Valley Tourism Plan FINAL_8!10!07

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TOURISM STRATEGIC PLAN FOR THE LEWIS -CLARK VALLEY JULY 2007

(Inside Front Cover)

The Planning Team:

Lorraine Hingston Roach, CMSM, PresidentAnne B. Holden, Project Manager

Kara Harder, MS, Research DirectorMary Lorish Jahn, Jahn Studio Graphics

416 W. Main St., Ste 2, PO Box 400Grangeville, Idaho 83530(208) 983-2175

[email protected] www.taimerica.com

Strategic Solutions for Business and Community Development



TOURISM STRATEGIC PLAN FOR THE LEWIS -CLARK VALLEY JULY 2007

Acknowledgements ............................................................................................ 1

Introduction ...................................................................................................... 2

Executive Summary............................................................................................ 3

Situation Assessment ........................................................................................ 5

Tourism Organizations in the Valley ......................................................... 6

Valley Tourism and Socio-Economic Trends. ........................................... 7Economic Impact of Tourism ......................................................... 7Lodging Sales Trends ................................................................... 7Visitors to the Valley ...................................................................... 9Hells Canyon Visitation ............................................................... 10Cruise Ships in the Valley ........................................................... 11Tourism Business Inventory & Assessment ................................ 12

Industry Sales Trends ................................................................. 13Transportation ............................................................................. 14Population, Income & Employment ............................................. 14Real Estate & Business Development......................................... 15

Summary: Valley Strengths, Weaknesses, Opportunities & Threats ........... 16

Valley Tourism Vision, Brand, Target Markets, Goals and Actions ............. 21Vision for Tourism in 2012 ...................................................................... 22Brand....................................................................................................... 23Tourism Target Markets .......................................................................... 24Goals for Tourism.................................................................................... 25Actions to Achieve Goals ........................................................................ 26

Goal 1 .......................................................................................... 26Destination Marketing Organizations (DMOs) ........................ 28

Goal 2 .......................................................................................... 32Goal 3 .......................................................................................... 34

Airline Enplanements ............................................................. 36Goal 4 .......................................................................................... 37Goal 5 .......................................................................................... 39

Implementation and Funding .......................................................................... 41Market-Driven Approach ......................................................................... 42Implementation Partners ......................................................................... 43Next Steps ............................................................................................... 44

Auditorium District Formation Steps........................................................ 47Action Table ............................................................................................ 50Valley Tourism Bureau Funding.............................................................. 56Funding Sources for Implementation ...................................................... 60

Appendices........................................................................................................ 62 Appendix A: Strengths, Weaknesses, Opportunities, ThreatsAppendix B: Stakeholder Survey ReportAppendix C: Online Survey Questionnaire

CONTENTS



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

The following organizations and individuals provided valuable information and insights forthe development of this Strategic Plan, and their assistance is greatly appreciated.

Valley Vision :

Bob Tippett, DirectorAngela Van TasselDebbie BakerDon McQuary, PresidentDale Alldredge, V.P.Howard Hayes, SecretaryClyde Conklin, TreasurerA. L. Alford, Jr., BoardBruce Larson, BoardBuck Lane, BoardDan Boone, BoardDene Thomas, BoardGary Hughes, BoardGary Prasil, BoardJeff Nesset, BoardJim (JR) Luper, BoardJohn Stellmon, BoardJohn Taylor, BoardMarion Renfro, BoardMary McLaughlin, BoardMatt Van Vleet, BoardRon Aldrich, BoardRon Wittman, BoardTerry Kolb, BoardWilliam McCann, Jr., Board

WA Dept. of Community,Trade & Econ Dev’t :

Bob Sandoval, RegionalRep.

Idaho Dept. of Commerce:Carl Wilgus, TourismDirector

Karen Ballard, InternationalTourism

Hank Ebert, GemCommunity

Doug Tweedy, LewistonKellye Sharp, Lewiston

Hells Canyon VisitorAssn.:

Michelle Witthaus, ChairmanDevon Gustafson, BoardElla Dilling, BoardJulie Cassell, BoardLenny Frasure, BoardLinda Reser, BoardSam Worrell, BoardSusan Beaurain, BoardMichelle Peters, Exec.

DirectorKristin Hohnsbehn, Assistant

Lewiston Chamber:Keith Havens, Exec. DirectorDebra Smith, Tourism

Director

City of Lewiston :

Jeff Nessett, MayorJay Krause, City ManagerSteve Watson, Cmty. Dev’tBarbara Davis, City CouncilDennis Ohrtman, City

CouncilGarry Bush, City CouncilJim Kluss, City CouncilJohn Currin, City CouncilLynn Moss, Parks & Rec.

City of Clarkston :Donna Engle, MayorBill Lomen, City CouncilJohn Smith, City CouncilKathleen Warren, City

CouncilLarry Baumberger, City

CouncilMary McLaughlin, City

CouncilTed Maxwell, City CouncilTerry Beadles, City CouncilVickie Store, City

Clerk/Treas.

Clarkston Chamber :Mark Folk, PresidentDavid Witthaus, 1st V.P.Doug Higgins, 2nd V.P.Bill Snyder, Board

Darcy Nelly, BoardJoyce Keefer, BoardKathy Brown, BoardLenny Frasure, BoardMary Lee Frazier, BoardPat Morrison, BoardRobyn Broyles, BoardSteve Classen, BoardTami Randall, BoardKaren MacArthur, Exec

DirectorSheila Maechtle, Assistant

Port of Clarkston :Wanda Keefer, ManagerMarion Renfro,

CommissionerMarv Jackson,

CommissionerWayne Tippett,

CommissionerJennifer Bly, Bookkeeper

Port of Lewiston :Dave Doeringsfeld, ManagerDale Alldredge, Commiss.Pete Wilson, CommissionerTerry Kolb, Commissioner

Nez Perce Tribe:

Farren Penney, Trsm OfficeStacia Greene, Trsm OfficeAnn McCormack, Enterprise

Board

Asotin County:Doug Mattoon,

CommissionerBuck Lane, CommissionerDon Brown, Commissioner

Nez Perce County:JR VanTassel,

CommissionerDoug Zenner, CommissionerRon Wittman, Commissioner

Palouse EconomicDevelopment Assn :

Ken Olson, Director

Clearwater EconomicDevelopment Assn :

Christine Frei, DirectorJenni Schacher, Project

Admin.Tim Rubio, ED Specialist

Hells Canyon NRA :Mary DeAguero, Dist.

Ranger

Carmen Hodges, ClarkstonTrish Callaghan, ClarkstonClaudia Wilson, Riggins

National Park Service:Scott Eckberg, Unit ManagerMarc Blackburn, Interp.

Spec.

Hells Gate State Park:Mike McElhatton

Lewis Clark State College:Kathy Martin, Dean, Cmty

Prog.Debra SnyderTom Mayburry

Steering Committee andSpecial Assistance :Becky CawleyBoyd LeonardBrenda BonfieldBrenda ForgeBruce & Joy FinchButch AlfordChad Pierce

Chris KuykendallClaudine JolyCliff WasumCraig RockwellCurt JohnsonDan WalkerDave BonfieldDean JolleyDeloris Junzert-DavisonDustin AherinElaine WilliamsEric SteigerGary HughesGary PiconeGil BatesHeather BenderJanet DanleyJeff SayerJeff BrineyJenni BeierJim & Jill KochJoan CalderJock PringJohn BarkerJulie CassellRep. John RuscheKathleen WarrenKathy ThompsonKeith PetersenLaurie WilsonLetha Brown

Marilyn CarterMartha PierceMary Lee FrazierMatt DudleyMatt Van FleetMichelle BlyMichelle WitthausMitch SilversNick FiorePat MorrisonPete LewisRay HennekeyRich EgglestonRob MinerviniRon WittmanSteve SmithSusan BeaurainTim JohnsonTom EierVikki BonfieldVikky Ross

ACKNOWLEDGEMENTS




This Tourism Strategic Plan was sponsored by Valley Vision, which is the leadeconomic development organization in the Lewiston-Clarkston Valley.

The planning process used a community-based approach, involving a broadvariety of leaders and citizens in public outreach meetings and confidentialinterviews, as well as an online survey of 126 community leaders in business,civic, and non-profit organizations. The process began in October 2006, and wasconcluded in June 2007.

This Tourism Strategic Plan is organized into five majorsections:

1. Executive Summary2. Situation Assessment, consisting of tourism and

recreation trends and an assessment of the Valley’sstrengths and weaknesses related to tourismdevelopment.

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

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

financial resources needed for Goal accomplishment.

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

- Bob Tippett, Valley Vision

INTRODUCTION




79% of therespondents toan online surveyquestion about asingle Valleytourism

marketingorganizationsupported theconcept .

In 2004, tourists spent $126.1 million in the Lewis-Clark Valley, supporting 250businesses, creating more than 2,040 direct jobs, and generating $7.75 million instate and local taxes. Tourism spending supports goods, services, facilities andtransportation 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 growthin tourism and recreation. This Tourism Strategic Plan was developed over aperiod of eight months with input from hundreds of Valley tourism stakeholdersand citizens. The priorities and ideas detailed herein are the result of tourism andsocio-economic analyses, public meeting discussions, a Valley-wide survey, andinterviews 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, fivegoals to realize the vision, and actions to achieve the goals. The Valley’s tourism

brand, and geographic and demographic target markets are identified, along withresponsibilities, 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 isstrategic, sustainable, and supported by public policy.

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

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

so they are sustained for future generations.5. Create partnerships between public, private, tribal and nonprofit organizationsto 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 andeffectively to priority tourist markets. Currently, there are three organizationsin Clarkston and Lewiston promoting tourism in the Valley, with three toll-freephone numbers, three web sites, seven full and part-time staff, andduplication of printed materials and administrative expenses. A combinedValley Tourism Bureau would provide an effective single voice and image forthe Valley, along with more efficient use of staffing and funding. In the survey,79% of respondents supported the concept of a single Valley tourismmarketing organization. Lodging tax revenues from Asotin County andClarkston, along with the State of Idaho and a new Lewiston AuditoriumDistrict, would fund the consolidated Bureau.

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

EXECUTIVE SUMMARY




♦ Encourage business expansion and new business developmentthrough Main Street programs, appropriate waterfrontdevelopment, recreation services and equipment, wineries, andtargeted workshops for business owners and managers. Keyopportunities exist to add value to the Valley’s current tourismproduct – and benefit Valley residents at the same time:enhancement of downtown historic districts to create vibrant socialand retail centers, strategic additions to waterfront areas whileretaining the green belt and character of the Valley, and newbusinesses 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 westClarkston, upgraded customer service through Valley-wide training,expanded visitor information at the airport and Hells Gate StatePark, and coordination of visitor services under the single ValleyTourism Bureau, will provide a better system to greet and retainvisitors.

