Glacier County Tourism DestinationNEXT Assessment & Strategic Plan Proposal

Racene Friede Executive DirectorGlacier Country Tourism 4852 Kendrick Place, STE 101Missoula, MT 59808

Dear Racene,

Thank you for the opportunity to submit this proposal to help Glacier County Tourism develop a new strategic plan.

Our proposed engagement would incorporate the results from a full DestinationNEXT assessment into a facilitated

Board strategic planning workshop.

We believe our team is uniquely qualified to deliver this assignment:

• Extensive experience and expertise in strategic planning – we have completed over 200 strategic planning

assignments with organizations in the public and private sectors.

• Leadership with DestinationNEXT – I have led the work for Phase 1 which outlined key insights on trends in

the industry, as well as Phase 2 which involved the development of the online diagnostic tool and tool kit of

NEXTPractices. We have developed and tested the tools needed to leverage the findings of the online diagnostic

tool for the purposes of a strategic planning workshop.

• Unique strategic planning software tool (FaciliatePro) – for the past 5 years, we have been using

FacilitatePro, an innovative interactive software where participants use iPads to provide input and feedback in a

much more efficient and transparent manner. Feedback on this technology and process has been very positive.

• Extensive knowledge of the tourism and meetings industry – we have worked on numerous projects within

the tourism meetings industry as well as other sectors.

Thank you again for the opportunity to bid on this exciting project. Please let us know if you have questions or

require further information.

Best regards,

NEXTFactor

Enterprises Inc.

5 Strachan Point Rd.

West Vancouver, BC

Canada

V7W 1C1

TEL:

+1.250.317.5838

Paul Ouimet

President & CEO

NEXTFactor Enterprises Inc.

paul.ouimet@nextfactorinc.com

Strategic Plan

1.1 Our Approach to Strategy

DMOs operate in a dynamic environment where change is the norm. Along

with meeting the changing needs of visitors, these organizations need to stay

current and relevant for their partners and stakeholders. So how do these

organizations ensure that their strategy is relevant over the medium and long

term?

To stay relevant, we believe that an organization’s strategy should:

✓ Be developed with a strong understanding of the external environment as

well as internal capabilities and areas of development

✓ Include member input both in terms of the outcomes they expect from the

organization as well as how they see the market evolving in the future

✓ Leverage industry best practices

✓ Outline a clear and compelling vision and mission based on a meaningful

value proposition for members

✓ Include realistic performance targets and goals to track performance

✓ Outline a series of objectives from which detailed action plans can be

developed and actioned

✓ Establish both formal and informal mechanisms for reviewing the whole

strategy

✓ Produce a strategy document that is easy to implement – not a report that

will sit on a shelf

The approach and methodology that we’re proposing is designed to enable

your organization to establish a strategic plan that meets all of these success

criteria.

Strategic Plan Elements

Strategic Plan

1.2 Leveraging DestinationNEXT

Paul Ouimet has led a ground breaking initiative on behalf of Destinations

International called DestinationNEXT. The vision of DestinationNEXT is to

provide DMOs with practical actions and strategies for sustainable success in

a dramatically changing world.

In Phase 1, a detailed analysis of trends, strategies, and organization of the

future concluded that DMOs have three transformational opportunities to

effectively address the changing world:

• Sales & Marketing – Moving from Broadcast to Engagement

• Brand – Embracing the role of Destination Management

• Business Model – Adapting to new Collaboration & Partnerships

This work also culminated in the development of a scenario model which

outlined four distinct scenarios that all DMOs could find themselves in. Phase

2 was designed to build upon this work to provide DMOs with two practical

tools:

1. An online diagnostic tool to assess their organization and destination;

2. A series of NEXTPractices and case studies.

Since developing the online diagnostic tool, we have designed a series of

workshops which brings stakeholders from across the destination together to

complete the online diagnostic tool and discuss the results in real-time. We will

apply our understanding of best practices in these other destinations to your

area.

