tourism strategic pllaann - lewis-clark valley · 2013-01-24 · tourism strategic plan for the...

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TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY JULY 2007

(Inside Front Cover)

The Planning Team:

Lorraine Hingston Roach, CMSM, President Anne B. Holden, Project Manager

Kara Harder, MS, Research Director Mary Lorish Jahn, Jahn Studio Graphics

416 W. Main St., Ste 2, PO Box 400

Grangeville, Idaho 83530 (208) 983-2175

[email protected] www.taimerica.com

Strategic Solutions for Business and Community Development

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY JULY 2007

Acknowledgements ............................................................................................ 1 Introduction ...................................................................................................... 2 Executive Summary............................................................................................ 3 Situation Assessment ........................................................................................ 5 Tourism Organizations in the Valley ......................................................... 6

Valley Tourism and Socio-Economic Trends. ........................................... 7 Economic Impact of Tourism......................................................... 7 Lodging Sales Trends ................................................................... 7 Visitors to the Valley...................................................................... 9 Hells Canyon Visitation ............................................................... 10 Cruise Ships in the Valley ........................................................... 11 Tourism Business Inventory & Assessment ................................ 12 Industry Sales Trends ................................................................. 13 Transportation ............................................................................. 14 Population, Income & Employment ............................................. 14 Real Estate & Business Development......................................... 15

Summary: Valley Strengths, Weaknesses, Opportunities & Threats........... 16 Valley Tourism Vision, Brand, Target Markets, Goals and Actions ............. 21 Vision for Tourism in 2012 ...................................................................... 22 Brand....................................................................................................... 23 Tourism Target Markets .......................................................................... 24 Goals for Tourism.................................................................................... 25 Actions to Achieve Goals ........................................................................ 26 Goal 1.......................................................................................... 26 Destination Marketing Organizations (DMOs) ........................ 28 Goal 2.......................................................................................... 32 Goal 3.......................................................................................... 34 Airline Enplanements ............................................................. 36 Goal 4.......................................................................................... 37 Goal 5.......................................................................................... 39 Implementation and Funding .......................................................................... 41 Market-Driven Approach ......................................................................... 42 Implementation Partners ......................................................................... 43 Next Steps ............................................................................................... 44 Auditorium District Formation Steps........................................................ 47 Action Table ............................................................................................ 50 Valley Tourism Bureau Funding.............................................................. 56 Funding Sources for Implementation ...................................................... 60 Appendices........................................................................................................ 62 Appendix A: Strengths, Weaknesses, Opportunities, Threats Appendix B: Stakeholder Survey Report Appendix C: Online Survey Questionnaire

CONTENTS

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY JULY 2007 1

The following organizations and individuals provided valuable information and insights for the development of this Strategic Plan, and their assistance is greatly appreciated. Valley Vision: Bob Tippett, Director Angela Van Tassel Debbie Baker Don McQuary, President Dale Alldredge, V.P. Howard Hayes, Secretary Clyde Conklin, Treasurer A. L. Alford, Jr., Board Bruce Larson, Board Buck Lane, Board Dan Boone, Board Dene Thomas, Board Gary Hughes, Board Gary Prasil, Board Jeff Nesset, Board Jim (JR) Luper, Board John Stellmon, Board John Taylor, Board Marion Renfro, Board Mary McLaughlin, Board Matt Van Vleet, Board Ron Aldrich, Board Ron Wittman, Board Terry Kolb, Board William McCann, Jr., Board WA Dept. of Community,

Trade & Econ Dev’t: Bob Sandoval, Regional

Rep. Idaho Dept. of Commerce: Carl Wilgus, Tourism

Director Karen Ballard, International

Tourism Hank Ebert, Gem

Community Doug Tweedy, Lewiston Kellye Sharp, Lewiston Hells Canyon Visitor

Assn.: Michelle Witthaus, Chairman Devon Gustafson, Board Ella Dilling, Board Julie Cassell, Board Lenny Frasure, Board Linda Reser, Board Sam Worrell, Board Susan Beaurain, Board Michelle Peters, Exec.

Director Kristin Hohnsbehn, Assistant Lewiston Chamber: Keith Havens, Exec. Director Debra Smith, Tourism

Director

City of Lewiston: Jeff Nessett, Mayor Jay Krause, City Manager Steve Watson, Cmty. Dev’t Barbara Davis, City Council Dennis Ohrtman, City

Council Garry Bush, City Council Jim Kluss, City Council John Currin, City Council Lynn Moss, Parks & Rec. City of Clarkston: Donna Engle, Mayor Bill Lomen, City Council John Smith, City Council Kathleen Warren, City

Council Larry Baumberger, City

Council Mary McLaughlin, City

Council Ted Maxwell, City Council Terry Beadles, City Council Vickie Store, City

Clerk/Treas. Clarkston Chamber: Mark Folk, President David Witthaus, 1st V.P. Doug Higgins, 2nd V.P. Bill Snyder, Board Darcy Nelly, Board Joyce Keefer, Board Kathy Brown, Board Lenny Frasure, Board Mary Lee Frazier, Board Pat Morrison, Board Robyn Broyles, Board Steve Classen, Board Tami Randall, Board Karen MacArthur, Exec

Director Sheila Maechtle, Assistant Port of Clarkston: Wanda Keefer, Manager Marion Renfro,

Commissioner Marv Jackson,

Commissioner Wayne Tippett,

Commissioner Jennifer Bly, Bookkeeper Port of Lewiston: Dave Doeringsfeld, Manager Dale Alldredge, Commiss. Pete Wilson, Commissioner Terry Kolb, Commissioner

Nez Perce Tribe: Farren Penney, Trsm Office Stacia Greene, Trsm Office Ann McCormack, Enterprise

Board Asotin County: Doug Mattoon,

Commissioner Buck Lane, Commissioner Don Brown, Commissioner Nez Perce County: JR VanTassel,

Commissioner Doug Zenner, Commissioner Ron Wittman, Commissioner Palouse Economic

Development Assn: Ken Olson, Director Clearwater Economic

Development Assn: Christine Frei, Director Jenni Schacher, Project

Admin. Tim Rubio, ED Specialist Hells Canyon NRA: Mary DeAguero, Dist.

Ranger Carmen Hodges, Clarkston Trish Callaghan, Clarkston Claudia Wilson, Riggins National Park Service: Scott Eckberg, Unit Manager Marc Blackburn, Interp.

Spec. Hells Gate State Park: Mike McElhatton Lewis Clark State College: Kathy Martin, Dean, Cmty

Prog. Debra Snyder Tom Mayburry Steering Committee and Special Assistance: Becky Cawley Boyd Leonard Brenda Bonfield Brenda Forge Bruce & Joy Finch Butch Alford Chad Pierce

Chris Kuykendall Claudine Joly Cliff Wasum Craig Rockwell Curt Johnson Dan Walker Dave Bonfield Dean Jolley Deloris Junzert-Davison Dustin Aherin Elaine Williams Eric Steiger Gary Hughes Gary Picone Gil Bates Heather Bender Janet Danley Jeff Sayer Jeff Briney Jenni Beier Jim & Jill Koch Joan Calder Jock Pring John Barker Julie Cassell Rep. John Rusche Kathleen Warren Kathy Thompson Keith Petersen Laurie Wilson Letha Brown Marilyn Carter Martha Pierce Mary Lee Frazier Matt Dudley Matt Van Fleet Michelle Bly Michelle Witthaus Mitch Silvers Nick Fiore Pat Morrison Pete Lewis Ray Hennekey Rich Eggleston Rob Minervini Ron Wittman Steve Smith Susan Beaurain Tim Johnson Tom Eier Vikki Bonfield Vikky Ross

ACKNOWLEDGEMENTS


This Tourism Strategic Plan was sponsored by Valley Vision, which is the lead economic development organization in the Lewiston-Clarkston Valley. The planning process used a community-based approach, involving a broad variety of leaders and citizens in public outreach meetings and confidential interviews, as well as an online survey of 126 community leaders in business, civic, and non-profit organizations. The process began in October 2006, and was concluded in June 2007. This Tourism Strategic Plan is organized into five major sections:

1. Executive Summary 2. Situation Assessment, consisting of tourism and

recreation trends and an assessment of the Valley’s strengths and weaknesses related to tourism development.

3. Vision and Goals, based on a community-wide survey and public workshop.

4. Actions to achieve the goals. 5. Implementation, including organizational and

financial resources needed for Goal accomplishment.

“The purpose of the process is to increase tourism development and marketing in the Lewis-Clark Valley through creation of a tourism strategic plan, resulting in job creation and capital investment. Jobs will occur from increased tourist trade and new private and public sector investment, while improving the quality of life for residents. Tourism promotion complements other non-tourism economic development efforts such as business recruitment and development through positive image development for the Valley.”

- Bob Tippett, Valley Vision

INTRODUCTION


79% of the respondents to an online survey question about a single Valley tourism marketing organization supported the concept.

In 2004, tourists spent $126.1 million in the Lewis-Clark Valley, supporting 250 businesses, creating more than 2,040 direct jobs, and generating $7.75 million in state and local taxes. Tourism spending supports goods, services, facilities and transportation that benefits residents of the Valley and surrounding region. Tourism promotion, and the quality of life improvements that tourism supports, also help attract other types of business development to the Valley. The Lewis-Clark Valley has extraordinary assets, and great potential for growth in tourism and recreation. This Tourism Strategic Plan was developed over a period of eight months with input from hundreds of Valley tourism stakeholders and citizens. The priorities and ideas detailed herein are the result of tourism and socio-economic analyses, public meeting discussions, a Valley-wide survey, and interviews with leaders and individuals from all sectors of the community. The Strategic Plan defines a vision for tourism in the Valley by the year 2012, five goals to realize the vision, and actions to achieve the goals. The Valley’s tourism brand, and geographic and demographic target markets are identified, along with responsibilities, funding and technical resources for implementation. Tourism Goals for the Lewis-Clark Valley: 1. Increase Valley tourism revenues year-round through effective marketing and

promotion efforts focused on priority markets. 2. Encourage tourism and recreation-related business development that is

strategic, sustainable, and supported by public policy. 3. Enhance the appeal of the Valley with improvements to infrastructure and

amenities that provide a quality experience for both residents and visitors. 4. Accentuate and manage the Valley’s natural, cultural and historic resources

so they are sustained for future generations. 5. Create partnerships between public, private, tribal and nonprofit organizations

to plan, fund, and implement the Tourism Plan, and measure results. Key Actions to achieve the goals are summarized as follows:

♦ Create a single Valley Tourism Bureau to promote the Valley strategically and effectively to priority tourist markets. Currently, there are three organizations in Clarkston and Lewiston promoting tourism in the Valley, with three toll-free phone numbers, three web sites, seven full and part-time staff, and duplication of printed materials and administrative expenses. A combined Valley Tourism Bureau would provide an effective single voice and image for the Valley, along with more efficient use of staffing and funding. In the survey, 79% of respondents supported the concept of a single Valley tourism marketing organization. Lodging tax revenues from Asotin County and Clarkston, along with the State of Idaho and a new Lewiston Auditorium District, would fund the consolidated Bureau.

♦ Increase off-peak season tourism revenues by attracting niche markets, and enhancing/creating existing and new events, such as arts, cultural and sporting events. In 2006, there were approximately 158,000 empty hotel room nights in the Valley year-round. An increase of just 31,000 room nights annually would generate more than $28 million in additional visitor spending.

EXECUTIVE SUMMARY


♦ Encourage business expansion and new business development through Main Street programs, appropriate waterfront development, recreation services and equipment, wineries, and targeted workshops for business owners and managers. Key opportunities exist to add value to the Valley’s current tourism product – and benefit Valley residents at the same time: enhancement of downtown historic districts to create vibrant social and retail centers, strategic additions to waterfront areas while retaining the green belt and character of the Valley, and new businesses in recreation services, products, food, and beverages.

♦ Create an integrated year-round system of visitor information. Improved visibility of visitor centers in north Lewiston and west Clarkston, upgraded customer service through Valley-wide training, expanded visitor information at the airport and Hells Gate State Park, and coordination of visitor services under the single Valley Tourism Bureau, will provide a better system to greet and retain visitors.

♦ Plan strategically for new development: Valley-wide Waterfront Master Plan, development policies, entrance enhancements, reduction of sign clutter and billboards, improved permitting processes, and a future Civic Center. Ensuring that new development is compatible with the future vision of the Valley, and consistent with its history and character, will maintain a sense of place and quality of life that local residents value. Growth in tourism revenues will help fund facilities and services that enhance local quality of life.

♦ Manage natural, cultural and historic resources sustainably: fisheries restoration, reduction of smell, historic preservation and redevelopment, Valley history interpretation, use of locally made/grown products, and possible enhanced national and international designation of Hells Canyon. The Valley’s spectacular setting and outdoor way of life are dependent on clean water, clean air, and abundant natural resources. Continued efforts to restore habitat, and to manage resources for the long term, will ensure a high quality of life and healthy economy for generations to come.

♦ Build an effective team to cooperate across borders, jurisdictions and organizations to implement the Strategic Plan. Cross-border rivalries and political differences reduce the competitiveness of the Valley both as a tourism destination and a location for new business development. Leadership that is committed to looking forward, and working together, will create a win-win situation for all Valley residents and businesses.

The Vision-Goals-Actions section on page 21 and the Implementation section on page 41, provide more details about specific actions, partners and funding. NEXT STEPS This Plan recommends that, following adoption of the Plan by cities, counties, chambers, ports, and other stakeholder groups, a Task Force be appointed with equal representation from Idaho and Washington to advance the implementation of the Valley Tourism Bureau and other key actions.


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Successful tourism development requires that a community clearly understand the assets (product) that it has to promote, and what it needs to improve, so that tourism and local quality of life prosper sustainably. This section discusses key facts and trends about tourism and recreation in the Valley. The consulting team conducted an analysis of tourism and socio-economic data, administered an online survey, and confidentially interviewed business and community leaders. The resulting assessment provides an important framework for evaluating the conditions and opportunities affecting tourism development in the Valley.


Tourism has been important to the Lewiston-Clarkston Valley for decades. The Nez Perce Tribe began hosting foreign visitors when Lewis & Clark arrived in 1805. Local family-owned outfitting businesses have provided guided Hells Canyon, fishing, and hunting trips for several generations, and there are historic hotels and lodges in the Valley dating to the gold rush days. Currently, there are three organizations in Lewiston and Clarkston responsible for tourism promotion in the Valley: the Lewiston Chamber of Commerce, Clarkston Chamber of Commerce, and Hells Canyon Visitor Association. Collectively, these three organizations employ seven staff working full-time or part-time on tourism promotion, with a combined total budget of about $270,000 per year for staff, overhead, marketing, and advertising (see tables below, and on pages 57-59). Additionally, the Nez Perce Tribal Tourism Office and North Central Idaho Travel Association promote the region nationally and internationally. The three Valley organizations are funded by lodging tax revenues, organization memberships, and partnership revenues (co-op advertising, etc.). The table below summarizes the 2006 budgets of the organizations by funding source.

2006 Valley Tourism Organization Funding by Source

Organization

Asotin Co Lodging Tax

Clarkston Lodging

Tax

Idaho Lodging Tax

Members & Advertising

Other

Total

Hells Canyon Visitor Assn.

$80,000

$24,000

$ 0

$ 1,900

$11,600 $117,500

Clarkston Chamber

0

10,000

0

10,000

11,016 31,016

Lewiston Chamber

0

0

39,000

55,350

26,425 120,775

Total $80,000 $34,000 $39,000 $67,250 $49,041 $269,291% of Total 30% 13% 14% 25% 18% 100%

Among the three organizations, there are three toll-free phone numbers, three web sites, and several brochures and visitor guides promoting the Valley. The organizations often work together on joint advertising, which lists multiple phone numbers and web sites for visitors to contact (see example at right). All three organizations spend funds on advertising and publicity, printed materials, web site hosting/updates, telephone charges, and postage to mail information to visitors. The HCVA and Lewiston Chamber also use funds for Internet marketing, media tours, trade shows, memberships to national organizations, and travel (see table on page 61 for details). Many Valley tourism businesses pay membership dues or sponsorship fees to all three organizations. Therefore, the Valley lacks a single image or marketing message, and a single point of contact for visitors, which is a competitive disadvantage compared to other destinations. The presence of three organizations creates extra costs for administration, duplicative marketing efforts, lack of a strategic vision and direction for tourism marketing, and different standards and procedures for sales efforts, handling of leads, and tracking/reporting of results.

TOURISM ORGANIZATIONS IN THE VALLEY


In 2004, visitors to the Valley spent $126.1 million.

