Valley Tourism Plan FINAL - 8!10!07

LEWIS-CLARK VALLEY
TOURISM STRATEGIC PLAN

July 2007
Sponsored by:
111 Main Street, Suite 130 Lewiston, Idaho 83501 (208) 799-9083 www.lewis-clarkvalley.com
(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 lroach@thrgroup.com www.taimerica.com Strategic Solutions for Business and Community Development
TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY
JULY 2007
CONTENTS
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
JULY 2007
ACKNOWLEDGEMENTS
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 Devt: 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. Devt 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
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INTRODUCTION
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 Valleys 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
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EXECUTIVE SUMMARY
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 Valleys 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 Valleys 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.
TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY JULY 2007 3
79% of the respondents to an online survey question about a single Valley tourism marketing organization supported the concept.
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 Valleys 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 Valleys 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.
SITUATION ASSESSMENT: TOURISM AND SOCIO-ECONOMIC TRENDS IN THE LEWIS-CLARK VALLEY

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 socioeconomic 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.
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TOURISM ORGANIZATIONS 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 Hells Canyon Visitor Assn. Clarkston Chamber Lewiston Chamber Total % of Total Asotin Co Lodging Tax Clarkston Lodging Tax $24,000 10,000 0 $34,000 13% Idaho Lodging Tax Members & Advertising Other Total
$80,000 0 0 $80,000 30%
0 0
$ 1,900 10,000 55,350 $67,250 25%
$11,600 11,016 26,425 $49,041 18%
$117,500 31,016 120,775 $269,291 100%
39,000 $39,000 14%
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 AND SOCIO-ECONOMIC TRENDS

Key local trends that impact tourism and business development are summarized below and on the following pages.
Economic Impact of Tourism in the Valley

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 In 2004, visitors to revealed the following economic impacts from tourism: the Valley spent $23.5 million spent by visitors in Asotin County $126.1 million. 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.
Lodging Sales Trends

From 2001 to 2006, Asotin Countys 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.
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Asotin and Nez Perce Counties Combined Lodging Revenue: January - December 2004, 2005 & 2006
$1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Source: WA State Dept of Revenue and ID State Tax Commission
Valley Lodging Sales 2004-2006 2004: $10,923,540 2005: $12,128,413 2006: $12,930,885 Increase: $2 million 18.4%
2004
2005
2006
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
2006 Lodging Sales Change 2002 to 2006 # of Lodging Units, Ttl Hotel/Motel/B&B RV/Campground 2006 Avg. Sales/Unit Asotin Co. $4,170,650 +18% 560 348 212 $7,448 % of Ttl 32% 40% 33% 63% Nez Perce Co. $8,758,212 +30% 844 718 126 $10,377 % of Ttl 68% 60% 67% 37% Total $12,928,862 1,404 1,066 338 $9,209
Idaho Lodging Sales Comparison County, Region, State 2002 - 2006

Source: Idaho State Tax Commission Nez Perce % Idaho Year County Change Region 2 2002 $ 6,735,187 $ 16,495,601 2003 6,975,606 4% 17,583,935 2004 7,076,514 1% 18,255,178 2005 8,510,140 20% 20,814,697 2006* $ 8,758,212 3% $ 22,544,855 2002-2006 % change 30% % % Change Idaho State Change $ 281,294,446 7% 282,484,489 0% 4% 305,146,316 8% 14% 335,465,559 10% 8% $ 364,700,679 9% 37% 30%
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.
Visitors to the Valley

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.
Visitors to North Central Idaho Region 2 (Lewiston Gateway) Based on Survey Frequency / June 6 - October 23, 2005
35 30 25 20 15 10 5 0 6/12/2005 6/19/2005 6/26/2005 7/10/2005 7/17/2005 7/24/2005 7/31/2005 8/14/2005 8/21/2005 8/28/2005 9/11/2005 9/18/2005 9/25/2005 10/2/2005 10/9/2005 10/16/2005 10/23/2005 6/5/2005 7/3/2005 8/7/2005 9/4/2005
Snapshot of Valley Visitors 2005

53% Male, 47% Female Household Income avg 17% are travel parties of 1 Average # nights: 4.1 15% used 9% rented car 23% had visited more than 41% of foreign visitors were
$75,267
commercial/private air 10 times before
Canadian, mainly from B.C.; others from France, Germany, China
Week
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). 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.
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Hells Canyon Visitation

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.
Hells Canyon SERVICE Days
50,000 40,000 30,000 20,000 10,000 2002 Floaters 2003 2004 2005 2006 Powerboaters Total Service Days Trend
(Service Day is one day spent by one person; a person spending two days = two service days)
Source: Wallowa-WhitmanNF
Total Service Days:
Hells Canyon Commercial Usage 2002-2006

Source: Hells Canyon National Recreation Area Visitor Usage Report
40,000 35,953 35,000 31,239 30,000 25,000 2002 2003 2004 2005 2006 32,992 33,218 36,875
Commercial Passengers
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.
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.
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10
Cruise Ships in the Valley

The Port of Clarkston serves, and aggressively markets to, Port of Clarkston Cruise Ship Dockings cruise ships which dock yearSource: Port of Clark ston 146 round and take passengers on 160 130 jet boat trips into Hells 124 140 Canyon, on rail tours of the 104 104 103 120 97 Clearwater Valley, and to visit other Valley attractions. The 81 81 100 number of cruise ship arrivals 80 fluctuated from 1999 to 2006, 60 due in part to the loss of a cruise line in 2003. However, 40 dockings increased in 2006, 20 and will grow even more in 0 2007 with the return to the 1999 2000 2001 2002 2003 2004 2005 2006 2007 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.
Month in Port Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Year Cruise Line 2004 American West Linblad Cruise West Glacier Bay American Safari 2005 American West Linblad Cruise West
Great American Glacier Bay American Safari 2006 American West Linblad Cruise West
Great American Glacier Bay American Safari
Ship Queen of the West Empress of the North Sea Lion Sea Bird Spirit of Discovery Wilderness Discovery Safari Quest Queen of the West Empress of the North Sea Lion Sea Bird Spirit of Discovery Spirit of Alaska Spirit of Ninety Eight Columbia Queen Wilderness Discovery Safari Quest Queen of the West Empress of the North Sea Lion Sea Bird Spirit of Discovery Spirit of Alaska Spirit of Ninety Eight Columbia Queen Wilderness Discovery Safari Quest
N/A N/A
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11
Estimated
Tourism Business Inventory & Assessment

