Portland Tourism Master Plan by Travel Portland

PORTLAND TOURISM MASTER PLAN AUGUST 10, 2018

CONTENTS 02

Introduction

Crafting a Tourism Master Plan

The Vision: Portland Tourism 2025

The Portland Visitor

Travel Portland

The Strategic Plan Experiential Development / Investment Advocacy

Implementation

Future Opportunities

INTRODUCTION

INTRODUCTION Portland is a powerfully attractive place that draws ever-increasing numbers of visitors to our city and surrounding region. In 2017, the Portland metro region welcomed 8.6 million overnight person-trips, which generated $5.1 billion in direct spending. Some 35,280 jobs are a result of tourism and part of the vibrancy and variety of our restaurants and retail is a result of the patronage of visitors as well as locals. On many levels, Travel Portland’s mission—“to strengthen the region’s economy by marketing the metropolitan Portland region as a preferred destination for meetings, conventions and leisure travel”—has been successful. But the role of destination marketers is undergoing profound changes, and Travel Portland must now be responsible for much more than simply attracting greater numbers of visitors. We need to be thoughtful about how the quality of life for residents can be balanced with the quality of the visitor experience; about the kinds of visitors who would most appreciate the city’s character, its people and its offering; and how we can responsibly grow our tourism industry for the benefit of all. That’s why, in 2016, we began the transition toward becoming a Destination Marketing and Management Organization, and why we embarked on a journey to create our first Tourism Master Plan. Tourism Master Planning, also known as destination development planning, is about taking a strategic, rather than organic, approach to defining an overarching vision and competitive positioning for a city as a destination. In a world where the competition for visitors and investment is fierce, identifying specific visitor segments and focusing on providing a high-value travel experience can help Portland differentiate itself and become a destination with a sustainable future that we as a city desire.

The two-year effort to facilitate and produce a tourism master plan for Portland engaged hundreds of stakeholders and citizens and pointed the way to three broad areas of focus and 10 action items for going forward: Experiential aspects of our offering, which strengthen and protect the fundamental, authentic character of Portlanders 1. Authenticity Tell genuine, compelling stories about the destination in narratives that will inspire the Ideological Traveler, Sophisticated Wanderer, Cultural Vanguard and the Authentics we wish to attract. 2. Cultural Diversity and Community Engagement We will bring fresh voices, perspectives and experiences to Portland tourism by making diverse populations part of the industry and the tourism story. 3. Makers’ Movement Portland’s artisanal manufacturing economy, from beer to soap, clothing to food, has made the city a global magnet and symbol. We will further nurture this identity and make it central to the Portland story. 4. Neighborhood Business Districts Portland’s neighborhood culture is dynamic and differentiated; by engaging with SMEs for tourism marketing and product development, we will grow both the tourism offering and neighborhood businesses.

Development / Investment aspects, which prioritize the kinds of events and new experiences we want to create as a city 5. Tourism Development Funds The Tourism Master Plan contains ten shortlisted ideas and numerous projects. Development funds will advance projects in tandem, vetting and readying them for major investment down the road. Funding for the next big thing might be here. 6. Festivals & Events plus Signature Events The need is to coordinate efforts and create a strategy for creating, incubating, developing and facilitating beloved Portland events and festivals. That’ll help locals understand and benefit from them, and attract new visitors. And it’s time to contemplate the creation of a signature event. 7. James Beard Public Market plus Restaurants The food scene is critical to authentic Portland: we need to nurture restaurateurs and their ecosystem so they can stay in place and focus on the food. The opportunity is to meaningfully celebrate both a founding father of American cuisine and the ingredients that make Portland’s very special American food story possible. Advocacy, the larger causes in which Travel Portland will actively engage as an organization 8. Vulnerable Communities The quality of life of residents, visitors and vulnerable communities themselves can only degrade if solutions are not sought to address the plight of people who require shelter and treatment. Vulnerable communities is a local, regional and national issue, one in which

Travel Portland can take a leading role, working with other destinations to compare experience, study helpful practices and find solutions that can benefit other cities as well. 9. Tourism Transportation As congestion in the city and region increases—affecting daily life for locals and visitors—Tourism Portland will encourage the study of the way visitors move about the city and region, and the adoption of alternate transportation options that will benefit both. 10. The Green Loop Portland’s Green Loop, which is both in process and still on the drawing boards (for some sections), promises to be a game-changer for resident transportation to and from work, play and recreation, and will be an important new tourism experience that provides both transportation and sightseeing to and from home-bases, neighborhoods and visitor activities. This, our first Tourism Master Plan, contains detailed recommendations and an action plan that will guide Tourism Portland and our partners going forward. It’s an important step in creating, growing and sustaining the Portland that we, and the world, loves so dearly. The pages that follow contain a snapshot of where Portland, its residents and visitors, are going next. Jeff Miller President and CEO Travel Portland Tamara Kennedy-Hill Vice President, Diversity and Community Relations Travel Portland

CRAFTING A TOURISM MASTER PLAN

CRAFTING A TOURISM MASTER PLAN A Tourism Master Plan serves a range of purposes: it creates a consensus between the stakeholders who participate in decision-making on tourism-related development for the City; it helps investors and businesses understand where they could be putting their energies as the vision for tourism Portland is realized; and it helps all audiences understand and close the gap between what visitors and residents of Portland wish to experience (the “demand side” of the equation) and those—like Travel Portland and policy makers at the City, State and Federal Government levels who can create and offer them (“the supply side”). This Tourism Master Planning project has given Travel Portland and hundreds of public and private sector stakeholders an opportunity to review and understand the history, current results, future plans and target market of Portland tourism within the context of the broader economy, economic development and quality of life, and to embark on a detailed examination of its characteristics, visitor profile and market prospects. To serve as a foundation for the Tourism Master Plan, the project team undertook a series of research activities including a: ● Synopsis of consumer research and ‘ideal’ guests analysis ● Summary of relevant travel and tourism trends that may influence target audiences ● Summary of feedback from strategic conversations with key stakeholders ● Differentiators of the destination versus its competitive set ● Summary of visitor appeal and product readiness assessments ● Fit between key travel markets segments and the Portland product

