Valley Tourism Plan FINAL APPENDIX A - SWOT

Appendix A – SWOT APPENDIX A: STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) ANALYSIS Table of Contents Attractions, Activities, Events & Amenities.............................50 Transportation & Accessibility .................................................53 Business Climate .......................................................................55 Quality of Life .............................................................................57 Workforce, Education & Training .............................................59 Real Estate & Public Facilities ..................................................61 Tourism Management & Marketing ..........................................63 Public Policy & Funding ............................................................65 TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY – APPENDIX A APRIL 2007 49 APPENDIX A: SWOT ANALYSIS Appendix A is an overview of the Valley’s Strengths, Weaknesses, Opportunities and Threats (SWOT) from the perspective of tourism and business investment. The SWOT analysis covers the following topics: ! ! ! ! ! ! ! ! Attractions, Activities, Events and Amenities Transportation and Accessibility Business Climate Quality of Life Workforce, Education and Training Real Estate and Public Facilities Tourism Management and Marketing Public Policy and Funding ATTRACTIONS, ACTIVITIES, EVENTS & AMENITIES SIGNIFICANCE Travelers visit a place because of its attractions, activities, events and amenities. Tourism marketers must understand their area’s unique attractions, events and amenities, along with their existing and potential customers, in order to promote effectively to various traveler segments. Travelers visiting friends or family generally rely on their hosts to recommend fun things to do or see “Friendly people, and during their stay, and business travelers often try to carve out a few green belt parks hours of leisure time between meetings or after a conference. throughout both towns are STRENGTHS (AND POTENTIAL THREATS) ! ! ! ! ! ! ! ! World class natural resources: Hells Canyon, Snake and Clearwater Rivers, nearby National Forests and wilderness areas, wildlife, unique geology and panoramic vistas. Nez Perce Tribal culture: Nez Perce National Historical Park museum and sites, pow wows, horse breeding program, new hotel and casino Scenic drives: “Two qualities stand out: ! Northwest Passage National Scenic Byway and All-American gateway to Hell's Canyon Road (U.S. 12), Nez Perce and Lewis & Clark National Historic and homeland of the Nez Trails, Northwest Discovery Water Trail (Columbia/Snake Perce. These conjure Rivers), Clearwater & Snake River National Recreation Trail images of a natural ! U.S. 12 links Glacier/Yellowstone Parks & Columbia Gorge grandeur and an ancient History: Downtowns, museums, neighborhoods, Nez Perce human heritage that make culture, Sacajawea, Lewis & Clark explorers, settlers, mining, etc., the Valley unique--not just as a tourist destination but Outdoor recreation: Year-round: fishing, boating, golf, biking, also as a point from which hiking, scenic driving, jet boat tours, hunting, sight-seeing, wildlife tourists may explore and viewing and open space experience.” Shopping: Historic Downtowns, malls, national retail stores, . . . . . . .Survey Respondent specialty shops Dining: Local specialties and unique eateries, national chain restaurants Cultural: Art exhibits, performances, wine tasting, history tours, tribal the Valley’s best strengths.” . . . . . . .Survey Respondent TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY – APPENDIX A APRIL 2007 50 ! ! ! ! ! ! ! Existing large events:: NAIA World Series, Lewiston Roundup, Jazz Festival in Moscow, sports tournaments, Dogwood Festival Climate: Agreeable year ‘round weather conditions extends Great climate was listed as traditional travel season into Fall and Spring shoulder seasons the top overall strength, Lodging:1,066 lodging rooms and 338 RV/campground units garnering 65.6% of all survey respondent’s votes Parking: Free parking everywhere, low traffic (except 21st and Bridge Streets) . . . . . . .Online Survey Results City/County/State parks and recreation facilities, including college and high school auditoriums, aquatic center, ball fields, etc. Friendliness: Amiable people generating a rural, small-town feel Affordable: Cost of living, housing, utilities, health care, transportation, goods and services However, the Valley’s Attractions, Activities, Events, and Amenities may be threatened by…… ! ! ! ! ! ! ! ! ! ! Shrinking federal funds for recreation facilities & program management. Declining salmon and steelhead fishing runs “The dams on the Lower Abuse and/or overuse, may reduce availability of natural resource Snake River and the attractions declining salmon and steelhead numbers are the Growing competition from tourist destinations in other single most important states/countries problem. The numbers are Assumption that the Valley can compete effectively and not change not sustainable and we’ll status quo eventually lose one of the Inability to manage negative communications from residents and/or most (financial and emotional) important businesses tourist attractions of the Increasing fuel costs may slow travel from visitors and local LC Valley.” residents Decline of Downtown areas . . . .Online Survey Respondent Lack of interest or time to develop and market new activities Voter apathy for infrastructure changes to support tourism-related businesses WEAKNESSES (AND POTENTIAL OPPORTUNITIES) ! ! ! ! ! ! ! ! ! ! Lack of available rail service Poor air quality