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%.
Valley Lodging Unit Inventory
Nez Perce County 13 8 2 695 126 844 Asotin County 10 24 0 314 212 560 Total 23 32 2 1009 338 1404
B&B Cabins Guest Ranches Hotels/Motels RV Parks & Campgrounds Total:
The American Automobile Association (AAA) rates lodging properties based Upscale and Limited Service Moderate on their services and amenities. Within the Valley, about one-third (34%) of lodging categories are the lodging rooms are rated as Business Class (3 Diamond), and 62% are in highest demand in rated as Basic or Budget Class (2 or 1 Diamond), as indicated in the table the U.S., and among the and chart below. None of the lodging facilities is rated as an Upscale fastest growing. 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.
Valley Lodging by Class**
Nez Perce Co Asotin Co. Combined # # # Rooms Rooms % Rooms % % 0 0% 0 0% 0 15 2% 34 10% 49 5% 262 37% 97 28% 359 34% 179 25% 62 18% 241 23% 254 36% 155 45% 409 39% 710 348 1058
Asotin & Nez Perce Counties

Combined County Lodging Class 5% 39% 34%
Classification Luxury/Boutique Specialty* Business Basic Budget
23%
** 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)
Specialty Basic
Business Budget
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 OConnor 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)
Tourism in the Big Picture: Valley Industry Sales

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, entertainment, 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).
Business Sales by Category - Tourism

Source: 2002 Economic Census
Lewiston, Idaho-Washington MSA (Nez Perce/Asotin Counties)
# Busineses
Sales ($1,000)
Tourism related Food & beverage Food Svcs & Drinking Places Limited-svc eating places Accommodation Arts, entertainment & recreation
244 26 120 50 18 30
$ 225,191 $ 107,093 $ 57,932 $ 31,500 $ 14,585 $ 14,081
Business Sales by Category - Other

Source: 2002 Economic Census
Lewiston, Idaho-Washington MSA (Nez Perce/Asotin Counties) Total
# Busineses Sales ($1,000) 952 $ 2,250,888
Manufacturing Retail trade Motor vehicle & parts dealers General merchandise Building material & garden supplies Gasoline stations Miscellaneous retailers Health & personal care Sporting goods, hobby, book, music Clothing & accessories Furniture & home furnishings Nonstore retailers Wholesale trade Health care & assistance Transportation & warehousing Other services (except public admin) Real estate & rental Admin support & waste mgmt svc Information
64 271 53 10 21 21 33 18 23 21 14 11 77 185 58 130 69 72 26
$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ n/a
728,022 567,779 196,470 172,217 54,330 51,424 26,772 26,744 14,012 10,787 7,955 7,068 522,566 280,178 56,312 35,357 33,260 27,414
Retail Sales Trends ($1,000)

Source: U.S. Economic Census
$800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $-
$624,451 $469,000
$690,534
Tourism contributes less than 6% of the Valleys total business and industry sales, but has a significant impact on certain sectors. Unquestionably, there is opportunity for tourism to contribute a larger share!
1992
1997
2002
Asotin & Nez Perce Counties

Transportation
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 dAlene 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 Population Growth, Clearwater River Valley and to the Camas Prairie.
Population, Income and Employment

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 Countys 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.
Population Trends in Asotin and Nez Perce Counties
Nez Perce Co Asotin Co
1990-2000 Nez Perce Co. 11% Asotin Co. 17%
Source: Census Bureau
Population, 2005 estimate % Change, Apr. 1, 2000 - Jul. 1, 2005 Population, 2000 % Change, 1990 to 2000 Households, 2000 Per Capita Personal Income, 1999 Median Household Income, 2003 Persons Below Poverty, %, 2003
37,931 1.4% 37,410 10.8% 15,286 $18,544 $37,059 11.8%
21,178 3.1% 20,551 16.7% 8,364 $17,748 $34,649 14.5%
Combined: 59,109 Average: 2.25% Combined: 57,961 Average: 13.75% Combined: 11,825 Average: $18,146 Average: $35,854 Average: 13.15%
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).
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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
Payroll and Employment in Tourism-Related Sectors
Lewiston, Idaho-Washington MSA (Nez Perce/Asotin Counties) TOURISM RELATED Economic Census by Industry Sector - 2002 Retail trade Other services (except public admin) Arts, entertainment, & recreation Information Accommodation & food services TOTAL:
Payroll ($1,000) % of Payroll Number of Paid Employees % of Employees
$72,766 $21,173 $10,531 $10,510 $4,776 $119,756
61% 18% 9% 9% 4%
3,413 2,092 720 363 357 6,945
49% 30% 10% 5% 5%
Valley, with 3,413 employees (see table below). Arts, Entertainment & Recreation employs 720, and Accommodations/Food Service employs 357.
Real Estate & Business Development

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.
Lewis-Clark Valley Single Family Real Estate Sales

