10TCA-S3661

TRAVEL NEVADA – AGENCY OF RECORD

QUESTIONS AND ANSWERS

1. Does this refer to a physical office and full-time staffing within Nevada, or is the state open to a remote team supplemented by periodic on-site support and representation in key feeder markets?

Travel Nevada does not require a physical office within Nevada. While a Nevada presence may qualify a vendor for statutory preference under NRS, location alone is not the determining factor.

What is essential is a demonstrated, working knowledge of the entire state — north to south and east to west. The selected agency must understand the distinct differences between Nevada’s major urban destinations and its diverse rural communities, including economic drivers, visitor profiles, infrastructure realities, and community sensitivities.

The agency must be able to confidently navigate the state, build relationships with partners across regions, and authentically represent Nevada’s full tourism ecosystem — from Las Vegas and Reno to our rural outdoor, heritage, and small-town communities.

Regular in-state engagement and on-the-ground familiarity will be expected regardless of office location.

2. How does Travel Nevada envision the day-to-day workflow and brand governance between the selected Creative AOR and the in-house studio (content and creative team) in terms of asset development and approvals?

Travel Nevada intends for the selected agency to function as an extension of the in-house content and creative team. The Division will retain final brand governance, approvals, and ownership of all assets. The agency will collaborate closely on campaign concepts, asset development, production planning, and amplification strategies, with clearly defined approval workflows and shared project timelines. All work must align with established brand standards and reporting requirements outlined in the RFP.

3. Approximately how many weekly organic posts are currently produced in-house, and what specific level of incremental support is anticipated from the agency?

The number of weekly organic posts varies and is up to the discretion of our social media manager. We expect the social agency to act like an extension of our team.

4. What is the current state of the Travel Nevada asset library? Specifically, are short-form/vertical video formats (for TikTok/Reels) sufficiently represented, or should the agency prioritize new production for these channels?

Travel Nevada has accumulated a robust and diverse asset library over time, including photography, long-form video, campaign creative, and partner-contributed content that supports our key tourism pillars.

That said, the content landscape continues to evolve rapidly. While we do have short-form and vertical assets available, there is opportunity to expand and refresh this library

— particularly with platform-native, video-forward storytelling designed specifically for

TikTok, Reels, and emerging formats.

We expect the selected agency to assess existing assets, identify gaps, and prioritize strategic production of new content that reflects current consumer behavior, seasonal priorities, and the full geographic diversity of Nevada.

5. Can Travel Nevada clarify whether the IME Study is an existing ongoing brand tracking instrument, and whether historical benchmark data will be available to the selected agency?

Yes. The IME Study is an existing, ongoing brand tracking tool, and historical benchmark data is available at TravelNevada.biz, with additional detail provided to the selected agency during onboarding.

6. What assumptions about your "Core Markets" (e.g., Los Angeles, Phoenix) are you most eager for a new agency partner to pressure-test?

We have a strong foundational understanding of our core markets, but we welcome a new agency partner who is willing to challenge assumptions and evaluate them through fresh, data-driven lenses.

In particular, we are interested in pressure-testing Los Angeles and the Bay Area. Both function as drive and fly markets for Nevada and represent significant volume and frequency. We are especially interested in better understanding travel behavior beyond

Las Vegas — including dispersal patterns, length of stay, and opportunities to extend trips into rural and outdoor destinations.

7. Since the PR vendor must host media missions and press trips , does Travel Nevada have a preferred list of in-state partners, or is the agency responsible for all logistics and local coordination?

Travel Nevada has a list of in-state partners, and the PR vendor, in collaboration with the in-house TN team, is responsible for the logistics and local coordination of in-state media missions and press trip itineraries.

8. What are the top three characteristics of the ideal agency partner?

1. Deep destination marketing expertise, particularly in complex, multi-market environments.

2. Strategic thinking paired with measurable execution tied to KPIs.

3. Ability to act as a proactive extension of staff while maintaining strong fiscal discipline within the 70/30 framework.

9. What gaps are you hoping a new agency will fill that may not be met today?

At this time, we do not view our current efforts as having significant gaps. Our goal is to build on the momentum we have created and continue evolving our marketing efforts.

10. When does the incumbent contract expire? Is there a transition overlap period?

The current contracts are scheduled to expire on June 30, 2026.

