The Washington County Visitors Association (WCVA), dba Explore Tualatin Valley, is a not-for-profit organization that serves the region’s economic development efforts by actively promoting Washington County as a desired destination to domestic and international leisure travelers, business travelers, day visitors, meeting and event planners, and group tour operators. The organization is also a leader in destination development and enhancement for the county and its stakeholders.
Explore Tualatin Valley is funded by 23% of transient lodging tax (TLT) generated and collected in Washington County executed through an agreement with Washington County, Oregon.
As stewards of tax revenues, Explore Tualatin Valley operates a fiscally responsible organization, while implementing a program based on research, partnership development and performance accountability. In addition to receiving a portion of TLT, Explore Tualatin Valley also receives a share of funds from the Regional Cooperative Tourism Program (RCTP), which are allocated by Travel Oregon from the statewide 1.5% TLT collections.
REPORT FY24-25
Board Governance
Explore Tualatin Valley operates under a board governance model adhering to our bylaws to ensure fiscal responsibility. The board composition is defined by our bylaws and is comprised of Directors and the Executive Committee, who are the officers of the Board.
BOARD
OF DIRECTORS FY25-26
EXECUTIVE COMMITTEE
Laurine Apolloni, Chair – Apolloni Vineyards
K.L. Wombacher, Past Chair – Hillsboro Hops
Darren Harmon, Treasurer – Bullwinkle’s Event Center
Tracy Reynolds, Secretary – Courtyard by Marriott Beaverton
Les Davis – Lithtex Printing
Dan Murphy – Broadway Rose Theatre Company
DIRECTORS
Jim Etzel - Sport Oregon
Marisa Hoiem – Element Portland Beaverton
Alex Kircher – Golden Valley Brewery & Restaurant
Josh Johnson - Binary Brewing and Uptown Beer Co.
Doug Menke – Tualatin Hills Park & Recreation District
Deanna Palm – Washington County Chamber of Commerce
Mia Ponzi-Hamacher - Sosta House
Carly Riter - Intel
Tim Rosener – Mayor, City of Sherwood
Charlie Sitton – Century Hotel
Jason Snider - Washington County Commissioner
Mathea Zietz – McMenamins Grand Lodge
Steve Winkle - Port of Portland
OurTeam
At the heart of Explore Tualatin Valley is a dedicated team of professionals who are passionate about promoting our region and supporting the people and partners who make it a vibrant place to visit and call home. With expertise across marketing, sales, public relations, community engagement and destination development, the team works collaboratively to elevate Tualatin Valley’s visibility, drive economic impact, and foster lasting connections throughout the region.
Economic Impact
Tourism brings economic prosperity to our destination and has the potential to further diversify the economy throughout Tualatin Valley. Through partnerships with stakeholders, our goal is to establish high-quality visitor experiences that excite, educate and reward visitors and residents alike. We are pleased to share the outcomes of the 2024 travel and tourism impacts in Washington County, made possible through our collective efforts.*
3.4 million overnight visitors
$836 million in Visitor Spending
9,240 jobs supported through tourism
$55.2 million in State & Local Tax Revenue
*See the Appendix for additional data from the 2024 Travel Impacts study from Dean Runyan Associates
StrategicAlignment
Our Strategic Foundation
In 2023, Explore Tualatin Valley’s three-year Strategic Plan was developed and stands as the shared vision for our destination. Created via active engagement and thoughtful insights received from our partners, the plan both guides our efforts and serves as a benchmark to advance economic vitality, foster a thriving local economy, elevate tourism through a community-first approach, and fortify our organization’s stability and organizational excellence.
OBJECTIVE 1:
Elevate our Brand Position
Through Innovative Marketing
• Establish brand equity as a comprehensive wine destination through marketing and events
• Perform an analysis of other wine destinations to pinpoint Tualatin Valley competitive advantages
• Leverage data to define and precision-target aspirational markets for Tualatin Valley
• Increase the cultural competence of our marketing efforts
• Designate a portion of marketing budget specifically for exploring innovative approaches
OBJECTIVE 2: Build a High-Performance Sales Program
• Define and grow relevant markets for the Wingspan Conference & Event Center
• Support our hotels in developing relevant meeting and tour group business
• Define and grow relevant markets to create an actionable sports marketing and sales plan
• Leverage destination services to retain and grow sports market groups
OBJECTIVE 3: Develop a Great Place to Visit and Live
• Elevate wine tourism by partnering with our arts communities to pair arts and wine experiences
• Support the strategic expansion and promotion of dining, recreation, cultural, and agritourism assets that enhance the visitor experience
• Invest to support stakeholder development of strategically-aligned events and experiences
• Support initiatives that highlight and enhance the accessibility of Tualatin Valley
• Leverage innovative itineraries and inspirational promotions to support the diversification of our tourism product
OBJECTIVE 4:
Engage our Communities, Stakeholders, and Partners
• Develop an intentional awareness, engagement, and communications campaign for stakeholders and residents
• Emphasize strategic partnership opportunities with tourism-industry partners and local governments
• Strengthen our capabilities to advocate for and convene an interconnected tourism industry in Washington County
• Develop an annual or biannual signature event to inspire, educate and engage stakeholders
*See the Appendix for the complete FY25-27 Strategic Plan Overview.