Number of Sales Change % of change Lewiston 2005 2006 583 502 -81 -13.9% Clarkston 2005 2006 344 321 -23 -6.7% $139,353 $151,701 $12,348 8.9% $130,450 $139,000 $8,550 6.6% Asotin 2005 2006 19 21 2 10.5% $ 161,231 $ 157,916 -$3,315 -2.1% $ 150,000 $ 147,000 -$3,000 -2.0% Combined 2005 2006 946 844 -102 $146,671 $ 158,563 $11,892 8.1% $136,817 $ 143,874 $7,057 5.2%
Average Sale Price $ 139,430 $ 166,072 $26,642 Change 19.1% % of change Median Sale Price $ 130,000 $ 145,622 $15,622 Change 12.0% % of change
Statistic Lewiston: Includes the Orchards, downtown, the Elks & Country Club areas, as well as Cougar Ridge Area Note: Clarkston: Includes the Heights, downtown and Quail Ridge Golf Course area Source: Lewiston Clarkston Real Estate Market Update, by Kathy ParSELLS
Recent commercial real estate development in the Valley includes the addition of several national retail stores: Eddie Bauer, Old Navy, Walgreens, 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.
TOURISM STRENGTHS WEAKNESSES OPPORTUNITIES AND THREATS (SWOT) IN THE LEWIS-CLARK VALLEY -------------------------This section contains a summary assessment of the Valleys 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
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Strengths, Weaknesses, Opportunities, Threats

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 OConnor 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
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Weaknesses
Visitor Attractions

Lack of awareness outside the region about Hells Canyon and other nationallydesignated 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 OConnor 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

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 Valleys 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
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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, selfguided 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)

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
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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

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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TOURISM VISION BRAND TARGET MARKETS GOALS ACTIONS

This section details the Valleys 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.
IN THE LEWIS-CLARK VALLEY
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VISION FOR 2012

Tourism in the Lewis-Clark Valley in 2012
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 recreationrelated 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 areas assets, and actively promote attractions, activities and amenities to their family and friends.
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BRAND THE VALLEYS TOURISM BRAND

The Valleys Brand: Hells Canyon
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 Valleys target customer markets, there are opportunities to diversify and improve the Hells Canyon visitors 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 visitors overall experience their perception of the Valleys 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 customers needs, and providing consistent, high quality customer service, will enhance the brand of the Lewis-Clark Valley. 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 destinations brand is in the perception of the customer it is not necessarily what you think you are, its 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 destinations key target markets.
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TOURISM TARGET MARKETS

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 dAlene 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 regions 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 GOALS
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 Valleys 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.
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ACTIONS TO ACHIEVE GOALS

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.
Tourism Bureau
Targets
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 Initially, the VTB goal will structure and functions of a traditional Convention & Visitor Bureau (CVB), be to work with hotels to focused on marketing tourism in the Lewis-Clark Valley. book an additional 31,200 The organizations primary mission should be marketing, including oversight room nights annually. That equates to attracting of Valley visitor information services (visitor centers, kiosks, airport visitor an additional 400 information, promotion materials, maps, possible booking service). Note: it is individual visitors per recommended that the organization not be involved in event planning and month who stay 2 nights management, but instead focused on promotion of events planned and each, plus at least 2 executed by other organizations. groups per month that The VTB should be an approachable organization that focuses on results each use 300 rooms for 3 without regard to who gets credit for bookings, leads, etc. It should be a nights. place where creative, out-of-the-box ideas are welcome about Valley The VTB will focus on marketing, promotion, customer service, feedback, etc. Below are groups such as sporting suggested steps to develop the single marketing organization: events, group tours, 1.1.1. Form a Task Force with equal representation from Asotin and Nez cultural travelers, and Perce counties, including tourism and recreation businesses, elected conferences that need officials, and the Nez Perce Tribe. more than one hotel and/or off-site facilities. 1.1.2. Bring together key private, public, nonprofit, and tribal partners to determine a vision and structure for the new organization, focused All travelers will be on maximizing the revenue potential of the Valleys tourism and encouraged to visit Hells recreation products and services. Canyon. 1.1.3. Confirm non-profit corporation status, either by utilizing the nonprofit status of the Hells Canyon Visitor Association (and refining the existing organizations 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
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.
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 The Boise Convention & page). Determine potential office space and equipment needs, Visitor Bureau (BCVB) is and location of office operations. Then conduct a search to fill one of only 15 DMAIpositions and hire staff (staff of existing tourism-related certified CVBs in the U.S. organizations would be encouraged to apply). It annually generates bookings of 80,000 room 1.1.6. Develop performance goals for the organization in terms of nights; distributes 300 number of leads to be generated monthly, new client contacts to group leads monthly to be made, number of conference/event bids to be proposed, total local hotels, event venues, room nights booked annually, conversion rate of inquiries, and outfitters; maintains a number of visitors served, fund-raising targets, client database client database of 4,000 management and tracking, reporting, etc. contacts representing 10,000 clients; and 1.1.7. Plan for the Executive Director, Director of Sales, and maintains a communicaAdministrative Assistant to visit the Boise Convention & Visitor tions, tracking and Bureau one of only 15 DMAI-certified CVBs in the U.S. for reporting system that has orientation and training in CVB operations, effective marketing, received national tracking software, client/lead database management, reporting, recognition. The BCVB etc. (see sidebar). has a total of fourteen staff, and manages two 1.1.8. Begin operations with the VTB. Host a meeting of local hotel visitor centers and an sales directors/managers; a meeting with local outfitters; and a airport kiosk staffed by 50 meeting with local public/nonprofit facility managers and event volunteers. Merchandise planners, all to discuss marketing strategies and reporting. sales at the visitor centers Continue to meet with these groups regularly to discuss helps to fund operations. cooperative marketing efforts, challenges, ideas, tracking and The BCVB is funded by reporting of results. Form committees as needed to help oversee the Boise Auditorium or implement specific projects. District and Idaho Travel Council grants. 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
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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 destinations 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 Valleys 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 Visitor Center, Newport, WA 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 yearround 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
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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 frontliners (private and public) for the purpose of educating them about the Valleys 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
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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. The Twin City Foods property should be Focus on expansion or new development of visitor services, including an promoted as the Valley upscale boutique hotel, wineries, dining, Hells Canyon central booking Jewel in the service, guided activities (mountain biking, ecotourism, ORV tours, development of nature/history/wildlife/birding, photography, trail rides, paragliding, waterfront property; it parasailing, skydiving, Nez Perce Tribal history/culture, etc.), and could be one of the recreation rentals (bikes, rollerblades, paddleboats, houseboats, jet skis, main tourist attractions. kayaks, wakeboard, etc.). Additionally, encourage business development that benefits both local residents and visitors, such as air services/shuttles, - Stakeholder 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. Devt, Chambers of Trend-based buildings 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 touristoriented 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
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.
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 - National Geographic plans, historic building restoration/redevelopment, events, marketing and Institute for Sustainable promotion, and organization strategies. Link to Washingtons Main Street Tourism Development program, and encourage the State of Idaho to initiate a Main Street Program to complement the Valleys 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.
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 faade 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. 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.
2.4.2
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.
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 Valleys 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
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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
Before and After: proposed roundabout in Twin Falls, ID
3.2 Identify and focus development on the Valleys 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. Devt, 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 Clarkstons 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 Directional signs are lost in sign clutter. the clutter of downtown Responsibility: Cities, VTB, businesses billboards and other signs.
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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 Valleys 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.
Everybody loves a waterfront restaurant and with Lewistons mild weather, the waterfront retail and restaurants should be able to draw customers from afar. - Stakeholder
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
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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. Devt., DOTs, Cities, Counties, Valley Transit, Watco, Metro Transp. Planning Organizations
Scheduled Airline Enplanements 1999 - 2006