11. Are there any current contracts that will remain in place?

No, all extensions in the current contracts have been exhausted.

12. Are there known perception challenges to address?

One of the primary perception challenges is that many potential visitors still associate

Nevada almost exclusively with Las Vegas and gaming. While Las Vegas remains a critical gateway and driver of visitation, awareness of the broader Nevada experience— particularly rural destinations, outdoor recreation, road trips, arts and culture, and history—remains comparatively lower.

13. How heavily will demonstrated destination marketing experience weigh versus general consumer brand experience?

Destination marketing experience will weigh heavily due to the complexity of travel purchase cycles, distribution channels, and public-sector accountability requirements.

14. Can Travel Nevada confirm the current agency partners supporting each service discipline

(Creative, Media Planning & Buying, Digital, Social, and Public Relations), including the scope of services each manages and the anticipated end date of those contracts?

1. Public Relations: Fahlgren Mortine – Domestic media relations, press trips, media missions, public affairs, industry relations, and crisis communications guidance when necessary (with Good Giant serving as the subcontractor for in-state PR support).

2. Media Planning & Buying: Fahlgren Mortine – Paid media strategy, planning, and buying (with Good Giant serving as the subcontractor for in-state media buying).

3. Creative/Brand: Noble Studios – Brand strategy, campaign creative development, and production oversight.

4. Digital: Noble Studios – Website strategy and development, digital experience management, and performance optimization.

15. To ensure realistic staffing and fee alignment with the Scope of Work, can Travel Nevada provide the approximate total budget allocation for the most recent fiscal year by major scope area, including: 1. Creative 2. Media Planning & Buying 3. Digital 4. Social Media

5. Public Relations Is Travel Nevada able to indicate the approximate breakdown between agency services and direct program expenditures within each area?

Travel Nevada’s budgets are established on a two-year biennium cycle through the

State’s legislative process and are then allocated annually based on approved appropriations and strategic priorities.

For FY26, approximate allocations were as follows:

1. Media Planning & Buying: ~$12 million

2. Creative/Brand: ~$1.3 million

3. Digital: ~$1.4 million

4. Public Relations: ~$900,000 (inclusive of all PR activities)

These figures may shift within a biennium based on performance, economic conditions, and Commission approval.

Across all disciplines, our structure prioritizes direct program and media investment.

Agency compensation, inclusive of fees and commissions, may not exceed 30% of the total approved annual budget under the contract, with a minimum of 70% directed toward media and program expenditures. Vendors should align staffing and cost proposals accordingly and clearly demonstrate how their structure maximizes program impact and measurable return on investment.

16. In the Digital Tech Stack document, you mention TravelNevada.com and its subdomains.

What subdomains will the digital agency be responsible for? Please list them all.

TravelNevada.com, TravelNevada.biz, battleborninsiders.com, nvgovcon.com, ruralroundup.com, tourismmeansmore.com, plus any subdomains like adventure.travelnevada.biz, travelnevada.com/nevada-magazine and travelnevada.com/es

17. In the Digital Tech Stack document, there is no mention of the WordPress themes that the sites are built with. Can you provide documentation from the current agency on this, namely how was the custom theme built (ACF, Gutenberg, Blocks, etc.?), what build processes can we expect, etc.?

At this time, we don’t have direct documentation regarding the specific WordPress themes or the technical details behind how the custom theme was built.

18. It seems that a few of the websites share a theme. Can you talk about the setup of this? Are there parent-child themes? Is it a multisite?

Refer to answer provided on Question 17.

19. The RFP states: “Any customs or solutions proprietary to Travel Nevada’s existing digital agency should be able to be maintained and/or replicated” - What are these proprietary solutions?

At this time, Travel Nevada does not have detailed documentation available to publicly outline specific proprietary solutions.

20. Can you detail what websites are on Pantheon vs. WP Engine, and the reason for multiple hosting providers? What role does Cloudflare play on each platform?

Only TravelNevada.com is on Pantheon. The following websites are on WP Engine:

adventure.travelnevada.biz, nvgovcon.com, ruralroundup.com, travelnevada.biz. We have a subscription to Cloudflare to protect our website from attacks.

21. What does your specific stack use Auth0 for?

Auth.0 manages the Single Sign On feature on our website.