The results and information from this research were then used in two industry workshops (Nov. 15 and 16, 2017) to gain broad input and envision/develop priorities on tourism opportunities and challenges that might be addressed by the Tourism Master Plan. The first industry workshop was held with Portland’s public and private sector tourism marketing experts to define the Visitor of the Future, while the second industry workshop examined 8 general themes and 40 individual opportunities to consider how these might deliver on the “Portland Visitor of the Future” and inform Portland’s travel and tourism, economic development and place making strategy. Following the workshops, the penultimate step in the project was to collect feedback from a broad group of stakeholder thru an Open House / Online Forum that summarized the input and ideas collected in the workshops with respect to: ● Consensus summary of key strengths, weaknesses, opportunities and threats concerning Portland’s destination development in the decades ahead. ● Prospective ideas and positioning strategies to express Portland’s community DNA and competitive identity. ● Potential innovative niche economic and business development strategies for consideration. ● Possible urban design and placemaking initiatives and concepts to help develop and foster a unique and compelling sense of place. The Open House and Online Forum were open for 2 days and 4 weeks respectively in conjunction with an online survey, to answer questions and collect input from Portland stakeholders and residents with respect to preferences and priorities in order to agree on the final recommendations included in the final report. The result? Clarity on what’s important, on our strategy and positioning, and an action plan to bring it all to life. 6

THE VISION: PORTLAND TOURISM 2025

In 2025, Portland is a craft tourism kind of destination, a small-batch, customized and individual experience that Travel Portland shares the way local chefs offer a new small plate they’ve been loving and laboring over—honestly, generously and authentically. That flavor, and the city for that matter, are not for everyone, but they are beloved of people from around the world who don’t just want to dip their toes into a place; they want, well, a deep dive. To feel what Portland feels. Do what Portland does. Be what Portland is. This worldly global wanderer, experienced, curious and sophisticated, seeks the next level of localism—a city they can explore that helps them discover the unexpected about themselves. Portland takes this traveler places, literally and figuratively, like none other.

For them, Portland is a city, a destination, an idea about what makes a place great. Above all, there’s the shared values of the place, and the traveler feels them in Portland’s mindful cultural diversity and its determined and sincere inclusivity. There’s the fierce independence and indifference to the status quo, the fearless, playful quirk, the warm, disarming openness. There’s the Portland imagination, which travelers can see in the eclectic oddities of local design, in maker-creativity and food and drink. And there’s Portland’s ease in environments from the city to the mountain and the gorge—a little bit urban, a little something wild. It’s all squishy and hard to measure, but it’s pervasive, like there’s something in the water. Or maybe the beer. All of it—the imagination, the independence, the oddities, the values—are a product of the people of Portland. They’re the stuff and the soul of the place. What makes Portland an idea and an ideology are the ideas and ideology of Portlanders. That’s what people come for. The Portland idea—those values—go home with them. They’re a major export. In 2025, Portland’s visitors are, for the duration of their visits, the kindred spirits of Portlanders. That’s why Travel Portland seeks to responsibly and sustainably develop, build on and share experiences that both enhance visits and enrich life for locals—giving them audiences, appreciators and consumers for their original ideas and their works, and making their leisure more enjoyable and their city more livable.

THE PORTLAND VISITOR

THE PORTLAND VISITOR There’s a thing about coming to Portland; people don’t come here accidentally. They’re purposeful and thoughtful. They know there’s something special here, and they come to be immersed in it, put their finger on it, be part of it and take a little of it with them when they go. They’re the seeking traveler, the can-we-elevate-this, can-I-learn-something type. Like us, our favorite visitors are the independent, curious type. Which means we’re not for everyone, but we’re very much for those who appreciate our hearts, minds and values. As we craft our consumer- and planner-facing campaigns designed to drive economic impact, the mindsets outlined below will help inform our strategic messaging and targeting.

THE IDEOLOGICAL TRAVELER

THE CULTURAL VANGUARD

In the future, Portland will attract a traveler who sees the city as an idea as much as a place, and their personal values will align with the way we see ourselves as a city: creative, diverse, free-thinking, open-minded, welcoming, progressive, and yes, quirky.

Whether in the Pearl District or the Columbia Gorge, Portland travelers don’t seek to control every aspect of the experience; they’re free-spirited, open to serendipity and the moment, comfortable with Portland’s crowd-sourced culture—maker, diverse and shifting, it’s urban and natural, abstract and open to interpretation.

THE SOPHISTICATED WANDERER Whether visitors are domestic or international, they are well-traveled, curious individuals and families with a deep understanding of places. They have personal notions of luxury and go their own ways in order to express themselves and to experience place—and they’re willing to pay for the privilege of doing so.

THE AUTHENTICS Our visitors will be the residents of cities around the world that share a creative, cultural core—as Portland does. These soul-sister cities, which offer enriching and memorable experiences, will prove to be a fruitful source of travelers seeking to weave themselves into the life of Portland, and eager to discover authentic products and local truths.

TRAVEL PORTLAND

TRAVEL PORTLAND Travel Portland is a private non-profit Destination Marketing Organization (DMO) with more than 750 partner businesses. It operates a busy visitor information center, supports a climate of year- round hospitality, and helps the city, state and region reap the rewards of a thriving visitor industry. The Mission of DMO Travel Portland is to “generate travel demand that drives economic impact for Portland” by acting as a promoter and steward of this evolving city and its progressive values, which have the power to transform the traveler. In its role as steward, and as part of this Tourism Master Planning initiative, Travel Portland has started an evolutionary process to become a DMMO (Destination Marketing and Management Organization) moving beyond its traditional role of tourism marketing and promotion to also include responsibility for implementing the recommendations of the Tourism Master Plan.

These recommendations have been grouped into three key areas of activity: ●

Experiential: Focusing on the visitor experience by managing all destination and tourism product development activities for Portland;

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Development / Investment: Directing, administering and championing internal and external resources available for building and growing Portland’s tourism assets; and

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Advocacy: Serving as the industry voice, champion and conduit for a broader portfolio of policy, programs and opportunities that affect Portland as a visitor destination and place to live.

While it’s a big step, this transition from DMO to DMMO is becoming standard operating practice for many destination organizations in cities and destinations around the world. Portland’s Tourism Master Plan implementation is just another example of how the organization will be growing to better serve the industry, visitors and community.

THE STRATEGIC PLAN

A STRATEGIC PLAN To realize the vision for Portland tourism, we narrowed down some 40 opportunities and challenges to 10, then gathered those into three areas of focus: ● ●

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Experiential builds on the identity of Portland as a city and a destination; Development / Investment enables the creation of places and projects that make our tourism industry more sustainable and create more offerings to enjoy; Advocacy works toward promoting quality of life issues important to all Portlanders, residents or visitors alike.

