Tourism Action Plan - Northern Maine Development … · Tourism Action Plan THE CROWN OF MAINE 2011 ... 5.2 Tourism Business Plan 2005 Progress Update . 40. ... (gems) of northern

Northern MaineTourism Action Plan

THE CROWN OF MAINE

2011 – 2016

Aroostook County Tourismwww.visitaroostook.com1-888-216-2463

Northern Maine Development Commissionwww.nmdc.orgCOUNTY TOURISM

Photo by Leslie Jackson Photo by Paul Pierce Photo by Gene Cyr

Photo by Gene Cyr

Photo by Tracy WhittenPhoto by Pat ShermanPhoto by Leslie Jackson

Contributed Photo Photo by Brenda O’LearyPhoto by Brenda O’LearyContributed Photo

Photo by Leslie Jackson Photo by Paul Pierce Photo by Gene Cyr

Photo by Leslie Jackson

Northern MaineTourism Action Plan

2011 – 2016

Northern Maine Tourism Action Plan • 2011-2016 1

Acknowledgements 2

Executive Summary 4

1. Introduction 6

1.1 Background and Purpose of Plan 6

1.2 Geographic and Demographic Scope 7

1.3 Planning Process 8

2. Tourism in Northern Maine 9

2.1 Introduction 9

2.2 Aroostook County Tourism 10

2.2.a Tourism Efforts 11

2.2.b Potential for Growth 12

2.3. Regional Assets and Challenges 15

2.3.a Assets 16

2.3.b Challenges 18

2.4 Aspirations and Opportunities 20

3. Goals 24

4. Conclusion 38

5. Appendices 39

5.1 Tourism Action Plan Timeline 39

5.2 Tourism Business Plan 2005 Progress Update 40

5.3 Listening Session Participants 42

5.4 Listening Session Results 44

5.4.a St. John Valley 44

5.4.b Central Aroostook 46

5.4.c Southern Aroostook 49

TABLE OF CONTENTS


The Northern Maine Tourism Action Plan was written by Sheila Jans, development consultant, in collaboration with

Michael Eisensmith, Economic Development Director, and Leslie Jackson, Regional Tourism Developer, of the

Northern Maine Development Commission. We are grateful to the strategic planning committee and everyone

throughout the region who shared their time, insight and ideas to the shaping of this plan. This project was funded

by the United States Department of Agriculture, Office of Rural Development (Rural Business Opportunity Grant).

We thank them for their generous support.

STAFF

Mike Eisensmith, Economic Development Director, Maine Tourism Commission Representative for Aroostook

Leslie Jackson, Regional Tourism and IT Design Developer

PROJECT CONSULTANT

Sheila Jans, Cultural Development Consultancy, CultureWorth

STRATEGIC PLANNING COMMITTEE

Gina Clark, Yellow House Bed & Breakfast, Oakfield

Mike Fawcett, The Idea Factory, Reed Plantation

Dave Kelso, Registered Maine Guide, Fort Kent

Shawn Manter, Storage Solutions, Caribou

Kathy Mazzuchelli, Caribou Parks and Recreation Department, Caribou

Mark Shea, Big Rock Ski Area, Mars Hill

AROOSTOOK COUNTY TOURISM COMMITTEE 2011-2012

Jim Bennett (Chair), Town of Presque Isle, Presque Isle

Tenley Bennett, Registered Maine Guide, Eagle Lake

Rita Cannan, Can-Am Crown Sled Dog Race, Wallagrass

Gina Clark, Yellow House Bed & Breakfast, Oakfield

Jenny Coon, Caribou Chamber of Commerce, Caribou

Bill Corson, Blaine Country Cabins, Blaine

Mike Fawcett, The Idea Factory, Reed Plantation

Theresa Fowler, Central Aroostook Chamber of Commerce, Presque Isle

Leo Freeman, Perception of Aroostook, Presque Isle

Jim Gardner, Town of Easton, Easton

Larry Greenlaw, Maliseet Economic Corporation, Littleton

Charles Harris, NMDC Executive Board, Limestone

ACKNOWLEDGEMENTS


Jesse Jalbert, Quigley’s Outdoor, Fort Kent

Sammi LaBelle, North Maine Woods Association, Ashland

Dave Kelso, Registered Maine Guide, Fort Kent

Shawn Manter, Storage Solutions, Caribou

Kathy Mazzuchelli, Caribou Parks and Recreation Department, Caribou

Barry McCrum, Consultant, Mars Hill

Jason Parent, Northern Maine Community College, Presque Isle

Romeo Parent, Retired, Caribou

Carl Pelletier, Northern Door Inn, Fort Kent

Mark Putnam, Northeast Publishing, Presque Isle

Mark Shea, Big Rock Ski Area, Mars Hill

Judy Sherman, Deep in the Woods Gift Shop, Oxbow

Kevin Simmons, Caribou & Presque Isle Inn and Convention Center, Caribou

Mike Smith, Maine Winter Sports Center, Caribou

Scott Thompson, Aroostook State Park, Presque Isle

Lori Weston, Houlton Chamber of Commerce, Houlton

SPECIAL THANKS

Marty Gervais of the Shiretown Motor Inn for providing valuable insight to the development of this plan.

FUNDER

United States Department of Agriculture, Office of Rural Development

Aroostook County Tourism and Northern Maine Development Commission

11 West Presque Isle Road, PO Box 779

Caribou, ME 04736-0779

Tel: 1-888-216-2463, 207-498-8736, [email protected]

This report is available online at www.nmdc.org

Sheila Jans

Cultural Development Consultancy

137 Main Street, Madawaska, ME 04756

207-728-4820, [email protected]


With funding from the USDA Department of Rural Development, the Northern Maine Development Commission

(NMDC) and Aroostook County Tourism (ACT) began planning for a five-year tourism plan in January, 2011. The

result of their efforts is the Northern Maine Tourism Action Plan 2011-2016.

This tourism action plan has been shaped through extensive community engagement with sector businesses and

nonprofits, committee participation, and general research. It includes all of the towns, townships and communities

within Aroostook County of northern Maine. Moreover, it builds upon and is a continuation of the previous tourism

business plan completed in 2005. Our intent with the 2011-2016 plan is to create a working document for NMDC

and ACT, as well as a useful reference for the region’s tourism sector.

We consider tourism as an economic engine for northern Maine. It helps to generate jobs, revenue and taxes,

diversify our local economies, attract business, and contribute to preserving and celebrating our indigenous cultural

and natural assets. Northern Maine has a compelling story to tell and share: It is a place with deep history and

enormous tracts of working forest and productive lakes and rivers. There are complex, intertwined stories that help

create the sense of identity and place. The work to promote these stories and all that shapes them is that of

Aroostook County Tourism.

Founded in 1997, ACT is a standing committee of the Northern Maine Development Commission. Its mission is to

develop and implement a tourism development and promotion program for the Northern Maine Economic

Development District.1 For over 20 years, ACT has achieved an impressive series of successes in promoting the

region, building networks, and providing value-added service and products to the existing tourism infrastructure.

Our research revealed that it faces, as with any entity, its fair share of challenges. We also learned, through listening

sessions, interviews and general research, about the region’s assets, challenges, aspirations and opportunities, and

how these impact the tourism sector.

The most outstanding assets (gems) of northern Maine identified during all research applications, include the

tangible and intangible attributes of culture, tradition, and place. These equate to everything from historic

architecture, customs and values, agricultural practices, community festivals, pristine waters, and abundant wildlife

to the endless trails and textures of landscape.

1 The NMEDD is a designation by the federal Economic Development Administration that establishes geographic boundaries for its programs. In July 2011, the NMEDD boundary changed to consist of Aroostook and Washington Counties. This change, however, does not affect the geographic scope of this plan, which focuses on Aroostook County only.

EXECUTIVE SUMMARY


We recognize that many of northern Maine’s cultural and natural assets can be found in other places, but it is their

combination and variation that makes this region unique and distinct. There is a “feel” to the region, which

differentiates it from any other place. Distinct and authentic experiences emerge from this symbiotic relationship

between people and land.

Invariably, many of the assets and challenges identified are concurrent with one another. The region’s geographic

location within the state and nation, tucked next to Canada, with its abundant land, forest and rivers, little

population, snow-filled winters and cool summers – as positive as these are – also present their share of obstacles to

building a prosperous tourism sector.

We learned that visitors and residents are frustrated by the lack of higher-end amenities, places to eat, and diverse

down-time activities. Traditional tourism activities, such as snowmobiling and hunting, are dramatically affected not

only by industry trends, but are also vulnerable to unpredictable weather conditions. These challenges are

compounded by a more demanding tourist market, average to sub-standard front-line hospitality, a scattered identity,

and fractured tourism sector, continual funding obstacles, and for ACT, limited organizational capacity.

Regardless of the challenges, our research revealed that success in tourism development is achievable by seizing

opportunities from the region’s assets, as well as its obstacles.

The intent of this five-year tourism action plan is to strengthen the tourism sector in northern Maine. It is a call to

action – to work as a team with businesses, nonprofit groups, municipalities, government agencies – all of our

community partners – to achieve success. By taking these important steps, we believe that the region’s economy and

communities will benefit enormously from a strategic focus on higher sector training, creation of specialized

products, targeting of new markets, mobilization of private/public sector collaboration, promotion of cultural and

natural resources, and the construction of diverse partnerships. We look forward to working with our partners and

involving more voices in building a prosperous tourism sector for northern Maine.

We propose five goals listed in priority, for building a stronger tourism sector:

1. Improve organizational structure and capacity

2. Enhance tourism sector through education and training

3. Build and maintain collaborative partnerships and networks

4. Clarify the message and sharpen communications

5. Strengthen the product and expand the market


1.1 BACKGROUND AND PURPOSE OF PLAN

Aroostook County Tourism (ACT), a standing committee of the Northern Maine Development Commission

(NMDC), leads tourism development and promotion for northern Maine. In 2005, NMDC and ACT presented a

five-year tourism business plan for northern Maine. The plan recommended building tourism development around

five task-oriented themes, which focused on identity, celebrating place, forming partnerships, cultivating affinity

markets, and building momentum. 2

Since 2005, extensive attention has been given to each of these themes and their

attendant goals. Many have been achieved, some are ongoing, and others have been set aside for additional planning.

Six years later, NMDC and ACT have undergone another strategic planning process to address development of the

tourism sector in northern Maine. This Northern Maine Tourism Action Plan builds upon and is a continuation of the

previous tourism business plan. It serves ACT’s mission, which is to develop and implement a tourism development

and promotion program for the Northern Maine Economic Development District (NMEDD). 3 For context, the

NMEDD is a designation by the federal Economic Development Administration that establishes geographic

boundaries for its programs. In July 2011, the NMEDD boundary changed to consist of Aroostook and Washington

Counties. This change, however, does not affect the geographic scope of this plan, which focuses on Aroostook

County only. The Downeast Acadia region, one of the Maine Office of Tourism’s state tourism regions, includes

Washington County in its jurisdiction.