Source: Lewiston-Nez Perce County Regional Airport 70,000 65,000 60,000 55,000 50,000 45,000 40,000 35,000 30,000 1999 2000 2001 2002 2003 2004 2005 2006
Enplanements
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.
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Goal 4: Accentuate and manage the Valleys 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 Valleys 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 Valleys 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
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
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. The single most 4.3.1 Educate visitors about EKO and Potlatch, highlighting the products important challenge is produced at their facilities, markets, the source of the odors, and doing something about mitigation steps that have been/are being taken to address odor the smells and air quality. Solve that issues. problem, and I predict Responsibility: Potlatch, EKO, Ports of Clarkston, Wilma, and Lewiston, this valley would Chambers of Commerce
boom.
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
- Online Survey Respondent
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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 regions 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
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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. Devt, 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 If you dont measure results, this Plan to the VTB. The VTB will compile an Annual you cant tell success from failure. Report which lists progress on each of the actions and the If you cant see success, organizations responsible. The report will be presented to you cant reward it. City Councils, County and Port Commissions, Valley If you cant reward success, Vision and Chamber Boards, Nez Perce Tribal Executive youre probably rewarding failure. 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
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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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ACTION PLAN IMPLEMENTATION AND FUNDING
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.
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MARKET-DRIVEN APPROACH
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 cant 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.
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IMPLEMENTATION PARTNERS
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 Valley Vision, Palouse EDC, CEDA Roles Valley business retention/expansion, recruitment, partnerships, facilitation of Valley-wide economic development Policy, planning, permitting, public safety, infrastructure, services, recreation facilities, partnerships Business advocacy, networking, leadership training, business assistance, events, formation of Tourism Bureau Formation of Valley Tourism Bureau Products, services, investment, marketing, coordination, support Marketing partnerships, tours, events Policy, planning, permitting, tax assessments, public services, roads, recreation facilities, tourism bureau formation Infrastructure, transportation services, economic and land development Workforce training, business assistance/workshops, partnerships Museum management, keepers of community history, interpretation Historic preservation resources Report progress, monitor success Community leadership, project support Regional tourism development, promotion, tracking of results Planning, transportation infrastructure/ policy, coordination, funding Planning, coordination, funding, implementation Tourism marketing, business and community support, funding Land and water recreation, tourism, wildlife management Resource management, recreation facilities/trails, visitor info/maps, maintenance, funding, partnerships
Cities of Clarkston, Lewiston, and Asotin
Chambers of Commerce
Hells Canyon Visitor Association Businesses Nez Perce Tribe Asotin and Nez Perce Counties
Ports of Clarkston and Lewiston Lewis Clark State College/Walla Walla CC Local Historical Societies State Historical Societies/Preservation Office Lewiston Tribune, KLEW TV Civic clubs North Central Idaho Travel Association State Departments of Transportation Regional Transportation Organizations State Departments of Commerce State Depts. of Parks & Rec, Fish & Game Federal agencies
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NEXT STEPS
The following are suggested next steps to move forward with implementation of the Tourism Strategic Plan. 1. ADOPT TOURISM PLAN: Adopt the final Tourism Strategic Plan as the 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, nonvoting 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.
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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.
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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)
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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 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)
j.
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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Valley Tourism Strategic Plan NEXT STEPS