United for aWhole-Team, Holistic Approach
During the FY24-25 Fiscal Year, we shifted our approach as an organization to align with the structure of our Strategic Plan, furthering alignment to the vision and goals it set forth.
In preparing for the upcoming year, our team came together to revisit the Strategic Plan–not as individual departments, but as a unified team–with the goal of identifying opportunities to collaborate, share resources and create a more integrated approach to our work.
This holistic planning process allowed us to break down silos and better align initiatives across marketing, sales, community engagement and destination development.
By thinking cross-functionally, we ensured that each objective is not only supported by its lead team, but also enhanced by shared priorities and complementary efforts from across the organization.
In this recap, we will address each objective within the Strategic Plan and outline progress for each of the priorities and actions accomplished during the FY24-25 fiscal year.
Marketing: Elevate Our Brand Position Through Innovative Marketing
STRATEGIC APPROACH
OBJECTIVE 2 Groups & Sales: Build a High-Performance Sales Program FY25-26
OBJECTIVE 3
Destination Development: Develop a Great Place to Visit & Live
OBJECTIVE 5
Develop & Retain a Skilled & Engaged Team
Leisure Marketing
Objective 1:
Elevate our Brand Position through Innovative Marketing
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Leisure Marketing
In FY24–25, Explore Tualatin Valley strengthened its leisure marketing by elevating wine as a cornerstone of its brand. The Spring Sips campaign, paired with media features like Women in Wine and Channing Frye’s Unannounced series, gave the region’s wine story broader reach and stronger recognition.
ETV also shifted to a data-driven approach, removing anecdotal target markets and refining efforts with tools like Arrivalist, STR and AirDNA. Campaign tests with Amazon CTV and iHeart established baselines in non-Portland markets, sharpening future targeting.
Cultural inclusivity and innovation were prioritized, with Spanish-language guides, diverse event promotion, and creative partnerships such as the Portland Winterhawks and a Tap Season collab beer. These initiatives expanded reach and reinforced a welcoming image.
Anchored by signature campaigns such as Cozy Season, Tap Season, Spring Sips, and the new Great Outdoors, alongside investments in asset generation like refreshed golf content, ETV ensured consistent storytelling that spotlighted the region’s diverse and accessible offerings year-round.
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Establish Brand Equity as a ComprehensiveWine Destination Through Marketing & Events
During FY24-25, Explore Tualatin Valley made meaningful progress toward the goal of establishing brand equity as a comprehensive wine destination. Through integrated marketing, storytelling and high-impact partnerships, the region’s wine narrative became more prominent and more engaging.
The Spring Sips Campaign, including the Pink! Rose Festival, digital passport, and media and influencer dinner, positioned Tualatin Valley as both approachable and sophisticated, helping visitors explore local wineries through curated, seasonal experiences. Broadcast media appearances, such as "Women in Wine" segments on KOIN, further amplified our voice, aligning with the values of authenticity and diversity that define our destination (learn more on the Full Spring Sips Recap Report).
Additionally, our partnership with Channing Frye’s "Unannounced" series brought widespread visibility to the area’s wine offerings, blending celebrity influence with genuine storytelling.
Together, these efforts helped move the needle in building recognition, relevance, and resonance for Tualatin Valley’s wine identity.
