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Sustainable Tourism Management Plan Update - 2024 Whitefish Convention and Visitor Bureau City of Whitefish ---PAGE BREAK--- 1 1 Acknowledgements Sustainable Tourism Management Committee Heather Cauffman Elizabeth Colley Matt Gebo Michelle Howke Stephen Kane Ella Kobelt Mariah Joos Mark Pascoli Brian Schott City Council John Muhlfeld, Mayor Andy Feury Ben Davis Giuseppe Caltabiano Rebecca Norton Steve Qunell Frank Sweeney Prepared by: Applied Communications, LLC – Whitefish ---PAGE BREAK--- 2 2 I. Overview II. Community Engagement III. Market Profile IV. Goals and Strategies V. Action Plan Table of Contents ---PAGE BREAK--- 3 3 I. OVERVIEW A. Background In 2017, the Whitefish Convention and Visitor Bureau (Explore Whitefish), City of Whitefish, local stakeholders, and engaged community members participated in a robust dialogue on how to incorporate sustainability principles into destination marketing and tourism management efforts. As a result, the City of Whitefish, in partnership with Explore Whitefish, appointed a volunteer committee to develop a “Sustainable Tourism Management Plan” (STMP). After extensive public input, the STMP was approved by Whitefish City Council in 2020. The plan included five interrelated focus areas. The plan emphasized partnerships and high priority action items that reflected significant community input. The following accomplishments are a direct result of the plan: STMP Accomplishments Explore Whitefish adopted specific destination stewardship goals which came directly from the STMP. Explore Whitefish created the “Be a Friend of the Fish” outreach campaign to reinforce positive visitor behaviors and to promote responsible recreation. The City of Whitefish appointed a new standing STMP Committee to implement recommendations from the plan. The City of Whitefish also appointed a Whitefish Community Housing Committee to implement recommendations of the “Community Housing Needs Assessment.” The City of Whitefish amended regulations regarding short-term rentals (STR) and created a staff position to enforce codes and reduce illegal STRs. Explore Whitefish established a “Community Sustainability Fund” with a voluntary 1% fee on bills from participating businesses. Funds support local housing programs as well as the Sustainability Grant Program. City residents approved a ballot measure to designate a portion of resort tax funds to support affordable housing initiatives. Explore Whitefish partnered with other non-profits such as Whitefish Legacy Partners (WhitefishTrail), Protect Our Winters, and Pledge of the Wild. Source: and Tourism-Management-Plan-Stan Housing and Development Environment Economic Diversification Tourism Transportation ---PAGE BREAK--- 4 4 B. Sustainable Tourism & Key Pillars The STMP Committee used the following definition of sustainable tourism to guide work on the plan. “A sustainable approach to tourism means that neither the natural environment nor the socio-cultural fabric of the host communities will be impaired by the arrival of tourists. On the contrary, the natural environment and the local communities should benefit from tourism, both economically and culturally. Sustainability implies that tourism resources and attractions should be utilized in such a way that their subsequent use by future generations is not compromised.” (Source: World Tourism Organization)) The above definition emphasizes that tourism should reflect the culture of the community. The key pillars below represent community values and provide a framework to ensure that priorities in the plan reflect these values. High priority actions are based on community input and generally fall within the intersection of the three key pillars. Community Engagement Engage and empower local residents to plan for and manage the tourism economy. Conduct outreach and solicit resident opinions. Coordinate and partner with stakeholders regarding tourism issues. Livability Strive toward a community for all income levels through affordable housing and affordable cost-of living. Encourage businesses to incorporate sustainable tourism practices. Strengthen the quality of life through improved local services and adequate and sustainable infrastructure. Identify opportunities and services from tourism that will benefit lower income households. Community Character Respect, preserve and celebrate the authentic heritage, culture, arts, traditions, and distinctiveness of the community. Promote a vibrant, creative, diverse, and friendly community with emphasis on unique local businesses. Discourage sprawl and development not in character with the community. Community Engagment Livability Community Character ---PAGE BREAK--- 5 5 C. Why Update the Plan The purpose of the STMP Committee is to assist in implementing the plan, recommend actions and budget priorities to the City Council, track progress towards the Plan's goals, update data/benchmarks, and establish work plan priorities. It was anticipated, that the original STMP would provide guidance for these activities through 2025. Since completion of the plan in 2020, however, there have been significant changes in economic and community trends. Additionally, major legislation and funding opportunities have been adopted at both the State and Federal levels. These factors necessitated an earlier update of the plan. Major Changes Since STMP Plan Adoption To respond to these external factors, the STMP committee determined that an update of the plan was warranted. Community input was critical to determine how residents’ attitudes and priorities might have changed since adoption of the original plan. Covid Pandemic Rapid Population Growth Escalating housing prices Federal Programs (Infrastructure Investment and Jobs Act) State Legislatives Sessions (2021 & 2023) Glacier National Park Reservation System Airport Expansion Climate Threats (Wildfire, drought, snowpack..) Inflation Whitefish Growth Policy Update Staffing shortages Increase in anti-tourism attitudes Loss of recycling drop-off ---PAGE BREAK--- 6 6 II. COMMUNITY ENGAGEMENT A. Survey From August through October 2023 the STMP Committee conducted an online survey. The survey was promoted through press releases, social media and email and resulted in 936 responses. The respondent profile below indicates the demographics of the respondents. 86% of respondents were year-round residents. 79% of respondents had lived in Whitefish for over 5 years. 70% of respondents were full-time homeowners and 17% were year-round renters. 16% of respondents were age 35 or under while 26% were age 65+ Half of the respondents had annual household incomes over $100,000 while 18% had an annual household income of less than $50,000. 14% of respondents were remote workers and 30% were retired. 32% of respondents worked full-time in Whitefish while 15% worked full-time outside of Whitefish. 