new travel oregon organization structure · 2018. 2. 21. · travel oregon competitive grants small...

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N e w Tr a v e l O r e g o n O r g a n i z a t i o n S t r u c t u r e

SPRING CAMPAIGN

O D M O P R E S E N T A T I O N

Inspire people to come find happiness off the beaten path, all over Oregon.

OBJECTIVE

The modern experience is taking a toll on

happiness and healthfulness.

We’re more anxious than ever.

We aren’t as light and alive as we should

be.

CULTURAL TRUTH

Getting out into it will make you

feel better and happier.

OREGON IS THE ANSWER!

This campaign is about a feeling. We

want our advertising to stir a visceral,

emotional reaction in our audience.

APPROACH

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I N T R O D U C I N G T R AV E L O R E G O N . C O M + O T I S

• Mobile traffic = 50%

• Growing technical debt

• Site speed optimization

• New brand / visual language

• Tackle several large discreet projects in tandem

TRAVE LOREGON.COMWHY OVE RHAUL

• Love the website

• Expect to find content in multiple categories

• Want the navigation simplified

• Want subcategories

• Still organize by geography

•

Attractions and/or Trip Ideas

• Are interested in themed travel

TRAVELOREGON.COMWHAT WE LEARNED

M ILES RECOM MENDATIONS

• Get load times to ~ 3.7 seconds

• Update deep backlinks post-launch

• Simplify the website URL structure

• Leverage answer engine feature

(schema markup)

• Redirect party!

(curated 5,000+ redirects)

• Consolidate site map

TRAVELOREGON.COMSEO BEST PRACTICES

• Fast

• Robust

• Flexible

• Curatable

• Context

• Place

• Pathways

• Discovery

• Serendipity

• Informative

• Accessible

TRAVELOREGON.COMINSPIRE + INFORM

WHAT IS OTIS?

INTRODUC INGOTIS

T h e O re g o n To u r i s m

I nfo r m at i o n S y s t e m

(OT I S ) *, i s a

c o l l a b o ra t i ve p l a t fo r m

u s e d fo r s h a r i n g a n d

m a i nt a i n i ng O re g o n's

t o u r i s m a s s e t s . OT I S

u n i f i e s t h e e f fo r t s o f t h e

t o u r i s m i n d u s t r y, h e l p i n g

s t re a m l i ne c o nt e nt

m a n a g e m e nt a n d

c o m m u n i ca t i o n .

*OT I S re p l a c e s t h e O r b .

OTIS IS P OWE RE D BYEVE RYONE

• O T I S i s t h e c e n t r a l h u b f o r

m a i n t a i n i n g p o i n t s o f

i n t e r e s t l i k e a t t r a c t i o n s ,

b u s i n e s s e s , t r a i l s , p a r k s ,

e v e n t s a n d d e a l s .

• O T I S i s b u i l t w i t h o p e n -

s o u r c e s o f t w a r e , a l l o w i n g

t o u r i s m p a r t n e r s t o f r e e l y

p u s h c o n t e n t u p d a t e s t o

t h e d a t a b a s e a n d p u l l t h e m

i n t o t h e i r o w n w e b s i t e

( l e v e r a g i n g t h e O T I S A P I ) .

• O T I S i s o p e n t o l o c a l D M O s ,

r e g i o n a l D M O s a n d s t a t e -

w i d e t r a d e g r o u p s l i k e t h e

O r e g o n R e s t a u r a n t &

L o d g i n g A s s o c i a t i o n ,

O r e g o n S t a t e P a r k s , O r e g o n

W i n e B o a r d , e t c .

• It is a way for us to support and empower

our industry partners

• It helps us build trust with our audiences

• It is what consumers want

• Content syndication is a critical function of

publishing

OTIS IS IM P ORTANTBECAUS E

• Completely restructured database

• Rebranded + redesigned user interface

• Centralized messaging system

• User-driven profile management

• Optimized page load

• Robust, filterable reports + exports

• Easy relation of any listing to another

• New + enhanced outdoor rec data (powered

by Recreation.gov + Oregon State Parks)

KEY FEATURESOF OTIS

REGISTER /O T I S .T R AV E L O R E G O N.C O M

• Enhanced search

• Multi-point maps

• Ski Oregon + Eastern Oregon integration

• Oregon wine + heritage data

• Connected data (relationships)

• Regional education, trainings + integration

TO + OTIS

Thank you!