Key local trends that impact tourism and business development are summarized below and on the following pages. EEccoonnoommiicc IImmppaacctt ooff TToouurriissmm iinn tthhee VVaalllleeyy Tourism brings “new money” to the Valley in the form of business revenues, and sales and lodging taxes, which then provide jobs, property taxes, and support for goods and services in the Valley that benefit local residents. In 2004, visitor expenditures totaled $126.1 million, and generated $7.7 million in local and state taxes. A 2004 Washington State Tourism Travel Impacts Study for Asotin County revealed the following economic impacts from tourism:

♦ $23.5 million spent by visitors in Asotin County ♦ 410 tourism-related jobs ♦ $200,000 in local tax receipts and $1.5 million in state tax receipts ♦ Travel spending increased 3.9% over the past five years (note: inflation may

account for most of this rise) Also in 2004, a study of the Economic Impact of Travel & Tourism in Idaho by Global Insight and D.K. Shifflet revealed the following for Nez Perce County:

♦ $102.6 million spent by visitors in Nez Perce County (up from $94.5 million in 2000): $29.5 million Shopping, $18.4 million Food and Beverage, $11.4 million Lodging, $18.3 million Entertainment, $24.9 million Transportation

♦ 1,631 direct tourism jobs ($25.2 million wages) ♦ $6+ million in state and local taxes, including lodging tax

While tourism clearly has a positive impact on Valley business revenues and tax receipts, enhanced tourism development and promotion efforts will result in even greater tourist spending. LLooddggiinngg SSaalleess TTrreennddss From 2001 to 2006, Asotin County’s lodging tax collections increased 21% due in part to above-average sales in June and July, 2006. In Nez Perce County, lodging sales increased 56% for the same period. The Valley has strong sales in the summer months, continuing into the Fall fishing season. In 2006, the City of Clarkston City received $78,439 from lodging/occupancy tax, a 16.6% increase over 2005. The tables on the next page show overall Valley monthly lodging sales from 2004 to 2006, and Nez Perce County lodging sales for the years 2002-2006 compared to the five-county region of North Central Idaho and the State of Idaho. New properties and higher average room rates added to the growth in sales revenue for hotels, motels and RV parks.

Asotin County enjoyed a 15% increase in lodging tax collections in 2006 vs. 2005, representing $554,450 in additional revenue to local lodging businesses.

TOURISM AND SOCIO-ECONOMIC TRENDS


Valley Lodging Sales 2004-2006

2004: $10,923,540 2005: $12,128,413 2006: $12,930,885 Increase: $2 million 18.4%

Asotin and Nez Perce Counties Combined Lodging Revenue:

January - December 2004, 2005 & 2006Source: WA State Dept of Revenue and ID State Tax Commission

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

2004 2005 2006

Year2002 6,735,187$ - 16,495,601$ - 281,294,446$ -2003 6,975,606 4% 17,583,935 7% 282,484,489 0%2004 7,076,514 1% 18,255,178 4% 305,146,316 8%2005 8,510,140 20% 20,814,697 14% 335,465,559 10%

2006* 8,758,212$ 3% 22,544,855$ 8% 364,700,679$ 9%2002-2006 % change 30% 37% 30%

Idaho State%

ChangeNez Perce

County%

ChangeIdaho

Region 2%

Change

Idaho Lodging Sales ComparisonCounty, Region, State

2002 - 2006Source: Idaho State Tax Commission

The chart above shows that combined lodging sales in Asotin and Nez Perce Counties have grown from 2004 to 2006 in most months. The table below compares Asotin and Nez Perce County lodging sales and lodging unit inventories, along with sales trends from 2002 to 2006.

Lodging Sales Comparison: Asotin and Nez Perce Counties Asotin Co. % of Ttl Nez Perce Co. % of Ttl Total 2006 Lodging Sales $4,170,650 32% $8,758,212 68% $12,928,862 Change 2002 to 2006 +18% +30% # of Lodging Units, Ttl 560 40% 844 60% 1,404 Hotel/Motel/B&B 348 33% 718 67% 1,066 RV/Campground 212 63% 126 37% 338 2006 Avg. Sales/Unit $7,448 $10,377 $9,209

The table above shows that Nez Perce County lodging sales increased by 30% from 2002 to 2006, or $2 million. This growth is at the same pace as the State, though slightly behind the percent of increase for North Central Idaho (37%) during the same five years. North central Idaho (Region 2) is comprised of five counties: Nez Perce, Clearwater, Idaho, Lewis, and Latah.


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A 2005 visitor survey conducted at four sites in Lewiston indicated that the top states of origin of Valley visitors were Idaho (24%), Washington (22%), California (10%), and Oregon (6%), while the top three cities of origin were Spokane (29%), Seattle/Tacoma (9%) and Boise (6%). In terms of their next stop after leaving the Valley, more than one-third of visitors (35%) were westbound, about half were northbound (24%) or southbound (24%) on U.S. 95, and 17% were eastbound. Top reasons for traveling to Lewiston were to visit friends and relatives (24%), visit historic/cultural attractions (20%), sightsee or take a driving tour (17%), or participate in outdoor recreation (12%). Another 7% were traveling for business, and 7% were following the Lewis & Clark Trail. At least half of the respondents used the Internet to plan their trip, 47% consulted family/friends, and nearly 1-in-5 used a Chamber brochure (19%). Once in the area, 43% used local brochures or Visitor Information Centers (32%). The chart below shows the distribution of survey respondents over the period of the survey (June 6 to October 23, 2005). Each of the thin vertical red lines is a Sunday, and the two thicker red lines are July 4th and Labor Day. The chart indicates that visitation peaked in late July and early August, with a large spike over Labor Day weekend, and several weekend spikes in June. September and October visitation also spikes on weekends, at a lower level than in summer.

Travelers, and heritage/cultural travelers in particular, like to shop and dine at unique, locally-owned businesses. By doing so, they contribute a greater share of each dollar spent back to the community (see box below).

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How Much of the Shopping Dollar is Retained in the Community? 6¢ of every dollar spent at a big box store is retained/re-circulated locally. 20¢ of every dollar spent at a chain store is retained/re-circulated locally. 60¢ of every dollar spent at a locally-owned store is retained/re-circulated locally.

Visitors to North Central Idaho Region 2 (Lewiston Gateway)Based on Survey Frequency / June 6 - October 23, 2005

0

5

10

15

20

25

30

35

6/5/20

05

6/12/2

005

6/19/2

005

6/26/2

005

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05

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005

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There is a significant gap between the allowable number of permitted passengers in Hells Canyon and the number of trips actually taken.

More aggressive marketing of Hells Canyon trips, including additional cruise ship dockings, may help fill empty seats on existing whitewater or fishing trips and tour boats.

Hells Canyon SERVICE Days(Service Day is one day spent by one person;

a person spending two days = two service days)Source: Wallowa-WhitmanNF

-

10,000

20,000

30,000

40,000

50,000

2002 2003 2004 2005 2006Floaters PowerboatersTotal Service Days: Total Service Days Trend

Hells Canyon Commercial Usage 2002-2006

Source: Hells Canyon National Recreation Area Visitor Usage Report

31,239

35,953

32,992

36,875

33,218

25,000

30,000

35,000

40,000

2002 2003 2004 2005 2006

Commercial Passengers

HHeellllss CCaannyyoonn VViissiittaattiioonn The number of Hells Canyon visitors and service days declined from 2001 to 2003, rebounded to nearly 2001 levels in 2005, then fell significantly again in 2006. The first year of implementation of the Hells Canyon Management Plan occurred in 2003, which was also the year following the bankruptcy of a cruise ship line, which cancelled all of its jet boat trips that year. The trend in commercial passengers was similar to the service day trend, dropping by 3,500 passengers in 2006, despite increased numbers of cruise lines. From 2002 to 2006, commercial jet boat passengers declined by 7%, and commercial rafting passengers declined by 10%. The 36-mile section of river downstream from Upper Pittsburg Landing to mile 180.2 is designated Scenic, which means it is still largely primitive and undeveloped, but accessible. The 31.5-mile section of the river between Hells Canyon Dam and Upper Pittsburg Landing is designated Wild under the Wild and Scenic Rivers Act. Private (non-commercial) boating permits are required 7 days a week in the Wild section of the Canyon during Primary season (Memorial Day to September 10). The maximum party size is 24 and only 6 permits are allowed per day, with most users staying on the river for three to four days. In the Scenic section, private permit reservations are required Friday through Sunday and holidays during

Primary season, with 8 reservations allowed per day, and a maximum party size of 24. There is a waiting list during Primary Season; however large numbers of permits are consistently cancelled at the last minute.


81 81

124

104 104 97 103

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0

20

40

60

80

100

120

140

160

1999 2000 2001 2002 2003 2004 2005 2006 2007

Port of Clarkston Cruise Ship DockingsSource: Port of Clarkston

Estim

ated

CCrruuiissee SShhiippss iinn tthhee VVaalllleeyy The Port of Clarkston serves, and aggressively markets to, cruise ships which dock year-round and take passengers on jet boat trips into Hells Canyon, on rail tours of the Clearwater Valley, and to visit other Valley attractions. The number of cruise ship arrivals fluctuated from 1999 to 2006, due in part to the loss of a cruise line in 2003. However, dockings increased in 2006, and will grow even more in 2007 with the return to the Valley of the150-passenger Columbia Queen. The number of cruise ships will increase by 10%, generating 22 additional dockings, and potentially bringing 3,300 more visitors to the Valley, if fully booked on each trip. The table below shows the list of cruise lines and ships, along with their arrival dates. The peak times for the cruise ships are in Spring and Fall, which is ideal for development of off-peak season tourism for the Valley. Tourism marketing efforts are focused on extending the stays of cruise ships to enhance visitor spending and economic impact.

Year Cruise Line Ship Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2004 American West Queen of the West

Empress of the NorthLinblad Sea Lion

Sea BirdCruise West Spirit of DiscoveryGlacier Bay Wilderness DiscoveryAmerican Safari Safari Quest

2005 American West Queen of the WestEmpress of the North

Linblad Sea LionSea Bird

Cruise West Spirit of DiscoverySpirit of AlaskaSpirit of Ninety Eight

Great American Columbia QueenGlacier Bay Wilderness DiscoveryAmerican Safari Safari Quest




Great American Columbia Queen N/AGlacier Bay Wilderness Discovery N/AAmerican Safari Safari Quest

Month in PortYear Cruise Line Ship Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec2004 American West Queen of the West

Empress of the NorthLinblad Sea Lion

Sea BirdCruise West Spirit of DiscoveryGlacier Bay Wilderness DiscoveryAmerican Safari Safari Quest




Great American Columbia QueenGlacier Bay Wilderness DiscoveryAmerican Safari Safari Quest




Great American Columbia Queen N/AGlacier Bay Wilderness Discovery N/AAmerican Safari Safari Quest

Month in Port


TotalB & B 13 10 23

Cabins 8 24 32Guest Ranches 2 0 2

Hotels/Motels 695 314 1009RV Parks & Campgrounds 126 212 338

Total: 844 560 1404

Nez Perce County

Asotin County

Valley Lodging Unit Inventory

Upscale and Limited Service Moderate lodging categories are in highest demand in the U.S., and among the fastest growing.

TToouurriissmm BBuussiinneessss IInnvveennttoorryy && AAsssseessssmmeenntt The Valley has approximately 1,400 lodging units, of which 1,066 are hotel/motel, bed & breakfast, and lodges/cabins, and 338 are RV or campground units (see chart at right). The population of the Valley increases by nearly 3,000 people when all lodging facilities are filled, with an average of two guests per unit. According to Smith Travel Research, the hotel occupancy rate in the Valley in 2006 was about 58%. The American Automobile Association (AAA) rates lodging properties based on their services and amenities. Within the Valley, about one-third (34%) of the lodging rooms are rated as Business Class (3 Diamond), and 62% are rated as Basic or Budget Class (2 or 1 Diamond), as indicated in the table and chart below. None of the lodging facilities is rated as an Upscale property (4 or 5 Diamond). According to Smith Travel Research, the Upscale and Limited Service Moderate lodging categories are the classes in highest demand in the U.S., and among the fastest growing. The lack of Upscale facilities in the Valley may present an opportunity for a niche or boutique hotel.

In addition to lodging facilities, the Valley has a variety of other businesses and recreational facilities to serve visitors:

120 dining and beverage establishments (2002 Economic Census) 43 licensed tour operators for guided fishing and jet boat tours in Hells Canyon, of which 21 are headquartered in the Lewis-Clark Valley

Dinner cruise boat Four 18-hole golf courses open 300+ days annually Clearwater River Casino Asotin County Family Aquatic Center Hells Gate State Park and Lewis-Clark Discovery Center Swallows Park and Chief Timothy Park Jack O’Connor Hunting Heritage & Education Center Clearwater & Snake River National Recreation Trail (bike/pedestrian) Nez Perce National Historic Park, Spalding Northwest Discovery Water Trail (Columbia/Snake/Clearwater Rivers)

Classification#

Rooms %#

Rooms %#

Rooms %Luxury/Boutique 0 0% 0 0% 0Specialty* 15 2% 34 10% 49 5%Business 262 37% 97 28% 359 34%Basic 179 25% 62 18% 241 23%Budget 254 36% 155 45% 409 39%

710 348 1058

Nez Perce Co Asotin Co. CombinedValley Lodging by Class**

** Based on AAA classes: Luxury/Boutique = 5 Diamond (none in Valley) Business Class = 3 or 4 Diamond (3 Valley hotels are 3 Diamond, none are 4 Diamond) Basic = 2 Diamond; Budget = 1 Diamond *Specialty Lodging varies (includes B&Bs, Lodges)

Asotin & Nez Perce CountiesCombined County Lodging Class

5%

34%

23%

39%

Specialty BusinessBasic Budget


# Busineses

Sales ($1,000)

Tourism related 244 225,191$ Food & beverage 26 $ 107,093 Food Svcs & Drinking Places 120 57,932$ Limited-svc eating places 50 31,500$ Accommodation 18 14,585$ Arts, entertainment & recreation 30 14,081$

Lewiston, Idaho-Washington MSA (Nez Perce/Asotin Counties)

Business Sales by Category - TourismSource: 2002 Economic Census

# Busineses Sales ($1,000)

952 $ 2,250,888 Manufacturing 64 728,022$ Retail trade 271 567,779$

Motor vehicle & parts dealers 53 $ 196,470 General merchandise 10 $ 172,217 Building material & garden supplies 21 $ 54,330 Gasoline stations 21 $ 51,424 Miscellaneous retailers 33 $ 26,772 Health & personal care 18 $ 26,744 Sporting goods, hobby, book, music 23 $ 14,012 Clothing & accessories 21 $ 10,787 Furniture & home furnishings 14 $ 7,955 Nonstore retailers 11 $ 7,068

Wholesale trade 77 522,566$ Health care & assistance 185 280,178$ Transportation & warehousing 58 56,312$ Other services (except public admin) 130 35,357$ Real estate & rental 69 33,260$ Admin support & waste mgmt svc 72 27,414$ Information 26 n/a

Business Sales by Category - Other

Total

Source: 2002 Economic CensusLewiston, Idaho-Washington MSA (Nez

Perce/Asotin Counties)

Tourism contributes less than 6% of the Valley’s total business and industry sales, but has a significant impact on certain sectors. Unquestionably, there is opportunity for tourism to contribute a larger share!

Retail Sales Trends ($1,000)Source: U.S. Economic Census

$469,000

$624,451$690,534

$-$100,000$200,000$300,000$400,000$500,000$600,000$700,000$800,000

1992 1997 2002

Asotin & Nez Perce Counties

TToouurriissmm iinn tthhee BBiigg PPiiccttuurree:: VVaalllleeyy IInndduussttrryy SSaalleess Valley business sales in the categories typically associated with tourism totaled more than $225 million in 2002 (see table at right). The largest categories were food and beverage sales, to which visitors contributed an estimated $40+ million. Note that in 2004, visitors to the Valley spent a total of $126.1 million on shopping, dining, lodging, entertain-ment, and transportation (see page 7). By comparison, in 2002, total business sales of all types in the Valley totaled $2.25 billion, led by manufacturing at $728 million, and followed by retail trade at $568 million (see table at right). Retail sales for Asotin and Nez Perce counties combined grew by 47% in the decade from 1992 to 2002, with a total of 271 retail businesses in the Valley Metropolitan Statistical Area (MSA). While tourism comprises less than 6% of total business and industry sales in the Valley, it makes a significant contribution in certain sectors, namely dining, lodging, retail and entertainment. Without tourism, a number of these existing businesses and services would not survive. Tourism also supports increased air service in the Valley (see page 36 for air service trends).


Nez Perce Co Asotin Co

Population, 2005 estimate 37,931 21,178 Combined: 59,109% Change, Apr. 1, 2000 - Jul. 1, 2005 1.4% 3.1% Average: 2.25%Population, 2000 37,410 20,551 Combined: 57,961% Change, 1990 to 2000 10.8% 16.7% Average: 13.75%

Households, 2000 15,286 8,364 Combined: 11,825Per Capita Personal Income, 1999 $18,544 $17,748 Average: $18,146Median Household Income, 2003 $37,059 $34,649 Average: $35,854

Persons Below Poverty, %, 2003 11.8% 14.5% Average: 13.15%

Population Trends in Asotin and Nez Perce Counties

TTrraannssppoorrttaattiioonn In the 1990s, three commercial passenger airlines served the Lewiston-Nez Perce County Regional Airport: Horizon, SkyWest, and United Express, with flights to Boise, Seattle, Portland, Spokane, and Salt Lake City. They flew small planes and offered many flights per day. Before 2000, both United Express and SkyWest left the Valley, and then following September 11, 2001, the number of Horizon flights dropped even further (see air service trends chart, page 36). In 2005, Valley Vision succeeded in attracting SkyWest back to the Valley with a revenue guarantee to run two flights daily to/from Salt Lake City. Flight load factors (occupancies) have been strong; however, Horizon still runs only two flights daily to/from Boise, and three flights daily to/from Seattle. As population and business development continue to grow in north central Idaho and southeastern Washington, more airline capacity is needed to facilitate additional tourism growth; with higher volumes, airfare costs may become more affordable. The Lewis-Clark Valley sits at the crossroads of three U.S. Highways: U.S. 95/195 running north to Moscow/Coeur d’Alene and Pullman/Spokane, and south to Boise, and U.S. 12 running east to Missoula and west to Walla Walla and the Tri-Cities. Area transit service is provided by Valley Transit.