EXPERIENTIAL

ADVOCACY

Portland, unlike many destinations, has an identity and experiences that are an authentic product of the city’s environment and its people. How do we best communicate and build on that? 1. Authenticity 2. Cultural Diversity & Community Engagement 3. Portland Maker’s Movement 4. Neighborhood Business Districts

What means the most to us as Portlanders? Where do we need to take a stand and work to improve situations or support large scale projects that will enrich quality of life for all?

DEVELOPMENT/INVESTMENT How do we build places and products that take advantage of our opportunities, make our strengths even more compelling, and make the tourism industry sustainable and enjoyable for Portlanders? 5. Tourism Development Funds 6. Festivals & Events plus Signature Events 7. James Beard Public Market plus Restaurants

8. Vulnerable Communities 9. Tourism Transportation 10. The Green Loop Please note, the following pages present the Action Items and recommendations for roles and responsibilities for Travel Portland, the City of Portland and the broader Travel & Tourism industry. Although roles and responsibilities have been suggested for the City and the industry, it is incumbent upon them to discover, articulate and activate their own place in this strategy in a spirit of delivering real benefit to residents, visitors and the industry.

EXPERIENTIAL

EXPERIENTIAL “Experiential” has become a hackneyed word in the travel lexicon, but it’s also a shorthand for explaining an active, hands-on exploration of and engagement with a place, rather than a passive observation of its people and places. An experience is what you do, and also what you feel. The experiential essence of Portland is the elixir into which both locals and visitors immerse themselves in the city; it’s the bug everyone wants to catch; it’s the essential and the ineffable—not a specific product per se, but a varied, slippery, local, individual, unscripted, inexact and impossible to pin down combination of culture, craft, moments lived, stories subsequently told, memories retained and the desire to return sparked. Which is what makes “experiential” Portland so desirable and so difficult. How does an organization protect and grow the essential experiential? Many elements can be considered part of experiential Portland, any of which could improve a visit, or indeed daily life. From the research, interviews, workshops and subsequent prioritizing, these include the regional/extended stay experience, community and corporate engagement to create a more welcoming experience, attention to innovation and Portland’s next great thing to ensure a unique experience, training for a better service experience, and turning attention to the experience of the international visitor. Travel Portland has decided to definitively prioritize efforts by breaking the experiential down to what it and Resonance considered its most important

constituent elements, the ones with the greatest potential to move the needle, define the brand and enrich the experience: Authenticity, Cultural Diversity and Community Engagement, Makers’ Movement, and Neighborhood Business Districts. Below, the direction to take in a nutshell; in the pages that follow, case studies of destinations that are successful in the endeavor are provided. 1. Authenticity Tell genuine, compelling stories about the destination, stories that will inspire the Ideological Traveler, Sophisticated Wanderer, Cultural Vanguard and the Authentics we wish to attract. 2. Cultural Diversity and Community Engagement Add fresh voices, perspectives and experiences to Portland tourism by making diverse populations part of the industry and the tourism story. 3. Makers’ Movement Portland’s artisanal manufacturing economy, from beer to soap, clothing to food, has made the city a global magnet and symbol. The opportunity is to further nurture this identity and make it central to the Portland story. 4. Neighborhood Business Districts Portland’s neighborhood culture is dynamic and differentiated; by engaging with SMEs for tourism marketing and product development, Tourism Portland grows both the tourism offering and neighborhood businesses.

1. AUTHENTICITY It’s hard to tell, but Portland may be in the throes of a destination identity crisis created by its authentic experience and quality of place (to live, work and visit), which have resulted in higher housing costs and overall cost of living for residents. This in turn has generated new developments and attracted new residents that are challenging Portland’s authentic vibe, which was the original catalyst for its sense of place. In the end, Travel Portland is not the creator of authenticity, but is responsible for articulating its identity, so the challenge will be to continue monitoring the city’s evolution of identity and conveying it through marketing and promotion to domestic and international audiences. It’s hard to accept, but the reality of Portland’s personality as a destination is different today than it was 10 years ago, and no doubt will be different in

10 years than it is today. Like people, the personality of a destination changes with time, development and people. So what was “authentic” 10 years ago is no longer “authentic” today and similarly won’t be “authentic” in 10 years time. But that’s ok, because “authentic” isn’t really about the coffee-drinking, craft brew-seeking, tattoo-wearing, farm-to-table dining, outdoorsy, brunch loving, bike riding, dog loving, pot smoking, liberal, white hipster associated with Portland. It’s about telling stories that articulate the actual visitor experience, instead of some old clichéd stereotype of Portlandia. So the key to keeping Portland authentic is not to create stories, but to tell real stories about the destination and inspire people to visit who feel a kinship to the stories.

ROLES & RESPONSIBILITIES Travel Portland: ● Share Portland’s “Content Playbook” with the City, the County, neighborhood organizations, industry operators, stakeholders and to build champions and contributors. ● Be the master curator of the authentic Portland, finding, celebrating and communicating the stories that bring the destination and the experience to life. ● Create a wider emotional connection by broadening storytelling and weaving in the history of Portland. ● Focus on and support unique local businesses, personalities and experiences that are part of the Portland DNA.

City of Portland: ●

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Play a proactive role in supporting small businesses in approvals and processes from all communities through Venture Portland and Neighborhood Business Districts Ensure that future design and development reflects Portland’s character and charm. Seek diverse perspectives in future development projects, balancing old and new.

The Travel & Tourism Industry: ● ●

Discover and share authentic destination content with Travel Portland. Protect the legacy of creative energy and entrepreneurship and look to the future.

2. CULTURAL DIVERSITY AND COMMUNITY ENGAGEMENT Travel Portland recognizes and is focused on the economic and social opportunities of a diverse visitor market. At the same time, according to the 2010 Census, Portland’s urban community has been identified as one of the most gentrified in the country as a result of white influx and minorities being pushed to the city’s eastern edges.

As such, there is a definite need and opportunity to engage Portland’s diverse communities in the tourism industry (product development, curation and marketing) and to set an example for other sectors in the city, and prove that cultural diversity is a tourism asset.

