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Strategic Plan Progress Report STRATEGIC PLAN PROGRESS REPORT OCTOBER 2020 ALY NICKLAS ALY ABOUT TRAVEL OREGON The Oregon Tourism Commission, dba Travel Oregon, works to enhance visitors’ experiences by providing information, resources and trip planning tools that inspire travel and consistently convey the exceptional quality of Oregon. The commission aims to improve Oregonians’ quality of life by strengthening the economic impacts of the state’s $12.8 billion* tourism industry that employs more than 117,000 Oregonians. Visit traveloregon.com to learn more. (*These numbers reflect the 2019 economy, prior to COVID-19). This Strategic Plan Progress Report (SPPR) is a high-level summary of key initiatives and programs embedded within Travel Oregon’s 2019-21 Strategic Plan. The plan was adopted by the Oregon Tourism Commission following review by the Governor, Oregon Legislative Assembly, Oregon travel industry trade associations, applicable state agencies, Oregon’s tourism industry and the public. This SPPR is provided to the Oregon Tourism Commission and shared with Oregon’s tourism industry and other interested parties to report on program advancement, key learnings, agency and industry performance metrics and general updates on the 2019-21 Travel Oregon Strategic Plan since the Commission’s last meeting. ELENA PRESSPRICH ELENA MESSAGE FROM CEO Dear Commissioners, We can all feel extremely grateful for the firefighters, first responders, utility crews and volunteers who are working tirelessly through this wildfire season. And it’s thanks to It feels like 2020 has been un- them and their example, coupled with the resilient spirit of relenting in producing crises Oregonians and the expressions of love and support from our and the impacts of the current friends and colleagues across the globe that I know we will wildfire situation in Oregon come through this. As a friend of mine from DC shared in a is devastating. The loss of recent email, “Oregon is a special place and nothing can take lives is gut-wrenching and the that away despite how hard this awful year tries. I can’t wait destruction of homes, busi- to come back—as soon as possible. My heart is with you.” nesses, belongings and communities experienced by friends, family and fellow Oregonians is heart-breaking. I continue to be inspired by the resilient people that make up our state. And I am grateful to have your leadership and While Travel Oregon and Oregon’s tourism industry have support to aid in rebuilding our state’s economy. The work we faced wildfires before, the acres burned at the rate they have do together is as important now as it has ever been, I dare say been is unmatched in recent history. In response, Travel even more so. Oregon has activated its consumer travel alerts page to pro- vide current up-to-date information and we will continue Thank you for your continued service to Oregon’s tourism to update the Oregon Wildfire Information page to share industry. helpful resources, messaging and opportunities to help fellow Oregonians. Just as we adapted our strategies in response to COVID-19, Best regards, I am committed to Travel Oregon’s allocation of time and resource to aid in the resiliency and recovery of the tourism industry in the face of these wildfires – and I welcome our upcoming time together to review what the team is doing to Todd Davidson respond to the current crises and hear your reactions and CEO perspectives. OREGON TOURISM COMMISSION Chair Vice Chair Scott Youngblood Nigel Francisco Don Richard Lucinda Maria Mia Kenji Greg Anway Boyles DiNovo Ponzi Sheppard Sugahara Willitts 3 TABLE OF CONTENTS OREGON TOURISM COMMISSION 3 CEO Letter 6 COVID-19 Strategies, Mission & Vision 8 Values, Equity Statement AGENDA 9 October 6 Oregon Tourism Commission Meeting STRATEGIC PLAN PROGRESS REPORT 11 Monitor revenue projections and associated budget implications; amend budgets in real-time as needed 13 Support and engage staff with timely, clear and transparent communication and direction 13 Execute a clear communications strategy including industry, policy makers and consumers in order to provide the most up to date resources, champion the value of tourism and share compelling Oregon stories 15 Continue to assist industry with leveraging new and existing sales channels to produce bookings 17 Execute an effective marketing campaign reflecting the State of Oregon Equity Framework in COVID-19 Response and Recovery that offers robust cooperative buy-ins for industry alignment and impact to boost the recovery of Oregon’s travel industry 27 Deploy Regional Cooperative Tourism Program and Competitive Grant program funding to ensure industry resiliency and expedite economic recovery 28 Travel Oregon teams and RDMOs are continuing to meet on a regular basis to determine the best response. 