How does Sarasota keep its beaches beautiful, its arts scene vibrant, and its sports facilities world-class, all without leaning solely on local tax dollars? It starts the moment a visitor checks into a hotel.

When we put a head in a bed, two things happen: that guest pays a 6% Tourist Development Tax on their stay and, they pay sales tax on that stay too – and continue to pay sales tax almost everything else they buy from dinners out to tickets for a show.

Those visitor dollars go straight back into Sarasota County – to the tune of over $48 million annually – helping renourish beaches, upgrade stadiums, support the arts, and fund services residents enjoy year-round. It’s a cycle many don’t see but benefits from.

Research tells us that Visit Sarasota County is directly responsible for about one-third of all visitation to our area. Put another way, nearly 30% of the Tourist Development Tax collected and the sales tax that comes with visitors spending is tied to the marketing and outreach we help lead.

This is critical for our community because Florida’s tourism game is fierce, a master class in marketing. Florida’s vacation brand is valued at $142 billion, and cities and coastal towns across the state are doubling down to keep their names front and center. Resting on our laurels isn’t an option.

That’s why this fiscal year, we’re doubling down on smarter and laser targeted campaigns to see more in return. Our team is investing in data-driven platforms that meet potential travelers where they are – whether that’s on a new nonstop flight to SRQ, a road trip from the Southeast, or a snowy city where sandals certainly sound better than scarves.

We are showcasing our unique appeal by targeting effectively to guide potential visitors through a journey, from initial interest to making bookings. Making the most of these data-backed campaigns to bring about tangible results. These are the goals at the core of our approach in the year ahead. Instead of just running ads, we’re building a full visitor journey – and by showing off what makes Sarasota irresistible, we inspire people to click “book.”

And these annual efforts are pulled from the building blocks of our 2030 Strategic Plan, brought together with data and insights from industry and residents alike with the emphasis that tourism isn’t just about visitors. We evaluate resident sentiment, plan for emergency response, and listen closely to our local businesses so growth in tourism also means growth in economic development and quality of life. Every public dollar we spend is stretched through private partnerships with more than 500 local organizations – multiplying impact, giving the industry “skin in the game,” and keeping Sarasota County competitive.

Plus, we’re partnering with SRQ Airport to land new routes, with the Bradenton Area Convention & Visitors Bureau to leverage regional reach, with the Economic Development Corporation to attract talent through “Work Where You Want to Live®,” and with the Arts Alliance to inspire philanthropic newcomers through a “Live Where You Want to Play” twist on relocation.

Tourism is often called the front porch of economic development – and for good reason. A vacation sparks return visits, business relocations, and investments that ripple well beyond the travel sector. But that front porch only stays inviting if we keep it well furnished and welcoming through sustained marketing.

You can see exactly how we plan to do that VisitSarasotaCountyTransparency.com. Of course, we welcome your feedback as it helps shape our future strategies and keep our community welcoming and prosperous.

I hope the next time you hear the phrase “heads in beds,” you’ll know it’s much more than a catchphrase. Rather, it’s a direct investment in keeping local businesses open, residents employed, and our community’s quality of life unmatched. And that’s something we can all get behind.

Erin Duggan, CDME, is the president & CEO of Visit Sarasota County.

Pictured: Guests at Art Ovation Hotel. Provided photo.

If anything is certain, it’s that uncertainty persists. Every generation rides out economic shifts and the turmoil of unexpected events. Today, we experience a government shutdown following Congress failing to pass a funding bill with disagreements over Medicaid cuts and health care subsidies as the main points of contention between Democrats and Republicans.

Policy changes, in particular, can feel like they give us collective whiplash.

Communities depend on nonprofits to be a constant during turbulent times. And if a community is like a building, philanthropy is one of the pillars that keeps the structure from buckling under the storms it faces. With cuts in education, Medicaid, and food security benefits like SNAP, philanthropy will be called to take an even bigger role to sustain our nonprofits and our community. But often, even philanthropy itself needs to adapt to the winds of change.

For example, tax code changes are redefining how many people approach their giving. A new rule requires donors to reach a floor of 0.5 percent of their adjusted gross income before itemized deductions for charitable gifts provide tax benefits. For some, that threshold discourages smaller annual donations to individual charities. The result is less incentive to give in the way people once did.

But there is a solution. By working with a community foundation, donors can “bunch” several years of giving into one larger gift. That single contribution qualifies for the deduction in the year it is made while still allowing the donor to recommend grants to their favorite charities over time. This approach can both restore the financial benefit of giving and provide greater flexibility. A family may choose to bunch their philanthropy into a year when income is higher or when they experience a windfall. Then they can advise on grants to local causes in subsequent years.

Donor advised funds (DAFs) are especially well-suited for this. Once a gift is placed in a fund, it is invested alongside MCF’s pool, which offers a range of options to match different levels of risk tolerance. The initial contribution has the opportunity to grow while waiting to be distributed. At the same time, donors can continue supporting the organizations they care about most, while also being ready to help the community respond quickly when unexpected needs arise, such as after a storm.

