political changes could impact visitor spending, funding availability, or stakeholder support.
4. Community Resistance to Change : Residents may resist certain tourism initiatives if they perceive them as threatening to Carlsbad’s quality of life, cultural identity, or natural resources.
5. Stakeholder Alignment : Misalignment between stakeholders (hotels, local businesses, cultural organizations, and government) can create conflicting priorities or hinder collaboration.
6. Workforce Challenges : High costs of living and competition from other industries (e.g., biotech) make it difficult to attract and retain tourism and hospitality workers.
7. Resistance to Sustainable Tourism Practices : Some businesses and stakeholders may view sustainability initiatives as costly or unnecessary.
Thank You