29 Support community and business leaders, key organization and public agencies across Oregon with the development and deployment of responsible visitor management strategies following the State of Oregon Equity Framework in COVID-19 Response and Recovery 33 Renew our commitment and evolve agency- wide priorities to advance diversity, equity and inclusion throughout Oregon’s tourism industry APPENDIX 36 Appendix – Earned Media Coverage PERFORMANCE & ACCOUNTABILITY 38 Profit and Loss and Balance Sheet 5 DYLAN VANWEELDEN DYLAN TRAVEL OREGON COVID-19 RESPONSE PRIORITY STRATEGIES There are no words to adequately convey the impact that COVID-19 is having on our state. We have endured public health and economic challenges in the past, but none that have impacted every person that lives in Oregon – and none that have been as sudden or severe. Prior to the COVID-19 pandemic, Oregon’s travel and tourism economy was booming. In fact, 2019 marked the state’s tenth consecutive year of growth in travel-related spending and visitation. In 2019: • Total direct travel spending was $12.8 billion, a 3.6% increase over 2018. VISION • The industry employed 117,500 Oregonians, a 1.4% increase over 2018. A better life for all Oregonians through strong, sustainable local communities • And employee earnings were $3.8 billion, a 6% increase over 2018. that welcome a diversity of explorers. COVID-19 has effectively crumbled our industry, but these numbers MISSION demonstrate how integral the travel and tourism industry is to the state’s We inspire travel that drives community economy – and how crucial the industry and our agency will be in the state’s enhancement and economic development. economic recovery. Travel Oregon is funded by a statewide transient Through innovation and partnerships, lodging tax and as such, steep declines in lodging revenues translate into we share the stories of Oregon’s people significant reductions in agency resource. The resulting impact of this and places, deliver world-class experi- is immediate and potentially long-term. We have made every effort to ences, strengthen the industry, work to manage through this decline by preserving essential programs necessary ensure all travelers feel welcome and in support of our industry and rebuilding Oregon’s economy. preserve Oregon’s way of life and its To that end, Travel Oregon has defined outcomes and priority strategies to natural places. guide the agency’s work through two phases to ensure business continuity IMPERATIVES and expedite economic recovery in the travel and tourism industry. • Optimize Statewide Economic Impact These phases will align with Governor Brown’s phased approach for • Support and Empower Oregon’s reopening. Staff have been working on the implementation of these Tourism Industry strategies and will continue to define and refine this work in response • Champion the Value of Tourism to external variables. Our agency realignment is narrowing its focus on how we support, grow and promote the thoughtful reopening of Oregon’s • Run an Effective Business tourism industry. We will do our part to help our local communities through the economic rebuilding process as we move forward together. DESIRED OUTCOMES • Policies and procedures are updated to align with the governor’s direction, Oregon Health Authority and CDC guidelines. • Programs are responsive to industry need and scaled to revised budget projections for business continuity. • Travel Oregon and its partners have successfully executed programs that are driving statewide overnight visitation. • Travel Oregon is viewed as a trusted resource for travelers by providing access to timely information on where and how visitors can travel in Oregon during this time. • Businesses in the travel and tourism industry have the tools, resources and information needed to function successfully in the new operating environment and are prepared for future closures. • Responsive visitor management strategies are in place, understanding the need to be nimble and adaptive as the state moves through Governor Brown’s reopening framework. • Policymakers, community leaders, business leaders and agency partners feel prepared for reopening. 6 JUNE 2020 COMMISSION MEETING PHASE 1: CRISIS – THE INITIAL 8-12 WEEKS Stay Home. Save Lives. | Estimated March 15 – June 15 PHASE 2: RECOVERY - THE NEXT 12-16 WEEKS Reopening Oregon | Estimated June 15 – October 15 PHASE 1 AND PHASE 2 STRATEGIES AT A GLANCE Marketing and Sales Create an effective marketing campaign reflecting Governor Brown’s “Reopening Oregon” framework that offers robust cooperative buy-ins for industry alignment and impact to boost the recovery of Oregon’s travel industry. Assist industry with identifying new sales channels that can be leveraged with drive
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