Northeast Washington Recreation and Tourism...

Prepared by the Northeast Washington Sustainable Tourism and Recreation Team (NEWSTART)

DRAFT

DRAFT

Northeast Washington Recreation and Tourism Strategy

[Northeast Washington Recreation and Tourism Strategy] July 1, 2010

TABLE OF CONTENTS

Preface............................................................................................................................................2

Current Situation...........................................................................................................................2

Organizational Description..................................................................................................2

NEWSTART Mission..........................................................................................................3

NEWSTART Vision............................................................................................................3

Recreation and Tourism Niche (Marketing Tagline)...........................................................4

Landscape Description.........................................................................................................4

Supply and Demand Analysis..............................................................................................5

Supply......................................................................................................................5

Demand...................................................................................................................8

Stakeholders Expressing Interest in Sustainable Recreation and Tourism........................10

Strategic Issues and Strengths...........................................................................................11

Recommended Strategies............................................................................................................14

Strategic Goals, Objectives, and Actions..........................................................................14

Monitoring Overview........................................................................................................18

Economic Sustainability.........................................................................................18

Social Sustainability...............................................................................................19

Environmental Sustainability.................................................................................19

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PREFACE

This Recreation and Tourism Strategy was developed as a result of public input at stakeholder

discussions, focus groups, and a Northeast Washington Recreation and Tourism Vision

Workshop, as well as dialogue within the ad hoc Northeast Washington Sustainable Tourism and

Recreation Team; it will be revised based on continued public review and input. It is available

for free, in whole or part, to any stakeholder who maintains an interest in sustainable recreation

and tourism in Northeast Washington.

It is important to point out that this Strategy is a working document and will evolve as part of an

ongoing strategic planning process. The objectives and actions outlined below are intended as

ideas to be reviewed over the coming one to five years for feasibility of funding and

implementation, shifts in the industry, and determination of critical annual needs.

If employed with dedication and in the true spirit of collaboration, this Strategy will guide

Northeast Washington toward a state of economic, social, and environmental sustainability. As a

result, communities across the tri-county area will become more vibrant as they diversify and

build upon their traditional resource-based economies to allow for parallel growth in the

recreation and tourism industry. Thus, if you are interested in Northeast Washington’s recreation

and tourism industry, we encourage your participation in this strategic process – this is an

investment in your future.

CURRENT SITUATION

Organizational Description

The Northeast Washington Sustainable Tourism and Recreation Team (NEWSTART), an

informal group of interested stakeholders, came together to enhance Northeast Washington’s

communities, economy, and environment through the integration and promotion of recreation

and tourism opportunities across Ferry, Pend Oreille, and Stevens Counties. The diverse

stakeholders participating in this effort include federal and state land management agencies,

chambers of commerce, the Kalispel Tribe, local economic development entities, tourism

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organizations, and the public. Each of these parties takes great pride in the region’s unique

historical, cultural, and physical landscapes.

Members of NEWSTART have been collaborating on an ad hoc basis since early 2009, and have

engaged the citizens of the tri-county area through numerous meetings, workshops, and

discussions. These stakeholder interactions culminated in the April 10, 2010 Vision Workshop,

which ultimately led to the development of NEWSTART’s Mission, Vision, and this Recreation

and Tourism Strategy for Northeast Washington. As NEWSTART continues to work toward its

goals and celebrate its successes, it welcomes the public and any other interested parties to join

its efforts to achieve a state of economic, social, and environmental sustainability for Northeast

Washington.

NEWSTART Mission

To partner with communities, local businesses, and federal and state land management agencies;

engage user groups; and market recreation and tourism opportunities to provide for better

economic, social, and environmental futures for Northeast Washington.

This Mission describes the fundamental purpose of our working together, and offers a foundation

for the Vision.

NEWSTART Vision

Sustainable recreation and tourism provide Northeast Washington’s citizens with benefits such

as economic improvement; unique, high quality recreation and travel opportunities; and a means

to preserve the traditional qualities of their communities and cultures for future generations.