ROLES & RESPONSIBILITIES Travel Portland: ● Share the unvarnished historic narrative about people of color in Portland to build awareness and recognition—and also to demonstrate how far we’ve come. ● Strategically invest in and advocate for temporary and permanent placemaking events for communities of color to connect to the broader hospitality and tourism industry (i.e. My People’s Market). ● Establish a relationship with the City of Portland Office of Equity and Human Rights for assistance in creating a strategy for recognizing and removing systemic barriers, access and opportunity, and promoting equity and inclusion in Portland’s travel and tourism industry. ● Consider how other leading DMOs like VisitScotland have addressed equity issues and created strategies, plans and programs to make diversity a tourism asset.

City of Portland: ● ●

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Make the resources and policies available to favor the creation of cultural hubs Create a permanent gathering place and “beehive” for family-oriented communities inspired by My Marketplace. Engage the Office of Equity and Human Rights to assist Travel Portland and its partners in creating and implementing a strategy that encourages equity and inclusion within Portland’s travel and tourism industry.

The Travel & Tourism Industry: ●

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Help make Portland’s travel and tourism industry an equitable business environment as well as a lifestyle. Create and tell better stories about all careers in the travel industry and support pathways to these jobs. Work with Travel Portland to assess the cultural diversity situation within the industry and establish goals and plans for equity and inclusion.

3. PORTLAND’S MAKER MOVEMENT Portland’s Maker Movement is on the leading edge of economic development, creating a robust urban manufacturing economy. The Maker Movement includes legions of artisans, craftspeople, entrepreneurs and doers who are reinventing and reshaping artisanal manufacturing one handmade product at a time. As the Maker Movement gains momentum across the globe, everyone is looking to Portland to uncover the who, what, why and how of this critical resurgence of artisanal manufacturing. As such, we will continue to showcase Portland’s Maker Movement to visitors and other non-Portland makers around the world.

Even more important, there is a greater opportunity for us is to dig even deeper into Portland’s DNA to better understand in the short-term what differentiates Portland’s maker scene from other cities’, and for the long term, understand the creative, collaborative undercurrent from which Portland’s makers movement has sprung. The makers movement is a snapshot/moment in time. It’s the latest, coolest incarnation/expression of Portland’s creative, collaborative undercurrent. So, instead of forever wedding ourselves to the makers movement (which will likely evolve, recede, change, and be supplanted by a new Hot Portland Story), we need to keep our ears to the ground so that we can identify and celebrate the next iteration.

ROLES & RESPONSIBILITIES Travel Portland: ● Commit to and advocate for the makers (e.g. marketing, development opportunities, creative affordable space, collaboration, etc.). ● Inventory current opportunities and collaborate with regional partners. ● Consider ways to bring visitors and locals into the ‘making’ process and visa versa, bringing makers into the visitor experience (leisure and meetings) to create a new definition of enhanced experiences. ● Review high visibility destination brands such as Nashville Music City to assess the potential for the maker movement positioning.

City of Portland: ●

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Create policies and rules that provide makers with urgent needs, including affordable space, and lower barriers to entry for start-up businesses. Use the inspiration of My People’s Market and the Saturday Market as a model of helping partners come together to generate a year-round maker space that could be a year-round entertainment.

The Travel & Tourism Industry: ●

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Make connections with makers, build awareness of makers and incorporate makers into Portland’s travel and tourism products, services and experiences. Embrace maker products; walk our talk. Support maker efforts to scale up.

4. NEIGHBORHOOD TOURISM DEVELOPMENT Venture Portland is a membership organization focused on assisting neighborhood business districts (approx. 50) and individual businesses (approx. 19,000) to capitalize on their collective and individual business development opportunities in Portland through training, promotion and grant funding. Although Venture Portland’s portfolio covers all types of businesses and neighborhoods, many of their individual establishments are connected by design or chance to Portland’s Travel & Tourism industry (hotels, restaurants, retail, etc.). This synergy of businesses and purpose presents an exciting opportunity for Travel Portland through the Tourism Master Plan to engage with these SMEs and neighborhoods for tourism marketing and product development purposes. Second, research conducted for this Tourism Master Plan identified Portland’s burgeoning new neighborhoods as a strong match between future tourism supply and future tourism demand. These include: the Lloyd District, a place where people actually live; the South Waterfront, part of a continuous strip of cityscape and green space

along the water; Old Town, now full of students and tourists and a sense that the old buildings there have value; North and Northeast Portland, gaining exciting new architecture and becoming places not just to live or eat dinner but to work; lower Hawthorne Boulevard, finally coming alive; and Division Street, a high-density restaurant mecca. Third, Airbnb has reported that a large share of their Portland listings are located outside the downtown core, providing accommodation services to people visiting family and friends who live in those places or simply as an alternative destination for visitors. This new inventory of neighborhood-based accommodations presents a potential opportunity for greater attention and focus on neighborhood tourism experiences, including everything from festivals and events to sporting events, amusements / attractions, restaurants and retail, parks and recreation. All three points illustrate that neighborhoods should be an important focus for the Tourism Master Plan.

ROLES & RESPONSIBILITIES Travel Portland: City of Portland: ● Continue to engage with Venture Portland ● Provide neighborhood business districts with and Neighborhood Business District Leaders organizational assistance and funding to better to provide input, feedback and advice on develop, manage and market their places. issues and opportunities that might impact the visitor experience in various neighborhood The Travel & Tourism Industry: business districts. ● Pay special attention to unique visitor activities ● Encourage Travel & Tourism establishments to such as accommodations, restaurants, nightlife, join neighborhood business districts and Venture retail, entertainment, outdoor recreation, parks, Portland, actively engage in their neighborhood cultural / arts, events and festivals and development and promotional efforts, and transportation in these places. increase the connectivity of local business ● Work with City and local officials and Venture owners and operators to the broader Portland Portland leaders to help articulate, market and experience. promote the unique sense of place and character that Portland’s neighborhoods offer to residents and visitors. ● Review destination / neighborhood-focused development and marketing efforts by leading tourism organizations such as Tourism & Events Queensland to see how they are organizing capacity building for their own business establishments and destinations / neighborhoods; apply same to Portland’s neighborhoods.

