GORGE TOURISM STUDIO GORGE TOURISM SUMMIT

Transcription

1 GORGE TOURISM STUDIO GORGE TOURISM SUMMIT WORKSHOP #1, GORGE TOURISM SUMMIT January 20, 2016 Hood River Inn, Hood River, Oregon PARTICIPANTS See appendix for complete participant list FACILITATOR David Beurle, Future iq Partners TRAVEL OREGON STAFF Todd Davidson, Chief Executive Officer Kristin Dahl, Vice President, Destination Development Harry Dalgaard III, Regional Investment Program Manager Nastassja Pace, Destination Development Specialist Alexa Carey, Destination Development Specialist Elena Vizzini, Destination Development Coordinator Teresa O'Neill, Vice President, Global Sales Scott West, Chief Strategy Officer Kevin Wright, Vice President, Global Marketing Katy Clair, Account Executive, Global Marketing 1

2 Gorge Tourism Studio Gorge Tourism Summit Summary Report from the Gorge Tourism Summit Conducted on January 20, 2016 Prepared by: Travel Oregon s Tourism Studio program is a robust training program designed to assist communities interested in sustainable tourism development. Travel Oregon hopes the program will increase high-value, authentic experiences for travelers that will help contribute to community livability and healthy environment thereby strengthening the region s position as a premier North American tourism destination. 2

3 TABLE OF CONTENTS 1.0 BACKGROUND INTENDED OUTCOMES GORGE TOURISM STUDIO ADDRESSING CHALLENGES AND OPPORTUNITIES GORGE TOURISM STUDIO STEERING COMMITTEE STEERING COMMITTEE MEMBERSHIP STATEMENT OF INTENT COLUMBIA RIVER GORGE - VISION FOR THE FUTURE KEY ELEMENTS OF THE VISION IMPACT IF THE VISION IS FULFILLED DRAFT VISION STATEMENT TACKLING THE TOUGH SYSTEMIC ISSUES SPREADING SEASONALITY EASING CONGESTION ECONOMIC IMPACT STEWARDSHIP COMMUNITY LIVABILITY COORDINATED MARKETING CULTURAL HERITAGE UNIQUE PRODUCTS WEAVING IT TOGETHER APPENDICIES PARTICIPANT LIST GORGE TOURISM SUMMIT AGENDA

4 GORGE TOURISM STUDIO GORGE TOURISM SUMMIT PROCEEDINGS 1.0 BACKGROUND The Gorge Tourism Summit held on 20 January 2016 was the initial public event, held as part of the overall Gorge Tourism Studio program. This unique event was designed as an opportunity for local stakeholders to come together and have meaningful and focused discussions about the future of our tourism industry, and how to influence its impacts on the local economy and communities. The purpose of the Summit was to: Provide an official launch occasion for the Gorge Tourism Studio. Convene a core network of key local stakeholders to begin building a shared regional vision, and increase collaboration and information flow. Begin organizing the regional players around new or expanded product opportunities, whilst simultaneously crafting innovative solutions to some of the challenges facing the future of the Gorge Tourism industry and local communities. Introduce the Steering Committee and outline their leadership and convening role, for the duration of the Gorge Tourism Studio and beyond. Engage stakeholders to participate and promote the individual product workshops, following the Summit. 1.1 INTENDED OUTCOMES The intended outcomes from the Tourism Studio included: Defining the core elements of a shared vision for the future of the Gorge tourism industry. Developing innovative solutions to tackle the challenges and opportunities facing the Gorge tourism industry and its impact on local communities. Increase understanding of the Tourism Studio and the opportunity it offers stakeholders to convene and take collective and individual action to develop a sustainable regional tourism industry. The Columbia Gorge Tourism Studio Summit was designed and presented as a partnership between Travel Oregon s Destination Development Team, and the Gorge Tourism Studio Steering Committee, with support from other local industry leaders. 4

5 2.0 GORGE TOURISM STUDIO ADDRESSING CHALLENGES AND OPPORTUNITIES The Columbia River Gorge is a unique tourism destination and scenic location. However, this destination is facing increasing challenges including congestion and overstressed infrastructure in some locations. Given the State and National significance of this destination, the Tourism Studio was designed to provide a unique opportunity for local stakeholders to develop creative solutions to the challenges facing the destination. The Gorge Tourism Studio Steering Committee has helped develop the foundation work and thinking in terms of the program design and implementation. The Gorge tourism industry represents a world sized challenge; and a world class opportunity. While the tourism industry offers significant economic benefit to the region, there are cracks and stresses appearing in the system. Congestion is eroding locals experience and potentially impacts visitor experience. Is the Gorge at a Tipping Point? There are challenges, but there is also a high level of local capacity and organizational support within the region. The tourism studio offers an opportunity for local stakeholders to align around a shared vision and strategy in order to develop and evolve the local tourism industry in a way that balances local aspirations and visitor experiences. 5