Strategic Plan

1.3 Recommended Approach & Methodology

Phase 1DestinationNEXT Assessment

Phase 2Strategic Planning Workshop

Objective

Complete a DestinationNEXT assessment of Glacier County

Objective

Facilitate a 1.5 day Board strategic planning retreat

Tasks

a) Review of current plans and documentation

b) Complete DestinationNEXT assessment of 8 county regions

Tasks

a) Prepare detailed agenda and presentation deck

b) Facilitate strategic planning retreat

Consultations

• Management team to finalize survey template and send out

Consultations

• Board of Directors & selected officials

Deliverables

• Confirmed project work plan and consultation plan

• DestinationNEXT assessment results

Deliverables

• Powerpoint deck which includes Strategic Plan elements

Timing: November-December, 2017 Timing: January, 2018

Strategic Plan

Online Assessment

The online diagnostic tool is designed to assist DMOs do an objective self-assessment which can help them determinepriorities and strategies for the future. The tool presents a framework that DMO leaders and communities can use to critically assess the destination. It also helps to start a conversation and provide focus on what needs to be done in the future. The tool is not intended to be a benchmarking index to rank DMOs or destinations.

The tool is based on 20 variables related to destination strength and community support and engagement. Within each variable, a series of metrics are also identified which offer the opportunity for DMOs to gather data and provide a more in-depth look at the variable.

In consultation with the client, a survey will be prepared using the DestinationNEXT scenario model. Additional questions to address some specific issues and topics can be added. An email with a link to the survey will be prepared to be sent out by the client to key stakeholders. Workbooks can also be provided to the participants to help them respond to the survey.

The online diagnostic tool is built upon two key inputs:

An assessment of how important each variable is to the destination. In some cases, a variable may not be relevant to a destination. For example, some rural communities may not see air access as very relevant to their success. Likewise, a leisure destination may not find that convention and meeting facilities are important. The tool is designed to account for these situations.

An assessment of the destination’s perceived performance across each variable. This is done by indicating the level of agreement to a statement for each variable.

The results would be analyzed with a scenario plot and detailed diagnostics report provided. The results can be segmented to show response patterns of different groups of individuals.

Strategic Plan

1.4 Overview of Strategic Planning RetreatTime Agenda Item

8:00am Opening

• Welcome and introductions

8:15am Management Update

• Presentation on results during past 3 years and key issues

8:45am DestinationNEXT Review & Assessment Results

• Presentation on key trends and issues for DMOs and results

10:00am Ideal Future 1

• Identify key accomplishments over the next 3 years

10:30am Break

11:00am Ideal Future 2

• Prioritize key accomplishments over the next 3 years

11:30am Vision & Mission

• Discuss and confirm vision and mission statements

12:15pm Lunch

1:15pm Strategic Goals

• Identify key strategic goals for the next three years

1:45pm Break

2:00pm Strategic Objectives

• Brainstorm key objectives for each strategic goal

3:00pm Closing

• Agree on next steps and action items

While the final program would be finalized after consulting

with the Board Chair and CEO, we have outlined a proposed

agenda. The timing can be expanded to stretch out over two

days.

Our objective would be to engage the Board in a strategic

discussion about the current and future environment, vision,

mission, performance targets, goals and objectives.

These core elements would be refined and expanded upon in

consultation with senior leadership following the retreat.

Strategic Plan

1.5 FacilitateProInterVISTAS uses innovative technology to facilitate meetings efficiently

and effectively – FacilitatePro, a web-based collaborative and interactive

meeting tool that allows for individuals to submit ideas and issues and

prioritize issues and actions.

FacilitatePro provides the following benefits:

1. High volume idea generation from which worthwhile solutions

emerge.

2. The ability to engage a diverse group of individuals, in an

anonymous environment to promote honest idea generation, voting

and collaboration.