♦ Plan strategically for new development: Valley-wide WaterfrontMaster Plan, development policies, entrance enhancements,reduction of sign clutter and billboards, improved permittingprocesses, and a future Civic Center. Ensuring that newdevelopment is compatible with the future vision of the Valley, andconsistent with its history and character, will maintain a sense ofplace and quality of life that local residents value. Growth intourism revenues will help fund facilities and services that enhancelocal quality of life.

♦ Manage natural, cultural and historic resources sustainably:fisheries restoration, reduction of smell, historic preservation andredevelopment, Valley history interpretation, use of locallymade/grown products, and possible enhanced national andinternational designation of Hells Canyon. The Valley’s spectacularsetting and outdoor way of life are dependent on clean water, cleanair, and abundant natural resources. Continued efforts to restorehabitat, and to manage resources for the long term, will ensure ahigh quality of life and healthy economy for generations to come.

♦ Build an effective team to cooperate across borders, jurisdictionsand organizations to implement the Strategic Plan. Cross-borderrivalries and political differences reduce the competitiveness of theValley both as a tourism destination and a location for newbusiness development. Leadership that is committed to lookingforward, 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 onpage 41, provide more details about specific actions, partners and funding.

NEXT STEPSThis Plan recommends that, following adoption of the Plan by cities, counties,chambers, ports, and other stakeholder groups, a Task Force be appointed withequal representation from Idaho and Washington to advance the implementationof the Valley Tourism Bureau and other key actions.




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Successful tourism developmentrequires that a community clearlyunderstand the assets (product)that it has to promote, and what itneeds to improve, so that tourismand local quality of life prospersustainably.

This section discusses key facts

and trends about tourism andrecreation in the Valley.

The consulting team conducted ananalysis of tourism and socio-economic data, administered anonline survey, and confidentiallyinterviewed business andcommunity leaders. The resultingassessment provides an importantframework for evaluating the

conditions and opportunitiesaffecting tourism development inthe Valley.




Tourism has been important to the Lewiston-Clarkston Valley for decades. TheNez Perce Tribe began hosting foreign visitors when Lewis & Clark arrived in1805. Local family-owned outfitting businesses have provided guided HellsCanyon, 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 fortourism promotion in the Valley: the Lewiston Chamber of Commerce, ClarkstonChamber of Commerce, and Hells Canyon Visitor Association. Collectively, thesethree organizations employ seven staff working full-time or part-time on tourismpromotion, 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 TravelAssociation 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 tablebelow summarizes the 2006 budgets of the organizations by funding source.

2006 Valley Tourism Organization Funding by Source

OrganizationAsotin Co

Lodging TaxClarkstonLodging

Tax

IdahoLodging Tax

Members &Advertising Other Total

Hells CanyonVisitor Assn. $80,000 $24,000

$ 0

$ 1,900

$11,600 $117,500

ClarkstonChamber 0 10,000

0

10,000

11,016 31,016

LewistonChamber 0 0

39,000

55,350

26,425 120,775

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

Among the three organizations, there are three toll-free phone numbers, threeweb sites, and several brochures and visitor guides promoting the Valley. Theorganizations often work together on joint advertising, which lists multiplephone numbers and web sites for visitors to contact (see example at right). Allthree organizations spend funds on advertising and publicity, printedmaterials, web site hosting/updates, telephone charges, and postage to mailinformation to visitors. The HCVA and Lewiston Chamber also use funds forInternet marketing, media tours, trade shows, memberships to nationalorganizations, and travel (see table on page 61 for details). Many Valleytourism businesses pay membership dues or sponsorship fees to all threeorganizations.

Therefore, the Valley lacks a single image or marketing message, and a singlepoint of contact for visitors, which is a competitive disadvantage compared toother destinations. The presence of three organizations creates extra costs foradministration, duplicative marketing efforts, lack of a strategic vision anddirection for tourism marketing, and different standards and procedures for salesefforts, handling of leads, and tracking/reporting of results.

TOURISM ORGANIZATIONS IN THE VALLEY




In 2004, visitors tothe Valley spent$126.1 million.

Key local trends that impact tourism and business development are summarizedbelow and on the following pages.

EEcc oo nn oo mm iicc IImm pp aa cc tt oo ff TToo uu rr iiss mm iinn tthh ee VVaa llllee yy Tourism brings “new money” to the Valley in the form of business revenues, andsales and lodging taxes, which then provide jobs, property taxes, and support forgoods and services in the Valley that benefit local residents. In 2004, visitorexpenditures totaled $126.1 million, and generated $7.7 million in local and statetaxes.

A 2004 Washington State Tourism Travel Impacts Study for Asotin Countyrevealed the following economic impacts from tourism:

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

account for most of this rise)

Also in 2004, a study of the Economic Impact of Travel & Tourism in Idaho byGlobal 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 in2000): $29.5 million Shopping, $18.4 million Food and Beverage, $11.4million 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 taxreceipts, enhanced tourism development and promotion efforts will result in evengreater tourist spending.

LLoo dd gg iinn gg SS aa llee ss TTrree nn dd ss From 2001 to 2006, Asotin County’s lodging tax collections increased 21%due in part to above-average sales in June and July, 2006. In Nez PerceCounty , lodging sales increased 56% for the same period. The Valley hasstrong sales in the summer months, continuing into the Fall fishing season.

In 2006, the City of Clarkston City received $78,439 from lodging/occupancytax, a 16.6% increase over 2005.

The tables on the next page show overall Valley monthly lodging sales from2004 to 2006, and Nez Perce County lodging sales for the years 2002-2006compared to the five-county region of North Central Idaho and the State ofIdaho. New properties and higher average room rates added to the growth insales revenue for hotels, motels and RV parks.

Asotin Countyenjoyed a 15%increase in lodgingtax collections in2006 vs. 2005,representing$554,450 inadditional revenue

to local lodgingbusinesses.

TOURISM AND SOCIO-ECONOMIC TRENDS




Valley LodgingSales 2004-2006

2004: $10,923,5402005: $12,128,4132006: $12,930,885

Increase: $2 million18.4%

Asotin and Nez Perce CountiesCombined Lodging Revenue:

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

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000$1,200,000

$1,400,000

$1,600,000

$1,800,000

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

2004 2005 2006

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

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

Idaho State%

ChangeNez Perce

County%

ChangeIdaho

Region 2%

Change

Idaho Lodging Sales ComparisonCounty, Region, State

2002 - 2006Source: Idaho State Tax Commission

The chart above shows that combined lodging sales in Asotin and Nez PerceCounties have grown from 2004 to 2006 in most months. The table belowcompares Asotin and Nez Perce County lodging sales and lodging unitinventories, along with sales trends from 2002 to 2006.

Lodging Sales Comparison: Asotin and Nez Perce Counties

Asotin Co. % of Ttl Nez Perce Co. % of Ttl Total2006 Lodging Sales $4,170,650 32% $8,758,212 68% $12,928,862Change 2002 to 2006 +18% +30%# of Lodging Units, Ttl 560 40% 844 60% 1,404

Hotel/Motel/B&B 348 33% 718 67% 1,066

RV/Campground 212 63% 126 37% 3382006 Avg. Sales/Unit $7,448 $10,377 $9,209

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




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A 2005 visitor survey conducted at four sites in Lewiston indicated that the topstates 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 theValley, 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 drivingtour (17%), or participate in outdoor recreation (12%). Another 7% weretraveling for business, and 7% were following the Lewis & Clark Trail. Atleast 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 InformationCenters (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 thinvertical red lines is a Sunday, and the two thicker red lines are July 4 th and Labor Day. The chart indicates that visitation peaked in late July andearly August, with a large spike over Labor Day weekend, and severalweekend spikes in June. September and October visitation also spikeson weekends, at a lower level than in summer.

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

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How Much of the Shopping Dollar is Retained in the Community?

6¢ of every dollar spent at a big box store is retained/re-circulated locally.20¢ of every dollar spent at a chain store is retained/re-circulated locally.60¢ of every dollar spent at a locally-owned store is retained/re-circulated locally.

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

0

5

10

15

20

25

30

35

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1 0 / 2 3 / 2 0 0 5

Week




There is a significant gap between the allowable

number of permitted passengers in Hells Canyonand the number of trips actually taken.

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

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

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

-

10,000

20,000

30,000

40,000

50,000

2002 2003 2004 2005 2006Floaters PowerboatersTotal Service Days: Total Service Days T re nd

Hells Canyon Commercial Usage2002-2006

Source: Hells Canyon National Recreation Area Visitor Usage Report

31,239

35,953

32,992

36,875

33,218

25,000

30,000

35,000

40,000

2002 2003 2004 2005 2006

Commercial Passengers

HHee llllss CCaa nn yyoo nn VViiss iittaa tt iioo nn The number of Hells Canyon visitors and servicedays declined from 2001 to 2003, rebounded tonearly 2001 levels in 2005, then fell significantlyagain in 2006. The first year of implementationof the Hells Canyon Management Plan occurred

in 2003, which was also the year following thebankruptcy of a cruise ship line, which cancelledall of its jet boat trips that year. The trend incommercial passengers was similar to theservice day trend, dropping by 3,500passengers in 2006, despite increased numbersof cruise lines. From 2002 to 2006, commercial

jet boat passengers declined by 7%, andcommercial rafting passengers declined by 10%.

The 36-mile section of river downstream fromUpper Pittsburg Landing to mile 180.2 is

designated Scenic, which means it is still largelyprimitive and undeveloped, but accessible. The31.5-mile section of the river between HellsCanyon Dam and Upper Pittsburg Landing isdesignated Wild under the Wild and ScenicRivers Act.

Private (non-commercial) boating permits are required 7 days a week in the Wildsection 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 mostusers staying on the river for three to four days. In the Scenic section, privatepermit reservations are required Friday through Sunday and holidays during

Primary season, with 8reservations allowedper day, and amaximum party size of24. There is a waitinglist during PrimarySeason; however largenumbers of permits areconsistently cancelledat the last minute.