The purpose of this plan is to be an action-oriented working document for NMDC staff and the ACT committee, as

well as a useful reference for the tourism sector of northern Maine. Its intent is to reveal some of the key assets,

challenges, aspirations and opportunities facing tourism development in the region and to set the course to build a

more prosperous sector. The first part provides project background, methodology and scope. A section follows this

on current regional tourism efforts, areas for growth, and a snapshot of key regional assets, challenges, aspirations,

and opportunities as they relate to tourism development. Goals for moving forward are offered along with action

steps, and a timeline, followed by concluding thoughts for development. The appendix includes a list of research

participants, research results, and work reports.

This plan directly incorporates the comments of staff, ACT committee members, and regional tourism stakeholders,

all of whom express an enthusiastic desire for a stronger tourism sector for northern Maine. Their role in shaping

this plan has been essential; their voices are strongly evident throughout the following pages. Certainly, there are

many additional people who can be part of the conversation and contribute to fostering tourism growth.

2 The 2005-2011 Five-Year Tourism Business Plan for Northern Maine is available at www.nmdc.org. 3 For the purposes of this report, ACT will represent the combined partnership of ACT and NMDC. The tourism sector in northern Maine is inclusive, representing outdoor recreation, eco/nature-based tourism, place-based cultural tourism, and other general tourism activities.

1. INTRODUCTION


Ultimately, the purpose of this plan is to be a catalyst and to galvanize ACT, community partners, and tourism

stakeholders, to work together to build a stronger tourism sector. This plan is essential to the ongoing dialogue for

the next steps toward realistic and achievable goals. These steps will include more voices, statistical data, strategic

analysis and inventories. They will also include closer and more strategic attention to our indigenous assets,

innovative approaches to tourism development, constructive and sustainable collaboration, and dedicated leadership.

1.2 GEOGRAPHIC AND DEMOGRAPHIC SCOPE

This tourism action plan includes all of the towns, townships and communities within Aroostook County,

approximately 6,700 square miles, in northern Maine. It is divided into three distinct sub-regions with an area more

than one-fifth of the area of the state of Maine. These three areas include the St. John Valley at the most northern

tip; Central Aroostook as the county’s hub; and Southern Aroostook as a gateway to U.S. Routes 1 and 11. The

region borders the Canadian provinces of New Brunswick and Québec and is the largest county east of the

Mississippi (larger than the states of Rhode Island and Connecticut combined).

Incorporated in 1839, Aroostook County has a population of approximately 72,000 with an average of 11 people per

square mile. This rural region has 67 organized towns and 103 unorganized townships, with the majority of the

population living within 30 miles from the New Brunswick border to the east. Aroostook County consists of a

diverse mixture of people, with distinctive cultural groups such as the Acadian and Québecois, Native Americans,

Swedish, Scots-Irish and Amish. Ten percent of the region consists of cultivated farmland; the remainder consists of

working forest with numerous lakes, rivers and wetlands.

Figure 1. Aroostook is typically divided into three sub-regions including the St.

John Valley at the most northern tip;

Central Aroostook as the county’s

hub; and Southern Aroostook as a

gateway to U.S. Routes 1 and 11.


1.3 PLANNING PROCESS

With funding from the USDA Department of Rural Development, planning for the tourism action plan began in

January, 2011. NMDC and ACT staff were involved in all aspects of the initiative, along with the development

consultant. Three approaches to project planning were implemented: community engagement through listening

sessions and interviews, strategic planning committee participation, and general research.

Over a three month period, a series of listening sessions and interviews were conducted with close to 90 tourism

stakeholders from throughout northern Maine. These included businesses, nonprofit organizations, chambers of

commerce, outfitters, restaurants, museums, hotels, campgrounds, nature and recreational groups, and retail. A total

of 75 people participated in three two-hour facilitated discussions held in St. Agatha, Presque Isle, and Houlton.

They addressed three issues related to the tourism sector: identifying regional assets and challenges, needs and

opportunities, and leadership.

To complement the regional listening sessions, nine one-on-one interviews with professionals connected to the

tourism sector were conducted to gain more direct insight about the assets, challenges and opportunities for northern

Maine. Interviews were generally one-hour in length. Additional discussions and planning took place with ACT’s

strategic planning committee. Moreover, the committee’s participation was essential in reviewing and providing

feedback during the writing of the action plan. Review and general research of best practises and related models of

tourism and development were conducted. The final part of the process will involve raising the visibility of the

initiative through press releases and sharing of information with stakeholders.

Figure 2. Sheila Jans facilitates the listening session held in central Aroostook.


2.1 INTRODUCTION

Tourism is an economic engine. It generates jobs, tax revenue, diversifies local economies and attracts business

activity. It also contributes to building stronger communities by helping to preserve and keep vibrant cultural,

natural and historic sites, and educating people of all ages about a community’s authentic and unique sense of

identity and place.4 It relates directly to the principles of the Creative Economy and Quality of Place, which speak to

diversity, creativity, authenticity, and paying attention to what makes a place distinctive and attractive.5

Tourism is not monolithic; rather it refers to a wide range of activities and experiences that engage a person. It is a

decidedly people-oriented and people-dependent industry. A visitor is not homogeneous; they travel to places for an

experience – experience is tourism’s product. The visitor (consumer) brings home their experiences – memories.

Since tourism is so significantly about experiences, the goal of tourism development is to ensure that those

experiences are good ones. All aspects of location – its people, land, culture, amenities, dining, retail, and

accommodations – its sense of identity and place – are connected to one another and form a collective experience for

the visitor.

Tourism is Maine’s number one industry attracting close to 25 million visitors who spent close to $335 million on

lodging alone during the summer of 2010.6 There is a strong argument for supporting tourism development: in 2008

domestic and international travelers to Maine spent close to $3 billion, generating $345 million in tax revenues

(which fund jobs and public programs such as police, firefighters, teachers, and road projects). For every $1 million

spent in Maine by travelers, 11 jobs in Maine were created (32,000 jobs).7

For more than a century, tourism has been one of the state’s most important and reliable export sectors. Maine’s

image to the world is a positive one – we are authentic – a land of abundant natural, cultural and historic resources.

Those images, however, are still primarily of lighthouses, lobsters, coastlines and L.L. Bean, “but there’s more to

Maine, and to promote these things takes money.” 8

4 Maine Office of Tourism and Trudy McNutty, Tourism Development Associates, Tourism Development in a Creative Economy: Cultural,

Heritage, Nature-Based, 2006. 5 For more details on the Creative Economy: Maine Arts Commission at www.mainearts.maine.gov or St. John Valley Creative Economy Report, Sheila Jans et al (http://mcspolicycenter.umaine.edu). Quality of Place: Maine State Planning Office, www.maine.gov/spo. 6 Maine Office of Tourism Visitor Tracking Research 2010 Summer Season Topline Report, prepared by David Peterson Associates, October,

2010. 7 U.S. Travel Association, 2009. 8 David Vail, Economic Development Investments to Realize Rural Maine’s Tourism Potential, MECEP, Volume XI, No. 7, July, 2010.

2. TOURISM – A NORTHERN MAINE INDUSTRY


2.2 AROOSTOOK COUNTY TOURISM

Unfortunately, fiscal challenges in Maine have impacted tourism development for

many years. As a result, regions like Aroostook County, struggle to achieve

industry growth. It may be a leap for someone living in northern Maine to consider

tourism bustling when this state’s largest land area does not enjoy healthy visitor

statistics compared to mid-and southern Maine. 9 This visitorship imbalance

impacts the generation of, and access to, information and data figures relevant to

northern Maine. This occurs because it takes significantly longer to collect

statistically meaningful data with lower visitor numbers, which in turn, results in

more expense for personnel to collect the data.

What is the compelling story about northern Maine? It is characterized as a place

with deep history and enormous tracts of working forest and productive lakes and

rivers. There are complex, intertwined stories that create the sense of identity and

place. The mandate to promote these stories and all that shapes them is that of

Aroostook County Tourism. As a standing committee of the Northern Maine

Development Commission, staffing consists of a half-time position, with oversight

by the Director of Economic Development. A committee of 30 people from

throughout the region provides guidance and insight. ACT’s operating budget is on

average $90,000, accounting for less than 2 % of NMDC’s organizational budget.

These operating funds are received annually from the Maine Office of Tourism.

Additional revenue for specific initiatives has historically been secured from

various other public sources. NMDC is a membership organization comprised of

participating communities in Aroostook and Washington counties. Its mission is to

serve these regions with regional community planning and economic development.

At the time of its establishment in 1997, staff and ACT committee members crafted a mission to develop and

promote compelling, diverse tourism opportunities in northern Maine. Five goals were established:

1. Develop and increase northern Maine’s tourism infrastructure, thereby enhancing the quality of the

tourist’s experience;

2. Educate stakeholders and consumers while promoting the diverse recreational and arts and heritage

opportunities in northern Maine;

3. Maintain and build collaborative relationships;

9 While southern Maine coast enjoyed 40% of all day visitors and 25% of overnight visitors to Maine during summer 2010, Aroostook County had 4% of each respectively. Source: Maine Office of Tourism Visitor Tracking Research 2010 Summer Season Topline Report, October, 2010).

STATISTICS

Data on overnight and day leisure

visitors to Aroostook County show an

interesting shift in demographics,

reasons for visiting and from where

visitors come. In 2008-2009, almost

40% of overnight visitors to the region

were below 35 years of age and nearly

one-fifth were from New Brunswick,

with the second highest percentage

from Ontario (12%). Maine, New

Jersey, Pennsylvania and Washington,

DC accounted for 10% each. Outdoor

recreation and shopping accounted

for the top trip activities for overnight

visitors. Alternatively, day leisure

visitors were older and less affluent

compared to overnight leisure visitors.

Close to two-thirds were from NB

(68%) with Maine following at 27%.

The primary reason for coming was

shopping (70%). Note: This data was

gathered from a small sample of

respondents and should not be used

for broad conclusions about tourism

in the region. 1


4. Balance northern Maine’s tourism growth and development with its natural attributes, heritage, and

exceptional quality of life, and;

5. Increase and diversify funding sources for tourism.

This mission and set of goals set a strong foundation for ACT. By 2006, a new mission was crafted: to develop and

implement a tourism development and promotion program for the Northern Maine Economic Development District

(NMEDD), by establishing and maintaining a tourism identity, celebrating landscapes and communities, organizing

partnerships for tourism resource management, cultivating tourism affinity markets, and building momentum for

tourism development.

2.2.A TOURISM EFFORTS

It has been 15 years since the formation of ACT and the development of goals to guide its activities. Since its

inception, ACT has engaged in tourism development in a number of ways. Beyond committee work and the

marketing mandate that comes with the Maine Office of Tourism (MOT) funding, ACT has a direct working

relationship with chambers of commerce, municipalities, nonprofit organizations and businesses throughout the

region and state. For ACT to be successful in fulfilling its mission, it is essential to maintain these relationships and

forge new ones.

