SECTION IV
TOURISM STRATEGY
DEVELOPMENT OF THE TOURISM PROGRAM


During LARC's engagement in assessing Eureka Springs' tourism program and developing appropriate strategies to improve overall tourism, it became evident that a fundamental weakness in the current Eureka Springs tourism structure will make the program's success more difficult. Eureka Springs lacks the appropriate tourism "headquarters." There are several organizations that work toward the execution of Eureka Springs' tourism program but no "head" exists. Although all the organizations we interviewed had the complete interest of Eureka Springs at heart, the absence of leadership is a major impediment to success. Also, the lack of cooperation between the various organizations hinders Eureka Springs.

There are four areas that are fundamental to the success of any tourism program: organization, promotion, design, and economic restructuring. Without them, tourism programs destine themselves to be mediocre at best. The need to address each of these four issues creatively is paramount to a community's success. The diagram below shows how the four points interact. As shown, organization is the key point around which all others revolve. Without organization, tourism programs are weakened and usually do not ever reach their full potential. By adhering to the four-point program, Eureka Springs should achieve its objectives, including raising the quality of life for its citizens. Each of the four points is discussed in more detail in this section. Many issues within the four points overlap, and the key point found throughout is organization functioning with cooperation.

The City of Eureka Springs has a basic tourism structure in place, but none of the arms of this structure work well together. In our interviews we were told time and time again of the lack of cooperation that exists among your tourism businesses and organizations.

Knowing the lack of cooperation and knowing the number of past studies completed for Eureka Springs, LARC concludes the city requires a step-by-step plan to achieve any of the recommendations this study will offer. This plan involves a six-stage process that will be outlined in this section, along with the four-point approach. If these steps are followed, Eureka Springs will benefit tremendously from its tourism assets.

*********GRAPH**********
First -Form a Tourism Task Force - A task force made up of interested community leaders
who can cooperate together should be formed immediately to undertake the plan
outlined in this study. The task force should guide the community through the six-
stage process until all points in the study have been assigned.


Outline for Eureka Springs Six-Stage Process

The following outline will guide the Tourism Task Force in a step-by-step process to achieve the organization needed for a strong tourism program. As LARC continues to explain the process, we will identify the point at which each of these six steps will be accomplished or who will be responsible for the execution.

I. Strategic Stage
II.Committee Development
III.
Strategic Resource Identification
IV. Community Implementation of Program of Work
V. Periodic Program Evaluation
VI. Maintain Ongoing Program


I. Strategic Stage

Hold a Strategic Planning Session - Strategic planning will bring about the development of committees and committee members for the purpose of moving the program forward. This will also be the appropriate time to inform all the stakeholders in the city's tourism program that a plan is underway. The meeting should be open with everyone having a chance to voice their opinion and buy into the plan. LARC has worked with several communities in the strategic planning process and will be glad to assist the city in locating a facilitating team to assure the city a positive outcome to the meeting. (See Appendix B )

II. Committee Development

III. Strategic Resource Identification

At the conclusion of Eureka Springs' strategic planning session, the city will have identified the issues of concern, developed its committee structure and prioritized the issues. With this accomplishment, the city will then be able to move ahead with the four-point approach in implementing the established program of work.

Strategy Process
Issue IdentificationPrioritizationCommittee Development
Organization Economic Restructuring
PromotionDesign


IV. Community Implementation of Program of Work

Organization

The challenge in developing any tourism program lies within the community's ability to effectively organize and manage its assets, promote them effectively, and implement strategies to achieve objectives. The foundation for a successful tourism program is rooted in its organization. Organization is the catalyst and structure that holds together all of the above four points.

Organization can only exist in an atmosphere of cooperation. But where there is an atmosphere of community disagreement, no research study or expert consulting firm will reverse the downward spiral. Without cooperation between them, tourism organizations will never be fully effective.

Therefore, we continue to outlined the steps required for the community to successfully alter its tourism direction.

Tourism Coordinator - This position is critical for the success of the entire program and must be a person with the ability to bring harmony to the organizational arms of the tourism program.
Form a Downtown Development Association (DDA) - The DDA will be the most important organization in the city's downtown tourism development program. Appendix C provides guidelines for structuring a DDA. The main purpose of this group is to provide innovative ways to market and organize the program and to be a source of program funding. In most circumstances, the DDA can apply for 501(c)3 nonprofit status with the IRS, allowing for dues to be tax deductible.
Align with Regional/Local Financial Institutions and Use Existing Resources - Regional and local financial institutions can provide a low-interest loan pool for the DDA and its members to use for marketing and revitalization. In addition, existing resources such as the Arkansas Historic Commission can be used to hold seminars on the benefits and uses of restoration and renovation in downtown structures.