81 81

124

104 104 97 103

130146

0

20

40

60

80

100

120

140

160

1999 2000 2001 2002 2003 2004 2005 2006 2007

Port of Clarkston Cruise Ship DockingsSource: Port of Clarkston

E s t i m a t e d

CCrruu iiss ee SS hh iipp ss iinn tthh ee VVaa llllee yy The Port of Clarkston serves,and aggressively markets to,cruise ships which dock year-round and take passengers on

jet boat trips into Hells

Canyon, on rail tours of theClearwater Valley, and to visitother Valley attractions. Thenumber of cruise ship arrivalsfluctuated from 1999 to 2006,due in part to the loss of acruise line in 2003. However,dockings increased in 2006,and will grow even more in2007 with the return to theValley of the150-passengerColumbia Queen. The number

of cruise ships will increase by 10%, generating 22 additional dockings, andpotentially 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 arrivaldates. The peak times for the cruise ships are in Spring and Fall, which is idealfor development of off-peak season tourism for the Valley. Tourism marketingefforts are focused on extending the stays of cruise ships to enhance visitorspending and economic impact.

Year Cruise Line Ship Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2004 American West Queen of the West

Empress of the NorthLinblad Sea Lion

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

2005 American West Queen of the WestEmpress of the North

Linblad Sea LionSea Bird

Cruise West Spirit of DiscoverySpirit of AlaskaSpirit of Ninety Eight

Great American Columbia QueenGlacier Bay Wilderness Discovery

American Safari Safari Quest2006 American West Queen of the West


Sea BirdCruise West Spirit of Discovery

Spirit of AlaskaSpirit of Ninety Eight

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

Month in Port Year Cruise Line Ship Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2004 American West Queen of the West


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

2005 American West Queen of the WestEmpress of the North

Linblad Sea LionSea Bird

Cruise West Spirit of DiscoverySpirit of AlaskaSpirit of Ninety Eight

Great American Columbia QueenGlacier Bay Wilderness Discovery

American Safari Safari Quest2006 American West Queen of the West


Sea BirdCruise West Spirit of Discovery

Spirit of AlaskaSpirit of Ninety Eight

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

Month in Port




TotaB & B 13 10 2

Cabins 8 24 3

Guest Ranches 2 0Hotels/Motels 695 314 1009

RV Parks & Campgrounds 126 212 33Total: 844 560 1404

Nez PerceCounty

AsotinCounty

Valley Lodging Unit Inventory

Upscale and LimitedService Moderatelodging categories arein highest demand inthe U.S., and among thefastest growing.

TToo uu rr iiss mm BBuu ss iinn ee ss ss IInn vvee nn ttoo rryy && AAss ss ee ss ss mm ee nn tt The Valley has approximately 1,400 lodgingunits, of which 1,066 are hotel/motel, bed &breakfast, and lodges/cabins, and 338 are RVor campground units (see chart at right). Thepopulation of the Valley increases by nearly

3,000 people when all lodging facilities arefilled, with an average of two guests per unit.According to Smith Travel Research, the hoteloccupancy rate in the Valley in 2006 wasabout 58%.

The American Automobile Association (AAA) rates lodging properties basedon their services and amenities. Within the Valley, about one-third (34%) ofthe lodging rooms are rated as Business Class (3 Diamond), and 62% arerated as Basic or Budget Class (2 or 1 Diamond), as indicated in the tableand chart below. None of the lodging facilities is rated as an Upscaleproperty (4 or 5 Diamond). According to Smith Travel Research, the

Upscale and Limited Service Moderate lodging categories are the classes inhighest demand in the U.S., and among the fastest growing. The lack of Upscalefacilities in the Valley may present an opportunity for a niche or boutique hotel.

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

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

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

Classification#

Rooms %#

Rooms %#

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

710 348 1058

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

** Based on AAA classes:Luxury/Boutique = 5 Diamond (none in Valley)Business Class = 3 or 4 Diamond (3 Valley hotels are 3 Diamond,

none are 4 Diamond)Basic = 2 Diamond; Budget = 1 Diamond*Specialty Lodging varies (includes B&Bs, Lodges)

Asotin & Nez Perce CountiesCombined County Lodging Class

5%

34%

23%

39%

Specialty Business

Basic Budget




#Busineses

Sales($1,000)

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

Lewiston, Idaho-Washington MSA (NezPerce/Asotin Counties)

Business Sales by Category - TourismSource: 2002 Economic Census

#

Busineses Sales ($1,000)952 $ 2,250,88

Manufacturing 64 728,022$Retail trade 271 567,779$

Motor vehicle & parts dealers 53 $ 196,470General merchandise 10 $ 172,217Building material & garden supplies 21 $ 54,330Gasoline stations 21 $ 51,424Miscellaneous retailers 33 $ 26,772Health & personal care 18 $ 26,744Sporting goods, hobby, book, music 23 $ 14,012Clothing & accessories 21 $ 10,787Furniture & home furnishings 14 $ 7,955Nonstore retailers 11 $ 7,06

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

Business Sales by Category - Other

Total

Source: 2002 Economic Census Lewiston, Idaho-Washington MSA (Nez

Perce/Asotin Counties)

Tourism contributes less than6% of the Valley’s total businessand industry sales, but has asignificant impact on certainsectors. Unquestionably, there isopportunity for tourism tocontribute a larger share!

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

$469,000

$624,451 $690,534

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

1992 1997 2002

Asotin & Nez Perce Counties

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Valley business sales in the categoriestypically associated with tourism totaledmore than $225 million in 2002 (seetable at right). The largest categorieswere food and beverage sales, to whichvisitors contributed an estimated $40+million.

Note that in 2004, visitors to the Valleyspent a total of $126.1 million onshopping, dining, lodging, entertain-ment, and transportation (see page 7).

By comparison, in 2002, total businesssales of all types in the Valley totaled$2.25 billion, led by manufacturing at$728 million, and followed by retail tradeat $568 million (see table at right). Retailsales for Asotin and Nez Perce countiescombined grew by 47% in the decadefrom 1992 to 2002, with a total of 271retail businesses in the ValleyMetropolitan Statistical Area (MSA).

While tourism comprises less than 6%of total business and industry sales inthe Valley, it makes a significantcontribution in certain sectors, namelydining, lodging, retail and entertainment.Without tourism, a number of theseexisting businesses and services wouldnot survive. Tourism also supportsincreased air service in the Valley (seepage 36 for air service trends).




Nez Perce Co Asotin Co

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

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

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

Population Trends in Asotin and Nez Perce Counties

TTrraa nn ss pp oo rr ttaa tt iioo nn In the 1990s, three commercial passenger airlines served the Lewiston-NezPerce County Regional Airport: Horizon, SkyWest, and United Express, withflights to Boise, Seattle, Portland, Spokane, and Salt Lake City. They flew smallplanes and offered many flights per day. Before 2000, both United Express andSkyWest 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 theValley with a revenue guarantee to run two flights daily to/from SaltLake City. Flight load factors (occupancies) have been strong;however, Horizon still runs only two flights daily to/from Boise, andthree flights daily to/from Seattle. As population and businessdevelopment continue to grow in north central Idaho andsoutheastern Washington, more airline capacity is needed tofacilitate additional tourism growth; with higher volumes, airfare costsmay become more affordable.

The Lewis-Clark Valley sits at the crossroads of three U.S. Highways: U.S.95/195 running north to Moscow/Coeur d’Alene and Pullman/Spokane, and southto Boise, and U.S. 12 running east to Missoula and west to Walla Walla and theTri-Cities. Area transit service is provided by Valley Transit.

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

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

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

Population Growth,1990-2000

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




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

Change% of change

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

% of change

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

% of change

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

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

-2.1% 8.1%

Asotin Combined

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

StatisticNote:

-81-13.9%

-23-6.7%

19.1% 8.9%

-2.0%$7,0575.2%

$15,62212.0%

$8,5506.6%

Lewis-Clark Valley Single Family Real Estate Sales

-$3,000

210.5%

-102

Lewiston Clarkston

TOURISM RELATED EconomicCensus by Industry Sector - 2002

Payroll($1,000)

% ofPayroll

Number ofPaid

Employees% of

Employees

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

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

Payroll and Employment in Tourism-Related Sectors

Nearly 15,000 individuals in the Valley are employed by 16 companies. Potlatchis the largest single employer with a workforce of 1,900 (13% of the total). TheValley had 210 more employees (4%) in 2005 than in 1995, though the numberof employers declined by 14 (4%). The category of Arts, Entertainment andRecreation experienced the largest gain in the number of employees (316) from1995 to 2005, though there were 6 fewer businesses in this category in 2005then in 1995. The retail sector employs the largest number of people in the

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

RRee aa ll EEss ttaa ttee && BBuu ss iinn ee ss ss DDee vvee lloo pp mm ee nn tt Population growth has fueled increases in real estate sales and the number ofhomes and businesses in the Valley. The number of housing units in Asotin andNez Perce Counties grew from 21,982 in 1990 to 25,955 (estim.) in 2005 – an18% increase. Consistent with national trends, the number of residential realestate sales declined in 2006 compared to 2005, but the average sale priceincreased 8% (see table below). The housing vacancy rate in the Valley is

around 6% in Asotin County, and 7%-8% in Nez Perce County.

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




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This section contains a summaryassessment of the Valley’s Strengths,Weaknesses, Opportunities and Threats(SWOT) related to tourism. Theassessment is viewed from theperspective of a visitor and/or a businessinvestor, whether the investor is anexisting business owner seeking toexpand, a start-up entrepreneur, or a

business considering relocation to theValley. (A comprehensive SWOTanalysis is included in Appendix A.)

