MAGR GOVS MN 2500 CDMI-5668

Rural TOUl!ism Development

Minnesota Extension service· p . r: University of Minnesota

L I r CD-EP-5666 CD-Ml-5668 1991

A Training Guide for Rural Touristn Developtnent . > ~ ,': . . ,- ·:-~ ~ • ; . ~,i tft

,. ,.I,~ ; 108 CINTIR Minnesota Extension $ervice University of Minnesota Rural Development Project

Project Manager: John Sem Authors: Barbara Koth, Glenn Kreag, John Sem Research Assistant: Kathy Kjolhaug

Funding: Economic Development Administration, U.S. Dept. of Commerce Northeast and North Central Regional Centers for Rural Development Southern and Western Rural Development Centers

MINNESOTA EXTENSION SERVICE

UNIVERSITY OF MINNESOTA

This training guide is a publication of the University of Minnesota Tourism Center. It is ~ of an educational training package which includes a video highlighting the case study communities of San Luis, ; Dahlonega, Georgia; Sandpoint, ; and the Villages of Van Buren, Iowa. Additional copies of the video, the training guide and the training package are available through the Minnesota Extension Setvice Distribution Center (see order form on page vi or call 612/625-8173).

Printed on recycled paper. 0

The University of Minnesota, including the Minnesota Extension Service, is committed to the policy that all persons shall have equal access to its programs,facilities, and employment wilhout regard to race, religion, color, sex, national origin, handicap, age, veteran status, or sexual orientation. Development TRAINING GUIDE

AUGUST, 1991

Authors: Barbara Koth Glenn Kreag John Sem Kathy Kjolhaug, Research Assistant

Tourism Center and Sea Grant Minnesota Extension Service

&Jitors: Nancy Goodman Louise Jones

Art: Sue LeMay

Graphics: Nancy Goodman

Additional Support: Joyce DeBoe Phyllis Jenks Dave McAllister Pat Roth

Educational Development System Minnesota Extension Service

Program Leader: Beth Honadle, Community Resources Minnesota Extension Service

Funding: Economic Development Administration, U.S. Department of Commerce

Northeast and North Central Regional Centers for Rural Development

Southern and Western Rural Development Centers

Co-sponsorship: Extension Service, U.S. Department of Agriculture

Tourism and Administration, U.S. Department of Commerce

Small Business Administration

Sea Grant, Minnesota Extension Service Rural Tourism Development VIDEO

AUGUST, 1991

Executive Producer: Rich Reardon

Scriptwriter: Susan Steger Welsh

Content: Kathy Kjolhaug Barbara Koth Glenn Kreag John Sem

Field Producers: Dave Berliner Barbara Jabaily Kevin Kelley Dee Malassigne

Videographers: Kevin Galligan Juli Manser

Field Audio: Ed Dally Ken O'Brien Doug Lee Karla Rydrych

Na"ator: Randolph Cantrell

Editors: Juli Manser Rich Reardon

Videotape: Jim Goodchild Jerry Sexton

Film Archivists: Bob DeFlores Jay Hopkins

Original Music: Tom Lindquist

Graphics: Jim Erickson

Computer Cartography: Don Pirius

Additional Footage: Barbara Jabaily, Georgia Power Co., Daniel Salazar, Midcoast Communications Centre, Mountain Pacific Productions, NBC News, Pacific Power Co., Reverend Patrick Valdez, Sandpoint Association.

11 Rural Tourism Advisory Committee

The authors would like to thank the national rural tourism advisory committee for their advice and assistance during this project. They contributed time, energy and expertise that has greatly improved the quality of this training package.

Marion Clarke, University of Florida

Pat Corcoran, Oregon State University

David Geddes, Economic Development Administration

Richard Gittelson, University of Pennsylvania

Lawrence Kasperbauer, University of Guam

Peter Korshing, North Central Regional Center for Rural Development, Iowa State University

Mike Liffman, Louisiana State University

Douglas Lipton, University of Maryland

Pat Long, lJniversity of Colorado, Boulder

Pat Manheim, Johnson and Wales University

William Mclaughlin, University of Idaho

Donald Nelson, Extension Service, United States Department of Agriculture

Susan Sadowske, University of Wisconsin

iii CONTENTS

Training Others Tab 1 • The national rural tourism development project • Rural tourism development model • The training package • Training program outline • Effective training • Steps to effective training • An effective leader • An effective trainer • Project management • Tourism development checklist• Tourism development meeting and agenda records• Tourism project evaluation

Introduction Tab 2 • The changing tourism environment• Value system for rural tourism development• Obstacles to rural tourism development • Major challenges to the tourism and travel industry

Organization Tab 3 • What needs to be done • Establishing a tourism organization • Creating a vision of the future • Situation analysis • Leadership • Funding • Evaluation • Action Steps

Local Involvement Tab 4 • What needs to be done • Government support • Citizen support • Tips for encouraging involvement• Organizing for community involvement• Using volunteers• Volunteer management • Recruitment • Recognition • Orientation and training • Supervision • Evaluation • Action steps

Attractions Development Tab 5 • What needs to be done• What are attractions• Attractions development• Examples of small town attractions• Attraction mixes• Action steps• The future of attractions• Attractions inventory and assessment worksheets

Community Appearance Tab 6 • What needs to be done • Getting started on beautification • Prioritizing and taking action • Scenic highway program • Community appearance checklist

Tourist Services Tab 7 • What needs to be done • Example of business development • Business retention and expansion program • Encouraging entrepreneurship • Estimating market potential • Customer service• Action steps• How to explore and develop tourism business ideas• Tourism economic development surveys • Business inventory and development worksheets

iv (Contents, continued)

Public Services Tab 8 • What needs to be done• Traffic considerations • Information, direction and interpretation • Funding for public services • Community hospitality • Action steps

Marketing Tab 9 • What needs to be done • Developing the marketing plan • Analyze the situation • Identify your product • Select the target market • Set marketing objectives • Carry out promotion strategies • Evaluate tourism advertising • Marketing and promotion examples • Advertising media • Public relations • Personal selling • Sales promotions • Practical market research • Action steps • Marketing worksheets • Marketing evaluation worksheet

Funding Tab 10 • What needs to be done • Funding tourism organizations • Funding major project development • Financing small businesses • Funding festivals and events • Funding strategy worksheet • Project funding checklist • Festival budget and fundraising worksheets

Issues Tab 11 • Labor shortages • Crisis management • International visitors • Limits to tourism development • Tourism marketing trends

Bibliography Tab 12 • Annotated bibliography of tourism development resources • Bibliography of tourism resource documents and videos

Appendices Tab 13 • Appendix A: Case studies• Appendix B: Professional travel/tourism associations and organizations • Appendix C: Group processes • Appendix D: Articles on tourism issues

V ORDER FORM RURAL TOURISM DEVELOPMENT TRAINING PACKAGE

If you are a rural community leader, volunteer, extension or public agency staff interested in rural tourism development, this training package is for you!

Training package includes training guide with: Activities • Marketing information • Evaluation materials • Training tools • Tourism resources

plus one-hour video with rural tourism development successes featuring: San Luis, Colorado • Dahlonega, Georgia • Villages of Van Buren, Iowa • Sandpoint, Idaho

Make checks payable to the Universuy of Minnesota

Send order form and check to: Distribution Center, Minnesota Extension Service 3 Coffey Hall, 1420 Eckles Avenue University of Minnesota St. Paul, MN 55108 ------·------Please send me: Quantity

Training Package (Guide and Video)@ $55 (Minnesota residents add 6½ % sales tax) Order# CD-EP-~S

Video only @ $45 (Minnesota residents add 6½ % sales tax) Order # CD-VH-5667-S

Training Guide only @ $30 (Minnesota residents add 6½ % sales tax) Order # CD-MI-5668-S

Name:

Address:------

City, State Zip: ------­

Phone:

VI :;I !!. :I 5· IC g J CD.. Ill

:i i C (') -s· :I

0 cg.. :I ;;:r a s· :I TRAINING OTHERS CHAPTER 1

The National Rural Tourism Rural communities have a rich heritage Development Project and unique tourism resources to share with people throughout the world. Local volunteers The National Rural Tourism Develop­ and leaders who have strong tourism devel­ ment ~ro~ect (RTDP) was designed to provide opment skills will be able to compete effec­ organmttions and individuals with a develop­ tively in a regional, national or even global ment process and self-help materials to help tourism market, create jobs and income, and communities develop and expand their tourism maintain important local community values. industry. The specific program objective is to This training package provides basic informa­ establish a network of trainers, each of whom tion to help interested rural communities can work with rural communities on an ongo­ develop their own tourism program through an ing basis as a resource person for establishing organized planning process. . . improving and/ or expanding a travel and ' tourism industry. How to use this training guide The program was designed to enable tourism, economic and community develop­ This training guide is intended to help ment professionals, county extension agents, rural communities develop and expand their university faculty and volunteers to help rural economic base through the tourism and travel communities implement an effective tourism industry. The educational materials in this development program. guide are designed to be used by community groups working on local tourism development Material in this training package in­ issues. The material is based on a simple cludes: information compiled from 197 case tourism development model: studies from rural communities of under 25,000 people; motivational video segments • Identify important community and tourism from four communities with outstanding development values to guide a community tourism programs; descriptions of rural tour­ tourism development effort. ism development principles; and handouts and guides designed to help local volunteers and • Revitalize your community's economy leaders through activities that will enable them through tourism. to identify key tourism development strategies for their community. Information in this pack­ • Launch a community-based tourism effort age was developed by professionals with through implementation of a five-step extensive experience in the tourism field with tourism development model. guidance from a national committee with out­ standing credentials in tourism development • Maintain a quality rural tourism industry and education. through attractions, services, marketing and organization.

TRAINING OTHERS • RURAL TOURISM DEVELOPMENT 1 The Rural Tourism Development Model

The rural tourism development model MARKETING: (Figure 1) is based on five elements needed to • Identify visitor needs produce a successful tourism program. This • Select target groups of people to invite to development model is a process that leads community groups through a discussion of the the community following key elements: • Select marketing methods to communicate with these individuals and groups VALUES: • Evaluate and adjust your marketing • Explore the importance of community methods to maximize effectiveness values in creating an effective tourism program ORGANIZATION: • Learn methods of identifying community values • Organire local individuals and groups to develop and coordinate community efforts • Maintain community values as tourism developments • Identify local resources and power groups • Search for stable funding for tourism ATI'RACTIONS: development • Identify the activities, cultural, arts and historic resources, natural resources, and developments that have the power to attract visitors to your community Your community must actively work on these elements if you are • Develop and manage attractions that are the cornerstone of a community's tourism to create a successful tourism and travel industry. Success will result in development jobs and revenue, economic diversi­ ty and a quality of experience that SERVICFS: will attract visitors on a continuing • Identify public services that help a visitor basis. enjoy the community • Develop and expand the small businesses that sell the visitor goods and services • Help the community diversify and strengthen its economy by creating new jobs and revenue sources

2 • TRAINING OTHERS RURAL TOURISM DEVELOPMENT Figure 1 : The Rural Tourism Development Model

Greater Community

r------, I Tourism Community I v--.------L-----r I '------. I I I

~ C Community Values ""'I cii" 3 < cii" ;:::.: C/) Value orientation Attractions 0 and ado tion Tourism - & Organization -;:r CD Services Coordination 0 0 3 3 s: C s: Ill ::J Ill ""'I ""'I ~ CD CD "~ "~ ::J ::J co co Tourism target markets

TRAINING OTHERS • 3 RURAL TOURISM DEVELOPMENT Integrating community values into visitors. Once community values are in place tourism development and are adopted by the tourism community, a three-way checks-and-balances situation is created among the community, the tourism The model in Figure 1 shows the basic organization and individual tourism busi­ relationships in the tourism industry. Since nesses. Each of these three elements will be tourism can have great impact locally, com­ watching to be sure that community values munity residents and government often request or demand a voice in the development of a guide the tourism industry. tourism industry.

The model shows how active the community residents and government can be in guiding tourism development, and suggests a process by which tourism development can occur in a non-confrontational atmosphere by setting out conditions and goals up front.

Communities that recognize the need to preserve the values of local residents can take active steps to imbed those values in goal setting and planning for tourism development. Recognize that tourism is an expression of the life, geography, history and culture of the community, not a foreign invader. For the tourism industry to stay in harmony with the larger community, it needs to understand the values and goals of the community, and learn how it can play a part in preserving and enhancing those values and accomplishing those goals.

Figure 1 also diagrams how community values are integrated into the local tourism industry. In this model, the tourism commu­ nity works with the greater community to identify and express important community values. In this cooperative process, community values become a basic checklist or standard by which individual businesses and tourism organizations judge and measure tourism development proposals. It is also seen as providing some of the "product positions" that will guide tourism marketing to potential

4 • TRAINING OTHERS RURAL TOURISM DEVELOPMENT The Training Package

There are two parts to this training package: community groups to talk about issues and • This training guide for rural tourism concerns of the community development • Presentation of tourism development prin­ • A one-hour video containing four ciples community case studies • Conduction of the tourism development exercises Training guide for rural tourism development A suggested training format is outlined on the following page. The guide contains thirteen chapters, which outline the tourism development princi­ ples and teaching objectives, and presents tools that can be used to teach these concepts. Begin with Chapter 1, which includes the basics of training, informational sessions and exercises a community group should use in developing a tourism program. This chapter contains the basic exercises needed to begin and expand a tourism development program. The remaining chapters expand on information needed to conduct these exercises. They also contain additional suggested work that community leaders should consider using if they plan to work on a specific segment of the tourism development model.

Using the materials in a community setting

The materials have been designed so that trainers can take community leaders and vol­ unteers through a tourism development pro­ cess. Many of the tourism development princi­ ples are supplemented with information gathered from the 197 rural tourism develop­ ment case studies. The material is organized to be presented by the trainer in the following format: • Introduction, showing the case study video clip • Discussion, using the discussion guide with

TRAINING OTHERS • 5 RURAL TOURISM DEVELOPMENT Training Program Outline

SESSION 1: Values • Introduction: Video clip of Dahlonega Part one of the video contains case-study • Group discussion on the development and information on values that have been impor­ expansion of businesses to create jobs tant to small communities. This will provide a setting for discussion of the values your com­ • Presentation on public and private service munity holds important and how to use these principles values to guide tourism development. • Exercises on identifying existing and needed Appendix C provides exercises and infor­ services mation to help your group describe their tourism development value system. SESSION 4: Marketing The case study of the Villages of Van Buren, • Introduction: Values video clip Iowa, demonstrates the principles of marketing • Group discussion on the importance of and targeting groups of individuals to ask to community values in guiding tourism de­ come to your community. Chapter 9 provides velopment an outline of a marketing plan to assist your • Presentation of tourism development value community in developing an effective market­ principles ing program. • Use small group process to identify and • Introduction: Video clip of Villages of Van describe community values Buren • Group discussion on community tourism SESSION 2: Attractiom development marketing The case study of San Luis, Coloraclo,dem­ onstrates the attraction principles. Training • Presentation of marketing principles guide chapter 5 will help y~u inventory your • Exercises on identifying key components of community's cultural, economic and natural a marketing plan resources and develop a theme to accent its existing attractions. SESSION 5: Organi7.ational development • Introduction: Video clip of San Luis The case study of Sandpoint, Idaho, demon­ strates the principles of organization and its • Group discussion on attractions importance for tourism development. The • Presentation of attractions principles principles of organization, funding and vol­ • Attractions inventory, assessment and unteer management described in chapter 3 will attraction packaging worksheets assist your community in developing a tourism program that is sustainable and effective over SESSION 3: Service development a long period of time. The case study of Dahlonega, Georgia, dem­ • Introduction: Video clip on Sandpoint onstrates principles of small business devel­ • Group discussions on organization and opment and the importance of small businesses funding in creating jobs and income from expansion of the tourism and travel industry. The exercises • Presentation of organization and funding and information in chapter 7 will help your principles community develop and expand the businesses • Small group exercise on identifying com­ and public services that serve the visitor. munity tourism development goals

6 • TRAINING OTHERS RURAL TOURISM DEVELOPMENT Video case studies Part 5: Sandpoint, Idaho: a case study that examines the importance of organiza­ The video is designed as a motivational tion and funding in the development tool. It is divided into five segments: an of a community tourism system. introduction of the value system and four case studies, which illustrate principles in action. The rural tourism development This video was designed to be viewed before process your community group begins the tourism development exercises indicated in this The Training Guide for Rural Tourism chapter. All segments run for 8 to 10 minutes. Development provides a wide variety of tools to help your community develop and improve Video content its tourism program. Communities just starting a tourism program can expect to take up to Part 1: A value system for rural tourism two years to complete all the recommended development that includes authen­ worksheets and activities. Some communities ticity and sense of place, quality, may already have an active tourism program diversification, assessment of costs and may need to implement only parts of the and benefits, and shared benefits of development process. However, the devel­ tourism development. This will help opment process should be conducted in the communities explore values that are sequence laid out here. The following chart important to them and consider how provides an approximation of the timing and to incorporate their values into a sequence needed to complete the tourism tourism development effort. development process. If your community has completed part of the process, skip those Part 2: San Luis, Colorado: a case study that steps. examines a successful effort of developing attractions that fit a A checklist is provided at the end of this community's values. chapter to help you keep track of the progress your community is making toward improving Part 3: Dahlonega, Georgia: a case study its tourism program and making assignments that examines the development and to carry out the process. expansion of locally controlled small businesses that results in creation of community jobs and income.

Part 4: The Villages of Van Buren, Iowa: a case study that examines efforts to identify the needs of visitors and the methods communities can use in communicating with visitors.

TRAINING OTHERS • 7 RURAL TOURISM DEVELOPMENT Figure 2: Rural Tourism Development Timing and Sequence Chart

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

1/1 3/1 6/1 9/1 12/1 3/1 6/1 9/1 12/1

Steps:

1. Getting organiz.ed (Chapter 3) 2. Identifying community values {Appendix CJ 3. Attraction inventory (Chapter 5, worksheets 1-5) 4. Attraction assessment (Chapter 5, worksheet 6) 5. Attraction packaging (Chapter 5, worksheet 7) 6. Orga.niz.ational funding strategies (Chapter 10, worksheet 4) 7. Business inventory (Chapter 7, worksheets 1 and 2) 8. Marketing situational analysis (Chapter 9, worksheet 1) 9. Identifying a community tourism product (Chapter 9, worksheet 1) 10. Identifying target markets (Chapter 9, worksheet 2) 11. Setting market objectives (Chapter 9, worksheet 3) 12. Selecting promotional strategies (Chapter 9, worksheet 4) 13. Optional: Tourism business retention and expansion (Chapter 7, worksheet 4 and surveys) 14. Optional: Community appearance (Chapter 6, action steps} 15. Evaluation (Chapter 5, worksheet 8; Chapter 1, worksheet 3)

8 • TRAINING OTHERS RURAL TOURISM DEVELOPMENT Effective Training

GOAL: Identify and develop those training techniques that will result in effective and development.

TEACHING OBJECTIVES

• Identify the need for training. • Define an effective leader.

• Identify the training steps. • Define an effective trainer.

• Define effective work groups. • Outline effective training tips.

Chapter applications Management and subject matter training teaches how to: As a train-the-trainer manual, this guide • Manage the training must address the basics of training as well as • Manage the group process the process of tourism development. This chapter contains the skills and knowledge • Discuss the core values associated with tourism necessary for effective training. Read and practice the skills presented prior to actual • Provide information about all aspects of training. References and suggested readings rural tourism development are included for those who wish to expand or • Provide information about program renew their training information. management and effective training

Why train? Skills and technical training teaches how to: • Provide practical and timely information Training is the process of transmitting about funding, attractions, services, knowledge, skills and attitudes. It is one of the organization and marketing most effective ways of helping people take charge of their future and control or manage Motivational/ Attitudinal training teaches change. how to: • Encourage members of the team to a proactive "do-it" attitude

TRAINING OTHERS • 9 RURAL TOURISM DEVELOPMENT Steps to Effective Training

The following six steps will guide you you use, the more successful your training through each phase of the training process. will be. Figure 3 illustrates that partici­ Under each of the steps are a number of sub­ patory, active, educational experiences tend items for you to consider that will ensure to have more impact. effective training. This process, although highly recommended, can and should be modi­ • Utilize the experiences of the group. This fied for your particular group. is the biggest and most necessary challenge of adult training. Using the experiences of your participants to shape and form the 1 Establish the objectives training can determine the success of your program. • Determine what the trainees are expected to learn, in behavioral terms. This will • Talk with your trainees at their level. Be streamline your training and provide the aware of -- and avoid -- the use of jargon. trainer and trainees with a goal or set of goals. • Introduce your topic by giving a broad overview. As you discuss points, be sure to relate parts to the whole. Your trainees 2 Prepare the trainees need to see both the trees and the forest. • Use humor in your presentation. It is one • Convey training objectives to the trainees. of the best tools you have to support your training. • Allow the trainees to provide input on ob­ jectives. This provides motivation and en­ courages "buy in" on the part of trainees. 4 Have the trainees practice or • Set aside time for the group to become ac­ apply the material quainted. This may include directed or non-directed activities. • Write it and say it! The most effective way for individuals to retain information is to • Attend to "housekeeping." This includes write and say it. providing schedule information and the location of rest rooms, telephones and • Use both mock exercises and real applica­ refreshments. tion as a way to practice new skills and utilize new information. This is not only motivating, but it is also an unobtrusive 3 Present the material and effective way for the trainer to correct misconceptions and misunderstandings. • Use a variety of materials and training modes, such as discussions, worksheets • Be creative in developing new ways to and audiovisual aids. Although most peo­ apply the learned material. Use this same ple are visual learners, the more "avenues" creativity to develop a stronger task group.

10 • TRAINING OTHERS RURAL TOURISM DEVELOPMENT 5 Test the trainees' understanding Effective Work Groups of the material Often when you train you put people • Tests are a way to determine the effective­ into groups. There are many things to consid­ ness of training. They can take many er in forming a rural tourism development task forms and need not be intimidating. In group. Strive for balance and diversity in fact, productively used tests are wonderful gender, race, age and background of your teaching tools. participants. Look for individuals with expe­ rience in business, leadership, public admin­ istration, private industry and citiren action. 6 Evaluate the training to deter­ Don't underestimate (nor overestimate) the mine if it has met the objective politics of balance. It is essential that the people you choose be motivated to succeed and that they have the drive to do so. • Evaluate, evaluate, evaluate! Then read­ just. Evaluation and adjustment is an ongo­ As is often true, communities are more ing process. Evaluation occurs in some likely to rely on those same individuals who fashion after each training point. This may serve as the "designated volunteers." It is then be as simple as asking a question. It should your challenge as trainer and leader to develop also occur with some regularity throughout an effective work group through training and the training session. For example, solicit management. This can be accomplished feedback or "rewrites" of what you have through use of some of the following tech­ just said. Evaluation should also occur at niques: the end of the session or day and at the end of the program. The form that evalua­ • Try to teach skills and knowledge with tion takes should be accurate, creative and team role-playing and responsibilities. practical. • Pay attention to group process and com­ munication.

• Ensure regular and effective communica­ tion between all team members.

• Recognire and respect the relationship between the individual and the team.

• Encourage active participation and leader­ ship by all members of the team.

RURAL TOURISM DEVELOPMENT TRAINING OTHERS • 11 Figure 3: Dale's Cone of Experience

An important learning principle, which is supported by extensive research, is that people learn best when they are actively involved in the learning process. Dale's Leaming Cone of Experience below shows various learning activities grorped by levels of abstraction. The left column indicates their relative effectiveness as training techniques. These are, however, general principles. Individuals vary greatly in the ways in which they learn best. Some people are visually roiented: they learn best through activities that emphasire reading and seeing slides, movies and demonstrations. Other people are more influenced by what they hear rather than what they see, and still others learn best by doing.

People generally remember Levels of abstraction

10 % of what they read 20% of what they hear READ Verbal 30 % of what they see 50% of what they hear and see 70 % of what they say WATCH STILL or write PICTURES WATCH MOVING PICTURE Visual WATCH EXHIBIT 90% of what they WATCH DEMONSTRATION say as they do a thing DO A SITE VISIT Hearing DO A DRAMATIC PRESENTATION Saying SIMULATE A REAL EXPERIENCE Seeing DO THE REAL THING Doing

I ???? ???? \

Reprinted from Wiman & Mierhemy, Educational Media, Charles Merrill, 1969.

12 • TRAINING OTHERS RURAL TOURISM DEVELOPMENT An Effective Leader

One of the most productive ways to develop an effective task group is to have an effective leader. The leader may also be the The POWER PYRAMID trainer, depending on the community. For purposes of this discussion, we will treat the An effective leader can provide: leader and trainer/presenter as two separate individuals or skill sets. As leader, your pri­ ,,/ power through RESPONSIBILITY mary goal is to empower the task group. This is often a new concept to managers and can be ,,/ power through AUTHORITY a challenge. ,,/ power through STANDARDS OF EXCELLENCE The following "power pyramid" sum­ marizes leadership characteristics that are ,,/ power through TRAINING AND "right on the money." DEVELOPMENT ,,/ power through KNOWLEDGE AND INFORMATION ,,/ power through FEEDBACK ,,/ power through RECOGNITION ,,/ power through TRUST ,,/ power through PERMISSION TO FAIL ,,/ power through RESPECT

From Diane Tracy, The Power Pyramid: How to Get Power by Giving It Away (1990)

TRAINING OTHERS • 13 RURAL TOURISM DEVELOPMENT An Effective Trainer

Know your material inside and out -- but Tips for effective presentations never be afraid to admit that you don't know something. Tum to the trainees for help. It is motivating for them, and promotes ownership • Organize training material well in advance of the information. of the presentation.

Understand your strengths and weak­ • Arrange for needed audio-visual equipment nesses as a presenter/trainer. You can over­ and training materials. Check the equip­ come a lot of problems by recognizing areas ment before your presentation so you know of concern and planning for them. that it is working, and you understand how it works. Maximize your nonverbal communica­ tion during training. Your trainees will receive • Plan a flexible training schedule that takes less than 10 % of the information you provide advantage of the energy highs and lows from verbal communication. Most of your during the day. For example, if possible, message will be received through your vocal­ do not plan a rousing meeting for early ization. Practice sounding relaxed, interested afternoon or over dinner when people are and interesting. most often low in interest and energy.

If you become nervous before training, • Solicit active participation by the trainees. recognize the fact and plan around it. Some This is mandatory. trainers find it effective to talk, others to find privacy and space, and yet others talk their • Search for feedback. Make sure that all way through it. The key is to recognize it and participants can see and hear both you and find your method of dealing with it. each other.

If someone other than yourself is the • Be sure that you have good lighting and designated group leader, use that individual to comfortable seating. develop your support system. Never put your­ self in a situation where you are at odds with the powers that be. It will diminish your training effectiveness.

Dress appropriately for the situation. Dress to make your appearance neutral or a "non-issue."

14 • TRAINING OTHERS RURAL TOURISM DEVELOPMENT Project Management

Communities with limited staff assis­ tance often fail to keep adequate records to help future leaders and volunteers manage the community's tourism program. Often simple management tools can help your community improve program continuity by developing basic information. The following tools can be used by your community to improve project management:

• Tourism development meeting record Provides attendance, agenda information and key decision and action steps taken by the committee or group. This form can help you keep a written record of commit­ tee activities.

• Tourism development agenda record Provides detailed descriptions of decisions and action steps taken for each agenda item.

• Tourism project evaluation form Provides feedback from committee mem­ bers, volunteers and other groups that work on tourism development projects and activities. Completion of these forms can help future volunteers improve future programming, such as festival manage­ ment, community marketing and commit­ tee assignments.

a: TOURISM DEVELOPMENT TRAINING OTHERS • 15 References

Nilson, Carolyn. 1990. Training for Non-Trainers: A Do-It-Yourself Guide for Managers 1990. American Management Association, New York.

Dyer, William G. 1987. Team Building: Issues and Alternatives, Addison-Wesley Publishing Company, Reading, MA.

Suggested Readings

LeBoeuf, Michael, Ph.D. 1985. The Greatest Management Principle in the World, Berkley Books, New York.

Robinson, Dana Gaines, and James C. Robinson. 1989. Training for Impact, Jossey-Bass Publishers, San Francisco, CA.

Scholtes, Peter R. 1988. The Team Handbook: How to Use Teams to Improve Quality, Joiner Associates Incorporated, Madison, WI.

Tracy, Diane. 1990. The Power Pyramid: How to Get Power By Giving It Away, William Morrow and Company, Inc., New York.

Walton, Mary. 1986. The Deming Management Method, Putnam Publishing Group, New York.

16 • TRAINING OTHERS RURAL TOURISM DEVELOPME. TOURISM DEVELOPMENT CHECKLIST

DETERMINING DIRECTION

_ Getting organized, deciding to organize a tourism group. Who will take responsibility? ______

_ Asking community citizens to identify important community values (Appendix CJ. Who will take responsibility? ______.

_ Determining organizational goals and objectives (Appendix CJ. Who will take responsibility? ______

PLANNING

_ Attraction inventories (Chapter 5, worksheets 1 to 5). Who will take responsibility? ______

_ Attraction assessment (Chapter 5, worksheet 6). Who will take responsibility? ______

_ Attraction packaging (Chapter 5, worksheet 6). Who will take responsibility? ______

_ Business inventory and assessment (Chapter 7, worksheets 2 and 3). Who will take responsibility? ______

_ Marketing situational analysis (Chapter 9, worksheet 1). Who will take responsibility? ______

_ Identifying a community tourism product (Chapter 9, worksheet. 2). Who will take responsibility? ______

_ Identifying target markets (Chapter 9, worksheet 3). Who will take responsibility? ______

_ Setting marketing objectives (Chapter 9, worksheet 4). Who will take responsibility? ______

_ Selecting a promotional strategy (Chapter 9, worksheet 5). Who will take responsibility? ______

Business retention and expansion (Chapter 7, worksheets 2 and 3). Who will take responsibility? ______

Community appearance improvement (Chapter 10). - Who will take responsibility? ______IMPLEMENTATION

_ Implementation of an attraction development plan. Who will take responsibility? ______

_ Implementation of a marketing plan. Who will take responsibility? ______

_ Implementation of a tourism business retention and expansion plan. Who will take responsibility? ______

_ Development of a funding strategy. Who will take responsibility? ______

EVALUATION

_ Evaluation of community values (Every 5 years). Who will take responsibility? ______

_ Evaluation of the marketing plan (Every year). Who will take responsibility? ______

_ Evaluation of the attraction development plan (Every 5 years). Who will take responsibility? ______

_ Evaluation of the tourism business retention and expansion program (Every 2 years). Who will take responsibility?------

- Annual evaluation of all tourism projects (Every year). Who will take responsibility? ______

_ Getting organiud, deciding to orga.niz.e a tourism group. Who will take responsibility? ______

TOURISM CENTER, Minnesota Extension Service 1991 TOURISM DEVELOPMENT MEETING RECORD

Date: ------Committee:

Committee members: Summary of committee decisions: Member ------1. Member ------2. Member ______3.

Member ______4.

Member ______5.

Member ______6.

Member ______7.

Member ______8.

Others present:

Action steps to be taken by next meeting:

1.

Committee agenda: 2.

( ) Minutes 3.

( ) 4.

( ) 5.

( ) 6.

( ) Next meeting time: ______( ) Date: ______( )

( ) Agenda review

TOURISM CENTER, Minnesota Extension Service 1991 TOURISM DEVELOPMENT AGENDA RECORD

Time/date: Committee:

Recorder:

AGENDA ITEM ONE:

Key discussion points:

Decisions: Action steps:

AGENDA ITEM TWO:

Key discussion points:

Decisions:

Action steps:

AGENDA ITEM THREE:_· ______

Key discussion points:

Decisions: Action steps:

AGENDA ITEM FOUR: ______

Key discussion points:

Decisions:

Action steps:

TOURISM CENTER, Minnesota Extension Service 1991 TOURISM PROJECT EVALUATION

Project:

Project evaluator: Date:

Describe project successes and problems:

Was the project completed on time and within budget?

Was there adequate help to complete the project?

Did the project's products or services meet your expectation?

How would you evaluate help from vendors or service groups?

What recommendations would you make to improve the project?

Do you have new ideas for next year?

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Tourism is now seen as a viable econo­ message. Despite these challenges, the tourism mic development strategy by many rural com­ and travel industry can be an exciting and munities. Over the last few years, the industry effective economic development tool. has grown rapidly; in 1989 alone tourism expenditures generated approximately $350 billion within the United States. This rapid What you'll find in this chapter growth and accompanying visibility has raised the awareness of many local leaders and eco­ This chapter outlines important tourism nomic development professionals of the im­ development values. These values provide portance of this industry. The current interest direction and help maintain a sustainable in and recognition of tourism and travel poten­ tourism effort that will be an asset to a com­ tial takes place in an environment of dimin­ munity. In addition to these broad values, ished economic competitiveness in many rural communities should consider local values that areas and there is continued dependence of residents wish to maintain as a tourism these rural communities on too few sources of program is developed. income. Many rural communities are now turning to tourism to generate income and This chapter also describes how the jobs. tourism industry differs from the natural re­ source-based economy that is prevalent in However, developing and expanding most rural communities, and discusses major tourism in rural communities is not always an obstacles rural communities face in developing easy task. The travel industry is very compe­ an effective tourism program. Key issues titive and your town must not only vie for facing the tourism industry are presented at visitors with neighboring communities, but as the end of the chapter. low airfares have made national, as well as international, destinations competitive, with those attractions as well. Your area will find it necessary to work closely with m~y oth~r organiz.ations to develop an effective tounsm strategy.

Rapidly increasing expectations of quali­ ty by the visitor require larger inv~tments to improve attractions and make eff~tive ~u_s­ tomer relations and personal attention cntical in keeping customers. :"1~ketin~ is becoming more expensive and it 1s mcreasmgly more difficult to reach customers with a marketing

RURAL TOURISM DEVELOPMENT INTRODUCTION • 1 What Is Tourism?

There are many definitions of tourism. buy hot dogs from your supermarket, stay Webster's Dictionary defines tourism as: overnight in your , buy a from "The practice of traveling for your or gas from your filling station, recreation. The guidance or man­ the community has received no economic agement of tourists as a business benefit and has not created a tourism industry. or governmental function. The economic activities associated with Tourists, therefore, may be defined from and dependent upon tourists. " the community perspective as people who travel to a community for any purpose. For Many definitions (often created to mea­ example, tourists may be vacationing, on a sure economic activity) limit tourism to activi­ business trip, visiting friends or relatives, on a ty that occurs 50 or 100 or more miles from personal trip or just passing through. Virtually home or that includes at least one night away everyone becomes a tourist on occasion, and from home. Some measure only visitors from many people are tourists quite frequently. In out of state, while others limit tourism to many areas, the label "tourist" sometimes has travel. a negative connotation. It may be more useful to think of tourists as visitors, a term which There is now more acceptance of a has a neutral connotation for most people. broad definition that groups travel and tourism together. We have adopted a broad definition A community tourism industry may be because the narrower definitions create many defined as a collection of businesses that artificial conditions and gray areas that make creates sales of goods and services to tourists. understanding of the industry more difficult. These sales include spending by tourists at The tourism industry is complex and difficult businesses primarily oriented to local residents to comprehend because it includes parts of a as well as at businesses that are primarily variety of economic sectors, such as trans­ tourist-oriented. portation, accommodations, food and beverage services, recreational activities, retail shopping From the perspective of these defini­ and entertainment. tions, it is clearly the responsibility of the local community to create, encourage and You can have tourists without having a develop a tourism industry, and/or to control, tourism industry limit and restrict its growth. In most cases, those communities that take an active ap­ There are many reasons people travel, proach to defining and guiding their tourism including work, pleasure, personal, and family industry, and that maintain consideration and and friends. Whatever their reasons for travel­ control of the impact that tourism may have ing, visitors have needs and wants that offer on residents, will have more positive experi­ opportunities for the community to create ences and outcomes. economic benefit. There should be a clear understanding that tourists can visit the com­ munity without creating a "tourism industry." For example, visitors who hike your trails and picnic in your parks are tourists, but until they

2 • INTRODUCTION RURAL TOURISM DEVELOPMENT U.S. Travel and Tourism Facts

• In 1989, spending on travel services • Travel directly generates more jobs in the U.S. reached approximately than any other industry except health $350 billion. services.

• Americans spent an estimated $316 • Over the past decade, travel industry billion, while foreign visitors spent employment has grown 43 %, more $34 billion on travel in the U.S. (ex­ than twice the growth rate for all cluding international fare payments U.S. industries. to U.S. carriers). • In 1982, there were nearly 336,000 • The travel and tourism industry is firms in the travel industry, with the third largest retail industry in ninety-eight percent classified as business receipts, after automotive small businesses. dealers and food stores. • Foreign visitors totaled 36.6 million • Tourism is 6.7% of the GNP and in 1989, up seven percent from 13 % of the service sector. 1988.

• Americans took 1. 3 billion person­ • The U.S. largest inbound markets trips 100 miles or more away from are Canada (42% of all foreign home in 1989, the highest level visitors), followed by Mexico ever. (20%), Japan (9%), United Kingdom (6%), Germany (3%), and • Americans spent 5.2 billion nights France (2 %). away from home on these trips last year for an average trip length of • The U.S. ranks first in international four nights. travel receipts. The U.S. garnered 16.5 % of total • 5. 8 million Americans were em­ spending globally in 1989. ployed in the travel industry last year. • International travel is America's largest export, ranking ahead of • Each $60,000 spent by travelers agricultural goods, chemicals and directly supports one new job. motor vehicles.

Source: U.S. Travel Data Center, D.C., 1991

INTRODUCTION • 3 RURAL TOURISM DEVELOPMENT A Value System for Rural Tourism Development

Many rural communities considering The following are more detailed descrip­ implementing a tourism development program tions of this value system and its importance cite examples of tourism development prob­ to rural tourism development. The first section lems in neighboring communities. If rural of the rural tourism development video illus­ communities are to use tourism effectively as trates these values in action. an economic development strategy, they must identify important local community and tour­ 1 . Authenticity and a sense of ism development values. Poor tourism devel­ place opment can occur when communities fail to identify these values. These values will help Authentic attractions come from the communities take control of tourism develop­ basic fabric of a community. Authenticity can ment while protecting community values and be defined as the lifestyle of a community that resources. emerges in response to its physical and social nature, its significant historical and economic This training guide presents a process events and the special qualities of the people communities can use to identify community who live in and develop the community. A values as well as values needed to develop the sense of place refers to those attributes that tourism industry. If rural communities are to make a community unique and different. compete effectively in tomorrow's tourism Authenticity or a sense of place can come industry, they will need to consider the follow­ from several sources (see Chapter 5, Attrac­ ing values: tions Development, for more detai.ls): 1 Basing tourism development on authen­ • Natural and scenic resources ticity and a sense of place • History and culture 2 Assessing the true benefits and costs of • Performing or visual arts tourism • Festivals and events 3 Using tourism as a diversification rather • Man-made attractions than a substitution strategy • Local economies and agriculture 4 Developing and delivering quality ser­ vices

5 Sharing the benefits of tourism and de­ veloping local control

4 • INTRODUCTION RURAL TOURISM DEVELOPMENT 2. Assessing true benefits and costs of the tourism and travel industry

Developing the attractions and businesses that serve the visitor can generate jobs and income and contribute substantially to the economic health and vitality of a rural community. But, like all other economic activity, the tourism industry generates economic, social, and environmental costs. Accurate assessments of both benefits and costs can help communities avoid problems and maintain community support for continued growth.

BENEFITS AND COSTS OF TOURISM

Benefits: Development of tourism has been Costs: Although tourism delivers many bene­ shown to deliver a variety of benefits. The fits, it is not developed without costs. The fol­ following statements describe some of the ways lowing describes some of the costs and lia­ tourism may assist your community. bilities associated with hosting more tourists in your community.

Economic Benefits Economic Costs

• Tourism brings new money into the econo­ • Tourism requires organiz.ation that will my through visitor expenditures. incur operational costs for personnel, administration, promotion and marketing, • Tourism helps diversify and stabilize rural ,research and other developmental costs. economies. It may help attract additional industry to your community by creating a • Tourism places demands on public services larger business base and increasing visi­ and facilities that are tax supported. Ser­ tors' recognition of opportunities. vices may need improvement and upgrad­ ing to maintain public service standards. • Tourism creates jobs and incomes through business expansion and new business start • Tourism may inflate property values and ups. the price of goods and services.

• Tourism contributes to the state and com­ • Tourism may require training of service munity tax base. employees, business owners and commu­ nity residents in order to produce a • Tourism helps support business services competitive tourism product. and products that could not be supported by the community's existing retail trade • Tourism can be seasonal and depends on area. forces outside direct community control (for example, recession).

INTRODUCTION • 5 RURAL TOURISM DEVELOPMENT (Benefits and costs of tourism, continued)

Social Benefits Social Costs

• Tourism dollars help support community • Tourism may attract visitors whose life­ facilities and improvements that could not styles and ideas conflict with those of your be supported with the existing trade area. community.

• Tourism can help enhance a community's • Community residents will need to share "sense of place" through the development important community resources with out­ of festivals, museums and other interpre­ siders. tive activities that help document and cele­ brate a community's resources. • Tourism may create crowding and con­ gestion. • Tourism encourages community civic involvement and pride. • Tourism may bring an increase in crime.

• Tourism provides cultural exchange be­ • All community residents will not share the tween community and visitors and brings benefits equally, so conflicts may emerge new ideas into the community. between those who benefit and those who do not benefit from tourism.

Environmental Benefits Environmental Costs

• Tourism can foster conservation and pres­ • More tourism may degrade the quality of ervation of natural, cultural and historical important natural and historic areas in a resources. community.

• Tourism may encourage community beauti­ • Litter, noise and pollution may increase fication and revitaliz.ation. with tourism.

Source: Colorado Community Tourism Action Guide, Sarah L. Richardson, 1991.

6 • INTRODUCTION RURAL TOURISM DEVELOPMENT 3. Tourism and travel is a diversifi­ vices in a consistent manner can be very cation strategy difficult. In this competitive industry, quality of product and service is becoming the point . The tourism and travel industry should be of distinction between communities with a view~ as a diversification strategy, not as a healthy tourism industry and those that are s~bs~tu~ for other local industry. Community limping along. Quality will become the major VItahty 1s most easily maintained when there theme in tourism development into the 1990s are several sources of economic activity that and beyond. provide jobs and incomes to local residents. This economic diversity helps improve the Tourism development must be at a level options rural communities have in developing that can sustain quality of product and service a variety of effective attractions and services. over time. It is very easy today to overcrowd Communities that have a diversified economic lakes, parks or other resources that attract the base often are able to weather economic d­ visitor. Overuse can result in deterioration of ownturns much better than single-sector based your tourism product and service and in the economies. Local community development loss of customers who may never come back. efforts need to work on complementary strate­ gies that will bring jobs and income to the local economy. 5. Sharing the benefits and pro­ viding community control of the industry 4. Tourism must deliver quality services to be sustainable Communities want industries that provide fair wages and a decent standard of living for Initial development of simple basic tour­ their workers. Communities also want to have ism attractions can be easy. However, creating some control over the development and impact value in your community's attractions and ser- of the industry on the area. Your community

Branson Lakes, Missouri (pop. 3, 706) has developed a large successful tourism industry by appealing to the family entertainment audience. Branson offers 30 live music shows, 20 indoor theaters, outdoor amphitheaters and an historic pageant. It also has a rugged mountain landscape and lakes to attract visitors. Approximately 3.8 million people came to the area 1990. The positive impact of tourism has been development of a strong economy, progressive community leadership, low unemployment and a wealth of recreational and cultural resourc­ es. The negative impact has been high demands on the community's infrastruc­ ture of roads, sewer and water that require costly capital improvements, environ­ mental threats to the natural resources, higher unemployment during the off­ season and problems in providing affordable housing. The community is now writing infrastructure plans and all proposed development projects are evaluated for their impact on the environment.

RURAL TOURISM DEVELOPMENT INTRODUCTION • 7 can best accomplish these goals through en­ couraging small businesses to provide the Tourists are us! services that generate jobs and income. Local businesses can share the benefits of tourism When you hear the word "tour­ among community residents and provide com­ ist," you probably think of someone munity control of the future development of from far away who is sightseeing. the industry. Your community can achieve Actually, many tourists in your state local control through development and expan­ are residents of your state. In fact, sion of local businesses and active involve­ many of us spend a substantial por­ ment in all phases of tourism development. tion of our lives being tourists. So tourists are not them; tourists are us. Uniqueness of the tourism industry The last time you left town for any reason (work, play, with Tourism and travel is a service industry your relatives) you were part or the that has characteristics that are different from tourism economy. The last time you the natural resource based economies of most drove more than a few miles out of rural communities. It is important to recognize town, you were a tourist. The last these differences in order to help your com­ time you stepped on an airplane, you munity adjust to this growing industry. These officially entered T ouristland -- a features separate the tourism industry from place you did not leave until you other economic sectors: returned to the borders of your home community. • The customer comes to the product Whatever technical definition In the tourism industry, the customer comes to the product or service rather than you use, it is clear that the tourism industry relies on people traveling the service or product being sent to the within their own region. More than customer. Many tourists buy the tourism half of all personal trips in the U.S. product sight unseen and rely on marketing are made within a 300-mile radius of messages or travel agents for their infor­ mation. Problems of unmet expectations travelers' homes, and more than one­ third are made witinh 150 miles. can occur under this type of purchase arrangement. Also, most social impacts Trips are becoming shorter in dura­ related to tourism happen because the tion, too: 40% of trips last less than producer (the community) and the consum­ three nights. er (the tourist) are in the same place. From Coastal Heritage, a publica­ tion of the South Carolina Sea Grant Consortium, Vol. 6, No. 3, • Tourism and travel as an experience 1991. While most travel expenditures are for tan­ gible products (airfares, , meals or retail goods), the driving force in tourism is intangibles (experiences, get-away trav­ el, relaxation, seeing new areas, adventure, entertainment or recreation).

8 • INTRODUCTION RURAL TOURISM DEVELOPMENT • Public management of many attractions • Service as a point of distinction while private busin~ create the jobs Major travel expenditures are made for and income accommodations, food, transportation and Often the public sector is responsible for retail trade. Because tourism is an experi­ managing the very activities that attract the ence, in these businesses the quality of visitor and traveler. A very large number service provided is as important as the of attractions (the basic reason for travel), product or facilities. Businesses can distin­ are managed by the public or non-profit guish themselves from competitors by sector. Typical examples are historic sites, greater attention to high quality service and beaches, parks and preserves, museums responsiveness to customer needs. and theaters. The major goal of these sites is preservation, protection, and mainte­ The tourism and travel experience takes nance of the attraction, and not its com­ place in many ways: part of a business mercial exploitation. trip, a weekend getaway, a short day trip, a vacation of several weeks or a trip to see On the other hand, it is the private family or friends. During this time the cus­ sector, often through small businesses, that tomer makes several purchases. A major generates the interest in developing and ex­ service or product failure can have a dra­ panding the tourism and travel sector and matic effect on the total travel experience. creates the jobs and incomes. Jobs are Therefore, one business can have an effect created in food, lodging, transportation, on many unrelated businesses. and retail trade busineses, and range from entry-level jobs, often associated with res­ taurant servers, maids and doormen, to high-paying jobs, such as airline pilots. It is the creation of jobs, incomes, and the taxes generated from these industries that makes local community leaders interested in expanding the industry.

A successful tourism industry, there­ fore, must have close, on-going coordina­ tion between public/non-profit and private service providers. Cooperation helps bal­ ance the need to maintain high-quality attractions while allowing commercial acti­ vities that will create a tourism economy.

INTRODUCTION • 9 RURAL TOURISM DEVELOPMENT Obstacles to Rural Tourism Development

Many small rural communities are faced • Isolation from transportation centers with extraordinary challenges in developing a and large population bases rural tourism development program. They Rural communities do not have ready usually have a low population base in the access to major airports or other forms of surrounding area, have limited financial public transportation. Access to these resources, rely on natural resources for their communities is via automobile; thus, trav­ economic base and have a shortage of other elers may find it difficult and expensive to important resources. These obstacles are visit. complicated by long-entrenched work styles that may not be ideal in terms of cooperation • Underdeveloped resources and leadership. Small communities and rural areas fre­ quently have resources with the potential to • Natural resource based economies attract visitors; mountains, forests, lakes, Many rural communities will continue to deserts, prairies, and cultural and historic rely on agriculture, forestry, commercial resources can provide the attraction base fishing and mining for a sizeable part of for a community. But limited financial their livelihood. However, this industrial resources and the lack of understanding of sector has not prepared people for the nee.els and interests of travelers can prevent service orientation that is so important to adequate development nee.ded for an effec­ the tourism and travel industry. Lack of tive tourism program. these direct customer contact skills can prevent small communities from develop­ • Misunderstanding of the tourism and ing effective tourism programs. These travel industry resources do, however, offer educational Local residents may be afraid that tourism and interpretive opportunities for visitors. development will occur in ways that will make the community less attractive. They • Small population base are worried about low-paying jobs, conges­ Small communities often do not have the tion, public service costs, unsightly devel­ organizations or professional help that are opment and outsiders who might disrupt important in developing activities and pro­ the community. People often remember grams that will attract visitors. Local lead­ unattractive development in communities ership may be overworked and unable to they have seen and believe tourism de­ spend the time on developing new pro­ velopment will occur in the same way in grams. their community.

• Limited financial resources • Competing with neighbors Small size is often related to limited finan­ Tourism is often more successful if com­ cial resources. Small rural communities munities in a larger geographic area work often do not have access to the financial re­ together. Small communities, however, sources nee.de.cl to develop facilities, servic­ sometimes have a history of competing es and a staff that can be helpful in the with rather than cooperating with their development process. neighboring communities.

10 • INTRODUCTION RURAL TOURISM DEVELOPMENT • Leadership • Communications and research Rural communities have been undergoing Communication with the traveling public is rapid and dramatic changes in the last becoming more difficult and expensive. decade. Resource-based economies, such Today's consumer is bombarded with up to as agriculture, mining and forestry, have 2,000 marketing messages daily. The suffered major recessions in many rural number of messages is expected to grow areas during this period. High out-migra­ and consumers will find it increasingly tion, limited resources and difficult eco­ hard to sort through this information. nomic times often leave community leaders Tomorrow's communities will need the overworked and overstressed. Rural devel­ resources to conduct market research, opment is difficult and challenging and develop complex market strategies and set requires dedicated leaders, as well as up evaluation systems. Failure to imple­ followers. ment these strategies will lead to wasted marketing budgets and increased chances • Balancing environmental protection with for failure in the marketplace. development Public expectations and concerns for the • Failure to work as a tourism industry environment add complexity to economic The tourism industry is composed of many development. l..ocal communities must distinctive industry segments. Local firms balance the public's interest in protecting that do business with travelers often do not the environment with its developmental understand that they are part of the tourism activities. Rural areas must address such industry. Failure to work together as an issues as zoning, land use, interagency industry reduces the effectiveness of a cooperation, hazardous waste disposal, community tourism effort. recycling, using environmentally sensitive products, and protecting endangered spe­ • Lack of information and data cies and areas. Environmental concerns not Information and data are important for only change the methods used to develop both businesses and communities as they projects but may affect the way businesses plan development of their tourism product and organizations manage day-to-day or service. There is limited information on operations. the impact of tourism on rural communi­ ties, on customer profiles and needs, and • Strategic planning little financial data available on rural tour­ Many communities have not initiated local ism businesses. This type of information strategic planning programs to help posi­ may need to be developed locally in con­ tion their tourism products in the market­ junction with local and state economic place. Competition from other nations, development professionals. communities, attractions and other uses for personal leisure and recreational budgets will continue to expand rapidly. Failure to plan will increase the likelihood that com­ munities will fail because of poor product development and delivery.

RURAL TOURISM DEVELOPMENT INTRODUCTION • 11 Major Challenges to the Tourism and Travel Industry

Rural communities face major challenges the best method to reach these individuals. in developing their tourism programs. To Many of today's customers are open to ensure future success in the tourism and travel advertising methods only when they are industry, communities need to address the preparing to make purchases. Careful tar­ following nine issues: geting is an important strategy commu­ nities must use to allocate their marketing budgets to attract visitors. Communities are • Organimtion of tourism challenged to profile customers accurately E.arly in its development, tourism activities and to develop marketing techniques that were the responsibility of private business­ can effectively reach this market. es and the system was driven by marketing activities. Now tourism is a worldwide industry, generating more than three tril­ • Implementing customer service lion dollars in revenues annually. Commu­ management strategies nities cannot just "play" in tourism or Most businesses consider customer service expect the industry to "just happen." A an activity for employees who have direct serious, consistent, systematic, organiza­ contact with the public. Management activ­ tional approach (with volunteers and/or ity is usually customer service training for paid staff) is required. these employees. Community hospitality training programs can be a catalyst for Today, tourists are more sophisticated improving frontline service and making in their selection of travel destinations. The service a management function, the same tourism industry must provide more exten­ way marketing, cash control and employee sive and interesting attractions and ser­ management are management functions. vices. A more complex community organi­ zational structure is needed to coordinate the various tasks. As the complexities of • State, national and international com­ tourism have become better understood, it petition for most tourism and travel has become clear that government now businesses must play a much greater role in tourism Although most tourism towns believe their development. Community organization is competition is other similar local commu­ needed to coordinate the complex public nities, in actuality national and interna­ and private players in the tourism industry. tional destinations are fast becoming their rivals. The cost of travel to rural commu­ nities is often substantially higher than it is • The need to target tourism and travel to major U.S. destinations. Trips to inter­ markets national destinations can sometimes be Advertising in the mass market media cheaper than in-state or in-country loca­ (television, magazines, and newspapers) is tions. The challenge to many tourism becoming very expensive and is often inac­ towns is to identify the unique char­ cessible for many small communities. It is acteristics of their area and develop pro­ important for tourism towns to understand grams, products and services that can be their customer base so they can determine internationally competitive.

12 • INTRODUCTION RURAL TOURISM DEVELOPMENT • Selling experiences, not "t~" cessful new tourism program on its own. Most tourism and travel businesses market New multi-community structures and features of their business or the area in organizations must be developed in order which they are located. These are usually for this concept to become an effective physical features, such as pools, room siz.e, tourism development tool. availability of boats or other recreational goods, lakes, mountains, , etc. Very few businesses or organizations • Maintaining competitive attractions market the experience of travel, which is The tourism industry is in constant change. the major motivation for travel. Future New trends and interests continually marketing strategies will use this technique develop. In recent years, recreational much more frequently. activities, such as in-line skating and mountain biking, have become more popu­ lar. New businesses are being built, creat­ • Development of the concept of the ing increased competition. Activities such "carrying capacity" of a community for as watching videos at home and more local tourism community activities compete for the recre­ The concept of "carrying capacity" came ation and leisure dollar. Communities will from the agricultural sector. Most lands face challenges in maintaining their attrac­ can support only a limited number of ani­ tions in the face of new trends and demo­ mals if productivity is to be maintained. A graphic changes. Staying abreast of change similar concept will be needed for many of and understanding the impacts and oppor­ the attractions and communities involved in tunities that result will distinguish the the tourism and travel industry. Many U.S. better tourism communities. parks and wilderness areas are being over­ used and are sustaining unacceptable dam­ age. Many communities, too, are suffering • Role definition between the public and private sectors from large numbers of visitors or travelers In rural areas, much of the tourism attrac­ that detract from the community and gen­ tion base is managed by the public sector erate opposition from residents. The devel­ and government services are needed to opment of this concept will be difficult and provide the basic infrastructure to serve the implementation strategies could create visitor and comply with government regu­ controversy. However, more are becoming lation. On the other hand, the private concerned about their ability to serve the sector creates the majority of jobs and in­ visitor adequately while maintaining their comes from serving the visitor. If a com­ quality of life. munity is to develop an effective tourism program, close cooperation is needed be­ • The need for area-wide cooperation tween the two sectors. Representatives Rural communities must join forces in from each sector should continually work order to develop marketing power and to coordinate plans and management provide an adequate attraction and service activities, as well as to define roles and base for the visitor. It is now very difficult responsibilities for tourism program activi­ for the small community to develop a sue- ties.

RURAL TOURISM DEVELOPMENT INTRODUCTION • 13 CONCLUSION

Tourism can provide added jobs and incomes for rural residents and can improve a community's facilities and resources. Careful planning and devel­ opment of authentic attractions are important if a community is to safeguard its resources and culture.

Communities unwilling to make adequate commitments of effort and funds to develop a competitive tourism industry should not consider using tourism as an economic development strategy. Community values and quality of life are important rural resources, and care should be taken to protect these assets.

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14 • INTRODUCTION RURAL TOURISM DEVELOPMENT Resources

If you are new to tourism and want an industry overview, or need a refresher on some of the basics, the following "classics," textbooks and regional manuals will provide a strong background.

WORKBOOKS/MANUAI.S

Alberta Tourism. 1988. Community Tourism Action Plan. Edmonton: Planning Division, Community Services Branch, Alberta Tourism.

Gunn, Clare, Carson Watt and Sarah Richardson. Forthcoming. Tourism in Communities: Guidelines for AssessmenJ and Action. College Station: Texas Tourism and Recreation Information Program, Dept. of Recreation, Park and Tourism Sciences, Texas Agricultural Extension Service, Texas A&M.

Richardson, Sarah. 1991. Colorado Community Tourism Action Guide. Produced by the Colorado Center for Community Development, University of Colorado at Denver and the Center for Recreation and Tourism Development, University of Colorado at Boulder.

Rundell, John, William McLaughlin and Charles Harris. 1989. Idaho Rural Tourism Primer. Moscow, ID: Department of Wildland Recreation Management, University of Idaho.

Southeast Tourism Society. ND. Community Travel Developmenl Manual. Atlanta: Southeast Tourism Society. 37 pp.

University of Missouri, Dept. of Recreation and Park Administration, University Extension. 1991. Tourism USA: Guidelines for Tourism Developmenl. Workbook/manual available for $5 from U.S. Dept. of Commerce, 14th and Constitution, Room 1865, Washington, DC 10030

BOOKS

Blank, Uel. 1989. The Community Tourism Industry Imperative. State College, PA: Venture. 200 pp.

Pridgen, Joseph. 1991. Dimensions of Tourism. Ea.st Lansing, MI: American Hotel and Motel Association. 361 pp.

Gee, Chuck, James Makens and Dexter Choy. 1990. The Travel Industry (2nd ed). New York: Van Nostrand Reinhold.

RURAL TOURISM DEVELOPMENT INTRODUCTION • 15 Gunn, Clare. 1988. Tourism Planning. New York: Taylor and Francis. 357 pp.

Gunn, Clare. 1988. Vacation.scape: Designing Tourist Regions. New York: Van Nostrand Reinhold, 208 pp.

McIntosh, Robert and Charles Goeldner. 1990 Tourism Principles, Practices, Philosophies (6th ed). New York: Wiley.

Minnesota Extension Service, Tourism Center. 1989. Using Tourism and Travel as a Community and Rural Revita/izati.on Strategy. Extension Publication CD-BU-3822, Proceedings of a National Extension Workshop, May 10-12. St. Paul: University of Minnesota. 215 pp.

Murphy, Peter. 1985. Tourism: A Community Approach. New York: Methuen. 200 pp.

16 • INTRODUCTION RURAL TOURISM DEVELOPMENT Local Public Services Marketing Organization Involvement Attractions Tourist Services

.... 1, __ ·\·'\1~·-·· v.',')(?:}':':~··· ... )I, .:.. ~ ORGANIZATION CHAPTER 3

GOAL: To create or strengthen a local tourism organi7.ation and develop plans based on tourism industry and community needs.

ORGANIZATION PRINCIPLES

• An appropriate tourism organization is needed. An effective tourism organization must maintain an active and involved membership and a viable leadership.

• Community tourism organizations are more effective when they work cooperatively with others at local, regional and state levels.

TEACHING OBJECTIVES

• The tourism industry planning effort should be sensitive to community values and goals.

• A tourism organization ,/ builds a capacity to deliver identified products. ,/ provides for continuity of a program over time. ,/ monitors progress and revises goals as needed.

• For long-term success, tourism organizations need to ,/ create a vision. ,/ have a clear understanding of goals. ,/ develop consistent leadership. ,/ be adequately funded. ,I conduct periodic evaluations.

• Through cooperation with other groups, the tourism organization can improve its collective skills and enhance its ability to accomplish its tourism goals.

ORGANIZATION • RURAL TOURISM DEVELOPMENT 1 What Needs to Be Done?

Organizations lead tourism efforts • Leadership development methods include creating a strong, responsive organizational Shaping an organization capable of ad­ structure and implementing leadership dressing the collective needs of the commu­ training and support programs (for both nity's tourism industry is an important step in volunteer leaders and paid staff). tourism development. Through an organiza­ tion, ideas are examined and tested, problems • Funding strategies should be adequate to are identified and solved, efforts are coordinat­ accomplish your goals. Critical to your ed, themes are developed, and cooperative organization's ongoing operational effort is activities are implemented to extend the abili­ the adoption of funding methods that will ties of a group of individuals or businesses to provide funds on a stable and ongoing reach common goals. To be the leader and basis. Without some stability in funding, voice of the tourism industry, the local tour­ planning and programs are uncertain and ism organization must stay current on tourism the image and productivity of the organiza­ issues and insure that its interests and the tion are often affected. greater community interests are harmonious. Keys to long-term success in tourism develop­ • Evaluation of operations and programs ment include: closes the loop and lays the groundwork for a new round of planning and activities . ./ establishing a tourism organization, .I creating a vision for the organization, ./ having a clear understanding of goals, .I developing consistency in leadership, ./ providing adequate funding and .I conducting periodic evaluations.

• A clear vision of the future is necessary to develop plans and gather support.

• A situation analysis which reviews the interests and needs of the tourism industry, the community, and other organizations which are interested in or affected by tour­ ism should be conducted when organizing, and on a periodic basis thereafter (for example, every 1, 2, or 3 years). Several methods of gathering information for the situation analysis are included in this chap­ ter. This information is used to establish and regularly update organizational goals.

2 • ORGANIZATION RURAL TOURISM DEVELOPMENT Establishing a Tourism Organization

Use existing groups • It is common for communities and counties to have a chamber of commerce and a . . An im~~t part of the situation analy­ tourist bureau (or and visitors SIS IS detenmnmg what organizations are in­ bureau), each having tourism respon­ volv_ed, or could be involved, in developing sibilities. Tourist bureaus are usually fund­ tounsm_. "?nderstanding who the "players" are, ed through lodging tax revenues. Cham­ and the1r mterests and roles in tourism is as bers of commerce are usually funded by . ' Important as understanding what your com- membership dues. When both groups have munity's opportunities are for attracting visi­ tourism responsibilities, tourist bureaus tors. Many groups have an interest in tourism­ will normally handle tourism marketing related efforts, either directly or indirectly. programs (that is, trying to bring visitors Coordinating and cooperating with other to the area), while chambers of commerce groups builds support and helps avoid wasteful will provide member education and train­ conflicts and misunderstanding later (a detailed ing, newsletters, development and services description of tourism organizations is con­ for visitors once they are in the community tained in Tourism USA: Guidelines for Tour­ (for example, visitor information centers). ism Development, U.S. Dept. of Commerce, Political issues are often a joint effort of 1986). both groups. Tourism festivals and events may be operated jointly or by either group. Here are some considerations:

• Determine the most appropriate lead group There are many other ways of dividing for tourism. Often the group already exists tourism work. Often the divisions respond to and can assume additional responsibilities specific opportunities or requirements laid out for tourism. Examples include: business by state or local laws and regulations or by the groups (chamber of commerce, downtown organization's charter or bylaws. business association, resort association, attractions group, mall merchants); gov­ • Local tourism groups may spring out of ernment bodies (city council, planning special interest groups in the area. For commission, county boards, regional de­ example, historical groups, resort owners, velopment organizations, special districts); attractions operators, or motel and res­ or tourism groups (tourist bureaus; visitor taurant operators may take the lead for and convention bureaus; community, coun­ tourism development/promotion. ty, and regional tourist promotion and development organizations). Get support for the lead tourism group(s) from other groups with tourism interests. • Don't create new groups that have respon­ Have all groups acknowledge and support sibilities overlapping existing groups. Try each other's roles and determine the best ways to expand the role of an existing group, or to work cooperatively on programs of joint groups, through developing tourism goals interest. Don't let organi7.ations get caught or creating tourism sub-committees. up in competitive rivalries that at best waste time, effort and money, and at worst dam­ age or destroy people or organi7.ations.

RURAL TOURISM DEVELOPMENT ORGANIZATION • 3 Structuring the organization Parke County, Indiana {pop. 15,034) How should your tourism organization uses Parke County Inc. for tour­ ism marketing and development. be structured? It should be based on your community needs, on organizations already The group is funded by member­ existing and on various options available in ships of individuals, organizations, your state. Some common examples are: and businesses, and by income from events. The group also governs Billie Creek Village, a • Committees within the Chamber of Commerce local attraction. An executive Since chambers of commerce are already director manages both responsibil­ in place and many of the members already ities. have an interest in tourism, it is very com­ mon to see a committee type of organiza­ tion for tourism. As tourism develops, • Local government departments more and more of the chamber's efforts Many local communities recogniz.e the im­ will be needed for tourism. This sometimes portance of tourism as part of their eco­ leads to development of a separate organ­ nomic base and support it through city or ization to handle tourism. county departments. Such departments may be involved in a full range of tourism sup­ port activities including development, mar­ Manistee, Michigan {pop. 6, 734) keting, and visitor information services. Chamber of Commerce has 15 committees working on tourism using 100 volunteers. An addi­ Lexington (pop. 6,900) and Rock­ tional 200 volunteers are involved bridge County, Virginia {pop. in putting on events. 25,000) created the Lexington Visitors Bureau, staffed by city employees and funded by the city • Voluntary membership touffilll groups with some county funding. Com­ Frequently a new membership tourism or­ mittees function with assistance ganization is created as a result of the tour­ from many local organizations. ism region being larger than the focus of existing organizations. The organizations may need to encompass two or more com­ munities, an entire county, or multi-county region.

This section is adapted from Developing a Tourism Organization, Phil Alexander Cooperative Extension Service, Michigan State University '

4 • ORGANIZATION RURAL TOURISM DEVELOPMENT • Tourism Federation nances. States differ in how a lodging tax In areas where existing trade groups repre­ district may be formed, who manages it, sent major elements of the tourism industry and how the monies may be spent. (for example, association, attrac­ tions association), it may be appropriate to Management is often governed by a create an "umbrella" orga.niz.ation to coor­ board of local community or county elect­ dinate the interests of the various, groups. ed officials. In many cases, lodging opera­ Where such groups are particularly strong tors and other tourism representatives have or effective, a tourism federation can be a representatives on the board and play im­ useful tool. Trade groups that might be portant roles in expenditure decisions. In included are those representing hotels and some states, the funds are reserved exclu­ , , campgrounds, attractions, sively for marketing and promotions, some bed and breakfasts and country , res­ allow for development of tourism facilities, taurants, parks, festivals and events, histor­ and others authorize use of the funds for ical societies, service stati<;>ns, retail shops general community needs. and malls, entertainment, and other groups. Saugatuck, Michigan (pop. 1, 100) collects a 2% tax on transient St. Johns River Valley, Maine (pop. facilities which is managed by the 21,000) is a border region con­ Saugatuck/Douglas Convention sisting of 12 villages plus a similar and Visitors Bureau. The bureau is region in Quebec and New Bruns­ responsible for marketing the wick, Canada. The Armstrong region and works closely with County Tourism Advisory Council, other tourism groups in its efforts. in conjunction with the regional The organization also derives planning commission, coordinates funds from non-lodging member­ marketing with local chambers of ships, festival and event reve­ commerce, festival managers, and nues, and arts and crafts shows. civic organizations. Funding comes from state grants, local organizations, and fund raisers There are many other modifications or plus other contributions. combinations of these basic orga.niz.ation types. F.ach community should incorporate its own strengths and unique resources in creating its • Lodging or room tax organi7.ations tourism organization. The most common mandatory funding method in use today is the lodging or room tax a tax added to the cost of hotel, motel, ~rt and other overnight lodgings. In this case the organization is formed to oversee the expenditure of the tax revenues as au­ thorized under state or local laws and ordi-

ORGANIZATION • 5 RURAL TOURISM DEVELOPMENT Sample tourism organizational structure COORDINATION ORGANIZATION LEADERSHIP WITH OTIIER GROUPS

.·· ·.· ...-.-: .·.. :-·.. . .. :: ...... · .· ..

