montana tourism & recreation strategic plan the final stretch tac meeting june 4, 2002

Montana Tourism & Montana Tourism & Recreation Strategic PlanRecreation Strategic Plan

““The Final Stretch”The Final Stretch”

TAC MeetingTAC Meeting

June 4, 2002June 4, 2002

June 4, 2002June 4, 2002 Montana Tourism Strategic Plan 2003-2007Montana Tourism Strategic Plan 2003-2007 22

AcknowledgementsAcknowledgementsTHANK YOU!! MT Dept of Commerce/Promotion Division MTRI Agencies – FWP, MDT, MHS, USFWS,

USFS, BLM, COE, UM, MSU Montana Tribal Tourism Alliance UM Institute for Tourism & Rec’n Research Regions & CVB’s/Chambers MIKA, MOGA, MWF, MWA, MCC, MRPA Wendt-Kochman, H2O

We’re almost finished harassing you…!


AgendaAgenda

Project Status Strategic Approach Summary of Strengths, Challenges,

Threats & Opportunities Key Themes Priority Action Items Implementation System Next Steps


Planning Process OverviewPlanning Process OverviewPlanning Element Oct Nov Dec Jan Feb Mar Apr May

Jun

Meet w/ TM Team, TAC, MTRI 8 Public Meetings Information-Gathering

Meet w/ MIKA, MOGA Draft Vision/Strat Frame/Goals Meet w/ TAC, MTRI; Refine Online Survey/Comments, Refine MTRI Mtg, Gov’s Conf; Feedback Refine; write draft Plan doc Meet with TAC, MTRI Refine draft; Comments; Final Plan


““Tourism & Recreation Industry”Tourism & Recreation Industry”“Industry” according to Webster’s:

industry - 1. the aggregate of manufacturing enterprise in a particular field: the steel industry. 2. any general business activity: the tourist industry. 3. trade or manufacture in general. 4. systematic work or labor. 5. energetic, devoted activity at any work or task; diligence. 6. the aggregate of work, scholarship, and ancillary activity in a particular field, often named after its principal subject: the Mozart industry. 7. archaeol. an assemblage of artifacts regarded as unmistakably the work of a single prehistoric group.


““Tourism & Recreation Industry”Tourism & Recreation Industry” Private Sector

– Hotels, RV/Campground, F&B, Ski, O&G– Trade/Marketing: MIKA, MOGA, CVBs’– Retail, Real Estate, Gas, Bank, Insurance– Farmers, Ranchers, Wholesale/Freight

Public Sector– State: MDOC, FWP, MHS, DOR, MDT, DOA,

Education, MAC, MHPDC– Fed: NPS, USFS, BLM, BOR, COE, BIA, FWS– Tribes– Local: Cities, Counties, Park Districts


““Tourism & Recreation Industry”Tourism & Recreation Industry”

Nonprofit Sector– Regional Tourism Organizations (6 countries)– Historical groups (county, L&C, Daly Mansion Trust)– Cultural & Arts groups (MCC, Billings Symphony, Ft.

Peck Theater, etc.)– Sportsmen’s organizations (RMEF, TU, DU, WU)– Conservation/Environment/Wildlife groups (MWA,

FOB, GYC, MWF, etc.)


Strategic ApproachStrategic Approach

Market-Driven:

• Tourism & recreation products/services respond to markets

• Quality/success of products/services depends on business support, infrastructure, protection and management of assets

• Foundation for success: communication, planning, partnerships, support (funding, tech assistance)

Communication(Marketing/ Promotion)

MarketsMontanans Non-residents

Dem

an

dS

up

ply

Lin

k

Planning, Partnerships, Funding

(I mplementation System)

Business

Support

I nfra-structure

AssetsMgmt

Tourism/ Recreation

Products & Services

Fou

nd

ati

on



MarketsMontanans Non-residents

Dem

an

dS

up

ply

Lin

k



Business

Support

I nfra-structure

AssetsMgmt

Tourism/ Recreation

Products & Services





Business

Support

Business

Support

I nfra-structure

I nfra-structure

AssetsMgmtAssetsMgmt

Tourism/ Recreation

Products & Services

Tourism/ Recreation

Products & Services

Fou

nd

ati

on


Vision for 2007Vision for 2007

Balance & Sustainability

Cooperation: P-P-NP-T

Awareness & Support

Respect

Stability

Accountability


Guiding PrinciplesGuiding Principles

Serve Montanans First– Retain Character/Sense of Place

Economic & Social Benefit Quality Experience Local Control Mutual Respect Collaboration

Strengths, Challenges,Strengths, Challenges,Threats, OpportunitiesThreats, Opportunities


