NM_Tourism_Action_Plan_2011-2016

Northern Maine
Tourism Action Plan
THE CROWN OF MAINE
2011 – 2016
Aroostook County Tourism
www.visitaroostook.com
1-888-216-2463
Northern Maine
Development Commission
www.nmdc.org
COUNTY 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 Maine
Tourism 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, inquiries@visitaroostook.com
This report is available online at www.nmdc.org
Sheila Jans
Cultural Development Consultancy
137 Main Street, Madawaska, ME 04756
207-728-4820, sjans@cultureworth.org

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.
Annual Tourism
Summit.
Annual Tourism
Summit.
Roundtable
partner
discussions.
Roundtable
partner
discussions.
Roundtable
partner
discussions.
Northern Maine
Tourism Network.
Northern Maine
Tourism Network.
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.)

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