Marketing & Sales Plan Overview
FISCAL 2025-2026 | MAY 2025
ALetter from Our President
Dear Partners and Stakeholders,
We are pleased to share our Fiscal Year 2026 Marketing & Sales Plan Overview, which outlines the scope of work your Explore Tualatin Valley team will undertake to strengthen the tourism economy in Washington County.
Fiscal Year 2026 represents a period of continued momentum and growth for the Explore Tualatin Valley destination brand. Our plan reflects an increased emphasis on campaign-based planning to strategically promote our destination and connect more deeply with potential visitors.
In developing this plan, we aligned our priorities with the framework of our multi-year strategic plan, ensuring our efforts support our long-term vision and goals.
It is important to acknowledge that we are entering Fiscal Year 2026 amid ongoing uncertainty in the national tourism economy. The early part of 2025 has shown a notable decline in travel activity and future travel commitments across leisure, business, and group travel segments.
As we implement this plan, we remain committed to being responsive and adaptive—ready to pause, pivot, and refine our strategies as economic conditions evolve.
Thank you for your continued partnership and support.
Dave Parulo President & CEO
ABOUT EXPLORE TUALATIN VALLEY
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 association 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 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 1.5% state TLT collections.
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. Our board is comprised of Directors and the Executive Committee, who are the officers of the Board.
BOARD OF DIRECTORS
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. Through these efforts, we were pleased to share the 2024 travel and tourism impact to Washington County*:
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 our 2024 Travel Impacts Oregon, Washington
County report from Dean Runyan.
StrategicAlignment
Our Strategic Foundation
In 2023, we were thrilled to share Explore Tualatin Valley’s Three-year Strategic Plan, which is the shared vision for our destination. Developed 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
OurWhole-Team, HolisticApproach
For the 2025–2026 Fiscal Year, our Marketing & Sales Plan Overview will follow 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 overview, we will address each objective within the Strategic Plan and outline the priorities and actions that will guide our work throughout the new fiscal year.
OBJECTIVE 4 Partner Engagement: Engage our Communities, Stakeholders, & Partners
OBJECTIVE 1
Marketing: Elevate Our Brand Position Through Innovative Marketing
FY25-26
STRATEGIC APPROACH
OBJECTIVE 2 Groups & Sales: Build a High-Performance Sales Program
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
Leisure Marketing
Explore Tualatin Valley’s leisure marketing strategy continues to evolve beyond traditional campaigns, expanding into a more integrated approach that weaves together sales, community engagement, and destination development.
We’ll continue to lead with our signature seasonal campaigns—Cozy Season, Tap Season, and Spring Sips—while strengthening our identity as a wine and shopping destination and refining how we reach key audiences through persona-driven messaging.
This year also marks an intentional expansion of our efforts in agritourism and outdoor recreation, building deeper relationships and visibility in those sectors. Through data, competitive insights, and a renewed focus on innovation and inclusivity, we aim to deliver meaningful, high-impact storytelling that resonates with both visitors and the communities that host them.
SALES & MARKETING PLAN OVERVIEW FY25-26
Elevate our Brand Position Through Innovative Marketing
The following priorities represent key focus areas for the year ahead as we work to elevate the Explore Tualatin Valley brand and deepen our impact through marketing. Each reflects a commitment to smarter, more inclusive, and more targeted marketing that supports the Strategic Plan’s long-term vision:
● Unify Messaging Across Teams, Audiences, and Pillars
● Establish Brand Equity as a Comprehensive Wine Destination
● Leverage Data to Define and Target Aspirational Markets
● Increase Cultural Competence in Marketing
● In-Market Discovery and Innovation
SALES & MARKETING PLAN OVERVIEW FY25-26
Unify MessagingAcross Teams, Audiences, & Pillars
– Integrate Sales and Community Engagement into the communications plan alongside leisure marketing.
– Align advertising and PR messaging year-round to support unified, partner-focused and campaign-specific storytelling, with focused expansion on agritourism and outdoor recreation.
– Ensure consistent lodging and accessibility messaging across all campaigns and pillars, highlighting our investment in accessibility partnerships like Wheel the World to position Tualatin Valley as a welcoming destination for all.
– Promote Tualatin Valley more boldly as Oregon’s premier shopping destination, as well as a world-class golf destination.