and pervasive smell Hells Canyon & other attractions are relatively unknown outside the region Nez Perce Tribal Tourism is new; tours and programs are still being developed People are unclear of Chief Joseph and Appaloosa horses tribal affiliation Preservation of local history has been inconsistent Unfamiliarity with Jack O’Connor Hunting Heritage & Education Ctr Most Valley leisure activities are focused on outdoor recreation Events lack sufficient funding for promotion Need more effort to package events with lodging and other activities Availability of rail service (62.7%) and air quality (52.4%), were the top two weaknesses, as reported from the online survey. . . . . . . .Online Survey Results TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY – APPENDIX A APRIL 2007 51 TRANSPORTATION AND ACCESSIBILITY Lack of upscale lodging facilities and dining opportunities Limited shopping opportunities in Downtown districts ! Public parking locations are not highly visible ! Business owner/employee parking is not well managed or enforced ! Aquatic center and other public recreation facilities (waterfront parks, levee trail system, etc.) are not easy to find, or linked to other tourist ! ! Nevertheless, the Valley’s Attractions, Activities, Events, and Amenities could be enhanced by…… Cultivating tourism promotion links between existing tourism entities, visitor services, businesses, agencies and the Nez Perce Tribe Tourism organization. ! Packaging Hells Canyon and other attractions with bigger name destinations such as “Top 10 Destinations in the Northern Rockies” ! Encouraging high value travelers (Europeans, heritage/cultural tourists) keenly interested in Nez Perce culture to visit the area ! Building on existing activities and events to draw more visitors ! ! ! ! ! ! ! ! ! ! ! ! ! The top priority issue to address for the development of tourism is promotion from advertising, developing a brand/theme, to packages, web-based marketing plans and strategies, as reported from the online survey. . . . . . . .Online Survey Results Expanding competitions, special events (uphill bike race, Golf As reported from the tournament, Volkssport, motorcycle, car club rallies, etc. online survey, the next 5 most important issues to Linking indoor attractions and promoting more aggressively via address for tourism visitor centers, hotels, restaurants, convenience stores, etc. development were: Evaluating the potential to recruit a small upscale boutique hotel and 1. Improve air quality other luxury class lodging 2. Restore fishing 3. Improve transportation Addressing the air quality situation by creating a tourism committee 4. Develop a waterfront to work with EKO and Potlatch to develop feasible solutions 5. Establish a single Encouraging the formal adoption of the National Main Street model tourism organization to improve business diversity and profitability in Downtown districts . . . . . . .Online Survey Results Linking Downtowns to visitor attractions via signs, bike/pedestrian trail system Creating a Valley transportation system that includes both sides of the river, and utilizes both bus and water modes of travel Inviting a rail tour business to location of in the Valley, offering rail tours of the Valley and surrounding area to tourists and residents Establishing staffed, year-round Visitor Centers at each entrance to “There needs to be one Tourism agency for the the Valley, with visible signage, adequate parking (RV’s, etc.) entire Valley, with funding Organizing a single tourism entity to assume responsibility for all coming from all Valley tourist-related marketing and promotion efforts stakeholders in an evenly Developing a unified tourism message & create a framework for all distributed amount.” tourism-related businesses to use the same message . . . .Online Survey Respondent Nurturing a ‘visitor culture’ among the Valley’s businesses, insuring a high-quality tourist experience in the region, thus building a tourism momentum, and a high likelihood of repeat business TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 52 SIGNIFICANCE Tourism is dependent on adequate highway and available air access. transportation impacts a visitor’s ability to get to their desired destination, and it impacts businesses’ ability to receive or ship goods in a timely and cost-effective manner. Once a visitor arrives at their destination, they need a good system of visitor information, including directional and locational signs, and visitor centers to help them find their way to, through and around the destination. STRENGTHS (AND POTENTIAL THREATS) ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! The Lewis-Clark Valley is located at the junction of two U.S. highways: U.S. 95 (north-south) and U.S. 12 (east-west) The Valley is only a 2-3 hour drive from potential visitor markets: 110 miles south of Spokane/Coeur d’Alene, 139 miles east of the Tri-Cities, 318 miles east of Seattle, 218 miles west of Missoula, and 273 miles north of Boise U.S. 12, from Lewiston to the Montana border, has been designated as the Northwest Passage Scenic Byway All American Road The Lewiston-Nez Perce County Airport has daily flights from Seattle, Boise and Salt Lake City, rental car service, hotel shuttles and free parking The airport also has a general aviation terminal with a Fixed Base Operator (FBO), charter service, FedEx service, and room for expansion The Valley has good freight/package shipping and delivery services Three inland seaports are located in the Valley; the Port of Clarkston serves cruise ships that travel the Columbia and Snake Rivers Jet/tour boat and outfitted fishing tour companies operate