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Perform anAnalysis of CompetitiveWine Destinations to Pinpoint TualatinValleyAdvantages
Under Objective 1 of the Strategic Plan, one key priority is to “Perform an analysis of other wine destinations to pinpoint Tualatin Valley’s competitive advantages.” While this formal analysis is still underway, Explore Tualatin Valley’s marketing efforts continued to emphasize the destination’s most apparent strengths: proximity to Portland, diversity of wineries and overall accessibility. These themes have shaped our wine storytelling, campaign messaging, and media strategy, helping distinguish Tualatin Valley from other regional wine destinations. Looking ahead, a formal competitive analysis will be completed in the FY25–26 fiscal year, providing a deeper understanding of how Tualatin Valley stands out and informing even more strategic positioning in the future.
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Leverage Data to Define and Precision Target Aspirational Markets forTualatinValley
Under this objective, Explore Tualatin Valley made significant progress by shifting from anecdotal decision-making to a data-driven approach. A deep-dive on over 300 of our points-of-interest (POIs) also revealed insights on origin markets and top attractions within Tualatin Valley. Thus, in FY24–25, we removed several previously targeted markets that lacked supporting data, refocusing efforts on audiences validated by travel behavior, lodging trends, and digital performance.
Additional key initiatives included a Connected TV (CTV) test with Amazon and an integrated campaign with iHeart, both of which deliberately targeted non-Portland markets to establish baseline awareness and performance across streaming, print, broadcast, social and digital channels. These tests, combined with ongoing analysis of Arrivalist, STR and AirDNA data, as well as website and social insights, are helping us refine audience segments and improve message alignment across platforms, laying the foundation for more efficient, effective campaigns moving forward.
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Increase the Cultural Competency of our Marketing Efforts
Over the past year, Explore Tualatin Valley strengthened cultural inclusivity by supporting diverse celebrations such as the Lunar New Year event at Washington Square, ensuring our marketing resonated with a broader audience.
We also introduced Spanish-language map and guide translations to better cater to non-English-speaking visitors and reflect the multicultural makeup of Washington County.
Moreover, by promoting cultural organizations and events and featuring diverse residents in our storytelling, we reinforced a welcoming and authentic destination image, rooted in community and inclusivity.
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Designate a Portion of Marketing Budget Specifically for Exploring InnovativeApproaches
During FY24-25, Explore Tualatin Valley embraced experimentation and new promotional models, even without a formal budget line. Several bold initiatives were launched that broke from traditional approaches and tested fresh territory:
● A dynamic partnership with the Portland Winterhawks offered unique visibility and engagement with an engaged and sports-savvy audience.
● The “Unannounced” series with Channing Frye brought high-profile storytelling and media buzz to our wine programming.
● Collaboration with local brewers resulted in a Tap Season collab beer, creating a tangible, limited-edition product tied to our campaign calendar.
● Our inaugural partnership with iHeart Media / K103 extended our reach through broadcast channels, complementing digital and experiential tactics.
These innovative efforts—though not formally budgeted—demonstrate ETV’s commitment to creative, cross-channel experimentation and its willingness to explore new touchpoints in pursuit of greater impact.
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Printed Guides & Maps
Explore Tualatin Valley’s printed maps and guides remained a key asset in FY23-24, helping inspire exploration and supporting in-destination navigation. Available at local Visitor Information Centers, partner businesses and via direct mail fulfillment through both our team and Travel Oregon, these professionally produced materials reached both planning-stage and in-market visitors.
Our suite of printed resources included three seasonal Inspiration Guides, as well as Spanish-language versions of our Tourism Map, Farms & Markets Guide, Wine Guide and Tap Guide, reflecting our efforts to expand accessibility and cultural relevance. These tools play an essential role in connecting travelers with the experiences and businesses that define the Tualatin Valley.
OBJECTIVE 1: ELEVATE OUR BRAND POSITION THROUGH INNOVATIVE MARKETING
Signature Leisure Marketing Campaigns
Explore Tualatin Valley’s signature leisure campaigns anchor our year-round marketing calendar, shaping our advertising, messaging, PR, partnerships, and community engagement efforts. These seasonal campaigns not only drive visitor interest and economic impact, but also allow us to consistently spotlight our destination’s diverse offerings in a fresh, engaging way.
COZY SEASON
TAP SEASON
(September - December)
In its first year, Cozy Season performed strongly, successfully engaging off-season audiences with digital, print, and out-of-home promotions, as well as influencer outreach and Seattle market advertising. By bundling lodging packages and seasonal messaging, the campaign helped sustain visitation during slower months and reinforced Tualatin Valley’s appeal year-round.
See the Recap Report
(February)
The second year of Tap Season outperformed expectations, with its collab beer, Ale Trail digital passport, and multi-channel marketing driving strong engagement across Oregon, solidifying Tualatin Valley’s reputation as a hub for craft beverage tourism.