The Valley also is served by barge and cruise ship traffic via the Snake/Columbia River system, and by rail service from central Washington continuing up the Clearwater River Valley and to the Camas Prairie.

PPooppuullaattiioonn,, IInnccoommee aanndd EEmmppllooyymmeenntt The population of the Valley (Asotin County, WA, and Nez Perce County, ID) grew to an estimated 59,109 in 2005, an increase of 2% from the year 2000, and an increase of 14% from 1990. Asotin County’s population is projected to increase by 10% from the year 2000 to 2010 (from 20,551 to 22,582) while Nez Perce County is projected to increase at slower pace.

The median household incomes in the Valley are shown in the table above, along with the percentage of residents living below the poverty level. About 12% of Nez Perce County residents, and 15% of Asotin County residents, live in poverty (2003).

Population Growth, 1990-2000

Nez Perce Co. 11% Asotin Co. 17% Source: Census Bureau


2005 2006 2005 2006 2005 2006 2005 2006Number of Sales 583 502 344 321 19 21 946 844

Change% of change

Average Sale Price 139,430$ 166,072$ 139,353$ 151,701$ 161,231$ 157,916$ 146,671$ 158,563$ Change

% of change

Median Sale Price 130,000$ 145,622$ 130,450$ 139,000$ 150,000$ 147,000$ 136,817$ 143,874$ Change

% of change

Lewiston: Includes the Orchards, downtown, the Elks & Country Club areas, as well as Cougar Ridge AreaClarkston: Includes the Heights, downtown and Quail Ridge Golf Course area

Source: Lewiston Clarkston Real Estate Market Update, by Kathy ParSELLS

-2.1% 8.1%

Asotin Combined

$26,642 $12,348 -$3,315 $11,892

Statistic Note:

-81-13.9%

-23-6.7%

19.1% 8.9%

-2.0%$7,0575.2%

$15,62212.0%

$8,5506.6%

Lewis-Clark Valley Single Family Real Estate Sales

-$3,000

210.5%

-102

Lewiston Clarkston

TOURISM RELATED Economic Census by Industry Sector - 2002

Payroll ($1,000)

% of Payroll

Number of Paid

Employees% of

EmployeesRetail trade $72,766 61% 3,413 49%Other services (except public admin) $21,173 18% 2,092 30%Arts, entertainment, & recreation $10,531 9% 720 10%Information $10,510 9% 363 5%Accommodation & food services $4,776 4% 357 5%TOTAL: $119,756 6,945

Lewiston, Idaho-Washington MSA (Nez Perce/Asotin Counties)

Payroll and Employment in Tourism-Related Sectors

Nearly 15,000 individuals in the Valley are employed by 16 companies. Potlatch is the largest single employer with a workforce of 1,900 (13% of the total). The Valley had 210 more employees (4%) in 2005 than in 1995, though the number of employers declined by 14 (4%). The category of Arts, Entertainment and Recreation experienced the largest gain in the number of employees (316) from 1995 to 2005, though there were 6 fewer businesses in this category in 2005 then in 1995. The retail sector employs the largest number of people in the

Valley, with 3,413 employees (see table below). Arts, Entertainment & Recreation employs 720, and Accommodations/Food Service employs 357.

RReeaall EEssttaattee && BBuussiinneessss DDeevveellooppmmeenntt Population growth has fueled increases in real estate sales and the number of homes and businesses in the Valley. The number of housing units in Asotin and Nez Perce Counties grew from 21,982 in 1990 to 25,955 (estim.) in 2005 – an 18% increase. Consistent with national trends, the number of residential real estate sales declined in 2006 compared to 2005, but the average sale price increased 8% (see table below). The housing vacancy rate in the Valley is around 6% in Asotin County, and 7%-8% in Nez Perce County.

Recent commercial real estate development in the Valley includes the addition of several national retail stores: Eddie Bauer, Old Navy, Walgreen’s, Pier 1, etc. Wal-Mart has discussed locating a Super Center somewhere in the Valley. Two auto dealerships have expanded, and a new one has located in the Valley. Both hospitals and a surgery center have added services.


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This section contains a summary assessment of the Valley’s Strengths, Weaknesses, Opportunities and Threats (SWOT) related to tourism. The assessment is viewed from the perspective of a visitor and/or a business investor, whether the investor is an existing business owner seeking to expand, a start-up entrepreneur, or a business considering relocation to the Valley. (A comprehensive SWOT analysis is included in Appendix A.) The assessment covers the following aspects of tourism and recreation in the Valley: ♦ Attractions, Activities, Events &

Amenities ♦ Transportation and Accessibility ♦ Business Climate ♦ Quality of Life ♦ Workforce, Training and Education ♦ Real Estate and Public Facilities ♦ Tourism Management and Marketing ♦ Public Policy and Funding

SUMMARY


The following summary of Valley tourism strengths, weaknesses, opportunities and threats resulted from the following: public meeting input (October, December and January); an online survey conducted in January; interviews with Valley business/community leaders and professionals, and the professional experience of the consulting team in the field of tourism and economic development. SSttrreennggtthhss

Visitor Attractions ♦ Hells Canyon National Recreation Area, with unique geology, abundant

wildlife, whitewater boating ♦ Rivers: Snake, Clearwater and Salmon ♦ Sense of place: outstanding views and vistas, open space, scenic drives ♦ Climate for year-round recreation (boating, golf, steelhead fishing, etc.) ♦ Nez Perce Tribal culture, and new hotel/casino ♦ Nez Perce National Historical Park ♦ Local heritage: trappers, miners, loggers, agriculture, manufacturing ♦ Northwest Passage National Scenic Byway and All-American Road ♦ Historic Downtowns and shopping districts ♦ Clearwater and Snake River National Recreation Trail (27 miles) ♦ Four 18-hole golf courses open 300+ days annually ♦ Asotin County Aquatic Center, Hells Gate State Park, Chief Timothy Park ♦ Discovery Center & Jack O’Connor Hunting Heritage & Education Center ♦ Historic neighborhoods, museums, Lewis & Clark Center for Arts & History ♦ Public art by nationally-renowned artists: metal sculptures, murals ♦ Northwest Discover Water Trail (from Pacific Ocean to Orofino) ♦ Nearby National Forests (Clearwater, Nez Perce, Wallowa-Whitman) ♦ Major Events: Lewiston Roundup, NAIA World Series, Steelhead Derby,

Dogwood Festival, County Fairs, bicycle races, Winter Spirit, UI/WSU events Community Facilities and Services that Support Tourism ♦ Transportation: intersection of two U.S. highways, airport, ports, transit service,

levee trails, jet/tour boats ♦ Available waterfront sites, lodging capacity, RV parks, variety of dining ♦ Affordability, shopping opportunities ♦ Free parking everywhere, low traffic (except 21st and Bridge Streets) ♦ Friendly people, low crime rate ♦ Tourism-related education and training: Lewis-Clark State College, Walla

Walla Cmty College, nearby WSU and UI, North Central Idaho Travel Assn. ♦ City and County parks, ball fields, school athletic facilities & auditoriums ♦ Conference centers (Quality Inn, LCSC, Red Lion Hotel) ♦ Lewiston Roundup Equestrian Center, two county fairgrounds ♦ Proactive business development efforts, local investors ♦ Two medical centers, specialty medical clinics and care centers ♦ Local media: Lewiston Tribune daily newspaper, KLEW TV (NBC affiliate),

numerous radio stations and Internet service providers ♦ Marketing materials: maps, “53 Things To Do in the Valley,” visitor guide(s) ♦ Collaborations between tourism marketing organizations, colleges, city and

county government, state and federal agencies

Strengths, Weaknesses, Opportunities, Threats


WWeeaakknneesssseess Visitor Attractions ♦ Lack of awareness outside the region about Hells Canyon and other nationally-

designated attractions ♦ Lack of clear brand (identity/image) for Valley as a destination ♦ Chief Joseph and Appaloosa horses nationally recognized, but connection to

Nez Perce Tribe unclear to many people ♦ County Museums and Jack O’Connor Center unfamiliar to many residents and

front-line employees, who consequently fail to promote them ♦ Lack of connections to river (lodging, dining, waterfront retail, etc.) ♦ Aquatic center and other public recreation facilities (waterfront parks, levee trail

system, etc.) difficult for visitors to find, not linked to other tourist attractions ♦ Valley leisure activities focus on outdoor recreation, with few options for

inclement weather ♦ Lack of coordination/cooperation among outfitters to facilitate bookings ♦ Events lack sufficient funding for promotion, need more effort to package

events with lodging and other activities ♦ Inconsistent preservation of local history: preserve character of downtown

districts and historic neighborhoods; interpretation gaps in stories at historically significant locations

♦ Smell from Potlatch and EKO (and misinformation about what causes it) ♦ Limited shopping opportunities in Downtown districts Community Facilities and Services that Support Tourism ♦ No single lead agency for Valley tourism promotion – fragmented efforts ♦ No Interstate highway access, poor roads and streets ♦ Limited commercial passenger air service ♦ Lack of upscale lodging facilities and dining opportunities ♦ Lack of coordination across borders and organizations for marketing, funding,

transportation infrastructure, amenities ♦ Nez Perce Tribal Tourism program still being developed (tours, etc.) ♦ Public parking locations not highly visible, business owner/employee parking

not well managed or enforced ♦ Declining funds for public transit ♦ Signage/wayfinding; visitor centers hard to find and access ♦ Lack of stable funding for tourism development and promotion ♦ Federal policies re. water, ATVs, fishing, etc. ♦ Deficiencies in infrastructure, telecommunications, meeting space ♦ Lack of big picture vision, visionary leadership, resistance to change ♦ Over-regulation ♦ Local residents’ fear of, or lack of support for, tourism ♦ Need for more business involvement; apathy ♦ Lack of State support; competition for resources ♦ Lack of awareness by locals of Valley’s assets ♦ Poor customer service (“fast food mentality”) ♦ Dominance of manufacturing hinders focus on growth of other industries ♦ Low wages and lack of benefits in tourism industry ♦ Few free and/or unknown wireless hot spots for travelers


OOppppoorrttuunniittiieess Visitor Attractions ♦ Sporting events/competitions using existing facilities/venues (water sports,

swim meets, triathalon, bike races, softball/soccer tournaments, equestrian) ♦ Off season promotion of ‘soft’ sport activities, such as golf, Volkspoort, etc. ♦ New business development, esp. waterfront development ♦ Enhanced national/international designation for Hells Canyon (i.e., National

Park and/or World Heritage Site) ♦ Main Street program to increase vitality of Downtown districts ♦ Arts/cultural events: music/concerts, artisans gatherings, pow wows, self-

guided tours, etc. ♦ Wineries, wine tastings/tours ♦ Enhanced interpretation of key sites ♦ Continuation of LCSC – Nez Perce Tribe Lewis & Clark Symposium ♦ Elderhostel programs, activities for RVers ♦ Conferences, meetings and trade shows (Pacific NW) ♦ Cultural/Tribal tourism ♦ Enhanced historic/cultural facilities ♦ More kid-friendly activities and attractions ♦ Rail tours: dinner train, excursions up Clearwater River ♦ Airport fly-ins: general aviation (600,000+ private pilots within 4 hours) Community Facilities and Services that Support Tourism ♦ Valley tourism bureau: single tourism organization ♦ Valley Civic Center to hold large events, concerts, meetings, performances ♦ Visitor Centers at each entrance to Valley ♦ Improved signage and wayfinding ♦ Transportation: more integrated public transit, air service, water taxi ♦ Ports: attract more cruise ships, extend stays in Valley ♦ 2 States, 2 Counties, 3 Cities, Tribe: work together ♦ Public-private-tribal-nonprofit tourism development and marketing partnerships ♦ Consistent/unified message: Valley is a destination ♦ Enhanced coordination and capacity-building ♦ Increased funding for tourism (i.e., local option tax, Auditorium District) ♦ Training for business owners/managers, front-liners to improve customer

service ♦ Foster and encourage high level leadership skills ♦ Link tourism to other economic development efforts: market Valley business

opportunities and support systems to visitors ♦ Partnership with odor mitigation researchers at UI/WSU to address smell ♦ Development of a Culinary Arts program at WWCC and/or LCSC


TThhrreeaattss Visitor Attractions ♦ Changes in federal policy/management and declining funding for Hells

Canyon, rivers, levees, national forests, etc., resulting in more use restrictions ♦ Perception about the area (i.e. air quality, etc.) ♦ Increasing competition from other destinations ♦ High rise development along waterfront that detracts from the character of the

Valley and historic Downtowns ♦ Overuse of natural resources ♦ Possible drawdowns, dam breaching, dredging ♦ Decline of fishing opportunities ♦ Lack of dredging threatens use of ports and marinas ♦ Security issues (terrorism, bird flu, food, etc.), stagnant economy Community Facilities and Services that Support Tourism ♦ Lack of communication, cooperation, leadership; multi-jurisdictional conflicts ♦ Transportation/access (cost of fuel, air service) ♦ History of competition between Lewiston and Clarkston ♦ Apathetic leadership, lack of vision for better quality of life in Valley ♦ Misperceptions of community about tourism; apathy/”Go Home” attitude;

resistance to change ♦ Aging population (focus on local needs, resist tax increases) ♦ Federal and state funding limitations, policies ♦ Lack of available work force, or poor work force skills/ethics ♦ Infrastructure deficiencies ♦ Lack of aggressive advertising and promotion


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This section details the Valley’s tourism vision, brand, target markets, goals, and actions to achieve the goals. The vision, goals and actions are based on input from Valley stakeholders, based on the trends and assessment in the previous sections. The brand and target markets are based on market research and tourism trends in the Valley.


VVAALLLLEEYY


TToouurriissmm iinn tthhee LLeewwiiss--CCllaarrkk VVaalllleeyy iinn 22001122 In 2012, the Valley is a year-round destination for travelers seeking world class natural attractions and high quality outdoor recreation experiences. A variety of guided tours, interpretive excursions, and adventures await visitors of all ages. Appropriate attractions and businesses are thriving along the waterfront green belt. Regular sporting and cultural events create a lively and exciting atmosphere in the Valley. The Hells Canyon brand has unified tourism marketing efforts. Local heritage and Nez Perce tribal culture are highlighted. Downtowns are vibrant, with a variety of specialty shops, entertainment, events, activities, sidewalk dining, professional services, and downtown living spaces. New tourist-oriented businesses and attractions draw visitors to linger in Downtown. Historic buildings have been restored, and underutilized sites redeveloped, creating a unique sense of charm and character in the center of the community. A new Lewiston Civic Center is being planned to host large events, concerts, and performances. A single marketing organization promotes tourism in the Valley and manages all visitor information services. Cooperation among businesses, agencies, and nonprofit organizations fosters a highly effective marketing program that results in significant gains in visitation and tourism revenue. Funding to support tourism programming is stable. Public policy supports sustainable tourism development. Private, public, tribal and nonprofit partners work together to plan, fund and implement tourism initiatives. Business developers and City planners embrace tourism and recreation-related investment opportunities. A Valley-wide Waterfront Master Plan has been completed, resulting in river access and waterfront development that is well-planned and consistent with the character and environment of the Valley. The green belt connects waterfront amenities and is an outstanding addition to local quality of life. Expanded tourist facilities and services generate tax revenues for civic services and improvements. Worker wages and benefits have increased with improved training and business profitability. The Valley is more accessible with frequent air service, better highways, and local transit/trolley service. Sign clutter has been reduced, wayfinding has improved, and town entrances and corridors have visually improved the community “curb appeal.” Odor issues have been addressed. Valley residents support tourism, are knowledgeable about the area’s assets, and actively promote attractions, activities and amenities to their family and friends.

VISION FOR 2012


TThhee VVaalllleeyy’’ss BBrraanndd:: HHeellllss CCaannyyoonn The main tourist attraction for the Lewis-Clark Valley as a destination is Hells Canyon. As the deepest canyon in North America, and virtually undeveloped, it is an experience unlike any other. The Valley has many other attractions, events, activities, and amenities, but Hells Canyon is the star attraction, and the thing for which the Valley is best known (see Brand sidebar at right). The Hells Canyon experience varies by time of year and mode of travel, but it is the best known identity for the Valley – the one thing that visitors cannot find closer to home. Based on the Valley’s target customer markets, there are opportunities to diversify and improve the Hells Canyon visitor’s experience by upgrading the level of interpretation, providing headphones for noise muffling and interpretive programming during jet boat tours, offering more half-day trips, and improving the level of cooperation among commercial tour providers to better serve visitors. The visitor’s overall experience – their perception of the Valley’s brand – will be influenced by the customer service they receive at every point in their contact with the Valley, from viewing or reading information, to inquiry, arrival, activities, departure, and follow-up. A commitment to exceeding visitor expectations, satisfying each customer’s needs, and providing consistent, high quality customer service, will enhance the brand of the Lewis-Clark Valley.