guided tours into Hells Canyon, and on the Salmon and Clearwater Rivers year-round Private boaters often travel the Columbia/Snake route from Portland or the TriCities through the system of locks to arrive in the Valley Valley Transit offers service to visitors as well as residents in Nez Perce and Latah County, Idaho, and Asotin County, Washington Lewiston has commercial rail access connecting to the main transcontinental line in central Washington, the Upper Clearwater River and the Camas Prairie The 27 mile paved levee National Recreation Trail (Asotin to Clearwater River Casino) is available year-round (U.S. Army Corps of Engineers) The levee National Recreation Trail could be expanded throughout the Northwest Passage Scenic Byway corridor connecting the Nez Perce National Historic Park sites, state parks, and tribal enterprises. Funding for levee maintenance and upgrades is impacted by federal budget constraints The Lewis Clark Valley Metropolitan Planning Organization (LCV MPO), formed September 2006, is a newly designated MPO, or transportation planning organization, that includes the Cities of Lewiston, Clarkston and Asotin, as well as portions of Nez Perce and Asotin Counties. The MPO developed the first long range transportation plan for the Valley, and provides a new way to obtain and allocate transportation project development dollars within the urbanized area. Increased transportation planning and funding may benefit tourism by providing improved transit systems to move both residents and visitors throughout the area. TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 53 Sculptures, welcome signs and landscaping enhances entrances to the Valley ! Lewiston-Nez Perce County Regional Airport, with two airlines providing daily service direct to three larger hubs: Seattle/Tacoma, Boise, and Salt Lake City ! However, transportation services may be threatened by… ! ! ! ! ! ! Declining state and federal transportation funding Necessary highway maintenance and improvements to U.S., state, and county highways and roads may be delayed due to diminishing federal funds Lack of dredging threatens use of ports and marinas Declining federal funds, and cross-state jurisdiction issues, threaten efficient use of transit assets Connective rail lines lose rail car availability to main lines Potential high fuel costs may increase transportation fees WEAKNESSES (AND POTENTIAL OPPORTUNITIES) ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Lack of Interstate highway access affects the potential number of passA year 2010 vision through travelers who visit the Valley for one survey Many local roads and streets need repair respondent was Circulation is confusing at key entryways to Lewiston, particularly at “Less mess with billboards and signs, 21st/Main Streets, and in Clarkston at Bridge/diagonal streets less overhead lines, Downtown districts and key intersections need better illumination, and and more trees.” reduction of sign clutter so visitors can see directional signs While air service has improved in recent years, flights are often full and -Online Survey Respondent expensive Commercial recreation use of Hells Canyon, Salmon River, and Clearwater River is underutilized Availability of public transportation connecting Valley attractions, hotels, visitor services and facilities, for tourists and residents Clarkston has no rail access “Single most Portions of the levee National Recreation Trail do not have pedestrian important problem lighting facing the Valley is a Lack of multi-jurisdiction partnerships for expansion of the levee National lack of Recreation Trail transportation around the Valley.” Billboard blight Industrial areas along U.S. 12 with chain link fences, barbed wire, and no -Online Survey Respondent landscaping, etc. do not convey positive image of community Entrance to Lewiston on westbound U.S. 12/northbound U.S. 95 has no “hook” to draw people into town There is no highly visible visitor center near the junction of U.S. 12/95 to capture north/southbound traffic and pull them into town Clarkston VIC is difficult to find, has poor access, and no RV parking The Hells Canyon NRA VIC building poorly represents a world class attraction, and is not visible to pass-through traffic There is no central place to book trips into Hells Canyon TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 54 However, transportation and accessibility may be enhanced by… ! ! ! ! ! ! ! Development of alternative fuel production (biodiesel, etc.) Increased general aviation use of the airport for tourism (fly-ins, etc.) Evaluating feasibility of alternatives to current traffic quagmires, such as a roundabout at entryways to Lewiston and Clarkston Improving tourism marketing may increase trip counts on commercial recreation use of Hells Canyon, Salmon River, and Clearwater River Exploring funding sources (private, state and federal), for better street and pathway illumination Considering community pride programs for the industrial areas along US 12 Studying the feasibility of a new, staffed, Visitor Information Center to be located near the junction of U.S. 12/95, which may also serve as a ‘hook’ to invite travelers to stop and discover the vast vacation opportunities awaiting them from the Valley’s attractions, activities, amenities and events BUSINESS CLIMATE SIGNIFICANCE: Business climate is one of the most important factors in business development, location decisions, and creation of higher paying jobs. How business is treated on a daily basis is the essence of business climate. Business and industry have many location alternatives when deciding where to make their investment. If a