One of the smartest uses of a fund at a community foundation is as a vehicle to donate appreciated assets, like stocks, a business interest, or real estate. Doing this helps a donor avoid paying capital gains tax on the appreciation of the asset while receiving a deduction for the full market value. Families can even lower their tax bracket through this type of planning while championing the charities they care about.

These are practical financial tools with real impact, and at MCF we see the difference up close every day. Donors who use these strategies provide steady resources for nonprofit partners that serve families, strengthen education, expand access to housing, and improve this area’s quality of life in countless other ways.

Community foundations are uniquely positioned in this sense. Our mission transcends one program or moment in time; we are here “now and forever,” to safeguard charitable resources and ensure they are available whenever our community needs them most. By building funds that exist in perpetuity, we help donors turn a single decision into years of steady help for their neighbors.

No one can predict what the next challenge will be. An economic downturn, a public health crisis, or something entirely unforeseen. But we know that change will come. When it does, philanthropy—strategic, thoughtful, rooted in community—remains a surefire way to weather the storm.

I’m heartened by the families who have embraced these strategies, choosing to give in ways that help their own planning while also keeping support steady for tomorrow. Because of their foresight, Manatee County will be better prepared when the winds shift.

And this is only part of the story. In the months ahead, I hope to turn our attention to another building block of philanthropy, and of our community’s resilience: renewing civic trust and encouraging greater participation in community life. Both generosity and engagement will help us navigate whatever the future brings.

Veronica Thames is the CEO of Manatee Community Foundation.

Pictured: Susan Goldstein, Dianne Kopczynski, Veronica Thames, Brittany Lamon, Nick Feather, Laurie McCracken and Marcus Walfridson at the Capitol steps, advocating for policies that support thriving communities in Manatee and Sarasota Counties.

A few short years ago, New College of Florida stood at a precarious crossroads. Known nationally for its Oxford-style tutorials, its senior thesis requirement, and its legacy as a home for independent thinkers, the College had nonetheless endured years of underinvestment and declining enrollment. The questions were stark: Could New College survive? Could it still deliver the kind of fearless education that shapes leaders?

The answer is now clear: New College has not only survived — it has been reborn.

Today, the College is thriving. Enrollment is rising for the third consecutive year, with record-breaking incoming classes and stronger retention. The campus hums with activity — new facilities, new programs, and a growing athletics program that has united students, families, and alumni while strengthening ties with the Sarasota community.

Our academic foundation — the “secret sauce” that has always defined New College — remains firmly intact. The senior thesis continues as a rite of passage. The contract system still challenges students to think independently, and narrative evaluations prepare them to lead in complex environments. Those traditions, rooted in depth and accountability, have not only endured; they’ve been elevated.

At the same time, New College is expanding its reach in ways that reflect both innovation and relevance. The nation’s only master’s degree in Marine Mammal Science, a top-ten ranked Data Science program, and more than 70 distinguished new faculty members in just two years have positioned the College as one of Florida’s fastest-growing centers for serious study and research.

Financially, the transformation is equally strong. More than $10 million has been invested in campus improvements, another $10 million added to the endowment, and two of the largest gifts in the College’s history have been secured. These are not abstract numbers — they are votes of confidence from donors, alumni, and partners who see what is happening here and believe in the direction we’re taking.

Across Florida, we’re witnessing the integration of education and economic growth. Cities like Palm Beach, Miami, and Jacksonville are investing in innovation ecosystems that connect higher education, research, and workforce development. Sarasota now stands at that same inflection point. With its creative community, environmental assets, and growing regional economy, this city has the opportunity to lead — and New College is the catalyst at its center.

That alignment between academic rigor and economic relevance is becoming visible across our campus and throughout the region. Students are interning with local firms, nonprofits, and government agencies. Faculty are collaborating with entrepreneurs, scientists, and policymakers on issues that matter to Florida’s future — from coastal resilience to health innovation and sustainable development.

This is transformation you can see, measure, and participate in.

And the energy is only growing. As we head into the fall and holiday season, the College is leaning into its momentum. From the annual Fall Clambake to record-setting fundraising drives, the campus is alive with events that celebrate both tradition and transformation. This year’s Socratic Stage series — featuring alumni Rick Doblin on the frontier of psychedelic research, alongside provocative dialogues on culture, history, and policy — embodies the intellectual curiosity and fearlessness that have always defined New College.

These aren’t just celebrations; they’re proof points of progress. Every student we admit, every program we launch, and every building we restore represents a step toward a stronger Florida — one that invests in ideas, leadership, and innovation.

For years, the question was whether New College could survive. Today, the question is how far we can go — and who will join us in getting there.

As Chair of the Board of Trustees, an alumna, and a lifelong Floridian, I can say without hesitation: New College’s transformation is real, measurable, and deeply meaningful. The core values that made this institution extraordinary remain, and the commitment to excellence has never been stronger. Faculty and trustees are aligned. Students are rising to the challenge. The community is showing up.

New College is not simply rebuilding; it is redefining what a small public college can mean for this region and state. This is the moment to take part in something that matters — something that will continue to define Florida’s future.

Debra Jenks is Chair of the Board of Trustees at New College of Florida.