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Oregon Coast 2019–2021 RCTP PLANS OREGON COAST Photo Via: Susan Dimock Via: Susan Dimock Photo TABLE OF AWARENESS & IMPROVEMENT CONTENTS Mission 03 RCTP Goals 03 PEOPLE Organization 04 MEASUREMENT Overall Success Measures 05 REGIONAL COOPERATIVE TOURISM PROGRAM STATE OF TOURISM (RCTP) Regional Tourism 06 Stakeholder Feedback 07 RDMO: BUDGET Overall Budget 11 TACTICS Overall Plan 12 Research & writing: Global Marketing 14 Oregon Coast Visitors Association Destination Development 18 Global Sales 24 Organized by: Global Strategic Partnerships 27 Travel Oregon Staffing & Administration 30 Bibliography 31 For more regional information visit: visittheoregoncoast.com RDMO Contacts: Arica Sears [email protected] Marcus Hinz [email protected] RCTP BIENNIUM PLANS 19–21 – OREGON COAST MISSION Our OCVA mission: “Inspire travel visitor experiences, providing a and strengthen collaboration to unified voice and a consistent brand create and steward a sustainable persona. Specific enhancements will coastal economy.” We will accomplish include providing comprehensive trip this by activating coastal stakeholder planning tools, strategic promotions networks and investing in creative to increase visitor spending during solutions which address the unique shoulder and off-season months, challenges of regional communities. and educating the public on coastal Our efforts will raise the bar for resource protection and safety. RCTP GOALS 1. Increase the number and diversity of sales and market- ing efforts supporting shoulder season visitation. 2. Educate policymakers and key coastal leadership on the value of tourism. 3. Raise stature, visibility, and functionality of the Oregon Coast Trail as a regional coherent trail system for both residents and visitors. 4. Engage stakeholder networks to align investments in public art, agritourism, recreation, and cultural heritage. 5. Provide a unified voice for industry and a consistent brand persona for visitors. 6. Solidify investments in the development and delivery of workforce training and curriculum. RCTP BIENNIUM PLANS 19–21 – OREGON COAST AWARENESS & IMPROVEMENT 03 ORGANIZATION The Oregon Coast Visitors Association (OCVA) is a OCVA’s five full-time staff members are intention- 501(c)(6) formed in 1987 by coastal cities, counties, ally spread out along Oregon’s coast to maximize destination management organizations (DMOs), network opportunities and investment in stake- and other stakeholders organized to promote va- holder relationships. The geographic positioning cation travel, recreation, attractions and overnight of staff and the board of directors allows OCVA to stays from Astoria to Brookings. access agency/business capacities contributing such resources as staff time, technical resources, OCVA is governed by a nine-member board of event/meeting space, marketing content and directors [three at-large, two North Coast, two further access to their local stakeholder networks. Central Coast and two South Coast]. We maintain a healthy board composition which represents a mix Our Marketing Partner program is a fee-for-service of private, non-profit, government stakeholders, revenue source from over 100 tourism organiza- and DMOs. The board of directors meets quarterly, tions and private businesses, which is maintained rotating between each sub-region, and is open to separately from RCTP funded activities. public attendance. In addition to the board and SAG meetings noted Our bylaws mandate a Strategic Advisory Group above, our association conducts a minimum of (SAG) of state and federal resource management two “listening sessions” per year and over a dozen agencies which provide guidance on matters of presentations to business associations, public public safety and resource safety. SAG town hall groups and stakeholder groups. meetings happen at least twice a year, and they rotate between the three coastal sub regions. Photo Via: Justin Myers RCTP BIENNIUM PLANS 19–21 – OREGON COAST PEOPLE 04 OVERALL SUCCESS MEASURES Economic development measurements and Additionally, we place a very high value on the indicators will always be top priorities. To this end feedback of our stakeholders. Material progress on we closely monitor the results of Dean Runyan the areas of highest coast-wide and sub-regional estimates related to visitation volumes, destination priorities will be measured project by project. spending, earnings, and employment. Underlying Improving trails and infrastructure, protecting influences of economic growth are informed by community livability, reducing visitation impacts, additional metrics and longitudinal data provided increasing shoulder season visitation, etc. by Longwoods International Visitor Search, and specialized research such as the Oregon North Ultimately, OCVA’s