More Different Perspectives

Resident Sentiment: The Power of Perspective

For years, DMOs have known that resident sentiment matters. It shapes how visitors are welcomed, how tourism is discussed locally, and how successfully a destination can grow without friction. But too often, resident sentiment has been treated as a score to report—rather than a compass to guide strategy.
At Clarity of Place, we’ve seen across dozens of projects that when communities feel heard, destinations thrive. The question isn’t whether to measure resident sentiment, but how to reframe it so it becomes actionable, credible, and embedded in decision-making.
David Holder underscored this point during his recent panel at ESTO alongside three visionary destination leaders: Vanessa Cabrera of Visit Tucson, Beth Erickson of Visit Loudoun, and Eliza Voss of Aspen Chamber Resort Association. Together, they highlighted how true alignment goes far beyond survey scores or topline numbers. It’s about listening to residents, embedding their perspectives in decision-making, and showing that tourism success prioritizes real community impact.
(Ideas That Travel: Reframing Resident Sentiment panel featuring Vanessa Cabrera, Beth Erickson, and Eliza Voss ESTO 2025)
If you missed the session, this blog expands on the same core idea: moving beyond numbers to build genuine community alignment. That’s where we help destinations find clarity.
Why Reframing Matters
Resident sentiment is more than research. Done well, it:
Creates alignment with community priorities. Creating alignment with community priorities begins with listening. Residents surface what matters most — no matter whether it involves preserving a small downtown’s character, attracting overnight visitors who drive economic value, or managing visitor behaviors to ease cultural and environmental strain. As Eliza Voss noted at ESTO, Aspen applied resident input on visitor volume to adjust its marketing approach to seasonal shifts. When destinations center local perspectives in this way, they shape smarter strategies and build the trust needed for long-term support.
Strengthens the value of tourism. Resident perspectives help reposition tourism as a driver of quality of life, not just visitor growth. By showing how visitor dollars contribute to infrastructure, workforce, and local amenities, DMOs can reframe tourism as a shared community benefit. Visit Loudoun, for example, has used tourism’s value to address community concerns around land use, business vitality, and managing the pressures of rapid growth in a picturesque countryside.
Reveals opportunities for destination direction. Resident feedback isn’t only reactive — it points the way forward. Communities often surface insights that refine a destination’s long-term strategy, from diversifying funding to shaping new events and product development. In Tucson, resident sentiment helped reconnect longer-range strategies with community priorities, allowing Visit Tucson to leverage local goodwill in its vision of becoming a world-class destination.
Go Beyond the Survey
One survey won’t build alignment. The real shift comes from using sentiment as a bridge—asking residents how they experience tourism and showing how their perspectives shape strategy. When destinations close that loop, listening delivers trust, and trust fuels support for funding, product development, and what comes next.
When framed with intention resident sentiment can:
Shape messaging: Aligning campaigns with community values and organizational expectations, allowing marketing to reflect the destination’s authentic story.
Strengthen support: Demonstrate how tourism dollars contribute to community well-being, not just visitor counts.
Guide strategy: Use local perspectives to prioritize what really matters—whether that’s downtown vibrancy, workforce, or sustainability.
From Data to Alignment
When communities see their perspectives shaping decisions, the narrative shifts from “tourism is for outsiders” to “tourism supports us.” That’s where resilience is built.
At Clarity of Place, we believe reframing resident sentiment isn’t about seeking approval but creating durable partnerships with the people who define a place. Together with our colleagues at Longwoods International, whose Resident Sentiment Research sets the industry standard, we help destinations turn local perspectives into actionable strategies that balance resident priorities with business needs.
If your destination is asking how to reposition tourism’s value or use sentiment to chart a stronger future, let’s start that conversation.
Resident sentiment shouldn’t just be measured—it should be leveraged.

Read More »
Tourists at a parkin Fresno County

Case Study: How Visit Fresno County Shifted to Community-Shared Values

Destination planning brought a sea change to Visit Fresno County (VFC), a California destination marketing organization (DMO). 

The Mission

VFC needed to understand the perspective of actual and potential visitors to the area—and the opportunities for change.