8% worked part-time in Whitefish. One of the most significant findings from this survey was the shift in attitudes towards tourism. In 2018, almost two-thirds of respondents acknowledged that, “Tourism benefits do outweigh the negative impacts”. According to the 2023 survey, however, only 30% of respondents agreed with a that statement while 47% disagreed with the statement. Figure 1: Do you agree with this statement, “The overall benefits of Whitefish outweigh the negative impacts.” Strongly Disagree Strongly Agree ---PAGE BREAK--- 7 7 The benefits of tourism that ranked the highest among respondents were the resort tax revenue and year-round economy/job growth. The general aesthetics of the community ranked lowest. Figure 2: Respondent ranking of tourism benefits. The most concerning impacts from tourism were growth in short-term rentals, traffic congestion and difficulty in protecting/sustaining natural resources. (See Figure 3) in another question, only 10% of respondents agreed with the statement “Short-term rentals area positive addition to our town.” While 72% disagreed. Figure 3: Ranking of Tourism Impacts 0 100 200 300 400 500 600 700 General aesthetics of community S.N.O.W. Bus Managed recreation assets Thriving downtown Year round economy job growth Resort tax revenue 1st 2nd 0 100 200 300 400 500 600 700 Lack of parking in-town/trailheads Unable to secure restaurant reservations Visitor pressure at ski resort/golf course Pedestrian congestions Difficulty protection natural resources Traffic congestion Growth in short term rentals 1st 2nd ---PAGE BREAK--- 8 8 Following is a summary of more specific attitudes regarding impacts of population growth and tourism growth: Only 22% of respondents agreed with the statement that tourism makes Whitefish a good place to live. The majority of respondents (54% disagreed with this statement.) 42% of respondents agreed that impacts on the community stem more from residential growth, while 29% felt tourism created more impacts while 28% of respondents had no opinion. Only 10% of respondents agreed with the statement that, “Short-term rentals are a positive addition to the town.” compared to 73% who disagreed with the statement. 29% of respondents agreed with the statement that, “Visitor levels have returned to pre- pandemic levels and/or are a more manageable level than during the last 2-years.” There were 54% of respondents who disagreed with this statement. Most respondents (85%) indicated that friends and family stayed with them when they visited while 10% indicated that visitors stayed in traditional lodging. Only 4% of family/friends stayed in vacation rentals and 2% stayed in campgrounds. The time of year that friends and family visited was similar to trends for non-resident visitors with July/August being the peak summer months and a smaller peak in the winter during December/January/February. Figure 4: Months when Friends/Family Visit 294 315 199 122 197 402 643 550 412 230 175 380 0 100 200 300 400 500 600 700 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ---PAGE BREAK--- 9 9 The most popular recreation activities among respondents all had to do with outdoor recreation. Glacier National Park, winter recreation, hiking and biking opportunities were the top answers. The rankings for Whitefish’s top assets reflect the popularity of recreation opportunities. Figure 5: Ranking of Popular Recreation Activities Figure 6: Ranking of Whitefish Top Assets 0 50 100 150 200 250 300 350 400 450 Golf Culture (Arts, Fesivals, Shopping, Dining) Whitefish Lake and River Recreation General Mountain Life/Recreation Hiking & Biking Skiing(alpine/nordic) & snowboarding Glacier National Park 1st 2nd 0 100 200 300 400 500 600 Festivals & Events Nordic Trails Whitefish Lake Golf Course Culture-Arts-Shopping-Dining Whitefish Lake and River Recreation Whitefish Trails-Hiking-Biking General outdoor-Mountain Life-Recretion Whitefish Mountain Resort-Winter Season 1st 2nd ---PAGE BREAK--- 10 10 B. Focus Groups In November 2023, the STMP Committee invited community members to participate in a series of focus groups. The purpose of the focus groups was to host more in-depth discussions about attitudes and preferences regarding sustainable tourism. Focus groups were conducted at city hall and one group was held a local tap room to encourage a younger demographic to attend. Below is a summary of the major themes that emerged from this discussion. 1. Housing Affordability Crisis: Rapidly rising housing costs and shortages are driving away young residents. Short-term rentals exacerbate the problem by reducing available housing stock and driving up prices. Strategies discussed include building affordable homes, enforcing regulations on short- term rentals, and exploring options to fund affordable housing initiatives. 2. Impact of Tourism on Community Dynamics: Tourism is vital for the town's economy but is also causing negative impacts such as overcrowding and driving up the cost of living. Residents express concerns about maintaining the town's authentic character amidst increasing tourism. There is a need to balance economic benefits with preserving the town's identity. 3. Transportation and Infrastructure: Challenges related to transportation include congestion, limited parking, and the need for better transit options. Discussions include promoting walkability, enhancing public transportation, and addressing parking issues to alleviate congestion. 4. Workforce Challenges: Businesses face staffing shortages due to housing affordability issues. Employers are exploring alternative solutions such as hiring foreign workers and retirees. Retaining employees through benefits like insurance, retirement plans and other perks are potential solutions. 5. Community Engagement and Advocacy: Residents express a desire to be actively involved in finding solutions to housing, transportation, and other community challenges. Form advocacy groups and other initiatives to educate residents, promote sustainable practices, and address housing affordability through various programs and collaborations. Engagement in local events and discussions reflects a commitment to preserving the town's identity and addressing its evolving needs. ---PAGE BREAK--- 11 11 C. Community Meeting The STMP Committee held a community meeting on April 3, 2024 to facilitate a community discussion on tourism trends and to solicit feedback on policy recommendations for a path to sustainable tourism. The workshop reviewed current programs and included panel discussions and hands-on activities for participants to share their thoughts. Over 50 community members attended the workshop representing business owners, professionals, hospitality workers, and non-profit organizations. Telecommuters, full/part-time workers, students, and retirees were also represented at the meeting. The meeting included an interactive exercise to help prioritize action items and real-time polling to engage audience members. Figure 7: Which phrases best matches your definition of sustainable tourism? Additionally, the meeting offered an opportunity for community members to listen, learn and share information. There were presentations on tourism trends and the community survey results and an interview with the mayor. A panel discussion with local business owners and another panel representing multi-generational community representatives, provided insight from different cohorts within Whitefish. 