– Manage sports and group sales messaging to maintain alignment with destination branding.
SALES & MARKETING PLAN OVERVIEW FY25-26
Establish Brand Equity as a ComprehensiveWine Destination
Move beyond proximity messaging and confidently promote unique wine styles and experiences and leverage website redesign to optimize content, influence online perception, and search visibility.
Shift from broad awareness to targeted audience building as brand awareness grows by developing customer personas (e.g., product-focused older visitors vs. experience-driven younger visitors) to sharpen marketing.
Identify adjacent strengths (e.g., golf, cycling) to expand wine tourism appeal - and work to overcome objections with adjacencies such as challenges with distance to food, etc.
Perform a competitive analysis of other wine destinations, using a SWOT and rubric-driven approach to generate actionable insights and content strategies.
SALES & MARKETING PLAN OVERVIEW FY25-26
Leverage Data to Define & Target Aspirational Markets
Fine-tune audience targeting beyond current “locals,” “day-trippers”, and “overnight guests” approach by using persona segmentation to improve precision of group sales vs. leisure marketing messaging.
Use partner input as well as the website refresh discovery phase and 3rd-party data sources and reports (i.e. STR, Arrivalist, AirDNA) to align campaigns with need periods.
Explore visitor perception research to better understand market gaps and refine targeting.
SALES & MARKETING PLAN OVERVIEW FY25-26
Increase Cultural Competency in Marketing
relationship-building with cultural organizations (i.e. Centro Cultural, Nordic NW, Legendary Makers Market).
Use our diverse demographics to guide inclusive content and material development — aligning with key international visitor markets like India — to reinforce our appeal as a destination and a place where visitors connect with friends and relatives.
Provide translated maps and guides to better serve non-English-speaking visitors and residents, to ensure materials reflect Tualatin Valley’s linguistic and demographic diversity. Leverage our grant and event sponsorships as inroads to develop relationships with key cultural organizations and festivals.
SALES & MARKETING PLAN OVERVIEW FY25-26
In-Market Discovery & Innovation
– Explore emerging tourism opportunities through active, intentional in-market engagement to deepen product knowledge, strengthen team alignment, and uncover new storytelling and development opportunities.
– Foster a culture of alignment and innovation by encouraging exploration beyond day-to-day routines.
– Build flexibility into strategic planning to support adaptive decision-making and timely response to new opportunities.
– Leverage first-hand experiences to better identify high-potential offerings that can drive visitation and overnight stays.
Leisure Campaigns
COZY SEASON (October - December)
alloverinanticipationofthearrivalof cooler seasons and holiday festivities. Wegetthemexcitedtodontheirsweaters tackletheirholidayshopping,andenjoya crisp day outdoors or stretch out by the firewithaglassofPinotoracupofcoffee fromalocalroaster.
TAP SEASON (mid-January - mid-March)
During Februaryʼs Oregon Craft Beer Month, we celebrate our breweries, cideries and taprooms with focused storytelling about the makers and businesses that bring the craft brewing culturetolifeinTualatinValley.Withthe Ale Trail Mobile Passport, spokes-animal Dale the Ale-paca, and a special collab beerbrewedbyTualatinValleybrewerswe raise a glass to this community of makers.
SPRING SIPS (mid-April - May)
Wecelebrateourwineries,vineyards,and tasting rooms through our Spring Sips PromotioninMay,whichisalsoOregon Wine Month. Spring Sips connects wine lovers with our wine offerings via the Spring Sips Mobile Passport, the Pink! Rosè Festival, and through ongoing contentfeaturesandhighlights.
GREAT OUTDOORS (June - August)
Aligning with National Great Outdoors Month in June, we shift to highlighting Tualatin Valleyʼs 727 square miles which are flush with pristine, rural wetlands, nature parks, wildlife refuges, verdant forests, tranquil waters and open fields, perfect spots for hiking and cycling, paddletrips,fishing,birdingandwildlife watchingandotheroutdoorrecreational pursuits.