22. What is Travel Nevada’s preferences for usage of AI?

Travel Nevada supports responsible, strategic use of AI to enhance research, analytics, efficiency, and creative development.

Travel Nevada must comply with all State of Nevada AI, data security, and technology governance policies. Agencies may utilize their own AI tools and approaches; however, any work delivered to the State must meet Nevada’s data security standards, maintain

U.S.-based data requirements where applicable, and include appropriate human oversight and transparency.

We recognize that AI is a rapidly evolving landscape, and expectations and best practices will continue to mature. Agencies should demonstrate flexibility and a commitment to adapting responsibly as policies and standards evolve.

23. You mention a 70/30 breakdown of the total budget between services and media spend but can you please provide what your annual fiscal budget is/will be?

Refer to answer provided on Question 15.

24. Has the current campaign (Get a Little Out There) met Travel Nevada’s goals/objectives?

Yes, it has met our goals and objectives. We believe the campaign has been very successful in broadening perception of Nevada beyond traditional expectations and elevating our outdoor recreation and rural experiences.

25. What is wrong/right with the current campaign?

The campaign platform is strong and resonant. It has given us a clear voice and flexible creative foundation. Moving forward, we are interested in expanding and evolving the campaign — building on its momentum.

26. Are you requiring spec creative to submit for this RFP?

Vendors should follow the RFP instructions. The evaluation criteria include innovative ideas and presentation materials but do not require speculative full campaign production unless explicitly stated.

27. Who are Travel Nevada’s incumbent agency or agencies?

Public Relations: Fahlgren Mortine

Media Planning & Buying: Fahlgren Mortine –(with Good Giant serving as the subcontractor for in-state media buying and in-state PR support).

Creative/Brand: Noble Studios

Digital: Noble Studios

28. How many years have they represented Travel Nevada? Who were/are the incumbent's subcontractors, if any?

Fahlgren Mortine has worked with Travel Nevada for over a decade. Noble Studios for four years. Good Giant is the subcontractor for the in-state media buy and in-state PR.

29. “Travel costs incurred by the contracted vendor(s) in order to fulfill the services within this contract will be assumed by the contracted vendor(s).” Does this apply to travel costs for media and influencers? Does it apply to travel costs for agency team members executing marketing/PR events in target markets?

Yes. This requirement applies to travel costs for agency team members executing events, activations, or other contract-related services on behalf of Travel Nevada.

As a State agency, any travel expenditures paid directly by the State must comply with

Nevada travel policy, including adherence to GSA lodging and per diem rates. To maintain administrative clarity and operational efficiency, the State expects the contracted agency to manage these travel-related costs within its overall compensation structure, consistent with the RFP’s budget framework.

Where possible, travel costs for influencers and hosted media may be incorporated into their individual agreements or program budgets. Specific structures and expectations can be further refined during the contracting stage to ensure clarity, compliance, and operational flexibility for both parties.

30. “Agency fees, including paid media commissions, shall not exceed 30% of total approved annual budget.” Is this for each discipline’s individual budget? (e.g. social media only) Or are all budgets lumped together (e.g. PR + Social Media + Creative + Digital + Paid Media).

The 30% cap applies to the total approved annual budget under the awarded contract.

That said, if PR, Social, or Digital are awarded as separate contracts with distinct budget allocations, the fee structure may need to be evaluated within the context of that specific scope of work. The State’s intent remains to prioritize direct program and media investment, while ensuring agency compensation stays within the overall 30% framework.

31. Are influencer partnerships and fees managed through the social media scope or the paid media scope if those aren’t awarded to the same agency?

Currently, influencer partnerships are managed through the paid media scope.

If social media and paid media are awarded to separate agencies, the structure for influencer strategy, contracting, and budget allocation would need to be clearly defined during the contracting phase.

32. Community management is mentioned in the social media scope. Will the awarded agency be 100 percent responsible for 24/7 community management of the brand’s social channels?

We’d like to rely on the social agency for community management. They will be seen as an extension of our team. The agency will likely not be 100% responsible, but they will work closely with guidance from our social media manager. The amount of community management is up to the discretion of the social media manager.

33. Can you further clarify the “Tourism Conference Event Coordination” expectations for the awarded PR agency? Does that involve venue and speaker selection and management or event promotion?