Local residents and visitors encounter an accessible frontier region steeped in Tribal and Western

heritage, a sense of high adventure, and diverse family-friendly opportunities. An unparalleled

system of scenic routes allows long-distance travelers to hike, ride, slide, or fly across a pristine

landscape and its water bodies. Besides being one-of-a-kind destinations, these travelways

connect people to Northeast Washington’s celebrated wildlife, cultures, geology, history, arts,

and agricultural assets.

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This Vision is an inspirational picture of what the tri-county area might look like in the future. It

is geared toward an internal audience, and sets a broad course for the group’s strategic

planning. The Vision is rooted in seven themes, which came from the public via numerous

stakeholder interactions, workshops, and meetings; these themes include adventure, heritage,

arts, wildlife, family, agritourism, and stewardship.

Recreation and Tourism Niche (Marketing Tagline)

“Washington’s Wild Side: everything but the crowds!”

Landscape Description

Northeast Washington is composed of Ferry, Pend Oreille, and Stevens Counties. The eastern

part of the tri-county area gives rise to the foothills of the Rockies. To the west lies the last wild

reach of the mighty Columbia River and an ‘Old West’ charm. The region’s productive forests,

splashed in autumn with the brilliant yellow of the Larch, appear from a distance as a thick fur

on its hills and peaks. The fertile bottomlands, where meandering rivers have deposited rich

alluvial soils, support the tri-county area’s communities and tradition of local agriculture.

Northeast Washington has an unparalleled, diverse system of travelways. The Pend Oreille River

and Lake Roosevelt allow for extensive travel and discovery by watercraft. The Pacific

Northwest National Scenic Trail provides a route for hikers, bikers, and equestrians to traverse

the wildest corners of these three counties. Long-distance trail systems link communities by

OHV, snowmobile, and foot, as well as by other modes of riding and sliding.1 A myriad of

byways and other scenic drives connect Northeast Washington’s towns and Tribes to Spokane,

Idaho, British Columbia, and places still further afield. There are also many additional

undiscovered pathways by which to experience, explore, and adventure across Ferry, Pend

Oreille, and Stevens Counties.

1 “Sliding” refers to skiing, snowboarding, or any other activity in which one “slides” or “glides” across the landscape.

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While Northeast Washington’s landscape lends itself to a unique diversity of tourism and

recreation experiences, it remains comparatively undeveloped and unknown. In part, this relative

anonymity is due to lacking infrastructure and an absence of integrated activity itineraries to

accommodate visitors. Yet, the rustic, undiscovered character of the tri-county area also strongly

contributes to its charm. A more coordinated effort to responsibly improve marketing,

infrastructure, and travelway connections, then, will help to integrate these landscape-level assets

with the region’s abundance of wildlife, culture, geology, history, arts, and food. Ultimately,

such efforts will empower residents and visitors alike as stewards of Northeast Washington’s

community, cultural, and natural wealth.

Supply and Demand Analysis

Supply

There are a number of ways by which we can begin to ascertain the supply of recreation and

tourism opportunities and assets in Northeast Washington. One means to measure supply is to

inventory Northeast Washington’s public lands, where both locals and tourists can recreate.

Public lands that accommodate recreation and tourism in the tri-county area include:

Colville National Forest: 1.1 million acres

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Washington State Department of Natural Resources Northeast Region: 567,000 acres

Lake Roosevelt National Recreation Area: 100,000 acres

Little Pend Oreille Wildlife Refuge: 41,600 acres

Washington State Department of Fish and Wildlife: 10,000 acres

Curlew State Park: 123 acres

Crawford State Park: 49 acres

Pend Oreille County Park

Bureau of Land Management (numerous sites southwest of Spokane)

Together, these State and Federal lands offer a wide breadth of high-quality recreation and

tourism opportunities across an area of more than 1.8 million acres.