The assessment covers the followingaspects of tourism and recreation in theValley:♦ Attractions, Activities, Events &

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

SUMMARY




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

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

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

Dogwood Festival, County Fairs, bicycle races, Winter Spirit, UI/WSU events

Community Facilities and Services that Support Tourism♦ Transportation: intersection of two U.S. highways, airport, ports, transit service,

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

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

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

county government, state and federal agencies

Strengths, Weaknesses, Opportunities, Threats




WWee aa kknn ee ss ss ee ss Visitor Attractions♦ Lack of awareness outside the region about Hells Canyon and other nationally-

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

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

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

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

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

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

districts and historic neighborhoods; interpretation gaps in stories at historicallysignificant locations♦ Smell from Potlatch and EKO (and misinformation about what causes it)♦ Limited shopping opportunities in Downtown districts

Community Facilities and Services that Support Tourism♦ No single lead agency for Valley tourism promotion – fragmented efforts♦ No Interstate highway access, poor roads and streets♦ Limited commercial passenger air service♦ Lack of upscale lodging facilities and dining opportunities♦ Lack of coordination across borders and organizations for marketing, funding,

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

not well managed or enforced♦ Declining funds for public transit♦ Signage/wayfinding; visitor centers hard to find and access♦ Lack of stable funding for tourism development and promotion♦ Federal policies re. water, ATVs, fishing, etc.♦ Deficiencies in infrastructure, telecommunications, meeting space♦ Lack of big picture vision, visionary leadership, resistance to change♦ Over-regulation♦ Local residents’ fear of, or lack of support for, tourism♦ Need for more business involvement; apathy♦

Lack of State support; competition for resources♦ Lack of awareness by locals of Valley’s assets♦ Poor customer service (“fast food mentality”)♦ Dominance of manufacturing hinders focus on growth of other industries♦ Low wages and lack of benefits in tourism industry♦ Few free and/or unknown wireless hot spots for travelers




OOpp pp oo rr ttuu nn iitt iiee ss 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., NationalPark and/or World Heritage Site)♦ Main Street program to increase vitality of Downtown districts♦ Arts/cultural events: music/concerts, artisans gatherings, pow wows, self-

guided tours, etc.♦ Wineries, wine tastings/tours♦ Enhanced interpretation of key sites♦ Continuation of LCSC – Nez Perce Tribe Lewis & Clark Symposium♦ Elderhostel programs, activities for RVers♦ Conferences, meetings and trade shows (Pacific NW)♦ Cultural/Tribal tourism♦ Enhanced historic/cultural facilities♦ More kid-friendly activities and attractions♦ Rail tours: dinner train, excursions up Clearwater River♦ Airport fly-ins: general aviation (600,000+ private pilots within 4 hours)

Community Facilities and Services that Support Tourism♦ Valley tourism bureau: single tourism organization♦ Valley Civic Center to hold large events, concerts, meetings, performances♦ Visitor Centers at each entrance to Valley♦ Improved signage and wayfinding♦ Transportation: more integrated public transit, air service, water taxi♦ Ports: attract more cruise ships, extend stays in Valley♦ 2 States, 2 Counties, 3 Cities, Tribe: work together♦ Public-private-tribal-nonprofit tourism development and marketing partnerships♦ Consistent/unified message: Valley is a destination♦ Enhanced coordination and capacity-building♦ Increased funding for tourism (i.e., local option tax, Auditorium District)♦ Training for business owners/managers, front-liners to improve customer

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

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




TThh rree aa ttss 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 theValley and historic Downtowns♦ Overuse of natural resources♦ Possible drawdowns, dam breaching, dredging♦ Decline of fishing opportunities♦ Lack of dredging threatens use of ports and marinas♦ Security issues (terrorism, bird flu, food, etc.), stagnant economy

Community Facilities and Services that Support Tourism♦ Lack of communication, cooperation, leadership; multi-jurisdictional conflicts♦ Transportation/access (cost of fuel, air service)♦ History of competition between Lewiston and Clarkston♦ Apathetic leadership, lack of vision for better quality of life in Valley♦ Misperceptions of community about tourism; apathy/”Go Home” attitude;

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




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This section details the Valley’s tourismvision, brand, target markets, goals, andactions to achieve the goals.

The vision, goals and actions are basedon input from Valley stakeholders, basedon the trends and assessment in theprevious sections.

The brand and target markets are basedon market research and tourism trends inthe Valley.


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In 2012, the Valley is a year-round destination for travelers seeking world

class natural attractions and high quality outdoor recreation experiences.A variety of guided tours, interpretive excursions, and adventures await visitors of all ages. Appropriate attractions and businesses are thriving along the waterfront green belt. Regular sporting and cultural events create a lively and exciting atmosphere in the Valley. The Hells Canyon brand has unified tourism marketing efforts.

Local heritage and Nez Perce tribal culture are highlighted. Downtowns are vibrant, with a variety of specialty shops, entertainment, events,activities, sidewalk dining, professional services, and downtown living spaces. New tourist-oriented businesses and attractions draw visitors to

linger in Downtown. Historic buildings have been restored, and underutilized sites redeveloped, creating a unique sense of charm and character in the center of the community. A new Lewiston Civic Center is being planned to host large events, concerts, and performances.

A single marketing organization promotes tourism in the Valley and manages all visitor information services. Cooperation among businesses,agencies, and nonprofit organizations fosters a highly effective marketing program that results in significant gains in visitation and tourism revenue.Funding to support tourism programming is stable. Public policy supports sustainable tourism development. Private, public, tribal and nonprofit

partners work together to plan, fund and implement tourism initiatives.

Business developers and City planners embrace tourism and recreation- related investment opportunities. A Valley-wide Waterfront Master Plan has been completed, resulting in river access and waterfront development that is well-planned and consistent with the character and environment of the Valley. The green belt connects waterfront amenities and is an outstanding addition to local quality of life. Expanded tourist facilities and services generate tax revenues for civic services and improvements.Worker wages and benefits have increased with improved training and business profitability.

The Valley is more accessible with frequent air service, better highways,and local transit/trolley service. Sign clutter has been reduced, wayfinding has improved, and town entrances and corridors have visually improved the community “curb appeal.” Odor issues have been addressed. Valley residents support tourism, are knowledgeable about the area’s assets,and actively promote attractions, activities and amenities to their family and friends.

VISION FOR 2012




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The main tourist attraction for the Lewis-Clark Valley

as a destination is Hells Canyon. As the deepestcanyon in North America, and virtually undeveloped, itis an experience unlike any other. The Valley hasmany other attractions, events, activities, andamenities, but Hells Canyon is the star attraction, andthe thing for which the Valley is best known (seeBrand sidebar at right).

The Hells Canyon experience varies by time of yearand mode of travel, but it is the best known identity forthe Valley – the one thing that visitors cannot findcloser to home.

Based on the Valley’s target customer markets, thereare opportunities to diversify and improve the HellsCanyon visitor’s experience by upgrading the level ofinterpretation, providing headphones for noisemuffling and interpretive programming during jet boattours, offering more half-day trips, and improving thelevel of cooperation among commercial tour providersto better serve visitors.

The visitor’s overall experience – their perception ofthe Valley’s brand – will be influenced by the

customer service they receive at every point in theircontact with the Valley, from viewing or readinginformation, to inquiry, arrival, activities, departure,and follow-up. A commitment to exceeding visitorexpectations, satisfying each customer’s needs, andproviding consistent, high quality customer service,will enhance the brand of the Lewis-Clark Valley.

THE VALLEY’S TOURISM BRAND

What is a Brand?

The average American sees 3,000 marketingmessages daily. 97% of all tourism advertising isineffective. Every year, another 2,000communities in the U.S. and Canada pursuetourism as a priority strategy. Of the 425 countiesin the western U.S., 409 of them promoteoutdoor recreation as their primary tourism draw.

How can the Lewis-Clark Valley set itselfapart amid the clutter and competition?

A destination’s brand is in the perception of thecustomer – it is not necessarily what you thinkyou are, it’s what the customer thinks you are.

The brand is what the destination is known for – and what its target customers cannot get closer to home . The brand is not just the place, and it isnot a logo or slogan – it is an experience. Themore specific or narrow the brand, the stronger itis in grabbing customers’ attention.

In that context, the brand of the Lewis-ClarkValley is the Hells Canyon experience .Whether the visits are for whitewater, fishinginterpretation, hunting, sightseeing, meetings,sports events, hiking, or romance, the HellsCanyon experience is the overarching brand.

In Valley marketing efforts, all messages andactivities should build around a Hells Canyontheme, in order to reinforce brand identity.Sporting events, Dogwood Festival, the LewistonRoundup, NAIA, steelhead derby, conferences,

jet boat manufacturing tours, golf, and otherpromotions all should use Hells Canyon as acommon theme and enticement for otheractivities.

A specific logo and slogan (marketing message,or brand promise) to describe the Hells Canyonexperience will be developed as part of theValley Tourism Marketing Plan. The slogan is the“exclamation point” on the key message – itreinforces the brand by answering the question“why go there?” The logo uses graphic shapesand colors that appeal to the destination’s keytarget markets.

BRAND




Based on market and business research, the following are priority geographicand demographic target markets for Valley tourism marketing efforts.

Priority Geographic TargetsThe Pacific Northwest is the primary source of customers for Valley tourismbusinesses and organizations. Based on the 2005 traveler survey, andresponses to a question about domestic geographic markets on the online surveyof Valley businesses and organizations, priority markets are the Northweststates: Washington, Idaho, Oregon and Montana. Within the Northwest region,the top markets were the following:

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

* MSA=Metropolitan Statistical Area

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

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

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

Priority Demographic TargetsImportant demographic targets for the Valley are the following:♦ Empty Nesters♦ Professional Blue Collar/Tradesmen♦ Family and friends of local residents♦ Scenic drivers/sightseers♦ Adventure and outdoor recreation travelers (boating, hiking, biking, etc.)♦ Heritage/cultural travelers (including Lewis & Clark and Nez Perce Tribe)♦ Anglers♦ Hunters♦ Families with kids (summer, holidays)♦

RVers♦ Sports teams and clubs♦ Festival and event participants♦ Business travelers, including conferences and meetings♦ Wildlife viewers, bird watchers♦ Equestrians♦ State and nonprofit associations♦ Group tours♦ Private pilots, aviation groups/clubs

TOURISM TARGET MARKETS




The following goals were identified to achieve the vision for tourism andrecreation in the Lewis-Clark Valley.

1. Increase Valley tourism revenues year-round through effectivemarketing and promotion efforts focused on priority markets.

2. Encourage tourism and recreation-related business development that isstrategic, sustainable, and supported by public policy.

3. Enhance the appeal of the Valley with improvements to infrastructureand amenities that provide a quality experience for both residents andvisitors.

4. Accentuate and manage the Valley’s natural, cultural and historicresources so they are sustained for future generations.

5. Create partnerships with public, private, tribal and nonprofitorganizations to plan, fund, and implement strategic tourismprogramming, and measure results.

TOURISM GOALS




Tourism BureauTargets

At 58% occupancy, thereare about 218,000 roomnights booked annually inthe Valley, and 158,000empty rooms. To reach75% occupancy, an

additional 78,500 roomnight bookings areneeded.

Initially, the VTB goal willbe to work with hotels tobook an additional 31,200room nights annually.That equates to attractingan additional 400individual visitors permonth who stay 2 nightseach, plus at least 2groups per month thateach use 300 rooms for 3nights.

The VTB will focus ongroups such as sportingevents, group tours,cultural travelers, andconferences that needmore than one hoteland/or off-site facilities.

