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Economic Development Partners, LLC | www.edpwi.com | December, 2012

Economic Impact Plan (EIP)

Fox Wisconsin Heritage Parkway

Analysis of the Visitor Spending and Tourism

Economics

Final Report

December 24, 2012

Cynthia K. Jaggi and Ruth J. Dumesic, Principals

Economic Development Partners, LLC

Fiscal and Economic Research Center – UW - Whitewater

http://www.edpwi.com/

Economic Impact Plan – Fox Wisconsin Heritage Parkway | December 2012

Economic Development Partners, LLC www.edpwi.com 2

The Economic Impact of Visitor Spending on the

Fox Wisconsin Heritage Parkway Region, Wisconsin

Cynthia K. Jaggi and Ruth J. Dumesic, Principals

Economic Development Partners, LLC www.edpwi.com

December, 2012

I. Executive Summary

This study examines the economic impact of Visitor Spending and economic opportunities

identified for the Fox Wisconsin Heritage Parkway (FWHP) Region. The Fox Wisconsin

Heritage Parkway Region of Wisconsin which covers approximately 280 miles, meanders across

fifteen counties from Green Bay to Prairie du Chien, and provides all the vital elements that

outdoor recreation land and water enthusiasts, heritage, cultural, culinary tourists and birders are

looking for when participating in their sports and activities, including entertainment, heritage area

attractions, natural beauty, terrain, dining and the overall visitor experience. Data collected from

over 1,200 outdoor recreation and paddling enthusiasts surveyed was used to estimate the current

and existing patterns of visitor spending and total economic impact of outdoor recreation land and

water enthusiasts and heritage tourism on the State of Wisconsin and local economies along the

FWHP. Surveys conducted and referenced in the study included the Canoecopia Paddling event

in Madison, Wisconsin, University of Whitewater - Financial and Economic Research Center

(FERC), Tourism Economics and the 2011 Wisconsin Statewide Comprehensive Outdoor

Recreation Plan (SCORP). Outdoor recreation enthusiasts, heritage and cultural visitor spending

profiles used in the proprietary V2P model were developed for two visitor segments: local

residents traveling throughout the Parkway and those from outside the local area, either traveling

on day trips and/or overnight trips involving stays in local hotels or lodging.

The culmination of these visitor surveys provides the economic model and findings used within

the EIP report. Results indicated that 71.2% of respondents are involved in outdoor recreation and

silent sports on a weekly or daily basis and are highly motivated and committed, 89 percent of the

participants have some form of post-secondary education, 60 percent of the participants come

from a household whose income is at least $50,000 – $74,999, and outdoor recreation/silent sport

enthusiasts spent an average of $50 - 100 on meals, etc. during their silent sport trip.

Based on the proprietary V2P Model, the estimated 2012 economic impact of the current

1,148,000 baseline visitors to the Fox Wisconsin Heritage Parkway region would be 746 full time

equivalent jobs that tend towards the tourism industry. Estimated labor income of $20,008,858

annually, would contribute $61,620,504 in Direct, Indirect and Induced sales from the visitors to

the Region. Based on the assumptions stated in this report, the projected 4 – year Economic

Impact would be $62,242,871 in 2013, $65,933,939 in 2014, $72,527,333 in 2015 and

$79,780,067 in 2016 respectively. These results showcase the significance of the tourism and

economic importance of the heritage, cultural, culinary tourism and silent sports - related

activities within and surrounding the Parkway.

JEL Classification Codes: Key Words: Heritage tourism, silent sports, economic impact,

tourism economics, outdoor recreation spending, tourism spending, IMPLAN

http://www.edpwi.com/



Acknowledgements We would like to acknowledge the contributions of the many people who have helped bring this

study to its completion. Economic Development Partners (EDP) gratefully acknowledges the

excellent support of the staff at the Fiscal and Economic Research Center (FERC) at the

UW – Whitewater with special thanks to Professor Russ Kashian, Professor of Economics, who

collected and organized much of the data and information requested. We express sincere gratitude

to all volunteers who dedicated over 300 hours of their time to collaborate and compile the

tourism inventory data used in this report. These volunteers included:

Tom Baron

Aaron Schuette

John Casper

Wendy K. Hielsberg

Brad Toll

Julie Gerczak

Sally Graham

Jim O'Rourke

Robert Moses

Patty Wacker

Dennis Kirschbaum

Patrick Reinsma

Melody Buller

Jim Schlies

Robert O’Donnell

Gil Meiesgeir

Jody Kapp

Craig Molitor

Lisa Pauly

David Connelly

Tywana German

Bianca Richards

Wille Pekah

Dawn Eno

Candice Mortara

Ann Clausen

Christine Williams

Russ Kashian

JD Milburn

Economic Impact Plan – Fox Wisconsin Heritage Parkway | November 2012


TABLE OF CONTENTS

I. EXECUTIVE SUMMARY 2

II. TABLE OF CONTEXT 4

III. INTRODUCTION 6

IV. PURPOSE AND OBJECTIVES OF THE STUDY 10

V. OVERVIEW OF ECONOMIC IMPACT PLANNING PROCESS 12

VI. CONDUCT PUBLIC ENGAGEMENT WORKSHOPS 17

VII. CONDUCT 15 SITE ASSESSMENTS FOR BUSINESS AND

TOURISM 19

VIII. EVALUATE CURRENT FWHP ORGANIZATION AND

MANAGEMENT 29

IX. CANOECOPIA PADDLE SPORTS SURVEY 33

X. DETERMINE DESTINATION BEST PRACTICES 33

XI. PARKWAY USER PROFILES AND ANALYSIS 35

Target Markets 36

XII. HERITAGE AND CULTURAL TOURISM 40

Tourism Product Development 41

Education and Training 42

Partnership Framework 42

XIII. ACTIVE OUTDOOR RECREATION CREATES ECONOMIC

GROWTH 44

Optimal Visitor Experience 46

XIV. FWHP ECONOMIC GROWTH: STRATEGIC Framework 47

Strategic Directions 48

Advance and Increase the Opportunities for Interpretation of the

Parkway’s Stories and Assets 49

Advance Economic and Tourism Growth Opportunities within the

Parkway 53

Advance Public Health, Environmental Stewardship of the Rivers

and Land through Research, Innovation and Education 58

Build Brand, Identity and Sense of Community 61

Leverage Location, Collaboration and Sustainability

Across the Parkway 64

XV. METHODOLOGY AND DATA SOURCES 66

Literature Review 67

Economic Impact Methodology 68

Survey Methodology 69

Outdoor Recreation and Silent Sports Survey Results 70

XVI. ECONOMIC IMPACT - KEY RESULTS 72

Trip-Related Spending by Parkway Visitors 73

Visitor Spending 75

Total Economic Impact Annually 77

Visitor Spending Patterns 77

XVII. PROJECTED 4 YEAR ECONOMIC IMPACT OF FWHP

TOURISM 85

XVIII.KEY FINDINGS 87

XIX: RECOMMENDATIONS 87

XX. PERFORMANCE METRICS 93

XXI. NEXT STEPS AND PLAN IMPLEMENTATION 97

XXII. BUSINESS PLAN 98

Marketing Plan 117

REFERENCES 132

APPENDICES INDEPENDENT DOCUMENT

III. INTRODUCTION

The purpose of this report is to summarize results of visitor spending and economic impact for

the Fox Wisconsin Heritage Parkway (FWHP). The boundaries of the Fox Wisconsin Heritage

Parkway (FWHP) derive from the Fox and Lower Wisconsin Rivers. These rivers span 280 miles

throughout the State of Wisconsin from Green Bay to Prairie du Chien, at the confluence of the

Wisconsin and Mississippi Rivers. The rivers are geographically divided into the Lower Fox,

Upper Fox, and Lower Wisconsin.

The Fox and Wisconsin rivers are currently listed within the National Rivers Inventory. The

National Rivers Inventory (NRI), compiled by the National Center for Recreation and

Conservation, is a listing of more than 3,000 free-flowing river segments in the United States that

are believed to possess one or more remarkable natural or cultural values judged to be of more

than local or regional significance. Under a 1980 presidential directive, all federal agencies must

seek to avoid or mitigate actions that would adversely affect one or more NRI segments.

Fifteen counties comprise the Parkway area, running from Brown County in the mid-section of

the State, southwest to Crawford and Grant counties. The total area consists of 1,444 square

miles, with 1,115 square miles of land cover. (See Figure 1, FWHP Map, page 8 of this report.)

Fox Wisconsin Heritage Parkway History and National Contributions

It was on these rivers that Father Jacques Marquette and explorer Louis Joliet set out in May of

1673 to seek a route to the Orient. As they entered the Fox River from Lake Michigan, they

encountered a landscape sculpted by ice and inhabited by native cultures dating back tens of

thousands of years. The explorers were the first Europeans to traverse the entire length of the

corridor and to discover the ever‐ important Mississippi River in the heart of the North American

continent. Along the way, they established friendly relations with native tribes, brought

Christianity deep into the New World, and mapped their findings for France. It would have been

impossible for them to know what would be unleashed by their travels. As the chronicles of

American history unfolded, their journey, along with those of other French explorers, resulted in

the opening of North American west, the proliferation of the fur trade, and the eventual European

settlement of the corridor.

Upon mass European settlement, throughout the 19th and 20th centuries, the corridor took on a

different identity. For thousands of years, the waterway had been a sacred place and a route of

survival for native peoples. The desire for wealth, progress, and an overwhelming optimism now

transformed this route into a water highway through the Midwest. Loggers felled trees, farmers

tilled the soil, and industries set up their operations on the banks of the rivers, requiring improved

transportation routes and power sources. Man transformed the water route through the Fox-

Wisconsin Improvement Project and established the world’s first hydroelectric dam in the 19th

century. All the while, more people came to this area, establishing communities, commerce, and

culture.

Interpretive Themes

Several interpretive opportunities are present through the natural and heritage resources found

within the boundaries of the Fox-Wisconsin Heritage Parkway. Three over-arching themes and

ten thematic itinerary opportunities were identified by Interpretive Solutions, the consulting firm

hired to conduct the Interpretive Master Plan with direction from the Heritage Parkway

Executive Board and are supported by the public. The three themes include:

1. People of the River

2. The River as a Resource

3. The Future of the Rivers

These themes can be further developed into ten thematic itinerary opportunities that reflect

the extensive history of the area and allow visitors to learn about the history/heritage of the

Rivers. They include:

Geology

Native Americans

Fur Trade Era/Explorers

Era of Conflict 1812-1840

Transportation/Navigation

Immigration

Hydroelectricity

Industry/Commerce

Nature/Environment/Ecology

Conservation/Pollution/Cleanup

The goals of FWHP are as follows:

Enhance and promote regional heritage, while vitalizing local identities

Connect the historic, natural and recreational resources from the Great Lakes to the

Mississippi

Connect land trails that expose users to the resources and themes of the Parkway

Create a multi-use, nationally recognized water trail

Facilitate historic interpretation of the Parkway themes

Better our quality of life and pride of place

Increase tourism and economic development while preserving cultural and natural assets

Partners The Parkway is being developed by the Fox-Wisconsin Heritage Parkway in conjunction with

Friends of the Fox, Fox River System Navigational Authority, North East Wisconsin Paddlers,

East Central Wisconsin Regional Planning Commission, Friends of the Lower Wisconsin,

Wisconsin Department of Natural Resources, U.S. Fish & Wildlife Service, SEH, University of

Wisconsin-Platteville, and the City of Appleton. Foundational financial support has been

contributed by several businesses, including the Community Foundation for the Fox Valley

Region, Wisconsin Economic Development Corporation, Oshkosh Area Community Foundation,

Bergstrom, Secura Insurance Companies, Kaukauna Utilities and The Boldt Company. (For a full

list of FWHP Partners – See Appendix A.) This study was funded by the Fox Wisconsin Heritage

Parkway and the Wisconsin Economic Development Corporation (WEDC), Community

Development Block Grant for Planning in collaboration with the City of Berlin, Wisconsin. The

fifteen - county area of the State of Wisconsin is quite diverse, varying in geographic size,

regional, urban vs. rural settings and the scope of the nature of heritage facilities and programs.

Figure 1. Fox Wisconsin Heritage Parkway Areas throughout the State of Wisconsin



Table 1. Characteristics of Fifteen Counties of the Fox Wisconsin Heritage Parkway

COUNTY TOTAL

POPULATION LABOR

SIZE TOTAL

EMPLOYEES

PARKWAY’S TOTAL

POPULATION PARKWAY’S LABOR SIZE

PARKWAY’S TOTAL

EMPLOYEES

BROWN 250,334 140,056 164,907 180,608 100,015 121,073

OUTAGAMIE 104,752 57,457 69,065 106,487 60,142 54,511

CALUMET 51,049 29,206 69,065 12,009 4,827 5,105

WINNEBAGO 169,536 92,951 104,920 116,728 63,604 71,791

FOND DU LAC 102,677 58,172 62,327 49,465 27,690 31,483

WAUSHARA 24,421 12,014 7,303 2,558 1,301 677

MARQUETTE 15,640 8038 5331 NA NA NA

GREEN LAKE 19,235 10,607 9,188 9,408 5,223 5,645

COLUMBIA 57,688 31,704 25,616 14,052 7,157 10,718

SAUK 63,675 3,674 42,718 8,330 4,072 5,248

RICHLAND 18,035 9,777 10,021 437 218 25

DANE 493,382 296,466 381,292 1,653 998 1,650

IOWA 23,766 13,877 12,889 2,792 1,588 1,923

GRANT 52,225 27,778 19,286 4,093 2,280 2096.0

CRAWFORD 16,553 8,323 852 6,756 3,303 4,556 2010 U. S. Census Demographics

IV. PURPOSE AND OBJECTIVES OF THE STUDY The purpose of this study is to help the Fox Wisconsin Heritage Parkway (FWHP) and its

partner communities effectively tell the stories, better serve visitors to the Parkway and

therefore to identify opportunities for future economic and tourism initiatives in the

Parkway. Economic Development Partners, LLC and its Tourism and Economic partner

organizations have been approached to conduct the study.

The objectives of the study are:

1. To identify the demographic user profile of the visitors to the FWHP

2. To identify trip characteristics of visitors and to create itineraries to promote

‘Optimal Visitor Experiences’

3. To assess the future potential economic and tourism impact of visitors to the

FWHP

4. To assess the management plan of the FWHP

5. To define Next Steps and Plan Implementation for the FWHP.

Study Outline

The study was facilitated by Economic Development Partners, LLC in conjunction with a

Core Planning Team and oversight from the FWHP Board and Executive Director,

(Stakeholder Committee). This team was assembled at the start of the project and some



members will stay involved for future activities. The outline of the project as outlined in the

RFP included the following core areas:

Develop Economic Impact Plan and set priorities

Prepare and conduct meetings with FWHP and the Core Planning Teams

Draft Master Economic Impact Plan

Define Heritage Tourism Opportunities

Define Economic Development Opportunities in region

Collaborate with Interpretive Solutions on a comprehensive approach for protection,

enhancement and interpretation of natural, heritage, cultural, historic, scenic, and

educational attractions within the Parkway

Integrate State and local plans where appropriate

Define strategies and plan for conservation

Describe actions and government, public and private organization

Select and prioritize options and alternatives

Identify resources and sources of funding where appropriate

Define strategies

Make recommendations for implementation

Establish desired organizational structure based on successful, comparable NHAs

Define Roles and Responsibilities

Plan to create and expand partnerships

Complete a detailed Business Plan to implement prioritized strategy

recommendations

Identify funding sources/mechanisms for the Parkway

Inventory Existing Tourism and Economic Development Opportunities

Analysis/Economic Potential Impact

Identify Metrics/Benchmarks for tracking the results of the Parkway’s initiatives

Completion of the identified scope of work as outlined above

Coordination with FWHP Board and stakeholder committees

Final EIP report written and reported to the Stakeholder Committee for the project

Members of Economic Impact Master Plan Core Planning Team:

Aaron Schuette Brown Co. Planning Commission

John Casper Oshkosh Chamber

Wendy K. Hielsberg Oshkosh CVB

Julie Gerczak Green Bay CVB

Sally Graham Green Bay CVB

Jim O'Rourke Historic Allouez -- LF

Larry Ward SW RPC

Robert Moses PdC Chamber - Tourism Coordinator

Patty Wacker PdC Chamber - Tourism Coordinator

Dennis Kirschbaum Effigy Mounds and FWHP Board Member

Patrick Reinsma Dept. of Tourism

Todd Huggins Berlin Chamber of Commerce

Melody Buller Fox Cities Chamber of Commerce

Jim Schlies Fox Cities Chamber of Commerce



Gil Meiesgeir Portage Canal Society -- Main Street Director, FWHP Board

Jody Kapp TRIPP Museum - Sauk Prairie

Craig Molitor Fond du Lac CVB

Lisa Pauly Fond du Lac CVB

David Connelly Crawford County ED Corporation

Tywana German Sauk Prairie Area Chamber - Executive Director

Bianca Richards Sauk Prairie Chamber Visitor & Promotion Dir.

Wille Pekah Native American Nation

Dawn Eno Spring Green Chamber

Candice Mortara Board -- President -- All

Cynthia Jaggi Economic Development Partners, Principal

Ruth Dumesic Economic Development Partners, Principal

Ann Clausen Interpretive Solutions - Principal

V. OVERVIEW OF ECONOMIC IMPACT PLANNING

PROCESS

In February 2012, the Fox Wisconsin Heritage Parkway (FWHP) issued and RFP for services

and after a comprehensive search and screen process, engaged Economic Development

Partners (EDP) to develop an Economic Impact Master Plan (EIP). The purpose of this EIP is

to chart a course of action and provide meaningful reference materials for FWHP as it invests

effort and resources in pursuit of its mission to preserve, promote and celebrate the heritage

resources along the Fox and Wisconsin Rivers in Wisconsin. The plan must meet

informational needs of FWHP from both an organizational and an operational perspective.

Organizationally, this plan outlines a preferred process that can be utilized to help ensure that

FWHP remains true to its mission, responsive to both opportunities and threats affecting

heritage resources, and engaged with the public and the myriad of municipal and private

organizations in the region. Operationally, this plan establishes goals and objectives and

recommends specific programmatic strategies and actions reflective of those that should

position FWHP for fulfillment of its mission and become self-sufficient and sustainable.

This plan meets the stipulations of the FWHP which states that EDP will:

Describe ways to enhance and promote regional heritage, while vitalizing local

identities

Connect the historic, natural and recreational resources from the Great Lakes to the

Mississippi River

Establish tourism itineraries throughout the Parkway based on activities and

interests

Recommend strategies to increase tourism and economic development while

preserving cultural and natural assets

Present comprehensive recommendations and strategies for the management, funding

and development of the Parkway organization



Identify existing and potential sources of funding for the various initiatives and

strategies

Analyze the ways in which Federal, state, and local programs may best be coordinated

to promote the FWHP area.

This document represents the culmination of a one-year planning process that solicited,

obtained, and made extensive use of public, private, and government involvement.

Specifically, the planning process has involved the direct collaboration with many local,

regional and state organizations, including:

1. Wisconsin Department of Tourism

2. Fifteen - County Core Planning Committee members

3. Convention and Visitors Bureaus throughout the Parkway

4. Business Chambers of Commerce throughout the Parkway

5. Nine Public Awareness Meetings

6. Two One-line Surveys

7. Canoecopia Conference Survey in Madison, Wisconsin (25,000 attendees)

8. Native American Nations within the Parkway (via Willie Pekah)

9. University of Wisconsin-Whitewater, Fiscal Economic Research Center (FERC)

10. University of Wisconsin – Oshkosh, Small Business Development Center

With a completed and approved EIP, FWHP will be well - equipped to move forward on

multiple fronts and make an effective, long-lasting contribution to heritage - based economic

development, preservation of the heritage resources that make FWHP so unique, as well as

education of residents, businesses and tourists alike about the value of the many resources of

the Parkway.

Preparing for the Planning Process

This project includes 15 counties in the state of Wisconsin, as an organization, FWHP that has

been in the conceptual stage for a long time and recently has become very active and prepared

many documents that have guided their mission and vision. It was necessary to review the

existing documentation for the 15 counties within the FWHP boundaries, as well as the

tourism economic data surrounding the many attractions within the Parkway.

Economic Development Partners (EDP) began their planning process by reviewing the

following documents in February 2012:

Reviewed previous FWHP feasibility study

Reviewed FWHP Interpretive Plan draft

Reviewed Economic Development data for 15 counties

Reviewed Tourism Economic Data and attractions

Reviewed the website and other available supporting documentation



Create a Core Economic Impact Master Planning Committee

A Core Planning Committee to help EDP evaluate the current economic impact and tourism

opportunities within the Parkway and identify new assets that could be developed to enhance

economic development of the Parkway was created.

EDP spent a month talking to various individuals within the Parkway including Convention

and Visitors Bureaus, Chambers of Commerce, Regional Planning Commission, and other

business, and nonprofit and public organizations, including the Native American Nation from

within the Parkway.

EDP interviewed and selected an Economic Impact Master Plan Core Planning Team

consisting of various members of local communities from business chambers, Convention and

Visitors Bureaus, regional planning, museums and heritage attractions from throughout the

Parkway to serve in 2012 as community consultants. (See pages 10-11 for Core Team

members)

The objectives of this committee were to:

1. Identify and assemble the tourism inventories that would attract visitors to the

Parkway

2. Identify target audience segmentation

3. Identify and develop activity-based itineraries aligned with target audience

segmentation

4. Assemble important reference materials such as regional economic plans and

development efforts in order to determine possibilities for collaboration

Laying the Ground Work

Five Core Planning Team Meetings were developed and implemented throughout the

course of 2012. The following are brief recaps of the objectives of each meeting (See

Appendices B - D for full reports.)

March 15, 2012 Economic & Tourism Master Plan Core Planning Team

Meeting.

EDP introduced the FWHP organization and its EIP initiatives to the committee.

At this meeting the public sessions results were reviewed and discussed and the

results of Canoecopia 2012 Paddle Sport Questionnaire were also reviewed.

(See Appendix B for Meeting notes and Appendix L for Canoecopia survey

results)

Additionally, the committee reviewed and discussed the following tourism

segmentation and variables:

o Socio-demographic

o Behavioral



o Psychographic

o Visitor needs and wants

o Evaluation of visitor spending

o Itineraries for attracting visitors based on experiences

o The impact of a National Heritage Area designation, if obtained.

May 15, 2012 Economic & Tourism Master Plan Core Planning Team

Meeting

EDP discussed the effective approach to economic and tourism impact plan for

the FWHP area. The approach needs to be:

1. Collaboratively created

2. Dynamic

3. Able to guide management decisions related to delivery of services,

products, itineraries to attract visitors/users

4. A tool used for managing change and measuring economic impact

outcomes

5. A tool for tracking visitor expenditures

6. Able to develop an inventory of tourism attractions and economic

impact opportunities

7. Assess and target multiple audiences

(For the full meeting notes see Appendix C)

July 26, and September 18, 2012 Economic & Tourism Master Plan Core

Planning Team Meetings

The July and September Core Planning Committee Meetings (see Appendix D)

were designated as working meetings, solely to identify the various tourism

inventories along the Parkway and to develop itineraries to ‘tie them together’

to expand the time the visitor spends in the Parkway and to encourage overnight

stays. The gateways and anchors to the Parkway were also discussed and

identified. For the convenience of the Committee members, two meetings were

held; one in the Lower and Upper Fox River Region and the other in the Lower

Wisconsin River Region. Each meeting was identical with members working

through their perspectives on the Tourism inventories, Itineraries, Gateways and

Anchors.

Gateways

Gateway – Will be key locations where Kiosk information will provide

visitors quick ways of gaining access to the Parkway and will have

information (QR, maps, etc.) for the immediate areas (including visitor

itineraries, interpretive signage, etc.). The State of Wisconsin has similar

‘gateways’ to the state as their Visitor Information Centers, located at key

highways when visitors enter the State from surrounding states. Example

kiosk location: Prairie du Chien, where visitors enter the state from Iowa

and Illinois and the Riverway from the Mississippi River and Green Bay/De

Pere which also serves as a water gateway from Lake Michigan. (See



Appendix E)

Anchors

Anchors – Are locations (must be open year around) near Gateways that will

provide visitors year - around indoor facilities with restrooms, parking,

displays, interpretive signage, etc., such as Neville Museum in Green Bay.

Anchors will provide more information on local points of interest,

interpretive themes and itineraries available to the visitors. (See Appendix

F)

Committee members were given the objective to identify and discuss the

Tourism attractions and inventories for their region centered on the various

activity-based themes:

Land-based recreation (hikers, bikers, cross-country skiers, hunting,

etc.)

Water-based recreation. (Paddling, canoeing, kayaking & sailing,

fishing, boating, etc.)

Nature-based activities (walking, geology, wildlife, birding, hunting,

etc.)

Heritage, arts, culture, history, education

Culinary/Agri-tourism activities

Birding

Calendar of Community Events/Activities- Special Events

Family Fun

In additional, the economic impact on the community was discussed to

encourage committee members to concentrate on the key initiatives within

the Parkway which would:

Create more jobs

Encourage economic and tourism development opportunities

Promote health, wellness and fitness for all ages and disabilities

Promote activities for all seasons

Interim Itinerary Development

Prior to the fourth Committee Meeting, Economic Development Partners

(EDP) assembled the information from these meetings into tourism

inventory spreadsheets. These spreadsheets are compiled in Appendix G.