Second, the number of recreation- and tourism-focused businesses offers insights into the supply

of assets that are of interest to NEWSTART. According to Northeast Washington Trends data,

Ferry, Pend Oreille, and Stevens Counties were home to 136 food service and accommodation

businesses in 2007. Measured as an indicator, 96 out of every 1,000 businesses in 2007 in the tri-

county area were accommodation and food service establishments. For comparison, Washington

State had only 87 accommodation and food service establishments per 1,000 businesses in the

same year. Arts related businesses are also important in measuring the supply of recreation and

tourism assets. In 2007, the tri-county was home to 6 arts related businesses, which represented

4.2 out of every 1,000 business. In the same year, Washington State had 8.6 arts related

establishments per 1,000 businesses, which suggests that the arts are under-supplied in the tri-

county area.2

2 This data was derived from Northeast Washington Trends: http://www.northeastwashingtontrends.ewu.edu/hiSpeed/index.cfm

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A third way to measure supply of recreation and tourism opportunities is to count the number of

scenic byways and routes. The tri-county area is traversed by the:

International Selkirk Loop (with the Tiger-Colville-Flowery Trail Super Side Loop)

North Pend Oreille Scenic Byway

Pacific Northwest National Scenic Trail

Sherman Pass Scenic Byway

These scenic byways and trails are selected for their status as national and state treasures. In

addition to the above ‘paths’, recognized and designated by Congress, the US Department of

Transportation, and Washington State, a number of other highly scenic and significant routes

exist. For instance, the Northern Tier Bicycle Route, from Anacortes, WA to Bar Harbor, Maine,

traverses Northeast Washington via Highway 20. Together, these designated and informal routes

offer rich insights into the heritage and history of the tri-county area, and lead travelers to

stunning scenic vistas. They also serve as pleasant connections for both residents and visitors to

the tri-county area’s recreational opportunities and sense of high adventure.

To highlight that the climate in the tri-county area encourages four-season travel, tourism, and

recreation, we also must not overlook that Northeast Washington is home to 49 Degrees North, a

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destination ski area. There are also a network of groomed snowmobile trails that together total

over 400 miles in length, numerous groomed cross-country ski trails, and several areas for

backcountry skiing, snowshoeing, and general snow play.

Finally, the Creative Vitality Index is an ongoing measure by the Washington State Arts

Commission of the health of the creative economy in different parts of the State; this index

illustrates the state, or supply, of arts and cultural assets. It includes data on both for-profit and

nonprofit arts enterprises, and arts occupations. While there is no specific measure for the tri-

county area, Eastern Washington (excluding Spokane County) was assigned a value of 0.89 in

2007. For comparison, the baseline, or national, value is 1.0, and the 2007 value for Washington

State as a whole was 1.32.3 This indicates that arts and culture may be a growth industry for the

region.

Demand4

According to figures for direct tourism and travel spending in the tri-county area, which

increased by 32% between 2001 and 2008, overall demand for recreation and tourism in

Northeast Washington is increasing. These data are corroborated by the figures for total tourism

and travel expenditures by campers in the tri-county area, which increased by 57% between 1991

and 2008. Aside from examining spending associated with recreation and tourism, the remaining

data that we have to measure recreation and tourism demand in the tri-county area is relatively

fragmented. Yet, that available data still offer insights into what local residents and visitors to the

tri-county area value, and suggest at trends as these values change.

The data that are available to measure demand for recreation and tourism assets in Northeast

Washington are as follows:

Between 1999 and 2009, 60,000 to 380,000 visits were made to Crawford and Curlew

State parks each year.

Between 2005 and 2009, 50,000 to 63,000 visits were made to the Little Pend Oreille

Wildlife Refuge.3 These figures are from the Washington State Arts Commission: http://www.arts.wa.gov/resources/creative-vitality-index.shtml4 The data in this section was derived from Northeast Washington Trends: http://www.northeastwashingtontrends.ewu.edu/hiSpeed/index.cfm

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In 2009, approximately 362,000 visits were made to the Colville National Forest.

Between 1999 and 2009, 45,000 to 67,000 boats were launched at the Lake Roosevelt

National Recreation Area (on NPS boat ramps only).

Between 2001 and 2009, 135 to 150 hunting licenses were sold annually per 1,000 people

in the tri-county area; in Washington State over the same time period, approximately 50

licenses were sold annually per 1,000 people. As the tri-county area is highly popular for

hunting, we might also assume that many licenses purchased elsewhere were used in

Northeast Washington.