success will be measured Coast Visitor Insights, October 2018. by the Custom Regional Questions focusing on stakeholder engagement and satisfaction. Of note, Continued growth in the coastal visitor economy the aggregate number of stakeholder respondents moving forward will rely on matching existing increased more than three-fold between 2017 capacities (lodging, transportation, etc.) with and 2018. Results of the 2018 Oregon Tourism the timing and placement of RCTP investments Engagement Survey indicate both metrics in marketing, destination development and had measurable improvements with RDMO strategic partnerships. An example could be engagement increasing 16% (45% in 2017 to 61% in increasing lodging earnings in the shoulder season 2018) and satisfaction increasing 12% (41% in 2017 (availability), developing new transportation to 54% in 2018; with 40% neutral). We intend to options, and enhancing food services or arts, continue to have measurable improvements in this entertainment, and recreation. Existing current regard. data supports this approach. RCTP BIENNIUM PLANS 19–21 – OREGON COAST STATE OF TOURISM 05 REGIONAL TOURISM VISITATION MOTIVATORS To understand tourism on the Oregon Coast, it must be viewed through the nuanced lens of The primary drivers for coastal travel are sub-regionalism. While the coast does identify marketable attractions and visiting friends or as a singular tourism industry, it also identifies family. The marketable attractions visitors are sub-regionally. The tourism economy is distinctly seeking include touring (27%), outdoors (25%), different due to geography, demographics, resorts (22%), and special events (15%). Once economic portfolios, visitor lifecycle stages, and the arrived, the visitor experience is centered on presence and/or lack of infrastructure. beach/waterfront activities (59%), and the retail environment (40%). VISITOR PROFILE AND GEOGRAPHIC DISBURSEMENT DESTINATION SPENDING Washington (21%), California (21%) and Idaho The Oregon Coast tourism economy is the second (3%), respectively, represent the out of state origins largest in Oregon, second only to the Portland of visitation to the Oregon Coast. While spring region. In 2018 the Coast captured 17% ($2.053 and summer represent 57% of the total visitation billion) of $12.3 billion total statewide spending, for the year, this visitation is disproportionately and an estimated 59% (17 million) of Oregon’s distributed to the North Coast, then the total 29.1 million overnight visitors. According to Central Coast and the South Coast respectively. the 2018 Oregon Tourism Engagement Report, [Longwoods, Oregon 2015, Regional Visitor Report, visitor dollars are being spent primarily on coastal The Coast Region] dining, lodging, art, entertainment, and recreation. [Oregon Travel Impacts Statewide Estimates 39 - 41p]. However, spending, earnings, and visitation estimates from 2018 disproportionately benefit coastal sub-regions (p.17). SUB-REGION DIRECT SPENDING EARNINGS OVERNIGHT VISITOR VOLUME North $820M $285M 6.5 million visitors Central $819M $249M 6.6 million visitors South $413M $139M 4.2 million visitors RCTP BIENNIUM PLANS 19–21 – OREGON COAST STATE OF TOURISM 06 STAKEHOLDER FEEDBACK COAST-WIDE FEEDBACK Coastal stakeholders evaluated their own engage- • 68% Identify and foster partnerships to address ment and satisfaction with their local DMO and the current demand on outdoor/natural resources with the Coast Regional Destination Management and identify plans to mitigate its impact. Organization (RDMO). Reported engagement levels were higher with the local DMOs, but satisfaction PRODUCT DEVELOPMENT: (the percentages indicating “satisfied” and “very • 71% Develop/improve infrastructure for satisfied”) was higher for the Coast RDMO than the visitors to experience outdoor recreation and local DMOs (page 21). nature-based tourism. Oregon Coast stakeholders indicated that they agree • 66% Develop/expand trail systems important for or strongly agree with the statement, “I am engaged outdoor recreation or multi-modal transport with the Oregon tourism industry.” Coastal stake- holders view the direction of tourism in the state and PUBLIC AFFAIRS & COMMUNICATIONS the region positively. • 66% Increase engagement with local and regional policymakers to ensure the value of tourism is Tactics were implemented across three categories clearly communicated. (outlined below) that stood out with two-thirds of stakeholder respondents. Percentages of respon- dents that felt these tactics were a “high” or “very high” priority are listed below. DESTINATION DEVELOPMENT PLANNING AND MANAGEMENT: • 74% Increase visitation to the region during off-peak seasons. • 72% Manage tourism growth in order to preserve local assets (natural & cultural).
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