:. :·>)\:, :":_: .:.·::·::-:. iti··: \::·:_::· ..:i .. .. -<( .. ·_. ~-<>/ii:_.::.:/::: :::::~ :::::: }>?)(} >:._:\·:: ...... ,...... · · ·•··•·•·· His~oridal····Societ~························· .. ·. > •.• Resort Associati~h >? / >.· i .• ····• ."fouris01···philosoph~···ati~·····pC>liiies············· . . IVloteland HotetAssociatiOhS ii S~tting of overaU goals / .••· ·•· .··•.· .. Restaurant Association . .•• Service StatiorrAssociat1on ••.•.•.•.•....•...... I Attractions Association> I I 1 Reglorial and Tc>Uti~rn Grot.tps I State I I I I I I STAFFING I ...... ·.. ·· · Specialized Stafi > >···· ·.·· .. >/••••·· / ..•.... < •·••• < ······•··u,.-edQt10~••1-.iiow1·· :Ii~fa:o~t.idJl~iZ lMi~t~o· /}f Ji... . c: . Pl?~r:ij!i<>n.. ----· /· Festival· ··· ·· ·· &· · Events·.·. · ·· ···· ·· · · · ···· ·.· · ><· ··· ·

COMMITTEFS (Create as needed) .·.. Atiraeiiorif . $ijp()()rt.. •· ·0eve1opment< < Faclkies& / ..•. $tlrvices·

Adapted from Tourism USA: Guidelines for Tourism Developmenl

6 • ORGANIZATION RURAL TOURISM DEVELOPMENT Creating a Vision of the Future

An organiz.ation must have a purpose The vision focuses on results. There that meets the needs of its members and chal­ may be several methods employed to accom­ lenges them to invest their time and money to plish the results, the methods may change to accomplish that purpose. Stating that purpose fit changing situations, but the vision can by creating a vision of the future helps people remain as the target towards which the com­ understand what the organiz.ation is for and munity's efforts are directed. why it is needed. "lfyou don't know where you are going, Examples of vision statements any road will take you there. " • Tourism will be the biggest segment of the local economy by the year 2000. Fort Scott, Kansas (pop. 8,450): • Tourism will focus on eliminating usual "The main reason [for our suc­ seasonal unemployment by developing cess] is that the community has festivals and events during those periods. had people with a vision of the • Tourism will target development of high­ benefits of tourism for the com­ quality restaurants and accommodations to munity." enhance opportunities for other business development. Cedar City, Utah (pop. 14,000): • Tourism activities will be encouraged as a "The vision and commitment of means of preserving and restoring historic members of our community to an downtowns and neighborhoods. economy based on tourism and • Tourism will create quality jobs that will the arts has also been a driving allow youth to find meaningful careers and force in the success of our stay in the community. efforts." From time to time, an organiz.ation's vi­ sion of the future should be reviewed and re­ A vision of the future can be created by vised. If your organiz.ation is unable to im­ efforts of groups or individuals, or by a plement or achieve its vision of the future, it community-wide participation process (see must create a new vision, or it will no longer Appendix C, Group Process). By whatever have a purpose. Changing conditions often process, the vision should contain not only a necessitate a change of focus and a need for a direction for tourism development, but also new vision. Stimulating and steering your desired outcomes for the community. organiz.ation toward clear visions of the future presents continual challenges but helps focus Communicating the vision to others is the organiz.ation's energies on the most impor­ critical. Creating a vision is essentially pack­ tant tasks. aging ideas and goals into concepts that are easy for the community to understand and to accept.

ORGANIZATION • 7 RURAL TOURISM DEVELOPMENT Situation Analysis/Goal Setting

Many organizations get caught up in day-to-day activities and fail to take time to Sandpoint, Idaho (pop. 6,500) creat­ reflect on the big picture. By making regular ed a two-goal plan to increase job efforts to insure that the organization's efforts opportunities and diversify the are directly focused on goals and that the goals economy from its previous depen­ are correctly targeted toward the needs, you dence from the forestry industry: will increase your chances for success and accomplishment. 1 . A tourism development goal em­ phasizing events and festivals that • Use community surveys to determine if brings many new people into the there is outside support for your group's community. efforts. 2. A related light industry develop­ • Use planning sessions, nominal groups, ment goal. In addition to active focus groups or brainstorming to assess efforts to recruit businesses, this goals, needs, and problems (Appendix CJ. goal takes advantage of tourism amenities in the community that • Maintain communications with group add to the quality of life. It also members and the public (via news media, recognizes that the greatest op­ government) to keep support strong. portunity to get new businesses is through tourism, which attracts entrepreneurs, owners, and man­ agers who would not otherwise Galena, Illinois, (pop. 3,900) says visit the community (virtually all tourism has been successful new business owners in Sand­ "because we recognized and point were visitors there prior to inventoried our assets, we es­ establishing their business). tablished some goals and objec­ tives, we identified funding sources, and we came up with a plan to promote the area ... and, Remember, a well-written goal includes as difficult as it may be at times, a specific action, a time frame, and a measur­ we continue to work together." able outcome.

8 • ORGANIZATION RURAL TOURISM DEVELOPMENT Leadership

No one can guarantee that good leader­ Volunteers ship will continue uninterrupted in an organ­ ization. Every group will have strong periods Volunteers are the backbone of any good and weak periods which often reflect the organization; they enable it to operate and ac­ quality and commitment of its leaders. It is complish its goals. Volunteers fall into two possible to set up the organization in ways that groups; volunteer leaders, and volunteer promote good leadership and prevent a major workers. Both types of volunteers are essen­ disruption should leadership problems arise. tial to the success of most organizations. To get the best results from volunteers, organi­ There are two types of leaders involved zations must make efforts to help volunteers with most groups - volunteer leaders and succeed. (For more information, see "Volun­ paid staff. Maintaining good volunteer leader­ teer Management" in Chapter 4, Local In­ ship is more difficult because most organiza­ volvement.) tions need many volunteer leaders, and because volunteer leaders change frequently. Volunteer Leaders Training volunteer leaders to take on new responsibilities should be built into all Use these strategies to structure the organi­ organizations. There are many ways to give zation's bylaws to improve volunteer leader­ leadership training. Examples include men­ ship. toring, documentation of responsibilities, lead­ ership training workshops and management • Clearly define the roles of officers, board training programs. Leadership training is members, and committee chairpersons. available in all states from many sources. For Misunderstandings about who does what example, the cooperative extension service reduce efficiency and can cause conflict. provides community and family leadership programs in every state through county exten­ • Have fixed terms of office. In most cases, sion offices. volunteers should be asked to assume responsibilities for 1-3 years. Too many organizations stagnate because the same Pierre, South Dakota (pop. 12,906) volunteers keep offices and chairs indef­ found "our best strategy was initely. Without specific terms, it can be­ [instituting] a course on Economic come difficult for office holders to step Development, which included an down or for organization members to ask expert leading the class on a bus for a change. tour to those South Dakota com­ munities we felt were leading the • Reach out to new audiences for volunteers. way in economic development Look for people who may be involved in and tourism. This course has "fringe" areas of tourism. Be willing to been repeated . . . it is the best take risks, try new groups. Don't wait for source for local assessment and people to volunteer -- ask for their help. visioning."

RURAL TOURISM DEVELOPMENT ORGANIZATION • 9 • Help volunteers learn roles before they • Paid staff normally are responsible for take on the full responsibilities. Train identifying and recommending (but not volunteers on roles and responsibilities. making) policy decisions. Volunteer lead­ Conduct training sessions for new leaders. ers normally are responsible for making Create orderly succession by using "vice-," policy decisions. "assistant-," "-elect" or "co-" leader posi­ tions to allow volunteers to learn their • Paid staff and volunteers work together to roles before assuming leadership positions. implement many programs. Paid staff should be ready to make the work of the • Document specific jobs with log books or volunteer easier but should not assume the reports from previous leaders. This is responsibility for the volunteer's task. especially useful for committee chairper­ Volunteer leaders should not dump the job sons with responsibilities for recurring on the paid staff. The role of the paid staff activities or events. Include such informa­ will vary with each program, so a thor­ tion as people to contact, reservations to be ough understanding of roles and responsi­ made, contracts to be signed, deadline bilities is needed for both paid staff and dates, prices paid and rates charged. volunteers.

• Whenever possible, encourage volunteer • There is often a tendency for organizations leaders to attend workshops for additional to turn over many "organizational mainte­ training. In addition to learning specific nance" tasks to paid staff. Examples are skills, participants will meet others with membership, bookkeeping and financial ac­ similar responsibilities, building useful counting, and other routine organizational networks and exchanging information. needs. Carefully review the organizational maintenance tasks assigned to the profes­ sional staff. In minimally staffed organiza­ Paid staff tions, the burden of organizational main­ tenance should probably be shared between Staff leaders are a great aid in keeping volunteer leaders and paid staff. The time program efforts consistent. Staff members spent on organizational maintenance tasks bring ongoing expertise to the overall leader­ by paid staff leaves less time for those pro­ ship of an organization and can greatly in­ fessional duties that increase the output of crease productivity. Paid staff augment -- not the organization. replace -- volunteer efforts. • Professional staff provide the most benefit Here are some important factors to consider in if they stay current in their field. It is creating staff positions. important to encourage staff membership in professional associations and their active • Insure that there is clear definition of the participation in conferences, workshops roles of paid staff and volunteer leaders. and professional meetings. This is often the most difficult task to maintain.

10 • ORGANIZATION RURAL TOURISM DEVELOPMENT Funding

Many community tourism efforts begin • Retail sales: , T-shirts, books, with little or no money, but money is a critical crafts, beverages. component of most programs. The two most important needs for funding are helping com­ • Festivals and events: revenues from ticket munity or area tourism organizations accom­ sales, concession sales, leased space sales. plish their goals and developing the commun­ ity's tourism attractions and services. For • Advertising sales: local or regional "lure" example, tourism organizations need money to books, cooperative ads for TV, newspaper market community or area tourism attractions and magazine ads. and services, to communicate with their members and to conduct tourism events. For • Donations and gifts: from local merchants both private and public interests, money is a and corporations. critical factor in development of attractions and services that are the foundations for • Grants and matching funds: from gov­ growth of the tourism industry. ernmental agencies, foundations, and corporations.

Funding for organizations • Local government: general fund revenues, special tax revenues, tourism/recreation Tourism groups usually have two major user fees. funding needs: tourism marketing and con­ ducting events or activities. Monies to meet • Sales taxes and special district levies: addi­ these needs usually come from a variety of tional sales taxes where permitted, devel­ sources. The more common sources of fund­ opment districts, special trade zones with ing are noted below. property tax, development, maintenance, or marketing levies or other assessments. • Organization dues: members, associate members, sponsors. • Lodging taxes: city, county, regional, special district, statewide. • Voluntary contributions: payments by tourism businesses (lodging, camping, • Food and beverage taxes: city, county, restaurants, bars, selected retail) of a per­ regional, special district, statewide. centage of gross sales -- sometimes tied to a "fair share" concept to pay for marketing For more detail see Cho,pter JO, Funding. in relation to the direct benefit from tourism.

• For-profit business operations: from busi­ Funding for tourism businesses nesses owned and/or operated by the tour­ ism organization whose profits fund the See Cho,pter 10, Funding. organization.

RURAL TOURISM DEVELOPMENT ORGANIZATION • 11 Evaluation

Measuring the impact of your tourism • Ask for project completion reports from group's efforts helps to focus attention on its project leaders (committee chairs, etc.). goals. Evaluating the group's success in Written documentation is valuable, not achieving those goals helps you determine the only for measuring success, but also as an group's effectiveness, identify problems, aid for similar future projects. reevaluate goals, and formulate new plans and strategies. Try to determine if the greatest por­ • Survey attitudes and opinions of or­ tion of the total effort goes toward achieving ganization members and the community. the group's primary goals or if it is spent on Measure both the support and opposition to secondary goals, such as group maintenance your goals and/or the methods used to activities, or on non-goal-related work. achieve the goals. Also ask for ideas, new goals and suggestions for improvement. • Situation analysis, goal setting and evalu­ ation activities should be linked, as the Worksheet 1, Community Survey Ques­ information derived from each is important tions, at the end of this chapter provides a to the others. sample of the type of issues about which your tourism organization might ask local • Take the time to create annual reports, residents. which can serve as evaluation tools and as a means of communicating the results of your efforts with others.

12 • ORGANIZATION RURAL TOURISM DEVELOPMENT Example of Effective Organization

This section analyzes the approach used .I Pacific Power and other private corpo- by Sandpoint, Idaho, a community profiled in rations (funding, development and the video, to develop a strong and effective marketing). organiz.ation for tourism development and .I marketing, with strong receptivity to local Downtown Merchants Association involvement. (marketing and development). .I Resort Association (key funder for tourism marketing) . Sandpoint, Idaho (pop. 6,500) .I City of Sandpoint .I Bonner County government. .I Idaho Department of Commerce (state tourism marketing, ·cooperative market- Sandpoint's tourism effort was initiated ing, funding). in response to a severe recession in the forest .I North Idaho Regional Council (regional industry, which accounted for about 80% of tourism marketing). the jobs in the area. The Downtown Mer­ .I Festival at Sandpoint (organizes several chants Association (OMA) saw the opportuni­ festivals). ty for tourism, but they did not try to do the .I job themselves -- their area of focus was too Idaho Draft Horse Association (or- ganizes North Idaho Draft Horse small. OMA coordinated efforts with the Show). Greater Sandpoint Area Chamber of Com­ merce, the organization which took over the .I Numerous civic groups and clubs responsibility for tourism development and (organize and/or work in festivals and marketing. This allowed the entire region to events). be involved in the tourism effort, not just downtown Sandpoint. The chamber is now the lead tourism organization in Sandpoint. • Community goals are used as a guiding element in tourism development. These goals are to: Key points for the orgrumational and citi­ zen input effort in Sandpoint .I Create a more diversified economy with less dependence on the forestry • The chamber does not work alone in this industry. effort. It maintains active coordination .I Create jobs that offer career and eco­ and cooperation with other development nomic opportunities to keep local resi­ and marketing groups, civic groups, clubs dents in the area. and local and state governments, including: .I Improve the quality of life with high­ quality development. .t Sandpoint Unlimited (business and industrial development)

RURAL TOURISM DEVELOPMENT ORGANIZATION • 13 .I Utilize the amenities of tourism devel­ • Providing information to visitors is a key opment Qodging, restaurants, recre­ function. The chamber operates two visitor ational activities, shops) to help attract centers located at entry points on the north light industry to the community. south ends of Sandpoint. .I Do not view growth, in and of itself, as an asset, but rather accept it as a consequence of some community goals. Growth is acceptable if the commu­ nity's quality of life can be maintained or improved in the process.

• Two key strategies were adopted to en­ courage tourism:

.I Utilize year-round festivals and events as a means of attracting large numbers of people in a short time . .I Establish a joint marketing program for tourism businesses. No business by itself is large enough to make a signifi­ cant impact on the tourism market. Joint marketing with pooled resources can make a significant difference.

• The chamber uses a small core of paid staff to supplement the volunteer leaders plus a large number of volunteers who assist with chamber activities and many festivals and events.

• Funding comes from several sources in­ cluding chamber dues, marketing funds from the Resort Association, income from chamber-sponsored festivals and events and cooperative marketing and funding pro­ grams through the Idaho Department of Commerce.

14 • ORGANIZATION RURAL TOURISM DEVELOPMENT Action Steps

Getting an organization started 9 Work cooperatively with others (govern­ ment agencies, other organizations) to 1 Get endorsement for your organization's solve mutual problems and to achieve role in tourism from other tourism common goals. groups, local businesses and government.

2 Select a name and other identifiers that create an image and give the group dis­ Resources tinction. Barry, Bryan. 1986. Strategic Planning Work­ 3 Use assessment and planning processes book for Nonprofit Organiz:ations. St. Paul, to: MN: Amherst H. Wilder Foundation. • Develop a policy statement of purpose and by-laws • Develop an action program; set goals and methods of accomplishing them.

4 Identify methods for financing your oper­ ations, promotions and capital improve­ ments to meet your goals.

5 Set up committees as needed.

6 Create awareness of your goals and pro­ grams. Recognire tourism as one of the primary uses of land and as an important economic development factor.

7 Be united in your efforts to solve problems and achieve goals.

8 Establish lines of communication and develop a flow of information. Keep the community informed.

Adapted from Developing a Tourism Organization, Phil Alexander, Cooperative Extension Service, Michigan State University and Colorado Community Tourism Action Guide, Sarah Richardson, University of Colorado, 1991.

RURAL TOURISM DEVELOPMENT ORGANIZATION • 15 Worksheet 1: COMMUNITY SURVEY QUESTIONS

StrooalY Ap-ee No Disa..-ee Stnmsl.), Ap-ee Opaioa IJisaaree 1. The development of tourism attractions and facilities D D D D D has improved the appearance of the community.

2. Tourism has increased the quality of life in this area. D D D D D

3. Tourism development unfairly increases real estate D D D D D values.

4. Tourism has increased the number of crime problems in D D D D D this area.

5. Tourism has reduced the quality of outdoor recreation D D D D D opportunities in this area.

6. Increasing the number of tourists visiting this area D D D D D would improve the local economy.

7. This community should try to attract more tourists to D D D D D this area.

8. Nonresidents should be allowed to develop tourism D D D D D attractions in this area.

9. This community should control and restrict tourism D D D D D development in this area.

10. Tourists should pay more than local residents to visit D D D D D the parks and outdoor recreation facilities in this area.

11. This community should charge tourists a special tax on D D D D D hotel and motel fees.

12. This community promotes its history and culture to D D D D D attract tourists.

Source: Rural Research Report, 1990, Vol. 1, Iswe 3, Illinois Institute for Rural Affairs, Western Illinois University

TOURISM CENTER, Minnesota Extension Service 1991 Community Tourist Services Public Services Marketing Funding Local Attractions Appearance Involvement

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'C.,. .... LOCAL INVOLVEMENT CHAPTER 4

GOAL: Create broad community ownership in community tourism efforts through commu­ nication with and input from local residents and by fostering volunteerism for tourism activities and programs.

LOCAL INVOLVEMENT PRINCIPLES • Community planning can enhance the opportunity to develop a community tourism industry.

• Community residents should be invited to participate in fundamental tourism industry development decisions.

• A community will get greater benefits from tourism if there is local ownership and investment in tourist attractions and services. ,/ Tourism profits are more likely to stay in the community ,/ Encourages additional investment locally ,/ Provides a better selection of jobs to locals, not just entry level or minimum wage employment ,/ Is more responsive to the needs and interests of the community (social, environ­ mental, economic)

TEACHING OBJECTIVES • During planning phases of tourism development, discuss tourism's benefits and costs and its impact on the community.

• Adopt means for local residents to be involved in setting realistic goals for development of the local tourism industry, based on the community's values. ,/ Community meetings ,/ Citizen's committees ,/ Community surveys

• Develop programs to foster and encourage local ownership and investment in tourism.

RURAL TOURISM DEVELOPMENT LOCAL INVOLVEMENT • 1 What Needs to Be Done?

• Develop a program of communications Tourism also needs public participation and information exchange with govern­ and involvement. In most communities, there ment and local citizens groups (civic, are many activities (recreation, information church or neighborhood associations) sharing, interpretation) and events (festivals, and use public meetings, newspapers, celebrations, sports) that attract visitors, which radio and other media sources to inform would not be possible without the volunteer others. efforts of local citizens. Such participation by local citizens is one way to help tourism de­ • Look for ways to use non-tourism velop in small communities and rural areas. volunteers to fill tourism needs. Finding, training and rewarding volunteers becomes a critical part of the total tourism • Develop skills in finding, training and package. rewarding volunteers.

The need for local involvement Manistee, Michigan (pop. 6,734) notes "chamber of commerce has 15 committees working on tour­ Communities realiz.e both benefits and ism involving 100 volunteers. To costs from tourism (see Chapter 2, Introduc­ accomplish events, add another tion). Local residents will be more inclined to 200 volunteers. City government, support the development of tourism if they are county government, the Down­ involved in discussions about tourism develop­ town Development Authority, the ment and have opportunities to voice their Manistee C0unty Economic Devel­ opinions about community goals for tourism. opment Office, the Manistee/ Efforts made by tourism groups to work in Mason Co. Community Growth cooperation with other elements in the com­ Alliance, the retail merchants munity can result in more positive attitudes group, community organizations, and a healthy tourism industry that is in a cross-section of business own­ harmony with community values. ers and the historic home owners all play a partnership role." Steamboat Springs, Colorado (pop. 6,500) Bank president John Derst states: "The thing that encour­ ages me about this community is that the people are in favor of [tourism], and those opposed to it will make sure to give their input so that it will go the direction the community wants to go."

2 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT Government Support

Local government plays an important • Assistance with planning and infrastruc­ role in tourism. In many cases, support by ture development local government for tourism is a critical Include tourism development in community factor in success. Look for city and county planning efforts to help guide growth and involvement in the following areas: protect community values. Improving community facilities can give a boost to tourism. Examples include: improvements • Operating authority to streets and sidewalks, lighting, parks, Government may hold the operating author­ tennis courts, public golf courses, and ity for tourism groups, depending on local public rest rooms; and improved directional ordinances or state laws. The role of the and informational signing. An increase in local government ranges from minimum tourism may require new utility improve­ involvement (official appointment of some ments -- water, sewer, solid waste -- and board members) to full operation of the coordination with power and phone compa­ group's activities. nies to bury overhead wires.

A city official (mayor, council mem­ ber, administrator) will often be appointed • Provision of public services for tourism to the tourism organization's board of Police, medical, traffic control, trash dis­ directors. Representation of the city on the posal, and other services may be needed for board of directors is particularly useful for special activities and events or for ongoing coordinating community and organization tourism development. interests, identifying areas of concern, and getting the best benefit for the community as a whole from the development or expan­ • Direct financial support sion of the tourism industry. Local government can help stimulate the local tourism industry with financial assis­ tance. It may: • Endorsement and political support for .I Assist in developing financial packages tourism industry for tourism development projects. Local government can assist by taking a .I Provide funding to tourism marketing positive attitude toward the tourism indus­ organizations that promote the communi­ try. Recognize the value of tourism in the ty and/or region. community and learn how to support its growth and development. Tracking the Also see Chapter 8, Public Services. economic contribution of tourism to the community, high-profile media coverage and getting government representatives involved in tourism workshops can help develop this support.

LOCAL INVOLVEMENT • 3 RURAL TOURISM DEVELOPMENT Citizen Support

One of the most powerful marketing concerns about tourism costs and benefits. tools that the tourism industry has is word-of­ Look for solutions to problems before they mouth support from local citiz.ens. But local damage the tourism industry image within support is not automatic; it must be built up the community. and encouraged. Local citiz.ens need to know the scope of their tourism industry, how it affects their lives in terms of costs, benefits St. George, Utah (pop. 25,000) rec­ and intangible quality-of-life factors and the ognizes both positive and nega­ direction it is headed. They must be encour­ tive impacts of tourism and retire­ aged to promote tourism to their friends, rel­ ment growth. They have led to atives, acquaintances and business associates. "the construction of the Dixie Center special events center Developing citizen support includes sponsoring cultural opportunities fostering pride in the community. There are not before available. We now many elements that blend together to make a have a population base to support positive image for tourism and for the commu­ an enclosed major shopping mall. nity. Citizens need to feel positive about the Wages and salaries in the area various elements of the community's tourism have increased somewhat. [But) industry (attractions, services, marketing because of rapid growth, there is efforts) before they can express that feeling to an immediate need for additional others. Local tourism leaders must establish an power, water and infrastructure ongoing program with local citiz.ens to see that to support this growth." tourism development stays in line with the greater community interests and helps support and enhance the community's image of itself. • Invite local citizens, community leaders and Group process methods (such as nominal government officials to participate in articu­ group technique, focus groups and brainstorm­ lating community goals for tourism. Use ing) are particularly useful for structuring the this input to develop goals for local tourism dialogue (See Appendix CJ. organiz.ations. Invite "neutral" third parties (university extension service, regional Building citizen support planning staff, professional meeting facilita­ tor) to facilitate meetings in an unbiased • Inform citiz.ens about benefits and costs of manner. the tourism industry. Use news releases and stories, hold community meetings, make • Develop opportunities for leaders and presentations to city councils, planning citizens to voice their ideas and concerns boards, county representatives, civic orga­ about tourism on an ongoing basis. Encour­ nizations and other community groups. Pro­ age a process that regularly updates com­ vide a balanced view of benefits and costs munity goals for tourism. Incorporate any to build credibility for the tourism industry. changes in community tourism goals into revised goals or programs of local tourism • Seek local citiz.ens' ideas, comments and organiz.ations.

4 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT • Encourage credible research and data­ tourism businesses that crowd out and take g~thering about the tourism industry. Pro­ over from the established pattern in the vide tourism information (impact state­ community. ments, developments, issues) to the com­ munity on an on-going basis. • Concern that residents will lose control of tourism growth and be unable to stop un­ wanted developments. Tomah, Wisconsin (pop. 8,000) "documented in locally spon­ One way of reducing these concerns is to sored research, the Elroy-Sparta develop programs that encourage local owner­ Trail and Warrens Cranberry ship and investment in tourism. Two groups Festival are major regional at­ can be pivotal in encouraging this: local fi­ tractions." nancial institutions, and local government.

Financial institutions in small communi­ ties commonly don't have experience in loans • Invite citi:zens to help promote community to tourism businesses. They are reluctant or tourism through family, friends and busi­ unwilling to make investments without means ness connections. Use tourism marketing of evaluating the risk involved. Training pro­ ideas (brochures, calendars of events, etc.) grams for rural financial lenders on tourism to aid residents' marketing efforts (see business financing and management may be Chapter 9, Marketing, for specific ideas). needed to create a positive attitude within these institutions.

Local ownership and investment Programs can be developed through local government, as with other industrial When tourism is developing, there is development, that offer incentives to local often a great concern on the part of residents investors/owners, such as reduced taxes, that their rural community not be exploited by special utility rates, assistance in construction "outsiders." Although it is hard to pinpoint (roads, sewer and water connections), free or exactly what is meant by such statements, the reduced cost of land, etc. Local government concerns generally revolve around: and financial institutions can team up to offer financing to tourism operators. Loans with • Fear that large corporations may "take government backing or guaranties can be the over" the community -- take over the at­ incentive for financial institutions to become tractions and natural resources for tourists' willing to make loans. In these efforts, it is use, take over the government by manipula­ essential that government have staff or hire tion and use it for its own interests, and advisors to protect their community's interests become employers managing from other and investments. cities, offering only minimum wage jobs to local residents. Also see Chapter 7, Tourist Services, and Chapter 10, Funding. • Resentment of outsiders who start up small

LOCAL INVOLVEMENT • RURAL TOURISM DEVELOPMENT 5 What to do if you cannot get community cooperation

Generating community cooperation and coordination is a continuous and challenging process and may not work at times. The following are ideas you can use to increase community cooperation.

• Ask leaders of key groups to meet with • Take the issues to the press or public an outside facilitator as moderator in forums. Bringing the issue to open meetings that explore ideas and strate­ debate can force the community to face gies for cooperation. Ask the group to up to problems. develop cooperation action steps. • Identify groups that are willing to coop­ • If you can identify groups or individuals erate and take action. Ignore problem who create problems, meet with them groups. This does not solve the problem privately to try to work out differences. and you may need to lower your expec­ tations for accomplishments. However, • Conduct community opinion surveys. it may enable you to succeed with some These surveys can generate community important projects. consensus and encourage cooperation. • Identify community members who will • Ask key people from community groups meet with group members to evaluate to meet and identify common points of cooperation solutions. Use this method interest. Stress the common interests only as a last resort: it is risky -- it can instead of the problem areas. lead to a "palace coup" -- and can pro­ mote more community dissension. • Hold an educational seminar to explore community problems and issues. This • Sometimes issues are so volatile that can lead to community assessments that immediate action will not work. Wait improve cooperation. some time before initiating cooperation strategies. • Ask a respected community leader to discuss cooperation problems with im­ portant community groups. Leaders can sometimes solve these conflicts by direct intervention.

6 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT Tips for Encouraging Local Involvement

• Recognize that your community is com­ • Reward participation in community im­ posed of many different audiences who provement projects. Ask your newspaper will be motivated to become involved in if they will identify and feature a "Citizen their town for many different reasons. of the Week." Make your appeals based on their reasons. • Reward outstanding resident hospitality. • Involve your town's youth: their energy The city of Grand Junction, Colorado, and enthusiasm are contagious. Involve sponsored a "Friendly Native" program. your community's senior citizens: their Visitors were asked to identify local resi­ knowledge of community history and re­ dents who had been especially hospitable. sources can be instrumental. These "friendly natives" were then recog­ nized with awards from local restaurants, • Keep your community residents infonned. attractions and other tourism establish­ Select residents to contribute to a weekly ments. Sidewalk ambassador programs are newspaper column on positive community another variant on this action. changes. • Recognize barriers to involvement and • Nothing generates more community spirit identify ways to overcome them. Do child than the sense that things are being accom­ care needs limit the ability of parents to plished. Focus on projects that are doable attend meetings? Overcome such barriers and visible. with creative solutions. For example, can your local recreation department provide a • Create ownership in projects by identify­ children's program when parents want to ing different ways that people can contrib­ participate in community planning? ute. Some residents will want to give of their time and talent, others of their money • Make the most of community special and still others of materials and gocx:ts. All events. These are times to celebrate the these contributions make people feel that uniqueness of your town -- those qualities they have a larger stake in their town. that make it such a special place in which to live, qualities that make people want to • Make participating a social opportunity. build for a brighter, better future. Get business done, but have fun.

• Work with businesses to secure their in­ volvement. Can they give employees paid time off to assist with a project? Will they sponsor a special event? Will they be will­ ing to recognize employees for their civic involvement?

Source: Sarah Richardson, Colorado Community Tourism Action Guide, 1991.

LOCAL INVOLVEMENT • 7 RURAL TOURISM DEVELOPMENT Organizing for Community Involvement

The path leading to action for local someone wasn't invited -- a bad first impres­ involvement may not be simple; in dealing sion may make ongoing cooperation harder to with groups of people you may take many achieve. If your town's tourism effort is just unexpected turns. The methods and processes getting off the ground, make the first meeting to use often must be determined by the skills an important, well-publiciz.ed community of local leaders and organiz.ers or by the exist­ event that will draw a wide variety of partici­ ing state of tourism in the community. Towns pants who may get so enthused they remain as that already have tourism and some local volunteers. involvement may select certain points on which to work. Decide what information is needed Of the 197 rural case studies examined, virtually none had identified a thorough pnr Determine if there is sufficient informa­ cess of local involvement; a number of com­ tion available for both tourism and non­ munities indicated problems that could have tourism interests to make basic community been prevented by or could benefit from more tourism development decisions. If not, decide active local involvement. what you need and find ways to obtain it:

• Locate existing materials. Goals of the community tourism planning process are to: • Seek advice from experts or leaders.

• articulate community values that may • Conduct a survey. affect tourism.

• select broad tourism goals for the Conduct community meetings community.

• generate local support for tourism Meetings may be held to gather informa­ development goals. tion, seek input, plan or get feedback. After introductions are made and the agenda pre­ • seek assistance in implementing tour­ sented, provide information about tourism ism goals. proposals and opportunities within the context of both the costs and the benefits of a visitor industry. Decide who should be involved Use group process techniques (Appendix CJ to elicit community values and ideas about Assess the status of local involvement in tourism development. Limit the agenda to one tourism development in your community. List or two questions; resolution may take several people, groups and government representatives meetings. Work toward consensus within the who could or should be involved in communi­ group and try to establish priorities for any ty tourism decision-making. Invite them all, actions to be taken. remembering it is very difficult to explain why

8 • LOCAL INVOLVEMENT RURAL TOURISM DEVEWPMENT Communicate and evaluate After a while, evaluate whether the in­ volvement of non-tourism groups and individ­ Distribute results of the meeting as uals is lagging. If it is, develop an information broadly as possible, using mass media. Solicit and feedback process to bring these parties up f~back, look for unexpected responses to date and get them involved again. which may have been overlooked in meetings and planning sessions. Continue the process of Periodically present information to local meetings and consensus building until there is residents about the state of tourism in the ?eneral agreement on community goals, tour­ community. Ask for feedback from residents ism goals and specific plans for development. about perceptions of tourism's impact on the community on a regular basis, Assess whether Seek active participation by volunteers, shifts in support for tourism are occurring or especially non-tourism related volunteers. Use whether community values may be changing, volunteers for individual project work (com­ which may require a new direction for tourism munity appearance, historical preservations, development. festivals and events), communications to local residents, visitor information services and so forth. Use involvement to gauge interest and support for tourism efforts.

Job assignments:

Tickets:

Booths:

0 0

LOCAL INVOLVEMENT • 9 RURAL TOURISM DEVELOPMENT Using Volunteers

Why do people volunteer? RECOGNITION MOTIVE There are many reasons why volunteers -- wants recognition for work are willing to share their time and effort with performed for the organization. communities and organu.ations. These differ­ ent motivations require different management Characteristics: techniques. It is important to recognire the different reasons motivating volunteers and • Concerned about status make volunteer assignments accordingly. • Prefers short-term tasks with clear begin- ning and end This classification of volunteer motiva­ • Identifies with popular projects tions will help managers think about place­ • Concern for prestige ment strategies for their volunteers. Select tasks that: • Can be completed in a short time. • Are visible to others in the group or to the POWER MOTIVE community at large. -- volunteers who like to have impact • Are newsworthy. or influence over organizational • Merit tangible rewards -- plaques, citations programs and policies. and announcements.

Characteristics: AL TRUISM MOTIVE • Concern for authority -- pursues the general good • Has strong feelings about influence in or public interest. decision-making • Strong need to influence others Characteristics: • Often verbally fluent • Concerned with idealism, morality and Select tasks that: justice • Allow opportunity to direct co-workers • Frequently is judgmental and make changes. • Values are important • Allow time for personal interaction while working. Select tasks that: • Require opportunity to deal directly with • Involve the volunteer in developing goals tourism committee or manager. and generating commitment from commu­ nity citiz.ens and organu.ations. • Allow personal control over work pace and work methods. • Address identifiable community goals and needs. • Require managerial skills in job descrip­ tion. • Involve other groups with similar goals and values.

10 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT AFFILIATION MOTIVE ACHIEVEMENT MOTIVE -- works with others for personal -- needs opportunities for success and interaction and friendship. excellent performance.

Characteristics: Characteristics: • Concerned with being liked, respecte.d • Concerned about excellence • Wants warm and friendly relationships • Wants unique accomplishments with organization and volunteers • Restless and innovative • Concerned about being separate.cl from • Competitive others • Intense involvement Select tasks that: Select tasks that: • Let the volunteer interact with others. • Allow latitude in setting work pace and • Require cooperation from other volunteers work methods. for successful job completion. • Challenge the abilities and skills of the • Allow time for social interaction. volunteer. • Provide for stable working relationships. • Provide the opportunity to learn new mate­ rials and skills. • Require a high degree of performance. • Provide clear and unambiguous feedback on performance. Why did they volunteer? Someone asked them personally 44% A friend or family member was already involved 29% Were already participating in a group or organization 25 % Sought the activity on their own 25% Responded to an ad or media request 6%

Information for this section adapted from Gay Greger and _Elaine Yandle, Volunteer Pro gr~ Training Guide, 1983, and Volunteer for Minnesota: Trainer's Manual, Mmnesota Office of Volunteer Services

LOCAL INVOLVEMENT • 11 RURAL TOURISM DEVELOPMENT Volunteer Management

Most rural communities rely on volunteers A job description is valuable because: to develop, organize and manage their tourism and economic development programs. Because • It defines the job and tasks a volunteer is volunteerism is so important to the effective­ asked to perform. ness and health of rural communities, volun­ teer management is critical to keeping the • It clarifies the duties and responsibilities of tourism program competitive. Volunteer ser­ the volunteer in relation to the tourism vices are important in committee assignments, committee, its chair and hired personnel. tourism development,. festivals, marketing and other community assistance. • It helps the volunteers understand their time commitments and duties. The following pages outline volunteer management practices that will assist your • It helps the tourism manager or committee community in developing an effective volun­ plan, organize and distribute the work load teer program. Two key components of effec­ among volunteers. tive volunteer programs are: ./ job descriptions, and • It helps the tourism manager or committee set the standards and expectations for ./ volunteer recognition. volunteer work. These two activities are often ignored be­ cause they take time and the results are not • It helps recruit and screen volunteers. immediately recogni7.ed. Communities that expect their development program to generate • It helps identify volunteer training needs. interest and enthusiasm among their residents should spend much more time working on vol­ • It helps to avoid misunderstandings be­ unteer management. tween the volunteer and tourism committee or manager. The job description • Supervision is easier because duties, expec­ A written job description is a very im­ tations and timeliness can be outlined in a job description. portant part of a volunteer program because it helps your community's committees organize and plan for the role of volunteers in your • Correcting volunteer job performance is tourism program. It also helps the volunteers easier because standards are in writing. understand their duties and responsibilities and can be used as an agreement between the • It makes it easier to identify management volunteer and community organization. The problems and make adjustments, if neces­ time and effort taken to develop job descrip­ sary. tions will pay off in the long run by improving your volunteer management program.

12 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT What to put in a job description 7 Benefits to the volunteer • Skill development Volunteer job descriptions should be short, • Letters of recommendation one-page descriptions to help your community • Compensation -- expenses, awards, etc. organization and volunteer understand what is expected of the position. The job description should include: How to use the job description 1 Volunteer job title The job description can become a valuable 2 Purpose of the job management tool for your community organi­ zation. It can be used in the following ways: • State the need for the job • Explain the nature of the job • Recruitment. Use the job description when recruiting volunteers. 3 Responsibilities and duties • List the major job responsibilities • Contractual. Have the volunteer and com­ • Define tasks in terms of quantity, quality mittee chair or manager sign the job de­ and timing (this becomes the perfor­ scription to act as an agreement between mance standard) your organization and the volunteer. 4 Requirements and qualifications • Self-evaluation. Ask the volunteers to use • List the background and qualifications the job description to report their progress needed for the job on the job duties. • List the skills, knowledge and abilities needed to perform this job • Checkpoint. Check with the volunteer on • List specific training or qualities needed a regular basis to review job duties com­ for the job pleted.

5 Time commitment • Hours per week the job will take How can the job description help the • The time of day tourism committee or manager? • The days of the week • The length of the job commitment • It helps orga.niz.e work and is useful for recruiting volunteers. 6 Reporting responsibilities • Name, location and telephone number of • It helps the supervisor manage problems of the person in charge of the activity work performance. You can focus on the • Person to whom the volunteer reports job description, rather than personalities. progress • The relationship of the volunteer to other committee members or volunteers • Schedule of feedback on performance

LOCAL INVOLVEMENT • 13 RURAL TOURISM DEVELOPMENT Recruitment

A good volunteer recruitment program is • Recruitment efforts renewed every year. important to the maintenance of a volunteer It helps your community recruit new vol­ program. Recruiting takes time and effort up unteers and prevents burning out your front, but will help you find new volunteers existing volunteers. and improve volunteer commitment and quali­ ty programming. • Follow-through. The long-term success of a volunteer program depends on follow­ Key items in a good program include: through in all aspects, including job de­ scriptions, appropriate placement, orienta­ • A well-planned recruitment effort, tar­ tion and training, supervision, recognition geted at recruiting people with skills your and continual evaluation. community needs. Use several different recruitment methods to solicit volunteers.

• Up-to-date volunteer applications provid­ WHO VOLUNTEERS? ing information that will enable you to match volunteer interests with program .I 52 percent of all adults and 53 needs. percent of all teenagers .

• Development of a recruitment package to .I Employed people are more likely make available to potential volunteers. This to volunteer than people not package should include potential volunteer working. jobs, the functions of the organization and .I Upper income groups: 63 percent other important volunteer information. have some college and 63 per­ cent have household incomes of • Job descriptions that reflect the needs of $20,000 or more. your tourism program. Today's volunteers are interested in shorter assignments. The following groups are slightly more inclined to volunteer: • Assignment of committee members to solicit volunteers for assignments from • Women community residents. (80% of the people • People under 55 years of age who don't volunteer list as the primary • People with children at home reason that they were not asked!) • Suburban and rural residents • Solicitation of special groups, such as • People living in larger youth, the elderly, students, unemployed households seeking re-entry into the job market, orga­ nizations, etc. for volunteers.

• Use of local media to help advertise your community's need for volunteer service.

14 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT Recognition

Simple recognition may be the difference • Recognition can be provided in a variety between keeping and losing volunteers. Re­ of ways, such as: cognition is often ignored because it occurs after the organizational activity is completed .I Give personal praise to the volunteer and everyone is tired. In a rural community, on the job assignment. organization managers may be very familiar with the volunteers and are in contact with .I Present letters and postcards of thanks them all the time. It is easy to forget a "thank and certificates of appreciation. you" under these conditions. .I Ask the advice of volunteers. Don't ask Planning for recognizing volunteers must unless you are willing to follow good be an integral part of volunteer management. advice. The following are key items to consider in a volunteer program: .I Include the volunteers in important meetings. • Recognition is an hnportant component of volunteer management. A good recog­ .I Recognize volunteers in newspapers or nition program can: other mass media.

.I Reduce turnover rate among vol­ .I Conduct special award programs . unteers. .I Invite volunteers to special events . .I Provide information to others in the community on a volunteer's commit­ .I Provide letters of recommendation to ment to the community. the volunteer.

.I Provide the volunteer with buttons, T-shirts or identification pins.

I

LOCAL INVOLVEMENT • 15 RURAL TOURISM DEVELOPMENT Orientation and Training

Community volunteers are usually the • Staff and volunteer lists and the admin­ individuals making frontline contacts with the istrative structure of the governing body. public. If volunteers are not well-trained and The chart should list the responsibilities to supervised, and do not feel involved with the the public, clients and governing body. community or organization, the quality of volunteer services and the organization's pro­ • Fund-raising policies, funding sources for ducts will suffer greatly. Time spent on train­ the project and procedures for asking for ing and orienting volunteers and on planning funding decisions. for ongoing communication will pay off in quality of volunteer product and production. • Volunteer policies as they relate to safety, Your organization will also be able to retain insurance, etc. more volunteers. • Volunteer policies as they relate to volun- Key items to consider in an orientation are: teer rights, duties and chain of command.

• Organizational history. • Tour of the job sites of the volunteer.

• The purpose of the organi7.ation, its role • Review of the volunteer job descriptions. in tourism development, the project to which the volunteers are assigned and the • What to do in case of an emergency. individual role of the volunteer. • How the volunteer will be informed about organizational activities and policy changes.

16 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT Supervision

. Supervision provides volunteers with guidance and helps them coordinate their activities w1~ other volunteers. Supervision also helps with feedback, so the volunteers know that the job is bemg performed properly and that they are contributing to the overall goal of the organization. Following are the rights and responsibilities of both volunteers and organizational managers.

The volunteer has a right: Management has the right: • To decline the help of unacceptable volun­ • To be treated as a co-worker, not just as teers. free help. • To expect that volunteers will commu­ • To have a suitable and worthwhile assign­ nicate with committees and managers. ment. • To expect volunteers to keep their commit­ • To be kept informed about the organi­ ments and meet deadlines. zation's programs, policies and activities. • To participate in the activities of com­ mittees and organizations. Management bas the responsibility: • To be asked to be part of the organiza­ • To provide an accurate job description. tion's planning efforts. • To know the limitations of volunteer as­ • To have safe working conditions. signments. • To receive guidance, direction and • To treat volunteers as co-workers with training. acceptance and trust. • To be recognized and rewarded for volun­ • To prepare volunteers for their assignments teer efforts. and provide training if necessary. • To give the volunteer significant tasks. The volunteer has a responsibility: • To keep volunteers informed about the activities and policies of the organization. • To accept only realistic assignments. • To give volunteers feedback on their per­ • To follow through on job assignments and formance. deadlines. • To give recognition for volunteer efforts. • To respect confidences. • To manage the volunteer program in a • To follow the rules and guidelines of the efficient, effective and professional organization. manner. • To keep the organization informed about his/her volunteer activities. • To respect professional attitudes and meth­ ods used by the organization.

LOCAL INVOLVEMENT • 17 RURAL TOURISM DEVELOPMENT Evaluation

Evaluation can be an important tool for Ideas to help collect infonnation improving the product and avoiding future and feedback from volunteers problems. Evaluation is rarely done by most communities because people feel they may not • Make a folder for each volunteer job. Ask have the skills or that it takes a special effort the volunteers to write comments about to complete this activity. If evaluation is their work and place them in the folder for planned as a part of a volunteer management future reference by other volunteers. program, it does not have to be difficult and it can improve the management of the communi­ • Hold exit interviews with a select group of ty's tourism program. volunteers. These personal interviews can gather data that is difficult to obtain from surveys. Questions to ask before conducting an evaluation • Ask an individual from another community to evaluate your community's volunteer • Who needs the information? program.

• Why do they need it? • Have a member of the tourism committee visit volunteers while on the job. It will • How will the results be used? help identify needs in training, supervision, communications or other problems that can • What information is needed and what detract from the tourism program. questions should be asked to get this information? Rural tourism programs cannot be maintained without volunteers, which are a • Who will gather the information? community's most valuable resource. Failure to draw up and implement a comprehensive • How many resources will be needed to volunteer management program will detract complete an evaluation? from developing an effective tourism develop­ ment program. The enthusiasm, energy and • When is the evaluation needed? commitment levels of your volunteers can be maintained if they are consulted and treated with respect.

Information source: Gay Greger and Elaine Yandle, Volunteer Program Training Guide, Family Community Leadership Program, Oregon State University Extension Service, Vol. 1-12, 1983 Other sources: Minnesota Office of Volunteer Services, Volunteer for Minnesota: Trainer's Manual, 500 Rice Street, St. Paul, MN 55155.

18 • LOCAL INVOLVEMENT RURAL TOURISM DEVELOPMENT Resources

Barry, Bryan. 1986. Strategic Planning Workbook/or Nonprofit Organiz.ations. St. Paul: Amherst H. Wilder Foundation.

Delberg, Andre, et. al. 1975. Group Techniques/or Program Planning. Glenview, IL: Scott, Foresman and Co.

Doyle, Michael and David Strauss. 1982. How to Make Meetings Work. New York: Jove.

Oregon State University Extension Service. 1979. Trade-Off: The Land Use Planning Game. Corvallis, OR: Oregon State University.

A $10.00 Monopoly-like board game for up to 12 participants who "develop the area into a community that is healthy - economically, environmentally, socially." Each person takes on a role, which include those in the tourism/commercial sector. Trade-Off is a good simulation of community compromise and dialogue.

Tyrrell, Timothy. 1989. Tourism Development Simulation Model: The Game. Kingston, RI: Department of Resource Economics, University of Rhode Island.

A computer program designed to illustrate the principles of community budgeting and planning in the context of tourism industry development. It can be used by an individual or a team.

LOCAL INVOLVEMENT • RURAL TOURISM DEVELOPMENT 19 Public Services Marketing Funding Issues Tourist Services Attractions

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GOAL: As a step toward selecting, refining or improving the tourist "product," complete an inventory and assesmient of existing and potential attractions that will draw visitors to the community or region.

ATTRACTIONS PRINCIPLES • Attractions are the purpose of visitor travel and the central focus of tourist interest. • A variety of attractions can be created based on resources and activities, such as natural endowments, history and culture, arts, festivals and events, and other man­ made settings. • A community's points of interest should include attractions within its boundary, as well as regional attractions that have influence on the community. • Attractions must be assessed and evaluated to define the attraction base: .I The integrity of each attraction must be preserved to maintain or enhance its "drawing power." .I Multiple attractions in an area can complement and enhance each other, or compete and detract from each other. • Attractions require careful management to assure continued visitor satisfaction.

TEACHING OBJECTIVES • Elements that influence attraction integrity and assessment: .I Product quality .I Distinctive and unique characteristics .I Authenticity and enhanced "sense of place" for the community .I Activities for the visitor • The drawing power of an attraction depends on: .I The distance visitors will travel .I Motivation of visitors to travel • The community attraction package -- the sum of all attractions -- consists of: ,/ Relationship of attractions to each other (positive, neutral, negative) .I Market considerations: spending potential, compatibility ,I Community image opportunities (identity, theme) • Attraction management includes: .t Development: design, visual characteristics, scale, access ,I Offering activities for the visitor to do ,I Management of the surrounding setting

RURAL TOURISM DEVELOPMENT ATTRACTIONS DEVELOPMENT • 1 What Needs to Be Done?

This chapter will help you conduct a Attractions are the reason systematic search to identify the full range of tourists visit an area existing and potential attractions. A travel industry can't exist if there is • Take an inventory of attractions, categor­ no reason for people to come to your commu­ izing them as natural and scenic resources, nity. Each area has its own unique resources history and culture, the arts, festivals and for attracting travelers; these capabilities can events, man-made settings, and attractions be developed and improved. Today's market based on the local economy, as well as of multipurpose travel requires that attention service or transportation elements that may be given to creating multiple appeals. The function as attractions in themselves. At­ more a community offers visitors in things to traction inventory goes beyond simple iden­ see and do and aesthetic appeal -- that is, tification of sites and facilities. It also attractions -- the better its opportunities for emphasizes expansion of tourist activity op­ travel income. tions. Describe attraction features, such as distance from town, daily capacity, season Attractions pull tourists to one place in­ of operation, type of visitors, condition, stead of another. While all components of a etc., to help in thinking about possibilities. tourism system are important to its func­ tioning, attractions provide the energizing • From this information, make an evalu­ power and distinguish one place from another. ation of each attraction's quality, Furthermore, a concentration of quality uniqueness, authenticity, activity mix and attractions helps to hold visitors longer, and a drawing power. longer stay translates to greater spending. There are many kinds of tourist attrac­ • Finally, ~ the attraction package -­ tions. The intense competition among rural the set of core attractions -- in terms of communities to capture tourist traffic makes it how they fit together and opportunities for necessary to look at all options in order to building a community image. The section select a distinctive product that will gain con­ concludes with a discussion of attraction sumer attention in the marketplace. Because of management considerations to improve the resident familiarity, it is easy to overlook visitor experience. community tourism assets. Therefore, a sys­ tematic review of tourism resources across all attraction categories is imperative.

2 • ATTRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT What Are Attractions?

Places of natural and scenic signifi­ plemented by the visual and peiformance arts cance are often a starting point when thinking that bring tourists in for special events. about attractions. The landscape of a place certainly sets the tone in creating options and However, the potential of other less constraints, particularly topographic and river­ obvious linkages to draw visitors has been ine/marine features. The attraction base differs demonstrated by many small communities dramatically between a mountain community across the country. A full listing of festivals and a plains town. In both cases, however, the and events would range from sporting events environment as a backdrop to tourist activities and hobby shows, to county fairs and parades. is an important part of the product. Theme possibilities are unlimited. For exam­ ple, celebrations may be built around harvest Natural resources can be, with appropri­ time, foods, physical fitness, or music, to ate development, the setting for diverse out­ name just a few. As a main draw in them­ door recreational activities. These may range selves or as reinforcement for other attrac­ from the use of motorized equipment (for tions, festivals and special events can serve to example, snowmobiling and power boating), introduce newcomers to your town and its to self-propelled activities, such as canoeing, offerings, fill slack times of the year, distrib­ and cross-country skiing, and from pursuits ute visitors over a longer season and offer a that consume resources, like hunting and changing product that draws repeat visitors. fishing, to appreciative activities like nature Festivals may be intended primarily as an photography. Personal expenditures for out­ event for local people, for tourists, or as is door recreation vary from thousands of dollars most often the case, for both. annually for owning a second home or rec­ reational vehicle, to minimal amounts for an Built man-made attractions, like afternoon hike near home. Promoting outdoor amusement parks and zoos, offer the tourist an recreation as a tourism attraction requires pro­ "entertainment" experience in a created envi­ viding visitors with access to high quality ronment. Do not neglect man-made attractions resources to realize its full potential. related to the local economy, such as farmer's markets, plant and mine tours, cheese facto­ Historic and cultural resources are ries, or wineries. obvious tourism assets. Whatever an area's past -- from the location of a significant Civil War battlefield to local ethnic pioneer home­ steads -- sites can be preserved, restored, interpreted and expanded to become part of a sightseeing circuit. Contributions made by previous generations are what distinguish one place from another; the human drama of history brings locations and events alive.

Art, as a subset of cultural features, can create a distinctive atmosphere through use Graphic source: Colorado Community Tourism Action and display of locally produced works, com- Guide, Sarah Richardson, 1991

RURAL TOURISM DEVELOPMENT ATrRACTIONS DEVELOPMENT • 3 Expand your definition of attractions a step. Without a clear understanding and com­ bit to also include services and transporta­ mon vision of your community's "niche" as tion modes that might also function as reasons defined by its attraction base and a strong to visit. For example, inns central focus to development efforts, success are often an attraction in themselves, in addi­ in the marketplace may be severely limited. tion to being a lodging choice. Unique shop­ Analysis of the attraction mix enables the tour­ ping -- for example, the availability of Appala­ ism development leadership to decide whether chian crafts in Dillsboro, North Carolina -­ the community serves a pass-through market, can be the primary activity undertaken on a offers day trip or touring options, or is an trip. Unusual means of , such as overnight destination. These very different ferryboats, carriage rides, trains or roles for a tourism community demand very bicycle-only towns can give your community a different development strategies. strong image. Balance thinking about individual sites Visiting family and friends, however, with considerations about integrated attrac­ is still the number one reason people travel, so tions. The drawing power of attractions tends local residents may be your community's most to be stronger if there is a complementary important asset. On these trips, the traveling core set of features -- that is, an attraction party often visits local attractions. You can "package." This principle is demonstrated by keep them in the area by providing informa­ the clustering of fast food restaurants at inter­ tion about local sightseeing options and state exits. The driver is more likely to pull activities. off the highway at these locations simply because there are many food service options. Moving from leisure to business as the The clustered competition, in fact, increases motive for travel, think of your town's busi­ the volume of business. nesses and services as attractions. A visit to a local corporation, , govern­ In order to keep traveler interest and ment agency, medical facility or legal office satisfaction high, the tourism product needs could be extended to include other area high­ continual refinement and change. The con­ lights. Corporate/government travelers and sumer is always seeking "the new" and "the those who travel on personal business depend improved." A look at attraction management heavily on local hospitality services and amen­ and operations complements any attraction ities -- food, lodging and entertainment. development plan.

Finally, visitor attraction improvements Other reasons why attractions are or expansions often mean improved quality important of life for residents. New boat docks, a sum­ mer artists' workshop-in-residence, improved Besides being fundamental to tourism, mainstreet appearance, or celebrations of attractions are important to related rural tour­ famous townspeople all contribute to a rich ism development processes, such as feasibility and diverse community life. studies and market plans, which build upon attraction inventory and assessment as a first

4 • AITRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT Resources for this section

NATURALRESOURCFS Goodwin, Robert, ed. 1988. Waterfront Revitalization for Smaller Communities. Seattle: Wash­ ington Sea Grant Program. Conference proceedings April 23-24, 1987 in Ocean Shores, WA. 207 pp. Hultsman, John, Richard Cottrell and Wendy Zales Hultsman. 1987. Planning Parks for People State College, PA: Venture Publishing. 310 pp. Myers, Phyllis. 1989 State Parks in a New Era: Strategies for Tourism and Economic Develop­ ment. Vol. 3. Washington, DC: The Conservation Foundation. 65 pp.

AGRICULTURE Cooper, Colleen and Mary Ploor. 1984. Agriculture/Tourism Project Summary Report. :East l.a.nsing: Michigan State University, Dept. of Agricultural and Extension Education. 31. pp. Propst, Dennis, Patricia Newmeyr, and Thomas Combrink. 1986. Direct Marketing ofAgricultur- . al Products to Tourists. Cooperative Extension Service Bulletin E-1960. :East Lansing: Michigan State University. 17 pp. Recreation Resources Center. 1987. Agriculture and tourism in Wisconsin: report on the first ag­ tourism conference. Madison: University of Wisconsin Extension Service. 36 pp. Stark, Nancy. 1988. "Bringing them back to the country: and "Cultivating a crafts industry." Chapters 5 and 6 in Growing Our Own Jobs. Washington, DC: National Association of Towns and Townships. 54 pp.

HISTORIC/CULTURAL RFSOURCFS Brigham, Diana, ed. 1990. Historic preservation resources: a bibliography. Rural Information Center Series, No. 13. Beltsville, MD: National Agricultural Library, USDA. 21 pp. McCarthy, Bridget. 1991. . Portland, OR: Bridget McCarthy.

FFSTIV ALS AND EVENTS Alexander, Phil. 1991. Managing Festivals and Tourism Events. Cooperative Extension Service Bulletin E-2303. :East l.a.nsing, MI: Michigan State University. Canadian Government Office of Tourism. 1982. Planning Festivals and Events. Ottawa, ON, Canada: Dept. of Industry, Trade and Commerce. Getz, Donald. 1990. Festivals, Special Events, and Tourism. 392 pp.

RURAL TOURISM DEVELOPMENT ATTRACTIONS DEVELOPMENT • 5 Attractions Development

Attraction potential can be demonstrated attractions that reflect the local community. A by case studies about attraction packages true "sense of place" can be maintained or created by similar small towns, and a commu­ created by an attraction base that emerges in nity-specific inventory and assessment process. response to the physical and social nature of Before this discussion, familiarity is needed the town, significant historical and economic with such concepts as: events, and the special qualities of the people • attraction quality, inhabiting the area. • authenticity, While the basis for some types of • uniqueness, attractions is chance endowments (for exam­ • activity expansion, ple, natural resources or a colorful history), choices still have to be made regarding how • drawing power, the attraction will be developed for public • classification of primary and secondary accessibility. Built man-made attractions also attractions and imply that choices have been made about • the attraction mix. authenticity and appropriate forms of tourism. Put simply, more authentic attractions are likely to be integrated into the community Attraction quality more easily than I~ authentic, and more One value guiding tourism development likely to have long-tenn market appeal. is attention to high product quality. For attrac­ tions, this means a pleasing and clean appear­ For example, there is a difference be­ ance, smooth customer-driven operations and tween a region that promotes a "wander the procedures, resource protection, and hospitali­ backroads" style of tourism -- visiting artisans, ty. Attention to product quality means main­ historic churches, Amish settlements and trout taining standards for resources, services and streams -- and a community that offers an lifestyle that do not decline over time or with experience based more on constructed attrac­ increasing tourism. Product quality protects tions like racetracks and water slides. Both can both local residents and the consumer. Tour­ offer a significant financial return and both are ism is an industry that thrives on customer acceptable so long as the community has been word-of-mouth reports to family and friends consulted regarding the direction tourism will about places they have visited. Failure to offer take. However, in the former instance tourism a satisfying tourism experience at a good price relies on dispersed attractions and captures dooms the attraction and community as a regional uniqueness and authenticity, whereas destination. in the latter case tourism is based on mad­ made facilities that might be replicated in any number of communities. Authenticity Ethnic theme villages (for example, Ger­ Authenticity is a fundamental value that man, Swedish, Cajun) are another example of underlies establishment of a sustainable tour­ authentic attractions, if a majority of the local ism industry. As discussed in the introductory populace is represented by this heritage and section, authenticity is primarily derived from has participated in the public involvement

6 • AITRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT process. A community that takes advantage of, to reach a narrow special interest market. Use showcases and protects its natural setting the same strategy of uniqueness at the com­ promotes its authenticity. Most strategies munity level. Rather than promoting a broad linking tourism and a local industry carry a set of attractions with a message that gets lost strongly authentic "feel." For example, the in the marketplace clutter, gain initial attention tourism-agriculture connection may offer by being distinctive, then sell other community authentic experiences such as farmer's mar­ attractions once the consumer is familiar with kets, CT-pick operations, farm bed and break­ the town's main offerings. fasts and direct sale of produce to visitors (fruit, cheese, wine). Activity expansion The point is to let distinctive regional When listing existing and potential at­ flavor, as shaped by people and authentic tractions, the first impulse is to concentrate on places, shine through. The consumer "search buildings, sites and facilities. Remember, each for the authentic" is one dominant market of these structures also offers an array of trend. A study of cruiseship travelers to Alas­ visitor activities. Natural resources are the ka showed passengers were more interested in basis for outdoor recreation, re-enactment of a "seeing how Alaskans live and work" than in significant past event can occur at historic seeing wildlife and scenery. The popular sites, art galleries can host workshops, Main media has reported that on repeat trips to the Street can be the start and finish line for an United States, foreign tourists increased visits annual bike race, and the local dairy can to smaller towns and the Midwest to "see the sponsor a cook-off using milk products as well real America." Rural communities have a as being open for tours. Interpretation, demon­ competitive advantage in this respect and are strations and provision of information also uniquely positioned to provide authentic tourist enhance the visitor experience. experiences reflecting local character. The question is, "Is there something for tourists to do?" Another question is, "Can the Uniqueness attraction be periodically change.d through One main reason people travel is to activity expansion and seasonal shifts, so that experience a new and different environment. tourists will consider a repeat visit?" After surveying attraction possibilities and sorting for authenticity, most towns find they Drawing Power are faced with multiple options for attracting tourists. The challenge is to choose one domi­ For many players in the tourism indus­ nant attraction mix from among all these try, the primary criterion will be whether the alternatives. In a tourism marketplace, where attraction can draw enough visitors to generate consumers are faced with diverse choices, you significant economic return. This is a geo­ need a unique attraction "edge" to set yourself graphic consideration. Drawing power is apart from the competition. The tourism in­ measured in terms of the number of tourists dustry is moving toward more and more _spe­ who will travel a specifie.d distance to visit the cialization, as evidenced by travel magazmes, attraction and whether they will be one-time tour agencies, and tour itineraries that attempt visitors or return for repeat visits. When time

ATTRACTIONS DEVELOPMENT • 7 RURAL TOURISM DEVELOPMENT and money permit, a feasibility or market This distinction is probably best illustra­ study will provide this information. In most ted by well-known international examples: the cases, the information is gained from a combi­ savannah game parks of Kenya, the lush tropi­ nation of secondary data sources (for example, cal beaches of Tahiti, and the art museums of attendance, average growth rates), comparison Italy are primary attractions. Secondary attrac­ with competing attractions in the area, and tions, related to the examples above, might be best guesses. visiting a well-known Kenyan handicrafts market, watching traditional dance perfor­ The volume of the market is a complex mances in Tahiti, and sampling Italian cuisine. calculation, depending on variables such as Sorting into primary and secondary attractions proximity to major population centers, ease of helps to focus development energies and atten­ access (primarily by highway), number of tion and feeds into the marketing process. people traveling through or nearby, the com­ petition, and the extent of the community's Attraction mix promotional campaign, as well as by the attractions in your town. Attracting one-time We have discussed the concept of attrac­ visitors means you need to keep drawing new tion groupings, the enhanced ability of a set of clients, which is very difficult. attractions to gain visibility in the marketplace. · The fundamental idea in selecting a core group Classification of attractions of attractions is to identify those that work together to present a strong, concise image, or Thinking about attractions in terms of those that are complementary. quality, uniqueness, authenticity and drawing power immediately suggests that "all attrac­ Note that regardless of the attraction tions are not created equal." Some simply package chosen, the natural setting is always have more potential as tourist draws, and in part of the attraction mix. It can be a primary your mind you have probably started to sort draw or simply a backdrop for tourism activi­ your town's attractions. A common classifica­ ties. In either case, the natural setting demands tion scheme divides them into primary and management to protect its character and pro­ secondary attractions: ductivity.

• Primary Attractions Similarly, you will notice that most Those attractions that are influential in a attraction packages include some festival com­ traveler's decision about where to go. ponent. This is a smart move because festivals Primary attractions are intricately linked to tend to celebrate the strong features of a com­ the image of the destination as promoted in munity, and they draw in new visitors to sam­ marketing campaigns. ple the community's attractions. No matter how strong the attraction package is, consider • Secondary Attractions adding festivals to the mix. Those attractions that enhance the tourist experience, but are not part of the major destination selection process.

8 • ATTRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT Examples of Attractions Development

This section analyzes the approach used • A stated and widely accepted objective of by San Luis, Colorado, a community profiled the tourism development effort is attraction in the video, to create a strong attraction and community protection so as to avoid component. In addition, brief descriptions of replicating certain negative impacts of other rural towns are included in order to tourism development experienced in nearby demonstrate diverse strategies and packages. Taos, .

• Through the assessment process, the com­ munity became well aware of its market San Luis, Colorado {pop. 800): "niche" as a several-hour stop on a shortcut route to Taos and Santa Fe. Although Art + Cultural Heritage looking to eventually become a tourist base for major attractions in the region (for example, Sand Dunes National Monument, Taos), the community's present strategy of The dominant attraction identity for San providing opportunities for a short stop is Luis is arts and culture related to its Spanish realistic in taking advantage of the town's heritage. The tourism development effort, as competitive opportunity. led by Costilla County Economic Develop­ ment, demonstrated some good insight about • Although private land surrounds the town, attraction development strategies: the leadership is looking into public owner­ ship of some mountainous tracts, recogniz­ • The project that kicked off the tourism ing the importance of the setting and pro­ development initiative was a decision to viding recreational activity options. place bronze statues of the Stations of the Cross on a local mesa. This unique idea • Early successes have not meant compla­ became the centerpiece for attracting tour­ cency, but were treated as preparation for a ists, and its distinctiveness gathered much long-term plan for attraction development. media attention. The tourism group has identified as priori­ ties construction of a town entrance plaza • All the attractions -- the Cultural Cen­ near the shrines, development of a small ter/Museum, the gallery, the mainstreet hotel-conference center (if market feasibili­ murals, the sculptures, the bed and break­ ty is shown) and expansion of the Harvest fast/gift shop -- work together to build a Festival. San Luis is in the tourism indus­ simple, clear and authentic image as Colo­ try for the long haul. rado' s oldest town.

• The tightness of the attraction plan and vision for tourism in San Luis enabled the community to get external funding.

RURAL TOURISM DEVELOPMENT ATTRACTIONS DEVELOPMENT • 9 Other Small Town Attraction Examples

Examples of unique, distinctive and St. Marys, Georgia (pop. 8,500): authentic development whose market potential Coastal Resources + History + Secondary has been demonstrated: Attraction Development This fishing village is located on the Cedar City, Utah (pop. 14,000): banks of the meandering St. Marys River Natural Resources + Festival but is still close enough to the Atlantic Cedar City is located in an area well Ocean to catch the salt air. Salt marshes known for its five national parks and and barrier islands, and the recreation western scenery, and like many other they offer, are a backdrop to historic communities in the region, it could sim­ churches and homes, a trolley car, streets ply have been a service center for tour­ lined with giant live oaks, and the ruins ists recreating nearby. However, the of a sugar mill. Recently, 38 sites in the Utah Shakespeare festival was established historic district were marked with raised over thirty years ago as a complementary letters and braille for sight-impaired attraction and now functions as a major visitors: the Braille Trail tapped into a tourist draw in itself, with 130,000 atten­ growing target market, gained significant dees annually. The festival is a major media attention, and increased communi­ employer -- 18 full-time and 260 season­ ty awareness of the needs of the handi­ al staff, and numerous volunteers -- and capped. has expansion plans that include a new stage. Saugatuck, Michigan (pop. 1,100): Waterfront Development Lindsborg, Kansas (pop. 3,200): Located on Lake Michigan, Saugatuck Swedish Ethnic Heritage looks to its waterfront and harbor: sand A plains location bypassed by the inter­ beaches, water sports, ferryboats and a state has not stopped this Kansas town steamship museum. This is complement­ from showcasing its Swedish heritage ed by a wide variety of visitor activities and fine arts legacy. The lack of neon that appeal to an upscale market, such as signs, a brick main street and liberal use 18 art galleries, many golf courses and of the carved dala horse create a strong summer stock theater. image, reinforcing the town's philosophy that "a 'plastic' environment is to be consciously avoided." A direct mail cam­ Ft. Scott, Kansas (pop. 8,450): paign to tour operators using a Historic theme (complete with passport "applica­ This small town capitalizes on Fort Scott tion") was designed to fill the periods of National Historic Site, National Cem­ low visitation between a heavy festival etery, historic downtown, many historic schedule and seasonal high traffic. residences, and events.

10 • ATTRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT Eunice, Louisiana (pop. 12,000) Cultural Tourism The "Prairie Cajun Capital" bases tourism on its "pure culture, meaning we draw on what people have to offer -- nothing commercial." Each component of the attraction mix build on traditional history and lifestyle: a live weekly Rendez Vous des Cajun radio and televi­ sion show (since 1985), Jean Lafitte National Park housing the Acadian Cultural Center (opened 1991), the 1924 Liberty Center for the Performing Arts (now being restored), Cajun music dance halls and the Cajun prairie restoration project. A strong festival schedule includes the World's Championship Crawfish Etoufee Cookoff (begun in 1986) and the two-week Mardi Gras celebration. Eunice also hosted the 1988 Louisiana Folklife Festival which shifts location around the state each year.