THE VALLEY’S TOURISM BRAND

What is a Brand? The average American sees 3,000 marketing messages daily. 97% of all tourism advertising is ineffective. Every year, another 2,000 communities in the U.S. and Canada pursue tourism as a priority strategy. Of the 425 counties in the western U.S., 409 of them promote outdoor recreation as their primary tourism draw. How can the Lewis-Clark Valley set itself apart amid the clutter and competition? A destination’s brand is in the perception of the customer – it is not necessarily what you think you are, it’s what the customer thinks you are. The brand is what the destination is known for – and what its target customers cannot get closer to home. The brand is not just the place, and it is not a logo or slogan – it is an experience. The more specific or narrow the brand, the stronger it is in grabbing customers’ attention. In that context, the brand of the Lewis-Clark Valley is the Hells Canyon experience. Whether the visits are for whitewater, fishing interpretation, hunting, sightseeing, meetings, sports events, hiking, or romance, the Hells Canyon experience is the overarching brand. In Valley marketing efforts, all messages and activities should build around a Hells Canyon theme, in order to reinforce brand identity. Sporting events, Dogwood Festival, the Lewiston Roundup, NAIA, steelhead derby, conferences, jet boat manufacturing tours, golf, and other promotions all should use Hells Canyon as a common theme and enticement for other activities. A specific logo and slogan (marketing message, or brand promise) to describe the Hells Canyon experience will be developed as part of the Valley Tourism Marketing Plan. The slogan is the “exclamation point” on the key message – it reinforces the brand by answering the question “why go there?” The logo uses graphic shapes and colors that appeal to the destination’s key target markets.

BRAND


Based on market and business research, the following are priority geographic and demographic target markets for Valley tourism marketing efforts. Priority Geographic Targets The Pacific Northwest is the primary source of customers for Valley tourism businesses and organizations. Based on the 2005 traveler survey, and responses to a question about domestic geographic markets on the online survey of Valley businesses and organizations, priority markets are the Northwest states: Washington, Idaho, Oregon and Montana. Within the Northwest region, the top markets were the following:

♦ Spokane-Coeur d’Alene MSA* ♦ Seattle-Tacoma MSA ♦ Boise MSA ♦ Portland, Oregon MSA ♦ Central Washington (Tri-Cities, Yakima) ♦ Western Montana

* MSA=Metropolitan Statistical Area

Other important domestic markets are California (San Francisco, Los Angeles, Sacramento), Phoenix, and the Midwest.

The international market mentioned most frequently by survey respondents was Canada/British Columbia, following by Germany, England and Japan.

Strategic use of the Hells Canyon brand, and development of a broader marketing approach for the region’s other recreational and cultural assets, will draw more visitors from markets outside the Pacific Northwest.

Priority Demographic Targets Important demographic targets for the Valley are the following: ♦ Empty Nesters ♦ Professional Blue Collar/Tradesmen ♦ Family and friends of local residents ♦ Scenic drivers/sightseers ♦ Adventure and outdoor recreation travelers (boating, hiking, biking, etc.) ♦ Heritage/cultural travelers (including Lewis & Clark and Nez Perce Tribe) ♦ Anglers ♦ Hunters ♦ Families with kids (summer, holidays) ♦ RVers ♦ Sports teams and clubs ♦ Festival and event participants ♦ Business travelers, including conferences and meetings ♦ Wildlife viewers, bird watchers ♦ Equestrians ♦ State and nonprofit associations ♦ Group tours ♦ Private pilots, aviation groups/clubs

TOURISM TARGET MARKETS


The following goals were identified to achieve the vision for tourism and recreation in the Lewis-Clark Valley. 1. Increase Valley tourism revenues year-round through effective

marketing and promotion efforts focused on priority markets. 2. Encourage tourism and recreation-related business development that is

strategic, sustainable, and supported by public policy. 3. Enhance the appeal of the Valley with improvements to infrastructure

and amenities that provide a quality experience for both residents and visitors.

4. Accentuate and manage the Valley’s natural, cultural and historic

resources so they are sustained for future generations. 5. Create partnerships with public, private, tribal and nonprofit

organizations to plan, fund, and implement strategic tourism programming, and measure results.

TOURISM GOALS


Tourism Bureau Targets

At 58% occupancy, there are about 218,000 room nights booked annually in the Valley, and 158,000 empty rooms. To reach 75% occupancy, an additional 78,500 room night bookings are needed. Initially, the VTB goal will be to work with hotels to book an additional 31,200 room nights annually. That equates to attracting an additional 400 individual visitors per month who stay 2 nights each, plus at least 2 groups per month that each use 300 rooms for 3 nights. The VTB will focus on groups such as sporting events, group tours, cultural travelers, and conferences that need more than one hotel and/or off-site facilities. All travelers will be encouraged to visit Hells Canyon.

To make the vision a reality for Valley tourism by 2012, specific actions to achieve each goal are listed below. For each action, a responsible organization is identified. Potential funding and technical resources for implementation are listed in the Implementation section on page 45, followed by an Action Table summarizing the actions and implementation timeline beginning on page 50. Goal 1: Increase Valley tourism revenues year-round through

effective marketing and promotion efforts focused on priority markets.

1.1. Form a single Valley Tourism Marketing Organization (referred to as the Valley Tourism Bureau, or VTB). As discussed on page 5, there are currently three organizations responsible for tourism promotion in the Valley, with three different web sites, toll-free phone numbers, and staff. Results of the online survey and confidential interviews with tourism businesses and organizations demonstrated overwhelming support for the formation of a single Valley tourism marketing organization to increase efficiency and eliminate duplications. Such an organization would be consistent with the structure and functions of a traditional Convention & Visitor Bureau (CVB), focused on marketing tourism in the Lewis-Clark Valley. The organization’s primary mission should be marketing, including oversight of Valley visitor information services (visitor centers, kiosks, airport visitor information, promotion materials, maps, possible booking service). Note: it is recommended that the organization not be involved in event planning and management, but instead focused on promotion of events planned and executed by other organizations. The VTB should be an ‘approachable’ organization that focuses on results without regard to who gets credit for bookings, leads, etc. It should be a place where creative, ‘out-of-the-box’ ideas are welcome about Valley marketing, promotion, customer service, feedback, etc. Below are suggested steps to develop the single marketing organization: 1.1.1. Form a Task Force with equal representation from Asotin and Nez

Perce counties, including tourism and recreation businesses, elected officials, and the Nez Perce Tribe.

1.1.2. Bring together key private, public, nonprofit, and tribal partners to determine a vision and structure for the new organization, focused on maximizing the revenue potential of the Valley’s tourism and recreation products and services.

1.1.3. Confirm non-profit corporation status, either by utilizing the nonprofit status of the Hells Canyon Visitor Association (and refining the existing organization’s bylaws), or forming a new organization.

1.1.4. Determine staffing needs based on performance expectations and projected budget. At a minimum, the organization should have a full-time Executive Director, a full-time Director of Sales, and a full-time Administrative Assistant/Bookkeeper. A part-time Volunteer Coordinator also is needed to oversee visitor center operations/volunteers. Total

ACTIONS TO ACHIEVE GOALS


budget needed for the organization is estimated to be nearly $300,000 (see Implementation and Funding section for details, page 45). In a typical CVB, the Executive Director would be responsible for overall organization management; dealings with the Board, local elected officials and media; budget and fundraising; reporting of marketing results; etc., as well as handling client sales and marketing. The Director of Sales would handle monthly meetings with Valley hotels, outfitters, and other organization representatives, develop conference/event bids, work with tour operators and travel writers, and oversee visitor information services.

1.1.5. Create job descriptions, performance measures, salary schedules, incentive bonus program, confidentiality policy, and other organization policies, consistent with the professional standards of the Destination Marketing Association International (DMAI, see next page). Determine potential office space and equipment needs, and location of office operations. Then conduct a search to fill positions and hire staff (staff of existing tourism-related organizations would be encouraged to apply).

1.1.6. Develop performance goals for the organization in terms of number of leads to be generated monthly, new client contacts to be made, number of conference/event bids to be proposed, total room nights booked annually, conversion rate of inquiries, number of visitors served, fund-raising targets, client database management and tracking, reporting, etc.

1.1.7. Plan for the Executive Director, Director of Sales, and Administrative Assistant to visit the Boise Convention & Visitor Bureau – one of only 15 DMAI-certified CVBs in the U.S. – for orientation and training in CVB operations, effective marketing, tracking software, client/lead database management, reporting, etc. (see sidebar).

1.1.8. Begin operations with the VTB. Host a meeting of local hotel sales directors/managers; a meeting with local outfitters; and a meeting with local public/nonprofit facility managers and event planners, all to discuss marketing strategies and reporting. Continue to meet with these groups regularly to discuss cooperative marketing efforts, challenges, ideas, tracking and reporting of results. Form committees as needed to help oversee or implement specific projects.

1.1.9. Confirm marketing priorities and ensure a market-driven strategy that comprehensively represents the entire Valley, and includes recruiting group business, distributing leads to Valley businesses and organizations, then track marketing effort results, and report regularly to stakeholders (businesses, cities, counties, etc.).

Responsibility: Valley Vision, Palouse Economic Development Council, Hells Canyon Visitor Assn., Lewiston/Clarkston Chambers, Cities of Clarkston/Lewiston, Asotin and Nez Perce Counties, Ports of Clarkston, Wilma, and Lewiston, VTB, Businesses, Nez Perce Tribe, Non profit org., Agencies, newly formed Task Force

The Boise Convention & Visitor Bureau (BCVB) is one of only 15 DMAI-certified CVBs in the U.S. It annually generates bookings of 80,000 room nights; distributes 300 group leads monthly to local hotels, event venues, and outfitters; maintains a client database of 4,000 contacts representing 10,000 clients; and maintains a communica-tions, tracking and reporting system that has received national recognition. The BCVB has a total of fourteen staff, and manages two visitor centers and an airport kiosk staffed by 50 volunteers. Merchandise sales at the visitor centers helps to fund operations. The BCVB is funded by the Boise Auditorium District and Idaho Travel Council grants.


Destination Marketing Organizations (DMOs) A Tourism Bureau, or Convention & Visitor Bureau (CVB), is a Destination Marketing Organization (DMO). Convention & Visitor Bureaus date back to 1895 (originated in Detroit). Bureaus generally are non-profit corporations; funded by lodging tax, memberships, local government funds, and grants. The Destination Marketing Association International (DMAI, formerly IACVB) is the professional trade association for DMOs. It provides standards and accreditation for Bureaus and their professional staff, and represents more than 1,100 professional members from nearly 500 CVBs in 30 countries. DMAI has a meeting and convention database that tracks records on more than 20,000 associations and corporate meetings, which is available to member Bureaus. DMO Services typically offered include the following: ♦ Group Marketing: meetings, conventions, trade shows, exhibitions,

sports events/tournaments, tour groups ♦ Travel Trade: media, meeting planners, tour operators ♦ Visitor Services (individual/leisure market): inquiry response, travel

counselors, reservations, Visitor Information or Welcome Center(s) ♦ Market Research: market intelligence gathering and analyses to

support marketing decisions and targeted sales activities ♦ Member Services: lead generation and assistance with response,

conference/event bids, reservations services, tracking and follow-up ♦ Communications & Brand Management: ensure consistent, strategic

marketing and service that supports the destination’s brand ♦ Destination Development: assess infrastructure and services,

identify gaps and development needs DMO Budgets: DMAI provides sample spreadsheets for DMOs to standardize and track budgets and staff and organization performance. Advertising is the largest budget expense for most CVBs followed by sales, publications and marketing. For example, at the Detroit Metro CVB, 29% of the budget is spent on advertising, 20% on sales, and 18% on publications and marketing. DMO Performance Reporting includes monthly/annual reports: ♦ Lead generation and distribution ♦ Site inspections (of hotels, venues) ♦ Business referrals ♦ Bookings and reservations ♦ Cancellations and lost business ♦ Event attendance ♦ Customer feedback ♦ Member feedback DMAI Accreditation Program (DMAP): DMAI certification requires that Bureaus meet minimum standards in the areas of organization governance, finances, human resources, use of technology, marketing, visitor services, group services, sales, communications, membership, management and facilities, brand management, destination development, research and market intelligence, innovation, and stakeholder relationships. For more information: www.iacvb.org


1.2 Implement a cohesive Valley Tourism Marketing Plan. Currently, several organizations promote the Valley using different images, messages, graphics, web sites, and promotional materials. A Valley Tourism Marketing Plan will consolidate and unify these efforts under one organization, so that the Valley’s brand is marketed consistently and effectively. The strategies included in the Plan will be based on the priority target markets, and will include such activities as a Valley tourism web site, advertising campaign, promotion materials, sales efforts, media relations, familiarization tours, trade events, etc.

The Marketing Plan should link the Valley to larger regional marketing efforts in Idaho, Washington, Oregon and Montana. The North Central Idaho Travel Association (NCITA) is spearheading cooperative campaigns such as the “Top 10 Scenic Drives in the Northern Rockies” that link the Valley to Glacier National Park, Yellowstone National Park, and the International Selkirk Loop. Other cooperative promotions link the Valley with the Columbia Gorge, Wallowas, and Central Washington Wine Country.

An advertising agency should be retained to design and implement advertising and promotion materials for the organization, and to incorporate tracking methods into the promotions (web site URLs, ad codes, inquiries/traffic, etc.). Responsibility: Valley Tourism Bureau Director, Board, NCITA, Nez Perce Tribe Tourism Office, Ad Agency 1.2.1. Promote Valley businesses, facilities and events in off-peak seasons.

Meetings between the Valley Tourism Bureau staff and local businesses/organizations will determine priorities for emphasis to fill gaps in off-peak seasons. Special events, group activities, themed promotions, direct sales, media relations and other strategies will target niche markets and specific times when business is needed. Responsibility: Valley Tourism Bureau staff, Event Sponsors, Ad agency

1.2.2. Encourage development of new events during off-peak times to attract visitors. The VTB should meet with local groups interested in expanding or developing local/regional events to enhance off-peak season visitation. Examples are sports tournaments, aviation club fly-ins, wine tasting, RV rallies, a regional 5-stage uphill bicycle race, motorcycle rallies, bowling tournaments, swim meets, soccer tournaments. Responsibility: VTB, ad agency, businesses/attractions, chambers

1.2.3. Create an “official” map and visitor guide to Valley attractions. A small map and visitor guide that is widely distributed is needed to highlight Valley attractions, historic/cultural sites, museums, event venues, recreation/river facilities, trail systems, business districts and other visitor services. The VTB should coordinate this effort, working with a committee of volunteers and its ad agency to produce the guide and develop a distribution plan. Responsibility: Valley Tourism Bureau staff, partners, ad agency

1.2.4. Continue to market aggressively to cruise lines, encouraging extended stays in the Valley to enjoy events, wineries, historic tours with the Nez Perce Tribe, and other attractions. Responsibility: Valley Tourism Bureau staff, Port of Clarkston


1.3 Enhance visitor information at Valley gateways.

Current locations of Valley visitor information centers and the Hells Canyon NRA office are difficult to find and access, particularly for RV travelers. Moreover, the Hells Canyon NRA office does not reflect the world class nature of the Hells Canyon attraction. The following steps are recommended to enhance visitor services at key Valley gateways. 1.3.1. Implement the recommendations of the Clarkston Visitor

Information Center Feasibility Study, which addresses options for a potential new visitor information location at the west end of Clarkston.

1.3.2. Install a visitor center building near the junction of U.S. 95 and 12 in north Lewiston that is visible to all traffic (especially north/southbound traffic). Include a row of tall flags to attract the attention of travelers.

1.3.3. Install Northwest Passage All-American Road gateway signs and visitor kiosk at the north Lewiston visitor center. Work with ITD to install visitor information and scenic byway information signs.

1.3.4. Install a Valley visitor information kiosk in the Lewiston-Nez Perce County Regional Airport terminal.

1.3.5. Support installation of pedestrian-oriented kiosks at key sites: 5th Street and highway bypass in Lewiston, 6th and Bridge Streets in Clarkston, Hells Gate State Park, Clearwater Casino, cruise ship dock, levee trailheads, etc. Maximize available resources through partnerships between the cities, Valley Tourism Bureau, Chambers of Commerce, Downtown businesses, outfitters, colleges, state/federal agencies, Nez Perce Tribe, NCITA, NW Passage Scenic Byway, etc.