6 3.0 GORGE TOURISM STUDIO STEERING COMMITTEE The Gorge Tourism Studio is being led by a Steering Committee of local stakeholders, working closely with Travel Oregon s Destination Development Team. The Steering Committee brings together people from both sides of the river, and from many key groups and organizations. They have been working over a six-month period prior to the summit to design and refine the Tourism Studio program. As part of this work, they created a Statement of Intent that sets the context for the Tourism Studio, The Summit and the following workshops. 3.2 STEERING COMMITTEE MEMBERSHIP The Gorge Tourism Studio Steering Committee is comprised of the following volunteer members: STEERING COMMITTEE LEAD Casey Roeder, Columbia River Gorge Visitor Association STEERING COMMITTEE MEMBERS Amanda Hoey, Mid-Columbia Economic Development District Arlene Burns, City of Mosier Becky Brun, Pitchfork Communications Heidi Beierle, Clackamas County Tourism Council Holly Howell, Port of Cascade Locks Karen Schaaf, West Columbia Gorge Chamber of Commerce Kate Hart, Columbia Gorge Winegrowers Association Kate Sinner, Regional Solutions Coordinator Kathy Fitzpatrick, City of Mosier Kevin Gorman, Friends of the Columbia Gorge Kristen Stallman, Oregon Department of Transportation / Region 1 Lisa Farquharson, The Dalles Area Chamber of Commerce Maria Foley, Mt. Adams Chamber of Commerce Mary Pellegrini, Old Parkdale Inn Bed & Breakfast Maui Meyer, Hood River County / Rural Development Initiatives Mike Glover, Hood River Chamber of Commerce Rene' Carroll, City of Washougal Renee Tkach, Friends of the Columbia Gorge / CRGVA Sofia Urrutia-Lopez, City of Cascade Locks Stan Hinatsu, U.S. Forest Service Steve Kruger, Oregon State Parks and Recreation 6

7 3.1 STATEMENT OF INTENT The Gorge Tourism Steering Committee is committed to developing the region as a world-class sustainable tourism economy. It is recognized this implicitly includes protecting and enhancing the scenic, natural, cultural and recreation resources of the Columbia River Gorge and neighboring Cascades. Key to future sustainability, is the need to continue to enhance the visitor experience, and understand and manage the impact of tourism on the local economies and communities. The Gorge Tourism Steering Committee believes the immediate focus must include strategies aimed to: Spread seasonality of visitation Reduce congestion during peak seasons and in high-use areas. Spread the benefits and increase the economic impact of tourism throughout the Gorge. Integrate cultural heritage into the visitor experience, authentically and respectfully. Ensure the Gorge continues to offer high-quality experiences, whilst protecting and enhancing the scenic, natural, cultural and recreation resources. Connect resources to optimize destination marketing; and support the continued development of unique and compatible product offerings. Capitalize upon the visionary projects already underway in the Gorge to ensure this place remains a world-class destination. There is a key challenge to manage the destination, which is now clearly entering a new part of its destination lifecycle. A key focus must be exploring how to find the right balance between the economic benefits of tourism, and the impacts of high tourism traffic on local services, resources, amenities, quality of life and environment; and ultimately community expectations and satisfaction. The summit provided an opportunity for local stakeholders to be part of the discussion about solutions and innovation. 7

8 4.0 COLUMBIA RIVER GORGE - VISION FOR THE FUTURE The Gorge Tourism Summit provided an opportunity for stakeholders to discuss and share their ideas for a shared vision for the region. Overall, the summit delegates were asked to consider: Where do we want to be in 15 years? What does tourism in the Gorge look like in 2030? In addition, table groups explored their vision for the future, and considered the following questions: How do we achieve balance, and what does that look like? What is the optimum future scenario that suits the Gorge community? These questions, and subsequent discussions aimed to create the basis of a shared vision. 4.1 KEY ELEMENTS OF THE VISION In response to the questions about vision, the following major themes and ideas emerged: The Gorge would have in place a strategy to encourage and support long-term tourism marketing, focusing on multi-day stays. This would help spread the economic benefit and generate greater value per visitor. There would be successful promotion of tourism to the East beyond the national scenic area, helping draw more tourist traffic and visitors to the further reaches of the region. The region would have resolved the urban growth boundary issue that constrains housing in key communities along the Gorge. We would have overcome some of the capacity challenges that face Federal agencies (USFS and Commission). The industry would have developed a collective Gorge narrative; and the history and experience of the Gorge would be captured in a well-known story. There would have been infrastructure investments in transport and recreation that diversifies and links the existing transits systems - WET with Mt. Hood Express, and Trimet. There would be a hub and spoke system offering multiple transport options. There would be a system to utilize the human resources that exist, creating a system of integration and keeping quality people here. We would have matched the tourism brand to the profile of people we are aiming to attract to the region. We would have created a seamless visitor experience, where local boundaries aren t felt by the visitor. The region will have developed the right strategy to attract the visitor that suits the desired profile, which included the attribute of being human powered transport and recreation; culturally sensitive; and don t interfere with the daily activities in the Gorge. The region would have achieved balance but having affordable housing and equity issues sorted out. 8