Leisure Campaign & Comms Plan
KeyEvents
Agritourism(Farms&Markets), Golf, OutdoorRecreation
Agritourism (PumpkinPatches& Orchards), Lodging
LegendaryMakersMarket, LaStradadeiPastelli, Concoursd'Elegance, WashingtonCo.Fair, ForestGroveUncorked, VikingBeerFest, BeavertonNightMarket
OrenKoFest, OktoberFestEvents, LagerFest, WestCoastGiant PumpkinRegatta, ElTigreFest
Shopping, Lodging, Agritourism(TreeFarms)
ThanksgivingWineWeekend, TreeFarmsOpen, HolidayEvents, SavetheLPRecordShow
Agritourism (CellarSeason), Gastronomy, IndoorActivities
Arts&Culture, IndoorActivities, Gastronomy
Agritourism (Farms&Markets), Gastronomy
Valentine'sDayWineLoop, LunarNewYear, Zwickelmania EarthDayEvents FarmersʼMarkets Open
Agritourism, Golf, Outdoor Recreation
SpringSipsWineryEvents, WestsideComicon Tigard Festivalof Balloons, Latino Cultural Festival, Pride Celebrations
Pink!RosèFestival,
Outbound
Yoshi(TBD)
&MarketsGuide,
Guide,TapGuide,PublicArts Guide,Summer/FallInspiration Guide
Advertising Print,Digital,Social,Broadcast, OutofHome(OOH), ContentCreators&Influencers
WineGuide,TapGuide, PublicArtsGuide,Summer/FallInspirationGuide
Print,Digital,Social,Broadcast, OutofHome(OOH), ContentCreators&Influencers
AleTrailPassport, WineGuide,TapGuide, Winter/SpringInspirationGuide
TapGuide, Winter/Spring InspirationGuide
Print,Digital,Social,Broadcast, OutofHome(OOH), ContentCreators&Influencers
Digital,Social, ContentCreators& Influencers
SpringSipsPassport,Wine Guide,Farms&Markets Guide Summer/Fall Inspiration Guide
Print,Digital,Social, Broadcast,OutofHome (OOH), ContentCreators& Influencers
HillsboroHops
Group Sales
Strategic Objective 2: Build a High-Performance Sales Program
Group Sales: The RoadAhead
Explore Tualatin Valley is refining its approach to groups, small meetings, and sports by aligning sales strategies with our broader destination brand. Rather than treating sales and marketing as separate tracks, we’re ensuring that planners, partners, and potential clients experience a cohesive message — one that reflects the same inviting, approachable, and experience-driven identity we promote to leisure travelers.
Our focus will be on achievable markets, such as SMERF and small meetings, as well as supporting sports events that match the region’s capacity and character.
To support this, ETV is developing a service-first approach — offering tools, itineraries, and on-the-ground support that help venues close sales and retain repeat business and positioning ourselves for new opportunities. We're sharpening our use of platforms like Cvent and HelmsBriscoe, reintroducing direct communications and producing new sales storylines and promotional materials tailored to specific groups.
These efforts are strengthened through smarter collaboration with partners, including hotels and event venues, ensuring we’re delivering value and speaking with one voice across all visitor touchpoints.
SALES & MARKETING PLAN OVERVIEW FY25-26
Build a High-Performance Sales Program
Our work will support the development of a more focused and effective sales strategy by ensuring consistent messaging across leisure, group, and sports efforts. As we sharpen our focus on priority markets and expand service plans for small meetings and sports, we’re also improving the tools, storytelling, and partnerships needed to drive stronger results.
The following illustrate how this objective is being brought to life across departments:
Refine Sales Market Focus
Develop Sports and Meetings Service Plans
Sharpen Channels and Tools for Sales Growth
Build New Sales Storylines and Group Messaging
Westside Commons Sales and Marketing Development
SALES & MARKETING PLAN OVERVIEW FY25-26
1. Refine Sales Market Focus
- Adapt to uncertain, changing economic climates by positioning Tualatin Valley towards a focused-market approach
- Prioritize SMERF and small meetings as markets that align with hotel and meeting product compatibility, helping to increase conversion rates through qualified sales leads.
- Increase efforts on shoulder seasons (Q1, Q4, and weekends), where hotels report the greatest need for additional bookings.
SALES & MARKETING PLAN OVERVIEW FY25-26
2. Develop Sports & Meetings Service Plans
Build a useful and beneficial destination services model for sports, focusing on support (i.e. guides, swag, on-site info) to help close sales and improve retention.