58% 0% 8% 4% 8% 19% 4% 8% 0% 10% 20% 30% 40% 50% 60% 70% All of the above Keeping small town character Thriving dowtown Responsible recreation Resort tax and fees to offset infrastructure costs Affordable to live and work here Peak crowds are manageable Low impact on natural resources ---PAGE BREAK--- 12 12 III. MARKET PROFILE A. Socio – Economic Information 1. Population Trends While the growth rate for Whitefish has historically been between 1.5% to 2% per year, from 2020 to 2022, the growth rate for Whitefish averaged 7.5%. This was among the highest rate of growth in the State and in the County. Construction permit activity significantly decreased since the peak year of 2021 indicating that growth rates may return to historic levels. Table 1: Population Trends Location 2010 2020 2022 (Estimate) 2020-2022 % Increase Whitefish 6,357 7,746 8,915 15.1% 59937 12,588 14,354 14,158 14.0% Flathead County 90,928 104,349 111,814 7.2% Montana 989,415 1,084,225 1,122,286 3.6% Source: U.S. Census, Census of the Population & American Community Survey 2. Demographics Compared to the county and state, Whitefish has a smaller share of family households and owner- occupied households. The average household size is Whitefish is also significantly lower than the county. This may be due to a higher percentage of retirees that live in the community. Table 2: Selected Population & Household Statistics Statistic Whitefish Flathead County Montana Median Age (2020) 41.5 42.2 40.1 Average Household Size 2.21 2.51 2.41 Family Households 47% 66% 61% Owner-Occupied Households 62% 75% 69% Source: U.S. Census, American Community Survey (2017-2021) 3. Per Capita Income Per Capita income levels in Whitefish are significantly higher than both Flathead County and Montana. Figure 8: Per Capita Income Source: U.S. Census, American Community Survey (2017-2021) $52,280.00 $34,897.00 $34,423.00 Whitefish Flathead Montana ---PAGE BREAK--- 13 13 4. Labor Market – Annual Unemployment Rate The annual employment rate for Flathead County is 3.5% compared to 2.9% for Montana. A rate less than 5% is an indicator of a tight labor market. Unemployment is lower than pre-pandemic levels. Figure 8: % Unemployment Rates – Flathead County Source: Montana Dept. of Labor and Industry, 5. Business Profile – Whitefish Health and tourism related businesses are the leading employers in Whitefish. Table 3: Leading Industry Sectors in Whitefish Industry # Business # Employees Health Services 55 1,175 Eating & Drinking 59 817 Retail Trade 99 729 Finance, Insurance, Real Estate 89 601 Hotels & Lodging 10 487 Movies, Recreation, Entertainment 33 359 Education Institutions & Libraries 15 315 Construction 31 134 Government 10 110 Other Services 169 890 Source: Montana Site Selector 4.9 4.7 7.4 4 3.1 3.5 0 1 2 3 4 5 6 7 8 2018 2019 2020 2021 2022 2023 ---PAGE BREAK--- 14 14 6. Commuting to Work Census data indicates that 71% of residents in Whitefish commute to work by car. Whitefish has a higher percentage of home workers and people who walked to work than statewide averages. Figure 9: Commuting Characteristics – Whitefish Source: U.S. Census, American Community Survey 2017-2021 B. Housing Information 1. Housing Prices According to sales data, median sale prices in Whitefish are 50% higher than the median price for the rest of the County. Sales prices in Whitefish were more than double what they were just five years ago. Recent trends for 2023 indicate that the rate of increase in housing prices is stabilizing. Table 4: Flathead County/Whitefish Median Sales Price by Year Location Flathead County Whitefish # Median Price # Median Price 2019 2,084 $330,000 440 $431,000 2020 2,773 $380,000 689 $535,000 2021 2,545 $515,000 616 $652,000 2022 1,789 $600,000 399 $835,000 2023 1,483 $595,000 319 $900,000 Source: Northwest Montana Association of Realtors, Market Report 2. Rental Prices According to data collected for the Whitefish housing needs assessment, the average rent in Whitefish increased by 50% from 2016 to 2022. The U.S. Department of Housing and Urban Development collects data for fair market rents on a county-wide basis. According to this data, a 3-bedroom rental in the County established for the year 2024, is over a $1,000 lower than the average 3-bedroom rent in Whitefish in 2022. ---PAGE BREAK--- 15 15 Table 5: Whitefish Rental Rates Average Rent 2016 Average Rent 2022 Average Yearly % Change 1 Bedroom $775 $1,170 7.1% 2 Bedroom $1,275 $1,845 6.4% 3+ Bedroom $1,680 $2,815 9.0% Overall Average $1,240 $1,890 7.3% Source: Whitefish Area Community Housing Needs Assessment Update, August 2022 Table 6: Fair Market Rents Flathead County Fair Market Rent 2019 Fair Market Rent 2024 Efficiency $560 $733 1 Bedroom $664 $823 2 Bedroom $828 $1,081 3+ Bedroom $1,197 $1,425 4 Bedroom $1,398 $1,720 Source: U.S. Department of Housing and Urban Development 3. Building Permit Data The number of permits for residential construction was higher than the average from 2019 to 2021 and then declined in 2022 and 2023. Since 2018, 41% of permits were single-family units while multi- family units comprised 32% of new residential permits. Table 7: Residential Construction Activity in Whitefish 2018 2019 2020 2021 2022 2023 Total New Single-Family 64 95 92 129 57 24 461 New Accessory DU 6 5 7 6 15 39 New Townhome/Duplex 40 77 67 57 16 16 273 New Multi-Family 34 68 138 27 34 34 335 Total new units 80 246 302 220 113 63 1018 Source: Whitefish Planning & Building Dept., Annual Report - 2023 4. Seasonal Housing According to the US Census data the total vacancy rate for all types of housing was 25.4% compared to a statewide average of 14.8%. The higher vacancy rate in Whitefish can be attributed to the presence of vacation home/seasonal dwellings. The vacancy rate for non-seasonal dwellings in Whitefish is comparable to statewide averages. ---PAGE BREAK--- 16 16 Table 8: Occupancy Status Whitefish Flathead County Montana Total Dwelling Units 4,660 49,595 512,553 Vacant Dwelling Units 1,185 8,815 76,072 Seasonal/Recreational Dwelling Units 835 6,301 38,816 Seasonal Units as a % of all Units 17.9% 12.7% 7.6% Vacancy Rate - All units 25.4% 17.7% 14.8% Vacancy Rate – Non-Seasonal units 7.5% 5.1% 7.2% Source: U.S. Census, American Community Survey 2017-2021 5. Short Term Rentals Short Term Rentals (STRs) are defined as the rental of an entire privately owned house, townhouse unit, condominium unit, apartment or other residence, or any space within a dwelling unit rented independently, for stays of less than 30 days. In Whitefish, short term rentals are allowed in the WB-3, WRR-1, WRR-2, WRB-1, and WRB-2 zoning districts. (See map) All STRs are required to register with the Planning office and demonstrate that they meet code requirements. Operating an STR outside an allowed district is a violation of the City Code, and subject to enforcement action. Short term rental units located in the county are permitted in any county zoning district. As of October 2023, there were currently 375 legally licensed units in the city limits within the approved zones for STRs in Whitefish. The number of legal units has increased from 150 units in 2021. Per data from AIRDNA, in July of 2023, there were 478 STRs units operating within the city limits and 1,261 units operating in the 59937-zip code outside of city limits. In 2019, there were 252 STRs in the City and 896 in the unincorporated areas in the zip code areas. AirDNA indicates that STRs have a 58% year-round occupancy rate and average approximately $8,000 per month revenue. The average daily rate for an STR is $500 compared to $200 for a traditional hotel room. Figure 10: Location of Zoning Districts that Permit Short Term Rentals in Whitefish Note: Pink areas represent zoning districts that allow short term rentals Source: Whitefish Planning and Administration Web map ---PAGE BREAK--- 17 17 C. Lodging Trends 1. Lodging Occupancy Rates As indicated in the chart below, the peak months for lodging occupancy are July followed by August. April and November have the lowest occupancy rates. In 