Travel Nevada hosts two tourism conferences each year. The awarded PR agency will serve as a strategic partner in planning and execution. This includes assisting in identifying relevant session topics, recommending and securing speakers, supporting agenda development, and helping shape messaging to align with industry priorities.

The Division will retain overall oversight and decision-making authority, including venue selection and core logistics; however, the agency may be asked to support promotional strategy, content development, and on-site coordination as needed.

If an agency brings demonstrated strength and experience in conference programming and event strategy, there may be opportunity to expand the scope and consider additional funding, subject to budget availability and formal approval processes.

34. The anticipated presentation dates listed in the RFP coincide with previously scheduled spring break periods for certain key team members. In the event our firm is invited to present, would the State consider reasonable flexibility in scheduling to ensure participation from essential personnel?

Presentation scheduling is managed by Nevada State Purchasing and follows a structured timeline. The schedule is intentionally tight to allow evaluations, selection, and contract approvals to proceed in time for Board of Examiners consideration and a

July 1, 2026 contract start date.

35. For purposes of structuring our response, should vendors provide narrative responses to the "Services Overview" section (paged 6 through the top of 8), or should responses begin with Section 3.2 "Strategies & Tactics" through Section 3.7.7.? We would appreciate clarification on whether the Services Overview content is intended to be addressed directly in the proposal or services as contextual background for the Scope of Work.

Vendors should use the Scope of Work sections to structure their responses and clearly demonstrate how their proposed strategies, tactics, and staffing will fulfill the requirements of the solicitation. The “Services Overview” section is intended primarily as contextual background describing Travel Nevada’s overall marketing approach and priorities. Agencies may reference that section to demonstrate understanding of Travel

Nevada’s objectives, but the primary narrative response should address the Scope of

Work and related strategy and execution sections outlined in the RFP.

36. To support accurate and competitive cost proposals and given that State budgets are generally a matter of public record and often expected to be fully utilized vs. underspent” would the State be willing to disclose the anticipated annual budget allocation by service area (e.g., Creative, Paid Media, Digital, Social Media, and Public Relations)? Providing this information would help ensure a level playing field and allow vendors to structure compensation models and resource allocations in alignment with the State's expectations, particularly in light of the cost evaluation methodology outlined in the RFP.

37. Does Travel Nevada have a preference at this time for a single fully integrated Agency of

Record versus multiple specialized agencies, or will that determination be made solely based on evaluation outcomes?

Travel Nevada does not have a predetermined preference at this time. Our priority is ensuring we select the right agency or agencies to deliver the strongest results for the

State.

The determination will be based on evaluation outcomes, demonstrated expertise, strategic alignment, and the ability to meet the Scope of Work effectively and efficiently.

The structure that best serves Nevada’s long-term marketing objectives will guide the final decision.

38. Does the 70% minimum media allocation apply to total integrated marketing budget inclusive of PR and digital services, or specifically to paid media channels?

The 70% minimum applies to direct program/media costs under the awarded contract.

39. Can Travel Nevada provide the anticipated total media spend for Fiscal Year 2027 (July 1, 2026 - June 30, 2027) to help with accurately scoping the required resources?

We currently do not have FY27 (July 1, 2026 – June 30, 2027) yet but it will be similar to FY26, approximate allocations were as follows:

Media Planning & Buying: ~$12 million

40. The RFP mentions 'closed loop tracking'. Does the State currently use a specific multi-touch attribution partner, or is the media agency expected to bring their own attribution solution?

Travel Nevada currently utilizes an established attribution and measurement platform to support closed-loop tracking and performance analysis across our marketing efforts.

The selected media agency will be expected to work within this existing framework and collaborate with Travel Nevada and its research partners to ensure campaign data is properly integrated and reported.

41. If an agency bids on only one discipline (e.g., Media), will they be evaluated against full-service agencies as a whole, or will the 'Demonstrated Competence' score be weighted specifically against other media-only specialists?

Responses will be evaluated according to the criteria and scoring weights applicable to the discipline bid.

42. The RFP mentions a 'natural break' in scores for determining who moves to presentations.

Historically, how many vendors are typically invited to the presentation phase?