9 Visitors would not have negative experiences, and we would have reduced the prevalence of the one car day-trippers. 4.2 IMPACT IF THE VISION IS FULFILLED Delegates were asked what would be the impact if the vision was fulfilled: There would be a transparent culture of trust. Integrated system of visitor information passing visitor throughout the region. Staffed shops 7 days a week. National Geographic evaluation we still make it to the top 6 list! You can get to, and around, the gorge without a car. There is a broad and positive image of government. The unique transportation network becomes part of the experience. There is a world class culture of customer experience. Expanded hiker biker infrastructure. 4.3 DRAFT VISION STATEMENT The following is a Draft Vision Statement, that incorporates the input from the Summit Delegates: The Columbia river gorge offers our target visitor a world class experience. Our seamless integrated region-wide transport systems allow visitors to come, travel, explore and connect; all without needing a car. Our trails systems have created a multi-modal web knitting together our communities, attractions and tourism operators. Our world class intelligent visitor information system has reduced congestion, and spread the benefits to all corners of our region. We have struck the right balance between offering an unforgettable visitor experience, and preserving our unique living ecosystem of people and nature. The Gorge is the ideal destination for visitors who appreciate nature; are sensitive to their surroundings; and enjoy people-powered activities. Local residents live in a harmonic and symbiotic relationship with our environment, and the people who travel from around the world to experience a slice of life in the Gorge. The Gorge Experience is defined by authentic recreation and cultural experiences, and it offers a stunning array of opportunities to dive into the local culinary and beverage scene. Our historic trails system weaves together our layers of history, and whether people are travelling south to north, or west to east; they all connect together in the Gorge. 9

10 5.0 TACKLING THE TOUGH SYSTEMIC ISSUES Participants formed into breakout working groups to explore innovative solutions to each of the following cross-cutting systemic issues: SPREADING SEASONALITY: Spread seasonality of visitation. EASING CONGESTION: Reduce congestion during peak seasons and in high-use areas. ECONOMIC IMPACT: Spread the benefits and economic impact of tourism throughout the Gorge. CULTURAL HERITAGE: Integrate cultural heritage into the visitor experience, authentically and respectfully. STEWARDSHIP: Ensure the Gorge continues to offer high-quality experiences, whilst protecting and enhancing the scenic, natural, cultural and recreation resources. CO-ORDINATED MARKETING: Connect regional resources to optimize the destination marketing, and develop a unifying narrative that links the Gorge communities and destinations. UNIQUE PRODUCTS: Capitalize upon the visionary projects already underway in the Gorge, and further development of unique and compatible product offerings and visitor experiences. COMMUNITY LIVABILITY: Creating a strong livable community environment, while supporting a vibrant tourism sector. BREAKOUT GROUP PROCESS The breakout groups self selected; and followed the following format: Define the issue (10 min) Local examples of solutions (10 min) Brainstorm ideas, strategic solutions and actions (25 minutes) Prioritize ideas and actions (10 min) Prepare to present to whole group (5 min) Groups then reported back to the main plenary group session. 10

11 5.1 SPREADING SEASONALITY Defining the issue: There are not only congestion points around major seasons, but also days of the week to consider. Need to understand over-capacity verse under-capacity Issue of weather related sports, with intense period being in May September (July/August/September are peak times) - but we need to also consider the months - November/December- January Current Solutions: Mount Hood Meadows is diverting traffic through Hood River Port of Cascade Locks is promoting events; but there is difficulty in reaching non-local market. Educators discount during offseason Stay and Play special promotions Reduced rate and restaurant packaging and discounted services this is difficult Targeting demographic groups that can travel during off days and off season (senior citizens, Minimum night stays during the weekdays. Packing outdoor recreation with other activities for targeted groups. Bounce back promotion New Suggested Solutions: Creating an inviting indoor environment in the winter Repurpose shuttle services (shuttle or taxi service in areas that don t have it create a hop-on hop-off service); plus, explore water based transportation service. Gorge app with alerts for deals; maybe utilizing geo fencing Expanding on non-utilized holiday weekends. Gorge wide winter-fest with a multiday winter-fest that rotates. Report of seasonality of user groups to help with target marketing. Region wide education for what is available in the area. Offering free admission to locals for familiarization. Top Prioritized Ideas for Action: Regional education cross pollination of knowledge of the gorge wide experiences, using approaches like discount cards to locals and region-wide kiosks. Diversified transport system with winter driving options that are not necessarily selfdrive, but create more opportunities for the sharing economy such as water taxi. Events with mid-week options that create region-wide awareness of off-season and make the events worth an overnight stay. Gorge App utilizing geo fencing with area alerts, events and deals and compiled services and amenities. 11

