Transcript - Cherokee Preservation Foundation

Qualla 2020:
Diversifying the Qualla Economy
Second Meeting
March 21, 2014
Page 2
Agenda - Morning
9:00
Welcome and Introduction
9:15
Information from CEDS Process
9:45
Tourism Trends and Challenges
10:45
12:00
Develop Options for Cultural and Heritage Tourism
Lunch
Page 3
Agenda - Afternoon
12:30
Recommend Options for Detailed Investigation
1:30
Review Focus and Membership for Task Teams
2:30
Next Steps, Assignments
3:00
Adjourn
Page 4
Qualla 2020 Goals
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The purpose of the Qualla 2020 Project is to diversify the
Cherokee economy and reduce its risks so that it can
better ensure the well-being of the Cherokee population
into the future.
In order to do this, the Qualla 2020 Project will seek to
mitigate the dependence of the economy on gaming
revenues, and to develop and expand businesses in ways
that uphold the core values of the Cherokee people.
Page 5
Qualla 2020 Process
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Six Committee meetings
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Tuesday, February 25, 9:00 am – 3:00 pm 
Friday, March 21, 9:00 am – 3:00 pm
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Yellow Hill Activity Center (Old Hardware Store)
Wednesday, April 23, 9:00 am – 3:00 pm
Wednesday, May 21, 9:00 am – 3:00 pm
Friday, June 27, 9:00 am – 3:00 pm
Tuesday, July 15, 9:00 am – 3:00 pm
Task teams will meet by phone between Committee
meetings to develop detailed action plans for Committee
review
Committee will choose action plans to recommend to EBCI
Administration, EBCI Tribal Council and Cherokee
Preservation Foundation
Page 6
Action Plan Definition
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Action plan criteria:
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Achievable with the resources controlled by institutions and
individuals on the Qualla Boundary
Create visible differences within a year or two
Support traditional Cherokee values and culture
Action plan elements:
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Goal
Participants
Activities
Organizational leadership
Resources required
Funding sources
Timeline
Page 7
Agenda - Morning
9:00
Welcome and Introduction
9:15
Information from CEDS Process
9:45
Tourism Trends and Challenges
10:45
Develop Options for Cultural and Heritage Tourism
12:00
Lunch
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Page 14
Strengths: Tourism Industry Assets
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Cherokee Culture -- The Southeast Tourism Society named
the Cherokee, NC area the Travel Attraction of the Year in
2006
Harrah’s Cherokee Casino
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Overall gaming revenues dropped after 2007; now recovering
Opened a new 23-story hotel tower and greatly expanded gaming
space
Opened 3500 seat entertainment venue
Opened several new food and dining venues
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Ruth’s Chris Steakhouse
Brio Tuscan Grille
Others
Gateway Community for Great Smoky Mountains National
Park
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The nation's most visited national park in 2012
Nine million visitors spent over $818 million in the gateway
communities surrounding the Park
Southern terminus to Blue Ridge Parkway
Page 15
Strengths: Tourism Industry Assets
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Cultural attractions: Unto These Hills, Oconoluftee Indian
Village, Cherokee Museum, Qualla Arts and Crafts
Improved Tourism Amenities and Infrastructure
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Opened Robert Trent Jones-designed Sequoyah National Golf
Club in 2009
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Named the 9th Best Course in North Carolina by GOLF MAGAZINE
in 2010
Design Team included Notah Begay III, a Native American Golf
Celebrity and philanthropist
Completed major renovations of “Downtown” Cherokee
Opened the Cherokee Action Sports Park in 2011, one of the
largest skateboard and BMX bike parks in North Carolina
Reopened the newly renovated the Cherokee Fun Park in
2011, a popular arcade, go cart track and entertainment
facility
Page 16
Strengths: Infrastructure / Natural Resources
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Transportation – Ample access to region’s commercial and
population centers
Telecommunications – Excellent broadband access
through BalsamWest Fiber Net
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Deployed approximately 300 miles of underground fiber that
serves 10 counties in NC, GA & TN
The joint venture with Drake Enterprises positions the Tribe
for future growth in this area
The Environment -- The Boundary has a highly desirable
natural environment that is attractive for tourism,
particularly in summer and fall.