Timeline Adopt Tourism Plan Appoint Task Force Set timeline, meeting dates Meet with Boise CVB Director Discuss unresolved issues Identify Auditorium District boundaries Auditorium Dist. signature gathering Petition to form Auditorium District Make decision about Tourism Bureau Identify Audit. Dist. Board nominees File bond for Audit. Dist. process Develop public awareness strategy Audit. Dist. court hearing Confirm transition steps, timeline Audit. Dist. levy election Begin Audit. Dist. levy/collections Establish 3-year budget, funding Oversee transition Initiate hiring process VTB director/staff visit Boise CVB Implement enhanced marketing efforts Implement other Tourism Plan actions 2007 2008 Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept
The chart above summarizes next steps for implementation of the Tourism Strategic Plan, including formation of the Valley Tourism Bureau and Lewiston Auditorium District, in 2007 and 2008. The Action Table on the following pages provides more detail about implementation of each action listed previously.
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ACTION TABLE
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.
Planning is bringing the future into the present so that you can do something about it now!
- Alan Lakein, Author
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
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Action Table
Priority Year 07 08 09 10 11 12
Goal 1: Increase Valley tourism revenues year-round through effective marketing and promotion efforts focused on priority markets
Action 1.1 Form a single Valley tourism marketing organization (Valley Tourism Bureau, or VTB) 1.1.1 Form Task Force w/ equal representation from Asotin/Nez Perce Counties Determine vision and structure for the VTB; bring together key private, 1.1.2 public, nonprofit and tribal partners to facilitate the process 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.2 Confirm non-profit corporate status (HCVA or new organization) Determine staffing needs based on performance expectations and budget Using DMAI standards, establish human resource guidelines and priorities Develop performance goals based on leads, new mbrs, bookings, etc. Plan for VTB Ex.Dir, Sales Dir & Admn Asst. to visit Boise CVB Begin operations with the VTB; host local meetings w/ tourism businesses H H H H H H H H H H H H M L M M M M M M L
Responsibility
VV, PEDC, HCVB, CC, CI, CO, Ports, NPT, BIZ, NPO, VTB, Agencies
1.1.9 Confirm marketing priorities in a comprehensive Valley-wide plan Implement a cohesive Valley Tourism Marketing Plan 1.2.1 1.2.2 1.2.3 1.2.4 Promote existing businesses, facilities, events in off-peak season Encourage development of new events for off-peak times Develop one official map and visitor guide for all Valley attractions Continue aggressive marketing to cruise lines, encourage extend stays
VTB, BOD, AdA, NCITA, NPT VTB, AdA, Event Sponsors VTB, AdA, BIZ, ATT, Chambers VTB, AdA, Partners VTB, Port of Clarkston VTB, DOTs, COE, NWPS, NCITA, CI, BIZ, AIR, DNTN
1.3
Enhance visitor information at Valley gateways, with integrated/cohesive look 1.3.1 1.3.2 1.3.3 1.3.4 1.3.5 Implement recommendations from the Port of Clarkston VIC feasibility study Construct a visitor center building in north Lewiston Install NWPSB gateway signs and visitor kiosk at north Lewiston VIC Install Valley visitor kiosk at the Lewiston-Nez Perce County Airport Support installation of Valley-wide pedestrian-oriented kiosks at key sites
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 Natl Historic Park; NPT=Nez Perce Tribe; NWPSB=Northwest Passage Scenic Byway; OUT=outfitters; PEDC=Palouse Economic Devt Council; PO=Property Owners; Port=Port(s) of Clarkston/Lewiston; SBDC=Sm Business Devt 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
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Priority
Year 07 08 09 10 11 12
Goal 1 continued: Increase Valley tourism revenues year-round through marketing/promotion efforts focused on priority markets
1.4 1.5 1.6 Evaluate retail sale opportunities at visitor centers, to help support operations Develop and maintain a Valley Pride of Tourism Award Refine and enhance Valley customer service training program 1.6.1 1.6.2 1.6.3 1.7 1.7.1 1.7.2 1.7.3 Create stakeholder committee to develop outline of subjects/topics Develop incentive for businesses to support Pride of Tourism Plan and conduct local familiarization tours for VIC & front-liners Review current efforts & create Valley-wide customer service card Educate all businesses about importance of using the survey Record, quantify & report from visitor survey, using VTB volunteers M M H H M M M M M M M H
Responsibility
VTB Volunteer Coordinator VTB Awards Cmte LCSC, VTB Service Cmte, WWCC, NCITA
Solicit visitor feedback about their experiences in the Valley
VTB Service Cmte
1.8
1.7.4 Create annual recognition event recognizing businesses/agencies Develop ongoing publicity campaign to promote the Valley Tourism Bureau (VTB)
VTB, AdA
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Priority
Year 07 08 09 10 11 12 Responsibility
VV, PED, CC CI, CO, Port, COE CC, CI, VTB, DNTN, NCITA
Goal 2: Assist tourism and recreation-related business development that is strategic, sustainable and supported by public policy
Action 2.1 2.2 2.3 Identify and pursue potential targets for tourism related businesses. Develop waterfront areas in the Valley with tourist-oriented businesses Revitalize historic Downtown districts with National Main Street programs 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 2.4 Designate a liaison from the VTB to the Lewiston & Clarkston Downtown committees Ensure Downtown attractions/events/activities included in tourism promotions, visitor guide, web site, etc. Encourage Clarkston to join WA Main Street Affiliate Level Develop, install and use signs, pedestrian kiosks etc. to encourage visitors to linger Identify tax credits and low interest faade rehabilitation loans
H M H H H M M M H H M L M M M M
Improve City and other governmental processes for business development 2.4.1 2.4.2 2.4.3 Solicit ongoing input to improve planning/zoning, regulating/permitting process Sponsor workshops regarding historic downtown redevelopment
CI, PO, MST, COE, USFS, Developers
2.5 2.6
Meet with U.S. Army Corps of Engineers and U.S. Forest Service to identify ways to make permitting processes more user-friendly Consider Valley-wide development plan, addressing key sustainable issues Offer tourism related workshops/training for business owners & govt employees
CI, CO, PORTS LCSC, WWCC, SBDC, VTB, CC, NCITA
2.6.1 2.6.2
Establish VTB Education & Training Committee to propose subject/topics, integrating Pride of Tourism recognition Foster enhanced professionalism in the tourism & recreation industry through education and Pride of Tourism
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Priority
Year 07 08 09 10 11 12 Responsibility
CI, CC, DOT, PO
Goal 3: Enhance the Valleys appeal with improvements to infrastructure & amenities that provide a quality experience for both residents and visitors
Action 3.1 Improve community entrances to present positive images; incorporate incentives 3.1.1 Develop accountability; review existing ordinances, guidelines etc. 3.1.2 Consider future design & installation of intersection improvements 3.1.3 Identify ways to improve the U.S. 95 corridor east of US95/12 junction Identify and focus development on the Valleys primary tourist corridors Reduce sign clutter/implement recommendations from the Scenic Byway Wayfinding Plan 3.3.1 Enhance wayfinding in the Valley 3.3.2 Establish draft guidelines for Council review/approval 3.3.3 Promote a Pride of Tourism program to incent business owner participation Create a Valley-wide Waterfront Development Master Plan Expand the placement of public art in the Valley Address Downtown entrance, parking and infrastructure deficiencies to improve curb appeal 3.6.1 Refresh streetscape in downtown Lewiston 3.6.2 Consider contracting a Main Street organization to manage Downtown parking Enhance and maintain tourism-related infrastructure and facilities 3.7.1 3.7.2 3.8 Evaluate future need for large indoor venue, such as Civic Center Install fish cleaning stations at public boat ramps
3.2 3.3
H H M L M M H M M H L H M M H M M H H M H L
CI, VV, PED, Port, CC, VTB CI, VTB, BIZ CI, VTB, BIZ CI, VTB, BIZ CI, VTB, BIZ CI, CO, Port, COE CI, ART, Hist, Biz, NPT CI, DNTN, BIZ, HIS, PO, SHPO
3.4 3.5 3.6
3.7
CI, CO, Port, VTB, COE, CMC, VOL
Enhance transportation access and services throughout the Valley 3.8.1 3.8.2 3.8.3 3.8.4 Continue to work with airlines, and airport to identify opportunities Identify possible highway improvements, especially at Valley gateways Support state/federal funding for transit services Encourage development of a tour/excursion train frm Lew.to Kamiah/Kooskia
VV, PED, DOT, CI, CO, VALT, WATCO, METRO, AIR
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Priority
Year
Goal 4: Accentuate and manage the Valleys natural, cultural and historic resources so they are sustained for future generations
Action 4.1 Investigate potential benefits of an enhanced designation for Hells Canyon 4.2 4.3 4.4 Explore opportunities to highlight the Valleys manufacturing heritage Work with Potlatch and EKO to address air quality (smell) issues 4.3.1 Educate visitors about EKO and Potlatch, highlighting their products Continue to restore Snake and Clearwater River fisheries 4.4.1 Support a balance of biological and social controls to optimize fishing opportunity and diversity of angling experiences Collaborate w/ regional tourism & economic devt organizations outside the Valley to maintain access to public lands for visitors Review City policies related to historic preservation Improve communications/web links between Valley heritage attractions Continue to work w/ state/fed/tribal agencies re natl & cull resource availability Increase appreciation of local/tribal/Lewis & Clark arts and history Encourage sales of locally-made/grown products in Valley retail outlets 4.10.1 Use brand identity to promote locally produced products 4.10.2 Create searchable online database listing of tourist-oriented local products and locations for purchase
07
08
09
10
11
12
Responsibility
VTB, NCITA, Congressional delegates VTB, mfrs Port, Potlatch, EKO, CC Port, Potlatch, EKO, CC VTB, OUT, FG, FWS, NPT, CMC VTB, OUT, FG, FWS, NPT, CMC VTB, BIZ, NCITA, Econ. Dev. Orgs. CI, SHPO, DNTN VTB, DNTN, Hist (State & Co) VTB, USFS, SP, NPT L&C, ART, LCSC, HGSP, NPT Biz, CC, CI, CO, LCSC, WWCC, VTB
M M H M H H L M M M M H M M
4.5 4.6 4.7 4.8 4.9 4.10
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Priority
Year
Goal 5: Create partnerships with public, private, tribal and nonprofit organizations to plan, fund, and implement strategic tourism programming, and measure results
Action 5.1 Improve ongoing communication/cooperation between organizations 5.1.1 5.1.2 5.2 Host quarterly meetings of key leaders to review status & opportunities Enact working committees to follow up on key issues/projects H H H H H M H H M L
07
08
09
10
11
12
Responsibility
VV, PED, CI, CO, Port, NPT, CC VV, PED, CI, CO, Port, NPT, CC VV, PED, CI, CO, Port, NPT, CC VTB, BIZ, Partner organizations
Measure and report results of tourism efforts 5.2.1 5.2.2 5.2.3 Track results of VTB efforts (bookings, lodging sales, etc.) Establish process for tourism partners to report results & progress Schedule annual meeting to discuss Tourism Plan progress
5.3 5.4
Expand marketing partnerships and cross-promotions Enhance tourism-related career programs at LCSC 5.4.1 Evaluate the feasibility of developing a Culinary Arts program at LCSC
VTB, BIZ, ATT LCSC, WWCC LCSC, WWCC
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.
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Sources of Funding for Valley Tourism Bureau in 2008