12 5.2 EASING CONGESTION Defining the issue: There is huge congestion in the area, due to tourism, and it has a detrimental effect on local people - but they can benefit from the solutions to the congestion problem. There are too many cars and there is not enough parking. Currently there is more promotion of popular areas versus less congested areas and there are bottlenecks in certain places. There is also an over-use of resources due to the congestion. Congestion does not lead to economic benefit for the Gorge. The problem areas which are impacting the experience of the Gorge are: Historic Hwy, Hood River, Oneonta, Multnomah Falls, Beacon Rock, Sandy River, Eagle Creek, Vista House, Rooster Rock, Catherine Creek, Angels Rest and honeypot recreation sites (ex. Dog Mountain) Current Solutions: Transport options such as WET Bus / Mt. Hood Express / CAT Bus / Tour Buses / Hop onoff Buses. New Suggested Solutions: App for Reservations and Parking for tourists Parking time limits and paid parking and networked transport within the Gorge Historic highway to be one-way and apply access restrictions to certain areas. Connect the trails (the loops) Improve messaging for first time visitors to the Gorge signs/marketing Improved access for non-drivers and so improved pubic transport. Park and Ride facilities Partnership with private property owners Information to be provided for tourists to find alternative locations to visit Improvement on customer services across Gorge regarding information delivery to tourists. Reservations systems for the Trails. Top Prioritized Ideas for Action: CVGVA assume the role of being an aggregator of data for visitors (weather, conditions). Incentivizing park and ride locations; identify under utilized areas for hubs (example is rooster rock). Unify the parking passes used through the region. Implement a Reservation system (example is Muir Woods; and shuttle system). 12

13 5.3 ECONOMIC IMPACT Defining the issue: Need to understand the identity of the Gorge, identify target audience and create a unified message. Look for ways to extend the stay of the target markets and move them to those secondary and tertiary destinations make the Gorge a destination not a day trip but a multi-day destination. Educate the local community about the tourism economy bring the non-tourism businesses into the fold so they understand the importance but are also aware of upcoming events; Educate the tourist on how to visit the Gorge (how to behave, local culture, what to do) Ensure the NSA plan is responsive to current needs, trends & goals Integrate community with the vision of the Gorge and ensuring that tourism activities are compatible with other industries Seasonality of occupancy Current Solutions: Wasco Co. combined communication mechanisms bike club puts out signs on the routes to let cyclists know they re ill advised to ride during the months of July and August during wheat harvest season. Cherry festival is during bloom, not during harvest! It s during the off-season so there isn t the conflict. Fruit Loop provides a level of education as well as provides a map to guide visitors around an experience. One of the best things that Mt. Hood Meadows has done is to increase their family friendly programs to build their next generation of skiers. Made in Wasco County a branding initiative that could get more infused into the visitor industry. New Suggested Solutions: Guide event organizers to organize things for mid-week and off-season. Target day-trippers and try and get them to extend their stay. Market this destination for families come together o Highlight the Hood River waterfront park Find out why they predominately come in pairs let s drill down into this o Maybe it s the nature of activities? o Identify family opportunities Dalles Children s Museum, Charm Trail (souvenir trail), disc golf event, Mt. Hood Railroad Need a strategy do want to continue to build on success we ve had, or build a new niche and expand the product of what we have (like family-friendly) Build on educational programs build off of existing educational programs for kids and families: 13

14 o Partner with Oregon State Parks + Recreation o Some local HR educational program Focus on marketing to the DINKS Highlight breweries and nightlife give them a reason to stay Conference center with lodging Need to understand the identity of the Gorge who are our target markets? o Scenic beauty & attractive place for couples Create a Gorge Reservation system Take heavy use places and create a fee fee could go toward local services How to create a connected loop around the Gorge inspire them with the off the beaten path places around the Gorge Find ways to have visitors contribute to public safety, search + rescue, restrooms Create a Gorge-wide passport to incentivize and dis-incentivize certain kinds of travel or locations. Updating the regional plan for the Gorge Scenic Area. Need a unified body to carry these ideas forwardo Broad mix of stakeholders that integrates management, visitor industry Infuse the locally grown/locally made products into the visitor experience (Made in Wasco County). Top Prioritized Ideas for Action: Understand the identity of the Gorge; identify target audience and create a unified message. Look for ways to extend the stay of the target markets and move them to those secondary and tertiary destinations make the Gorge a destination; not a day-trip Educate the local community about the tourism economy bring the non-tourism businesses into the fold so they understand the importance but are also aware of upcoming events; Educate the tourist on how to visit the Gorge (how to behave, local culture, what to do) Ensure the NSA plan is responsive to current needs, trends and goals. 14