2020, there was a dramatic drop in occupancy from March to June due to the Covid-19 pandemic. Figure 11: Traditional Lodging Occupancy Rates 2024-2019 Source: Data Source: Smith Travel Research (2019-2021), Destimetrics (2022-2024 YTD) The years of 2019 and 2021 had the highest occupancy rates for traditional lodging but once pandemic restrictions for oversea travel were lifted, overall visitation and lodging occupancy rates dropped off in 2022 and 2023. There is more fluctuation in occupancy rates for short-term rentals, but generally they have had lower occupancy rates during the pandemic years. Figure 12: Short Term Rental Occupancy: 2024-2019 Source: Air DNA via Whitefish Convention and Visitor Bureau ---PAGE BREAK--- 18 18 The data indicates that traditional lodging and short-term rentals had similar patterns regarding peak summer months for occupancy rates. Short term rentals had higher occupancy rates than traditional lodging during the peak summer months. Table 9: Whitefish Convention Traditional Lodging Occupancy Performance Table 10: Whitefish Convention Short Term Rental Performance ---PAGE BREAK--- 19 19 2. Lodging Tax Statewide, tourism and film promotion are funded through the 4% Lodging Facility Use Tax, commonly known as the “Bed Tax.” The bed tax is collected from guests of hotels, motels, bed and breakfasts, guest ranches, resorts, and campgrounds. The majority of bed tax funds collected in Whitefish are not available for local use. Flathead County is located within the Glacier Country tourism region. Figure 13: Montana Tourism Regions Source: Montana Dept. of Commerce – Office of Tourism There are three Convention & Visitor Bureaus (CVB) in the county (Whitefish, Kalispell, Columbia Falls). The Whitefish CVB/Explore Whitefish Mission statement is as follows: MISSION STATEMENT Foster sustainable tourism through inspiration, education, and partnerships to enhance, protect and preserve our viable year-round community. VALUE STATEMENT Achieving long-term economic and community sustainability through steadfast destination stewardship. ---PAGE BREAK--- 20 20 As indicated in the table below, Flathead County generates the largest amount of lodging tax in the State. The third quarter (July, August, September) are the peak months for collecting the tax. The pie chart indicates how revenues from the lodging tax are allocated. The State of Montana receives most of the funds for “Brand MT”. The six tourism regions and CVBs receive around 22% of the lodging tax lodging tax collections. The remainder of the tax is distributed to various state agencies. Figure 14: Distribution of 4% Lodging Facility Use Tax Table 11: Lodging Tax Collection by County County Lodging Tax Collection Flathead $10,113,105 Gallatin $9,843,143 Missoula $6,558143 Yellowstone $5,020,416 Lewis & Clark $1,951,495 Source: ---PAGE BREAK--- 21 21 D. Visitor Spending 1. Resort Tax In 1995, Whitefish voters approved a 2% resort tax for a term of twenty years. Since then, Whitefish voters have approved several extensions as well as an increase in the resort tax rate from 2% to 3% to fund the purchase of the Haskill Basin Conservation Easement. In 2021, voters approved a 20-year extension of the 3% tax and a new formula for allocating funds. Allocations include property tax reduction, streets repairs, underground utilities, sidewalks, improvements to bike paths/parks. A small amount of resort tax funds is used for administration and for Whitefish Trail maintenance. In 2023, voters approved a ballot measure to allocate 10% of funds for housing projects. The total tax collected in FY 2022 was $6,319,737. Some trends to note include: For FY 2023, only the months of July and August are represented on the chart. As indicated in the chart below, July and August are the peak months for collecting the resort tax. The month of April represents the lowest month for resort tax collections. Figure 16: Total Resort Tax Collections by Month Fiscal year (FY) 2019 represents trends prior to the Covid pandemic. Resort tax collections in FY 2020 and FY 2021 represent visitation during the Covid pandemic. Resort taxes in FY 2022 represent the highest year of collections. Inflation will impact collections amounts. As indicated in the pie chart, The retail sector collects the most resort tax followed by the bar/restaurant sector. ---PAGE BREAK--- 22 22 Figure 16: Resort Tax Collections by Business – FY2022 Source: City of Whitefish Finance Department 2. Visitation Expenditures According to ITRR surveys, the total amount of direct expenditures from visitation in Flathead County was $818,639,000. Expenditures were highest in the Restaurant/Bar category followed by outfitters/guides and hotel/motel. Including non-direct spending from employment in the travel industry, the combined economic impact from tourism was $1.3 billion in Flathead County. Statewide, only Gallatin County had a higher level of economic impact. Table 12: Total Nonresident Spending in Flathead County - 2022 Type of Expenditure Annual Amount % of Total Restaurant, Bar $174,309,000 21% Outfitter Guide $137,581,000 17% Hotel/Motel $104,375,000 13% Gasoline, Diesel $91,894,000 11% Groceries, Snacks $73,401,000 9% Rental Cabin Condo $72,453,000 9% Auto Rental $52,762,000 6% Retail Sales $48,036,000 6% Made in MT $28,347,000 3% Campground, RV Park $14,383,000 2% Licenses, Entrance Fees $13,487,000 2% Vehicle Repairs $2,524,000 Gambling $1,917,000 Farmers Mkt. $1,180,000 Total $818,639,000 Source: University of Montana Institute of Tourism and Recreation Research Retail 40% Bars/Rest. 35% Lodging 25% ---PAGE BREAK--- 23 23 3. Visitor vs. Resident Spending According to Visa Card Services overall expenditures in Whitefish for the peak summer month of July indicates that overall spending decreased from 2022 to 2023. Based on aggregate data regarding expenditures based on home address of the card holder, visitor spending is almost double the amount of spending by Whitefish residents during the peak summer season. Table 14: VISA Destination Insight – Card Spend – Whitefish Month Year Visitor Resident Total July 2023 $12,912,869 $6,513,686 $19,426,553 July 2022 $14,713,840 $7,082,178 $21,796,018 Year Over Year -$1,800,973 -$568,492 -$2,369,465 Source: Visa Card Services Notes: 1. Does not include online purchases; Visa represents approximately 65% of domestic market share 2. Warm Season - YOY “Card Spend” (May - July): 2023: $44,924,727 2022: $49,756,787 3. Top Non-Resident Markets: Seattle area, Los Angelos Area, Minneapolis-Saint Paul The pattern of visitor spending outpacing resident spending holds up throughout the year. Based on VDI reporting, although Whitefish saw a 7% decline in spending in 2023, visitor spending represented 57% of all point of purchase spending in Whitefish. Table 14: Year-to-Year Visitor and Resident Spending Calendar Year Visitor Spend Resident Spend Combined Total 2023 $87,360,878 $68,103,008 $155,463,886 2022 $95,782,251 $71,340,314 $167,122,565 2021 $95,748,676 $63,692,544 $159,441,220 Source: VISA Destination Insights Spending by international visitors increased significantly in 2023 after the pandemic restrictions were lifted. The top international visitor origins were Canada, Australia, United Kingdom, Germany and South Africa. Table 15: International Visitor Spending Year International Spend 2023 $1,247,475 2022 $457,802 Source: VISA Destination Highlights ---PAGE BREAK--- 24 24 E. Visitation Trends 1. Annual Visitation