EDP coordinated these spreadsheets with Interpretive Solutions’ thematic

programs to make sure they were consistent with the heritage stories along

the Parkway. The purpose of this effort was to refine the tourism inventories

so that they would support and educate the visitors regarding the heritage

themes that FWHP would be focusing on and educating visitors on in the

future. Additional resource data was compiled on amenities offered, ADA

accessibility, hours of operation, etc.



October 24, 2012 Economic & Tourism Master Plan Core Planning

Team Meeting

At the October Core Planning Team meeting, the tourism inventories were

reviewed for accuracy and refined, so that maps and itineraries could be

created to facilitate the ‘Optimal Visitor Experience’ along the Parkway.

This analysis was designed to communicate and promote the information in

a useful context for the FWHP Board, staff and its existing and potential

future partners. In collaboration with the FWHP stakeholders, Interpretive

Solutions and Economic Development Partners, it was determined that a

‘web-based’ itinerary tool would be developed that would be incorporated

into the FWHP’s website. This format was presented to the Committee for

editing, modification and review and approved by them. (See Appendix H

for all itineraries). The Committee recommended that the Parkway Visitor

be given the opportunity to ‘create their own customized itinerary’ within

the website, that would link them to the various communities and heritage

attraction/activities that would be of interest to them and would encourage

longer, more extensive visits to the Parkway, thus enhancing the economic

value of their visit.

VI. CONDUCT PUBLIC ENGAGEMENT WORKSHOPS

In February 2012, seven public workshops were held in communities throughout the Parkway.

The primary goals of these workshops were:

A. To gain feedback and identify actions and input by stakeholders within the various

communities a

B. To work in collaboration with the FWHP Board and Interpretive Solutions (IS) to

introduce the organization’s initiatives at public engagement sessions throughout

the 15 counties in the Parkway.

C. To collaborate with local, regional and state tourism and planning agencies, as well

as Convention of Visitors Bureaus and Chambers of Commerce. Prior to the public

sessions, EDP contacted these agencies to advise them of these public hearings and

to offer a personal invitation to attend these sessions. As a follow up to the

workshop, EDP was able to discuss key areas important to both the Department of

Tourism and the Regional Planning Commissions within the Parkway.

EDP, IS and FWHP worked together to design one workshop invitations and format so each

would be able to gather the information they needed for their specific FWHP project. The

format selected was ‘charette.’ A Charette Procedure is a group idea generating and

prioritizing tool. Its strength is its ability to address several issues at once in a highly

interactive group setting. The charette procedure involves several small groups simultaneously

discussing parts of the "big picture," then passing their ideas on to the next group for

refinement, enlargement, and eventually, prioritization. The charette procedure is especially

useful in the Discovery phase.



The technique is effective for:

Addressing several issues simultaneously

Encouraging active participation

Sharing leadership among group members

Building on ideas generated by others

Keeping discussion active and interesting

Within the charette the large group was divided into four smaller diverse groups. Four

questions were developed in advance that would help identify the differentiating factors. Each

question had a designated facilitator who stimulated discussions and recorded comments on a

large flip chart. After 15 minutes, each group rotated to the next question until all questions

were addressed by each group. Then the boards with their collaborative responses were

placed in front of the group. Each participant was given color-coded dots to rank their top

three responses for each question. This allowed us to report back immediately to the larger

group what their ‘collaborative priorities’ were and how best to proceed.

A brief introduction of the Fox-Wisconsin Heritage Parkway organization was followed by a 2

- hour session that focused garnering knowledge in four key charette areas:

1. Identifying compelling stories within the Parkway (Interpretive Solutions)

2. Identifying land boundaries surrounding the Fox and Wisconsin Rivers (FWHP Board

President)

3. Identifying unique assets, features, activities and products to engage the Parkway

visitors, current and future (Economic Development Partners)

4. Identifying how communities within the Parkway can collaborate to become visitor -

focused and how communities supporting each other can achieve unique experiences

for visitors to the Parkway. (Economic Development Partners)

These sessions provided key information to FWHP as well as a reliable link to local

communities, and to supply locally - driven energy and direction. In that regard, IS and EDP

were tasked to formulate the foundation of the heritage development plans that outlined ways

in which the communities’ heritage resources could be preserved, interpreted, and developed in

a manner that would stimulate economic opportunity in the region.

The results of these public sessions are attached as Appendix I. The local heritage information

and perspective gained from the public sessions in this first phase furnished a substantial

amount of data and information upon which the second phase of the planning effort was built.



VII. CONDUCT 15 SITE ASSESSMENTS FOR BUSINESS AND TOURISM

EDP conducted 15 site assessments – April 30 through May 4, 2012. The goals of the site visits

were to:

1. Identify business and economic development opportunities throughout the Parkway

2. Begin developing a comprehensive inventory of assets within the FWHP to attract

visitors to come and stay in the Parkway

3. Identify and develop collaborations within the Parkway with organizations,

businesses and other resources.

Process

Interview and Site Visits

EDP viewed 15 different locations along the Parkway and interviewed the following

individuals/organizations to identify assets that will attract visitors to the Parkway and provide

these visitors with an itinerary of attractions for repeat and longer stay visits and businesses and

other resources within the Parkway to partner with FWHP. (See Appendix J)

Green Bay-April 30, 2012

Julie Gerczak, Director of Tourism and Visitors Services*

Greater Green Bay CVB

920-494-9597

[email protected]

Sally Graham*

Visitor Services Coordinator

Greater Green Bay CVB

920-405-1127

[email protected]

Aaron Schuette

Brown County Planning Commission

920-448-6480

[email protected]

*Julie and Sally gave EDP a tour of the city including and heritage attractions

De Pere/Allouez - April 30, 2012

Jim O’Rourke, Board Member*

920-660-7325

Email:[email protected]

*Jim gave EDP a tour of de Pere and Allouez including tourist and heritage attractions

Appleton – May 1, 2012 (Outagamie, Calumet, Winnebago Counties)

Melody Buller, Executive Vice President

Fox Cities Chamber of Commerce

920-734-7101

[email protected]

Larry Burkhardt

Economic Development Officer

mailto:[email protected]





EDP took their own tour of Appleton to see the tourist and heritage attractions

Fond du Lac – May 1, 2012

Craig Molitor, President

Fond du Lac Convention and Visitors Bureau

171 S. Pioneer Road, Fond du Lac, WI 54935

920-923-3010

[email protected]

Lisa Pauly*

Director of Operations and City of Fond du Lac Historic Preservation Commissioner

*Lisa Pauly took EDP on a tour of Fond du Lac’s tourist and heritage attractions

Oshkosh May 2, 2012

John Casper

Executive Director

Oshkosh Chamber of Commerce

[email protected]

920-303-2265 #18

Wendy Hielsberg

Executive Director

Oshkosh Convention and Visitors Bureau

[email protected]

920-303-9200

EDP took its own tour of Oshkosh to evaluate the tourist and heritage attractions Portage – May 3, 2012 (Portage and Marquette counties- Endeavor, Princeton, Ripon, Green Lake,

Pardeeville, Montello and Portage)

Gil Meisgeier*

Portage Canal Society

608-334-4207

*Gil provided EDP with a tour of Portage and the Marquette counties tourist and heritage

attractions.

Sauk Prairie (Sauk City/Prairie du Sac and Merrimac) – May 3, 2012

Tywana German

Executive Director

Bianca Richards

Tourism Promotions Director

Sauk Prairie Chamber of Commerce

608-643-4168

*EDP took their own tour of Sauk Prairie to evaluate the tourism and heritage attractions.








Spring Green, Muscada and Boscobel – May 4, 2012

Dawn Eno

Executive Director

Spring Green Area Chamber of Commerce

[email protected]

Sara Young

American Players Theatre

[email protected]

Marsha Nachtigal

Lower Wisconsin Riverway

[email protected]

*EDP took their own tour of Spring Green to evaluate the tourism and heritage attractions.

Prairie du Chien – May 4, 2012

Robert Moses

Executive Director

Prairie du Chien Area Chamber of Commerce & Tourism Council

Patty Wacker

Prairie du Chien Area Chamber of Commerce & Tourism Council

Dennis Kirschbaum

Volunteer and FWHP Board Member

*EDP took their own tour of Prairie du Chien to evaluate the tourism and heritage attractions.

Appendix J is a comprehensive inventory of tourism and heritage attractions, as well as businesses and

other area opportunities that was gathered in these interviews with Chambers of Commerce, Convention &

Visitors Bureau representatives, Regional Planning Agencies, museums, art gallery owners, and other

communities members met while interviewing and touring the 15 communities.

Analysis As a supplement to the interviews and tours, EDP gathered more information from each of the 15

sites including collecting and reviewing publication, brochures, and other area information

gathered from the Chamber or Convention and Visitor Bureau offices, and a comprehensive

website review of all of the community’s information posted online.

All this information was presented to EDP’s Core Planning Committee in their July meeting to

discuss:

1. Which communities can best provide FWHP with business and economic development

opportunities?

2. What are the assets within the Parkway that will attract visitors to come and stay in the Parkway?

3. What organizations, businesses or other resources would be beneficial for FWHP to development

strong partnerships?

The goal of the July meeting was to discuss the findings for the site visits, tours, literature and on-

line research to develop itineraries that would meet at least one of these three variables. At this

meeting, the answers to these questions were discussed and agreed upon:



1. Which communities can best provide FWHP with business and economic development

opportunities?

a. Every community within the Parkway offers unique opportunities with both businesses

and the individual community. Working together to strengthen the Parkway’s presence

can present economic opportunities for both the business and community development

and for FWHP.

2. What are the assets within the Parkway that will attract visitors to come and stay in the Parkway?

a. There are many assets within the Parkway that can attract visitors. Packaging these assets

to targeted audiences is the best way to attract additional visitors. The target audience

identified by EDP’s Core Planning Committee includes:

i. Land-based Users

ii. Water-based Users

iii. Nature-based Users

iv. Heritage, Arts and Culture Enthusiasts

v. Culinary Tourism

vi. Agritourism

vii. Birding

viii. Family Fun/Calendar of Community Events/Activities-Special Events

b. FWHP needs to be the conduit that connects the communities to these tourist attractions.

A web site that provides these target audiences with the information they need to visit the

Parkway would help all communities attract the specific target audiences to the attractions

within their community.

3. What organizations, businesses or other resources would be beneficial for FWHP to development

strong partnerships?

a. Community Chambers/Convention & Visitors Bureaus

b. Economic Development Agencies

c. Tourism-related businesses within communities

i. Lodging

ii. Dining

iii. Various heritage, museums, wildlife parks, etc.

iv. Water based businesses (boat rentals, paddling excursions, etc.)

v. Art galleries, music, theater, etc.

vi. Retail shops focusing on local foods, nature trails, land based sports, water based

sports, etc.

Deliverable EDP’s Core Planning Committee focusing on the Parkway, and armed with tourism and heritage attraction

information from their specific community, began working on area activity-based itineraries. The

members of the committee were divided into the three key river segments (Lower Fox, Upper Fox and

Lower Wisconsin Rivers) and represented the segment they were most familiar with to begin formulating

as a group tourist and heritage itineraries that FWHP could promote throughout the Parkway of these 15

Sites. (Appendix G represents the first phase of the itinerary development).

Challenge As progress was made in July, August and September on the itineraries, one of the challenges identified for

FWHP was how could they promote these itineraries and connect the Parkway communities together.

EDP researched how other heritage organizations, encompassing multiple counties, effectively promote



their tourism and heritage assets. It was found that many of the heritage organizations have focused on

promote their tourism and heritage assets with a dynamic website. After looking at many heritage websites,

one was found to be a model that would meet many of the criteria that FWHP would need to promote the

itineraries and connect the Parkway communities together and while still keeping true to its heritage

mission (see Appendix M for more information about this website).

The Model Website

Final Itineraries

With this direction, EDP with its Core Planning Committee, developed itineraries for each tourism segment

can be linked back to the respective community and linked to heritage attractions within these

communities. This direction will give FWHP the tool it needs to connect to each community within the

Parkway.

A brief sample of one of the itineraries – birding – is provided below (see Appendix H for all the itineraries

developed).



ITINERARIES – WHAT FWHP VISITORS CAN DO

BIRDING ALONG THE FWHP

The Fox Wisconsin Heritage Parkway is home to a vast number of bird species, both native and

migratory. Wisconsin is the third leading bird state in the United States, just behind Minnesota

and Michigan. The state has 400 species in 46 families, 36 of the 246 species are endemic to

North American and are represented in Wisconsin There are numerous sites and facilities where

you can view and learn about birds and makes FWHP especially noted

for one of the nation's most significant migratory bird routes. There

are numerous wildlife preserves, parks, reserves, sanctuaries and

arboreta that provide important bird habitat and make great bird

watching locations.

Birders of all experience levels and interests will find that there are

places throughout the FWHP that provide excellent bird watching

opportunities. Starting from Green Bay’s L.H. Barkhausen Waterfowl

Preserve in the Lower Fox River to the Heckrodt Wetland reserve

between Appleton and Menasha in the Upper Fox River and traveling

through the Lower Wisconsin River in Montello and Sauk Prairie, known for its eagles, to the

effigy Mounds National Monument in Prairie du Chien that has 2500 acres of birding habitat, are

just a few of the key areas for viewing birds along the riverways.

There are numerous parks in the FWHP, all have extensive woodland, wetlands, meadows,

marshes and other bird habitat. County and municipal parks also provide great opportunities for

birders to enjoy some of the region's outdoor assets.

There are several PA Important Bird Areas (IBAs) in the FWHP that provide excellent birding

opportunities. The most significant is the entire Lower Wisconsin River running from Sauk Prairie

through its entire length to the Mississippi River and in the Wyalusing Park. The beginning of the

Lower Fox River where it meets Green Bay waters, is another IBA in the FWHP.

http://pa.audubon.org/iba/

http://www.mbr-pwrc.usgs.gov/id/framlst/i6810id.html



Map of Fox Wisconsin Heritage Parkway IBA Birding Sites



Birding

Sites

Location

Number

on Map

FWHP Heritage Resources

1000 Island

Environ-mental

Center

Kaukauna

1

1000 Island Environmental Center

This Center provides the public a place to enjoy

its many trails, including a handicap accessible

blacktop trial and an eagle observation deck. . It

has many miles of trails

L.H. Barkhausen

Waterfowl

Preserve

Green Bay

2

L.H. Barkhausen Waterfowl Preserve

Located along the west shore of the Bay of Green

Bay, this preserve has 920 acres of forest,

meadows and wetlands and is known for its

refuge for a wide variety of waterfowl, wildlife

and plant species with over 9 groomed miles of

hiking.

De Pere Riverwalk

and Wilkdlife

Viewing Pier

De Pere

3

De Pere Riverwalk and Wildlife Viewing Pier

Easily accessible to everybody, including youth,

family, seniors, special needs, and visitors to our

area. Ecologically, this area is excellent for

fishing, sturgeon spawning, and wildlife viewing.

Bald eagles, white pelicans, black crowned night

heron, walleye, sturgeon, and salmon are some

popular visitors to this territory.

Bay Beach Wildlife

Sanctuary

Green Bay

4

Bay Beach Wildlife Sanctuary

The Sanctuary attracts hundreds of thousands of

bird watchers, families and other visitors from

across the USA and many foreign countries each

year. They come to explore and discover nature

while learning the importance of preserving

natural landscapes. First established in 1936 as a

site for waterfowl rehabilitation, the Sanctuary

has grown to offer environmental education

programs to over 10,000 students.



Cofrin Memorial

Aboretum

Green Bay

5

Cofrin Memorial Aboretum - UWGB

With more than 6 miles of trails, the Arboretum

provides food and shelter for wildlife, including

an estimated 45 mammal species, more than 200

resident and migratory bird species, as well as

significant populations of native amphibians,

reptiles, insects, and other arthropods. The

physical proximity to the Bay Beach Wildlife

Sanctuary increases the movement wildlife

between the Arboretum and the sanctuary.

Heckrodt Wetland

Reserve

Appleton /

Menasha

6

Heckrodt Wetland Reserve

Three miles of trails, including nearly 2 miles of

elevated boardwalks, provide access to the

wetland habitat to all visitors to explore and enjoy

bird watching, walking, photography, and

snowshoeing in winter. Wagons and strollers are

available for check out to increase visitor

enjoyment of the hiking trails. Wheelchairs are

available for visitors who may need assistance.

Gordon Bubolz

Nature Preservation

Appleton

7

Gordon Bubolz Nature Preservation

This nature preserve is a 775 acre wildlife

preserve and nature education facility with

various trails to observe birding and other natural

wildlife.

Eldorado Marsh

Wildlife

Fond du Lac

8

Eldorado Marsh Wildlife

Eldorado Marsh consists of over 6,000 acres of

state-owned land. A trail runs through the center

of the marsh, permitting the visitor to observe

wildlife at close range. Waterfowl, songbirds and

other wildlife are common. This marsh is heavily

used by sportsmen and is also used for hiking,

bird-watching and canoeing



Gottried Prairie &

Arboretum

Fond du Lac

9

Gottried Prairie & Arboretum – UW-FDL

40 acres includes wildlife pond, interactive trails,

walking paths, and monthly education programs.

Located at UW-FDL, the Arboretum is composed

of 37.5 acres of native prairie. Serves as an

outdoor recreation facility including about 0.8

miles of walking trails and an established

interpretive trail with 12 signs introducing visitors

to the prairie community.

Hobbs Woods

Fond du Lac

10

Hobbs Woods

Hobbs Woods is a 60-acre country park devoted

to hiking and nature study. About three miles of

nature trails, which are keyed to a self-guiding

brochure, wind through the park.

Kieckhaefer Park

Fond du Lac

11

Kieckhaefer Park

The park has 120 acres of well-groomed and hilly

trails, woodlands and a small stream. In addition,

the park is a part of the Niagara Escarpment and

has a high ledge with an overlook tower.



VIII. EVALUATE CURRENT FWHP ORGANIZATION AND

MANAGEMENT

Another major component of the planning process involved defining FWHP’s current

management approach, and constructing a recommended management alternative, by

assessing the potential impacts to the natural, cultural, recreational, and socio-economic

environment of the Lower and Upper Fox River and Lower Wisconsin River Parkway. The

recommended alternative would theoretically serve as the overarching approach to guide

FWHP’s efforts in the future.

In order to determine the recommended approach the FWHP management should take in

in the future, it is necessary to evaluate where they want to be in the next ten years. The

FWHP’s existence and its operational capacity are heavily dependent upon reliable

partnerships. The chart below illustrates the framework upon which three distinct levels of

partner relationships exist. The FWHP Board (see Appendix K) and Staff, the Wisconsin

Department of Natural Resources, Local Heritage Societies or Councils, Regional Host

Groups and a FWHP Task Force all contribute at the organizational level where policy is

formulated, strategic planning and process are undertaken, programs are developed, and

management decisions are made. These may be private non-profit organizations, private

enterprises, local governments, and even individuals. While not included in the

organizational framework, community, state and federal agencies with a stake in FWHP’s

heritage resources provide a significant amount of input at both the organizational and

operational levels. Integral to the function of these partners as a cohesive unit is the

coordinating capacity of the FWHP Executive Director, Board and Staff. See Table 1:

Organization



Table 1: Organization

FWHP Board

FWHP Executive DirectorFWHP Staff

FWHP Tourism/CVBFWHP Committees

Local Heritage CouncilsPreservation Task Force

FWHP Executive Director & StaffFWHP Heritage Tourism Officers

Local Heritage CouncilsPreservation Task ForceRegional Host Groups

Other Local Implementation Partners

Authorizing Level

Organizational Level

Operational Level

Partner Framework

Policy, strategic planning & process, program development, & decision making

Ground Level Programmatic Action

PRIVATE PARTNERS

OTHER GOVERNMENT & PRIVATE PARTNERS

OTHER GOVERNMENT & PRIVATE PARTNERS



FWHP Board of Directors

Board membership includes roughly equitable representation among interests representing

each of the 15 counties and a heritage preservation, interpretation, and development

emphasis fundamental to the FWHP’s mission. The organization should be managed by an

Executive Director hired by the Board, and core staff who are hired and managed by the

Executive Director. Currently the only employee is an administrative assistant and there is

a search for an Executive Director. It is critical for the Board to find an Executive Director

to help them administrate the initiatives that will be presented by the completion of the

Economic Development and Interpretive Master Plans.

In addition, the board has been discussing the hiring of a community outreach liaison or

program coordinator position to interface with the 15 counties included in the FWHP area.

While no plans currently exist to adding more staff, one additional person may be needed at

a future date to facilitate and capitalize on certain funding opportunities.

In the interim, these duties may be spread among existing staff, Board members and

partners. At this point, outreach with local communities in the FWHP will be performed in

concert between FWHP staff, board members and various business partners, including

Chambers and Convention and Visitors bureaus that represent the 15 counties of the State

of Wisconsin. The partnership with the Wisconsin Department of Tourism is significant,

providing in-kind contributed service that has substantial monetary value and can be

utilized to leverage federal funding and other grants when a non-federal match is required.

Fox Wisconsin

Heritage Parkway

Secretary Treasurer President

Lower Fox River

Minimum of Three

Area Regional/County Planning Commission

Area University

Friend’s Organization

Upper Fox River

Minimum of Three


Area University


Lower Wisconsin River

Minimum of Three


Area University


Members at Large

Wisconsin Tourism

Wisconsin Dept. of Natural Resources

Native American Indians

State Historical Society

Members at Large

University Student

Business Community

Property Owners

Users of Riverways

Vice President Sergeant of Arms

Advisory Board



Forming Fox Wisconsin Task Force Teams (FTF)

With the completion of the Economic Impact Master Plan and the Interpretive Master Plan,

both which will identify many opportunities to reach into the communities; it will be

difficult for the Board to manage the many initiatives that will be recommended.

In addition, FWHP needs to include more local participation from each of the counties,

especially businesses and local groups that would be willing to help FWHP and FWHP

helps their community grow. It is recommended that a Fox Wisconsin Task Force (FTF)

team be created and work independently from the Board of Directors to help accomplish or

oversee the many tasks that need to be accomplished in the both short and long-term.

FTF participation should include representation from communities, businesses and

corporations, organization and government agencies, private preservation groups, and

nonprofit groups within the Parkway. The FTF can assist FWHP with strategic planning,

local partner outreach, and other programmatic tasks that need to be accomplished in the

short or long term. The FTF is necessary to help buffer the very real threat that growth

pressures in the region pose to the viability of the region’s heritage capital even in the

absence of FWHP’s own efforts to promote tourism. The interpretation and development

stimulated by FWHP will likely compound these pressures.

FWHP future role will be to serve as a point of contact and central organization for

coordinating among the societies, host groups, the heritage tourism offices, the FTF, and

other heritage constituencies and historic societies. Organizational priorities will drive

programmatic operations for the next 10 years.

Synthesize findings to create updated foundation document

The findings in this report will be collaboratively synthesized by both EDP and Interpretive

Solutions, along with the FWHP to be used to create updated foundation documentation

going forward. Effective communications between the Parkway segment groups (Lower

and Upper Fox River and Lower Wisconsin River) and FWHP decision makers will be

essential to the implementation of the strategies and actions at the organization level to

produce meaningful proven results



IX. CANOECOPIA PADDLE SPORTS SURVEY - March 9-11, 2012

At the 2012 Canoecopia Conference held at the Alliance Center in Madison, Wisconsin

that had over 25,000 in attendance for the 2-1/2 day show, at the Fox Wisconsin

Heritage Parkway (FWHP) booth, a Paddle Sports Survey was designed, presented and

tabulated by EDP to 109 visitors to the booth. Fourteen questions were asked of

canoeing and kayaking participants to help the organization identify activities,

amenities and other pertinent questions that will help FWHP better position the

Parkway for its visitors.

The majority of paddlers – 54.8% were kayakers and canoeing ranked second place at

42.2%. Most 33% of paddle sports enthusiasts enjoyed their sport once or twice a

month; with another 29% enjoy paddling as often as possible. Of these paddlers there

were multiple preferences on the favorite places that they enjoyed - 26.3% preferred

streams/creeks; 53.9% preferred quiet rivers; 36.8% preferred paddling on lakes and

9% had specific waterways they preferred. (See Appendix L for a full report and

tabulation summary).

X. DETERMINE DESTINATION BEST PRACTICES

Six steps to developing “visitor-focused” best practices:

1. Strategic Heritage Destination Analysis

EDP’s focus in determining strategic heritage destinations is to analyze what the

surrounding community (organizations, businesses, residents, etc.) knows about

what makes a heritage destination important to the potential visitor. What does it

mean to be visitor-centric or visitor focused? What has to occur within the

community to become visitor focused? Will the targeted community support and

work together to achieve a unique experience for visitors? What benefits a heritage

destination will mean to the entire community.

2. Heritage Destination Brand Strategy

The surrounding community has to own/support the heritage destination. The

community needs to determine: What can this heritage destination offer that no one

else can? What makes the destination unique from others? What can be highlighted,

developed or created that will transform the visitor in some emotional way by the

“total visitor experience”?