The organization commissioned a Clarity of Place Destination Master Plan to empower VFC’s shift beyond sales–and to become known for the community-shared value the organization creates. The Plan’s direction helped VFC’s leadership articulate how tourism is an important economic driver in the community, as well as help the community appreciate the County’s uniqueness, charm, and appeal.

While crafting a Destination Master Plan for the County, Clarity of place surfaced and interpreted key data. The Destination Master Plan enabled the DMO to build community pride and essential partnerships with economic development stakeholders.

The Challenges 

When VFC began the planning initiative, perceptions around safety were affecting community pride and potential visitors’ impressions. These perceptions clouded resident and community perceptions of the area’s appeal.

In addition, VFC was preparing for an upcoming Tourism Business Improvement District (TBID) renewal that would secure funding for the next 10 years. VFC needed to demonstrate the impact and relevancy of destination promotion efforts.

Visit Fresno County logo
Dancers in Fresno County
The Plan

VFC engaged Clarity of Place to set the stage through a destination master plan. The planning initiative outlined these goals: 

  • Strengthen marketing and sales programming,
  • Demonstrate the visitor economy’s role and value, and
  • Ensure the FCCVB is sufficiently resourced to carry out its mission to promote the region to all travel markets.

The Tools

To understand the perspectives of community members, visitors, and potential visitors, VFC invested in research. In partnership with Clarity of Place, VFC gathered visitor profile research, organized stakeholder input sessions, analyzed community general plans, and studied economic development direction.

The recommendations sought to expand the region’s mindset. Instead of merely attracting new travelers, VFC could better service current travelers and support destination partners in creating high-quality visitor experiences. Recommendations outlined four key areas:

  1. Deliver effective brand-based marketing to lead the area forward.
  2. Ensure funding continuity and stability by securing renewal of both area Tourism Business Improvement Districts and delivering benefits to district members.
  3. Support community growth by encouraging placemaking that enhances convention, recreation, and entertainment venues; sense of place attributes; and key demand drivers.
  4. Develop a visitor demand driver that will provide a new reason to visit the region, offer visitors a distinctive experience, and convey the area’s brand promise.
The Outcomes

Following the Clarity of Place recommendations empowered VFC to shift its focus away from sales—and to become a community-shared organization. 

 

Fostering Community Pride

VFC began with researching and developing the brand and socializing it across the community. The effort delivered unexpected benefits. 

Prior to the rebrand initiative, VFC had been marketing externally and focusing on overnight stays. Yet the community feedback revealed that locals talked negatively about the area. Through working with Longwoods International, Clarity of Place’s parent company, VFC learned that 36% of visitors came to see local friends and relatives.

These findings highlighted an opportunity. VFC realized that “marketing dollars are not valuable if locals are talking negatively about the area,” said Lisa Oliveira, CDME, President/CEO of Visit Fresno County. 

In response to the data, VFC focused on creating local champions to share positive messages. Now, VFC’s social media and media outreach focus on positive storytelling, such as featuring things to do indoors when it’s hot outside. The effect is rippling throughout the community.

“We have completely shifted the way we market and talk about tourism because of this plan,” said Oliveira.

 

Engaging Staff 

The branding effort also brought staff buy-in. VFC staff members learned more about the destination and the tourism world and felt that they were part of something bigger. The effort brought increased staff collaboration. “It inspired our staff to love the destination again,” she said.

Increasing Partnerships with Economic Development

Industry plays a large role in the local economy, and Clarity of Place Principal Tina Valdecanas brought indispensable economic development experience. As Oliveira settled into her new role as CEO, she tapped Valdecanas’s counsel on how to assist other community stakeholders. “I am grateful for Tina for changing the way I think. We can sometimes get so DMO focused that we need to take a step back and realize what other industries we are impacting.”

The data that Clarity of Place surfaced has also fostered buy-in. “The more research you have, the more power you have to talk to stakeholders,” Oliveira said. Over time, conversations helped stakeholders understand that uplifting the community would bring more people to the community.

Next Steps

As its next steps, VFC is using the recommendation around placemaking and visitor demand drivers as an essential roadmap in its process of transforming the destination.

“I am grateful that I started this process of understanding and leveraging tourism’s alignment with the other parts of our community with David and Tina,” said Oliveira. “They were phenomenal in changing this destination.”

Lisa Oliveira, CDME

President & CEO, Visit Fresno County