Totals Visitation in the county peaked during the pandemic years due to international travel restrictions and a preference for outdoor vacations. More US travelers opted for international travel in 2022 resulting in a decline in visitation to Montana. ITRR noted travel delays in the airline industry also contributed to lower visitor levels in 2022. Non-resident visitors to Whitefish typically comprise between 33% to 36% of all visitations in the County. Other external factors influencing visitation include weather, wildfire, air fares and gas prices. Figure 17: Total Annual Visitation Whitefish & Flathead County Source: 2. Whitefish Mountain Resort Winter skier visits and pass sales have increased in the last 5 winters. Weather is a significant factor in the number of skier visits. Summer visitation numbers are trending back toward pre-pandemic levels in activity visitation and visitor spending. Visitors unable to obtain reservations for Glacier National Park may seek alternative recreation opportunities such as Whitefish Mountain Resort. Table 16: Winter Skier Visit Totals Year Skier Visits 2019-20 359,114 2020-21 458,527 2021-22 463,875 2022-23 500,187 Source: Whitefish Mountain Resort Note: Resort closed 3-weeks early in 2019-20 due to Covid-19 pandemic 2018 2019 2020 2021 2022 Flathead 2,144,[PHONE REDACTED] 1786000 2091000 1947000 Whitefish 1,090,[PHONE REDACTED] 1482000 1207000 934000 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 Axis Title ---PAGE BREAK--- 25 25 3. Glacier National Park The number of visitors to Glacier National Park peaked in 2017. In 2020, visitation was down due to a temporary park closure in response to the Covid-19 pandemic. Visitation rebounded in 2021 as more people ventured outdoors and then declined in 2022. Visitor numbers will vary from year-to- year depending on weather conditions, the opening date for Going-to-the-Sun road, and wildfire activity. Visitation has remained relatively steady even with the implementation of the park reservation system. Table 17: Annual Visitor Trends for Glacier National Park # Visitors 2017 3,305,512* 2018 2,965,309 2019 3,049,839 2020 1,698,864* 2021 3,081,656 2022 2,908,458 2023 2,936,260 Source: U.S. National Park Service – Glacier National Park, Notes: 1. Visitation in 2017 was the highest on record. 2. In 2020, park was closed from March 24 to June 8. East side remained closed. 3. In August 2023 Year-to-Date = 2,249,540 compared to August 2022 Year-to-Date=2,212,917 Although the overall visitation to the park remained stable, the reservation system did impact the traffic at various park entrances. In 2022, the Polebridge, Camas, and Two Medicine entrances did not require a reservation. Due to congestion, reservations were required for these entrances in 2023 and the number of visitors using these entry points did decline. The reservation system is still in a pilot phase and subject to additional changes. In 2024, reservations will not be required for the Two Medicine and Saint Mary’s entrances. Table 18: Visitation Trends by Selected Park Entrances July 2023 July 2022 % Change Polebridge 15,643 20,799 -24.8% Camas 25,702 28,316 -9.2% West Entrance 338,439 310,796 8.9% Saint Mary’s 158,706 154,719 2.6% Two Medicine 52,691 61,299 -14% Source: U.S. National Park Service – Glacier National Park, ---PAGE BREAK--- 26 26 4. Glacier Park International Airport Glacier Park International Airport provides commercial passenger service and direct flights to multiple locations. Seven major airlines —Alaska, Allegiant, American, Delta, Sun Country, United and Avelo — serve the Flathead Valley with service to hubs in Seattle, Salt Lake City, Minneapolis, Denver, and Las Vegas. In addition to daily and weekly service through these main hubs, direct seasonal flights with the various carriers are also available to New York, Los Angeles, Dallas, Chicago, Houston, Minneapolis/St. Paul, Phoenix, Portland, San Francisco/Oakland, and San Diego. As noted in the chart below, except for the pandemic year of 2020, there has been a steady increase in deboardings. The construction and equipping of an approximately 120,000 square foot terminal expansion to the Glacier Park International Airport is underway and is expected to be a 5-year project. Figure 18: Glacier International Airport Deboardings Source: Montana Department of Transportation, Whitefish Airport is a general aviation airport owned and operated by the Montana Aeronautics Division of the Montana Department of Transportation. The airport is located on the east end of town and has a grass runway for small planes. 5. Whitefish Trails Annual use on the Whitefish Trail system has experienced a steady increase every year since 2017. The most popular trailhead is Lion Mountain. Other popular trailheads include Beaver Lakes, Big Mountain, and Swift Creek. Table 19: Annual Whitefish Trail use 2017-2023 2017 2018 2019 2020 2021 2022 2023 99,927 137,644 153,572 181,569 198,738 212,419 226,165 Source: Whitefish Legacy Partners 2016 2017 2018 2019 2020 2021 2022 2023 Deboardings 247445 270451 307281 356297 214718 416224 419536 453701 0 50000 100000 150000 200000 250000 300000 350000 400000 450000 500000 Axis Title Deboardings ---PAGE BREAK--- 27 27 F. Visitor Characteristics 1. Non-resident Travel Patterns - Characteristics The following statistics from the Institute of Tourism & Recreation Research indicate travel patterns by non-resident tourists who visit Whitefish. Non-resident visitors are defined as not residing in Montana. 72% are repeat visitors. 12% enter the State at the U.S. Hwy 93 – Port of Ros\osville 21% Flew on portion of trip to Montana. Average nights spent in Montana: 7.4 65% Travel as a couple. 18% travel with immediate family. 10% travel alone. Visited: Glacier National Park (79%) Yellowstone National Park (25%) Flathead Lake State Parks (20%) Average Age = 59 2. Non-resident Vacation Preferences and Planning According to ITRR Data, the primary trip purpose of Whitefish non-resident visitors is vacation/pleasure. Mountains, forest, rivers, lakes, and open space are the main attractions for visitors. Business travelers represent the smallest segment of visitors at only 2% of all non-resident visitors. Figure 19: Primary Trip Purpose to Whitefish -2022 Table 21: Features & Activities that Attracted Whitefish Visitors to Montana for Vacation - 2022 Feature % Attracted Activity % Participated Mountains/Forest 74% Scenic Drive 69% Rivers 54% Day Hike 66% Lakes 50% Wildlife Watching 38% Open space/uncrowded 48% Nature photography 37% Hiking 41% Visit Local Brewery 31% Camping 17% Car/RV Camping 30% Family/Friends 15% Visit Historic Site 29% Fishing/Flying Fishing 11% Recreational Shopping 29% Native American History 11% Visit Farmer’s Market 11% Source: University of Montana Institute of Tourism and Recreation Research – 2022 Passing Thru 4% Visit Family/Friends 19% Vacation 75% Business 2% ---PAGE BREAK--- 28 28 3. Travel Planning Online sites and apps are the primary information sources for visitors planning vacations. About one- third contact the hotel directly to book a room while another third use on-line web sites. Table 21: Travel Planning Resources Used by Whitefish Visitors Information Sources % Booking Methods % Search Engine 65% Contact hotel directly 31% National Park Website/brochure 39% Walked-In 17% Official MT Website (VisitMT.com) 24% On-line travel site 10% Info from previous visitor 24% VRBO/Home Away 10% Consumer Online