community places impediments to the development process, those investment dollars will be placed elsewhere. In addition, the community will gain a reputation as a difficult place to do business, further impeding other business opportunities. A growing share of new jobs in the U.S. economy stem from the formation of new companies. A business climate that supports and rewards entrepreneurs, and that understands their needs, is an important component of thriving economies throughout the U.S. STRENGTHS (AND POTENTIAL THREATS) ! ! ! ! ! Several organizations are working to support business development in the Valley: Valley Vision, the Clarkston and Lewiston Chambers of Commerce, Clearwater Economic Development Association, Palouse Economic Development Council, the ports, Urban Renewal Authority, Small Business Development Center, LCSC, WWCC, etc. There are a number of local entrepreneurs and corporations willing to invest in new business ventures Tourism is a potential source of new business development as guests in motels and other visitors may be interested in business location opportunities The Valley’s retail sector has grown significantly in the past decade, drawing from a 9-county trade area of approximately 168,000 residents New Clearwater River Casino & Hotel developed by Nez Perce Tribal Enterprises TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 55 However, the Valley’s business climate may be threatened by…… ! ! ! ! ! The “Good Ole Boy” network, which can be unreceptive to new ideas and opinions related to emerging businesses and managed growth Lack of a growth-oriented vision, and an absence of creative “The people in power business leadership within the communities pay lip service to the Unclear or changing city rules, regulations, red tape, and unfriendly tourism issue; they are the local government toward business good old boys and don’t Poor availability of business and professional services that support really care if the tourists business and industry come or not.” Lack of adequate conference and meeting facilities . . . .Online Survey Respondent WEAKNESSES (AND POTENTIAL OPPORTUNITIES) ! ! ! ! ! ! The Valley’s economy has been dominated by wood products manufacturing and food processing, which have been beneficial; however, the needs of other industries may have been hindered Some people in the Valley express a fear of or resistance to change; they are concerned about too much growth, or impacts of tourism on their quality of life Some businesses and developers state that there is a general lack of support or indifference to their needs for timely, consistent decisions and policies Past lack of cooperation between cities and counties, and across state lines, has hindered business development There are limited incentives for developers/businesses Many Clarkston businesses and outside business investors consider Washington’s tax system and rates to be a locational disadvantage Nevertheless, the Valley’s business climate could be enhanced by…… ! ! ! ! ! ! ! ! Establishing an informal communication network of business people who explore investment/business ventures, relating to tourism development Developing and marketing a package to Valley guests and travelers “Seniors moving in from outlining the benefits of doing business in the Valley outlying communities do Encouraging existing and new businesses to develop and market not want growth and the conference and meeting facilities. increased traffic that comes along, so they Enhancing leadership programs to nurture motivated and intelligent speak their mind with their business owners and individuals to expand their leadership skills vote.” Recruiting new tourism-based businesses, (upscale, retail/restaurant, river-related businesses), additional health care services, outdoor . . . .Online Survey Respondent recreation manufacturing businesses, wineries, family-oriented commercial firms Improving downtown areas in Clarkston and Lewiston with upgraded infrastructure, clean store fronts, renovated buildings, and managed parking Better communication and cooperation between Chambers, Nez Perce Tribe, agencies, organizations, and other business and community leaders A ‘Pride of Tourism’ campaign may improve the business climate, producing more jobs, higher-paying opportunities and better trained workforce TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 56 QUALITY OF LIFE SIGNIFICANCE: Quality of life means different things to different people, but certain factors are widely valued, including a reasonable cost of living, low crime rate, cultural and recreational activities, and overall community ambiance. Entrepreneurs, business owners and travelers seek similar attributes, like housing availability, community attractiveness, cultural-recreational assets and the general cost of living, including the cost of recreation and tourism-related attractions. While cost continues to be a major factor for business location, quality of life plays an increasingly important role. All of these factors influence the attractiveness of a community as a tourist destination. STRENGTHS (AND POTENTIAL THREATS) ! ! ! ! ! ! ! ! ! ! The Valley has an extraordinary setting, a ‘sense of place’, with its rivers, hills, nearby mountains, and mild climate Available recreational opportunities, high quality river and land-based “Our local quality of life recreation facilities and nearby mountains providing access to snow remains largely centered sports on availability of diverse, rich, natural resources.” The Valley’s heritage and character are highlighted by historic Downtown districts, museums, courthouses, and other buildings . . . .Online