See the Recap Report
SPRING SIPS
(mid-April - May)
The 2025 Spring Sips campaign achieved strong traction across media, influencer engagements, and wine-oriented activities. With its digital passport, curated wine experiences and integrated storytelling, the campaign reinforced Tualatin Valley’s identity as an inviting wine region
See the Recap Report
GREAT OUTDOORS
(June - August)
The launch of the Great Outdoors campaign toward the end of FY24-25 highlighted Tualatin Valley’s natural playground, including outdoor adventures such as cycling, paddling, hiking and nature trails. By weaving this messaging into media, digital and content strategy, Explore Tualatin Valley began broadening the region’s appeal as a destination for active, nature-based travelers.
Sharing Our Golf Story
Explore Tualatin Valley renewed its focus on promoting golf as a key pillar of the destination by investing in new storytelling, media outreach and content creation. This effort included producing a new golf video/spot that showcases the region’s accessible, scenic and high-quality courses. We also hosted media familiarization visits at several standout locations, helping elevate Tualatin Valley’s visibility as a golf destination.
In tandem, we prioritized asset generation to ensure we have compelling, authentic photography and video content that reflects the golf experience here, from lush fairways to post-round amenities. As part of this effort, we’re also rebuilding relationships with courses across the region and working to elevate their stories as another important layer of Tualatin Valley’s broader destination narrative.
Group Sales
Strategic Objective 2: Build a High-Performance Sales Program
Group Sales
In FY 24-25, we worked to build a sales program through a sharpen hotel support, sales marketing, and the expanding sports travel segment. In partnership with regional hotels, ETV improved communication, lead sharing and alignment, making group opportunities more relevant, supported, and easier to convert. Marketing and sales were also better integrated, elevating visibility and reinforcing ETV’s role as a resource for planners and venues.
To grow key markets, ETV participated in targeted tradeshows the HelmsBriscoe Annual Conference, ConnectPNW, MPI World Education Convention, MPI Cascadia, and the GoWest Summit, while also investing in platforms like Cvent and PlayEasy, maintaining industry memberships, and running strategic advertising to reach sports and small meetings markets. Destination services further supported this work through hands-on assistance for events such as the USA Climbing Youth National Championships, youth tennis tournaments and golf events.
Collectively, these efforts advanced our sales program and helped generate group opportunities with $4.96 million in potential economic impact netted 20 definite groups bringing $646,644 in direct economic impact.
This marked ETV’s continued commitment to helping venues close deals, drive retention, and strengthen Washington County’s reputation as a destination for group and sports business.
Define & Grow Relevant Markets for the Wingspan Conference & Event Center
In FY 2024–2025, Explore Tualatin Valley renewed a five-year agreement with Washington County for tourism promotion of the county. As part of this agreement, a preliminary scope of work was outlined including marketing, promotion and public relations support for Westside Commons and the Wingspan Center.
Beginning in FY 2025–2026, Explore Tualatin Valley is working with county staff leadership on an amending and clarifying the scope of work. In addition, meetings are scheduled to begin collaboration on the foundational strategies, such as target market identification, outreach tactics, and partnership mapping, to establish the next steps in the process.
Define & Grow Relevant Markets to Create an
Actionable Marketing & Sales Plan
In FY24–25, Explore Tualatin Valley advanced efforts to define and grow relevant markets by expanding awareness of the destination and building new pathways for sales opportunities. A key part of this work was leveraging digital platforms widely used by planners—Cvent for meetings and conventions, Playeasy for sports events, and HelmsBriscoe, the world’s largest third-party site selection company—through upgraded listings, added features and targeted incentives. These investments ensure that Tualatin Valley is visible and competitive within decision-making environments where planners source and evaluate destinations. We also strengthened our presence by strategically joining professional associations that provide direct access to decision-makers and foster stronger industry connections. Memberships in organizations such as Meeting Professionals International, Associations West and the Oregon Tour & Travel Association expanded our ability to connect with planners at the local, regional and national levels. Together, these digital and organizational investments aid in developing a more actionable and integrated sales approach, ensuring that Tualatin Valley is better positioned to attract meetings, sporting events and travel trade opportunities.