15 5.4 STEWARDSHIP Defining the issue: How do we engage our communities to be more effective in what land stewards do? Need to develop a manifesto with a broad mission with measurable set of outcomes. Lobbying to increase funding for state/federal agency. Develop a clearing house of volunteers for state agencies. Mutually agreed upon communication strategy. Capacity to effect land management agencies and stewardship efficiently this is due to what happened in 1986 where the Gorge Commission didn t get $ but have to manage the plan so today, land management agencies can t deal with increased visitation, managing the public physical infrastructure and the associated planning efforts. Agencies that manage stewardship - there is no current up to date shared comprehensive plan. The Dalles Discovery Center isn t fully staffed now it was Federally mandated to have full staff; but can t afford it. There are pockets of un-managed recreation areas; and we can t even manage what exists. There are some funding streams like parking fees, discover pass, tourism tax, but it is not working together and each agency is allocating funds differently. Future issues of spreading congestion out and increasing visitation will have negative impacts on areas that may have light access use now, meaning places some won t be able to handle it with the funding for that location and staffing. Urban area close by is growing so we are seeing increased use no matter what. Different visitor types and most visitors maybe aren t aware of stewardship, or maybe just don t know what s going on. So many of the groups doing all the work are volunteers. Current Solutions: Branding and marketing efforts of local hotel (we re historic, have no TV); we always use language about local, sustainability; and we find people care about this and want it. Troutdale when it has visitors they focus on history, heritage, the old buildings. Gorge owned, Gorge Grown, Gorge Transportation taking into 7 communities together WashDot and ODOT made a gorge map and you don t know what agency made it. PCTA we bring people out on the trail and have them do some work and they feel some of that ownership and then are educated. Gorge Management Plan Coyote Wall hikers use the area; then mountain bikers push hikers out; then there were wildlife issues, then everyone was mad at each other - but now it s still an issue of funding future operations. Sandy River Delta using volunteers to do trail work Washington Trails Association trail work by volunteers 15

16 National Forest Foundation partners with Skamania Lodge to have an opt out program they have added %1 and they go to fund direct projects with the USFS so the USFS has to provide some capacity to make those a reality with that funding Trails to Town projects got an easement on some private land and city extended trail and now connecting to USFS trail (want this to go all the way to The Dalles) Land management interagency group that s focusing Recreate with Respect program New Suggested Solutions: Need Gorge Fee - What if everyone had a car pass have to get for Gorge; but only for non-locals, so if you lived in any of the local counties you get a sticker for your car each year with the car registration. Sales Tax. Bi-State License plate Columbia Gorge (WA and OR with same design). Community Development Entity using US Treasury dollars: o Like PDC maybe o MCEDD would be a possible entity o Camas is interested in this too Coastal Parking Pass (USFS, OPRD, BLM). Wash Trails Alliance using more of this model and create more of an easy model for people to volunteer and connect with all the agencies that have a point of contact. Interagency Coalition and the Recreation Volunteer Association group - need to be working together and start meeting again will be doing this due the management plan coming down pike. There should be a sustainable/stewardship guidelines/toolkit and resource hub for all businesses and new businesses to the Gorge, so they can operate in a good way think like South Africa model. Education for youth instill at a young age. Communication strategy for the region this could be the Gorge Sustainable Handbook for agency and businesses: o Steering committee has this already but need to start to take this to the public. o Actions what is already happening, why it is disjointed, recruiting, define what doing, what the message is and what we are asking for, what problem are we trying to solve. Lobbying efforts to get more funding. Top Prioritized Ideas for Action: Develop a Region-wide Gorge Manifesto literally a physical one-pager with a Communications Plan with Strategies and Outcomes; so that all users can stand behind it and ask for one thing and put it to work for them. o Putting a focus on projects, such as the uniform fee systems, that funds stewardship of public areas. o There is a system already that exists thru the Gorge Management Plan but has more potential. 16

17 o Can t be just the Gorge Scenic Area could include some of the other near by areas. Manifesto or declaration that all the groups could sign onto short and digestible. 5.5 COMMUNITY LIVABILITY Defining the Issue: Emergency services need to be designed so they don t deplete small town resources Housing accessibility and affordability for an expanding population and visitors short and long term. Includes campgrounds. There are issues of homelessness getting an influx of people New hospitality models are changing the dynamic ABNB, VRBO Need to retain the sense of community authenticity, keep their identity communities must be able to authentically live their brand; and don t become a brand. Edible food high quality food, in Hood River some; but more of a farm to table. There is an issue around food accessibility affordability and access to fresh food. How do you help the smaller communities have improved livability, when they don t have the resources today? Many of these communities are facing a downward trajectory. (e.g. Moiser does not have a High School; How to stop services from leaving small towns?) Maintain or attain Quality of Life it s a balance and each community is different. The way one community thinks of balance is different to another community. How do we be creative across the communities? We are trying to solve the problem across multiple towns. Identifying the constituencies is hard; County vs. town, drainage district vs. city boundaries Current Solutions: The marketplace is helping spread things out. (E.g. if Hood River Inn is full, they will go somewhere else). It s cheaper to stay in Cascade Locks than Hood River; marketplace is solving the problem, to some extent. Chamber of Commerce if someone wants to stay in Hood River, they call the Chamber of Commerce and they get the list. Lyle School is doing lunchtime speaker series with interesting leaders speak to kids about community problems, issues and give a larger perspective. Use of Gorge Commission effective regional body that is trying to look at the 6 county system. Gorge Grown network 15,000 in Dalles and 7,000 in HR, but have a major Farm-to- Table program, with lots of local passion. Main Street Program in The Dalles in its 3 rd year. It has transformed the main street. New Suggested Solutions: Need to Define Livability 17