Survey Respondent The low elevation and mild winter temperatures provide an attractive environment for year-round outdoor activities An active arts community (sculpture, theater, music and dance) with programs and classes are available for all ages Local media provide event information to residents and visitors alike. The Valley is an active community, with many dedicated volunteers and retirees Many families with deep roots in the Valley, providing a living legacy and strong family values. Friendliness abounds, and the crime rate is low “This is a small town, with High quality health care services are provided by two medical centers friendly residents, and a and numerous specialty clinics, assisted and long term care facilities, plethora of outstanding etc. Medical support services are a major presence, with the recreation nearby.” corporate headquarters for Regence located in the Valley Housing is affordable in the Valley, and there is a diversity of . . . .Online Survey Respondent shopping opportunities, with a number of discount and chain retailers However, the Valley’s Quality of Life may be threatened by…… New development, which can increase traffic problems and taxes for existing citizens and businesses if impact fees, public improvement districts and other policies are not in place so that new development pays for expansion of, and long-term impacts on, infrastructure and public services ! The lack of thoughtful master planning and zoning, which are important to protect the investments of existing and new developments, and to ensure that new development enhances the character of the community ! TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 57 Continued poor transportation services throughout the valley, connecting health care service facilities, residential communities, shopping areas, attractions, and recreational locations ! Low paying jobs, along with the decline of a skilled workforce and possible growing poverty conditions ! Continued general poor appearance of some areas, buildings, blocks, downtowns, and community entryways ! Rise in housing prices due to growth pressure from in-migration of retirees ! WEAKNESSES (AND POTENTIAL OPPORTUNITIES) ! ! ! ! ! ! While improvements have been made over the past two decades, the pervasive smell from the Potlatch pulp and paper mill continues, generating complaints from local residents, visitors and travelers More recently, the EKO composting facility has generated offensive smells, giving rise to complaints from both residents and visitors Jurisdictional and turf issues among cities, counties, chambers, ports, federal and tribal agencies and other organizations, has created conflicts and strained relationships that hinder economic development progress Interviews with local business leaders cited concerns about the “Good Ole Boy” network that drives many city/county policy decisions, and is often unreceptive to new ideas and opinions related to emerging businesses and managed growth Drug and alcohol abuse, domestic issues, increased bankruptcy rates and child neglect due to gambling additions Low-paying jobs with no benefits tend to exacerbate abuse issues, and abuse problems tear at the social fabric of the community Exploring odor mitigation options at Potlatch and EKO with researchers at the University of Idaho and Washington State University smells through new processes and technologies that would serve as pilot projects, attracting positive public relations and interest from other similar facilities worldwide, also creating an attraction at these facilities by means of industry/researcher tours, showing their methods to overcome these offensive attributes Combining all tourism marketing efforts into one Valley-wide organization, which acts as a role model to other agencies and organizations, and becomes a success story Creating, nurturing and rewarding a ‘pride of tourism’ amongst residents, businesses, the Tribe, agencies and organizations, which in turn improves the overall quality of life and the ‘sense of community’ Attracting upscale specialty clothing and accessories retailers to serve residents and tourists Improving the Valley’s “curb appeal”: better connections to the rivers, reduction of sign clutter, improvements to entrance corridors The addition of more cultural and heritage activities and facilities A large downtown redevelopment abd waterfront rejuvenation project to replace dilapidated industrial facilities and buildings with attractive retail environments and small business clusters. Nevertheless, the Valley’s quality of life could be enhanced by…… ! ! ! ! ! ! ! TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 58 WORKFORCE, EDUCATION & TRAINING SIGNIFICANCE To be successful in the tourism business, a well-trained workforce is critical. Tourism is a relationship-based business, with customer service being paramount. As the tourism customer base becomes increasingly more sophisticated, with higher expectations, the Valley workforce must rise to meet those higher expectations. STRENGTHS (AND POTENTIAL THREATS) ! ! ! ! ! The Valley has an available workforce, although some businesses report difficulties in hiring people with appropriate skills The Valley’s public schools have a good reputation for training students in basic skills Wage rates are relatively low in the Valley, making the workforce affordable for new businesses Lewis Clark State College and Walla Walla Community College both have vocational training programs that serve tourism and recreation businesses, and LCSC has specific degree programs in Hotel/Restaurant Management at both the bachelors and associates levels LCSC