3. Heritage Destination Design

Working with community partners, the Parkway Community Outreach Coordinator

will help the heritage destination refine their “products.” Questions include: What

does the visitor expect from the destination – from the brand promise? What are

their preconceived notions about the experience? What does the community have

and what do they need to do to fulfill a visitor’s expectations?



4. Delivering the Optimal Visitor Experience

Delivering the optimal visitor experience includes “the entire” process of selecting,

visiting and returning home after the visit. The community needs to examine all

facets of an optimal visitor experience by asking two key questions. How will the

community work together to deliver the optimal visitor experience – before, during

and after the visit? And, what needs to occur at every “touch point” of the visitor.

5. Marketing the Heritage Destination as Visitor-Focused

EDP believes another important step in the business plan of a visitor-focused

heritage destination is in its marketing. How will the heritage destination be

marketed, as an entire experience, individually or both? What will be the unique

brand and the unique experience or promise? What will be the message that centers

on the brand and the experienced in everything the Fox-Wisconsin Heritage

Parkway and the communities’ do?

6. Analytics and Measures

Critical to any business plan and for long term sustainability, the heritage

destination must constantly measure and adjust the unique experience. EDP

believes that if you can’t measure it, you can’t manage it. How will the experiences

be measured against objectives/goals? How is data collected and shared to achieve

mutual objectives for the heritage destination and its visitors? How will the

effectiveness of the actions be gauged?

Examples of Best Practices Used by Other Heritage Organizations

Website Development – Schuylkill River National & State Heritage Area

– Best Practice

Named one of the top National Heritage Websites, Schuylkill River National

and State Heritage Area’s heritage website was chosen for their excellence in

creative web design, functionality, and usability for the user. This site for the

Schuylkill River Heritage area invites visitors into the landscape of one of

Pennsylvania's most historic rivers. As shown on their home page at

http://www.schuylkillriver.org/, it is very user friendly for visitors looking for

‘places to see and things to do.’

Features include:

Places to Visit

Things To Do

Plan A Visit - A DestinationWizard

Events Calendar

Funding Resources

Find a Heritage Partner

Maps

http://www.schuylkillriver.org/



See Appendix M for more information about this website.

Partners/Members – San Antonio RiverWalk – Best Practice

Paseo del Rio Association operates The San Antonio River Walk

organization. They provide a number of benefits to their business and

individual members including:

Giving back to the Community – membership helps support over 20

annual events that make the River Walk succeed.

Advertising in their publications and on their website. Business

members receive complimentary listings on their website as well.

Members have networking and voting privileges. They are asked to

share thoughts on issues of concerns and their messages are carried

directly to representatives of city departments, vendors and other

operators along the River Walk. Members receive full voting

privileges for Board of Director elections as well as for other issues

the Board presents to the membership.

Commitment to a Common Future – part of a forward-thinking

organization dedicated to the preservation and promotion of their

Riverwalk

Membership Levels – Platinum $1,000, Gold $750, Silver $500, and

Bronze $300. (See Appendix N).

Organization Chart – Blue Ridge Heritage Parkway – Best Practice

In their management plan, the Blue Ridge Heritage Parkway designed

an organization chart that identifies and connects all the important

private and public/governmental partners with various Board

committees and their task force, as well as the Board members and staff.

This insures that communication is connected to all the important

players and that it flows in more than one direction. This chart can be

seen on Page 129 of this report.

XI. PARKWAY USER PROFILES AND ANALYSIS The Fox Wisconsin Heritage Parkway will undoubtedly attract an array of audiences.

Outdoor recreation enthusiasts, anglers, bird watchers, eco-tourists, heritage tourists,

culinary and agri-tourists, photographers, artists, adventure seekers, educational groups,

and international travelers, among others will be drawn to the Fox-Wisconsin Riverways.

While some avid adventurers may attempt to travel the entire length of the nearly 280-mile

waterway, others will choose to explore one of the three major segments – lower Fox River,

upper Fox River or the lower Wisconsin River, visit short water segments or explore one

community along the Parkway.

Although the Parkway consists of three major river segments, it is anticipated that visitors will

employ multiple modes of travel and access along the Parkway, such as automobile, bicycle,

kayak, canoe, power boat as well as hiking and other winter sports, such as cross-country



skiing, snow shoeing and snowmobiling. Parkway users will seek outdoor adventures,

moments of serenity, answers to their questions about the waterway’s history, opportunities

to step back in time and imagine influence it has played on Wisconsin’s heritage. Visitors will

approach the Parkway with multiple interests and expectations.

Some visitors may be familiar with the Parkway and already have the information they need

to safely pursue land and water-based experiences. Others may hire outfitters or join tours to

explore sections of the Parkway, or they may take advantage of recreational, interpretive and

educational opportunities provided by numerous communities, public agencies and private

partners throughout the Parkway.

Most visitors will fall within several broad groups, including families; area residents; Indian

tribes; regional, national and international tourists; educators and students; volunteers;

donors; and virtual visitors.

Wisconsinites are active participants in most forms of outdoor recreation. Recreation

participation rates within Wisconsin are higher than most other regions of the country. This

may be attributed to the combination of Wisconsin’s abundant recreation resources as well as

the state’s four season climate, a resource that allows for recreating in every season.

Many users will also fit into one or more of the following specific categories:

TARGET MARKETS

Tourism attractions and inventories for their region centered on the various activity-based

themes they determined were important audience segments:

A. Land-based Users (hikers, bikers, cross-country skiers, hunting, etc.)

More than 20% of the 93 million Americans who participate in hiking, backpacking,

mountain climbing, and camping are enthusiasts who participate frequently. There are

many sources of motivation for these active individuals, including social interaction, a

sense of achievement, a connection with nature, an adventurous spirit, and a focus on

exercise and health.

Hiking. There are almost 30 million hikers in America, of which 4.8 million are

frequent participants. The distribution of participants among age groups is fairly even,

with the highest percentage existing between the ages of 35 to 44 and an average age

of 38. Hikers are balanced between genders, as 55% are male and 45% are female.

Just over half of all hikers are married and 34% have a household income above

$75,000. (See Appendix R– Outdoor Recreation and Silent Sport Survey)

Walking. One of the definitions of hiking is “walking.” Many recreational

organizations have linked hiking and walking into one category because they are so

similar in trails that they use and demographics.

Biking. Recreational biking generates $1.5 billion in economic activity a year in

Wisconsin. 49 % of Wisconsin residents enjoy biking for recreation, making it among

the most popular outdoor activities in the State. Biking recreation currently supports



more than $924 million in tourism and resident spending each year, of which nearly

$533 million is direct impact occurring annually, such as travel, equipment sales and

restaurant expenditures. Increasing nonresident biking by 20 percent has the potential

to increase economic activity by more than $107 million dollars and create 1,528 full-

time equivalent jobs, mostly in retail, lodging and food service. (See Appendix R –

Outdoor Recreation and Silent Sport Survey)

Hunting. According to the National Fishing and Wildlife Foundation, on the average

a hunter spends $1,896 per year on hunting which is 5.5% of a typical wage earner’s

annual income. Wisconsin is ranked #3 in the U.S. by Annual Hunting-Related Retail

Sales spending nearly a million dollars a year on retail sales with a multiplier effect of

over $.7 billion dollars in sales

Geocaching. A relatively new sport, Geocaching and its economic impact has not be

researched. However, one town in Athens Ohio, feels, “It's been a big hit for us.

We've had a lot of people come from outside the area, and everyone that's traveled in

from out of state has stayed overnight, which has been pretty awesome. Those who

stay in town often venture off and spend money in the uptown area, providing revenue

for our businesses. We don't have any numbers yet or statistics of the economic

impact, I haven't calculated that yet but from what I can estimate, it's been at least a

$500,000 economic impact since June of 2010.” (Quote from the Mayer of Athens,

Ohio in an article about Geocaching in his community.)

B. Water-based Users. (Paddling, canoeing, kayaking & sailing, fishing etc.)

Water-based outdoor activities are among the most popular recreational activities in

Wisconsin. Abundant water resources across the state offer a wide variety of

recreation options from high speed motor boating to lazy lounging at the beach. Just

under half of Wisconsin residents participate in motor boating, visiting a beach, or

swimming in a lake or stream. The Fox Wisconsin Heritage Parkway provides

approximately 280 miles of shoreline for water-based participants, are also popular

areas for water recreation.

C. Nature-based Users (walking, geology, wildlife, hunting, etc.)

Nature-based land activities are those outdoor recreation activities that occur in

undeveloped settings. While limited developed facilities may be used in conjunction

with these activities, the typical nature-based land activity participant wants to

experience natural surroundings. Visiting wilderness areas is the most popular nature-

based land activity in Wisconsin with 38.3% of Wisconsinites participating. Hiking

and camping are also popular with approximately one third of state residents

participating in each. Other less popular nature-based land activities include rock

climbing and geocaching. These activities involve more specialized, technical

equipment and therefore appeal to a smaller demographic than other uses in this

category.



D. Heritage, Arts and Culture Enthusiasts

Today’s cultural heritage travelers are more well-traveled and more well educated

than previous generations of travelers, and they expect more from their travel

experiences—making quality and authenticity more important than ever before. These

same higher expectations and increasing competition for the visitors’ time also mean

that the visitor experience has to make the site or program come alive.

Cultural heritage tourism development is a gradual process that takes a long-term

commitment. These four steps of assessing, planning, preparing and marketing are

ones that successful programs repeat time and time again as they continue to expand

their offerings—and their audience.

E. Culinary Tourism

Culinary tourism occurs when visitors seek to experience cuisine and culture together.

Examples of culinary tourism include wine tourism in California, cheese sampling in

Wisconsin, maple syrup tasting in Vermont, and Cajun food experiences in Louisiana.

A diverse range of businesses including farms, restaurants, gourmet or specialty food

stores, cooking schools, tour operators, breweries, wineries, historical attractions and

many other related businesses across the country have capitalized on their regions’

culturally unique cuisines to attract visitors. Culinary tourism entails travel based in

part or around culinary activities such as farmers markets, culinary festivals, eating

tours, chef-led cooking classes, wine-country retreats, etc.

Culinary Tourism is growing in Wisconsin, and this growth is spurring from the

growing demand for local foods of the new tourist sector. Culinary tourism is defined

as the pursuit of unique and memorable culinary experiences of all kinds. It is much

more than dining guides and restaurants weeks. It encompasses cooking schools,

cookbooks, and kitchen gadget stores, culinary tours and tour leaders, wineries,

breweries, food growers and manufacturers, and more. Authenticity is also of critical

importance to culinary tourists. 81% of culinary tourists make from $40,000 to over

$100,000 annually, 50% have a college degree, 62.7% are female, and their ages range

from 35 to 50 years old. The 2007 Survey of US Culinary Travelers, Travel Industry Association, Gourmet and International Culinary

Tourism Association Identifies, Defines and Profiles Culinary Tourists Segments.

Culinary tourism is not agri-tourism. While the seeds of cuisine are in agriculture,

and agriculture and cuisine are inextricably linked, the two are very different.

Agritourism is a subset of rural tourism, while cuisine is a subset of cultural tourism,

as cuisine is a manifestation of culture.

F. Agritourism

Agritourism is defined as “visiting a working farm or any agricultural, horticultural or

agribusiness operation to enjoy, be educated or be involved in activities happening

there.” Agritourism has seen a rise in popularity in the United States over the past

decade from both farmers and tourists. Agritourism includes a number of activities

that take place on farms including hayrides, pumpkin patches, u‐pick operations, wine

and brewery tours, and food‐based activities (culinary tourism.)



According to Burdoc (2009), Agri-tourism has four main features:

• Combines elements of the tourism and agriculture industries

• Attracts members of the public

• Designed to increase farm revenue or profitability

• Provides recreation, entertainment, or an educational component to its visitors

When compared to Wisconsin data from the US Census, Wisconsin’s agritourists

(median age of 52 years) are older than the average Wisconsin resident (median age

38.5 years). Agritourists in Wisconsin also have higher levels of educational

attainment and higher household incomes that the average Wisconsin resident.

Median spending during respondents’ last trip involving agritourism was $137.50.

G. Birding

Viewing/photographing birds is an activity popular across all age groups and state

regions—over 40% of Wisconsinites (1,700,000 people) participate in the activity.

Unlike other forms of more active recreation, bird watching is a uniquely serene

pursuit—quiet, non-destructive, and based in a natural setting. Many birdwatchers

value this natural aspect, enjoying the opportunity to be in the fields or woods, away

from the noise and sometimes hectic pace of the city. Interestingly, most birdwatchers

don’t need to go far from home to find this peaceful atmosphere—85% bird watch

within 1 mile of where they live. Other birdwatchers value the educational aspect of

the activity, taking the time to search for new species and learn the different

behaviors, calls, and appearances of different birds. Bird watching is often done as a

family activity, making the sport a uniquely social way to spend time in nature. As the

activity has become more popular, the state has begun to develop bird watching

Parkways. These Parkways often feature driving routes with stopping points to

observe birds and other wildlife. These new Parkways are expected to further increase

the popularity of bird watching. Fifty-two percent of birders are over the age of 45

years-old and 46% are male and 54% are female.

Wisconsin is in the Top 3 states for Bird watching activities with an overall

participation rate of 26%, behind Iowa (33%) and Minnesota (33%). Out of the

1,454,000 birders in the State of Wisconsin, 79% were state residents and 21% were

from out of state. Forty-two percent of birders travel more than a mile from home to

bird watch, visiting both private and public lands. Birders spend money on a variety of

goods and services for trip-related and equipment-related purchases. Trip-related

expenditures include food, lodging, transportation, and other incidental expenses.

These direct expenditures are only part of the economic impact of birding. (Birding – A Silent Sport - Wildlife-Watching Section of the 2006 National Survey of Fishing Hunting and

Wildlife-Associated Recreation [FHWAR] amended July 2009)

H. Eco-Tourists

Ecotourism is a form of tourism involving visiting fragile, pristine, and relatively

undisturbed natural areas, intended as a low-impact and often small scale alternative to

standard commercial (mass) tourism. Its purpose may be to educate the traveler, to



provide funds for ecological conservation, to directly benefit the economic

development and political empowerment of local communities, or to foster respect for

different cultures and for human rights.

Generally, ecotourism focuses on socially responsible travel, personal growth, and

environmental sustainability. Ecotourism typically involves travel to destinations

where flora, fauna, and cultural heritage are the primary attractions. Ecotourism is

intended to offer tourists insight into the impact of human beings on the environment,

and to foster a greater appreciation of our natural habitats.

I. Virtual Users

The newest, rapidly burgeoning segment of users may not be physically present at all;

such “virtual users” may experience the Parkway solely via electronic media.

Providing engaging, information-rich online experiences is the key to reaching these

users. Fox Wisconsin Heritage Parkway’s website should feature in-depth interpretive

content to educate and excite visitors; interactive elements to help visitors explore the

Parkway and associated resources; and links to additional information and services.

Elements such as maps, downloadable podcasts, still images, video and blogs will

enrich online experiences. The ultimate objective is to inspire these users to plan an

“on-the-ground” (or water) Parkway experience at a site(s) along the Parkway.

XII. HERITAGE AND CULTURAL TOURISM

The industry today encompasses cultural and heritage specialists, who are an important

resource for the travel and tourism industry in providing these customers with accurate,

insightful interpretation of local assets. Communities throughout the U.S. have developed

successful programs linking the arts, humanities, history and tourism. Cultural and heritage

organizations—such as museums, performing arts organizations, festivals, humanities, and

historic preservation groups—have formed partnerships with tour operators, state travel

offices, convention and visitors bureaus (CVBs), hotels, and air carriers to create initiatives

that serve as models for similar efforts across the U.S.

An integral but often invisible component of the cultural and heritage sector are the artists, per-

formers, writers and other creative workers whose skills and vision bring to life our nation’s

genius and ideas. These living traditions are often supported by the cultural and heritage

tourism infrastructure of institutions, galleries, performance spaces and other community

venues that make a significant contribution to economic and community development. The

arts, humanities and heritage involve and benefit local residents in developing the narrative that

creates a sense of place, which the travel and tourism industry can promote, market and brand.

Cultural and heritage tourism also provides a means of preserving and perpetuating our

nation’s cultural heritage through education, increased revenue and audiences, and good

stewardship.



TOURISM PRODUCT DEVELOPMENT

FWHP is a unique position to build some Tourism products for the Parkway.

Uniquely American Experiences

Product development encompasses the preservation, enhancement and promotion of our

nation’s natural, historic and cultural resources. Cultural and heritage specialists can assist the

travel and tourism industry in developing new tour itineraries, regional circuits and thematic

packages of attractions and activities. However, we must first assure that the natural, historic

and cultural resources that are the basis of such products are identified, preserved and

enhanced. Sustaining and developing these historic and cultural resources, which are often

within the public domain, depends in part on the need to increase public and private sector

investment. For cultural and heritage organizations such investment depends on:

1. Adopting sound business practices

2. Increasing advocacy of the economic and social benefits of their assets

3. Diversifying both their product mix and partnerships.

Authenticity and Quality

Historic and cultural attractions express, interpret and preserve our national cultural heritage.

Their contribution to the visitor experience is twofold:

1. The interpretive programs and materials they present must be of high quality,

providing accurate information in engaging and memorable ways.

2. The artisans, performers, writers and artists that bring a place to life for visitors

should meet the highest standards of that community.

The cultural and heritage segments should fulfill their important role in the travel and tourism

industry by increasing understanding of the significance of authenticity and its effect on

visitation, marketing and branding. Travel and tourism industry professionals should recognize

visitors’ desires to experience the “real America,” which can best be done through its historic

sites and monuments, its living traditions and landscapes, museums and other cultural

organizations, and its people.

The Visitor and Resident Experience

The travel and tourism industry and cultural and heritage organizations must work together to

ensure that the visitor experiences available in the U.S. are memorable, visually attractive and

rewarding. Quality design of environmentally sensitive signage, entryways, streetscapes and

public facilities—combined with good interpretation— can illuminate the landscape for the

visitor, provide coherence to the visitor’s experience, and ensure that the tourism infrastructure

is itself a part of a high-quality tourism and resident experience. Good design can also make an

important contribution to safety and security, mitigating the physical and intangible barriers to

visitors by creating a sense of welcome for visitors.



Wayfinding and Visitor Orientation

Advances in technology have created numerous opportunities to guide and orient visitors and

residents to cultural, natural and historic sites and attractions. The growth in technology has

many benefits, but it also threatens to create a digital divide between visitors and sites trying to

meet ever-increasing technological changes. Leadership at the local, state and federal levels

that includes communities, transportation and the various sectors in the cultural and heritage

tourism industry should explore how to integrate and harness technology into a consistent

wayfinding and orientation system. Wireless wayfinding and orientation strategies must

complement maps and highway signage, which should use consistent symbols nationwide to

identify cultural, historical and natural attractions.

EDUCATION AND TRAINING

Cultural Conversations

Education and training forms a bridge between the educational missions of most nonprofits

and the commercial for-profit sectors in the cultural and heritage tourism industry. Community

residents should be among the first contingent of the cultural and heritage visitors, finding out

about themselves, their neighbors and their cultural and heritage assets. In the process of

educating residents about the value of its own place, the for-profit and nonprofit interests in the

cultural and heritage tourism industry can address opportunities to educate their leaders and

staff in crafting a cultural and heritage tourism product that integrates all the ingredients of

place—natural, cultural and historical resources, and living traditions. Educating community

residents is an effective means of using local citizens as tourism ambassadors for a region.

PARTNERSHIP FRAMEWORK

Legal, financial and policy barriers, both real and imagined, to effective cultural and heritage

tourism programs exist at all levels of government. Business and the not-for-profit sector

should work together to support the development and expansion of cultural and heritage

tourism to the maximum extent with appropriate policies, programs and funding. Programs and

policies should enhance and support partnerships as strategic, efficient and effective and

increase federal interagency partnerships, as well as cross-sector state, local, tribal and private

sector partnerships in support of cultural and heritage tourism.

Key Values

The cultural and heritage tourism industry should develop alliances and messages that

effectively convey the public benefits of its industry, including but not limited to economic

value, authentic experiences, and “sense of place.” In policy, programs and process, leaders

should advocate for and implement policies that also align with public values of diversity,

accessibility and sustainability. Public policymakers, the cultural and heritage tourism industry

and private leaders should recognize and actively address the needs of preserving, protecting

and sustaining the broad array of cultural, natural and historic resources and creative talent that

form the backbone of our national identity.



Investment

Public sector development policies and programs often do not acknowledge cultural and

heritage tourism strategies as true sustainable development in terms of job creation, tax

revenue and leveraged investment. There is therefore a broad lack of understanding of this

sector by public agencies, and insufficient community and entrepreneurial assistance available

in the form of grants and loans, tax incentives, sales and marketing support, and similar

mechanisms to help the travel and tourism economy be competitive and viable. Civic,

government and private sector leaders should build on policies at the state, local and federal

levels to foster complementary strategies, tools and resources to encourage and leverage

private investment in cultural and heritage tourism and support citizen volunteerism.

Stewards

The stewards of natural, cultural and historical assets must be assured that cultural and heritage

tourism respects the traditions, values and sensitivities associated with these assets. They must

believe that tourism and other development activities provide sustainable benefits that do not

sacrifice the integrity of a community’s assets for greater marketability. Sustainability

addresses both programmatic needs, and the viability of the resources themselves.

Strengthening local leadership and support from all the stakeholders is key to striking a balance

between an optimal visitor experience and economic opportunity and the needs of the

community to preserve and sustain its historic, cultural and natural resources.

Sustainability

The implications of tourism and other development should include impacts not just on natural

resources, but also on historic and cultural resources such as the built environment and local

ways of life that attract visitors to a destination. In planning for tourism, the stakeholders

should anticipate developmental pressures and apply limits and management techniques that

sustain natural resources, heritage sites and local culture and institutions. Sustainability should

conserve resources; respect local culture, heritage and tradition; focus on quality balanced with

economic opportunity for residents; optimize the visitor experience through a creative mix of

cultural, natural and historic resources; and measure success not in numbers alone, but also in

the integrity of the experience that contributes to economic viability of the institutions,

resources, community and its residents.

Access with Minimum Impact

The cultural and heritage tourism industry should work with local communities to find ways to

ensure visitor access to natural, historic and cultural resources in ways that will avoid

damaging or destroying those resources. New technologies (e.g., lightweight viewing platforms

in fragile landscapes, specialized vehicles, software) and creative management practices (e.g.,

conservation easements, design guidelines) should be used wherever possible to minimize

impact. Representatives of the industry should be a voice for resource protection as well as

promotion.

Cultural Stewardship

Poorly planned tourism development can endanger not only a destination’s environment, but

also the very culture of the people who live there. Local cultural organizations should:



1. Work with the travel and tourism industry to improve visitor awareness of the need

to preserve natural, historic and cultural resources by minimizing the impacts of

visitation.

2. Expand or develop training and outreach programs for all the stakeholders in

cultural and heritage tourism to address planning, marketing, product development,

technology, economic opportunity and their effects on sustainability

3. Focus on educating government agencies, civic leaders, natural resource managers

and others on the inherent potential of cultural, natural and heritage assets, and the

need for investment in these assets, to provide educational value, recreation

opportunities and a stimulus for community and economic development.

Stakeholders in Stewardship

In planning and executing development, the involvement of stakeholders—local community

leaders; resource managers; cultural and heritage institutions; artists, interpreters and

performers; tourism, business and other representatives—is key to creating and sustaining

cultural and heritage tourism projects and resources. Sustainability requires investment in fi

ne-tuned assistance like micro-lending institutions, common venues, and Internet sales and

marketing, as well as in other areas to help communities and individuals participate and stay

viable in the tourism economy. Sustainable cultural and heritage tourism should strive to give

local stakeholders more control over their product mix and their story, and instill an ethic of

inclusiveness and sense of participation in a larger global enterprise.

XIII. ACTIVE OUTDOOR RECREATION CREATES ECONOMIC GROWTH

Americans spend money, generate jobs, and support local communities when they get

outdoors. Simple, healthy outdoor activities such as hiking, biking, camping, paddling or

bird/wildlife viewing generate enormous economic power.

Wisconsin offers spectacular recreation opportunities especially along the Fox and Wisconsin

Riverways that bring in tourist dollars from out-of-state active outdoor recreation enthusiasts.