StrengthsStrengths

“Big Sky Country”: natural resources Image: “Montana Mystique” Unique heritage & culture (Western, tribal) Variety of attractions, events, activities Tourism industry growth, diversity Dedicated funding System of state/regional programs Good customer service


Blackfeet

Rocky

Boy’s

Fort Belknap

Fort Peck

Little Big Horn Battlefield

NorthernCheyenneCrow

Big Horn CanyonYellowstone Nat’l Park

Big Hole Battlefield

Glacier Nat’l Park

Flathead

Grant-Kohrs Ranch

National ParksReservations

National Forest

Wilderness

State Parks

BLM

Blackfeet

Rocky

Boy’s

Fort Belknap

Fort Peck

Little Big Horn Battlefield

NorthernCheyenneCrow

Big Horn CanyonYellowstone Nat’l Park

Big Hole Battlefield

Glacier Nat’l Park

Flathead

Grant-Kohrs Ranch

National ParksReservations

National Forest

Wilderness

State Parks

BLM

Natural/Historic/Cultural AssetsNatural/Historic/Cultural Assets


ChallengesChallenges Lack of Team

– “Circle the wagons and shoot in…” Access to private/public lands & wildlife Transportation: air, Amtrak, distance Funding Usage: “overcrowding”, resident vs. nonres,

motorized/nonmotorized, infrastructure Tactical vs. Strategic approach (means vs. ends) Seasonality: revenues, jobs, visitor services Mom & Pop industry: “new” industry, small

organizations Perception of a “Tourist”


ChallengesChallenges

Political & Corporate Culture:

“For the first 100 years of its history, Montana was a ‘Company Town.’ We have not yet developed a strong entrepreneurial legacy in this state. The System has tended to be top-down and patriarchal in nature.”

- Local MT Economic Development Director


What is a “Tourist”?What is a “Tourist”?

A “Resident” is someone who hunts, fishes, camps, sightsees, recreates, hikes, eats, sleeps, shops and enjoys Montana.

A “Tourist” is someone who hunts, fishes, camps, sightsees, recreates, hikes, eats, sleeps, shops and enjoys Montana – and has out-of-state license plates.


ThreatsThreats Nonresident fishing and hunting issues Lack of good information for decisions

– Policy, planning, support, tracking results Polarization: “bell curve” of public opinion vs.

“barbell curve” of special interests Diversion of lodging tax for other uses Overuse – negative impacts Homogenization of Montana’s “product”

– Loss of unique character, sense of place Opposition to change and progress Weak industry identity & cohesiveness


Motorized Rec’n Vehicles 1990-2000Motorized Rec’n Vehicles 1990-2000

0

10,000

20,000

30,000

40,000

50,000

60,000

Nu

mb

er o

f R

egis

trat

ion

s

1990 1995 2000

OHV Registration** Snowmobile Registration** Boat Registration**


Resident vs. Nonresident Fishing Resident vs. Nonresident Fishing License Sales*License Sales*

Resident sales increased 6% since 1990 Nonresident sales increased 19%

* Nonresident sales include season and 2-day licenses


Economic ImpactEconomic Impactof Hunting & Fishingof Hunting & Fishing

2/3 of FY 2000 hunting/fishing license revenue to FWP was from nonresidents

Approx. 64% of FWP 2001 total revenue was from hunting & fishing license sales– Approx. 43% of 2001 total revenue from nonresident

hunting & fishing license sales

Source: MT FW&P


ChallengesChallenges

“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.”

- David Osborne & Ted Gaebler,

Reinventing Government


OpportunitiesOpportunities Effective Team: connectivity, credibility Strategic direction: endorsement for Plan, funding Sustainable assets: reasonable limits New partnerships: Montana Beef Council, value-

added ag products Successful Lewis & Clark Bicentennial Targeted promotion & measurable results Statewide, year-round tourism revenue Higher value visitors: Boomers, heritage/cultural


Common Theme:Common Theme:


Managing the ImpactManaging the Impact3 Key Areas: Managing Information:

– Collection, Dissemination– Training/Ed’n– Comm’n w/ Markets

Managing (Use of) Assets:– Protection– Access

Creating Teams– Partnerships– Coordination

Info

rmat

ion A

ssets

Teams


Managing InformationManaging Information

1.3 Enhance awareness: elected officials1.1 Measure citizen attitudes/perceptions3.4 Training & technical assistance to biz4.2 Improve monitoring of visitat’n/impacts7.3 Share info/resource between partners6.7 Communicate with visitors in/around MT6.2 Promote to targeted consumer markets6.3 Promote to meetings/conventions6.1 Conduct strategic research6.8 Track, evaluate & distribute results