Nebraska City, Nebraska (pop. 7,127): Famous Citizen and Event Used to Create a Theme In a creative use of its position as the birthplace of Arbor Day, Nebraska City bills itself as "Tree City USA." Its attractions include the estate of the founder of Arbor Day (a state · park), apple orchards where farm produce is sold and fairs are hosted, the Applejack Festival, sponsored by the Chamber of Commerce, and the National Arbor Day Founda­ tion's Education and Conference Center. The attention-getting "tree theme" also draws visitors to other historic sites, such as a hideaway on the Underground Railroad, an old freighters' museum and distinctive 19th century homes. A recent addition is two trolley cars, which offer free transport to tourists between the historic attractions and a factory outlet mall.

Teton Valley, Idaho (pop. 3,412): Natural Resources Teton Valley is an exemplary tourism community bordering natural resource areas. First, there are four-season recreational activities in a scenic setting provided by an agricultural valley and mountain backdrop: hiking, , bicycling, horseback riding, all-ter­ rain vehicle use, fishing, boating, snowmobiling and skiing. Second, tourism projects, such as the start-up of a Hot Air Balloon and High Country Cowboy Poetry Festivals, expansion, and the current conversion of abandoned tracks to a scenic rail line, have enhanced the recreational opportunities. Finally, services to help the visitor enjoy the outdoors are good; dude ranches, backcountry outfitters, hunting/fishing lodges, and retail stores provide equipment, guide service, or simply the opportunity to enjoy the scenery.

RURAL TOURISM DEVELOPMENT ATTRACTIONS DEVELOPMENT • 11 Attraction Mixes

Natchez, Mississippi (pop. 20,000): History + Culture Natchez builds its tourism around a strong image of the traditional South. The town's wealth of resources includes more than 30 antebellum homes open for tours, either year­ round or during special spring/fall pilgrimages. Horse-drawn carriages, paddlewheel river­ boat , black gospel choir performances about the African-American experience, and a theatrical production about the "Old South," all set in the five National Historic Districts, complete the southern atmosphere. The new Victorian Christmas -- a month­ long series of events such as candlelight tours, Santa's arrival by riverboat, high teas, decorated mansions, and shopping promotions -- was .created to fill a typically slow month; in the first year December hotel occupancy increased ten percent. Current attraction-related initiatives focus on black history, both as a means of tourism product en­ hancement and improved community solidarity.

Travel Southwest Minnesota: Landscape + History A 9-county farmland area, Travel Southwest Minnesota lures travelers off the interstate by capitalizing on the romantic image of the prairies. The centerpiece of tourism develop­ ment efforts is the internationally known "Little House on the Prairie" outdoor pageant in Walnut Grove, home of author Laura Ingalls Wilder; a museum and sod dugout are open year-round. Ancient Native-American cultural traditions are still alive at Pipestone National Monument (National Park Service), and bison graze on virgin prairie grasses at a state park. In addition to the strong influence of the landscape, there is evidence and re­ creation of human activity as well: prehistoric petroglyphs, a pioneer village, a railroad park, and a telephone museum. Lakes, hunting and cross-country skiing add to the attraction mix.

Passamaquoddy Bay and Fundy Isles, Maine USA/New Brunswick, CANADA (pop. 35,000): Coastal Sightseeing This region of small towns (populations ranging from 200 to 5,000) encompassing the coastal area of the U.S./Canada border, traditionally saw only "pass-through" tourists. In an international effort to increase length of stay, the tourism planning group developed "The Quoddy Loop," a recommended highway/ferry route along rugged coastlines and forested areas. The tourism product emphasized is appreciative, low-key sightseeing: wildlife viewing, bird and whale watching, visiting lighthouses, parks and wildlife re­ fuges, hiking the many coastal and inland trails, canoeing on local rivers, relaxing on the beach, plus a working fishing village in the "downeast" tradition.

12 • A'ITRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT Action Steps

A three-step process of inventory, as­ time understanding what each community con­ sessment and packaging should take your tributes to the attraction mix. Obviously, community from a broad understanding of political and attraction ownership patterns will what its tourism development options are -­ influence the boundaries of the tourism area adding some ideas about the strongest attrac­ being analyzed. tions existing or possible -- to some decision about the set of core attractions that will be 1 Inventory (Worksheets lA-E) marketed. If your community is just beginning its tourism involvement, start with an inven­ The systematic search begins with a tory. Even if you have been at this for several checklist of attractions, by category -- natural or scenic resources, culture and history, spe­ years, there is still a need to repeat the assess­ cial events, man-made attractions and recre­ ment and packaging phases as tourism trends change, the competition shifts and the com­ ational activities (See Worksheets JA-E aJ end munity changes. of this cha,pter). The idea is not to miss any options and to begin looking at the set of attraction possibilities. Any of the items on the An important decision must be made ini­ worksheet have potential to be a tourist attrac­ tially about the geographic area of interest. tion, with proper development and packaging. Obviously, at first your community will be the center of inventory and assessment. And in For example, the birthplace of a famous some cases, a single community will have person provides a theme that has recently been enough attractions to go it alone as a desti­ tapped by Grand Rapids, Minnesota. Since it nation. However, all towns need to consider was once the home of Judy Garland, a major how "nearby" attractions relate to their set, festival with national draw has been estab­ and some towns without many attraction op­ lished along with a "yellow brick road." tions need to pull other towns into their mar­ Industrial plant tours have been capitalized on keting effort. For example, the towns of by TIiiamook, Oregon through tourism devel­ Pequot Lakes, Nisswa and Cr~ .~e, opment at the local cheese factory. Minnesota, along with others rangmg m population from 2,000 to 5,000, wen~ an. Indicate the number of each attraction marketing a north- woods/lake attractI~n mde­ existing or with potential for development, or pendently, each attending sport shows m make a simple check mark (yes/no) if the tally Chicago. Pequot Lakes, Nisswa and C~ss information is unknown. Under notes, make Lake, by themselves, create no strong 1m~~e comments or include descriptive information, in a major market; however, the commurnties such as seasons open, condition of facility, had much more success when they coopera­ distance from town, etc. At the bottom of the tively marketed their attractions as the Brain­ page for each category, do a general ranking erd Lakes Area (a regional trade center). of your town's attractions in that category. This will help your community better under­ Similarly, this ~tionale w~ used for stand its product -- you will not be ranking so many of the county-wide or multi-<:<>unty rural much as getting an intuitive insight into the tourism case studies. The geographic area of attractions mix. It can also be useful in devel­ assessment should be large en~ugh to have oping marketing strategies. significant drawing power, while at the same

RURAL TOURISM DEVELOPMENT ATTRACTIONS DEVELOPMENT • 13 This information could be collected by a Uniqueness is assessed within a particular local volunteer tourism committee or the market area and begins to distinguish a com­ Chamber of Commerce staff, then presented petitive advantage. to local residents. Also consider asking others to identify attractions: school classes, senior Uniqueness: Is the attraction unique within a citiz.ens, environmentalists, historians and 150-300 mile market area? naturalists may have ideas others overlooked. 3 = National or international significance 2 = One-of-a-kind attraction, or one of 2 Assessment of Attractions only a few in the market area (Worksheet 2) 1 = Average uniqueness; several similar attractions in the market area The next step is to evaluate attractions O = Typical attraction, lots of similar using the criteria of quality, authenticity, sites uniqueness, activity options available and drawing power. You can do this for all attrac­ Activities: Is there a variety and changing set tions identified in the inventory, or for those of visitor activities available at the site? considered at first glance to have the most 2 = Yes, things to do at the attraction potential. List the attraction in the left-hand will keep the tourist entertained for column and score it in each category. One an extended period of time, with possible scoring system is recommended here; options for changing activities and higher numbers mean a better rating. repeat visits 1 = There are some, but not extensive, Quality: Is the attraction in good visitor­ activity options for the tourist friendly condition? Rate on appearance, opera­ 0 There are no activities available for tions, hospitality and resource protection. = tourists at the attractions, other than 2 Exceptional = sightseeing 1 = Average 0 Poor = Drawing Power: Considering attraction quali­ Low scores on the quality dimension do not ty, authenticity, uniqueness and activities necessarily mean the attraction has no visitor available, what geographic area will customers potential. If it could be a central component of come from? the attraction mix, develop a plan for improv­ 3 = Multi-state, national or international ing the attraction in a set time span. market 2 = A major metropolitan area in region Authenticity: Does the attraction reflect the 1 = A regional draw (no large cities) cultural and economic heritage of the com­ 0 = Your local ·county and adjacent munity and have local support? counties 2 = Yes, attraction consistent with local tradition and has support for devel­ Drawing power is a function of both the opment as tourist site geographic area from which tourists are drawn, and how many come. The first column 1 = Neutral 0 = No, attraction not consistent with under drawing power asks for a projection of local tradition the distance from which tourists can be ex­ pected to come to the attraction. Estimates of

14 • ATrRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT how many tourists to expect are difficult to decide what your town's tourism attractions make without market feasibility studies; there­ are. From all the options you need to select fore, this evaluation asks for a ranking of the set or "package" or "mix" with the great­ attractions from highest to lowest number of est chance of success in the marketplace. tourists expected. There are several parts to this action.

Now rank the attractions, giving the • First, divide the top attractions you have highest score to the site that is expected to evaluated into primary (those that initially receive the most visitors. If there are 15 at­ draw the tourist) and secondary (those that tractions being assessed, the top visitor draw enhance the visitor experience) attractions. would receive a score of "15." At the other extreme, the attraction drawing fewest visitors • Second, look at the top-ranked primary would receive a "1." A convenient way to attractions and see how they fit together. think about this is to consider what proportion Do these attractions create a strong, consis­ of all visitors will visit any particular attrac­ tent image or theme for the community, or tion. A "must-see" that almost all travelers are they very different types of attractions visit would be scored highest, an "out-of-the­ with no central focus? This is where you way" but unique site might be ranked in the get a first look at your tourism product and middle range, and a minor historic site with its potential. no interpretation and needing restoration might score at the bottom of the list. • Third, add an attraction or two to the package (or delete it) based on intuition and A sample of a completed attraction best judgment. Attraction development is assessment sheet is included here for a tourism not a completely scientific process, no development effort in Southeastern Minne­ matter how much data or input is collected. sota's Historic Bluff Country. You will see It is also an art. Attractions must appeal to that this exercise makes clear that the product the visitor's emotions, so use creativity to for Bluff Country is dominated by arts and juggle the attraction package until you are crafts, scenery and local farm produce. pleased with the final results. There can be synergy between attractions, where the final It is certainly possible to use your own product will be more successful than the scoring system (for example, 1, 0, -1, or a 5- sum of its individual parts. Tourism devel­ point scale), or to just write in your assess­ opment sometimes is a result of a "hunch" ment in text format. Modify this scheme to about this synergy. Have fun, and test your meet your community needs. Consider group assumptions. meetings or public feedback as you evaluate attractions. It is a big step to have community agree­ ment and understanding on what core attrac­ 3 Attraction "Packaging" tions will draw tourists to the area. Remem­ (Worksheet 3) ber, this inventory, assessment and packaging step should be undertaken regularly in order to With the above inventory and assess­ maintain competitiveness. ment, you have the basic building blocks to

RURAL TOURISM DEVELOPMENT ATTRACTIONS DEVELOPMENT • 15 Attractions Management

Attractions must provide visitor satisfac­ access. Some of the principles relate to aes­ tion that meets or exceeds expectations, in thetic harmony and blending facilities into the addition to attracting tourists. Hence, there natural and existing setting, compatibility of must also be concern about attraction manage­ adjacent uses, design based on visitor needs, ment. That means attention to improvement of rational and efficient transportation manage­ existing attractions, both in terms of physical ment plans and preservation of historic struc­ and managerial characteristics, as well as tures. design of new attractions. In addition, the integrity of attractions depends in part on how Environmental management is a priori­ the attraction surroundings are managed. ty. Continued biological productivity of the site where the attraction is located is a given, In the assessment, attractions were eval­ as well as responsible management of the uated on a quality component. From this setting and surrounding area that influences information, an attraction improvement plan the visitor experience. This may mean pro­ (Worksheet 4) should be prepared. This could tected status, habitat enhancement through include everything from community-wide ap­ plantings and stocking, or cleanup. pearance (see Chapter 6, Community Appear­ ance) to customer service at specific public sites. The plan should include all aspects of Summary management, such as appearance (pleasing and clean), operations (customer-friendly service), You have gone through the complex resource protection and hospitality for local process of attraction inventory and assessment, attractions. Examples of attraction improve­ which is a cornerstone of tourism develop­ ment actions are construction of a history ment. We have discussed establishment of plaza between the parking lot and town muse­ geographic boundaries for a tourism destina­ um, organizing a riverfront clean-up, adding a tion area, and the guiding concepts of product 1OK foot and wheelchair race to an existing quality, uniqueness, authenticity, activity festival and making customer relations training options, and finally drawing power. available to employees at attractions. Also think about how secondary attractions could be At the conclusion of this step, communi­ upgraded to become primary attractions that ty leaders should have a fresh perspective on draw more visitors. Some prioritizing of tourism development options and should have projects is needed, as are a timing plan with pinpointed the unique competitive advantage both long- and short-term goals, cost estimates of their town -- a tourism experience that and designation of responsibility for accom­ strengthens local community pride and heri­ plishment (including volunteers). tage, while simultaneously providing a memo­ rable visitor experience. There are also strategies and planning schemes for new attraction development. The fields of land-use planning and architec­ ture have contributed much to this body of knowledge, with their concern about design, visual character, scale of development and

16 • ATTRACTIONS DEVELOPMENT RURAL TOURISM DEVELOPMENT The Future of Attractions

What does the future hold for • [New] attractions predictably will be more attractions? difficult to establish and manage in the future, for many reasons -- especially A good overview comes from an article increased technology and shifts in markets that summarizes attraction trends and gives (and increased capital requirements). mana~ement hints from a 30-year look at attract10ns as the drivers of tourism (Gunn • Rather than remaining constant, attractions 1985). These remarks emphasiz.e the dynamic will continue to multiply due to increased nature of attractions and their connection to all stimulation of 'entrepreneurship' and cre­ other ~ of the tourism system, especially ativity on the product side, and to changes marketing: in markets on the demand side.

• Attractions, to be successful in the future • Attractions are not necessarily better under­ . ' stood (by the tourist) even in this era of will need to segment their market. This communication explosion. More and better must be reflected in what is offered, how it visitor information is still required. is managed and how it is promoted.

• As the trend is toward more and more • Because of geographic and resource differ­ ences and because of different markets man-made attractions, the importance of ' natural and cultural resources should be new destinations will emerge and some will emphasized, together with their protection. fade (i.e., not all attractions have equal potential everywhere). • Attractions cannot stand alone. More net­ working and, therefore, greater cooperation • It will be increasingly important to change between attractions' owners and marketers from marketing attractions as things, to will be needed. marketing attractions as "potentially satis­ fying experiences."

Attractions drive tourism! Source: Gunn, Clare. 1985. "Getting Ready for Mega­ trends in Travel Attractions." Tourism Managmenl (June): 138-141. Cathy / By Cathy Guisewite .------bT DAI/ OF VACATION: 2ND -bTH OAI/ Of VACATION: LAST OAI/ Of VACATIOl\l: . 'TRAINED rrf 'lf.AR5 IN 6U51N€SS, LE15Ul<£L'I DRIVE. GOLf. SHOP. GOLf I SHOP, HORSEBIICK RIOE I ANGl'HER COUPLE HA5 AN INUOUJN- HIKE, Floll, 5/IIL, 51111"1, READ, 1/IR'I RESPONSE 10 A DEADLINE.

VOLLNBALL, MOUNTAIN CU/1181 ~ATER SKI, HOT-AIR BALLOON, SNORKEL, TENN15, TAKE PICTURE!>, TOUR /IIUSEUIII!>, TOUR 6/ILLERIES, TOUR &ITES, WRl1E P05TGAROS, WRITE POSTCARDS, WRITE POSTGAR

Cathy@ 1991, Cathy Guisewite. Reprinted with permission of Universal Press Syndicate. All rights reserved.

RURAL TOURISM DEVELOPMENT ATTRACTIONS DEVELOPMENT • 17 Worksheet 1A: Inventory of NATURAL or SCENIC Attractions

Attraction Area has potential to NATURAL or SCENIC Attraction exists (.II develor the attraction In Description/notes/problems or number 1 yr? I 3 yrs? I 5 yrs? Beaches Bird watching sites Canyons and gorges Caves Cliffs

Climate Deserts Fall foliage Farms, ranches, dude ranches Fishing streams and lakes

Forests Botanical gardens Geysers Geologic formations Headwaters

Hiking trails Hot springs Islands Lakes Mineral springs

Mountains Nature trails Open space Orchards and vineyards Parks - national, state, local

Picnic areas Quiet Rivers Sand dunes Ski slopes

Star gazing Remoteness Views Volcanoes Waterfalls

Whitewater Wilderness Wildlife (natural settings, sanctuaries, zoos)

And, what else?

Overall assessment of Natural/Scenic attractions Excellent Average Poor Score 5 4 3 2 1

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 1 B: Inventory of RECREATIONAL ACTIVITIES

Attraction Area has potential to RECREATIONAL ACTIVITY exists 1,1) develop the attraction in Description/notes/problems or numb• 1 yr? I 3 yrs? I 5 yrs? Amusement or theme parks Archery Ballooning Beachcombing Bingo Bird watching Boating Bowling Camping Canoeing Children's playgrounds Fishing Fossil hunting Gambling Golf Hang gliding Health and beauty spas Hiking Horseback riding Hot springs and mud baths House boating Hunting Ice skating Kayaking Kite flying Local food specialties Mountain biking Mountain climbing Pack horse or llama trips Picnicking Racing and regattas River tubing Rock hunting Sailing Scuba diving Shopping Skeet shooting Skiing (downhill, cross country) Spelunking Swimming Tennis Trap shooting Video arcades Water skiing White water rafting

And, what else?

Overall assessment of Recreational Activities Excellent Average Poor Score 5 4 3 2 1

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 1C: Inventory of CULTURAL or HISTORIC Attractions

Attraction Area has potential to CULTURAL or HISTORIC Attraction exists (,I) develop the attraction In Description/notes/problems or number 1 yr? I 3 yrs? I 5 yrs? Archaeological sites Art galleries Antique and craft shops Battlefields Birthplaces or homes of famous people Burial grounds Ceremonial dances Churches Conservatories Costumed events Covered bridges Early settlements Ethnic celebrations Ethnic restaurants or grocery stores Exhibits Famous historical buildings Flumes Folk art collections Ghost towns Historic building tours Historic railroads Indian culture Landmarks Lumber camps Mansions Memorials Mines Missions Monuments Museums Native folklore Newsworthy places Old forts Pioneer churches Pioneer homes Re-enactment of historical events Ruins Special "nationality" days Theaters (stage productions, film) Trains Victorian buildings And, what else?

Overall assessment of Cultural/Historic attractions Excellent Average Poor Score 5 4 3 2 1

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 1 D: Inventory of SPECIAL EVENTS

Attraction Area has potential to SPECIAL EVENT exists(,/) develor the attrron In Description/notes/problems or number 1 yr? 3 yrs? 5 yrs? Agricultural fairs Air shows Animal shows Antique and collectible shows Art shows

Artisan studio tours Auto shows Ball games and tournaments Barbecues Barn dances

Bicycle tours/races Card tournaments Christmas festivities Comedy contests Craft shows

Drama productions Farm tours Fishing derbies Flower shows or festivals Food festivals

Harvest celebrations Hay rides Hobby shows Home tours July 4th celebrations

Labor Day celebrations Living history festivals Music festivals Pageants Parades

Photo contests Queen coronations Races (auto, motorcycle, boat, horse) Religious celebrations or observations Rodeos

Specialty food tasting events Threshing bees Tractor pulls Triathlons Winery tours and tasting rooms

And, what else?

Overall assessment of Special Events Excellent Av~rs!g~ Poor Score 5 4 3 2 1

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 1 E: Inventory of OTHER ATTRACTIONS

Attraction Area has potential to OTHER ATTRACTIONS exists (.II devalor the attraction in Description/notes/problems or number 1 yr? I 3 yrs? I 5 yrs? Arenas Ball parks Bakeries Bridges (covered, historical, engineering wonders) Unusual buildings Children's park Churches Dams and power stations Family Ferryboats Fish hatcheries Food-processing plant tours Friends Government buildings Handcraft/homecraft industries Harbors Health resorts Industrial plant tours Local "oddities" Libraries (incl. special collections) Lumber camps Military installations Most remote spot Most winding road Murals Night clubs Nuclear power plants Observation towers Planetariums Unusual restaurants or "watering holes" Roadside parks Roadside produce stands Settings for movies Shopping centers Souvenir and curio shops Showboats Shopping centers Statuary Swimming pools Telescopes Theaters The biggest "something" The first of its kind The only one of its kind The smallest "something" Universities and colleges Windmills Zoos And, what else?

Overall assessment of Other Attractions Excellent Average Poor Score 5 4 3 2

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 2: ASSESSMENT OF ATTRACTIONS (See pages 13-14 for coding scheme)

Tourism Development Criteria Drawing Power Attraction Product Authen- Unique- Activities Market Rank Quality ticity ness Distance

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 3: ATTRACTION PACKAGING

A. Primacy Attractions ilist) Secondacy Attractions Qist)

B. How do primary attractions fit and work together? Do the attractions create a strong compatible image or theme possibilities?

C. The primary tourism attraction package for our town is:

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 4: ATTRACTION IMPROVEMENT PLAN (In priority order)

Action#_. ______

Responsibility (for each phase):

Cost Estimate: Time Frame:

Action# ______

Responsibility (for each phase):

Cost Estimate: Time Frame:

Action#_ Responsibility (for each phase):

Cost Estimate: Time Frame:

Action#_: ______

Responsibility (for each phase):

Cost Estimate: Time Frame:

Action#_:------Responsibility (for each phase):

Cost Estimate: Time Frame:

TOURISM CENTER, Minnesota Extension Service 1991 Public Services Marketing Funding Issues Bibliography Tourist Services

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•·"; i.e..:.:r...... , ~- . ·fl r·.-..:~:-. .. :.r ;,_,r.>:.::.-w~-- .••• }(···· COMMUNITY APPEARANCE CHAPTER 6

GOAL: To understand how community appearance affects tourism and what can be done to improve community appearance for tourism.

COMMUNITY APPEARANCE PRINCIPLES • Community appearance is important in forming positive visitor opinions: ,/ Approaches/entrances to the community ,I Areas within the community with visitor traffic ./ Areas of visitor use (attractions, services, information)

• Community appearance complements the community's attraction base and can become an important attraction in itself.

• Fundamentals in guiding improvements to community appearance are: ,I Attention to detail ,/ Compatibility within immediate area

• Community plans and policies (and special districts, as appropriate) help set goals and standards for improving community appearance.

TEACHING OBJECTIVES • Each community has its own individual character, with unique features that should be highlighted. The goal should be to develop the community's visual character in a harmonious manner. ,/ Enhance the existing character ,/ Develop in accordance with a community identity

• Community appearance can be improved with beautification and careful attention to identity at entrances, parks, water or other unique features, highway corridors, downtown and other service areas. ,/ Plantings ,I Storefront improvements ,/ Signage programs ,I Street and pedestrian walkway improvements

RURAL TOURISM DEVELOPMENT COMMUNITY APPEARANCE • 1 What Needs to Be Done?

Community appearance is important. A community's high quality look or unique A Clean, Attractive Community ... physical appearance benefits both residents and the tourism industry. Community appear­ • Promotes pride in a neat, beautiful ance is a source of pride for local residents hometown. and can be a drawing card to attract visitors. It projects an image of what the community • Reflects the kind of people who thinks of itself. live there.

Use these strategies to implement community • Provides a more pleasant and appearance goals: desirable place to live and raise a family. • Review or inventory opportunities to im­ prove community appearance. Focus on • Becomes more attractive as a areas of the community where visitors place for retirement. travel or stop. • Appears more inviting for tourists • Take a gradual approach to community to visit and stay. improvement, beginning with simpler, smaller, less costly activities, adding more • Attracts people who want to relo­ difficult projects later. cate their business to the com­ munity.

Beautification is fundamental • Exists in harmony with the natural to appearance beauty that surrounds the com­ munity. A good starting place for improving community appearance is with the level of • Increases property values. maintenance given to facilities and landscapes. Cleanup projects and litter control are fun­ • Conveys an asset instead of a lia­ damental to beautification. Repair and replace bility to future generations. those parts of buildings, fences, roads and sidewalks, and other structures that have become old or worn out. Well-painted struc­ tures reflect neighborhood and community pride. Improvements to lawns, gardens, trees and shrubs add to a pleasing appearance.

The advantages of beautification are summarized in the next column.

2 • COMMUNITY APPEARANCE RURAL TOURISM DEVELOPMENT Getting Started on Beautification

There are many elements that can affect take a critical look at your community, and appearance and many ways to make improve­ provide ideas for improvement. ments. However, the basic fundamentals of improving community appearance are: Some suggestions are: • Creating compatibility and • Find local residents to tour your communi­ • Attention to detail ty, looking at it as though they were visi­ tors arriving for the first time. Concentrate on improving areas used by both residents and visitors first to get the most • Ask visitors about your community's ap­ impact. pearance -- what they like, what bothers them and how appearance could be im­ proved. Noblesville, Indiana (pop. 17,384) employs a "downtown Building Fa­ • Get outside opinions from professionals -­ cade/Building Improvement Com­ architects, historical experts, landscapers, mittee to work with downtown artists, students of design. building owners to encourage build­ ing and facade improvements • Shoot photographs or a videotape of your [which] enhance the visual effects community and have groups analyze them. of the unique architecture in the downtown." In addition, a "down­ Getting started town Revitalization Streetscape Committee ... repaved the court­ In some communities, getting started is house square streets, constructed the most difficult task. But improving commu­ new sidewalks and curbs with star nity appearance doesn't have to be compli­ brick border, installed new street cated or expensive. It can begin with simple lights that reflect in design the projects that can be accomplished by a small Victorian architecture, and installed group working on its own. Civic, business, benches, trash receptacles and youth and church groups, as well as garden urns, which were donated by citi­ clubs, often volunteer to help with community zens and businesses." appearance projects. State or local historical societies can help with historical restorations. Tourism groups may be a source of assistance. Many states have programs to get profession­ als or students into the community as volun­ Identifying appearance needs teers to assist in preparing a community beau­ tification plan. How do you identify community appear­ ance needs? Most of the time, local residents take their community's appearance f?r grant­ ed without giving much thought to 1mprove­ m;nt. Employ methods that cause people to

COMMUNrfY APPEARANCE • 3 RURAL TOURISM DEVELOPMENT Prioritizing and Taking Action

Setting priorities Action steps

Some improvement projects will have The following list provides a range of more impact than others. Set priorities for im­ activities to improve community appearance. proving community appearance. When con­ The list is arranged so that the simpler or sidering the impact of community appearance more easily accomplished tasks are listed first, on tourism, remember that visitors usually see and the more difficult or complicated tasks are only key locales, not the entire community. last. The easier tasks are generally specific You may wish to concentrate on: activities requiring only a little organization and labor, whereas the harder tasks may High priority areas for tourism: involve detailed planning and coordination • highway and freeway service areas with government and/or special interest groups. They may also be costly and generate • community entrances considerable controversy or debate. • attraction and travel corridors • attraction settings • unique features 18 Ways to Improve Community • waterfront areas Appearance • parks • downtown and retail shopping areas • motel, restaurant and entertainment areas 1 Eliminate trash and accumulated junk, eyesores, old signs, graffiti. Low priority areas for tourism: (unless in travel corridors or historic/cultural areas) 2 Mow or control weeds on streets and • residential areas ditch banks early in the season and during • industrial, wholesale and warehouse areas the summer before weeds become large. • rail and trucking yards • schools 3 Grade unpaved streets and ditch banks. 4 Repair or replace non-working, bent or dilapidated traffic signs, street lights, trash receptacles, benches, fences.

5 Paint on an ongoing basis -- homes, porches, fences, benches, storefronts, park and public facilities.

6 Remove debris from streets and develop a street-sweeping plan.

4 • COMMUNITY APPEARANCE RURAL TOURISM DEVELOPMENT 7 Screen objectionable sights, such as junk­ 14 Develop hiking and biking rights of way yards and gravel pits, from view with and trails. landscaping, fences, shrubs and trees. Better yet, relocate unsightly activities to a 1 5 Control sign and billboard proliferation. less prominent area. Adopt a community signage plan; con­ sider a uniform logo sign program and 8 Formulate a community street tree plant­ billboard elimination. ing policy and initiate a planting program.

9 Develop creative designs for community entrances, public trails, public waterfront, Somerset, Pennsylvania. The bor­ scenic highways, boulevards and streets. ough reacting to "sign pollution which is changing the visual character of the community . . . acted to regulate the size, loca­ Pierre, South Dakota (pop. 12,906) tion and type of sign" that may "plants 28,000 petunias along be erected. the curbs on the entries into and through Pierre. This is a volunteer project, coordinated by the chamber and has won many 16 Develop a plan to eliminate overhead awards such as the Family Circle wires in downtown and other areas. 'Make America Beautiful' Grand Prize." 17 Develop a scenic easement plan and purchase or obtain scenic easements.

18 Develop a local scenic highway program (see recommendations on the next page). 1 0 Control storage of boats, recreational vehicles, cars, trucks and other large The development of new facilities is discussed equipment in streets and front yards. in Chapter 5, Attractions Development; Chap­ ter 7, Tourist Services; and Chapter 8, Public 11 Create a lighting plan for special features Services. (statues, fountains, trees, waterfronts, trails, etc.). Inventory, prioritize, plan, implement

12 Protect special features, create historic Use the "Community Appearance zones, buffer areas around key attrac­ Checklist" (at end of this chapter) to identify tions, such as waterfronts. areas of the community that need improve­ ment. Use it to prioritiz.e which to work on 13 Obtain public access for waterfront first; then make your plan and start improving your community's appearance. areas.

COMMUNITY APPEARANCE • 5 RURAL TOURISM DEVELOPMENT Scenic Highway Programs

Scenic America recommendations ./ Roadway reconstruction guidelines for developing scenic highways ./ Roadway safety improvement guidelines Those symbols on state highway maps that point out scenic routes, as well as word­ • Establish a tree protection policy of-mouth that Highway X is "a nice drive," The clear-cutting of trees immediately can really boost to visits to your community. adjacent to the roadside should be prohib­ ited along designated scenic highways. Through communications with successful However, the clearing of vegetation to scenic highway program administrators and create or restore obscured scenic views members of the conservation community, should be allowed if identified in the Scenic America has produced six recommen­ corridor management plan. dations for developing local scenic highway programs or designating a new scenic highway • Establish visual pollution controls corridor. These steps should be taken to New off-premise outdoor advertising protect the scenic, historic and cultural charac­ teristics of scenic highways, whether officially structures (other than approved, uniform motorist information signs) should be designated or informal: prohibited on designated scenic highways. • Develop a corridor management plan Limitations on sire, height and number of Communities located along designated new on-premise signs should also be scenic highways and roadways should developed. Likewise, junkyards, gravel develop management plans that maintain pits, mines, etc., within the scenic corri­ the scenic, historic and cultural character­ dor viewshed should be prohibited or istics of the road corridor while accommo­ buffered. dating new development and increased tourism. Corridor management plans • Establish a system of uniform motorist should include: infonnation and directional signage A uniform system should be developed to ./ Visual inventory and viewshed mapping provide tourists with needed information to identify important scenic, historic about services and attractions. Maine and and cultural resources to be protected Vermont currently have highly successful motorist information signage programs . ./ Identification of natural resource pro- tection zones • Identify sources of funds for acquisition of scenic easements in key resource ./ Identification of future development protection zones zones In order to protect certain critical parcels within the scenic viewshed, it may be ./ Commercial and residential site devel­ necessary to acquire scenic easements or opment requirements and design guide­ purch~ critical "gateway" parcels along lines the designated scenic corridor.

6 • COMMUNITY APPEARANCE RURAL TOURISM DEVELOPMENT • Purchase development rights or scenic Resources for this section easements as part of right-of-way acquisi­ tion when expanding or constructing new National Trust for Historic Preservation roads. • Main Street Program • Initiative Contact the Scenic Byways Coalition (see Appendix B) for further information. Keep America Beautiful, Inc.

Rails to Trails

Arbor organization

Scenic America

Scenic Byway Coalition

:it~,~=>~::·~ ---- ~0 1

COMMUNITY APPEARANCE • 7 RURAL TOURISM DEVELOPMENT Worksheet 1: COMMUNITY APPEARANCE CHECKLIST

Check all categories of needs

Clean, Control, Plan, IArea OK or Paint Land- lmprow Repair. Screen, Note l priority ecape eigne replace fence remove regulate develop

Highway service areas 1. 2.

Community entrances 1. 2. 3. 4.

Attraction travel corridors 1. 2. 3.

Attraction settings 1. 2.

Unique features 1. 2.

Waterfront areas 1. 2.

Parks 1. 2. 3.

Downtown, shopping areas 1. 2.

Motels, restaurants, entertainment 1. 2.

Other problem areas 1. 2.

TOURISM CENTER, Minnesota Extension Service 1991 ft·f

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I i TOURIST SERVICES CHAPTER 7

GOAL: To create community jobs and incomes by expanding existing busin~ and creating new busin~.

TOURISM SERVICE PRINCIPLES • While attractions draw people to a community, it is mostly small businesses that create jobs and incomes by providing goods and services to the visitor. • The delivery of quality customer service is often the competitive difference between communities. • Communities of any size can help create and expand businesses. • Businesses clustering can create a "critical mass" and can help increase the tourist drawing power of a community. • Businesses should complement the character or style of the community or attraction.

TEACHING OBJECTIVES • Services include retail trade, food, lodging, transportation and entertainment • Tourism is a service industry in which high quality visitor contact is required . ./ First impressions are critical to visitor satisfaction ,/ Customer service must be managed and must be a priority of business managers. ,/ Employees and business managers must be taught customer service principles • Visitors judge the community as a whole; the success of individual tourism-related businesses is dependent on the quality of service throughout the community. • Businesses that design facilities, signs and services to fit the community's character add to its integrity and provide the community with greater attracting power. a Formal business retention and expansion strategies offer one of the best opportunities for economic growth and job creation. • Entrepreneurs often create the new tourism service business in the community.

RURAL TOURISM DEVELOPMENT TOURIST SERVICES • 1 What Needs to Be Done?

Attractions draw people to your Your community business climate can be community , while services create the majority improved through use of a tourism business of jobs and incomes generated by the tourism retention and expansion program, outlined industry. Communities that use tourism as a here. Worksheets that will help you collect development strategy should include business and compile the data necessary to initiate a development and expansion programs to max­ program are included at the end of the chap­ imize the economic impact of this industry. ter. Small businesses are the heart of a tour­ ism development program; therefore, your Most businesses serving the traveling organization must make a major effort to help public can be classified as small businesses. It local business people improve and expand is these small businesses that create the tour­ their business base. ism jobs and income for the community. However, many communities take business development and expansion for granted. When Strategies for creating attempting to develop tourism, they concen­ and expanding businesses trate on bringing visitors to the community, leaving business development and expansion to Many states have developed retention others. Failure to give equal priority to tour­ and expansion programs to aid community ism business development results in missed economic development efforts. These pro­ opportunities to create local jobs and income. grams are designed as a local effort that: Rural communities need to make special • Helps solve immediate issues and problems efforts to create and expand small tourism of local small businesses businesses. Potential servi~ businesses may be quite different from those already serving • Begins planning efforts to work on long­ the typical rural economic base. It may require term changes necessary to compete in community action to help create the new future markets businesses needed. In this chapter you will find ideas your community can use to expand • Begins action steps to help businesses co­ tourism businesses. operate on implementing planning recom­ mendations

What you'll learn in this chapter Such a program relies on collecting information and data from existing businesses. This chapter provides basic information It consists of important elements that can be and tools to help your community create and valuable for communities attempting to expand expand tourism businesses. It will address: community businesses. (Morse, 1985). It can • Using a tourism retention and expansion help them develop a mechanism to address program to encourage business expansion and solve local business problems and develop linkages to other community and state eco­ • Initiating activities to support new business nomic development programs. This program, start-ups now being used in more than twenty states, helps local communities improve their busi-

2 • TOURIST SERVICES RURAL TOURISM DEVELOPMENT ness climate and assists businesses in serving the visitor.

The tourism economic develop­ ment survey

The tourism economic development survey is designed for a variety of tourism businesses. Each survey consists of a general overview to be completed by all businesses (Survey 1), and a business-specific survey for food service (Survey 2A), entertainment and attractions (Survey 2B), lodging establishments (Survey 2C), and retail/service businesses (Survey 2D). This data will help establish business owner attitudes and ideas on the com­ munity business climate, as well as to provide detailed information to help identify business start-up or expansion ideas. Use this informa­ tion to identify potential business changes, new product lines, profit center or business ideas.

Worksheet 3 (at the end of this chapter) can be used by people who are interested in exploring business ideas. This worksheet should be used to develop ideas before begin­ ning the development of a business plan.

RURAL TOURISM DEVELOPMENT TOURIST SERVICES • 3 Example of Business Development

This section analyzes the approach used • Both city and county government provide by Dahlonega, Georgia, a community profiled strong support for business development. in the video, to create jobs and income using Close cooperation between government and tourism. Dahlonega has developed more than local institutions helps new businesses get forty businesses that serve the visitor. A large started. majority of these businesses have been new start-ups, many by include people who came • Business development requires commitment as visitors, liked the area and returned to go of both time and resources from entrepre­ into business. neurs. Many Dahlonega tourism businesses started small, had close ties to the commu­ nity, invested personal resources in the business and grew with the expansion of the tourism industry. Dahlonega, Georgia (pop. 3,500) • The community is now planning to develop a hotel and conference center to cater to a new market area. Past successes have given local residents confidence to initiate this Dahlonega has been successful because: major development.

• Business development and expansion is difficult without strong support from the local business community. Dahlonega bank managers believe that tourism businesses are a vital part of the community economy. The bank encourages the development of business plans and provides ongoing review and support of these plans, which has been important to the expansion of tourism businesses in the community.

• The University of Georgia provides busi­ ness assistance through a part-time small business development center located in Dahlonega. This technical assistance as­ sures ongoing support to solve business problems.

4 • TOURIST SERVICES RURAL TOURISM DEVELOPMENT Business Retention and Expansion Program

. A tourism business retention and expan- find useful and plans for business expan­ sion program includes these activities: sion. Compilation of the survey information can help generate data on the community business climate. Positive data can be used • Business retention and expansion to help new business start-ups or attract organwttion new businesses. Negative information is All development efforts begin with commit­ useful for organizing action plans to solve ment from key community groups and these problems. leaders. Efforts to develop and expand community tourism businesses must begin with formation of a business development • Programs to improve the competitiveness group or subcommittee. This group may of local firms consist of business people, educational Trained employees and managers are need­ institutions, economic development profes­ ed to compete in the tourism marketplace. sionals and community leaders. Because Communities should use their local school this effort concentrates on internal commu­ district, community college, vocational nity small business issues, this activity school or land grant university to help con­ should not be given to a group or commit­ duct educational programs in marketing, tee with other responsibilities or functions. business development, hospitality services, training labor, business management, and other business programs. Trained staff • Community business visits and survey helps keep businesses current and helps A tourism business retention and expansion them adjust to changes in the markets. program begins with visits to and a survey of community tourism businesses. All indi­ vidual business information gathered by this • Cooperation among local development survey should be held confidential; explain­ groups ing this will help you gather accurate infor­ Problems in many rural communities have mation. This survey (survey fonns 1 and led to the formation of economic devel­ 2A-D at the end of this chapter) helps you opment groups at the local community and identify important information and business county levels, as well as regional and state issues and problems. Information gathered organizations. Competition among local in the survey is the basis for business reten­ development groups can fragment and di­ tion and expansion planning and action vide economic development efforts. In steps. many cases, rural tourism development has a much better chance of success when done on a multi-community basis, so that region­ • Data on community strengths and al services and attractions can be packaged weakn~ into a larger tourism offering. You will survey each local business about specific problems or compl_aints, percep­ tions it has of the commumty as a place to do business, types of assistance it would

RURAL TOURISM DEVELOPMENT TOURIST SERVICES • 5 • Forums for addressing business problems • Business development Tourism business visits, surveys, and com­ Rural communities lacking the full range of mittee meetings help create forums to begin potential businesses needed to serve visitors identifying local barriers to business devel­ may need to develop new businesses. Com­ opment. Information collected from local munities can help recruit new business businesses, which must be kept confiden­ owners, implement educational programs to tial, will provide valuable data with which help community residents start their own to begin solving community business prob­ businesses, and provide incentives for lems. business start-ups. Communities need to develop programs that help new businesses develop and prosper, which, in tum, help • Local economic strategic planning the community develop new jobs and create Strategic community business planning income. includes: .,/ Identification of community business de­ velopment goals .,/ Collection of community tourism busi- ness data .,/ Selection of priority actions .,/ Development of action steps .,/ Implementation of the action steps .,/ Evaluation and plan adjustments Yfa\~~JO~ Jl~V~~l

6 • TOURIST SERVICES RURAL TOURISM DEVELOPMENT Encouraging Entrepreneurship

. Most people underestimate the wide range of small businesses that serve the visitor. This list includes over 120 potential businesses that could be started in rural communities. These are ideas to ~~Ip stim~late community leaders or local entrepreneurs, or you may identify business oppor­ tumties not listed in this document. Remember, detailed analysis and business planning is needed before a community can determine if such a business is viable.

Food service Bed & breakfasts Sports shops - Bicycles Cafes Seasonal homes Clothing Hiking Restaurants Trailer courts Jewelry Skis Food vendors Condominiums Repair shops Boats Catering Spas Import shops Water slides Bakeries Retreat centers Manufacturing Marinas Pie & donut shops Conference centers Gift shops Charter boats Farmers markets Inns Flea markets Horse ranches Farm fresh produce Farm Auction houses Ski slopes Fast food Bait farms Wave pools Wineries RV parks Boat dealers Mini golf Convenience stores Boat rides Excursion meals Transportation General Game farms Taverns & bars Taxis Drug store Travel agents Restaurant trains Limousine service Factory outlets Trekking Candy store Gas stations Grocery stores Photography Delis Shuttle service Hardware Parasail rides Night clubs Auto rentals Pharmacies Fee-based hunting Airplane rides Lease hunting Entertainment Tour buses Education Fee fishing ponds Rafting Amusement parks Ferry service Arts Surf shops Live theaters Cruise ships Tours Hot air balloons Sports Scuba diving Clubs Spelunking Theme parks Helicopter rides Specialty Carriage rides - Boats Charters: fishing, Festivals sailing, diving, Zoo - Houses Arts Archeology snorkeling Bands Dude ranches Gambling casino Art galleries Craft stores Recreation Trail rides Ticket services Naturalists Art villages Outfitters Glass bottom boats Guide services Accommodations Submarine rides Specialty goods Golf courses Resorts Winter tubing Campgrounds Antique shops Driving ranges Motels Boutiques Rental services Hotels Book stores - Canoes House boats Photography - Snowmobiles

TOURIST SERVICES • 7 RURAL TOURISM DEVELOPMENT Estimating Market Potential

Estimating market potential for a busi­ information, community surveys or the li­ ness is a difficult, but important, management brary. An understanding of market areas, activity. Attracting customers may depend on travel expenditure patterns, market share the business' location, quality of merchan­ and travel patterns are important in making dizing, skills in marketing and customer ser­ this analysis. The secondary data method vice. Estimating tourism markets may be even relies heavily on averages from a sampled more difficult if an area has limited experience population. The entrepreneur risks doing with the industry. However, there are tech­ less business than the average. niques you can use to estimate market size and evaluate retail market potential: • Surveys or market forecasting Both methods use secondary and direct re­ • Subjective analysis search data to help determine more exactly Subjective analysis is a more systematic, the size of the market. As these methods but non-scientific, approach to market eval­ often require the help of professionals and uation and may include a kind of checklist. may be expensive, they are usually used The entrepreneur has basic skills and know­ only for larger projects, projects with ledge of important factors for success in government funding or by established busi­ retail trade and begins measuring business ness firms. They provide the most infor­ ideas against these criteria. However, sub­ mation about a potential market but are not jective evaluations may ignore critical foolproof. Not selecting the most important components of the potential market. market criteria can still lead to failure.

• Comparison analysis • Gut feelings and intuition This method uses the concept "if it worked Intuition or "gut feel" is often used to there, it will work here. 11 Entrepreneurs evaluate the potential market. The small look at other businesses in communities of business person may not have enough in­ similar population, nearness to major popu­ formation to make logical decisions and a lation centers, population composition, geo­ formal analysis may be too expensive. graphic location, attraction base, economic Entrepreneurs can depend on personal base or business location requirements. observation, suggestions from experts, re­ After seeing several locations, use the com­ cognition of new trends, general knowledge parison method to help identify important of retail or tourism business or recognition market characteristics. The limitation is that of existing visitors to the area. Entrepre­ no two markets are exactly alike. neurs who use this method often start out with limited investment to reduce the po­ • Secondary data tential of large losses. No matter what This analysis uses secondary data as key other estimates or analyses are used, gut indicators of potential business success. feelings and intuition usually help guide Information may be gathered from industry final decisions. Perhaps estimating market associations, university studies, census potential is as much an art as a science.

Source: Timothy Borich, Business for Profit,· Estimating Retail Market Potential, Cooperative Extension Ser­ vice, Iowa State University, Ames, Iowa, May, 1985.

8 • TOURIST SERVICES RURAL TOURISM DEVELOPMENT Entrepreneurs can reduce and manage • Attend small business management risks by conducting a market analysis. Busi­ seminars ness success is partly dependent on an excel­ Most businesses that fail do so because lent understanding of the market. Businesses managers and owners lack skills necessary and communities that contemplate tourism in­ to compete in today's market. Educational dustry development or expansion should begin seminars not only develop personal busi­ conducting basic retail analysis. ness skills, but help identify sources of business assistance. Getting assistance with Strategies for successful business problems as they develop helps small busi­ nesses stay profitable. start-ups and expansions

Business starts-ups and business expan­ Things to do if no one will invest in sions can improve their chances for success by a needed tourism business using the following strategies: • Sponsor education to help local residents • Develop a business and marketing plan increase their business development skills. Business planning requires a great deal of work. Reality often conflicts with dreams • Create a revolving business development and aspirations. However, business plan­ fund to provide some of the risk or equity ning can eliminate mistakes in financial capital to help start or expand businesses. management and marketing, as well as im: • Let the economic development committee prove your chances of obtaining financing. invest in a business to lease to a manager.

• Meet with other business owners and • Set up a business incubator. ~ociation representatives • Work with local bankers to recruit area Before developing or expanding a business business expansion in your community. to serve the tourism market, meet with people from other communities in a similar • Provide financial support for residents business. Also meet with state or federal doing part time work (retail, food carts). trade organization representatives who can • Create a non-profit organization to start a help identify problems and opportunities in business; sell it when it gets going. the particular industry segment. • Create a cooperative to help small opera­ • Cooperate with your neighboring busi­ tions manage their businesses. ness owners Effective rural tourism development re­ • Set up farmers' markets or other areas quires close cooperation with your area where people can sell goods to tourists. businesses. Marketing and visitor services • Encourage service groups to raise money work best when all businesses act in a by providing tourist services. cooperative manner. • Ask existing businesses to add profit centers that meet tourist needs.

RURAL TOURISM DEVELOPMENT TOURIST SERVICES • 9 Customer Service

Customer service is critical in develop­ • Business must set quality service standards ing and maintaining a competitive tourism and for their operation, such as greeting each travel business. Many states and private man­ customer within a set time period, calling agement consultant companies have produced the customer by name, serving with a set excellent customer service educational pro­ time period and other standards that help grams for front line employees. Communities define quality service. that want to maintain competitive tourism pro­ grams should conduct customer service pro­ • Delivery of the product or service must be grams for employees. However, customer managed. It will require training, motiva­ service is becoming a management function, tion, rewards and teamwork to make em­ because businesses cannot maintain high quali­ ployees feel a part of the operation. ty customer service without management Encourage feedback from employees on attention. their ideas to improve customer service.

Following are the key concepts in the • Business policies must be developed to development of a customer service manage­ provide guidance to managers and em­ ment program: ployees. How are employees to handle customer complaints, respond to emergen­ • Customer service is a management func­ cies, handle problems with credit cards tion. It requires the same attention as mar­ and the host of other problems that arise keting, financial management, inventory in the ongoing operation of the business? control, business planning and other small business management functions. • Check constantly with customers for feedback on service delivery. There are • Quality service is defined by the custom­ several methods to solicit feedback (see er. Businesses should ask customers to Chapter 9, Marketing, for more iriforma,­ help describe the components of quality tion). Select a method that helps the service; then the business owner and customer systematically and accurately manager can develop a written description evaluate service delivery. of the service experience they plan to deliver. For additional information, see: Mahoney, Edward M. and Gary R. Warnell. 1990. • Businesses need to identify key points in Quality Assurance: A Management Strategy their business where the customer is most for Recreation and Tourism. East Lansing, likely to make a judgment on the quality MI: Travel, Tourism and Recreation Resource of service. Once these points are identi­ Center, Michigan State University fied, the owner can make decisions on how to manage the customer/business For a discussion of community hospitality interaction. training, see Chapter 8, Public Services.

Source: Unpublished paper from the MES Tourism Center and The Service First, 1991.

10 • TOURIST SERVICES RURAL TOURISM DEVELOPMENT Action Steps

~tarting a tourism business reten­ local ~evelopment specialists or county tion and expansion program extension agents.

. . . !he following steps are guidelines for 5 Have the subgroup review major prob­ mitiatmg a local tourism business retention and lems identified by local businesses and expansion program. (In , North Da­ begin an action program to address those kota, South Dakota, Nebraska, Kansas, Okla­ problems the group can help solve. h~ma, New Mexico, Arirona, Utah, Wyo­ mmg, , Illinois, Indiana Minnesota 6 Let the committee review the data from Wisconsin, Ohio, Pennsylvania: Georgia ~d the survey. New Jersey, contact the state economic devel­ opme~t agency or the university cooperative 7 Develop three to five proposed action extension program for assistance.) steps based on analysis of the data, and seek the cooperation of other local groups or individuals to implement these steps. 1 Select a group of 12 to 15 business and community leaders to form a committee to 8 Submit the plan to community leaders and initiate a tourism business retention and businesses for review and comment. expansion program. 9 Set up regular meetings of the committee 2 Ask state or local development specialists to review progress on the action steps and to help the committee review local eco­ evaluate the plan as it is implemented. nomic conditions and evaluate local busi­ ness data. Communities in states with This project is more difficult than others Business Retention and Expansion pro­ listed in this document. Your group should ask grams should ask for an orientation. for help from local or state economic develop­ ment professionals prior to starting it. 3 Select committee leaders to visit com­ munity and area tourism businesses to Your group can begin a business devel­ complete the personal survey form at the opment process by completing the short work­ sheets 1, 2 and 3, found at the end of this end of this chapter. At the end of this chapter are a main survey and four sub­ chapter. These short worksheets help you sets, which include surveys for food ser­ inventory existing businesses that serve the vice, entertainment and attractions, lodg­ visitor and services that are needed. This short inventory will help you identify new business ing, and retail and service businesses. Fill opportunities and develop plans of action to out the main survey section and appropri­ help fill these needs. This can be used as an ate subset for each business interview. intermediate step, before initiating a tourism business retention and expansion program. 4 Compile and tabulate the data from the surveys. You may need assistance from

Adapted from George W. Morse, The Retention and Expansion of Existing Businesses: Theory and Practice, Business visitation programs, Ames, IA, Iowa State University Press, 1990.

RURAL TOURISM DEVELOPMENT TOURIST SERVICES • 11 How to Explore and Develop Tourism Business Ideas

Starting a business is challenging and • Talk with your family to determine their difficult. Community business development willingness to go through the rigors of groups can do a great deal to encourage indi­ managing a small business. viduals and help them through evaluating the feasibility of a business idea. The following • Develop a business plan. The resource ideas can help individuals develop and evalu­ books in Chapter 10, Funding, have ate tourism business concepts: excellent outlines for the development of business plans. Plans are important to help you identify key components of a success­ • Visit communities with a tourism industry ful business development and to help com­ to observe businesses that serve travelers. municate the business idea to bankers and other important investors. • Talk with business trade associations to obtain information on their markets and business opportunities. Resources

• Meet with individual business owners to Epperson, Arlin. 1986. Private and Commer­ review the opportunities and pitfalls of a cial Recreation. State College, PA: particular business opportunity. Venture.

• Talk to a trusted friend to explore poten­ Fisher, Dennis. 1985. Fundamentals of Busi­ tial business ideas. ness (an instructor's manual of small busi­ ness management training programs). • Take small business management classes Mississippi: Southern Rural Development that include how to develop a business Center, Mississippi State University. plan. National Association of Towns and Town­ • Check with libraries, universities, govern­ ships. 1988. Growing Our Own Jobs: a ment organizations and private organiza­ Small Town Guide to creating Jobs tions to obtain information on the business through Agricultural Diversification. you are considering. Washington, DC: The National Center for Small Communities, NATT. • Talk with bankers and other small busi­ ness instructors to obtain information on Pulver, Glen C. 1986. Community Economic managing a small business. Development Strategies. G3366, Univer­ sity of Wisconsin-Extension. • Conduct surveys or interviews with tour­ ists and visitors to determine if a service is needed.

• Check with suppliers to see what goods sell.

12 • TOURIST SERVICES RURAL TOURISM DEVEWPMENT Survey 1: TOURISM ECONOMIC DEVELOPMENT SURVEY

A tourist is someone who to a community from another location and does not plan to stay permanently. A tourist may be on vacation, on business, visiting friends or relatives, attending or participating in a special event, or passing through en route to another location.

This questionnaire will help us evaluate our community's capacity for tourism development. Participant cooperation is vital in assessing a community's strengths and weaknesses. The data provided will be used for statistical purposes only, and will be held in strict confidence. Thank you for your cooperation.

Please circle the number(s) that correspond to your best response or fill in the blank as appropriate.

BACKGROUND

1. Name. ______

Address. ______

City ______State.__ _ Zip____ _

Phone. ______

2. What year was this business originally established? _____

3. What form of organiz.ation does your business have?

1. Sole Proprietorship 4. Corporation

2. Family Business 5. Franchise

3. Partnership 6. Other (Specify) ______

GENERAL INFORMATION

4. Do you own or lease this space?

1. Own 2. Lease

5. How many square feet do you occupy? ___sq.ft.

TOURISM CENTER, Minnesota Extension Service 1991

Survey 1: 1 6. What do you consider to be the one most positive factor impacting the current/future development of your establishment.

1. Market Condition/Economy 7. Modem Facilities

2. Competition 8. Labor Availability

3. Regulations 9. Sanitary Facilities

4. Adequate Space 10. Location

5. Taxes 11. Other (Specify) 6. Transportation

7. What do you consider to be the one most ne&ative factor affecting the current/future development of your establishment.

1. Market Condition/Economy 7. Outdated Facilities

2. Competition 8. Labor Availability

3. Regulatory Constraints 9. Inadequate Sanitary Facilities

4. Insufficient Space 10. Location

5. Taxes 11. Other (Specify) 6. Transportation Problems

8. How do you rate_the general business climate in the community?

1. Excellent 4. Poor

2. Good 5. No Opinion

3. Fair

9. Is tourism promotion in the best interest of your community/business?

1. Yes 2. No 3. Would not affect me

Survey 1: 2 10. What type(s) of tourist attractions could or should be developed to attract visitors to this area? (Please indicate all that apply.)

1. Historic Attractions 7. The Arts

2. Amusements 8. Trails

3. Water Attractions 9. Entertainment

4. Riverfront Attractions 10. Development and Promotion of Festivals

5. Museums 11. Others (Specify) 6. Convention Center

11. Would you be willing to participate financially to assist with tourist promotion on a county level?

1. Yes 2. No

12. Have you toured a local business or industry?

1. Yes 2. No (Procee.d to Question 13.)

12a. If yes, which one(s)? ______

13. Please indicate the amount closest to your business' annual gross income.

1. Less than $50,000 4. $250,001-$500,000

2. $50,001-$100,000 5. $500,001-$1,000,000

3. $100,001-$250,000 6. More than $1,000,000

14. Estimate the percentage of your annual gross income attributable to tourism. ---% 15. What percentage of your gross income do you spend on advertising/promotion? ---%

TOURISM CENTER, Minnesota Extension Service 1991

Survey 1: 3 16. What type(s) of advertising do you currently use to promote your business? (Please circle all that apply.)

1. Tourism Guidebook 7. Signs/Billboards

2. Newspapers 8. Brochures

3. Radio 9. Cooperative Advertising

4. Television 10. Trade/Sport Shows

5. Direct Mail 11. State Tourism Marketing

6. Yellow Pages 12. Other {Specify)

17. What other types of advertising would you like to use to promote your business? (Please circle all that apply.)

1. Tourism Guidebook 7. Signs/Billboards

2. Newspapers 8. Brochures

3. Radio 9. Cooperative Advertising

4. Television 10. Trade/Sport Shows

5. Direct Mail 11. State Tourism Marketing

6. Yellow Pages 12. Other {Specify)

18. Are you a member of the Chamber of Commerce? 1. Yes 2. No

19. Are you a member of a local tourism council? 1. Yes 2. No

20. Are you or your business a member of any other business or civic organization?

1. Yes 2. No

20a. If yes, please list. ______

Survey 1: 4 21. What other types of businesses does this community need to better serve visitors?

22. Listed below are 14 statements that are concerned with tourism and our community. Please read these statements and indicate your response to them by circling the appropriate letter code to the right of each statement.

Circling (A) means you AGREE; (U) you are UNDECIDED; (D) you DISAGREE.

STATEMENTS YOUR RESPONSE

1. Tourism provides the kinds of jobs our area needs. (A) (U) (D) 2. Tourism helps balance the economy of our area. (A) (U) (D)

3. Most of the businesses involved in tourism are small. (A) (U) (D)

4. Tourism helps lower our tax bill. (A) (U) (D) 5. Tourism only helps businesses that sell directly to tourists. (A) (U) (D) 6. Other community services receive less attention because of tourism. (A) (U) (D) 7. Tourism makes it more expensive to live here. (A) (U) (D) 8. We should encourage more tourists to come to our area. (A) (U) (D) 9. Visitors and residents have a hospitable attitude toward each other. (A) (U) (D)

10. Tourism increases litter in our community. (A) (U) (D) 11. There are services and activities that we wouldn't have without tourism. (A) (U) (D)

12. Tourism makes the area more crowded. (A) (U) (D) 13. Tourism increases civic pride. (A) (U) (D) 14. Enough is being done to protect our environment. (A) (U) (D) Your additional opinions or comments about tourism and our community:

TOURISM CENTER, Minnesota Extension Service 1991

Survey 1: 5 GOVERNMENT SERVICES/INFRASTRUCTURE

23. Please indicate your level of satisfaction with the following as they pertain to your business. Circle only one rating per issue.

RA TING CATEGORIES

E = Excellent G=Good F = Fair P = Poor NO = No Opinion

ISSUES

1. Water Pressure and Supply E G F p NO

2. Storm Water Drainage/Sanitary Sewer Services and Costs E G F p NO

3. Waste Disposal E G F p NO

4. Traffic Lights/Street Configuration E G F p NO

5. Police Protection E G F p NO

6. Fire Protection E G F p NO

7. Code Enforcement E G F p NO

8. Street Surface Condition E G F p NO

9. Street Drainage E G F p NO

10. Snow Removal E G F p NO

11. Street Cleanliness E G F p NO

12. Planning Commission E G F p NO

13. Board of Zoning Appeals E G F p NO

14. Municipal Engineering Staff E G F p NO

15. Municipal Assessor's Staff E G F p NO

16. Health Inspector E G F p NO

17. Building Inspector E G F p NO

18. Fire Inspector E G F p NO

19. Public Works Department E G F p NO

20. Government Officials E G F p NO

Source: Don Hager Economic Development Director, Wisconsin Bell, Inc. Milwaukee, WI.

Survey 1: 6 Survey 2A: TOURISM ECONOMIC DEVELOPMENT SURVEY

Food Service Establishments Questionnaire Please circle the number that corresponds to your best response, or fill in the blank as appropriate.

1. Which one of the following most accurately describes your dining establishment?

1. Fast Food 4. Gourmet/Ethnic

2. Family 5. Supper Club

3. Restaurant/Bar 6. Other (Specify)

2. Do you serve alcoholic beverages?

1. Yes 2. No (Go to Question 3.)

2a. If yes, what type of liquor license do you have?

1. Beer, Wine 2. Liquor

2b. If yes, what percentage of your business' gross volume is generated through beer/wine/liquor sales?

---% 3. What is the average check per customer (excluding alcoholic beverages and before taxes and tips) for:

$.____ Breakfast

$. _____ Lunch

$·----- Dinner 4. Are reservations required?

1. Yes 2. No

5. Are brochures highlighting community attractions available for visitors?

1. Yes 2. No

TOURISM CENTER, Minnesota Extension Service 1991

Survey 2A: 1 6. What is your average full-time employment figure? (If you don't employ anyone full-time, please respond with a O rero.)

6a. What is your projected average full-time employment figure for next year?

7. What is your average part-time employment figure? (If you don't employ anyone part-time, please respond with a O rero.)

7a. What is your projected average part-time employment figure for next year?

8. Do you employ more people during the summer or winter, or is your employment figure fairly constant?

1. More in Summer 2. More in Winter 3. Fairly Constant

9. Can your personnel give accurate information, including directions, regarding community attractions?

1. Yes 2. No

10. Is your establishment accessible to the handicapped?

1. Yes 2. No

11. What is the total seating capacity for your establishment?

____persons

12. Do you have banquet facilities?

1. Yes 2. No (Proceed to Question 13.)

12a. If yes, please indicate your total banquet capacity.

----ipersons

Survey 2A: 2 13. Approximately how many customers do you serve each month? (Put an X before each month your business is closed.)

1. January 7. July

2. February 8. August

3. March 9. September

4. April 10. October

5. May 11. November

6. June 12. December

14. What percentage of your business is conducted on:

1. % Weekdays

2. % Weekends (Total of 1. and 2. should equal 100%.)

15. Which of the following most accurately describes the location of your primary competitors? (Circle all that apply.)

1. Local Community 4. The State

2. Local County 5. Adjacent States

3. Surrounding Counties 6. Other (Specify}, ______

16. What effect are your primary competitors having on your business?

1. Making Significant Inroads 3. No Real Impact

2. Future Threat 4. Never Been a Consideration

17. Please estimate what percentage of your customers are county residents.

---% 18. Are you willing to participate in community organizations to promote tourism?

1. Yes 2. No

TOURISM CENTER, Minnesota Extension Service 1991

Survey 2A: 3 19. Would you support community-wide retail promotional events?

1. Yes 2. No

20. Are you optimistic about the future of your business?

1. Yes 2. No

21. Is business generally better, worse, or about the same as last year?

1. Better 2. Worse 3. Same

22. Are you planning any additions or renovations within the next 12 months?

1. Yes 2. No

22a. If yes, what are your plans?

Survey 2A: 4 Survey 2B: TOURISM ECONOMIC DEVELOPMENT SURVEY

Entertainment/Attractions Questionnaire

Please circle the number(s) that correspond to your best response, or fill in the blank as appropriate.

1. Which one of the following most accurately describes your entertainment facility?

1. Museum/Gallery/ 5. Sports Attraction Historical Society (Specify) 2. Recreation 6. Other (Specify) 3. Entertainment

4. Arts Attraction 2. Please estimate what percentage of your visitors are county residents. ---% 3. What is your basic admission fee per person? 1. $___ Adult 3. $--- Seniors 2. $. ___ Children 4. No admission fee

4. What is your estimated monthly attendance? (Put an X before each month you are closed.)

1. January 7. July

2. February 8. August 3. March 9. September 4. April 10. October 5. May 11. November

6. June 12. December 5. Which of the following most accurately describes the location of your primazy competitors? (Circle all that apply.)

1. Local Community 4. The State

2. Local County 5. Adjacent States 3. Surrounding Counties 6. Other (Specify) ______

TOURISM CENTER, Minnesota Extension Service 1991

Survey 2B: 1 6. What effect do your primary competitors have on your business?

1. Making Significant Inroads 3. No Real Impact

2. Future Threat 4. Never Been a Consideration

7. Are brochures highlighting community attractions available?

1. Yes 2. No

8. What is your average full-time employment figure? {If you don't employ anyone full-time, please respond with a O zero.)

Sa. What is your projected average full-time employment figure for next year?

9. What is your average part-time employment figure? {If you don't employ anyone part-time, please respond with a O zero.)

9a. What is your projected average part-time employment for next year?

10. Do you employ more people during the summer or winter, or is your employment figure fairly constant?

1. More in Summer 2. More in Winter 3. Fairly Constant

11. Can your personnel give accurate information, including directions, regarding community attractions?

1. Yes 2. No

12. Are you willing to participate in community organiz.ations to promote tourism?

1. Yes 2. No

13. Are you planning any additions or renovations within the next 12 months?

1. Yes 2. No

13a. If yes, what d~ you plan to do, and how will it increase or change your capacity or ability to cater to tounsts?

Survey 2B: 2 Survey 2C: TOURISM ECONOMIC DEVELOPMENT SURVEY Lodging Questionnaire

Please circle the number(s) that corresponds to your best response, or fill in the blank as appropriate.

1. Which one of the following most accurately describes your lodging facility?

1. Hotel 5. Bed and Breakfast

2. Resort 6. Cottages/Housekeeping

3. Motel or Motel/Hotel 7. Campground/Campsites with restaurant 8. Hostels 4. Motel or Motel/Hotel without restaurant 9. Other (Specify)

2. Number of units:

Average In-Season Average Off-Season TuPeofUnit # of Units/Sites Daily Rate Daily Rate

Single

Double

King

Suite

Campground With Hookups

Campground Without Hookups

Other

TOURISM CENTER, Minnesota Extension Service 1991

Survey 2C: 1 3. Approximately what is your monthly percent of occupancy? (Put an X before each month your business is closed.)

1. % January 7. % July

2. % February 8. % August

3. % March 9. % September

4. % April 10. % October

5. % May 11. % November

6. % June 12. % December

4. For the past year, what was the average length of stay of your guests?

____nights

5. Do you have a minimum stay requirement?

1. Yes 2. No

5a. If yes, how long?

6. Please estimate what percentage of your guests are traveling for: ----% Business ____ % Lei~ure

7. Are your facilities accessible to the handicapped?

1. Yes 2. No

8. If your establishment has conference facilities, please indicate how many.

8a. If your establishment has conference facilities, please indicate the capacity of your largest meeting room.

___persons

Survey 2C: 2 9. What credit cards do you accept? (Circle all that apply.)

1. Mastercard 5. Discover Card

2. Visa 6. Other

3. American Express 7. None

4. Diner's Club

10. Do you accept personal checks?

1. Yes 2. No

11. Are reservations required?

1. Yes 2. No

12. Please estimate as closely as possible the percentage of your guests that come from outside the county.

---%

13. Are you planning any additions or renovations within the next 12 months?

1. Yes 2. No (Proceed to Question 14.)

13a. If yes, what do you plan to do, and how will it increase or change your capacity or ability to cater to tourists?

14. Which of the following most accurately describes the location of your primazy competitors? (Circle all that apply.)

1. Local Community 4. The State

2. Local County 5. Adjacent States

3. Surrounding Counties 6. Other (Specify) ______

TOURISM CENTER, Minnesota Extension Service 1991

Survey 2C: 3 15. What effect are your primary competitors having on your business?

1. Making Significant Inroads 3. No Real Impact

2. Future Threat 4. Never Been a Consideration

16. Are brochures highlighting county attractions available in your lobby?

1. Yes 2. No

17. What is your average full-time employment figure? (If you don't employ anyone full-time, please respond with a O zero.)

17a. What is your projected average full-time employment figure for next year?

18. What is your average part-time employment figure? (If you don't employ anyone part-time, please respond with a O zero.)

18a. What is your projected average part-time employment figure for next year?

19. Do you employ more people during the summer or winter, or is your employment figure fairly constant?

1. More in Summer 2. More in Winter 3. Fairly Constant

20. Can your personnel give accurate information, including directions, regarding community attractions?

1. Yes (Go to Question 21) 2. No

20a. If no, would you be willing to have your employees attend a training class?

1. Yes 2. No (Go to Question 21)

20b. Would you be willing to pay a fee for your employees to attend?