OBJECTIVE 2: BUILD A HIGH PERFORMANCE SALES PROGRAM
Support our Hotels in Developing Relevant Meeting
& Tour Group Business
Over the past year, Explore Tualatin Valley (ETV) deepened its partnership with local hotels by hosting quarterly sales meetings, facilitating client site visits, and maintaining a database of hotels and venues interested in group business to quickly connect leads with the right partners.
We strengthened this work with investments in data resources, including STR, AirDNA, Arrivalist, and Blue Room Research, to deliver valuable market insights. Additionally, we supported Wheel the World’s hotel accessibility assessments, helping properties improve access for travelers with disabilities and gain visibility on a dedicated booking platform.
To boost visibility, ETV also developed materials showcasing group-friendly spaces, lodging packages and experiences, making it easier for planners to assess options. Together, these efforts support hotels with stronger tools, data and storytelling, reinforcing Tualatin Valley as a collaborative and competitive group destination.
SALES PROGRAM
Leverage Destination Services to Retain & Grow Sports Markets Groups
Explore Tualatin Valley (ETV) played a pivotal role in the USA Climbing Youth National Championships at Portland Rock Gym in Beaverton, which brought 900 athletes and families and generated more than $500,000 in lodging revenue across official tournament hotels in Tualatin Valley. To enhance the visitor experience, ETV provided athlete swag bags and launched a custom Digital Visitor Passport, giving participants curated offers and inspiration to explore the area.
ETV also assisted in securing the coaches’ kickoff dinner, serving as beverage sponsor and delivering opening remarks, while coordinating PR efforts that generated over 600 million impressions across local and national outlets. This successful pilot highlighted the value of destination services in driving economic impact and exposure, underscoring ETV’s growing strategic approach to sports and event services and setting a strong precedent for future hosting opportunities.
Destination Development
Strategic Objective 3: Develop a Great Place to Visit & Live
Destination Development
In FY24-25, Explore Tualatin Valley advanced Objective 3 of the Strategic Plan through targeted programs, partnerships and investments. We strengthened product development, enhanced wayfinding and visitor resources, and increased visibility for Tualatin Valley’s outdoor and recreational offerings. Meanwhile, the Inspiration Awards, Chamber of Commerce grants, and Foundation Awards empowered local organizations to deliver strategically aligned events.
Accessibility was a focus, with efforts to certify and promote accessible hotels, attractions and public spaces, supported by new content showcasing these offerings. We also elevated wine tourism by fostering collaborations with the arts community and promoting experiences that blend culture, entertainment and our region’s wine offerings.
To diversify our tourism product, we introduced new experiential assets, expanded storytelling through targeted marketing, and integrated group travel itineraries into broader leisure campaigns, ensuring a unified brand voice. These efforts helped position Tualatin Valley as a thriving, diverse and accessible destination for both visitors and residents.
Elevate
Wine Tourism by Partnering with ourArts Communities to PairArts &Wine Experiences
Explore Tualatin Valley deepened the connection between wine and arts by pairing the cultural ambiance of local performance spaces with our partner wineries. A standout moment was the collaboration between Sosta House and Third Angle for a live "Blanc Space" performance—an immersive blend of music and wine that captured the creative spirit of the region. In addition, we supported music events hosted at partner wineries, expanding visibility and reinforcing the idea that wine tourism extends beyond tasting to include cultural experiences.
To further enhance engagement, one of our Spring Sips pop-up events was held at the Patricia Reser Center for the Arts, bringing wine sampling and lively conversation into an arts-oriented environment. These efforts collectively showcase Tualatin Valley’s unique appeal as a destination that unites creativity and taste, inviting visitors to enjoy wine in immersive, cultural settings.
OBJECTIVE 3: DEVELOP A GREAT PLACE TO VISIT & LIVE
Support the Strategic Expansion & Promotion of Dining, Recreation, Cultural, andAgritourism Assets that Enhance theVisitor Experience
Explore Tualatin Valley took significant strides in reinforcing and promoting local assets by strategically aligning with partners across recreation, stewardship, and content platforms. A cycling audit with C2Recreation helped identify gaps and potential enhancements along regional biking routes, laying the groundwork for improved access and visitor experience. Our ongoing partnership with the Tualatin Riverkeepers enabled us to support their new wayfinding signage and website launch, amplify awareness for their annual Discovery Day event through PR, and align with their river stewardship mission.