According to a report generated by the Outdoor Industry Foundation, Wisconsin’s active

outdoor recreation economy:

Contributes over $9.7 billion annually to Wisconsin’s economy

Supports 129,000 jobs across Wisconsin

Generates $570 million in annual state tax revenue

Produces $7.5 billion annually in retail sales and services across Wisconsin –

accounting for nearly 4% of gross state product



Wisconsin has a large base of active outdoor recreation enthusiasts:

Activity Category

Number of

Participants

Percent of Population

BICYCLING

• Paved-road bicycling

• Off-road bicycling

1,524,056

36%

CAMPING

• RV camping at a campsite

• Tent camping at a campsite

• Rustic lodging

1,133,121

27%

FISHING

• Recreational fly

• Recreational non-fly

909,947

20%

HUNTING

• Shotgun

• Rifle

• Bow

578,004

13%

PADDLING

• Kayaking (recreational, sea, or

whitewater)

• Rafting

• Canoeing

786,937

19%

SNOW SPORTS

• Downhill skiing

• Snowboarding

• Cross-country or Nordic skiing

• Snowshoeing

530,253

13%

TRAIL

• Trail running on an unpaved trail

• Day hiking on an unpaved trail

• Backpacking

• Rock climbing (natural rock or ice)

1,040,242

25%

WILDLIFE VIEWING

• Bird watching

• Other wildlife watching

2,159,000

48%

http://www.schuylkillriver.org/Camping.aspx

http://www.schuylkillriver.org/Paddling.aspx

http://www.schuylkillriver.org/Hiking.aspx



Table 2: 2010 – 2011 Parkway County Tourism Expenditures

Source: Wisconsin Department of Tourism, 2011 County by County Tourism Expenditures Report

OPTIMAL VISITOR EXPERIENCE

The optimal visitor experiences are those that are tailored for a specific audience. EDP and

their Core Planning Committee (representing businesses, chambers and convention and

visitors bureaus throughout the Parkway), evaluated the results of the public hearings held in

February of 2012, various on-line and convention surveys, and through discussions with the

Board of Directors to determine what would be the ‘Optimal Visitor Experience’ itineraries

that the Parkway should develop. The following itineraries were recommended:

Hiking/Trails

Camping

Biking

Birding

Culinary and Agri-Tourism

o Farmers Markets

Waterways

o Access

o Boat Rentals (kayaking/canoeing)

o Fishing

Winter sports (skiing, snow shoeing)

Other land sports

o Horseback riding

o Geo-cashing

o Lighthouse tours

o Driving

County 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011

Wisconsin $9,197.3 $9,897.7 180,608 181,369 $4,292.2 $4,418.5 $1,202.1 $1,270.9 $917.6 $951.7

Brown County $480.0 $536.9 10,949 11,339 $367.0 $383.3 $76.5 $82.2 $93.2 $97.9

Calumet County $23.2 $23.8 620 609 $11.1 $11.4 $3.2 $3.3 $1.8 $1.8

Columbia County $88.3 $106.0 1,585 1,747 $29.8 $33.0 $11.9 $13.2 $6.9 $7.7

Crawford County $33.0 $37.2 681 713 $11.7 $12.4 $4.9 $5.3 $3.2 $3.4

Dane County $817.7 $893.7 18,688 18,984 $467.1 $484.3 $114.5 $121.9 $90.6 $94.8

Fond du Lac County $84.4 $103.6 2,146 2,368 $46.5 $50.7 $12.5 $14.1 $8.0 $9.0

Grant County $39.7 $40.0 950 896 $18.8 $18.7 $5.1 $5.2 $3.1 $3.0

Green Lake County $28.9 $32.7 687 716 $12.0 $12.9 $4.6 $4.9 $2.8 $3.1

Iowa County $29.2 $29.6 432 418 $10.1 $10.2 $2.9 $3.0 $1.6 $1.6

Marquette County $16.0 $18.1 273 285 $4.1 $4.3 $2.2 $2.3 $1.2 $1.3

Outagamie County $260.1 $283.3 6,217 6,265 $137.3 $141.9 $36.5 $38.6 $24.0 $25.0

Richland County $15.2 $16.8 304 310 $5.9 $5.9 $2.0 $2.1 $1.2 $1.2

Sauk County $754.2 $809.6 10,495 10,449 $195.0 $204.1 $96.3 $101.8 $63.0 $66.7

Waushara County $61.4 $59.8 926 840 $13.8 $12.5 $7.0 $7.0 $4.1 $3.8

Winnebago County $189.6 $201.7 4,645 4,615 $102.8 $105.7 $25.5 $26.7 $16.6 $17.3

Visitor Spending Employment Labor Income State and Local Federal

Millions Millions Millions Millions

Visitor Spending and Impacts

Wisconsin and Counties

Taxes



These itineraries were then discussed, reviewed and written in a form that would be easily

transferable into various communication vehicles, such as maps, FWHP’s website, Social

media pages, and other on-line media, brochures, etc. A number of discussions focused on

how to format this massive amount of information that needed to be communicated to

Parkway visitors without overwhelming them with information. Interpretive Solutions

examined websites and telephone applications in one of their Core Planning Team meetings.

Economic Development Partners did the same with their Core Planning Team. Through a

comprehensive search of other similar organizations, a format was designed that made it

simple for visitors to quickly understand and develop their own itinerary within the Parkway

based on the ‘Optimal experiences and activities’ they enjoy – paddling, heritage attractions,

dining, etc.

Transforming the itineraries into the new, unique format that would be easily used by Parkway

visitors, Economic Development Partners had to determine what would be the best vehicle to

communicate to its visitors the many diverse assets of the 15 counties that surround the

waterways of the Fox River (Lower and Upper) and the Lower Wisconsin River. It was

determined in a joint meeting between Interpretive Solutions, FWHP Executive Director,

Candice Mortara, and Economic Development Partners, that we incorporate the ‘best practice

elements’ from several visitor websites and develop a ‘hybrid’ for FWHP visitors to develop

and customize their own itinerary for discovering elements of the Parkway based on their

interests and activities they enjoy.

The FWHP itineraries were re-formatted into a User – Friendly format that includes:

Basic Description of the Activity with associated icon within the Parkway

Basic Safety Practices of Activity

Links for more information related to the Activity

Maps of the numbered itineraries associated along the Parkway or by its three

segments along the Parkway (Lower Fox, Upper Fox and Lower Wisconsin

Rivers)

Information about the Community in which the Activity is located (This will

be the Community’s Responsibility to Provide FWHP)

Information about the Heritage/Attractions, etc. associated with the specific

Activity (i.e., name of park, information about hours, etc.)

Indications of Gateways and Anchors into the Parkway

List of ADA accessible activities and attractions, amenities, hours, etc.

making it easy for the visitor to plan their visit

Special Events all through the Parkway will be featured in a Calendar of Events. Throughout

the Parkway, there are numerous special and cultural events that take place year-round. It is

recommended that the website have a master calendar that various community partners can

place information about their special events within the Parkway community on a monthly

basis.

(All FWHP itineraries can be found in Appendix H).



XIV. FWHP ECONOMIC GROWTH: STRATEGIC FRAMEWORK

Vision Statement

The purpose of the Fox‐Wisconsin Heritage Parkway is to exemplify and promote the natural,

recreational, and historic resources within the Fox and Wisconsin River corridor and create

additional opportunities for historic interpretation, recreation, and conservation.

Strategic Framework

This plan provides a framework for identifying economic development and promoting

Parkway lands and other corridor resources for the purposes of increased tourism and

recreation, historic interpretation, economic growth and conservation opportunities and makes

recommendations for additional recreational developments based on the linear nature of the

Parkway.

Promotion and marketing of existing historic and recreation sites using a comprehensive

system‐wide approach of heritage preservation and interpretation, and developing connections

between sites will help unify the river corridor and complement the Fox‐Wisconsin Heritage

Parkway programs by creating a focal point for action and resources and a regional and

national destination.

The implementation strategies and recommendations outlined below are based on the

complete analysis of the inventories and trends researched for the study. Since the baseline

strategies offer the ability to be efficiently implemented within a short period of time, these

actions will lead to an increase in technical support capacity as well as verifiable long-term

increase in economic development and tourism impact among the identified business and

tourism sectors located within the Parkway. It is important to note that these goals will be

updated and expanded as the plan is implemented and additional knowledge is gained.

In a fast-moving, knowledge-based economy, place matters!

The Fox Wisconsin Heritage Parkway’s existing place-based assets today provide the

foundation for a powerful economy. The preceding Vision offers a picture of the Fox

Wisconsin Heritage Parkway’s future, and a target to guide the Parkway’s assets and

competitive advantages toward a prosperous tomorrow. The Strategic Framework that follows

in this section creates the roadmap to get there; a tool to guide economic development actions,

areas of focus, and specific initiatives.

The Strategic Framework is organized into a three-layer hierarchy consisting of:

“Strategic Directions” – The five Strategic Directions provide a “superstructure” to

categorize and organize economic development focus areas and goals

“Initiatives” – Each Strategic Direction includes several Initiatives which are more

specific and more tactical areas of focus

“Action Items” – Each Initiative includes a number of Action Items that should guide

the actions of day-to-day implementers within the FWHP – Board, staff and partnering

organizations



STRATEGIC DIRECTIONS:

The Initiatives and detailed recommendations that fall under the Strategic Directions may

change as new challenges arise and opportunities present themselves. However, the broader

Strategic Directions will remain to provide a clear and constant set of overarching goals and

directions to guide how to shape the FWHP’s economy over the next several years.

1. ADVANCE AND INCREASE THE OPPORTUNITIES FOR

INTERPRETATION of the Parkway’s Stories and Assets.

2. ADVANCE ECONOMIC AND TOURISM GROWTH OPPORTUNITIES within the Parkway.

3. ADVANCE PUBLIC HEALTH, ENVIRONMENTAL STEWARDSHIP of the water and land through research, innovation and

education.

4. BUILD BRAND, IDENTITY AND SENSE OF COMMUNITY.

Implement FWHP brand and create a stronger, more unified community

identity.

5. LEVERAGE LOCATION, COLLABORATATION AND

SUSTAINABILITY ACROSS THE PARKWAY. Utilize FWHP’s

strategic location across the State as an asset, and collaborate with regional

partners and neighboring communities for efficient implementation.



STRATEGY #1 ADVANCE AND INCREASE THE OPPORTUNITIES FOR

INTERPRETATION of the Parkway’s Stories and Assets.

To present the stories and themes of the rich history of the FWHP, though a balanced and

cohesive interpretation plan across the Parkway;

Improve perception and understanding of interpretative stories along the Parkway

Promote the Parkway Statewide, nationally and internationally;

Create new opportunities and develop existing events and assets as launching pads for

creating more awareness of the Parkway. (This information is the culmination of strategies

and recommendations from Interpretive Solutions)

Initiatives and Action Items

1.1: Provide formal Gateway kiosks throughout the Parkway.

Recommendations:

Year 1: Explore potential kiosks sites: permits, partnerships, etc.

Year 2-3: Install 3 kiosks

Year 3-5: Install 3 kiosks

Year 5-10: Additional kiosks

1:2: Identify Anchor Institutions throughout the Parkway

Recommendations:

Year 1: Install pilot anchor unit in Neville Museum

Year 2-3: Install anchor units in Portage Welcome Center & one other (LW)

Year 3-5: Additional anchor units

1:3 Develop and Utilize a mobile kiosk for Marketing of the FWHP

Recommendations:

Year 1: Create a mobile “kiosk” that sets up quickly and can be used as a booth

wherever a Parkway presence is needed.

Year 3-5 Explore the possibility of a more elaborate portable kiosk, possibly a small

cart that can be towed, or a van with Parkway graphics, etc.

1:4 Develop media projects that support and Increase the Opportunities for

Interpretation of the Parkway’s Stories and Assets to enhance the capacity of

communities and local businesses to preserve and to develop heritage resources and to

become stronger partners in Parkway tourism efforts

Recommendations:

Year 1: Web-based itinerary planning tool

Year 1: Social media program (contracted to others)

Year 1-2: Work with vendors to produce video series highlighting Parkway

communities

Year 2: Mobile phone application

Year 3-5: Social media program (in-house; FWHP employee



1:5 Identify and Develop Interpretive programs that support and Increase the

Opportunities for Interpretation of the Parkway’s Stories and Assets

Recommendations:

Year 1-ongoing: Provide formal support for preservation and restoration of the

Portage Canal

Year 1-ongoing: Provide formal support for the Ho Chunk Nation to acquire Badger

Army Ammunition Plant lands

Year 1: Sponsor/facilitate a meeting of all interested parties regarding John Muir

County Park: how to enhance/strengthen interpretation of Muir’s legacy.

Year 1: Rent/repurpose Neville Museum’s former temporary exhibit on the War of

1812 for use in Portage’s new Welcome Center.

Year 1-2: Water Taxi, Green Bay-DePere (proof of concept)

Year 3: If sustainable: water taxi with onboard interpreter (student interns)

Year 1-2 : Partner with Arts Wisconsin and Upper Fox communities to create mural

program interpreting the historical industries of each river town: fur & leather, stone,

steamboats, cranberries, etc.

Year 1-3: Overnight stays in lock tender houses (or other buildings); thematic

interpretation

Year 1-3: Work with the Menominee Nation to interpret their sturgeon history

Year 1-3: Partner with Winnebago County Historical and Archaeological Society to

create an interpretive plan for Butte des Mort’s Grignon Hotel (if they acquire it)

Year 1-3: Create a booklet for boaters new to the lock system to provide more

information about how to access the locks, the protocols for locking through, and

interpretive material on each lock and the whole system.

Year 3-5: Partner with Indian Agency House, Surgeons Quarters and the City of

Portage to create a “Fort Winnebago Historical Site” that links all fort-related assets

for joint interpretation. Methods to be explored: could include a website, brochure,

and even a physical trail linking the sites.

Year 3-5: Guided paddling trips on the Lower Wisconsin

Year 3-5: Camping 101, Backpacking 101, Fishing 101, etc.: weekend fee-based

programs for families to teach outdoor recreational skills (student interns/DNR

partnership and perhaps others, including Ice Age Trail)

Year 3-5: Facilitate area factory, farm, hydro and water treatment plant tours

Year 5-5: Voyageur interactive trips with costumed interpreters

Year 5-10: Partnered program (TBD) interpreting the PCB cleanup (exhibit, website,

film, etc.)

Year 5-10: Partner with IAH, City of Portage, UW-Madison and others to recreate

historical traditional prairie at Indian Agency House

Year 5-10: Explore partnership with community theater groups to present dramatic

interpretation at Grignon Mansion, Kaukauna

Year 10 and beyond: Floating visitor center

1:6: Develop, design and install interpretive signage

Recommendations:

Year 1: Enhancements to the Marquette-Joliet granite marker on the Wisconsin River

in Portage

Year 1-3 (on-going) : Develop partnered interpretive signage program, working with

partners to develop new content for existing signage infrastructure



Year 1-3: Onsite interpretation of Vulcan Power Plant replica, Appleton

Year 3-5: Install a vertical pole – a giant measuring stick – in each lock wall so that

boaters could observe the depth of the water as they are raised or lowered in the lock;

include a profile of the entire system.

Year 3-5: Install signage interpreting the Military Road at 6 locations within the

Parkway

Year 3-5: Partner with City of Portage to install new signs in the wayside across Rt.

33 from Surgeons Quarter to show historical images and location of Fort Winnebago.

Year 5-10: When all Fox River locks are restored, partner with FRNSA to interpret

the lock system and each lock.

1:7: Develop educational programs that support the Mission and Vision of the Parkway

Recommendations:

Year 1-ongoing: Support education on water quality, water safety, sharing the river,

Leave No Trace (LTN), health benefits of the Parkway, etc.

Year 1: Sponsor annual History Day contests and awards: river themes. Connect with

business partners to provide prizes for river-based projects.

Year 3-5: No curriculum-based programming until FWHP staff includes Educational

Specialist. Board will need to set direction; research needed to determine community

educational needs. Potential focus on homeschoolers and “after schoolers”

(supplemental programming for kids in regular schools) rather than school curricula.

Year 5-10: Appleton Lock #1 as field trip destination

Year 5-10: Create STEM programming (Science, Technology, Engineering & Math)

for high school students based on the PCB cleanup, the fight against aquatic invasive

species(AIS), the engineering and construction of the lock system, paper manufacture,

etc.;

Year 5-10: Explore potential for multi-day, sleep-away environmental education/river

ecology workshops for school children

1:8: Continue to conduct oral history research

Recommendations:

Year 3-5: Explore with Wisconsin Humanities Council and others the possibility of

establishing an ongoing, carefully planned program of oral history research, to include

participants in the PCB cleanup

Year 5-10: If feasible, oral history research continues

1:9: Develop special events that support the Parkway

Recommendations:

Year 1-ongoing: Annual River Summit

Year 3-5: Explore potential for an annual mini-Rendevous re-enactment event at

Charles Grignon Mansion, Kaukauna

Year 3-5: Explore the possibility of a biennial multi-day reenactment of the

Marquette & Joliet journey from Green Bay to Mississippi River with overnight

encampments, daily contests (axe throwing, etc.); citizens in costume, etc. Possible

pilot in Year 5.



1:10: Parkway recreation adapted for all abilities

Recommendations:

Year 1: Install 7 handicapped accessible kayak landings

Year 2-ongoing: Continue to encourage accessible recreation

Budget and Funding: Provided by Interpretive Solutions



STRATEGY #2 ADVANCE ECONOMIC AND TOURISM GROWTH OPPORTUNITIES

within the Parkway.

Through a comprehensive regional approach to economic and tourism development,

identify, and engage businesses to pursue job creation and economic growth in fifteen

target counties, where the Parkway will be a place with diverse, quality employment

opportunities and viable, successful businesses and tourist attractions.

Because each county has its own economic development and tourism goals and strategies that

will likely be undertaking their own outreach, there cannot be a single overarching strategy.

Instead, an over-arching strategy framework should be created that can be used by economic

developers within the Parkway to develop their own strategy, specific to their county and

businesses. Therefore, the strategies and action items identified for this goal are intended to

be that framework; in other words, the action items are written as a suggested process for the

local economic development professional. Given time and resource constraints of local

economic developers the action items are designed to be attainable and effective.

Initiatives

2.1: Work with developers to encourage adaptive reuse of historic buildings, promote

and renovate of the Lock houses within the Parkway for adaptive uses such as hostels or

education centers to create additional economic impact and revenue sources.

Action Items:

Year 1: Conduct the planning, design and development work – architectural,

engineering, etc. to renovate the Cedars Croche Lockhouse as a European Hostel for

visitors to rent to optimize their Parkway experience

Year 2: Begin and complete actual renovation of the Cedars Croche Lockhouse as a

European Hostel.

Year 3: Renovate up to four Lockhouses as Hostels for visitors to the Parkway, an

educational center or retail space that could be leased for the sale of Parkway items and

food/concessions

Year 4 – 5: Renovate up to eight Lockhouses and commercial buildings as Hostels for

visitors to the Parkway, an educational center or retail space that could be leased for

the sale of Parkway items and food/concessions

Budget: Estimated at $150 - 250/ sq. foot for construction/renovation costs per lockhouse

facility and/or commercial structure and is dependent on several variables – costs of building

supplies, builder/contractor used, in-kind donations for services and products, etc.

(Economic Impact of Lockhouse Renovation – Appendix O and Map of Lockhouses in

Appendix P).

Funding Sources: National and State Historic Preservation funding, federal funding allotted

to the State of Wisconsin to build new facilities or make major repairs to existing

infrastructure.



2:2: Develop a National Recreation Trail for the FWHP with increased network of

public access points supported by broad-based community partnerships.

Increased access to the Parkway, will lead to increased usage and awareness of the

Parkway’s recreational, natural resources, navigational aspects, and tourism opportunities.

First-hand exposure to the water is a very effective way to inspire and maintain a public

stewardship ethic. Designation of appropriate sites for launching and camping along the

Parkway shoreline can also prevent environmental damage.

Action Items:

Year 1: Submit the National Recreation Trail Application for technical assistance and

gain National Recreation Trails System designation for the Parkway through the

National Water Trails Systems (NWTS).

Years 2 – 3: Develop and expand physical trail facilities, ADA accessibility and

access points – Through the development of improved portage designs to better

withstand high water flows, day use (FRNSA), rest facilities, day stop/overnight

camping areas.

Years 4 – 5: Develop, promote and market activities of the FWHP National Recreation

Trail including:

Reviewing and selecting designs for Website development and print

materials - including maps showing access points, safety, etc.

Production of hard copy guide materials and maps

Water Trail Signage – on water side, land side, maps

Sustainable programming of the Heritage Paddles and other Special

events – including clean-up/education events

Press releases - Alert Friends of the Fox, Friends of Lower

Wisconsin Riverway, Lower Wisconsin State Riverway Board

Alert partner and non-partner communities

Budget: The FRNSA and National Park Service could estimate the costs for

construction/renovation costs for physical trail facilities, access points, and other

infrastructure developments. Preliminary construction costs would be dependent on

several variables – costs of building supplies, builder/contractor used, in-kind donations

for services and products, etc.

Website development would be estimated at $5,000 – 7,500. Marketing materials would

be estimated at $1,000 – 1,500 depending on quantities and design.

Funding Sources: US Department of Interior – National Park Service – National Park

Service Rivers, Trails and Conservation Assistance program funds for technical

assistance.

2:3: Support the reinvigoration of the riverfronts and river walk initiatives and

activities across the Parkway that can be used to ‘link’ communities and their

attractions, events, activities and natural resources. Create a Waterfront Development

organization and Model (similar to the San Antonio, TX model) – to promote

riverfront and river walk activities to allow more visitors to gain access to the

waterway and to tie its activities together. Develop a FWHP ‘sliding scale’ partnership



membership based on Platinum ($1,000), Gold (500), Silver ($250) and Bronze ($100)

memberships.

Action Items:

Year 1: Establish the Waterfront Authority and Model (similar to the San Antonio,

TX) – to develop, market and promote riverfront and river walk communities and

activities. Establish a FWHP ‘sliding scale’ partnership membership based on

Platinum ($1,000), Gold (500), Silver ($250) and Bronze ($100) memberships and

services. Use the FWHP website to promote the River Authority activities with a full

calendar of events for every season.

Years 2 – 3: Develop a FWHP ‘Passport’ Program to tie together the Riverfront

activities on the Fox River beginning in Green Bay along the City Deck, continuing to

DePere, Appleton, Oshkosh, Fond du Lac and linking them to the Wisconsin River –

highlighting Portage, Sauk City, Spring Green all the way down to Prairie du Chien.

Years 4 – 5: Develop, promote and market additional tours, activities and Riverwalk

activities.

Budget: The individual communities would be responsible for the cost estimates for their

own construction/renovation costs for their riverfront and river walk projects, planning

and other infrastructure needed. Website development would be estimated at $5,000 –

7,500. Marketing materials would be estimated at $1,000 depending on quantities and

design.

Funding Sources: Municipal and regional bonds, revolving loan funds, New Market Tax

Credit, TIF, CDBG grants, Brownfield grants, Historical Preservation funding and

Department of Tourism grants. Tax breaks, development incentives, and community

development plans focusing on reuse of historic structures can also be used to initiate interest

for their redevelopment.

2:4: Work to encourage an Entrepreneur to develop a Water Taxi business that would

provide more visitors’ access to the Parkway and the ability to experience a guided tour.

Encourage the water taxi to connect communities along the Parkway and tie together

attractions, dining, waterfront venues and concerts, to encourage the visitor to

‘optimize’ their experience on the Parkway. Launch the water taxi on the segment

from Green Bay to DePere as ‘proof of concept’ and then expand from there.

Action Items:

Year 1: Identify Water Taxi partner and support the launch of the water taxi on the

segment from Green Bay to DePere as ‘proof of concept.’ Assist the vendor in

promoting the water taxi on the FWHP website and other marketing materials.

Years 2 – 3: If sustainable, expand the water taxi segments to other areas of the

Parkway and assist in finding onboard interpreters to tell the Parkway’s stories.

Years 4 – 5: Develop, promote and market additional water taxi and guided tours, and

Riverwalk activities.

Budget: The individual vendor would be responsible for the cost estimates for launching

the water taxi venture and planning for the equipment and permits needed. Onboard



interpreters could be recruited from area technical and 4 – year colleges to educate

visitors onboard the taxis.

Funding Sources: Private funding and revolving loan funds for new business

entrepreneurs and ventures

2:5 Promote tourism and recreational use of the Parkway to increase the capacity of

partner attractions/communities through the development of the Tourism inventory

across all segments of the Parkway and tie these inventories together with Activity –

Based Itineraries and guided and unguided tours aimed at “Optimizing and

Customizing’ the Parkway Visitors’ Experience. Make sites come alive!

Action Items:

Year 1: Identify and launch a web-based itinerary planning tool that allows the visitor

to ‘customize’ their trip to the Parkway including what activities they want to engage

in, where they want to dine, lodge at and what segments and communities they would

like to see. Publish all the activity – based Itineraries EDP has developed for activities

within the Parkway. These itineraries have much value and can be offered out to the

FWHP Partners as part of their membership program. Publish all guided and unguided

tours available for land and water users as they travel through the Parkway.

Years 2 – 3: PROMOTE, PROMOTE, PROMOTE the Parkway and its Itineraries on

the FWHP website and in other marketing materials. Promote the Parkway on the

Department of Tourism’s TravelWisconsin.com web portal and consider being

listed on their Calendar of Events, Destinations and Maps & Guides pages. Promote

the Parkway with Silent Sport enthusiasts in their specific trade publications, at their

events ie; Canoecopia, and through their organizations. Consider developing

Discover Wisconsin video segments of the Parkway that could be aired on Public

television.

Years 4 – 5: Develop, promote and market additional Tourism and Recreational

activities throughout the Parkway to encourage new visitors to the region including

Heritage events, geocaching, Earthcaching (quest to find geological features along the

Parkway), Biking, Hiking and Paddling, Culinary and Agri-tourism events and

tastings, guided tours and Riverwalk activities. Increase your marketing and

advertising budget to reach visitors from surrounding states and on a regional basis.