O T I S @ T R AV E L O R E G O N . C O MM O S H E R I F D E E N // M O @ T R AV E L O R E G O N . C O MK A T E J O R G E N S E N // K A T E @ T R AV E L O R E G O N . C O M

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Tr a v e l O r e g o n G r a n t s P r o g r a m s

TRAVEL OREGON COMPETITIVE GRANTS

SMALL GRANTS

Up to $20,000

10% cashmatch required

Project complete in 12 months

-Opens July 2018-

MEDIUM GRANTS

$20,000 - $100,000

25% cashmatch required

Project complete in 2 years

-Opens Spring/Summer 2018-

LARGE GRANTS

Over $100,000

50% cashmatch required

Project complete in 2 years

-Open on direction of Commission -

GRANTS PROGRAMSI N D U S T RY.T R AV E LO R E G O N .CO M /G R A N T S

eligible applicants for projects that contribute to the development and improvement of communities throughout the state by means of the

COMPETITIVE GRANTS ELIGIBILITY

Eligible applicants include those listed below that are doing business in Oregon and can demonstrate direct work in

tourism industry

• Local government• Port districts• Federally recognized tribes• Non-profit entities

Eligible projects must provide for the improvement or expansion of the

tourism economy in Oregon. Projects are intended to increase the

likelihood of visitation from 50 miles outside the local area.

Grant requests

up to $50,000

1:1 match required

(up to 50% can be in-kind)

Projects complete

in 12 months

OREGON WINE COUNTRY PLATES MATCHING GRANTS PROGRAMA D M I N I S T E R E D BY T R AV E L O R E G O N

Projects must promote wine and/or culinary tourism.

Eligible applicants include those that are

• An incorporated nonprofit organization or governmental unit responsible for the tourism promotion of a destination on a year-round basis

• A nonprofit entity that manages tourism-related economic development programs and projects

• A regional or statewide association that represents entities that rely on tourism-related business for more than 50% of their total income

If you have a project idea, connect with your Regional Destination Management Organization (RDMO)

Funding opportunities exist and will be available annually

If you have a wine and/or culinary tourism project consider The Oregon Wine Country Plates Matching Grants Program

KEY TAKEAWAYSI N D U S T RY.T R AV E LO R E G O N .CO M /G R A N T S

SOLAR ECLIPSE LEARNINGS

W H Y Y O U N E E D T O P L A N

W H AT H E L P E D M A K E T H E E C L I P S E A S U C C E S S F U L E V E N T ?

• B ro a d c o l l a b o ra t i o n

• P l a n n i ng a h e a d

• D e p e n d i ng o n t h e ex p e r t s

• A l i g n e d m e s s a g i ng

• S h a r i n g a c o m m o n g o a l

• B e i n g p re p a re d fo r a ny t h i n g

WHAT WORKED?

APPLY LEARNINGS

• Crisis Response Team

• Meeting Agenda

• Media Gateway Policy

• Process Check

• Communication Network

• Initial Statement

• Employee/Partner Communications

• Q&A Template

• Rules of Engagement

• Recovery Plan

• Lessons Learned

W H AT D O YO U N E E D I N A P L A N ?

C R E AT E A C R I S I S C O M M U N C AT I O N S P L A N

CRISIS RESPONSE TEAM

•

help with outreach and planning during (and before) a crisis.

• Determine who the best spokespeople are in your community and

incorporate them in your planning efforts. Have a backup.

STAY IN YOUR LANE

MEETING AGENDA

• Leadership presents facts to the Crisis Response Team

• Assess and identify: Gather an accurate overview, assess situation, separate facts from speculation

• Understand what information has been shared publicly

• Determine the potential for social media posts

• Define the impact to the agency and its audiences

• Determine the potential for media coverage and when it might occur

• Determine whether a government or law enforcement agency response is expected

• Determine whether the crisis will involve third parties

• Ask all members to state what they are hearing from their constituencies

PROACTIVE vs. REACTIVE

• Does this incident have the potential to cause a loss of trust or credibility for the agency?

• Will going public cause alarm among visitors? Could a decision to not go public create a backlash at a later date?