Managing (Use of) AssetsManaging (Use of) Assets4.5 Address access issues4.4 Protect assets while maintaining industry4.3 Planning & policy for assets mgmt4.1 Evaluate asset conditions/needs5.1 Improve transportation system5.3 Retain community character/heritage5.4 Enhance VIC’s and rest areas5.5 Address needs for signage

2.3 Products/services for heritage/cultural tourists

2.4 Custom packages for specialty markets

2.5 Enhance facilities & services for meetings/conv.


Creating TeamsCreating Teams

1.5 Maintain lodging tax for promotion

3.1 Link tourism, agriculture, conservation

3.5 Support systems/tools for biz dev’t

7.5 Consistency/coord’n among agencies

7.6 Partnerships for promotion/funding

7.1 Partnerships for actions implementation

7.2 Coordinate Strategic Plan implement’n


Existing “System”Existing “System”(Communication, Organization Relationships, Implementation)(Communication, Organization Relationships, Implementation)

Travel Montana

TAC

Regions/CVB’s

Dept of Commerce

MTRI:State/Federal

Agencies

Businesses & Communities Tourists

NonprofitsTrade Groups/MTCConservat’n, Sportsmen

ITRR

Ad Agency


Existing “System”Existing “System” Roles

Player Strategy Policy Budget Implemt’n Informat’n Input PartnershipLegislature MDOC/TM TAC Region/CVB ITRR Agencies Ad Agency Biz/Cmty’s Trade Grps Nonprofits SportsmenConserv’n


Concerns with Existing SystemConcerns with Existing System Vertical orientation Info doesn’t flow horizontally or bottom-up Weak/non-existent partnerships Not conducive to Team approach Does not tap resources of all potential partners Invites conflict, micro-management,

bureaucracy Inconsistent messages to tourists


Suggested System: Team ApproachSuggested System: Team Approach (Communication, Organization Relationships, Implementation)(Communication, Organization Relationships, Implementation)

6 Tourism Regions

MDOC/TM

TAC

Ad Agency

State/Fed Agencies*

UM/ITRR

MTTA

Tourists:Residents/Nonresidents

Biz’s, Communities

CVB’s, Chambers

Nonprofits

Agencies/Tribes

Trade Groups

Conservation/Wildlife

Sportsmen

Elected Officials (Fed, State, Local)

State/Federal Support Partners

* FWP, MHS, MDT, MAC, DOR, MHPDC, UM/MSU, DNRC, USFS, BLM, NPS, USFWS, COE, BIA, BOR

Legi

slat

ure,

Con

gres

s

$

Regional/Local Stakeholder

Partners

Implementation


Suggested System: Team ApproachSuggested System: Team Approach

RolesPlayer Strategy Policy Budget Implemt’n Informat’n Input PartnershipLegislature MDOC/TM TAC Region/CVB ITRR Agencies Ad Agency Biz/Cmty’s Trade Grps Nonprofits Sportsmen Conserv’n


Enhancing PartnershipsEnhancing Partnerships EDA Funding for Regions Focus on Common Ground:

– “Ends” vs. “Means”– Mutual Respect– “Base Hits” vs. “Home Runs”: build momentum

Communication, Coordination, Collaboration– Reach out to new partners– Staff support, volunteers– Resources


Tourism Promotion FundingTourism Promotion Funding

Lodging Tax Private Sector Co-op Funding

– Glacier Country: >$1 million on advertising– 430 lodging properties = 430 different

messages to 430 different markets = Chaos– Pool just 10% of existing dollars, add another

$100,000+ to budget Other: USDA RBEG, Nonprofit

organizations, Foundations, etc.


Actions Needed for Team SystemActions Needed for Team System Comments on Draft Plan Endorse Plan, encourage other groups to EDA grant for regions Training on consensus-building, teamwork Enhance regional organizations Set up communication vehicles (listserve)


Next Steps in Planning ProcessNext Steps in Planning Process

Send draft to stakeholders for review and comment; refine

Public Comment period Complete final Plan


SummarySummary

Strategic Approach: Market-driven S, C, T & O Impact: Positive & Negative Strategy for Implementation:

– Managing Information– Managing Assets– Creating Teams

Implementation

Discussion, Questions?Discussion, Questions?Thank You!Thank You!

The Hingston Roach GroupThe Hingston Roach Group 208.983.2175208.983.2175Lorraine RoachLorraine Roach [email protected]@thrgroup.comRuth MohrRuth Mohr [email protected]@thrgroup.com

Premier PlanningPremier Planning 406.442.4141406.442.4141Gail BrockbankGail Brockbank [email protected]@mt.net

montana tourism & recreation strategic plan the final stretch tac meeting june 4, 2002

Documents

montana tourism strategic

tourist slide

strategic approach market

tourist industry

draft plan doc

tech assistance slide

new industry

mozart industry