NMDC/ACT

Non-Profits

Municipalities

Businesses

Chambers of Commerce

Additional Funding

Resources

Maine Office of Tourism

Other Tourism Regions

International

Tourism

Figure 3.

Beyond committee work and

the marketing mandate that

comes with the Maine Office

of Tourism (MOT) funding,

ACT has a direct working

relationship with chambers

of commerce, municipalities,

nonprofit organizations and

businesses throughout the

region and state.

ACT also collaborates with

the other seven tourism

regions in the state, seeks

additional funding for

specific projects and plans to

increase communications

with the international

tourism markets


Currently, tourism promotion is achieved through a website (www.visitaroostook.com), print material (e.g., glossy

tourism guide produced every three years, tri-fold promotional piece in visitor centers throughout the state), creation

of snowmobile and ATV tear-off maps, creation of specialized biking and flat-water trails maps, advertising in

regional newspapers and magazines, fulfillment packets, and attendance at tourism trade shows. Additional grant

funding from sources other than MOT have enabled ACT to undertake outreach and advocacy efforts, such as

tourism summits, tourism trainings, inventory updates, and meetings with tourism stakeholders. In 2006, a feasibility

analysis revealed that the creation of a destination resort in northern Maine was viable. Since then, NMDC has been

pursuing this opportunity with developers.

With each tourism plan, there is renewed action and commitment to implement recommendations. Since the 2005

tourism business plan, numerous items have been completed, initiated, or are ongoing. These include the creation of

a regional hospitality program, a central reservation booking system, and the development, and updating of

promotional materials and maps. Moreover, the synergy between ACT and NMDC – its sharing of resources,

expansion of initiatives, and cooperation in grantwriting – has produced many successful outcomes. For example,

NMDC carried out tourism-related activities with the designation of three State Scenic Byways in the region, the

development of trails with the Department of Conservation, and the recent creation of flat water kayaking and

bicycling trail maps. It should be duly noted that ACT’s efficacy is directly related to NMDC’s contribution of

matching services, staff time, and resources. A complete list of activities that implement the 2005-2011 tourism

business plan can be found in the appendix.

2.2.B POTENTIAL FOR GROWTH

Tourism in northern Maine reaches far and wide, impacting all of its towns, businesses, individuals, families, and

nonprofit organizations. Given that ACT’s mission is to develop and implement a tourism development and

promotion program, it is important to provide more in-depth attention to some of its strengths and challenges as an

organizational entity. ACT does a lot of things well. For over 20 years, it has achieved an impressive series of

successes in promoting the region, building networks, and providing value-added service and products to the

existing tourism infrastructure – regardless of its limited resources and numerous challenges. These efforts happen

as a result of a capable staff, constructive relationships, and a good product.

Figure 4. The snowmobile trail map, the ATV trail map and the Aroostook Regional guide are just a small sample of the products developed by ACT and NMDC.


Unfortunately, ACT’s constituency (tourism-related businesses and nonprofits in northern Maine) appear to possess

a general ambivalence toward its role as “leading tourism development for the region.” As a result, there is a general

sentiment that northern Maine has a limited capacity to become a serious tourist destination unless and until ACT’s

organizational infrastructure improves. These are unsettling notions given ACT’s mission. Frustration and

indifference, mixed with mild support and enthusiasm, is not uncommon. A number of issues fuel these negative

perceptions. The key ones are:

• Limited organizational infrastructure

• Inadequate funding

• Unfocused target market

• Scarcity of current marketing data and inventories

• Vulnerable partnerships

• Scattered and incohesive communications

ACT’s relationship with the region’s chambers of commerce, for example, is critically important, yet it is

continually vulnerable to changes in chamber leadership and/or perceptions that ACT is operating at cross-purposes

to the chamber’s activities. Moreover, tourism promotion dollars have been appropriately directed outside the region

rather than inside, which has resulted in the region’s tourism businesses and nonprofits generally unaware of ACT’s

role in tourism promotion. Added to these challenges are the demands of using social media more effectively,

educating and training the sector more rigorously, and keeping inventories and resources current. In many respects,

ACT struggles to connect in a comprehensive way with the scope and full capacity of the tourism sector in northern

Maine.

It is essential to recognize, however, that as with any organization, ACT is an organic structure affected by changing

environments and shifting demands. Similarly, it must undergo regular self-assessment and exploration of new

directions. Initially, ACT was a separate nonprofit organization with a paid membership as a means to supplement

Maine Office of Tourism funding. In 2006, ACT considered its role as a dues-based membership entity created

competition with the region’s chambers. In response, it transitioned into its current structure as a standing committee

of NMDC. At the time of this significant change, strategic assessment as to its impact on ACT’s capacity was not

fully explored. Proactive steps will now be taken to reassess ACT’s structure, its mandate and respond to a changing

environment by revisiting its purpose, mission, and vision.

The following is a more in-depth look at some of the key issues that directly impact ACT’s ability to be an effective

organization. They reflect the results of listening sessions, interviews and general research. Feedback on

opportunities for ACT is featured in the following section.


Programs and Partnerships

• Lack of statistical data on visitors (e.g., marketing information, requests for info, etc.).

• Difficulties with keeping up-to-date inventories of the tourism sector (e.g., businesses, nonprofit groups,

suppliers, venues, etc.).

• Emphasis on promoting outdoor motorized recreation (especially snowmobiling) compromises promotion

of other activities.

• Incomplete and outdated signage systems for full use of trail systems and roadways.

• Working relationships with tourism sector not as direct and diverse as required (e.g., over-reliant on

chambers of commerce for information).

• Relationship with chambers of commerce (and other organizations) is vulnerable and fluctuates due to

consistent change of leadership and adversarial attitudes.

• Constituency confusion as to ACT’s relationship to NMDC.

• Possible unrealistic expectation that partners will participate in programs and initiatives.

Promotion and Communications

• No strategic and decisive identification of target market based on data.

• ACT as an entity has a confused message and little visibility (e.g., not clearly described on ACT website).

• Website: Difficult to update; incomplete information (too dependent on businesses/groups to update data on

their own; does not offer full package incentives); difficult to retrieve information (confusing searches);

no education/marketing effort to promote website; constituency does not see it as a promotional/marketing

tool; components not being used/ineffective (e.g., community album section); lack of interactive, social

media options; cannot easily adapt structure because part of MOT structure (e.g., database).

• Identity: Focus is scattered and inconsistent on marketing the identity of northern Maine (e.g., using too

many brands: “Crown of Maine”; “Northern Maine”; “The County”) which may not speak to target

markets; no education/outreach attached to marketing campaign affecting level of buy-in and cooperation.

• Print material: Costly to produce promotional booklet every three years (inaccurate information, out of

date in short period of time, difficult to replenish in tourist bureaus once depleted); inflexible.


2.3 REGIONAL ASSETS AND CHALLENGES

This section on assets and challenges speaks directly to northern Maine as a

region and how these tangible and intangible attributes impacts the tourism

sector. What shines about this part of Maine is not so much a mystery for people

who live here, but the challenge noted by many is getting visitors here in the first

place and then ensuring they return again and again.

An outfitter from Eagle Lake expressed that the “positives [about northern

Maine] outweigh the negatives.” He is convinced that we have everything we

need – that northern Maine is a great product in and of itself. But in order to

achieve success, it is critical that we meet our challenges head on, seize our

strengths, and cooperate with one another. A farmer in southern Aroostook said

this: “[We] need to learn how to work together and enhance each other. When it

comes to tourists coming here we all benefit no matter what they do or where

they stay.”

Invariably, many of the assets and challenges identified in this section are

concurrent with one another. An interesting example of this dualism is that

because northern Maine is such a large area, three sub-regions exist, each

possessing its own distinct assets and challenges. On the one hand, there is a

general desire for people to work and think as a region by virtue of its

geographic location within Maine (“we’re in this together”), but because of

distances and cultural differences between the sub-regions, there is territorialism

and hesitance toward regionalism as a whole.

An essential part of the process in creating this action plan included listening

sessions, interviews and general research. The feelings, opinions, and

observations about tourism development from external stakeholders from

throughout the region strongly inform this section on regional assets and

challenges.

CHALLENGES

A primary challenge to address is the

fatalistic attitude held by some

business owners: ‘if someone else’s

business prospers, then it must be

taking customers away from me.’ This

speaks to the perception that the

customer “pie” is only so big – that

each slice taken by one business is one

less available for another. This

mindset can shift simply by growing

that pie to attract more visitors and

business opportunities. To achieve

this, sustained cooperation among

tourism-related businesses is required.

Each business, whether they

acknowledge it or not, relies on other

businesses (including nonprofits) to

create a well-rounded experience for

the visitor. For example, after

learning more about the services and

products in his area at a listening

session meeting, an outfitter in

southern Aroostook expressed that if

he had only known about these

businesses, he would have connected

his guests to them to broaden options

and enrich their overall experience.

Connecting, cross-pollination, lateral

experiential options – whatever we

call it – are critical to expanding the

customer base.


2.3.A REGIONAL ASSETS

Northern Maine is characterized as a bucolic place of big sky, wilderness and

clean rivers. An entrepreneur in the central part of the region said it well, “we

are the largest county east of the Mississippi and this plays to the vast land and

wide open spaces asset that is Aroostook County.” It is a land rich in history,

with a deep-rooted sense of community, and a diverse ethnicity including

Acadian and Québecois, Scots/Irish, Native American, Swedish, and Amish.

People are friendly, hardworking, and resourceful. The pace of life is relaxed –

no issues of congestion and sprawl here. Proximity to Canada provides direct

access to additional and different markets, goods and services. There are four

decisive seasons providing an abundant array of outdoor activities. Certainly,

many of these attributes can be found in other places, but it is their combination

and variation that makes this region unique and distinct. There is a “feel” to the

region, which differentiates it from any other place.

People are positive, enthusiastic and optimistic about living in northern Maine.

These constructive attitudes are essential building blocks for developing a

prosperous tourism sector.10

The most outstanding assets (gems) of northern

Maine identified during all research applications, include the tangible and

intangible attributes of culture, tradition, and place. These equate to everything

from historic architecture, customs and values, agricultural practices,

community festivals, pristine waters, abundant wildlife and endless trails and

textures of landscape. These elements and many others, affect the region’s

quality of life and sense of identity. Ultimately, the message is that the sum is

bigger than the parts. A regional leader expressed it well:

The small niches in the region are the ones to celebrate and promote.

There’s more promise and consistency in pursuing the direction of

cultural assets for tourism development. Be aware of the context – that

a beautiful building can be found anywhere but it has significance and

meaning in Aroostook County precisely because of its history and

context within the region.