All travelers will beencouraged to visit HellsCanyon.

To make the vision a reality for Valley tourism by 2012, specific actions toachieve each goal are listed below. For each action, a responsibleorganization is identified. Potential funding and technical resources forimplementation are listed in the Implementation section on page 45,followed by an Action Table summarizing the actions and implementationtimeline beginning on page 50.

Goal 1: Increase Valley tourism revenues year-round througheffective marketing and promotion efforts focused onpriority markets.

1.1. Form a single Valley Tourism Marketing Organization (referred to asthe Valley Tourism Bureau, or VTB). As discussed on page 5, there arecurrently 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 andorganizations demonstrated overwhelming support for the formation of asingle Valley tourism marketing organization to increase efficiency andeliminate duplications. Such an organization would be consistent with thestructure and functions of a traditional Convention & Visitor Bureau (CVB),focused on marketing tourism in the Lewis-Clark Valley.The organization’s primary mission should be marketing, including oversightof Valley visitor information services (visitor centers, kiosks, airport visitorinformation, promotion materials, maps, possible booking service). Note: it isrecommended that the organization not be involved in event planning andmanagement, but instead focused on promotion of events planned andexecuted by other organizations.The VTB should be an ‘approachable’ organization that focuses on resultswithout regard to who gets credit for bookings, leads, etc. It should be aplace where creative, ‘out-of-the-box’ ideas are welcome about Valleymarketing, promotion, customer service, feedback, etc. Below aresuggested steps to develop the single marketing organization:1.1.1. Form a Task Force with equal representation from Asotin and Nez

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

1.1.2. Bring together key private, public, nonprofit, and tribal partners todetermine a vision and structure for the new organization, focusedon maximizing the revenue potential of the Valley’s tourism and

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

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

ACTIONS TO ACHIEVE GOALS




budget needed for the organization is estimated to be nearly $300,000(see Implementation and Funding section for details, page 45).In a typical CVB, the Executive Director would be responsible for overallorganization management; dealings with the Board, local elected officialsand media; budget and fundraising; reporting of marketing results; etc., aswell as handling client sales and marketing. The Director of Sales wouldhandle monthly meetings with Valley hotels, outfitters, and otherorganization representatives, develop conference/event bids, work withtour 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 organizationpolicies, consistent with the professional standards of theDestination Marketing Association International (DMAI, see nextpage). Determine potential office space and equipment needs,and location of office operations. Then conduct a search to fillpositions and hire staff (staff of existing tourism-relatedorganizations would be encouraged to apply).

1.1.6. Develop performance goals for the organization in terms of

number of leads to be generated monthly, new client contacts tobe made, number of conference/event bids to be proposed, totalroom nights booked annually, conversion rate of inquiries,number of visitors served, fund-raising targets, client databasemanagement and tracking, reporting, etc.

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

1.1.8. Begin operations with the VTB. Host a meeting of local hotelsales directors/managers; a meeting with local outfitters; and ameeting with local public/nonprofit facility managers and eventplanners, all to discuss marketing strategies and reporting.Continue to meet with these groups regularly to discusscooperative marketing efforts, challenges, ideas, tracking andreporting of results. Form committees as needed to help overseeor implement specific projects.

1.1.9. Confirm marketing priorities and ensure a market-driven strategythat comprehensively represents the entire Valley, and includesrecruiting group business, distributing leads to Valley businesses andorganizations, then track marketing effort results, and report regularly tostakeholders (businesses, cities, counties, etc.).

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

The Boise Convention &Visitor Bureau (BCVB) isone of only 15 DMAI-certified CVBs in the U.S.It annually generatesbookings of 80,000 roomnights; distributes 300group leads monthly tolocal hotels, event venues,and outfitters; maintains aclient database of 4,000contacts representing10,000 clients; andmaintains a communica-tions, tracking andreporting system that hasreceived nationalrecognition. The BCVBhas a total of fourteenstaff, and manages two

visitor centers and anairport kiosk staffed by 50volunteers. Merchandisesales at the visitor centershelps to fund operations.The BCVB is funded bythe Boise AuditoriumDistrict and Idaho TravelCouncil grants.




Destination Marketing Organizations (DMOs)

A Tourism Bureau, or Convention & Visitor Bureau (CVB), is aDestination Marketing Organization (DMO). Convention & VisitorBureaus date back to 1895 (originated in Detroit). Bureaus generallyare 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. Itprovides standards and accreditation for Bureaus and their professionalstaff, and represents more than 1,100 professional members from nearly500 CVBs in 30 countries. DMAI has a meeting and conventiondatabase that tracks records on more than 20,000 associations andcorporate 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, travelcounselors, reservations, Visitor Information or Welcome Center(s)♦ Market Research: market intelligence gathering and analyses to

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

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

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

identify gaps and development needs

DMO Budgets : DMAI provides sample spreadsheets for DMOs tostandardize and track budgets and staff and organization performance.

Advertising is the largest budget expense for most CVBs followed bysales, publications and marketing. For example, at the Detroit MetroCVB, 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 feedbackDMAI Accreditation Program (DMAP) : DMAI certificationrequires that Bureaus meet minimum standards in the areas oforganization governance, finances, human resources, use oftechnology, marketing, visitor services, group services, sales,communications, membership, management and facilities, brandmanagement, destination development, research and marketintelligence, 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 TourismMarketing Plan will consolidate and unify these efforts under one organization, sothat the Valley’s brand is marketed consistently and effectively. The strategiesincluded in the Plan will be based on the priority target markets, and will includesuch 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 inIdaho, Washington, Oregon and Montana. The North Central Idaho TravelAssociation (NCITA) is spearheading cooperative campaigns such as the“Top 10 Scenic Drives in the Northern Rockies” that link the Valley toGlacier National Park, Yellowstone National Park, and the InternationalSelkirk Loop. Other cooperative promotions link the Valley with theColumbia Gorge, Wallowas, and Central Washington Wine Country.

An advertising agency should be retained to design and implementadvertising and promotion materials for the organization, and toincorporate 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 localbusinesses/organizations will determine priorities for emphasis to fill gapsin off-peak seasons. Special events, group activities, themed promotions,direct sales, media relations and other strategies will target niche marketsand 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 attractvisitors. The VTB should meet with local groups interested in expandingor developing local/regional events to enhance off-peak season visitation.Examples are sports tournaments, aviation club fly-ins, wine tasting, RVrallies, a regional 5-stage uphill bicycle race, motorcycle rallies, bowlingtournaments, 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 tohighlight Valley attractions, historic/cultural sites, museums, eventvenues, recreation/river facilities, trail systems, business districts andother visitor services. The VTB should coordinate this effort, working with

a committee of volunteers and its ad agency to produce the guide anddevelop 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, andother 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 NRAoffice are difficult to find and access, particularly for RV travelers. Moreover, theHells Canyon NRA office does not reflect the world class nature of the HellsCanyon attraction. The following steps are recommended to enhance visitorservices at key Valley gateways.

1.3.1. Implement the recommendations of the Clarkston VisitorInformation Center Feasibility Study, which addresses options fora potential new visitor information location at the west end ofClarkston.

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

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

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

1.3.5. Support installation of pedestrian-oriented kiosks at key sites: 5 th Streetand highway bypass in Lewiston, 6 th and Bridge Streets in Clarkston,Hells Gate State Park, Clearwater Casino, cruise ship dock, leveetrailheads, etc. Maximize available resources through partnershipsbetween the cities, Valley Tourism Bureau, Chambers of Commerce,Downtown businesses, outfitters, colleges, state/federal agencies, NezPerce 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 fundvisitor center operations, and a part-time Volunteer Coordinator. Initiallythe visitor center can be staffed by volunteers, but a goal is to have year-round paid staff through on-site advertising and merchandising revenue,including a potential phone bank with direct lines to hotels and outfitters.Investigate examples of such operations in Boise, Twin Falls, MountainHome, etc., and determine a strategy and timeline for implementation inthe Valley. To avoid competition with local businesses, retail items couldbe of limited variety, and purchased at cost plus from local businesses,then promoted by encouraging visitors to go to local stores for a largerselection of additional items.

Responsibility: VTB Visitor Center Volunteer Coordinator

1.5 Develop and maintain a Valley Pride of Tourism Award. Annually selectbusinesses and agencies that demonstrate commitment to customer service,distribution of Valley marketing materials, referrals to other businesses andattractions, etc.Responsibility: VTB Tourism Awards Committee

Visitor Center, Newport, WA




1.6 Refine and enhance the Valley customer service training program. Workwith business owners and managers to improve training for front-line employees,and delivery mechanisms for customer service training. Incorporate trainingabout Valley history, facts, services, attractions, and activities into the training.Develop an incentive program to encourage businesses and employees tobecome 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 forindividuals becoming ‘tourism certified’, as well as the businesses andagencies sponsoring the individuals.

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

Responsibility: LCSC, WWCC, NCITA, VTB Tourism Service Committee

1.7 Solicit visitor feedback about their experiences in the Valley.Gather information from visitors via a comment card, online feedback form, etc.Distribute the comment card through local businesses and attractions, andcollect, 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/facilitiesthat gather the most cards from customers.

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

1.7.4. Create an annual recognition program for businesses/agencies thatreceive 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 civicorganizations about the VTB, its efforts, plans and successes, as an ongoingstrategy to build and maintain Valley awareness about tourism. Utilize print andonline media (articles, letters to the press, e-newsletters, web sites etc.).Responsibility: VTB staff, ad agency




Goal 2: Assist tourism and recreation-related business developmentthat is strategic, sustainable, and supported by publicpolicy.

