As part of the tourism master planning process, a SWOAT analysis (Strengths, Weaknesses, Opportunities, Aspirations, and Threats) was conducted to assess the destination’s current position and future potential. This framework identifies internal and external factors influencing tourism development, while also capturing the community’s aspirations for long-term success. The insights gained help shape strategic recommendations that are both grounded in reality and aligned with the destination’s vision for growth.
Strengths
Physical Assets:
- Historic city
- Rich architectural heritage
- Diverse museums (history, art, science, craft) and attractions (restaurants, abundant small and independent retail, markets, hotels, historic sites)
- Experiential offerings
- Cultural facilities
- Central geographic location
- Multi-modal accessibility: road, rail, air, bike, walkability
- Well-maintained public space
- Adequate area hotel rooms/product
- Growing entertainment scene
- Well maintained parks and greenspaces
Cultural Resources:
- Unique and authentic community story
- Variety of well-established local tours
- Multiple category visitor appeal
- Strong arts presence
- Independent business culture
- Multicultural heritage
- Culinary excellence
- Beloved local events
Operational Advantages:
- Adequate baseline lodging capacity
- Established event calendar
- Growing entertainment options
- Strong local partnerships
- Quality product and service reputation
- Reputation for honest and hospitable people
- Shared values around smart growth, and preserving city’s history, architecture, and charm
Weaknesses
Marketing Challenges:
- City/county brand misalignment/fracture
- Product awareness issues
- Perceptions around parking, safety, asset quality and quantity are diverting potential visitation
- Inconsistent messaging- varying quality and effectiveness
- Limited promotional reach – No clear funding mechanism for tourism promotion
- Limited and often fragmented marketing efforts
- Notable product awareness gaps
Operational Issues:
- Inconsistent business hours
- Uneven geographic visitor distribution
- Limited evening activities
- Navigation challenges (congestion, bus hours, signage, parking concerns)
Infrastructure Needs:
- Parking perception issues
- Safety perception issues
- Traffic management
- Outdated wayfinding
- Corridor/Neighborhood connectivity
- Public transport limitations
Opportunities
Funding & Partnership:
- State tourism budget increase ($4M to $19M)
- New leadership region-wide creates new collaboration potential (Discover, Hershey/Harrisburg, Dutch Country Roads, state)
- Streamline economic development services across an active and robust partner landscape
- Public-private partnerships
- Investment attraction
- State and national program alignment and cross-promotion
- State and national grant programs
- Crime Prevention Through Environmental Design (CPTED) investment and promotion
- New Home Rule City status provides opportunity to reimagine tourism and related promotional strategy
Product Development:
- Promote new Thaddeus Stevens and Lydia Hamilton Smith Center
- Develop plans for new museums (welcoming black history and/or religious freedom)
- Support and activate Conestoga River initiative
- Entertainment District creation and promotion
- Cultural program expansion
- Placemaking
- Hub and spoke corridor development
- Amtrak programming
- Create a regional watchmakers tour in partnership with Discover and neighboring communities
- Campaign to highlight the city’s culinary excellence and farm-to-table/fresh local sourcing narrative
- Welcome center upgrades and potential Lancaster City “Welcoming Museum”
- Pedestrian path from train station to downtown Lancaster City
- Three-season outdoor music/performance venue or amphitheater
- Alternative transportation: Trolley/Pedicab culture
Market Expansion:
- County Convention Center programming and alignment
- “Bleisure” market growth
- Intentional entertainment and retail district development with wrap around services and business owner support (consider stadium district)
- International Tourism (2026 World Cup in Philadelphia PA, American Sesquicentennial celebrations)
- Sustainability tourism
- Cultural heritage tourism
- Strategically promote the Living the Experience (Underground Railroad Oral History Performance) Program in partnership with Bethel AME Church
- Connectivity to Black History, Underground Railroad, Emancipation, Civil War/Civil Rights, Religious Freedom history programs
- Align with National Civil War and Civil Rights promotional efforts
- Digital transformation (added capabilities for website, digital promotion, and business empowerment)
- Regional partnerships (formation of hub councils to enhance planning and collaboration
Aspirations
- Authentic, sustainable tourism enriches this historic community, empowers the local economy, and enhances quality of life for all residents
- Elevated city reputation as the vibrant cultural and economic heart of Pennsylvania Dutch Country
- Equitable access to the financial benefits of tourism for all city residents
- Thriving creative community
- Reliable preservation of historic architecture and charm
- Strong support for small, local, and independent businesses
- Competitive city-centric tourism marketing program
- Enhanced visitor awareness, consideration, and economic impact
- Higher profile historic asset recognition
- Better/more direct access and connectivity to state tourism office and other collaborative and well-aligned tourism promotion initiatives
Threats*
Environmental:
- Growing homelessness population/visibility
- Infrastructure & space limitations
- Historic preservation costs
- State of the economy
- Local airport has limited service
- Train station is disconnected from downtown core
Operational:
- Business sustainability
- Operating cost increases
- Workforce shortages
- Competition intensity (especially with outlets and chains in the county)
- Market volatility
- Political/demographic tensions between the city and county
Structural:
- Funding constraints (all of Transient Occupancy Tax, TOT, goes to the county)
- No formal DMO at the City level
- Parking issues/Perception of parking issues/limitations
- Different city and county priorities has caused some city residents and business owners to fear they are “missing out” with existing regional tourism campaigns and promotional efforts
- Limitations on traditional city funding mechanisms (Tourism Occupancy Tax collections, Tourism Business Improvement Districts and similar)
- Duplication of effort across the economic development landscape
- Gaps in business recruitment and retention focus areas
- Lack of tour bus parking and strategic/intentional bus loading/unloading locations in the downtown core, close to major attractions
- Narrow streets with notable traffic congestion in some areas
- Public safety/perception of public safety challenges
- Unclear roles and responsibility, duplicity, and informality related to core tourism and economic development functions
*This list is provided in order of topic priority and
community concerns.