Retain sports events through multi-year commitments and deeper collaboration with venue managers.
Partner with facilities like the new Hillsboro Hops Stadium, the Wingspan, THPRD, and new facilities to build long-term event relationships.
Reinforce our commitment to strengthening ETV’s leadership in sports tourism through the addition of Sport Oregon representation on our board, positioning Tualatin Valley as a premier destination for youth and amateur sports.
SALES & MARKETING PLAN OVERVIEW FY25-26
3. Sharpen Channels & Tools for Sales Growth
- Develop a multi-channel Sales and Marketing Plan that serves our refocused sales efforts and markets.
- Maximize return on sales platforms (i.e. Cvent, PlayEasy) assess performance quarterly.
- Use partnerships like MPI, HelmsBriscoe, and professional trade opportunities to boost small market meeting visibility.
- Align hotel sales efforts with ETV resources through improved lead sharing, CRM-driven performance tracking, and quarterly meetings with lodging partners to ensure better-targeted support and stronger collaboration.
SALES & MARKETING PLAN OVERVIEW FY25-26
– Tell stronger stories about key group-ready venues like Nordic NW, McMenamins Grand Lodge, Eagle’s Nest Reserve, Wingspan and others.
– Develop new group lifestyle content showcasing real event examples and guest experiences.
– Create seasonally-aligned group itineraries (e.g., wine and agritourism in spring; sports and soft adventure in summer/fall).
– Ensure sports and meetings messaging aligns with overall leisure brand positioning (not treated as a separate track).
– Feature intimate, surprising spaces available for groups at hotels and venues, elevating small gathering opportunities.
SALES & MARKETING PLAN OVERVIEW FY25-26
4.Westside Commons Sales & Marketing Development
- Work collaboratively with County leadership to achieve the following areas of our tourism development contract, focused on the Westside Commons, including:
- Provide Tourism Development Services Activities
- Increase Economic Vitality in Washington County - i.e. generate overnight stays, increase visitor spending, contribute to job growth
- Provide Destination Leadership and Destination Marketing
- Conduct an Operations and business review for Westside Commons, including Wingspan Event & Conference Center.
- Initiate brand development and marketing of the Westside Commons.
- Implement Sales Leadership of the Westside Commons, including development of an annual, data-driven sales plan.
Group Sales & Event Services
(cVent,Helmsbriscoe,MPI,LinkedIn)
(cVent,Helmsbriscoe,MPI,LinkedIn)
(PublicationsTBD)
(cVent,Helmsbriscoe,MPI,AssociationsWest, LinkedIn)
(PublicationsTBD)
Digital/Social (cVent,MPI,AssociationsWest,LinkedIn)
(PlayEasy,eNewsletter,Social)
(PlayEasy,eNewsletter,Social)
Destination Development
Strategic Objective 3: Develop a Great Place to Visit & Live
Destination Development
Destination development in Tualatin Valley represents the intersection of partner collaboration, community connection, and tourism impact.
Explore Tualatin Valley is committed to fostering growth that benefits both visitors and residents—through strategic investments, inclusive experiences, and meaningful partnerships. As we build relationships across sectors, from city leaders to cultural organizations and trail advocates, destination development becomes a tool for economic vitality, quality of life, and regional pride.
Marketing plays a vital role in this work by amplifying the stories of our partners, showcasing destination improvements, and spotlighting key events and attractions that define Tualatin Valley’s character. The following initiatives illustrate how we’re bringing this vision to life:
1. Strengthen Key Tourism Assets
2. Support and Expand Accessibility Across All Pillars
3. Leverage Itineraries and Promotions to Diversify our Tourism Product
SALES & MARKETING PLAN OVERVIEW FY25-26
Strengthen KeyTourismAssets
Partner with outdoor recreation organizations and platforms (i.e. Cycling /RideGPS, Tualatin Riverkeepers, Washington County Parks, Oregon State Parks, wildlife preserves and refuges) to support recreation and infrastructure development.
Expand storytelling in recreation, agriculture, and arts & , making lesser-known activities and venues easier to find and promote.