DEVELOPMENT/ INVESTMENT

DEVELOPMENT / INVESTMENT Travel Portland serves as the Regional Destination Management Organization for the Greater Portland Region, one of seven members of Travel Oregon’s Regional Cooperative Tourism Program (RCTP), and responsible for developing and submitting regional plan proposals for state dollars. As part of RCTP, Travel Portland’s Tourism Master Plan proposals will be aligned with the RCTP funding guidelines to drive tourism demand as well as facilitate destination development and management projects that will shape both the physical and metaphoric landscape of the city. These proposals are expected to be investments in hardware and of scale: they take time to conceive, necessitate public engagement, implicate architecture and design, and often require programming. Some of these developments and investments could become the signatures of the city, the icons, the must-see places or events of the future. They can’t be taken lightly. How to choose from the range of inspiring ideas that came out of the research/stakeholder engagement/workshops? Not easily; all of them—Tourism Development Funds, Festivals and Events plus Signature Events, James Beard Public Markets and Restaurants, OMSI and the Willamette Waterfront—have the potential to make a major mark on the landscape, on the tourism experience, and in the minds of locals.

Travel Portland prioritized by choosing a route that combines large scale investments that build on authentic elements of the Portland experience with smaller-scale fundings that share opportunities with a wider range of idea-makers—Tourism Development Funds, Festivals & Events plus Signature Events, and the James Beard Public Market & Restaurants. 5. Tourism Development Funds The Tourism Master Plan contains nearly two dozen shortlisted ideas and projects. By creating development funds, a variety of these recommendations can be advanced in tandem, vetting and readying them for major investment down the road. Funding for the next big thing might be here. 6. Festivals & Events plus Signature Events The need is to coordinate efforts and create a strategy for creating, incubating, developing and facilitating beloved Portland events and festivals, so that locals understand and benefit from them, and new visitors are attracted. And it’s time to contemplate a signature event known around the world for Portland. 7. James Beard Public Market plus Restaurants The food scene is critical to authentic Portland: the need is to nurture restaurateurs and their ecosystem so they can stay in place and focus on food; the opportunity is to show leadership by celebrating both a founding father of American cuisine and the ingredients that make Portland’s very particular American food story possible.

5. TOURISM DEVELOPMENT FUNDS Although allocating funds to creative strategies and programs sounds straightforward, it isn’t easy to properly give away money and make sure it provides a return on investment, delivering enhanced marketing and tourism results. In this regard, one of the more sophisticated and successful tourism

marketing and management organizations in the world, Singapore Tourism Board (STB), has created specialty programs to do just that offers assistance in the form of various grant schemes, tax incentives and resources, and issues licenses for tourism-related industries and events.

ROLES & RESPONSIBILITIES Travel Portland: ● Review and consider best case practices from other destinations to develop, organize and administer Portland’s grant making program. ● Develop, implement and administer a destination development grant-making program for proposals and initiatives that promise or currently exhibit significant potential for destination development in Portland to align with the RCTP program. ● Establish grant making goals, objectives and criteria to define and delineate areas of funding focus and priorities. ● Monitor and report individual grant performance and results, and adjust grant program accordingly.

City of Portland: ●

Assign City staff to serve on the Tourism Development Fund Steering Committee to help align business permits and programming, and streamline the events and festivals process to benefit locals and visitors alike.

The Travel & Tourism Industry: ●

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Encourage existing businesses and entrepreneurs to develop and submit for grants new product and business ideas and concepts to build Portland’s Travel & Tourism experience. Join with Travel Portland to establish goals, objectives and criteria for funding focus and priorities. Collaborate with Festival and Event organizers to maximize visitor experience with product packaging and out of market promotions.

6. FESTIVALS AND EVENTS PLUS SIGNATURE EVENTS Several organizations, including The Portland Rose Festival Foundation, are involved in the development and hosting of important events and festivals that add richness, vitality and economic contribution to the city. However, these efforts tend to be individualistic, isolated and do not necessarily deliver the full potential to residents and visitors. There is also pushback from the public sector, which may not fully recognize the economic impact that Festivals and Events have on the Portland economy or how these Festivals and Events add to the city’s quality of life for residents. The Destination Assessment also indicates that Portland is definitely lacking in the category of Major Events. All of this shows that there is little to no coordinated effort focused on creating, incubating, developing and facilitating Portland events and festivals, which could make a significant contribution to Portland’s quality of life and create an economic impact from new / additional visitors. Focusing strategy and resources on Portland’s Festivals and Events could deliver significant opportunities and impact.

The Boston Marathon (Boston MA), the Coachella Music Festival (Indio CA), the Kentucky Derby (Louisville KY), New Years Eve (Times Square NYC), South by Southwest (Austin TX), and Sundance Film Festival (Park City, UT) all have one thing in common—they are signature events that help define and communicate the brand of those destinations to a worldwide audience. These events are also institutionalized and serve to generate visitor traffic and spending for the event itself, but also year round. In this regard, Portland hosts a number of important events such as the Portland Rose Festival, Waterfront Blues Festival and Hood to Coast Relay that are excellent, well known and well attended. The Tourism Master Plan should pull together interested stakeholders and resources necessary to build on this success and facilitate a city-wide strategy and plans to grow Portland’s brand, destination and signature events. Although creating a Festivals and Events strategy requires significant collaboration and effort, and even more focus to build a world class signature event, there are plenty of best case examples of destinations that have invested the necessary resources for their destinations. 27

ROLES & RESPONSIBILITIES Travel Portland: ● Work with major events producers and organizers, along with industry stakeholders, to create an arts, cultural and sports Events & Festival Strategy to set forth the vision, goals, strategy and plans for creating, incubating and facilitating visitor-related events and festivals in Portland that increase economic contribution from visitors and enhance the quality of life for residents. ● Establish and facilitate an Events & Festivals Council of event and festival organizers, developers and operators, plus city and county agencies, venue managers and other interested parties to: ○

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Agree to a vision and strategy for Portland supported arts, cultural and sports events and festivals Identify and articulate detailed funding criteria for arts, cultural and sports events and festivals that will be supported by Portland organized sources Encourage coordination of events and festivals to maximize timing and impact, while reducing seasonality swings and unsustainable high-volume visitor traffic

Engage with the Events & Festivals Council to organize communication, marketing and promotion of Portland supported events as well as other events and festivals not supported by the City or County, but nevertheless of potential interest to Portland visitors.

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Create, manage and administer an Events & Festivals Development Fund (part of the Tourism Development Fund) available to create, incubate, market and promote, manage, direct and facilitate events and festivals in Portland that fulfill grant criteria and deliver Key Performance Indicator results set forth by the Event & Festival Strategy.