2.1 Identify and pursue potential targets for tourism-related businesses.Focus on expansion or new development of visitor services, including anupscale boutique hotel, wineries, dining, Hells Canyon central bookingservice, guided activities (mountain biking, ecotourism, ORV tours,nature/history/wildlife/birding, photography, trail rides, paragliding,parasailing, skydiving, Nez Perce Tribal history/culture, etc.), andrecreation rentals (bikes, rollerblades, paddleboats, houseboats, jet skis,kayaks, wakeboard, etc.). Additionally, encourage business developmentthat benefits both local residents and visitors, such as air services/shuttles,artisans, family entertainment, trade shows, expositions, recreationequipment manufacturing/testing, sporting goods, RV repair, farmersmarket, Northwest/ Tribal specialties, etc.Responsibility: Valley Vision, Palouse Econ. Dev’t, Chambers of Commerce

2.2 Develop waterfront areas with tourist-oriented businesses. As partof the Waterfront Master Plan (see Action 3.4), determine possiblelocations and concepts for mixed use development including retail,dining, lodging, residential, and/or river-related services, aka, aboardwalk or public wharf concept. Re-zone waterfront areas for tourist-oriented commercial services. Preserve the character of the waterfront bylimiting building heights consistent with Downtown building heights andhistoric character, to prevent trendy high-rise development that willbecome an outdated liability in 20-30 years. Work with the UrbanRenewal Agency to develop key sites such as the Twin City Foods site,in order to access federal funds and preserve areas for public parking,Civic Center, etc.Responsibility: Cities, Counties, Ports, Corps of Engineers

2.3 Revitalize historic Downtown districts with Main Street programs.Use the National Main Street model ( www.mainstreet.org ) to developDowntown business development and promotion programs. ConductDowntown market analyses, develop business retention/recruitmentstrategies, market-driven design improvements, parking managementplans, historic building restoration/redevelopment, events, marketing andpromotion, and organization strategies. Link to Washington’s Main Streetprogram, and encourage the State of Idaho to initiate a Main StreetProgram to complement the Valley’s downtown revitalization efforts.2.3.1 Designate a liaison from the VTB to the Lewiston/Clarkston Downtown

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

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

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

“The Twin City Foodsproperty should bepromoted as the Valley

‘Jewel’ in thedevelopment ofwaterfront property; itcould be one of themain tourist attractions.”

- Stakeholder

“Trend-based buildingslike high rise waterfront

hotels and condominiumshave a 25-year shelf lifebefore becomingoutdated.

Waterfront developmentshould be consistent witha 100- (or 1,000-) yearBusiness Plan: designedto sustain and enhancethe character of the place,rather than detract from it.

Development tools such

as building height limits,setbacks, green space,and design guidelines willensure that newdevelopment is a sourceof community pride, ratherthan future blight.”

- National GeographicInstitute for Sustainable

Tourism Development




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

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

Responsibility: Downtown committees, Chambers, Cities, VTB, NCITA

2.4 Improve City and other governmental processes for businessdevelopment, including outdoor-oriented businesses. Encourage city andstate agencies to take a positive, proactive approach to assisting privateentities. Business respondents to the survey indicated a desire for improvedclarity of requirements, processes, review timelines, and processing forbusiness development projects. The issue is not a desire for absence ofrules, but rather consistency, clarity, and timeliness of processes, sobusinesses and developers can plan and budget more effectively foradherence and in mutual cooperation with city, state and federalgovernment entities.

2.4.1 Solicit business and property owner ongoing input to determine ways

to improve user-friendliness of planning/zoning, regulatory, andpermitting processes.

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

2.4.3 Meet with U.S. Army Corps of Engineers and U.S. Forest Service toidentify 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 addressingsustainable development, zoning, design guidelines, and other elements toensure long-term quality of life and property values in the Valley. Retain thecharacter and scale of the Valley’s built environment through building heightlimits, design guidelines, and design review in historic areas.Responsibility: Cities, Counties, Ports

2.6 Offer tourism-related workshops and training for business owners andgovernment agency employees. The online survey identified a number ofworkshop topics that respondents indicated would be helpful to their business ororganization. Use the survey results to schedule workshops and inviteappropriate 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 industrythrough education and Pride of Tourism recognition for all tourism-relatedbusiness, activity or attraction.

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

Main Street is one of themost powerful economicdevelopment programs inthe country. In 2005,nearly 1,900 Main Streetdistricts realized a netgain of 72,387 newbusinesses, whichcreated 331,417 new

jobs, and resulted in$31.5 billion in new publicand private investment inDowntown districts. Theaverage return oninvestment (ROI) indollars generated forevery dollar invested inMain Street was morethan $28 to $1.




Directional signs are lost inthe clutter of downtownbillboards and other signs.

Goal 3: Enhance the appeal of the Valley with improvements toinfrastructure and amenities that provide a quality experience forboth residents and visitors.

3.1 Improve community entrances and unattractive areas of theValley that create negative visitor impressions. Develop incentivesand/or volunteer programs to assist property owners with clean up.Continue City-led efforts to enhance entrances to town, incoordination with Departments of Transportation, counties, andproperty owners. Identify dilapidated buildings and encourageredevelopment, or use public safety hazard ordinances to addresscleanup.3.1.1 Develop accountability. Establish a working committee to

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

3.1.2 Consider future design and installation of intersectionimprovements such as roundabouts at the east entrance toClarkston (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 andvisit the Valley.

Responsibility: Cities, Chambers, DOT, property owners

3.2 Identify and focus development on the Valley’s primary “tourist corridors.”The corridors are defined by their locations and tourist/recreation-orientedattractions and businesses, and also serve as pathways to other Valleyattractions. The corridors will receive priority for focused investments to enhancethe visitor experience. Through the policy process, identify capital improvementprojects and business development targets that will result in near-term corridor

improvements.Responsibility: Cities, Valley Vision, Palouse Econ. Dev’t, Ports, Chambers, VTB

3.3. Reduce visual sign clutter. Implement the recommendations contained inthe NW Passage Scenic Byway Wayfinding System Plan, including betterentrance and directional signage, elimination of billboards in central businessareas, and development of sign guidelines to improve effectivenessof business signs.3.3.1. Enhance wayfinding in the Valley, including improved

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

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

3.3.3. Promote the Pride of Tourism recognition program (Action1.5) to encourage business owner participation in reducingsign clutter.

Responsibility: Cities, VTB, businesses

Before and After: proposedroundabout in Twin Falls, ID




3.4. Create a Valley-wide Waterfront Development Master Plan. Initiatea collaborative effort between the cities, counties, ports and U.S. ArmyCorps of Engineers to fund and develop the Master Plan. Address issuesrelated to timely and expanded marina clearances (dredging) for boataccess and public fishing docks, opportunities for lodging, dining, retail,marina/wharf concepts, bike trail, green/open space, and regulatoryissues. 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 alongprimary tourist corridors (see Action 3.2), highlighting and interpreting variousaspects 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 theValley’s Downtown districts by enhancing the attractiveness and visibility of

entrances, well-marked visitor parking, parking management plans, andlinkages to the river trail system and amenities. Identify priority infrastructureissues, such as water/sewer, street and parking area lighting, street/sidewalkmaintenance, landscaping, etc., and determine strategies to address them.Involve State Historical Societies and Preservation Officers to benefitdowntown properties.

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

3.6.2 Consider City contracts with a Main Street organization to manageDowntown 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 Valleyis focused on outdoor recreation, which relies on infrastructure and facilities suchas 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 topshape 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 afacility for tourism, and its niche compared to other existing facilities.

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

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

“Everybody loves awaterfront restaurant andwith Lewiston’s mildweather, the waterfrontretail and restaurantsshould be able to drawcustomers from afar.”

- Stakeholder




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

30,000

35,000

40,000

45,000

50,00055,000

60,000

65,000

70,000

1999 2000 2001 2002 2003 2004 2005 2006

Enplanements

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

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

3.8.2 Work with Departments of Transportation to identify possiblehighway improvements, particularly at Valley gateways. Encourageuse of an east-west truck route on the north side of the river fromthe Rose Garden to Red Wolf Crossing, so that large trucks canavoid Downtown tourist corridors. Also evaluate the feasibility ofconstructing roundabouts at key entrances.

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

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

Responsibility: Regional Airport, Valley Vision, Palouse Econ. Dev’t.,

DOTs, Cities, Counties, Valley Transit, Watco, Metro Transp. Planning Organizations

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




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

4.1 Investigate potential benefits of an enhanced designation for HellsCanyon, such as a National Park and/or World Heritage Site. The currentdesignations for Hells Canyon include National Recreation Area and NationalWild and Scenic River. Both designations are important, but a higher visibilitydesignation, such as a National Park and/or World Heritage Site, wouldincrease the visibility of the Canyon, giving it even more international appeal.However, consideration of additional designations should also take intoaccount the existing uses and local values of residents surrounding theCanyon. If designation would benefit tourism, but have a negative impact onlocal quality of life, then changes to designation should not be pursued.Responsibility: VTB, NCITA, Congressional delegation

4.2 Explore opportunities to highlight the Valley’s manufacturing heritage.Work with manufacturers to provide interpretation, and possibly tours, orannual Open Houses, about their history, products, industrial facilities,markets, etc. (Potlatch, ATK, jet boat manufacturers, ports, TribunePublishing, etc.). Highlight the Valley’s industrial heritage in visitor materialsand on gateway kiosks (such as interpretive information about Potlatch at theSteelhead Park kiosk). If manufacturers are willing to offer guided tours,discuss procedures for special groups (conferences, cruise ships, tour/educationgroups, etc.).Responsibility: VTB, manufacturers

4.3 Work with Potlatch and EKO to address air quality (smell) issues. Partnerwith Potlatch and EKO to research air quality alternatives. Consider relocation ofEKO to an area where smell is less likely to impact residents and visitors frominversions and prevailing winds.4.3.1 Educate visitors about EKO and Potlatch, highlighting the products

produced at their facilities, markets, the source of the odors, andmitigation steps that have been/are being taken to address odorissues.

Responsibility: Potlatch, EKO, Ports of Clarkston, Wilma, and Lewiston,Chambers of Commerce

4.4 Continue to restore Snake and Clearwater River fisheries. Supporthabitat improvements in cooperation with state, tribal, and federal agencies.Maintain and enhance river access for recreationists and anglers. Work withIdaho F&G to ensure that State management goals, seasons and harvestregulations sustain viable sport fisheries and provide for a diversity of anglingexperiences. Avoid over-marketing of fishing to minimize backlash againsttourism from resident anglers.4.4.1 Support a balance of biological and social controls to optimize fishing

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

“I believe it is moreconstructive to assumethat our community is notperfect (none is) and topromote all those positivethings we have to offer.

I would bet that, to aperson, every stakeholderagrees that we enjoy avery high quality of lifethat many othercommunities would findhard to match”

- Stakeholder

“The single mostimportant challenge isdoing something aboutthe smells and airquality. Solve thatproblem, and I predictthis valley wouldboom.”