1. Yes 2. No

21. Are you willing to participate in community organiz.ations to promote tourism?

1. Yes 2. No

Survey 2C: 4 Survey 2D: TOURISM ECONOMIC DEVELOPMENT SURVEY

Retail/Service Questionnaire

Please circle the number(s) that correspond to your best response, or fill in the blank as appropriate.

1. Which one of the following best describes your business?

1. Craft/ Antique Sales 6. Automobile/Gasoline Service Station

2. Retail Factory Outlet 7. Professional Office (i.e., Medical, Beauty, Real Estate) 3. Sporting Goods/Supplies 8. Food 4. Other Retail Sales 9. Other 5. Service (Specify)

2. What do you consider to be the most important factor(s) leading to the success of this business? (Circle all that apply.)

1. Quality Product 5. Rare or Unique Theme

2. Service 6. Location

3. Selection 7. Other (Specify) 4. Price

3. Which of the following most accurately describes the location of your primary competitors? (Circle all that a~ply.)

1. Local Community 4. The State

2. Local County 5. Adjacent States

3. Surrounding Counties 6. Other (Specify) ______

4. What effect are your competitors having on your business?

1. Significant Inroads 3. No Real Impact

2. Future Threat 4. Never Been a Consideration

TOURISM CENTER, Minnesota Extension Service 1991

Survey 2D: 1 5. Which one of the following most accurately describes the location of the majority of your customers?

1. Local Community 4. The State

2. Local County 5. Adjacent States

3. Surrounding Counties 6. Other (Specify) ______

6. What is your average full-time employment figure? (If you don't employ anyone full-time, please respond with a 0 z.ero.)

6a. What is your projected average full-time employment figure for next year?

7. What is your average part-time employment figure? (If you don't employ anyone part-time, please respond with a 0 z.ero.)

7a. What is your projected average part-time employment figure for next year?

8. Do you employ more people during the summer or winter, or is your employment figure fairly constant?

1. More in Su(llmer 2. More in Winter 3. Fairly Constant

9. What types of new businesses would you like to see open in the area?

1. Retail Sales 5. Medical Offices

2. Wholesale Sales 6. Professional Offices

3. Service 7. Manufacturers

4. Restaurant/Bar 8. Other (Specify)

Survey 2D: 2 10. Would you support community-wide retail promotional events?

1. Yes 2. No

11. Are you optimistic about the future of your business?

1. Yes 2. No

12. ls business generally better, worse or about the same as last year?

1. Better 2. Worse 3. Same

13. Are you planning any additions or renovations within the next 12 months?

1. Yes 2. No (Proceed to Question 14.)

13a. If yes, what are your plans? ______

14. Are you planning to relocate this business in the near future?

1. Yes 2. No (Proceed to Question 15.)

14a. If yes, why? ______

14b. If yes, where do you plan to move?.______

15. Are you willing to participate in community organizations to promote tourism?

1. Yes 2. No

TOURISM CENTER, Minnesota Extension Service 1991

Survey 2D: 3 Worksheet 1: QUESTIONS A COMMUNITY SHOULD ASK Small businesses create jobs and incomes that are important to the economic vitality of rural communities. Communities can take action to develop infonnation and steps to help local businesses expand and individuals to develop new services for the visitor and traveler. Answers to these questions can help identify potential community business opportunities.

1. What are the potential tourism business opportunities and needs for my community?

2. How can we ask visitors what goods and services they are willing to purchase in our community?

3 Can we get our bankers and development groups to support local people in business start­ ups or expansions?

4. How can we off~r ongoing support for our businesses?

5. Can our community assist business development and expansion through business incubators, revolving loan funds, e.ducational programs, scholarships and other types of development assistance?

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 2: COMMUNITY BUSINESS SERVICES INVENTORY

Services you have. Services you need.

FOOD SERVICE !.. ______l. ______

2. ______2. ______

3. ______3. ______

4. ______4. ______

ENTERTAINMENT

1. 1.

2. 2.

3. 3.

4. 4.

ACCOMMODATIONS 1. ______1. ______

2. ______2. ______3. ______3. ______

4. ______4. ______

TRANSPORTATION

l.. ______1. ______

2 .. ______2. ______3. ______3.. ______

4. ______4. ______

TOURISM CENTER, Minnesota Extension Service 1991 Services you have. Services you need.

RECREATION !. ______!. ______

2. ______2. ______

3. ______3. ______

4. ______4. ______

SPECIALTY GOODS !.______!. ______

2. ______2. ______

3. ______3. ______

4. ______4. ______

ARTS

1. 1.

2. 2.

3. 3.

4. 4.

GENERAL,OTHER

1. 1.

2. 2.

3. 3.

4. 4. Worksheet 3: TOURISM BUSINESS DEVELOPMENT WORKSHEET Evaluating a tourism business idea

This worksheet will help you develop a written evaluation of a tourism business idea. Write short answers to tourism business ideas that you· like.

1. What is the business opportunity?

2. Who will buy my goods and services?

3. How will I reach and communicate with my customers?

4. How do I take advantage of the opportunity?

5. What resources do I need?

6. How do I gain control of the resources?

7. What business structure is best?

8. What problems or obstacles will I encounter?

TOURISM CENTER, Minnesota Extension Service 1991 "tJ C: 5!: c;· (J) ...(D c;·< (D (/1

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•;; i PUBLIC SERVICES CHAPTER 8

GOAL: To identify the role of government and other public bodies in providing services and facilities for the visitor.

PUBLIC SERVICES PRINCIPLES

• Visitors will increase the demand for existing public services (public parking, trash collection, police, emergency medical services) and create needs for new services (rest rooms, street lighting, directional signs, drinking fountains).

• As tourism develops, maintain or improve the level of public services to avoid dissatisfaction of residents.

• Providing visitor information is integral to the growth of the tourism industry. ,/ Information about attractions and services. ,/ Interpretation of community heritage, culture and unique features.

TEACHING OBJECTIVES

• Encourage advance planning for public service needs.

• Implement hospitality training programs for those who meet or serve the visitor and include training about the attractions and services available in the community and surrounding region.

• Develop interpretive programs for visitors about unique community features, culture and heritage.

RURAL TOURISM DEVELOPMENT PUBLIC SERVICES • 1 What Needs to Be Done?

• Take steps to create support for the tourism industry by the public sector. Jamesport, Missouri (pop. 650) re­ ports that "increased city sales • Involve local government in analyzing tax [from tourism] has enabled the quality and extent of public ser­ the city to pave all streets and vices relative to tourism and industry provide a community room and needs, pinpointing shortages and gaps. public rest rooms in City Hall."

• Plan for and develop additional public services to meet the infrastructure de­ Local government can also play a key mands of the community's tourism role in encouraging local investment and industry. ownership in tourism development. Tourism leaders should involve local officials as they • Examine funding for public services to create their vision of the community's tourism determine if existing funding methods industry (see Chapter 3, Organization). Lead­ are adequate to meet the needs or if new ers should also teach local officials that the re­ methods should be adopted. wards of tourism are usually increased when investment and ownership remain local (see Chapter 4, Local InvolvemenJ). The public Role of the public sector sector is often involved in efforts to recruit tourism development (hotels, restaurants, Tourism does not operate solely in the attractions, etc.). Many such developments are private sector. In many communities, the a joint effort of public and private funding. If primary attractions are publicly operated. local investment and ownership (for example, Parks, beaches and museums are examples of low interest loans or tax incentives for local publicly operated attractions (see Chapter 5, investors/owners) are encouraged, the profits Attractions DevelopmenJ). from these developments are more likely to stay in the community, provide more impact The public sector also provides many and generate additional local investment. services for visitors, both directly and indirect­ ly. Direct services include public parking, street accommodations for visitors, lighting for In Cook County, Minnesota (pop. streets and sidewalks, benches, rest rooms and 4,092) the Lutsen, Tofte, drinking fountains. Indirect services include Schroeder Tourism and Visitor water, trash collection, sewage treatment and Association worked closely with other utilities that must be adequate to accom­ the Cook County Board of Com­ modate an influx of visitors as well to serve missioners, the Cook County Re­ the needs of local residents. Human services, source Development Council and such as police, emergency medical, and infor­ the Cook County/Grand Marais mation services, will increase as tourism Joint Economic Development grows. Communities must consider the needs Authority to fund and develop a of the tourism industry when planning for championship golf course. public services.

2 • PUBLIC SERVICES RURAL TOURISM DEVELOPMENT Traffic Considerations

Accommodating tourist traffic is often one of the first challenges for local communi­ Oswego, New York (pop. 21,493) is ties and presents an ongoing problem for dealing with the problem of traffic growing tourism areas. In most small commu­ flow during large events. "We are nities, virtually all visitors arrive in their own diligently pursuing avenues to in­ vehicles, although some communities are also crease our ability to provide mass having success with motorcoach travel. The transit for our visitors during facilities for vehicles in small communities are these periods. Most residents easily overwhelmed by an influx of visitors. have learned that it is much eas­ Streets become jammed with traffic, parking ier to access the public transpor­ areas can't handle the demand (where can they tation or walk during events like park RV's, buses, cars with trailers and Harborfest and the Independence boats?), intersections are snarled, and pedes­ Celebration." trians find it difficult to cross streets. In partic­ ularly difficult situations, public transportation, such as shuttle bus or trolley, may be needed. If such issues aren't addressed, local residents can easily become disenchanted with a grow­ Branson Lakes Area, Missouri (pop. ing tourism industry. 3,706) "Chamber of Commerce commissioned a study of traffic Attractions can produce traffic problems and transportation into the next that can't be handled by usual means. Consid­ 20 years, and the results of the er shuttle busses and temporary parking loca­ study are being considered in fu­ tions to meet intermittent needs. As tourism ture transportation plans. Relief grows, consider using areas behind Main routes to alleviate traffic conges­ Street buildings for parking and open back­ tion [4 million visitors annually] door entries to the shops. In cases of traffic are being constructed, and addi­ crowding on Main Street, highway engineers tional roads are planned to allow and consultants can help find ways to increase the growth trend to continue." the flow of traffic and build capacity within the existing system. If your community is ~ going for the motorcoach market, provide ,,,..1.~ close-in parking for them. ~ _.,.._..... ~,~- ~~~ i-,~ ~~r======~----~&::t -~~___:____ ; ~,

RURAL TOURISM DEVELOPMENT PUBLIC SERVICES • 3 Information, Direction and Interpretation

The public sector is often involved in providing visitor information. In many cases, Grand Rapids, Minnesota (pop. visitor information centers are publicly built 7,976) operates a visitor infor­ and funded. Local government may also play mation center with 24-hour-a-day a key role in developing self-serve kiosks or access. Also, they "operate two additional directional signs to route visitors to 24-hour visitor information radio attractions and services in the community. stations on the AM band, two na­ Special interpretive signs explaining interesting tionwide WATS lines and FAX." community features, history, or people, and interpretive programs may be undertaken by local government. These kinds of services also may be provided by a joint effort of local • Computemed video display information government and local tourism organization, or stations are increasingly employed at points may be operated without public involvement where travel converges and places where (see Chapter 3, Organization). They are part people congregate (freeway exit areas, of the foundation for a community tourism shopping malls, etc.). Some versions of industry. these programs can also be set up to oper­ ate through television sets in lodging Information centers rooms and lobbies.

• Every community should have an infor­ mation center where visitors can learn Cortez, Colorado (pop. 7,284) lob­ about the community's attractions, its cul­ bied the state "to have Cortez ture and heritage, things to do, and ser­ selected as the site for [a state vices available. How the information information center in] Southwest center is staffed (if at all) and managed Colorado. Upon selection, the city will depend on the resources available. issued revenue bonds (pledging Lodger's Tax revenues toward re­ • Signs giving clear directions to the infor­ payment) for the construction of mation center location can be placed at all the , which houses community entrances with additional rout­ both the state welcome center ing signs as needed. staff and the local chamber of commerce." • Unstaffed information stations may be located at major entrance points. These can describe what the community is about, display maps and provide literature. Direct • Not every community can afford their own telephone connections to the headquarters information center. Try setting up bro­ center or to lodging facilities greatly in­ chure stations in existing businesses, or crease the usefulness of unstaffed stations. have unmanned outdoor displays or kiosks.

Adapted from Blank, 1989.

4 • PUBLIC SERVICES RURAL TOURISM DEVELOPMENT Funding for Public Services

Who should pay for tourist services? There is not a simple answer to the question of funding, since many public services benefit residents and tourists alike. The issue of con­ trol is also related to funding. As local com­ munities examine their need for public ser­ vices and how they could be funded, their decisions can have a major influence on great­ er community involvement in the shaping of the tourism industry.

If funding comes exclusively from tour­ ism-related sources, tourism industry leaders will wish to have a great influence over public tourist service decisions. If funding comes from both tourism and non-tourism sources, 'IOVRISM other sectors of the community will have a stake in public tourism services (Specific funding sources are discussed in Chapter 4, Local Involvement; Chapter 7, Tourist Ser­ vices; and Cha,pter 10, Funding).

Red Wing, Minnesota (pop. 15,107) uses a wide variety of public and private sources to fund tourism efforts. Sources include chamber memberships, city allocation fund for market­ ing, port authority projects, public\private co-op fund for special projects, Red Wing area fund grants, city bond issues, county bond issues and grants, private donations, and chamber/private business co-op marketing projects.

RURAL TOURISM DEVELOPMENT PUBLIC SERVICES • 5 Community Hospitality

Creating a welcoming atmosphere for • Leaming these ho.spitality habits: visitors is an integral part of the tourism in­ dustry. This is necessary not only for employ­ .I Make a good first impression ees of tourism businesses, but for all local .t Communicate clearly residents. Public services providers, like tour­ .I Know what is expected of you and ism business employees (who are more fre­ appropriate in your job as it relates quently in contact with visitors), must be to visitors especially aware of the need to develop and use good hospitality skills. .I Know your community .I Handle problems effectively Hospitality and customer service must be .I Make a good last impression a continuing process to be effective. Managers and workers need to be taught and reminded about these personal skills. Some high turn­ over tourism jobs employ a continuous stream Where to get training programs of new workers, many of whom will have ex­ tensive interactions with visitors. For com­ A number of customer services and munities willing to make a serious commit­ hospitality training programs are available ment to customer service and hospitality, there from both public and private sources. Restau­ is a wide market niche of visitors seeking rant hotel and retail trade associations as well exceptional service. Consistent, high-quality as many' chain businesses, have developed service doesn't just happen; it must be planned training programs specific to their business very carefully and adopted throughout the types. Private consultants offer a variety of community, not just by some. But the rewards educational programs. University extension for a community can be enormous. programs and vocational training programs often have training or educational materials Hospitality skills are centered around: geared toward tourism communities. These programs teach basic skills in customer service • A better understanding of how people and hospitality and an understanding of visitor communicate, not only with their words needs. but also with body language and tone of voice Some state offices of tourism have creat­ ed (or are aware of) a state-specific customer • Learning to recognize "moments of truth" relations program (for example, Colorado -- key moments when your respo_nse will Loves Company and Minnesota . . . at Your make an important impact on the visitor's Service). impressions

6 • PUBLIC SERVICES RURAL TOURISM DEVELOPMENT Action Steps

1 Set up meetings of tourism leaders with 5 Develop hospitality and customer service local officials (mayors, councils, planning training programs. Look for programs that commissions, county leaders, area plan­ local groups can conduct themselves, or ning boards and organizations, etc.) Esta­ hire professionals to help. Be sure to blish ongoing communications to keep include training about the local community public officials informed about tourism -- attractions, activities and services -- as activity and to listen to the concerns and well as a bit of history and culture of the interests of the public. area.

2 Establish public, private and joint tourism Resources roles. Obtain community input on public roles as needed (see Cha,pter 4, Local In­ Sharpe, Grant, editor. 1976. Interpreting the volvement). Determine how leadership will Environment. New York: Wiley be provided for joint roles: Will public or private organization be the overall leader? Zemke, Ron. 1989. The Service Edge: 101 Will leadership be split for individual func­ Companies that Profit from Customer tions? Care. New York: New American Library.

3 Coordinate with local officials to identify specific tourism projects and activities. Work jointly to prioritize needs. Assist as needed in developing and implementing selected projects. Use Worksheet 1: Public Services Checklist, at the end of this cluip­ ter.

4 Discuss general funding issues (see also Chapter JO, Funding):

• Funding strategies for ongoing tourism operations and facility maintenance

• Funding for specific tourism devel­ opment projects

• Supervision, control and reporting procedures for public funds used in joint operations

• Incentive and development strategies to encourage local investment.

PUBLIC SERVICES • 7 RURAL TOURISM DEVELOPMENT Worksheet 1 : PUBLIC SERVICES CHECKLIST

Available Currant Supply Maintenance Staff Facilities Name yes/no use:% of shortages: & repair: needs: needed: Not• capacity how much? what? what? what? where? where?

Attraction 1. 2. 3. 4. 5. Parking: Roads: Sidewalks: Lighting: Benches: Rest rooms: Drinking fountains: Directional signs: Water: Sewer: Storm drain: Solid waste: Tourist info: Electric: Gas: Phone: Police: Medical: Comprehensive plan: Other:

TOURISM CENTER, Minnesota Extension Service 1991 "Tl C: :I Q. :i" co

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lit!~~~\Jfl,. ·~:;,·.;;. MARKETING CHAPTER 9

GOAL: To increase consumer awaren~ and choice of your community as a tourist destination through development, implementation and evaluation of a marketing plan.

MARKETING PRINCIPLES • Marketing is driven by customer needs; appropriate product development and marketing come from a thorough understanding of the clients and the benefits they seek. • Marketing is much more than advertising, encompassing a wide range of communi­ cation efforts, including personal selling, sales promotions, and public relations, as well as advertising. • Marketing claims must be honest, accurate and consistent with a community's ability to deliver. • The marketing program should promote an image for the community. • Target marketing is needed to reach desired clientele within the limits of budget and resources. • Marketing evaluation is required to monitor the effectiveness of the marketing program in reaching target markets in the intended, cost-efficient manner.

TEACHING OBJECTIVES • A six-step community marketing plan should be developed: ,/ Analyze your current situation .I Set marketing objectives ,/ Identify the product you are marketing .I Carry out promotion strategies .I Select target market(s) .I Evaluate results • For efficiency and effectiveness, the marketing message must be brief, yet must capture the essence of your community's products. • Marketing methods selected should be complementary and build on each other for greater impact. • Mass marketing, in general, is expensive and frequently ineffective, except for increasing long-term destination awareness. • Marketing is only a portion of the effort necessary to communicate with the public; other forms of communication are visitor information, interpretation and research.

RURAL TOURISM DEVELOPMENT MARKETING • 1 What Needs to Be Done?

This chapter leads to the preparation of a Kottler (1982) highlights several points community marketing plan for tourism. implied in this definition: You will learn the six steps that are integral to developing an effective marketing program: "Marketing is a managed process. It in­ volves carefully f onnulated programs, It is important to build the product being not just random activities. Marketing marketed out of an assessment of the current takes place before any selling takes situation and operating environment for tour­ place, and manifests itself in carefully ism needs, basing tourism development on formulated plans and programs. Market­ inherent community strengths and advantages. ing seeks voluntary exchange -- market­ Targeting specific groups that are most likely ers formulate a bundle of benefits for to visit is imperative, as is attention to visitor the target market. Marketing dictates the needs. Clear direction is supplied by prepara­ selection of target markets rather than tion of marketing objectives. Understanding all attempting to be all things to all people. your marketing options is a precondition to Marketing relies on designing offerings selecting the promotion tools that will best get in terms of the target market's needs and your message out in the travel marketplace. desires rather than the seller's. Effective Evaluation provides feedback on how well marketing is user-oriented, not seller­ your plan is meeting objectives. oriented. Marketing utiliz.es and blends a set of tools called the marketing mix -­ Activities supporting marketing (market product, pricing, promotion and distri­ research, creating a promotional message, bution." budgeting) are also addressed. In this chapter, marketing is viewed as an activity that inte­ These five themes -- a step-wise process, grates information obtained from actions taken identification of benefits, targeting, a mar­ previously in community tourism develop­ keting orientation, and use of multiple ment. methods -- will be carried throughout this chapter. What is marketing? Marketing is a step-wise process

Marketing is a continuous, coordin­ Many communities just starting to work ated set of activities associated with with tourism leap to the "we need a brochure" efficiently distributing products and phase immediately. However, a standard services to high potential markets. It marketing format has evolved over time. is focused on providing customer These steps will be fully explained in the next benefits and satisfying needs better section and implemented in the Action Steps: than the competition. • First, analyze and identify what your com­ munity has that travelers want.

• Second, identify a product to be marketed; what will be your town's niche?

2 • MARKETING RURAL TOURISM DEVELOPMENT • Third, select target markets; that is, de­ Specialize: find your niche cide who is likely to buy the product your town is marketing. A sure way for a small community to fail is to try to be all things to all people. • Fourth, set marketing objectives. Primary destination areas like major metropol­ itan centers, state offices of tourism, and a • Fifth, choose and implement promotion major attraction such as Disneyland have the strategies. resources to do that; rural towns do not. Nor does a broad general message gain attention in • Finally, evaluate results in terms of return the marketplace. on cost. The trend across all retail sectors is toward market specializ.ation, per this article in the Washington Post: Identify and emphasize benefits "... In a consumer landscape fragmented There are very different benefits for into dozens of niches, a marketing plan consumers who purchase a vacation and those tailored to each specific group of con­ who buy the weekly groceries. Usually people sumers [is needed]. Welcome to the era buy travel experiences for emotional rewards of 'micro-marketing.' If marketers rather than purely rational reasons. Therefore, learned one lesson in the 1980s, it was the promotion message should emphasize both that the mass-appeal, one-size-fits-all sell tangible and intangible aspects of your com­ no longer sold. Instead, spurred by munity, focusing on customer benefits your competition, new technology and chang­ product offers. ing tastes, products were created -- and repackaged -- to capture often-tiny slices Link features to benefits that satisfy your of broad markets." (Farhi 1990) visitors' vacation needs: • Being near shopping (a feature) offers There are many examples of micro­ the opportunity to purchase local arts and marketing within the travel and tourism indus­ crafts (a benefit). try. Lodging chains offer a good example. Many chains have different "brands" for • Planned children's activities at a local at­ different niches, ranging from budget to free­ traction (a feature) frees a block of time way stop to moderate to luxury, from suite for parents (a benefit). hotels to small inns to one-of-a-kind four-star • At a lodging property having no televi­ properties. Specialize, and target, target, sion or phones (a feature) contributes to target! peace and quiet (a benefit).

RURAL TOURISM DEVELOPMENT MARKETING • 3 The marketing orientation through a specific delivery system. Promotion is any attempt to stimulate sales by directing persuasive or informative communications to Marketing is based on the principle that current or potential customers. Personal sell­ the consumer will buy a product if the benefits of the product satisfy buyer needs. By con­ ing, sales promotions and public relations -- in trast, selling focuses on the product offered addition to advertising -- are options that do rather than the needs of the customer. Selling not get enough attention in tourism for the assumes that the main thing necessary to sell powerful contribution they can make to getting the product is to overcome purchase resis­ your message heard in the marketplace. tance. A statement that reflects the selling orientation is: "We will attract tourists to Our A recent Business Week (1991) article City because we want tourists and everyone reports that the proportion of marketing dol­ would want to visit." The key to gaining the lars spent on ads has been dropping steadily attention of potential tourists is development of since 1978, and that advertising now accounts a community marketing, not selling, approach. for only 30% of total marketing expenditures. Compare this comment (Sadowske, 1990): In 1990 the majority of marketing dollars went to consumer and trade promotions. To learn "In fact, most of what gets passed off for from this trend, the travel industry, too, needs marketing in tourism today is 'selling' -­ to look at the optimal promotional mix -- the pushing what the community has, rather combination of methods used to reach the than 'marketing' -- aptly described as consumer. customer satisfaction engineering. To en­ gineer customer satisfaction, you must Marketing makes the difference begin by truly understanding the customer ~d that is exactly where marketing begins, Travelers often "buy" their tourism with market research to understand the experience sight-unseen, so the marketing consumer and understand the community campaign provides clues to what the customer through the eyes of . . . the potential tour­ can expect. This situation is radically different ist. A basic tenet of marketing is this: from one where the consumer can come into 'people do things for their reasons, not the store to try out and compare various prod­ ours.'" ucts before making a purchase decision. This m~s the only customer contact you have Tourists exchange their money for bene­ pnor ~ visitation is through your marketing fits provided by the community; unless needs matenals and activities. Thus, well-done, are satisfied, they will not repeat the trans­ attention-getting, and truthful marketing be­ action. comes an integral determinant of your com­ munity's success.

Marketing is more than advertising This fact is complicated if the market­ place becomes saturated, meaning there is a Carrying out promotional strategies in­ full range of consumer products, as well as volves taking your message to the traveler competing tourism towns. In saturated mar­ kets, tourism destinations must produce

4 • MARKETING RURAL TOURISM DEVELOPMENT above-average marketing in order to break local community -- recreation areas, en­ through the clutter. closed shopping malls, historic and theme attractions -- means the individual or family Advertising clutter looking for leisure time activities does not have to travel to reach them. The (tourism) Every person is bombarded with hun­ industry's promotional emphasis must shift dreds of advertising messages every day. to presenting travel as the superior leisure­ These range from television commercials to time activity in terms of entertainment, bus billboards to logos on coffee cups. Consu­ health, relaxation, and the other benefits mer studies show they add up to an average of consumers seek." (Frechtling, 1987) more than 2,000 messages daily, and the total is expected to increase. Most of these Therefore, at one level, the traveler's messages are ignored. Only a few motivate a choice is not only between competing destina­ response, whether positive or negative; only a tions, but also between whether to travel in the fraction result in an actual purchase. This first place or to rent videos or host a dinner sheer message overload makes it essential for party on Saturday night. the Chamber of Commerce staff, the local volunteer promotion committee, retail busi­ Marketing must be responsive nesses, and others to be skilled in using mark­ eting tools to increase the chances of success Finally, marketing can be one of your in the travel marketplace. community's mechanisms for tourism crisis control or opportunity creation. Most promo­ Message clutter and rising educational tion methods used have a short lifespan; their levels are producing a public that is increas­ immediacy enables you to respond to unfore­ ingly immune to hyperbole, and will only seen changes in the marketplace. If some respond to creative advertising that offers marketing funds have been reserved for con­ useful information, targeted to immediate tingencies, you will be able to mitigate the response, rather than to building a product effects of negative situations (for example, oil image (Frechtling, 1987). spills, weather disasters) or capitaliz.e on sitive conditions (such as a hit movie being filmed in Tourism competes for the leisure dollar your area). Know what all your marketing options are. In addition to other destinations, tourism must compete with alternative consumer uses of leisure time and discretionary monies:

"The explosion in sales of home enter­ tainment equipment -- VCR's, home com­ puters, cable television and enhanced audio systems -- has expanded the in-home alter­ natives to leisure travel and siphoned off discretionary spending. The expansion of entertainment and recreation facilities in the

RURAL TOURISM DEVELOPMENT MARKETING • 5 Developing the Marketing Plan

We have established that marketing is An orderly, step-wise process exists to everything you do to satisfy the needs and help your community or business prepare of a wants of customers or potential customers. It marketing plan that will guide your promotion includes advertising, promotion, publicity, decisions: smiling, creating a friendly atmosphere, posi­ tioning, segmenting, market research, custo­ 1 Analyze the current situation mer service, new product/ service develop­ 2 Identify a product ment, and innovation, among other things. 3 Select the target market(s) Market planning is an ongoing process, 4 Set marketing objectives with many of the steps occurring simultan­ 5 Carry out promotion strategies eously. Success depends on getting a con­ sumer's perspective through market research. 6 Evaluate advertising results

6 • MARKETING RURAL TOURISM DEVELOPMENT 1. Analyze the Situation

What does your community have that tra­ S. What is the community's image? velers want? The first step in the marketing 6. What are the current markets? process is to conduct an inventory and analysis of the travel and tourism industry and its Think about tourism today in your com­ potential within your area. Tourism isn't just a munity. The tourism experience being pro­ community or collection of small businesses moted now, whether planned or accidental, is with an interest in attracting visitors. Tourism generally a good indicator for the future. Set is an entire region organizing to draw and host images are difficult, although not impossible, tourists, with a marketing plan in place to to change. It is often easier to modify and guide direction. market a travel experience that has evolved over time and is built on local flavor than to A situation analysis answers the question introduce and develop a new form of tourism "What is?" as a basis for determining "What that does not match local culture, environment could be?" Your community should answer or heritage. these ten critical questions on a regular basis (See Workslzeet 1 at end of this chapter): 7. What is the competition for your com­ munity? 1. What attractions exist that will entice people to stop and visit? 8. How is tourism related to the commu­ nity lifestyle and goals? As noted earlier (hapter 5, Attractions 9. What roles do community organi7.a­ Development), the attraction mix should reflect tions play in tourism development? the richness of community natural, scenic, 10. What are trends that affect the tourism cultural, art, historic, special event, and man­ industry? made resources. Consider outside influences that affect what your community does. Tourism market­ 2. What hospitality services and facilities ing occurs within a competitive marketplace are available? that goes well beyond the community bound­ aries. There are many forms of competition Restaurants and lodging capacity are for your visitors and their dollars, but neigh­ complemented by grocery stores, specialty boring communities generally are not among retail shops, entertainment and service sta-. them. A number of strong travel-oriented tions. A service inventory was completed m communities, working together on regional Chapter 7. promotion, results in a stronger destination image, a greater variety of attractions and facilities, wider market exposure, and a 3. What experiences are visitors having in healthy degree of competition that spurs im­ the community at present? provements. Fully one-third of the case studies 4. What promotion methods are used submitted as part of this project were multi­ now, and how well do they work? community initiatives, primarily at the county level.

RURAL TOURISM DEVELOPMENT MARKETING • 7 You do, however, need to be concerned Suggestions on how to pull together this with other destinations at the national and situation analysis into a concise summary text international levels. Consumers have world­ outlining strengths, weaknesses and opportun­ wide choices today; you must understand your ities are provided under action steps in this competition and their strategies in order to chapter. market your competitive advantages.

The questions related to lifestyle and Teton Valley, Idaho (pop. 3,412): community involvement should already have The situation analysis indicated been completed (Chapter 4 and Appendix C). that the Teton Valley tourism In addition, know the roles that various group should try to capture a community organizations play in tourism portion of the visitors already at development and promotion in order to see the heavily promoted and well-known "big picture" about your town's tourism Jackson Hole, Wyoming. Resi­ options. dents of Teton Valley were realis­ tic in assessing that their town, Finally, understand social changes that just beginning a tourism develop­ influence your product and market position. ment effort, could not go head­ React quickly when they occur. For example, to-head in competition with their the move toward shorter, getaway, "mini­ more advanced neighbor then. vacations" is radically changing travel industry Like many communities with a strategies. Chapter 11, Issues, discusses some strong, but not overwhelming of these trends, such as smaller households, product, and only moderate name long-term interest in the environment, a con­ recognition, they first entered the tinuing need to streamline and simplify, and tourist market by drawing visitors taking health benefits for granted. from existing destinations with heavy tourist traffic.

8 • MARKETING RURAL TOURISM DEVELOPMENT 2. Identify Your Product

What is your community marketing? ment about what the community is selling. A After the situation analysis, most communities positioning statement is a shorthand synopsis find they are faced with multiple options for of your community's main tourism assets; it attracting tourists. The challenge is to choose serves as a guidepost to keep you on track. one dominant identity among all the alterna­ tives. You cannot and should not promote all A positioning statement would offer the of the community's attributes equally. In a main idea or message you want to communi­ tourism marketplace where consumers are cate, based on satisfying visitor needs. None faced with diverse choices, you need an of the small town case studies provided a "edge" to set yourself apart from the competi­ positioning statement in their application, but tion. You need to identify a unique product here is an example from the City of St. Paul, with a theme or identity that can be character­ Minnesota: ized by major promotion efforts. "St. Paul is a charming historic First, think about the image your com­ capital city with a small-town feeling munity already has (if any), and whether you and big-city access, offering a world want to enhance or shift that. Remember, one offun and education and a good main reason people travel is to experience a value for the dollar. " new and different environment. While this is perhaps more complex Certainly attractions will have the and comprehensive than most rural communi­ greatest influence on product selection. How­ ties would prepare, the positioning statement ever, other parts of the situation analysis may illustrates the value of having succinct descrip­ suggest that heavy promotion of a certain tion for planning reference. attraction may create a problem. For example, community meetings may indicate that resi­ dents feel that area fishing lakes are already overcrowded, so promoting them to tourists would exacerbate a bad situation. In that case, lakes may become a secondary attraction. Further, competitive analysis may bring for­ ward some advantages the community wants to promote (such as being a scenic alternative route to another major destination or metro­ politan area), or may indicate that the tourism product is not unique.

Develop a positioning statement

Work creatively with all the situation analysis information to identify a product. Sometimes the essence of the product can be captured in a positioning statement, a state-

RURAL TOURISM DEVELOPMENT MARKETING • 9 3. Select the Target Market

Who will buy the product your commu­ where potential visitors live. Travel time and nity is marketing? One certain way to fail is to positive attraction factors are widely recog­ try to please everyone with the same product. nized as the two main variables that determine An example of the level to which specializa­ where customers choose to go and what they tion takes place in tourism is Disneyland, choose to see. which offers 43 separate tickets with different target markets, ranging from senior citizens to Demographic markets are based on corporate events to nearby residents, who visit characteristics like age, sex, marital status, several times a year. number and ages of children, and life stage (young single adult or retired couples, for example) that have direct and obvious effects A target market is a group of on travel patterns. Plainly, young unmarried individuals sharing common char­ men and married couples with children have acteristics, toward whom marketing vastly different travel patterns. efforts will be directed. A behavioral market takes into ac­ count how potential tourists act, such as length The process of dividing the total market of stay, new versus repeat visitors, and skill into high-potential markets is called market level (novice or expert). But market segmen­ segmentation. It involves these steps: tation using behavior variables may also refer to why they behave as they do, their interests, • Identify and describe the different seg­ and their values. There are many factors that ments that make up the total market. affect travel by individual consumers: their reasons for travel, activities enjoyed during • Evaluate the economic potential of each travel, their general interests and opinions segment. about travel, and personal values. For one • Choose one or more market segments on person, travel may mean a tour of museums, which to focus. monuments and other cultural attractions in your community. Another person may travel You cannot afford to spend scarce to a meeting of a professional organization. A promotional dollars in appealing to people third person seeks amusement at a sporting who are not prospects for purchase of your event; another visits a park to fish. For differ­ product. Current visitors are a good indication ent reasons they engage in different activities of target markets attracted to your community. while traveling and value different types of New prospects are likely to have many of the attractions. same characteristics unless you are planning a product shift.

Identify market segments

Target markets can be defined by sever­ al factors: geography, demographics and behavior. Geographic markets refers to

10 • MARKETING RURAL TOURISM DEVELOPMENT Evaluate target market potential Deland, Florida (pop. 17,000): New and even established host commu­ The Main Street Deland Asso­ nities must evaluate each major target market ciation has determined that for its economic potential: most visitors come from the Northeast (Pennsylvania, New York, and Ohio) and the Mid­ • Consider your product and estimate its west, in particular Michigan. drawing power (Chapter 5, Worksheet 2). They are primarily families and senior citizens that spend a • Think about proximity to metropolitan longer-than-average two weeks areas and the quality of the transportation to several months in the area; network. Consider the number of people many visit year after year. traveling near your area; consult your These visitors cite Deland's Department of Transportation records. quiet, affordable, small town atmosphere and historic main • Use si7.e and accessibility of the target street as reasons for choosing market as criteria. There must be enough this central Florida community over (or as a base for) the tour­ members of the target market to justify the ist meccas of the coast and the investment in reaching them. You must be Orlando area. able to reach the target market through a standard form of promotion. Boaters, run­ ners, and anglers, for example, are very accessible; they belong to organizations and read specialized publications. In contrast, Resources for this section single parents are a less accessible market because there is no common affiliation or Ostroff, Jeff. 1989. Successful Marketing to central source of information. the 50+ Coruwner: How to Capture One of the Biggest and Fastest-Growing Markets in America. Englewood Cliffs, NJ: Prentice Choose one or more market Hall, 371 pp. segments on which to focus U.S. Department of Commerce, U.S. Travel Finally, select one or more of the target and Tourism Association. 1978. Identifying Traveler Markets: Research Methodologies. markets. You can concentrate on a single tar­ Washington, DC. 1()() pp. get market to the exclusion of all others, or you can use a strategy where promotion cam­ paigns are developed for two or more markets simultaneously.

RURAL TOURISM DEVELOPMENT MARKETING • 11 4. Set Marketing Objectives

Marketing objectives should clearly Some poorly stated or incomplete ob­ state what the community wants to accomplish jectives are "to increase visits," "to build mid­ in its promotion campaign. Objectives keep week business," and "to attract more retired energy and action focused on what's impor­ couples." In contrast, an example of a well­ tant. They help you track your successes and written objective is "increase phone and mail judge when it is time to review and shift inquiries by 20% from fall magazine advertis­ strategies. A good objective contains four ing between August 1 and October 15." elements: • A specific action, such as increased visita­ tion, sales volume or awareness

• A measurable outcome expressed in dol­ lars, a percentage or other numbers that indicate how much change will occur

• A time frame within which the action should occur

• An indication of the target market you are trying to reach.

12 • MARKETING RURAL TOURISM DEVELOPMENT 5. Carry out Promotion Strategies

Many communities and private entre­ your community apart, there might even be preneurs mistakenly assume that marketing is times when it is appropriate to concentrate on just deciding on a promotion strategy. They only one feature. Talk to your visitors, to the direct broad appeals to poorly defined markets experts, and even to competitors to clarify through a variety of media. You have seen what is distinctive about your community's that a situation analysis, product identification, offerings. Then build your promotion message selection of target marketing and setting objec­ around this distinctiveness. tives all precede promotion decisions. Promotions are evaluated with the AIDA principle -- Attention, Interest, Desire, Promotion is any attempt to stim­ and Action. First, be sure that potential tour­ ulate sales by directing persuasive ists see your promotions, and that they are or informative communications to interested enough to read on or participate. A current or potential customers, with good promotion will create a desire for the target markets in mind. product and motivate action.

Ogilvy and Mather, a top advertising firm with many travel accounts, heads its list Two activities are part of promotion. of suggestions on creating the promotional First, a marketing m~ge must be created, message with similar advice (Reilly 1980): coming directly from the product and its associated theme. Then, you must decide on • Spotlight the unique differences you offer. delivery systems -- a combination of adver­ tising, personal selling, sales promotions, and • Facts are better than generalities. "As low public relations tools -- that will get the mes­ as $399" is better than "reasonably priced." sage to the consumer. • Alleviate anxiety about going to a new place where lodging and eating choices are Create the marketing m~ge unknown. An advertising message is the result of • Use research to test daring new ideas, and a creative endeavor that tries to reach a cus­ don't be afraid to try. Don't follow and tomer whose travel expectations may be com­ mimic: create and lead. plex. The personal nature and emotional ap­ • Bargains are still irresistible. peal of travel shape the promotional message. • If there's news -- "the first," "the only" -­ treat it as news and feature it prominently. It is important to make key points prominent in your message. Many things • Photographs gain a lot of attention and could be said about any product, and probably should be captioned. an unlimited variety about some travel destina­ tions. However, no single promotional method Set a promotion budget should attempt to say it all. Say a few things well in each message and let your promotional Options for setting a promotion budget methods in combination say it all. To set fall into three basic categories: consider it an

RURAL TOURISM DEVELOPMENT MARKETING • 13 investment, spend what's qffordable, or be international visitation to Iowa has boomed. competitive. The best (and least used) way to set a promotion budget is to view advertising Select the promotion mix dollars as an investment: set overall object­ ives, define the tasks required to accomplish The major types of promotion used to these goals, and determine the cost of per­ stimulate travel and tourism are: forming those activities. • Advertising: Any paid form of nonpersonal What the community would like to presentation and promotion of ideas, goods invest and what it can afford rarely match. or services by an identified sponsor using However, using funds "left over" after other mass media, such as TV, radio or print. community projects are complete, or after paying the other chamber of commerce bills, • Public Relations: A nonpai.d presentation makes for a very unstable and uncertain opera­ of ideas, goods or services generally using ting environment. Long-range planning is the mass media. Unlike advertising, there is difficult. The compromise is to work through no identifying sponsor. Travel feature a budget analysis by the investment method, stories written after a "fam" (familiariza­ and then to adjust marketing objectives if costs tion) tour for travel writers are an example exceed available funds. Communities differ so of public relations efforts. widely that it quickly becomes meaningless to compare advertising budgets. Comparison is • Personal Selling: An oral or written pre­ defensive rather than aggressive. sentation to one or more prospective cus­ tomers on a face-to-face basis, including Investigate other resources to supple­ telephone solicitations, telephone reserva­ ment available marketing funds (see Chapter tions, and attendance at travel shows. JO, Funding). Joint venture marketing pro­ grams are common at the state level, with • Sales Promotions: Other activities that advertising campaigns eligible for matching stimulate purchases or create awareness. funds allocated on a competitive basis to local Some sales promotions, such as contests or regional nonprofit organizations formed to featuring free tickets or trips, may be promote tourism. You might also be able to geared toward the individual visitor, while work out trade arrangements with the media to other promotions may be directed toward exchange the travel services offered by the organizations selling travel services (for community for advertising time or space. example, travel agents).

Finally, remember to hold back some Together, these categories are known as contingency funds for unexpected opportuni­ the promotional mix, although strictly speak­ ties that could arise, such as a late snowfall or ing, promotional mix refers to the relative "hot" trend. Some Iowa towns, for example, amounts of effort or dollars put into each were able to change their advertising to take category. To make these choices, a working advantage of the popularity of the movie Field knowledge of the options is needed. Later ofDreams. The Japanese became interested in sections of this chapter provide an overview of this baseball story set in the Heartland, and more than twenty marketing tools.

14 • MARKETING RURAL TOURISM DEVELOPMENT 6. Evaluate Tourism Advertising

Potential travelers anticipate their trip. percentage of people who inquire from a spe­ During planning they use a variety of informa­ cific ad that actually visit your area. When ad tion sources to make travel decisions: recom­ costs are added in, cost per visitor (CPV) mendations, newspaper articles, media adver­ figures can be calculated by following each tisements, and informational brochures. Trav­ inquiry to its conclusion -- and finding out elers make choices enroute. The challenge for how much the advertising that influenced that tourism destinations is to influence the deci­ decision cost (See Worksheet 5, this chapter). sion-making process in your favor. There is no secret promotional formula, other than Despite competitive considerations, testing and evaluating regularly. evaluation is probably the most overlooked step in marketing. Unfortunately, once the ads What does it cost to attract visitors? have run and the dollars are spent, it's typical to move instead to other management activi­ In travel advertising, inquiry conver­ ties. However, evaluating advertising results sion analysis is the evaluation of the pros­ will allow you to adjust your marketing pro­ pect's information-collecting and decision­ gram to spend advertising dollars where they making process. First, an interested party calls are most cost-effective. When you know what or writes to ask for more details after seeing the costs are to generate travel business, and an ad. Later, conversion.figures can be calcu­ can compare costs of different methods, you lated to indicate the percentage of those ex­ can shift your dollars to formats that show the posed to your advertising who actually visit. greatest return. In the long run, advertising is an investment that must increase profit mar­ Ads should be created to encourage re­ gins to more than offset adveltising expendi­ sponse by featuring the availability of a vaca­ tures. Costs must be tied to results to avoid tion planning packet, offering a discount or draining budgets. coupon, or providing toll-free numbers, self­ mailers or pre-addressed envelopes. Further­ There is one caution: in tourism adver­ more, if you have more than one ad running tising, there is often a long lag time in build­ at a time or are using media with a long shelf ing consumer awareness of and interest in life, it is critical to know the exact sources of going to a destination. Consumer decisions are inquiries. Code ads by using different tele­ complex. Evaluation figures are not an abso­ phone extensions or post office box numbers. lute measure of success or failure. Even if evaluation shows little consumer action, an ad Cost per inquiry (CPn provides a program may still be building significant simple measure of the initial impact of adver­ consumer awareness. It may be appropriate to tising. Does it cost the community $2 or $23 take a long-term risk and maintain a consistent to get one person to call for more informa­ advertising campaign that looks toward future tion? Most tourism destinations compare CPis business. Watch your cost-comparison figures, for various publications and stations on speci­ but use them as only one way to measure pro­ fic advertising dates. But inquiries are, after gress toward accomplishing the community's all, only one step toward actual visitation. The marketing objectives. The marketplace is acid test is whether the inquirer becomes a dynamic; as preferences and characteristics of customer. The conversion rate measures the travelers change, marketing must respond.

RURAL TOURISM DEVELOPMENT MARKETING • 15 Marketing and Promotion Examples

This section analyz.es the approach used by Villages of Van Buren, Iowa, profiled in the video, to develop a strong market presence. Staff and volunteers worked on several fronts simultaneously to keep awareness and interest in visiting this rural county high. Another example provided is the excellent marketing plan prepared by Coeur d'Alene, Idaho.

• Target markets and the needs of each Villages of Van Buren, Iowa were narrowly specified: senior citizens, young professionals, and young families that like to camp and attend festivals.

Villages of Van Buren attribute their • The Villages refmed their marketing success as a new player in tourism to "having mix as they became more experienced. had a dream of what we could become, and They matched visitor profiles with media then our citizens rolled up their sleeves and demographics, concentrated on certain worked." The office staff, in cooperation with population centers, and experimented. the volunteer marketing committee, addressed most issues related to effective marketing. • Part of the $82,000 budget from city and county government, membership drives, • The tourism product is well-positioned, donations, and a foundation was used to set with a strong image: a traditional rural up an effective office operation. This lifestyle, history, and a change of pace, all allows timely response to tourist requests in a beautiful outdoor setting with lots of for information. recreation opportunities along the Des Moines River. • A good variety of publications is avail­ able, including the new edition of Village • Over time, a consensus was built to market Visitor's Guide (a 56-page magazine format as group of twelve communities because on newsprint paper), the county brochure no one village was strong enough to draw "Explore the Villages of Van Buren," visitors on its own. several individual town brochures designed in "look-alike" formats, the state park • Tourism is part of a larger economic devel­ publication, and various brochures from opment program, promoting new business private businesses. and industry and supporting the existing economic structure. • A simple, photocopied county map, with points of interest on it, is distributed free at • Tourism there started out with a success various county locations. -- "Bike Van Buren" -- that demonstrated tourism potential to local residents, and • The county-wide billboard and signing showed the type of small-scale, authentic program creates an image, enticing the tourism planned for the community. pass-through motorist and directing tourists to sites of interest.

16 • MARKETING RURAL TOURISM DEVELOPMENT • The office staff works with the formal The Greater Coeur d'Alene Convention travel trade, in particular the motorcoach and Visitors Bureau has a two-year, 19-page industry, by attending trade shows, such as classically formatted marketing plan that pro­ the Jefferson Lines show in Des Moines. vides an illustration.

• There is marketing within Jackson Coun­ ty as well -- the "Explore Your Own Back­ Coeur d'Alene, Idaho (pop. 25,000) yard Tour" was created to familiarize The introductory section discusses residents with county attractions. Hospi­ the CVB mission, and states overall tality seminars, with an emphasis on giving goals. The situation analysis ad­ directions and cross-selling, are regular dresses national, state and county events. issues, integrated in an assessment of area tourism strengths and • There is extensive cooperative advertising weaknesses. Ten goals were identi­ with local businesses and other Iowa tour­ fied, relating to visitor information ism groups. For example, Villages of Van pieces, media and public relations, Buren has a full-page, 4-color ad in the the group tour market, participation travel insert to 1he Iowan magazine. in International Association of Convention and Visitor Bureaus • Potential marketing sources at a distance (IACVB) programs, the international are also utilized -- the Iowa Welcome marketplace, advertising strategies, Centers distribute county literature, and the resident awareness of the CVB, the Villages are part of loop tour on a map Idaho Centennial celebration, festi­ circulated by the State. vals and events support, and coop­ erative working relationships. An • The future looks just as busy: a promo­ action plan was developed for each tional video is being filmed, "fam" tours goal, with attached financial infor­ for newspaper and magazine feature writers mation. and free-lancers are being organized, a visitor survey is underway, and there are plans to tap into nearby riverboat gambling by offering add-on tours to Van Buren County.

The only areas the Villages of Van Buren need to improve are preparing a formal marketing plan, and designing evaluation into all promotion activities.

RURAL TOURISM DEVELOPMENT MARKETING • 17 Advertising Media

Media selection Advertising costs are a major consider­ ation. Of course, quantity purchases of time or Media selection means finding the most line space save money. In addition, cost per cost-effective way to deliver the message to thousand (CPM) is a useful concept in judg­ the desired audience. Know your target market ing alternative media strategies. Cost per well, so that you can approach the media to thousand is defined as the cost to deliver one ask for an audience profile, and are able to full-page black-and-white ad to 1,000 house­ spend media dollars in a format that most holds. It is compute as: closely matches the market segment you want to reach. Cost of one ~e x 1,000 = CPM Circulation Reach, frequency and impact are key Although primarily used to compare concepts in selecting the combination of media magazine rates, it can be applied to television to use. and radio if you change the format slightly: • Reach refers to the number of people exposed to your message. Cost of (30-sec.) spot x 1,000 = CPM • Frequency is the number of times they Audience are exposed to the message. Cost per thousand provides a guideline. Impact is the quality of the exposure in • All things being equal, lower CPM is usually terms of consumer response. better, but the quality of the media, audience type and audience attention span must also be Remember that advertising deals with weighed. cumulative effects. Visitor response usually comes from a variety of media used over a The following section presents a brief long time. A wide variety of options exists for overview of these advertising methods: timing your media campaign. You can send out your advertising message continuously, in • newspapers concentrated small "bursts," or at regular • magazines intervals. Remember that many vacation deci­ • brochures sions are made well in advance of actual travel. Coupled with the need to set media • direct mail production schedules well in advance, a very • television and video long planning horizon becomes necessary for • radio most media buys. • specialty advertising Know your target audience's media habits. Consider the type of message you want Table 1 (pages 24 and 25) displays ad­ to convey. For example, an upcoming special vantages and disadvantages of each of these event needs the immediacy of television, radio advertising tools. or newspaper coverage. However, a detailed tour package is best presented in a written format.

18 • MARKETING RURAL TOURISM DEVELOPMENT Newspapers printed. Tear-out reader response cards -­ alone or in combination with other magazine Most of the travel industry uses display advertisers -- make it exceptionally easy for ads, which are billed on the basis of the col­ readers to get further information. umn inch. A column inch spans a single col­ umn (usually about 2 inches wide) and is 1 The publisher's statement contains infor­ inch deep; advertisers can buy any portion of mation on circulation, renewal rates, and geo­ a page, measured in column inches. Usually, graphic breakdown of subscribers. Again, you can specify in which section you'd like using regional editions to match your geo­ the ad to appear (travel, entertainment, graphic target can cut down on costs. The rise sports), but particular ad positions are not in special-interest magazines, featuring certain guaranteed. recreation activities and hobbies (such as Canoe), geographic regions (Midwest Living), Circulation largely determines price, and lifestyles (Modem Maturity for retired with discounts for frequent advertisers. Con­ persons), has made it easier to reach distinct sider regional editions for greater targeting. market segments. Also consider magazines for Newspapers will often provide preliminary the travel trade, such as motorcoach tour oper­ consultation on putting together an ad cam­ ators (for example, Destinations), travel agents paign at no additional cost. Extra charges may (Travel Weekly), and meeting and convention be assessed for color, and any staff help on planners. artwork, layout and typesetting.

Many chambers of commerce encourage Brochures local tourism businesses to advertise coopera­ tively under a banner headline naming the Each year, tens of thousands of travel, community, in order to gain more visibility attraction and lodging brochures make their for one destination. Some chamber executives way into the hands of prospective visitors to suggest placing an ad occasionally in the local small rural towns. Despite overdependence on area to increase community support and visi­ brochures, many times too little thought goes bility for tourism. into the preparation. Often the result is a weak print piece that can hurt rather than help busi­ ness. Magazines Creating the best brochure possible means: Magazines sell a portion of the page, in • thinking through the brochure concept, full-, half-, quarter-, eighth-, etc., page incre­ • writing the text, ments, so there are limits on how you use the space. There are additional charges for pre­ • designing the look of the brochure, ferred positions, like the back and inside cov­ • actual production, and ers, center spread, and ads placed near popu­ • deciding on distribution plans. lar writers' columns. Normally ads go to the magazine camera-ready, meaning ready to be

RURAL TOURISM DEVELOPMENT MARKETING • 19 To take the last first, it's critical to have Next, the text needs to be arranged into a distribution plan in place to get the bro­ a cover that opens the sale visually, an interior chures to the right people. How many will the that expands the message, and a final panel community distribute in response to phone and that closes the sale. Remember, communities mail inquiries? Sports shows and speaking should develop separate brochures for tourism engagements? Walk-ins in the Chamber of and economic development, which have vastly Commerce office and travel information cen­ different audiences. ters? Direct mail campaigns? Travel writer contacts or "fam tours"? Broad distribution Graphic design and layout involves without a cohesive strategy is a waste of you, your printer, and perhaps a graphic scarce promotion dollars. designer as you make decisions about type­ face, style, colors, artwork and design. Use Sales appeal, creating a mood or image short paragraphs with plenty of "white space" about the community or event that makes and active photographs that involve people. people want to be there, comes from defining the brochure concept. To create a brochure In production, always consult with a that convinces readers to act, you need to printer on color, paper, brochure size, type clearly state the brochure objectives, the prod­ style, and the number of panels, and get writ­ uct image, and the market you aim to reach. ten bids for various options.

This creative Jackson County, Iowa, ad uses words from popular culture to capture the attention of upscale markets.

AN SO'S GUIDE TO JACKSON COUNTY, IOWA _....,·.-., ·11£· ~ .. - ·- . ' -,..;_. ' . -~~ ' ·~..c-•..:: .•: i wl'~...... l •r-_,_--­ The Fast Track Networking Rush Hour

For o lot pocket of lnlormollon, pleoae drop us o line or give us o coll. JockSon County Tourism Route 1. Box 01 Power Lunch Sabula. I0WO 52070 1·800·342-1837 Cocooning

Source: Breneman'. Don, Barbara _Koth an~ Glenn ~reag. 1987. Tourism Brochures to Boost Business. CD-FO- 3273. St. Paul: M100esota Extensmn Service, Tounsm Center. 8 pp. Short bulletin provides basic informatio on how to develop a brochure and create the text, with ideas for graphic design and layout. n

20 • MARKETING RURAL TOURISM DEVELOPMENT Winthrop, Washington (pop. 400): The com­ Brochures are used in many different ways munity's guidebook around the country. Here are some ideas. doubles as a children's coloring book, with games and entertaining information about the local area.

New Prague, Minnesota (pop. 2,957): The Czechoslovakian heritage of this town is evident in a 4-panel brochure using lace drawings and two-tone sepia photographs. An extra flap allows less expensive inserts, all with the same "look" and color scheme, to be included based on the individual request. Some of the 3 ¼ by 8 ½ " inserts available include history, a map, celebrations and special events, a and recreation guide, Chamber of Commerce members, and information on moving to New Prague or starting/expanding a small business. Also, a brochure for a local historic inn taps into consumer health concerns by showcasing its "Healthy Heart" (low fat, low cholesterol) menu.

Parke County, Indiana (pop. 15,034): Simple but well-designed bro­ chures photocopied on colored Council Grove, Kansas (pop. 2,500): paper appeal to very specific Council Grove's city brochure, visitor needs or interests: "Camp­ professionally produced by an ing in Parke County," "Covered advertising firm, gets extensive Bridge Bicycle Tour Map & Infor­ coverage through mailings, bro­ mation," "Things to Do and See chure distribution companies, and Near Turkey Run State Park," on racks at information centers and "Antique Shops," and "Canoe historic sites in Kansas. The com­ Trips in the Area." This is a low­ munity also belongs to regional cost method of customizing your tourism cooperatives that produce tourist product for specific target a specialized type of publication -­ markets once they are in the area. group tour manuals -- for the area.

RURAL TOURISM DEVELOPMENT MARKETING • 21 Direct mail fee. Be aware that overuse of this technique and the volume of junk mail have built some Direct mail, as the name applies, is public resistance and resentment to direct advertising maile.d directly to selected target mail. market members. It has been use.d for years by lodging properties -- midwinter letters that Hallock, Minnesota (pop. 1,304): remind past guests of great times, or to book The city of Hallock, in the Red soon for the upcoming season. Total costs River Valley of the North, does a include cost for production of letters, bro­ direct mail piece each year to chures, catalogs, postcards, price lists or campers who come to the area coupons to be sent, list preparation, and mail­ regularly. Local businesses then ing activities. A direct mail campaign is con­ advertise in these same cities in sidere.d very successful with a 2 % to 4 % Canada in conjunction with the positive response. direct mail campaign.

Mailing lists can be purchased from many sources, such as your Office of Tour­ ism, but it is impossible to overemphasize the importance of the quality of the list you select. Resource for this section The best list often is previous customers' names obtaine.d from receipts or registers. Fraser-Robinson, John. 1989. The Secrets of They have been introduce.d to the services you Effective Direct Mail. New York: McGraw­ provide and can generate good word-of-mouth Hill. advertising. Consider working with a business, utility company, local college, etc. to include paycheck or bill "stuffers" that highlight tour­ Outdoor advertising ist opportunities. If you mail to the travel trade, keep in mind the great volume of mail Billboards are the most common form of that travel agents and tour operators receive. outdoor advertising, with price based on size, Customize the package for greater attention. traffic volume and type (for example, illumi­ nated). Keep the message simple, and remem­ Bulk mail costs less than first class ber that most companies that lease billboards postage, but consider that many people throw prefer at least a two-month contract commit­ it away without opening it. The quality of ment. Outdoor advertising is usually designe.d your package can offset this tendency. For to create awareness. Destination choices made example, a gift shop featuring Third World on an impulse are not extremely common, so handicrafts maile.d a letter from overseas using opportunities to change a traveler's plans are colorful stamps of the country to reach previ­ not great -- with the exception of businesses ous customers. Include costs for return mail if geared to the traveler in transit -- motels, you provide a way for the potential visitor to attractions, gift shops, etc. Instead, outdoor respond. There is a major time commitment in advertising should place the option of a future the mailing itself. Mailing houses will sort, visit in the mind of the consumer. label, stuff and tie direct mail packages for a

22 • MARKETING RURAL TOURISM DEVELOPMENT Another option to complement me.dia audience incline.d to travel. Again, it is possi­ ~d~ertising is transit advertising on buses (both ble to buy local advertising inserts. Contact ms1de and outside) and taxis in major metro­ the local cable manager for more information. politan markets, or electronic marquees. Dedicated channels include community access channels run by public organizations, Television such as cities or school districts. These are generally nonprofit entities, so use would be Nothing sells like action and a visual limite.d to chambers of commerce and non­ look at the product. Advertising in prime time commercial groups. For example, you could evening hours in 15- (getting much more com­ develop a program on local attractions to be mon), 30-, 60- and even 90-second slots is the viewe.d by hotel guests. You would pay for most expensive in television. Match your tar­ video production costs, but not air time. Some get market with the characteristics of the community access channels use a tickertape people who watch the show. You can scatter format to announce upcoming tourist events. television "buys" (purchases of time) across the entire time sche.dule, or concentrate on Video specific segments. In major metropolitan areas, advertising agencies most often handle The widespread use of VCRs, both in television accounts. In smaller markets, you the private home and in businesses, offers may be able to negotiate directly with the another channel for promotion. In the potential station. tourist's search for information, the availabili­ ty of a short. video describing the community's Television is a perfect match for the attractions, services and tourist experiences vitality and strong visual image of the travel would be advantageous. In fact, fully one­ experience, but is a difficult medium for many quarter of the case studies submitte.d were sent destinations with a limite.d budget when you with community tourism videos. In addition to consider both production costs and air time. being sent out in response to requests, videos Your ad will be competing for attention with can support promotion efforts with travel ads that cost hundre.ds of thousands of dollars agents or tour operators. Furthermore, if the to produce, and the quality differences will be me.dia requests background information about noticeable. Your product must also have wide­ your town, available video footage is a plus. spread appeal for television to be the most As with any material, think through a distribu­ effective use of advertising dollars. tion plan first to assess your needs.

Cable television systems offer more (['ext continued following Table 1.) advertising choices; alternatives include private-for-profit or de.dicate.d channels. You can insert advertising to be seen only by local subscribers on major nationwide channels (for example, F.SPN). The Travel Channel offers the opportunity to target advertising to an

RURAL TOURISM DEVELOPMENT MARKETING • 23 Table 1: COMPARISON OF ADVERTISING METHODS

Advantages Disadvantages Unique Features

Newspaper • Broad reach • Non-selective; difficult to reach • Broad reach, • Permanence of printed word target market non-selective • Flexible, can change with • Consumers don't read all of short notice paper, short attention span • Can place ads by topic (e.g., • Frequency and color are expen- travel section) sive • Use eye-catching graphics • No reader involvement • Can use coupons to track re- sponse • F.asy to purchase

Magazines • Specializ.ed audience • Requires major budget to be con- • Broad reach, • Broad coverage sistent selective • Regional editions contain • Color costs more advertising at a fraction of • Long lead time national rates • Long lifespan, several readers • Visual impact

Direct Mail • Personalized approach to audi- • Worthless if list is not carefully • Selective, ence of good prospects selected measurable • Selective • Cost per unit can be high • Often costs less per lead • List maintenance costs are high • Rapid feedback • Frequency is expensive • Can save if interested • Some recipients throw away without reading

Outdoor • Low, low CPM • Difficult to measure audience • LowCPM; Adverming • High exposure response good at • Geographically selective • Difficult to attract attention be- building • Can reach customer near point cause of competition (driving, awareness of purchase (depends on busi- other signs) ness) • Limited m~e • Large investment to cover entire market area • Audience may resent intrusion on landscape

24 • MARKETING RURAL TOURISM DEVELOPMENT Advantages Disadvantages Unique Features

Television • Ability to present product in • High production costs for smaller • Only multi- dramatic, forceful way budget advertisers sensory mass • Huge audience • Expensive to buy time media • Viewer spends long time with • Cost prohibits frequency medium • Wasted circulation that comes • Color and motion easy with large audience • Wide geographic coverage • Viewers do not pay full attention • Long preparation time • Good time slots may be hard to buy

Radio • Frequency of message at low • Often fails to get listener's full • Low cost; cost attention (background music) emotional • Selected audience • Temporary message involvement • Emotional power of voice, • Need for brevity and repetition for listener music and/or imagination • Audience fragmented because of • Quick and easy to get on air, so many stations short lead time if reserved in • Difficult to measure response advance

Specialty • Increase name recognition • May not notice sponsor • Repeated Advert&ng • Reminder for present custom- • No mention of quality of service exposure ers • Distribution to those who have no • Good will intention to purchase

RURAL TOURISM DEVELOPMENT MARKETING • 25 Radio Specialty advertising

Attention-getting radio spots can comple­ Specialty advertising is used to keep ment other promotion efforts. For example, it present customers rather than to attract new is common practice to use a last-minute radio ones. Gifts or sale items with the community blitz to increase attendance at festivals or name, logo or slogan serve to increase good special events by tourists already in the area or will and remind customers to purchase soon. local residents. But radio is a radically differ­ Calendars, bumper stickers, T-shirts, match­ ent format from print or television, so seek books, coffee cups and decorative posters are assistance in developing a script. Ads by well­ in this category. They help maintain public known personalities can give radio a more awareness of your town as a tourist destina­ personal touch. tion.

Prime time on AM stations is during the See Table 1 on pages 24-25 for a comparison rush hour traffic to and from work, and morn­ of advertising media and their unique features. ings. On FM stations, evening and weekend time slots are most expensive. There are surcharges for placement within special shows, such as the morning news, weather, or business reports. Radio stations have generally been more receptive to tradeouts than other media. This means the station trades air adver­ tising time for a product it receives from you, which is often used as a listener prize in radio promotions.

26 • MARKETING RURAL TOURISM DEVELOPMENT Public Relations

According to a recent study, the two 11 Fam II Tours most persuasive factors influencing consumer decisions are "word-of-mouth" and editorial Familiarization tours are a way of giving coverage in newspapers and magazines. Most the formal travel trade a personal look at your studies show that word-of-mouth referral is the tourism product by inviting them to the com­ strongest influence on travel destination munity. First and foremost, define who the choice. Editorial articles, written by outside participants will be: travel agents, tour oper­ journalists, are perceived as being more credi­ ators, travel writers and media people, or ble and less biased than paid advertising. meeting planners. Do not mix groups because Publicity can stimulate an interest in the prod­ it dilutes your effectiveness in designing a uct. Awareness, rather than direct sales, is "fam" tour with a message tailored for the often the result of public relations activities. audience.

The negative side of public relations Eileen McMahon, with the St. Paul Con­ campaigns is that the message is not totally vention and Visitor Bureau, gives these tips controllable. In addition, the competition for for "fam" preparation, promotion and hosting, media coverage is intense; you need to stand based on years of experience (1989). out from the crowd. Being a credible source, clear, creative and innovative, consistent, and In preparation: client-focused (that is, asking: "What does this magazine/reporter/travel writer really need?") • Identify the purpose of the fam. Is it to can help your community excel in this tricky promote an annual festival, promote com­ business of public relations. munity attractions, or promote new lodging or restaurant facilities in the region? Develop a public relations campaign, starting with goals, delineation of the various • Develop an itinerary to accomplish the target markets or publics you want to reach, purpose, as well as show key elements of m~e content, and timelines. Think o~ me­ the area or attraction. dia contacts as an investment. Perhaps deliver • Prepare a list of potential participants, promotional material yourself to build a one­ carefully selected, with ten more than the on-one relationship (call first!). Know your actual number you want to host. priority publications and stations. Assess where you may already have an edge; for • Set policies. Two people from the same example, do board members have any media company? Spouses? Transportation? Come connections? Send thank-you letters when your early or stay late? Registration fees? town gets coverage. Doubles or single accommodations?

This section provides an overview of To get good attendance if you conduct familiarization __ "fam" -- tours, how to in- trips regularly, think about setting a yearly crease chances for getting feature stories . "fam" calendar and take it to trade shows written about your town, the use of press kits (, National Tour and news releases, and how to obtain corpo­ Association, for example) to allow advance rate sponsorship. planning by possible participants.

RURAL TOURISM DEVELOPMENT t.{ARKETING • 27 Decide whether to use a specially printed • Be sure any gifts are functional, and place invitation or standard letter, and start mailings welcome signs at several places visited. early. Follow up by phone and mail if the re­ sponse is positive. Keep in touch about the • Think about communication during the complete itinerary (including phone numbers, tour. Have phone numbers readily avail­ dress code) and descriptions of other partici­ able; a mobile phone helps if changes arise. pants. At the local level, meet with hotel and Keep back-up staff informed. other key hosts to discuss the tour responsibili­ ties, expectations, special amenities, etc. • Take photos. Keep a copy for your publi­ cations, and send to participants as a fol­ For the actual fa.miliari7.ation tour: low-up.

• Be sure the check-in is smooth. It sets the • Network. Expand your marketplace oppor­ tone for the entire experience. tunities. Ask for the business from or cov­ erage by participants. • Place welcome packets in the room; in- clude publications about the community. As a wrap-up, send thank you notes to local hosts and participants. Evaluation forms • Include name tags in the packet. sent to both these groups help you plan for next time. Then, book the business! Remem­ • Limit alcohol and receptions. ber the results of a successful "fam" with media representatives are long-term, and will, • Generally participants expect an intensive, in time, translate into coverage of your area. packed schedule, squeezing in as many actual site visits and as much information as possible. But keep it fun. Be sure there's Feature stories a productive and ertjoyable mix of sched­ How do those stories about small towns uled and free time. making a "go" of tourism wind up in glossy national magazines or on the front page of the • Pay attention to mealtime variety. newspaper? Basically, publications look for:

• Drive the route beforehand, watching for • The new or the noteworthy any load limits, low bridges and unattrac­ tive areas. • An unusual "hook" or lead-in • A human interest angle • Time the itinerary accurately. • A package approach (for example, a tie-in with other stories, events or towns) • Give specitk instructions to local hosts. Participants may expect to have time to talk • Differentiation (that is, why your town is with the persons representing the various different from seemingly alike towns) attractions. • Good photographs • F.asy access to a contact person

28 • MARKETING RURAL TOURISM DEVELOPMENT Help the media tell a good story. Brain­ stonn with the tourism marketing committee Jackson County, Iowa (pop. or chamber staff about potential human inter­ 19,834): Some tourism-related est stories. When you have a strong story line ideas are so creative the media in mind, approach a medium in its own for­ comes to you. April, traditionally a mat: print to print, videotape to television, quiet month for tourism, has been audiotape to radio. Contact a particular person enlivened with Jackson County's or section editor in a letter describing your "Return of the Mermaids to the idea, attaching a press release and any relevant Mississippi," an extremely popular promotional literature. Photos can help "sell" (and photogenic) event with re­ the story to newspapers or magazines; action, gional media. high-contrast black-and-white standard size prints or slides are appropriate. Let them know from your "angle" that you thoroughly understand their publication and readers (or Press Kits station and viewers). Offering the media tick­ ets to your event and other freebies is a nice Press kits (or, more correctly, media gesture, but do not overdo it. kits) are a flashy way to package the commu­ nity. The set of eye-catching materials might Contact a magazine staff at least three to include a special invitation to town, a press four months prior to publication. Remember, release, brochures, photographs or press clip­ newspaper columnists may have a large fol­ pings. Distinguish the press kit in some way; lowing. One to two weeks after the initial for example, oatmeal cookies were included in letter, telephone your contact, being sensitive a package for an oatmeal festival. Design the to the fact that he or she may be on deadline. kit to be filed away easily for later reference. This is your chance to "make or break" the story. Just be sure never to pitch the same story successfully to two different outlets of Dillsboro, North Carolina (pop. 180): the same media. Has developed an excellent press kit for distribution to the media. Remember one or two attempts that do The well-designed folder contains not result in immediate stories do not neces­ high-quality black-and-white pho­ sarily mean failure. The best strategy may be tographs, and ready-to-go press ongoing contact with your media circle, keep­ releases covering various aspects ing them updated about tourism in your town. of the community: the crafts, the Always follow through on media inquiries. train excursion, and more. The only way to gain trust and respect is by making your tourism organization a reliable source of infonnation and assistance. Eventu­ ally, they may think of your community in the context of story development.