City of Portland: ●

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Actively participate on Travel Portland’s Events & Festivals Council to facilitate and operationalize Portland events and festivals from a regulation / permitting perspective. Create a position of city event coordinator to assist in the realization of events. Organize and manage city agency involvement in Portland events and festivals.

The Travel & Tourism Industry: ●

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Encourage existing event organizers and venues to engage with the Events & Festivals Council to coordinate calendars, resources and funding. Collaborate with event organizers, venues and startups in the sector to build stronger, more engaging events.

7. JAMES BEARD PUBLIC MARKET PLUS RESTAURANTS According to JamesBeardMarket.com, “Portland’s reputation as an exceptional food town is thanks in large part to the culinary community’s ability to draw on the bounty of Oregon’s lands and waters. The state boasts countless farms, vineyards, breweries, farmers’ markets and restaurants, but one key element has been missing for decades: a flagship public market to showcase the best of Oregon in one location. That void is about to be filled by the James Beard Public Market, a daily, year-round, indoor-outdoor marketplace.” The market, named in honor of the Oregon-born “dean of American cookery ... will feature more than 50 permanent vendors, 40 day tables, full-service restaurants, a teaching kitchen and event space.” Although the James Beard Public Market has not yet found a home – the current locations being explored appear to be on the OMSI site or at the Zidell Yards – community and tourism support continues to be strong. If it turns out to be anything similar to West Side Market in Cleveland, Ohio, it would serve as a daily draw with retail, events and activities for residents and visitors alike. In 2015, Cleveland’s West Side Market drew more than one million visitors, which makes a potential James Beard Public Market in Portland an important opportunity for Tourism Master Plan fulfillment.

Restaurants It’s hard to overstate the importance of restaurants to the appeal of Portland as a visitor destination. However, when you examine the difficulty and hardships that restaurant owners are facing—including high rents, strong competition, significant start-up costs, impending minimum wage hike, shortage of labor and pop-up eateries—it’s an extremely demanding and unforgiving business. The Tourism Master Plan should focus attention and resources on the restaurant sector and set forth strategies and plans to aid and assist where necessary, possible and appropriate. Between the James Beard Public Market and Portland’s restaurants, Portland has an opportunity to create a restaurant and food 2.0 experience that supports the industry ecosystem and protects gains made by restaurants as real estate becomes more costly. Of course, this begs the question: how does Portland create a restaurant and food 2.0 experience? Having already generated so much hype and visibility for Portland as one of the first and leading culinary / food tourism destinations—and inspired so many other destinations to follow its lead and even try to one-up Portland—how does the city leapfrog ahead of the competition?

ROLES & RESPONSIBILITIES Travel Portland: ● Tell the story of James Beard’s Oregon origins and legacy ● Help communicate a vision of the James Beard Market as more than a place to eat—as a place of learning, growing industry workers and experts. More than a food experience, it will be an experience with food. ● Liaise with the James Beard Market developer(s) to champion the potential for creating a signature Portland visitor experience. ● Facilitate a strategic vision of Portland’s food, drink and culinary experience to foster and explore new ideas, new events, new products and services in cooperation with sectoral stakeholders.

City of Portland: ● ●

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Champion, support and facilitate the James Beard Market. Encourage site selection for the James Beard Market that combines residents’ patronage and visitor convenience. Create a rotating 3-month pop-up restaurant opportunity through Prosper Portland to support new small food services organizations and chefs.

The Travel & Tourism Industry: ●

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Partner with the Food Innovation Center to support the food ecosystem and, with the James Beard Market, cement Portland’s reputation as a leader in food futures of many kinds. Engage with Travel Portland to create a strategic vision for Portland’s food, drink and culinary experience.

ADVOCACY

ADVOCACY Travel Portland defines advocacy as leadership—in other words, devoting capacity, influence, skill and resources—on projects that speak both to our mission of marketing the metropolitan area and our evolution into a Destination Marketing and Management Organization, one that’s responsible not only for selling the experience but helping to better it. There’s much to do in the latter responsibility, and the research/engagement/workshops surfaced needs as varied as Vulnerable Communities and Sports Tourism, Biking and Smart Cities/Wired Portland. As Travel Portland evolves in its role, we felt it was important to advocate for some of our metro’s biggest, most pressing needs and issues. 8. Vulnerable Communities The quality of life of residents, visitors and vulnerable communities themselves can only degrade if solutions are not sought to address the plight of people who require shelter and

treatment. Vulnerable communities is a local, regional and national issue, one in which Travel Portland can take a leading role, working with other destinations to compare experience, study helpful practices and find solutions that can benefit other cities as well. 9. Tourism Transportation Strategy Plan As congestion in the city and region increases—affecting daily life for locals and visitors—Tourism Portland will encourage the study of the way visitors move about the city and region, and the adoption of alternate transportation options that will benefit both. 10. The Green Loop Portland’s Green Loop, which is both in process and still on the drawing boards (for some sections), promises to be a game-changer for resident transportation to and from work, play and recreation, as well as an important new tourism experience providing both transportation and sightseeing to and from home-bases, neighborhoods and visitor activities.

8. VULNERABLE COMMUNITIES Portland’s Travel & Tourism industry is a direct benefactor of a safe and secure destination. There is anecdotal evidence that Portland’s social issues (homelessness and bad street behavior) are impacting the visitor experience and reducing the opportunity to attract repeat visitation. Generally speaking, it is much more difficult and expensive

to attract first time visitors to a destination than repeat visitors. As a result, it is costing Portland and Travel Portland more money to continue to generate new business. Travel Portland and its stakeholder must engage with City, County and local efforts to address the homelessness situation and bad street behavior.

ROLES & RESPONSIBILITIES Travel Portland: ● Find business and values-based rationales for a more active, intentional engagement on these issues. ● Identify, relay and communicate successful efforts taken and results achieved in other high traffic tourism destinations to address homelessness and bad street behavior to local, city, county and state officials. ● Expand upon our investments in this area: work to mitigate impact and prevent growth of homelessness. ● Communicate with visitors that Travel Portland is leaning into, not recoiling from, the issue. ● Enlist visitor support, engagement and empathy.