- Online SurveyRespondent




4.5 Collaborate with public agencies, regional tourism andeconomic development organizations outside the Valley to maintainaccess to public lands for visitors.The Lewis-Clark Valley serves as a base for visitors who seek toexperience the region’s vast public lands. If public access to thoselands 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. Ensurethat provisions of the Uniform Code for Building Conservation are used toencourage redevelopment of historic buildings (such as allowances for limiteduse elevators, fire suppression, etc.). Provide information to property ownersabout historic preservation tax credits, access to State Historic PreservationOffice, etc. Develop resources and design guidelines to assist property owners inredevelopment 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.), thatrely 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 naturaland cultural resources are available/accessible for public enjoyment, butprotected 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 informationabout local arts and history is available at visitor centers, hotels, boat tourcompanies, 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 visitorexperiences through the use of local products. Encourage suppliers andeducational/government institutions to also use local/regional products asmuch as possible.4.10.1 Use a brand identity such as the Buy Valley or Valley Made

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

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




Goal 5: Create partnerships with public, private, tribal and nonprofitorganizations to plan, fund, and implement strategic tourismprogramming, and measure results.

5.1 Improve communication/cooperation between organizations. Conflicts ordisagreements between individuals and organizations generally are caused bymisunderstandings and miscommunications that escalate. In order for tourism toachieve maximum success in the Valley, public, private, tribal and nonprofitorganizations from both sides of the river must work together to achieve thevision and goals. By working toward common goals (“ends”), then discussingpotential strategies/methods (“means”) to achieve them, conflicts can beresolved.5.1.1 Host quarterly meetings of key Valley leaders to communicate and share

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

5.1.2 Enact working committees from the quarterly meetings to follow up on keyissues/projects discussed. Explore possible partnerships between privateand public sectors.

Responsibility: Valley Vision, Palouse Econ. Dev’t, City, County, Port, Nez Perce Tribe, and Chamber leaders

5.2 Measure and report results of tourism efforts. In order to measuresuccess of tourism efforts, processes must be in place to regularlymonitor, 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 articlespublished, advertising conversion rates, issues resolved, projectscompleted, etc. Publish results in e-newsletters and pressreleases, on web site, etc., including testimonials from private businessesabout increased business directly related to tourism efforts.

5.2.2 Establish a simple process for other Tourism Strategic Plan partners toreport results or progress of specific actions contained inthis Plan to the VTB. The VTB will compile an AnnualReport which lists progress on each of the actions and theorganizations responsible. The report will be presented toCity Councils, County and Port Commissions, ValleyVision and Chamber Boards, Nez Perce Tribal ExecutiveCommittee, the media, and others.

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

Responsibility: VTB, partner organizations, businesses

5.3 Expand innovative marketing partnerships and cross-promotions betweenValley tourism businesses and attractions. Emphasize off-peak season initiativestargeting niche markets that include multiple business/attraction categories, toencourage extended visitor stays. Examples include themed packages, historicaltreasure hunts, educational experiences, “volun-tourism” opportunities, etc.Responsibility: VTB, businesses, attractions

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




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

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

Responsibility: WWCC, LCSC




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Tourism and recreation developmentefforts require cooperation among public,private, tribal, and nonprofitorganizations in the Valley. No one entitycan – or should – do it all.

This Action Plan is designed to guide theactions and resource allocations ofcommunity and economic developmentorganizations, local government,businesses and various partnerorganizations, based on the support oflocal citizens and businesses.




MMAARRKKEETT--DDRRIIVVEENN AAPP PP RROOAACCHHThe Valley Tourism Strategic Plan uses a market-driven approach: it focuses onthe needs of the customers (visitors and residents of the Valley, along withtourism businesses) to determine appropriate strategies. The graphic belowillustrates 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, sothat all partners can maintain a strategic focus on top priorities

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

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

♦ Communicate what businesses, organizations and agencies are trying toachieve and why

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

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

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

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

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

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




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

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

recruitment, partnerships, facilitation ofValley-wide economic development

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

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

Hells Canyon Visitor Association Formation of Valley Tourism Bureau

Businesses Products, services, investment,marketing, coordination, support

Nez Perce Tribe Marketing partnerships, tours, events

Asotin and Nez Perce Counties Policy, planning, permitting, taxassessments, public services, roads,recreation facilities, tourism bureauformation

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

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

Local Historical Societies Museum management, keepersof community history, interpretation

State Historical Societies/Preservation Office Historic preservation resources

Lewiston Tribune, KLEW TV Report progress, monitor success

Civic clubs Community leadership, project support

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

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

Regional Transportation Organizations Planning, coordination, funding,implementation

State Departments of Commerce Tourism marketing, business andcommunity support, funding

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

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

IMPLEMENTATION PARTNERS




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1. ADOPT TOURISM PLAN : Adopt the final Tourism Strategic Plan as theoverall strategic direction for tourism in the Lewiston-Clarkston Valley.Included in the resolution to adopt the Plan is a commitment from each entitythat they will provide a representative to serve on the Valley Tourism TaskForce (see step 2).Responsibility: Chamber of Commerce Boards, City Councils, CountyCommissions, Port Commissions, other stakeholders.Timeline: Adopt Plan by September 1, 2007

2. APPOINT TASK FORCE : Appoint a Valley Tourism Task Force to overseeinitiation and implementation of the Strategic Plan. The Task Force shouldconsist of at least one elected official from each City (3), County (2), and Port(3) in the Valley, four tourism business representatives from Clarkston andfour from Lewiston (total of 8 hotel, restaurant, outfitter or retail businesses,including at least one representative each from the Clarkston and LewistonChamber Boards, and Hells Canyon Visitor Association Board), and onerepresentative from the Nez Perce Tribe Tourism Office or EnterprisesDepartment, for a total Task Force membership of 17 private, public and tribalsector representatives. The Task Force members must commit to attend nomore than two 2-hour meetings monthly from September to December 2007,and at least one meeting monthly during the first six months of 2008. City,county, chamber, port, and HCVA staff should be involved as advisory, non-voting participants in Task Force meetings.Responsibility: City Councils, County Commissions, Port Commissions,NPTEC, Chamber Boards, HCVA Board.Timeline: Appoint Task Force members by September 1, 2007.

3. SET TIMELINE AND MEETING DATES : Task Force members meet with theValley Vision Executive Director and Tourism Strategic Plan consultant todiscuss the details of the Strategic Plan, elect co-chairs (one from Idaho andone from Washington), and establish meeting dates and milestones for theremainder of 2007 and 2008.Responsibility: Valley Vision Director/Consultant (to organize meetinglogistics), 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 ofthe Destination Marketing Organization International), to discuss visitorbureau structure, governance, funding, performance measures, staffing,tracking and reporting of results.Responsibility: Task Force, with consultant assistance to coordinate logistics.Timeline: Meeting should be held in late September or early October 2007.

NEXT STEPS




5. DISCUSS UNRESOLVED ISSUES, MAKE DECISION ABOUT MOVINGFORWARD : Task Force members meet to discuss options and unresolvedissues related to formation of a new single Valley Tourism Bureau, i.e.,funding shares between Washington and Idaho, possible restrictions on usesof funds, Lewiston Auditorium District formation process (see page 3),organization structure of a single organization (use legal status of HellsCanyon Visitor Association with amended bylaws to broaden the Board

membership, or form a new nonprofit corporation). Discussion also willinclude future roles, responsibilities, and staffing of the new Tourism Bureau,in the context of roles of the chambers of commerce, cities, counties, lodgingtax advisory committees, etc.Responsibility: Task Force, with consultant assistance to evaluate options.Timeline: Decision about future tourism organization, and recommendedstructure and funding shares, completed by mid-to-late October, 2007.

DECISION POINT : Step 5 represents a Decision Point to move forward withthe single Valley tourism organization. If there are still unresolved issues orconcerns at this point, the Task Force would decide to continue investigatingand working through the issues, or determine that a single Valley tourism

organization is not feasible at this time. If the decision were the latter, theTask Force would still move forward and focus its discussions onimplementing the Valley Tourism Strategic Plan actions in the context of thethree separate organizations currently promoting tourism. If the decision is tomove forward with a single tourism organization, the Task Force continueswith step 6.

6. CONFIRM TRANSITION STEPS AND TIMELINE : Task Force membersdiscuss transition steps and a timeline for the formation of the new ValleyTourism Bureau, with the goal being to initiate the new organization in 2008(perhaps as soon as January 1, 2008 if existing HCVA organization legalstatus is being used). This process would include identification of potential

challenges/obstacles, and ways to address them, along with ensuring thatchamber of commerce organizations are able to be organizationally andfinancially stable after the transition.Responsibility: Task Force, with assistance from consultant and existingorganization staff and board members.Timeline: Transition Steps and issues should be identified, with ways toaddress them, by November 30, 2007.

7. ESTABLISH 3-YEAR BUDGET AND FUNDING SOURCES : Task Forcemembers discuss existing and potential funding for the Valley TourismBureau, including City of Lewiston budget allocation, Lewiston AuditoriumDistrict, Idaho lodging tax, Clarkston lodging tax, Asotin County lodging tax,

and business contributions/ partnerships. Solicit and confirm businesscommitments and support. Confirm a 3-year budget, and amount andsources of funding needed for Year 1, Year 2, and Year 3. The 2008 budgetshould be no less than the current expenditures of approximately $270,000,but the recommended minimum budget to provide effective staffing andmarketing of the organization is $285,000.Responsibility: Task Force, with assistance from consultant and existingorganization staff and board members.Timeline: Budget and sources of funding should be confirmed by earlyDecember 2007.




8. OVERSEE TRANSITION : Task Force members initiate and overseetransition to new Valley Tourism Bureau, including securing the organizationlegal structure, and formation of a new Board of Directors with equalrepresentation from Washington and Idaho, and a representative from theNez Perce Tribe.Responsibility: Task Force members, with assistance from HCVA Board

members.Timeline: Transition process should be initiated in mid-to-late December2007, continuing into 2008, with the goal of completing the transition no laterthan third quarter 2008.

9. INITIATE HIRING PROCESS AND PERFORMANCE MEASURES : NewVTB Board creates job descriptions, performance measures, salary andbenefit levels for VTB staff, including performance objectives (leads, newmembers, 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 visitBoise CVB, which is one of 15 DMAI-certified CVBs in the U.S., fororientation 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 andValley tourism businesses upon return. Refine VTB sales and booking goals,and operations based on DMAIResponsibility: VTB Board and staff.Timeline: Complete orientation trip no later than fourth quarter 2008.

11. IMPLEMENT ENHANCED VALLEY MARKETING EFFORTS : Refine andimplement 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 of2008.