Budget: Website development would be estimated at $5,000 – 7,500. Marketing materials

would be estimated at $1,000 depending on quantities and design. Discover Wisconsin

video travel logs – approx. $30,000 for 2 – 3 segments. Participate in the Travel

Wisconsin Co-op Advertising program which pools the resources of the Department with

individual advertiser to generate a more powerful Wisconsin travel message. It offers

opportunities in print, online at TravelWisconsin.com and in email blasts.

Funding Sources: Private organizations and foundations funding for marketing, business

planning and advertising. Joint Effort Marketing – Year 1 Destination Grant.

2:6: Identify and encourage additional canoe/kayak and silent sport outfitter

businesses to be developed along the Parkway to create additional water access

through the development of Silent sport outfitters, canoe, kayak and boat launching



facilities and additional boat mooring facilities throughout the Parkway- EX:

Rendevous Paddle Sports, Montello. (Map of Canoe Rentals along the Parkway –

Appendix Q.)

Action Items:

Year 1: Identify partners throughout the Parkway to support additional water access

through the development of Silent sport outfitters, canoe, kayak and boat launching

facilities and additional boat mooring facilities throughout the Parkway. According to

the regression analysis done by the UW – Whitewater, FERC the segment of the

Wisconsin River by Montello could be used as recommended ‘proof of concept.’

Assist the vendor in promoting the silent sport outfitter or canoe/paddle shop on the

FWHP website and other marketing materials.

Years 2 – 3: If sustainable, expand the Silent sport outfitters, canoe, kayak and boat

launching facilities and additional boat mooring facilities to other areas of the

Parkway and assist in providing Itineraries and segment maps to the Parkway’s

visitors.

Years 4 – 5: Develop, promote and market additional Parkway – related new

businesses including water –related tours, taxis, outfitter, paddle shops, dining and

lodging businesses, water taxis, guided tours, and Riverwalk activities.

Budget: The individual vendor would be responsible for the cost estimates for launching

the their new business ventures and planning for the equipment and permits needed.

Funding Sources: Private and public funding, County and regional revolving loan funds

and small business loans from the Small Business Administration (SBA) and other

community-based investors would be available for new business entrepreneurs and

ventures.



STRATEGY #3 ADVANCE PUBLIC HEALTH, ENVIRONMENTAL STEWARDSHIP of the

water and land through research, innovation and education.

Advance the public health and environmental stewardship impact through coordinated

research, innovation, smarter policies and education that will bring measurable data to

decision – making and create healthier communities along the Parkway.

Forge strong partnerships between public health educators, State and local health partners,

medical and educational institutions and the tribal councils to advance programs for healthier

communities and engaging the public in the health benefits of outdoor recreation and activity

along the Parkway.

Enhance Wisconsin’s outdoor recreation, conservation and natural resource inventory, to offer

public health benefits related to physical activity and exposure to the outdoors.

Enhance public access to the Parkway to offer the mental health benefits related to physical

activities and outdoor recreation for users of all abilities and ages.

Increased access to the Parkway, will lead to increased awareness of river water quality issues.

First-hand exposure to the river is a very effective way to inspire and maintain a public

stewardship ethic. Responses to numerous river-related environmental issues (chemical

contamination, microbial contamination, invasive species, and effects of shoreline

development pressure) are served by increased public awareness and support.

Designation of sites for launching and camping along the Parkway shoreline can also prevent

environmental damage. By specifying sites, the erosion associated with foot traffic and boat

launching is confined to smaller, manageable areas.

Strategies

3.1: Conduct a Health Impact Assessment: Bring Public Health Research to Decision –

Making. Focus on Physical & Mental Health and Wellness.

Action Items:

Year 1: Gain funding and implement a Health Impact assessment project

Years 2- 3: Utilize research gained through the HIA in Year 1 to collaborate and

integrate public health initiatives surrounding ADA accessible landings along the water

trail into various planning and decision – making activities for the Parkway.

Years 4 – 5: Utilize performance metrics and benchmarks to monitor the changes in

the public health risk factors and evaluate the efficacy of the measures that are

implemented and the HIA process as a whole.

Budget: An estimated HIA cost estimate would be between $10,000.

Funding Sources: World Health Organization, Robert Wood Johnson Foundation and the



PEW Charitable Trusts.

3:2: Focus and advocate for preserving and protecting our natural resources within the

Parkway with a focus on boating safety programs, conservation and environmental

stewardship.

Action Items:

Year 1- ongoing: Support education programs on water quality, water safety, sharing the

River, Leave No Trace (LNT), environmental stewardship, etc. The Federal Boat Safety

Act of 1971 gave the USCG new authority to deal with the large growth in recreational

boating, including new programs for boat operator requirements, and state financial

assistance. The state financial assistance program was established to promote cooperative

efforts between the USCG and states’ boating safety programs.

Year 1: Sponsor annual History Day contests and awards: river themes. Connect with

business partners to provide prizes for river-based projects.

Year 3-5: No curriculum-based programming until FWHP staff includes Educational

Specialist. Board will need to set direction; research needed to determine community

educational needs.

Year 5-10: Appleton Lock #1 as field trip destination

Year 5-10: Create STEM programming (Science, Technology, Engineering & Math) for

high school students based on the PCB cleanup, Water Quality, Environmental studies,

AIS, the engineering and construction of the lock system, paper manufacture, etc.

Year 5-10: Explore potential for multi-day, environmental education/river ecology

workshops for school children

Budget: An estimated Educational Budget should be established annually that would be

between $2,500 – 5,000.

Funding Sources: The majority of The Federal Boat Safety Act of 1971 gave the USCG

program’s financial assistance funds that are allocated to the states and eligible U.S. territories

via a formula fixed in law. However, under the provisions of the Act 46 USC Part 131, up to 5%

of the total state financial assistance available each year may be set aside for awards to eligible

national nonprofit public service organizations to support National Recreational Boating Safety

Program activities.

Private and public funding from foundations, the EPA - Environmental and conservation

Education Grants may be available to fund these programs.

3:3: Disseminate education and interpretive themes/stories through Interpretive signage at

Gateways/Anchors/access points, maps, documents, and the Parkway’s website.

Action Items:

Year 1- ongoing: Enhancements to the Marquette-Joliet granite marker on the Wisconsin

River in Portage

Year 1-3 (on-going) : Develop partnered interpretive signage program, working with

partners to develop new content for existing signage infrastructure

Year 1-3: Onsite interpretation of Vulcan Power Plant replica, Appleton



Year 3-5: Install a vertical pole – a giant measuring stick – in each lock wall so that

boaters could observe the depth of the water as they are raised or lowered in the lock;

include a profile of the entire system.

Year 3-5: Install signage interpreting the Military Road at 6 locations within the Parkway

Year 3-5: Partner with City of Portage to install new signs in the wayside across Rt. 33

from Surgeons Quarter to show historical images and location of Fort Winnebago.

Year 5-10: When all Fox River locks are restored, partner with FRNSA to interpret the

lock system and each lock.

Budget: An estimated Budget for Interpretive signage should be established by Interpretive

Solutions.

Funding Sources: Private and public funding from foundations, the EPA - Environmental and

conservation Education Grants may be available to fund these programs.



STRATEGY #4 BUILD BRAND, IDENTITY AND SENSE OF COMMUNITY. Implement

FWHP brand and create a stronger, more unified community identity. Strongly consider

changing the name of the Parkway as part of the Branding.

FWHP’s lack of a clear identity and unified sense of place is the Parkway’s primary

economic weakness. Therefore, striving for a more cohesive identity for the Parkway

should be a central priority and core focus of the Parkway’s economic development

strategy.

This starts with developing and launching an updated, vibrant Parkway “brand.” For

FWHP, establishing a consistent Parkway brand is critically important.

The brand is a visual look and language that captures and portrays the consistent image,

identity and attributes of the Parkway to its residents, visitors, and business people.

It should be distinctive, helping carve out a clear position among its communities, and

should be based in place. It should also incorporate a dash of the inspirational–where the

Parkway is going–as the uses of a brand include everything from visual cues to define the

boundaries and core functions of the Parkway, to identifying marketing materials, to

helping the communities come together with a common purpose.

The brand should become ever-present in the Parkway and should provide a consistent

visual cue that helps residents, visitors, and businesses recognize the Parkway as a true

and distinct area. The more the brand is used, the more meaning is attached to it.

This includes defining the edges of the Parkway with gateway and anchor signage,

deploying FWHP-specific Parkway elements, using a unique landscaping palette, etc.

The Parkway’s inconsistent entry signs should be replaced with new signage with the

updated Brand and logo and a contemporary design consistent with FWHP’s emerging

aesthetics – fresh, adventurous, relaxing and beautiful natural resources.

Initiatives

4.1: Update the FWHP Website

The Parkway’s website should be clear and easy to navigate for Parkway visitors and users,

prospective businesses, existing businesses and stakeholders. The design of the website

should be consistent with the newly-minted brand with an aesthetic that is clean,

streamlined, natural and relaxing, and offer a web-based itinerary planning tool. The website

should have links to resources in the partner communities, businesses, visitor amenities,

itineraries, lodging, etc.

4.2: Develop and Implement the FWHP Brand on all Communications Materials

Develop and Implement a new FWHP brand, including logo, tagline, and brand “voice” (the

tone of the messages should have a defined character expressing the Parkway’s adventure,



energy, interpretive themes and relaxing environment ) should be fully embraced by all

parties in the Parkway, and consistently and continually be used on all of the Parkway’s

internal and external communications.

4.3: Create Clear and Consistent “Visual Language” with Infrastructure, Parkway

Features, Signage

The Parkway should implement physical features including welcome signs, directional

signage, interpretive signage, etc. that share a common visual language linked to the FWHP

brand. Visitors and residents should clearly know when they’ve entered the Parkway; there

should be visual cues throughout the Parkway to remind people that they are in the region

and that being in Parkway means something.

4.4: Long-Term Commitment to Extend the Brand and Build Identity

As the Parkway continues moving forward, the communities, its residents, and its business

leaders should make a shared commitment to continuing to build a stronger sense of unity

and identity in the Parkway. Beyond implementing the Parkway’s brand with consistent

logos on signs, the residents and leaders should strive to create a stronger sense of identity

through more special events, as well as simple day-to-day actions. For FWHP, having

special events – including large ones like the Fox Wisconsin Heritage Paddles– is very

important to continuing to move the Parkway forward as a truly cohesive region. Create a

place where people want to live, work and play!

4.5: Consider Renaming the Parkway

There has been considerable discussion regarding the name of the Fox-Wisconsin Heritage

Parkway among both the IS and EDP Core Planning Committees and both teams concur that

the Parkway should strongly consider renaming the corridor to better reflect the ‘essence’ of

the area. Because it offers so many land and water-based outdoor recreational activities and a

vast array of silent sports - from hiking, biking, paddling, kayaking, canoeing, hunting,

fishing and birding opportunities, to visiting heritage sites/events and enjoying the unique

locally-grown and produced foods at Farmer’s Markets and culinary events, the current

name is too limiting and does not accurately reflect the ‘essence’ of the corridor. The

recommendation of Tourism and Economic Impact planning team is to revisit the

organization’s name, and consider renaming it as part of the Branding initiative.

Action Items:

Year 1: Develop, launch and build the FWHP Brand, Identity and Sense of

Community. Implement FWHP brand and create a stronger, more unified Parkway

identity. Consider strongly changing the name of the Parkway. Hire a Branding

company to develop the FWHP Brand and new name. Identify and launch a web-based

itinerary planning tool that allows the visitor to ‘customize’ their trip to the Parkway

including what activities they want to engage in, where they want to dine, lodge at and

what segments and communities they would like to see. Publish all the activity – based

Itineraries EDP has developed on the FWHP. These itineraries have much value and

can be offered out to the FWHP Partners as part of their membership program. Publish

all guided and unguided tours available for land and water users as they travel through

the Parkway.

Years 2 – 3: PROMOTE, PROMOTE, PROMOTE the Parkway’s Brand and its

Itineraries on the FWHP website and in other marketing materials. Promote the



Parkway on the Department of Tourism’s TravelWisconsin.com web portal and

consider being listed on their Calendar of Events, Destinations and Maps & Guides

pages. Promote the Parkway with Silent Sport enthusiasts in their specific trade

publications, at their events ie; Canoecopia, and through their organizations. Consider

developing Discover Wisconsin video segments of the Parkway that could be aired

on Public television.

Years 4 – 5: Develop, promote and market additional Tourism and Recreational

activities throughout the Parkway to encourage new visitors to the region including

Heritage events, geocaching, EarthCaching (quest to find geological features along the

Parkway), Biking, Hiking and Paddling, Culinary and Agri-tourism events and

tastings, guided tours and Riverwalk activities. Increase your marketing and

advertising budget to reach visitors from surrounding states and on a regional basis.

Budget: Brand development would be estimated at $10,000 and website development

would be estimated at $5,000 – 7,500. Marketing materials would be estimated at $1,000

depending on quantities and design. Discover Wisconsin video travel logs – approx.

$30,000 for 2 – 3 segments. Participate in the Travel Wisconsin Co-op Advertising

program which pools the resources of the Department with individual advertiser to

generate a more powerful Wisconsin travel message. It offers opportunities in print,

online at TravelWisconsin.com and in email blasts.

Funding Sources: Private organizations and foundations funding for marketing, business

planning and advertising. Joint Effort Marketing – Year 1 Destination Grant.



STRATEGY #5 LEVERAGE LOCATION, COLLABORATATION AND SUSTAINABILITY ACROSS THE PARKWAY. Utilize FWHP’s strategic

location across the State as an asset, and collaborate with regional partners and

neighboring communities for efficient implementation.

The Parkway’s location is one of its key competitive advantages. The Parkway is

located close to other key regional visitor destinations, recreational sites, State Parks,

companies, and Nature centers. The Parkway’s connecting waterways, parkways,

highways and interchanges provide convenient access to virtually anywhere in the

region. One of the Parkway’s most distinctive aspects is that you can be in the Parkway

and overlook an idyllic farm or tranquil riverway, yet be 10 minutes away from a

larger city or community.

The Parkway will engage its diverse communities and establish partnerships that

enhance collaboration, leadership and demonstrate a consensus approach to shape the

fifteen-county Parkway’s economic future. The Parkway will fully engage its heritage

area management structure, partnership relationships.

Focus on Parkway sustainability by obtaining and allocating funding and diverse

revenue streams to support and sustain the FWHP’s organization and programs.

Current funding and future revenue streams must be managed closely to contribute to

its sustainability.

Focus on identifying and gaining public and private financial support and sustainable

‘income streams’ to sustain the management, activities and vision of the Parkway long

term.

Recruit and retain private and public partners to sustain and support the Parkway

financially and otherwise.

Leverage the Parkway’s present and future leaders in proactive, long-term Parkway

community improvement and engagement efforts.

Strategies

5.1: Create an annual River Summit – Parkway to become the ‘leader’ in water quality

issues,

Clean water technology, CleanTech issues, conservation, and to establish the region as the

World Water Hub for water research, economic development, and education and the event

would become an Income Revenue stream for the FWHP. Collaborate with the Milwaukee

Water Council on this event.



Action Items:

Year 1: Develop and launch the first annual River Summit. Coordinate with and

leverage the Milwaukee Water Council’s Involvement thewatercouncil.com. Plan for

50 attendees.

Years 2 – 3: Increase the attendance and reputation of the River Summit to a

nationally – recognized Summit on FWHP opportunities. Plan for 100 – 200 attendees.

Years 3 – 5: Promote the River Summit as an International event. Plan for 250+.

Budget: The development of the River Summit would be estimated at $2,500 – 3,500 in

the first few years, depending on the advertising and Marketing budget for the event.

Funding Sources: Seek private corporate donors and sponsorship for the River Summit.

Private organizations and foundations may provide funding for marketing, business

planning and advertising for the event. Joint Effort Marketing – Special Event grant may

be available.

5:2: Continue Concerts for a Cause and collaboration with the Wisconsin Area Music

Industry (WAMI) to encourage diversity of music venues and raise funds for the Parkway.

Action Items:

Year 1: Develop and launch the second annual Concert for the River event.

Coordinate with the CommUnity Events & Concerts, community service of Willems

Marketing, Inc. Plan for 250 attendees.

Years 2 – 3: Increase the attendance and reputation of the Concert for the River by

20% each year. Plan for 300 attendees.

Years 3 – 5: Promote the Concert for the River as an annual event like the Country

Music venues in the State. Plan for 350+.

Budget: The development of the Concert for the River would be estimated at $2,500 –

3,500 in the first few years, depending on the musical artist and whether they donate their

music, advertising and Marketing budget for the event.

Funding Sources: Seek private corporate donors and sponsorship for the Concert for the

River. Private organizations and foundations may provide funding for marketing, business

planning and advertising for the event. Joint Effort Marketing – Special Event grant may

be available.

5.3: Develop a Parkway Ambassador program recruiting a representative from each of the

partner communities to promote the Parkway within their own community and in other

public venues. They would also encourage mentoring and networking opportunities between

professionals, business leaders, educators and Parkway and community leaders to support

the sustainability of the Parkway

5:4: Further develop and manage the Parkway leadership Board of top “influencers”

representing broad constituencies to represent all the various ‘users’ and constituents of the

Parkway and to take a unified leadership approach on major issues and challenges in the

Parkway.

5.5: Coordinate with Regional Partners and Leverage Regional Resources, including the



Milwaukee Water Council and the State educational institutions to further the mission of the

Parkway.

5.6: Plan and develop a ‘pipeline’ of various events, activities and financial income streams

to sustain the Parkway’s initiatives and programmatic activities. Various ideas would

include: fees for guided tours of the FWHP, on-line store on the Website to sell maps, books,

note cards,etc. of the Parkway, Silent Auction for the Parkway, additional Silent Sport and

Paddling Events - Born to Paddle, PaddleFest, Paddling, Kayaking and Canoeing 101,

Canoecopia, Paddle Sport events, etc. This pipeline of income streams should be developed

by Guident with input from IS and EDP.

XV. METHODOLOGY AND DATA SOURCES

Domestic visitor expenditure estimates are provided by Longwoods International’s Tourism

Economics representative surveys of US travelers. These are broken out by sectors (lodging,

transport at destination, food & beverage, retail, and recreation), by purpose (business and

leisure), and by length of stay (day and overnight).

Longwoods International conducted quarterly, a random cross-section of approximately

500K panel members that are invited to participate in the survey. Respondents participate in

an extensive survey about the trips they have taken in the past three months.

In 2010, this included 2,682 individuals who visited WI on an overnight trip and 1,480

individuals who visited on a day trip.

Longwoods International then adjusts these levels of spending based on a range of known

measures of tourism activity:

Overseas visitor spending (source: OTTI, TE)

Canada visitor spending (source: Statistics Canada, TE)

Tax data (sales tax, bed tax)

Spending on air travel which accrues to all airports and locally-based airlines

Gasoline purchases by visitors (source: TE calculation)

Smith Travel Research (lodging performance)

Industry data on employment, wages, GDP, and sales (source: BEA, BLS,

Census)

Methods and data sources Longwoods International (visitor surveys)

Bureau of Labor Statistics (jobs and wages by industry)

Bureau of Economic Analysis (jobs, wages and GDP by industry)



US Census (business sales by industry)

LITERATURE REVIEW – TOURISM FINDINGS

Several National Heritage Parkway Reports were reviewed including the Economic Impacts

of National Heritage Area Visitor Spending: Summary Results from Seven National Heritage

Area Visitors Surveys, Silos and Smokestacks National Heritage Area Economic Impact and

Visitor Survey, National Economic Significance of NPS Visitor Spending, Captain John

Smith Chesapeake National Historic Parkway Interpretive Plan, Cultural Heritage Tourism

2012 Fact Sheet, to determine the Economic benefits and impact of Visitor spending to

national heritage areas (NHA’s). Tourism is big business. In 2010, travel and tourism

directly contributed $759 billion to the U.S. economy. Travel and tourism is one of America’s

largest employers, directly employing more than 7.4 million people and creating a payroll

income of $188 billion, and $118 billion in tax revenues for federal, state and local

governments. (Source: U. S. Travel Association, 2011)

In addition to creating new jobs, new businesses and higher property values, well- managed

tourism improves the quality of life and builds community pride. According to a 2009

national research study on U.S. Cultural and Heritage Travel by Mandela Research, 78% of

all U.S. leisure travelers participate in cultural and/or heritage activities while traveling

translating to 118.3 million adults each year.

Cultural and heritage visitors spend, on average, $994 per trip compared to $611 for all U.S.

travelers. Perhaps the biggest benefits of cultural heritage tourism, though, are diversification

of local economies and preservation of a community’s unique character. (Source: Cultural &

Heritage Traveler Study, Mandela Research, LLC)

One of the most important challenges with cultural heritage tourism is ensuring that tourism

does not destroy the very heritage that attracts visitors in the first place. The key is

‘responsible tourism’ that leaves no trace. Furthermore, tourism is a competitive,

sophisticated, fast-changing industry that presents its own challenges. It is generally a clean

industry: no smokestacks or dangerous chemicals. But it does put demands on the

infrastructure — on roads, airport, water supplies and public services like police and fire

protection.

To make cultural heritage tourism work, the National Trust for Historic Preservation has

developed five guiding principles to create a sustainable and successful cultural heritage

tourism program. They include:

1) Collaboration

2) Find the fit between the communities and tourism

3) Make sites and programs come alive

4) Focus on quality and authenticity

5) Preserve and protect resources

The use of input-output models to determine the economic impact of sport tourism events is

limited. Furthermore, input-output models are limited in that they do not reveal the



distribution effects of tourist spending across different household segment (Holland and

Wyeth). However, input-output analysis models are widely accepted and useful measures of

tourist’s economic impact on an economy. One of the most widely used input/output

modeling systems is IMPLAN. According to the Nelson Institute for Environmental Studies,

Center for Sustainability and the Global Environment Valuing Bicycling’s Economic and

Health Impacts in Wisconsin study utilizing IMPLAN found the direct economic impact

resulting from 12,993,647 days of bicycling recreation in Wisconsin totaled $532,883,557.

Furthermore, this study found the total economic impact (direct + indirect + induced) to be

over $924 million, which translated into 13,193 full-time-equivalent jobs. This study however

combined four different bicycling activities including: roadways, Parkways, single-day bike

events/tours, and multi-day tours. Single-Day Bike Events/Tours for resident daily

expenditures averaged $76.17 and was the same for Non-Resident Daily Expenditures. This

average daily expenditure for Single-Day Bike Events/Tours translated into $3,865,913 in

direct economic impacts for Wisconsin residents, and $2,319,548 in direct impact for non-

residents (Grabow, Han, and Whited, 2010). A study prepared by Bicycle Federation of

Wisconsin estimated that the economic impact of Manufacturing, Wholesale/Distribution,

Retail/Service, and other services using the REIM Model generated $556 million and 3,420

jobs. However, tourism related to cycling was undetermined at the time of study, but is

considered a very significant portion of $11.7 million tourism industry in Wisconsin.

Daniels and Norman (2003) estimated the economic impacts of visitor expenditures at seven

regular, participant-based sport tourism events. The primary data collection of expenditure

profiles was used in conjunction with an input-output model to determine economic impact

estimates for these South Carolina events. The Cooper River Bridge Run/Walk was the most

comparable tourism event that relates to the Menomonie Road race. Daniels and Norman

utilized the IMPLAN modeling system to estimate the economic impact of the Run/Walk.

The Run/Walk was estimated to have generated participants of nearly 31,000 who spent an

average per person daily of $82.22. This translated into a direct impact of $3,535,632 and a

total impact of over $6 million for the local economy. This event’s popularity can be

attributed to the fact that there was a comparatively low competitive orientation which helped

create such a significant impact to the economy.

There were an estimated 434,000 spectators over the seven stages of the Tour of Missouri in

2008. Nearly 75 percent of all spectators came from less than 50 miles to view the venue.

The total amount of spent by spectators of the event was $29.8 million. Out-of-state tourists

generated the most expenditures of $15.6 million. The total for non-local Missourians was

$10.4 million and the total spent by locals was $3.8 million. Spectator demographics indicate

that the average income level of non-Missourians is $95,338 and Missourians is $81,905.

Therefore, spectators to the Tour of Missouri in general are relatively wealthy.

ECONOMIC IMPACT METHODOLOGY

To gauge the Baseline and three – year economic impact of the Fox-Wisconsin Heritage

Parkway on the State of Wisconsin, the Fiscal and Economic Research Center (FERC)

employed the 2011 IMPLAN (Impact analysis for planning) to build a proprietary economic

modeling system, called V2P. This produces an economic multiplier, which is a quantitative

measure of economic impact that recognizes that all levels of economies within the Parkway



are interconnected networks of inter-dependent activity. When one part of the economy

changes, the rest of economy will be influenced by that change. This will typically result in a

greater total impact than was caused by the original injection of capital into the economy.

IMPLAN is capable of determining the overall economic impact that initial spending has on

the local economy. The IMPLAN model uses survey data to estimate how much different

spending categories affect the local economy in terms of initial effect, direct effect, indirect

effect, and induced effect.

An example of an economic multiplier: consider that when 30 employees are hired to work

for the restaurants, hotels, gas stations and grocery stores around the Fox-Wisconsin Heritage

Parkway, employment will increase by more than 30 jobs directly tied to these industries.