Between 2003 and 2009, 220 to 240 fishing licenses were sold annually per 1,000 people

in the tri-county area; in Washington State over the same time period, 160 to 200 licenses

were sold annually per 1,000 people.

Between 1998 and 2009, 270,000 to 650,000 visits were made to Inland Northwest Ski

Resorts.5 The mean number of annual visits to these ski areas over this period was

475,000.

In 2009, the six most popular activities on the Colville National Forest (in order of

importance) were: viewing natural features, hiking/walking, relaxing, downhill skiing,

driving for pleasure, and viewing wildlife.

5 These ski areas include Mount Spokane (WA), Silver Mountain (ID), 49 Degrees North (WA), Schweitzer Mountain (ID), and Lookout Pass (ID). While only 49 Degrees North is located in the tri-county area, these figures suggest at the significance of skiing to the greater regional economy.

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Stakeholders Expressing Interest in Sustainable Recreation and Tourism

Chambers of Commerce

Cities

Colville National Forest (USFS)

Counties

Forty Nine Degrees North

Heritage Network

Hospitality Industry

Kalispel Tribe

Lake Roosevelt National Recreation Area (NPS)

Large Private Landowners and Managers

Little Pend Oreille National Wildlife Refuge (FWS)

Outfitters and Guides

Pend Oreille EDC

Pend Oreille River Tourism Alliance

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Recreation User Groups

Stevens County Tourism

Tri-County Economic Development District

Visit Stevens

Visitors Bureaus

Washington State Department of Natural Resources

Washington State Parks

WSU Extension

Strategic Issues and Strengths

One challenge in NEWSTART’s effort to use recreation and tourism to bring jobs and capital

into Northeast Washington’s communities, while continuing to care for its cultures and

environment, is a history of failed starts in collaboration across Ferry, Pend Oreille, and Stevens

Counties. Twice in the past, efforts at the formation of an official recreation and tourism

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organization have stalled, largely due to uncertainty about funding and complacency on the part

of participants and stakeholders. One result of these unsuccessful attempts at inter-county

organization is that the individuals who envision a future that balances economic prosperity with

social and environmental stewardship in Northeast Washington have already given much, and

are at risk of fatigue as they move forward with their current efforts.

A second challenge NEWSTART faces is that not all of the critical stakeholders with an interest

in recreation and tourism, rural economic development, and community and environmental

sustainability are at the table, at least initially. In particular, the hospitality industry, organized

recreation groups, political representatives, and both the Colville and Spokane Tribes have not

been deeply involved with NEWSTART at the time of drafting of this Recreation and Tourism

Strategy. These absences, if sustained, will render the accomplishment of positive changes to the

tourism and recreation infrastructure more difficult, and will also ensure patchier economic,

social, and environmental benefits.

Lastly, Northeast Washington is home to a polarized recreation community. Many perceive an

incompatibility between motorized use and quieter modes of recreation such as hiking, cross-

country skiing, and wildlife watching. Conflicts also exist between ATV (4-wheeler) and

motorcycle (single track) riders, as well as between other types of users. And, while not directly

a recreation issue and is thus not of particular interest to NEWSTART, proposals for Wilderness

designation often create division among recreation groups. Yet, it is precisely the positive

coexistence and collaboration between these various recreation communities that will allow for

the development of a world-class network of adventure opportunities and economic, social, and

environmental benefits.

Fortunately, these strategic issues are balanced by virtue of NEWSTART’s strengths as an ad

hoc organization of interested parties. For many stakeholders involved, the recent activities of

this group represent a success and collaboration milestone. Participants have developed rapport

with one another, which renders complacency, a contributor to failure in the past, unlikely. The

talent and diversity of the stakeholders who envision a better future for Northeast Washington

create a reality of stability and strength, as they each bring energy and unique skills to this

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undertaking of an economic, social, and environmental renewal of Northeast Washington

through an emphasis on recreation and tourism.