Responsibility: VTB, Cities, Corps of Engineers, Airport, Downtown businesses, NCITA, NW Passage Scenic Byway Advisory Team, DOTs 1.4 Evaluate retail sales at visitor centers to support operations. Sales of Valley/regional guidebooks and souvenir items could help fund visitor center operations, and a part-time Volunteer Coordinator. Initially the visitor center can be staffed by volunteers, but a goal is to have year-round paid staff through on-site advertising and merchandising revenue, including a potential phone bank with direct lines to hotels and outfitters. Investigate examples of such operations in Boise, Twin Falls, Mountain Home, etc., and determine a strategy and timeline for implementation in the Valley. To avoid competition with local businesses, retail items could be of limited variety, and purchased at cost plus from local businesses, then promoted by encouraging visitors to go to local stores for a larger selection of additional items. Responsibility: VTB Visitor Center Volunteer Coordinator 1.5 Develop and maintain a Valley Pride of Tourism Award. Annually select businesses and agencies that demonstrate commitment to customer service, distribution of Valley marketing materials, referrals to other businesses and attractions, etc. Responsibility: VTB Tourism Awards Committee

Visitor Center, Newport, WA


1.6 Refine and enhance the Valley customer service training program. Work with business owners and managers to improve training for front-line employees, and delivery mechanisms for customer service training. Incorporate training about Valley history, facts, services, attractions, and activities into the training. Develop an incentive program to encourage businesses and employees to become trained and maintain high levels of outstanding customer service. 1.6.1. Establish a stakeholder committee to produce a proposed outline of

subjects and topics. 1.6.2. Create an incentive program for businesses that includes a Valley-wide

‘Pride of Tourism’ certification, recognition and award program for individuals becoming ‘tourism certified’, as well as the businesses and agencies sponsoring the individuals.

1.6.3. Plan and conduct local familiarization tours for VIC staff and other ‘front-liners’ (private and public) for the purpose of educating them about the Valley’s tourism opportunities, from river tours to walking trails, museums, events, scenic drives, etc.

Responsibility: LCSC, WWCC, NCITA, VTB Tourism Service Committee 1.7 Solicit visitor feedback about their experiences in the Valley. Gather information from visitors via a comment card, online feedback form, etc. Distribute the comment card through local businesses and attractions, and collect, tally and report results, along with ways to improve visitor experiences. 1.7.1. Review examples of comment cards, then create a Valley-wide service

card or survey. 1.7.2. Educate all businesses and attractions about the importance of the

customer feedback tool, and sponsor quarterly rewards for sites/facilities that gather the most cards from customers.

1.7.3. Use VTB volunteers to record, quantify and report the results of customer comments, and resulting opportunities for improvement.

1.7.4. Create an annual recognition program for businesses/agencies that receive outstanding customer service comments.

Responsibility: VTB Tourism Service Committee

1.8 Develop a VTB public relations campaign. Frequently and consistently provide information to the community and civic organizations about the VTB, its efforts, plans and successes, as an ongoing strategy to build and maintain Valley awareness about tourism. Utilize print and online media (articles, letters to the press, e-newsletters, web sites etc.). Responsibility: VTB staff, ad agency


Goal 2: Assist tourism and recreation-related business development that is strategic, sustainable, and supported by public policy.

2.1 Identify and pursue potential targets for tourism-related businesses. Focus on expansion or new development of visitor services, including an upscale boutique hotel, wineries, dining, Hells Canyon central booking service, guided activities (mountain biking, ecotourism, ORV tours, nature/history/wildlife/birding, photography, trail rides, paragliding, parasailing, skydiving, Nez Perce Tribal history/culture, etc.), and recreation rentals (bikes, rollerblades, paddleboats, houseboats, jet skis, kayaks, wakeboard, etc.). Additionally, encourage business development that benefits both local residents and visitors, such as air services/shuttles, artisans, family entertainment, trade shows, expositions, recreation equipment manufacturing/testing, sporting goods, RV repair, farmers market, Northwest/ Tribal specialties, etc. Responsibility: Valley Vision, Palouse Econ. Dev’t, Chambers of Commerce 2.2 Develop waterfront areas with tourist-oriented businesses. As part of the Waterfront Master Plan (see Action 3.4), determine possible locations and concepts for mixed use development including retail, dining, lodging, residential, and/or river-related services, aka, a boardwalk or public wharf concept. Re-zone waterfront areas for tourist-oriented commercial services. Preserve the character of the waterfront by limiting building heights consistent with Downtown building heights and historic character, to prevent trendy high-rise development that will become an outdated liability in 20-30 years. Work with the Urban Renewal Agency to develop key sites such as the Twin City Foods site, in order to access federal funds and preserve areas for public parking, Civic Center, etc. Responsibility: Cities, Counties, Ports, Corps of Engineers 2.3 Revitalize historic Downtown districts with Main Street programs. Use the National Main Street model (www.mainstreet.org) to develop Downtown business development and promotion programs. Conduct Downtown market analyses, develop business retention/recruitment strategies, market-driven design improvements, parking management plans, historic building restoration/redevelopment, events, marketing and promotion, and organization strategies. Link to Washington’s Main Street program, and encourage the State of Idaho to initiate a Main Street Program to complement the Valley’s downtown revitalization efforts. 2.3.1 Designate a liaison from the VTB to the Lewiston/Clarkston Downtown

committees, in order to link tourism (and visitor dollars) to Downtowns. 2.3.2 Ensure that Downtown attractions, events and activities are included in

tourism promotions, visitor guide and web site, and coordinate with businesses to extend hours during large tourism events.

2.3.3 Encourage Clarkston to join the Washington Main Street Program at the Affiliate Level, which allows access to the Downtown Revitalization Resource Library and information exchange, telephone consultation, some technical assistance, awards program, and discounted registration for training events. Work toward the Main Street Start-up Level.

“The Twin City Foods property should be promoted as the Valley ‘Jewel’ in the development of waterfront property; it could be one of the main tourist attractions.”

- Stakeholder

“Trend-based buildings like high rise waterfront hotels and condominiums have a 25-year shelf life before becoming outdated.

Waterfront development should be consistent with a 100- (or 1,000-) year Business Plan: designed to sustain and enhance the character of the place, rather than detract from it.

Development tools such as building height limits, setbacks, green space, and design guidelines will ensure that new development is a source of community pride, rather than future blight.”

- National Geographic Institute for Sustainable

Tourism Development


2.3.4 Develop, install and use signs, pedestrian kiosks and other wayfinding means to encourage visitors to linger in Downtown districts.

2.3.5 Identify tax credits and low interest façade rehabilitation loans offered by the City of Lewiston, and promote/market to the Downtown area businesses.

Responsibility: Downtown committees, Chambers, Cities, VTB, NCITA 2.4 Improve City and other governmental processes for business development, including outdoor-oriented businesses. Encourage city and state agencies to take a positive, proactive approach to assisting private entities. Business respondents to the survey indicated a desire for improved clarity of requirements, processes, review timelines, and processing for business development projects. The issue is not a desire for absence of rules, but rather consistency, clarity, and timeliness of processes, so businesses and developers can plan and budget more effectively for adherence and in mutual cooperation with city, state and federal government entities.

2.4.1 Solicit business and property owner ongoing input to determine ways to improve user-friendliness of planning/zoning, regulatory, and permitting processes.

2.4.2 Sponsor workshops that include all City staff involved in development projects, business and property owners, developers, and invited personnel from the City of Spokane or other urban areas with significant historic downtown redevelopment success. Determine key challenge areas, and ways to resolve them.

2.4.3 Meet with U.S. Army Corps of Engineers and U.S. Forest Service to identify ways to make permitting processes more user-friendly.

Responsibility: Cities of Lewiston, Clarkston and Asotin, property owners, developers, Main Street organizations, USACE, USFS 2.5 Consider creation of a Valley-wide Development Plan addressing sustainable development, zoning, design guidelines, and other elements to ensure long-term quality of life and property values in the Valley. Retain the character and scale of the Valley’s built environment through building height limits, design guidelines, and design review in historic areas. Responsibility: Cities, Counties, Ports 2.6 Offer tourism-related workshops and training for business owners and government agency employees. The online survey identified a number of workshop topics that respondents indicated would be helpful to their business or organization. Use the survey results to schedule workshops and invite appropriate participants. 2.6.1 Establish a VTB Education & Training Committee to propose priority

topics for workshops. Integrate a ‘Pride of Tourism’ recognition program, as outlined in Action 1.5.

2.6.2 Foster enhanced professionalism in the tourism and recreation industry through education and Pride of Tourism recognition for all tourism-related business, activity or attraction.

Responsibility: LCSC, WWCC, SBDC, VTB, Chambers of Commerce, NCITA

Main Street is one of the most powerful economic development programs in the country. In 2005, nearly 1,900 Main Street districts realized a net gain of 72,387 new businesses, which created 331,417 new jobs, and resulted in $31.5 billion in new public and private investment in Downtown districts. The average return on investment (ROI) in dollars generated for every dollar invested in Main Street was more than $28 to $1.


Directional signs are lost in the clutter of downtown billboards and other signs.

Goal 3: Enhance the appeal of the Valley with improvements to infrastructure and amenities that provide a quality experience for both residents and visitors.

3.1 Improve community entrances and unattractive areas of the Valley that create negative visitor impressions. Develop incentives and/or volunteer programs to assist property owners with clean up. Continue City-led efforts to enhance entrances to town, in coordination with Departments of Transportation, counties, and property owners. Identify dilapidated buildings and encourage redevelopment, or use public safety hazard ordinances to address cleanup. 3.1.1 Develop accountability. Establish a working committee to

review existing ordinances, council guidelines, timeframes for implementation, and possible incentives for participation.

3.1.2 Consider future design and installation of intersection improvements such as roundabouts at the east entrance to Clarkston (Bridge/Diagonal) and the east entrance to Lewiston (21st/Main) (see photos at right).

3.1.3 Identify ways to improve the U.S. 95 corridor east of the U.S. 95/12 junction to entice north/southbound visitors to stop and visit the Valley.

Responsibility: Cities, Chambers, DOT, property owners

3.2 Identify and focus development on the Valley’s primary “tourist corridors.” The corridors are defined by their locations and tourist/recreation-oriented attractions and businesses, and also serve as pathways to other Valley attractions. The corridors will receive priority for focused investments to enhance the visitor experience. Through the policy process, identify capital improvement projects and business development targets that will result in near-term corridor improvements. Responsibility: Cities, Valley Vision, Palouse Econ. Dev’t, Ports, Chambers, VTB 3.3. Reduce visual sign clutter. Implement the recommendations contained in the NW Passage Scenic Byway Wayfinding System Plan, including better entrance and directional signage, elimination of billboards in central business areas, and development of sign guidelines to improve effectiveness of business signs. 3.3.1. Enhance wayfinding in the Valley, including improved

directional signs to Clarkston’s historic Downtown district. 3.3.2. Establish a working committee to establish draft guidelines

for Council review/approval, i.e., a 50 s.f. surface limit and 12’ height limit on outdoor advertising signs.

3.3.3. Promote the Pride of Tourism recognition program (Action 1.5) to encourage business owner participation in reducing sign clutter.

Responsibility: Cities, VTB, businesses

Before and After: proposed roundabout in Twin Falls, ID


3.4. Create a Valley-wide Waterfront Development Master Plan. Initiate a collaborative effort between the cities, counties, ports and U.S. Army Corps of Engineers to fund and develop the Master Plan. Address issues related to timely and expanded marina clearances (dredging) for boat access and public fishing docks, opportunities for lodging, dining, retail, marina/wharf concepts, bike trail, green/open space, and regulatory issues. Ensure that new development is consistent with the character of the Valley and scale of existing buildings. Responsibility: Cities, counties, ports, Corps of Engineers 3.5 Expand the placement of public art in the Valley, particularly along primary tourist corridors (see Action 3.2), highlighting and interpreting various aspects of Valley history and culture. Responsibility: Cities, Arts Council, Historical Societies, businesses, Nez Perce Tribe 3.6 Address Downtown entrance, parking and infrastructure deficiencies. Work with business and property owners to improve the “curb appeal” of the Valley’s Downtown districts by enhancing the attractiveness and visibility of entrances, well-marked visitor parking, parking management plans, and linkages to the river trail system and amenities. Identify priority infrastructure issues, such as water/sewer, street and parking area lighting, street/sidewalk maintenance, landscaping, etc., and determine strategies to address them. Involve State Historical Societies and Preservation Officers to benefit downtown properties.

3.6.1 Refresh the streetscape in Downtown Lewiston by gradually replacing oversized trees with more appropriate street tree species, and reducing intrusions into on-street parking areas by planters.

3.6.2 Consider City contracts with a Main Street organization to manage Downtown parking and maintenance, to allow more direct involvement of business and property owners in parking management/enforcement.

Responsibility: Cities, Downtown (Main Street) committees, business/property owners, Historical Societies, SHPO 3.7 Enhance tourism-related infrastructure and facilities. Tourism in the Valley is focused on outdoor recreation, which relies on infrastructure and facilities such as boat ramps, sports fields, parks, trail systems, marinas, aquatic center, etc. Regular maintenance and upgrades to facilities should be included in city, county, port and Corps of Engineers budgets, to ensure that facilities are in top shape for resident and visitor use. 3.7.1 Evaluate the future need for a large indoor meeting/event venue in

Lewiston, such as a Civic Center, based on population growth. Plan to conduct a feasibility study to determine the potential uses of such a facility for tourism, and its niche compared to other existing facilities.

3.7.2 Install fish cleaning stations at public boat ramps, utilizing volunteers to maintain stations.

Responsibility: Cities, Counties, Ports, VTB, Corps of Engineers, Clearwater Management Council, Volunteers

“Everybody loves a waterfront restaurant and with Lewiston’s mild weather, the waterfront retail and restaurants should be able to draw customers from afar.”

- Stakeholder


Scheduled Airline Enplanements 1999 - 2006Source: Lewiston-Nez Perce County Regional Airport

30,000

35,000

40,000

45,000

50,000

55,000

60,000

65,000

70,000

1999 2000 2001 2002 2003 2004 2005 2006

Enplanements

3.8 Increase transportation access to and around the Valley. Transportation access and service is a critical component of Valley tourism development.

3.8.1 Continue to work with the airport and airlines to identify opportunities for increased air passenger service to the Valley.

3.8.2 Work with Departments of Transportation to identify possible highway improvements, particularly at Valley gateways. Encourage use of an east-west truck route on the north side of the river from the Rose Garden to Red Wolf Crossing, so that large trucks can avoid Downtown tourist corridors. Also evaluate the feasibility of constructing roundabouts at key entrances.

3.8.3 Support state/federal funding for transit services, and consider arrangements with tourism attractions/businesses to help support transit as shuttle service linking key tourism sites and facilities in the Valley. Encourage upgrades to existing Valley taxi and shuttle services, and overcome potential difficulties in Idaho.

3.8.4 Encourage development of a tour/excursion train from Lewiston to Kamiah/Kooskia and the Camas Prairie.

Responsibility: Regional Airport, Valley Vision, Palouse Econ. Dev’t., DOTs, Cities, Counties, Valley Transit, Watco, Metro Transp. Planning Organizations

Emplanements (passengers boarding) dramatically increased when SkyWest (Delta) began service from LWS to SLC in February, 2005. Also, enplanements have held their own in the last two years, due in part to the fact that larger planes boost the comfort level for many people, who then become more likely to fly from the local airport.


Goal 4: Accentuate and manage the Valley’s natural, cultural and historic resources so they are sustained for future generations.

4.1 Investigate potential benefits of an enhanced designation for Hells Canyon, such as a National Park and/or World Heritage Site. The current designations for Hells Canyon include National Recreation Area and National Wild and Scenic River. Both designations are important, but a higher visibility designation, such as a National Park and/or World Heritage Site, would increase the visibility of the Canyon, giving it even more international appeal. However, consideration of additional designations should also take into account the existing uses and local values of residents surrounding the Canyon. If designation would benefit tourism, but have a negative impact on local quality of life, then changes to designation should not be pursued. Responsibility: VTB, NCITA, Congressional delegation 4.2 Explore opportunities to highlight the Valley’s manufacturing heritage. Work with manufacturers to provide interpretation, and possibly tours, or annual Open Houses, about their history, products, industrial facilities, markets, etc. (Potlatch, ATK, jet boat manufacturers, ports, Tribune Publishing, etc.). Highlight the Valley’s industrial heritage in visitor materials and on gateway kiosks (such as interpretive information about Potlatch at the Steelhead Park kiosk). If manufacturers are willing to offer guided tours, discuss procedures for special groups (conferences, cruise ships, tour/education groups, etc.). Responsibility: VTB, manufacturers 4.3 Work with Potlatch and EKO to address air quality (smell) issues. Partner with Potlatch and EKO to research air quality alternatives. Consider relocation of EKO to an area where smell is less likely to impact residents and visitors from inversions and prevailing winds. 4.3.1 Educate visitors about EKO and Potlatch, highlighting the products

produced at their facilities, markets, the source of the odors, and mitigation steps that have been/are being taken to address odor issues.