This happens for two reasons. First, the operation of these businesses requires several

expenditures including utilities, insurance and maintenance costs. This spending creates

additional jobs in those industries that supply those services. These impacts are referred to as

indirect effects because they are indirectly created by the establishment of jobs in the

businesses around the parkway. Another impact occurs from the people who work at the

company spending their earned income in the local community. This spending would occur at

businesses such as hardware stores, movie theatres, and car dealerships. This creates jobs for

the businesses that provide those services. These impacts are called induced impacts. This

defines the employment multiplier as the number that is multiplied by the number of jobs

directly involved with the businesses surrounding the Fox-Wisconsin Heritage Parkway to

give the total number of jobs created (both directly and those created additionally in the

community). If the total number of jobs created was 40, then the employment multiplier

would be 1.33.

This study examined the Current Baseline and 3 – year Projections of the economic impact of

the Fox Wisconsin Heritage Parkway and its heritage and cultural attractions, recreational and

silent sports, culinary tourism on the local economies within the Parkway borders and region,

using the proprietary tourism model IMPLAN labeled as V2P. This Input/Output (I/O)

modeling system is a cost-effective way to measure total tourism impact on an area’s

economy. The results from the analysis will contribute to Heritage and Cultural Tourism,

Silent Sport Tourism and Culinary tourism by providing evidence that these attractions,

events and activities, if tied together, to create more reasons for the Visitor to stay in the

Parkway, will provide a significant contribution to local economies.

SURVEY METHODOLOGY

In addition to the Tourism Economics visitor surveys, over 1,200 random surveys were

conducted with tourists within a 150 – 200 mile radius of the Fox Wisconsin Heritage

Parkway by the Fiscal and Economic Research Center (FERC) at the University of

Wisconsin-Whitewater. In addition, the FERC has conducted numerous surveys relating to

Tourism and Natural resources in Wisconsin. This experience was employed to develop the

proprietary IMPLAN analysis for this study, referred to as V2P. Potential Silent Sport

enthusiasts were surveyed to estimate the economic impact that Silent Sports have on the

region. Visitor surveys were designed to measure trip characteristics, spending, and

demographics. Technical assistance with the data analysis and proprietary V2P IMPLAN

model was provided by University of Wisconsin – Whitewater, Fiscal and Economic

Research Center (FERC). Variables required for the economic impact analysis were measured



consistently so that spending profiles could be generated for specific visitor segments for the

FWHP.

Regional economic multipliers in the V2P model were chosen based on the population size

and economic characteristics of the fifteen county region. Regions are defined by a 10-mile

radius around the Parkway.

OUTDOOR RECREATION & SILENT SPORTS SURVEY RESULTS

In this section, we summarize the information gathered across randomized segments of the

Parkway. This report focuses on the impact of the visitor spending within the Parkway region

for the economic analysis.

Respondents were asked about the amount of money they spend or plan to spend on Silent

Sports in the region, and tracked the amount of money sport enthusiasts were spending by

category (i.e., meals and refreshments, lodging, transportation, etc.). Demographics of

respondents included their household income, their highest level of education and gender.

These surveys provided the data necessary for use by the IMPLAN V2P model to report into

the specific categories. The basic assumption of the IMPLAN V2P model is that the

fundamental information in I/O analysis involves the flow of products from producers to

consumers. The data reported in the surveys provides the information contained in an inter-

industry transaction table categorized by the individual spending category. IMPLAN

provides a baseline calculation of the economic impact of tourism spending within an

economy and we will discuss in more detail later in this report.

Of the respondents surveyed, the most popular Silent Sports along the Parkway include:

Hiking/Walking (86%), Running (64%), Paddling, Canoeing, Kayaking (60%), Biking

(43%), Geocaching (39%), Cross Country Skiing (25%), Rock Climbing (18%),

Snowboarding (7%), Snowshoeing (6%), Fishing (5%) and all other (4%). Many Silent Sport

enthusiasts participate in multi-sports, depending on the time of year and tend to participate

all year around.



Most silent sports participants enjoy these activities on a regular basis. 71.2% are involved in

Silent Sports on a weekly or daily basis and are highly motivated and committed.

Participants all have different reasons for participating in Silent Sports. Some of the most

common motivations are enjoyment of nature (23%), health and fitness (22%) and family

outings (6%). (For the full results of the Silent Sports Survey – See Appendix R).

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What are your Silent Sport preferences?

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How often do you participate in Silent Sports?



XVI. ECONOMIC IMPACT – KEY RESULTS

Parkway Tourism Local Economic Impact Baseline

Parkway use and the activities of users have a wide variety of local impacts that include social,

environmental, and economic effects. Our specific interest focuses attention on the economic

impacts associated with use of the Fox Wisconsin Heritage Parkway. Economic impacts can

be broadly defined to include both market-based and non-market based effects. The latter

includes such elements as the Parkways’ impact on local quality-of-life, environmental quality,

and the values we place on our ability to pass on productive resources to the next generation.

While important, these are beyond the scope of this study. Our specific interest in local

economic impacts focuses on the market-based economic effects associated with day trip and

overnight trip related expenditures of Parkway users. This market-based economic impact is

important because a portion of these dollars exist as new economic stimulus; money flowing

into the region from the outside that would not happen were it not for the Parkway itself.

We begin this section with a brief baseline overview of the regional economy currently within

the FWHP. Following this, we describe the extent to which Parkway users spend money and

focus on the estimation of new money flowing into the region as a result of local and non-

local Parkway user expenditures. Once expanded to an annual basis, these inflowing funds are

then applied as a stimulus, to the regional economy to assess how the regional economy reacts

to this influx of new dollars. This regional economic change is thus used as a basis upon

which to discuss and describe the local economic impact associated with the Fox Wisconsin

Heritage Parkway.

The regional economy of the fifteen counties that encompass the Fox Wisconsin Heritage

Parkway are hugely diverse, from the rural communities, rolling hills, farms, and bucolic

landscapes of southwestern and central Wisconsin to the more urban communities along the

Fox River, with larger demographic populations and households, greater regional

employment, generating higher personal income within the Fox River Communities. The

following Table outlines the diversity of the Counties within the Parkway.

Table 3. Characteristics of Fifteen Counties of the Fox Wisconsin Heritage Parkway

COUNTY TOTAL

POPULATION LABOR

SIZE TOTAL

EMPLOYEES

PARKWAY’S TOTAL

POPULATION PARKWAY’S LABOR SIZE

PARKWAY’S TOTAL

EMPLOYEES

BROWN 250,334 140,056 164,907 180,608 100,015 121,073

OUTAGAMIE 104,752 57,457 69,065 106,487 60,142 54,511

CALUMET 51,049 29,206 69,065 12,009 4,827 5,105

WINNEBAGO 169,536 92,951 104,920 116,728 63,604 71,791

FOND DU LAC 102,677 58,172 62,327 49,465 27,690 31,483

WAUSHARA 24,421 12,014 7,303 2,558 1,301 677

MARQUETTE 15,640 8038 5331 NA NA NA

GREEN LAKE 19,235 10,607 9,188 9,408 5,223 5,645

COLUMBIA 57,688 31,704 25,616 14,052 7,157 10,718



SAUK 63,675 3,674 42,718 8,330 4,072 5,248

RICHLAND 18,035 9,777 10,021 437 218 25

DANE 493,382 296,466 381,292 1,653 998 1,650

IOWA 23,766 13,877 12,889 2,792 1,588 1,923

GRANT 52,225 27,778 19,286 4,093 2,280 2096.0

CRAWFORD 16,553 8,323 852 6,756 3,303 4,556 Source: WEDC and 2010 U.S. Census Data

In an effort to analyze and evaluate the economic impact and trip-related visitor spending

patterns of the FWHP, data was collected, isolated and analyzed from over 1,200 outdoor

recreation and paddling enthusiasts surveyed that was used to estimate the current and existing

patterns of visitor spending and total economic impact of outdoor recreation - land and water

enthusiasts and heritage tourism on the State of Wisconsin and local economies within the

FWHP. Surveys conducted and referenced in the study included the Canoecopia Paddling

event in Madison, Wisconsin, University of Whitewater - Financial and Economic Research

Center (FERC), Longwood’s International Tourism Economics and the 2011 Wisconsin

Statewide Comprehensive Outdoor Recreation Plan (SCORP). Outdoor recreation enthusiasts,

heritage and cultural visitor spending profiles used in the proprietary V2P model were

developed for two visitor segments: local residents traveling throughout the Parkway and

those from outside the local area, either traveling on day trips and/or overnight trips involving

stays in local hotels or lodging. (See Appendices U and V for Data and Methodology used)

TRIP-RELATED SPENDING BY PARKWAY VISITORS

Our visitor surveys elicited responses for their actual out-of-pocket expenses on an individual

trip basis. At best, the expenditure information presented here represents our most diligent

attempt to capture the reality of spending taking place as a result of trips to the specific

methods used to estimate local economic impacts in this region. Information about regional

impact modeling used in the V2P IMPLAN is explained in this report.

A summary of spending patterns of the more than 500 people surveyed is outlined in Table 4.

Note from this table that we take care to separate spending patterns of local and non-local

Parkway users. This is important for the simple fact that these two groups have statistically

significant differences in patterns of local expenditures. It is also important to separate these

user groups for estimation of local economic impact given the interest in estimating the

stimulating effect of new money flowing into the region that would not flow in were it not for

the Parkway itself. From the Table, note the relatively larger amounts of average individual

Parkway user trip spending taking place for food and drink, gas, and lodging. Also, note that

average individual non-local Parkway users spent more than twice as much as did local users.

Visitors were asked to report their spending in the local region within six spending categories.

Spending was measured on a party trip basis. By dividing by the length of stay in the area,

spending was converted to a per day basis. Local day visitors average $68.87 per day while

non-local day visitors spent $228.80 per day. Locals spent relatively less on restaurants and

local transportation compared to non-locals (Table 4).

Non-local, overnight visitors staying in hotels spent $77.54 per day for lodging, $65.35 for



gas/travel and $55.56 for meals. While local visitors spent $26.67 for gas/travel and $27.96

for meals per day. Overnight visitors spent relatively more on food (24%) and shopping and

entertainment (13%) (Table 4).

Table 4. Average per Day Spending – Local vs. Non-local Visitors

Average Per Day Spending ($) Local Visitor Non-local Visitor

Lodging $7.24 $77.54

Food & Drinks $27.96 $55.56

Gas $26.67 $65.35

Entertainment $1.45 $3.83

Shopping $3.97 $18.06

Other $1.58 $8.46

Total $68.87 $228.80

Spending averages vary somewhat across the Parkway areas based on local prices and

17%

30%

19%

15%

8% 6% 5%

Local Visitor Spending by Major Sector

Hotels and motels,including casino hotels

Food and beverage

Gasoline stations

34%

24%

28%

2% 8% 4%

Estimated Non-Local Visitor Spending

Food & Drink Gas/Travel Lodging Shopping

Other Entertainment Gaming



spending opportunities. Prices and room rates are generally higher in urban areas and

region.

FWHP VISITOR SPENDING

The contribution of FWHP visitor spending to the State of Wisconsin’s and the local

community economies within the Parkway, can be estimated by applying the FWHP spending

totals as multipliers to the State and local economies. This circulates spending that occurs

within the gateway/anchor access points and communities, located along the Parkway, and

captures impacts on sectors that provide services and manufacture goods purchased by

Parkway visitors and additional secondary effects. The estimates also include spending by local community park visitors at home for durable

goods such as camping, hunting and fishing equipment, recreation vehicles, boats, and

other goods used on trips to the Parkway. The estimates exclude airfares, but do include

automobile fuel and other en route spending that occurs more than 50 - 100 miles from

the Parkway.

The Baseline Economic Impact for Businesses Surrounding the FWHP

There were two major forms of economic impact on the FWHP because of Heritage, cultural

and Silent Sport enthusiasts. The first is the direct impact caused by expenditures from the

sports enthusiasts and their family members, such as on meals and refreshments purchased,

lodging, transportation, before, during or after their heritage or sport activities. The second

impact is the expenses paid by the heritage, cultural and silent sport enthusiasts and local

employers such as salaries to employees to support Silent Sport Tourism. In order to determine

the economic impact of Silent Sports on the community, the 2010 IMPLAN economic

modeling system was utilized. This modeling system produces an economic multiplier, which is

a quantitative measure of economic impact that takes into account the interconnectedness of all

levels of an economy. When dynamic changes take part in one segment of an economy, there

will be residual effects throughout the entire system. This change will typically result in a

greater total impact than the original injection of capital expenditures into the economy. Input-

output modeling is the most commonly used method to assess the economic impact of tourism

by many other states as well as at the national level.

To gauge the economic impact of the Fox-Wisconsin Heritage Parkway on the State of

Wisconsin, the Fiscal and Economic Research Center (FERC) built and employed a proprietary

FWHP IMPLAN (Impact analysis for planning) economic modeling system referred to as V2P.

This model produces an economic multiplier, which is a quantitative measure of economic

impact that recognizes that all levels of economies are interconnected networks of inter-

dependent activity. When one part of the economy changes, the rest of economy will be

influenced by that change. This will typically result in a greater total impact than was caused by

the original injection of capital into the economy. V2P IMPLAN is capable of determining the

overall economic impact that initial spending has on the local economy. The V2P IMPLAN

model uses survey data to estimate how much different spending categories affect the local

economy in terms of initial effect, direct effect, indirect effect, and induced effect.



Table 5. FWHP - Economic Multipliers from IMPLAN Analysis

Sales Multiplier 1.59 +$0.59 economic activity for

every sales dollar

Employment

Multiplier 1.31

+0.31 jobs for every one

added

Income Multiplier 1.58 $0.58 income for every labor

dollar

This gives a “Sales Multiplier” of 1.59, which suggests that for every dollar of sales by the

businesses surrounding the Fox-Wisconsin Heritage Parkway, an additional 59 cents of

economic activity will be generated in Wisconsin.

The “Employment Multiplier” equals 1.31, which implies that for every job created by the

businesses surrounding the Fox-Wisconsin Heritage Parkway, 0.31 additional jobs will be

created.

Finally, the “Income Multiplier” created by Parkway businesses is 1.58, implying that for

every dollar of labor income earned by employees of the businesses surrounding the Fox-

Wisconsin Heritage Parkway, an additional 58 cents of income is earned in Wisconsin.

Direct Effect

This indicator refers to the direct spending brought about by the businesses of the Fox-

Wisconsin Heritage Parkway. As a direct result of the Fox-Wisconsin Heritage Parkway,

we estimate that 574 jobs would be created, paying out over $12,658,632 dollars in wages

and benefits for a total direct effect on the economy of $38,555,944.

Impact: Direct Effects:

Jobs Created 574.8

Labor Income $12,658,632

Sales $38,555,944

Indirect Effect

The operation of Parkway businesses requires several expenditures including utilities,

insurance and maintenance costs. This spending creates additional jobs in those industries

that supply those services. These impacts are referred to as indirect effects because they are

indirectly created by the establishment of jobs at the Fox-Wisconsin Heritage Parkway.

Although the indirect spending is not as great as would be liked, this is to be expected

because a portion of the money is “leaked” out of Wisconsin.

Impact: Indirect Effects:

Jobs Created 87


Sales $12,242,180



Induced Effect

Another impact occurs from the people who work for Parkway businesses spending their

earned income in the local community. This spending creates jobs in the businesses that

provide services. These impacts are called induced impacts. The induced effect measures the

effects of the changes in household income: Individuals working for the Parkway businesses

or whom provide services to these businesses spend money at restaurants, grocery stores and

shops.

Impact: Induced Effects:

Jobs Created 92.7


Sales $10,822,378

TOTAL ECONOMIC IMPACT: 1,148,000 Visitors Annually

The combined contribution or economic impact of visitor spending from the Parkway to

the State of Wisconsin’s economy is $61,620,504. This money will lead to the creation

of a total of 754.5 jobs within the state of Wisconsin. With the exception of

manufacturing activity and a portion of activity in wholesale trade, the direct effects of

visitor spending accrue to the local communities and regions around the Fox Wisconsin

Heritage Parkway directly.

Impact: Total Effect:

Jobs Created 754.5


Sales $61,620,504

VISITOR SPENDING PATTERNS

Economic impacts were estimated using the proprietary V2P model. Data collected from over

500 silent sports and paddling enthusiasts surveyed and used to estimate the patterns of visitor

spending and total economic impact of silent sport land and water enthusiasts and heritage

tourism on the local economies along the FWHP. Surveys were conducted at the Canoecopia

Paddling event in Madison, Wisconsin, Tourism Economics, University of Whitewater - Fiscal

and Economic Research Center (FERC) and the 2011 Wisconsin Statewide Comprehensive

Outdoor Recreation Plan (SCORP). Visitors were divided between local residents and visitors

from outside the local region. The local region was defined as roughly a 30-mile radius of the

Parkway. Visitors from beyond 30 miles were generally categorized as: (1) visitors on day trips

or passing through, not staying overnight in the local area, (2) overnight visitors staying in

hotels, motels, or bed and breakfasts (B&B), and (3) overnight visitors staying with friends or

relatives in the area. Spending profiles were estimated from the proprietary V2P model. (See

Appendices U and V for Data and Methodology)



Table 6. FWHP – Out of Town Visitor Spending by Sector

Sector/Spending Category

Out of Town Visitor Spending

Hotels and motels $21,249,725

Food and beverage $2,873,363

Gasoline stations $1,479,044

Retail Stores - Miscellaneous

$1,231,718

Amusement and recreation

$669,085

Food services and drinking places

$482,117

Business Services $429,782

TOTAL SECTOR/ SPENDING CATEGORY

$28,414,834

75%

10%

5%

4% 2% 2% 2%

Out of Town Visitor Spending by Major Sector

Hotels and motels

Food and beverage

Gasoline stations


Amusement and recreation


Business Services



Table 7. FWHP – Local Visitor Spending by Sector

Sector/Spending Category

Local Visitor Spending

Hotels and motels $2,361,081

Food and beverage $4,071,478

Gasoline stations $2,518,373


$2,097,249

Amusement and recreation industries

$1,139,254


$821,005

Business Services $731,791

TOTAL SECTOR/ SPENDING CATEGORY

$13,740,230



Table 8. FWHP Tourism Sales by Industry

Direct

Effects

Indirect

Effects

Induced

Effects

Total

Sales

Hotels and motels $14,773,279 $4,690,772 $4,146,754 $23,610,806

Food and beverage

$4,859,089

$1,542,845 $1,393,938 $7,765,846

Gasoline stations $2,501,183 $794,169 $702,064 $3,997,417

Retail Stores -

General merchandise $2,082,935 $661,367 $584,665

$3,328,967

Amusement and

recreation industries $1,131,478 $359,264 $317,598 $1,808,339

Business Services $726.796 $230,770 $224,006 $161.513

Other $12,481,183 $3,962,991 $3,453,352 $19,947,553

Total $38,555,943

$12.242,179

$10,822,377

$61,620,501

All business sectors within the Parkway’s economy benefit from tourism activity directly

and/or indirectly. Sectors that serve the tourism industry, like business services, gain sales

as suppliers to this impactful industry.

17%

30%

19%

15%

8%

6% 5%

Local Visitor Spending by Major Sector

Hotels and motels, includingcasino hotels

Food and beverage

Gasoline stations


Amusement and recreationindustries



Table 9. Total Employment by Industry

Direct

Effects

Indirect

Effects

Induced

Effects Employment

Hotels and motels 271 41 44 356

Food and beverage 98 15 16 129

Gasoline stations 36 5 6 47

Retail Stores -

General

merchandise

49 8 8 65

Amusement and

recreation

industries

15 2 2 19

Business Services 10 2 2 14

Other 96 14 15 125

Total 575 87 93 755

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

Tourism Sales By Sector

Induced Effects

Indirect Effects

Direct Effects



Table 10. Tourism Income by Industry

Description Direct Effects Indirect Effects

Induced Effects

Labor Income

Hotels and motels, including casino hotels

$4,616,077 $1,453,566 $1,226,755 $7,296,397

Retail Stores - Food and beverage

$1,646,435 $518,450 $437,552 $2,602,436

Retail Stores - Gasoline stations

$748,407 $235,667 $198,894 $1,182,968

Retail Stores - General merchandise

$593,199 $186,794 $157,647 $937,639


$365,574 $115,116 $97,154 $577,844


$232,024 $73,063 $61,662 $366,749

0

50

100

150

200

250

300

350

400

Total Tourism Employment

Induced Effects

Indirect Effects

Direct Effects



Other amusement and recreation industries

$130,834 $41,198 $34,770 $206,802

Amusement parks, arcades, and gambling industries

$124,662 $39,255 $33,130 $197,047

Real estate establishments

$108,455 $34,152 $28,823 $171,429

Services to buildings and dwellings

$89,354 $28,137 $23,747 $141,238

Other $4,003,611 $1,260,706 $1,063,989 $6,328,308

Total $12,658,631 $3,986,104 $3,364,121 $20,008,857

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

Tourism Effects on Personal Income

Induced Effects

Indirect Effects

Direct Effects



Absolute impacts will be greater for the Parkway areas located in large urban regions or

with extensive tourism development. They will be lower in rural regions with fewer spending

opportunities and often lower prices. In relative terms, however, income and jobs supported

by heritage visitor spending will generally represent a much larger percentage of income

and jobs in rural regions than in urban areas, as rural regions with limited economic bases

will be more dependent on tourism-related activity. That is, 50 jobs in a large urban region are

relatively insignificant in terms of the overall economy, but they would make a significant

difference in a small rural community.

Duration of trip and overnight characteristics. For the majority of visitors to the

Parkway encountered during the year-long study, almost three-quarter (74%) indicated that

they were day-trippers (not making an overnight trip from home). Of the 26 percent of

users that spent at least one overnight, the vast majority were non-local Parkway users.

Thus, trip duration in days is assumed to equal the number of nights stayed plus one. For

locals, this average duration of trip in days was slightly more than one (1.04). But, for non-

locals, the average trip duration was 1.66 for those traveling on a weekend and 1.77 for

those traveling on a weekday. Somewhat surprising, weekday non-locals spent more nights,

on average, than those surveyed on weekends. This can be used to the Parkway’s advantage

by promoting weekday events, promotions and food and lodging specials. Only slight

variation in trip duration was evident throughout the various seasons of the year.



For overnight users, we were further interested in their lodging characteristics. Responses

to lodging type for those spending an overnight are summarized in Table 11 below.

Table 11 shows the type of lodging used by overnight trail users.

Note from this figure that camping had the largest number of responses followed by hotels

and motels.

Attrition Issues. One of the most difficult problems in estimating impacts of heritage areas is

identifying which spending and impacts can be directly attributed to heritage area programs.

The impact estimates presented above counts all spending in the local area on any trip

involving a visit to the Parkway.

Not all of the spending of heritage area visitors would necessarily be lost to the region in the

absence of these facilities or programs. For example, it is usually assumed that local residents

would spend the money on other activities in the area, if the particular attraction or recreation

opportunity were not available. Heritage attractions are not always the primary purpose of

trips to the area, particularly for overnight trips that may be made to visit friends or

relatives, for business, or to visit the community more generally. Isolating the role of

heritage areas or particular marketing activities in generating additional trips and spending

requires fairly targeted research designs.

Visitors with the highest spending also tend to be the most likely to be traveling to the

region for a variety of purposes and activities. Overnight visitors were less likely than visitors

on day trips to be coming to the area primarily to visit heritage attractions. More

conservative spending and impact estimates can be made by attributing a portion of trip

spending to heritage areas when visiting heritage attractions was not the primary trip

purpose. The choice of how much to include is inherently somewhat subjective.



XVII. PROJECTED 4 – YEAR ECONOMIC IMPACT OF FWHP

TOURISM

This study estimates that current visitors to the 15-county FWHP region generate $62 million

in direct economic impact on an annual basis (Table 12). An estimated 1,148,000 tourists

visited the Parkway in 2012. The number of visitors was calculated using the proprietary

methodology discussed previously in the IMPLAN V2P model. Based upon these findings,

the local visitors spent an average of $68.87 per day, while non-local visitors spent $228.80

per day and stayed in the Parkway an average of 1.66 for those traveling on a weekend and

1.77 for those traveling on a weekday. Applying IMPLAN regional multipliers, the

following economic impacts were projected for the next three years from 2013 – 2015, based

on the implementation of the programmatic strategies and Action plans prioritized by year in

Section XIV: Strategic Framework. Based on these assumptions stated in this report, the

projected 4 – year Economic Impact would be $62,242,871 for 2013, $65,933,939 for

2014, $72,527,333 for 2015 and $79,780,067 for 2016 respectively. These results showcase

the significance of the FWHP’s economic importance to the State of Wisconsin and the

communities within the Parkway, based on the heritage, cultural, outdoor recreation and silent

sports - related activities and culinary tourism initiatives and programs being planned for the

Parkway in the next 1 – 4 years.

