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Executive Summary

In 2009, 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 2017, 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.

Strategic Objectives for the Lewis-Clark Valley Project :

1. Financial: Increase Valley tourism revenues year-round through effective marketing and promotion efforts focused on priority markets.

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

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

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

5. Internal Business Process: 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 2011, 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.

♦ 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.

SWOT - 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.

Strengths

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

Weaknesses

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

Opportunities

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

Threats

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

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