Build new itineraries for the website relaunch and digital platforms to help visitors explore new areas and stay
SALES & MARKETING PLAN OVERVIEW FY25-26
Support & ExpandAccessibility AcrossAll Pillars
● Integrate accessibility storytelling across all pillars—shopping, dining, events, wineries—not as a standalone theme, leveraging our work with Wheel the World to promote verified locations.
● Leverage city and chamber partners to amplify and share their accessibility efforts and avoid duplicating work while looking to expand accessibility messaging beyond mobility to include sensory needs, vision and hearing, and neurodivergence.
● Strengthen representation by identifying authentic partner stories who reflect a diversity of abilities.
Leverage Itineraries & Promotions to DiversifyTourism Product
Continue building adjacent experiences around key offerings like Spring Sips and Pink! weekends.
Integrate group itineraries created by sales into broader leisure marketing to avoid siloed messaging.
Focus on adjacency marketing—promoting linked activities like wine + cycling, recreation + dining—to deepen visitor engagement.
Ensure inspirational promotions align across pillars to maximize marketing impact and avoid fragmented storytelling.
Emphasize "linger longer" messaging in all itineraries and promotions to increase overnight stays and visitor spend.
Partner, Stakeholder, & Community Engagement
Strategic Objective 4: Engage Our Communities, Stakeholders, & 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—fostering collaboration, shared goals, and a deeper understanding of our collective impact.
To support this, ETV will focus on intentional communications, expanded advocacy, and convening opportunities that bring tourism partners together and keep them informed and inspired.
PRESENTATION / SECTION NAME HERE
Engage our Communities, Stakeholders, and Partners
Through intentional advocacy, outreach, and ongoing collaboration, we aim to ensure that partners are informed, aligned, and inspired to work alongside us. The following initiatives demonstrate how we’re bringing this priority to life:
Inspire, Educate, and Engage our Stakeholders
Strengthen Advocacy for Tourism
Support Stakeholder Development of Events and Experiences
Align Communities through Strategic Engagement
● Establish a strategic, year-round approach that includes an intentional communications plan, stronger partnerships with local governments and industry leaders, expanded advocacy efforts, and key partner events to bring the tourism community together.
● Leverage PR and media agreements to provide opportunities for partners and stakeholders to get on-air time and exposure.
● Plan info sessions / FAM tours of major tourism-related developments (i.e. new Hops Stadium) to showcase investment and progress.
SALES & MARKETING PLAN OVERVIEW FY25-26
StrengthenAdvocacy forTourism
- Increase visibility of advocacy efforts by sharing legislative updates with the board and partners (e.g., TLT uses, state measures).
- Actively promote the role of tourism in regional and state-level conversations through testimony and leadership presence.
- Ensure alignment between strategic investments and advocacy messaging.
- Represent tourism as an appointee on other state- and industry-related boards (i.e. Oregon State Parks, Oregon Destinations Association, Sport Oregon, Salmonberry Trail).
- Build a roster of advocacy champions across key tourism segments (e.g., hotels, agritourism, outdoor rec, shopping, golf) and keep these champions informed through a light-touch engagement plan.
SALES & MARKETING PLAN OVERVIEW FY25-26
Support Stakeholder Development of Events & Experiences
Develop a community engagement schedule with quarterly check-ins across chambers, mayors, and economic development staff.
Build a campaign briefing cadence with partners so they are aligned with ETV’s marketing efforts and tourism prioritiesutilizing new CRM system for better partner communication and tracking.
Promote Explore Tualatin Valley’s grant programs and strategic investment opportunities to increase awareness, encourage community participation, and align local initiatives with regional tourism goals.
Institute annual listening sessions with event organizers and follow up with post-grant impact questionnaires for Heart and Inspiration awardees.
SALES & MARKETING PLAN OVERVIEW FY25-26
Align Communities through Strategic Engagement
- Strengthen connections with downtown associations, Chambers of Commerce, economic development partners, and regional business associations to encourage collaboration across organizations.
- Communicate strategic investment partnerships opportunities to work towards collaborative success of achieving shared goals.
- Develop content and schedule to directly educate partners about the impact of tourism and economic development, positioning tourism as a unifying opportunity rather than siloed across different communities.