The number of vendors invited to participate in the presentation phase is determined by the evaluation committee based on the scoring results and any natural break in scores among the submitted proposals. While this can vary depending on the strength and number of responses received, historically the State has typically invited approximately three to four vendors to present during the evaluation process.

43. Section 2.5 requires 'in-market representation'. For a specialized Media agency, does this require a physical office/staff presence within Nevada, or does regular attendance at the quarterly in-person planning meetings satisfy this requirement?

The State of Nevada provides a statutory preference to businesses with a Nevada presence, defined as a physical office and Nevada-based staff. However, this preference is only one component of the overall evaluation and is not the sole selection criterion.

“In-market representation” does not strictly require a physical office within Nevada.

What is essential is meaningful engagement with the State, participation in required in-person meetings, and a demonstrated understanding of Nevada’s unique tourism landscape. Agencies must show the ability to effectively represent the brand, collaborate with in-state partners, and navigate both urban and rural markets, regardless of office location.

44. While the RFP mentions several goals, which single KPI will the Evaluation Committee prioritize for the Media agency: Total Room Nights, Length of Stay, or Brand

Awareness/Sentiment scores?

The evaluation priorities and scoring criteria for this solicitation are outlined in the RFP.

Proposals will be evaluated based on the factors and relative weights identified in the evaluation section, which include technical approach, staffing plan, relevant experience, innovative ideas, program overview, cost, and presentation performance if presentations are conducted. Agencies should structure their responses to demonstrate how their proposed strategies, execution, and measurement approach will contribute to Travel

Nevada’s broader goals of increasing visitation, length of stay, and overall economic impact across the state.

45. Are there any 'Mandatory' media partnerships or pre-existing sponsorship agreements (e.g., with Nevada-based sports teams or annual events) that the Media agency will be required to manage and fund out of the 70% direct media budget?

Yes, there are.

46. Who is responsible for the hard costs of media-related tech (e.g., trafficking/ad serving, brand safety tools, and dynamic creative optimization)? Should these be included in the agency's 30% fee pool, or are they considered part of the 70% direct media/net cost bucket?

Media-related technology costs should generally be considered part of the direct program/media cost when they are directly tied to campaign execution. Vendors should clearly outline these costs within their proposal and ensure the overall budget aligns with the 70% program cost and 30% agency fee structure outlined in the RFP.

47. Do you like the creative and/or strategic direction of the current campaign?

We believe the campaign has been very successful in broadening perception of Nevada beyond traditional expectations and elevating our outdoor recreation and rural experiences. The campaign platform is strong and resonant. It has given us a clear voice and flexible creative foundation. Moving forward, we are interested in expanding and evolving the campaign — building on its momentum.

48. How is the total annual budget broken down between branding, marketing, media buying, production, printing costs, and professional fees?

49. Are there specific digital or traditional channels that have proven to be most successful in the past for Travel Nevada? Are there any channels Travel Nevada used in the past that were not successful?

Drive markets respond well to integrated digital, paid social, and broadcast support during peak planning windows. Agencies are expected to provide data-driven channel recommendations.

50. Do you like the creative and/or strategic direction of the current campaign?

We believe the campaign has been very successful in broadening perception of Nevada beyond traditional expectations and elevating our outdoor recreation and rural experiences. The campaign platform is strong and resonant. It has given us a clear voice and flexible creative foundation. Moving forward, we are interested in expanding and evolving the campaign — building on its momentum.

51. How is the total annual budget broken down between branding, marketing, media buying, production, printing costs, and professional fees?

52. Are there specific digital or traditional channels that have proven to be most successful in the past for Travel Nevada? Are there any channels Travel Nevada used in the past that were not successful?

Drive markets respond well to integrated digital, paid social, and broadcast support during peak planning windows. Agencies are expected to provide data-driven channel recommendations.

53. What are the SEO and social media goals of a new campaign?

Each social campaign has different goals. Some social campaigns are lead gen driven, some are engagement driven, some are just for awareness.

The goal for SEO is visibility, searchability. And to show up in more AI prompts.

54. Will the selected agency have the ability to place tracking tags on the TRAVEL NEVADA website?

Yes. Tag placement will be coordinated with the Division and must comply with State IT and security policies.