18 o Identity for the Gorge region o Community identify for each specific town o Striking the balance of industry types Agriculture, light manufacturing, tourism Strengthen the local businesses to survive tourism: o Main Streets Program helps existing businesses grow. o Tourism is the frosting on the cake for The Dalles. Food security, Shelter and public services (education, health services): o Maslow s Hierarchy of needs they need to be covered o Equal, unfettered access to basic needs and services o Next a community can deal with branding and identity Need to survive trends e.g., tour boats are landing in the Dalles, what if they stopped? What if kite surfing died? Needs to have a balance of investment. E.g., replace a 110-year old pipeline vs. tourism promotion and marketing. Community involvement to develop a clear vision fairness In Cascade Locks - housing access looks different than in Hood River: Military model for emergency services put together medics and services in a way that models the military: o ID medical resources per capita in strategically located areas and how they talk to each other and they have access to the same resources. It requires complex structures on the top, but filters down to the community levels. o Firefighters come in from across Oregon fought fires in the Dalles. There is a clear chain of command. o A willingness to share the pie, distribute public resources / services. Commuter train on the Oregon side. Shuttle buses from HR and Falls: o Hwy 14 in the Summer is dangerous o Encourage a one-way loop in the Gorge. Hwy 14 has passing lanes going west, not east Hwy in Washington needs bike lanes, etc. o Bridge to provide access to bikes and pedestrians: Dalles Bridge is going to be resurfaced in Group looked at options over 10 years, and there is a final design option that was completed last year. Now the effort is to get it funded. But WADOT and ODOT don t have it prioritized currently. Zoning, height infrastructure issues to make housing more accessible from an affordability standpoint. Are we thinking out of the box? The Dalles cut the SDCs, all you have to now is provide the sidewalk. We need to talk about it feel safe, roof over your head, food so people don t forget. Top Prioritized Ideas for Action: There are different communities that have different issues but we are part of a regional community. We need to clearly identify what those needs are for the communities and region. 18

19 o Assemble a livability action team that would identify the issues of the communities for the basic needs for the communities and region E.g., environmental stewardship vs. logging o This would allow the different communities be able to understand the needs of the community and embrace a vision for the region There is a network of smaller systems the different communities can support the other communities in the region. Helps increase the understanding of the other communities. 5.6 COORDINATED MARKETING Defining the issue: Need to address the lack of brand identity and define our region. Need to facilitate communication in order to become experts of our region. Lack of a singular Gorge website and how would this be funded? Lack of an Industry resource for the Gorge. Lack of a regionally funded DMO (District Marketing Organization). There is no membership of a marketing model. Need authentic Business Ambassadors and Hospitality Training. Need the one website with regional videos. There are different cultures within the region, which impacts upon marketing. New Suggested Solutions: The use of video Kiosks. One regional website. To market shoulder seasons and multi-days. Top Prioritized Ideas for Action: Ascertain where the Gorge starts and ends in the visitor s eyes. Consolidate marketing at the higher more regional level and pool the resources that exist Need a singular Gorge-wide website. The challenge is how to fund this? Create the industry resource for the Gorge. 5.7 CULTURAL HERITAGE Defining the issue: The story of the area is not being told (i.e. Native story is not represented on the Columbia River. There is a lack of prioritizing the essential stories of the area. The market and niche needs to be defined. Cultural heritage travellers tend to be a type of outdoor recreationalist, but not all outdoor recreationist travellers are cultural heritage travellers. 19

20 Lack of income distribution across minorities in the area. There are not enough available assets developed, offered and constructed in the area. Some locations are underfunded and outdated. There is no clear message regarding what cultural heritage means for the region. Institutions see themselves as repositories rather than active participants. A lack of community engagement. While there are many destination assets, there are not enough cohesive links. New Suggested Solutions: The Heritage of the region encompasses: Timber, Agriculture, Native Population, Founding of Communities, Celilo Falls, Trails, Art History, Oregon Trail, Downtown Buildings, Pioneers, Sternwheelers, ethnic groups. These should be highlighted in marketing/messaging. Volunteer association to share training among all of the cultural entities. Cultural heritage itinerary for slow season or bad weather. Collections of storytellers (like a library, you check out a senior citizen ). Capitalizing on the cruise ship stops in the Dalles. Create assets to link the existing assets that weave stories together. Tie in interpretation with the culinary/agri-tourism and outdoor recreational space. Top Prioritized Ideas for Action: Need to create a stronger communication to the tourists about Cultural Heritage in the area. Share the resources: Marketing Volunteer Associations Create interconnectivity between cultural heritage, outdoor recreation and culinary tourism. Create a Cultural Heritage itinerary for the slow season or for bad weather. 20