To broaden the region’s outdoor visibility, we also collaborated with The Outbound, which added more than 20 new Tualatin Valley adventures to their discovery platform, positioning our most scenic offerings in front of a broader, adventure-seeking audience. Additionally, ETV remained engaged in the development of the 82-mile Salmonberry Trail, which will connect the city of Banks to the Oregon Coast and provide hikers, bikers and equestrians with a one-of-a-kind journey through diverse ecosystems. Our involvement ensures Tualatin Valley’s section of the trail is well-positioned as both a gateway and a destination in its own right, further enhancing our outdoor recreation portfolio.
OBJECTIVE 3: DEVELOP A GREAT PLACE TO VISIT & LIVE
Invest to Support Stakeholder Development of Strategically-aligned Events and Experiences
Explore Tualatin Valley reinforced its role as an enabler of community-driven, tourism-aligned experiences by investing in three key grant programs.
The Inspiration Awards recognized local organizations, such as the Beaverton Downtown Association’s Boba Dash, Forest Grove’s Spring Wine Walk, and Nordic NW’s Midsommer Festival, for their contributions to the region’s cultural vitality and appeal. The Foundation Grants supported strategic projects (up to $20,000 each) that enhance tourism infrastructure, spanning public art, trails, historic preservation and more, while requiring ADA compliance and aligning with cultural, recreational or beautification goals. Finally, the Chamber of Commerce grants that were awarded to local chambers helped expand event capacity and engagement, ensuring that experiences align with regional priorities.
Together, these programs not only elevate Tualatin Valley’s event landscape but also strengthen ties with community partners and foster long-term collaboration, bringing destination development and community vision into close alignment.
OBJECTIVE 3: DEVELOP A GREAT PLACE TO VISIT & LIVE
Support Initiatives that Highlight & Enhance the Accessibility of TualatinValley
Explore Tualatin Valley strengthened its commitment to inclusive tourism by partnering with Wheel the World, a platform empowering travelers with disabilities through verified accessibility insights. Together, we facilitated the certification of participating hotels and attractions, ensuring accurate, trusted information for visitors with diverse needs, such as step-free entries, ADA-compliant rooms and sensory-friendly spaces. These verified listings are now integrated across our digital platforms, reinforcing our destination’s reputation as welcoming and accessible to all.
On the content side, we developed several articles highlighting the accessibility of key attractions, such as trails, playgrounds and other public spaces to help visitors plan experiences with confidence. This initiative not only broadened our audience reach but also advanced our cultural competence goals, aligning with our ongoing efforts to weave accessibility into every visitor experience. By spotlighting real improvements and sharing them widely, Explore Tualatin Valley made accessibility a visible and integral part of its brand and storytelling.
Leverage Itineraries & Promotions to DiversifyTourism Product
During FY24-25, Explore Tualatin Valley actively leveraged innovative itineraries and inspirational promotions to diversify our tourism offerings and unify messaging across all audiences.
During Spring Sips, we tested group wine country tour packages, inviting small groups to explore curated winery visits paired with local experiences, laying the groundwork for scalable, experiential group products.
Influencers were strategically engaged to authentically share hidden gems, seasonal events and the region’s personality, elevating our storytelling with credible, peer-driven narratives.
We also developed refreshed group itineraries for our sales team that reflected broader leisure marketing messaging, ensuring a more consistent, cross-audience experience and preventing siloed communication.
Together, these efforts reinforce Tualatin Valley as a destination that welcomes both leisure and group travelers through dynamic, cohesive experiences.
OBJECTIVE 4: ENGAGE OUR COMMUNITIES, STAKEHOLDERS, AND PARTNERS
Partner, Stakeholder & Community Engagement:
Community, stakeholder and partner engagement are critical to amplifying the value and long-term impact of tourism in Tualatin Valley.
When local organizations, governments, and businesses understand and support the role tourism plays in the region’s economy and identity, the entire destination benefits.
Explore Tualatin Valley is committed to building stronger, more strategic partnerships with tourism-industry stakeholders and local governments by fostering collaboration, shared goals, and a deeper understanding of our collective impact.
To support this, ETV focuses on intentional communications, expanded advocacy, and convening opportunities that bring tourism partners together and keep them informed and inspired.
OBJECTIVE 4: ENGAGE OUR COMMUNITIES, STAKEHOLDERS, AND PARTNERS
Develop an IntentionalAwareness, Engagement & Communications Campaign for Stakeholders & Residents
Under Objective 4: Engage Our Communities, Stakeholders and Partners, Explore Tualatin Valley advanced its role as a convenor and communicator through several proactive engagement strategies in FY24–25. For National Travel & Tourism Week, we organized our annual reception—this year titled "Making an Impact"—that brought together nearly 150 industry partners, ranging from wineries to hotels and cultural creators, for a makers' market-style celebration that showcased the breadth of the region’s talent and energy.