55. Can you provide past marketing research studies?

You can find all the available research at https://travelnevada.biz/research-strategy/ https://travelnevada.biz/research-strategy/

56. What is the estimated annual budget for FAM trips and Influencer/editor experiences?

Our FY26 allocation for PR FAM/press trips is $100,000.

Influencer budgets vary year to year, but the budget for FY 26 is $250,000

57. Can you confirm whether you're seeking creative spec work examples to be provided by

Vendor during the RFP response process?

Vendors should follow the RFP instructions. The evaluation criteria include innovative ideas and presentation materials but do not require speculative full campaign production unless explicitly stated.

58. Does Travel Nevada anticipate domestic PR only, or are international PR efforts expected under this contract?

Domestic PR only.

59. What is the anticipated annual PR budget (excluding agency fees) for press trips, media missions, events, and trade show activations?

Our budget for FY27 is not yet confirmed. Our PR budget for FY26 was $900,000, inclusive of all PR activities.

60. Are costs for lodging, transportation, and experiences considered pass-through expenses?

The selected PR vendor is responsible for all costs related to lodging, transportation, and experiences for hosted media.

61. Do you require confirmed stories for press trips?

No. Travel Nevada does not require confirmed story placements as a condition of hosting media on press trips.

62. For mediagenic events in feeder markets, should agencies assume full event production responsibility or strategic oversight with third-party vendor coordination?

The selected agency will be responsible for the full event production in collaboration with Travel Nevada.

63. What is the expected cadence and format of the Annual Report support referenced in the scope?

We produce an Annual Report each fiscal year. The project typically begins in the summer, with a print deadline of early in the calendar year so it’s available for the legislative session, which begins in February in Nevada.

64. Is public affairs messaging expected during the 2027 legislative session, and should that capacity be included in pricing?

Yes, Agencies should anticipate supporting Travel Nevada with public affairs-related communications during the 2027 Nevada Legislative Session.

65. How is PR impact currently integrated into IME Study score tracking?

There is an opportunity for PR to be more integrated in the IME study. Currently we look at earned media placements and the surveyor’s recollection of seeing said placement to gauge their awareness of the state.

66. Are there specific metrics for length of stay, brand lift, and Adventure Center engagement?

Specific metrics and targets are determined annually based on available data, strategic priorities, and budget allocations.

In general, Travel Nevada evaluates performance through indicators such as visitation growth, length of stay, visitor spending, brand awareness and sentiment, and engagement with key initiatives such as the Adventure Centers. Agencies will be expected to collaborate with Travel Nevada to help define and track appropriate KPIs each year and align reporting with the Division’s broader performance measurement framework.

67. Does Travel Nevada currently use a media impact valuation methodology, and if so, which one?

PR KPIs include placements on Top 100 media outlets, separated by features and basic placements; hosted media; key message inclusion; and media engagements. We also report on impressions and have a robust coverage tracker.

68. What reporting format is preferred for quarterly reports presented to the Commission on Tourism?

Travel Nevada currently compiles quarterly reporting materials using Google Docs and related shared workspace tools. These reports are then refined into presentation materials for the Nevada Commission on Tourism.

69. What is the annual influencer program budget and scope of responsibility (vetting only

vs. full contracting + trip execution)?

Influencer hard cost budget is $250,000 for FY 26. The scope of responsibility is from start to finish including vetting, contracting, and trip execution.

70. Does Travel Nevada expect paid social media buying to sit with the media agency or social agency?

The social agency would be responsible for all organic posting, and all influencer tasks including whitelisting. Lead gen, boosting, contests, and any basic awareness ad on social would be handled by the paid media agency. YouTube would be handled by the paid media agency.

71. What tools are used for social listening, influencer management, and content approval workflows?

Travel Nevada has a Sprout Social account used for posting. Social listening is currently handled natively though the apps. Influencer management and content approval workflows are handled through our project management tool Clickup

72. Beyond engagement, what KPIs are tied to social performance evaluation?

Sentiment. Link clicks. Reach/viral potential. Follower growth. Lead gen when applicable.

73. How do you expect PR, social, paid, and content agencies to collaborate day to day, and who owns coordination?

This will be determined once the agencies are hired, and this will be project based.

74. What are the top 3 outcomes you will use to evaluate success in year one, and how do you define rural dispersal success?