10 A report on the creative economy in the St. John Valley featured an in-depth analysis of the sub-region’s assets, challenges, needs, opportunities and product potential. Entitled St. John Valley Creative Economy Project: Strengthening Our Communities and Economy through

Culture and Place, Sheila Jans, et al, Margaret Chase Smith Policy Center, University of Maine, August 2010, http://mscpolicycenter.umaine.edu

From our research, we learned that

the primary strengths of the region

include:

A land of beauty, abundance and

vastness

Interconnecting trails over

hundreds of miles

Well developed road touring

Kind and hardworking people

with a deep-rooted sense of

community

Diverse ethnic groups

Unhurried, relaxing way of life

Love of traditional trades and

attention to quality

Authentic, genuine experiences

Figure 5. The Aroostook River is one of many places where it is natural to experience Aroostook’s beauty, peacefulness and serenity.


Expanding on the items from the previous page is a selection of some of the key assets of northern Maine identified

by participants of listening sessions, interviews and from general research. Their observations are organized under

three headings: People, Place, and Resources. The full results from the listening sessions can be found in the

appendix.

People

• Open and friendly

• Superior work ethic, lots of energy

• Family-oriented

• Deep-rooted sense of community

• History and culture (rich ethnic diversity: Acadian/Québecois, Swedish, Scots/Irish, Amish, etc.)

• Not overpopulated

Place

• Beautiful, pristine landscape

• Scenic vistas (includes two State Scenic Byways)

• Open space/big sky

• Slower, relaxing pace of life

• Safe environment

• Wilderness, fresh air, clean waterways

• Agricultural (small family farms, organic farming)

• Direct, user-friendly access to the land (public and private lands are blended)

• Four seasons

• Distinctive sub-regions (St. John Valley, Central Aroostook, Southern Aroostook)

• Proximity to Canada and large population base

Resources

• Diverse cultural and outdoor activities/destinations

• Competitive, authentic artisanal products, agri-food, entrepreneurial products and services

• Rich history with over 20 historical, cultural, nature-related museums

• Access to a working forest

• Extensive and connected trails, roadways and waterways for diverse touring

• Higher education institutions

• Highway access: Interstate 95 and TransCanada Highway

• Airport access

• Events with capacity to attract thousands of people (e.g., biathlons, World Acadian Congress)

• Aroostook County Tourism/NMDC and its working relationship with communities


2.3.B REGIONAL CHALLENGES

As already indicated, some of northern Maine’s assets are simultaneously its

challenges. The region’s geographic location within the state and nation, tucked

next to Canada, with its abundant open land, forest and rivers, little population,

snow-filled winters and cool summers – as positive as these are – also present

their share of obstacles to building a prosperous tourism sector.

Even though tourism is a viable industry for northern Maine, it cannot be

currently characterized as cohesive or unified. Moreover, the region’s geographic

isolation from traditional tourism markets within the U.S. is considered a

discouraging factor in determining target markets. Many research participants

perceive northern Maine as too much of a rural place with territorialism, little

vision, and parochial, insular attitudes. An entrepreneur from the St. John Valley

explained, “If our premises are based on a self-centered paradigm then the results

will be narrow and not survive the test of adversity.” Essentially, we will always

be stronger standing together, than standing apart.

We learned that other challenges include building initiatives and infrastructure to

scale seems out of reach. Visitors and residents are frustrated by the lack of

higher-end amenities, places to eat, and diverse down-time activities. Traditional

tourism activities, such as snowmobiling and hunting, are dramatically affected

not only by industry trends, but are also vulnerable to unpredictable weather

conditions. As a result, more diverse activities are essential to offer. While self-

sufficiency and independence can be considered assets, they can also be barriers

to cooperation and collaboration. These challenges are compounded by a more

demanding tourist market, average to sub-standard front-line hospitality

knowledge, a scattered identity and marketing message, continual funding

obstacles, and for ACT, limited organizational capacity.


the primary challenges of the region

include:

Underdeveloped leadership and

infrastructure

Geographic isolation

Major tourism outdoor activities

are highly weather and

economy-dependent

Insular and territorial attitudes

Lack of insightful planning and

stewardship of resources

Declining and aging population

Lack of diverse and high quality

amenities and experiences

Inadequate training of the sector

Poor marketing materials and

branding confusion

Lack of communication by and

between tourism-related

businesses/groups


Expanding on the items from the previous page is a selection of some of the key challenges of northern Maine

identified by participants of listening sessions, interviews and from general research. Their observations are

organized under three headings: People, Place, and Resources. The full results from the listening sessions can be

found in the appendix.

People

• Independent attitude does not lend itself to a regional mindset or cooperative networking

• Underlying fear of losing something

• Low population affects investment

• Parochial, insular attitudes affect visionary leadership

• Disconnect between cultural and nature-based assets

• Disconnect between northern and southern Maine (distance and economic disparity)

• Cynical attitudes on a bumper sticker: “Yes, this is northern Maine, now you can go home”

• Rely too much on volunteers and create unfair competition with businesses

• Lack of knowledge about what is offered throughout the region (events, products, services, etc.)

Place

• Outdoor activities vulnerable to weather conditions

• Distance is substantial from primary (traditional) tourism markets, which impacts marketing and

promotion effectiveness

• Lack of education on woodlot and wildlife management

• High gas prices can be devastating because of long travel distances from primary tourism markets

• Too much focus on outdoor activities

• Overreliance on snowmobiling and hunting which are facing downturns

Resources

• Lack of effective infrastructure

• Business regulations are discouraging for development in general

• Transportation is limited (incomplete Interstate, restricted air travel, etc.)

• Maps and signage are incomplete for full use of trail systems and roadways

• Overreliance on festivals and events to attract people to the region

• Varying levels of interpretation and visitor experience at museums; many not open consistently

• Lack of strategic coordination of events with lodging

• Limited engagement of businesses with each other for cross-marketing and cross-promotion

• Difficult to compete with New Brunswick, Québec or southern Maine

• Confusion on “what” northern Maine is: a scattered identity and ineffective branding

• Target markets are not clearly identified, which negatively impacts marketing message


• Large market in Canada only 15 miles away is not being exploited effectively

• Lack of diverse, high-end amenities (substandard/average dining, lodging, retail)

• Lack of amenities and diverse activities to engage in at the end of the day or on down-time

• Limited ability to accommodate bus tours and large numbers of people at a sustained level

(threshold to billeting people)

• Inadequate frontline hospitality readiness and knowledge of social media; lack of, and poor quality

marketing and marketing materials within sector.

2.4 ASPIRATIONS AND OPPORTUNITIES

A rich and diverse range of aspirations and opportunities for a more prosperous tourism sector emerged from our

research. Ideas and visions for a better future flowed; an impressive level of energy, enthusiasm and optimism exists

to build a stronger tourism sector for northern Maine. Generally, tourism stakeholders recognize that there is great

potential for a prosperous tourism sector. With that potential comes the need for decisive and confident action. They

are well aware of the challenges and barriers to building a vibrant sector – and also understand that the visitor, who

generally has to travel far distances to experience the region, deserves a high return on their investment.

Regardless of the obstacles, our research revealed that success is achievable by seizing the opportunities from the

region’s assets, as well as its obstacles. This includes:

• establishing and maintaining relationships and partnerships within the sector;

• thinking more globally;

• targeting alternative markets;

• higher levels of hospitality training and education;

• diversifying the product and visitor experience;

• focusing on cultural/heritage place-based, and eco-tourism;

• serious investment in amenities, and

• learning from successful tourism models in the United States, Canada and around the world.

Research participants also consider it important to determine how certain events or activities impact tourism as a

revenue draw, as well as a means to build enduring relationships with visitors and within communities. The bottom

line: northern Maine needs to invest in itself first, keep the conversations going, and strengthen community

relationships.

To succeed, we need to work together.


Even though fifteen years has passed since ACT’s guiding directions were

established, what was charted in 1997 is still relevant today. As mentioned in

the preceding section, an opportunity exists to revisit ACT’s primary purpose.

This would help to strengthen ACT’s position within the sector and align itself

more directly in understanding its scope and capacity. Moreover, it provides

ACT with an unparalleled opportunity to be instrumental in generating wealth

and building prosperity for all of northern Maine.

Expanding on the items in the box on the right is a selection of some key

tourism-related aspirations and opportunities identified by participants of

listening sessions, interviews and from general research. Their observations are

organized under the headings: Partnerships and Networks; Marketing and

Identity; Product and Offer; Sector Effectiveness; Visitor Market, and

Organizational and Infrastructure. The full results from the listening sessions

can be found in the appendix.

Partnerships and Networks

• Become more global, not so territorial and insular.

• Establish more formal and sustained relationships with businesses and

groups at all levels to ensure better communications and information-

sharing (maintain through regular visibility and participation).

• Continue, nurture and maintain existing collaborative relationships.

• Explore how to leverage other infrastructures (higher education, retail,

etc.) and proximity to Canada.

• Build stronger connections to other agencies for resources and support

(e.g., National Trust for Historic Preservation).

• Expand beyond existing partnerships to include colleges and universities – tap into the student base (do not

rely on chambers of commerce only).

• Ensure that more voices are part of the solution (more people need to be at the table consistently).

Marketing and Identity

• Market northern Maine not just as a destination, but also as a gateway to Canada.

• Develop a centralized location or series of locations, for tourism-related information; need more tourism-

promoting venues and kiosks throughout region (e.g., video at airports).

• Offer multiple familiarization tours to the region annually (devote substantial funds to do this).

• Website: Expand on existing ACT website to become the “Go To” website – develop a more

comprehensive resource as an information clearinghouse for the entire region; ensure automatic inclusion


the primary aspirations and

opportunities include:

Be more global and creative

Focus on culture, tradition, and

place

Forge partnerships and

collaborations more broadly for

collective impact

Diversify products and markets

Centralized, comprehensive

website for tourist information

Diverse and higher quality

amenities

Step up marketing, branding

and FAM tours; use social

media more effectively

Sector training and education;

reliable visitor data

Build infrastructure and

capacity for ACT; nurture

leadership


of businesses and events, etc.; advertise website more aggressively; determine effectiveness of website

name; include more interactive and social media tools; organize website to be more effective tool for ACT.

• Print material: Continue with print materials alongside website; produce smaller print piece

(accompaniment to larger guide) that positions northern Maine without business listings.

• Continue attending trade shows, but use social media and Internet marketing more aggressively.

• Decide on branding identity for northern Maine that is authentic and genuine.

• Focus on attributes inherent in region as a marketing message, such as kindness and open space.

• Consider a reality-based TV show that focuses on cuisine, nature, etc. of region.

Product and Offer

• Focus more strategically on the indigenous assets of culture and place.

• Offer authentic experiences (specialized, experiential).

• Focus more on place-based cultural tourism and eco-recreational activities (e.g., artisans, festivals, agri-

foods, mountain biking, kayaking, hiking, etc.).11

• Continue with traditional tourism activities (e.g., snowmobiling, ATV’s, hunting).

• Take advantage of being an international region (partner with Québec and New Brunswick more).

• Revisit developing a multi-dimensional resort (strong incentive for visitors and for cross-fertilization of

services and products).

• Invest in specialized retail (attract day visitors from throughout the region and Canada).