Quarterly Community Engagement Events
PARTNER NIGHT AT THE HOPS (August)
An annual partner engagement event heldataHillsboroHopsgame,designed to foster industry relationships in an informal setting while recognizing the contributions of key stakeholders. The event also serves as a platform for networking and fostering collaboration amongtourismpartners.
HOLIDAY OPEN HOUSE (December)
Ayear-endappreciationeventortourism partners and stakeholders to connect, reflect on shared accomplishments, and strengthen collaborative relationships headingintothenewyear.Thegathering also includes a give-back component, supporting a local nonprofit or community initiative as part of the celebration.
PARTNER EVENT AT THE WINTERHAWKS (February)
A mid-year partner touchpoint centered around a Portland Winterhawks game. This event supports continued relationship-buildingacrosssectorswhile maintaining visibility and engagement withstakeholders.
ENGAGEMENT EVENT (June)
A collaborative event combining a stewardshipactivitywithnetworkingand refreshments. Designed to provide a hands-on opportunity while fostering meaningfulpartnerengagement.
Our
Team
Strategic Objective 5: Develop and Retain a Skilled & Engaged Team
SALES & MARKETING PLAN OVERVIEW FY25-26
Develop and Retain a Skilled Engaged Team
As we developed this plan our team came together to create an 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.
We also recognize that a skilled and engaged team is as much a journey as a destination.
To continue our journey towards our destination, during FY 2026 we will:
- Cultivate a values-driven, high performing, equity-focused culture.
- Perform a skill capabilities and compensation assessment to optimize and align the ETV team to future needs.
- Strategically reinvest in staff professional development.
- Reimagine our performance assessments to align to our mission.
Engaged Team Success
To gauge our progress in engaging our team, we identified three success indicators:
Year-over-year growth in employee satisfaction net promoter score using Fiscal Year 2025 as a baseline.
Year-over-year growth in Employee Engagement score.
Growth in participation on tourism industry and community boards and committees.
Summary
Aligning Strategic Priorities for Impact
Bringing itAll Together
Explore Tualatin Valley’s strategic plan is designed to drive impact across four interconnected priorities. Each objective strengthens a different facet of our work — from building brand identity and expanding sales efforts to deepening destination experiences and strengthening stakeholder engagement. Together, these strategies position us for sustainable growth, greater economic impact, and a stronger regional voice in the year ahead.
Objective1: ElevateourBrandPosition ThroughInnovative Marketing
Objective2: BuildaHigh-Performance SalesProgram
Objective3:
DevelopaGreatPlace toVisit&Live
Byaligningourmessaging acrossallcampaignsand emphasizingaccessibility,we aimtopositionTualatinValley asadiverseandinclusive destination.Thisholistic approachensuresthatour brandresonateswitha broaderaudience,enhancing ouroverallvisibilityand appeal.
Oursalesstrategyfocuseson refiningtargetmarketsand enhancingourserviceplans forsportsandmeetings.By leveragingdata-driventools, developingcompellinggroup messaging,andcollaborating closelywithpartners-weaim toattractandretainkey segmentsthatarealigned withouroverarchinggoals.
Wearecommittedto enhancingthevisitor experiencebysupporting accessibilityinitiativesand promotingeventsthatreflect ourcommunity'sdiversity. Bystrategicallypromotingour tourismassets,weaimto createadestinationthatis bothwelcomingandenriching forvisitorsandresidentsalike.
Objective4:
EngageourCommunities, Stakeholders,andPartners
Strengtheningour relationshipswithlocal organizationsand governmentsiskeytoour success.Throughintentional communicationcampaigns andsignatureevents,weaim toinspireandeducateour stakeholders.Byfosteringa collaborativeenvironment,we ensurethatourtourism initiativesaresupportedand amplifiedbythecommunity.
PositionExploreTualatinValleytoenhanceitsbrand,optimizesalesstrategies,enrichthevisitor experience,andfosterstrongcommunitypartnerships,ensuringavibrantandsustainablefuturefor tourismintheregion.
Thankyou!
APPENDIX
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
Proposed Budget
EXPLORE TUALATIN VALLEY
Budget - Proposed
Proposed Budget pending final approval of the Board of Directors presented as a balance budget.
Revenue includes $625,000 of retained earnings to balance the commitment to the Wingspan Conference & Event Center / Westside Commons project.