City of Portland: ●

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Develop a two-pronged approach that works to reduce negative impacts in the short-term through services and deal with root causes over the long-term through affordable housing. Continue and expand advocacy and funding for homeless initiatives.

The Travel & Tourism Industry: ● ●

Demonstrate that it has skin in the game and a willingness to work with the city. Advocate and invest in citywide projects that provide job training and links to affordable housing within the hospitality industry for vulnerable communities.

9. TOURISM TRANSPORTATION The current levels of traffic congestion and deteriorating infrastructure are wreaking havoc on resident and visitor transportation in and around the City of Portland. In addition, stakeholders have indicated that urban center hotels and a number of the primary and popular visitor attractions in the Greater Portland area have become congested (motor coach access, traffic, parking) and as a result have led to a decrease in the overall quality of experience. This carrying capacity situation is especially noticeable in the Columbia River Gorge, Multnomah Falls, Mount Hood and the coast. Yet, while location-specific solutions are under consideration or being tested, there may be an opportunity for the Greater Portland area to examine the broader carrying capacity limits,

needs and requirements of visitors, how they move throughout the area during their visit (within the urban core and between the urban core and outlying areas), and to determine what strategies, plans and programs are necessary to address congestion and improve the quality of the visitor experience specific to transportation. The Tourism Master Plan must incorporate a forward-looking transportation strategy to address this situation. This broader perspective of visitor and resident transportation requires Portland to begin thinking about Tourist Transport Management, which involves improving transportation options for recreational travel and reducing automobile traffic in visitor intensive areas.

ROLES & RESPONSIBILITIES Travel Portland: ● Be included and engaged at local, City, County and State transportation forums held to help identify options that leverage existing transportation solutions. ● Advocate for a Visitor Transportation Strategy for the Portland region. ● Promote, communicate and demonstrate to future visitors the ease of car-free visits to Portland. ● Advocate for alternate transportation options such as water taxis for convention and leisure purposes, and ride-sharing services for minimizing congestion. ● Create incentives for businesses (tourism and non-tourism) and events and festivals to promote car-free movement. ● Advocate for the enhancement of safety and connectivity so car-free travel feels and is viable.

City of Portland: ●

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Develop policies to support alternative transportation, including water taxis and ride-sharing services Create incentives for businesses and events and festivals to use public/alternative transportation Enhance safety, security and connectivity of public transit and bike routes. Create and implement a visitor transportation strategy for the Portland region that maps to existing transportation master plans for the city and region.

The Travel & Tourism Industry: ●

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Ensure that tourism is “at the table” when transportation policies are taking shape (local, City, County and State). Create forums to engage the industry in issues affecting the visitor transportation experience. Create incentives for tourists to use alternate forms of transit. Conduct visitor flow research to assess true demand impact from out of state visitors versus local visitors to be used in future transportation policy considerations as well as local campaigns.

10. THE GREEN LOOP The Tourism Master Planning research identified the much-discussed Green Loop as one of the top Tourism Development Projects for Portland. According to the City of Portland website, “The Green Loop is a 6-mile linear park that invites residents, employees, and visitors to experience Portland’s Central City in an entirely new way. Besides a way to move through the Central City, the Green Loop builds on the signature open space system that exists today, most notably on the west side, while creating opportunities for gathering and recreating on the east side where there aren’t

currently any places of respite or activity. Portland’s Central City offers regional destinations, open spaces, major employment areas, public institutions, and cultural attractions. The Green Loop provides a connection to these places that brings people to the Central City today. It adds a complementary route to the robust bicycle network, trails, streetcar, and light rail systems.” Based on the research, the Green Loop project should be an important opportunity for the Tourism Master Plan.

ROLES & RESPONSIBILITIES Travel Portland: ● Advocate for development, maintenance and enhancement of the Green Loop project as an important visitor activity and experience, as well as a sustainable alternative to automobile transportation. ● Help meetings, convention, event and festival planners understand the value of the Loop to their attendees. ● Visually communicate and promote the idea of a connected city, ease of connectivity and the experience on both sides of the river. ● Encourage visitor usage of the Loop as a visitor activity, experience and mode of transportation.

City of Portland: ● ● ● ● ●

Position the project as beneficial to all of Portland residents and visitors. Be open to input from tourism as well as business owners. Share challenges and promote partnerships in order to advance the project. Push for completion and set a completion date. Consolidate neighborhood organizations to ensure adequate funding.

The Travel & Tourism Industry: ●

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Designate a champion from the industry to represent industry concerns, ideas and opportunities. Research and report on successes elsewhere and the role of various stakeholders. Communicate the value of the loop as a way to gain engaged two-wheeled traffic to industry establishments including restaurants, tours, hotels, shopping, attractions and more.

IMPLEMENTATION

IMPLEMENTATION The individual Action Items included in this Tourism Master Plan should be key input into Travel Portland’s annual planning process, the city’s strategy, planning and management processes, as well as guide the industry and its stakeholders in their individual and collective development and management efforts. In many cases, the Action Items included in this report can be undertaken by Travel Portland, while others need to be shared with stakeholder partners of city and neighboring community agencies and organizations who need to understand how their engagement and cooperation can serve to enhance the City of Portland as a destination, increase the city’s economic development opportunities and enhance quality of life for residents. Sharing this report and its Action Items with Portland’s public and private sector tourism stakeholders and opening lines of communications and discussion will be the first step in this process. Of course, Travel Portland will play a disportionate role in working to implement, direct and manage the Action Items that have been articulated in this report, but as the leading tourism organization, which is evolving into a destination marketing and management organization, it has a major responsibility to do just that. In moving this process forward, it is envisioned that Implementation will include, but is not limited to: ● Presentation and communication of the Tourism Master Plan by Travel Portland to city officials and industry stakeholders ● Engagement with specific stakeholders to discuss and share individual Action Items ● Agreement with specific stakeholders to work cooperatively to implement Action Items

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Articulation and agreement of cooperative stakeholder implementation initiatives Inclusion of TMP Action Items into Travel Portland’s Annual Planning process: a. Identification of organizational responsibilities and authorities b. Identification of activities and work plans for implementation c. Identification of resources necessary for implementation (financial, human resource, organizational) d. Identification of time table for implementation e. Identification of Key Performance Indices (KPIs) necessary to monitor and assess performance f. Direction, management and monitoring of implementation initiatives

To coordinate this effort, Travel Portland will establish and facilitate a Tourism Master Plan Implementation Committee to manage, direct and organize action plans; assign roles and responsibilities; allocate resources; monitor and review efforts; assess performance (KPIs); and adjust the Action Plans accordingly. The Committee will be chaired by Travel Portland and will include Travel Portland board members and management, key city and neighborhood officials and leading industry stakeholders. The Committee will meet quarterly to carry out their duties. For the purposes of this Tourism Master Plan, Travel Portland will also serve as a grant-making foundation charged with soliciting, reviewing, awarding, funding and supporting applications from third-parties interested undertaking individual items from the TMP Action Items.