Responsibility: Potlatch, EKO, Ports of Clarkston, Wilma, and Lewiston, Chambers of Commerce 4.4 Continue to restore Snake and Clearwater River fisheries. Support habitat improvements in cooperation with state, tribal, and federal agencies. Maintain and enhance river access for recreationists and anglers. Work with Idaho F&G to ensure that State management goals, seasons and harvest regulations sustain viable sport fisheries and provide for a diversity of angling experiences. Avoid over-marketing of fishing to minimize backlash against tourism from resident anglers. 4.4.1 Support a balance of biological and social controls to optimize fishing

opportunity and diversity of angling experiences. Responsibility: VTB, outfitters, State Fish & Game, U.S. Fish & Wildlife Service, Nez Perce Tribe, Clearwater Management Council

“I believe it is more constructive to assume that our community is not perfect (none is) and to promote all those positive things we have to offer. I would bet that, to a person, every stakeholder agrees that we enjoy a very high quality of life that many other communities would find hard to match”

- Stakeholder

“The single most important challenge is doing something about the smells and air quality. Solve that problem, and I predict this valley would boom.” - Online Survey

Respondent


4.5 Collaborate with public agencies, regional tourism and economic development organizations outside the Valley to maintain access to public lands for visitors. The Lewis-Clark Valley serves as a base for visitors who seek to experience the region’s vast public lands. If public access to those lands is reduced, then tourism in the Valley also will decline. Responsibility: VTB, businesses, NCITA, economic development organizations, public land managers, congressional delegations 4.6 Review City policies related to historic preservation. Ensure that provisions of the Uniform Code for Building Conservation are used to encourage redevelopment of historic buildings (such as allowances for limited use elevators, fire suppression, etc.). Provide information to property owners about historic preservation tax credits, access to State Historic Preservation Office, etc. Develop resources and design guidelines to assist property owners in redevelopment that is consistent with historic character of Downtown districts. Responsibility: Cities, SHPO, Downtown organizations 4.7 Improve communications/web links between Valley heritage attractions. Highlight lesser-known heritage attractions (Asotin County museum, etc.), that rely on volunteer staff and offer great resources for visitors. Responsibility: County Historical Societies, Downtown organizations, State Historical Societies, VTB 4.8 Continue to work with state/federal/tribal agencies to ensure that natural and cultural resources are available/accessible for public enjoyment, but protected from damage and managed for sustainable levels of use. Responsibility: VTB, USFS, State Parks, Nez Perce Tribe 4.9 Increase appreciation of local/tribal/Lewis & Clark arts and history. Enhance displays, events, and interpretation at local museums, galleries, LCSC Center for Arts & History, Hells Gate State Park, etc. Ensure that information about local arts and history is available at visitor centers, hotels, boat tour companies, and other tourist stops. Responsibility: Lewis-Clark L&C Committee, Arts Council, LCSC, Hells Gate State Park, Nez Perce Tribe 4.10 Encourage sales of locally-made/grown products in the Valley. Restaurants, retailers, outfitters, and markets add value to visitor experiences through the use of local products. Encourage suppliers and educational/government institutions to also use local/regional products as much as possible. 4.10.1 Use a brand identity such as the Buy Valley or Valley Made

moniker to promote locally-produced products. 4.10.2 Create a searchable online database listing of tourist-oriented local

products, and locations where they can be purchased. Responsibility: Businesses, City, County, LCSC, WWCC, Chambers, VTB


Goal 5: Create partnerships with public, private, tribal and nonprofit organizations to plan, fund, and implement strategic tourism programming, and measure results.

5.1 Improve communication/cooperation between organizations. Conflicts or disagreements between individuals and organizations generally are caused by misunderstandings and miscommunications that escalate. In order for tourism to achieve maximum success in the Valley, public, private, tribal and nonprofit organizations from both sides of the river must work together to achieve the vision and goals. By working toward common goals (“ends”), then discussing potential strategies/methods (“means”) to achieve them, conflicts can be resolved. 5.1.1 Host quarterly meetings of key Valley leaders to communicate and share

information, identify common challenges, determine ways to work together on tourism actions, and leverage resources.

5.1.2 Enact working committees from the quarterly meetings to follow up on key issues/projects discussed. Explore possible partnerships between private and public sectors.

Responsibility: Valley Vision, Palouse Econ. Dev’t, City, County, Port, Nez Perce Tribe, and Chamber leaders 5.2 Measure and report results of tourism efforts. In order to measure success of tourism efforts, processes must be in place to regularly monitor, measure, track and report results. 5.2.1 Track results of Valley Tourism Bureau efforts in terms of

bookings, lodging sales, inquiries/leads generated, media articles published, advertising conversion rates, issues resolved, projects completed, etc. Publish results in e-newsletters and press releases, on web site, etc., including testimonials from private businesses about increased business directly related to tourism efforts.

5.2.2 Establish a simple process for other Tourism Strategic Plan partners to report results or progress of specific actions contained in this Plan to the VTB. The VTB will compile an Annual Report which lists progress on each of the actions and the organizations responsible. The report will be presented to City Councils, County and Port Commissions, Valley Vision and Chamber Boards, Nez Perce Tribal Executive Committee, the media, and others.

5.2.3 Schedule a meeting annually among key partners to discuss Tourism Plan progress, and refine/update it for the ensuing year.

Responsibility: VTB, partner organizations, businesses 5.3 Expand innovative marketing partnerships and cross-promotions between Valley tourism businesses and attractions. Emphasize off-peak season initiatives targeting niche markets that include multiple business/attraction categories, to encourage extended visitor stays. Examples include themed packages, historical treasure hunts, educational experiences, “volun-tourism” opportunities, etc. Responsibility: VTB, businesses, attractions

“If you don’t measure results, you can’t tell success from failure. If you can’t see success, you can’t reward it. If you can’t reward success, you’re probably rewarding failure.”


5.4 Expand tourism-related career programs at LCSC and WWCC. LCSC currently has programs in Hotel/Restaurant Management and Hospitality Training. Survey respondents indicated a need for enhanced training, and possible expansion of continuing education for tourism and recreation professionals. 5.4.1. Evaluate the feasibility of developing a Culinary Arts program at Walla

Walla Community College and/or LCSC. A culinary program would provide trained chefs for local and regional restaurants and caterers, interns to enhance the creativity of local cuisine, and potential culinary entrepreneurs.

Responsibility: WWCC, LCSC


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Tourism and recreation development efforts require cooperation among public, private, tribal, and nonprofit organizations in the Valley. No one entity can – or should – do it all. This Action Plan is designed to guide the actions and resource allocations of community and economic development organizations, local government, businesses and various partner organizations, based on the support of local citizens and businesses.


MMAARRKKEETT--DDRRIIVVEENN AAPPPPRROOAACCHH The Valley Tourism Strategic Plan uses a market-driven approach: it focuses on the needs of the customers (visitors and residents of the Valley, along with tourism businesses) to determine appropriate strategies. The graphic below illustrates the relationships between demand (markets), supply (products, services, business support, infrastructure, resource management), and a strong foundation of leadership, planning, partnerships and funding. Communication (marketing) is the link between supply and demand. The details contained in this Implementation section are designed to:

♦ Focus on “first things first”: actions are prioritized, and timelines identified, so that all partners can maintain a strategic focus on top priorities

♦ Coordinate activities so that actions of businesses, organizations and agencies are inter-related

♦ Establish a realistic timetable for getting things done, and identify responsibilities to share the workload

♦ Communicate what businesses, organizations and agencies are trying to achieve and why

♦ Identify expected outcomes and ways to measure success ♦ Manage (but not avoid) risk: achieving goals often requires stepping outside

the box ♦ Maximize effectiveness: in a world of limited resources, community leaders

and planning efforts can’t be all things to all people ♦ Provide benchmarks to measure results: the ability to see when activities are

deviating from the Action Plan, and to evaluate whether goals are being achieved according to community values

♦ Maintain strategic integrity: the Action Plan provides details of priority actions in order to prevent “ad hoc” decisions that detract from the priorities or drain energy and resources away from the agreed-upon direction.

All partners listed on the next page have critical roles in the success of the Plan.


To achieve the vision and goals included in this Tourism Strategic Plan, a number of public, private, nonprofit and tribal partners will be involved in implementation. Those partners and their anticipated roles include the following:

Organization Roles Valley Vision, Palouse EDC, CEDA Valley business retention/expansion,

recruitment, partnerships, facilitation of Valley-wide economic development

Cities of Clarkston, Lewiston, and Asotin Policy, planning, permitting, public safety, infrastructure, services, recreation facilities, partnerships

Chambers of Commerce Business advocacy, networking, leadership training, business assistance, events, formation of Tourism Bureau

Hells Canyon Visitor Association Formation of Valley Tourism Bureau Businesses Products, services, investment,

marketing, coordination, support

Nez Perce Tribe Marketing partnerships, tours, events

Asotin and Nez Perce Counties Policy, planning, permitting, tax assessments, public services, roads, recreation facilities, tourism bureau formation

Ports of Clarkston and Lewiston Infrastructure, transportation services, economic and land development

Lewis Clark State College/Walla Walla CC Workforce training, business assistance/workshops, partnerships

Local Historical Societies Museum management, keepers of community history, interpretation

State Historical Societies/Preservation Office Historic preservation resources

Lewiston Tribune, KLEW TV Report progress, monitor success

Civic clubs Community leadership, project support

North Central Idaho Travel Association Regional tourism development, promotion, tracking of results

State Departments of Transportation Planning, transportation infrastructure/ policy, coordination, funding

Regional Transportation Organizations Planning, coordination, funding, implementation

State Departments of Commerce Tourism marketing, business and community support, funding

State Depts. of Parks & Rec, Fish & Game Land and water recreation, tourism, wildlife management

Federal agencies Resource management, recreation facilities/trails, visitor info/maps, maintenance, funding, partnerships

IMPLEMENTATION PARTNERS


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overall strategic direction for tourism in the Lewiston-Clarkston Valley. Included in the resolution to adopt the Plan is a commitment from each entity that they will provide a representative to serve on the Valley Tourism Task Force (see step 2).

Responsibility: Chamber of Commerce Boards, City Councils, County Commissions, Port Commissions, other stakeholders.

Timeline: Adopt Plan by September 1, 2007 2. APPOINT TASK FORCE: Appoint a Valley Tourism Task Force to oversee

initiation and implementation of the Strategic Plan. The Task Force should consist of at least one elected official from each City (3), County (2), and Port (3) in the Valley, four tourism business representatives from Clarkston and four from Lewiston (total of 8 hotel, restaurant, outfitter or retail businesses, including at least one representative each from the Clarkston and Lewiston Chamber Boards, and Hells Canyon Visitor Association Board), and one representative from the Nez Perce Tribe Tourism Office or Enterprises Department, for a total Task Force membership of 17 private, public and tribal sector representatives. The Task Force members must commit to attend no more than two 2-hour meetings monthly from September to December 2007, and at least one meeting monthly during the first six months of 2008. City, county, chamber, port, and HCVA staff should be involved as advisory, non-voting participants in Task Force meetings.

Responsibility: City Councils, County Commissions, Port Commissions, NPTEC, Chamber Boards, HCVA Board.

Timeline: Appoint Task Force members by September 1, 2007. 3. SET TIMELINE AND MEETING DATES: Task Force members meet with the

Valley Vision Executive Director and Tourism Strategic Plan consultant to discuss the details of the Strategic Plan, elect co-chairs (one from Idaho and one from Washington), and establish meeting dates and milestones for the remainder of 2007 and 2008. Responsibility: Valley Vision Director/Consultant (to organize meeting logistics), Task Force members. Timeline: Task Force meeting no later than September 15, 2007.

4. MEET WITH BOISE CVB DIRECTOR: Task Force members meet with the

Director of the Boise Convention & Visitor Bureau (who is a Board member of the Destination Marketing Organization International), to discuss visitor bureau structure, governance, funding, performance measures, staffing, tracking and reporting of results. Responsibility: Task Force, with consultant assistance to coordinate logistics. Timeline: Meeting should be held in late September or early October 2007.

NEXT STEPS


5. DISCUSS UNRESOLVED ISSUES, MAKE DECISION ABOUT MOVING FORWARD: Task Force members meet to discuss options and unresolved issues related to formation of a new single Valley Tourism Bureau, i.e., funding shares between Washington and Idaho, possible restrictions on uses of funds, Lewiston Auditorium District formation process (see page 3), organization structure of a single organization (use legal status of Hells Canyon Visitor Association with amended bylaws to broaden the Board membership, or form a new nonprofit corporation). Discussion also will include future roles, responsibilities, and staffing of the new Tourism Bureau, in the context of roles of the chambers of commerce, cities, counties, lodging tax advisory committees, etc. Responsibility: Task Force, with consultant assistance to evaluate options. Timeline: Decision about future tourism organization, and recommended structure and funding shares, completed by mid-to-late October, 2007.

DECISION POINT: Step 5 represents a Decision Point to move forward with the single Valley tourism organization. If there are still unresolved issues or concerns at this point, the Task Force would decide to continue investigating and working through the issues, or determine that a single Valley tourism organization is not feasible at this time. If the decision were the latter, the Task Force would still move forward and focus its discussions on implementing the Valley Tourism Strategic Plan actions in the context of the three separate organizations currently promoting tourism. If the decision is to move forward with a single tourism organization, the Task Force continues with step 6.

6. CONFIRM TRANSITION STEPS AND TIMELINE: Task Force members

discuss transition steps and a timeline for the formation of the new Valley Tourism Bureau, with the goal being to initiate the new organization in 2008 (perhaps as soon as January 1, 2008 if existing HCVA organization legal status is being used). This process would include identification of potential challenges/obstacles, and ways to address them, along with ensuring that chamber of commerce organizations are able to be organizationally and financially stable after the transition. Responsibility: Task Force, with assistance from consultant and existing organization staff and board members. Timeline: Transition Steps and issues should be identified, with ways to address them, by November 30, 2007.

7. ESTABLISH 3-YEAR BUDGET AND FUNDING SOURCES: Task Force

members discuss existing and potential funding for the Valley Tourism Bureau, including City of Lewiston budget allocation, Lewiston Auditorium District, Idaho lodging tax, Clarkston lodging tax, Asotin County lodging tax, and business contributions/ partnerships. Solicit and confirm business commitments and support. Confirm a 3-year budget, and amount and sources of funding needed for Year 1, Year 2, and Year 3. The 2008 budget should be no less than the current expenditures of approximately $270,000, but the recommended minimum budget to provide effective staffing and marketing of the organization is $285,000. Responsibility: Task Force, with assistance from consultant and existing organization staff and board members. Timeline: Budget and sources of funding should be confirmed by early December 2007.


8. OVERSEE TRANSITION: Task Force members initiate and oversee

transition to new Valley Tourism Bureau, including securing the organization legal structure, and formation of a new Board of Directors with equal representation from Washington and Idaho, and a representative from the Nez Perce Tribe. Responsibility: Task Force members, with assistance from HCVA Board members. Timeline: Transition process should be initiated in mid-to-late December 2007, continuing into 2008, with the goal of completing the transition no later than third quarter 2008.

9. INITIATE HIRING PROCESS AND PERFORMANCE MEASURES: New

VTB Board creates job descriptions, performance measures, salary and benefit levels for VTB staff, including performance objectives (leads, new members, bookings, etc.). Conduct search and hiring process. Responsibility: VTB Board. Timeline: Complete staff hiring no later than third quarter 2008.

10. DIRECTOR AND STAFF VISIT BOISE CVB FOR TRAINING: VTB staff visit

Boise CVB, which is one of 15 DMAI-certified CVBs in the U.S., for orientation about their Visitor Bureau operations, sales and marketing efforts, database management, lead tracking, performance measures, and reporting, which are based on DMAI standards. VTB staff report to VTB Board and Valley tourism businesses upon return. Refine VTB sales and booking goals, and operations based on DMAI Responsibility: VTB Board and staff. Timeline: Complete orientation trip no later than fourth quarter 2008.

11. IMPLEMENT ENHANCED VALLEY MARKETING EFFORTS: Refine and

implement Valley marketing efforts according to the Marketing Plan (see Action 1.2). Responsibility: VTB Board and staff. Timeline: Begin implementation of refined Marketing Plan by the end of 2008.

12. IMPLEMENT OTHER ACTIONS IN VALLEY TOURISM PLAN AS

APPROPRIATE: VTB continue to collaborate with cities, counties, ports, chambers of commerce, and businesses to initiate and implement the Actions in the Strategic Plan, such as the Waterfront Master Plan; re-zone of key development sites (Port of Clarkston, Twin City Foods); City planning, codes and permitting processes; enhanced visitor centers; development policies; community entrance improvements; address needs for infrastructure, transportation and air quality; implement Main Street programs; encourage historic preservation and use of locally-made/grown products; effective communication and cooperation; and measurement of results. Responsibility: VTB Board and staff, cities, counties, ports, Nez Perce Tribe, in collaboration with partners. Timeline: Begin implementation of actions in late 2007 and early 2008.