V. Periodic Program Evaluation

VI. Maintain Ongoing Program

Tourism Coordinator

The Tourism Coordinator plays a crucial role in executing a tourism program. The last two steps in the six-stage process should be executed by the Tourism Coordinator. A successful program is dependent on a strong figure head that can effectively follow through with the periodic evaluation and be aggressive in its ongoing maintenance. Tourism is an industry and requires a central figure head. Because Eureka Springs has chosen tourism as its main economy, this position should be appointed immediately.

The role of the Tourism Coordinator is detailed in the following points:

  1. The Tourism Coordinator serves as the facilitator, motivator, and even instigator for the community's tourism program. The coordinator is responsible for day-to-day activities and manages program staff and volunteers.
  2. The coordinator provides a communication link between communities to synchronize activities in all four- point areas, i.e., organization, economic restructuring, promotion, design. This person initiates and coordinates a range of projects, from supervising promotional activities to assembling market information. The coordinator should work with a volunteer board of directors and four working committees composed of residents, business and property owners, and public officials.
  3. The coordinator's most important role is to serve as an advocate for all tourism businesses and the community.
  4. The coordinator's duties evolve as the program's goals and objectives change, but the focus is always on tourism development.
  5. While the function of the coordinator is very important, it cannot and should not take the place of volunteers in the organization.
  6. Most small town tourism programs rely heavily on volunteers within the community. The coordinator should serve as a facilitator and coordinator of people and resources, to help volunteers work efficiently and effectively.
  7. The coordinator works closely with city, county, regional, state, federal, public, and private officials and representatives.
  8. The coordinator works with regional development centers and with community volunteers to develop or administer applications for federal and state grants, participate in relevant state programs, and provide a contact point for receiving community assistance.
  9. The coordinator should become familiar with all persons and entities in or affecting the community.
  10. The coordinator should coordinate all activities and be part of a state-wide network of professionals working to find ways to revitalize downtown. Successful techniques, methodology, and information should be shared with other communities.
  11. The coordinator will serve as a contact for media questions.
  12. The coordinator should work with the DDA to gather information concerning the downtown area. All information should be tracked and assessed to document the effectiveness of the program as well as provide justification for its continuation.

Downtown Development Association

Just as the Tourism Manager is one of the most important positions within the entire tourism program, the Downtown Development Association (DDA) is an important organization in the downtown revitalization program. Without the commitment and active participation of downtown business and property owners, the likelihood of lasting improvement is slim. Downtown merchants and property owners must exhibit confidence and enthusiasm in revitalization efforts and the future of the area.

The first step in DDA formation is for the city to appoint a charter seven-member volunteer DDA Board. Positions should be revolving, typically three seats for three years, two seats for two years, and two seats for one year. Revolving seats present the opportunity for new members with new ideas to work with experienced board members. Members should be allowed to be reappointed. This study and a community presentation should be the catalyst which gives the community something to rally behind. To get a DDA started, begin with an organizational meeting. From this meeting, the outline of a plan should emerge with the goal of putting the plan into action. Key points should be as follows:

Goals for the DDA should be established at the beginning. One focus should be on building DDA membership. Target 50-75% participation of downtown businesses the first year. A second focus should be image, promotion, and advertising for the downtown area. Develop a downtown logo or graphic that can be used on printed materials for the DDA as well as city promotions such as ads, shopping bags, etc.

Finally, a key component of the DDA is the committees formed to lead activities including promotions, DDA membership, communications, and recruitment of new business. The chart shows a sample DDA structure.

*****GRAPH*****

The Promotion Committee should develop a year-round calendar of events related to downtown image such as Turn of the Century Days, retail-related promotions such as Antique Days, or special events such as a community performance activity.

The Membership Committee will be extremely important to the DDA during its first year, actively recruiting prospective members. In later years the focus of this committee will be less on membership and more on fund raising.

The Communications Committee should keep in contact with DDA members via newsletter or some other form of regularly distributed means and inform the public of downtown events via publicity in local and regional media.

The Economic Restructuring Committee must actively seek new tenants, businesses, and entities to the downtown development area. Working closely with the City of Eureka Springs, this committee will offer services, information, and incentives to businesses relocating downtown, just as incentives would be given to a new industrial site. The downtown area would definitely benefit from aggressive recruiting, marketing, and incentives.

The DDA can become a strong force for the City of Eureka Springs if it can attract and maintain strong community support. As in most small communities, the outcome and success of a volunteer program is directly dependent upon the level of commitment by those businesses and individuals involved. Community cooperation and support is required for the DDA to prove fruitful.