While specific metrics are refined annually, three (3) primary outcomes will guide evaluation in year one:

1. Increased visitation and visitor spending tied to Travel Nevada marketing efforts.

2. Stronger brand awareness and perception of Nevada as a destination that offers more than the traditional gaming experience.

3. Expanded inclusion of rural Nevada experiences within travel itineraries, media coverage, and travel trade programs.

75. Are there existing creator guidelines, whitelisting policies, usage rights requirements, and paid amplification expectations?

Yes, we have creator guidelines. It is a living document we’re always looking to improve. Whitelisting policies, usage right requirements and paid amplification expectations are all dependent upon the influencer, their contract, and Travel

Nevada’s budget.

76. What is the typical approval timeline for social content and creator content, and what is the escalation path for time-sensitive opportunities?

We give creators two (2) weeks to get their first (1st) draft of content to us. Our goal is to be one (1) month ahead of creative and copy, with the understanding we need to leave room for current events or timely trends that would require a quick turnaround.

The escalation path would be consistent communication with social media manager.

77. Can you share any PR, social, or integrated performance recaps from 2024 and 2025 beyond what is publicly available?

Yes, we have PR recaps available for both FY24 and FY25.

78. Are there any message territories you want to avoid, or any communities where you want additional sensitivity and process?

Agencies should exercise sensitivity around public lands stewardship, Indigenous representation, and crisis communications.

79. Which seasons need the most lift right now: shoulder season, winter rural, summer dispersal, or year-round product?

Nevada is a true four (4)-season destination, and opportunities exist throughout the year across different regions of the state. Rather than focusing on a single season, one of the most consistent opportunities is increasing midweek travel, both in the north and the south.

Encouraging visitors to extend their stays or shift travel into midweek periods can help improve overall visitation patterns, increase length of stay, and create additional opportunities for visitors to explore destinations beyond the primary metropolitan areas.

80. What are the key factors and attributes of Travel Nevada’s ideal PR/social/influencer agency?

PR agency: Relationships with national travel media to secure top placements; strong track record of earned media coverage in top tier media outlets nationally, regionally, and locally; knowledge of the state and the many stories we have to tell; ability to act swiftly to pitch media based on trending tourism topics; crisis communications expertise.

Social: An agency that excels in collaboration and communication. Looking for a small, dedicated team to build a relationship with. Having an agency that is deeply familiar with Nevada which would allow the agency to help build itineraries. The agency will need to be subject matter experts and keep with the ever-evolving trends and share with Travel Nevada. Provide detailed briefs on influencers to assist with vetting. Have strong copywriting skills that adhere to Travel Nevada’s brand voice and current social media trends. Agency needs to be aware of the social budget at all times and act proactively with regarding to spending levels.

81. What has been your best-performing and/or favorite campaign/initiative run through

Travel Nevada’s social media channels, and what about that initiative drove a measurable impact?

The partnership we had with @AstroAlexandria. tapped into an account that isn’t traditionally a travel account and used their niche content to drive awareness to one of our content pillars. This opened the door to a hole new audience for us. Her content received more engagement than our usual partnerships and the sentiment was very positive with intent to travel.

82. Which of Travel Nevada’s social media channels do you feel could use a refreshed approach and/or have opportunities for growth by new & different strategies?

Instagram and/or TikTok. Our Tik/Tok has only been around for a few years.

83. How has Travel Nevada leveraged social media and PR channels to share stories and education around stewardship? Do you feel that there are opportunities to improve this connection?

PR: Pitches related to stewardship; industry relations. Yes, there are opportunities here, especially as we develop our Stewardship Plan

Social: This is a content theme we are very interested in. More will come as our stewardship plan is developed.

84. How has Travel Nevada previously partnered with Indigenous tribes throughout the state? Is there a desire from the state level to find ways to engage and empower

Indigenous voices throughout PR and social media work?

Yes, this is something we’d like to bolster.

Travel Nevada has partnered with tribal communities both directly and through support of Indian Territory partners via our Rural Marketing Grant program. These collaborations have included storytelling initiatives, destination promotion, and inclusion in broader rural tourism efforts.

We recognize there is opportunity to further elevate Indigenous voices across PR and social media in a thoughtful, respectful, and collaborative manner.

Strengthening these partnerships and ensuring authentic representation is an area we are interested in continuing to grow.