FUTURE OPPORTUNITIES

FUTURE OPPORTUNITIES The process of creating a Tourism Master Plan for Portland included several activities that obliged Travel Portland, industry stakeholders and the community to narrow down the list and focus limited resources, time and funding on those issues and opportunities that were most urgent, presented the greatest opportunity for return on investment and delivered the most significant benefit to the visitor experience and residents’ quality of life. Still, it’s hard to set aside important recommendations that under different circumstances would definitely be a high priority. With this in mind, we have carried over a number of recommendations that should be reconsidered and activated in the future, as others in the Top 10 are completed.

Innovation District - Oregon Museum of Science and Industry (OMSI) The Daily Journal of Commerce Oregon (Oct 2017) has reported that The Oregon Museum of Science and Industry has revealed its master plan, “offering to developers 11 acres of developable land with capacity for 1.7 million square feet of [office, retail and residential] space.” As such, the OMSI site represents one of the most important attraction / entertainment / innovation district opportunities currently underway for Portland that could significantly impact city tourism. Innovation District - Zidell South Waterfront The Tourism Master Planning research identified the Zidell South Waterfront property—unveiled in the Portland Business Journal on Dec 15, 2016—as one of the top Tourism Development Projects for Portland. The vision of the 33-acre property is “expansive, sweeping and head-turning [with]...a bustling riverfront in the shadow of gleaming new office and residential towers. Public plazas and restaurants teem with people, and…a public river access point, where paddlers launch kayaks and canoes, sunbathers take in the rays and swimmers plunge into the water of the river and a cordoned-off pool.”

Portland’s Willamette River Waterfront While plans for improving, enhancing, rebuilding, developing and activating Portland’s Willamette River Waterfront have been in the works for decades, it is clear from other destinations—ike Cincinnati, Ohio, with its massively successful Smale Riverfront Park—that riverfront activities and amenities provide an increasingly significant opportunity for visitors and residents alike. Veterans Memorial Coliseum The utility of Veterans Memorial Coliseum (VMC)—a 12,000-seat arena that serves as the primary home for the WHL Winterhawks—may be limited by its aging structure. As such, Redevelopment of VMC could play an important role in the Albina Vision Project and the Tourism Master Plan. Customer Service Training / Quality Tourism Like all industries, quality of service is important for Portland’s Travel & Tourism industry. Stakeholders have indicated that they believe that Portland is not providing a high quality of tourism customer service that is consistent with a higher priced / affluent destination.

Biking In 2016, Bicyling.com rated Portland as the 3rd best U.S. city for bikes, inspired in part by the city’s new Biketown bike share system, the city’s aim to complete its 20s bikeway and the future Green Loop. All combined, Portland has a major opportunity through the Tourism Master Plan to celebrate and champion the city as a leading biking destination.

Innovation / The Next Great Thing Portland has earned a reputation for innovation and being on the leading edge of a number of tourism trends including culinary tourism, brewery / craft brew tourism, the maker movement and more. With that said, each of these trends have been and are being copied by other destinations that want in on the business. The question that many stakeholders are grappling with is “what’s Portland’s next new thing” and how can Portland tourism champion the opportunity? International Visitors One of Portland’s major opportunities for growing the Travel & Tourism industry is to focus greater attention, marketing, promotion, communications and PR to build several international visitor markets (Europe, Asia / Pacific, etc.). As a result, there may be a growing need for Travel Portland to educate, assist and direct public and private sector efforts and resources to address the needs of international visitors.

Meetings and Conventions The competition for meetings and conventions is expected to heat up as destinations recognize the significant economic impact of the MICE market, and Convention Centers employ all means possible to fill their facilities and hotel rooms with high spending business visitors. Instead of growing larger like other Convention Centers, the OCC should consider outside-the-box thinking opportunities to create a “better” convention center experience. Community and Corporate Engagement Although Travel Portland’s primary mission is to market the destination to out-of-town visitors, it should consider organizing and allocating resources to advocate, educate and communicate the importance of tourism to civic leaders, local media, tourism and non-tourism businesses, as well as to the broader Portland community in order to engage them in future destination development efforts. Lloyd District Development The area adjacent to the Oregon Convention Center does not present a visitor experience that is consistent with or representative of the Portland experience that can be found in the downtown core, other high-traffic visitor areas or in Portland generally. This “island of lackluster activities” (restaurants, entertainment and retail) may be detracting from the marketability of OCC events.

Pearl District Post Office Redevelopment

Given the Mayor’s call to “create a landmark development” and the exciting potential for incorporating multi-modal auto, train and bus transportation into this plan, the Pearl District Post Office redevelopment has significant potential for impacting the future of travel and tourism in Portland, and as a result should play an important role in the development of the Tourism Master Plan. Sports Tourism, Events, Facilities and Strategy The success of the Oregon Sports Authority suggests there may be an opportunity to create a Portland/Oregon Sports Events/Tourism Strategy so all stakeholders know and agree how sports events and facilities can be utilized, developed and deployed to maximize their economic impact in Portland. Year Round Indoor Experience For those visitors and residents who would like to visit Portland during the rainy season—yet escape the rain— there are only a handful of major indoor activities and attractions that provide such opportunity. More extensive opportunities for year-round indoor experiences might benefit Portland’s tourism industry.

Smart Cities / Wired Portland As more and more residents and visitors increasingly rely on their smartphones and other devices to communicate and interact with people and places, there is a growing opportunity for Portland to think outside the box and create a smart city for visitors of the future that reflects its vision as a small-batch, customized destination. Regional Experiences and Longer Visits As Portland seeks to build its cooperative efforts with regional tourism partners, through cooperative marketing, promotion, product development, transportation strategy, etc., the Tourism Master Plan should consider how this expanded portfolio of tourism products and experiences can assist in extending the duration of trips to Portland.

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