continuing education offers a hospitality training program throughout north central Idaho However, the Valley’s tourism workforce, education and training system may be threatened by… Apathy and disinterest by the workforce to attend training programs ! Inertia and a lack of understanding by business owners and managers regarding the tourism customer who increasingly expects a higher standard of service; so owners and managers do not provide training, nor do they have high expectations of superior customer service from their employees ! Lack of higher-paying job and career opportunities, which in turn continue the exodus of youth and young families to larger urban areas with great “Many of those put in job potential ! WEAKNESSES (AND POTENTIAL OPPORTUNITIES) ! Many workers in the Valley have had little experience with upscale tourism experiences elsewhere; for example, many young workers have never dined in an upscale restaurant, so their only concept of service is the fast food variety, and hotel and tour boat staff may never have experienced world class concierge or guided tour Our standards for frontservices, so they cannot relate to the expectations of a more liners should be so high educated and sophisticated clientele they are off the charts!” ! Turnover rates are high in many businesses because of low wages, . . . .Online Survey Respondent which is detrimental to customer service and raises overall business costs (one business reported that recent turnover in key service positions cost them a 20% increase in labor costs due to the additional training and supervision needed to maintain good customer service) ! An inability to fully develop year-round tourism, which in turn only provides seasonal job opportunities TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL positions of providing information and/or service don't know the answer and don't make any effort to find it out -- usually with an inconvenienced attitude. 2007 59 Nonetheless, the Valley’s workforce and training could be enhanced by… ! ! ! ! ! ! ! ! Augmented front-line service training that demonstrates upscale service and teaches workers about the expectations of more sophisticated travelers The development of a cross-trained workforce employment agency who acts as both a trainer and clearinghouse of available tourism-related workers for any given day, vacation-relief, seasonal or off-season employment A partnership between like-minded businesses to share employees, so that the employee would be guaranteed a full 40 hour work week Fostering a ‘Pride of Tourism’ culture, rewarding and recognizing “To make the Valley more outstanding employees in an industry segment, like the jet boat tour competitive, I’d groups, hospitality, etc. recommend ongoing Developing a Valley-wide ‘Pride of Tourism’ customer survey that is training of local people to enthusiastically given to every customer in every type of tourism welcome tourists and related, or ‘person-to-person’ business, with awards and recognition point them in the direction to businesses receiving high marks of the area’s services.” Evaluating the feasibility of a Culinary Arts program at LCSC to train . . . .Online Survey Respondent chefs, who could do internships in local restaurants, then work to raise the level of dining in the Valley by working for existing restaurants or starting their own; A culinary arts program may draw students from throughout Idaho and other states; and also could offer weekend workshops for locals and tourists interested in a culinary learning experience Encouraging the public schools to offer job training, and high school internships for tourism related careers TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 60 REAL ESTATE AND PUBLIC FACILITIES SIGNIFICANCE Available land and buildings are critical to new business development. The consulting team’s experience in business site selection reveals that 60-80% of new business locations are seeking an existing building. Available buildings are very important to the success of manufacturing, distribution, and technologyrelated projects, although new tourism site selection such as hotels and restaurants generally involves new construction. High-speed, broadband telecommunications capacity is the infrastructure of the New Economy. Most businesses and industries must have this capacity in order to be competitive and operationally effective. Lack of available water and sewer capacity can be immediate “knock out” factors for many companies during the site selection process. STRENGTHS (AND POTENTIAL THREATS) ! ! ! ! ! ! ! ! ! ! ! Several parcels of land are available near the highway corridor, along the waterfront, and at the edges of town for commercial development; with high quality waterfront/water view parcels offered by the Port of Clarkston There is office/retail space available in the Downtown areas in unique historic buildings, although many of the buildings need to be Let the only thing that updated with wiring, heating systems, weatherization and divides us be the river.” broadband access, and several of these buildings are at risk due to deterioration and potential fire hazards . . . .Online Survey Respondent Housing units and residential housing lots are available at reasonable prices There are several facilities available capable of seating 400+ people; the largest facility, the former Clearwater River Casino building, is an event center seating up to 1,000, enhancing the Valley’s ability to attract visitors for events in cool weather months Many other facilities can accommodate smaller groups of 25-60; these facilities are not marketed systematically as a resource, despite