Reviews 22% AirBnB 10% Mobile Apps 20% Other 8% Friends/relatives living in MT 18% N/A 13% On-Line Video 13% Social networking 12% Source: 4. Visitor Satisfaction Visitors expressed the highest levels of satisfaction with a welcoming experience, the amount of open space and the local culture/heritage. Wildlife viewing and stewardship of land also ranked high. The lowest rankings for satisfaction were with availability of EV charging stations and recycling facilities. Table 22: Satisfaction with Aspects of Montana 2022 % Positive 2018 % Positive A feeling being welcomed 96% 91% Amount of open space 94% 88% Main Streets reflecting local culture/heritage 93% 80% Wildlife viewing opportunities 86% 79% Stewardship of the land 85% 75% Amount of historical roadside information 82% 79% Access to public lands 81% 65% Restaurants with local products 80% 79% Availability of travel information 78% 82% Availability of local arts and crafts 65% 63% Highway rest areas 65% 82% Availability of recycling bins 41% 57% Availability of electric car charging stations 2% n/a Source: ---PAGE BREAK--- 29 29 G. Economic Impact The following studies and data points provide an indication of the economic impact of tourism. In 2022 estimates of spending in Flathead County by nonresident visitors to the state totaled nearly $819 million. This $819 million in local spending directly supports $735 million of economic activity in the region, and supports an additional $583 million of economic activity, indirectly. The total contribution of nonresident spending to the regional economy was $1.3 billion. (Source: ITRR, “Economic Contributions of 2021/2022 Non-Resident Travel”) Glacier Country Tourism region had the highest level of Visa card spending levels from non- resident visitors ($628 million) among the six regions. Yellowstone region was the second highest. ($590 million). (Source: Since FY96, the first year of collections, the Whitefish Resort Tax collections has generated $62,893,103 in revenue. (Source: Whitefish Finance Department) The “Spending Potential Index” (SPI) represents the amount spent for a product compared to a national average. ESRI Site Selector data indicates that the SPI for the City of Whitefish exceeds national averages in spending for recreational vehicles and sports/recreation equipment. The “Market Potential Index” (MPI) measures the relative likelihood of households in the specified trade area exhibiting certain purchasing patterns. ESRI Site Selector data indicates that the MPI for purchasing local products and “Buying American” is significantly higher than the national average. Outdoor recreation adds approximately $2.6 billion annually to Montana’s GDP. (Source: In a 2020 report prepared by the Institute of Tourism and Recreation Research, “Quality of Life” is the number one reason entrepreneurs “start, relocate and keep their businesses and jobs in Montana.” Access to “outdoor recreation/parks/open spaces” is ranked as the highest attribute of quality of life (26.2%) above cost of living, public safety, health care, education, and culture. (Source: ITRR, 2020). The Glacier Country Tourism, “Destination Stewardship Plan” indicates strong recognition of the contribution of tourism to the state and local economy. Figure 20: Tourism Contributions Source: Glacier Country Tourism, “Destination Stewardship Plan” ---PAGE BREAK--- 30 30 H. Tourism Studies 1. Resident Attitudes Towards Tourism a) “Montana Residents Attitudes Towards Tourism,” University of Monana – ITRR, 2022 Since 2001, the percentage of Montana residents that agree with the statement that, “Overall benefits of tourism outweigh the negative impacts.”, has remained relatively stable. Since the beginning of the pandemic (2020), the levels of disagreement a have been increasing but are still well below the previously recorded high of 38% in 2001. At least half of all respondents either agreed or strongly agreed that the state is becoming overcrowded because of more tourists. Results from 2022 indicate an 11% decrease in the overcrowding sentiment from 2021. Statewide, and in the Glacier Country region, approximately eight of ten respondents agree that tourism promotion by the state benefits their community economically. Only 35% of residents in the Glacier Country region agreed with the statement that “If tourism increases in Montana, the overall quality of life for Montana residents will improve.” b) “Glacier Country Tourism – Destination Stewardship Plan” On a scale of Too Few Visitors” and “10= Too many visitors”, residents of Flathead County strongly indicated that summer season had too many visitors (9.33) while the spring season ranked at “Just the right amount visitors”. (5.11). The fall was ranked at 5.96 and winter at 6.91. In response to support for various tourism strategies, attracting visitors who are respectful of the people who live here and who care about protecting our natural resources ranked the highest. Figure 21: Support for Tourism Policies Source: Glacier Country Tourism, “Destination Stewardship” ---PAGE BREAK--- 31 31 2. Work Force Studies a) University of Montana ITRR, “Montana Work Force Study-2022” Of those respondents with some work experience in the service/hospitality industry, nearly half (47%) reported that they left their job at some point since the beginning of 2020. This compares to 22% for all employees. It should be noted that respondents may have returned to their same employer or a new employer within the same industry return after furlough) In the Glacier Country tourism region 48% of employees chose to leave their job as opposed to being furloughed. This compared to 60% who chose to leave jobs statewide. 16% of workers statewide reported leaving due to retirement. In Glacier Country tourism region 10% of workers rely on seasonal work. b) Montana Department of Labor, “2023 Labor Day Report” Tight labor market conditions persisted in 2022, with nearly three job openings for every one unemployed person. In 2022, Montana added 20,900 jobs – the most of any year in state history. Montana ranked 8th among states for employment growth in 2022, posting 3.9% growth. The state unemployment rate fell to a record-low 2.3% the first quarter of 2023, Montana ranks 2nd in the nation for the largest percentage of in-migration from 2020 to 2022. Over 40,000 more people moved to the state than left from 2020 to 2022, translating to 3.8% of Montana’s population. ---PAGE BREAK--- 32 32 IV. GOALS AND POLICIES Tourism Goal 1: Measure progress through benchmarking and record keeping. 1.1 Compile data on visitor levels, economic performance, housing market and other statistics related to the focus areas. 1.2 Compile data on different types of growth (population, tourism economy vs. real estate economy.) 1.3 Identify livability benchmarks to measure progress towards goals. Goal 2: Conduct community outreach and education. 2.1 Conduct community events each year to inform and engage local businesses, civic groups, and multi-generational community members in STMP activities. 2.3 Conduct outreach to emphasize the benefits of a tourism economy such as Resort Tax, Explore Whitefish Community Sustainability Fund, and other amenities. Goal 3: Coordinate and partner on sustainable tourism programs. 3.1 Work with Explore Whitefish on implementation (outreach, sustainability fund, benchmarking….) 