Improved communication over the tri-county area has already facilitated a great deal of mutual

learning and will result in a more efficient delivery of recreation and tourism programs. Further,

the parties at the table recognize the great value of economic, social, and environmental benefits

to be gained through the success of this effort. While not necessarily wholly tangible, this deep

passion and commitment to bettering the communities, economy, landscape, and adventure of

Northeast Washington should not be discounted.

Finally, the recreation and tourism industry in Northeast Washington is growing, and thus

contributes to a more diverse local economy. Total tourism and travel spending by campers in

the tri-county area increased by 57% between 1991 and 2008. Similarly, direct tourism and travel

spending in the tri-county area increased by 32% between 2001 and 2008. Put most simply, these

data suggest that NEWSTART is well positioned to facilitate even greater growth in Northeast

Washington’s recreation and tourism industry. NEWSTART’s niche in a growth industry, and its

expected contributions to this growth, should help to draw more and more participation from

recreation and tourism stakeholders, and from the public.

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RECOMMENDED STRATEGIES

Strategic Goals, Objectives, and Actions (with approximate action timeframes)

The strategic goals, objectives, and actions outlined below will support the Mission developed by

NEWSTART: To partner with communities, local businesses, and federal and state land

management agencies; engage user groups; and market recreation and tourism opportunities to

provide for better economic, social, and environmental futures for Northeast Washington.

Ultimately, these goals, objectives, and actions will result in the connection of Northeast

Washington’s celebrated wildlife, cultural, geologic, historic, artistic, and agricultural assets via

a diverse network of long-distance, destination travelways.

The below goals (numbers 1-5) are designed to lead to a state of economic, social, and

environmental sustainability in the tri-county area via a focus on improving recreation and

tourism opportunities over the long term. The objectives (letters a-f) and actions (numerals i-vi)

represent an initial brainstorming about how interested stakeholders, whether in an organized

fashion or on an ad hoc basis, might approach contributing to the goals. There are thus more

objectives and actions than any single individual or group might want to engage in at any given

time – the objectives and actions are meant to be sorted through and taken on gradually.

1. Bring people together: Partner with local governments, the hospitality industry, and all

interested stakeholders to leverage resources for four-season recreation and tourism in

Northeast Washington.

a. Hold regular NEWSTART meetings with stated agendas.

b. Utilize Forest Service and other community facilities for meetings as available;

spread meetings across tri-county area; utilize technology for remote connections.

c. Provide speakers and training to relevant stakeholders and NEWSTART

members.

d. Bring together, collaborate with, and advise public land managers on recreation

and tourism issues.

i. Clarify roles of public land managers (<1 year).

ii. Establish an agency caucus (<1 year).

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e. Continue mutual learning.

i. Have an annual celebration (ongoing).

ii. Hold an annual retreat to review strategic plan, goals, and objectives

(ongoing).

f. Monitor actions, recreation tourism trends, feedback from the public and relevant

stakeholder groups, and for economic, social and economic sustainability.

i. Establish monitoring committee (<1 year).

ii. Develop a scorecard to measure and track goals pertaining to this plan (<1

year).

iii. Partner with Washington State Arts Commission to get annual creative

vitality index values specific to Northeast Washington for arts monitoring

(<1 year).

iv. Produce regular monitoring reports on progress and successes, and

feedback from relevant stakeholders and the public (ongoing).

2. Enhance communication with the public and all relevant recreation and tourism

stakeholders.

a. Continue inviting participation from Northeast Washington’s communities.

i. Various stakeholder engagements – trapline and other meetings

(completed / ongoing).

ii. Vision Workshop (completed).

b. Establish a communications committee and engage in regular communications

with communities and relevant stakeholders.

i. Manage organizational documents and information resources (ongoing).

ii. Email updates/newsletter communications with the public (ongoing).

iii. Identify and reach out to all relevant stakeholders, located in NE

Washington and elsewhere (ongoing).

iv. Develop a media plan (<1 year).

v. Establish and develop a website (<1 year).

vi. Tell the story of NEWSTART and Northeast Washington via printed,

electronic, and new media (in conjunction with marketing committee)

(ongoing).