• Invest in higher end lodging amenities (e.g., high-definition TV, high-speed Internet, hot tubs, saunas).

• More diverse range of foods at restaurants (e.g., offering a “real” espresso, ethnic foods).

• Better signage for information (trails) or for distinction (e.g., French in St. John Valley).

• Incentive packaging that links different activities for the family members.

• Use family farms more proactively (e.g., agri-foods, farm stays).

• World Acadian Congress (and other major events) could become more of a county-wide event.

Sector Effectiveness

• Sustained and effective training for customer service and hospitality for business and nonprofits (look at

web-based training programs UM, MOT, Oregon).

• Annual regional tourism summits.

• Cooperative marketing (e.g., “Pay to Play”: businesses and nonprofits share advertising, trade show

costs).

• Cooperative incentive packaging.

11 Cultural/Heritage Tourism – focuses on experiencing genuine places and activities of historic, cultural or natural significance. It is a road to

discovery, an immersion in the natural history, human heritage, arts, philosophy, and institutions of another region or country. (Canada Heritage and World Tourism Organization).

Eco (nature-based) Tourism – “is environmentally responsible visitation to relatively undisturbed natural areas, to enjoy and appreciate nature

(and cultural features – both past and present) that promotes conservation, has low negative visitor impact, and provides for beneficially active socioeconomic involvement of local populations.” (The World Conservation Union, 1996)


• Link related businesses/nonprofits by creating trails (e.g., map of artisans).

• Build upon tourism opportunities (e.g., Maine Winter Sports Centers, Voici the Valley Cultureway) and

related studies (e.g., Report on Maine’s Nature-based Tourism Initiative, Aroostook County Creative

Economy Needs Assessment Analysis, St. John Valley Creative Economy Project).

• Gain better grasp of target markets with current research and assessment.

• Consider a range of incentives for the visitor (e.g., certificate programs for outdoor activities).

Visitor Market

• Within northern Maine and rest of state (especially southern Maine).

• Canadian Maritimes and Québec.

• Focus more on Europe (connection to language, nature).

• Attract more group and motor coach bus tours (e.g., affinity groups, adventure tours, charters, etc.).

• Cultural tourist, independent outdoors tourist.

• Family-oriented activities based around natural resources.

Organizational and Infrastructure

• Conduct internal assessment on structure.

• Be attentive to nurturing leadership.

• Promote ACT as an entity more effectively; gain better and more consistent visibility.

• Establish additional reliable sources of revenue.

• Research other models of tourism development (gain current data on trends, reports and studies).

• Revolving loan fund to help finance tourism sector.

• Higher level of data collection and information on tourism trends, models, etc.

• Assessment of the regional tourism sector: inventory and stats.

• More formalized network system between ACT and chambers and other organizations.


The aim is to move forward and frame our proposed strategies, as the renowned Harvard University

economist Michael Porter advises, to reflect “what unique position will we be able to achieve over

time when taking certain steps and how can we maintain this over time.”

The intent of this five-year tourism action plan is to strengthen the tourism

sector in northern Maine.

In so doing, the region’s economy and communities will benefit enormously from a strategic focus on higher sector

training, creation of specialized products, targeting of new markets, mobilization of private/public sector

collaboration, stewardship of cultural and natural resources, and the construction of diverse partnerships.

Our research helped us to understand more fully what directions to pursue in tourism development for northern

Maine. We heard that while it is important to maintain current tourism promotion of traditional activities such as

hunting, fishing, snowmobiling and ATVing, it is critical to pursue alternate directions that focus more on culture,

tradition, and place.

We see culture as a dynamic and broad definition that represents the whole collection of our communities – it

consists of our distinctive traits and beliefs, artistic and creative products, activities and expressions, and ways of

living. Tradition speaks specifically to our history – how people and their connection to the land have been shaped

over time. And place, which embraces all aspects of our landscape, from rivers and lakes, forests, farmland, and

countryside, to our towns and small villages.

Much of the success of our proposed goals is dependent on the availability of funding. We intentionally do not

include cost estimates or potential funding sources per action item. Because these actions are part of the overall

efforts of NMDC and ACT, funding considerations will be addressed activity by activity. We are confident that

these goals, which emerged from our research, are achievable and respond insightfully to what we learned. They

build upon the directions identified in the 2005-2011 Tourism Business Plan and reflect our response to additional

avenues to pursue.

In the process of shaping this current action plan, many facts and figures drove the content, but the foundation for

the five goals below are the core messages of authenticity and being genuine, collaboration, supporting source

assets, reaching for the best, diversification, knowing ourselves well, and nurturing leadership.

3. GOALS


As a result of our research, we are proposing five goals listed in priority, for building a stronger tourism

sector:

1. Improve organizational structure and capacity

2. Enhance tourism sector through education and training

3. Build and maintain collaborative partnerships and networks

4. Clarify the message and sharpen communications

5. Strengthen the product and expand the market

As discussed in the preceding section, our research revealed a wide range of regional assets, challenges, aspirations

and opportunities. We feature the primary items again since they greatly inform the direction we have taken with

our goals, objectives and actions.

Primary assets of the region include:

• A land of beauty, abundance and vastness

• Interconnecting trails over hundreds of miles

• Well developed road touring

• Kind and hardworking people with a deep-rooted sense of community

• Diverse ethnic groups

• An unhurried, relaxing way of life

• A love of traditional trades and attention to quality

• Authentic, genuine experiences

Primary challenges of the region include:

• Underdeveloped leadership and infrastructure

• Geographic isolation

• Major tourism outdoor activities are highly weather and economy-dependent

• Insular and territorial attitudes

• Lack of insightful planning and stewardship of resources

• Declining and aging population

• Lack of diverse and high quality amenities and experiences

• Inadequate training of the sector

• Poor marketing materials and branding confusion

• Lack of communication by and between tourism related businesses/groups


Primary aspirations and opportunities include:

• Be more global and creative

• Focus on culture, tradition, and place

• Forge partnerships and collaborations more broadly for collective impact

• Diversify products and markets

• Centralized, comprehensive website for tourist information

• Diverse and higher quality amenities

• Step up marketing, branding and FAM tours; use social media more effectively

• Sector training and education; reliable visitor data

• Build infrastructure and capacity for ACT; nurture leadership

Figure 6. ACT attends a variety of tradeshows throughout Maine and New England promoting all the reasons to visit Aroostook County. Top left: Table-top display showcasing area brochures. Top Right: Onlookers notice the wonderful items showcased by Made in Aroostook at the Governor’s Conference. Bottom Left: Kevin Freeman and Leslie Jackson work the booth at the New Hampshire Grass Drags. Bottom Right: Bill Corson discusses the snowmobile trails with a family looking to come to the area.


To be effective in our mission, it will be important for us to respond constructively to the reality of sector challenges

by adopting a creative and collaborative mindset. ACT must strengthen its internal structures and broaden its

understanding of the sector’s capacity. Further, we will aim to promote ourselves more effectively as a distinct

service, learn from successful tourism models, and aim for collective impact through collaborations. We also

recognize that it will be essential to secure more diverse and sustainable funding and gain higher levels of

commitment from partners and affiliates.

A. Internal assessment and management plan. A review of ACT committee functions will focus

on current activities and new directions by looking at:

1) organizational structure (e.g., revisiting mission, vision, committee roles);

2) programs (e.g. marketing program with advertising, tradeshows, regional brochure);

3) staffing;

4) public relations and communications (e.g., communications outside of Aroostook with toll-free

hotline, fulfillment packets, visitor center presence);

5) role in leading regional tourism;

6) partnerships (e.g., Chambers of Commerce, Maine Tourism Regions, Maine Office

of Tourism);

7) use of technology for website, social media and email marketing.

Who: NMDC staff, ACT committee

Timeframe: Initiate by January 2012 – Completion by August 2012

Benchmarks for Goal 1.A

1.A.1 Convene first review meeting by January 2012.

1.A.2 Form assessment subcommittee by February 2012.

1.A.3 Produce draft ACT management plan by September 2012.

1.A.4 Produce and implement final ACT management plan by November 2012.

B. Comprehensive inventory of funding sources. In order to gain a better grasp of additional

sources of funding, we will:

1) create an inventory of agencies and foundations that support tourism initiatives;

2) seek funding sources of broader economic and community development that could support

tourism-related initiatives.

GOAL 1 IMPROVE ORGANIZATIONAL STRUCTURE AND CAPACITY


Who: NMDC staff

Timeframe: Ongoing

Benchmarks for Goal 1.B

1.B.1 Begin funding search by June 2012.

1.B.2 Produce white paper on initial funding sources by September 2012.

C. Data collection and analysis of the sector. We will gain a more comprehensive understanding of

the tourism sector in northern Maine by:

1) collecting comprehensive information on the region’s cultural and nature-based assets, offering

experiential tours for committee members to learn more about the region;

2) conducting market analysis to gain quantitative and qualitative data;

3) gathering information on successful tourism development within the state, nation and

elsewhere.

Who: NMDC staff, ACT committee, chamber of commerce directors, interns, sector partners

Timeframe: Initiate Spring 2012 – Ongoing

Benchmarks for Goal 1.C

1.C.1 Hold initial meeting with cultural/nature-based tourism representatives by May 2013.

1.C.2 Convene university staff (UMPI, UMO, UMFK, Husson) to discuss data collection

and analysis capabilities by May 2013.

1.C.3 Develop plan to accomplish data collection and analysis by August 2013.

1.C.4 Complete data collection and analysis by June 2014.

1.C.5 Convene working group of ACT committee with others to research best practices of

tourism development in regions similar to Aroostook by August 2013.

1.C.6 Produce white paper on best practices of tourism development by April 2014.


We recognize the importance of higher training levels for the tourism sector as a means to build a stronger

workforce in northern Maine. We are committed to continuing our current efforts in training and will explore more

advanced and sustainable ways of training and education. A higher level of skill linked to industry cluster needs will

build better attitudes, technical competence, and hospitality. Training can take the form of hands-on or online

education through workshops and courses that focus on entrepreneurialism, mentoring, business and financial

management, product development and access to resources. To strengthen the sector and create jobs, we will

endeavor to break down barriers to prosperity by working with partners to encourage growth, discourage inhibitors

to business activities, and encourage creativity and diversity.

A. Training and mentoring program. We will continue our current training workshops and:

1) while evaluating their effectiveness, explore new methods of delivery and broadening the

training to include targeted topics such as marketing, business development, or financial

management;

2) provide more online interaction and embedded videos of presentations on our website;

3) develop effective mentoring opportunities;

4) ensure that our training and education is linked to NMDC’s workforce development and

entrepreneurial efforts;

5) partner with regional institutions of higher learning (e.g., Husson) to explore ways for on-the

ground training in hospitality, visitor experience, and entrepreneurship (for businesses and

nonprofits);

6) explore the potential of an entrepreneurial leadership institute (e.g., collaborate with existing

programs, such as through the Foster Center for Student Innovation, University of Maine);

7) explore the creation of a “How-To” handbook or series of information releases in print or

electronic form (e.g., “How to Develop Tourism in Your Community”);

8) explore the potential of a residency program of higher learning for high quality, focused

training of creative entrepreneurs, artisans, agri-food producers (e.g., model of Haystack

Mountain School of Crafts).