3.2 Continue to advocate the desire of residents to have convenient access to Glacier National Park. 3.3 Coordinate with University of Montana Institute of Tourism and Recreation Research on data collection and benchmarking. 3.4 Coordinate with regional tourism related organizations to implement STMP. (Glacier Country, Kalispell CVB, Whitefish Chamber of Commerce, State of Montana Office of Tourism…) ---PAGE BREAK--- 33 33 ECONOMIC DIVERSIFICATION Goal 1: Support local businesses – especially during shoulder season. 1.1 Conduct business survey to identify issues and support for various programs. 1.2 Promote shoulder season for corporate retreats, think tanks, wellness retreats, and other low impact events. 1.3 Identify best practices for programs that encourage residents to “buy local.” Goal 2: Develop business incubators and creative spaces for economic development. 2.1 Continue to promote Whitefish as a music hub and artist community and support businesses that contribute to the arts scene. 2.3 Target business recruitment and incentives to attract year-round, good paying jobs to diversify economic base. 2.3 Incentivize sustainable-green businesses. 2.4 Work with businesses on programs to off-set high cost of living for employees. (Coordinate with strategies for housing and development.) Goal 3: Coordinate and partner on economic development programs. 3.1 Coordinate economic development strategies with Whitefish Growth Policy – Vision 45 plan update and economic studies. 3.2 Support entrepreneurship and workforce development programs for local businesses. 3.3 Work with Montana West Economic Development to promote common economic objectives from the Sustainable Tourism Management Plan and Flathead County Comprehensive Economic Development Strategy. ---PAGE BREAK--- 34 34 TRANSPORTATION Goal 1: In order to reduce the need for cars, expand public transit options. 1.1 Create a public transit joint working group to coordinate expanding public transit options in Whitefish and Flathead County. 1.2 Incentivize hospitality business to offer local shuttles for hotel guests to travel to downtown, trailheads, and other amenities. 1.3 Work with Glacier Park International Airport to increase options for shuttle or transit services for early morning departures and late-night arrivals. Goal 2: Address downtown parking issues during the peak summer season. 2.1 Collect data, assess need for additional parking and conduct pilot programs for parking management options. 2.2 Work with businesses to increase participation in programs to address downtown employees such as a permit system, car-pooling and other parking management tools. 2.3 Research car-share, bike-share, park-n-ride, and other best practices for reducing vehicle traffic and parking demand downtown. Goal 3: Coordinate and partner with state/local agencies to address transportation issues. 3.1 Work with county, state, and local municipalities on countywide transportation planning, road/safety improvements and funding options. 3.2 Support recommendations in the Whitefish Transportation Plan to improve the capacity of the transportation network to accommodate projected growth, provide for improved north-south access over the railroad and improve pedestrian/bike networks. 3.3 Work with MDT to implement recommendations in the Core Area Transportation Plan especially those that reflect the community’s preferred alternative for Spokane Avenue. Goal 4: Promote pedestrian safety, trails, and walkability. 4.1 Support efforts by the city, local groups, and MDT to create a connected trail system. 4.2 Engage the community in the Whitefish Safety Study and support recommendations for a safe, walkable pedestrian/bike system. 4.3 Explore best practices to enhance pedestrian activities downtown and to promote cycling, walking, and carpooling. ---PAGE BREAK--- 35 35 HOUSING AND DEVELOPMENT Goal 1: Provide affordable workforce housing programs. 1.1 Expand use of land trust/deed restricted model in Whitefish Depot Park Townhomes 1.2 Secure and expand funding for the construction of permanently affordable housing and for workforce rental assistance. 1.3 Explore best practices that result in affordable housing such as infill development, higher density in appropriate areas, community housing via annexation policy, conversion of short- term rentals to workforce housing, and preservation of naturally occurring affordable housing. 1.4 Establish landlord education program and recognize best practices for landlord/tenant relations. Goal 2: Support development compatible with existing community character. 2.1 Work with civic groups on community service projects for public art, community gardens, gateway landscaping/signage, community beautification and other projects. 2.2 Update design standards to be compatible with community character. 2.3 Incorporate sustainability principles into new developments. Goal 3: Strengthen short-term rental regulation and enforcement. 3.1 Conduct outreach about city efforts to enforce short-term rentals such as the “Problem Report” app on the city’s website. 3.2 Research additional best practices for reporting and enforcing short-term rentals. 3.3 Monitor and collect data on short-term rental enforcement efforts to determine effectiveness. Goal 4: Coordinate and partner with local/state agencies on affordable housing efforts. 4.1 Integrate housing policies from STMP into Growth Policy -Vision 45 update. 4.2 Support projects by Whitefish Housing Authority to provide housing for seniors, people with disabilities and very-low-income households. 4.3 Coordinate with community non-profits Housing Whitefish) on outreach, funding and supporting workforce housing projects. ---PAGE BREAK--- 36 36 SUSTAINABILITY & ENVIRONMENT Goal 1: Promote sustainability through green business practices, resilient infrastructure, and community projects. 1.1 Conduct outreach and education events to local businesses on sustainable green business practices. 1.2 Support green infrastructure and preservation of open space/farmland. 1.3 Expand outreach efforts such as “Be a Friend of the Fish” to promote responsible recreation. 1.4 Invest in infrastructure upgrades that incorporate resiliency and sustainability principles such as EV chargers, renewable energy, and water/energy conservation. Goal 2: Establish community sustainability funding to support projects related to sustainable/resilient community 2.1 Explore best practices for a voluntary carbon off-set fee to be paid by visitors and businesses. 2.2 Explore grant programs that fund sustainability projects. Goal 3: Coordinate and partner on environmental and sustainability efforts. 3.1 Integrate sustainable tourism strategies into city plans and budgets. (Growth Policy, Climate Action Plan, 3.2 Support Explore Whitefish efforts to incorporate livability and stewardship concerns into their activities. 3.3 Work with partners to offer mandatory citywide curbside recycling, promote recycling of construction materials and expand composting services. 