the Valley’s central location for regional meetings “Successful tourism in the The Valley has several golf courses, a water park, pools and other Valley can be aided by downtown (Lewiston) parks underground Priority public works projects are ongoing with upgrades to water infrastructure upgrades and sewer systems (including electrical) for Currently there is adequate water/sewer capacity for City needs, improved look and sound although services can be impacted by weather patterns (too much of downtown, particularly at special events.” or too little surface water) City domestic water supply facilities have been improved and are . . . .Online Survey Respondent capable of supporting economic growth Electric power services are provided by Avista for both Nez Perce and Asotin County; natural gas and propane service is provided by Avista and Amerigas Opportunities exist to develop wind power and/or biofuels in the Valley APRIL “Both communities desire their own identity but I believe we could be a stronger voice if we unified as one when tourism and Hells Canyon are the focus. TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A 2007 61 There are several local telephone exchange service providers, but good cell phone service/coverage is limited to the Valley, and sporadic outside the Valley; inconsistent (or no) cell coverage is considered a detriment by residents, visitors, and businesses ! There are several Internet Service Providers in the Valley, offering wireless, DSL and broadband services; free wireless for visitors is available at most of the major hotels for their guests, but free wireless hot spots are located in Lewiston only at the Main Street Grill, and Floral Artistry & Espresso Garden and in Clarkston at Tomato Brothers Restaurant. ! WEAKNESSES (AND POTENTIAL OPPORTUNITIES) ! ! ! ! ! Lack of cell coverage, wireless coverage outside the immediate Valley Lack of individual access to the technology Perception of poor air quality Limited amount of developed commercial/business park capacity with fully served sites (water, sewer, highway access, high speed telecom) and/or existing commercial/industrial buildings to meet its economic development needs Availability of low interest loans/venture capital financing for new business development “I think the single best thing we could do is develop a wharf (not a boat dock, but a true wharf with restaurants, bars, water related facilities, cruise boat docking capacity, shopping, etc.) with access from both land and water.” Nonetheless, the Valley’s real estate and public facilities could be enhanced by… ! Participation in the regional Telecommunications Plan Task Force, and support efforts to enhance such infrastructure according to the Plan ! Endorse initiatives and projects to improve community infrastructure and affordable housing for low-wage and seasonal workers as tourism grows in the Valley ! Encourage and develop business investment in the downtown areas of both Lewiston and Clarkston . . . .Online Survey Respondent ! Aggressively partnering with local business leaders and investors together with outside-the-area leaders/investors to pursue recreational business opportunities that include wineries, vineyards, wine bars, microbreweries, new dining establishments, marina development, recreation equipment manufacturing, sporting goods and RV repair facilities TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 62 TOURISM MANAGEMENT AND MARKETING SIGNIFICANCE Effective marketing and promotions are critical to tourism development, as tourism requires the customer to come to the product. In an increasingly competitive market, tourism destinations must be highly targeted in their marketing efforts, with consistent brand messages, based on good market research, and they must think regionally to position their destination. Market access, logistics, and marketing costs are an important component of operating costs for all companies. Retailers consider logistics to access their target customer groups. STRENGTHS ! ! ! ! ! ! ! ! Marketing collaborations exist between the Lewiston Chamber, Hells Canyon Visitor Association and North Central Idaho Travel Association; all three organizations also work on tourism-related initiatives with the Nez Perce Tribe, colleges, local governments and economic development organizations The tourism promotion budgets of the Lewiston Chamber and Hells Canyon Visitor Association combined, including staffing, is about $180,000 annually; this total does not include costs for operation of the Lewiston or Clarkston visitor centers Valley Vision markets the Valley to recruit new businesses via direct marketing efforts and incentives Current promotional materials: Valley Visitor Guide, Discover regional visitor guide, maps, “53 Things To Do in the Valley,” etc. Abundance of culture/heritage venues with the presence of the Nez Perce Tribe located in nearby Lapwai, and the new Clearwater River Casino and 50-room hotel just outside of Lewiston Stakeholder collaboration and sincere interest to promote the Valley’s tourism assets A plethora of outdoor recreational events, activities and attractions are available to market and promote North Central Idaho Travel Association consistently assists with regional marketing across state lines “There are five excellent public boat launches in the area, but NONE have fish cleaning facilities.” . . . .Online Survey Respondent “The incredible fishing and scenery, combined with the rich cultural heritage and diversity could make the LC Valley a destination area far beyond what it is today, if that is the goal of the people in the Valley.” . . . .Online Survey Respondent