Who: NMDC staff and ACT committee

Timeframe: Ongoing beginning August 2012


2.A.1 Inclusion of training initiatives in annual ACT budget FY2013.

2.A.2 Create annual review of action items listed above that outlines available resources for

GOAL 2 ENHANCE TOURISM SECTOR WITH TRAINING AND EDUCATION


each beginning in 2013.

2.A.3 Have ACT Special Projects subcommittee develop proposed initiatives to address

shortcomings identified in annual review beginning in 2013.

B. Annual Tourism Summit. As a way to maintain and increase our connection with the tourism

sector, we recognize the importance to host events and activities that bring the sector together on a

regular basis. This will serve as a complement to an online network and enable opportunities to

showcase products and services of the region, provide small group learning sessions and

workshops, build relationships, and open the door to more possibilities for development. We will:

1) hold a tourism summit to celebrate this tourism action plan and offer an opportunity for

exchange;

2) hold annual tourism-related gatherings that convene sector businesses and groups (perhaps

linked with annual MOT visits to the region).

Who: NMDC staff, ACT committee

Timeframe: Initiate Fall 2011


2.B.1 Convene Annual Summit working group by November 2011.

2.B.2 Convene First Annual Tourism Summit by July 2012.


We recognize that to achieve our mission, we must build and maintain collaborative relationships within and outside

of our region. Since our inception, we have made concerted effort to nurture relationships with government

agencies, chambers of commerce, cultural and nature-based groups, towns, and businesses. We will continue this

effort and build upon this network. We are also aware that the tourism sector will be strengthened by fostering

relationships internally, learning more about what is happening within the region and elsewhere, and gaining better

access to industry data.

A. Roundtable partner discussions. A series of discussions with current and potential partners,

such as businesses, municipalities, chambers of commerce, nonprofit groups, agencies, and

educational institutions to:

1) discuss how to effectively work together for collective impact;

2) determine how to form sustainable alliances;

3) identify what services or products each partner may provide and what they can do to help build

a stronger sector (e.g., educational institutions providing training, internships, surveys, etc.);

4) explore directions for tourism development with Canadian counterparts.

Who: NMDC staff, ACT committee, chambers of commerce, Mobilize Northern Maine

Timeframe: Initiate Fall 2012


3.A.1 Convene meeting in partnership with Mobilize Northern Maine to discuss items outlined

above by Fall 2012.

3.A.2 Develop working groups to explore new services/products and possible tourism

connections with Canada by Spring 2013.

3.A.3 Produce white paper describing potential initiatives by January 2014.

B. Northern Maine Tourism Network. In response to the sector’s desire to participate more

directly in building a stronger tourism sector, we will explore the creation of an online regional

tourism network. This network would be designed for the sector. Through mechanisms such as an

e-newsletter, the aim is to raise awareness of, and provide salient information on, tourism-related

opportunities, relevant data, regional products and services. It will also help to encourage inter-

sector relationships and dialogue (this objective is linked with our goal on enhancing the sector

with education). Components will include:

GOAL 3 BUILD AND MAINTAIN COLLABORATIVE PARTNERSHIPS AND NETWORKS


1) centralized events calendar;

2) sharing of information about services and products of businesses, nonprofits, etc.;

3) tourism sector information (e.g., opportunities, data, research, etc.);

4) networking opportunity for inter-sector relationships.

Who: NMDC staff, ACT committee, chambers of commerce

Timeframe: Initiate by Spring 2013


3.B.1 Form working group to work on events calendar and information-sharing by

March 2013.

3.B.2 Develop mechanism for centralized calendar by May 2013.

3.B.3 Implement centralized calendar system by July 2013.

3.B.4 Develop plan for tourism sector information-sharing by June 2013.

3.B.5 Seek resources (if necessary) to implement plan by September 2013.

C. Participation in the World Acadian Congress. In 2014, the World Acadian Congress will attract

an estimated 50,000 people to the international region of northern Maine (concentrated on the St.

John Valley), Québec, and New Brunswick. We recognize that this event provides us with an

opportunity to showcase the region to the world through our culture, traditions, and place. It also

helps to prepare us in the long term to become more strategically involved with other high-profile

events that involve national and international exposure. Therefore, we will:

1) develop initiatives that celebrate the Acadian/Quéecois community and other ethnic

groups within the region and the wide range of activities offered within the region, with such

possible mechanisms as print material and more visible regional kiosks;

2) explore ways to link with other communities throughout the Northeast region, Québec, the

Maritimes, and Louisiana.

Who: NMDC staff, ACT committee, World Acadian Congress planning committee


Benchmarks for Goal 3.C

3.C.1 Connect with World Acadian Congress planning committee by November 2011.

3.C.2 Identify and develop specific initiatives, in consultation with WAC, by June 2012.

3.C.3 Seek funding for initiatives by Fall 2012.


Successful tourism communications effectively tells what is distinct about a place, what is worth the effort, and the

experience one gains. Our goal is to create a credible position to make it possible to communicate who we are, as

well as what we intend to become. The adoption of a more strategic approach to communications and branding will

provide a powerful leverage for visibility and recognition in both our internal (local stakeholders, partners, residents)

and external market (visitors and partners from other places). In fact, the entire region will benefit from a more

effective regional brand and identity.

We believe that an investment of time and funds to develop a more consistent and accurate picture of the region will

encourage a sense of confidence for investment in the region. Given that, the focus on communications must be on

clarifying the message, focusing on an authentic brand and identity, and promoting those attributes and activities

associated with culture and place as a means for tourism development.

A. Marketing plan. Complementing our organizational plan, over the next two years we intend to

produce a tourism marketing plan in northern Maine. We will take action on:

1) revisiting current identity, branding, and refocus the message;

2) messages that reflect the region’s authentic nature, place and cultural character;

3) assessing the effectiveness of existing marketing communication mechanisms and identify new

applications that work in print, broadcast, and electronic media;

4) creation of a sustainable promotional campaign;

5) determining a sector outreach mechanism to ensure broad visibility and regional buy-in.

Who: NMDC staff, ACT Marketing subcommittee, Consultant



4.A.1 NMDC staff and ACT subcommittee review current branding/messaging and explore

additional/alternative messages by March 2012.

4.A.2 Consult with MOT contractors on current branding and message by April 2012.

4.A.3 Determine how sustainable marketing and promotion should be performed and

necessary resources to both develop and deliver this marketing by August 2012.

4.A.4 Seek necessary funding by December 2012.

GOAL 4 CLARIFY THE MESSAGE AND SHARPEN COMMUNICATIONS


B. Interpretation and direct promotions. Directly connected to product development, we will

strive to encourage communities and the tourism sector to invest in the interpretation and

promotion of their cultural and natural heritage to better convey to visitors what they are seeing

and experiencing. We will explore the following mechanisms:

1) encourage comprehensive signage, printed material, websites, guided tours, etc.;

2) creation of a tourism recognition award;

3) central reservation booking system on the ACT website;

4) expand the number of familiarization tours;

5) more effective ways to interface with visitors (e.g., kiosks at airports and other visitor-oriented

venues, expansion or modification of tourist bureaus);

6) webpages in key regional languages other than English on the ACT website (e.g., French,

Swedish, German);

7) promote the region through existing regional infrastructure (e.g., educational institutions

where students and their families could be more directly engaged);

8) framework for interpretative destination tourism (e.g., information that informs visitors about

the history and heritage of the region, such as culture, tradition, industry, etc.).

Who: NMDC staff, ACT Marketing subcommittee



4.B.1 Conduct initial review of action items by subcommittee to determine necessary

resources to implement by March 2013.

4.B.2 Develop implementation schedule for each action by July 2013.


Over the next five years, we will continue to support existing tourism activities and strive to offer and inspire more

authentic and sustainable tourism experiences by focusing on the region’s indigenous assets of culture, tradition, and

place. With that, it will be critical to foster stewardship of these resources along with promoting and leveraging them

for tourism development. These actions do not preclude our continued attention to current traditional tourism

activities. We will aim to provide more focused communications, inspire investment in higher-end amenities, and be

instrumental in developing authentic experiences. With attention to more diverse experiences and products, we will

seek new ways to expand our visitor markets, both within and outside of our region.

A. Market analysis and new directions. As with any industry, we must research and anticipate

where our market is changing. This will enable us to develop and market new products and

services to enable the sector to grow. Our desire is to broaden our products, services and markets

with a focus on place-based cultural tourism and eco-recreational activities. We already support

these activities (e.g., creation of water, biking and cultural trails, Nordic skiing) and will pursue

additional activities such as kayaking, hiking, museum and agrifood networks. These efforts will

be pursued in tandem with a continued and more focused support of traditional tourism activities,

such as hunting, fishing, snowmobiling, and ATVing. We will take the following steps to better

understand our current product and market:

1) engage with Downeast Acadia Regional Tourism and Maine Office of Tourism on more

effective marketing to Canadian Maritimes and Québec;

2) gather relevant quantitative and qualitative data and research on markets (e.g., within

Aroostook County, Canadian Maritimes, Québec, and Europe);

3) plan toward the creation of sustainable initiatives, such as a “Two Nation Vacation” between

our region and neighboring provinces of New Brunswick and Québec and explore the creation

of an international tourism region (first stages in collaboration with the leadership of the World

Acadian Congress);

4) hold discussions with partners and give consideration to issues related to the international

border, retail, amenities, climate change impacts, and infrastructure.

Who: NMDC staff, ACT Special Projects subcommittee



5.A.1 Convene meetings with Downeast Acadia, MOT and related partners to discuss

marketing to Canadian Maritimes and Québec, and on sources for qualitative data on

international markets described above by March 2012.

GOAL 5 STRENGTHEN THE PRODUCT AND EXPAND THE MARKET


5.A.2 Determine viability of more international marketing (especially with packaging) by

June 2012.

5.A.3 Follow up meeting with Downeast Acadia and MOT on border issues and infrastructure

for possible meeting with U.S. Customs and Border Protection.