Beyond NTTW, our outreach efforts included consistent communication via partner newsletters and LinkedIn updates, keeping stakeholders informed and connected over time. We also maintained a presence at key stakeholder events and meetings throughout the year, ensuring that our local partners saw Explore Tualatin Valley as both a strategic resource and an active participant in the community’s evolving narrative.
OBJECTIVE 4: ENGAGE OUR COMMUNITIES, STAKEHOLDERS, AND PARTNERS
Emphasize Strategic Partnership Opportunities with Tourism-industry Partners & Local Governments
In FY24-25, Explore Tualatin Valley deepened its role as a bridge between local government and the tourism industry, fostering stronger alignment between community priorities and destination development. This included collaboration with the Hillsboro Cultural District, the City of Forest Grove, and the Forest Grove/Cornelius Chamber of Commerce, as well as ongoing engagement with economic development managers across Washington County. By creating these connections, ETV helped ensure that tourism is considered a vital part of broader community and economic strategies.
This commitment to alignment was also reflected in the expansion of our board leadership, welcoming Washington County Commissioner Jason Snider and Sherwood Mayor Tim Rosener—bringing critical government perspectives directly into our organizational planning and decision-making.
Alongside these efforts, ETV expanded its network across industry sectors and local government, attending dozens of chamber, commission and rotary meetings while maintaining a strong presence at community events. These connections have reinforced ETV’s role as a trusted partner, advocate and unifying voice for tourism in Washington County.
OBJECTIVE 4: ENGAGE OUR COMMUNITIES, STAKEHOLDERS, AND PARTNERS
Strengthen our Capabilities toAdvocate for & Convene an Interconnected Tourism Industry in
Washington County
Explore Tualatin Valley took meaningful strides to establish itself as a leading voice and convener in regional tourism efforts during FY24-25.
Our CEO & President, Dave Parulo, actively engaged with state representatives during legislative sessions, delivering testimony and raising awareness about tourism's vital role in economic and community development. His commitment to advocacy is further reflected in his appointments to the Oregon State Parks and Recreation Commission, Sport Oregon and the Oregon Destination Association (ODA), positions that enhance ETV’s influence in state-level policy and strategy.
These efforts have elevated Explore Tualatin Valley beyond its traditional marketing role, positioning it as a respected advocate and collaborator, bridging gaps between tourism, government and partner sectors to create a more unified and forward-thinking destination network.
OBJECTIVE 4: ENGAGE OUR COMMUNITIES, STAKEHOLDERS, AND PARTNERS
Develop anAnnual or Biannual Signature Event to Inspire, Educate & Engage Stakeholders
During FY24-25, Explore Tualatin Valley built a consistent rhythm of partner engagement through thoughtfully planned quarterly events. These gatherings were designed to strengthen relationships, foster cross-sector collaboration, and highlight the shared impact of tourism on our region’s economy and culture.
These touchpoints included Partner Night at the Hops in August, Cozy Season Holiday Open House in December, ETV Night at the Portland Winterhawks in February during Tap Season, and the National Travel & Tourism Week “Making an Impact” event in May, with each event providing relaxed yet purposeful environment for connecting with stakeholders.
In addition to quarterly partner events, quarterly hotel meetings and campaign wrap sessions were rolled out with relevant industry segments. These events not only fostered stronger collaboration, but also created valuable opportunities for feedback, ensuring our strategies remain responsive to partner needs and aligned with shared goals.
Collectively, these efforts reinforced the essential role our partners play in shaping the Tualatin Valley experience, while also building a stronger, more connected tourism network.
OurTeam
Strategic Objective 5: Develop and Retain a Skilled & Engaged Team
OBJECTIVE 5: DEVELOP AND RETAIN A SKILLED AND ENGAGED TEAM
OurTeam
Throughout FY24-25, Explore Tualatin Valley prioritized building an equity-forward, high-performing culture by aligning our team’s work with the organization’s long-term vision. While efforts such as a skills, capabilities and compensation assessment and reimagined performance evaluations are planned for the upcoming fiscal year, we laid important groundwork this year to position ourselves for that progress. By keeping these priorities front of mind, ETV is preparing to strengthen accountability, support growth, and ensure that our team remains aligned with our mission and values.