Table12: PROJECTED 4 – YEAR ECONOMIC IMPACT OF FWHP

PROJECTED 3 – YEAR ECONOMIC IMPACT OF FWHP

Year Jobs

Created

Labor

Income

Economic

Impact

BASELINE - 2012 745.5 $20,008,858 $61,620,504

Year 1 - 2013 760.5 $20,411,820 $62,242,871

Year 2 - 2014 797.7 $21,409,478 $65,933,939

Year 3 - 2015 877.5 $23,550,426 $72,527,333

Year 4 - 2016 965.2 $25,905,468 $79,780,067



XVIII. STUDY - KEY FINDINGS The Fox Wisconsin Heritage Parkway is an ideal region for heritage, cultural,

culinary tourism and Water and Land – based Outdoor Recreation in Wisconsin. It

is important to note that this area touts year-round climates and venues suited to a

broad range of outdoor recreation and heritage activities. The region provides

plenty of access to waterways of all types, beautiful fall colors, winter snow; warm,

but mild summers. Another factor is access to a reasonable amount of

undeveloped, pristine spaces for relaxation and natural beauty.

Annual Baseline Economic Impact of 1,148,000 FWHP Visitors. Based on the

proprietary V2P Model, the estimated 2012 economic impact of the current

1,148,000 baseline visitors to the Fox Wisconsin Heritage Parkway region is 746

full time equivalent jobs that tend towards the tourism industry. Estimated labor

income of $20,008,858 annually, and contributes $61,620,504 in Direct, Indirect

and Induced sales from the visitors to the Region.

Projected 4 – year Economic Impact of the Parkway. Based on these

assumptions and program priorities stated in this report, the projected 4 – year

Economic Impact would be $62,242,871 in 2013, $65,933,939 for 2014,

$72,527,333 for 2015 and $79,780,067 for 2016 respectively. These results

showcase the significance of the FWHP’s economic importance to the State of

Wisconsin and the communities within the Parkway, based on the heritage,

cultural, outdoor recreation and silent sports - related activities and culinary

tourism initiatives and programs being planned for the Parkway in the next 1 – 4

years.

Taxes Collected. In 2012, Wisconsin will collect $5,714,415 in tax revenue from

Parkway businesses. The taxes collected will come from personal income taxes and

sales taxes. The personal income taxes collected from Parkway businesses’

workers amount to $438,996. The Sales are taxed in the form of the sales tax. Of

the total sales, the state collects $1,779,007. While this analysis focuses on sales

and personal income taxes, there are a wide variety of fees and taxes (both personal

and corporate) that contribute to federal and state budgets.

XIX. RECOMMENDATIONS (Listed in Priority Order) Build a strong Brand, Identity, Website and Marketing Plan for the Parkway.

Develop and implement FWHP brand, create a stronger, more unified website and

Parkway identity. Strongly consider changing the name of the Parkway as part of

the Branding process.

All of these things are necessary to achieve the end goal of effectively positioning

the Parkway and providing a unifying platform for your partners and stakeholders.

Based on third-party findings conducted by the Wisconsin Dept. of Tourism, their



Advertising, Marketing and interactive website, that has focused on visitors having

‘fun’ in Wisconsin, has demonstrated a significant return on their marketing

investment in 2010 and allowed them to achieve a 7:1 Return On Investment (ROI)

and an increase of 6% in Trips to Wisconsin from 2009 - 2010 which would also be

achievable for the FWHP.

Impact: Based on the baseline 1,148,000 visitors estimated to the Parkway and

their spending patterns, an estimated 6% increase in Year 1would be achievable,

and would equate an increase of 68,880 visitors and an economic impact of

$3,697,230.

Interactive, updated Website. Allows you to promote the Parkway 24/7, 365 days

per year with your users and visitors. Focus on an engaging, interactive design and

easy-to-use functionality to engage your visitors and users. If it is attractive, easy-

to- use and offers the information they will need, they are going to make a decision

to visit FWHP and enjoy the stories and adventures they can experience. This will

bring more visitors into the area encourage longer stays, increased expenditures

and overnight lodging throughout the Parkway.

Goal of the website should be to promote tourism and recreational use of the

Parkway and to promote partner attractions/communities across all segments of the

Riverways, through the development of Activity – Based Itineraries, guided and

unguided tours aimed at “Optimizing and Customizing’ the Parkway Visitors’

Experience.

Impact: An updated, interactive website would be part of the strategic Marketing

and Advertising Plan for the Parkway and would contribute to the estimated 6%

increase in visitors in Year 1 listed above that would equate an increase of 68,880

visitors and an economic impact of $3,697,230.

Optimize the Visitor’s Experience. Your mission is to both inspire and make it

easier for travelers to find their form of ‘Fun’ within the Parkway – whether it’s

paddle sports, hiking, birding, snow shoeing, heritage and cultural attractions,

geocaching or enjoying culinary delights. Your communications will need to

embody ‘Fun’ through your interactive website where they can plan and customize

their experiences in the Parkway, to developing your mobile app that will ensure

travelers can find their ‘Fun’ faster and consistent and frequent interaction with

travelers in social media spaces such as TravelWisconsin.com, Facebook and

Twitter will keep the Parkway ‘top of mind’ for fun experiences.

Impact: The mission of ‘Optimizing the Visitor’s Experience’ through the

initiatives in the strategic Marketing and Advertising Plan for the Parkway and

would help to contribute to the estimated 6% increase in visitors in Year 1 listed



above that would equate an increase of 68,880 visitors and an economic impact

of $3,697,230.

Mobile App for the Parkway. In addition to the Parkway website,EDP also

recommends developing a mobile version of the website for cell phones.The mobile

version of the site would make it easier for visitors to research things to do and places

to visit in the region while they are on the go.The site should be search engine

optimized so it is highly visible for travelers doing online research.A link to the site

will be included on all electronic promotional materials and informationrelating to the

tourism campaign.QR or Quick Response codes should be included in the app.

Impact: The development of a mobile app for the Parkway initiative in the strategic

Marketing and Advertising Plan would help to contribute to the estimated 6%

increase in visitors in Year 1 listed above that would equate an increase of 68,880

visitors and an economic impact of $3,697,230.

Lockhouse Renovations. Work with developers to encourage adaptive reuse and

renovation of the Lock houses within the Parkway for adaptive uses such as European

– style hostels, education centers, retail space or FWHP headquarters to create

additional economic impact and revenue sources within the Parkway.

Recommendations: Year 1: Conduct the overall planning, design and development to

renovate the lockhouses.

Impact: Year 2: Renovate one lock house and rent as a Riverway Hostel, Economic

Impact = $190,902. Years 3-4: Renovate a total of four lock houses and rent as

hostels, Economic Impact = $763,607. Year 5: Renovate up to a total of eight

commercial buildings and rent as hostels – five lock houses and three commercial

buildings located along the Parkway, Economic Impact = $1,527,215.

Develop a National Recreation Trail for the FWHP with increased network of public

access points supported by broad-based community partnerships. Increased access to the

Parkway, will lead to increased usage and awareness of the Parkway’s recreational, natural

resources, navigational aspects, and tourism opportunities. Nationally – designated trails

and Parkways impact our economy through Tourism, Events, Urban and rural

redevelopment, Community improvement, Property values, Health care costs, Jobs and

investment, and General consumer spending.

Impact: ‘The 437 million recreational visits to National parks and trails in 2010

supported more than 388,000 jobs nationwide and contributed over $44 billion in

economic activity. Many of those jobs were in rural communities.’

Source: Department of the Interior - Economic Contributions (2011)

Focus on Outdoor Recreation and Silent Sport Enthusiasts. Active Outdoor

Recreation enthusiasts create economic growth! Americans spend money, generate



jobs, and support local communities when they get outdoors. Simple, healthy outdoor

activities such as hiking, biking, paddling, camping, or bird/wildlife viewing generate

enormous economic power. (Refer to Appenndix R for more information)

The State of Wisconsin offers spectacular recreation opportunities especially along the

Fox and Wisconsin Riverways that bring in tourist dollars from out-of-state active

outdoor recreation enthusiasts. Wisconsin has a large base of active outdoor recreation

enthusiasts and recreation participation rates within Wisconsin are higher than most

other regions of the country. This may be attributed to the combination of

Wisconsin’s abundant recreation resources and the state’s four season climate. Source: SCORP 2005 – 2010 Report

Outdoor Recreation enthusiasts and Silent Sport enthusiasts are the most desirable

target demographic, touting median income between $60,000 - $79,999. This is greater

than the average household income of Wisconsin, which is $52,374 or the average

resident living within the Parkway of only $38,969. They range in age from 30 – 59

years, are employed full time and over 50% have graduated from college and 31%

have their master’s degree. Their disposable income allows them to travel to

participate in their Silent Sport, and spend money on food and lodging.

While the seasons and temperatures may vary in Wisconsin, the faces behind the ski

goggles, snowshoes, running shoes and bike helmets are often the same. You see the

same faces hiking or running the nearby trails and Parkways or slipping kayaks into the

surrounding lakes and rivers. This is what makes outdoor recreation Tourism unique –

sports enthusiasts change their sport activities to vary with the seasons – resulting in

repeat visits to the area in every season.

The Fox Wisconsin Heritage Parkway Region of Wisconsin is already positioned as a

great Outdoor Recreation venue for amateurs and pro athletes alike. This region has

already proven its ability to attract Outdoor Recreation enthusiasts and traveling

spectators statewide and regionally, thus creating a valuable economic impact for the

region. However, the Parkway needs to focus on gaining new visitors to the region

based on the growing segments of Outdoor Recreation include hiking/walking,

(86%), running (64%), biking (43%), paddling (39%), geocaching (39%) and

cross country skiing (25%). Since many Outdoor Recreation enthusiasts participate in

multi-sports depending on the time of year, it is vital to develop and implement a full

calendar of events aimed at these popular Outdoor Recreation enthusiasts year around

i.e. 5K,10K, half – marathons and other runs, Biking events, Paddle & Portage events,

Geocaching and Coldcaching events, etc. Marketing, promotional materials and

advertising for these year – around activities through the Parkway’s website,

TravelWisconsin.com and Outdoor Recreation websites should be developed and

budgeted.



Impact: Outdoor Recreation and Silent Sport enthusiasts are passionate about their

sports and activities, participate year around and spend money. According to a

report generated by the Outdoor Industry Foundation organization, Wisconsin’s

active outdoor recreation economy:

Contributes over $9.7 billion annually to Wisconsin’s economy

Supports 129,000 jobs across Wisconsin

Generates $570 million in annual state tax revenue

Produces $7.5 billion annually in retail sales and services across Wisconsin –

accounting for nearly 4% of gross state product

Support the development of a Water Taxi. Identify and support the launch of a

water taxi business that would provide more visitors’ access to the Riverways and the

ability to experience the Parkway with a guided tour. Encourage the water taxi to

connect communities along the Parkway and tie together attractions, dining, waterfront

venues and concerts, to encourage ‘optimized’ visitor experiences. Launch the water

taxi on the segment from Green Bay to DePere during the busy Summer months as

‘proof of concept’ and then expand from there. To keep costs down, an existing boat or

pontoon could be used with a Captain that can also be the tour guide. Keep the water

taxi fares affordable ($5 - $8.00 depending on the length and duration, guided or

unguided ride options).

Impact: If we assume 20,000 riders (or 1,550 riders per week) at an average taxi fare

of $5.00 the gross revenue would be $100,000. Operational costs for operating the

water taxi would have to be estimated and reimbursed from the revenue stream.

Support the reinvigoration of the riverfronts and riverwalk initiatives and

activities across the Parkway that can be used to ‘link’ communities and their

attractions, events, activities and natural resources. Downtowns play a critical role in

the health of most cities. Riverfronts and riverwalks act as a key linkage to their Main

Street and Downtown districts, and in many ways comprise the “heart and soul” of the

community.

We recommend that the FWHP create a Waterfront Development organization and

Model (similar to the San Antonio, TX model) – to promote riverfront/river walk

communities and activities to attract and retain more visitors, provide them access to

the waterway and to tie the activities along the Rivers together. This effort will

contribute to revitalizing downtown commercial districts, since a healthy, viable

downtown district is fundamental to a city’s economic health, heritage and civic pride.

.Impact: In the San Antonio, TX Riverwalk model, the economic benefits included:

job stimulation, an increase in real estate values, new property development and a

substantial increase in the tax base. Those benefits, plus an estimated $12.5 million

annual tax benefit for the City of San Antonio from the construction of the linear

park, make this Riverwalk an economically beneficial project from end to end. In all,



over 10,000 new permanent jobs were created at project ‘build-out.’ The FWHP

Waterfront Authority could emulate much from this project.

Create an annual River Summit, where the Parkway can become the ‘leader’ in water

quality issues, waterfront development, conservation, and establish the region as the

‘World Water Hub’ for water research, economic development, and education.

Collaborate with the Milwaukee Water Council on this event. The event would become

an Income Revenue stream for the FWHP.

Impact: The economic impact of this event would be established in Year 1 with a

conservative event attendance estimated at 50 attendees and growing in attendance

each year after that. The FWHP River Summit should emulate the Milwaukee Water

Summit, with registration rates as follows:

Full Registration Rate: $375

Water Council Members: $275

Single-day Registration: $225

Water Council Members: $175

Year 1 annual revenue would be estimated at $13,750.

Advance and Increase the Opportunities for interpretation of the Parkway’s

Stories and Assets. Present the stories and themes of the rich history of the FWHP,

though a balanced and cohesive interpretation plan across the Parkway.

Improve perception and understanding of interpretative stories along the Parkway and

promote the Parkway Statewide, nationally and internationally.

Create new opportunities and develop existing events and assets as launching pads for

creating more awareness of the Parkway.

Impact: Recent research has shown that cultural and heritage visitors spend an

average of 60% more per trip than users of other trails.

Economic Impact of being an NHA or State Heritage Destination. There has been

focus and efforts regarding the Fox-Wisconsin Heritage Parkway working to gain a

National Heritage Area (NHA) designation. Recent research has shown that cultural

and heritage visitors spend an average of 60% more per trip than users of other trails.

These additional sales ultimately increase the impact of these visitors on the economy.

Impact: This will increase the number of full time jobs created in the market by 452

to a total of 1,207, which would contribute $32,014,172 annually in labor Income

and $98,592,806 annually for the local Fox Wisconsin Heritage Parkway region

economy based on direct, indirect and induced effects.



XX. PERFORMANCE METRICS Source: Robert O’Donnell, UW – Oshkosh

Fox-Wisconsin Heritage Parkway - Requirement for Evaluation

1) Assess the progress of the local coordinating entity with respect to:

a) Accomplishing the purposes of this Act for the Heritage Area; and

b) Achieving the goals and objectives of the approved management plan for the

Heritage Area;

2) Analyze the Federal, State, local, and private investments in the Heritage Area to

determine the leverage and impact of the investments; and

3) Review the management structure, partnership relationships, and funding of the Heritage

Area to identify the critical components for sustainability of the Heritage Area.

Fox-Wisconsin Heritage Parkway - Program Goals under Section (b)(1)(B)

1) Enhance and promote regional heritage, while vitalizing local identities

2) Connect historic, natural and recreational resources along the corridor

3) Establish a water Parkway and green Parkway that expose users to the resources and

themes of the Parkway

4) Increase our quality of life and pride in our communities

5) Develop tourism and other economic opportunities while preserving cultural and natural

assets

Possible Performance Metrics for Fox-Wisconsin Heritage Parkway Goals

The following examples of performance metrics were drawn from the various organizations

researched and should be customized to the specific needs of the Fox-Wisconsin Heritage

Parkway.

Enhance and promote regional heritage, while vitalizing local identities.

Annual Survey by the Heritage Parkway of Local Economic Development Organizations

and Chambers of Commerce to determine:

Businesses created by heritage parkway activity

Total number of jobs created by heritage parkway activity

Annual Survey by the Heritage Parkway of Regional, County & Local

Planning/Zoning/Community Development Officials to determine:

Changes in protected open space acreage within/attributable to heritage parkway

Historic resource restorations and adaptive reuses within/attributable to heritage parkway

Changes in listed historic resources and districts within/attributable to heritage parkway



New designated resources – byways, historic districts, protection, arts & entertainment

districts – to attract or contribute to heritage area, heritage tourism

Annual Survey by the Heritage Parkway of Local Tourism Officials to determine:

Number of enhanced heritage attractions, activities, events within/attributable to heritage

parkway

Increased attendance at heritage attractions, activities, events within parkway



Heritage Parkway Activity – Recordkeeping

Workshops held and number of participants

Number of organizations served through technical assistance and grant programs

Local communications, programs to educate residents about regional identity

Increased number of volunteer hours and dollars donated locally

Increase in number and variety of exhibits/events

Increase in visitor awareness levels from those identified through past benchmark survey

Installation of gateway, reassurance, and partner site signage

Increase in marketing efforts: number of web site hits, documented media coverage,

presentations

Increase in number of educational materials available to adults, families, and classrooms

Enhancement of educational materials available to adults, families, and classrooms

Increase in projects funded

Number of sites that distribute heritage parkway brochures

Heritage parkway festival and event attendance

Map and guides are updated on an annual basis

Heritage Parkway Activity – Annual Surveys

Workshop follow-up to determine actual implementation – report as result

Anecdotes from stakeholders, residents

Possible Performance Metrics

Connect historic, natural and recreational resources along the corridor

Heritage Parkway Activity – Activity Recordkeeping and Annual Surveys

Number of formal resource partnerships with written agreements

Number of informal or “relationship” resource partnerships

Number of joint resource development projects with formal and informal partners

Number of partner volunteer hours contributed towards corridor projects

Dollars leveraged through partner participation in corridor projects

Joint workshops held and number of participants

Number of resource organizations served through technical assistance and grant program



Installation of gateway, reassurance, and partner site signage in corridor

Increase in number of resource partner sites in corridor

Number of community websites and heritage websites linked to heritage parkway site

Creation and growth Peer-to-Peer networks among resource partners

Heritage Parkway Activity – Annual Surveys

Joint workshop follow-up to determine actual implementation – report as result

Establish a water Parkway and green Parkway that expose users to the resources and

themes of the Parkway

Heritage Parkway Activity – Activity Recordkeeping

Miles of water and/or green Parkways established in past year

Increase in water and/or green Parkways mileage from prior year

Installation of gateway, reassurance, and partner site signage along water and/or green

Parkways

Amount and frequency of media coverage of the water and/or green Parkways

Number and type of water and/or green Parkways projects completed in past year

Number of water and/or green Parkways projects completed on time

Creation and maintenance of on-line maps of water and/or green Parkways

Increase of quality of life and pride in our communities

Water and air quality improvements

Annual Survey by the Heritage Parkway of Local Economic Development Organizations

and Chambers of Commerce to determine:

Businesses created by heritage parkway activity

Total number of jobs created by heritage parkway activity

Annual Survey by the Heritage Parkway of Regional, County & Local

Planning/Zoning/Community Development Officials to determine:

Changes in protected open space acreage within/attributable to heritage parkway

Annual Survey by the Heritage Parkway of Local Tourism Officials to determine:

Number of enhanced heritage attractions, activities, events within/attributable to heritage

parkway

Increased attendance at heritage attractions, activities, events within parkway





Heritage Parkway Activity – Activity Recordkeeping

Number of quality of life projects funded within heritage parkway during past year

Year-to-year increase in quality of life projects within heritage parkway during past year

Examples of recognition by political leaders of the benefits of assured funding for the

heritage parkway and the associated benefits of its resultant programs.

Willingness of political leaders to advocate for the continued work of the heritage

parkway.

Examples of recognition by the public of the benefits of assured funding for the heritage

parkway and the associated benefits of its resultant programs.

Willingness of members of the public to advocate for the continued work of the heritage

parkway.

Examples of recognition by resource partners of the benefits of assured funding for the

heritage parkway and the associated benefits of its resultant programs.

Willingness of resource partners to advocate for the FWHP



XXI. NEXT STEPS AND PLAN IMPLEMENTATION Following distribution of the Draft EIP, there should be a review and comment period by Candice

Mortara , the FWHP Board members and the Wisconsin Economic Development Corporation.

They will have opportunities to provide comments on the projected economic impact, business

and management plan including the preferred alternative.

Following the comment period the EIP planning team will evaluate comments received from

stakeholders and reviewers, other agencies, organizations, businesses, and individuals regarding

the Draft EIP. If the results of the review do not identify any potential for significant impacts, the

EIP planning team will summarize the comments received on the Draft EIP and document the

alternative selected for implementation.

Implementation of the approved comprehensive EIP plan will depend on future funding from

FWHP and its partners. Some actions will also depend upon partnership funds, time, and effort.

The approval of an EIP does not guarantee that funding and staffing needed to implement the plan

will be available. Full implementation of the plan by the FWHP and its partners could be many

years in the future.



XXII. BUSINESS PLAN

BUSINESS PLAN

Business Name Fox Wisconsin Heritage Parkway

Main Contact: Candice Mortara

Location Appleton, Wisconsin

Legal Form 501(c)(3) nonprofit organization

Business Plan Purpose The Fox Wisconsin Heritage Parkway (FWHP) concept was

created in 1991 by the National Trust for Historic

Preservation and the Wisconsin Department of Tourism, with

the purpose of highlighting and enhancing the unique heritage

of the State of Wisconsin by exemplifying and promoting the

cultural, historical, and recreational resources of the rivers.

Business Description The boundaries of the FWHP derive from the Fox and

Lower Wisconsin Rivers. These rivers span 280 miles

across the State of Wisconsin, from the bay of Green Bay

to Prairie du Chien, at the confluence of the Wisconsin

and Mississippi Rivers. The original concept of FWHP

was to acknowledge and promote an appreciation for

these rivers as a route of historic exploration, and its

contribution to Wisconsin and national heritage. This

Riverway is significant as it was the exploration route of

Fr. Jacques Marquette and Louis Joliet. It encompasses

15 counties and more than 40 municipalities. The FWHP

is defined by its waterways, but also celebrates how two

rivers have shaped Wisconsin’s journey through

significant historical events, industrial breakthroughs,

cultural advances, enjoyment of recreational riches and

environmental recovery.

History

The original Fox-Wisconsin Heritage Parkway concept was conceived over a decade ago to

acknowledge and promote an appreciation for this route of exploration, and its contribution to

our state and national heritage. In 1991, the first efforts along the Parkway evolved from the

vision of persons such as Assembly Speaker David Prosser, who is today a Wisconsin Supreme

Court Justice, and numerous civic leaders and organizations. They brought together a large group

of interested citizens and worked to refine the concept, the vision, and the action steps necessary

to create a successful Parkway. They then brought it to the National Trust for Historic

Preservation and the Wisconsin Department of Tourism. This is when the Parkway first received

its name and plans for a unified system of interpretation. East Central Wisconsin Regional

Planning Commission (ECWRPC) saw the potential of this project and drafted the original



concept plan published in 1997. The organizations, citizens, and ECWRPC remained a mainstay

of the effort, and worked closely with area communities.

It was believed that the first step in preserving this nationally significant waterway was to

preserve its navigability. At that time, the U.S. Army Corps of Engineers owned and operated

seventeen lock sites along the Fox River and were proposing to shut them down permanently due

to decreased industrial usage. The coalition working on this project realized what a detriment this

would be to the area and worked tirelessly with our state and federal congressional delegations to

prepare the agreements and secure the transfer of the federal lock properties to the State of

Wisconsin, thereby saving the locks from being rendered forever inoperable.

The transfer of ownership of the seventeen Lower Fox lock sites, as well as the 350 acres of land

containing almost ten miles of water frontage associated with the locks, canals, and dams took

place in September of 2004. In the year that followed, ECWRPC facilitated the creation and

organization of the Fox River Navigation System Authority (FRNSA) as prescribed in the

Wisconsin legislation to refurbish and manage the lock system. A decade after the original plan

was published, the vision of the Heritage Parkway remains as important and inspiring as ever;

and now that navigation was being restored to the waterway, it was seen as time to turn attention

to the rest of the Parkway plan.

Friends of the Fox and the ECWRPC decided, therefore, to formally revisit the Parkway concept

with the purpose of seeking a National Heritage Area designation from the National Park Service

(NPS). An executive committee was formed to examine the Parkway’s potential for this

designation. A feasibility study revealed the executive committee’s findings, and was submitted

to Congress and the NPS in June 2009. Legislation was formally introduced in July 2010 in both

Houses and is currently working its way through the committee process.

FWHP has a critical role in early discovery and settlement of the central United Sates and it’s

shaping of life in Wisconsin. It has contributed to the national story and ample reasons for

visitors from in and outside of Wisconsin to want to experience it.

Vision for the Future

Studies have shown communities that invested in their cultural, environmental, and scenic

resources saw numerous benefits including:

Growth in community pride

Job creation

Increase in tourism

MISSION, VISION & VALUES

Fox Wisconsin Heritage Parkway’s mission is to tell the story of Wisconsin’s unique history in a

compelling way so as to inspire those who hear it. This history is possible solely because of the

rivers and so we must tie it with the natural beauty of the area and offer an enjoyable outdoor

experience on river trails and in parks, which will inspire more people to engage in recreation

and exercise.



Vision Statement

The FWHP’s vision statement is to significantly improve local organizations’ access to resources

and shared knowledge among historical societies, museum, environmental groups and tourism

agencies.

Mission Statement

The FWHP’s mission state is to provide a better visitor experience by improving programs and

facilities throughout the Parkway and by developing a collaborative network among the

communities within the Parkway.