B. Package the product; develop the potential. Over the next five years we will develop a strategy

to more effectively promote the region’s nature-based and cultural assets. Our aim is to:

1) conduct a comprehensive inventory of nature-based and cultural assets (e.g., festivals, agri-

foods, eco-recreational activities, parks, trails, artists/artisans, traditional trades, museums);

2) in partnership with stakeholders, encourage the creation of new or expanded products and

services that reflect authentic experiences (e.g., artisan map, nature tours, Northern Maine

Resort, incentive itinerary packages, road touring, specialized products, etc.);

3) encourage tourism support facilities, such as lodging, restaurants, retail and service businesses,

to be sensitive to the integrity of place, and become more effective at presenting an authentic

experience;

4) explore the creation of an experiential and retail regional network system – “Experience

Northern Maine Network” – that provides economic development by linking culture, traditions,

and place, and by showcasing products and services of traditional trades, agri-foods (foodways),

artisans, trails, scenic vistas, and parks (e.g., Québec’s Economuseum Network and terroirs,

craft, music and garden trails of North Carolina, Lake Champlain Bikeways Network, Northern

Forest Canoe Trail, Traditional Skills Network in Newfoundland-Labrador, etc.);

5) be diligent to stewardship and issues such as urban sprawl, community forests, downtown

revitalization, protection of cultural sites and natural resources, and supporting policy that

protects inherent assets.

Who: NMDC staff, ACT committee, chambers of commerce, Maine Woods Consortium

Timeframe: Initiate by Fall 2013 – Ongoing


5.B.1 Leverage information generated by development of Northern Maine Tourism Network

in Goal 3 to initiate inventory of nature-based and cultural assets; as well as discussons

for new and expanded products/services by October 2013.

5.B.2 Convene meeting with chambers and related partners to discuss how to facilitate cross-

connection of natural resource and culture-based activities, amenities and assets to

enhance experiential tourism by December 2013.

5.B.3 Convene initial discussion with chambers and Maine Woods Consortium (MWC) on


MWC’s experience with their Maine Woods Discovery program related to place-based

interpretive tourism by February 2014.

5.B.4 Explore with chambers, municipal leaders and related partners how preservation of place

and business expansion coincide and what policies and programs are needed to retain and

expand the cultural/historical/natural integrity of our communities.


Our hope is that this action plan will help foster a shared sense of purpose

toward building a prosperous tourism sector for northern Maine.

The primary purpose of the 2011-2016 Northern Maine Tourism Action Plan is to set the course for building a

stronger tourism sector for northern Maine. We see this plan as a catalyst – a “galvanizer” – in our commitment to

explore emerging possibilities and to work more effectively with our regional and state partners.

Since January 2011, staff from NMDC and ACT, along with a development consultant, heard from many people

from throughout northern Maine about the region’s challenges and assets that affect tourism development. We also

learned about exciting ideas and aspirations, which readily translate into tangible and realistic opportunities to

pursue.

We are convinced that a vibrant and prosperous tourism sector is possible for our region. To realize that, it is

important to secure and invest in strong leadership, constructive partnerships, stable funding, and visionary

strategies. Northern Maine’s economy and communities will benefit greatly from an insightful and sensitive tourism

plan that reflects sound research, as well as a plan that establishes ambitious, yet realistic, directions for growth.

The five goals we propose underscore our commitment to investing in the tourism sector by strengthening our

organizational management structure, sector training and education, sustained collaborations, focused messages, and

diversifying products and markets. We believe, for example, that through higher sector training, we will help to

build not only a more capable and ready workforce now, but also the leadership we need for our future. Further, we

consider that by thinking more globally and learning from successful tourism models from around the world, we will

be better able to capitalize on opportunities. And finally, by being more attentive to our indigenous assets, we will

help to stimulate new products and services.

Sustainable tourism is a long-term strategy, not a quick fix. It takes commitment at all levels to ensure success.

NMDC and ACT cannot do this work alone; we need strong and sustained partnerships throughout the region. This

includes maintaining productive relationships with state agencies as well as our counterparts throughout the nation

and in Canada. This Northern Maine Tourism Action Plan 2011-2016 sets forth some ambitious goals. We are

motivated by these ambitions, prepared to take the required actions, and by working together with our partners,

confident to achieve them.

4. C O N C L U S I O N


5.1. NORTHERN MAINE TOURISM ACTION PLAN TIMELINE

2012 2013 2014 2015 2016

Internal assessment

and management

plan.

Comprehensive

inventory of

funding sources.

Data collection and

analysis of the

sector.

Data collection and

analysis of the

sector.

Data collection and

analysis of the

sector.

Data collection and

analysis of the

sector.

Data collection and

analysis of the

sector.

Training and

mentoring

program.

Training and

mentoring

program.

Training and

mentoring

program.

Training and

mentoring

program.

Training and

mentoring

program.

Annual Tourism

Summit.

Annual Tourism

Summit. Annual Tourism



Summit.

Roundtable

partner

discussions.

Roundtable

partner

discussions.

Roundtable

partner

discussions.

Northern Maine

Tourism Network. Northern Maine



Tourism Network.

Participation in the

World Acadian

Congress.


World Acadian

Congress.


World Acadian

Congress.

Marketing plan.

Interpretation and

direct promotions.

Interpretation and

direct promotions. Interpretation and

direct promotions.

Market analysis

and new directions.

Package the

product; develop

the potential.

Package the

product; develop

the potential.

Package the

product; develop

the potential.

5. APPENDICES


5.2 AROOSTOOK COUNTY BUSINESS PLAN PROGRESS UPDATE (2005-2011)

December - 2007

A review of the Proposed Tourism Development Projects identified in the original 2005 Tourism Business Plan

(page 24) indicates that many projects have been completed, are initiated or have an “ongoing” status. They are:

Item 1 & 11: Develop visitor itineraries and packages for “traditional” and “affinity” visitors

Trial Snowmobile weekday package Itinerary development would be a useful

“springboard” tool for package development. Need to find resources for ACT to

accomplish packaging capacity.

Item 2: Establish joint marketing, ticketing and product sales for cultural attractions

No action at present

Item 3: Establish regional Main Street Center

No action at present - leave to local communities or state organizations, e.g. MDF

Item 4: Establish regional hospitality training program

This project has just been initiated through a grant from USDA Rural Development with

an anticipated delivery date of June, 2008.

Item 5: Retain commission-based contractor to conduct membership campaign

Have moved to a “Pay to Play” model and will seek additional opportunities for such

things as coop advertising and increased business exposure at trade shows.

Item 6: Develop central reservation system with online booking

This also is being developed with funds from the USDA Rural Development grant noted

in Item 4. Delivery date will be Spring 2008.

Item 7: Enhance visitor gateways

Discuss status with Planning department, but not a high priority item.

Item 8: Develop Route 11 Scenic Byway

This designation has been accomplished for those road segments that will qualify.

Item 9: Develop new snowmobile maps and guides

Paper maps/guides have been the responsibility of the Aroostook Area Chambers

organization and new maps came out in the fall of 2007. NMDC has accomplished the

GPSing of the snowmobile trails and has developed tear-off maps and online maps.

Item 10: Develop video tourism guide

This product has been developed, but has not proved suitable for some of the intended

purposes. Modifications are currently being made and should be completed by late

spring.

Item 12: Develop a St. John Valley-centered Two-nation Vacation package


Item 13: Develop and promote “mitigating effects of development” handbook



Item 14: Prepare a wildlife watching plan

Contact Maine Audubon Society, identify bird-watching groups in the region, contact

guide associations, game wardens, etc. for information.

Item 15: Develop regional antiques/craft circuit and promotional materials

Better information through an inventory of creative economy businesses underway, web

based presence being developed. Viability of antiques/craft circuit will be reviewed

based on updated information.

Item 16: Market affinity trips to trade organizations and magazines

With help from the Maine Office of Tourism, as well as our own efforts, we are hosting

at least two familiarization trips per year for affinity marketing.

Item 17: Develop SW Aroostook/Katahdin Scenic Byway

The Grindstone Scenic Byway (Rte. 11 from Medway to Patton) received preliminary

designation by the State of Maine. Funding from national Scenic Byways program will be

sought early 2008 to develop a corridor management plan to enable federal designation.

Item 18: Conduct Regional Trail Development Plan

ATV trail maps, expanded hiking, biking trail information, develop flat water kayaking

locations, incorporate Northern Forest Canoe Trail.

Item 19: Conduct regional Route 1 corridor study with Maine DOT

Corridor management plan Presque Isle to Caribou. This work is ongoing.

Item 20: (New Item) Touring Opportunities

“Voici the Valley” Cultureway tour developed by Sheila Jans and others, funded, in part

by NMDC. Audio tour of the history and places of the Saint John Valley.

Item 21: (New item) Develop tourism sector awareness in region

Convene groups to talk about tourism impacts and inter-dependence of tourism

businesses, tourism event to promote tourism business awareness, etc.

Item 22: (New Item) Improve Event Calendar/Event Information system

Develop system to gather and promote regional events, especially on the

visitaroostook.com website.

Item 23: ATV Working Forest Trail Loop Initiative

Develop proposal to Irving Forest Management for creation of 50+ mile trail loop in

Blackstone Siding region.

Item 24: (New Item) Aroostook County Logo promotion

Develop marketing/promotion effort for new ACT logo.


5.3 LISTENING SESSION PARTICIPANTS

St. John Valley

Rita Cannan, CanAm Crown

Alex Cote, Lakeside Lodge

Denise Cote, NorState FCU and World Acadian Congress

Don Cyr, Musée culturel du Mont-Carmel

Jennifer Daigle, Lakeview Restaurant

Luc Devost, Acadian Festival

Tessie Dubois, St. John Valley Times

David Fernald, Northern Aroostook Regional Airport

Mary Gervais, Rosette’s Restaurant

Sean Greening, Northern Maine Outdoor Adventures

Dave Kelso, Muskie Moose and ACT committee

Brian Kermath, University of Maine at Fort Kent

John Lang, Chemical engineer

Julie Lang, Color gallery (get name of gallery)