We also made meaningful investments in staff development, supporting participation in conferences, trainings and professional certifications to expand expertise and sharpen capabilities. Beyond formal development, ETV placed emphasis on team cohesion through outings, celebrations and shared experiences, fostering camaraderie and trust that underpin a collaborative workplace. These efforts advanced our strategic commitment to cultivating a skilled, engaged and values-driven team while laying the foundation for future initiatives that will further enhance alignment, equity, and performance.
Summary
Reflecting on Our Progress
The FY24–25 fiscal year marked a period of growth, alignment and renewed momentum for Explore Tualatin Valley. By working as a unified team, we advanced the goals of our Strategic Plan, strengthened collaboration with partners, and elevated the region’s visibility through marketing, sales, community engagement and destination development.
Equally important, we deepened our relationships with partners and stakeholders across Washington County, building trust, creating more touchpoints, and increasing understanding of the role and power of tourism. From local businesses and attractions to chambers, commissions, and elected officials, these connections have expanded our reach and amplified our voice. Together, we are ensuring that tourism is recognized not only as an economic driver, but as a unifying force that supports cultural vitality and community pride.
As we reflect on the year’s accomplishments, one theme is clear: tourism continues to be a powerful driver of economic vitality, cultural connection and community pride in Washington County. With a stronger foundation, deeper partnerships, and a clear path forward, Explore Tualatin Valley is well-positioned to build on this progress and inspire even greater impact in the years ahead.
APPENDIX
Year End Budget
Budget Recap -Audited
Explore Tualatin Valley is funded by 2.33% of transient lodging tax (TLT) generated and collected in Washington County executed through an agreement with Washington County, Oregon. As stewards of tax revenues, Explore Tualatin Valley operates a fiscally responsible organization, while implementing programs based on research, partnership development and performance accountability. In addition to receiving a portion of TLT, Explore Tualatin Valley also receives a share of funds from the Regional Cooperative Tourism Program (RCTP), which allocated by Travel Oregon from the 1.5% state TLT
The Economic Impact of Travel
Dean Runyan Associates (DRA), April 2025
STR, December 2024
Strategic Plan Overview FY25-27
EXPLORE TUALATIN VALLEY
Strategic Plan Overview
FY25-27
Hotel and Short-term Rental Performance FY24-25
EXPLORE TUALATIN VALLEY
Hotel Performance
Despite facing headwinds in FY24-25, Explore Tualatin Valley’s lodging sector continued to demonstrate resilience and strength relative to broader market trends. While performance showed declines compared to the previous fiscal year, these results reflected a national and statewide softening in travel demand rather than weaknesses unique to our region. In fact, Washington County hotels remained in the top three counties in the region in both YTD monthly occupancy rate and a 3.4% increase in supply of rooms (due to newly constructed hotels opening)..
Across the fiscal year, Tualatin Valley’s hotels generated $100.5 million in total room revenue, with an average daily rate of $131, RevPAR of $86.54, and an average occupancy of 65%* These numbers highlight both the enduring strength of our lodging community and the importance of continuing to invest in marketing, sales, and partnerships that position the Tualatin Valley as a competitive destination during periods of slower growth.
*Based on Smith Travel Research data, July 2024 - June 2025.
Short-term Rental Performance
Short-term rentals in Tualatin Valley remained a steady and healthy segment of the lodging market in FY24-25, maintaining strong occupancy and nightly rates even amid broader softening in travel trends. By monitoring performance through AirDNA, Explore Tualatin Valley tracked occupancy, pricing and visitor demographics to better understand how rentals contribute to the visitor economy and inform policies and partnerships that drive tourism revenue.
Across the year, short-term rentals generated $23.3 million in total revenue, with an average daily rate of $191, RevPAR of $110, and an average occupancy of 58%*. The market averaged 859 active listings per month, with 795 units booked, highlighting consistent visitor demand and a competitive rental environment.
These results reinforce the importance of short-term rentals as a complement to traditional lodging, diversifying visitor options while spreading tourism benefits into neighborhoods and communities throughout the Tualatin Valley.
*Based on AirDNA data, July 2024 - June 2025.
FY24-25
Organizational & Marketing Reports
Organizational & Marketing Reports
COZY SEASON
CAMPAIGN RECAP REPORT Read the Report TAP SEASON CAMPAIGN RECAP REPORT Read the Report MID-YEAR REPORT Read the Report SPRING SIPS CAMPAIGN RECAP REPORT