12. IMPLEMENT OTHER ACTIONS IN VALLEY TOURISM PLAN ASAPPROPRIATE : VTB continue to collaborate with cities, counties, ports,chambers of commerce, and businesses to initiate and implement the Actionsin the Strategic Plan, such as the Waterfront Master Plan; re-zone of keydevelopment sites (Port of Clarkston, Twin City Foods); City planning, codesand permitting processes; enhanced visitor centers; development policies;community entrance improvements; address needs for infrastructure,

transportation and air quality; implement Main Street programs; encouragehistoric preservation and use of locally-made/grown products; effectivecommunication and cooperation; and measurement of results.Responsibility: VTB Board and staff, cities, counties, ports, Nez Perce Tribe,in collaboration with partners.Timeline: Begin implementation of actions in late 2007 and early 2008.




AUDITORIUM DISTRICT FORMATION

13. FORM AUDITORIUM DISTRICT IN LEWISTON BY MID-MAY 2008 :Appoint a Subcommittee to pursue formation of a Lewiston Auditorium Districtto levy and collect ‘hotel/motel room sales tax’ from lodging facilities withinthe district. Supplemental lodging tax cannot exceed 5%. Task Force andSubcommittee 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 orpart of one or more municipalities or counties.Responsibility: City of Lewiston, Lewiston Chamber, Nez Perce County,Auditorium District SubcommitteeTimeline: September-October 2007

b. Develop a petition to form an Auditorium District: the petition must includethe name of the district, general description of marketing programs andauditorium facilities to be constructed (in this case, a proposed futureCivic Center in Lewiston), estimated cost of marketing programs andproposed future facilities and estimated annual budget for the district,maximum tax rate that the board will be authorized to levy (no more than5% by statute), general description of the boundaries of the district, andplan for the organization of the district.Responsibility: Auditorium District SubcommitteeTimeline: September-December 2007

c. File the petition in the county where the major share of the real property inthe proposed district is situated, and collect signatures representing noless than 10% of qualified electors residing within the proposed district.The district judge will then schedule a hearing on the petition within 20-40days of the filing.

Responsibility: Auditorium District SubcommitteeTimeline: September-December 2007

d. Identify and file nominees for the proposed Auditorium District Board, insame court prior to the hearing. The nominees must reside within theproposed District boundary.Responsibility: Auditorium District SubcommitteeTimeline: When Petition filed

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

f. Develop a public awareness and communications strategy for theAuditorium District formation: the Subcommittee will work with theTourism Plan consultant to develop a public awareness strategy thatclearly communicates to district voters what the proposed district is, whatit is not, how the funds will be spent, benefits of the proposed district, etc.Responsibility: Auditorium District SubcommitteeTimeline: October 2007 – February 2008 (depending on target electiondate)




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

h. Hold Auditorium District election in November 2007, or February or May2008: in order to pass, the District must receive a majority (51%) of votescast by voters within the proposed District. Five (5) Board members areelected in same election from among the nominees.Responsibility: Auditorium District SubcommitteeTimeline: 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 Boardmembers take an oath of office and select a chairman of the board andpresident, secretary, and treasurer. The Board will meet monthly, and anyBoard vacancies filled according to State statute.Responsibility: Auditorium District BoardTimeline: Following district certification, and ongoing

j. Begin the levy to collect revenues: once the election is certified by the judge, and assuming a favorable vote by the electors, the district canbegin the levy within the district on the first day of the month that occurssixty (60) days after the certification of the election. In 2006, taxablelodging sales in Nez Perce County totaled $7,964,426. Based on thatfigure, an Auditorium District levy of 2% to 5% would generate $159,289to $398,221 annually.Responsibility: Auditorium District BoardTimeline: Begin levy February 1, 2008 (if election held in November2007), May 1, 2008 (if election held in February), or August 1, 2008 (ifelection held in May)

k. Begin enhanced tourism marketing: the Auditorium District would contractwith the Valley Tourism Bureau to provide marketing functions for the

district, and could commence with planning for a future civic centerfacility, although there is no pre-established time requirement forconstruction of a facility. (Note: the Boise Auditorium District was formedin 1979, but the convention center facility construction did not begin until1990. 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 theLewiston Chamber could be contracted to perform tourism marketingfunctions for the district)Timeline: Begin using enhanced marketing funds for Valley TourismBureau as soon as collected revenues are available.

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




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

Adopt Tourism PlanAppoint Task Force

Set timeline, meeting datesMeet with Boise CVB DirectorDiscuss unresolved issues

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

20082007

Valley Tourism Strategic Plan NEXT STEPS




The Action Table on the next six pages summarizes the goals and actions fromthe 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 agiven year. The key to the codes listed in the Partners column is at the bottom ofeach page. The organization listed first is the lead organization for each action,and additional organizations listed are those who will partner/assist withimplementation.

Following the Action Table are three pages of financial information, summarizing2006 funding for Valley tourism marketing activities, along with proposed fundingfor a Valley Tourism Bureau in 2008, 2009, and 2010. The financial information isprovided for reference and a starting point for discussion – the Task Force andfunding entities will work out final details as the implementation process movesforward.

ACTION TABLE

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

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

General Electric

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

something about it now!”- Alan Lakein, Author





TOURISM STRATEGIC PLAN FOR THE LEWIS -CLARK VALLEY J ULY 2007 52

Priority Year

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

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

1.5 Develop and maintain a Valley Pride of Tourism Award M

1.6 Refine and enhance Valley customer service training program H1.6.1 Create stakeholder committee to develop outline of subjects/topics H

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

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

1.7 Solicit visitor feedback about their experiences in the Valley M

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

1.7.2 Educate all businesses about importance of using the survey M

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

1.7.4 Create annual recognition event recognizing businesses/agencies M

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

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












Sources of Funding for Valley Tourism Bureau in 2008

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

Asotin Co. Clarkston Advertisers Lewiston IdahoHCVA 80,000 24,000 1,900 0 0Clarkston Chamber 0 10,000 10,000 0 0Lewiston Chamber 0 0 55,350 0 39,000

Subtotal 80,000 34,000 67,250 0 39,00030% 13% 25% 0% 14%

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

Proposed Funding for 2008 Competitive Budget

Lodging Tax Lodging Tax Members & City of Lodging Tax LAsotin Co. Clarkston Advertisers Lewiston Idaho Aud

Valley Tourism Bureau 60,000 50,000 60,000 40,000 35,000% of Total 21% 18% 21% 14% 12%

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

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

Summary of Proposed 2008 Funding Sources

% in 2008 % in 2010 Gross Lodging Sales (2006)

Washington Lodging Tax Funds 110,000 39% 37% Asotin County/ClarkstonIdaho Lodging Tax/City Funds 115,500 40% 45% Nez Perce Co./LewistonBusinesses/Other 60,000 21% 18%

285,500 100%Note: See next page for details of 20




3-Year Funding for Valley Tourism Bureau

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

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

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

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

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

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

TOTALS BY YEAR (COMPETITIVE BUDGET) 2007* 2008 2009 2010 % in 2010Valley Vision 5,000 0 0 0City of Lewiston 10,000 40,000 0 0 0%Lewiston Auditorium District (Oct-Sept) 0 40,500 105,000 125,000 34%Idaho Lodging Tax (ITC grant, Oct-Sept) 0 35,000 40,000 40,000 11%Asotin County Lodging Tax (Jan-Dec) 0 60,000 75,000 75,000 21%Clarkston Lodging Tax (Jan-Dec) 0 50,000 60,000 60,000 16% IMembers & Advertisers (Jan-Dec) 0 60,000 65,000 65,000 18% W

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

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

300,000

2009

345,000

2009

2007*

2007*

2008

268,300

285,500

2008






Funding and other resources to implement the Tourism Strategic Plan will comefrom a variety of sources. The following are estimated budget amounts for keyprojects and recommended sources for consideration as partners beginimplementation of the Strategic Plan:

Valley Tourism Bureau (operations and marketing, per previous pages):Estimated 2008 Budget:Exec Director, Sales Director, Volunteer Coord., Admin Assist. $131,000Office Rent, Insurance, Supplies, Equipment, Misc. 22,500Marketing, Advtsg, Print Materials, Web, Trade Shows, Phone, etc. 132,000

$285,500Sources of 2008 Funding:Asotin County lodging tax revenue $60,000City of Clarkston lodging tax revenue 50,000City of Lewiston lodging tax revenue 40,000Lewiston Auditorium District 40,500Idaho Travel Council grant 35,000Sponsor/member fees (50 @ $250 ea.) 12,500Advertising revenue/co-ops 47,500

$285,500

Return on InvestmentInvestment in a Valley Tourism Bureau anticipates increased tourism revenues for theValley. The tables below are examples of booking and revenue targets for 2009. Forevery $1 spent on lodging, visitors spend another $2.60 on shopping, $2.18 ontransportation, $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 atotal increase in revenue to the Valley of nearly $28 million!

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

Valley Tourism Room Booking Targets

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

* Memorial Day weekend to September 10 only

Outfitter Booking Targets*

FUNDING SOURCES FOR IMPLEMENTATION

2009 Potential ROI

$3.1 million increase inlodging sales shownbelow actually representsa total increase inrevenue to the Valley ofnearly $28 million!




Visitor Center Construction Funding:Lewiston VIC (north Lewiston):City of Lewiston (Capital Improvement Budget) $ 55,000FHWA (Highway Enhancement/Scenic Byway funds) 500,000

$555,000Clarkston VIC (west entrance):CTED, Port of Clarkston (Feasibility Study) $20,000City of Clarkston (sale of convention center) $425,000

VIC ongoing operations: sponsorships/advertising, rent, merchandising, booking fees.

Main Street Program:Businesses (Business Improvement District - BID; or memberships) $75,000City (contract for management/maintenance services) 75,000Events, sponsorships, workshops, parking revenue, etc. 50,000

$200,000

Twin City Foods Redevelopment (wineries, retail, boutique hotel, Civic Center?):♦ USDA Rural Development (value-added ag business development – site)♦ Urban Renewal Agency (purchase site – increment as match)♦ Business tenants/buyers♦ Lodging tax from Auditorium District (Civic Center)

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

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

Valley-wide Waterfront Master Plan:♦ U.S. Army Corps of Engineers♦ Ports of Clarkston, Lewiston♦ Asotin and Nez Perce Counties

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

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

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

Historic and Cultural Programs:♦ County/State Historical Societies♦ County Arts organizations, events♦ Project and event sponsors♦

State/Fed Arts/Humanities Councils

♦ State Historic Preservation Offices(SHPO)

♦ Nez Perce Tribe♦

National/State Main Street programsNatural Resource Management:

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Appendices are contained in separatedocuments, available at Valley Visionproject web site:www.lewis-clarkvalley.com/tourism_plan

Documents

Valley Tourism Plan FINAL_8!10!07