Economic Restructuring

A major function of the Downtown Development Association will be to track and assess downtown development. Collected data will evidence the growth of your revitalization efforts and put a stop to circulating rumors and opinions on the state of the downtown business climate. A list of what is needed for tracking is in Appendix D. This data will become one of the most useful tools in business retention and business recruitment by giving a clear measure of economic restructuring accomplishments. Also, in an assessment of the area, a survey of the downtown's strengths and weaknesses from the start of the program would be useful in years to come. The DDA should organize the assessment process and use the information in marketing the downtown area. The DDA should also examine the business mix, always attempting to maintain diversity. A diverse business mix is essential.

Currently, downtown Eureka Springs relies heavily on small retail business and the visitors it brings. Trends show this to be an excellent draw, now and in the future, but we recommend the city concentrate on diversifying its mix and looking for other types of businesses that compliment the existing tourism program, a health resort, for example. The Eureka Springs Gardens is an excellent site for this idea.

Economic restructuring includes developing new marketing and advertising philosophies for a community. When a prospective business researches Eureka Springs as a relocation site, the downtown and underutilized spaces should be marketed as aggressively as typical industrial sites. Information is the key that businesses are looking for to make their decision. The DDA should develop a marketing package that includes a profile on each building in the downtown area, available space, advantages of locating in downtown Eureka Springs, typical utility rates, list of existing businesses, list of city and county officials, Chamber of Commerce information, incentives available, information on any advertising co-ops, and a detailed explanation of the DDA and who is involved. By providing the information the relocating business needs, Eureka Springs will portray itself as a city with its act together. Cooperation between the public and private sector is always impressive to a future investor.

A key point in the development effort is to access all available professional and state resources. A good first step was hiring LARC to develop these guidelines. As a next step, the DDA should organize a seminar with the Arkansas Historic Commission. The commission holds seminars on how important your downtown structures are to your existence as a city. They teach building owners the three "Rs" - renovation, rehabilitation, and restoration - and where to go to fund these initiatives. Local bankers should be invited to the seminar, also, so they understand the value of downtown buildings and the importance of the banks' role in forming a low-interest loan pool. Educating the community on the importance of these historic structures is essential to understanding the need to protect the downtown area. (See Appendix E)

As a prerequisite to historic downtown preservation, it is necessary to review the city's laws and ordinances that deal directly with downtown preservation. By creating a common set of rules and regulations, the city's development can follow within the parameters of the image developed. This is one of the first tasks the city needs to address before growth attracts the wrong business; for instance,a pet store that uses an eight-foot long lizard for signage on its building on main street. Unfortunately, this true incident was the case in a small town for whom we recently consulted. No ordinances were in place to protect the city for unsightly signage.

In many small communities, it is sometimes difficult to encourage downtown business owners to renovate their building. If there are existing buildings in the city of Eureka Springs that you would like to see restored, use the newly formed DDA and the low-interest loan pool with local banks to get the project rolling. Although this may seem unique, cities of every size are doing this throughout the country. Local banks finance the building purchase, the low-interest pool funds the renovation, the DDA markets the building and reinvests the profits into the next building. In cases such as this, everyone wins. As a reference, Appendix F lists Seven Mistakes Often Made in Downtown Revitalization.

Promotion

As a primary means of directing focus to the tourism program, the city should develop a Welcome Center / Tourism Headquarters. No serious tourism program can exist without a headquarters; which functions as its identity and addresses services needed by the visitor. The center should be open seven days a week and staffed by friendly, knowledgeable citizens happy to greet and assist visitors. Public restrooms are a must for the center: you cannot portray an effective image by allowing fast-food establishments to act as your public restroom facilities. The Welcome Center/ Tourism Headquarters provides many functions for the tourism program and one of the most important is image. The Welcome Center should reflect the community's attitude toward its tourism program. The center not only functions as an information source for visitors, but is the focal point of the entire program. The facility can function as a meeting space for committees, be used as an incentive to businesses who join the DDA or other programs, and a place for collection of data that is crucial to those making marketing decisions.

No matter how many attractions, activities, historic homes, or retail shops a city boasts, people will not come unless they know about them. This simple axiom is not always applied by cities in their quest to draw visitors. Unless the traveler knows about a city, its image and attractions, they will go elsewhere for their travel destinations.

Cooperation, once again, is the key in successfully promoting a city's tourism program . For example, no one business, with the exception of the Passion Play, has the ability to launch a large advertising campaign.

It is essential to meticulously track all sources of information to understand how effective the city's promotional efforts are. As part of an advertising campaign, your toll-free line should be employed with persons answering caller questions. Neither answering machines nor voice mail provide the type of feedback that can be gained from asking someone how they heard about Eureka Springs. This will provide ad tracking for better media buys. Questionnaires in local hotels, restaurants, and retail establishments can provide reasons why people visit. This information is invaluable to any tourism program and can be effectively implemented at minimal cost. LARC's research concluded the answering service Eureka Springs uses in San Antonio, Texas, is not the best solution to handling information inquiries. This function should be handled by the city's tourism headquarters. If the number of calls prohibits office staff from handling them, a service within Eureka Springs, or at least within the state of Arkansas, should be selected.