Page 17
Strength: Access to Federal Resources
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Awards for Economic Development projects received from
the federal government since 2007:
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Old #4 Sewer Line (HUD-ICDBG)
$447,187
Soco Sewer Line (EDA)
$1,000,000
Tsali Care Center (ICDBG)
$487,500
EBCI Facility Retrofit (DOE)
$200,000
EBCI Streetlight Retrofit (DOE)
$253,100
Strategic Energy Plan (DOE)
$100,000
Partnership Planning Grants (EDA)
$319,740
Electronic Fishing Licenses (HHS/ANA)
$213,000
Digital/3D capacity a Theatre (USDA RBEG) $200,000
GIS Grant (ANA)
$151,000
Total
$3,371,527
Page 18
Weakness: Lack of Significant Diversity in Economic
Base
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Tourism-Based Economy
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Heavy dependence on gaming revenue
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Tourists who come for gaming unlikely to be interested in cultural
aspects of Cherokee
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Non-gaming tourism in Cherokee was down marginally between
2007 and 2011
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The majority of tourists who come through Cherokee do not stay
overnight
Many tourism retail amenities remain largely outdated and in need of
refurbishment
The negative impact of the ongoing recession on disposable income
and gas prices
Competition from consumer-oriented attractions in the
Gatlinburg/Pigeon Forge area
Limited workforce -- The demand for seasonal labor for the
tourism industry far outstrips the available workforce
Page 19
Weakness: Lack of Significant Diversity in Economic
Base
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Limited employment opportunities outside of gaming and
tourism
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This sector employs over 30% of the labor force
Nearly 37% of labor force work in public sector positions
(public administration, education, healthcare, social services)
Approximately 42% of the adult population on the Qualla
Boundary are not in the labor force
Educational attainment levels not attractive to high-skilled
/ high wage occupations
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Less than 10% of the adult population on the Qualla
Boundary have attained a degree from a four-year college
Page 20
Top Ten Projects Recommended by CEDS
Committee
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Direct Investments for EBCI Portfolio
Adventure Park/Canopy Walk
Elementary School Parcel
Water Activities Center - Pool and Beach
Cherokee Crossing
Bowling Alley
Snowbird Lodge
Former High School Site
Riverside Campground
Wildlife Attraction
Page 21
Agenda - Morning
9:00
Welcome and Introduction
9:15
Information from CEDS Process
9:45
Tourism Trends and Challenges
10:45
Develop Options for Cultural and Heritage Tourism
12:00
Lunch
Page 22
Tourism Trends
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Trends for the NC Mountain Region in 2012
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86% of visitors came to the NC Mountain Region for pleasure
purposes, 8% for meetings and conventions
Overnight visitors spent an average of 2.8 nights
62% of the overnight visitors stayed in a hotel/motel
The average party size for all visitors was 2.0 people
24% of all travel parties included children
92% of all visitors drove in, 4% came by air
Average trip expenditure was $547, for overnight visitors it
was $664
58% of households visiting had incomes over $50,000, with
33% over $75,000
84% of visitors were repeats, with 16% first time
61% of overnight visitor heads of household had a college
degree or higher
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Options for Cherokee
Focus on Authentic Cherokee
 Create attractions that emphasize Cherokee culture and
heritage for the more educated and affluent visitor
 Offer visitors multiple-day itineraries
 Develop nature/light adventure-based attractions for the
more active visitors, both guided and independent
 Create guided tours of the many Cherokee trails, historic
sites of significance and natural landscapes
 Offer more live attractions such as music-dance-culinary
festivals, markets and events
 Elevate the presence of authentic Cherokee arts with
increased visibility and access
 Conduct guided birding, botanical, wildlife and traditional
wilderness skills tours
Page 24
National Tourism Trends
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Changing nature of tourism in US
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Baby boomers
Retirees/aging population
Effects of the economy
Changing demographics
Types of tourism/case examples
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Cultural tourism
Historic/Heritage tourism
Nature-based tourism
Adventure tourism
Arts – Visual, Performing, Culinary
Agri-tourism
Page 25
Expenditures by Tourists in NC – Up Again After
Recession
NC Tourism Expenditures (billions)
25
20
15
10
5
0
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Page 26
Number of Visitors to Great Smoky Mountains Has
Remained Stable (Total and Through Cherokee)
Page 27
But Attendance At Key Cherokee Attractions Has
Declined Sharply
Page 28
Existing Initiatives to Support Tourism
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State-wide
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Blue Ridge National Heritage Designation branding and
marketing plans
NC Green Travel Initiative
NC International Marketing and Travel Development
Smoky Mountain Host promotion
HandMade in America (Handmade art/crafts promotion)
Wild South Cherokee Journey (Google Earth application)
Cowee to Nikwasi Corridor, Land Trust for the Little
Tennessee River
Cherokee sites and attractions state-wide