RURAL TOURISM DEVELOPMENT MARKETING • 29 News releases Red Lake Riverlands, Minnesota: As News or press releases are newsworthy part of a local festival, the world's synopses of events or accomplishments, pre­ largest chain of "innertubers" -­ hundreds of individuals -- rode pared for use by newspapers, magazines or together down the river in this television. The media will: (1) run it; (2) rewrite it or do a feature story; or (3) ignore agricultural area. The press release it. To increase your chance of success, find a announcing this achievement was newsworthy angle, decide who you want to picked up by regional, national and reach and why, and know deadlines. News international media. releases should be no longer than two pages, double-spaced, with wide margins. Always include the date and contact person.

Clever headlines will draw attention to the release. All news releases are written in the present tense in the style of the inverted triangle; the most important details are at the top, the lesser in the middle, and the "nice to know" but nonessential at the bottom. That way an editor can chop the release at almost any point, and still retain the essential infor­ mation.

Related to press releases are community events calendars or fact sheets about tourism and your efforts that can be circulated to the media.

30 • MARKETING RURAL TOURISM DEVELOPMENT Personal Selling

Personal selling refers to every direct or impact on this future visitation. This empha­ indirect customer contact made, whether face­ siz.es the importance of the entire community to-face or by telephone. A summer visitor's in drawing visitors. return for a fall festival, a resort guest who books a reservation for the same time next Travel information centers year, and an out-of-town caller who decides to stay for a long weekend instead of the over­ Public travel information centers (TICs) night visit originally planned all provide evi­ display community and regional brochures. dence of personal salesmanship at work. Most places that draw tourists have a visitor information center, and distribute literature at With a personal sales perspective, the TICs in the regions that draw the desired community starts thinking of every individual target markets. TICs rely on distribution of as a potential visitor to, or salesperson for, the "take-along" advertising pieces and showing town. Customer relations and hospitality promotional videos, but the primary activity assume major importance, as do finding out­ that demands management attention is one-on­ lets or networks where the community's mar­ one personal selling. keting message can be presented. Travel information centers, telephones, trade/sports Telephones shows, public speaking, the role of the travel Consumers in North America are not trade (travel agents and tour operators) and used to paying for long-distance calls related corporate sponsorship will be discussed as to product purchase. For this reason, toll-free they relate to personal selling. 1-800 numbers are common, even expected, in the travel industry. Make it as easy as possible for an interested party who saw your Jackson County, Iowa (pop. ad to call about receiving more information, 19,834): Local school children in talk about activity options, or make reserva­ eastern Iowa make drawings and tions. Supplement this technology with well­ write letters about life in the coun­ trained volunteers or staff who are knowledge­ ty, inviting visitors to share their able and comfortable with low-key sales and rural lifestyle. These original pieces customer contact. are sent out to potential visitors in the packet of visitor information There have been examples in the travel requested. The personal touch has business of telemarketing -- unsolicited sales been very well received. of the travel product over the phone. Telemar­ keting steps include: development of the pack­ age to be sold; understanding the competitive However, tourism is a business that advantage of the package sold; pre-call plan­ relies on word-of-mouth. Market study after ning (script preparation and deciding who to market study demonstrate that the primary contact); training; establishment of a record­ source of tourist information is recommenda­ keeping system and management responsibili­ tions from friends and relatives. Ev~ry inter­ ty; and review. Telemarketing is still experi­ personal encounter betw~n. the tounst ~d mental for destinations; it has been used far host community has a positive, or negative, more by businesses.

RURAL TOURISM DEVELOPMENT MARKETING • 31 Trade and sports/travel shows 30,000 travel agents in the United States at present, and their numbers are growing. Func­ Trade shows are special interest meet­ tionally, travel agents fall into two categories: ings for the general public (called sports or retail and wholesale. travel shows) or for travel industry representa­ tives (for example, American Bus Association) Retail agents sell travel services directly to convene to gather information about travel to the consumer, counseling their clients and destinations. In evaluating whether your com­ helping them to: munity should attend these events, consider • Ma1ce destination decisions exhibit fees, travel, and per diem expenses, as • Select and book appropriate accommoda­ well as literature costs, as direct expenditures. tions at the destination In shows for the general public, while • Book airline, train and/or rental car reser­ you have a chance to talk personally with vations potential customers, the challenge is to select • Book cruise or offerings brochures and giveaway materials that are cost-effective. One way to control costs of Retail travel agents work for commis­ expensive marketing pieces might be to hand sions, which are paid by travel services pro­ out request cards that can be returned by mail. viders, such as lodging properties, airlines, This also creates a mailing list of people who railroads, cruise lines and tour operators. have shown an interest in your area. Today, it is standard hotel practice to rebate between 8 % and 10 % of the room rate to the With the travel trade, the strategy is to travel agent who books the guest. Any pack­ attend with tourism business owners in your age your community develops will have to community, and to schedule appointments participate by the same rules. with tour operators or travel agents to "sell" your community. To stay in business, travel agents must maintain a relationship of trust and confidence with their clients. Consequently, many retail Public speaking agents will not recommend a new destination or lodging establishment until it is personally inspected and visited. Many destinations and Television and radio talk shows, presen­ tations to clubs and organizations, and even ?~rators, therefore, make it a point to famil­ ranz.e travel agents in larger markets through advance promotions at malls give the public a "f: II t Man taste of what your community has to offer. 88;1 _ours._ y hotels offer travel agents special mcentives -- such as deeply discounted room rates -- to become acquainted with their facilities and services. A rural destination The role of the travel agent also, could work with the private sector ~ host a "fam" tour for a select group of retail Small towns and businesses do not put travel agents. enough emphasis on developing working rela­ tionships with travel agents. There are nearly

32 • MARKETING RURAL TOURISM DEVELOPMENT Wholesale travel agents specialize in normally provide services at the destination assembling tour offerings, which are sold to only, and do not package transportation op­ the general public through retail agents or tions or market the destination. Cruise lines, airlines. Wholesalers do not deal directly with which offer lodging, meals, visits to multiple the consumer (unless they operate at both ports, and on-board recreation, represent levels). Wholesale agents may or may not another type of tour wholesaler. operate the tours they market, and may sub­ contract with other tour operators for all or Local sightseeing operators usually sell some "land arrangements." their services directly to the customer or through concierges and the tour desk at local Every U.S. region has a chapter of the hotels. Other operators normally market their American Society of Travel Agents (ASTA) packages both directly to the customer and or the Association of Retail Travel Agents through travel agents or in conjunction with (ARTA). Sometimes attending an ASTA or airlines. ART A chapter meeting provides an opportuni­ ty for prospective tourism service providers One advantage of working with tour (your community) to obtain first-hand knowl­ operators to market a community's attractions edge of how these organizations function and is that the operaJor sha.res part of the cost of to build a working relationship with travel promotion. Normally, the tour company pub­ agents. lishes a tour catalogue containing photos of destinations (locally provided) on the various itineraries offered and distributes this sales The role of tour operators tool to travel agents, airlines and the general public. The catalogue can increase the visibili­ Tour operators create and sell travel ar­ ty of lesser known destinations and help to rangements, both for groups traveling together increase their customer base. with tour guides or escorts and for individuals traveling independently on a tour itinerary. As with travel agents, many communi­ There are many different kinds of tour opera­ ties conduct extensive programs to acquaint tors, with many different specialties, such as tour operators, both foreign and domestic, motorcoach tours, sightseeing by plane, excur­ with local attractions, facilities and services. sion boats, and even horse-drawn carriage Chambers of Commerce, Convention and rides. Most interstate bus tours are members Visitors Bureaus or tourism committees may of the National Tour Association (NTA) and bring tour operators into the community for often operate seasonal or features trips to rural these structured visits -- "fam" tours -- en­ communities for regional fairs and festivals of abling them to personally inspect and package a ethnic or floricultural nature. the destination. Visiting operators may also be offered discounts on the premise that they will There are also tour wholesalers who generate business and jobs for the community combine existing local sightseeing tours with in the future. air transportation, hotel accommodations, and meals to create a whole new tour product. In addition, sales managers from local Ground operators are tour operators who lodging properties, restaurants, attractions and

RURAL TOURISM DEVELOPMENT MARKETING • 33 sightseeing operators can meet company repre­ Familiamation tours are an important sentatives. These contacts are an opportunity way to give the formal travel trade a personal for personal selling and make it easier for the look at your tourism product. Decide first operator to assemble new tour offerings that whether the participants will be travel agents include the host community. Hotels frequently or tour operators. Keep to one group so that agree to grant special concessions to tour you can tailor your message for the particular operators who contract in advance of the tour­ audience. ist season for blocks of rooms, and may pro­ vide complimentary lodging for group escorts. Corporate sponsorship Group tours are one of the fastest grow­ ing segments in the travel industry, and are an Obtaining corporate sponsorship for a indispensable ally for communities that wish to community event or promotion activity can be increase inbound tourism from neighboring considered a form of personal selling because states or even foreign countries. Without a it relies on personal contact. Think of it as a working relationship with tour operators, rural form of publicity generated by linking the communities can tap only the individual mar­ community to a well-known product or com­ ket that travels by automobile or recreational pany. vehicle. As you can see, net­ works are complex. Probably the best way to start is to organize the private sector locally, and then approach a tour operator with a history of operation in the area.

34 • MARKETING RURAL TOURISM DEVELOPMENT Sales Promotions

Sales promotions offer incentives for the Packaging potential traveler, such as vacation packages, discounts and free offers, coupons, use of A popular technique for attracting time­ celebrities, and awarding of special prizes and price-conscious consumers is the vacation, through tourism trivia or photo contests. These weekend or get-away "package." A package methods are frequently applied by major is simply two or more travel components destinations -- consider Michigan's high-pro­ offered at a predetermined inclusive price. file use of "home-grown" celebrities in its A package may include lodging, meals, en­ tourism ads, or the Duluth, Minnesota, contest trance fees to attractions, entertainment, trans­ to guess when the first ocean-going ship will portation modes (such as auto, air, train, pass under the harbor bridge in the spring motorcoach), guide services, or other similar after the ice goes out (prizes are vacation services. packages in the Duluth area). However, rural tourism towns should try these strategies on a Packaging can be an effective marketing small scale in order to keep the marketing tool that provides such customer benefits as a appeal fresh and new -- sales promotions do known cost, time savings and ease of purchase get the customer's attention. (one call, one payment can buy the entire package), competitive pricing, predetermined arrangements, and access to popular activities Bemidji, Minnesota (pop. 11,000) and properties. targeted Canadian visitors with an advertising campaign that offered Packaging strategies coupons good for a 10% discount at 45 lodging, food and beverage The community tourism organization and retail businesses. The coupon may take a liaison role in getting small busi­ book was mailed to people who nesses together to develop a package, and responded to the ad and was even in marketing it. Several strategies can be judged a success because of the used: increase in visitor inquiries re­ ceived during a traditionally slow • Value added period and the number of coupons During peak or high demand periods, actually redeemed. packaging can add to the existing product. Visitors may be required to stay a pre­ scribed time, or travel may be priced at a premium by adding special services. St. George, Utah (pop. 25,000): A rent-a-car promotion with a • Low demand periods national car rental agency of­ Attractive features may be added to the fered a reduced rate on mileage community product to increase sales during with an entrance sticker from low demand periods. Participating business­ nearby Zion National Park. es may be willing to discount services in order to generate higher visitor volume.

RURAL TOURISM DEVELOPMENT MARKETING • 35 • Joint marketing to develop a combination of products and The business community can reduce mar­ services to launch your community into re­ keting costs, or start a new program it gional, national or international markets. could not normally afford, by joining to­ The package may be commissionable to gether to market a package. This strategy travel agents, or become an incentive -­ can be very effective if the partners in the your community package becomes a benefit program have similar customers. businesses award to productive employees.

• Targeted marketing • Customer convenience Packaging can be an effective tool to tailor Packages save travelers time and effort in tourism and travel products to specific arranging for their own combination of target markets. Examples are skiing, sports, travel goods and services. A local business eco-tours, theater weekends, or a bed and may develop a system to create individual breakfast lover's package. Market research packa.ges. is vital in finding the appropriate mix of services. Packaging success depends on good market research, an understanding of existing • Holiday weekends customers, knowledge of your community and Highlight special holiday events by offering its activity and service options, and creativity. services appropriate to the the theme. New Year's Day, Valentine's Day and Mother's Pricing the Package Day are examples of holidays for which special weekend packages for party-goers, Local lodging properties (and travel couples or families could be developed. agents in markets where tourists come from) will be the key to developing a package, even • Create your own recurring event though it is an area's attractions that bring Communities or businesses can start their visitors. Lodging and tranportation are usually own regularly scheduled events, such as the most expensive part of a package, and chess or bridge tournaments, re-enactments, constitute basic traveler needs. Add-ons, such murder mystery weekends or lectures on as dining, tickets to attractions, and recreation, some aspect of local history or flora/fauna. can increase salability of the package. There Often these events develop a strong follow­ are many variables to consider: ing and visitors may expect a packaged offering. • The package must be a good value offered at a competitive price. Visitors should not • Major events be able to purchase the separate items for Every community has major events or less than the total package price. activities that attract visitors to the area. Packaging can be used to make attendance • The package must be feasible. A break­ more attractive. even analysis helps estimate the number of packages that must be sold before a profit • Creating new products and markets is earned. Packaging can provide a marketing strategy

36 • MARKETING RURAL TOURISM DEVELOPMENT Selling the package Resources for this section

The community and its business partners Abbey, James. 1982. "Package tour design: a should prepare a packaging timeline: prepara­ comparative study of demographic and tion (such as market research, negotiation for lifestyle trends." Tourism Recreation Re­ services, and pricing decisions), marketing search (June). and package management (reservations, pay­ ment to suppliers, administration). The most Bergmiller, Gail. 1980. "Weekend and three­ frequent methods used to sell packages are: day packages proliferate throughout the lodging industry." Hotel and Resort Indus­ • Direct sales try (October). Sell directly to the consumer, especially tar­ geted to existing and repeat visitors. Bro­ McIntosh, Robert. 1974. "Vacation packaging chures, magazine and newspaper ads and in the lodging industry." Extension Bulletin personal sales are used. E-793. F.ast Lansing: Michigan State Uni­ versity. • Retail travel agent Sell through travel agents on a commission­ Sarka, Michael, William Langan, Patricia able (10%) basis. Travel agents work with Duricka, Lee Ann Fordyce, and Barbara customers outside the local area and can at­ Fisher, editors. 1983. Discover America: tract a regional or national market. Packa.ge Tour Handbook. Washington, DC: Travel Industry Association of America. • Tour operator or wholesale travel agent Wholesalers usually purchase travel prod­ ucts in great volume and resell them to travel agencies.

• Attractions or local retail outlets Packages are often developed cooperatively by local· businesses and sold through joint media efforts, at attractions and at other businesses that cross-sell the package.

RURAL TOURISM DEVELOPMENT MARKIITING • 37 Practical Market Research

Research ought to be an integral part of • What attractions, services and features do your marketing program, even though you tourists want? Have these preferences may feel anxious about your unfamiliarity with changed? it. Research is simply a systematic inquiry to discover or reveal facts. Extensive con­ • How do tourists use their time in town? sumer research is done before introducing new What are their behavior patterns? products from toothpaste to cars, or launching a new advertising campaign; tourism is no dif­ • How much do visitors spend? ferent. Think of market research as providing pieces of information that will help you to • How do visitors find out about the com­ refine the tourism experience (your product), munity? Is the advertising message reaching identify markets, or improve promotion effec­ the customer? tiveness. An example of research is market segmentation -- describing subgroups that Market research can be used to answer make up your visitors. questions at any stage in development of a marketing plan. The bottom-line is to clearly Major components of the market research define the issue to be addressed, and the spe­ process are: cific areas of interest. • deciding what you want to know, • deciding on the best method to gather that data, in terms of reliable results, cost and Research methods time required, and Despite the emphasis on survey meth­ • analyzing and interpreting the results. ods, there is actually a much wider range of research tools available for practical market Research topics research. Methods the community itself can employ or contract to consultants include: It is imperative that your marketing com­ observation, personal interviews, written mittee decide exactly what information is surveys and experiments. Existing research -­ needed. Move beyond generalities like "we called secondary data -- is another source of want to know more about our visitors," to information. It is important to match the topic specifics, such as: of interest to the most appropriate method. See a basic marketing or study design text for a • Where do our tourists come from? Where discussion of advantages and disadvantages of might our new visitors come from (market each method. potential studies)? You don't always have to start from • What are characteristics of visitors -- age, scratch; the University or Extension may be education, life stage, occupation, previous able to help you replicate research from other trips here, length of stay, etc.? areas, or may have generic questionnaires that can be customized according to your commu­ • What do customers think about the quality nity needs. of service in the community?

38 • MARKETING RURAL TOURISM DEVELOPMENT • Observation refers to watching customers requested tourist information and then to see how they act. Examples are: observ­ chose to visit another community (not ing how many people take brochures from yours!), asking them about their decision a rack or watch a promotional video at a process. It might also be used with current visitor information center; counting the customers, repeat visitors, those who have number of cars and noting license plate stopped coming to your town or tourists origins at an area attraction; or seeing how from a particular geographic area. (See long customers wait in line to get into a Appendix C for a brief overview offocus popular festival performance. Observation groups.) is also well-suited to evaluating the compe­ tition, that is, seeing how other tourism • Written surveys involve mailing or dis­ destinations host travelers. Observation tributing questionnaires to a sample of provides a richness of detail from the visitors, and having their responses re­ researcher's unobtrusive presence at the turned by mail or to an on-site drop-off tourist site, and for this reason is often used box. The advantage of having respondents in combination with more formal interviews complete the survey at their convenience and surveys. The key is to systematically (within limits) is offset by the time and ex­ record numbers, observations and impres­ pense of doing follow-ups to increase a sions. generally lower response rate and the im­ personal nature of surveys. As in personal • Personal interviews are structured interac­ interviews, the study design is important to tions where a researcher asks the tourist a minimize bias. Sometimes just a postcard predetermined set of questions. Two op­ distributed at certain times throughout the tions are face-to-face interviews, which year asking visitors about their characteris­ often have a higher rate of response, and tics and activities can provide a wealth of telephone interviews. The validity of your information and track any changes in the data will depend on question design and market. how representative your sample is of visi­ tors. Making decisions about how, when • The experimental method involves devel­ and where to interview is a tricky business; oping prototype services or marketing work with a marketing expert at your local strategies, testing them out on a limited university or hire a consultant to set up the scale and keeping accurate records on procedure. consumer reaction. For example, if the community developed a weekend getaway • A variant of the personal interview is the package for a specified cost on certain focus group, currently very popular in dates, experimental research could answer marketing circles. A trained facilitator takes questions about what marketing methods a group through a series of set questions, bring in the most visitors and how much and content of the discussion is then ana- they spend compared to independent 1yz.ed. Focus groups have wide applicability tourists. and can provide in-depth information other methods miss. One creative application is to run a focus group with individuals who

RURAL TOURISM DEVELOPMENT MARKETING • 39 • Your search for secondary infonnation might include a review of industry reports, Tennyson, Wisconsin (pop. 775): data sets and library material. While not The "Catfish Capital of Wiscon­ completely comparable, existing studies can sin," Tennyson uses guest regis­ provide clues about marketing strategies tration information at a historic that have worked or not worked in other lead mine as the basis for geo­ places, or characteristics of certain market graphic target market analysis segments. Secondary research data can also (that is, where they come from) keep the community current on larger and estimated visitor counts. travel trends and market shifts.

Existing information Branson Lakes, Missouri (pop. 3,706): The Marketing Council of There is a lot of information already Ozark Mountain Country annually available specific to your community that tracks lodging and entertainment could be organized to fine-tune your market­ growth (number of restaurant ing program: seats, lodging rooms, campground spaces, indoor/outdoor theater • To learn more about where your visitors seats) and economic indicators come from, collect and categoriz.e the zip (sales tax revenue and highway codes from addresses on checks written by traffic counts) and has contracted visitors, credit card records or persons who out to a private firm for a visitor request tourist information. Note that the analysis study. first two techniques rely on cooperation from local businesses.

• Compile and analyze out-of-state or out-of­ county addresses from fishing license re­ cords kept at the county courthouse. A follow-up action might be to mail these tourists the community brochure along with an invitation to a special event or a repeat vacation next season.

Be creative in thinking about "evidence" that tourists leave behind that could help you learn more about them.

40 • MARKETING RURAL TOURISM DEVELOPMENT Analysis and interpretation Resources for this section

You are not done! Research is only as Babbie, F.arl. 1973. Survey Research Methods. good as the investment made in quality analy­ Belmont, : Wadsworth Publishing. sis and interpretation. Do not be put off by 384 pp. numbers and statistics; if necessary work with a university, extension dervice or small busi­ Dillman, Don. 1978. Mail and Telephone Sur­ ness development center expert and others to wrys. New York: Wtley. develop a basic working knowledge that will help you in understanding results. It is impor­ tant to: • organize your findings, • think about what they mean, • talk to others to clarify the interpretation, • act on the information, and then • analyze or evaluate the results from the changes you made.

Finally, don't forget how much can be learned about your visitors simply by being "chatty" at places like the visitor information center, where you meet out-of-towners. Friendly inquiries like: "Been here before?", "Where are you folks from?" and "How'd you find out about us?", when formally documented (keep a check sheet behind the desk), are a valuable contribution to formal research findings.

RURAL TOURISM DEVELOPMENT MARKETING • 41 Action Steps

1 Situation analysis (Worksheet lJ appealing. Do not fight this connection.

Summarize your findings on community Consider the competitive environment attractions, services and facilities, the current within which your community operates (Item travel industry and outside influences in a DJ. In Chapter 3 (Worksheet lJ, you complet­ written summary statement (Item AJ. Review ed questions about values and community the information gathered from the attraction involvement. Assess in a public forum what inventory, assessment and grouping completed type of tourism is compatible with local life­ in Chapter 5, Attractions Development. Re­ styles, that is, authentic tourism. Know the member the concepts of quality, authenticity, roles various community organizations play in uniqueness, activity options and drawing development and promotion. See Chapter 11, power were used to select an attraction mix Issues, for a discussion of trends, such as with strong market potential. Be sure the mix smaller households, long-term interest in the reflects the richness of the community's natu­ environment, need to streamline and simplify, ral, scenic, cultural, art, historic, special event and taking health benefits for granted. and man-made resources. Finally, combine relevant points in an In the discussion on service (Chapter 7, outline of community strengths and weak­ Worksheet 2J, you described the mix of tour­ n~, problems and opportunities for ism establishments, their occupancy/profit­ tourism (Item EJ. ability and services provided. For example, you will have details about whether motels 2 Identify a product (Worksheet lJ have facilities for families, such as pools and playgrounds, or whether they are better posi­ Work creatively with all the situation tioned to attract business meetings because of analysis information to write a short statement the availability of evening entertainment. To about your community's tourism product. this detail add information about grocery Think about the image your community has (if stores, specialty retail shops, entertainment any), and whether you want to enhance or and service stations (Item BJ. shift it. Certainly attractions will also have a great influence on product identification. Describe in a short narrative (Item CJ the Sometimes the essence of the product can be experience your community now offers, both captured in a positioning statement stating in terms of tangibles (bed and breakfasts, what the community is selling. This product boating, location) and intangibles (rest and identification guides all the rest of the market­ relaxation, beauty, peaceful atmosphere, ing process; spend some time on it! friendliness, excitement). Outline promotion strategies now in use and envision future 3 Select target market(s) options. Through survey or observation, deter­ (Worksheet 2J mine who is buying your community's experi­ ence now. Visitors who come -- even though Complete a worksheet for each target there may have been no major promotional market your community will attempt to reach campaign -- are a good clue about the target filling in as much descriptive and evaluative ' market that finds your community naturally information as is available. This sheet will

42 • MARKETING RURAL TOURISM DEVELOPMENT become a reference from which to develop 4 Set objectives (Worksheet 3) targeted marketing messages and strategies. Follow instructions and update regularly. A geographic target market may vary in level of specificity from a grouping of particu­ 5 Carry out the promotion strategy lar metropolitan areas to residents of certain (Worksheet 4) zip codes. Another market may be "pass­ through" tourists, traveling from Point A to Worksheet 4 lets you visualize your Point B. Demographic information (age, sex, community's decisions as you work toward se­ education, occupation, income, number of lection of marketing strategies within budget children in party) can come from observing constraints. Place cost estimates in the budget visitors, analyzing records or learning from column opposite marketing tools. The key is other studies what is known about the same to choose options that work well together in a market. For example, bed and breakfast guests complementary manner. For example, an ad in the Midwest are predominantly professional in a metropolitan newspaper followed by couples in the 30s and 40s, with above-aver­ direct mail to certain neighborhoods may be age incomes. more effective than either method alone. The worksheet should help the marketing commit­ Information on behavior can be difficult tee or staff recognize the tradeoffs necessary and expensive to collect, although it is ex­ within the full range of options. Of course, a tremely valuable in fine-tuning a marketing more specific plan must then be developed for campaign. Some details are available from each method used. Remember to consider systematically watching tourists and studying promotional activity across all categories: other information sources, but most knowl­ advertising, public relations, personal sales edge is likely to come from surveys or inter­ and publicity. views (see market research section). 6 Evaluation (Worksheet 5) Assess the market potential of various target groups, using projected expenditures, Keep a running total on advertising size and accessibility as criteria. Consider effectiveness on Worksheet 5. As each ad seasonality; it is likely you will change market campaign draws to a close, tally inquiries, segments during the season -- some Great estimate total visitation generated by the ad, Lakes communities shift their marketing ef­ and, if available, report expenditures. As forts from anglers and second honeymooners evaluation gets more sophisticated, surveys to (spring) to families (summer) to ~tired cou­ track tourism could be put into place. The ples (fall) to winter sports enthusiasts. importance of evaluation is widely ignored, but notice that the majority of successful Finally, with this "sketch" of potential tourism destinations have implemented an customers in mind, select one or more of the evaluation plan. Start small with some basic target markets. Think about any unique needs statistics and assess how valuable that infor­ of this market, and whether any product or_ mation is to your community in deciding how service changes would make your commuruty to use its scarce financial resources for mar­ more competitive with this market. keting.

RURAL TOURISM DEVELOPMENT MARKETING • 43 References

Business Week. 1991. "What's in a name? Less and less." July 8.

Farhi, Paul. 1990. "Marketers bag big game in tiny niches." Article from The Washington Post reprinted in The Star Tribune (Minneapolis-St. Paul). January 21.

Frechtling, Douglas. 1987. "Five issues in tourism marketing in the 1990s," Tourism Manage­ ment (June): 177-178.

Kottler, Phillip. 1982. Marketing for Nonprofit Organiz.ations. Englewood Cliffs, NJ: Prentice Hall.

McMahon, Eileen. 1989. Familiariz.ation tour roundtable discussion. 1989 Minnesota State Tourism Conference, Morehead. 2 pp.

Sadowske, Sue. 1989. "Tourism marketing for communities: moving from hype to strategy." In Using Tourism and Travel as a Community and Rural Revitaliz.ation Strategy, John Sem, ed. Proceedings of the National Ex.tension Workshop. p. 97-103.

Resources

Breneman, Don, Barbara Koth and Glenn Kreag. 1987. Tourism Brochures to Boost Business. CD-F0-3273. St. Paul: Minnesota Ex.tension Service, Tourism Center. 8 pp. Short bulletin provides basic information describing how to develop a brochure, select a target group and develop the text, and includes ideas for graphic design and layout.

Gartrell, Richard. 1988. Destination Marketing for Convention and Visitor Bureaus. Dubuque, IA: Kendall-Hunt.

Koth, Barbara A. 1988. Evaluating Tourism Advertising with Cost-comparison Methods. CD-F0-3372. St. Paul: Minnesota Extension Service, Tourism Center. 4 pp. A short pamphlet describing how to calculate cost per inquiry, conversion rates, cost per visitor/reservation, and return on investment.

Morrison, Alastair. 1989. Hospitality and Travel Marketing. Albany, NY: Delmar Publishers. 532 pp. An excellent introductory textbook

Nykiel, Ronald. 1989. Marketing in the . New York: Van Nostrand Reinhold.

44 • MARKETING RURAL TOURISM DEVELOPMENT Worksheet 1 : SITUATION ANALYSIS

A. What attractions exist that will entice people to stop and visit? (Transfer information from Worksheet 3: Attraction Packaging, Chapter 5)

B. What hospitality services and facilities are available? (Transfer information from Worksheet 3: Community Business Services Inventory, Chapter 7)

C. Describe existing tourism activity (see Action Steps in this chapter). What experiences are visitors having in the community at present? What are the current markets? What promotion methods are used now, and how well do they work? What is the image of the community now?

D. Describe outside influences on tourism (see Action Steps, this chapter). What is the competition for your community? How is tourism related to community lifestyle and goals? What roles do community organizations play in tourism development? What are trends that affect the tourism industry? (Situation Analysis, continued)

E. Outline community strengths and weaknesses, opportunities and threats for touij.sm.

F. Combine all above information to identify your community's product in a positioning statement -- a few lines of text or a paragraph.

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 2: TARGET MARKETS

Complete a worksheet for each target market.

TARGET MARKET:

A. Target market description Geographic/where from?

Demographic characteristics (age, sex, life stage, etc.):

Behavioral characteristics (new or repeat, length of stay, etc.):

B. Assessment of market potential Size of market/numbers:

Economic potential/average expenditure:

How will this market be reached?

C. Seasonal variation in this market:

D. Special needs of this market:

E. Selected target market in 19_ : Yes No

Notes:

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 3: MARKETING OBJECTIVES

Write marketing objectives, being sure they specify: 1) an action; 2) a measurable outcome; 3) a time frame; and 4) the target market.

For example: "Increase phone and mail inquiries from fall magazine advertising (a specific action) by 20 percent (a measured outcome) between August 1 and October 15 (a time frame) from Seattle senior citizens (a target market).

1.

2.

3.

4.

5.

6.

7.

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 4:TOURISM MARKETING CHECKLIST

Medium Budget$$ NEWSPAPERS: (Market selection, ad preparation and insert dates) MAGAZINES: (Consumer analysis and geographic distribution)

BROCHURES: (Printing and distribution. Contract commitment)

DIRECT MAIL: (Present customers and special lists)

OUTDOOR ADVERTISING: (On- and off-premise signs. Contract commitment)

TELEVISION: (Consumer research, market segmentation and reach)

VIDEO: (Film, edit, duplicate, distribute)

RADIO: (Consumer research, market segmentation and reach)

SPECIALTY ADVERTISING: (Ash trays to yardsticks, cost & distribution)

FAMILIARIZATION TOURS: (Preparation, hosting, support materials)

FEATURE STORIES: (Writer, media contacts)

PRESS KITS: (Photos, writer, design, printing, distribution)

OTHER PUBLICITY: (Sources, copy and pictorial)

(continued) TRAVEL/VISITOR INFORMATION CENTER: (Rent, staff, utilities, supplies)

TELEPHONES: (800 numbers, telemarketers)

TRADE AND SPORTS/TRAVEL SHOWS: (Display costs, personnel and travel)

TRAVEL AGENTS AND TOUR OPERATORS: (Group tour manuals, step-on guides)

MISCELLANEOUS: (Writers, artists, photographers, agencies)

ASSOCIATIONS: (Local, regional, state, national) POSTAGE & STATIONERY: (Meter slugs, bulk, 3rd class, logos) CONTINGENCY: (Set aside small % of budget for the unexpected)

TOTAL

Adapted from: Recreational Resources Center, University of Wisconsin-Extension

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 5: MARKETING EVALUATION

ITEM Advertising Program Component Total (for example, specific ads, sport shows) Program

1. Total ad costs =

2. Total number of mqumes =

3. Total number of visitors =

4. Total revenue generated by travel party =

5. Cost per inquiry (CPI) = Line 1 = Line 2

6. Cost per visitor (CPR) = Line 1 = Line 3

7. Return on adver- tising investment (ROI) = Lin~ 4 = Line 1

TOURISM CENTER, Minnesota Extension Service 1991 "T1 C :I 9: :I IC FUNDING CHAPTER 10

GOAL: To provide information on strategies communities use to fund tourism organiza­ tions, marketing efforts, improvement projects, festivals and small businesses.

TOURISM FUNDING PRINCIPLES

• Financial planning is vital in developing effective tourism programs and projects.

• Tourism organizations and projects must develop a sustainable funding base that includes operation as well as maintenance costs.

• Local contributions and investments are the keys to successful community tourism programs.

• Diversified and sustainable funding sources are needed to maintain a community tourism program.

TEACHING OBJECTIVES

• Permanent funding enhances a community's ability to accomplish tourism goals and program~.

• Tourism businesses and organizations need to invest their own resources before they ask others to invest or contribute.

• Long term tourism program success depends on adequate funding for operations and maintenance.

• Local investment demonstrates project credibility and encourages outside investment.

RURAL TOURISM DEVELOPMENT FUNDING • 1 What Needs to Be Done?

Tourism financing provides the resources initiate funding and development plans, needed by tourism planning and marketing and plan for the long-term maintenance of organizations, by government, and by non­ the improvements. profit organizations to develop public services and attractions for visitors. It also helps fi­ • Small businesses nance small businesses that create tourism jobs These are the engines that provide jobs and and provide incomes for community residents. income from the tourism industry. Com­ mitment of local businesses and bankers to Planning is a critical element of a suc­ developing new businesses and expanding cessful community's organizational efforts, existing businesses is important for com­ and financial planning is a key ingredient for munity economic improvement. Commu­ growth of the community's tourism program. nities will need to commit time and effort Effective and competitive tourism programs to assist the business sector as a part of a cannot be developed or implemented without successful tourism program. local funding. • Festivals Festivals provide an effective method of Local financing is needed in four developing community solidarity and help important areas strengthen the community attraction base. Developing cost-recovery ideas will reduce • Tourism groups and organizations the need for annual funding requests to These groups provide the ideas and energy local organizations, improve the financial to develop and implement tourism projects base of the festival, and make managers and activities and are often the key tourism more sensitive to the marketplace. marketing providers for the community. Funding provides the resources they need to carry out these projects and activities. This chapter presents funding ideas and Stable and adequate funding is needed to gives case examples of these methods. The maintain a tourism program over time. exercises in previous chapters have provided the plans and ideas to' improve community • Improvement projects tourism efforts. This chapter will help commu­ Local governments must be committed to nities develop fuel for the engine -- those providing the public facilities and invest­ financial resources needed to implement a ments needed to service visitors, as well as community tourism program. · .,~ community residents. Rural communities ,~; often do not have the necessary infrastruc­ .1:r c~.i 1.~-~ ·\~:{1 .-. _'i:,• •. ture or attraction improvements needed for a strong tourism program. The large ex­ ~~·-. pense for these improvement projects demands careful planning to avoid costly mistakes and save money. A tourism im­ provement program allows you to plan improvements in an effective sequence,

2 • FUNDING RURAL TOURISM DEVELOPMENT Funding Tourism Organizations

Most communities have orgarmational • Diversify funding sources structures -- such as chamber of commerce Successful organizations rely on several convention and visitors bureau, economic ' sources for funds. Select funding sources develo?ment committee or non-profit tourism that can g~nerate adequate funds and begin committees -- to help organiz.e, develop and efforts to implement special funding sour­ market a community or area-wide tourism ces, such as bed taxes. One common mis­ pro~ram. These organizations may use a take organizations make is to spend major vanety of means to generate revenues that are effort on a funding program that simply used to h~re ~rofessionals who help manage cannot produce the funding needed. Take the organization and market the community. time to assess the efforts required and potential of a given funding method.

Basic principles for • Use grants or gifts only for start-up developing a funding base Grants and gifts often provide the resourc­ es to begin projects. However, these gifts Developing and maintaining a reliable and grants are only available for a short time. Use these funds to initiate projects funding base is one of the more difficult tasks ~d programs, but begin developing fund­ faced by a community tourism orgarmation. mg sources to provide for continuation of Most groups that fail do so because they did the program. not go through a planning process to define realistic goals and objectives and develop an • Cultivate relationships with potential implementation plan (see Worksheet 1). Use funders Many communities approach these ideas to help improve funding success: funding sources only when they have a proposed project and are looking for • Develop a short action plan funds. These communities often fail to Develop at least a two-year action plan for receive funds because they do not under­ your group. It is difficult to solicit funds if stand how the funding progra,ms work. It a plan of action is not well-defined. Before is a good idea to identify potential funding groups or individuals contribute, they need sources, meet the managers of these orga­ to know the proposed program. Planning nizations, and learn about their programs can help focus community efforts and and funding policies. achieve results in a timely manner. • Move toward self-sufficiency and stabili­ • Start with small projects ty in funding Grants and voluntary contri­ Many organizations attempt to start a bution funding strategies are often used to tourism program by initiating large and start tourism projects. However, these are complex projects that take considerable not reliable long-range funding methods. time to develop. Communities that start Develop funding sources that can be count­ with simple projects, which can be com­ ed on year after year to generate the need­ pleted within six months, begin developing ed funds. In the long run, the community a track record of successes. Financing and tourism businesses must provide most strategies are easier to develop once suc­ of the funding. cessful projects are completed.

RURAL TOURISM DEVELOPMENT FUNDING• 3 How to Find Sources of Funding

The following sources are used to fi­ Manistee, Michigan (pop. 6,734): nance tourism marketing and development Chamber receives annual appropri­ organizations. ations of $4,000 from the city government and $2,000 from the county government to help fund • Organization dues development and marketing ef­ Membership dues are often used by cham­ forts. Monies are used for advertis­ bers of commerce and similar groups to ing in the West Michigan Tourist help hire professionals to manage the Association's Summer Travel Plan­ organization. Some charge flat fees to all ner, development of local bro­ the membership, but many have a sliding chures, which are distributed fee scale based on number of employees or through travel information centers, gross revenue. Sliding fees can usually travel planners and other groups; generate more funds and are considered newspaper supplements in major more equitable. Larger businesses are metropolitan areas; and postage to better able to afford higher fees. answer inquiries from customers. Manistee has a reputation for excellent customer packages. Winthrop, Washington (pop. 400) is initiating an organizational dues structure that will fund 75 % of • Selling advertising the community tourism marketing Some communities develop joint marketing plan. Supporting member fees, 15 programs by selling ads for their own bro­ companies and businesses at chures, magazines, flyers and other mar­ $400; 75 full memberships, $120; keting materials. The tourism organization and 40 contributing members, charges individual businesses for the cost $25. Estimated total: $16,000. of developing the ad, in addition to distri­ bution and advertising fees. This method assures that those who benefit pay.

• Local government Harrodsburg, Kentucky (pop. 9,000) City and parish or county governments are participates in co-op and joint often asked to contribute to the operation promotional advertising efforts to of economic development committees or overcome a lack of marketing funds. Print advertising is the groups. The ability of these organizations major marketing strategy, using to tax constituents provides more accessi­ the Kentucky Triple A Tour Book, ble resources, especially for small commu­ Kentucky Travel Guide, and publi­ nities. However, many governmental cations for group tours. The Tour­ bodies may not wish to support these ism Commission coordinates the activities over a long period of time. typesetting, art and copy work; advertising costs are jointly shared among participating businesses.

4 • FUNDING RURAL TOURISM DEVELOPMENT • Lodging taxes Charging room or bed taxes to help fi­ Council Grove, Kansas (pop. 2,500) nance marketing efforts is becoming com­ formed a committee to ask all mon, even in small communities. A tax of local businesses for a three-year from 1-5 % is levied against room sales for pledge to the local tourism effort. hotels, motels, and bed and breakfast busi­ Enough was raised in the first nesses. This strategy charges visitors for year to fund a $55,000 tourism the cost of community marketing methods budget. and expands rapidly with the industry. A large number of communities in our case study files used a bed tax to fund tourism • Earned income marketing efforts. Lodging taxes are not Organiz.ations can generate income from a always dedicated for tourism uses. Check variety of sources, such as space rental at your state laws for details. buildings or festivals, administrative ser­ vices of the organization, advertising sales in organiz.ational marketing efforts, ticket Cedar City, Utah (pop. 14,000) has sales, vendor fees, or sale of goods at the a 3 % room tax collected by the festival or event. Tourism committees or Utah state tax commission. This organizations sell retail goods such as money is returned to the county books, T-shirts, pins and other retail goods and spent on tourism marketing to help generate funds. Sometimes these projects. Cedar City uses these items may be sold at visitor centers. funds for cooperative advertising, special projects and efforts to maximize promotional dollars. Eunice, Louisiana (pop. 12,000) sponsors the Annual World Championship Crawfish Etouffee Cook-off. This event generates $10,000 of revenue that is divid­ • Donations and ~ Communities often request state organiz.a­ ed among the three sponsoring organizations. tions, larger businesses and organiz.ations, and foundations for special grants to assist them in starting or expanding a tourism or economic development program. Such gifts are usually of a limited duration and Fort Scott, Kansas (pop. 8,450) should be used only for special start-up generated a $146,000 income, program costs. Funding sources may be including gift shop sales of found both inside and outside the $4,500. Retail sales was one of six funding sources for the tour­ community. ism budget.

RURAL TOURISM DEVELOPMENT FUNDING • 5 • Food and beverage taxes • Voluntary contributions Organizations or governments levy special Tourism businesses -- such as resorts, truces or find unique funding sources to restaurants and campgrounds -- volunteer help finance tourism marketing projects. to pay a set fee or a percentage of gross sales to help finance joint marketing ef­ forts. This can be classified as a "fair Natchez, Mississippi (pop. 20,000) share" method of voluntary assessments. has a 1 % surcharge on all restau­ rant meals to fund the Conven­ tion and Visitor Bureau and its Grand Marais/Cook County, Min­ marketing efforts. This tax, in nesota (pop. 4,100): The Gunflint addition to a 2% hotel tax, gener­ Trail Association, a group of ates almost $350,000 for the resorts, bed and breakfasts, Convention and Visitor Bureau. campgrounds, outfitters and res­ taurant operators located along the Boundary Waters Wilderness Canoe Area in Cook County, has • Publicity through others a voluntary system of assess­ Third party endorsement and recommenda­ ments to fund their joint market­ tion is a very effective marketing method. ing programs. In 1991, the asso­ Newspaper and magazine travel writers, ciation had an assessment of 2 % travel agencies and meeting planners, and of gross sales and generated news feature stories are frequently used to $60,000 for their annual market­ highlight an area. Communities do not pay ing budget. for these marketing efforts.

Grants Pass, Oregon (pop. 17,000) • Matching funds uses its marketing funds to make State Tourism Departments, foundations personal sales calls to identified and corporations will sometimes provide geographic markets. Sales calls matching marketing grants to help commu­ are made to travel agencies, nities initiate new or innovative marketing planners, group tour operators, techniques or help rural areas develop new meeting planners and trade industries. shows.

6 • FUNDING RURAL TOURISM DEVELOPMENT • Special district levies St. Johns River Valley, Maine (pop. Communities create special taxing or 21, 141 ) received $100,000 from development districts that levy taxes and the state of Maine over a 3-year provide funds for organizational and mar­ period. These funds were used to keting efforts. develop a data base of the tour­ ism economy, organize a tourism reference library, conduct work­ Grand Rapids, Minnesota (pop. shops to increase the local tour­ 7,976) cooperates with Itasca ism development capacity, devel­ County to levy a special tax rate op a tourism calendar of events, and administer the grant. of up to one mil to finance mar­ keting projects. In 1990, this special levy generated approxi­ mately $79,000.

• For-profit business operations Communities own or operate businesses that create profits to help fund marketing efforts. Organizations sell shirts, caps and other retail goods.

San Luis, Colorado (pop. 800): The Costilla County Economic Devel­ opment Council operates a gift shop and bed and breakfast. Profits are channeled into tourism development programs.

FUNDING • 7 RURAL TOURISM DEVELOPMENT Funding Major Project Development

As communities begin developing and • Don't underestimate the funds needed to expanding their tourism development program, complete the project the issue of how to finance large, complex Lack of adequate funding can result in projects is usually encountered. Projects may project failure. Ask professionals to help range from developing a tourism information your community develop realistic project system, downtown improvements, trails, or financing plans. public art to major land purchase and facilities development. These projects may vary from • Select the appropriate financing tools those costing a few thousand dollars to those This chapter outlines a wide range of with multi-million dollar budgets. Such pro­ financing tools that can be used to help jects are usually one-of-a-kind physical im­ finance tourism projects. Select financing provements that are not easily financed by tools that will provide adequate monies and annual budgets. can be repaid with the revenue generated by the project.

Basic principles for • Develop a fmancing plan major project financing A project financing plan outlines all the funding tools that will be used, how the The following is a list of ten frequently maintenance of the project will be funded, used community project financing techniques, and details of how your community will identified by the Rocky Mountain Institute repay the debt. (1988). • Use multiple sources of funding for the project • Learn from other communities' Most projects require more than one successes and failures source of financing. Multiple sources of fi­ Has a similar project been completed by nancing will provide a more stable funding another community? Check with these base. communities to learn more details about the project's financing and management. • Leverage community resources with This may give you valuable ideas on man­ other sources of funding aging and funding your project. Communities with limited resources often leverage money from other funding sourc­ • Select an organi7.ational structure app~ es to complete a project. Many funding priate to the project sources do not wish to take the total risk There are many orga.niz.ations, each with for a project. Cost-sharing is frequently special strengths and weaknesses. Evaluate used to distribute the risk among funding your project to determine which local sources. orga.niz.ation has the skill to complete it.

8 • FUNDING RURAL TOURISM DEVELOPMENT • Separate operating and project develop­ • Have an outsider evaluate the feasibility ment expenses of the project Project expenses are usually one-time Projects often fail due to poor planning expenditures needed to complete a project. and evaluation of the basic project idea. A Operating expenses are costs needed to critical review of your project by an out­ keep the project functioning and are often side evaluator can help identify major financed through funds generated by the problems. project. • Determine if the project will improve • Evaluate the risks of the project your attraction base or increase jobs and All projects have potential risks of failure. income for your community Careful review of these potential risks can Projects that fail to fit into your overall help you design a better project, plan for community tourism development plan and these risks, and reduce the chance of do not add to the economic base of your failure. community will be difficult to maintain over time. • Consider a public-private partnership for your project A combination of public sector and private Use the Tourism Project Funding Check­ business cooperation is an excellent strate­ list (Worl

Tips to improve the success of your community's projects

• Develop a project funding plan for both capital costs and operational and main­ tenance costs Over the lifetime of a project, the opera­ tional and maintenance cost will be much larger than the capital costs. Many project plans fail to consider operational and maintenance costs of a project.

FUNDING • RURAL TOURISM DEVELOPMENT 9 How to Finance Major Projects

There are a variety of funding methods • State, federal or private foundation that can be used by communities to finance grants or loans major improvement projects. Most-used fund­ These grants or loans are provided for a ing methods are: specific program or projects. Costs funded are usually major acquisition, building, or • General revenue bonds development costs that occur once in the Local government sells municipal revenue project's lifetime. bonds and pays back principal and interest from project revenues. Baker City, Oregon (pop. 9,200) has received funding from the Meyer Cortez, Colorado (pop. 7,284) has Memorial Trust, a major Oregon issued general city revenue bonds foundation, to help fund the for the construction of a visitor Oregon Trail Interpretive Center, center. The city pledges its the Hells Canyon overlook, the lodger's tax revenues toward Sumpter Valley Railroad Restora­ repayment of the bonds. tion, Inc., and the Oregon Trail regional museum, plus other important projects.

• Private investment Private investors finance a tourism devel­ • Governmental financing opment project. However, private develop­ City and county governments can use their ers need wning and public utilities and financing and taxing powers to provide services to complete these projects. Private funds to develop and build tourism pro­ investors sometimes ask for some assis­ jects. Recreation areas and parks usually tance with financing or public services in are funded by government. order to make the project feasible.

Red Wing, Minnesota (pop. 15,107) Noblesville, Indiana (pop. 17,384) has issued both city and county works with individual businesses bonds to help finance tourism to make improvements in the projects. Using city bonding, a Main Street buildings and their port authority, and tax increment facades. These improvements will financing, the city has invested add to the attractiveness of the more than ten million dollars in a community. renovated depot, a riverfront center and art gallery, Sheldon Auditorium, and sidewalk and lighting improvements.

10 • FUNDING RURAL TOURISM DEVELOPMENT • Local fund-raising efforts • Debt or equity financing Local organizations ask citizens and civic Lending institutions provide debt financing and social community organizations for to develop the project, or individuals invest resources to fund projects and activities. their own monies to become part-owners of the project.

Parke County, Indiana (pop. 15,034) charges all crafters, artisans and • Revolving loan funds organizations a 10% fee on gross Local governments or non-profit economic sales at their main festivals. This development groups sometimes create money is used to fund the Tour­ revolving loan programs. These loan funds ism Corporation and the following are used to provide low-interest loans to year's events. business start-ups or business expansions. When funds are repaid, additional loans are made to businesses. Funds may come from a variety of sources including founda­ • Development of a non-profit corporation tions, state government, banks or con­ Non-profit corporations can be formed to tributions from local groups. develop and operate projects and pro­ grams. The corporation may sell shares or memberships and take out loans to finance Jackson County, Iowa (pop. 19,834) a project. has developed a $100,000 re­ volving loan fund to help fund projects. Monies were generated San Luis, Colorado (pop. 800) has from: ( 1) the county tax base; become part of the Costella and (2) grants and donations from County Economic Development banks, utilities and local or­ Council, Inc., a private non-profit ganizations. organization. This group helps carry out economic development projects in the area.

• Special funding methods, tax incentives and tax increment financing • Venture capital funds Economic development professionals have Venture capital funds can be used to fi­ a wide range of financing tools to use (ex­ nance large projects. Commercial venture amples include tax incentives, founda­ capital funds expect sizable returns on their tions). They can help small communities investment if the project is successful. organize several funding strategies into a Local venture capital funds are formed to package to fund a project. help develop small businesses and commu­ nity projects.

RURAL TOURISM DEVELOPMENT FUNDING • 11 Galena, Illinois (pop. 3,900) has Glenwood Springs, Colorado (pop. established a tax increment fi­ 6,656) organized a group called nancing district to help fund "Community on the Move," several tourism-related projects. which convinced local voters to Examples of these projects are a approve a 3/4% local sales tax. footbridge, parking lot and com­ All projects funded must be capi­ fort station. tal improvements. Examples of projects funded by the tax in­ clude: bike paths, kiosks and directional signs, walking paths by the Colorado River, and beauti­ • Grants and gifts fication. Monies are sometimes available from state and federal agencies, foundations and cor­ porations. These grants and gifts are avail­ able for one-time costs for development. • Local foundations Communities can create local foundations, Oswego, New York (pop. 21,493) solicit funds to create an endowment, and received $484,000 in grant mon­ fund community projects through the ies from the New York Office of interest from the endowment. Foundations Parks, Recreation and Historic provide an excellent method to develop Preservation and the EOBA His­ long-term funding. toric Preservation for Improve­ ments for the Fort Ontario park development. Wall, South Dakota (pop. 750) creat­ ed The First Western Wall Foun­ dation in 1988. The community has asked local people and busi­ • Sales tax nesses to contribute $250,000 Communities enact local options sales over a 5-year period. Only the taxes to help fund tourism and infrastruc­ interest on the endowment will ture development projects. be used, and it is earmarked for community improvements.

Sources: Rocky Mountain Institute, Financial Economic Renewal Program, 1739 Snowmass Creek Rd., Snowmass, CO 81654. 303/927-3851. · North Central Regional Center for Rural Development, Downtown Revitalization & Small City Development Iowa State University, Ames, IA 50011. 515/294-2303. ' North Central Regional Center for Rural Development, Take Charge: Economic Development in Small Communities, 1990, Iowa State University, Ames, IA 50011. 515/294-2303.

12 • FUNDING RURAL TOURISM DEVEWPMENT Financing Small Businesses

Small communities often have difficulty 1 Character: a person's reputation as an developing and expanding businesses that honest and skilled individual who will make provide products and services to the visitor. every effort to repay the loan. Business development requires entrepreneurs (people willing to risk their money to start up 2 Capacity: the ability of the business to or expand into a new area), community sup­ generate the money to repay the loan. port, financial assistance, and help from pro­ fessionals acquainted with problems of small 3 Collateral: those resources that a business businesses. person owns that can be used to repay loans if the business fails.

Funding sources 4 Conditions: those economic and communi­ ty factors over which the borrower has no Small businesses are financed though control. these five major sources of funding: 5 Capital: the ability of a business person to • Personal savings invest their own funds in the business. Most banks or individuals will not lend the total amount needed to purchase a business and provide operating expenses. Entrepre­ • Equity financing neurs will need to use savings and assis­ Equity financing refers to the resources of­ tance from friends and relatives to provide fered by individuals or institutions to help initial financing to start a business. start or expand a business. Equity financers offer to take the same risks as the business • Debt financing owner and expect to receive some reward Most individuals first approach a bank, from the profits of the company. Most credit union or savings and loan to provide small business equity financing comes from funds for business start-ups and expan­ personal savings or from money provided sions. Other forms, of financing frequently by family or friends. used are contracts for deed and personal notes from friends and relatives. Debt financing is most frequently based on the ability to pay the debt interest and repay principal from the profits of the business and is often dependent on the development of a good business plan.

People or institutions who help finance business people depend on the "Five Cs" of credit to help determine their willing­ ness to lend money. These are:

RURAL TOURISM DEVELOPMENT FUNDING • 13 • Government or non-profit programs Some small businesses qualify for special Check list for obtaining credit: programs managed by the federal, state and local governments. These can be federal ./ Banks and other lending institu­ loans from the Small Business Administra­ tions usually prefer lending for tion and U.S. Department of Commerce, under 10 years; have you alterna­ state loan or grant programs, or local re­ tive sources for long-term loans? volving funds designed to help business start-ups and expansions. .I What are your sources of equity and risk capital to develop or ex­ pand a business? • Bosio~ profits and retained earnings Most existing businesses finance at least .I What resources are you willing to part of their expansion from profits. Expan­ offer as collateral to those lending sion through this method may be slower, you money? but it places all control in the hands of the business owner. .I Have you developed a business plan to document the potential markets and profitability of your • Other financing options business? Several other financing options are avail­ able, such as loans from suppliers on attrac­ .I Have you talked to others in simi­ tive repayment schedules, loans from life lar businesses to discuss potential insurance policies, deposits from customers, problems? or loans from small business development companies.

Sources: Western Rural Development Center, Getting Down to Business, 1989, Oregon State University, Corvallis, OR 9733"1." 503/75~-36_2~· ~bap~s on: "Deve~op"!g.and helping entrepreneurs;" "The business plan and legal structure; Marketmg; Fmanc1al record-keepmg; Cash flow management;" and "Setting Prices.• (Excellent resource) Southern Rural Development Center, Fundamentals of Business, Mississippi State University, MS 39762. 601/325-3207. American Institute of Small Business, How to Set Up Your Own Small Business, 1987, 7515 Wayz.ata Boule­ vard, Suite 201, Minneapolis, MN 55426. 612/545-7001. The National Development Council, Week-long Seminars on Economic Development Financing, 41 East 42nd St., NY 10017. 212/682-1106.

14 • FUNDING RURAL TOURISM DEVELOPMENT Funding Festivals and Events

Festivals and events are excellent tools • Involve contributors personally. Know to help a community develop and expand its how their money will be used and tell them tourism industry. Action-oriented festivals how they will be recognired for their con­ offer activities that help attract visitors. Fund­ tribution. ing needed to help start festivals usually comes from local government, chambers of com­ • Review educational materials to improve merce, or contributions from local businesses. skills in risk management, marketing, As a community festival is developed and ex­ evaluation, volunteer management, crowd panded, organizers should think about ways to control, scheduling and organizing. charge for events so the festival becomes self­ supporting. A festival budget sheet (Worksheet • Think about ways to charge visitors and 3) and a checklist of fund-raising steps participants for festival activities. If charg­ (Worksheet 4) are located at the end of this ing a fee drives away large numbers of chapter to help you plan for the funding of customers, you may not have a strong events within a festival. festival. Consumer perception should be value for the money. Strategies for funding community festivals and events • Charge vendors for participating in the festival. Vendors are private businesses or non-profit organizations that attempt to • Know the purpose of the festival, and how make a profit on sales to festival visitors. the purpose fits into fund-raising ideas and strategies. • Develop incentives for businesses or orga­ nizations to participate in community festi­ • Develop a plan for community festivals, vals. Require funding sponsors for events, including funding, and ask others to help conduct joint marketing efforts with busi­ raise funds. nesses, or offer local businesses exclusive rights to sell goods. • Ask for the contribution. People won't know you need money if you don't tell • Evaluate the community festival on a regu­ them, and they won't give if you don't ask lar basis. Drop activities that do not fit into them. the purpose of the festival, that have low attendance, or drain your funding with little • Refresh fund-raising skills. Raising funds return. Evaluation helps you shift with FOR events is different than raising funds changes in the market and helps improve WITH events. The three rules for fund­ festival management. raising are: .t people give to people, • Set financial goals for each major event in .I friends give to friends, and your festival to help establish a financially successful festival . .I peers give to peers.

• Research funding sources in the commun­ ity, and consult with people early.

RURAL TOURISM DEVELOPMENT FUNDING • 15 How to Fund Festivals and Events

Alternative funding sources • Contest entrance fees Participants help pay for services, but limits Several alternative funding techniques involvement to the committed. have been used by festivals, events and other organizations to raise money for community • Button sales activities. Many people think of financial Buttons help market event and generate resources only in terms of cash. Other types enthusiasm, but many people do not buy. of resources to consider are: • Fees for activities • In-kind services such as printing, donated Advantage is that the user pays, but limits goods or services. participation and ticket-takers are needed.

• Volunteer time of employees or managers. • Community business sponsors for events Insures all activities have a champion, but • Free or reduced prices of equipment technique needs a good fund-raiser.

• Free services from the community public • Chamber and city contributions sector Has the potential for large contributions, but can be difficult to maintain over time • Earned income from festival sales and allows others to influence the agenda.

Festivals can be an important attraction • Corporate sponsors base for the community. Festival committee Corporations have potential for large contri­ managers and committees should set goals of butions and marketing power, but want increasing the capacity of the festival until it major events and are not easy to find. becomes self-sufficient and generating the festival budget from festival revenues. • Ad sales Advertising sales can help fund festival promotions. Funding techniques -­ advantages and disadvantages • Sales of merchandise T-s~'. mugs, etc. can general money and advertismg, but risk is high if goods are not • Vendor fees sold and requires a sales force. Charge a flat fee or base the fee on a percentage of sales of food, beverages, arts • Special fund-raisers and crafts, etc. This technique requires Involves the community and has good administration and monitoring; businesses potential, but difficult to organiz.e and that generate income pay. generate funds. • Gate receipts Everyone who attends pays, but can limit community participation.

16 • FUNDING RURAL TOURISM DEVELOPMENT • Service organization support • Parking fees Can generate sizeable grants, but is difficult The user pays, but fees can produce to maintain over time. community dissatisfaction. Good sites and volunteers are needed. • Reverse gift catalog In this method the donor purchases or gives • Auctions a needed item or service (park bench, audit Auctions can generate a lot of interest and service). People like the gifts, but this is profits, but you will need good ideas, hard to organize and market. You definitely organization, and sales skills. must pre-plan your event. • Assessments • Raffles With this method, businesses pay a share, Raffles have raised sizeable amounts of but as it's voluntary, many will not pay. money, but risk is high and sales force is required.

Source: Minnesota Department of Natural Resources, Special Events Manual, St Paul, MN, 1989.

RURAL TOURISM DEVELOPMENT FUNDING • 17 Worksheet 1 : COMMUNITY FUNDING STRATEGIES

1. What are the potential local sources of funding? (organization dues, local government, selling advertising, lodging tax, donations and gifts, earned income, food and beverage tax, voluntary contributions, matching funds, special district levies, retail sales)

2. Will the funding source generate adequate income for your tourism efforts?

3. What problems will you encounter in selling the funding idea?

4. Which groups need to support the idea?

5. What administrative procedures do you need to implement the funding source?

6. How will your organii.ation develop plans to justify the need for these funds?

7. How will you keep community groups and citiz.ens informed on your programs?

8. What is your long-range funding plan?

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 2: TOURISM PROJECT FUNDING CHECKLIST

1. Organizational authority for conducting the project?

2. What organizations must review the project plans? (insurance companies, local government, regulatory agencies)

3. Have you identified the capital, operational and maintenance costs of the project?

4. Who will have the ultimate responsibility for implementing the project?

5. Who will finance the project?

6. How will you pay for the project?

7. Who will have operational management of the project?

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 3: FESTIVAL AND EVENT BUDGET ANALYSIS WORKSHEET

Event.______Event Time & Date.______

Prepared by ______Date,______

INCOME

II CATEGORY BUDGET ACTUAL INCOME VARIANCE II

TOTALS:

EXPENSES II CATEGORY BUDGET ACTUAL EXPENSES VARIANCE II

TOTALS:

NET PROAT OR LOSS:

TOURISM CENTER, Minnesota Extension Service 1991 Worksheet 4: FESTIVAL FUNDRAISING WORKSHEET

1. How much money do you need?

2. What organizations or individuals you will ask for funds?

3. How much will you ask each group to contribute and what will contributors receive in return? What can contributors donate to the festival and what benefits can the festival offer them?

4. Who will do the solicitation, how will they do it and what resources do they need?

5. When and where will the approach to the target contributors be made?

TOURISM CENTER, Minnesota Extension Service 1991 iii VI C: CD VI Issues in Rural Tourism Development CHAPTER 11

Rural communities, like all towns inter­ ested in the tourism and travel industry, are faced with several emerging national issues. These issues will present both opportunities and challenges to community leaders as they expand and adjust their tourism programming to meet changing customer demands.

This chapter outlines six major issues facing rural communities and presents ideas on how communities and businesses can begin to work toward resolution.

The issues discussed here are:

• Labor shortages • Crisis management • International tourists • Finding the limits to tourism development • Tourism market trends

ISSUES • 1 RURAL TOURISM DEVELOPMENT Labor Shortages

Two major demographic trends have • Reorganize business functions to use less resulted in labor shortages for many business­ labor. Examples of this reorganization for es in the tourism industry. First, the "baby restaurants are more cafeteria or family­ bust" generation has now entered the labor style service and dropping profit centers force. This demographic group, born since that are labor intensive. 1965, has approximately 35 million people, only one-half the size of the "baby boom" • Conduct more extensive recruitment efforts; generation. Businesses needing people to fill for example, arrange internships with uni­ entry-level positions are having difficulty versities. recruiting employees and more difficulty retaining them. • Advertise in a wider geographic area, or start advertising earlier in the season. Second, women are now participating in the labor force in record numbers. During the • Provide more training to help prepare 1970s and early 80s, there were large numbers employees for the position, and help train of women beginning to look for jobs in the for advancement to higher-paying jobs. labor market, and they provided an excellent pool of employee talent. Today, many of these • Offer more job sharing to keep employees women are employed and no longer available; challenged and interested in the position and recruitment from this pool has become more to accommodate family obligations. competitive and difficult. The recent recession may have helped recruitment because of high­ • Employees want to feel part of the team. er unemployment rates, but it could again Improve management skills by learning new become a problem once the national economy motivational and teambuilding skills. begins to improve. • Develop incentives for employees if they Today's tourism operations are faced remain for specified periods of time. Some with major challenges in recruiting and retain­ businesses provide end-of-the-season bonus­ ing talented employees. The following are es if employees stay the total season. ideas businesses in your area can consider if they are having problems finding help: • Develop new motivational programs. Non­ monetary rewards are an important motiva­ • Reorganize jobs to allow more part-time tor for employees. work for those in your area looking for these part-time positions. • Evaluate wage rates. Higher wages can help managers recruit better-skilled employees • Recruit from: and reduce turnover. Labor shortages will .I minority groups and drive up wage scales . .I retired people looking for part-time work.

2 • ISSUES RURAL TOURISM DEVELOPMENT Crisis Management

Sooner or later a crisis may hit your area • Develop a media information plan to get that can drastically affect your community's your story out to the public. Target specific tourism program. During the summer of 1991, news media you think can have the greatest thousands of gallons of weed killer spilled impact. You will need to send out news from a derailed tanker car into the Sacramento releases, call the media and ask to be inter­ River leading to Lake Shasta in California. viewed, offer to be on talk shows and This disaster had serious environmental impact prepare fact sheets to distribute to your and resulted in an immediate reduction of tourism businesses and public information visitors to the area. people.

A crisis can come in many different • Ask local tourism businesses to shift their forms. It may be a drought, forest fire, lack of marketing efforts to communicate your snow, environmental pollution or some other message to potential visitors. natural disaster. Sometimes these crises have a direct affect on the experience a visitor can • Prepare information packets that tourism have to your area and sometimes there is little businesses can share with their customers. or no impact. Even if the crisis has no impact Keeping visitors informed in advance and on the visitor experience, broad national cov­ while they are in your area will decrease erage of it can discourage visitors from com­ anxiety. ing to your area. • Keep your community well informed through newsletters, meetings, phone calls Preparing for a crisis or news articles. How well residents handle the event can help reduce the concerns and Communities should be prepared to deal fears of visitors. immediately with unforseen circumstances. The following provides ideas on how to pre­ pare for a potential crisis:

• Discuss in a committee meeting how you would handle a crisis in your community. Select a small group that will get together on short notice to handle a crisis if it oc­ curs.

• Agree upon key points that affect tourism businesses. Present statements to media and customers in a unified approach.

RURAL TOURISM DEVELOPMENT ISSUES • 3 International Visitors

The United States has over 16 percent of • Spending by foreign visitors accounted for the total international travel market and this 10% of U.S. travel receipts ($1 out of market continues to grow at a rapid rate. In­ every $10) and is expected to reach 16 % ternational travelers are repeat visitors and are by the end of the decade. now looking for places to visit outside the very popular east and west coast metropolitan Difficulties to overcome areas and major national parks. As the international market continues to The U.S. Travel Data Center highlights grow, more rural communities will become key information on this market: interested in serving this market segment. However, hosting the international visitor is • Foreign visitors totaled 36.6 million in much more difficult. Communities need to 1989, up 7% or 2.4 million from 1988. consider the following issues:

• The average overseas visitor's length of • Local banks will need to provide foreign stay is just under three weeks. currency exchange or identify a correspon­ dent bank that can provide services. To­ • The largest inbound market is Canada day, it is difficult to exchange foreign (42 % of international visitors), followed by currency in large metropolitan areas, let Mexico (20%), Japan (8%), United King­ alone in rural communities. Currency dom (6%), Germany (3%), France (2%). exchange is the first step in serving the foreign visitor. • In terms of spending in the U.S., Japan ranks first (20% of total receipts), fol­ • Many foreign visitors will need attraction lowed by Canada (13%), United Kingdom and service information in their language. (11 %), Mexico (8%), Germany (5%), and This will add costs to marketing, attraction France (4%). management and private business opera­ tions. Communities may need to hire • Receipts from foreign visitors have dou­ people who can translate language accu­ bled since 1985, increasing an average of rately to avoid misunderstandings. over 19% a year. • More emphasis will be placed on hiring • The United States ranks first in internation­ employees who know a foreign language. al travel receipts, generating 16.5% of total 1989 international tourism spending. • Communities will need to become more sensitive to differences in cultural habits. • Total U.S. international travel receipts Communities can easily destroy foreign reached $44.5 billion in 1989; up 18% markets if residents handle cross-cultural over the preceding year. encounters poorly.