Jean LeBlanc, Camel Brook Camps

Jesse Jalbert, Greater Fort Kent Area Chamber of Commerce

Lois Muller, Martin Acadian Homestead

Paul Muller, Martin Acadian Homestead

Judy Paradis, Former State Senator

Ross Paradis, community activist

Chuck Pelletier, KLC Lakeside Rentals

Jennifer Pelletier, St. John Valley Times

Pam Pelletier, KLC Lakeside Rentals

Ryan Pelletier, NMDC and LWIB

Pam Pennington, Countryside Retreat

Anne Roy, Acadian Village

Roger Roy, UMFK and Fieldstone Cabins

Luis Sanclemente, Acadia Federal Credit Union

Brian Theriault, Theriault Snowshoes

Nathan Theriault, Eagle Lake Sporting Camps

Leo Trudel, University of Maine at Fort Kent


Central Aroostook

Clare Arndt, Arndts Aroostook River Lodge and Campground

Ken Arndt, City of Presque Isle

Carol Ayoob, Full Circle Stage and Studio

Amy Betz, Music Mountain

Sam Blackstone, Circle B Farms

Jenny Coon, Caribou Chamber of Commerce

Don Cyr, University of Maine at Presque Isle

Steven Dobson, Aroostook Hospitality Inn

Theresa Fowler, Presque Isle Chamber of Commerce and ACT committee

John Harvell, ACE Rent-A-Car

Sandra Huck, Reed Art Gallery, UMPI

Brenda Jepson, Crown of Maine Productions

Sammi Jimmo, North Maine Woods and ACT committee

Dave Kelso, Muskie Moose Inc. and ACT committee

Josh Kinney, Circle B Farms

Shawn Manter, Northern Maine Insurance and ACT committee

Kevin McCartney, Old Ironside Inn and UMPI

Carl Pelletier, Northern Door Inn

Erica Quin-easter, Maine Center for Women, Work and Community

Jack Sargent, Music Mountain

James Smith, Artist

Kimberley Smith, Presque Isle Historical Society

Will Sweetser, Maine Winter Sports Center

Scott Thompson, Aroostook State Park and ACT committee

Southern Aroostook

Ben Adams, Houlton Power Sports

Kristi Brannen, Spring Break Maple and Honey

Don Burnett, #9 Lake Outfitters

Gina Clark, Two Nation Guides and Reception Services, and ACT committee

Bob Cowperthwaite, Southern Aroostook Cultural Art Project

Heidi Dolomant, Maine Tourism Association

Karen Donato, Southern Aroostook Agricultural Museum

Marty Gervais, Shiretown Inn and Suites

Wade Hanson, Town of Houlton

Louise Merrill, #9 Lake Outfitters


Susan McAfee, Savings Bank of Maine

Stephen Mine, First Settler’s Lodge

Deb Nisbett, Chadwick Florist

Judy Sherman, Made in Aroostook and Deep in the Woods

Vaughn Stinson, Maine Tourism Association

Sue Tortello, Houlton Town Council

Bill Walton, Chiputneticook Lakes International Conservancy

Lori Watson, Greater Houlton Chamber of Commerce

Heather Zakupowsky, East Grand Lake Area Chamber

5.4 RESULTS OF LISTENING SESSIONS

5.4.A ST. JOHN VALLEY TOURISM STRATEGY LISTENING SESSION, FEBRUARY 23, 2011

Assets and Strengths of St. John Valley Region and Northern Maine

The people (consistent comments of how nice and friendly the people are here)

Location to Canada (we are the center between Québec and Maritimes – need to pay attention to that)

Outfitting (snowmobiling is based on snow conditions; moose season does well)

People who come in summer come to visit family, festivals

Deep rooted families

Pristine beauty

Less traffic (very calm: feel like you have the whole place to yourselves)

Workforce is second to none (pleasant and make you feel at home, sincere)

Properties and land is a good buy, affordable

Unspoiled wilderness (the natural environment is the selling point - a lot of value in the wilderness)

Awesome ATV trails and other trail systems

Variety of activities can be done while visiting one place

Birding and naturalist activities

Universities (use students as ambassadors)

A lot of history in the area, this is the biggest and most interesting aspect (old sporting camps are part of

this history, stories about Teddy Roosevelt, etc.)

French language and Acadian culture (only place in Maine with this level of concentration)

Lack of people

Medical care for elderly/people who retire in northern Maine is excellent


Challenges and Obstacles of St. John Valley Region and Northern Maine

Maine doesn’t invest in marketing compared to Prince Edward Island and other areas

We are very parochial in this region, need to look to Québec for models of development

Everyone should put their money together, but nobody wants the other to get ahead

We have to work together, but we tend to be territorial

Loss of people speaking French

We may be too dependent on events to fill our lodging businesses (numbers are inflated, inconsistency with

event planners)

Volunteers and free lodging (billeting) competes too much with businesses

Tend to forget that the SJV also has Scots/Irish in Allagash and a Swedish colony nearby

You can’t differentiate between different cultures (visibility of the cultures needs to be inclusive)

We do not have the population center to draw visitors in

Not offering what people are looking for in amenities: hot tubs, Wi-Fi, higher end accommodations, etc.

Too many black holes in Internet

We’re not identifying clearly what the price, product and promotional strategy is, what the market wants or

needs (who is our market? - families? middle-aged? elderly?)

Presently we can’t sustain bus tours (even though there are a lot of things to do for a tour group of 60+/-)

We don’t promote and celebrate our artists and artisans enough

Need to sharing of information better (letting each other know what is going on) and

coordinate/communicate throughout Aroostook

The term northern Maine should not be used – people think Bangor is northern Maine (but Aroostook is not

used as a search tool for people coming here. They would use Maine or northern Maine).

There’s too much of a divide between culture and place. Northern Maine as a whole, has too much of an

outdoor focus – that’s too much vulnerable.

Not sure if anyone really takes advantage of the resources that are available to them

Aspirations and Opportunities

Profile of tourist: well-educated retired or empty-nester couples – we need to market to these people

Market directly to the type of tourist that spends the money (need to target/identify the area/market for best

results)

We need to focus on one item and then go for that

Branding and Identity: Marketing and perception is key – have to revisit the message we are trying to say

Is “Aroostook,” The Crown of Maine” the right identity? How do we get people to incorporate the branding

we have created for Aroostook?

Access by air transportation is key element

Look to other regions that have figured it out already (Greenville, Rangley, Jackman etc.)


The Internet is very important for information about tourism (visitors are not going to the chambers that

much for information)

Could inventory our amenities to understand what we have

Bus tours are important to consider (20 bus tours a day go through the Hartland Bridge – take advantage of

existing tour networks)

We should organize bus tours as an incentive for people when they come here. See this as an opportunity to

link with museums, towns, etc. ACT could be doing something like this (as a leader to instigate it)

Create more activities for children and families (to attract them during summer especially)

If we were to truly showcase our Acadian heritage, we should have signs in French so people know it is a

French speaking area

Need to showcase our historic buildings

Addressing the Issue

ACT needs centralized plan

There is a need to use ACT/organization as an umbrella to connect the different regions together.

ACT is not considered a partner (by majority of listening session participants)

ACT needs to attract tourists from other places – it’s clear that they should be the one’s leading the tourism

development, but they are not very effective

Look to the chambers (businesses look to the chambers for information – they should be in charge of

information sharing for their area)

There’s a lot of raw, honest energy in the Valley that needs to be tapped and paid attention to – we are

crying out for solutions (important for ACT and others to listen and not get defensive)

Use websites/ search engines

Everybody needs to know who is doing what and where

Timely information is important

Service training is very important

5.4.B RESULTS FROM CENTRAL AROOSTOOK TOURISM STRATEGY LISTENING SESSION, MARCH 4, 2011

Assets and Strengths of Central Aroostook and Northern Maine

• Scenic views – diversity of landscape

• Rolling hills, wide-open spaces

• Forest (access to working forest)

• Big sky

• Completely different than other areas

• People – kindness

• Established ethnic communities (French, Scots/Irish, Swedish, Amish, etc.)


• Route 1 – one of best drives

• Motorcycling – Four Corners Park in Madawaska

• Wide variety of outdoor recreation (snowmobiling, skiing, birding, hiking, golf)

• Rich history (geocaching, Aroostook War, museums)

• Agriculture – agri-tourism

• Biggest and First

• Largest county east of Mississippi

• Aroostook State Park

• Beginning of Route 1

• First Windmill project

• Cleanest waters

• Quality of “light”

• Families – deep roots - people coming home

• Four-season destination

• Balloon Festival

• Allagash Wilderness Waterway

• Access to Trans Canada Highway

• Route 2 – Houlton to Chicago

• St. John River/Aroostook River

• Prestile Stream – never been stocked

• Wildlife – a variety of game (hunting)

• Photography talent (e.g., Paul Cyr)

• Young people

Challenges and Obstacles of Central Aroostook and Northern Maine

• Distances (large distance between Bangor and Houlton)

• People in southern areas don’t know what we have here

• Sharing of information is lacking

• People need to work together – not always the case in Aroostook (people are territorial)

• Lack of money to fund initiatives

• Cost of gas is high (oil crisis)

• High-quality amenities are missing

• Transportation (e.g., flights in and out are limited)

• Too many regulations – incentive for businesses to improve

• Technical assistance not strong for small tourism businesses

• Customer service and knowledge of front-line staff needs work – “First contact” people need to know

what is going on. They don’t bend over backwards to make the tourist have an experience of a lifetime


• Not strong communication between tourism businesses and other business (e.g. gas stations, convenience

stores, retail, etc.)

• Lack of media outlets

• How do we refer to ourselves? (Aroostook? Northern Maine? Crown of Maine?)

• Not using Internet as much as we should – use it more/linking (includes YouTube, individual websites)

• Small businesses don’t take advantage of chambers (create an Aroostook Regional Chamber??)


• Need more kiosk displays strategically placed around the county

• Need to use radio station for information

• Bring all assets together - make sure we protect these assets

• Send the people to the special places

• Specialized features on MPBN

• Need to focus on target marketing

• Market our wide-open spaces (main message: Open Space)

• Feeling like you have the whole place to yourself

• Develop and market niche markets

• People want some modern, upper-end amenities that we are lacking (e.g., café/coffee shops)

• Snowmobiling is always a definite: spin off activity is ATV

• Look to other regions to see how they do things (look to Québec …they know what they are doing)

• Look to Europe (Northern Finland, Ice hotels)

• Take advantage of rail access

• Once you get the people here, make sure they have easy access to the information about what is going

• Need to get more videos on the MOT website

• Sunday supplements in southern Maine newspapers – work together

• Big E – Maine potato booth – market that potatoes are from Aroostook


Who needs to do the work? (Everybody)


5.4.C RESULTS FROM SOUTHERN AROOSTOOK TOURISM STRATEGY LISTENING SESSION, APRIL 8, 2011

Assets and Strengths of Southern Aroostook and Northern Maine

Historic downtown – Houlton

Fairs/festivals/events

Safe and secure communities

Great place to raise children

Hunting/fishing lodges – expansion

Welcoming environment - hospitality

Slower lifestyle – less traffic

Quiet, very rural

People are real/authentic – sense of history of the region

Vistas – Big sky country east – beautiful areas

Scenic drives

Crafts – arts authentic to region

Strong base of artisans

Venues for sale/exhibit

Arts and crafts not being connected to youth

Agri-foods

Amish are a draw

Second home/vacation home owners from away are a market

Challenges and Obstacles of Southern Aroostook and Northern Maine

Signage, availability of information (maps need info on distances and amenities)

Fearful of nature (those from urban environments)

Don’t market at events that are nearby (Bangor, Coast, Canadian)

Businesses don’t understand connections

Linkage needs to be developed

Lack of good dining and amenities, bars and music venues

Trails and signage in Houlton for snowmobiling makes it difficult to navigate around town


Employee information on events and things to do

Markets: Don’t have way of tracking return on investment; Expense for traditional marketing is prohibitive

ACT: Doesn’t have recognition with businesses; no realization by sector of what it does


Cooperative advertising

Think regionally: Cross-communication for events and activities

Feature tourism video for Houlton on ACT website

Cross-fertilization of experiences (outfitters comments)

Connection between other businesses


ACT needs to take the lead

Documents

Tourism Action Plan - Northern Maine Development … · Tourism Action Plan THE CROWN OF MAINE 2011 ... 5.2 Tourism Business Plan 2005 Progress Update . 40. ... (gems) of northern