American Indian/Alaska Native Tourism Alliance
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Mary Jane Ferguson, former President
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Cultural and Heritage Tourism
o Cultural Expressions
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Songs, Dance, Stories
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Lifeways, Social Structure
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Games, Sports
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History
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Cooking, Natural Foods, Medicines
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Language
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Connections to Nature
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Apparel, Handcrafts, Art Forms
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Agriculture
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Hunting, Weapons
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Dwellings,
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Sacred Places, Spirituality
Page 30
Potential Tourism Strategies
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Think both Short and Long-Term
Develop Tourism Supported by Cherokee Strengths
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Existing Cultural Attractions – Cherokee Museum,
Mountainside Theater, Oconaluftee Indian Village, Qualla Arts
and Crafts
Eastern Cherokee People
Eastern Band of Cherokee Indians – A Sovereign Entity
Art Forms – Visual, Performance, Culinary, Storytelling
History, Historical Places
Natural Landscapes and Waterways
Great Smoky Mountains NP
Lodging
Address Weaknesses
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Poor Appearance of Many Retail Outlets
Page 31
Agenda - Morning
9:00
Welcome and Introduction
9:15
Information from CEDS Process
9:45
Tourism Trends and Challenges
10:45
Develop Options for Cultural and Heritage Tourism
12:00
Lunch
Page 32
Develop Options for Cultural and Heritage Tourism
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Review list of potential options to increase cultural and
heritage tourism
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Previous meeting
This morning’s discussion
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Add, refine, combine into set of options
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Discuss each option
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Objective
Key activities
Important participants
Page 33
Strategies Suggested at Qualla 2020 Meeting
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Increased focus on cultural tourism
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Outdoors and natural resources
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Increased promotion of fishing, birding, and wildlife viewing
Creation of a wildlife preserve
Culturally based mixed use space to help/push downtown
to upgrade
Central tourism “platform”
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Support for cottage industry and craftspeople
Tours of historic sites
Allows purchase of all tickets at one location
Marketing spending at rates that are comparable to
competitors
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Family focus
“Destination mindset”
Page 34
Agenda - Afternoon
12:30
Recommend Options for Detailed Investigation
1:30
Review Focus and Membership for Task Teams
2:30
Next Steps, Assignments
3:00
Adjourn
Page 35
Analyze Options (small groups)
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Small group assignment
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Analyze how well each option fulfills criteria:
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Achievable with the resources controlled by institutions and
individuals on the Qualla Boundary
Start to see visible differences within a year or two
Supports traditional Cherokee values and culture
Pick top five options for Tourism task team to review in detail
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Each team will have five “voting dots”
Page 36
Recommend Options
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Teams use voting dots to record their preferences
Voting dots are tallied, and top five options are
recommended to Tourism Task Team
Tourism Task Team members (and others) clarify the
details of the top five plans
Page 37
Agenda - Afternoon
12:30
Recommend Options for Detailed Investigation
1:30
Review Focus and Membership for Task Teams
2:30
Next Steps, Assignments
3:00
Adjourn
Page 38
Task Teams Chosen Last Meeting
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Tourism (particularly cultural and heritage tourism)
Knowledge industries
Small business and entrepreneurial development
Government and 8(a) contracting
Real Estate
Page 39
Team Report-Out and Discussion
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For each task team, report out and discuss
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Recommended focus for the team
Current team membership
Examples of options being considered
Additional individuals recommended/sought for addition
Page 40
Next Steps
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Second meetings of task teams by phone
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Add new members
Clarify potential options
Develop workplans and timelines : who has to do what by
when?
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Research
Interviews
Financial analysis
Exploration of funding sources
Development of recommendations
BWB Solutions and Medicine Root will staff and facilitate
tasks teams and conduct additional research as necessary
Page 41
Contact Information
Ben Sherman
[email protected]
(303) 818-4926
John Weiser
[email protected]
(203) 314-8600