• International travel is the United States' • Restaurants need to be aware of foreign largest export, ranking ahead of agricul­ visitors' dietary restrictions or preferences. tural goods, chemicals and motor vehicles.

4 • ISSUES RURAL TOURISM DEVELOPMENT Finding the Limits to Tourism Development

While most small communities clamor to total retail sales is a significant industry to for opportunities to add new jobs, such oppor­ any county. In this study, perceived quality of tunities in the tourism industry are not always life began to decline somewhat after the tour­ viewed as welcome. Many rural communities ism economy exceeded 9% or 10% of retail express concern about tourism becoming too sales. large in their area. The impacts of tourism growth are different from other industrial expansion because tourism brings people to Knowing how much is too much the product (local attractions and services), rather than taking the product (forest and agri­ If communities adopt tourism growth cultural products or manufactured goods) to goals of 9-10% of total retail sales, deciding the people. how many visitors this represents is still a difficult problem. Spending patterns vary Tourism's impacts are obvious because greatly from community to community, de­ visitors in small communities are obvious. As pending on the kind of people that are drawn the number of visitors increases, changes can to the attractions and on the availability and occur in the community's character. The quality of services offered. Rather than estab­ changes, as outlined in several chapters of this lishing an arbitrary target that may or may not training guide, are both positive and negative. apply to the community, it may be more This leads to a debate about how big the productive to encourage tourism to develop in tourism industry should become within the line with community values. As tourism be­ community. comes successful, the question of limits will become easier to address, since specific im­ pacts, both positive and negative will be more Tourism increases quality of life easily identifiable. -- to a point! The study cited supports the idea that One study of tourism and quality of life tourism should be a diversification strategy was conducted in rural Illinois in 1989. Rural rather than a replacement of other economic residents were questioned about quality of life, activity. It also indicates that the addition of economic development and tourism. Their re­ tourism is a positive experience for most sponses were compared to the relative size of communities. It is noteworthy that the per­ the tourism industry in their counties as mea­ ceptions about quality of life did not differ for sured by the percent of total retail sales de­ people with different soci

RURAL TOURISM DEVELOPMENT ISSUES • 5 Is there a II saturation level II for tourism Several communities note that the com­ development? Views on this question vary munity has benefitted both from the addition from person to person. Most would agree that of tourism services (restaurants, motels, rather than a question of saturation, tourism shops) and from other, less tourism-related development should be based on the individual improvements (community centers, shopping resources, the inherent limitations of geogra­ malls, recreation areas), which were made phy and environment and, most importantly, possible by the increase in taxes returned to the interests of the community. Some commu­ the community or by the expanded retail nities operate well with tourism as the domi­ shopping market. Most sum up their experi­ nant industry. Some communities may not ence by indicating that the benefits clearly have opportunities to diversify their economy outweigh the costs. into other economic sectors. See Appendix D for alternative opinions No matter what the case, tourism, like about tourism trade-offs as perceived by resi­ any other industry, should be guided by the dents who live with the industry on a daily interests of the community. The more effort basis. In another perspective, Smith (1989) that is taken to make tourism grow in harmo­ takes a critical look at rural women's issues in ny with the interests of the community, the tourism. more satisfaction the community will have in the tourism industry. Resource

Impacts of tourism are seen to be Smith, Michal. Behind the Glitter: The Impact both positive and negative of Tourism on Rural. Women in the South­ east, August 1989. Southeast Women's A number of the case studies in this pro­ Employment Coalition, 140 E. Third St., ject have reported on tourism's impact on Lexington, KY 40508. quality of life. The reports include both posi­ tive and negative impacts that have resulted from tourism.

The most universal problems are traffic congestion and needs for improvements to infrastructure. Some also mention that increas­ es in petty crime and disturbances have oc­ curred. But many note also that there is a notable increase in community pride, especial­ ly in those communities which involve cultural and historical aspects in their attraction base. This was also a conclusion in the Illinois study.

6 • ISSUES RURAL TOURISM DEVELOPMENT Marketing Trends

The need to continuously update your 2 Changing spending patterns community's tourism product and to monitor the social and economic environment has been • Spending is more likely to center on com­ stressed throughout this handbook. The Yank­ fortable options with good performance elovich MONITOR, conducted by the consult­ and sensible prices -- that is, the middle ing firm of Yankelovich, Skelly, and White/ market, with less of the spending frenzy Clancy, Shulman, Inc. in Westport, Connect­ and obsession with expensive luxury of the icut, has been doing just that -- identifying, late 1980s. measuring, and tracking changes in social values -- for 20 years. The 1990 per person • A focus on the genuine, real, authentic, interview results for 2,500 adults were pre­ straightforward, with aversion to glitz, sented at the recent Travel and Tourism Re­ overstatement and hype. search Association (ITRA) annual conference in Long Beach, California. These summary This last finding suggests that rural comments are drawn from that report; contact communities are well-positioned to take ad­ the research firm directly for more informa­ vantage of the traveler's search for the genu­ tion. ine, given the image of small towns as "the "keepers" of traditional culture in the minds of urban dwellers. But visitation needs to be seen Ten trends for the 90s as a good value for the money.

The ten trends affecting destination mar­ keting were identified, with a few comments 3 More interest in connections with other on implications, by the handbook authors: people: family, friends, groups

• Increased family vacations as people learn 1 Shifting attitudes toward travel to overcome scheduling difficulties, and in the 1990s seek to spend more time with children.

• Consumers continue to report their love of • Potential for family reunions and ad hoc travel. group travel, such as friends traveling together. • The "status" element in travel has dimin­ ished, and is being replaced by personal • Increased interest in experiencing what the pleasure motives. home community has to offer.

• Overall, the most important characteristics Note that while rural communities offer of the travel destination are: nearness to the opportunity for personal interaction that family and friends (even among business the overall trends indicate, there may be in­ travelers), fun and excitement, adventure, creased competition from the tourist's home scenery, warm climate, tourist attractions, community. Destinations that provide comfort, and shopping. reliability and entertainment for the full range of family and travel party members (and all

RURAL TOURISM DEVELOPMENT ISSUES • 7 age groups) at the same time will be 5 Self-indulgence is acceptable on occasion viewed more favorably. • Travelers give themselves permission to 4 Long-term interest in the environment splurge, such as vacations without the kids or as a solo spouse, and paying for baby­ • Willingness to address problems personal­ sitters and children's activities while at the ly, and make sacrifices to make a differ­ destination. ence. • Pampering of the self, personal time "just • Approval of business efforts to help the for me." environment, if genuine. 6 Rising demand for romance, fantasy, • A parallel interest in nature and the out­ excitement, color and adventure doors, suggesting influence on destination choice, and type of accommodation (rustic, This focus on emotional benefits will close to nature). affect the choice of destination and activities, offering tremendous opportunities to deliver Visitors will bring their environmental new experiences. Sell the intangible advan­ ethics and attitudes with them when they tages of coming to your community as much travel. Think about promotional materials your as you sell specific offerings, such as the community distributes: are they "environmen­ number of motel rooms. tally friendly"? Consider use of recycled and recyclable paper and non-petroleum-based inks. Does your community practice wise use 7 Continuing need to streamline and of resources, such as collection of recyclables simplify (place clearly marked recycling containers around town) and use of paper rather than • Need to reduce the frustration of traveling. plastic products? Special events and festivals, in particular, can be arranged to show the • More getaway vacations, business trip local commitment to the environment. Com­ extensions. munity appearance, land use, and overall environmental quality will send signals to • Might suggest less mobile vacation travel, travelers about the community's concern for fewer destinations, longer stays in one conservation. Environmentally conscious acti­ place. vities will gain attention from visitors, as well as demonstrate responsible resource use be­ This means time-stressed consumers will haviors. Be in the forefront on this one! See pay to delegate tasks, with rising interest in environmental. ethics resources on page 9. packages, guided tours, cruises, and other organiz.ed vacations. Customer relations and hospitality obviously need to be an obsession; tourists treated poorly simply don't have time to come back and try again.

8 • ISSUES RURAL TOURISM DEVELOPMENT 8 Less demand for newn~, per se: Think about each of these trends as they interest in results and options that work apply to your community, weighing their im­ plications based on your product and target • Decreased interest in new destinations and market. Stay current on shifts in the market­ more potential for repeat business. place; they happen quickly in tourism.

• Need to vary the experience at the same destination. Resources • Consistent performance is a must. Stefan Bechtel, Keeping Your Company Green, Rodale Press, Emmaus, Pennsylva­ 9 Increased desire to take health benefits nia, 1990. for granted 50 Simple Things Your Business Can Do To • Diets and exercise regimens become rou­ Save the Eanh, EarthWorks Press, Inc. tine and are less obsessional. Berkeley, California, 1991.

• Expectation of menu options that are made with healthy ingredients and preparation techniques.

• Expect availability of exercise options, but not necessarily a complete health club.

10 Changing demographic trends

• Result in population that is older, live in smaller households, many single-person households, families have fewer or no children, more fully employed, with more discretionary income per capita

• Encourage more (especially women) and personal travel (especially 40- to 64-year-olds).

Source: Yankelovich, Skelly and White/Clancy, Shulman, Inc. 1991. How to attract and keep travelers coming to your destination in the 1990s: ten trends affecting destination marketing. Presented at Travel and Tourism Research Association annual conference, June 9-13, Long Beach, CA.

ISSUES • RURAL TOURISM DEVELOPMENT 9 .~,-..·-'":: :,;:1.~· .~~:·;

)> "C "C CD ::::J C.c;· CD f/1 Annotated Bibliography of Tourism Development Resources

Blank, Uel. 1989. The Community Tourism Industry Imperative: the Necessity, the Opportunities, Its Potential. Venture Publishing, Inc., State College, PA. 200 pp. This very readable book was designed as a teaching tool. Chapters 1-3 discuss tourism as an industry. Chapters 4 and 5 discuss economic and social-political implications. Chapters 6-9 ·talk about linking tourism with other systems and how to do it. Chapters 10-12 take you from planning to action. Each chapter concludes with questions, sug­ gested readings and textual references.

Bouquet, Mary and Michael Winter, eds. 1987. Who From Their Labours Rest?: Conflict and Practice in Rural Tourism. Avebury Publishing, Aldershot, England. 158 pp. This publication is a compilation of essays regarding tourism philosophies and practices. Although international in scope, these topics must be considered prior to tourism development. An extensive listing of references follows each of the twelve essays.

Burkart, A.J. and S. Medlik, ed. 1975. The Management of Tourism: A Selection of Readings. Heinemann, London. 237 pp. This book is a companion volume to Tourism: Past, Present and Future (Burkart and Medlik, 1974). It is a compilation of articles, books, journals and presentations. Although international in scope, chapters 15-20, which focus on planning and develop­ ment, tourism policies, and the future of tourism, are very useful.

Pridgen, Joseph D. 1991. Dimensions of Tourism. Educational Institute of the American Hotel and Motel Association, East Lansing, MI. 361 pp. This introductory textbook examines tourism from a social science perspective. The book is divided into two sections. Part I includes an overview of tourism. Chapters 1-3 introduce the reader to historical and psychological aspects of tourism and travelers. Chapters 4-7 cover the social/cultural, economic, environmental and international dimensions of tourism. The last five chapters cover planning, development, and follow-up. Specific topics include services, planning and development, marketing perspectives and planning, marketing tools and strategies, research and measurement, and tourism policy. Each chapter concludes with endnotes, key terms and discussion questions.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 1 Gartrell, Richard B. 1988. Destination Marketing for Convention and Visitor Bureaus. Interna­ tional Association of Convention and Visitor Bureaus, Kendall/Hunt Publishing Company, Dubuque, IA. 309 pp. The primary responsibility of convention and visitor bureaus is marketing for defined geographic areas. This book focuses on organization and management of these bureaus, as well as providing tools for assessing needs, designing strategy marketing and evaluating results. The book is divided into nine chapters. Chapters 1-3 include an overview of convention and visitor bureaus, their economic importance, and their organization and management. Chapters 4-8 include sales and marketing information. Chapter 9 is an epilogue on strategic partnerships. F.ach chapter concludes with a summary, discussion questions and bibliographic information. The appendices include samples of CVB organizations and management tools, as well as a listing of trade associations, a bibliography of trade articles and a roster of IACVB member bureaus.

Gee, Chuck Y., James C. Makens and Dexter J.L. Choy. 1989. The Travel Industry (Second E.dition). Van Nostrand Reinhold, New York. 445 pp. Designed as a text, these 16 chapters are divided into six parts that include an over­ view of the travel industry, government role and public policy, tourism development, selling travel, transportation services and hospitality and related services. Each chapter concludes with a summary, discussion questions and references. The appendices are especially helpful and contain career information, a listing of travel-related organiza­ tions and their acronyms, and a reproduction of the United States National Tourism Policy Act. A glossary of terms is also included.

Gunn, Clare A. 1988. Vacationscape: Designing Tourist Regions (Second E.dition). Bureau of Business Research, University of Texas, Austin. 208 pp. Vacationscape discusses the importance of designing tourism areas. Often tourism development becomes reactive rather than proactive. Informed and well-planned choices lead to well-designed tourism areas. Chapters 1-3 include an overview of the tourism industry and of the tourist as a consumer. Chapter 4 discusses attractions as a primary draw. Chapter 5 talks about destination characteristics and types. Chapters 6-8 discuss designing purposes, principles, and techniques. Chapter 9 provides a wonder­ ful catalog of international destinations and their designs. The book concludes with an epilogue and a listing of chapter notes and references.

2 • BIBLIOGRAPHY RURAL TOURISM DEVELOPMENT Gunn, Clare A. 1988. Tourism Planning. Taylor & Francis, New York. 357 pp. This international look at tourism policy planning is attuned to sensitive development issues. The twelve chapters discuss strategic planning around marketing, attractions, services, tran_sportation, promotion/information and regional planning. Each section concludes with a bibliography. The appendix includes examples of "tourism policy statements with planning implications" and provides guidelines for those involved with tourism development.

Hodgson, Adele, ed. 1987. The Travel and Tourism Industry: Strategies for the Future. Pergamon Press, Oxford, England. 157 pp. This series of nine essays is geared toward those in the travel industry, including transportation and tour operators. The final three chapters include valuable information about marketing and strategy development. The strength of the information comes from writers who have had extensive experience in the travel industry.

Hoyle, Leonard H., David C. Dorf and Thomas J.A. Jones. 1989. Managing Conventions and Group Business. American Hotel and Motel Association, 1407 South Harrison Road, P.O. Box 1240, F.ast Lansing, MI 48826. 349 pp. This book is directed at those involved in meeting management or those marketing to meeting planners. The twelve chapters discuss market sectors and their particular requirements, site evaluation, targeting your audience, and administration of successful meetings. Each chapter includes objectives, a summary and notes.

Krippendorf, Jost. 1987. The Holiday Makers; Understanding the Impact ofLeisure and Travel. Heinemann Professional Publishing Limited, Oxford, England. 157 pp. Mr. Krippendorf suggests that "conscious travel" and informed tourism development will lead to a humanization of the travel experience. This book leads you through a maz.e of philosophical questions for both the traveler and the tourism site. The references listed are largely written in German, with no translations.

Matheison, Alister and Geoffrey Wall. 1982. Tourism: Economic, Physical and Social Impacts. Longman Group Ltd., Essex, UK. 208 pp. This international study of tourism looks at the varied impacted sectors of the industry. Although largely geared towards research, the chapters on physical impacts and social impacts are especially relevant. An comprehensive reference/bibliography section is also included.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 3 Matthews, Harry G. 1978. International Tourism; a Politi.cal and Social Analysis. Schenkman Publishing Company, Cambridge, MA. 99 pp. Although often focusing on the Carribean tourism industry, this book also discusses issues and concerns common to all international tourism. The five chapters include the transnational ·scene, tourism politics in the marketplace, the developing host country, some biased perceptions of tourism, and systems politics and tourism. Each chapter ends with a conclusion and chapter notes. Matthews also includes a list of suggested readings for further study.

McIntosh, Robert W. and Charles R. Goeldner. 1986. Tourism: Pri11Ciples, Practices, Philoso­ phies. John Wiley and Sons, Inc., New York. 564 pp. Designed as a text, this book is a comprehensive and detailed view of the tourism industry. The sixteen chapters include learning objectives, text and diagrams, summary notes including key concepts, questions for review and discussion, case problems, and selected references. The glossary, including selected tourism organization acronyms, is invaluable. Appendix A includes Key Travel Industry contacts. Appendix B includes Data Sources for Travel and Tourism Research.

Middleton, Victor T.C. 1988. Marketing in Travel and Tourism. Heinemann Professional Publishing Limited, Oxford, England. 308 pp. This valuable book discusses marketing as it relates to tourism. It then dissects each factor of marketing, presenting discussion and diagrams in a very understandable manner. Each of the twenty-four chapters concludes with a summary and suggested readings. The epilogue, "Prospects for Travel and Tourism Marketing in the Year 2000," is a valuable and timely piece for those involved in long-term planning. The bibliography includes 125 references.

Morrison, Alastair M. 1989. Hospitality and Travel Marketing. Delmar Publishers, Inc., Albany, NY. This textbook, designed for entry-level students, is organiz.ed around the hospitality and travel marketing system model. The nineteen chapters are divided into five sections that take the reader from planning, through implementation to follow-up of marketing plans. Each chapter includes learning objectives, key concepts and terms, chapter assignments, review questions, and, most important, an "excellence case." Also included in the book is a 16-page insert showing some of the most outstanding examples of advertising and sales promotion in the industry.

4 • BIBLIOGRAPHY RURAL TOURISM DEVELOPMENT Murphy, Peter E. 1985. Tourism: A Community Approach. Methuen, New York. 200 pp. Issues and strategies around the topics of tourism, the environment, economics, and society are all addressed in a comprehensive and readable fashion. The concluding section on planning and management is valuable to those in the throes of tourism development. The reference listing is comprehensive, though dated.

Pearce, Douglas. 1987. Tourism Today: A Geographical Analysis. Longman Scientific and Technical, Essex, England. 229 pp. This statistical analysis of travel and tourism patterns is geared toward those involved in research. The final chapter of implication, applications and conclusions would be most valuable to those charting their tourism development plan. The book concludes with an extensive list of references.

Reilly, Robert T. 1988. Travel and Tourism Marketing Techniques. Delmar Publishers Inc., Albany, NY. 327 pp. This practical book is a "hands on" learning experience. The fifteen chapters include timely and understandable information. Each chapter concludes with highlights, suggested learning exercises and case studies. The extensive glossary is especially helpful for understanding the jargon of marketing.

Rosenow, John E. and Gerreld L. Pulsipher. 1979. Tourism: the Good, the Bad, and the Ugly. Century Three Press, Lincoln, NE. 264 pp. A number of communities/tourist regions are showcased to exemplify the application of the "New Tourism." The principles of New Tourism are included as parameters for those planning to modify an existing tourism program or those thinking of initiating a new tourism development project.

Smart, J. Eric. 1981. Recreational Development Handbook--Community Builders Handbook Series. ULI-the Urban Land Institute, Washington, DC. This book details options in recreational development, its impacts, and how to plan for it. Chapter 1 includes an introduction to recreational development as well as a discussion of general issues. Chapters 2-5 discuss optional primary and secondary recreational development. Chapter 6 talks about emerging trends in recreational development. The appendices are a collection of 14 case studies.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 5 Rimer, Deirdre K., Craig W. Colton, Glenn Weaver, Glenn A. Gillespie and Bruce T. Cox. 1986 (revised and expanded). Tourism USA: Guidelines for Tourism Development. University of Missouri, Department of Recreation and Park Administration, University Extension. 227 pp. This detailed planning tool is divided into 6 chapters, and includes as well 10 valuable appendices. The chapters cover the topics of: appraising tourism potential, planning for tourism, assessing product and market, marketing tourism, visitor services and sources of assistance. Each chapter includes samples of planning charts and examples of practical application. Eight of the appendices include models of legal forms used to structure a tourism organization. The last two appendices include examples of national and international organizations and sources of assistance.

Williams, Allan M. and Gareth Shaw, ed. 1988. Tourism and Economic Development: Western European Experiences. Belhaven Press, New York. 257 pp. These international perspectives provide overviews of the tourism industry trends and policies in Western Europe. Chapters 2-12 cover specific countries, while Chapters 1 and 13 include an introduction and a comprehensive conclusion by the editors. The extensive bibliography includes many untranslated references.

Vladimir, Andrew. 1988. The Complete Travel Marketing Handbook: 37 Industry Experts Sha.re Their Secrets. NTC Business Books, Lincolnwood, IL. 291 pp. These 32 chapters are the "collected wisdoms" of those experts working in the travel and tourism industry. The chapters are formatted as modified case studies of well known companies, written by the experts associated with those companies. There is a great deal of valuable information to be gleaned from this publication.

6 • BIBLIOGRAPHY RURAL TOURISM DEVELOPMENT Bibliography of Tourism Resource Documents and Videos

Account Book/or Small Tourism and Resort Businesses. Extension Bulletin E-1332, April 1989. Cooperative Extension Service, Michigan State University, MSU Bulletin Office, lOB Agr. Hall, F.ast Lansing, MI 48824-1039.

Albright, Kenneth B. 1984. Is Your Community Ready for Tourism? Publication No. L-444. Contact Kansas State University at 913/532-5830.

Alexander, Harold H. 1988. Low-Cost Improvements for Home, Resort, and Business Furnish­ ings. MES-HE-FO-3366. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Alexander, Harold H. 1988. Resort Interiors. MES-Tourism Center No. CD-FO-3630. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Alexander, Harold H. 1990. Restaurants Up Front. MES-Tourism Center No. CD-F0-3917-C. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625- 8173.

Alexander, Phil. 1986. Tourism and Its Significance in Local Development. E-1937, Michigan State University Cooperative Extension Service, F.ast Lansing, MI 48824.

Anderson, Douglas. 1988. Arts and Humanities Programs in Rural America. RIC No. 8, October 1988 (bibliography). Available from the Rural Information Center 800/633-7701.

The Arts in Rural Areas: Final Report and Directory. 1988. Contact the National Assembly of Local Arts Agencies, 1420 K Street NW, Suite 204, Washington, DC 20005. 202/371-2830.

Ascher, Francois. 1985. Tourism: Transnational Corporations and Cultural Identities. Unesco, Paris.

Ayres, Janet, Robert Cole, Clair Hein, Stuart Huntington, Wayne Kobberdahl, Wanda Leonard and Dale Zetocha. 1990. Take Charge: Economic Development in Small Communities. Available from the North Central Regional Center for Rural Development, 215 F.ast Hall, Iowa State University, Ames, IA 50011. 515/294-8322 .

Ballman, Gary and Larry Simonson, editors. 1985. Managing Small Resorts for Profit. MES Tourism Center No. CD-MI-3928. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Barn Again!,· A Guide to Rehabilitation of Older Farm Burldings. Available for $2.00 from National Trust for Historic Preservation, Mountain/Plains Regional Office, 511 16th Street, Suite 700, Denver, CO 80202.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 7 Beamish, Royd E. Planning Festivals and Events. CGOT 04332, Canadian Government Office of Tourism. Contact the Marketing Branch, Canadian Government Office of Tourism, Department of Industry, Trade and Commerce, Ottawa, Canada Kl A OH6.

Blank, Uel and Lawrence Simonson. 1984. Contributing to Tourism. MES-Tourism Center CD­ BU-2213. Contact the Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Breneman, Don, Barbara Koth and Glenn Kreag. 1987. Tourism Brochures to Boost Business. MES-Tourism Center No. CD-F0-3273. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Brigham, Diane. 1990. Historic Preservation Resources. RIC No. 13, January 1990 (bibliogra­ phy). Available from the Rural Information Center, 800/633-7701.

Brown, Hamilton. 1989. Treat It Right; A Local Officials Guide to Waste Water Treatment. Available from the National Association of Towns and Townships at 202/737-5200.

Brown, Hamilton. 1989. Why Waste A Second Chance?; A Small Town Guide to Recycling. Available from the National Association of Towns and Townships at 202/737-5200.

Buchanen, Robert D. and Robert D. Espeseth. 1988. Developing a Bed and Brealifast Business Plan. North Central Regional Extension Publication 273. MES-Tourism Center No. CD-BU- 3462. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173

Catalog of Historic Preservation Publications. 1990. U.S. Department of the Interior, National Park Service, Cultural Resources. Available from the Superintendent of Documents, Government Printing Office, Washington, DC 20402-9325.

"Community Events and How to Organize Them." 1980. Conserve Neighborhoods Newsletter, Number 13, July-August 1980. National Trust for Historic Preservation.

Community Travel Development Manual. Southeast Tourism Society. Contact Mr. Bill Hardman, Southeast Tourism Society, P.O. Box 420308, Atlanta, GA 30342. 404/255-9472.

Coppedge, Robert 0. Organizing a Small-Town Development Corporation (Circular 491). Contact the Department of Agricultural Information, New Mexico State University, Box 3AI, Las Cruces NM 88003. 505/646-3228. '

Courtesy Is Contagious. 1989. Publication No. HE-197. Contact Purdue Univ. at 317/494-6795.

8 • BIBLIOGRAPHY RURAL TOURISM DEVELOPMENT Creating Economic Growth and Jobs Through Travel and Tourism; A Manual for Community and Business Developers. 1981. Prepared by West Virginia University, Morgantown, West Virginia. For sale by the Superintendent of Documents, U.S. Government Printing Office, Washington, DC 20402. 317 pp.

Crossley, John. 1988. "The Seasonal, Cyclical, and Intermittent Nature of Recreation Enterpris­ es." Visions in Leisure and Business 7(2): 4-10. Appalachian Associates, 615 Pasteur Avenue, Bowling Green, OH 43402. $40 annual subscription.

Cruikshank, Jeffrey L. and Pam Korza. Going Public. Arts Extension Service Publications, University of Massachusetts, Amherst, MA. Contact the Arts Extension Service Office at 413/545-2360.

Communities On Tap, Tourism Action Plan Newsletter. Contact Alberta Tourism. Community Services Branch, Planning Division, 5th Floor, 10155-102 Street, Edmonton, Alberta T5J 4L6. 403/422-1169.

Community Tourism Action Plan Manual. 1988 (revised). Alberta Tourism. Contact Alberta Tourism. Community Services Branch, Planning Division, 5th Floor, 10155-102 Street. Edmon­ ton, Alberta T5J 4L6. 403/422-1169.

Dawson, C.P., et al. 1988. Courtesy is Contagious. MES-Tourism Center No. CD-FO-3271. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Dexter, Kerry. 1978. Bawars, Fairs and Festivals: A How-To-Do Book. Wilton, CT: More­ house-Barlow Company, Inc.

Dreesen, Craig. The Artist in Business. Arts Extension Service Publications, University of Massachusetts, Amherst, MA. Contact the Arts Extension Service Office at 413/545-2360.

Edgell, David. 1990. Charting a Course for International Tourism in the Nineties--An Agenda for Managers and Executives. Available from the U.S. Department of Commerce.

Existing Buildings--Remodel or Abandon. 086-825, Nebraska Cooperative Extension. Contact your local State Historic Preservation Office for a copy.

Farmstead Planning Handbook. MWPS-1, Midwest Plan Service. Contact your local State Historic Preservation Office for a copy.

Fedelchak, Marilyn and Byrd Wood. 1988. Protecting America's Historic Countryside. Contact the National Trust for Historic Preservation, 1785 Massachusetts Avenue NW, Washington, DC 20036. 202/673-4000.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 9 Fundamentals of Ans Management. Arts Ex.tension Service Publications, University of Massachu­ setts, Amherst, MA. Contact the Arts Ex.tension Service Office at 413/545-2360.

Grassroots Government Service Providers: A National Network Directory. 1989. Compiled by National Association of Towns and Townships. Available from National Association of Towns and Townships at 202/737-5200.

Harris, Charles C., Sharon E. Timko and William J. McLaughlin. 1989. An Approach to Assessing Community Tourism Potential. Available from the Department of Wildland Recreation Management, College of Forestry, Wildlife & Range Sciences, University of Idaho, Moscow, ID.

Hawkins, Donald, Elwood Shafer and James Rouelstad. 1980. Tourism Planning and Develop­ ment Issues (Vol 1). Tourism Marketing and Management Issues (Vol. 2). From the International Symposium on Tourism and the Next Decade, March 11-15, 1979. Washington, DC: George Washington University.

Heatherington, Arlene. 1988. Rural Tourism: Marketing Small Communities. Copies available from Meta-Link, Box 11349, Bainbridge, WA 98110. 206/842-9575.

Heatherington, Arlene. 1989. "Rural Tourism Development--Finding, Preserving and Sharing Your Community's Heart and Soul." Paci.fie Mountain Review. Copies available from Meta-Link, Box 11349, Bainbridge, WA 98110. 206/842-9575.

Henning, Steven. 1990. Measuring Leadership Perceptions of Recreation and Tourism Develop­ ment in Rural Coastal 'Zones. Order from SRDC, Box 5446, Mississippi State, MS 39762. 601/325-3207.

Himer, Deirdre K., Craig W. Colton, Glenn Weaver, Glenn A. Gillespie and Bruce T. Cox. 1986 (revised and expanded). Tourism USA: Guidelines for Tourism Development. University of Missouri, Department of Recreation and Park Administration, University Extension. U.S. Department of Commerce, 14th and Constitution, Room 1865, Washington, DC. 20030.

Historic Buildings: Issues in Preservation and Protection. Contact your local State Historic Preservation Office for a copy.

Historic Rural Buildings--A Program Guide. Contact your local State Historic Preservation Office for a copy.

Howell, Dr. Rich_ard L. 1987 .. Small Town Tourism Development. Available from the Department of Parks, Recreation and Tounsm Management, College of Forest and Recreation Resources Clemson University, SC 29634-1005. '

10 • BIBLIOGRAPHY RURAL TOURISM DEVELOPMENT Jafari, Jafar. 1988. Bibliographies on Tourism and Related Subjects: An Annotated Sourcebook. Business Research Division, Graduate School of Business Administration, University of Colorado.

Kam, D. Vanessa. Fairs and Festivals. Arts Extension Service Publications, University of Massachusetts, Amherst, MA. Contact the Arts Extension Service Office at 413/545-2360.

Kane, John. 1989. Promoting Tourism in Rural America. RIC No. 12, December 1989 (bibliography). Available from the Rural Information Center. 800/633-7701.

Kornt, Pam and Dian Magie. 1989. The Ans Festival Work Kit. Arts Extension Service Publica­ tions, University of Massachusetts, Amherst, MA. Contact Arts Extension at 413/545-2360.

Koth, Barbara A. 1987. Tourism Advertising: Some Basics. CD-F0-3311, Minnesota Extension Service, Distribution, 3 Coffey Hall, 1420 Eckles Av., University of Minnesota, St. Paul, MN 55108. 612/625-8173.

Koth, Barbara A. 1988. Evaluating Tourism Advertising with Cost-Comparison Methods. CD-F0- 3372, Minnesota Extension Service, Distribution, 3 Coffey Hall, 1420 Eckles Av., University of Minnesota, St. Paul, MN 55108. 612/625-8173.

Koth, Barbara A., and Glenn M. Kreag. 1987. Community Travel and Tourism Marketing. CD­ F0-3272, Minnesota Extension Service, Distribution, 3 Coffey Hall, 1420 Eckles Av., University of Minnesota, St. Paul, MN 55108. 612/625-8173.

Kuehn, John A., Bob McGill and Don Thacker. 1979. Litter Control in a Tourist Area--Methods and Costs (Publication DM1935). Contact Extension Publications-University of Missouri, 2800 Maguire Blvd., Columbia, MO 65211. 314/882-7216.

Legal Issues, R.D. No. 744. Also available are: Business Management and Marketing--Marketing Practices, R.D. No. 756; Community Impact--Economic and Social Impact of Recreational Access, R.D. No. 759; and Philosophy and Policy of Recreational Access-Use of Nature without Harvesting, R.D. No. 762. Contact William Grafton, Extension Specialist/Wildlife, West Virginia University, 2104 Agr. Sci. Bldg., Box 6108, Morgantown, WV 26505-6108. 304/293-3408.

McCall, Jack. 1988. Small Town Survival Manual. Manual 133, University Extension Publica­ tion, Northwest Missouri. Contact the Cooperative Extension Service, University of Missouri and Lincoln University, Columbia, MO 65211.

McIntosh, Robert W. 1979. Tourism and Your Community. Michigan State University No. E- 729. Contact Michigan State University at 517/355-0240.

McIntosh, Robert W. 1989. Account Book/or Small Tourist and Reson Businesses. Publication No. E-1332. Contact Michigan State University at 517/355-0240.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 11 Michigan Travel, Tourism and Recreation Resource Center. Publications, videotapes and mailing lists including the following: Tourism Information Series # I-Alexander, Phil. Tourism and Its Significance in Local Development. E-1937 # 2-Stynes, Daniel J. and Cynthia O'Halloran. Tourism Planning. E-2004 # 3-Alexander, Phil. Developing a Tourism Organiwtion. E-1958 # 4-Mahoney, Edward M. and Gary R. Warnell. Tourism Marketing. E-1959 # 5-Warnell, Gary R. Feasibility Analysis in Tourism. E-1992 # 6-McDonough, Maureen H. and Gary A. Ackert. Developing a Promotional Strategy. E-1939 # 7-McDonough, Maureen H. and Gary A. Ackert. Creating a Promotional Theme. E-1957 # 8-McDonough, Maureen H. and Gary A. Ackert. Infomiation and Traveler Decision­ making. E-1940 # 9-McDonough, Maureen H. and Gary A. Ackert. Managing Tourism Information Systems. E-1938 # 10-McDonough, Maureen H. and Gary A. Ackert. Selecting Promotional Media. E-2005 # 11-Holecek, Donald F. Pricing Tourism Products and Services. E-1999 # 12-Propst, Dennis B., Patricia S. Newmyer & Thomas E. Combrink. Direct Marketing of Agricultural Products to Tourists. E-1960 mues in Recreation and Tourism: Liability and Insurance, video (VHS) # I -Legal Perspectives in Recreation Liability and Insurance # 2-Liability and Insurance Problems of Private Recreation and Tourism Enterprises # 3-Liability and Insurance Problems of Private Recreation and Tourism Agencies # 4-The Role of the State as Regulator # 5-Recreation and Tourism Problems: Insurance Carriers' Perspective # 6-The Future ofLiability and Insurance

Morse, George, John Rohrer and Sam Crawford. Retention and Expansion Business Visits: A Guide for an Effective Economic Development Program (Bulletin 728). Contact Ohio State Univ. Cooperative Extension Service, 2120 Fyffe Road, Columbus, OH 43210. 614/422-7922.

Muench, David. The Use of Community Slogans in Wisconsin and Their Local Impacts. Contact David Muench, Community Resource Development Agent at Outagamie County CES, 410 S. Walnut St., Room C-103 Courthouse, Appleton, WI 54911. 414/832-5122.

Nelson, Layne M. 1986. Developing a Tourism Brochure. Region 10 Economic Development District, P.O. Box 849, Montrose, CA 81402.

Nelson, Don, editor. Tourism and Commercial Recreation UPDATE. Published on a monthly basis and available through the U.S.D.A.-Extension Service, Natural Resources and Rural Development, Rm. 3865-S. Bldg., Washington, DC 20250-0900. 202/447-2602.

12 • BIBLIOGRAPHY RURAL TOURISM DEVEWPMENT Olson, Wanda, Harold Alexander, Barbara Koth and Claudia Parliament. 1989 (revised). Starting a Bed and Breakfast or Fann Vacation Business. MES-Tourism Center No. CD-FO-3225. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Parrott, Kathleen, Dennis Schulte and Ann Dellenbarger. Historic Fannsteads. NCR-371, North Central Regional Publications. Contact your local State Historic Preservation Office for a copy.

Peters, Robert, editor. 1980. A Comprehensive Program for Historic Preservation in Omaha., Nebraska. landmarks Heritage Preservation Commission. Available from Omaha City Planning Department, Omaha/Douglas Civic Center, 1819 Farnham St., Omaha, NE 68183. 402/444-5212.

Potts, Thomas and Carole Amos. Beginning a Bed and Breakfast in South Carolina. Available from Thomas Potts, 263 Lehotsky Hall, Clemson University, Clemson SC 296-34-1005. 803/656-0372

Probst, Dennis B., compiler. 1985. Assessing the Economic Impacts of Recreation and Tourism. Southeastern Forest Experiment Station, Asheville, NC.

Quinn, Tom. 1986. Tourism: Greeting the Guest. Contact Michigan State Univ. 517/355-0240.

Reibel, Daniel. Crafts Festivals: A Planning Guide. Technical Leaflet #117, American Associa­ tion for State and Local History.

Richardson, Sarah L. 1991. Colorado Community Tourism Action Guide. Colorado Center for Community Development, University of Colorado at Denver and the Center for Recreation and Tourism Development, University of Colorado at Boulder. Contact Pat Long at 303/492-2381.

Sem, John and Lawrence Simonson. A Poll of Minnesota Festivals and Events. Tourism Center, University of Minnesota. Contact the Tourism Center, 116 Green Hall, 1530 No. Cleveland Av., St. Paul, MN 55108.

Sem, John, editor. 1989. Using Tourism & Travel as a Community and Rural Revitalization Strategy: Proceedings of the National Extension Worl

Sem, John. 1990. Tourism Center Educational Materials Order Fonn. MES-Tourism Center No. CD-MI-3913. Contact the Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 13 Siehl, George. 1990. Amenity Resources and Rural Economic Growth: Report on a National Policy Symposium. Copy available from the Congressional Research Service, the Library of Congress.

Simonson, Lawrence. 1989. Festivals and Even1s Infonnation and Resource Book. Tourism Center, University of Minnesota, St. Paul, MN. Contact the Tourism Center, 116 Green Hall, 1530 Cleveland Av., St. Paul, MN 55108. 612/624-4947.

Simonson, Lawrence, .Barbara Koth, and Glenn Kreag. So Your Community Wants Travelffourism?: Guidelines for Attracting and Serving Visitors in Your Community. CD-BU- 3443, Minnesota Extension Service, Distribution, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108.

Smith, Ed and Ann Smith. Business ManagemenJ and Marketing--Bed and Breakfast. Publication RD No. 767 from West Virginia Extension, 2104 Agr. Sci. Bldg., Box 6108, Morgantown, WV 26505-6108. Part of the Natural Resources Management and Income Opportunity series. 304/293-3408.

Smith, George. Getting Started in a Recreation or Tourism Business. Publication SP 351. Available from Agr. Extension Service, University of Tennessee, Box 1071, Knoxville, TN 37901. 615/974-7306.

Small Town Strategy. Western Rural Development Center, Oregon State University, Corvallis, OR 97331. 503/754-3621.

Sokolow, Alvin. 1988. Back Home: Grassroots Governmen1s and the People They Serve. Available from the National Association of Towns and Townships at 202/737-5200.

Stark, Nancy. 1988. Growing Our Own Jobs: a Small Town Guide to Creating Jobs Through Diversification. Available from the National Association of Towns and Townships at 202/737-5200.

Stark, Nancy. 1990. Harvesting Hometown Jobs; a Small Town Guide to Local Economic Diversification. Available from the National Association of Towns and Townships at 202/737-5200.

Stark, Nancy and Hamilton Brown. 1990. Innovative Grassroots Financing: a Small Town Guide to Raising Funds and Cutting Costs. Available from the National Association of Towns and Townships at 202/737-5200.

Stevens, Louise K. Community Cultural Planning Work Kit: Volwne I and II. Arts Extension Service Publications, University of Massachusetts, Amherst, MA Contact the Arts Extension Service Office at 413/545-2360.

14 • BIBLIOGRAPHY RURAL TOURISM DEVELOPMENT Structures and Environment Handbook. MWPS-2, Midwest Plan Service. Contact your local State Historic Preservation Office for a copy.

Tourism Development Network Bulletin. Contact Community Services Branch, Alberta Tourism, 5th Floor, City Centre, 10155-102 Street, F.dmonton, Alberta T5J 4L6. 403/422-1169.

Tourism Development Video Series. Minnesota Extension Service-Tourism Center. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173. Managing Tourism Events & Festivals CD-VH-3851 Basic Tourism Marketing CD-VH-3852 Wildlife as a Tourism Attraction CD-VH-3853 Developing a Bed and Brealifast (Parts 1 & 2) CD-VH-3854 Tourism Attraction Development CD-VH-3855 Hospitality Training CD-VH-3856 Community Tourism Development CD-VH-3857 Waterfront Revitalization/or Tourism Development CD-VH-3858 AIL OF THE ABOVE CD-VH-3859

Tourism Initiative Update. Bi-monthly update for organizations and individuals on the National Trust for Historic Preservation's Tourism Initiative. Contact Cheryl Hargrove, Mountains/Plains Regional Office, 511-16th St., Suite 700, Denver, CO 80202. 303/623-1504.

Tourist Travel Notes (published 4 times yearly). Minnesota Extension Service-Tourism Center. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Training for Rural Development. 1978. Southern Rural Development Center (only photocopies available). Contact the Southern Rural Development Center, Box 5406, Mississippi State, MS 39762. 601/325-3207

Trussell, Gale. Developing An Effective Press Kit. Contact the Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902. 615/632-7410.

Trussell, Gale. How to Develop a Self-Guiding Photography Tour of Your Area. Contact the Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902. 615/632-7410

Trussell, Gale. Marketing by Direct Mail: How to Do It Right. Contact the Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902. 615/632-7410.

Trussell, Gale. Prescription/or Tourism Banker Blindness. Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902-1499. 615/632-7410.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 15 Trussell, Gale. Six Ways to Package Scenery in Rural Areas. Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902-1499. 615/632-7410.

Trussell, Gale. Small Towns Who Have Successfully Used Tourism as Economic Development. Available from Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902-1499. 615/632-7410.

Trussell, Gale. Tourism, A Great Way to Stimulate Rural Economic Development. Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902. 615/632-7410.

Trussell, Gale. Tourism: How Seasonal Is It? Available from Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902-1499. 615/632-7410.

Trussell, Gale. Using Photographs in Travel Marketing Activities. Available from Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902-1499. 615/632-7410

TTR Publications Catalog. Available from the Office of Travel, Tourism and Recreation, University of Rhode Island, Department of Resource Econ., 314 Lippitt Hall, Kingston, RI 02881-0814. 401/792-4571.

Using Old Farm Buildings. AER 88-1, North Dakota State University Agricultural Engineering Research Report. Contact your local State Historic Preservation Office for a copy.

Van der Smissen, Betty. Legal Liability and Risk Management for Public and Private Entities. Available from Anderson Publishing company, Box 1576, Cincinnati, OH. 452/730-9672.

Waters, John C. 1983. Maintaining a Sense of Place: A Qtizen 's Guide to Community Preserva­ tion. Available from Publications Program, Institute of Community and Area Development, 300 Old College, The University of Georgia, Athens, GA 30602. 404/542-7103.

Watt, Carson E., Sarah Richardson, Clare Gunn, Sherman Frost, Bruce Wicks and Susanna Coppernoll. Tourism in Texas Communities: Guidelines for Assessment and Action. For photocop­ ies only contact the Department of Recreation and Parks and Tourism Services, Texas Agricultur­ al Extension Services, Texas A & M University, College Station, TX 77843-2261. 4()()/845-7324.

Wick, Don. The Press Trip; It Could Be One of Your Best Marketing Tools. Contact Gale Trussell, Tennessee Valley Authority, 2C41 Old City Hall, Knoxville, TN 37902. 615/632-7410.

Williams, Peter W. 1983. Structure and Form of Reson Communities (3/4 inch videorecording). Available from Future Scenario, Toronto, Ontario.

16 • BIBLIOGRAPHY RURAL TOURISM DEVELOPMENT Working Togetlzer: A Guide to Federal and State Resources for Rural Economic Development. U.S. Small Business Administration. Available from the Small Business Administration, Attn: John Osthaus, Room 317, 1441 L Street, NW, Washington, DC 20416.

Yuen, Cheryl L. 1990. Community Vision: A Policy Guide to Local Ans Agency Development. Contact the National Assembly of Local Arts Agencies, 1420 K Street NW, Suite 204, Washing­ ton, DC 20005. 202/371-2830.

MES-Tourism Center Videos

Bed and Brealifast Operation: More than Antiques and Atmosplzere. 1/2 or 3/4 inch video. MES­ Tourism Center No. CD-VH-3167. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Brehm, Phillip, Scott Davis and Ann Carol Grossman. 1990. A Sense of Place (1/2 inch videorecording). Adirondack Resource Project, Inc. Brookline, MA. Distributed by Umbrella Films.

Marketing a Tourism Business. MES-Tourism Center No. CD-VH-3978. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Minnesota at Your Service--Customer Relations/Hospitality Training. MES-Tourism Center No. CD-VH-3916. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Practical Marketing Tipsfor Tourism Businesses. MES-Tourism Center No. CD-VH-3900. Contact Distribution Center, 3 Coffey Hall, 1420 Eckles Av., St. Paul, MN 55108. 612/625-8173.

Spend Anotlzer Day. Staff training workshop and manual/video on hospitality. For information contact: Judith Gridley, Director, Mid-Columbia Employment and Training, 203 Washington St., The Dalles, OR 97058. 503/298-4101.

Tourism and Historic Preservation. A 15-minute presentation available in slide/tape or videotape format. Rent or buy from National Trust for Historic Preservation, Western Regional Office, One Sutter St., Suite 707, San Francisco, CA 94104. 415/956-0610.

Tourism Is Your Business--Marketing Management. A 13-part video series contained on 3 cassettes. Available at your university or from International Tele-Film Enterprises Ltd., 47 Densley Av., Toronto, Ontario M6M 5A8. 416/241-4483.

RURAL TOURISM DEVELOPMENT BIBLIOGRAPHY • 17 )> "C "C Cl) ::::, c;·Q. Cl) UI APPENDIX A: CASE STUDIES

Rural tourism development • A list of the communities that ranked high­ case studies est on the evaluation criteria and passed though a review of a committee of Tourism An important component of this National Center faculty and the Rural Tourism Pro­ Rural Tourism Development project was the ject Advisory Committee. identification of 197 case studies of existing successful rural community tourism develop­ • An abbreviated sample of key information ment programs. Information gathered from from the top 56 case studies. these case studies was used to identify the four communities featured in the video and high­ li~ht the variety of tourism development prin­ The shortcoming of this method of ident­ ciples used throughout this guide. ifying case studies is that it relies on efforts of a large number of tourism professionals plus In December of 1990, letters were sent community initiative to complete the require­ to professionals throughout the U.S. asking ments of the application form. This self­ them to send application materials to com­ selection process will miss many rural com­ munities they thought had successful tourism munities with successful tourism efforts, and programs. Population of 25,000 or less for there are many more examples of successful individual communities was requested, but no rural community tourism programs throughout population requirements were set for multi­ the U.S. However, this is the largest case community or multi-county tourism efforts. study information base on this topic and pro­ The Tourism Center received 197 community vides a wealth of information to communities case studies from these solicitations. interested in the efforts and successes of others. This chapter has been developed so that interested rural communities can compare their efforts to the top 56 rural communities in this project. In this chapter you will find:

• The solicitation letter from the University of Minnesota Tourism Center.

• The application question form. Communi­ ties were asked to keep the responses to a three to five page document.

• The criteria the Tourism Center used to evaluate the 197 case studies.

RURAL TOURISM DEVELOPMENT APPENDIX A • 1 Tourism Center Solicitation Letter

December 20, 1990

Dear Colleague:

As an individual concerned with rural development issues, I'd like to encourage your participation in a national rural tourism development project. Your field experience and regiooal/statewide perspective are needed in helping to select several successful commnnities for filmin& a national tourism video and creating a data base on tourism devel­ opment strategies.

The Tourism Center, MiMesota Extension Service, has been funded by the Economic Development Administration to build a network of resources for small communities to use in expanding, strengthening or creating a tourism industry. The program overview enclosed describes both the training package consisting of a video and supporting publications, and the November 1991 satellite teleconference to kick off the initiative. We hope you 'II participate in that effort by hosting a downlink site and marketing the program; expect more detail in a promotional piece early next year.

Today, however, the request is more specific. As part of the overall project, monies are available for original filming to take place at four successful tourism communities around the country. The watchwords for "successful" are authentic, diversified economical, locally plaMed and managed, sustainable and broad public participation. Our definition of rural community is a population of25,000 or less. We would like to come into a community with a crew for 1-2 days and film the attractions, interview leaders and talk to local residents, in order to "tell their tourism story.•

Entries will be evaluated by a national planning group. Benefits for communities selected are several-fold:

• National exposure and recognition; • An expenses-paid trip to MiMeapolis/St. Paul or Washington D.C. to participate in the national teleconference; • Full access to the tourism case study information; and • A set of University of MiMesota Tourism Center educational materials.

Communities not selected will still be able to purchase the training materials which will be based on the themes that emerge from the case studies, and will have access to the data base for a fee.

To clarify, we are looking for a broad geographic and size representation of communities. Both "mature" destinations as well as towns which are just starting to work in tourism are appropriate. We are asking for details on attraction develop­ ment, organizational structure, building a financial base, and marketing. It is not necessary that the community excel in each of these aspects, but we are interested in the beginnings of a comprehensive tourism effort.

The 2-4 page application form is due Monday, January 28. It simply requires brief comments about community activities, with support material. I am asking you to 1) duplicate and forward the information to community representatives in towna you believe have done the best job of organizing for tourism; l) forward the program materials to other organizationa who might be interested; and 3) please publicize the program in any newsletters or group meetings you may have. Call me (612/625-4751), Center Director John Sem (612/624-4947), GleM Kreag (218/726-8106) or Project Assistant Kathy Kjolhaug (612/624-2263) if you have questions.

I appreciate your assistance, and hope you 'II be involved in this year-long effort. The Tourism Center will update you periodically on this project.

Sincerely,

Barbara A. Koth Ass't Extension Specialist, Tourism Development

2 • APPENDIX A RURAL TOURISM DEVELOPMENT Case Study Application Form

RURAL TOURISM DEVEWPMENT CASE STUDIES

Please answer the following questions in a typed 2-3 page narrative,following the format below. Write sho11 para­ graphs or briefphrases about development activities in the last 10 years. Remember to attach supponing material. FOR THE RURAL TOURISM DATA BASE: 1. List the name of the community or area, state, population, and the name, address and phone number for contact.

2. For tourists, what is distinctive about your community/area? • Describe key attractions. • Describe key visitor services (e.g. accommodations, food services, retail shops, entertainment, information).

3. Provide some market information about your tourism program. • Estimate the number of visitors in 1990. • Briefly describe who visits the community/area and where they come from (the two most important areas) and distance traveled. • Marketing and promotion strategy.

4. What is your community's participation in tourism? • What motivated the community to begin or expand tourism? • Generally, what is the present involvement in tourism? • Future plans for tourism development?

5. Discuss one or two specific tourism-related projects undertaken by the community. Include information on: • Project objectives • The time frame • Marketing, if appropriate • People involved and tasks • Cost estimate • The result tcHlate

6. What is the organizational structure - both government and private - for community tourism development efforts? • Overall management • Volunteers • Committees • Community residents

7. Tell us bow tourism organizations, efforts, and special projects are funded.

8. Assess the results or impacts of tourism in your community/area. • Outcomes of tourism, both positive and negative. • Obstacles faced in tourism development, and how they are overcome. • Why has tourism development been successful in your community/area?

TO HELP US PREPARE A RURAL TOURISM WORKBOOK AND VIDEO:

9. List information sources you found useful in learning about tourism as a rural development tool and "how-to" strategies. These might include organizations, agencies, programs, publications or videos.

10. Indicate whether video programs or clips can be made available (describe content). The following items should be enclosed with the case study: • Brochures • Several photographs/slides • A list of visually interesting places to film • A list of persons to interview about tourism (include phone numbers) • Reports or research studies

11. We would appreciate any additional comments you wish to make.

RURAL TOURISM DEVELOPMENT APPENDIX A • 3 (Application form, continued)

NATIONAL RURAL TOURISM DEVELOPMENT PROJECT

What: The Tourism Center, Minnesota Extension Service, with federal funding and assistance from a national planning group, is working on a year-long project to create a package of resources for rural communities to use in tourism development. Products will be a video, extensive workbook, and a national satellite teleconference about tourism development.

Your Participation: Video and workbook content will be based on case studies of successful tourism communities. We are asking you to "tell the story" of tourism development in your town. We are interested in hearing from rural towns of any sim up to a maximum population of 25,000. Responses from your community and over 100 others will be entered into a data base, and common themes and principles of tourism development will be determined. Showcase your community, and learn about creative approaches and recent success stories in rural tourism! The data base and case study details will be available for a minimal access fee.

Filming Opportunities: Additionally, four communities nation-wide will be chosen to be included in the rural tourism development video, and a film crew will visit to tape attractions, interview leaders and talk to community residents. For communities chosen by the national planning committee, benefits of selection include:

• Widespread national recognition and visibility. We will make every effort to work with the media and project partners to publicim progressive tourism communities.

• An expenses-paid trip to Minneapolis/St. Paul or Washington DC for a community representative to participate in the live satellite teleconference program in November of 1991.

• Complimentary access to the data base and case studies.

• A free set of Tourism Center educational materials on topics ranging from customer relations training and advertising evaluation to bed and breakfast development (Value $300).

How to Get Involved:

1) Complete a short community or area case study following the format indicated on the reverse side of this page.

2) Attach supporting materials such as brochures, a list of filming sites and interviews, several photographs or slides, and indicate the availability of existing video about the community and its tourism resources.

3) Sign the attached release form allowing us to use information you provide for the data base and materials developed.

4) Return the completed case study by Monday, January 25 to:

Tourism Center, Minnesota Extension Service 101c Green Hall University of Minnesota 1530 North Cleveland Avenue St. Paul, MN 55108

If you have questions, work through regional coordinators who might have brought the project to your attention or call the ~ourism Center staff (Barb Ko~, 612/625-4751; John Sero, 612/624-4947; Glenn Kreag, 218/726-8106; or ~thy KJolhaug, 612/624-2263). We will update y~u as the ~roj~t ~rogresses, including information on obtaining the vtdeo and workbook as well as how to host a satellite downlink stte m your community. Thank you for your contributions in creating this wealth of information for rural areas!

4 • APPENDIX A RURAL TOURISM DEVELOPMENT Evaluation Criteria for Rural Tourism Case Studies

ATTRACTIONS COMMUNITY PARTICIPATION IN • Protect and enhance existing resources? TOURISM Create new? • Tourism development plan has been • Set of attractions work together, comple- developed and is being implemented mentary • Present tourism development activities • Year-round activity (overview) • Unique? Distinctive? • Projects -- success, creativity, scale of • Reflect local character project, difficulty of achievement, wide­ • Drawing power spread participation • Forward-looking strategy SERVICES • Numbers adequate to serve visitors FUNDING • Quality of customer service/hospitality • Organization has a stable funding base • Do services match customer needs and • Ability to attract dollars/funding partners community character? • Local investment • Variety of services offered: lodging, food, retail, shopping, recreation, and entertainment • Quality of visitor information services Scoring: • Public services/infrastructure 0 = lack of information MARKETING 1 = low level of development/ • Marketing plan in place activity • Define target markets 2 = average level of develop­ • Strong image and product position ment/activity • Set objectives 3 = high level of development/ • Variety of promotion methods given activity or outstanding resources qualities • Evaluate marketing strategy Note exceptional creativity or hard work under "comments" ORGANIZATIONAL STRUCTURE • Representation by tourism industry • Formally organized and structured • Effective use of volunteers • Involved community residents • Interact with local, regional and state groups and agencies

RURAL TOURISM DEVELOPMENT APPENDIX A • 5 Award Winners: National Rural Tourism Project

Filming Communities Honorable Mention Notable Communities

San Luis, CO Cortez, CO Burlington, CO Villages of Van Buren, IA St. Marys, GA Pagosa Springs, CO Sandpoint, ID Jackson County, IA Steamboat Springs, CO Dahlonega, GA Boone County, IL Elk Hom, IA Noblesville, IN Coeur d'Alene, ID Parke County, IN Teton Valley, ID Finalists Ft. Scott, KS Nauvoo, IL Lindsborg, KS Council Grove, KS Helen, GA Harrodsburg/Mercer Passamaquoddy Bay, Galena, IL County, KY Fundy Is., ME/NB Eunice, LA Manistee, MI Benzie County, MI St. John's River Valley, ME Cook County, MN Frankenmuth, MI Saugatuck, MI Grand Rapids, MN Travel Southwest, MN Red Wing, MN Lewistown, MT Taylors Falls, MN Dillsboro, NC Medora, ND Branson Lakes Area, MO Oswego, NY Jamesport, MO Baker City, OR Natchez, MS Grants Pass, OR New Bern, NC Somerset County, PA Southport/Oak Cedar City, UT Island, NC Lexington/Rockbridge, VA Finger Lakes, NY Pierre, SD Wall, SD St. George, UT Hopewell, VA Tennyson, WI Tomah, WI

6 • APPENDIX A RURAL TOURISM DEVELOPMENT Winner: Dahlonega-Lumpkin County, Georgia

1. Dahlonega-Lumpkin County, Georgia (Northeast Georgia Mountains Region) 3,500 City population/ 15,000 County population Deborah Greaney Tourism Coordinator/Welcome Center Director/ Administrative Assistant Dahlonega-Lumpkin County Chamber of Commerce, Inc. Box 2037 East Main Street Dahlonega, Georgia 30533 (404) 864-3711

Cullen C. Larson, Executive Vice President Dahlonega-Lumpkin County Chamber of Commerce & Development Authority (Address & phone number as above)

2. Site of the First Major U.S. Gold Rush (1828) Dahlonega Gold Museum Courthouse (1836) Original County Courthouse (Houses large display of raw gold, 28 minute film, artifacts of mining era) Panning for Gold: Can be done at one of 4 public panning areas: Crisson's Gold Mines/4th Generation Hard-Rock mining area; Gold Miners Camp/panning primarily from a sluice box, dredged from river; Panning areas on the square; Ore pulled from active mining areas. Hiking trails, Appalachian Trail crossings within county, Canoeing, Rafting, Horseback Riding, Historic Downtown Square (19th Century Buildings.) Welcome Center (one of the top 5 in the State of Georgia/Local Center) Self-Guided Auto and Walking Tours of the town and county. 14 lodging accommodations including: Bed & Breakfasts, Motels, Inns, Cabins. 19 different restaurants including: Country Cooking, Italian, Chinese, Steakhouses Over 150 retail shops, housed in authentic late 1800's and early 1900's buildings surround­ ing the downtown historic square. Seasonal entertainment on the historic square, in restaurants, at Welcome Center.

3. Visitor Counts: 1990 -- 150,500; 1989 -- 138,000; 1988 -- 132,000; 1987 -- 128,000; 1986 -- 116,800; 1985 -- 58,500

4. Because of an active state advertising program with the Northeast Georgia & Northwest Georgia Mountains areas, most of our visitation comes from the State of Georgia. The second highest visitor counts come from northern Florida (Orlando across to Tampa/St. Petersburg and on up.) Within the State of Georgia, most visitors are making a 4 hour trip, or a 1-2 hour trip to Dahlonega. The visitors are doing a week-two week vacation using Dahlonega as a "home base," or just doing a long weekend. The Florida market is usually a week or longer (12 hour drive from Orlando area). Along with the state's advertising campaign which we've participated in since 1988, we do our own marketing in the Orlando, Jacksonville, St. Petersburg and Tampa areas. Our secondary markets are Alabama and Texas, which we do put smaller amounts of our advertising dollars into at this time. We have a historic district with many 19th Century buildings surrounding the old Courthouse

RURAL TOURISM DEVELOPMENT APPENDIX A • 7 (Dahlonega-Lumpki.n County, Georgia, continued)

Gold Museum which now houses one-of-a-kind and specialty shops. Since the 1960's people have been coming into our area to Pan for Gold. During the 1970's the visitation increased dramatically. The Chamber of Commerce was then primarily working on bringing in small manufacturing plants, etc. to provide work for local residents. However, during the early 1980's the Chamber sold a large piece of property with a gold mine on it that they had purchased back in the 1950's and this provided the financial status for them to hire a full time Chamber Director. The Chamber's first full-time Director came to us in 1983. Since that time, the Administrative Assistant along with the new Vice President have worked steadily on the Tourism Promotions program for the community. We have put into place a Tourism Advisory Committee working with the Chamber's Board. We have increased our tourism advertising capabilities by passing the Hotel/Motel tax bill in 1989.

5. Our future plans for tourism development include the development of one of the still active Gold Mine areas into a . We are actively working on bringing in a Golf Course, having liquor-by-the-drink, upscale lodging facilities, and restaurants. Outdoor and indoor activities center for adults and children. A downtown park area.

We have several "Fairs & Festivals" in Lumpkin County. The Dahlonega Gold Rush operated by the Jaycees has reached its 36th year and is a Top 20 Event of the Southeast. The Family Day 4th of July Celebration is now in its 15th year, The Dahlonega Bluegrass Festival draws big name Bluegrass performers, and is a Top 20 Event of the Southeast for 3 years in a row, this show is running for 18 years now. The Wildflower Festival of the Arts is a newly created show, started in 1986 by the Chamber of Commerce. The Old Fashioned Christmas Celebration is a newly created show, started in 1984 by the Chamber. Both of these events have already been selected as a Top 20 Event of the Southeast. The Chamber still handles the Old Fashioned Christmas with help in organizing from the downtown merchants, and private citiz.ens. The Chamber had to turn over the organu.ation of the Wildflower Festival, to the Beta Sigma Sorority. The show grew so in popularity that the small Chamber staff was unable to do the coordinating of the many faceted show. Most of the people involved in putting on all of the festivals of Dahlonega-Lumpkin County are volunteer citiz.ens and Civic Organizations along with the Chamber staff. The Chamber continues to advertise all of its festivals in regular community advertising that is done with monies from the hotel/motel taxes.

6 & 7. The City, County and Chamber, along with Civic Organizations work hand-in-hand in the promotion of tourism in this county. The Chamber receives a grant from the State to run the local Welcome Center, along with money from the City and County, and membership. There are several Chamber Board members who head various committees within the Chamber. Several of the committees have downtown merchants, hotel/motel owners, restaurant owners, craft store owners and citiz.ens as volunteers. The Chamber funds three of the major festivals in Lumpkin County: Old Fashioned Christmas, Wildflower Festival and the Fireworks portion of the Fourth of July Family day celebration. The Chamber

8 • APPENDIX A RURAL TOURISM DEVELOPMENT (Dahlonega-Lwnpldn County, Georgia, continued)

staff/administrative assistant attends several travel shows which promote the community, throughout the year in conjunction with the State of Georgia, and on its own, including:Stay & See Georgia/ Atlanta, Stay & See Georgia/Macon, St. Petersburg Travel Show, NT A Conventions, ABA Conventions, and other smaller travel related shows. Shows such as the Whistle Stop Tour are done with the State and the New Georgia Railroad to promote tourism in Georgia, to Georgians!

8. Dahlonega-Lumpkin County Tourism & Promotions has increased by thousands! Not just in the numbers of visitors, but in the amount of dollars put into this program. We have several new Bed & Breakfast accommodations, restaurants, and a Days Inn motel because of this desirable increase in tourism dollars. Several new shops have opened within the last 2 years, and all are doing great. The increase in tourism-related jobs provides over 650 jobs to local citizens on an annual basis, and adds another 300+ during the seasons. This is the biggest single supplier of jobs, other than the poultry/agricultural industry. North Georgia Col­ lege/425 employed, St. Joseph's Hospital/300 employed, Torrington Industries/300 em­ ployed, Burlington Industries/250 employed, Lumpkin County School System/350 employed on an annual basis.

At present our biggest obstacle is parking in the downtown area, no major park areas for visitors to go to.

9. The Georgia Department of Industry, Trade & Tourism has several slides on Dahlonega. Georgia Power Company has raw footage of Northeast Georgia & Dahlonega Festivals. Georgia Hospitality & Travel Association, Business Council of Georgia, Department of Natural Resources, Regional Development Authority, Tennessee Valley Authority have all been extremely helpful to Dahlonega-Lumpkin County in Tourism Development.

List of local contacts concerning Tourism in Dahlonega-Lumpkin County are as follows:

Colonel Haines Hill-North Georgia College (404) 864-1441 Commissioner J.B. Jones - Lumpkin County Commissioner (404) 864-3742 Deborah Greaney, Tourism Coordinator (address & phone number already stated) Cullen C. Larson, Executive Vice President (address & phone number already stated) Emory Stephens, City Manager/Dahlonega City Hall (404) 864-6133 Pat Callaham, Lumpkin County Bank/Board of Directors for Ch. of Com. (404) 864-2265 Sharon Johnson, Superintendent, Dahlonega Gold Museum (404) 864-2275 Bill Kinsland, The History Store, Owner/previous Board Member (404) 864-7225 Freddy & Shirley Welch, The Smith House, Owners/previous Board Members (404) 864-2348 Jimmy Faulkner, Bank of Dahlonega/President & previous Board Member (404) 864-3314

RURAL TOURISM DEVELOPMENT APPENDIX A • 9 Winner: Sandpoint, Idaho

1. Sandpoint, Idaho Sandpoint is located in the Panhandle of North Idaho Sandpoint's population is nearing 6,500 people Contacts: Mike Edwards or Jonathan Coe at the Chamber of Commerce, (208) 263-2161

Sandpoint Chamber of Commerce P.O. Box 928 Sandpoint, Idaho 83864

2. Sandpoint has several attractions which make it distinctive. Starting with Lake Pend Oreille, which is the second largest body of fresh water west of the Mississippi, with a depth of 1,150'. It extends 43 miles between the Selkirk and Cabinet Mountain ranges, with 111.3 miles of shoreline. The lake and mountains give home to an abundance of wildlife ranging from Moose and Goats to Pileated Woodpecker and Bald Eagles. Nestled in the mountains, 11 miles from Sandpoint, is the picturesque Schweitzer Mountain Resort. Schweitzer is a four season resort boasting a 2,400' vertical drop spread over 2,350 skiable acres, which is serviced by six lifts. To fill tourists' days, Sandpoint offers a multitude of events. Events range from 8 days of world-renowned concerts sponsored by the "Festival at Sandpoint" to world class Kamloop trout fishing derbies sponsored by the Lake Pend Oreille Idaho Club. Every month Sandpoint has at least one major event.

Upon arrival in Sandpoint, visitors can choose from over 50 restaurants, ranging from exquisite dining to cheeseburgers and hot dogs. For those interested in shopping, the Cedar Street Bridge is the nation's first passive solar shopping plaza on a bridge over Sand Creek. Sandpoint also has 8 art and craft shops to choose from. There are 15 hotel properties with over 500 rooms for tourists wishing to spend the night. These hotels range from lake or mountain-side settings to downtown Sandpoint. Tourists may also stay at 24 breath-taking campgrounds around Sandpoint and Lake Pend Oreille. Although it would appear that Sandpoint has an abundance of lodging facilities, during the summer and winter months it is often difficult to find a vacancy.

3. It is difficult to estimate the exact number of tourists visiting Sandpoint each year. However some indication comes from the 45,550 who stopped at the Chamber's Visitor Information Center in 1990. That's up from 29,188 in 1985. Another way to get at the number of visitors is to look at skier visits at Schweitzer Mountain Resort. That has been as high as 150,000 and with their recent improvements should reach 175,000 in 1991.

During the winter months, the majority of tourists come here to ski. Schweitzer estimates that 75% of those skiers come from the Inland Northwest centered on Spokane, Washing­ ton. The remainder come from Canada, particularly Calgary, Edmonton, and the Saskatche­ wan prairies, western Washington, and California. During fall and summer months there is

10 • APPENDIX A RURAL TOURISM DEVELOPMENT (Sandpoint, Idaho, continued)

a somewhat different demography. As extrapolated from Chamber of Commerce visitor inquiries, visitors come from the following areas:

Washington 26.8% California 14.4 % Idaho 14.3% Eastern U.S. 13.8% Western U.S.10.0% Canada 8.9% Oregon 6.5% Montana 5 .4 %

Sandpoint' s marketing and promotion strategy has developed over the past several years beginning in the early 80's. At that time, members of the tourist industry made two basic decisions. First, the quickest and least expensive way to bring visitors to Sandpoint was to create a variety of events to entertain them. As a result, the Festival at Sandpoint, Winter Carnival, Waterfest, Oktoberfest, the North Idaho Draft Horse Show, the Great Northern Bluegrass Festival and others were created. Currently, Sandpoint has a major event that draws at least 2,000 people to town ten months out of the year. The assumption at the time was that if we could be successful at drawing people to town and improving our tourism economy, we would see a greatly improved capital investment in physical attractions. Eight years later this has proved true, as Schweitzer Mountain Resort has invested $15,000,000, Hidden Lakes Golf Course has been created, and Silverwood Theme Park was developed south of town.