Current Funding - 2006 Lodging Tax Lodging Tax Clarkston Asotin Co. 80,000 24,000 0 10,000 0 0 80,000 34,000 30% 13% Members & Lodging Tax Advertisers Lewiston 1,900 0 10,000 0 55,350 0 67,250 0 25% 0% Lodging Tax Idaho 0 0 39,000 39,000 14% Other* 11,600 11,016 26,425 49,041 18% Total 117,500 31,016 120,775 269,291 100%
HCVA Clarkston Chamber Lewiston Chamber Subtotal
* Other column represents the estimated current tourism-related costs, less earmarked tourism revenue above.
Proposed Funding for 2008 Competitive Budget Lodging Tax Lodging Tax Asotin Co. Clarkston 60,000 50,000 21% 18% Members & Advertisers 60,000 21% City of Lewiston 40,000 14% Lodging Tax Idaho 35,000 12% Lewiston Audit. Dist. 40,500 14% Total 285,500 100%
Valley Tourism Bureau % of Total 2008 Minimum Budget
Valley Tourism Bureau % of Total
Lodging Tax Lodging Tax Clarkston Asotin Co. 55,000 45,000 20% 17%
Members & Advertisers 58,300 22%
City of Lewiston 40,000 15%
Lodging Tax Idaho 30,000 11%
Lewiston Audit. Dist. 40,000 15%
Total 268,300 100%
Summary of Proposed 2008 Funding Sources