3. Clear definition of the problem at hand.

4. A means to immediately compare, prioritize and evaluate ideas to

build to a consensual decision.

5. An effective and time-sensitive means to synthesize and organize

ideas directly into action plans.

InterVISTAS can provide iPads for the session if desired. Participants

can also use personal laptops, iPads or other personal electronics. All

that is required to run the software is an internet connection for both the

facilitator and session participants.

The other benefit is that those not able to travel to the retreat can also

participate in the session. The software can be used in real-time,

involving on-site and off-site participants or as a survey instrument sent

as an email with a link to direct, secure site.

Strategic Plan

2.1 Project Team

Paul is DMAI’s Managing Director of DestinationNEXT. During the past 20 years, he was one of three founding partners of InterVISTAS Consulting where he played a major role in building it into a multinational company with offices in the U.S., Canada, Europe and Brazil. Specializing in aviation, transportation and tourism, IVC has completed projects in 75 countries.

Paul has successfully delivered strategic plans and market development strategies for several DMOs, governments, destinations, non-profit organizations, hotels and airports around the world. He has completed DMO organization reviews and developed start-up plans and business plans for new ventures. He has facilitated over 300 planning retreats and led several major community consultation processes.

During the past 3 years, Paul has led the team which delivers DestinationNEXT, an important DMAI initiative on the future of DMOs. He developed the Future Map which identified the transformational opportunities and also created the scenario model and online assessment tool. He has spoken around the world on this new strategic roadmap for the DMO industry.

Paul OuimetManaging Director, DestinationNEXT

Client Lead & Main Facilitator

With a strong passion for aviation and tourism, Jordan provides insight into his research and analysis. He is part of a tourism development team that helps clients translate data into actionable plans and strategies. For example, Jordan was the key analyst in the development of Indianapolis’ first Tourism Master Plan along with numerous strategic plans for various DMOs.

He is also the assigned core analyst for the DestinationNEXT initiative, and helped to develop the Online Diagnostic Tool as well as final report findings. To date, Jordan has completed more than 50 DestinationNEXTdetailed assessments for DMSs/CVBs primarily in the U.S., and throughout Europe and Asia.

Jordan holds a Bachelor of Science in Aeronautics and is currently in pursuit of a Master of Business Administration.

Jordan YoungConsultant, InterVISTAS Consulting Inc.

DestinationNEXT Specialist & Co-Facilitator

Lead Consultant:

Strategic Plan

Visit Anaheim

Strategic Plan

Background

Having successfully gone through a rebranding exercise to change from Anaheim/Orange County Convention & Visitors Bureau into Visit Anaheim, the DMO wanted to create a new 3-year strategic plan that encompasses the new vision. Paul Ouimet and InterVISTAS were hired in late 2015 to facilitate the creation of the new strategic plan.

Approach

While this engagement is still underway, key steps taken to-date include:• Conducted a series of one-on-one interviews with key stakeholders;• Reviewed key background documents and visitor statistics;• Developed a customized DestinationNEXT online self-assessment which was been distributed to well

over 150 stakeholders;• Facilitated a 2 day Board strategic planning retreat; and• Worked collaboratively with the Board of Directors and Senior Management Team to refine the core

elements of the plan.

The Visit Anaheim team is in the process of finalizing the key objectives recommended in the Strategic Plan.

Results

The Plan was unanimously approved with several new strategies and priorities to be pursued.

2.2 Relevant Experience

Lead Consultant:

Strategic Plan

Michigan’s Great Lakes Bay Regional Convention & Visitors Bureau

Strategic Plan

Background

Michigan’s Great Lakes region is a natural, serene destination where visitors from around the world come to unwind and play. The Great Lakes Bay Regional Convention & Visitors Bureau has been a leader in bringing industry together to establish a vision, working to attract investment, and establishing a strong brand and reputation for the region. With its current strategic plan set to expire, Go Great Lakes sought to build upon this strong platform of success in renewing its strategy for the next five years.