AUDITORIUM DISTRICT FORMATION 13. FORM AUDITORIUM DISTRICT IN LEWISTON BY MID-MAY 2008:

Appoint a Subcommittee to pursue formation of a Lewiston Auditorium District to levy and collect ‘hotel/motel room sales tax’ from lodging facilities within the district. Supplemental lodging tax cannot exceed 5%. Task Force and Subcommittee members will review Idaho Statute, Title 67, Chapter 49, which provides details. In summary, the process is as follows: a. Identify district boundaries: proposed borders for an auditorium district do

not need to follow any county, city, or other jurisdictional boundaries, though they must consist of a single contiguous area comprising all or part of one or more municipalities or counties. Responsibility: City of Lewiston, Lewiston Chamber, Nez Perce County, Auditorium District Subcommittee Timeline: September-October 2007

b. Develop a petition to form an Auditorium District: the petition must include the name of the district, general description of marketing programs and auditorium facilities to be constructed (in this case, a proposed future Civic Center in Lewiston), estimated cost of marketing programs and proposed future facilities and estimated annual budget for the district, maximum tax rate that the board will be authorized to levy (no more than 5% by statute), general description of the boundaries of the district, and plan for the organization of the district. Responsibility: Auditorium District Subcommittee Timeline: September-December 2007

c. File the petition in the county where the major share of the real property in the proposed district is situated, and collect signatures representing no less than 10% of qualified electors residing within the proposed district. The district judge will then schedule a hearing on the petition within 20-40 days of the filing. Responsibility: Auditorium District Subcommittee Timeline: September-December 2007

d. Identify and file nominees for the proposed Auditorium District Board, in same court prior to the hearing. The nominees must reside within the proposed District boundary. Responsibility: Auditorium District Subcommittee Timeline: When Petition filed

e. File a bond sufficient to pay all expenses connected with the Auditorium District proceedings, in case the organization of the district is not effected. Responsibility: Auditorium District Subcommittee Timeline: Prior to the court hearing on the petition

f. Develop a public awareness and communications strategy for the Auditorium District formation: the Subcommittee will work with the Tourism Plan consultant to develop a public awareness strategy that clearly communicates to district voters what the proposed district is, what it is not, how the funds will be spent, benefits of the proposed district, etc. Responsibility: Auditorium District Subcommittee Timeline: October 2007 – February 2008 (depending on target election date)


g. Hold court hearing on the petition filing. Responsibility: Court in county of major area of proposed district Timeline: 20 to 40 days after petition filed

h. Hold Auditorium District election in November 2007, or February or May 2008: in order to pass, the District must receive a majority (51%) of votes cast by voters within the proposed District. Five (5) Board members are elected in same election from among the nominees. Responsibility: Auditorium District Subcommittee Timeline: November 2007, February 2008, or May 2008

i. Select Auditorium District officers: once the election is certified by the judge, and assuming a favorable vote by the electors, the district Board members take an oath of office and select a chairman of the board and president, secretary, and treasurer. The Board will meet monthly, and any Board vacancies filled according to State statute. Responsibility: Auditorium District Board Timeline: Following district certification, and ongoing

j. Begin the levy to collect revenues: once the election is certified by the judge, and assuming a favorable vote by the electors, the district can begin the levy within the district on the first day of the month that occurs sixty (60) days after the certification of the election. In 2006, taxable lodging sales in Nez Perce County totaled $7,964,426. Based on that figure, an Auditorium District levy of 2% to 5% would generate $159,289 to $398,221 annually. Responsibility: Auditorium District Board Timeline: Begin levy February 1, 2008 (if election held in November 2007), May 1, 2008 (if election held in February), or August 1, 2008 (if election held in May)

k. Begin enhanced tourism marketing: the Auditorium District would contract with the Valley Tourism Bureau to provide marketing functions for the district, and could commence with planning for a future civic center facility, although there is no pre-established time requirement for construction of a facility. (Note: the Boise Auditorium District was formed in 1979, but the convention center facility construction did not begin until 1990. Meanwhile, funds were collected and used for tourism marketing, planning, and design for an eventual facility.) Responsibility: Auditorium District Board, Valley Tourism Bureau (assuming that a joint Valley Tourism Bureau is formed; if not, then the Lewiston Chamber could be contracted to perform tourism marketing functions for the district) Timeline: Begin using enhanced marketing funds for Valley Tourism Bureau as soon as collected revenues are available.

The chart on the next page summarizes the steps and timeline described above and on the previous pages.


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Timeline Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept

Adopt Tourism PlanAppoint Task Force

Set timeline, meeting datesMeet with Boise CVB DirectorDiscuss unresolved issues

Identify Auditorium District boundariesAuditorium Dist. signature gatheringPetition to form Auditorium DistrictMake decision about Tourism BureauIdentify Audit. Dist. Board nomineesFile bond for Audit. Dist. processDevelop public awareness strategyAudit. Dist. court hearingConfirm transition steps, timelineAudit. Dist. levy electionBegin Audit. Dist. levy/collectionsEstablish 3-year budget, fundingOversee transitionInitiate hiring processVTB director/staff visit Boise CVBImplement enhanced marketing effortsImplement other Tourism Plan actions

20082007

Valley Tourism Strategic Plan NEXT STEPS


The Action Table on the next six pages summarizes the goals and actions from the previous section, and also assigns a priority level and timeline to each action. The darker shading in the timeline indicates a more intense level of activity in a given year. The key to the codes listed in the Partners column is at the bottom of each page. The organization listed first is the lead organization for each action, and additional organizations listed are those who will partner/assist with implementation. Following the Action Table are three pages of financial information, summarizing 2006 funding for Valley tourism marketing activities, along with proposed funding for a Valley Tourism Bureau in 2008, 2009, and 2010. The financial information is provided for reference and a starting point for discussion – the Task Force and funding entities will work out final details as the implementation process moves forward.

ACTION TABLE

“When the rate of change on the outside exceeds the rate of change on the inside, the

end is in sight!” - Jack Welch, former CEO,

General Electric

“Planning is bringing the future into the present so that you can do

something about it now!” - Alan Lakein, Author


AAccttiioonn TTaabbllee Priority Year

Goal 1: Increase Valley tourism revenues year-round through effective marketing and promotion efforts focused on priority markets 07 08 09 10 11 12 Responsibility Action

1.1 Form a single Valley tourism marketing organization (Valley Tourism Bureau, or VTB) H

VV, PEDC, HCVB, CC, CI, CO, Ports, NPT, BIZ, NPO, VTB, Agencies

1.1.1 Form Task Force w/ equal representation from Asotin/Nez Perce Counties H

1.1.2 Determine vision and structure for the VTB; bring together key private, public, nonprofit and tribal partners to facilitate the process H

1.1.3 Confirm non-profit corporate status (HCVA or new organization) H

1.1.4 Determine staffing needs based on performance expectations and budget H

1.1.5 Using DMAI standards, establish human resource guidelines and priorities H

1.1.6 Develop performance goals based on leads, new mbrs, bookings, etc. H

1.1.7 Plan for VTB Ex.Dir, Sales Dir & Admn Asst. to visit Boise CVB H

1.1.8 Begin operations with the VTB; host local meetings w/ tourism businesses H

1.1.9 Confirm marketing priorities in a comprehensive Valley-wide plan H

1.2 Implement a cohesive Valley Tourism Marketing Plan H VTB, BOD, AdA, NCITA, NPT

1.2.1 Promote existing businesses, facilities, events in off-peak season H VTB, AdA, Event Sponsors

1.2.2 Encourage development of new events for off-peak times M VTB, AdA, BIZ, ATT, Chambers

1.2.3 Develop one ‘official’ map and visitor guide for all Valley attractions L VTB, AdA, Partners

1.2.4 Continue aggressive marketing to cruise lines, encourage extend stays M VTB, Port of Clarkston

1.3 Enhance visitor information at Valley gateways, with integrated/cohesive look M VTB, DOTs, COE, NWPS, NCITA, CI, BIZ, AIR, DNTN

1.3.1 Implement recommendations from the Port of Clarkston VIC feasibility study M

1.3.2 Construct a visitor center building in north Lewiston M

1.3.3 Install NWPSB gateway signs and visitor kiosk at north Lewiston VIC M

1.3.4 Install Valley visitor kiosk at the Lewiston-Nez Perce County Airport M

1.3.5 Support installation of Valley-wide pedestrian-oriented kiosks at key sites L KEY TO CODES: AdA=Ad Agency; AIR=Airport; ART=Arts Council; ATT=Attractions; Biz=Businesses; BOD= Board of Directors; CC=Chamber(s) of Commerce; CI=City(s); CMC=Clearwater Management Council; CO=County(s); COE=US Army Corps of Engineers; DOT=Dept. of Transportation; DNTN=Downtowns; EKO=EKO; Event=Event Sponsors; FG= State Dept. of Fish & Game; FWS=U.S. Fish & Wildlife Service; HCVA=Hells Canyon Visitor Assn; HGSP=Hells Gate State Park; Hist=Historical Society; HS=State Historic Society; L&C=Lewis & Clark Committee; LCSC=Lewis Clark St. College; LEG=Legislators; Metro=Metro Transp. Planning Orgs; MST=Main St. Prog.; NCITA=North Central Idaho Travel Assn; NPO=Non Profit Org.; NPS=Nez Perce Nat’l Historic Park; NPT=Nez Perce Tribe; NWPSB=Northwest Passage Scenic Byway; OUT=outfitters; PEDC=Palouse Economic Dev’t Council; PO=Property Owners; Port=Port(s) of Clarkston/Lewiston; SBDC=Sm Business Dev’t Center; SHPO=State Historic Preservation Office; SP= State Parks; USFS=U.S. Forest Service; VALT=Valley Transit; VOL=Volunteers; VTB=Valley Tourism Bureau; VV=Valley Vision; Watco=Rail company; WWCC=Walla Walla Community College


Priority Year

Goal 1 continued: Increase Valley tourism revenues year-round through marketing/promotion efforts focused on priority markets 07 08 09 10 11 12 Responsibility

1.4 Evaluate retail sale opportunities at visitor centers, to help support operations M VTB Volunteer Coordinator

1.5 Develop and maintain a Valley Pride of Tourism Award M VTB Awards Cmte

1.6 Refine and enhance Valley customer service training program H

LCSC, VTB Service Cmte, WWCC, NCITA

1.6.1 Create stakeholder committee to develop outline of subjects/topics H

1.6.2 Develop incentive for businesses to support ‘Pride of Tourism’ M

1.6.3 Plan and conduct local familiarization tours for VIC &” front-liners” M

1.7 Solicit visitor feedback about their experiences in the Valley M VTB Service Cmte

1.7.1 Review current efforts & create Valley-wide customer service card M

1.7.2 Educate all businesses about importance of using the survey M

1.7.3 Record, quantify & report from visitor survey, using VTB volunteers M

1.7.4 Create annual recognition event recognizing businesses/agencies M

1.8 Develop ongoing publicity campaign to promote the Valley Tourism Bureau (VTB) H VTB, AdA

KEY TO CODES: AdA=Ad Agency; AIR=Airport; ART=Arts Council; ATT=Attractions; Biz=Businesses; BOD= Board of Directors; CC=Chamber(s) of Commerce; CI=City(s); CMC=Clearwater Management Council; CO=County(s); COE=US Army Corps of Engineers; DOT=Dept. of Transportation; DNTN=Downtowns; EKO=EKO; Event=Event Sponsors; FG= State Dept. of Fish & Game; FWS=U.S. Fish & Wildlife Service; HCVA=Hells Canyon Visitor Assn; HGSP=Hells Gate State Park; Hist=Historical Society; HS=State Historic Society; L&C=Lewis & Clark Committee; LCSC=Lewis Clark St. College; LEG=Legislators; Metro=Metro Transp. Planning Orgs; MST=Main St. Prog.; NCITA=North Central Idaho Travel Assn; NPO=Non Profit Org.; NPS=Nez Perce Nat’l Historic Park; NPT=Nez Perce Tribe; NWPSB=Northwest Passage Scenic Byway; OUT=outfitters; PEDC=Palouse Economic Dev’t Council; PO=Property Owners; Port=Port(s) of Clarkston/Lewiston; SBDC=Sm Business Dev’t Center; SHPO=State Historic Preservation Office; SP= State Parks; USFS=U.S. Forest Service; VALT=Valley Transit; VOL=Volunteers; VTB=Valley Tourism Bureau; VV=Valley Vision; Watco=Rail company; WWCC=Walla Walla Community College


Priority Year

Goal 2: Assist tourism and recreation-related business development that is strategic, sustainable and supported by public policy H 07 08 09 10 11 12 Responsibility Action 2.1 Identify and pursue potential targets for tourism related businesses. H VV, PED, CC

2.2 Develop waterfront areas in the Valley with tourist-oriented businesses M CI, CO, Port, COE

2.3 Revitalize historic Downtown districts with National Main Street programs H CC, CI, VTB, DNTN, NCITA

2.3.1 Designate a liaison from the VTB to the Lewiston & Clarkston Downtown committees

H

2.3.2 Ensure Downtown attractions/events/activities included in tourism promotions, visitor guide, web site, etc.

H

2.3.3 Encourage Clarkston to join WA Main Street Affiliate Level M

2.3.4 Develop, install and use signs, pedestrian kiosks etc. to encourage visitors to linger

M

2.3.5 Identify tax credits and low interest façade rehabilitation loans M

2.4 Improve City and other governmental processes for business development H CI, PO, MST, COE, USFS, Developers

2.4.1 Solicit ongoing input to improve planning/zoning, regulating/permitting process

H

2.4.2 Sponsor workshops regarding historic downtown redevelopment M

2.4.3 Meet with U.S. Army Corps of Engineers and U.S. Forest Service to identify ways to make permitting processes more user-friendly

L

2.5 Consider Valley-wide development plan, addressing key sustainable issues M CI, CO, PORTS

2.6 Offer tourism related workshops/training for business owners & gov’t employees M LCSC, WWCC, SBDC, VTB, CC, NCITA

2.6.1 Establish VTB Education & Training Committee to propose subject/topics, integrating Pride of Tourism recognition

M

2.6.2 Foster enhanced professionalism in the tourism & recreation industry through education and Pride of Tourism

M




Priority Year Goal 3: Enhance the Valley’s appeal with improvements to infrastructure & amenities that provide a quality experience for both residents and visitors H 07 08 09 10 11 12 Responsibility Action

3.1 Improve community entrances to present positive images; incorporate incentives H CI, CC, DOT, PO

3.1.1 Develop accountability; review existing ordinances, guidelines etc. H

3.1.2 Consider future design & installation of intersection improvements M

3.1.3 Identify ways to improve the U.S. 95 corridor east of US95/12 junction L

3.2 Identify and focus development on the Valley’s primary ‘tourist corridors’ M CI, VV, PED, Port, CC, VTB

3.3 Reduce sign clutter/implement recommendations from the Scenic Byway Wayfinding Plan

M CI, VTB, BIZ

3.3.1 Enhance wayfinding in the Valley H CI, VTB, BIZ

3.3.2 Establish draft guidelines for Council review/approval M CI, VTB, BIZ

3.3.3 Promote a Pride of Tourism program to incent business owner participation M CI, VTB, BIZ

3.4 Create a Valley-wide Waterfront Development Master Plan H CI, CO, Port, COE

3.5 Expand the placement of public art in the Valley L CI, ART, Hist, Biz, NPT

3.6 Address Downtown entrance, parking and infrastructure deficiencies to improve ‘curb appeal’

H CI, DNTN, BIZ, HIS, PO, SHPO

3.6.1 Refresh streetscape in downtown Lewiston M

3.6.2 Consider contracting a Main Street organization to manage Downtown parking M

3.7 Enhance and maintain tourism-related infrastructure and facilities H CI, CO, Port, VTB, COE, CMC, VOL

3.7.1 Evaluate future need for large indoor venue, such as Civic Center M

3.7.2 Install fish cleaning stations at public boat ramps M

3.8 Enhance transportation access and services throughout the Valley H VV, PED, DOT, CI, CO, VALT, WATCO, METRO, AIR

3.8.1 Continue to work with airlines, and airport to identify opportunities H

3.8.2 Identify possible highway improvements, especially at Valley gateways M

3.8.3 Support state/federal funding for transit services H

3.8.4 Encourage development of a tour/excursion train frm Lew.to Kamiah/Kooskia L


Priority Year

Goal 4: Accentuate and manage the Valley’s natural, cultural and historic resources so they are sustained for future generations H 07 08 09 10 11 12 Responsibility Action

4.1 Investigate potential benefits of an enhanced designation for Hells Canyon M VTB, NCITA, Congressional delegates

4.2 Explore opportunities to highlight the Valley’s manufacturing heritage M VTB, mfrs

4.3 Work with Potlatch and EKO to address air quality (smell) issues H Port, Potlatch, EKO, CC

4.3.1 Educate visitors about EKO and Potlatch, highlighting their products M Port, Potlatch, EKO, CC

4.4 Continue to restore Snake and Clearwater River fisheries H VTB, OUT, FG, FWS, NPT, CMC

4.4.1 Support a balance of biological and social controls to optimize fishing opportunity and diversity of angling experiences

H VTB, OUT, FG, FWS, NPT, CMC

4.5 Collaborate w/ regional tourism & economic dev’t organizations outside the Valley to maintain access to public lands for visitors

L VTB, BIZ, NCITA, Econ. Dev. Orgs.