3.4 Support Whitefish Lake Institute on water quality programs and education about best practices to protect Whitefish Lake. ---PAGE BREAK--- 37 37 V. ACTION PLAN The action plan translates goals into actionable steps to achieve desired outcomes. The action plan identifies six key strategies that reflect community input and represent the most effective use of the STMP committee time and resources. Over the next few years, the STMP Committee will develop agendas and work plans to reflect the tasks outlined in this action plan. This effort may include joint meetings with stakeholders, assigning sub-committees to lead efforts on specific action items or pursuing funding opportunities to implement action items. Communication, clear priorities, and adaptability are critical to successful implementation efforts. Key principles underlying the STMP Action Plan include: Leverage existing resources - Some recommendations in the plan will rely on securing adequate funding for various initiatives. Leveraging existing funds may help provide matching funds for grant applications and may also attract donors that are more likely to support a program with a proven track record. Additionally, leveraging current resources is often more efficient than start- up costs for a new undertaking. Build on successes - The STMP Committee has a notable list of accomplishments since the plan was adopted in 2020. Building on these successes provides a foundation for future achievements and motivates stakeholders to continue supporting and investing in these programs. The “Be A Friend of the Fish” responsible recreation campaign is an example of a popular initiative that community members would like to continue and expand. Rely on partnerships - Establishing partnerships will optimize the effectiveness of stewardship activities to achieve common goals. Partnerships can expand the reach of various activities as well as bring different viewpoints and expertise to the project. Partnerships also provide opportunities to access additional staffing and funding resources to implement projects. The partnership between Housing Whitefish, City of Whitefish and Explore Whitefish to create a funding pool for affordable housing is a good model. Identify priority projects – Focusing action on key objectives can maximize efficiency and impact of the STMP. The implementation plan identifies six key initiatives that reflect community input and represent the most effective use of the Committee’s resources. Other objectives in the plan may be accomplished by coordinating with community organizations and state agencies on projects that align with the plan's goals. This approach fosters collaboration and ensures a unified approach towards shared objectives. Measure progress - Integrate data collection, and progress reports throughout all activities and focus areas. This will allow the committee to identify challenges and new trends so the STMP Committee can make informed decisions and adjustments to ensure the success of strategic planning efforts. Explore Whitefish regularly compiles data from public and private data sources to monitor visitation trends. There was also special interest in monitoring the effectiveness of the short-term rental enforcement initiatives. ---PAGE BREAK--- 38 38 ACTION 1: Public outreach on benefits of a tourism economy. ACTION 2: Promote shoulder season for retreats and other low impact events. Potential Tasks: Annual campaign to provide updates and celebrate successes/accomplishments. Use social media to regularly engage the community on STMP news. Initiate in-person “drop-in” or pop-up events to engage with the community. “Coffee with a Cop”, Farmers’ Market) Bi-Annual community meeting with panels & tourism updates. Timeframe: On-going Lead/Partners: Whitefish STMP Committee, Explore Whitefish. Coordinate with Chamber. Budget/Resources: Low budget. Use City & Explore Whitefish websites, social media accounts. Find partners to sponsor/host community events. Potential Tasks: Hire sales manager to promote and assist meeting planners with events in Whitefish. Inventory local activities that are available in the shoulder season such as arts & culture, wellness providers, culinary activities Coordinate with Glacier Park International Airport on improving services for connecting flights in the shoulder season. Timeframe: Hire staff in the near term. Marketing is an on-going activity. Lead Agency/Partners: Explore Whitefish (Lead), Chamber of Commerce, Glacier Country Budget/Resources: Cost of hiring sales manager may require reallocation or expansion of marketing budget. ACTION 3: Create a public transit working group ACTION 4: Support efforts to create a connected trail system. Potential tasks. Convene group and meet with stakeholders to identify options to improve transit service. Identify public and private funding sources to help fund transit services. Survey businesses on employee transit needs. Research best practices in other resort towns. Coordinate with park-n-ride and other programs to reduce vehicle trips. Timeframe: On-going monitoring and promotion of transit opportunities. Lead: Joint effort between STMP Committee and Whitefish Climate Action Plan Committee Stakeholders: Big Mountain Commercial Association, Mountain Climber, Montana Dept. of Transportation, Glacier National Park, Glacier International Airport, Chamber Resources: Federal and state grants, business and local govt. contributions, user fees … Potential Tasks: Engage in county-wide regional trail planning. Coordinate with Growth Policy update. Advocate for MDT to emphasize community preferences for pedestrian safety, trail connectivity and to maintain shared paths. Identify public and private funding sources for construction and maintenance. Support legislative initiatives that fund a connected trail system Timeframe: Near-term meet with stakeholders to identify areas for collaboration Stakeholders: Whitefish STMP & Pedestrian and Bicycle Path Advisory Committees. Non- profit trail groups, county park & rec, schools Resources: Federal and state grants, resort tax, fundraising, … ---PAGE BREAK--- 39 39 ACTION 5: Coordinate with non-profits on outreach, funding & support for affordable housing. ACTION 6: Conduct outreach with local businesses on sustainable green business practices. Potential tasks: Meet with Housing Committee and housing agencies to identify areas of collaboration. Identify potential public and private funding sources to help fund affordable housing. Advocate state legislature for affordable housing funding. Explore expanding land trust model. Research best practices in other resort towns. Facilitate community forums on housing topics. Coordinate with Growth Policy Update Timeframe: Conduct meetings in near term Lead: STMP Committee coordinate with Whitefish Housing Committee to identify areas of collaboration Stakeholders: Housing non-profits, developers, banks, state agencies, employers, Chamber, NW Montana Realtor Association, Whitefish Planning Dept. Resources: Federal and state grants & programs, business and local govt. contributions, developer participation, private donations, financial institutions, non-profit programs Potential tasks: Meet with Climate Action Plan Committee for potential areas of collaboration. Compile best practices & resources for business to adopt sustainable practices. Find partner to develop outreach materials and training for businesses. Create an annual award program to acknowledge exemplary examples in the business community. Survey businesses on attitudes & preferences for adopting sustainable practices. Support opportunities for increasing recycling, composting and zero waste business practices. Timeframe: Begin outreach to businesses within 1-2 years Lead: Joint effort STMP Committee and Whitefish Climate Action Plan Committee Stakeholders: Chamber of Commerce, MWED, related non-profits, state, and county agencies with related programs Resources: Federal and state grants, non- profit grants, partnerships,