The second decision was to begin a cooperative marketing program. Lacking one dominant "player" that could carry the local industry, it became clear that only by working together and pooling resources could we hope to create the marketing dollars needed to promote our community. In addition, it was clear that given a very high occupancy rate (95 %) in the summer, it made sense to concentrate marketing efforts on the winter season when skiers could be attracted to Schweitzer and hotel rooms could be filled by them. As time has gone by and we have been successful in marketing the winter season, we have expanded our efforts to market shoulder seasons, and to address the convention and tour bus markets.

4. Sandpoint's economy boomed in the 70's when California discovered north Idaho. Our county's population increased by 55% while at the same time the timber industry, the traditional economic mainstay, enjoyed banner years. That all ended in the early 80's with the national recession. Many newcomers to the area, as well as established residents, realiz.ed that the local economy had to be diversified and tourism represented the quickest and most cost-effective way to do this. In addition to establishing a larger tourism industry, it was hoped that by exposing Sandpoint to more people, we could attract mobile light industries owned by lifestyle-sensitive individuals who could move their businesses here. Again, eight years later, this has proved to be correct.

Major portions of the Sandpoint community are involved in tourism. Artists host the Festival at Sandpoint and the annual Arts and Crafts show, while those with an agricultural background host the North Idaho Draft Horse Show, which brings 10,000 people to town in

RURAL TOURISM DEVELOPMENT APPENDIX A • 11 (Sandpoint, Idaho, continued)

October. Even the timber industry is becoming involved with a Timberfest planned for this June.

Most of these efforts are coordinated by the Chamber of Commerce and its Resort Associa­ tion. The later is a group of tourism industry businesses that provide funding for the cooperative marketing program.

Future plans include a continuation of the ongoing marketing efforts and event production with an increased emphasis on physical improvements. They include a tour boat on the lake, a proposed municipal golf course, expansion of Hidden Lakes Golf Course facilities, and, of course, the remainder of Schweitz.er's $100,000,000 expansion plan.

5. Sandpoint has undertaken numerous tourism related projects. Perhaps the most interesting is the Festival at Sandpoint, a three week long series of concerts held during late July and August. One of the specific purposes in creating this event as stated by Tim Hunt, executive director, was to "Favorably impact the economic base of the region." We want the Festival at Sandpoint to contribute to the economic well-being of the community.

last year, the Festival at Sandpoint had a budget of $665,000. 15,000 people were attracted to the mainstage events, 8,000 to "Lost in the 50's" car show, 2,000 to the "Lost in the 50's" dance, 400 to the "Golf Tournament," and 100 to the "Festival Ski Cup." Combined, the impact from the Festival came to 26,000 visitors.

A second major tourism project has been the cooperative marketing program coordinated by the Sandpoint Resort Association under the umbrella of the Chamber of Commerce. Starting in 1984 with a budget of $12,000 to market Sandpoint in the winter, this effort has expanded to include a budget of almost $100,000 and promoting that take members as far away as Montreal in pursuit of the tour bus business.

6. Governmental involvement in tourism has been limited to providing funds through the Idaho Travel Council and providing the needed infrastructure on a local level. The bulk of the effort has been conducted by non-profit organizations, loosely coordinated by the Chamber of Commerce. The Festival at Sandpoint, the Pend Oreille Arts Council, the North Idaho Draft Horse Association, and the Lake Pend Oreille Idaho Club all host major events in town. Each of these organizations, as well as the Chamber of Commerce, relies on an extensive volunteer force to produce its events. Without this huge amount of volunteer labor, the Sandpoint tourism effort would be greatly reduced.

7. Tourism efforts are funded in two ways. First, the various organizations that host each event raise funds for that event through donations, sponsorships, and grants. For example, the Spokesman review co-sponsors the Winter Carnival donating $20,000 in advertising, artistic time and money while the Festival at Sandpoint has received a $50,000 grant from the

12 • APPENDIX A RURAL TOURISM DEVELOPMENT (Sandpoint, Idaho, continued)

Northwest Area Foundation to assist in marketing efforts. In addition, the Chamber's marketing effort is funded by locally raised monies that are used to match funding provided by the Idaho Travel Council. Idaho Travel Council funds are generated by a 2 % bed tax imposed on all hotels and campgrounds. Approximately half of the monies collected are returned to communities through this grant program. It should be mentioned that this year Sandpoint received the fourth largest amount of grant money in the state of Idaho, behind only Sun Valley, Coeur d'Alene, and Boise.

8. The tourism development strategy in Sandpoint has proven to be very successful. As measured by hotel/campground revenues, tourism activities have increased 115 % since 1984. Reduced unemployment, increase in per capita income and most importantly, the influx of light manufacturing all attest to this success. Most importantly, private capital is now being invested in major tourism development efforts that will only improve our overall efforts.

On the negative side, Sandpoint must now cope with the impact of this growth. Parking downtown is a problem as is the question of how to route Highway 95 through town. However, both of these questions are being addressed and the community is confident that tourism growth will continue.

One of the biggest obstacles Sandpoint had to overcome was the lack of a big player. There was no one individual, organization or business that could carry the entire community. It took several years of increasingly cooperative efforts to convince area businesses that all participants would benefit from working together.

There was also some initial doubt about the value of tourism. However, a couple of off ski seasons at Schweitzer Mountain Resort helped convince locals that something had to be done immediately. This led to the creation of the Resort Association which now backs Schweitzer and focuses on promoting Sandpoint as a whole as opposed to each business or property having a small advertising budget.

The first and foremost reason Sandpoint has been successful in developing tourism has to be the natural beauty of the area. However, it has been the willingness of individuals to volunteer their time and money to the multitude of events and projects that has been the real key. Most people coming to Sandpoint for the first time are stunned by the variety and quality of activities that take place in a community with such a small population. That reaction is a tribute to the work of these volunteers.

In addition, communication among the various organizations has also played a crucial role. By having committees like the Resort Association and Chamber's Tourism and Promotion, events can come off with all of the clubs, associations, lodging properties and organizers knowing what the other party is doing. This helps improve logistics, timing and helps to prevent overlapping of tasks and advertising.

RURAL TOURISM DEVELOPMENT APPENDIX A • 13 (Sandpoint, Idaho, continued)

9. There have been several organizations and businesses whose input has been invaluable. The Idaho Travel Council's meetings and seminars have been a great guide. Pacific Power has also provided thousands of dollars in time and equipment for funding videos and studies of the local economy. Finally, the best source has been the time, energy, and expertise of the local citizens who have devoted so much of themselves to this effort.

Local Contacts:

Johnathan Coe, Sandpoint Chamber of Commerce Executive Director (208) 263-2161

Mike Edwards, Resort Association Assistant and Grant Coordinator (208) 263-2161

Betty Stepek, Tourism and Promotion Assistant and Events Coordinator (208) 263-2161

Tim Hunt, Executive Director of "Festival at Sandpoint" and Co-Chairperson of Tourism and Promotion (208) 265-4554

Rick Dougherty, Sand Ida Executive Director and Resort Association member (208) 263-2111

Diane Allen Schweitzer Mountain Resort Marketing Director and Resort Association member (208) 265-1554

14 • APPENDIX A RURAL TOURISM DEVELOPMENT Winner: San Luis, Colorado

1. San Luis, Colorado Population: 800

Contact persons:

Allen C. Manz.anares, Project Manager Laurie Tenpas, Admin. Asst. Phone (719) 672-3355 Felix R. Romero, Chairperson

Costilla County Economic Development Council, Inc. P.O. Box 9 San Luis, Colorado 81152 Phone (719) 672-3346

2. San Luis, the oldest town in Colorado, provides several key attractions for visitors, such as: the San Luis Cultural Center and Museum, the Stations of the Cross Shrine, Viejo San Acacio (the oldest church in Colorado), mission churches, and the vega (one of two common land areas still in existence in the U.S., the other being in Boston, Massachusetts), site of the state's most senior water right, many fishing areas and plenty of wide open spaces.

To accommodate visitors while in the area we have El Convento B&B and Casa De Oro for overnight lodging, 4 restaurants, El Centro Artesano and the Vigil gallery for the arts and crafts shoppers, the Carlos Beaubien Theater with movies every weekend and hosting performing arts appearances during the summer. Summer also brings the summer arts network, classes/workshops in various art forms open to all wishing to participate. Informa­ tion on all of the above and more may be found at the Visitors Center located at 410 Main Street in San Luis.

3. 1990 brought San Luis a record number of visitors estimated at over 30,000. Most visitors were from the Denver (200 miles) and Colorado Springs (150 miles), Colorado, areas on their way to San Luis to visit the newly opened Stations of the Cross Shrine. Other visitors are those looking for alternative routes to Santa Fe and Taos, New Mexico.

4. Motivation for San Luis' interest in tourism has been fueled by the steady decline of the area's economy. A strategy of economic development is based on cultural and and arts development. Future plans for tourism development continue to be along the lines of cultural/religious/arts, and an ability to provide year-round accommodations to those seeking a quiet place to escape to. Increasing development with expanded marketing and promotion of the Stations of the Cross, Centro Artesano vigil galleries, starting of a woodworking production facility, and continued summer arts network/performing arts series events.

RURAL TOURISM DEVELOPMENT APPENDIX A • 15 (San Luis, Colorado, continued)

5. EL CENTRO ARTESANO (Artists retail store and studio) The Artisan Center is locate.din a renovate.d convent building owned by the Sangre De Cristo Church. The upper floor functions as a small bed and breakfast inn. The facility was recently renovate.data cost of $83,000. The CCEDC has agreed to assist the church in developing and managing the Center as a joint venture. The goal of El Centro Artesano is to preserve folk crafts through the training of younger residents and increase family income by providing workshop space and a sales outlet for indigenous folk arts and crafts. The Center's goal is to provide young people, local seniors and other artisans with an alternative employment opportunity and a means to supplement existing income. The specific purpose is to increase local income by providing workspace and an outlet for at least 25 community artisans to make, display, and sell both their traditional and contemporary arts and crafts; and to increase community income by generating tourism traffic in San Luis for local traditional crafts.

The project also provides an opportunity to involve community residents in the cultural heritage of the area. An initial list of folk arts and crafts which will be further developed within the Center include: -weaving -pottery -rug making -jewelry -santos -wood carving -furniture making

In El Centro Artesano's first year of operation the number of artists has grown to 60, the total sales were approximately $17,400.00, with a return to artists being approximately $12,800.00.

A second project is the development of the Stations of the Cross Shrine. This project, conceived as a small scale churchyard project grew to its final form: two-thirds life size bronze sculptures depicting Christ's condemnation and crucifixion. These sculptures are placed on a hill (the mesa) overlooking the town of San Luis and the surrounding communi­ ties. The shrine has provided the community a sense of pride and accomplishment as well as has placed San Luis on the map as a place to visit. This project was begun at the direction of the Catholic Church and with the cooperation of the town and various volunteer organiza­ tions. Money for the bronze sculptures (over $100,000.00) was raised by local families and other organizations intereste.d in sponsoring a station. Work on the trail (2/3rds mile) was done by volunteer labor as well. The community donated over $100,000.00 in cash and labor for this project. City and county government assisted by committing to improvements on access and other public improvements within the town. This project was initiate.d in the fall of 1987, and had its dedication in May, 1990. The project is expecte.d to be complete.d by the end of 1991. The measurable results to date have been an increase in tourism, an increase in community pride, and an increased awareness of the appropriate use of public art as an economic development tool.

16 • APPENDIX A RURAL TOURISM DEVELOPMENT (San Luis, Colorado, continued)

6. Organizational structure - Governmental and private for community tourism development efforts.

The Costilla County Economic Development Council, Inc. (CCEDC) is a private non-profit organization made up of various interests in the country. Amongst its membership are: a dentist, teachers, mayors and trustee, county commissioners, merchants, trustees, state and federal employees. These various interests meet and discuss the merits of a project, formu­ late a strategy for implementation, then involve the various entities in carrying out the project. Overall management is carried out by the staff of the CCEDC, which includes 3 full-time and 2 part-time employees. The CCEDC has relied heavily on volunteers, both on the board and in the projects.

7. All of the tourism organizations (Costilla County Economic Development Council/Visitor Center/Sangre De Cristo Chamber of Commerce), efforts, and special projects are funded by grant proposals from a number of different foundations throughout Colorado and the United States. Grants have also been received from state and federally funded programs, as well as from the campaign from Human Development.

8. The outcomes of tourism on San Luis have been very positive the community has seen people from different places take an interest and compliment the community on its efforts and results. This has put a real sense of pride back into the community resulting in the community taking initiative and care for future growth and development. Another positive outcome is the economic benefits to businesses from increased trade, and a reinvestment in the community by local businesses.

9. Information sources we have found helpful in learning about tourism are: -University of Colorado at Denver -Department of Local Affairs -San Luis Valley Economic Development Council -San Luis Valley Tourism Board -Colorado's South Central Tourism Council -University of Colorado Business and Community Relations Office -Colorado's Office of Tourism Development

10. Enclosed are copies of press coverage that San Luis has had during the last several years. Individuals have been highlighted because of their involvement and influence in encouraging the artistic renaissance, and/or because of their leadership role within the community. Also enclosed are slides and photos of some of the public art as well as photos of the Stations of the Cross. The Shrine of the Stations of the Cross is a beautiful area to photograph and has a scenic outlook of the valley and Sangre De Cristo Mountain Range Area. Some video footage about San Luis is available. Most of the footage is from Denver area news casts and one from the NBC "Today" show that describes the area and the development taking place in San Luis.

RURAL TOURISM DEVELOPMENT APPENDIX A • 17 (San Luis, Colorado, continued)

PERSONS TO INTERVIEW ABOUT TOURISM ARE (All (719) area code):

Floyd Garcia, Mayor, Town of San Luis 672-3749 Felix Romero, Grocer/CCEDC Chairperson 672-3346 Rev. Pat Valdez, C.R., Pastor of Sangre De Cristo Parish and CCEDC board member 672-3685 Laurie Tenpas, CCEDC Admin. Ass't, and B&B Manager 672-3355/672-4223 Major Oringdolph, Tour Bus and R. V. Park Owner 379-3277 Jennie Gurule, San Luis Museum Director 672-3611 Allen C. Manzanares, CCEDC Project Manager 672-3355

18 • APPENDIX A RURAL TOURISM DEVEWPMENT Winner: Villages of Van Buren, Iowa

1. VILLAGES OF VAN BUREN, INC. A cluster of Villages in Van Buren County, Iowa Population of 8200 in county

Mary E. Muir, Director Box 9 Keosauqua, IA 52565 Phone 319-293-7111

2. KEY A ITRACTIONS

In this historic cluster of a half-dozen villages along the Des Moines River, in southeast Iowa, you get a taste of life as it was over 100 years ago. Once the river ran faster and deeper, and people came here from all over the region to make stagecoach, steamboat, and railroad connections. Now the visitors get a "far from the madding crowd" feeling as they stroll in an English garden on the river banks, explore a historic church with its needle-like spire rising from a stand of pines, or visit artists and craftpersons in out of the way studios. Here, one can experience exuberant small-town festivals or drift slowly down the river in a canoe.

Bentonsport, Keosauqua, Bonaparte and Farmington are perhaps the best-known river villages in Van Buren County. They're within twenty miles of each other -- from Keosau­ qua, the county seat, follow Road J-40 east and eventually you'll reach Bentonsport and then Bonaparte. Farmington is on Highway 2 at the extreme southeast comer of the county. Road J-40 has been studied by the National Historic Preservation Committee, along with only three other highways in the United States. Bentonsport and Bonaparte, especially, are renowned for their examples of mid-Victorian architecture. Among early builders in the area were Mormons who dropped out of the westward trek in 1854. Their New York origins show in the ornate trim they used on the eaves of frame buildings.

Keosauqua is the county seat and the largest village, which is home to about 1000 residents. Van Buren County Court House is the oldest in Iowa and was the site of the first legal hanging in the state. The Hotel Manning was built in the 1850's and was originally a general store and bank. In the 1890's two more floors were added and since that time it has operated as a hotel and restaurant. You will find 20 antique-filled rooms, for your over­ night stay. The restaurant features gourmet cuisine and entertainment nightly. The Pearson House was the home of the underground railway where the slaves were hid in Civil War days. There is also a log cabin on these grounds and an old country school has just been moved in, and renovation is to take place on that this summer. Bordering the horseshoe bend of the Des Moines River exists the quiet beauty of the flowers, shrubs and timber in Lacey-Keosauqua State Park. Visitors can enjoy swimming, canoeing and fishing in the park's 30-acre lake and camping, hiking and picnics with the rest of the park's 1653 acres. Wildlife, flowers and birds are abundant, and popular with the nature lover. Just south of

RURAL TOURISM DEVELOPMENT APPENDIX A • 19 (Villages of Van Buren, Iowa, continued)

Lacey is 570-acre Lake Sugema that will be completed in 1992. Around this will be public hunting, wildlife refuge, nesting areas for duck and geese. The lake will be well stoc_ked with different varieties of fish. This lake and area will provide some of the best hunting and fishing in the State of Iowa. Keosauqua also has a nine-hole golf course, tennis court and swimming pool. As in the other villages there are antique and craft shops. A variety of services is available that is not often found in a town of this sire.

The Mason House Inn can be found in Bentonsport. This Georgian-style hotel was built in 1846 and catered to a flourishing steamboat trade. It is now a bed and breakfast, and tours are available. Down the street is the Old Bank building, the Greef General Store, Dolly's House, and the Old Post Office. These currently house antiques and crafts of very high quality. Also on Main Street is a working pottery and blacksmith business. Owner of the pottery business has established a reputation for herself in her "Queen Anne's Lace" pottery, known for the delicate patterns she creates by putting fresh flowers on the clay while it is still wet. The clay has been hand dug. This is carrying on quite a tradition since Bentonsport had the first pottery business in the county, complete with a log kiln and mud oven. The English Rose Garden on the Des Moines River bank is built around the founda­ tion of an old mill. There are several brick homes, two churches and an academy in Bentonsport. Most of these have been restored. They have a tour of homes in May and November. Across the river is the tiny village of Vernon. From here there is a magnificent view for miles off the river's north bluff. In Vernon is the Old Vernon School, that now is home to local artist Wendell Mohr. He has sketched all of the local landmarks in the county, and his work is always in great demand. Both Bentonsport and Vernon were listed in the National Register of Historic Places in 1972.

Down the river is Bonaparte, which is also on the National Register of Historic Places and is the smallest town in the National Main Street Program. A few years ago Bonaparte was about ready to "dry up and blow away," but through the efforts of local people they have restored their downtown. The old grist mill is now the home of a "Bonaparte Retreat," one of Iowa's finest restaurants. The interior is decorated very tastefully. Next door is the old woolen mill, that now is home to an antique dealer. Aunty Greene Hotel was built in 1844 and was once a "house of ill-repute." The old Opera House has been restored. A Victoria Gift Shop, a wood carver and other antique and craft shops are a delight to the tourist.

Next we come to Farmington. Here is the first church built west of the Mississippi River, which now is a Pioneer Museum. Indian Lake Park is a town-owned park, providing a 44-acre lake, modem cabins and camping, picnic area, fishing and a new two-mile all-purpose trail. Woodland trails wind through the 9000 acres of hickory, oak and pine which comprise the unspoiled beauty of Shimek Forest. Hiking, primitive camping, picnics, mushroom hunting, fishing, cross-country skiing, and snowmobiling are some of the ways to enjoy Shimek's bounty. Horse trails also wind through the forest. The town has an active group of promoters, with two of their events being a Jamboree in March and Strawberry Festival in June.

20 • APPENDIX A RURAL TOURISM DEVELOPMENT (Villages of Van Buren, Iowa, continued)

In the Lebanon, Cantril and Milton area there is a settlement of Amish. They have a furniture making business, saw mill, quilting and other ethnic practices. It is not uncommon to meet horse and buggies on the roads or pass children on their way to school; they almost always have a wave for those they meet, but do not care to have pictures taken. In Cantril, one will find "The Dutchman's Store," run by a young Mennonite couple, that features bulk foods, yardage and some clothing items. A delight to the travelers are the candies in old-time bins. Their popularity is growing every year. They average 300 customers a day, not bad for a town of less than 300 population. Milton has restored a church and it is now a Heritage Museum.

Pittsburg is the birthplace of Phil Stong, author of "State Fair" and other books and articles. Birmingham has an authentic log cabin and Mary Rutledge, Mother of Abe Lincoln's sweet­ heart, is buried near here. Near Stockport is Morris Park, which is picturesque and remote, with a replica of an 1838 homestead as well as other remnants of the era. Electrical hook­ ups are available for camping; it is a good place to fish and picnic also. The county Conservation Department has other parks where camping is available. White-tailed deer and turkey flourish in the habitat that Van Buren County provides. There are public hunting areas along with private hunting. In the winter the bald eagle can be spotted perched up and down the Des Moines River. Canadian geese have been making an area on the river near Keosauqua their home the last few years. There are canoe rentals in the area for those wanting to enjoy the solitude of the river to the fullest, and if you want to fish, that is good, too.

3. KEY VISITORS SERVICES

A. Lodging

Lodging can be found in Keosauqua at the Hotel Manning, which features 18 antique-filled rooms; 10 of these have private baths. There is a modem 6-room motel adjacent to the hotel. At the Mason House Inn in Bentonsport you will enjoy the 8 antique-laden rooms, all of which have a bottomless cookie jar. There is a 6-room motel in Cantril. As our tourist business grows, so will our need for more overnight accommodations. We feel the bed and breakfast concept will grow in the county, along with more cabins around our parks and new Lake Sugema. We want to keep our lodging complementary to the rest of the area and do not encourage chain motels or restaurants.

B. Food Services

1. Keosauqua a. Raleigh's in the Hotel Manning. Good home cooking and gourmet items. A Sunday Brunch is very well attended year around. The entertainment is second to none.

RURAL TOURISM DEVELOPMENT APPENDIX A • 21 (Villages of Van Buren, Iowa, continued)

b. Comer Cafe, some more home cooking. c. Riverbend Piml-Steak, sandwich and pizza. d. Circle B, deli and coffee shop. e. Creamery, ice cream and sandwiches in summer.

2. Bentonsport a. Mason House Inn, meals by reservation. b. Food vendors at special events.

3. Bonaparte a. Bonaparte Retreat, excellent meats, more good food and very generous servings. b. Duck Inn Cafe, serving lunches daily. c. Pump N Pizza, quick orders.

4. Farmington a. Bridge Cafe, more good home-cooked meals. Buffets served Wed., Fri. and Sat. nights, with music and dancing on Saturday nights and buffet Sunday noon. b. Pump N Piml, quick orders.

5. Cantril a. Starlite Cafe, home cooking.

6. Douds a. Douds Cafe, breakfast and lunch, delicious.

7. Birmingham a. Pump N Piml, quick orders.

C. Shopping

1. Specialty shops abound all over the county; grocery stores are in every town. The villages have a collection of many retail stores, consisting of hardware, drug, furniture, appliance, floor covering, lumber, machinery, ag. service businesses, car washes, floral shops. Many service-related businesses: banking, insurance, beauty and barber shops, nursing home, hospital, clinic, utilities, rural water.

D. Entertainment

1. Entertainment at some of the restaurants 2. Special events 3. Special stage shows at special events 4. Most entertainment is enjoying the out-of-doors and exploring the villages

22 • APPENDIX A RURAL TOURISM DEVELOPMENT (Villages of Van Buren, Iowa, continued)

4. MARKETING INFORMATION

A. We do not have an accurate count on this but think 100,000 is a conservative estimate.

B. We attract mainly from the suburbs, city and people wanting a get-away, most traveling from 100 to 400 miles, although we have guests from all over.

C. We advertise in a number of magazines and papers, and do some area TV and radio, especially to publicire special events. We do get very good articles written in papers by freelance writers. They like what they see and go home and write about us; this is some of the best advertising you can get.

5. COMMUNITY INVOLVEMENT

A. The county as a whole is very active in the tourism area, especially the towns along the river. Over the years we have worked on the preservation of our older buildings and capitalizing on our natural beauty. The Economic Development office was established and now we have the Villages of Van Buren, marketing development of Tourism and Industry. Tourism is an industry for Van Buren County as it creates jobs. In 1988 revenue from tourism increased to 1.2 million dollars an increase of 50% in a 4-year period. We do not have figures from the last 2 years but from what sales we do keep a record on I feel it has increased by that much again. We can continue to grow considerably without seriously threatening county resources.

B. We are involved quite extensively in tourism, with a budget of $82,000.00 this year. The largest share of this will go to advertising. We have a road signage plan for this year, to pull the over-the-road traveler into the county. There are also welcome signs as you enter the county. We are sponsoring hospitality training classes for our business owners to take advantage of. People are our most important asset and they must be trained to meet and inform the public.

C. Riverboat gambling is going to start on the Mississippi River this spring and we are working with those bordering counties to work up side tours. With the completion of Lake Sugema we want to control the development around this area, and help related businesses get started. Also two interstates are scheduled to pass on our north and east borders and we feel this will greatly enhance our availability.

6. TOURISM RELATED PROJECTS

A. We sponsor our own Bike Van Buren. We set up special routes that will pass through all of our villages. It is a two-day event, each of the villages have something special for the bikers to see, eat or drink and they also get to know the natives this way. It costs us about

RURAL TOURISM DEVELOPMENT APPENDIX A • 23 (Villages of Van Buren, Iowa, continued)

$1500.00 to put this event on. We charge a fee to ride and this includes their own Bike Van Buren tee shirt. We advertise this in bikers magazines, on TV and radio, but it grows the most by word of mouth. We have many return riders each year and they bring others with them. It currently attracts about 350.

B. Our biggest event is the Forest Craft and Scenic Drive. There again each Village has their own thing: Keosauqua has a parade, flea market, crafters set up in every available building, quilt show, carnival. We work with the DNR at Lacey Keosauqua State Park where there are woodworkers, everything from a running cross cut saw, designing with a chain saw, hand-made furniture, small wood carvings. All the things in the park are made from natural products. There also is musical entertainment in the park all day and a musical show Saturday night in Keosauqua. School buses are used to shuttle people both days from Keosauqua City Park to the State park. This year I plan on the addition of tour guides on the buses. This is also a two-day event, the second weekend in October, the peak color season. It cost us about $5,000.00. We about break even on these two events. However, our main objective is to get people into the county to spend money at our businesses and we are successful at that. We do major advertising on this event, using TV, radio, newspaper, and magazines again. Our attendance last year was approximately 8000. The area service clubs and volunteers are very much a part of this event.

7. ORGANIZATION STRUCTURE

A. The Villages of Van Buren is the central office for economic development and tourism in the county. We do most of the marketing and work with some of the businesses in co-op ads. There is a Board of Directors, an executive director and an office assistant. The planning is done mainly by the executive director with approval by the Board. We make use of volunteers especially at our main events through the year. We have an annual meeting with the public invited and at this time we also kick off our membership drive. We have both business and private membership.

8. FUNDING

A. At the current time a good share of our budget is funded by the Van Buren Foundation. They have an amount of assets that was bequested to them and they use the interest for worthy, qualifying projects. The balance comes from the county and city budgets, member­ ship drive and donations. Our county and city governments realize how important tourism is to our overall economy.

9. RESULTS AND IMPACTS

A. Tourism has put Van Buren County on the map and we are highly respected by surrounding areas on what we offer and on our organization. Tourism has brought many dollars into the

24 • APPENDIX A RURAL TOURISM DEVELOPMENT (Villages of Van Buren, Iowa, continued)

area that never would have come our way otherwise. The last figures I have are 1988, which showed 1. 2 million coming from tourism dollars. It has also caused us to take more pride in our area as residents and business owners. I do not see any negatives on this industry to date.

B. The biggest obstacle we face is the money aspect; we are constantly looking into different sources for funding. We have been fortunate to receive grants and have community supJX)rt to fund our projects. We are currently exploring a project that I feel would generate some income to supplement our budget and serve as good advertisement also.

C. Why we have been successful in our area is due to some of our citizens having a dream of what we could be and then by our citizens rolling up their sleeves and working. Hard work has its rewards and we are seeing these increase every year. We have only begun to achieve our goals and every year brings with it new OPJX>rtunities.

10. INFORMATION RESOURCES

A. We work a lot with Area XV out of Ottumwa, Iowa, also the Iowa Department of Econom­ ic Development and Extension Service. I personally am working with all of these organiza­ tions. They will help with grants, workshops and project ideas to name a few. We are currently working on our CEEP certification; this will put our name where it should be and shows we are working and have a long-range plan.

11. AVAILABLE RESOURCES

A. Our video on the Villages will be completed this spring and will be available for distribu­ tion. This will contain footage from all over the county and the script will describe each place and event.

B. Additional pictures enclosed. Articles sent previously.

C. Any of the attractions listed above would be available for filming.

D. People to contact: Ralph Arnold 515-936-7226 Rebecca Reynolds-Knight 319-592-3246 Bill and Sheral McDermet 319-592-3133 Chuck Grisham 319-293-3232 Mary E. Muir 319-293-7111 Mary Fox 319-878-3314 Cheri Null 319-293-3965 Mary Ovrom 319-293-3338 Darlene McQuoid 319-397-2340

RURAL TOURISM DEVELOPMENT APPENDIX A • 25 (Villages of Van Buren, Iowa, continued)

At the Villages we feel the time is right for tourism in the Midwest and feel that good things are in our future. There is a very gocxl foundation to build on with many opportunities. We continue to work on new projects and ideas, always keeping in mind our history and natural resources we are blessed with. We are increasing our budget annually to promote and make people aware of what we have. The Villages is a vehicle for all of the towns to use for organization and promo­ tion. By working together we are making Van Buren County a better place to live, work and play.

26 • APPENDIX A RURAL TOURISM DEVELOPMENT Top Communities

:Each case study in the Rural Tourism This information was taken from the Development program is listed using the community applications to the National Rural following format: Tourism Development Project and from tele­ • Population: community and county, if phone interviews with community representa­ appropriate tives. Some communities did not have access to or historical records for some of the data, • Contact person in which case the notation NA (not available) • Attractions: attraction base, major is used. The authors have made judgments on attractions the information sent to the Tourism Center, • Distance to interstate highway University of Minnesota; therefore, there may be some errors in the data. • Distance to major markets • Estimated number of visitors • Funding methods and amount of re­ venue earned • Orgmmation: structure and paid staff • Time in tourism: estimate of time of community's major shift in emphasis -­ does not reflect when tourism first start­ ed in the community. Galena, Illinois

!:: 3,900 Helen, Georgia ::: ,.------, Kathleen Webster, Exec. Dir. ii! 300 ::: Galena/Jo Daviess Co. C&VB =~= { 101 Bouthillier St. ·.· James B. Whitford, Jr. :!: Galena, IL 61036 City Manager PO Drawer 280 Restored Victorian Mississippi Helen, GA 30545 River city; many historic B&Bs and antique shops ••=AWi.ii•? ? Alpine theme community with l More than 100 miles specialty shopping !!i ::: 15 miles, Dubuque, IA ::::::11r-:::::: 40 miles i!i :::::11;:1B..@:•:••_9_0_m_i_le_s_,-A-tl-an_t_a ______!ii 1 million plus :: 2-3 million annually $500,000, 3% city room tax, j~( state grants $150,000, city room tax !!i Convention and Visitor's City government :1: Bureau: 6 paid, 11 volunteer ::: :•: lj\ ;:; 12+ years

RURAL TOURISM DEVELOPMENT APPENDIX A • 27 Eunice, Louisiana Saugatuck, Michigan ;:;: ])) ·::: 12,000 t 1,100 t !Ii ::: Felicia Fairchild, Exec. Dir. i:i Curtis Joubert, Mayor f m PO Drawer 1106 f Conv. & Visitors Bureau ::: :;:·=· ::: PO Box 28 Eunice, LA 70535-1106 :;: 1:: }! Saugatuck, MI49453 Acadian culture and home of !ii 1 ilj Lake Michigan beaches, dunes the weekly live radio and TV :=: 11 ::: ;.· Cajun show and harbor with turn-of-the- ij) )j\ century architecture ::: j! 20 miles ::: .;: 1 mile ii ;: 50 miles, Lafayette Ill :- ::: ii ::HfiiJU-:@ ::: 50 miles, Grand Rapids (j 90,00-100,000 i(\ :: J:,l:mirt :!: 500,000 (1990) =!! /j Sales at festivals, grants, fund- i\~ $72,500, 2% city room tax, :: raisers .,:: ::: dues/memberships, festivals ;: :: Chamber, volunteer staff and events, arts/craft shows : ~! Less than 10 years \I CVB, professional staff, 1 ad- jj ministrator, 9 clerical St. John's River Valley, Maine li 100 years 21,

David Potter Red Wing, Minnesota { Northern Maine Regional ::::::1111::::~:jjj:l:::::::r 15,107 Planning Commission I PO Box 779 ::::::M::::::::::::m,:=::::t Darrel Gustafson, Exec. Dir. Caribou, ME 24736 r Chamber of Commerce i~i 420 Levee St. mr:1;i:1:1:l:i:1rr:!:tr======r::::::::::::==::: d winter outdoor =t:::?::::::::::::::::;:;::::::::::·:·:-· Red Wing, MN 55066 d Acadian culture m iJJ::-=)tt Restored Mississippi riverfront 95 !:{ff}\/'.\:?=? II ::;.;,;.;.:,:-:-:-· and converted pottery factory t shopping center 100 miles, Montreal !~! m N m 45 miles m ::: erships, private 50 miles, Minneapolis/St. Paul state grants, fund- I m 350,000 rai =:; $100,000; dues, city appropria- Northern Maine Regional Plan­ -i~ tions, private donations ning Commission i! Chamber of commerce, profes- N ·:···:::::·· . sional staff, volunteers i:i::!i§#iiii:i(i:I 14 years

28 • APPENDIX A RURAL TOURISM DEVELOPMENT Dillsboro, North Carolina

Jackson County, Iowa

19,834 =----:-,-=-=-==-, - - _::-:-:;:::::-:-:-.------:- - :::.nN~nPO Box 54 '',,,,,'::=:=,,,,,,,,,;:::,,= --,---=--,,,,,-----=- Dillsboro, NC 28725 tt/!i!ib/!!)\:\;:;:;: Diane Grazert Route 1, Box 01 Mountain crafts and specialty :::::i~~~i::::=:;:;:;:::;;,:, Sabula, IA 52070 ,_,_,_,-=-=-=-=-=-=---,,-,-,--.-.- ______,__ ,:=::,,':}:"' shopping with scenic mountain ·=·;:::;:::;:;:::::::r:::::\r:f::=:======:·=·= =-=-=-=-=-=-=-=-=------=-=-=------train rides Historic Mississippi River area with restored mills, Costello's Old Mill, 3 festivals

90 miles

::::::!-~~:~~rrt1--13_0_,_oo_o______---, 50 miles, Dubuque Local privilege tax, ·:·········-:===:=:·:···· 500,000 ,=,=,,::::;:;,// _____ ..... ____ )\=/'\ dues/memberships -:-:-=-:;:-:-:-:---:-_ ..... ___ :::::::::::: 1------7 $40,000; private donations, city/county appropriations, =1-:-i~_l:-:-:-~:-~-;-:c-:-:-:-:s-rsA_ss_n_.__ 7 county revolving loan fund ··=·=·=···············:-... :... ·.· :-: .. Jackson Co. Econ. Devel. Com­ mission, paid and volunteer St. Marys, Georgia r---;:;__------, staff visitor center 8,500 4 years Craig Root, President ~~ St. Marys Tourism Council Noblesville, Indiana PO Box 1291 i------~ St. Marys, GA 31558 17,384

Scott Sorrels, Director 16 South 10th St. 8 miles Noblesville, IN 46060

40 miles, Jacksonville, FL Re-created 1 900s village and summer water recreation 285,000 6 miles 5 % city room tax, dues/mem­ -=-=-=,=,-,-=-=-=------berships, private donations 1 5 miles, Indianapolis

St. Marys Tourism Council (non­ More than 720,000 profit) City appropriations :.;.:.:.:.:.:.. :.:.:.:.:.;.;. }/ff.Jfr~_.;:_;_:_;_;_;_;_;_:_=_:_i_::_:_,:, _N_A______City government -:-::,:-:-:-:,:---::::::::::::::: ·- NA

RURAL TOURISM DEVELOPMENT APPENDIX A • 29 Rockville/Parke County, Indiana Lindsborg, ------,Kansas 2,900 3,200

Mary Jo Harney, Exec. Sec'y Dorene Anderson, Manager PO Box 165 Chamber of Commerce Rockville, IN 4 7872 PO Box 191 Lindsborg, KS 67456 33 covered bridges in scenic rural countryside Swedish heritage theme

20 miles 1 mile

55 miles, Indianapolis 70 miles, Wichita 1 million :tlfff=Jtilffltl@'1---,;.,_------1 100,000 Dues/memberships, 10% tax on :::11:a:::::::::::1:11::11:11::::1 $2,000; 2% city room tax, 2% ······ ...... , .....,, .... , .. ,,,,· bed tax, state grants gross sales of crafters during festivals -:-:-a_m_b_e_r_o_f _C_o_m_m_e_r_c_e ___----1 Co. board of directors, prof. .,,I .. staff, volunteers, exec. sec'y

10 years Harrodsburg, Mercer Co., Kentucky ::::::::::;:;:=:::::::::::::::::::::::::::::;:=::; ,•.•,•.•:•.•,• !j(-::::;:::i!i!i:i!i(!!: City 9,000, County 19,000

Belvidere 15,958 Jackie Bellar, Exec. Dir. County 30,800 + Harrodsburg/Mercer County Tourist Commission Joan Sage 222 South Chiles St. Visitor Info Center Harrodsburg, KY 40330 419 South State St. {j;w,~f:j j Historic and Shaker heritage Belvidere, IL 61008 ····:·-··:·-:···· Historic agricultural community :;;a; ;;m:;c farms, forests with agricultural festivals

1 mile 35 miles, Lexington

10-50 miles, Rockford 265,000

350,000+ $35,000; 3% city room tax, state grants County room tax, private dona­ tions, state grants C of C, Tourist Commission

Chamber of Commerce 5 years

20 years

30 • APPENDIX A RURAL TOURISM DEVELOPMENT Manistee, Michigan Grand Rapids, Minnesota r------, jj ~j 7,976 il Jerry Galas, Exec. V.P. i;~:::·c~~~~ :) Grand Rapids Visitor and 5,,,,,,,,.,.,.,,,.,.,.,.,.,.,.-=:=:='?\'\,,,,,,,,,,,.,.,. US 31 at Mason St. ii Convention Bureau : iii!ijlj!i:/:::jij::i:]!{\@::t:Jfi Manistee, Ml 49660 =i~ The Depot, One NW Third St. ···········---·:-:--·-·-·-·-·· -·-·-·-·-·:::··· :li Grand Rapids, MN 55744 l\i.. {J}j Lake Michigan beaches, Victori­ m an architecture 1·.· Hub for small resort and camp- i:! :;: ing in area with 1,000 lakes. i\i,!l~fl)} 1 mile ::: •:;:;:;:;:;:•:•:•:•:······ ------m Judy Garland festival, fishing, -~:u;Oiiff)'\r 130 miles, Grand Rapids t snowmobiling ::-: ·=·=.::::::::-:-:- 1------1 t;:: t 74 miles ::::::11•::!!i!!!::::::::!_N_A______!:! ::: j;j 160 miles, Minneapolis/St. Paul !~I ~jj NA .1--;-:~-~;-;-.'.-~-;:-d:-~-~-:-l~-:-:-e-:-~P-:-:-:-",-:-r---t jl~ $250,000; 3% city room tax, ····················· :•:;::::•:;::i"i\.,,.1------t :;: dues/memberships, county 1 lI appropriation, state grants :;: !I!~~ft!)!...._o_v_e_r _B_y_e_a_rs______. ::: :!: ::: Convention and Visitor Bureau :;: !:! [[! 50 years

County 4,230 Lewistown, Montana ll :•:•:;:::;:·=·=·=------Robert Sopoci/Bethany Fountain 7,200 :jj :: Court House, Box 1150 Grand Marais, MN 55604 Maureen Strong 11: PO Box 1123 : Rugged Lake Superior shores, Lewistown, MT 59457 ~j\ scenic drive, wilderness area. ·:: Winter recreation: snowmobil- Big Sky country, fishing, hunt­ t::: ing, cross-country and downhill ing, cattle drives skiing i:: 100 miles m 111 miles 1 103 miles, Great Falls :!: 258 miles, Minneapolis/St. Paul NA !ii ::: 112,000 ::: 4 % county room tax, festivals t $150,000; 3% county room ~=! Chamber of commerce tax, co. appropriations, 3% sales tax, vol. contributions 4 years Chamber of commerce, area non-profit associations

Over 50 years

RURAL TOURISM DEVELOPMENT APPENDIX A • 31 Medora, North Dakota Grants Pass,--~------, Oregon 120 17,000 11:1 :::: Karla Nelson :::: Rod Tjaden, Mayor :::, Box 198 Visitors & Convention Bureau Medora, ND 58645 Box 1787 :111 · ·· · Grants Pass, OR 97526 =iii Center for ND badlands and Theodore Roosevelt Nat'I Park. Gateway to scenic Rogue River Ii! Summer music festivals. and Crater Lake ::: ::: 1 mile 1 mile j!j ~~j 130 miles, Bismarck 26 miles, Medford, OR iii 250,000-300-000 $100,000; 2% city room tax, dues/memberships (C&VB), Iprivate donations, state grants, federal grants, fund-raisers I C& VB, city government, Theo- ii dore Roosevelt Medora Fdn., Somerset County, Pennsylvania ii Medora Heritage Commission :( i:::aJli:::::::::j::\:\!:!: 78,218 Over 40 years ...... ·.·.·.-.·.·····-·:-:-:•:•:•:-:•:•:•:•C-::i'{.1------J Mary Saylor, Ph.D. Dept. of Ag./Ext. Education r-_.;;...______Baker City, Oregon 206 Armsby Bldg. City 9,200, Penn State University Baker County 15,300 University Park, PA 16802 1 fA.'..'_'_'.•.'._'_ ..',.'._ ;_·.. Rural recreation and h'1stor·1c Brian Cole, Dir. :._m:•:•:-:=::::::::::::::::::::::::::::•:•:• ff(! PO Box 650 agricultural community; festivals Baker City Hall, Suite 204 1 mile Baker City, OR 97814 60 miles, Pittsburgh Historic Oregon trail and gate­ way to Hell's Canyon NA

1 mile State grants, federal grants (AIHP) Over 100 miles, Boise C of C, Laurel Agency 1991 proj. 100,000 NA $80,000; 5% co. room tax, .... :... :.:.:.:.:.:.:.:.: . .______...J private donations, city & Co. appropriations, state grants

4 years

32 • APPENDIX A RURAL TOURISM DEVELOPMENT Burlington,....------, Colorado

Phyllis Collins, Dir. Community Development Corp. 480 15th St. Burlington, CO 80807

Re-created western town with specialty shopping

1 mile

170 miles, Denver

1989 - 157,411 1990 - 187,326 ::aeitM#.i&lftt\ 3-4 million Private donations, city appropri­ ations, sales tax, gate receipts, •1--:-:-n-:e-t~-:e-io-:-:-m_v_::-;-to_r_s_B_u_re_a_u_--t Emporium sales, concessions :··-·· City government ?Jtfwtt~t NA

Lexington/Rockbridge Co., Virginia Pagosa Springs, Colorado ::ii City 4,200, County 18,000 !! Community 1,204 r Martha M. Doss, Dir. County 5,327 Convention & Visitors Bureau 102 East Washington St. Robert Hand, Manager Lexington, VA 24450 Area Chamber of Commerce PO Box 787 IRevolutionary era historic sites Pagosa Springs, CO 81147 and geologic formations

1/1 Mountain recreation area, sce­ 3 miles nic vistas, skiing, hot mineral springs 55 miles, Roanoke ill @ Over 1 00 miles 85,229+ 217 miles, Albuquerque 3% city lodging tax, city & i county appropriations 20,000 ~ii Convention & Visitors Bureau $20,000; county room tax, :=:=:::::::=:::=::::::::::;:;:::::;:;:: dues/memberships, private }f~it-] Almost 20 years donations, fund-raising

Chamber of Commerce

12-14 years

RURAL TOURISM DEVELOPMENT APPENDIX A • 33 Steamboat Springs, Colorado Coeur d' Ale~n~e::,,~ld~a::h.::o:______7 6,500

John Thrasher Barbara Strickfaden, Pres. PO Box 775088 Convention & Visitors Bureau Steamboat Springs, CO 80427 PO Box 1088 Coeur d'Alene, ID 83814 Downhill skiing, west town ··:.·.::-::::·:··~~:.:::.:.::.:...:.::...----, specialty shopping Mountain lake and resort city, Continuous Gondola Ride 90 miles 1 mile Over 100 miles, Denver 30 miles, Spokane 1 million+ 450,000-600,000 $3 million; 1 % city room tax, private donations, city & county Fund-raising, 2% state room appropriations, festivals tax, 1 % parimutual tax on dog races "Broad-based," professional staff and volunteers C&VB (non-profit), prof. staff, vols.; 9 directors, 5 clerical 10 years

Elk Horn, lo;..w:.:..=a ______.:::::::::::=:= 7 Teton Valle:.!y:..:·...:.:ld:.:a:.:.h.:.:0______750 ·,·.·············-·····-·-·-:-:,:-:-···::_:_:_::. 7 t~,::::-··rr 3,412 Lisa Riggs, Manager ~:..:..:..:=------, Danish Mill Corp. ,,,,·,~,-,;,,,·,·,·,·,··,:-,,·,,,,·.·. Mike Delate, Pres. PO Box 245 Teton Valley C of C Elk Horn, IA 51531 Box 250 Driggs, ID 83422 Danish ethnic community Scenic mountain area with 7 miles winter recreation

65 miles, Council Bluffs, IA 48 miles

82,105 70 miles, Idaho Falls

Dues/memberships, Mill's Gift 500,000 Shop and mail order business $12,000; dues/memberships, Private consultant (non-profit) private donations, state grants, 10 years festivals C of C, Econ. Devel. Council & rrrtf Tourist Services

?inm,tr~/-,;.... ·.··.·.·.,...... L__:_ 22 years______

34 • APPENDIX A RURAL TOURISM DEVELOPMENT Council Grove, Kansas Benzie County, Michigan

2,300 12,417 (region)

Dennis Arnold, Dir. Marj Westerlund, Off. Manager Convention & Visitors Bureau Chamber of Commerce 313 W. Main PO Box 204 Council Grove, KS 66846 Benzonia, Ml 49616

Historic tallgrass prairie town Scenic Lake Michigan with =·==::'.'.\ recreation adjacent to Sleeping biti~}: 26 miles .,./.. :::;:;=;=;=:=,,1------, Bear Dunes Nat'I Lakeshore Ii.l{lal 52 miles, Topeka 100 miles

Jlt-~t 150,000 150 miles, Grand Rapids

:::-i::u: $100,000; county room tax, 9,556 private donations, state grants Dues/memberships, fund-raisers ;!!!!~-@iM > C& VB, C of C, volunteers Chamber of Commerce, C& VB :::[email protected]~@.)' NA :,:::::::::,:,:,,. .__ 34 ______years _ Ouoddy Bay & Fundy Isles, Maine 1 Travel Southwest (Windom), Minn. [:1:\•tl 32,000 + (region) t?iftt 135,472 (region) Program Director PO Box 688 David Thompson, Chairman Calais, ME 04619 Travel Southwest MN, Inc. Cot!onwood County C.H. :::j.ii.idl-.> > Scenic bayside rural region Windom, MN 56101 centered around aquatic recre­ ation Rural prairie area rich in prehis­ toric, pioneer and Indian history Over 100 miles Interstate runs through this ''=IOiitt/Mi:1$.'Wt Over 100 miles, Portland, ME multi-county region fst/~~? :=: ..,_ NA ______, 125 miles, Minneapolis/St. Paul Private donations, state grants, NA Canadian government Dues/memberships, private Ouoddy Bay & Fundy Isles donations Tourism Office (International), professional staff, volunteers, Travel SW MN, prof. staff program director Fewer than 5 years i!!:::11rmw::: L-1_5_-2_0_y_e_a_rs______

RURAL TOURISM DEVELOPMENT APPENDIX A • 35 Jamesport, Missouri -:-:-:-:-:-:-:-:-:-:-:-:::::::::::::-:::::::::::::::::::::_~------...... 650

e Vitalis, Pres. llah Harris, Pres. ber of Commerce Jamesport Com./Daviess Co. 298 PO Box 215 I! Jamesport, MO 64648 rs Falls, MN 55084

x Nat'I Scenic River Amish settlement offering y, historic architecture and specialty arts, crafts and recreation antiques 25 miles ,----:-:----,--- __ : -:1------1 70 miles, St. Joseph s, St. Paul/Minneapolils ?t(J::-::::::;::::::::::::::::::::::::::::::::::::::,1------.;.._------t 1::::lliil;:!i!iii!iiili!:,t--10_0_,_oo_o______~ spent on marketing ::::~'tj@'f):i Dues/memberships, private ;{:'.:'.:'.:'.;'.,_,_:;::::::::\:::::;J}i:IJIJi: donations, state grants, fund- r of Commerce

- ~=sport Community Assoc. ---,:--:--:::-:-::-<: ttf (non-profit), professional staff, .... ·.··..... :.:-. \/''f-,,,,,,,,,-,-,-:-/):::(t'_,,,_,_,_, administrative coordinator Branson Lakes Area, Missouri ..... _._./::_/:::::(:;/:\/\::::::----.-:1------1 : r~~( _.,__6 ______years __, 3,700

John Gowers, Exec. Manager New Bern, North Carolina Chamber of Commerce ____ ._._._---:-:-----:::::::::::;::-:-:-:----_ ..... _____ -:r------PO Box 220 :,:~j!M&:!: )j Community 17,706 Branson, MO 65616 County 76,000 + Ozark mountain scenic town :}a1:::: l:]t Regina Youngblood with local arts and crafts, Craven Co. ConvNisitor Bur. outdoor theater -----:::_:::::;;:;:::;:::::::::;:-::::-----:':':-:-:-: _____ :-:-:-:---::,:,,:.,_------1 New Bern, NC 28563 50 miles 1~1~1!!.li!i!:~:llil;:::: Pre-revolutionary coastal town 35 miles, Springfield with colonial history and archi­ tecture 3,788,000 87 miles $500,000; dues/memberships, private donations. > $500,000 87 miles, Wilmington, NC spent on marketing annually 95,000-100,000 Chamber of Commerce, Market­ $62,510; 3% city room tax, ing Council of Ozark Mtns.,city, private donations professional staff, volunteers C& VB, 4 professional staff 30 years -:-:-:-:-:s-'-:-:-:s-:-:-:-:-:-:-:-:-:-:':-:-:-:s-:s':-:::::-:-..______,J 15 years

36 • APPENDIX A RURAL TOURISM DEVELOPMENT Natchez, Mississippi Oswego, New York t .....------20,000 21,493 Iii Brad Chism Virginia M. Price, Exec. Dir. :;:t ;;::: Natchez Conv. & Visitor Bureau Greater Oswego Cham. of Com. !ii 311 Liberty Road PO Box 3046 ::: Natchez, MS 39120 1 56 West Second St. !~I Oswego, NY 13126 Restored antebellum homes, ····················· ..... ,... -...... home tour festival and Missis- Historic New York Canal and St . I sippi riverfront town, former Lawrence Seaway (Lake slave market, pre-1 800 to 1900 Ontario) with water recreation history,. 8 festivals 20 miles 55 miles i:i!i!l,1-] 45 miles, Syracuse :::::~JMik~'t 85 miles, Baton Rouge I 203,560 1988-150,000; 1989-160,000 iii 1990 - 175,000-200,000 County bed tax, private dona­ ~~~ tions, Harbor Fest !:! $350,000; 1% meal surcharge, 2 % city room charge, tour Chamber of Commerce, City sales, festival gate receipts government, volunteer orgs. ····-·-·-·-·-·,:-:-:-:-:-::::;:}/{:}:::::::::::::-:- C&VB, Natchez Pilgrimage NA l Tours, private Co-Antebellum Homeowners Southport/Oak Island, N. Carolina It 10 years Finger Lakes, New York t iiiii.li!il:::::::•••::•• 2 million region ( 14 counties) r:Rm/ ...:.- .. · Conrad T. Tunney, Exec. Dir. Finger Lakes Assoc. Atlantic seaside town with Civil 309 Lake St. War history, outdoor recreation IPenn Yan, NY 14527 Large lake region with glacial topography and local history, Imansion, Genessee Co. Village 100,000+ ~11 Interstate runs through region Dues/memberships, private donations, festivals, special 50 miles, Ithaca, NY projects, golf tournaments, 7 million fishing contests

$500,000; dues/memberships, Chamber of Commerce state grants, projects Over 20 years Private membership organization

72 years

RURAL TOURISM DEVELOPMENT APPENDIX A • 37 St. George:..., _U_ta_h______-, Pierre, South=------, Dakota 12,906 25,000 Ellen Lee, Exec. Dir. Penny Shelley, Exec. Dir. Chamber of Commerce Washington Co. Travel and PO Box 548 Convention Bureau Pierre, SD 57501 425 S. 700 East St. George, UT 84770 Historic Fort Pierre and Lake :/A~::,,:,:, Gateway to 8 national parks Oahe with winter and summer :-··· outdoor recreation ~: :•:;:ro.-ng re,;rement area 30 miles ::::::a=:;a{::: 115 miles, Las Vegas :- .1------.....;..1 72 miles, Rapid__ City.....;.. ___-I :::::ffll.:.@t? 2,300,000 NA ;::=:=:;::=·=._.,,·=:=:=:=:,:,: ,L-_;__------t $140,000; private donations, city appropriations, state grants, projects .1--;-~-~-~-;;_~-t~-~-:-~_~_:_:_r~-~-~-~_!r_;_o_n_-~ Chamber of Com., volunteers

Hopewell, Virginia Wall, South Dakota ... ····································:•:•:•:• ------. i!i 24,500 750 f Mary M. Carlos, Tourism Dir. Bill Hustead, Pres. Iii 201 D Randolph Square (Rt. 10) Wall Drug, Inc. Hopewell, VA 23860 510 Main St., PO Box 401 Wall, SD 57790 @iiilli j] Historic seaport and plantations, •:•:•:·:::•:•:•:··::::::::::::::::::::::;:;:;:;::::::::::I .=::::::::::-·· US army headquarters during Iii the Civil War (Appomattox)

::: 8 miles ::: r·-· f 23 miles, Richmond ill ill 26,000 Iii ::: $11,500; dues/memberships, ::: ::: private donations, 5% meal and ~11 lodging tax Chamber of Com. Tourism ::: Committee, Wall-Badlands 1:: Promotions & Tourism Advisory Hospitality Group (local busi­ ~~; Board, dept. & development nesses) ::: i:( NA

38 • APPENDIX A RURAL TOURISM DEVELOPMENT Tennyson/Potosi, Wisconsin Cortez, Colorado ' ::::::~\t 1,170 ., 7,284 ., Harry Henderson Susan Keck, City Manager Tri-State Tourism Comm. ' 210 East Main St. Box 32 Cortez, CO 81321 Potosi, WI 53813 Center of archeological region, ::::1.1ii1:t:::::: Scenic bluff area on Mississippi Anasazi Indian heritage and River :: Mesa Verde National Park 111•1 80 miles :: Over 100 miles ::::!;;:;;.;; 20 miles, Dubuque ~j Over 100 miles, Grand Junction [\ NA 65,261; Mesa Verde 700,000

Dues/memberships, private $170,000; lodging and sales donations, promotional products Itax \i Chamber of Com., volunteers City government \i 5 years i! 10 years

Tomah, Wisconsin Fort Scott, Kansas

8,000 8,450 :: Barry Bisbee, Chairman Ii Mary Lynn Cartwright, Exec.Dir. Tomah Tourism Committee Chamber of Commerce Tomah City Hall PO Box 205 II Tomah, WI 54660 Fort Scott, KS 66701 :: Rural recreation in nearby state Restored frontier fort, restored parks and bike trail; known for ii downtown and Victorian houses Cranberry museum and festival :: 50 miles 1 mile 50-100 miles, Kansas City 42 miles, LaCrosse 1991 proj. 110,000 600,000 I $45,000; 2% city room tax, City room tax ;: private donations, federal grants ll (HUD), trolley fares IIllllff:::r Tomah Tourism Committee Fort Scott Tourism Develop. 1 :: 11•1111:1 NA Org. (under Chamber), profes- ;: sional staff, volunteers, tourism !\ coord., 100 workers ij 26 years

RURAL TOURISM DEVELOPMENT APPENDIX A • 39 Frankenmuth, Michigan Nauvoo, Illinois:r------, 1, 100

Brenda Logan, Pres. Chamber of Commerce ;;: ;;;,R~tmC::merce PO Box 342 635 South Main St. 1650 Young St. Frankenmuth, Ml 48734 Nauvoo, IL 62354 Mormon history along scenic F :::.: ::~.::~:~:. -;~: Mississippi River 1):/j}://{·':::'::::t: festivals 100 miles illl!lli&iiir:i•-_7_m_ile_s______, 185 miles, St. Louis 16 miles, Saginaw, Ml

250,000 3 million

$20,000; motel tax, local con­ $500,000; city room tax, dues/ tributions, state tourism grants memberships, state grants, festivals, projects. $500,000 Chamber of Commerce ·· ·.. ,..... ,.·.:.:.:,:;}:;;;:: spent annually on marketing. ::::::/f:f\:::::::::::: :·:-:-:-:-:-:-:-:-:-:-:•:•:·,------t Over 25 years !lMIM•:::IIi Chamber of Commerce/C& VB .. : ·:.; .. 34 years

40 • APPENDIX A RURAL TOURISM DEVELOPMENT Acknowledgements

The authors would like to thank the following communities that submitted applications to the Tourism Center as part of the National Rural Tourism Development Program.

Andy Britton, Exec. Dir. Tim Katers Deborah Greaney, Tourism Coord. Auburn Opelika Conv. & Visit. Bur. Community Develop. Director Chamber of Commerce P.O. Box 2216 Town of Rangely P.O. Box 2037 Auburn, AL 36831 200 E. Main St. Dahlonega, GA 30533 Rangely, CO 81648 Myree Shirah Rhonda Carter Eufaula Chamber of Commerce Allen Manzanares Chamber of Commerce Eufaula, AL 36072-0697 Costilla Co. Econ. Develop. Council P.O. Box 536 P.O. Box 9 Hazlehurst, GA 31539 Frank Hubbard San Luis, CO 81152 City of Talladega James Whitford, Jr. P.O. Box 498 John Thrasher P.O. Drawer 280 Talladega, AL 35160 City of Steamboat Springs Helen, GA 30545 P.O. Box 775088 Eryka Clark Steamboat Springs, CO 80427 Nancy Lee Leffingwell, Exec. Dir. Chamber of Commerce Towns County Ch. of Commerce 820 W. Bill Williams Ave. Mary Skelton, Exec. Dir. P.O. Box 290 P.O. Box 235 Kent County Tourism Corp. Hiawassee, GA 30546 Williams, AZ 86046 P.O. Box 576, 9 E. Loockerman St. Dover, DE 19903 Matthew Moye, Exec. Dir. Phyllis Collins Westville Historic Handicrafts Community Develop. Dir. George Sandora, Exec. Dir. P.O. Box 1850 480 15th St. Levy County Dev. Authority Lumpkin, GA 31815 Burlington, CO 80807 P.O. Box 1112 612 E. Hathaway Ave. Earlene Crews, Exec. Dir. Patricia Wendleton Bronson, FL 32621 St. Mary's Tourism Council, Inc. Central City, CO 80427 P.O. Box 1291 Kerry Hassen St. Marys, GA 31558 Susan M. Keck, City Manager Main Street DeLand Assoc. City of Cortez P.O. Box 3194 Paula Pate, Tourism Coordinator 210 E. Main St. 126 N. Woodland Blvd. Destination Thomasville Cortez, CO 81321 DeLand, FL 32721-3194 P.O. Box 1540 Thomasville, GA 31799 Leslie Anne Klusmire Michael R. Lee Community Development Director Greater Sebring Ch. of Commerce Connie Meek Glenwood Springs City Hall 300 S. Circle City Clerk 806 Cooper Ave. Sebring, FL 33870 City Hall, Box 156 Glenwood Springs, CO 81601 Bonaparte, IA 52620 Paul Patri Robert Hand Tarpon Springs Cultural Center Jim White Pagosa Springs Chamber of Dept. Cultural & Community Affairs Box 312 Commerce 101 S. Pinellas Ave. Dows, IA 50071 Archuleta County Tarpon Springs, FL 34689 P.O. Box 787 Lisa Riggs, Mgr. Pagosa Springs, CO 81147 Joni Booker, Exec. Vice-Pres. Danish Mill Corp. White County Ch. of Commerce P.O. Box 245 1700 N. Main, Suite A Elk Hom, IA 51531 Cleveland, GA 30528

RURAL TOURISM DEVELOPMENT APPENDIX A • 41 Diane Weiland Janet Arter Janet Neighbous, Director P.O. Box 31 P.O. Box 98 City Hall Greenfield, IA 50849 Bishop Hill, IL 61419 16 S. 10th St. Noblesville, IN 46060 Mary E. Muir Joan Sage Villages of Van Buren, Inc. Visitor Information Ctr. Jennifer Ertel, Exec. Dir. Box 9 419 S. State St. Jennings Co. Chamber of Commerce Keosauqua, IA 52565 Belvidere, IL 61008 P.O. Box 340 North Vernon, IN 47265 Bob Van Hemert Ray Morris, Ext. Adv. Marketing Manager P.O. Box 97 John Bowman, Exec. Dir. Pella Chamber of Commerce Galconda, IL 62938 Conv., Rec. & Visitor Commission P.O. Box 145 528 Indian Oak Mall Pella, IA 50219 Thressia Usherwood Chesterton, IN 46304 601 Pekin St. Michael Jones Lincoln, IL 62656 Mary Jo Harney, Exec. Sec. Jackson Co. Econ. Develop. Com. P.O. Box 165 Rt. 1, Box 01 Dora Dawson Rockville, IN 47872 Sabula, IA 52070 R.R. 1, Box 42 Meredosia, IL 62665 Sherri Scott-Welty Eldon Ranney P.O. Box 443 P.O. Box 704 Mary E. Logan Shipshewana, IN 46565 Walnut, IA 51577 Nauvoo Chamber of Commerce P.O. Box 342 Charles Overbey, Manager Robin Jenkins 1650 Young St. Vevay-Switzerland Cty. Fdn P.O. Box 715 Nauvoo, IL 62354 P.O. Box 193 Ashton, ID 83420 Vevay, IN 47043 George Edwards, Director Barbara Strickfaden, Pres. Oakland Econ. Develop. DavidR. Cox Convention & Visitors Bureau 12 W. Main St., P.O. Box 745 Daviess County Visitors' Bureau P.O. Box 1088 Oakland, IL 61943 P.O. Box 430 2nd & Fronts St. Washington, IN 47501 Coeur d'Alene, ID 83814-1088 Charles Waggoner, County Coord. Shelby County Office of Tourism Dennis Arnold, Director Neil Johnson, Treasurer 244 E. Main Convention & Visitor's Bureau Teton Vally Chamber of Commerce Shelbyvill~ IL 62565 313 W. Main Box 250 Council Grove, KS 66846 Driggs, ID 83422 Judith Marks, Town Manager Box 303, 100 College St. Mary Lynn Cartwright Mike Edwards Battle Ground, IN 47920 Fort Scott Chamber of Commerce Sandpoint Chamber of Commerce P.O. Box 205 P.O. Box 928 Alisa Burch, Tourism Coord. Fort Scott, KS 66701 Sandpoint, ID 83864 Corydon, Harrison County 310 N. Elm St. Dorene Anderson, Manager Kathleen K. Webster, Exec. Director Corydon, IN 47112 Chamber of Commerce Galena/Daviess County Convention 104 E. Lincoln & Visitors Bureau Jean F. Glick P.O. Box 191 101 Bouthillier St. 832 N. Harrison St. Lindsborg, KS 67456-0191 Galena, IL 61036 Hope, IN 47246 Jackie Bellar, Exec. Director Phyllis Stock Rose Polster, Managing Dir. Harrodsburg/Mercer County Arthur Visitor Info Ctr. Historic Newburgh Tourist Com. 106 E. Progress P.O. Box 543 222 S. Chiles St. Arthur, IL 61911 Newburgh, IN 47630 P.O. Box 283 Harrodsburg, KY 40330

42 • APPENDIX A RURAL TOURISM DEVELOPMENT Iris Larue, Director Sue Mathews-Edmunds Cheryll Nordin, Tourism Director c/o Lincoln Museum Ruston/Lincoln Convent. & Visitors Isabella County Conv. & Visit Bur. 66 Lincoln Square P.O. Box 150, 609 N. Vienna 210 E. Broadway Hodgenville, KY 42748 Ruston, LA 71273-0150 Mt. Pleasant, MI 48858

Thomas Calvert, Exec. Dir. A.J. MacCready Robert Graham Chamber of Commerce Quoddy Bay and Fundy Isles Shiawassee Area Tourism Council 105 E. Main St. Tourism Develop. Corp. 215 N. Water St. P.O. Box 70 Box 688 Owosso, MI 48867 Morehead, KY 40351 Calais, ME 04619 Felicia V. Fairchild, Exec. Dir. Roger Givens David M. Potter Saugatuck/Douglas C&V Bureau Morgantown/Butler Co. C of C N. Maine Regional Planning Ctm. P.O. Box 28 Box 408 P.O. Box 779 Saugatuck, MI 49453 Morgantown, KY 42261 Caribou, ME 04736 Thomas Ferguson, Exec. Dir. Beverly Volentine Phyliss Dowsett Tawas Area Chamber of Commerce Route 1, Box 99 2300 Pipestone Rd. 402 E. Lake St. Athens, LA 71003 Benton Harbor, Ml 49022 P.O. Box 608 Tawas City, MI 48764-0608 Teasia Cary-Alderman Marj Westerlund 930 E. Venable Benzie Co. Chamber of Commerce Judi Smith Church Point, LA 70525 Box 204 Brainerd Lakes Area Chamber Benzonia, MI 49616 of Commerce Frances Leake, Ex. Dir. 6th & Washington St. Tammany Parish Tourist Larissa Draves, Exec. Dir. Brainerd, MN 56401 and Convention Comm. Mecosta Co. Chamber of Commerce 600 N. Hwy. 190, Suite 5 246 N. State Str. Margaret Kinnunen Covington, LA 70433 Big Rapids, MI 49307 7503 Levander Rd. Embarrass, MN 55732 Curtis Joubert, Mayor Lucee Powrozek, Vice Pres. City of Eunice Bridgeport Township Tourist Comm. Jody Hencier P.O. Drawer 1106 Bridgeport Gov. Ctr. Fairmont Area Cham. of Commerce Eunice, LA 70535-1106 6030 Dixie Highway P.O. Box 826 Bridgeport, MI 48722 Fairmont, MN 56031 Betty Reed, Exec. Dir. 1701 S. St. Charles St. Carl Osentoski, Exec. Dir. Judy Stringer, Exec. Dir. P.O. Box 2792 Village of Caseville Fergus Falls Convention & Houma, LA 70360 6767 Main St. Visitors Bureau Caseville, MI 48725 202 S. Court St. Carolyn Andre Fergus Falls, MN 56537 Director, Tourism Annette Rummel Pointe Coupee Parish Frankenmuth Cham. of Commerce John Caskey HC62, Box 70-M 635 S. Main St. Glenwood Chamber of Commerce New Roads, LA 70760 Frankenmuth, MI 48734 137 E. Minnesota Glenwood, MN 56334 Roseanne Mitchell Dan Bisher Carola Ann Andreport Hillsdale County Tourist Council Jerry Galas, Exec. Vice Pres. 441 E. Oralee St. 27 N. Broad St. Grand Rapids Visitor & Conv. Bur. Opelousas, LA 70570 Hillsdale, MI 49242 1 NW 3rd St. Box 157 Nathalie Dantior Sheri Worm, Exec. Dir. Grand Rapids, MN 55744 Lafourche Parish Tourist Com. Manistee Co. Cham. of Commerce P.O. Box 340 US 31 at Mason St. Raceland, LA 70394 Manistee, MI 49660