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3. Market recreation and tourism opportunities in Northeast Washington.

a. Develop a marketing plan.

i. Establish marketing committee (<1 year).

ii. Tell the story of NEWSTART and Northeast Washington via printed,

electronic, and new media (in conjunction with communications

committee) (ongoing).

iii. Network with regional tourism industry (ongoing).

iv. Develop recreation and tourism advertisements (1-5 years).

b. Create and articulate a ‘feel’ for Northeast Washington via marketing.

i. Develop a branding tagline draft (completed).

ii. Determine legality and copyright issues associated with tagline (ongoing).

iii. Establish an asset mapping committee (<1-5 years).

iv. Produce, distribute, and update asset maps (<1-5 years).

c. Reach out to local hospitality and tourism businesses on regional assets and good

customer service and business practices.

i. Develop Ambassador Training (<1 year).

ii. Implement Ambassador Trainings across NE Washington (ongoing).

d. Partner with Washington State Tourism and with visitor bureaus from

surrounding areas (North ID, Spokane, British Columbia, Okanogan County).

4. Establish connected routes (physical, cultural, and historic) and travel ‘packages’.

a. Develop a management plan for Hwy. 20 from Republic to Newport, and develop

other historic and interpretive sites.

i. Partner with scenic byway organizations and the International Selkirk

Loop (<1-5 years).

ii. Identify scenic byway and other grants (<1-5 years).

iii. Apply for grants (1-5 years).

iv. Install and maintain sites (1-5 years).

b. Support existing entities in creation of loops and trails including but not limited to

Pacific Northwest National Scenic Trail, Pend Oreille River Water Trail,

community connections (OHV), Selkirk Loop, and routes on visitor maps.

i. Establish a user group / route committee (<1-5 years).

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ii. Identify missing routes and recreation/tourism gaps (1-5 years).

iii. Identify appropriate sites for missing routes and recreation/tourism gaps

(1-5 years).

iv. Develop and implement recreation user-group ambassador education

programs (1-5 years).

v. Conduct trails analysis (1-10 years).

vi. Implement loop routes and trails (1-10 years).

c. Reach out to arts community to help grow and promote the arts, music, and

culture in Northeast Washington.

i. Organize annual arts celebration (<1-5 years).

5. Set ground work for outfitter-guides and a small-business-friendly-environment; fill gaps

in business.

a. Identify business opportunities and gaps.

i. Begin ‘heads in beds’ pilot to improve number, quality, and diversity of

accommodations in NE Washington (<1-5 years).

ii. Create running list of business opportunities and gaps (<1-5 years).

b. Serve as liaison to chambers and EDC organizations.

i. Work with chambers and EDC organizations to develop a framework for

business plan development and startup cost support (1-5 years).

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Monitoring Overview

Monitoring will help NEWSTART to ensure that it is meeting its goals to contribute to economic,

social, and environmental sustainability in Northeast Washington. The following metrics are

based primarily on Northeast Washington Trends data, as well as other data that are already

being collected by other parties. As is the case with the goals, objectives, and actions, this

monitoring overview provides a multitude of monitoring possibilities. Stakeholders in recreation

and tourism can pick individual metrics to meet their specific monitoring/knowledge needs.

Economic Sustainability (from Northeast Washington Trends data and USFS National Visitor

Use Monitoring)

Annual direct tourism and travel expenditures.

Annual tourism and travel spending by campers.

Total Funds expended by Colville National Forest Visitors (5 year cycle).

Annual number of food service and accommodation businesses.

Annual number of arts related businesses.

Annual fairground revenues.

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Social Sustainability (from Washington State Arts Commission and other sources)

Annual creative vitality index value.

Annual assessment of heritage and cultural assets (number of interpretative opportunities

provided, number of visits, or condition of sites).

Annual assessment of community character (local perceptions or stewardship activities).

Annual assessment of public health.

Environmental Sustainability (from Northeast Washington Trends data and USFS)

Annual environmental quality assessments.

Number of Environmental Assessments and Environmental Impact Statements appealed

annually.

Public land visits.

Boats launched at Lake Roosevelt National Recreation Area.

Hunting and Fishing Licenses sold.

Visits to 49 Degrees North or Inland Northwest Ski Areas.

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