21 5.8 UNIQUE PRODUCTS Defining the issue: There is no cohesive marketing and public information about the area s unique products and services. There is missing signage i.e. Way-finding. There is a lack of maps and destination information for the tourists. The transport infrastructure is weak (parking/limited access/bridges). There is a lack of accommodation. Current Solutions: Agri Tourism - Beer, Wine, Farms and Cannabis. Trails Lewis and Clark. Museums CRG Interpretative Center, CRG Discovery Center, WAAM Barn in Troutdale. Maryhill Museum. New Suggested Solutions: Highlight unique quality of Gorge products with farm stays, and other accommodations. Develop more tours including Cannabis, Beer and Wine content. Ambassadorship and cross-training (building on the we speak program), peer to peer learning. Improved web-based packaging. Improvement of transportation expand the buses and shuttles in the area. Getting Amtrak to expand. Revitalizing downtown. New accommodations options - More in town camping and other options. Increased visibility of accommodation via signage. Develop tours for different types of tourism (working with OTTA). Local ambassadors for products in the region. West Columbia River Chamber of Commerce all chambers providing information about cultural resources. Advocacy Groups Gorge Grown, Friends of Gorge, GO Local. Transportation to be improved to mitigate congestion. Top Prioritized Ideas for Action: Improved the written product with improved web based packaging and better maps and itineraries. Train the Trainer Programs and Local Ambassadors to develop the local knowledge base, and better utilize ROMO. Need new accommodation products farm stays, AirBnB, In-town camping, more hotels. Develop more tours/work with OTTA/Develop Agritourism in areas of Cannabis/Wine/Beer. 21

22 6.0 WEAVING IT TOGETHER The Summit delegates discussed the themes and impressions that emerged during the sessions. General comments included: There are tons of ideas, unity and enthusiasm The key question is how to maintain momentum and the unity over the individual agenda over time? What group will carry this work forward? First thing we must do, attend GTS! The GTS Steering Committee is hoping to continue on after Gorge Tourism Studio. We need people on the board of the Columbia River Gorge Visitor Association there are open seats. We need to think in a system; create the system; define it, and work it. We need integrated communications plan and tools for industry, and consumers within the region. Build on community assets that we already have we can t be all things to all people. COMMON EMERGING THEMES Throughout the discussions at the Summit, a number of common themes emerged, including the following: There is critical congestion in certain parts of the Gorge which must be addressed before it degrades the visitor experience. Huge opportunity in connecting the network of Trails, that cover geographic areas and links communities, attractions and amenities. Need for an integrated, seamless and multi-model networked of transport options. Opportunity for creative ways to manage visitor congestions, such as: o Reservation systems for trails. o Park and Ride facilities. o Hub and Spoke transit systems. o Need improved signage for tourists Opportunity to build approaches and events that tackles seasonality issues, by ideas such as targeting longer staying visitors and drawing tourists further out form the central areas. Immediate need and opportunity for more coordinated marketing in the Gorge Region. Opportunity to build a brand for the Gorge and develop a unified message targeting longer staying and higher value travelers. This could include integrated website for the Gorge with regional cases and videos, Apps for travelers and visitor resources. There is a need to better integrate tourism within the local community, and ensure ongoing support for the tourism industry from communities and residents. 22

23 7.0 APPENDICIES PARTICIPANT LIST Addie Case, Cousins Country Inn Alan Winans Amanda Hoey, Mid-Columbia Economic Development District Angie Brewer, Wasco County Planning Department Barbara Hansen, Meadowrock Alpacas Farm & Annex (Alpaca Annex) Becky Brun, Pitchfork Communications Bill Peterson, City of Wood Village Brian Mullis, Sustainable Travel International Buck Jones, Columbia River Inter-Tribal Fish Commission Caroline Park, Thunder Island Brewing Co Casey Roeder, Columbia River Gorge Visitors Association Cassie Courtney, Maryhill Winery Cheri Anderson, US Fish and Wildlife Service Chris Wilt Cindy Passannante, CP Trips Claire Sierra, Balch Hotel and Gallery Claire Griffin, The Griffin House LLC Craig Ward, City of Troutdale Dan Yates, Columbia Gorge Sternwheeler Dan Spatz, City Counselor, The Dalles Dan Moore, Pandion Consulting & Facilitation Dave Tragethon, Mt. Hood Meadows David Barringer, Naked Winery David Snider, City of Sandy, Oregon Debby Chenoweth, The History Museum Debora Lorang, Lorang Fine Art Gallery Denise McCravey, Oak Street Hotel Don Stevens, North Bonneville Disc Golf Dorothy Brown-Kwaiser, Oregon Parks and Recreation Department Eileen White, The Dalles Farmer's Market Elaine Johnson, The History Museum Ellen Shapley, Keep Looking Up Tours Gina Gonzalez, Oak Street Hotel Heather Staten, Hood River Valley Residents Committee Heather Land, Cousins Country Inn Heidi Beierle, En Route Transport Holly Howell, Port of Cascade Locks Jaco Klinkenberg, Wet Planet Rafting & Kayaking Jean Harmon, The History Museum Jeanette Kloos, Friends of the Historic Highway JoAnn Wittenberg, Cascade Locks Historical Museum John Roberts, Hood River County John Hardham, Lightwave Communications Josiah Dean, The Balch Hotel Judy Davis, Historic Columbia River Highway Advisory Committee Judy Walden, Walden Mills Group Karen Schaaf, West Columbia Gorge Chamber of Commerce Kate Harbour, Friends of the Columbia Gorge Kate Hart, Columbia Gorge Winegrower's Association Kathi Jaworski, Write to Know Consulting Kathleen Fitzpatrick, City of Mosier Kathy Ursprung, Port of The Dalles Kelley Davis, Aloha KD Travel Kelly O'Malley-McKee, Community member Kevin Gorman, Friends of the Columbia Gorge Kirby Neumann-Rea 23