% in 2008 % in 2010
Washington Lodging Tax Funds Idaho Lodging Tax/City Funds Businesses/Other
110,000 115,500 60,000 285,500
39% 40% 21% 100%
37% 45% 18%
Gross Lodging Sales (2006) Asotin County/Clarkston Nez Perce Co./Lewiston
$4,170,650 8,758,212 $12,928,862
32% 68%
Note: See next page for details of 2010 funding.
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3-Year Funding for Valley Tourism Bureau

COMPETITIVE BUDGET Valley Vision City of Lewiston Lewiston Auditorium District Idaho Lodging Tax (ITC grant) Asotin County Lodging Tax Clarkston Lodging Tax Members & Advertisers Total MINIMUM BUDGET Valley Vision City of Lewiston Lewiston Auditorium District Idaho Lodging Tax (ITC grant) Asotin County Lodging Tax Clarkston Lodging Tax Members & Advertisers Total 2007* % Oct-Dec 5,000 33% 10,000 67% 0 0% 0 0% 0 0% 0 0% 0 0% 15,000 15,000 100% 2007* Oct-Dec % 5,000 33% 10,000 67% 0 0% 0 0% 0 0% 0 0% 0 0% 15,000 15,000 100% 2008 Oct-Dec 0 0 25,500 15,000 20,000 7,500 25,000 93,000 2009 Oct-Dec 0 0 25,000 15,000 20,000 15,000 25,000 100,000 2010 Oct-Dec 0 0 25,000 15,000 20,000 15,000 25,000 100,000
Jan-Sept 0 40,000 15,000 20,000 40,000 42,500 35,000 192,500
% 14% 14% 12% 21% 18% 21% 100%
Jan-Sept 0 0 80,000 25,000 55,000 45,000 40,000 245,000
% 0% 30% 12% 22% 17% 19% 100%
Jan-Sept 0 0 100,000 25,000 55,000 45,000 40,000 265,000
% 0% 34% 11% 21% 16% 18% 100%
285,500 2008 Oct-Dec 0 0 30,000 10,000 15,000 7,500 25,000 87,500
345,000 2009 Oct-Dec 0 0 25,000 15,000 15,000 7,500 25,000 87,500
365,000 2010 Oct-Dec 0 0 25,000 15,000 15,000 10,000 25,000 90,000
Jan-Sept 0 40,000 10,000 20,000 40,000 37,500 33,300 180,800
% 15% 15% 11% 20% 17% 22% 100%
Jan-Sept 0 0 75,000 25,000 40,000 37,500 35,000 212,500
% 0% 33% 13% 18% 15% 20% 100% Key:
Jan-Sept 0 0 90,000 25,000 45,000 40,000 35,000 235,000
% 0% 35% 12% 18% 15% 18% 100%
268,300 2007* 5,000 10,000 0 0 0 0 0 15,000
300,000 2010 0 0 125,000 40,000 75,000 60,000 65,000 365,000

% in 2010
325,000
TOTALS BY YEAR (COMPETITIVE BUDGET) Valley Vision City of Lewiston Lewiston Auditorium District (Oct-Sept) Idaho Lodging Tax (ITC grant, Oct-Sept) Asotin County Lodging Tax (Jan-Dec) Clarkston Lodging Tax (Jan-Dec) Members & Advertisers (Jan-Dec)
2008 2009 0 0 40,000 0 40,500 105,000 35,000 40,000 60,000 75,000 50,000 60,000 60,000 65,000 285,500 345,000
0% 34% 11% 21% 16% 18% 100%
Idaho Revenue Sources Washington Revenue Sources Business Members/Sponsors Contributions to Total: Idaho 45% Washington 37% 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.
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Valley Tourism Bureau Budget Comparison and Calculations

Proposed Proposed STAFF (Tourism) VTB (Min) VTB (Orig) Current Tourism Staff: SUBTOTAL Proposed VTB Staff: Exec Dir 44,000 53,000 Sales Director 35,000 36,000 Admin 27,000 30,000 Volunteer Coord 4,000 4,000 Perf Incentives 8,000 8,000 TOTAL 118,000 131,000 OVERHEAD (% Tsm) Office Rent, Utilities 9,600 12,000 Office Equip 1,200 2,000 Insurance 2,000 2,000 Office Supplies 3,500 3,500 Misc., Maintenance 2,000 3,000 SUBTOTAL 18,300 22,500 MARKETING (Tourism) Advertising/Publicity 75,000 75,000 Print Materials 25,000 25,000 Web Marketing 10,000 10,000 Web Hosting 1,200 1,200 Fam Tours 1,500 1,500 Trade Shows 5,000 5,000 Dues 3,300 3,300 Travel/Meals 6,000 6,000 Promotion items Telephone 3,000 3,000 Postage 2,000 2,000 SUBTOTAL 132,000 132,000 TOTAL
Notes: 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 Total* 112,115
Difference Min v. Curr.
HCVA
* Current Budgets Lewiston CC Clarkston CC 38,555 13,800
Notes re. proposed budget
59,760
1.85 prof'l staff, 1.73 admin/bkkg 1 FTE, includes 30% for benefits 1 FTE, includes 30% for benefits 1 FTE, includes 30% for benefits 8 hrs/wk (.2 FTE), includes 30% Paid if targets achieved
112,115 7,000 1,075 3,150 3,780 848 15,853 60,000 41,050 6,600 3,200 2,350 6,500 4,700 7,960 1,900 4,363 2,700 141,323 269,291
5,885 2,600 125 (1,150) (280) 1,152 2,447 15,000 (16,050) 3,400 (2,000) (850) (1,500) (1,400) (1,960) (1,900) (1,363) (700) (9,323) (991)
59,760 2,100 500 2,100 3,380 0 8,080 20,000 3,000 5000 1,500 1,600 5,000 1,000 6,460 1,900 3,000 1,200 49,660 117,500
38,555 1,585 575 615 400 0 3,175 39,000 28,050 1,600 1,200 750 1,500 3,700 1,500 0 745 1,000 79,045 120,775
13,800 3,315 0 435 0 848 4,598 1,000 10,000 0 500 0 0 0 0 0 618 500 12,618 31,016
Rent allows location flexibility Incl. depreciation, upgrades Eliminates duplication Eliminates duplication Allows for transition, move?
Increase for more visibility Eliminates duplication Increase for more visibility Eliminates duplication Eliminates duplication Eliminates duplication Eliminates duplication Eliminates duplication Eliminates duplication Eliminates duplication
268,300
285,500
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FUNDING SOURCES FOR IMPLEMENTATION