After collecting information and with some understanding of what works, prepare a unified marketing plan annually and follow it. Information from tracking ads will make each year's budget reach farther. Build each year, refine your image, and stick to your plan. Once an image is established, reinforce it by using it in all advertising and marketing materials.

Promotional activities for the downtown area, if done effectively, should create a sense of ownership of downtown by all community members. Downtown merchants should provide local sale days to residents showing a license or downtown bazaars benefitting local charities. Encourage everyone to be involved.

Design

Design issues enter into promotion, economic restructuring, and organization. Design supports the image a community has chosen for itself, an image which should be clear through all aspects of the tourism program. Organizational and economic restructuring challenges are to ensure that this image is supported by city bylaws, ordinances, and other assistance. Promotion markets the image through advertising campaigns, visitor response pieces, etc.

Design criteria and principles can be either inherent within a community or controlled at the local level through ordinances. Sometimes a community will exhibit longstanding appreciation for good design, which is manifest in the built environment and local landscape. More times than not, however, communities find it necessary to incorporate some type of regulatory control over the design of buildings and landscaping.

Generally, a city will control design issues under the following classifications: Downtown buildings are usually regulated through preservation or design review ordinances, through which a panel or commission appointed by the city has to approve all exterior design changes except those relating to maintenance. This helps ensure that an overall look of quality as well as consistency with a community's image is recognized and approved. In many cities in which LARC has completed similar tourism studies, the community instituted awards for design quality and creativity. This is one way to give business and property owners the incentive to remain within design guidelines.

If local financial institutions provide loans for building rehabilitation, the presence and activities of the design review panel can ensure that good money isn't spent on bad designs. Also, in small community renovation, more private investments are made as the area develops a strong look and quality design.

Some examples to adhere to in creating and maintaining strong, good design principles for Eureka Springs:

Buildings: The structures should be true to their time period, neatly painted, not over signed, and well maintained through owner, city, and county taxes.
Streets: Lighting fixtures should be adequate to provide safety and security while harmonizing with the surrounding architecture and history of the community (owners, community image).
Landscaping:Trees should provide ample shade. Plants, shrubs, and flowers are extremely beneficial to community image if well maintained.
Parking: To attract tourists and to provide a general positive quality of life for residents, the downtown area should have ample parking. Public parking should be well marked and distinguished by crisp, clear lines. As a note, the average downtown parking space is worth approximately $17,000 or more in business annually.
Windows: Interiors of retail businesses are as important as the exterior; goods and merchandise should be displayed exceptionally in well lit, clean environments. As the axiom states, "retail is detail."
Signs: The majority of signs in the community should be permanent and of high quality fitting in with community image. Other signs should be high quality but may be of a temporary nature. All attraction signage should be placed in high traffic locations and directional signage should be used as necessary. Signage should be limited in number, though, to avoid a cluttered and trashy look.


Summary of the Development of the Four Point Revitalization Approach

Organization Economic Restructuring Promotion

Design

LARC has explained the function of the four-point approach we believe to be crucial to a strong organized tourism program. As a conclusion to this section, LARC will assign Eureka Springs' existing tourism organizations into this committee structure.

Organization

Responsible for the coordination of the Eureka Springs tourism program.

The following organizations should function under this committee structure: Tourism Task Force, Tourism Coordinator, Eureka Springs Chamber of Commerce, DDA, Organization Committee. Economic Restructuring

Responsible for the development of new attractions and the economic health of the downtown area.

Eureka Springs Chamber of Commerce, DDA, Economic Restructuring Committee Promotions

Responsible for the marketing of Eureka Springs.

Advertising Agency, CAPC, Welcome Center (data collected through 800 number and collection of visitor comments), Promotion Committee.

Design
Responsible for the protection of the historical value of Eureka Springs downtown and surrounding areas.

DDA, Design Committee, Historic Preservation, Garden Clubs. It is important to note LARC may not have included all the organizations in Eureka Springs that contribute to the tourism program. But, all organizations would fall into one of these categories. LARC cannot stress enough the importance of the formation of these committees, and the recommendation that each committee focus only on the issues before that committee. At this point in the Eureka Springs tourism program, the citizens of Eureka Springs need to see results on issues of concern and cooperation. The process LARC recommends in this study will provide the necessary structure for this to happen.

Table of Contents Section I - Introduction Section II - AsssessmentSection III - Attraction Development Options Section V - Summary