24 Kristen Stallman, Oregon Dept. of Transportation Krystyna U Wolniakowski, Columbia River Gorge Commission Laurene Eldred Leah Wagner, Wet Planet Whitewater Lesley Lamb, Hood River Vacation Rentals Linda Barber, Mt. Hood Winery Lisa Farquharson, The Dalles Area Chamber of Commerce Lynn Orr, History Museum of Hood River County Lynn Burditt, CRGNSA Maria Foley, Mt. Adams Chamber of Commerce Marilyn Roth, Eagle Newspapers Mark Cherniack Marlowe Griffin Martin Hecht, Martin's Gorge Tours Mary Davis, Fort Dalles Floozies and Friends Matthew Klebes, The Dalles Main Street Maui Meyer, Hood River County Mayah Frank, Port of Cascade Locks Meagan Padgett, Maryhill Winery Megin Stich, The Griffin House LLC Mike Glover, Hood River County Chamber of Commerce Natalie Price, Solstice Wood Fire Cafe Nell Simien, Troutdale Historical Society Patricia Neighbor, Patricia Neighbor, AICP Paul Blackburn, Hood River Mayor Peter Marbach, Peter Marbach Photography Philip Watness, Skamania County Pioneer Rachael Horn, Aniche Cellars Ray Joseph Rene Carroll, City of Washougal Renee Tkach, Friends of the Columbia Gorge Rick & Sylvia Thompson, Ice Age Floods Institute and GigaFlood.com Robert Peterson, Columbia Gorge Interpretive Center Museum Samuel Goodwin, Friends of Vista House Sandra Hikari, Oregon Department of Transportation Sandy Place, Best Western Plus Columbia River Inn Sara Hearn Sarah Sullivan, Gorge Grown Scott Bricker, Bricker Consulting Shari Sirkin, Dancing Roots Farm Sharon Hocking, Sharon Hocking Interiors Sofia Urrutia-Lopez, Cascade Locks Tourism Stan Hinatsu, US Forest Service - Columbia River Gorge National Scenic Area Starlena Simon, Leaning Star Winery Stephen Winwood, Steve Lawerence, City of The Dalles Mayor Steve Kruger, OPRD - East Gorge MU Steve Tessmer, Susan Buce, Columbia Gorge Discovery Center Susan Law Tabatha Wiggins, Walking Man Brewing Traci Manning, Gorgeous Series Troy Crowe William DAlessandro, Mt Hood Community College 24

25 GORGE TOURISM SUMMIT AGENDA 8:00 9:00 Registration 9:00 12:15 Official Welcome Todd Davidson, CEO, Travel Oregon Krystyna U. Wolniakowski, Executive Director, Gorge Commission Gorge Tourism Studio Overview Kristin Dahl, Vice President of Destination Development, Travel Oregon The Columbia River Gorge a world class opportunity Presentation by representatives of the Gorge Tourism Studio Steering Committee The scope of the challenge building a sustainable destination World class case studies of innovative solutions Power-up Panel igniting ideas Gorge Towns to Trails Historic Columbia River Highway & Centennial Celebration Pacific Crest Trail; Wild and Bridge of the Gods Gorge Owned initiative Gorge Grown NETWORKING BREAK Building our shared vision for the future Answering the key vision questions: Where do we want to be in 15 years? What does tourism in the Gorge region to look like in 2030? 12:15-1:00 NETWORKING LUNCH - people build the vision board During lunch participants will have the opportunity to add commentary and drawings to the Gorge Vision Board to highlight how they would see the future vision impacting the region. 1:00 3:50 Tourism industry trends and information Tackling the tough systemic issues Participants form into breakout working groups to explore innovative solutions to each of the following cross-cutting systemic issues: SEASONALITY: Spread seasonality of visitation. CONGESTION: Reduce congestion during peak seasons and in high-use areas. ECONOMIC IMPACT: Spread the benefits and economic impact of tourism throughout the Gorge. CULTURAL HERITAGE: Integrate cultural heritage into the visitor experience, authentically and respectfully. STEWARDSHIP: Ensure the Gorge continues to offer high-quality experiences, whilst protecting and enhancing the scenic, natural, cultural and recreation resources. MARKETING: Connect regional resources to optimize the destination marketing, and develop a unifying narrative that links the Gorge communities 25

26 and destinations. UNIQUE PRODUCTS: Capitalize upon the visionary projects already underway in the Gorge, and further development of unique and compatible product offerings and visitor experiences. Breakout Groups to work on innovative solutions Breakout Groups Report Back Group discussion and reflections 3:50 4:00 Wrap Up next steps 26