Approach

This strategic planning process included:• In-depth review of Go Great Lake’s previous strategic plan, annual reports and financial statements• Analysis of visitors statistics to better understand their visitor profile, key demand generators and

motivators• Facilitation of 3 workshops with staff, the Board, and community leaders to complete the

DestinationNEXT online diagnostic tool and to discuss key challenges and opportunities for the destination

• Completion of a series of one-on-one interviews with key stakeholders• Development and administration of an online survey of hoteliers related to their target visitor segments• Preparation of a key findings report• Facilitation of a full-day strategic planning retreat• Working collaboratively with the CEO and senior management team to identify initiatives under each

strategic goal• Preparation of a final strategic planning document

Results

The Board unanimously approved the new Tourism Strategic Plan.

“I have never been part of a Strategic Planning process that was this sophisticated, professional, concise and fact-driven in my entire career.”

− Board Member representing local industry

Lead Consultant:

Strategic Plan

VisitPITTSBURGH

Strategic Plan

Background

Having successfully revitalized the “steel city” into a high-tech, arts and culture and sporting destination,Pittsburgh has received a number of awards including top ten all-American vacations, and being voted most livable city. Pittsburgh's tourism has grown to be a key economic driver of the city with tourism spend increasing by over 40% since 2005. VisitPITTSBURGH wanted to build upon this solid foundation with a renewed strategic plan.

Approach

While this engagement is still underway, key steps taken to-date include:• Conducted a series of one-on-one interviews with key stakeholders;• Reviewed key background documents and visitor statistics;• Developed a customized DestinationNEXT online self-assessment which has been distributed to

approximately 100 stakeholders• Facilitated a full-day Board strategic planning retreat• Worked collaboratively with the Senior Management Team in refining core elements of the plan

The VisitPITTSBURGH team is in the process of finalizing the list of priorities recommended in the Strategic Plan.

Results

The Plan was approved unanimously and is now being implemented.

Lead Consultant:

Strategic Plan

BestCities Global Alliance

Strategic Plan

Background

In 2014, the BestCities Global Alliance hired Paul Ouimet and InterVISTAS to help develop a new 5-year strategic plan for this partnership and network of international city DMOs/CVBs.

Currently, the BestCities group is made up of 11 leading convention-focused cities: Houston, Vancouver, Berlin, Bogota, Cape Town, Copenhagen, Dubai, Edinburgh, Melbourne, Singapore and Tokyo.

Approach

A series of steps were taken in the development of this plan: • A survey was sent out to the BestCities partners before the workshop to gain feedback on certain key

items that would be discussed during the workshop.• A three-day facilitated workshop was held in August 2014 where the partners were able to generate

ideas on specific goals, targets, and objectives that were then voted on by the partners as a whole.• A plan was created from the results of the facilitated session. This was then sent to the partners for

final review. The BestCities Global Alliance 2015-2019 Strategic Plan was then presented to the partners and approved at the ICCA Annual Congress in November 2014

Results

Feedback on FacilitatePro and the team’s facilitation skills was very positive from participants. The partners were able to agree on an exciting new vision and clear action plan for the next five years.

Lead Consultant:

Strategic Plan

Visit Denver

Destination Plan

Background

Upon completion of Denver’s DestinationNEXT Self-Assessment in partnership with InterVISTAS, Visit Denver sought a blueprint and aligned plan on how the tourism experience in Denver would define the destination community. InterVISTAS was engaged in early 2016 to complete Denver’s first ever community-wide Destination Plan.

Approach

The approach and methodology have now been established in creating Denver’s Destination Plan, and key initiatives are now underway, including:• Marketplace advisory group sessions• Consultation with community advisory groups and key stakeholders• Development of a survey to generate input from local residents on tourism in the Greater Denver area• Development of a competitive analysis of key competing destinations• Development of current major industry trends for leisure and group sectors

Results

This engagement was launched in January 2016, and is currently in progress.