• Does this incident have the potential to cause losses for you and/or your industry partners?

• Will the incident result in legal action, either criminal or civil?

• Will there be communications guidance by emergency services, law enforcement or elected officials?

W H O I S YO U R AU D I E N C E ?

• Visitors

• Board

• Media

• Community

W H AT A R E YO U R C H A N N E L S ?

• Newsletters

• Social media

• Press release

• Visitor center

T H R E S H O L D Q U E S T I O N S :

• Will the tourism industry be affected?

• How will visitors react?

– To whom will they direct their questions?

• What (mis)information is out there?

•

reputation be harmed by releasing information?

• What specific answers are visitors/media seeking?

DETERMINE MESSAGING

COMMUNICATION NETWORK

ONCE THE PLAN HAS BEEN CREATED, CONSIDER STAKE-HOLDERS WITH WHOM YOU SHOULD SHARE THE PLAN:

• Partners/staff

• Board

•

• RDMO/Travel Oregon

• Local visitor center

• Etc.

NEXT STEPS

• Break to craft responses

• Reconvene group

– Present messaging across audiences

– Identify any supplemental Crisis Response Team specialists still needed

– Approve spokesperson selection

– Approve draft messaging

– Set next meeting to report status/updates

ONGOING EFFORTS

• Launch and control communication flow

• Monitor, report, correct

• Evaluate and re-evaluate

• Establish meeting frequency

MEDIA GATEWAY POLICY

• Establish the person (or people) who will be the media contact(s)

• Refer ALL media inquiries to established media contact

•

are not the media contact. Ask for the following info and pass on to your media spokesperson:

– Name of Reporter

– Name of Media Outlet

–

email)

– Deadline

–

PROCESS CHECK

FOR THE DURATION OF AN ACTIVE CRISIS, ALL TEAM MEMBERS SHOULD:

• Avoid sending email messages, writing notes or leaving VM that make light of the situation

• Turn off the address auto-complete feature on email to avoid accidental misdirection of messages

INITIAL STATEMENT

As soon as possible share the following information with key stakeholder (do not speculate!):

• A description of the incident: who, what, where, when, why (though not all of these may be known)

• Who first learned of the problem?

• Who has been impacted?

• How is your agency/business responding?

• What will happen next and where to find additional information

EMPLOYEE/PARTNER COMMUNICATIONS

HEAR OF THE NEWS FROM YOU FIRST BEFORE YOU RESPOND TO THE PUBLIC, SO, CONSIDER:

• What will be communicated and the desired outcome of that communication?

• Are you communicating with consistent messaging?

• Who should initiate the communication?

• How, when and/or where will the communications take place?

• What will happen next and where to find additional information?

Q&A TEMPLATE

PROVIDE ANSWERS TO THE FOLLOWING:

Q: What exactly happened?

Q: When and how did you find out?

Q: Exactly what was harmed?

Q: Who is affected?

Q: What is the potential harm or impact to visitors?

Q: What actions have been taken in response?

Q: What can visitors do to help themselves?

Q: Where should we refer people for more information?

ENGAGEMENT RULES

•

to avoid making a difficult statement.

• Be judicious and thoughtful. All statements must be

speculate.

•

accurate and reflects the desired tone.

• Use only approved messaging in communications with constituents.

IMMEDIATE RECOVERY ASSESSMENT

ONCE THE CRISIS IS UNDER CONTROL, DETERMINE THE FOLLOWING:

• Status of staff/partners (injuries, deaths, number able to continue working)

• Condition of Travel Oregon buildings, equipment and records

• Status of community infrastructure and the effect this will have on the industry (track damage/loss in terms of dollars)

• Status of tourism industry and visitor attractions

• Affected audiences

FURTHER RECOVERY EFFORTS

ALSO CONSIDER THE FOLLOWING:

• Are we able to continue hosting incoming meetings, conventions and group tours that are due to arrive within the month, or should other arrangements be made?

• If the community is in bad shape, what can we do to help?

• If the community and tourism industry are relatively intact, what can be done to offset client fears and doubts that naturally stem from national media coverage?

• How will the situation affect the tourism industry? Track damage/loss in terms of dollars (economic impact).

• Are you able to change the situation for the better?

