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Southern Oregon University International Expeditions Program Review
Southern Oregon University International Expeditions Program Review
As graduate students at Southern Oregon University (SOU), we designed, planned, and facilitated multi-day outdoor expeditions and month-long international expeditions to the Philippines and Nepal for undergraduate students in the Outdoor Adventure Leadership (OAL)degree. This work required comprehensive planning across multiple factors, such as building itineraries, budgets, travel logistics, and safety protocols, ensuring these were in accordance with SOU operational policies and educational objectives. During the expeditions, we utilizeda scaffolded framework to facilitate opportunities for experiential learning and provided students with ongoing mentorship; most notably, students learned leadership roles, led the group in briefings and debriefs, created SMART goals, and reflected on their development of emotional intelligence (EI) competencies and technical skills.
Additionally, for our thesis project, we researched and provided recommendations to SOU OAL faculty by conducting a programmatic review. The review examined the factors of the international expeditions that may have influenced the practice and development of EI competencies among students. This process included establishing the scale and scope of the study, reviewing pedagogies and theoretical frameworks, and establishing targeted areas for review. The identified areas were: OAL processes, expedition itinerary, team dynamics, cultural considerations, expedition health, and pre-expedition preparations. A diary survey method was used to collect information from participants during the course. Students provided daily insights reflecting on their experiences via semi-structured survey responses over the international expedition.
Through a qualitative analysis and an inductive and deductive coding process, we analyzed the anonymized journal entries within the six categories for emergent themes. From these themes, we utilized evidence-based research and benchmarking to generate informed recommendations for the pragmatic development of SOU’s future expedition programmingand presented them to the OAL faculty, department, and other entities at SOU. Both the expeditions and the thesis project demonstrated the value of deliberate program design and implementation, evidence- based research, and efficacious recommendations for improving the educational outcomes for undergraduates.
Additionally, for our thesis project, we researched and provided recommendations to SOU OAL faculty by conducting a programmatic review. The review examined the factors of the international expeditions that may have influenced the practice and development of EI competencies among students. This process included establishing the scale and scope of the study, reviewing pedagogies and theoretical frameworks, and establishing targeted areas for review. The identified areas were: OAL processes, expedition itinerary, team dynamics, cultural considerations, expedition health, and pre-expedition preparations. A diary survey method was used to collect information from participants during the course. Students provided daily insights reflecting on their experiences via semi-structured survey responses over the international expedition.
Through a qualitative analysis and an inductive and deductive coding process, we analyzed the anonymized journal entries within the six categories for emergent themes. From these themes, we utilized evidence-based research and benchmarking to generate informed recommendations for the pragmatic development of SOU’s future expedition programmingand presented them to the OAL faculty, department, and other entities at SOU. Both the expeditions and the thesis project demonstrated the value of deliberate program design and implementation, evidence- based research, and efficacious recommendations for improving the educational outcomes for undergraduates.
Key Recommendations
Key Recommendations
- Incorporate intentional team building activities during transitional phases
- Extend daily leadership roles to two day rotation cycles
- Utilize local guides for cultural immersion
- Create graduate mentorship roles to support undergraduate goal setting
- Ensure personal time each day for well-being
Wyoming Office of Tourism County Assessments Strategic Plan & Business Plan
Wyoming Office of Tourism County Assessments Strategic Plan & Business Plan
We worked with the Wyoming Office of Tourism (WOT) to evaluate tourism assets in Bighorn, Hot Springs, and Washakie counties. The goal was to generate community-informed recommendations in an effort to increase consensus between stakeholders, diversify the economy, and support the community and state of Wyoming at large. This was a two-part project, including a strategic plan and a business plan evaluation that culminated in a presentation to WOT, key stakeholders, and members of the county’s communities.
The strategic plan followed a three-phase process. In Phase One, we reviewed existing tourism materials, digital visitor information, asset visibility, promotional gaps, and county background, demographics, and economic data. These insights informed the problem statement, objectives hierarchy, and the structured list of potential tourism assets (lodging, outdoor recreation, activities and attractions, cultural and historical areas, unique events, and food). Phase Two focused on field investigation and stakeholder interviews. We interviewed tourism chambers, local officials, business owners, recreation partners, cultural directors, and tourism councils, creating strong community connections. We also visited sites across the six asset categories to assess their tourism potential. In Phase Three, we analyzed the research, interviews, and field findings. From this data, we developed targeted recommendations aligned with three major goals: increase economic impact, expand outdoor recreation, and ensure essential visitor services year-round. Each goal was organized by asset category and supported with suggested work plans and performance measures. The plan provided a clear roadmap for strengthening tourism diversification and visitor readiness in partnership with community input.
The business plan followed a two phase structure. In Phase One, we reviewed WOT’s mission, vision, values, and organizational assets. This review informed a comprehensive SWOT analysis. In addition, we analyzed visitor and resident demographics, travel trends, regional needs, and created a financial evaluation oftourism readiness. Our findings clarified where investment could most effectively support economic growth. In Phase Two, we developed communication strategies, work plans, and performance measurements to guide implementation. The resulting business plan highlighted the counties’ strong cultural assets and outdoor recreation offerings, providing WOT with a financially grounded and operationally feasible path to strengthen tourism for long-term economic vitality.