RURAL TOURISM DEVELOPMENT APPENDIX A • 43 Bethany Fountain, Dir. Wade Vitalis Dave Sharpe Cook County/Grand Marais Joint Pres., Chamber of Commerce Extension Service, Taylor Hall Economic Develop. Authority Box 298 Montana State University Box 597 Taylors Falls, MN 55084 Bozeman, MT 59717 Grand Marais, MN 55604 Jeannie Berg, Exec. Dir. Maureen Strong Robert Sopoci, Cook Cty. Dir. Leech Lake Area Cham. of Com. The Main Connection Travel Cook County, Lutsenffofte P.O. Box G P.O. Box 1123 MN Extension Service-Courthouse Walker, MN 56484 Lewistown, MT 59457 Grand Marais, MN 55604 David Thompson Bonnie Church, Exec. Dir. Shirley Rydberg Cottonwood County Courthouse N. Carolina High Country Host City of Hallock Windom, MN 56101 701 Blowing Rock Rd. Box 622 Boone, NC 28607 Hallock, MN 56728 Laura Waters Herbert A. Nolan, Town Clerk c/o Bluff Valley Campground P.O. Box 54 Sherry Hines, Vice President Bluff Valley Rd. Dillsboro, NC 28725 Historic Bluff Country R.R. 1, Box 194 P.O. Box609 Zumbro Falls, MN 55991 Richard Bunch, Exec. Dir. Harmony, MN 55939 Chamber of Commerce Made Marsh P.O. Box F G. Chris Fry Mount Pleasant Wine Co. Edenton, NC 27932 Rt. 3, Box 178 Augusta, MO 63332 Hinckley, MN 55037 Betty Huskins, Manage. Consult. John Gowers, Exec. Manager Smokey Mountain Host of N.C. Jeanette Hauschild, Sec. Branson/Lakes Area Ch. of Com. P.O. Box 1353 Buffalo Ridge Tourism P.O. Box 220 Franklin, NC 28734 Route 1 Box 13 Branson, MO 65616 Ivanhoe, MN 56142 Regina Youngblood Ilah M. Harris Craven Co. Conv. & Visit. Bureau Melissa Langer, Exec. Dir. Jamesport Com., Daviess Cty. 219 Pollock St., P.O. Box 1413 New Prague Chamber of Commerce P.O. Box 215 New Bern, NC 28560 120 E. Main St., P.O. Box 191 Jamesport, MO 64648 New Prague, MN 56071 Kim Bennett, Director David Angerer, City Adm. Carolina Tomorrow, Inc. Syvilla Shermer, Director 165 S. 4th St. P.O. Box 1717 Orr Tourist Info Center Ste. Genevieve, MO 63670 233 Middle St. Box 236 New Bern, NC 28563 Orr, MN 55771 Mary Cox County Extension Office Sherry B. Adams, Prog. Mgr. Jim DeRose P.O. Box 610 Rutherford Town Revital. Central Lakes Tourism Assoc. Iuka, MS 38852 106 N. Main St. P.O. Box 273 Rutherfordton, NC 28139 Paynesville, MN 56362 Brad Chism, CEO Natchez Conv. & Visitor Bureau Kathi Grisset, Comm. Aff. Mgr. Darrel Gustafson 311 Rd Liberty So. Brunswick Islands Ch. of Com. Red Wing Area Cham. of Com. Natchez, MS 39120 Hwy. 17/P.O. Box 1380 420 Levee St. Shallotte, NC 28459 Red Wing, MN 55066 Beth Jackson, Chairperson Kemper/Neshoba Tourism Ctm. Sabrina Hodges, Exec. V.P. Eugene Goddard, Exec. Dir. 590 County Line Road Southport-Oak Island Ch. of Com. City of Sherburn, EDA Preston, MS 39354 Rt. 5, Box 52, Long Beach Road P.O. Box 146 Southport, NC 28461 28 N. Main St. Sherburn, MN 56171

44 • APPENDIX A RURAL TOURISM DEVELOPMENT John Andrews, Chaimian Jonathan Hebert Lisa Sekerak Martin County Travel & Tourism P.O. Box 304 Grand Lake Bureau Travel P.O. Box 1048 Jackson, NH 03846 and Tourism Williamston, NC 27892 226 N. Main St. Don Hinkle, Pres. Celina, OH 45822 LoAnn Charchenko, Exec. Dir. Alamogordo Chamber of Commerce Dickinson Conv. & Visitor Bureau P.O. Box 518 Neil Andrew P.O. Box 181 Alamogordo, NM 88311-0518 Ohio State University Dickinson, ND 58602 2021 Coffey Road Howard Shanks Columbus, OH 43210 Rod Tjaden, Mayor Village of Capitan Theodore Roosevelt Medora Fdn. P.O. Box 246 Don Taylor, Director Box 198 114 Lincoln Ave. Hocking County Tourism Assoc. Medora, ND 58645 Capitan, NM 88316 P.O. Box 350 Logan, OH 43138 Sharon Eiseman Jack Ball Welk Heritage, Inc. Old West Country, SW New Mexico Sharon McLaughlin Box 52 223 E. Spruce St. Olde Springboro Village Strasburg, ND 58573 Deming, NM 88030 P.O. Box 389 Springboro, OH 45066 Shirley Richter, President John Benjamin, Pres. West Fargo Chamber of Commerce 3 Rivers Develop. Fdn. Rosalie Adams Box 753 5 E. Market St. Seneca County Convention & West Fargo, ND 58078 Corning, NY 14830 Visitors Bureau P.O. Box 237 Jeff Altizer Virginia Price Tiffin, OH 44883 Williston Hospitality Bureau Greater Oswego Chamber P.O. Box G P.O. Box 3046 Max W. Ott, Chairman Williston, ND 58802 156 W. 2nd St. Alfalfa County Econ. Dev. Council Oswego, NY 13126 P.O. Box 39 Harold David, Pres. Cherokee, OK 73728 Brownville Historical Soc. Conrad T. Tunney, Exec. Dir. RFD 1 Finger Lakes Assoc. Les Hall Brownville, NE 68321 309 Lake St. P.O. Box 684 Penn Yan, NY 14527 Eufaula, OK 74432 Raz.el Johnson, Chrm. Thayer County Promotional Ctm. Charles Krupke Brian D. Cole, Director P.O. Box 147 Chamber of Commerce Baker City Econ. Develop. Dept. Hebron, NE 68370 P.O. Box 34 P.O. Box 650 Pulaski, NY 13142 Baker City Hall, Ste. 204 Paula Darling, Tourism Direct. Baker City, OR 97814 Chamber of Commerce Pamela VanderArk, Exec. Dir. 806 1st Ave. P.O. Box 1019 Dana Henry, Exec. Dir. Nebraska City, NE 68410 2 S. Congress St., Suite 21 Gold Beach Chamber of Commerce Athens, OH 46701 510 S. Ellensburg Ave. Theresa Nicholas Gold Beach, OR 97444 Pawnee County Promo. Network Sue Ayers, Director P.O. Box 187 Visitors & Convention Bureau Karla Nelson 653 G Street 2250 Southgate Parkway Visitors & Convention Bureau Pawnee City, NE 68420 P.O. Box427 P.O. Box 1787 Cambridge, OH 43725 Grants Pass, OR 97526 Lori Gottula Peru State College Peru, NE 68421

RURAL TOURISM DEVELOPMENT APPENDIX A • 45 Walter R. Jaskiewicz, Pres. Kay Wilborn Macon Sammons Chamber of Commerce Friends of Cordell Hall Greater Allegheny Highlands 185 N. Oregon Rt. 1, Box 41 Chamber of Commerce P.O. Box 33 Byrdstown, TN 38549 241 W. Main Street Jacksonville, OR 97530 Covington, VA 24426 Judy Barton Nick Harville City Recorder Mary Carlos, Tourism Director Greater Newport Cb. of Commerce Box 78 201-D Randolph Square (Rt.10) 555 S.W. Coast Highway Cumberland Gap, TN 37724 Hopewell, VA 23860 Newport, OR 97365 Garland Lankford Martha Doss Eve Foote, Exec. Director Meigs County Executive Visitor Center Pendleton Chamber of Commerce P.O. Box 156 102 E. Washington St. 25 SE Dorion Decatur, TN 37322 Lexington, VA 24450 Pendleton, OR 97801 Helen L. Homer Joyce Payne, Exec. Vice President Annetta DeYoung Div. of Tourism Wise County Chamber of Commerce Wayne Co. Cham. of Commerce Green Co. Chamber of Commerce 765 Parle Ave. 742 Main St 207 N. Main St. P.O. Box 226 Honesdale, PA 18431 Greenville, TN 37743 Norton, VA 24273-0226

Dr. Mary Saylor Tommy Walsh Sergei Troubetzkoy Dept. of Ag & Ext. Ed. Mill Outlet Staunton Office of Tourism 206 Armsby Bldg. P.O. Box 140 13 W. Beverly St., 4th Floor Pennsylvania State Univ. Mountain City, TN 37683 Staunton, VA 24401 University Parle, PA 16802 Wallace Austin, Exec. Dir. Robert Hult David Wright Sparta Chamber of Commerce Film Comm. Director Allegheny National Forest 16 W. Bockman Way Okanogan County P.O. Box 847 Sparta, TN 38583 P.O. Box 313 Warren, PA 16365 Winthrop, WA 98862 Dr. J~ Stribling John C. Blythe Ext. Rec., Parle & Tourism Sci. Kitty Monson Cultural Resources 212 Francis Hall Hayward Chamber of Commerce Savannah Valley Authority Texas A & M University P.O. Box 726 P.O. Box Drawer K College Station, TX 77843-2261 Hayward, WI 54843 McCormick, SC 29835 La Ree Garfield, Coordinator Edward Allmann, Manager Hurley Badders, Exec. Dir. Iron County Tourism & Conv. Bur. Ex. Communication Prog. Pendleton Dist. & Rec. Comm. P.O. Box 1007 Kohler Company 125 E. Queen St. Cedar City, UT 84720-1007 Kohler, WI 53044 P.O. Box 565 Pendleton, SC 29670 Penny Shelley, Exec. Dir. Al Weber Washington Co. Trav. & Conv. Bur. City of Lancaster Ellen Lee, Exec. Dir. 425 s. 700 East 2 Lakeview Lane Pierre Area Chamber of Commerce St. George, UT 84770 Lancaster, WI 53813 Box 548 Pierre, SD 57501 Judy Escue, Exec. Dir. Carole Cassidy P.O. Box 8595 Promotion Ctm. Bill Hustead, Pres. & CEO 325 6th Ave. Mineral Point Visitors Bur. Wall Drug Store South Charleston, WV 25303 Mineral Point, WI 53565 510 Main St. P.O. Box 401 Dennis Streiff, Exec. Dir. Wall, SD 57790 NEWTAP P.O. Box 713 New Glarus, WI 53574

46 • APPENDIX A RURAL TOURISM DEVELOPMENT Dave Waffle, City Manager 75 N. Benson Platteville, WI 53818

Harry D. Henderson Tri-State Tourism Council P.O. Box 32 Postosi, WI 53820

Ina Schaefer 106 Slazing Road Potosi, WI 53813

Tom Duffey, President Home of the Hamburger, Inc. P.O. Box 128 Seymour, WI 54165-0128

Barry Bisbee Tomah Tourism Committee Tomah City Hall Tomah, WI 54660

Karl Schutz Karl Schutz Arts & Tourism P.O. Box 488 Chemainus, BC VOR lKO CANADA

RURAL TOURISM DEVELOPMENT APPENDIX A • 47 APPENDIXB: Professional Travel/Tourism Associations and Organizations

ACCENT ON LIVING MAGAZINE AMERICAN GUIDES ASSOCIATION Gillum Road and High Drive 8909 Dorrington Avenue P.O. Box 700 West Hollywood, CA 90048 Bloomington, IL 61702 309/378-2961 AMERICAN HOTEL & MOTEL ASSN. 1201 New York Avenue NW, 6th Flr AMERICAN ASSOCIATION FOR STATE Washington, DC 20005 AND LOCAL HISTORY 202/289-3100 172 Second Avenue North Nashville, TN 37201 AMERICAN INSTITUTE OF ARCHITECTS 615/255-9271 1735 New York Avenue NW Washington, DC 20006 AMERICAN ASSOCIATION OF RETIRED 202/626-7300 PERSONS 1909 K Street NW AMERICAN PLANNING ASSOCIATION Washington, DC 20049 1776 Massachusetts Ave. NW, Suite 704 Washington, DC 20036 AMERICAN ASSN. OF TRAVEL EDITORS 202/872-0611 342 Madison Avennue New York, NY 10017 AMERICAN RECREATION COALIDON 212/661-0656 1331 Pennsylvania Avenue NW, Suite 726 Washington, DC 20004 AMERICAN AUTOMOBILE ASSN. 202/662-7420 8111 Gatehouse Road Falls Church, VA 22047-0001 AMERICAN RIVERS 703/ AAA-6000 801 Pennsylvania Avenue SE, Suite 303 Washington, DC 20003 AMERICAN AUTOMOBILE TOURING 202/547-6900 ALLIANCE - ALA AUTO/TRAVEL CLUB 888 Worcester Street AMERICAN SIGHTSEEING INTERNAT'L Wellesley, MA 02181 309 Fifth Avenue 617/237-5200 New York, NY 10016

AMERICAN BUS ASSOCIATION AMERICAN SOCIETY OF TRAVEL 1015 15th Street NW AGENTS Washington, DC 20005 1101 King Street 202/842-1645 Alexandria, VA PO Box 23992 AMERICAN FARMLAND TRUST Washington DC, 20026-3992 1920 N Street NW, Suite 400 Phone: 703/739-2782 Washington, DC 20036 FAX: 703/836-3920 202/659-5170

RURAL TOURISM DEVELOPMENT APPENDIX B • 1 AMERICAN TOUR MANAGERS ASSN. COALIDON FOR SCENIC BEAUTY 8909 Dorrington Avenue 218 D Street SE West Hollywood, CA 90048 Washington, DC 20003 202/546-1100 AMERICAN TRAVEL INNS 641 West North Temple CONSERVATION FOUNDATION Salt Lake City, UT 84116 1250 24th Street NW 801/521-0732 Washington, DC 20037 202/293-4800 AMERICAN YOUTH HOSTELS P.O. Box 37613 COUNCIL FOR RURAL HOUSING AND Washington, DC 20013-7613 DEVELOPMENT 2300 M Street NW APPALACHIAN REGIONAL Washington, DC 20037 COMMISSION 202/955-9715 1666 Connecticut Avenue, NW Washington, DC 20235 ENVIRONMENTAL POLICY INSTITUTE 202/673-7874 218 D Street SE Washington, DC 20003 THE ARCHAEOLOGICAL CONSERVANCY 202/544-2600 415 Orchard Drive Santa Fe, NM 87501 EUROPEAN TRAVEL COMMISSION 505/982-3278 630 Fifth Avenue New York, NY 10111 ASSOCIATION OF LIVING HISTORY Farms and Agriculture Museums EXTENSION SERVICE National Museum of American History U.S.D.A. Deputy Administrator Room 5035 Natural Resources and Rural Development Washington, DC 20560 Room 39QCJ South Building 202/357-20CJ5 Washington, DC 20250 202/447-7947 ASSN. OF RETAIL TRAVEL AGENTS 25 South Riverside FARMERS HOME ADMINISTRATION Croton-on-Hudson, NY 10520 Office of Rural Development Policy 914/271-9000 U.S. Department of Agriculture Washington, DC 20250 BUREAU OF THE CENSUS 202/447-4323 Travel Surveys Branch Demographic Surveys Division FOREMOST WEST U.S. Department of Commerce 770 East South Temple, Suite B Washington, DC 20233 Salt Lake City, UT 84102 801/532-3113 CENTER FOR RURAL AFFAIRS P.O. Box 405 GRAY LINE SIGHT-SEEING ASSN. Walthill, NE 68067 7 West 51st Street 402/846-5428 New York, NY 10019

2 • APPENDIX B RURAL TOURISM DEVELOPMENT GREATER INDEPENDENT ASSN. OF NATIONAL ALLIANCE OF STATEWIDE NATIONAL TRAVEL SERVICES PRESERVATION ORGANIZATIONS 915 Broadway c/o Historic Massachusetts, Inc. New York, NY 10010 45 School Street Boston, MA 02108 HIGHWAY USERS FEDERATION 617/723-3383 1776 Massachusetts Avenue NW Washington, DC 20036 NATIONAL ASSOCIATION OF CONSERVATION DISTRICTS INSTITUTE OF CERTIFIED TRAVEL 509 Capitol Court NE AGENTS Washington, DC 20002 148 Linden Street Wellesley, MA 02181 NATIONAL ASSN. OF STATE DEVELOPMENT AGENCIES HOTEL SALES AND MARKETING ASSN. 444 North Capitol Street NW, Suite 628 INTERNATIONAL Washington, DC 20001 1400 K Street NW Phone: 202/624-5411 Washington, DC 20005 FAX: 202/624-5417 202/789-0089 NATIONAL ASSN. OF DEVELOPMENT INTERNATIONAL ASSN. OF AMUSE­ ORGANIZATIONS MENT PARKS AND ATTRACTIONS 444 N. Capitol St. NW, Suite 628 4230 King Street Washington, DC 20001 Alexandria, VA 22302 202/624-7806 703/671-5800 NAT'L ASSN. OF REGIONAL COUNCILS INTERNATIONAL ASSN. OF 1700 K Street NW CONVENTION & VISITORS BUREAUS Washington, DC 20006 702 Bloomington Road 202/457-0710 Champaign, IL 61820 NATIONAL ASSN. OF STATE LAND TRUST EXCHANGE DEPARTMENTS OF AGRICULTURE 1017 Duke Street 1616 H Street NW Alexandria, VA 22314 Washington, DC 20006 703/683-7778 202/628-1566

MIDWEST TRAVEL WRITERS NATIONAL ASSOCIATION OF TOWNS Newman Associates, P.O. Box 758 AND TOWNSHIPS Champaign, IL 61820 1522 K Street NW 703/250-7897 Washington, DC 20005 202/737-5200

NAT'L CAMPERS AND HIKERS ASSN. 7172 Transit Road Buffalo, NY 14211 716/634-5433

RURAL TOURISM DEVELOPMENT APPENDIX B • 3 NAT'L CAMPGROUND OWNER'S ASSN. NATIONAL TOUR ASSN. 804 D Street NE 546 East Main Street, P.O. Box 3071 Washington, DC 20002 Lexington, KY 40596 606/253-1036 NATIONAL CENTER FOR SMALL COMMUNITIES NATIONAL TRUST FOR HISTORIC 1522 K Street NW, Suite 730 PRESERVATION Washington, DC 20005 1785 Massachusetts Avenue NW 202/737-5200 Washington, DC 20036 General Information 202/673-4000 NATIONAL CONFERENCE OF STATE Financial Services 202/673-4054 HISTORIC PRESERVATION OFFICERS Main Street 202/673-4219 Suite 332, Hall of States Regional Services 202/673-4165 444 North Capitol Street NW Historic Properties 202/673-4146 Washington, DC 20001 202/624-5465 Northeast Regional Office (CT, ME, MA, NH, NY, RI, V1) NATIONAL PARK SERVICE Old City Hall P.O. Box 37127 45 School Street, 4th Floor Washington, DC 20013-7127 Boston, MA 02108 Archeological Assist. 202/343-4101 617/523-0885 Hist. Am. Bldgs Surv. 202/343-9625 Interagency Resources 202/343-9500 Mid-Atlantic Regional Office National Register of (DE, DC, MD, NJ, PA, VA, WV, PUERTO Historic Places 202/343-9536 RICO, VIRGIN IS.) Nat'l Hist. Landmarks 202/343-8174 Cliveden, 6401 Germantown Avenue Preservation Assist. 202/343-9573 Philadelphia, PA 19144 215/ 438-2886 NATIONAL PARKS AND CONSERVA­ TION ASSOCIATION Southern Regional Office 1015 31st Street NW (AL, AK, FL, GA, KY, LA, NC, SC, TN, MS) Washington, DC 20007 456 King Street 202/944-8530 Charleston, SC 29403 803/722-8552 NATIONAL PASSENGER TRAFFIC ASSN. 310 Madison Avenue, Suite 420 Midwest Regional Office New York, NY 10017 (IL, IN, IA, MI, MN, MO, WI, OH) 53 West Jackson Blvd., Suite 1135 NATIONAL RECREATION/PARK ASSN. Chicago, IL 60604 3101 Park Center Drive 312/939-5547 Alexandria, VA 22302 Mountains/Plains Regional Office NATIONAL RESTAURANT ASSN. (CO, KS, MT, NE, ND, SD, OK, WY) 311 First St. NW 51 l -16th Street, Suite 700 Washington, DC 20001 Denver, CO 80202 201/638-6100 303/623-1504

4 • APPENDIX B RURAL TOURISM DEVELOPMENT Texas/New Mexico Field Office RURAL INFORMATION CENTER (RIC) (TX, NM) National Agricultural Library, Room 304 500 Main Street, Suite 606 U.S. Department of Agriculture Fort Worth, TX 76102 Beltsville, Maryland 20705 817/332-4398 301/344-2547 800/633-7701 Western Regional Office (AK, AZ, CA, HI, ID, NV, OR, UT, WA, SCENIC BYWAYS COALIDON GUAM, MICRONESIA) 1331 Pennsylvania Ave. NW, Suite 726 One Sutter Street, Suite 707 Washington, DC 20004 San Francisco, CA 94104 202/662-7420 415/956-0610 SMALL BUSINESS ADMINISTRATION NORTH AMERICAN TRAVEL ASSN. 1441 L Street, NW 1790 Broadway, Suite 711 Washington, DC 20416 New York, NY 10019 718/858-5483 SCORE (Service Corps of Retired Executives) 202/653-6279 NATURE CONSERVANCY ACE (Active Corps of 1815 Lynn Street Executives) 202/653-6279 Arlington, VA 22209 OPSI (Office of Private 703/841-5300 Sector Initiatives) 202/653-7880 SBDC (Small Business OLD WEST TRAIL FOUNDATION Development Center) 202/653-6768 900 Jackson Blvd., P.O. Box 2554 Rapid City, SD 57709 SOCIEfY FOR AMERICAN ARCHEOLOGY 605/343-7677 808 17th Street NW Suite 200 Washington, DC 20006 PARTNERS FOR LIVABLE PLACES 202/223-9774 1429 21st Street, NW Washington, DC 20036 SOCIETY FOR THE ADVANCEMENT OF 202/887-5990 TRAVEL FOR THE HANDICAPPED 26 Court Street, Suite 1110 RAILS-TO-TRAILS CONSERVANCY Brooklyn, NY 11242 1400 16th Street NW, Suite 300 Washington, DC 20036 SOCIETY OF AMERICAN TRAVEL 202/797-5400 WRITERS 1120 Connecticut Av. NW, Suite 940 RURAL COALIDON Washington, DC 20036 2001 S Street NW 202/785-5567 Washington, DC 20009 202/483-1500 TENNESSEE VALLEY AUTHORITY TOURISM DEVELOPMENT PROGRAM 2C41 Old City Hall Building Knoxville, TN 37902 615/632-7410

RURAL TOURISM DEVELOPMENT APPENDIX B • 5 TOURIST HOUSE ASSN. OF AMERICA U.S. DEPARTMENT OF THE INTERIOR R.D. 2, Box 355A Bureau of Land Management Greentown, PA 18426 Washington, DC 20240 717/857-0856 U.S. INTERNATIONAL COMMISSION ON TRAVEL AND TOURISM GOVERNMENT MONUMENTS AND SITES AFFAIRS 1600 H Street NW Two Lafayette Centre Washington, DC 20036 11133 21st Street NW 202/842-1866 Washington, DC 20036 U.S. TOUR OPERATORS ASSOCIATION TRAVEL/TOURISM RESEARCH ASSN. 211 East 51st Street, Suite 12B PO Box 8066 Foothill Station New York, NY 10022 Salt Lake City, UT 84108 212/944-5727

TRAVEL INDUSTRY ASSOCIATION OF U.S. TRAVEL AND TOURISM ADMIN. AMERICA U.S. Department of Commerce Two Lafayette Centre Washington, DC 20230 1133 21st Street NW Washington, DC 20036 U.S. TRAVEL DATA CENTER 202/293-1433 Two Lafayette Centre 11133 21st Street NW TRAVEL SOUTH USA Washington, DC 20036 3400 Peachtree Road NE 202/293-1040 Atlanta, GA 30326 404/231-1790 UNITED BUS OWNERS OF AMERICA 600 Water Street SW, Suite 201 TRUST FOR PUBLIC LAND Washington, DC 20024 116 New Montgomery Street, 4th Floor San Francisco, CA 94105 415/495-4014

6 • APPENDIX 8 RURAL TOURISM DEVELOPMENT International Intergovernmental Agencies with Tourism Programs

WORLD TOURISM ORGANIZATION Other governmental agencies Calle Capitan Haya, 42 E-Madrid 28020 In addition to the above agencies, vari­ SPAIN ous other intergovernmental organizations are Phone 0ll-34-1-571-0628 involved in tourism-related activities in vary­ Fax Ol 1-34-1-571-3733 ing degrees. These include: Telex 42188 OMT United Nations Organizations ORGANIZATION OF AMERICAN STATES Department of Regional Development and the Examples include the United Nations Environment - Tourism Staff Development Program (UNDP), the United 1889 F Street NW, Suite 340-1 Nations Environment Program (UNEP), the Washington, DC 20006 International Labor Organization (ILO), the Phone 202/458-3000 Economic and Social Commission for Asia Fax 202/789-3967 and the Pacific (ESCAP), the Economic and Social Commission for Europe (ECE) and the ORGANIZATION FOR ECONOMIC International Civil Aviation Organization COOPERATION AND DEVELOPMENT (ICAO). Director for Financial, Fiscal and Enterprise Affairs - Tourism Committee International Financial Institutions 2 Rue Andre-Pascal 75775 Paris CEDEX 16 Examples include the lnterAmerican FRANCE Development Bank (IADB), the World Bank Phone 011-33-1-45-24-91-44 (IBRD), International Finance Corporation Fax 011-33-1-45-24-78-34 (IFC) and the International Monetary Fund 011-33-1-45-24-78-52 (IMF).

Source: United States Tourism and Travel Administration

RURAL TOURISM DEVELOPMENT APPENDIX B • 7 APPENDIX C: GROUP PROCESSES Brainstorming

Second, establish criteria for deciding Tools for a brainstorming session: which ideas to keep, and which to file away. butcher paper, magic markers, The criteria you choose may include things masking tape, energetic people, like: "We can accomplish this without a lot of open minds. money," "This is good for both tourists and local residents," or "We can accomplish this immediately." Your criteria will depend on the A good way to start working for a better goals of your town, but do-ability should be a community is by brainstorming ideas about prime concern. your town's future. The third step in evaluating and screen­ Ideas! Ideas! Ideas! ing ideas is to develop the most feasible ideas. Take some time to discuss them and identify Brainstorming means exactly that -­ what would be involved in making them reali­ torrents of ideas! How does it work? First a ty. Identify those that capture the attention and topic or question is presented -- for example, energy of your citizenry right now. "What can we do to make Our Town a better place both to live and to visit?" Everyone con­ Implementation tributes ideas, and no idea is considered too ludicrous to be included (sometimes the most The final step is to identify a task force "off the wall" ideas carry the seeds of the and assign a chairperson for each project. This most creative opportunities)! The first rule of task force should: (1) prepare a list of immedi­ ate and long-term tasks to advance the project; brainstorming is NO CRITICISM!! (2) recruit other people not at the meeting to Go around the room, having everyone assist with the project; and (3) report progress present his or her idea in tum (that way every­ at the next community meeting. Once this is one participates equally). Keep going until all done, you are well on your way to building a ideas are exhausted. Take a short breather, better community future. then start again. This second round is crucial, since some of the least obvious, but most Follow-Up creative, thoughts emerge after a short incuba­ By the end of this first brainstorming tion period. Write every idea down on butch­ session you'll have set the stage to continue er paper for everyone to see. Ideas usually sharing and implementing ideas. Now just feed off each other, so don't be surprised if keep doing these things over and over again-­ your walls are quickly covered with these new meeting, brainstorming, evaluating, imple­ inspirations! menting, and following up on ideas -- and you'll suddenly find that positive changes are Screening and Evaluating Ideas beginning to appear in your town. After the brainstorming, it is time to narrow all these ideas down to a more man­ ageable size. The first step is to group togeth­ er all similar ideas (even the really wild ones) into logical categories.

RURAL TOURISM DEVELOPMENT APPENDIX C • 1 Brainwriting (ldeawriting)

Brainwriting is a method of collective Resources Required inquiry useful for idea generation by small groups. Ideas are individually produce.cl in re­ • A specific trigger question that is to be the sponse to a trigger question and then shared basis for idea generation. with others to encourage generation of addi­ tional ideas. • A group leader who has mastered the process and is willing to act as process facilitator. Appropriate Conditions for Use • No more than six people for a single • You need to collect ideas or elements brainwriting process. Any number of relevant to some issue, in little time. simultaneous processes may be held.

• The information desired is spread among • Table and chairs, a quiet room, paper and various people. pencils for each group.

• You want to eliminate the potentially • At least 15 minutes and certainly no more inhibiting influence of dominant person­ than 2 hours; 45 minutes is typical. alities. • Funds, if required, to compensate partic­ • People are available and willing to take ipants and leader. part in the idea generation.

How the Method Is Applied Application Areas • Silent generation of ideas in writing by • Generally appropriate for all efforts where individuals for 5-10 minutes in response to collective idea generation is of value, and a carefully prepared trigger question. especially useful for issue formulation, including problem definition, and identifi­ • Exchange of sheets of paper and continu­ cation of objectives. ation of idea generation for 5-10 minutes; continued exchange until all participants have examined all papers. Results • Ideas are edited and organiz.ed for pre­ • Spontaneous occurrence of ideas, triggered sentation. by other ideas.

• A list of 50 to 150 ideas about an issue or Important Attributes and Features question. • Potential for generation of many ideas • Increased understanding of ideas generated concerning organizational, behavioral and by collective inquiry. other aspects of an issue.

2 • APPENDIX C RURAL TOURISM DEVELOPMENT • Potential for encouraging contributions from those normally noted for reti­ cence and quietness.

• Potential for greatly enhanced stakeholder input into the planning process.

• Not useful for negotiation or simple infor­ mation exchange.

Related Methods

• There are no methods prerequisite to the use of brainwriting.

• Alternatives are brainstorming, synectics, charette, survey, nominal group technique and DELPHI.

• The ideas generated by brainwriting gen­ erally represent useful elements for further analysis and impact assessment.

RURAL TOURISM DEVELOPMENT APPENDIX C • 3 Nominal Group Process

Introduction and Purpose Provide sheets of paper on which you have typed the question which the group will Nominal group process is a method of address. You will also need a flip chart or structuring small group work. It can be used large sheets of paper for each group, 3 x 5" to identify problems, explore solutions and cards, masking tape, felt tip marking pens, establish priorities. It allows individual judg­ and pencils. ments to be pooled effectively in situations where uncertainty or disagreement exists about Be sure to familiarize yourself with the the nature of a problem. process. You must know the purpose for each step and the approximate time allotted. Nominal group process begins with the Change the suggested times if you have time statement of a question to which individuals constraints for your meeting. respond. The opening question defines the task for participants. This question must be worded carefully for clarity. Your group will not Conducting the Nominal Group Process achieve the desired results if the question is not structured appropriately. Introduce the session by informing peo­ ple of the overall goal for the session, the importance of the task, how each group mem­ Overview of Nominal Group Processes ber can make a unique contribution and how you will use the NGP results. Summariz.e the Groups have four tasks to complete four basic steps of the process and let them during nominal group process: know the total time they will be spending.

• Generate ideas silently Find a convenient way to divide your • List ideas in round-robin fashion group into smaller groups of 5 to 9 people • Clarify ideas through discussion (use up to 13 in a group if necessary). Each • Vote on priorities smaller group should have a facilitator who is familiar with Nominal Group Process. F.ach of these phases is completed in a structured way to assure that everyone has an opportunity to participate and that each unique Generate Ideas Silently (4 - 8 minutes) idea is recorded. Distribute the question on individual sheets of paper to each member of the group. Preparation Read the question aloud to the group and ask members to respond to it by writing their The group discussions should take place ideas in phrases or brief sentences. Remind in a comfortable, lighted room of adequate them that since you will not be collecting their sire for the group expected. If possible, tables lists, good handwriting and grammar are should be provided. unimportant.

4 • APPENDIX C RURAL TOURISM DEVELOPMENT Ask group members to work silently and Tell the group that anyone can comment independently. Demonstrate this behavior by on any item. You should never ask the person doing your own silent writing. Stop disruptive who listed an item to clarify it. behavior, such as talking, immediately by re­ minding them that discussion will come later. Within reason, new items can be added and small editorial changes can be made to clarify meanings. Duplicate items may also be List Ideas in Round-Robin Fashion combined. Resist attempts to combine many (20 - 30 minutes) items into broader categories. Some members may try to achieve consensus by this means, Explain that the objective of this step is and the precision of the original items may be to understand what the group is thinking. As lost. you go around the group, ask each member to present orally one idea from his or her own list just as it is written without further details Voting (10 - 15 minutes) or discussion. Each person should contribute a unique idea rather than repeating one that has Each group member should receive five already been given. A member may pass at 3 x 5" cards (more or less depending on your any time and still add an idea later. Do not purpose for setting priorities and the number allow discussion of ideas. of ideas that have been generated). Ask mem­ bers to select the five (or whatever number) Record each idea on a flip chart. Num­ most important items and write one in the ber them in sequence. As much as possible, center of each card. They should write both use the group member's own words. Avoid the item and its number (e.g. "18. chemical abbreviating with your own words. Ask long­ addiction"). Give the group a time limit (3 - 5 winded participants to come up with simpler minutes) for selecting priorities. wording. As you fill a sheet, tape it on the wall so that the entire list is visible. When everyone has completed the set of cards, go through the following instructions: Continue around the table until all ideas have been given or until the time allotment has • Decide which idea on one of your cards is been filled. more important that all the others. Write "5" in the lower right-hand comer of that card and underline it twice. Clarify Ideas Through Disc~ion (15 - 20 minutes) • Which is the least important of the re­ maining ideas? Write "1" in the lower Explain that the purpose of this step is to right comer and underline it twice. clarify the ideas presented. Read each item aloud in sequence and invite comments. Mem­ • Select the most important of the three bers may note their agreement or disagree­ remaining ideas. Write "4" in the lower ment. Do not waste time on conflict. Mem­ right comer and underline it twice. bers need not agree at this point.

RURAL TOURISM DEVELOPMENT APPENDIX C • 5 • Select the least important of the two re­ Closing the Process maining cards. Write "2" in the lower right comer and underline it twice. Thank participants for their work. Em­ phasiz.e the importance of the ideas you have • Write "3" in the lower right comer of the received. If appropriate, remind them of the last card and underline it twice. next steps and the ways in which of their ideas will be used. Collect all cards, shuffle them, and record the vote on the flip chart in front of the group. Tally rankings alongside a column of item numbers.

Lead a discussion of the voting pattern. Do not attempt to add up numbers and rank each item based on vote totals.

6 • APPENDIX C RURAL TOURISM DEVELOPMENT Focus Groups

When focus groups are used ual decision-making and the dynamics of the group process. People usually do not make Business and industry use focus group decisions in isolation, but rather after listen­ interviews to determine potential customer re­ ing, discussing and sharing concerns with sponse to their products and the procedure is others. Interview procedures that capture the often used on new products prior to mass isolated individual responses may not reflect production. It is costly and relatively unwise the dynamic real-life process most people to manufacture large quantities of a new prod­ encounter when making decisions. In settings uct to sell unless you know how it will be where individual responses are sought, people received by customers. tend to respond in a socially acceptable and polite manner. Evidence suggests that this is Features of the product that are particu­ less true in a group interview environment. larly appealing to the customers are often Investigators have found that individuals tend incorporated in later promotion and advertis­ to be more cautious in individual responses ing efforts. The less desirable aspects of the than in responses given in group discussions. product are given special attention and subject to elimination or reduction. Often this tech­ The emphasis in focus groups is not on nique yields new insights as to why consumers consensus but on the diversity and range of make certain purchasing decisions. opinions of individuals within the group. To accomplish this task several elements are Focus group interviews are orga.niz.ecl essential. They include: group discussions which are focused around a • careful selection of participants, . single theme. A typical focus group interview consists of a series of group interviews -­ • development and pilot testing of interview questions and interview route, usually a minimum of three groups -- with each group consisting of 8 to 10 people. The • a skillful moderator and moderator/discussion leader introduces the • a healthy respect for the limitations of the topic of concern and follows a predetermined tool. questioning route. The group discusses the questions and shares insights and ideas. The interview usually lasts less than two hours. It Focus group interviews: what they can do is typically tape recorded and used with mod­ and what they can't do erator notes for later, more careful analysis. The responses in each interview are compared Focus group interviews are particularly and attention is given to identifying patterns of suited for obtaining certain types of informa­ responses among the groups. tion and quite deficient at other tasks. They are well-suited for finding out how people respond to current or potential programs or Group interviews elicit less-conditioned products. They will not tell you how many responses from individuals people will attend or use the service or prod­ uct and the method is not a valid indicator of The group interview process works well the extent of participation. It will give you because it taps into the key aspects of individ- insights as to how and why the product or

RURAL TOURISM DEVELOPMENT APPENDIX C • 7 program is appealing, tell you if people like you are interested in and use its characteristics the idea or concept or reveal if there are areas as selection criteria. of potential concern. At times focus group interviews are used in combination with quan­ An area of concern is getting people to tified survey tools in order to determine the actually attend the interview session. Private range of opinions and the extent of various sector market research firms will offer a gift, opinions. a meal or a financial incentive to participants. Paying participants $15-20 or more to attend a group meeting has proven to be effective. You Determine the questioning route are asking for information, for their insights and opinions, and they may be more willing to After you have determined that focus share if they receive something in return. group interviews are a suitable tool for your Generally, it is wise to over-recruit for focus situation, the next step is to develop the inter­ group interviews. Typically if 15 individuals view questions. Pay attention to the wording are invited, 8 to 12 will actually participate. of individual questions and the sequence in which they are asked. Direct your questions to specific issues, opportunities or situations of The need for skillful moderators particular concern. Focus group interviews are not a broadside, but rather focused on specific Much of the effectiveness of focus group programs, products or concerns of the clien­ interviews depends on the skills of the moder­ tele. Establish a questioning route that follows ator. The skillful moderator makes the group a natural sequence of questions. Occasionally feel comfortable and relaxed and creates a in practice the route is detoured, as questions thoughtful, permissive atmosphere. Respon­ should not be followed in a lockstep manner dents are encouraged to provide complete an­ but asked at that natural time when respon­ swers in order to achieve the most accurate dents are ready for the issue. Try to achieve description of their viewpoints. Skillful moder­ spontaneity. Typically the session begins with ators know when to probe for greater depth of an overview of the ground rules, a description response and when to move on to the next of why the session is being conducted, and category of question. opening questions that each person can answer in order to get engaged in the sharing proce­ In addition, the moderator should have dure. adequate background knowledge of the topic being discussed. The primary task of the moderator is to draw out the perceptions and Selecting the participants opinions of all participants without undue influence from dominant individuals. The goal Participant selection requires thought and is to achieve the friendly ,informal atmosphere planning. Individuals are selected because they that is a delicate balance between being possess certain social, economic, educational people-oriented and task-oriented. Beginning or demographic characteristics. Attention moderators would be well advised to seek hsould be given to obtaining a relatively ho­ opportunities to observe expert interviewers, mogeneous group. Determine the audience and learn from practice.

8 • APPENDIX C RURAL TOURISM DEVELOPMENT Analysis of the focus group ses.gon

Focus group discussions are typically tape recorded. The need for tape recording should be explained to the participants at the beginning of the session. It should be stressed that each person's comments are important and need to be recorded and that confidentiali­ ty of responses will be maintained by the moderator. When resources permit, the re­ cordings can be transcribed and the written manuscript used for analysis. Transcription tends to be expensive and in practice many moderators replay the recording and consult their notes as they prepare a summary of each group interview session.

A healthy respect of limitations

As with any evaluation tool, it is impor­ tant to be aware of limitations and potential misuses. This technique can yield insightful descriptions of how individuals perceive po­ tential programs or products, but it cannot indicate the extent of those opinions. Just because 9 out of 10 individuals in the group interview support the concept, it does not mean that 90 % of the population will have similar feelings.

In a number of situations, the focus group procedure is used as the first step in determining the range of perceptions. It is then followed by a quantified survey procedure to systematically sample a larger group and measure the extent of those opinions. If it is important to determine how many people have certain opinions, quantified survey tools must supplement the focus group interviews.

RURAL TOURISM DEVELOPMENT APPENDIX C • 9 Checklist for Focus Group Interviews

Advance Notice __Contact participants by phone 1-2 weeks before the session. __Send each participant a letter of invitation. __Give the participants a reminder phone call prior to the session. __Slightly over-recruit the number of participants.

Questions __The introductory question should be answered quickly and not identify status. Questions should flow in a logical sequence. Key questions should focus on the critical issues of concern. __Consider probe or follow-up questions. __Limit the use of "why" questions. Use "think back" questions as needed.

Logistics __The room should be satisfactory (siz.e, tables, comfort, etc.). __The moderator should arrive early to make necessary changes. __Background noise does not interfere with the tape recording. __Have name tags and/or name tents for participants. __A remote microphone should be placed on the table. __Bring extra tapes, batteries, and extension cords. Plan topics for small talk conversation. __Seat experts and loud participants next to the moderator. __Seat shy and quiet participants directly across from moderator. __When having a meal, limit selections and stress fast service. __Bring enough copies of handouts and/or visual aids.

Moderator Skills __Be well-rested and alert for the focus group session. __Practice the introduction without referring to notes. __Remember questions without referring to notes. __Be careful to avoid head nodding. __Avoid comments that signal approval, i.e., "excellent," "great," "wonderful." __Avoid giving personal opinions.

Immediately After the ~ion __Prepare a brief written summary of key points as soon as possible. __Check to see if the tape recorder captured the comments.

10 • APPENDIX C RURAL TOURISM DEVELOPMENT Focus Group Analysis Tips • When conducting this analysis give con­ sideration to four factors:

Materials needed: a copy of the .I Consider the words questioning route, copies of all Think about both the actual words used transcripts, tapes of all interviews, by the participants and the meanings of demographic information about the those words. A variety of words and respondents, copies of moderator phrases will be used and the analyst will and assistant moderator summaries need to determine the degree of similari­ or notes. ty between these responses. You might make a frequency count of commonly used words, cluster similar concepts together or arrange the responses on a continuum or in categories. • Read all summaries at one sitting Make note of potential trends and patterns. .I Consider the context Strongly held opinions and frequently held Participant responses were triggered by a opinions should also be noted. stimulus -- a question asked by the mod­ erator or a comment from another partic­ • Read each transcript, if available ipant. Examine the context by finding Mark sections of the transcript that relate to the triggering stimulus and then interpret each question in the questioning route. the comment in light of that environ­ Mark participant comments that may be ment. For example, when the moderator worthy of future quotation. It is often asks an open-ended question the first worthwhile to listen to the tape while read­ participant begins recounting a specific ing the transcript to ensure that participants experience. These comments then pro­ are correctly identified and that the state­ vide a stimulus for the second respon­ ments are accurate and complete. dent who may overlook the larger issue and respond to a narrow aspect of the • Listen to the tapes or read the tran­ original question. In other situations, the scripts to prepare a summary second participant might be triggered by Concentrate on one issue or question at a extreme comments of an earlier speaker time. After all responses to a question have and deliberately and carefully attempt to been examined, prepare a brief summary provide a degree of balance in the dis­ that describes the discussion. Give attention cussion. Also, the context can change to identifying the themes or patterns across when the moderator asks a question a the groups as well as themes that relate to second time in slightly different words. respondents with similar demographic characteristics.

RURAL TOURISM DEVELOPMENT APPENDIX C • 11 The context depends not only on the placed on responses that are in the first person preceding discussion but also on the tone as opposed to hypothetical third person an­ and intensity of the oral comment. The swers. discussion transcript greatly assists the researcher in the analysis, but this writ­ • Determine the purpose of the report ten summary has an inherent limitation: Reflect back on the objectives of the study the tone and inflection of the comment and the information needed by decision might be interpreted in one way when makers. The type and scope of the final heard in a group setting and in another report will guide the analysis process. For way when read in a transcript. example, focus group reports typically fall into three categories: (1) brief oral reports .I Consider the internal consistency which highlight key findings; (2) descrip­ Participants in focus groups change and tive reports (oral and/or written) which sometimes even reverse their positions summariz.e comments or observations of after interaction with others. This phe­ participants; and (3) analytical reports (oral nomenon rarely occurs in individual and/or written) which highlight key trends interviews due to a lack of interaction or findings and also include selected com­ from other participants. When there is a ments as examples. shift in opinion, the researcher typically traces the flow of the conversation to determine clues that might explain the change. The shift is noted and may take on importance in the final report if opinion shifts are relevant to the purpose of the study .

.I Consider the specificity of responses Responses that are specific and based on experiences should be given more weight than responses that are vague and imper­ sonal. To what degree can the respon­ dent provide details when asked a fol­ low-up probe? Greater attention is often

Sources for Appendix C: Thissen, William A. 11., Andrew P. Sage and John N. Warfield. A Users Guide to Public Systems Methodology: User-Oriented Descriptions of Systemic Methods. Department of Engineering Science and Systems, University of Virginia: Charlottesville, VA. Blackbum, J.D., ed. 1984. Extension Handbook. Canada: University of Guelph Duff, Mike. 1980. Motivation in Getting People to Volunteer. University of Kentucky Agricultural Extension Service: Lexington, KY. ' Leighton, Jim and Larry Venable. 1987. "Six Steps to a Successful Meeting" in 7WA Ambassador Magazine (January).

12 • APPENDIX C RURAL TOURISM DEVELOPMENT APPENDIX D: Tourism Readings

The following articles are reprinted with JIM ROBBINS • NORTHERN LIGHTS permission from the authors and the Utne Reader (Minneapolis, Minnesota). July/August 1991. pp. 88-97. Tourism trap

What steel mills and auto factories The Californication of the American West were to the 1950s, tourism is to the '90s-or so goes today's com­ mon wisdom. Bed and breakfasts, historical villages, and festival malls are popping up across the ne year in a mythical United States faster than ham­ kingdom the entire burger franchises as financially stock of grain became poisoned. Anyone who ate it would become insane. Grain strapped states and municipalities had been stored from years past, but only a small amount. look to tourism as the answer to The king fell into a quandary. Should people eat and their economic woes. become crazy? Or starve to death? Finally the king But as the articles here point out. decided to feed the people the contaminated grain. But he even if tourist areas are success­ reserved a little of the unpoisoned grain for a handful of ful (and many are not), it's not all people so, the king said, someone will know the rest of us bliss and bucks. Lovely scenery are crazy. can be destroyed, small towns can With its dramatic and surreal open spaces, its parks be overdeveloped, and the locals and wildlife, its dearth of people and crime, and the can end up poorly paid by the very reasonable cost of living, much of the Rocky Industry they saw as an Mountain region is analogous to that economic unpoisoned grain. People on the West Coast panacea. and in the Eastern cities are discovering this in ever-increasing numbers. Tourism-the With thought. marketing of these virtues-is booming planning, and and now is trumpeted as the industry of restraint. the '90s and beyond for much of the however, tourism West. It's being sold to the people who live can develop Into a here as clean and stable, the perfect remedy to the re­ useful, low-impact gion's traditional boom-and-bust economies. addition to an area's financial However, there are people who live, or used to live, base, a boon to residents and in Jackson, Wyoming, just south of Grand Teton Na­ travelers alike. tional Park, who argue that tourism is indeed an extrac-

RURAL TOURISM DEVELOPMENT APPENDIX D • 1 tive industry. Frannie Huff is one. Huff, like hun­ earth, however, is people. Diversity. Some would say dreds of others, came to Jackson for the skiing, soul. Entire classes of people have largely disap­ waitressing in the evening and spending her days on peared, or are disappearing. Ranchers and cow­ the slopes that loom over town. That was in 1969. hands drift on to other things or other places. Many Now she owns a successful outdoor clothing com- folks who have to work for a living must clear out. The people who once owned the stores and cafes have sold out to those with money from an outside economy. Ranches are leased at high prices to the 'lbmism is being sold as a dean few hunters who can afford to pay for them; access to trout streams is sealed off. The view and the and stable economic remedy landscape and the lifestyle at the base of the Tetons now belong mostly to the elite. Jackson feels as if it had been airdropped from some faraway place-but pany called Wyoming Woolens, which makes ski only after it was carefully designed by Ralph clothes. Lauren. In the 21 years she's been here, Huff has watched Jackson change from a place where families came for a few weeks in the summer to browse knickknack shops, raft rivers, and eat around the f course, the phenomenon is nothing new. chuckwagon into a where members of a Aspen: Telluride. Sun Valley. Santa Fe. Park global elite come in their private jets to spend a 0 City. In all of these towns there has been a month each year in $2 million houses ensconced in tremendous dislocation that in many cases rivals the gated communities. kind of social upheaval that comes from a boom in She doesn't like it. "They are a different kind coal or oil or gas. What is new is the intensity of the of people," she said. "These people are cosmopoli­ population shift. In Jackson, for instance, county tan. I prefer the common folk. I don't go in for the officials have predicted that the town's population fancy houses, the jets and the flash. In 1969 people could soon surge from 12,000 to 25,000 or 40,000. on the street would say hello. But people are so One of the most frequent complaints heard in transient, that doesn't happen here anymore." booming resort towns is that people from other Huff is a member of a diminishing population places, especially cities, bring their way of life with of "common folk" in Jackson. Though she owns a them and change the openness and friendly charac­ business, she started it from scratch, sewing wrap­ ter of a town. Huff was particularly bothered by the around can coolers to keep beer and soda pop cold, advent of"gated communities," an anathema to the after her regular job as a waitress. Her income has spirit of a place like Jackson, she said. "There's a allowed her to stay in Jackson. She knows dozens of locked gate and a security guard. You have to know people, however, who have lost their struggle to stay who you want to see to get in. It's a paranoid in Jackson. Forced out by an astronomical cost of culture." living, they fled to other places seeking work. Or While the ranchers and loggers and others may they have settled in small Idaho towns on the be gone from Jackson, there is no shortage of real "backside" of the Tetons and commute over Teton estate agents. In an area with some 12,000 souls, Pass every day to work in the upscale galleries, there are between 15 and 20 real estate companies restaurants, and hotels of Jackson. and about 150 agents. And their eyes are turned The convulsive change tourism has wrought westward, toward Californians who are bailing out on the northwest comer of Wyoming is different of the smog and gridlock and heading to Wyoming. from the kind mining or logging Californians can sell a home for $500,000 or brings to a town. The glacier­ $5 million and buy a nicer home for a third that etched Teton Mountains, so dra­ TOURISM much in Jackson. "It's really escalated in the past matic they look like an illusion, few years," said Bruce Simon of Prime Properties of remain the same. The sagebrush TRAP Jackson Hole, a 12-year veteran of the real estate flats still roll along outside of town, business. "There's really a demand from urban their topography original and uninter- ar~as. They're tired of crime, pollution, and crowds. rupted. The Snake River is still clean here, near its With faxes and UPS they don't need to live in an source on the Yellowstone Plateau. What has been urban area anymore." extracted from one of the most beautiful places on So the past three years have seen a "tremen-

2 • APPENDIX D RURAL TOURISM DEVELOPMENT dous boom" in real estate. In 1988 and '89, the price of land was doubling in a vear's time. An average piece of ground might s;ll for $20,000 an acre in March and then jump to $40,000 by September. Starter homes that cost $70.000 went to $100,000. And there's plenty of new construction. It's quite common for a new home going up in Jackson to be from 6,000 to 12,000 square feet, starting at $2 million. There is no way people living in the local economy can begin to compete with those from outside. Fed up and frustrated, An aerial view of Jackson, an idyllic westam town whose very attractiveness now threatens to i,iin it John Wiesel, a partner in a small resort designing should know what kind of massive change is taking firm who settled in Jackson back in 198~ moved his place here. It's not just film stars but also the rich business to Bozeman, Montana. "The cost of living and mighty from all over the world who are coming skyrocketed," Wiesel said. "After nine years of here to buy up Montana, Wyoming, Idaho, and renting I wanted to buy and I couldn't. The pace of other Rocky Mountain ranches. life changed. Tourism became the dominant element The response to the piece was far beyond what oflife. Aggressively, assertively so. Traffic jams were anyone imagined. I mentioned Sonny Todd, a real terrible, and it estate agent in Big Timber who has sold to some of was even hard the stars. Within a few weeks after the piece ran, he TOURISM SEEMS NEARLY to find a place told me he received more than 500 phone calls from RECESSION PROOF. DURING THE to have lunch." people who wanted to look at ranches and almost Montana has immediately sold $2 million in real estate. Other 1981-82 RECESSION, TOURISM become a refuge real tors in Montana reported a burst of business, JOBS INCREASED IN 14 OUT OF 18 for other Jack- though none so dramatic. MONTHS OF THE RECESSION. son expatriates So what's wrong with allowing a town its as well. Wiesel's tourist industry? Aren't people who complain about United Parcel the outlanders coming in just whining because their Service man moved to Missoula and bought 20 own little corner of the world is changing? Isn't this acres. Several friends have relocated in Bozeman. just environmental bumper sticker jingoism?-"Don't This, he said, really is the last best place. Californicate Montana" and "Gut Shoot 'em at the The Last Best Place. That's a phrase that makes Border." some long-time Montanans nervous. They said Like every other change the West has faced, similar things about California a half century ago. it is a matter of degree, a matter of preparedness. Colorado's Front Range in the 1960s and 1970s. Seattle and Portland. And Arizona. Jackson and 1 What has been extracted from Sun Valley may be full, or close to it. But there are plenty of other towns waiting to be Aspenized. Big Jackson is people. Diversity. Timber, Montana, for one. Some would say soul. n March 1990 I wrote a story for The New York Times on the Great Montana Ranch Rush. K. Ross Toole spoke to this change when he wrote, ICelebrities like Michael Keaton, Mel Gibson, "There is little or nothing moderate about the state Dennis Quaid, Meg Ryan, Emilio Estevez, Ted of Montana. It has ricocheted violently down the Turner, and Jane Fonda all bought ranches in , corridor of possibility. What is good in reasonable Montana. I was uncomfortable writing the story. measure is often bad in full measure and Montana Montana doesn't need that kind of promotion. One has been a place of full measure." He could apply of the main reasons I wrote the story is that people that as well to the entire West.

RURAL TOURISM DEVELOPMENT APPENDIX D • 3 "!he problem, a lot of people feel,. is that TOURISMTRAP T~e fre~ d om to escape t h e ~rus h o f .h umamty. 1s. there 1s absolutely no planning for the impact still available. 1:h~ !Ilountam~---:-wh1ch so beau- of tourism or for the shift in population as tifully suggest poss1b1hty-are v1s1ble from town. computers and telecommunications free people from There is the cultural landscape as well. Jobs in the constraints of place. Change is being allowed in the bed-and-breakfast economy are by and large low full measure. State commerce departments still payingjobs. "I don ·t want my daughter making beds promote the hell out of Yellowstone, even though for tourists for $3.50 an hour," said one rancher. the smart money knows Yellowstone exceeded hu- There is something to be said for the size and man carrying capacity a long time ago. A new makeup of most small to middle-sized western business promotion center in Denver called Center communities. They are diverse and intimate. The for the New West. bankrolled by U.S. West, is part last few remnants of real democracy linger. People of the free-for-all. promoting the West as a place for know their representatives, state and federal. In the world to come and tour and tap into. Planning some western states the population is small enough, for the lower elevation winter range lands and river far-flung enough, so that politicians must make corridors is largely non-existent even though these personal contact. are the very places the New Westerners want to The West has been overly romanticized. It has locate. problems. Real problems. But above all else, there Tourism has turned Jackson upside down, is human scale here. There is more to the corridor along with people's lives. It has affected the environ- of possibilities than the extremes. The West, unfor­ ment. Yet there is no environmental or social impact tunately, has never been able to find the middle planning process for this full-blown charge into a ground between wilderness and the wasteland of tourism-based economy. over-civilizatiqn. Many proponents of environmental protec­ tion see a tourist and summer-home economy as a Jim Robbins lives in Helena, Montana, and is working on a good thing. In the old western scenario the corpo­ book about the changing American West for William Morrow rations and captains of industry are colonial powers, & Co. who.rule from afar and do as they please with our copper and coal and timber. Excerpted with permission from the Rocky Mountain regional There's no doubt that tourism is an alternative quarterly Northern Lights ( Winter 1991). Subscriptions: to a boom-and-bust natural resource economy. It $20/yr. ( 4 issues) from Northern Lights Institute, Box 8084, creates a native constituency for protection. It is Missoula, MT 59807. Back issues: $5 from same address. clean and creates a more 406n21-74t5 stable economy. It creates an economic argument for natural and historical pres­ ervation. What people haven't looked at is whether we're trading in one kind of colonial status for another. Is the Rocky Mountain West becoming a great theme park for people from the East and the Pacific Coast? For much of the world? Real cowboys and Indians become mar­ keting tools. Tourists don't always go home. They stay and buy a house. A ranchette. A ranch. A trout stream. Or a whole mountain. What is at risk? There's a laundry list of things. Much of the West's distinctiveness could be lost in the so-called New West. Many of the small towns are places where people have not yet totally overpowered the landscape.

4 • APPENDIX D RURAL TOURISM DEVELOPMENT VALERIE DENNEY• THE NEIGHBORHOOD WORKS

All that glitters may be slag

Tourism is not always the economic panacea that local boosters claim

hen Gary, Indiana, recent- spending for tourism. According to Richter, states ly unveiled its lakefront spent more than $234 million on tourism in 1986-87, a 40 percent increase from four years earlier. redevelopment plan, Like the bettor who remembers wins but not skeptics instantly dubbed , losses, however, little attention has been paid to it Disneyland on the Lake. In its most ela- exactly how cost-effective public spending is and who benefits most from tourist development. borate formulation, Chicago architect . Richter also found that no state figures in Bertrand Goldberg's plan called for the creation of l tourism's hidden costs, such as extra police protec­ seven islands just offshore from the nation's largest , tion or sanitation services, when it monitors the net steel company, USX. The islands would be built I financial benefits. And states typically ignore the from slag-a rocklike waste product of the steel- 1 attitudes of local taxpayers toward the increased making process-and would create a setting for a , traffic, land values, and noise that usually accom­ golf course, marinas, condos, a gambling casino, a ' pany tourist development. tourist center, and sports facilities. Redeveloping municipal waterfronts is one A glittering Monaco surrounded by steel mills? tourism strategy being used by communities, par­ Limousines filled with high rollers, traveling through ticularly in the Midwest, but local development discreetly camouflaged mountains of slag? Cham- , groups downplay marinas' economic effectiveness.

pagne-sipping partygoers gazing out on the all-night 1 "Marina development can have a positive lights of coke ovens? Can this really be happening? ; effect on taxes and municipal revenues," says Lynn Gambling casinos, marinas, giant water slides, , Feekin, director of the Calumet Project for Indus­

aquariums, old-time steam engines, wine tasting, 1 trial Jobs, an industrial revitalization retention you name it: Attracting tourists has become the gold : group in northwestern Indiana. "But people shouldn't rush of the 1990s. Like playing ~------~ kid themselves. Northwest Indi- the lottery and other get-rich ...... ana is a manufacturing region, schemes, tourism has a particu- M•MM~~NWMM- and marinas are a tiny part of larly potent allure in America's our economic revitalization." depressed rural and declining ~-~-M~--~,.i According to Van Dyke industrial areas. The promise of ~MMINlw Polhemus of Greeley-Polhemus, a windfall from out-of-town illiliiiiil an economic consulting firm, visitors often seems the only ------~ marinas usually do not generate hope among otherwise bleak prospects. benefits for local residents. Now the country's third-largest retail industry "Marina development is focused on higher- and second-largest employer, tourism has become a income people," Polhemus cautions. "Local opera­ high stakes game. With $350 billion per year at tors of the tackle shops and no-name gas stations stake. many states are betting on it to improve their will be displaced by national franchises. No question economic outlook. about it." "In the face of cutbacks from the federal Increasingly, waterfront development ques- government, states have increased their tourism tions are related to environmental considerations. budgets," says Linda K. Richter, a political scientist The Save the Dunes Council has worked to preserve at Kansas State University who has studied state as much of the unique Indiana dunes for the public

RURAL TOURISM DEVELOPMENT APPENDIX D • 5 Brand deluslon: Can a glittering caillHly-the-coke OY8III pollibly revive BaryP

as possible and has fought plans for marinas TOURISM eating, and drinking as well as. points of in the area. Council director Charlotte Read departure for water-based recreation. says, "The taxpayer usually ends up footing TRAP Toledo, Ohio, built a downtown festival the bill for things like maintenance, infrastruc­ marketplace along its waterfront on the Maumee ture, and dredging. If you go to the marina in your River in 1984. Toledo was following a downtown revi­ community and end up having to pay [to use it] or talization trend that began sweeping the country in look through a fence, then that's wrong." the 1970s. Create an exciting setting where the public Marina development is often just the first can meet, entertain them with exotic (high-priced) phase in the waterfront developments that have products and theme restaurants, the theory went, become popular during the last IO years. More and you will draw money back to the downtown elaborate and profitable developments turn water­ area. Enthusiasm about the marketplace concept front sites into tourist destinations for shopping, largely derived from the success of Boston's Faneuil

6 • APPENDIX D RURAL TOURISM DEVELOPMENT Hall and an extremely successful project that trans­ According to waterfront planning and design formed Baltimore's inner harbor area. expert Fred Klancnik, the scale of Toledo's project Toledo market studies projected that the mall was not large enough to draw the number of people would draw tourists from the nearby interstate needed to make it successful. "Baltimore has an highway as well as local residents. Construction of aquarium, a science museum, large historical sea a new hotel, bank, and office buildings along with vessels. It didn't need to depend primarily on the the mall helped to tilt development toward the festival marketplace to draw tourists." riverfront and away from Toledo's historic down­ town area. more successful tourism story is that of Unfortunately, in Toledo and in many other Three Oaks, Michigan, where on the last communities, such as Minneapolis, the festival A Sunday in September more than 6,500 bi­ marketplace theory worked about as well as closing cyclists converge. The cyclists have come to the tiny downtown streets to car traffic had in an earlier town (pop. 1,800) every year since 1974, in steadily revitalization era. In September 1990, the mall increasing numbers, for the nation's largest single­ closed, a victim of high rents and consumer indiffer­ day century (100-mile) ride. The Apple Cider Century ence. (ACC) is one of the most colorful and well organized "They had a purple store, a kite store, a events of the fall riding season. For the town of caramel candy store. The retail was very high end," Three Oaks, the ride has become a giant community says David Beckwith, community activist and re­ fundraiser that not only helps local organizations search associate at the University of Toledo's Urban but brings back tourists year-round. Affairs Center. "People didn't come from the inter­ Part of the attraction is Three Oaks' location, state, and the mall didn't have anything that anyone 15 miles from Lake Michigan. Riders cycle on quiet, in Toledo wanted to buy." well-paved country roads that wind along the ======1~1======To help residents benefit more Residents can profit from tourism, state and local governments can promote local more from tourism ownership, management, and op­ eration of small businesses like bed-and-breakfasts. B&Bs, which BEHIND THE GLOSS OF A FANTASY could tax hotel and motel pa­ are usually owned and operated vacation is a bard reality: The trons to fund resort-labor health by residents, are good sources of people who make our vaca­ and unemployment insurance. jobs for local people because tions enjoyable-the cooks, This approach bas worked they have a higher ratio of em­ maids, and waiters-often in Majorca, a in the ployees per tourist than do ho­ work long hours for poor pay Mediterranean, where a hotel tels. and endure months-long lay­ tax provides aid to unemployed Government can also help offs each year during the off­ workers during the tourism local businesses by requiring that season. economy's slow months. "Devel­ tourism developers buy a per­ In addition, many of oping nations can show us how centage of the goods and services these resort-service jobs don't to address some of the social they use from those businesses. provide important benefits problems associated with basing When a hotel must buy some of such as health insurance, which an economy on tourism," says its fresh produce, flowers, and can cause serious problems Becker. "Some developing na­ linen services from local people, for a community, according tions became dependent on tour­ for example, small businesses can to Robert Becker of Clemson ism years ago, and many re­ prosper. -John Tibbetts University's Regional Re­ gional economies in the United Coastal Heritage sources Development Institute. States have also reached that 803/727-2078 How can governments stage." Adapted with permission from the South help workers receive both ad­ Because large hotels and Carolina Sea Grant Consortium news­ equate health insurance a~d a restaurant chains are usually letter Coastal Heritage (Summer 1991). bigger share of the tounsm owned by non-local corporations, Subscriptions: Free from South Caro­ economy's wealth? Becker sug­ the tourism industry's profits lina Sea Grant Consortium, 287 Meet­ gests that local governments often leave the local community. ing St., Charleston, SC 29401.

RURAL TOURISM DEVELOPMENT APPENDIX D • 7 downtown area have found tenants in the last couple of years. A community fitness center with a pool and other amenities is expected by 1993, paid for with, among other funding. proceeds from the ACC. ·"The whole town and the general area benefit from the bike trails. the museum, and the ACC." Volstorf says. ··r set it up for people to stop in this town. The trails start here and they end here ... Though most people enjoy the fan­ tasy involved in planning a vacation. communities planning for tourism drift off into daydreams at their own peril. One Successful tourism: Cyclists on the annual Apple Cider Century ride sponsored by the town of Three Oaks, Michigan. of the reasons cited for Toledo's failure was that community leaders just "wanted" lakefront and throu!!h delicate dune forests, vine­ the development to happen. Communities presented yards, and farmland~ ' with tourism schemes need to avoid simply buying Mayor Brian Volstorf decided to use the ACC into a developer's "dream" plan. They must insist on to market the area. From the beginning, he rein­ a thorough investigation into all aspects of a vested each year's profits in improving the ride and development's feasibility, including the hidden costs bikers' access to the area. First he produced bicycle of maintenance, traffic control, public safety, and maps and bicycle route signs. With more riders came potential business spinoffs. more profits, and more ambitious investments were , It is unwise to expect tourism to provide all of possible. In 1986 the ACC opened a bicycle museum the answers in communities with chronic unemploy­ where riders could come year-round for information ment or high poverty levels. Well-paying jobs in tourism are available in and local maps. -- -~ "All through the years, the ride has been a limited numbers in con- r.ii community type of thing," Volstorf says. struction and manage­ TOURISM IS AMONG THE ment, and they tend to TOP THREE INDUSTRIES go to white males. The IN 46 STATES. Tourism has a partimlarly bulk of long-term posi­ potent allure in America's tions are in the service -~------­ sector-paying relatively low wages, and tending to depressed rural and declining go to minorities and women. If a community has a job problem, investing public dollars in tourism industrial areas. alone will probably not be an adequate solution. Finally, tourism needs to be developed on a Local organizations can raise funds by work­ scale and in a fashion appropriate to the community. ing on the ride: Seventeen area community organi­ This means that basic community needs such as zations field 400 volunteers who handle registration, public access must be met, but it also means that clean the latrines, direct traffic, dole out spaghetti at communities must decide up front on the type of ride's end, and do whatever else is necessary to make tourist they want to attract. The bikers in Three the ride a success. Groups make anywhere from Oaks provide a steady but limited flow of tourists $500 to $1,500 for their efforts, and the hometown throughout the year, which contributes to the flavor is one of the reasons riders return year after economy but is not a huge source of profits. year. Waterfront complexes. on the other hand, bring in More significantly, the ride is beginning to far more money but are often seasonal and risk generate real economic returns for the town of Three raising living costs for long-term residents. Oaks. Bike riders are not known as big spenders, but In the end, tourism, like any other develop­ a steady flow throughout the year can make a ment strategy, requires planning, community in­ difference in a small-town economy. In 1987, more volvement, and an eyes-wide-open assessment of than 6,000 visitors stopped at the museum. risks and benefits. Like many northern towns, Three Oaks' indus­ trial base is gone. Things have been looking up Excerpted with permission from The Neighborhood Works recently, however. Zenith has moved into an aban­ (Dec. 1990/Jan. 1991). Subscriptions: $25/yr. (6 issues plus handbooks) from Center for Neighborhood Technology. 2125 doned factory, with 300 jobs and expectations ofup W North Av., Chicago, IL 60647. Back issue.< r,-,,;{(lhle from to 500. Eleven of fourteen empty buildings in the same address. , 312/278-4800

8 • APPENDIX D RURAL TOURISM DEVELOPMENT .tlrnllfilffl~illl\mfl1a 3 1951 000 282 154 S