Lead Consultant:

Strategic Plan

Visit Indy

Tourism Master Plan

Background

Tourism is vitally important to Indiana's economy – particularly for Indianapolis given that it is the largest city in the state. Despite many of the Region’s positive attributes, attractions and events, Visit Indy was looking for a Tourism Master Plan to help gain an edge in attracting visitors.

Approach

A series of steps were taken in developing and delivering the Tourism Master Plan:• Established and interacted with marketplace advisory group• Consulted with advisory groups and key stakeholders• Developed a survey to generate input from local residents on tourism in Indianapolis• Completed a competitive analysis• Reviewed major industry trends for leisure and group sectors• Facilitated asset mapping workshops with over 200 stakeholders• Facilitated a visioning workshop with over 80 stakeholders• Developed drafts of the Tourism Master Plan for review and refinement• Engaged with key stakeholders in validating the draft Tourism Master Plan• Facilitated a full-day Board retreat to prioritize Tourism Master Plan initiatives

Results

The Tourism Master Plan was approved by Visit Indy’s Board. Feedback received from stakeholders suggest that the process has been highly inclusive, interactive and engaging.

Strategic Plan

3.1 Budget

Our proposed fixed fee for this strategic plan engagement is $25,000 USD including expenses (e.g. travel).

This is based on work to prepare for the retreat, the DestinationNEXT assessment, facilitate the full-day retreat, and prepare the summary document. This includes production of one regional report as well as individual reports for each county.

This cost estimate does not include:

• Expenses related to hosting the retreat or other expenses related to the development of this strategic plan.

Item Pricing US Dollars

DNEXT Assessment

- survey preparation &

administration

- scenario plot

- diagnostics report

- 4 hours of analyst support

- $30/participant completing

the assessment (assuming

200 individuals)

$600

$6,000

Board Planning Retreat

- finalize agenda and

workshop preparation

- facilitate workshop

- Workshop fee of $7,000

for DMOs with budgets

under $3 million

- Analyst support

$7,000

$8,400

Travel

- travel expenses 2 trips - economy airfare,

accommodation, meals,

transportation and parking

$3,000

Total $25,000

Strategic Plan

3.2 References

Dr. Annette RummelPresident & CEOGreat Lakes Bay Convention & Visitors Bureau

Jay BurressPresident & CEOVisit Anaheim

Craig DavisPresident & CEOGreater Pittsburgh Convention & Visitors Bureau

515 N. Washington Avenue, 2nd FloorSaginaw, Michigan 48607Phone: +1-989-752-7164Email: Annette@gogreat.com

800 West Katella Avenue Anaheim, CA 92802Phone: +1-714-765-8840Email: jburress@visitanaheim.org

120 Fifth Avenue, Suite 2800Pittsburgh, PA 15222Phone: +1-412-523-1661Email: Craig.Davis@visitpittsburgh.com

Project:• Go Great Lakes Strategic Plan

Project:• Visit Anaheim Strategic Plan

Project:• VisitPITTSBURGH Strategic Plan

Leonard HoopsPresident & CEOVisit Indy

David PeacockCEORegional Tourism Organization Four Inc.

Mary KerrPresident & CEOAnn Arbor CVB

200 South Capitol Avenue, Suite 300Indianapolis, IN 46225Phone: +1-317-600-5517Email: Lhoops@VisitIndy.com

1020 Ontario Street, Unit 6Stratford, Ontario N5A 6Z3Phone: +1-905-606-0777Email: Peacock@rto4.ca

Phone: +1-734-995-8688Email: mkerr@annarbor.org

Project:• Indianapolis and Region Tourism

Master Plan

Project:• Visit Guelph & Fergus Elora Tourism

Destination Strategies

Project:• Washtenaw County CVB Strategic

Plan

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