RECOVERY MESSAGES

(Detail what is fully open and/or offering limited access)

wanted. (As appropriate)

canceling their plans.

can provide the greatest aid: assistance in rebuilding the economy

who do not cancel; ask partners to do the same

welcome

special deals, discounts, etc. are available for those who

book now

LESSONS LEARNED

Once a crisis is no longer considered active, the crisis team should be assembled for

evaluate how the crisis evolved; what steps were taken to resolve it; and what steps, if any, can be taken to avoid a similar situation in the future.

The following discussion guidelines may be helpful:

LESSONS LEARNED: STAGES PRECEDING THE CRISIS

EVALUATE WHETHER ANY ASPECTS OF THE RECENT CRISIS COULD BE MITIGATED OR PREVENTED IN THE FUTURE WITH ADJUSTMENTS IN SPECIFIC AREAS:

• Management

• Agency structure

• Strategic or succession planning

• Agency/partner policies

• Employee, vendor or community education or training

• Security systems

• Technology

• Emergency preparedness

LESSONS LEARNED: CRISIS TEAM

REVIEW HOW THE CRISIS RESPONSE TEAM PERFORMED INDIVIDUALLY AND AS A WHOLE.

• Did the team perform effectively?

• Did all members meet their responsibilities in monitoring the situation?

• Did the spokespersons represent the community well?

• Are there any other internal or external experts who should be added to the core team?

• Was employee/partner communication effective and concise?

• How well prepared were employees/partners to handle questions?

• Did the media receive information in a timely manner?

LESSONS LEARNED: CRISIS MANAGEMENT

ASSESS HOW THE TEAM MANAGED DECISIONS THROUGHOUT THE CRISIS.

• Did the crisis team meet regularly?

• Were decisions effective in resolving the crisis in a timely manner?

• What could the team do to improve its decision-making process?

• Was the crisis team aware of public opinion?

•crisis was handled?

LESSONS LEARNED

STAKEHOLDERS, ELECTED OFFICIALS, BOARD MEMBERS, COMMISSIONERS, EMPLOYEES AND

• How well informed did they feel?

• Was the communication objective met?

• How could the crisis team do better?

D E S T I N AT I O N D E V E LO P M E N T U P DAT E

What i s dest inat ion deve lopment?

Why i s th is work impor tant?

How is Trave l Oregon suppor t ing you in th is work?

DESTINATION DEVELOPMENT BASICS

P R O D U C T D E V E LO P M E N T S T U D I O

• S cott Br icker, Director

• Spec ia l i st (new/vacant externa l recru i tment open)

• Hi lar y S ager, Coord inator

DESTINATION DEVELOPMENT TEAM STRUCTURE

CO M M U N I T Y-BA S E D S E R V I C E S S T U D I O

• Kr ist in Dahl , VP

• Alexa Carey, Spec ia l i st

• Kay la Dunn, Coord inator

D E S T I N AT I O N M A N AG E M E N T S T U D I O

• Kr ist in Dahl , VP

• Andrew Grossmann, Spec ia l i st

T E A M L E A D E R S H I P

• Kr ist in Dahl , V ice Pres ident

• Jordan McCauley, Admin istrat ive Ass istant

DESTINATIONDEVELOPMENT ACROSS OREGON

R D M O s & D M O sI N V E S T I N G I N D E V E LO P M E N T

• Clackamas County Tour ism Deve lopment Counc i l

• Washington County V is i tors Assoc iat ion

• Trave l Lane County

• Oregon Coast V is i tors Assoc iat ion

ANNOUNCEMENTS &UPCOMING EVENTS

• Oregon Outdoor Recreat ion In i t iat ive - Phase One Repor t

• Be prepared for the Dest inat ion Management Assessment

• Tour ism Stud io appl icat ion deadl ine J a n u a r y 1 , 2 0 1 9

•

the Future , Februar y 15 , Por t land

• Oregon B ike Tour ism Summit March 15/16 , The Oregon Zoo

• Dest inat ion Deve lopment Bootcamp Apr i l 27/28 , Bend

ANNOUNCEMENTS &UPCOMING EVENTS

S cott Br icker

D i re c t o r, P ro d u c t D e ve l o p m e nt

S B r i c ke r @ Tra ve l O re g o n .co m

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THANK YOU