4.6 Review City policies related to historic preservation M CI, SHPO, DNTN

4.7 Improve communications/web links between Valley heritage attractions M VTB, DNTN, Hist (State & Co)

4.8 Continue to work w/ state/fed/tribal agencies re nat’l & cul’l resource availability M VTB, USFS, SP, NPT

4.9 Increase appreciation of local/tribal/Lewis & Clark arts and history M L&C, ART, LCSC, HGSP, NPT

4.10 Encourage sales of locally-made/grown products in Valley retail outlets H Biz, CC, CI, CO, LCSC, WWCC, VTB

4.10.1 Use brand identity to promote locally produced products M

4.10.2 Create searchable online database listing of tourist-oriented local products and locations for purchase

M



Priority Year

Goal 5: Create partnerships with public, private, tribal and nonprofit organizations to plan, fund, and implement strategic tourism programming, and measure results 07 08 09 10 11 12 Responsibility Action 5.1 Improve ongoing communication/cooperation between organizations H VV, PED, CI, CO, Port, NPT, CC

5.1.1 Host quarterly meetings of key leaders to review status & opportunities H VV, PED, CI, CO, Port, NPT, CC

5.1.2 Enact working committees to follow up on key issues/projects H VV, PED, CI, CO, Port, NPT, CC

5.2 Measure and report results of tourism efforts H VTB, BIZ, Partner organizations

5.2.1 Track results of VTB efforts (bookings, lodging sales, etc.) H

5.2.2 Establish process for tourism partners to report results & progress M

5.2.3 Schedule annual meeting to discuss Tourism Plan progress H

5.3 Expand marketing partnerships and cross-promotions H VTB, BIZ, ATT

5.4 Enhance tourism-related career programs at LCSC M LCSC, WWCC

5.4.1 Evaluate the feasibility of developing a Culinary Arts program at LCSC L LCSC, WWCC

KEY TO CODES: AdA=Ad Agency; AIR=Airport; ART=Arts Council; ATT=Attractions; Biz=Businesses; BOD= Board of Directors; CC=Chamber(s) of Commerce; CI=City(s); CMC=Clearwater Management Council; CO=County(s); COE=US Army Corps of Engineers; DOT=Dept. of Transportation; DNTN=Downtowns; EKO=EKO; Event=Event Sponsors; FG= State Dept. of Fish & Game; FWS=U.S. Fish & Wildlife Service; HCVA=Hells Canyon Visitor Assn; HGSP=Hells Gate State Park; Hist=Historical Society; HS=State Historic Society; L&C=Lewis & Clark Committee; LCSC=Lewis Clark St. College; LEG=Legislators; Metro=Metro Transp. Planning Orgs; MST=Main St. Prog.; NCITA=North Central Idaho Travel Assn; NPO=Non Profit Org.; NPS=Nez Perce Nat’l Historic Park; NPT=Nez Perce Tribe; NWPSB=Northwest Passage Scenic Byway; OUT=outfitters; PEDC=Palouse Economic Dev’t Council; PO=Property Owners; Port=Port(s) of Clarkston/Lewiston; SBDC=Sm Business Dev’t Center; SHPO=State Historic Preservation Office; SP= State Parks; USFS=U.S. Forest Service; VALT=Valley Transit; VOL=Volunteers; VTB=Valley Tourism Bureau; VV=Valley Vision; Watco=Rail company; WWCC=Walla Walla Community College Funding for Valley Tourism Bureau The tables on the next three pages provide details about the current and proposed funding for a single Valley Tourism Bureau, including sources of funds, amounts, and uses, along with two alternatives for a three-year budget. The figures are provided for perspective and discussion purposes, with the intention that the Task Force and current funding entities would confirm details as the implementation process progresses.


Sources of Funding for Valley Tourism Bureau in 2008

Current Funding - 2006Lodging Tax Lodging Tax Members & Lodging Tax Lodging Tax

Asotin Co. Clarkston Advertisers Lewiston Idaho Other* TotalHCVA 80,000 24,000 1,900 0 0 11,600 117,500Clarkston Chamber 0 10,000 10,000 0 0 11,016 31,016Lewiston Chamber 0 0 55,350 0 39,000 26,425 120,775

Subtotal 80,000 34,000 67,250 0 39,000 49,041 269,29130% 13% 25% 0% 14% 18% 100%

* Other column represents the estimated current tourism-related costs, less earmarked tourism revenue above.

Proposed Funding for 2008 Competitive BudgetLodging Tax Lodging Tax Members & City of Lodging Tax Lewiston

Asotin Co. Clarkston Advertisers Lewiston Idaho Audit. Dist. TotalValley Tourism Bureau 60,000 50,000 60,000 40,000 35,000 40,500 285,500% of Total 21% 18% 21% 14% 12% 14% 100%

2008 Minimum BudgetLodging Tax Lodging Tax Members & City of Lodging Tax Lewiston

Asotin Co. Clarkston Advertisers Lewiston Idaho Audit. Dist. TotalValley Tourism Bureau 55,000 45,000 58,300 40,000 30,000 40,000 268,300% of Total 20% 17% 22% 15% 11% 15% 100%

Summary of Proposed 2008 Funding Sources% in 2008 % in 2010 Gross Lodging Sales (2006)

Washington Lodging Tax Funds 110,000 39% 37% Asotin County/Clarkston $4,170,650 32%Idaho Lodging Tax/City Funds 115,500 40% 45% Nez Perce Co./Lewiston 8,758,212 68%Businesses/Other 60,000 21% 18% $12,928,862

285,500 100% Note: See next page for details of 2010 funding.


3-Year Funding for Valley Tourism Bureau

COMPETITIVE BUDGETOct-Dec % Jan-Sept Oct-Dec % Jan-Sept Oct-Dec % Jan-Sept Oct-Dec %

Valley Vision 5,000 33% 0 0 0 0 0 0City of Lewiston 10,000 67% 40,000 0 14% 0 0 0% 0 0 0%Lewiston Auditorium District 0 0% 15,000 25,500 14% 80,000 25,000 30% 100,000 25,000 34%Idaho Lodging Tax (ITC grant) 0 0% 20,000 15,000 12% 25,000 15,000 12% 25,000 15,000 11%Asotin County Lodging Tax 0 0% 40,000 20,000 21% 55,000 20,000 22% 55,000 20,000 21%Clarkston Lodging Tax 0 0% 42,500 7,500 18% 45,000 15,000 17% 45,000 15,000 16%Members & Advertisers 0 0% 35,000 25,000 21% 40,000 25,000 19% 40,000 25,000 18%

15,000 192,500 93,000 245,000 100,000 265,000 100,000Total 15,000 100% 100% 100% 100%

MINIMUM BUDGETOct-Dec % Jan-Sept Oct-Dec % Jan-Sept Oct-Dec % Jan-Sept Oct-Dec %

Valley Vision 5,000 33% 0 0 0 0 0 0City of Lewiston 10,000 67% 40,000 0 15% 0 0 0% 0 0 0%Lewiston Auditorium District 0 0% 10,000 30,000 15% 75,000 25,000 33% 90,000 25,000 35%Idaho Lodging Tax (ITC grant) 0 0% 20,000 10,000 11% 25,000 15,000 13% 25,000 15,000 12%Asotin County Lodging Tax 0 0% 40,000 15,000 20% 40,000 15,000 18% 45,000 15,000 18%Clarkston Lodging Tax 0 0% 37,500 7,500 17% 37,500 7,500 15% 40,000 10,000 15%Members & Advertisers 0 0% 33,300 25,000 22% 35,000 25,000 20% 35,000 25,000 18%

15,000 180,800 87,500 212,500 87,500 235,000 90,000Total 15,000 100% 100% 100% 100%

TOTALS BY YEAR (COMPETITIVE BUDGET) 2007* 2008 2009 2010 % in 2010 Key:Valley Vision 5,000 0 0 0 Idaho Revenue SourcesCity of Lewiston 10,000 40,000 0 0 0% Washington Revenue SourcesLewiston Auditorium District (Oct-Sept) 0 40,500 105,000 125,000 34% Business Members/SponsorsIdaho Lodging Tax (ITC grant, Oct-Sept) 0 35,000 40,000 40,000 11%Asotin County Lodging Tax (Jan-Dec) 0 60,000 75,000 75,000 21% Contributions to Total:Clarkston Lodging Tax (Jan-Dec) 0 50,000 60,000 60,000 16% Idaho 45%Members & Advertisers (Jan-Dec) 0 60,000 65,000 65,000 18% Washington 37%

15,000 285,500 345,000 365,000 100% Businesses 18%* Notes: 2007 figures not shown because funds are already earmarked for staffing and marketing through December, except for City of Lewiston and Valley Vision.

The above figures are based on 2006 lodging tax revenues. Amounts are projected to increase at least 4% per year.

300,000 325,000

2009

2010

345,000 365,000

2010

2009

2007*

2007*

2008

268,300

285,500

2008


Valley Tourism Bureau Budget Comparison and Calculations

Proposed Proposed Current Difference Notes re. proposed budgetSTAFF (Tourism) VTB (Min) VTB (Orig) Total* Min v. Curr. HCVA Lewiston CC Clarkston CCCurrent Tourism Staff:

SUBTOTAL 112,115 59,760 38,555 13,800 1.85 prof'l staff, 1.73 admin/bkkgProposed VTB Staff:

Exec Dir 44,000 53,000 1 FTE, includes 30% for benefitsSales Director 35,000 36,000 1 FTE, includes 30% for benefitsAdmin 27,000 30,000 1 FTE, includes 30% for benefitsVolunteer Coord 4,000 4,000 8 hrs/wk (.2 FTE), includes 30%Perf Incentives 8,000 8,000 Paid if targets achieved

TOTAL 118,000 131,000 112,115 5,885 59,760 38,555 13,800OVERHEAD (% Tsm)Office Rent, Utilities 9,600 12,000 7,000 2,600 2,100 1,585 3,315 Rent allows location flexibilityOffice Equip 1,200 2,000 1,075 125 500 575 0 Incl. depreciation, upgradesInsurance 2,000 2,000 3,150 (1,150) 2,100 615 435 Eliminates duplicationOffice Supplies 3,500 3,500 3,780 (280) 3,380 400 0 Eliminates duplicationMisc., Maintenance 2,000 3,000 848 1,152 0 0 848 Allows for transition, move?SUBTOTAL 18,300 22,500 15,853 2,447 8,080 3,175 4,598MARKETING (Tourism)Advertising/Publicity 75,000 75,000 60,000 15,000 20,000 39,000 1,000 Increase for more visibilityPrint Materials 25,000 25,000 41,050 (16,050) 3,000 28,050 10,000 Eliminates duplicationWeb Marketing 10,000 10,000 6,600 3,400 5000 1,600 0 Increase for more visibilityWeb Hosting 1,200 1,200 3,200 (2,000) 1,500 1,200 500 Eliminates duplicationFam Tours 1,500 1,500 2,350 (850) 1,600 750 0 Eliminates duplicationTrade Shows 5,000 5,000 6,500 (1,500) 5,000 1,500 0 Eliminates duplicationDues 3,300 3,300 4,700 (1,400) 1,000 3,700 0 Eliminates duplicationTravel/Meals 6,000 6,000 7,960 (1,960) 6,460 1,500 0 Eliminates duplicationPromotion items 1,900 (1,900) 1,900 0 0Telephone 3,000 3,000 4,363 (1,363) 3,000 745 618 Eliminates duplicationPostage 2,000 2,000 2,700 (700) 1,200 1,000 500 Eliminates duplicationSUBTOTAL 132,000 132,000 141,323 (9,323) 49,660 79,045 12,618

TOTAL 268,300 285,500 269,291 (991) 117,500 120,775 31,016Notes:Valley Tourism Bureau (VTB) would oversee ALL Valley visitor information services, tourism sales and promotions. Minimum budget is less than current spending.Staff estimates assume full-time director, sales director, and administrative assistant/bookkeeper, plus part-time volunteer coordinator.Proposed VTB budget includes increases for advertising/publicity, and for rent/misc. to allow for possible location variations and moving.Proposed VTB budget reduces costs for duplicative print materials, web sites, travel, phone, postage, insurance, supplies, and admin staffing.

* Current Budgets


Funding and other resources to implement the Tourism Strategic Plan will come from a variety of sources. The following are estimated budget amounts for key projects and recommended sources for consideration as partners begin implementation of the Strategic Plan: Valley Tourism Bureau (operations and marketing, per previous pages): Estimated 2008 Budget: Exec Director, Sales Director, Volunteer Coord., Admin Assist. $131,000 Office Rent, Insurance, Supplies, Equipment, Misc. 22,500 Marketing, Advtsg, Print Materials, Web, Trade Shows, Phone, etc. 132,000 $285,500 Sources of 2008 Funding:

Asotin County lodging tax revenue $60,000 City of Clarkston lodging tax revenue 50,000 City of Lewiston lodging tax revenue 40,000 Lewiston Auditorium District 40,500 Idaho Travel Council grant 35,000 Sponsor/member fees (50 @ $250 ea.) 12,500 Advertising revenue/co-ops 47,500 $285,500 Return on Investment Investment in a Valley Tourism Bureau anticipates increased tourism revenues for the Valley. The tables below are examples of booking and revenue targets for 2009. For every $1 spent on lodging, visitors spend another $2.60 on shopping, $2.18 on transportation, $1.61 on food & beverage, and $1.61 on entertainment (Global Insight). Therefore, a $3.1 million increase in lodging sales shown below actually represents a total increase in revenue to the Valley of nearly $28 million!

Current (2006) Target (2009) DifferenceValley hotel/B&B units 1,032 1,085 53 Nights/year 365 365Total rm nts/year 376,680 396,025 19,345 Average Daily Rate $60 $65 $5Total possible revenue $22,600,800 $25,741,625 $3,140,825% occupancy 58% 63% 5%Units occupied (rm nts) 218,474 249,496 31,021 Occupied room revenue $13,108,464 $16,217,224 $3,108,760

Valley Tourism Room Booking Targets

Current (2005) Target (2009) DifferenceJet boat passenger days 20,200 25,250 5,050 Rafting passenger days 5,500 6,875 1,375 Fishing trips - Average Daily Trip Price $140 $160 $20Total estimated revenue $3,598,000 $5,140,000 $1,542,000

* Memorial Day weekend to September 10 only

Outfitter Booking Targets*

FUNDING SOURCES FOR IMPLEMENTATION

2009 Potential ROI

$3.1 million increase in lodging sales shown below actually represents a total increase in revenue to the Valley of nearly $28 million!


Visitor Center Construction Funding: Lewiston VIC (north Lewiston): City of Lewiston (Capital Improvement Budget) $ 55,000 FHWA (Highway Enhancement/Scenic Byway funds) 500,000 $555,000 Clarkston VIC (west entrance): CTED, Port of Clarkston (Feasibility Study) $20,000 City of Clarkston (sale of convention center) $425,000 VIC ongoing operations: sponsorships/advertising, rent, merchandising, booking fees. Main Street Program: Businesses (Business Improvement District - BID; or memberships) $75,000 City (contract for management/maintenance services) 75,000 Events, sponsorships, workshops, parking revenue, etc. 50,000 $200,000 Twin City Foods Redevelopment (wineries, retail, boutique hotel, Civic Center?):

♦ USDA Rural Development (value-added ag business development – site) ♦ Urban Renewal Agency (purchase site – increment as match) ♦ Business tenants/buyers ♦ Lodging tax from Auditorium District (Civic Center)

Infrastructure and Transportation Improvements:

♦ Cities, Counties, Ports, U.S. Army Corps of Engineers ♦ Idaho/Washington Depts of Transportation, Federal Highway Admin.

(Enhancement, Transit, Scenic Byway programs, etc.) ♦ Clearwater and Palouse Economic Development Associations (CEDA, PEDC) ♦ Valley Transit, Idaho State Parks

Valley-wide Waterfront Master Plan:

♦ U.S. Army Corps of Engineers ♦ Ports of Clarkston, Lewiston ♦ Asotin and Nez Perce Counties

♦ Cities: Lewiston, Clarkston, Asotin ♦ Adjacent property owners ♦ Bonneville Power Administration?

Business Development, Education and Training:

♦ Business owners and investors ♦ Property owners and developers ♦ Financial institutions ♦ Small Business Dev’t Center, SBA ♦ Valley Vision, Urban Renewal

♦ Main Street program ♦ Ports of Clarkston and Lewiston ♦ LCSC, WWCC ♦ Businesses and organizations

Historic and Cultural Programs:

♦ County/State Historical Societies ♦ County Arts organizations, events ♦ Project and event sponsors ♦ State/Fed Arts/Humanities Councils

♦ State Historic Preservation Offices (SHPO)

♦ Nez Perce Tribe ♦ National/State Main Street programs

Natural Resource Management: ♦ U.S. Forest Service ♦ U.S. Army Corps of Engineers ♦ National Park Service ♦ U.S. Fish & Wildlife Service ♦ U.S. Coast Guard ♦♦ State Parks, Fish & GGaammee,, LLaannddss ♦♦ NNeezz PPeerrccee TTrriibbee

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Appendices are contained in separate documents, available at Valley Vision project web site: www.lewis-clarkvalley.com/tourism_plan

tourism strategic pllaann - lewis-clark valley · 2013-01-24 · tourism strategic plan for the...

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