Soon after the 2024 election, President-elect Trump announced the Department of Government Efficiency (DOGE), positioning it as an unprecedented attempt to streamline federal operations. Initial steps brought in high-profile figures, such as Elon Musk and Vivek Ramaswamy, underscoring the project’s ambition. Although both have since stepped away, DOGE remains active with a mandate to reduce federal spending by trillions of dollars through aggressive audits and sweeping reductions in personnel.
With a timeline measured in months rather than years, DOGE has already become one of the most visible reform efforts in recent history. Audits are underway, and the ripple effects are expected to extend well beyond federal agencies. State and local governments are likely to replicate DOGE-inspired reviews, which creates direct risk for destination marketing organizations.
Unlike other public entities, DMOs operate in ways that are not easily understood by auditors who lack travel sector or marketing expertise. This gap creates vulnerabilities:
Metrics that do not translate: Website traffic, impressions, and engagement rates are accepted measures of success within the industry. They are less persuasive to outsiders who expect to see direct revenue tied to every dollar spent.
Expenses under microscopic review: Spending on travel writers, conferences, or destination showcases—cornerstones of tourism promotion—may be misunderstood by reviewers unfamiliar with how the industry works.
Audit culture focused on discovery: DOGE-style reviews are built on the presumption that problems exist, rather than an assumption of sound management.
Closed processes: Audit reviews are often conducted without stakeholder advocacy. Community partners who understand tourism’s impact may not have a seat at the table.
If a DMO faces an audit without preparation, the consequences can extend far beyond a single budget cycle:
Trust deficit: Once stakeholders view an organization as inefficient, it becomes significantly harder to secure support in the future.
Erosion of resources: Funding can be redirected to other priorities, resulting in fewer dollars available for visitor initiatives.
Capacity loss: Staffing adjustments and program cuts reduce the organization’s ability to drive visitation and serve its community.
Diminished influence: If tourism functions are shifted outside the organization, the DMO’s ability to guide strategy and represent the sector is weakened.
For DMOs, the challenge is not waiting to be examined. It is ensuring that the organization is always ready to demonstrate value. Three areas demand attention:
Show your economic impact clearly:
Go beyond counts of visitors or digital engagement. Frame the visitor industry as an economic engine by presenting outcomes in community terms: travel tax collected, local jobs created, and household savings. These are the metrics that resonate outside the marketing world.
Strengthen internal discipline:
Examine programs, travel, and events with the mindset of an outsider. If an expenditure would be hard to explain to someone unfamiliar with tourism, build the justification now or consider whether it belongs in the budget at all.
Control the narrative early:
Do not allow an audit to define your reputation. Keep boards, staff, and local leaders informed about ongoing efficiency efforts and prepare a communication plan that emphasizes transparency and tangible results. When questions arise, you want allies ready to reinforce your message.
We believe the destinations most at risk in the DOGE era are not small or mid-sized markets. It is the large, nationally recognized destinations with major attractions and legacy funding that will draw the most attention. These organizations carry the highest visibility and will be under greater pressure to defend their budgets.
At the same time, consumer demand is evolving. As older travelers age out of bucket-list trips to marquee destinations, younger audiences are gravitating toward authentic, closer-to-home, and more affordable experiences. This change is already visible, and it directly benefits the types of communities we serve.
By embracing efficiency, clarifying their value, and leaning into the authenticity travelers want, smaller DMOs can position themselves as both resilient under scrutiny and aligned with emerging market demand.
DOGE represents more than a federal cost-cutting measure; it signals a broader expectation that public funds be tied directly to measurable outcomes. DMOs cannot afford to treat oversight as a future concern. The organizations that excel will be those that move first—clarifying results, refining practices, and consistently communicating their impact.
Preparation should not be viewed as a defensive measure. It is an opportunity to demonstrate why tourism marketing is essential to local economic health. By acting early, DMOs shape the conversation on their own terms and reinforce their place as trusted stewards of community growth.
DestinationiQ is helping organizations like yours anticipate this environment, strengthen their position, and demonstrate why tourism is not discretionary spending but an essential economic strategy.
Partner with DestinationiQ to turn oversight into opportunity. Contact us today.
Kirsten has always been driven by curiosity and connection. Her love for travel, the outdoors, and discovering new places fuels both her personal adventures and professional passion for helping destinations reach their fullest potential.
Before joining DestinationiQ, Kirsten spent several years in the hospitality industry, where she developed a deep appreciation for exceptional guest experiences and the power of meaningful relationships. She joined DestinationiQ in early 2022 as an administrative assistant, quickly immersing herself in every facet of the company. Her eagerness to learn, natural leadership, and ability to bring teams together led her to grow into the role of Project Manager and ultimately, Account Director.
Kirsten thrives on equipping people and organizations to be the best they can be, whether she’s helping a client strengthen their destination identity or supporting her team behind the scenes. When she’s not working, you’ll find her exploring new places, spending time with her family, or finding the next trail to wander.
Lindsay has been an explorer her entire life. She has traveled much of the world, falling in love with all the outdoor recreational opportunities, geologic diversity, rich history, and cultural depth it has to offer.
She began working with DestinationiQ in 2016, where she encouraged the company to focus even more on Destination Management and easily moved into an account director position where she further shines a light on her communications, relationship-building, strategic planning, and leadership skills; guiding clients on a successful path of tourism evolution.
Lindsay’s extensive network includes tourism directors and board members, social media influencers, members of state tourism offices, journalists, photographers, business leaders, and more.
Bryan is the president and owner of DestinationiQ. He has decades of experience in the tourism field and remains on the cutting edge of the industry. He firmly believes in building open and honest long-term relationships through transparent communication and providing regions with sustainable and responsible tourism strategies that have a significant economic impact.
Years ago, he recognized the ROI on tourism far outpaced many other investments, yet there was always a gap where traditional tourism consultancies and regional staff were seldom able to do everything they need to do. DestinationiQ was born to meet these needs and fill the gap; treating our clients as the experts, actively listening to their goals, forming long-lasting partnerships, and functioning as an extension of their teams, overseeing budget decisions, crafting tourism programs, executing marketing plans, and delivering the products and services they need and deserve.