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. Office Rent, Insurance, Supplies, Equipment, Misc. Marketing, Advtsg, Print Materials, Web, Trade Shows, Phone, etc. Sources of 2008 Funding: Asotin County lodging tax revenue City of Clarkston lodging tax revenue City of Lewiston lodging tax revenue Lewiston Auditorium District Idaho Travel Council grant Sponsor/member fees (50 @ $250 ea.) Advertising revenue/co-ops $131,000 22,500 132,000 $285,500 $60,000 50,000 40,000 40,500 35,000 12,500 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!
Valley Tourism Room Booking Targets

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

Jet boat passenger days Rafting passenger days Fishing trips Average Daily Trip Price Total estimated revenue Current (2005) 20,200 5,500 $140 $3,598,000 Target (2009) 25,250 6,875 $160 $5,140,000 Difference 5,050 1,375 $20 $1,542,000
* Memorial Day weekend to September 10 only
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Visitor Center Construction Funding:

Lewiston VIC (north Lewiston): City of Lewiston (Capital Improvement Budget) FHWA (Highway Enhancement/Scenic Byway funds) Clarkston VIC (west entrance): CTED, Port of Clarkston (Feasibility Study) City of Clarkston (sale of convention center) $ 55,000 500,000 $555,000 $20,000 $425,000
VIC ongoing operations: sponsorships/advertising, rent, merchandising, booking fees.
Main Street Program:

Businesses (Business Improvement District - BID; or memberships) City (contract for management/maintenance services) Events, sponsorships, workshops, parking revenue, etc. $75,000 75,000 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 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?
Valley-wide Waterfront Master Plan:
Business Development, Education and Training:

Business owners and investors Property owners and developers Financial institutions Small Business Devt 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 & Game, Lands Nez Perce Tribe Bonneville Power Administration Ports of Lewiston and Clarkston Potlatch Corporation Nonprofit conservation and sportsmens organizations Businesses and property owners
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APPENDICES: SWOT ANALYSIS STAKEHOLDER SURVEY RESULTS
Appendices are contained in separate documents, available at Valley Vision project web site: www.lewis-clarkvalley.com/tourism_plan
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Valley Tourism Plan FINAL - 8!10!07

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LEWIS-CLARK VALLEY

TOURISM STRATEGIC PLAN

(Inside Front Cover)

The Planning Team:

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

SITUATION ASSESSMENT: TOURISM AND SOCIO-ECONOMIC TRENDS IN THE LEWIS-CLARK VALLEY

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

TOURISM ORGANIZATIONS IN THE VALLEY

$80,000 0 0 $80,000 30%

$ 1,900 10,000 55,350 $67,250 25%

$11,600 11,016 26,425 $49,041 18%

$117,500 31,016 120,775 $269,291 100%

39,000 $39,000 14%

TOURISM AND SOCIO-ECONOMIC TRENDS

Economic Impact of Tourism in the Valley

Lodging Sales Trends

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

Idaho Lodging Sales Comparison County, Region, State 2002 - 2006

Visitors to the Valley

Snapshot of Valley Visitors 2005

commercial/private air 10 times before

Canadian, mainly from B.C.; others from France, Germany, China

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

Hells Canyon Visitation

Total Service Days:

Hells Canyon Commercial Usage 2002-2006

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

Cruise Ships in the Valley

Great American Glacier Bay American Safari

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

Tourism Business Inventory & Assessment

B&B Cabins Guest Ranches Hotels/Motels RV Parks & Campgrounds Total:

Asotin & Nez Perce Counties

Classification Luxury/Boutique Specialty* Business Basic Budget

Tourism in the Big Picture: Valley Industry Sales

Business Sales by Category - Tourism

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

$ 225,191 $ 107,093 $ 57,932 $ 31,500 $ 14,585 $ 14,081

Business Sales by Category - Other

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

# Busineses Sales ($1,000) 952 $ 2,250,888

64 271 53 10 21 21 33 18 23 21 14 11 77 185 58 130 69 72 26

Retail Sales Trends ($1,000)

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

Asotin & Nez Perce Counties

Population, Income and Employment

1990-2000 Nez Perce Co. 11% Asotin Co. 17%

Source: Census Bureau

37,931 1.4% 37,410 10.8% 15,286 $18,544 $37,059 11.8%

21,178 3.1% 20,551 16.7% 8,364 $17,748 $34,649 14.5%

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

$72,766 $21,173 $10,531 $10,510 $4,776 $119,756

3,413 2,092 720 363 357 6,945

49% 30% 10% 5% 5%

Real Estate & Business Development

Lewis-Clark Valley Single Family Real Estate Sales

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY

Strengths, Weaknesses, Opportunities, Threats

Community Facilities and Services that Support Tourism

TOURISM STRATEGIC PLAN FOR THE LEWIS-CLARK VALLEY