However, the Valley’s marketing and tourism management efforts may be threatened by…… Misunderstood reasons for tourism development collaboration by residents and leaders ! Historical and ongoing divisiveness/competitiveness between the two states, two cities and two chambers of commerce ! Inability to maximize funding opportunities ! “Enhance awareness of the proximity of L/C Valley to the vast expanses of local wilderness and public lands.” . . . .Online Survey Respondent WEAKNESSES Marketing dollars are fragmented between the different organizations, attractions, activities, events and amenities ! Lack of understanding by residents concerning the benefits of tourism ! TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 63 There is no cohesive image or message (“brand”) being projected to potential businesses and tourists in a systematic way – there are different marketing messages directed to consumers from private, public, tribal and nonprofit organizations, causing information clutter, consumer confusion, and ineffective expenditures of limited marketing funds ! The Downtown district image is weak, and business hours are limited (especially on weekends, despite the fact that more than 50% of all retail sales take place after 5 p.m. and on weekends) ! The Lewiston Chamber of Commerce provides visitor information services at its office downtown, and east entrance of Highway 12, but both locations are not easily found by visitors ! Poor wayfinding for travelers to locate services, the airport, health care, attractions and activities ! Nonetheless, the Valley’s marketing and tourism management efforts could be enhanced by…… ! ! ! ! ! ! ! ! All tourism marketing investments could be more effective by pooling some resources for a strategic, cohesive marketing plan and message, implemented by a single Valley tourism marketing organization Partnership building between attractions and accommodations, resulting in visitor packages that adds to the traveler’s quality experience and extends their length of stay “….. follow NAIA's lead. Developing a branded message for the Valley, encompassing its Every Friday before the many attributes NAIA World Series everyone wears NAIA tee Creating photograph ‘icons’ as part of the branded message that shirts around town. are consistently used when marketing the Valley Nurture tourism partnerships among Valley businesses, agencies, Why not every Thursday residents, and the Tribe or Friday during peak tourism season have the An interactive Valley tourism marketing Internet presence that Valley’s retail employee promotes all activities, attractions, events and amenities in both wear ‘I survived Hells cities and counties Canyon!’ tee shirts.” Researching additional grant opportunities for tourism promotion and management . . . .Online Survey Respondent Investigate potential partnerships with WSU/UI events to create Valley tourism opportunities for the areas businesses and attractions, and to provide WSU/UI fans and visitors additional recreational events to enjoy and explore TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 64 PUBLIC POLICY AND FUNDING SIGNIFICANCE Good public policy (or lack thereof) can have a tremendous impact on a community’s future, including its quality of life, growth and development. Policy makers (elected officials and government staff) must strike a balance between policies which do not unnecessarily impede business development, and those which allow exploitation and poor or unplanned development in a community. Local option tourism-related taxes (lodging, food & beverage, selected retail) are often tapped to help support local services and infrastructure, which is appropriate to capture revenues from tourists to help mitigate the impacts of tourism. However, inappropriate uses of tourism-related taxes, or excessive taxation, can artificially inflate costs and reduce benefits for tourism businesses, causing a negative impact on long-term tourism development and sustainability. STRENGTHS (AND POTENTIAL THREATS) For the past six years, the Valley has benefited significantly from direct Congressional appropriations for Lewis & Clark Bicentennial projects and programs, and the Idaho congressional delegation continues to be involved in, and supportive of, tourism ! The cities of Clarkston and Lewiston are supportive of tourism development ! Tourism is the 3rd largest industry in Idaho, and enjoys a dedicated funding stream for state and regional tourism promotion ! Valley tourism and economic development organizations work collaboratively to support tourism development ! However, the Valley’s public policy and funding opportunities may be threatened by… Diminishing state and federal resources ! Lack of knowledge/experience to find alternative funding sources ! Continued disagreement and inability to effectively communicate between the two municipalities and chambers of commerce ! WEAKNESSES (AND POTENTIAL OPPORTUNITIES) ! ! ! ! ! ! The multi-jurisdictional area resulting in different legislative practices with regard to tourism tax collections between the two states and two cities Lack of flexibility in Idaho for tourism-related local option taxes, and limitations on use of state tourism funding in Idaho Lack of public and private investment dollars Lewis & Clark Bicentennial funding coming to a close The Hells Canyon permit system is not accommodating to ‘Let’s Go Today’ river trips Policy issues with Departments of Transportation and City/County staff prevent directional wayfinding signs that direct visitors to attractions across the river TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY-APPENDIX A APRIL 2007 65