The strategic plan followed a three-phase process. In Phase One, we reviewed existing tourism materials, digital visitor information, asset visibility, promotional gaps, and county background, demographics, and economic data. These insights informed the problem statement, objectives hierarchy, and the structured list of potential tourism assets (lodging, outdoor recreation, activities and attractions, cultural and historical areas, unique events, and food). Phase Two focused on field investigation and stakeholder interviews. We interviewed tourism chambers, local officials, business owners, recreation partners, cultural directors, and tourism councils, creating strong community connections. We also visited sites across the six asset categories to assess their tourism potential. In Phase Three, we analyzed the research, interviews, and field findings. From this data, we developed targeted recommendations aligned with three major goals: increase economic impact, expand outdoor recreation, and ensure essential visitor services year-round. Each goal was organized by asset category and supported with suggested work plans and performance measures. The plan provided a clear roadmap for strengthening tourism diversification and visitor readiness in partnership with community input.
The business plan followed a two phase structure. In Phase One, we reviewed WOT’s mission, vision, values, and organizational assets. This review informed a comprehensive SWOT analysis. In addition, we analyzed visitor and resident demographics, travel trends, regional needs, and created a financial evaluation oftourism readiness. Our findings clarified where investment could most effectively support economic growth. In Phase Two, we developed communication strategies, work plans, and performance measurements to guide implementation. The resulting business plan highlighted the counties’ strong cultural assets and outdoor recreation offerings, providing WOT with a financially grounded and operationally feasible path to strengthen tourism for long-term economic vitality.
Where is this project now?
Where is this project now?
- Asset Creation: Big Horn is working with marketing agencies to bolster their tourism assets in digital and print media, helping their online presence and regional exposure.
- Way-finding: Hot Springs has improved way-finding to direct travelers to key tourism sites and lesser known attractions.
- Trail Development: Washakie is expanding trails, developing Meadowlark Ski Lodge, & creating a new pump-track mountain bike course to draw regional competitions.
Leave No Trace Center for Outdoor Ethics Hot Spot Analysis
Leave No Trace Center for Outdoor Ethics Hot Spot Analysis
Leave No Trace’s Hot Spot Program was created to address the severe impacts often associated with heavy use and outdoor spaces being “loved to death.” Through a nationwide nomination process, areas were selected for comprehensive review, where the teams created strategic action plans to improve conservation education through a unique blend of training, educational programs, and service projects. The implementation of site- specific Leave No Trace measures has better educated visitors on their impacts and equipped them with tools to help natural areas bounce back from damage in an effort to recover their natural qualities.
During the 2019-2020 season, Hot Spot programs were conducted at Joshua Tree National Park, Lake Mead National Recreation Area, Barton Creek Greenbelt, TX , and Mount Major, NH. The Leave No Trace team worked with the primary management agency (NPS, USFS, SPNHF, etc.) to identify and engage with community stakeholders to outline the scope and scale of the plan. Both formal and informal interviews were conducted with user groups, volunteers, land trusts, and nonprofit organizations. Stakeholders were asked to provide their assessment of current impacts, visitor trends, and education practices/resources at the site. Fact finding continued throughout the activation with onsite tours, engagement events, and staff/community training. These engagements provided a large qualitative data set to identify themes related to impacts and factors that could be effectively addressed through improved Leave No Trace practices and education. The emergent themes were used in conjunction with benchmarking and research to identify recommendations that could be successfully implemented in the context and capacity of the specific site.
Each activation concluded with an action planning meeting where the initial stakeholders provided feedback and identified potential opportunities or limitations of the proposed recommendations. Following the action planning meeting, each site was provided a comprehensive written analysis outlining our quantitative data review, significant findings, and program recommendations. The final report served as an operational plan to coordinate the efforts of the land management agency and stakeholders in order to improve education programs and resources to reduce impacts on the site.
During the 2019-2020 season, Hot Spot programs were conducted at Joshua Tree National Park, Lake Mead National Recreation Area, Barton Creek Greenbelt, TX , and Mount Major, NH. The Leave No Trace team worked with the primary management agency (NPS, USFS, SPNHF, etc.) to identify and engage with community stakeholders to outline the scope and scale of the plan. Both formal and informal interviews were conducted with user groups, volunteers, land trusts, and nonprofit organizations. Stakeholders were asked to provide their assessment of current impacts, visitor trends, and education practices/resources at the site. Fact finding continued throughout the activation with onsite tours, engagement events, and staff/community training. These engagements provided a large qualitative data set to identify themes related to impacts and factors that could be effectively addressed through improved Leave No Trace practices and education. The emergent themes were used in conjunction with benchmarking and research to identify recommendations that could be successfully implemented in the context and capacity of the specific site.
Each activation concluded with an action planning meeting where the initial stakeholders provided feedback and identified potential opportunities or limitations of the proposed recommendations. Following the action planning meeting, each site was provided a comprehensive written analysis outlining our quantitative data review, significant findings, and program recommendations. The final report served as an operational plan to coordinate the efforts of the land management agency and stakeholders in order to improve education programs and resources to reduce impacts on the site.
KEY RECOMMENDATIONS
KEY RECOMMENDATIONS
- Joshua Tree National Park: Create interpretive programs for prehistoric cultural resources emphasizing their recognition and protection
- Lake Mead National Recreation Area: Add Leave No Trace information to the website and visitor center; ensure materials are available in a variety of languages
- Barton Creek Greenbelt: Create a map of the Barton Creek Greenbelt with locally tailored Leave No Trace information
- Mount Major: Consolidate Leave No Trace information on kiosk signage to ensure consistent style and voice; incorporate conservation ethics into school group programs
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