THE ORGANIZATION

FWHP is led by a Board of Directors who has countless years of experience in running non-

profit, for profit, and educational ventures. The FWHP is a 501(c)(3) nonprofit organization. The

Board of Directors consists of 12 to 18 Board members. Each of the river segments (Lower Fox

River, Upper Fox River, Lower Wisconsin River) will be represented by a minimum of three

(3). These three members shall be:

1. One representing the areas’ regional or county planning commission

2. One representing an area university, and

3. One representing a friend’s organization

Members at large will include:

1. One representing Wisconsin Tourism

2. One representing the Wisconsin Department of Natural Resources

3. One representing American Indians

4. One representing the Wisconsin State Historical Society

5. One representing a university student

6. One representing the business community

State organizations such as the Wisconsin Historic Society, Wisconsin Department of Tourism,

Wisconsin Business and Industry and the Department of Natural Resources are represented, as is

an American Indian tribal liaison.

The Board of Directors is supported by a team, which includes active working committees from

each river segment, bringing in the local perspective. Specifically, our team has solid experience

in organizing events, interpreting history, marketing to the local and non-local community and

achieving key goals.



Organizational Values

The love for the rivers, its people, history, and natural beauty is the foundation is FWHP reason

for being. Protecting and sharing this waterway is FWHP’s highest priority. There is a growing

demand for outdoor experiences and recreation that is nature based, but there is also an

educational and heritage component that people want to experience.

Services

The FWHP has been dedicated to joining these two riverways and telling the stories

(history) about these rivers and their effect on the development of Wisconsin. In addition,

outdoor recreational activities continue to grow more popular and there is more demand to in

increase public access to these waterways. In order to achieve this, the Parkway offers many

services to partner communities including the following:

Coordinated Historic Interpretation and Education

o In 2011 FWHP contracted with Interpretive Solutions to develop an Interpretive

Master Plan (IMP) for the Parkway including cultural and historic education

strategies. This plan is to be completed by the end of 2012 and to be implemented

starting in 2013.

Water and Land Trail Development

Toolkits and technical support to assist local communities to succeed in:

o Heritage Preservation

o Historical Storytelling o Natural Resource Preservation o Trail Development o Tourism and Marketing

Grant Writing Assistance

Grant Making

Coordinated Destination Marketing

o In 2011, FWHP contracted through a grant between the City of Berlin and

Wisconsin Economic Development Corporation with Economic Development

Partners to development an Economic Impact Master Plan for the Parkway. This

report is to be completed by the end of 2012 and will be implemented in 2013.

TARGET MARKETS

Tourism attractions and inventories for their region center around the various activity-based

themes and audience segments:

A. Land-based recreation (hikers, bikers, cross-country skiers, hunting, etc.)

More than 20% of the 93 million Americans who participate in hiking, backpacking,

mountain climbing, and camping are enthusiasts who participate frequently. There are

many sources of motivation for these active individuals, including social interaction, a

sense of achievement, a connection with nature, an adventurous spirit, and a focus on

exercise and health.



Hiking. There are almost 30 million hikers in America, of which 4.8 million are frequent

participants. The distribution of participants among age groups is fairly even, with the

highest percentage existing between the ages of 35 to 44 and an average age of 38. Hikers

are balanced between genders, as 55% are male and 45% are female. Just over half of all

hikers are married and 34% have a household income above $75,000.

Walking. One of the definitions of hiking is “walking.” Many recreational organizations

have linked hiking and walking into one category because they are so similar in trails that

they use and demographics.

Biking. Recreational biking generates $1.5 billion in economic activity a year in

Wisconsin. 49 % of Wisconsin residents enjoy biking for recreation, making it among the

most popular outdoor activities in the State. Biking recreation currently supports more

than $924 million in tourism and resident spending each year, of which nearly $533

million is direct impact occurring annually, such as travel, equipment sales and restaurant

expenditures. Increasing nonresident biking by 20 percent has the potential to increase

economic activity by more than $107 million dollars and create 1,528 full-time equivalent

jobs, mostly in retail, lodging and food service.

Hunting. According to the national Fishing and Wildlife Association, on the average a

hunter spends $1,896 per year on hunting which is 5.5% of a typical wage earner’s annual

income.

Wisconsin is ranked #3 in the U.S. by Annual Hunting-Related Retail Sales spending

nearly a million dollars a year on retail sales with a multiplier effect of over $.7 billion

dollars in sales

Geocaching. A relatively new sport, Geocaching and its economic impact has not been

researched. However, one town in Athens Ohio, feels, “It's been a big hit for us. We've

had a lot of people come from outside the area, and everyone that's traveled in from out of

state has stayed overnight, which has been pretty awesome. Those who stay in town often

venture off and spend money in the uptown area, providing revenue for our businesses.

We don't have any numbers yet or statistics of the economic impact, I haven't calculated

that yet but from what I can estimate, it's been at least a $500,000 economic impact since

June of 2010.”

B. Water-based recreation. (Paddling, canoeing, kayaking & sailing, fishing etc.)

Water-based outdoor activities are among the most popular recreational activities in

Wisconsin. Abundant water resources across the state offer a wide variety of recreation

options from high speed motor boating to lazy lounging at the beach. Just under half of

Wisconsin residents participate in motor boating, visiting a beach, or swimming in a lake

or stream. The Fox Wisconsin Heritage Parkway provides approximately 280 miles of

shoreline for water-based participants, are also popular areas for water recreation.

C. Nature-based activities (walking, geology, wildlife, hunting, etc.)

Nature-based land activities are those outdoor recreation activities that occur in



undeveloped settings. While limited developed facilities may be used in conjunction with

these activities, the typical nature-based land activity participant wants to experience

natural surroundings. Visiting wilderness areas is the most popular nature-based land

activity in Wisconsin with 38.3% of Wisconsinites participating. Hiking and camping are

also popular with approximately one third of state residents participating in each. Other

less popular nature-based land activities include rock climbing and geocaching. These

activities involve more specialized, technical equipment and therefore appeal to a smaller

demographic than other uses in this category.

D. Heritage, Arts and Culture Enthusiasts

Today’s cultural heritage travelers are more well-traveled and more well educated than

previous generations of travelers, and they expect more from their travel experiences—

making quality and authenticity more important than ever before. These same higher

expectations and increasing competition for the visitors’ time also mean that the visitor

experience has to make the site or program come alive.

Cultural heritage tourism development is a gradual process that takes a long-term

commitment. These four steps of assessing, planning, preparing and marketing are ones

that successful programs repeat time and time again as they continue to expand their

offerings—and their audience.

E. Culinary Tourism

Culinary tourism occurs when visitors seek to experience cuisine and culture together.

Examples of culinary tourism include wine tourism in California, cheese sampling in

Wisconsin, maple syrup tasting in Vermont, and Cajun food experiences in Louisiana. A

diverse range of businesses including farms, restaurants, gourmet or specialty food stores,

cooking schools, tour operators, breweries, wineries, historical attractions and many other

related businesses across the country have capitalized on their regions’ culturally unique

cuisines to attract visitors. Culinary tourism entails travel based in part or around culinary

activities such as farmers markets, culinary festivals, eating tours, chef-led cooking

classes, wine-country retreats, etc.

Culinary Tourism is growing in Wisconsin, and this growth is spurring from the growing

demand for local foods of the new tourist sector. Culinary tourism is defined as the pursuit

of unique and memorable culinary experiences of all kinds. It is much more than dining

guides and restaurants weeks. It encompasses cooking schools, cookbooks, and kitchen

gadget stores, culinary tours and tour leaders, wineries, breweries, food growers and

manufacturers, and more. Authenticity is also of critical importance to culinary tourists.

81% of culinary tourists make from $40,000 to over $100,000 annually, 50% have a

college degree, 62.7% are female, and their ages range from 45 to 65 years old.

Culinary tourism is not Agri-tourism. While the seeds of cuisine are in agriculture, and

agriculture and cuisine are inextricably linked, the two are very different. Agritourism is a

subset of rural tourism, while cuisine is a subset of cultural tourism, as cuisine is a

manifestation of culture.



F. Agritourism

Agritourism is defined as “visiting a working farm or any agricultural, horticultural or

agribusiness operation to enjoy, be educated or be involved in activities happening there.”

Agritourism has seen a rise in popularity in the United States over the past decade from

both farmers and tourists.

Agritourism includes a number of activities that take place on farms including hayrides,

pumpkin patches, u‐pick operations, wine and brewery tours, and food‐based activities

(culinary tourism.)

According to Burdoc (2009), Agri-tourism has four main features:

• Combines elements of the tourism and agriculture industries

• Attracts members of the public

• Designed to increase farm revenue or profitability

• Provides recreation, entertainment, or an educational component to its visitors

When compared to Wisconsin data from the US Census, Wisconsin’s agritourists (median

age of 52 years) are older than the average Wisconsin resident (median age 38.5 years).

Agritourists in Wisconsin also have higher levels of educational attainment and higher

household incomes that the average Wisconsin resident.

Median spending during respondents’ last trip involving agritourism was $137.50.

G. Birding

Viewing/photographing birds is an activity popular across all age groups and state

regions—over 40% of Wisconsinites (1,700,000 people) participate in the activity. Unlike

other forms of more active recreation, bird watching is a uniquely serene pursuit—quiet,

non-destructive, and based in a natural setting. Many birdwatchers value this natural

aspect, enjoying the opportunity to be in the fields or woods, away from the noise and

sometimes hectic pace of the city. Interestingly, most birdwatchers don’t need to go far

from home to find this peaceful atmosphere—85% bird watch within 1 mile of where they

live. Other birdwatchers value the educational aspect of the activity, taking the time to

search for new species and learn the different behaviors, calls, and appearances of

different birds. Bird watching is often done as a family activity, making the sport a

uniquely social way to spend time in nature. As the activity has become more popular, the

state has begun to develop bird watching Parkways. These Parkways often feature driving

routes with stopping points to observe birds and other wildlife. These new Parkways are

expected to further increase the popularity of bird watching. Fifty-two percent of birders

are over the age of 45 years-old and 46% are male and 54% are female.

Wisconsin is in the Top 3 states for Bird watching activities with an overall participation

rate of 26%, behind Iowa (33%) and Minnesota (33%). Out of the 1,454,000 birders in the

State of Wisconsin, 79% were state residents and 21% were from out of state. Forty-two

percent of birders travel more than a mile from home to bird watch, visiting both private

and public lands. Birders spend money on a variety of goods and services for trip-related

and equipment-related purchases. Trip-related expenditures include food, lodging,

transportation, and other incidental expenses. These direct expenditures are only part of

the economic impact of birding.



H. Eco-Tourists

Ecotourism is a form of tourism involving visiting fragile, pristine, and relatively

undisturbed natural areas, intended as a low-impact and often small scale alternative to

standard commercial (mass) tourism. Its purpose may be to educate the traveler, to

provide funds for ecological conservation, to directly benefit the economic development

and political empowerment of local communities, or to foster respect for different cultures

and for human rights.

Generally, ecotourism focuses on socially responsible travel, personal growth, and

environmental sustainability. Ecotourism typically involves travel to destinations where

flora, fauna, and cultural heritage are the primary attractions. Ecotourism is intended to

offer tourists insight into the impact of human beings on the environment, and to foster a

greater appreciation of our natural habitats.

I. Virtual Users

The newest, rapidly burgeoning segment of users may not be physically present at all;

such “virtual users” may experience the Parkway solely via electronic media. Providing

engaging, information-rich online experiences is the key to reaching these users. Fox

Wisconsin Heritage Parkway’s website should feature in-depth interpretive content to

educate and excite visitors; interactive elements to help visitors explore the Parkway and

associated resources; and links to additional information and services. Elements such as

maps, downloadable podcasts, still images, video and blogs will enrich online

experiences. The ultimate objective is to inspire these users to plan an “on-the-ground” (or

water) Parkway experience at a site(s) or along a

CULTURAL AND HERITAGE TOURISM

The industry today encompasses cultural and heritage specialists, who are an important resource

for the travel and tourism industry in providing these customers with accurate, insightful

interpretation of local assets. Communities throughout the U.S. have developed successful

programs linking the arts, humanities, history and tourism. Cultural and heritage organizations—

such as museums, performing arts organizations, festivals, humanities, and historic preservation

groups—have formed partnerships with tour operators, state travel offices, convention and visitors

bureaus (CVBs), hotels, and air carriers to create initiatives that serve as models for similar efforts

across the U.S.

An integral but often invisible component of the cultural and heritage sector are the artists, per-

formers, writers and other creative workers whose skills and vision bring to life our nation’s genius

and ideas. These living traditions are often supported by the cultural and heritage tourism

infrastructure of institutions, galleries, performance spaces and other community venues that make

a significant contribution to economic and community development. The arts, humanities and

heritage involve and benefit local residents in developing the narrative that creates a sense of

place, which the travel and tourism industry can promote, market and brand. Cultural and heritage

tourism also provides a means of preserving and perpetuating our nation’s cultural heritage

through education, increased revenue and audiences, and good stewardship.



TOURISM PRODUCT DEVELOPMENT

FWHP is a unique position to build some unique Tourism products for the Parkway.

Uniquely American Experiences

Product development encompasses the preservation, enhancement and promotion of our nation’s

natural, historic and cultural resources. Cultural and heritage specialists can assist the travel and

tourism industry in developing new tour itineraries, regional circuits and thematic packages of

attractions and activities. However, we must first assure that the natural, historic and cultural

resources that are the basis of such products are identified, preserved and enhanced. Sustaining and

developing these historic and cultural resources, which are often within the public domain,

depends in part on the need to increase public and private sector investment. For cultural and

heritage organizations such investment depends on:

1. Adopting sound business practices

2. Increasing advocacy of the economic and social benefits of their assets

3. Diversifying both their product mix and partnerships.

Authenticity and Quality

Historic and cultural attractions express, interpret and preserve our national cultural heritage. Their

contribution to the visitor experience is twofold:

1. The interpretive programs and materials they present must be of high quality, providing

accurate information in engaging and memorable ways.

2. The artisans, performers, writers and artists that bring a place to life for visitors should

meet the highest standards of that community.

The cultural and heritage segments should fulfill their important role in the travel and tourism

industry by increasing understanding of the significance of authenticity and its effect on visitation,

marketing and branding. Travel and tourism industry professionals should recognize visitors’

desires to experience the “real America,” which can best be done through its historic sites and

monuments, its living traditions and landscapes, museums and other cultural organizations, and its

people.

The Visitor and Resident Experience

The travel and tourism industry and cultural and heritage organizations must work together to

ensure that the visitor experiences available in the U.S. are memorable, visually attractive and

rewarding. Quality design of environmentally sensitive signage, entryways, streetscapes and public

facilities—combined with good interpretation— can illuminate the landscape for the visitor,

provide coherence to the visitor’s experience, and ensure that the tourism infrastructure is itself a

part of a high-quality tourism and resident experience. Good design can also make an important

contribution to safety and security, mitigating the physical and intangible barriers to visitors by

creating a sense of welcome for visitors.



Wayfinding and Visitor Orientation

Advances in technology have created numerous opportunities to guide and orient visitors and

residents to cultural, natural and historic sites and attractions. The growth in technology has many

benefits, but it also threatens to create a digital divide between visitors and sites trying to meet

ever-increasing technological changes. Leadership at the local, state and federal levels that

includes communities, transportation and the various sectors in the cultural and heritage tourism

industry should explore how to integrate and harness technology into a consistent wayfinding and

orientation system. Wireless wayfinding and orientation strategies must complement maps and

highway signage, which should use consistent symbols nationwide to identify cultural, historical

and natural attractions.

EDUCATION/TRAINING

Cultural Conversations

Education and training forms a bridge between the educational missions of most nonprofits and

the commercial for-profit sectors in the cultural and heritage tourism industry. Community

residents should be among the first contingent of 10 cultural and heritage visitors, finding out

about themselves, their neighbors and their cultural and heritage assets. In the process of educating

residents about the value of its own place, the for-profit and nonprofit interests in the cultural and

heritage tourism industry can address opportunities to educate their leaders and staff in crafting a

cultural and heritage tourism product that integrates all the ingredients of place—natural, cultural

and historical resources, and living traditions. Educating community residents is an effective

means of using local citizens as tourism ambassadors for a region.

Partnership Framework

Legal, financial and policy barriers, both real and imagined, to effective cultural and heritage

tourism programs exist at all levels of government. Business and the not-for-profit sector should

work together to support the development and expansion of cultural and heritage tourism to the

maximum extent with appropriate policies, programs and funding. Programs and policies should

enhance and support partnerships as strategic, efficient and effective and increase federal

interagency partnerships, as well as cross-sector state, local, tribal and private sector partnerships

in support of cultural and heritage tourism.

Key Values

The cultural and heritage tourism industry should develop alliances and messages that effectively

convey the public benefits of its industry, including but not limited to economic value, authentic

experiences, and “sense of place.” In policy, programs and process, leaders should advocate for

and implement policies that also align with public values of diversity, accessibility and

sustainability. Public policymakers, the cultural and heritage tourism industry and private leaders

should recognize and actively address the needs of preserving, protecting and sustaining the broad

array of cultural, natural and historic resources and creative talent that form the backbone of our

national identity.



Investment

Public sector development policies and programs often do not acknowledge cultural and heritage

tourism strategies as true sustainable development in terms of job creation, tax revenue and

leveraged investment. There is therefore a broad lack of understanding of this sector by public

agencies, and insufficient community and entrepreneurial assistance available in the form of grants

and loans, tax incentives, sales and marketing support, and similar mechanisms to help the travel

and tourism economy is competitive and viable. Civic, government and private sector leaders

should build on policies at the state, local and federal levels to foster complementary strategies,

tools and resources to encourage and leverage private investment in cultural and heritage tourism

and support citizen volunteerism.

Stewards

The stewards of natural, cultural and historical assets must be assured that cultural and heritage

tourism respects the traditions, values and sensitivities associated with these assets. They must

believe that tourism and other development activities provide sustainable benefits that do not

sacrifice the integrity of a community’s assets for greater marketability. Sustainability addresses

both programmatic needs, and the viability of the resources themselves. Strengthening local

leadership and support from all the stakeholders is the key to striking a balance between an optimal

visitor experience and economic opportunity and the needs of the community to preserve and

sustain its historic, cultural and natural resources.

Sustainability

The implications of tourism and other development should include impacts not just on natural

resources, but also on historic and cultural resources such as the built environment and local ways

of life that attract visitors to a destination. In planning for tourism, the stakeholders should

anticipate developmental pressures and apply limits and management techniques that sustain

natural resources, heritage sites and local culture and institutions. Sustainability should conserve

resources; respect local culture, heritage and tradition; focus on quality balanced with economic

opportunity for residents; optimize the visitor experience through a creative mix of cultural, natural

and historic resources; and measure success not in numbers alone, but also in the integrity of the

experience that contributes to economic viability of the institutions, resources, community and its

residents.

Access with Minimum Impact

The cultural and heritage tourism industry should work with local communities to find ways to

ensure visitor access to natural, historic and cultural resources in ways that will avoid damaging or

destroying those resources. New technologies (e.g., lightweight viewing platforms in fragile

landscapes, specialized vehicles, software) and creative management practices (e.g., conservation

easements, design guidelines) should be used wherever possible to minimize impact.

Representatives of the industry should be a voice for resource protection as well as promotion.

Cultural Stewardship

Poorly planned tourism development can endanger not only a destination’s environment, but also

the very culture of the people who live there. Local cultural organizations should:

1. Work with the travel and tourism industry to improve visitor awareness of the need to

preserve natural, historic and cultural resources by minimizing the impacts of visitation.



2. Expand or develop training and outreach programs for all the stakeholders in cultural

and heritage tourism to address planning, marketing, product development, technology,

economic opportunity and their effects on sustainability

3. Focus on educating government agencies, civic leaders, natural resource managers and

others on the inherent potential of cultural, natural and heritage assets, and the need for

investment in these assets, to provide educational value, recreation opportunities and a

stimulus for community and economic development.

Stakeholders in Stewardship

In planning and executing development, the involvement of stakeholders—local community

leaders; resource managers; cultural and heritage institutions; artists, interpreters and performers;

tourism, business and other representatives—is key to creating and sustaining cultural and

heritage tourism projects and resources. Sustainability requires investment in fi ne-tuned

assistance like micro-lending institutions, common venues, and Internet sales and marketing, as

well as in other areas to help communities and individuals participate and stay viable in the

tourism economy. Sustainable cultural and heritage tourism should strive to give local

stakeholders more control over their product mix and their story, and instill an ethic of

inclusiveness and sense of participation in a larger global enterprise.

MARKET ANALYSIS Travel in the United States

Since March of 2010, the travel industry employment has expanded by 223,000. This marks a 3.1

percent increase in employment – faster than the 2.4 percent rise in employment in other sectors of

the economy. As a result, the travel industry has already gained back 45 percent of the job losses

suffered during the recession. By comparison, the job gains in the rest of the economy to-date

have offset just 35 percent of the job losses during the recession. As the largest segment of the

travel industry, accounting for 87 percent of all travel expenditures, in 2010 domestic travel

spending totaled $656 billion and directly supported more than 6.5 million American jobs. (2-28-

2012 U.S. Travel Industry Press Release)

According to the United States Travel Association, over the past decade, domestic trips grew by

an average of .05 percent each year, while the fastest yearly increase in domestic trips was 3.5

percent in 2010. If the growth continues by 3 percent per year over the next five years (from 2012

to 2017) with this growth, direct travel spending will increase by $272 billion and total economic

output including indirect and induced effects will increase by $625 billion. This increase in total

economic spending will support the creation of an additional 976,000 jobs by 2017.

Cultural/Heritage Travel in the United States

There are growing national and international markets for nature and heritage based tourism. As

noted by the Travel Industry Association of America (TIAA), tourism futurists believe the travel

markets that are most likely to increase in coming years are those seeking enrichment, health,

revitalization, enhancement, ecotourism, and soft adventure. This reflects growing interest in

environmental and cultural/heritage forms of travel. The Fox-Wisconsin Heritage Parkway will

be a destination for those travelers.



Culture and heritage tourism remains one of the fastest growing segments of the travel industry.

There is a strong indication that visits to a cultural or heritage attraction enhances visitors’

enjoyment of a place and causes them to return. In a 2010 study conducted by Mandala Research

for the U.S. Cultural & Heritage Tourism (USCHT) Marketing Council, in conjunction with the

U.S. Department of Commerce. Heritage Travel, Inc., a subsidiary of the National Trust for

Historic Preservation, and its website www.gozaic.com was the lead sponsor of the study, the

following information was reported for cultural/heritage travel in the United States:

78% of U.S. leisure travelers (118 million adults) participate in cultural and/or heritage

activities when traveling, contributing $192 billion annually to the U.S. economy.

Fully 40% of all leisure travelers in the U.S. alone can be classified as those who actively

engage in cultural and heritage travel. They contribute nearly $124 billion to the U.S.

economy.

24% of U.S. leisure travelers (36 million) will take a cultural/heritage trip within the next

12 months.

Cultural/heritage travelers took an average of 5 trips in the past year compared with

slightly less than 4 trips for non-cultural/heritage travelers.

These travelers spend more money on cultural/heritage trips ($994 on average) than is

spent on the average U.S. trip ($611). Half of these expenditures are spent on activities,

dining and shopping.

65% of these travelers seek travel experiences where the “destination, its buildings and

surroundings have retained their historic character.”

Two-thirds of cultural/heritage travelers visited historic sites.

More than half visited museums/galleries.

58% want their travel to be educational and make an effort to explore and learn about the

local arts, culture, environment and history.

45% spend more money on cultural/heritage activities than on other activities while on a

trip.

37% would pay more for lodging that reflects the cultural/heritage destination they visit.

57% of these travelers use websites as their travel information source.

Cultural and heritage travelers are active online;

67% use Google, and 42% use Facebook.

Additionally, the study found that cultural and heritage travelers are more likely to participate in

culinary activities, such as sampling artisan food and wines, attending food and wine festivals,

visiting farmers’ markets, shopping for gourmet foods and enjoying unique dining experiences, as

well as fine dining.

Other cultural and heritage activities identified by travelers included:

Visiting historic sites (66%)

Attending historical re-enactments 64%)

Visiting art museums/galleries (54%)

Attending an art/craft fair or festival (45%)



Attending a professional dance performance (44%)

Visiting state/national parks (41%)

Shopping in museum stores (32%)

Exploring urban neighborhoods (30%)

Travel in Wisconsin

According to the United States Travel Association, in 2007 in Wisconsin:

Travel Spending

Total direct travel spending (leisure and business) $9,120,000

Total leisure direct travel spending $6,923,000

Leisure travel share of all travel (percent) 76%

Total leisure Travel Tax Receipts $1,099,000

Travel-Generated Employment

Total direct travel-generated employment 115,500,000

Direct leisure travel-generated employment 89,300,000

Fox Wisconsin Heritage Parkway

Regionally, the FWHP serves the residents of the 15 counties found within the Parkway, in

addition to the heritage travelers from around Wisconsin and the United States. The

demographics of the communities within the Parkway boundaries (cities, townships and

villages adjacent - a 2 to 10 mile radius from the river) in these 15 counties include:

515,376 population

282,418 labor size

316,501 total employees

Average income of $42,270

Tourism Expenditures (2011): $4 billion



Counties in the FWHP - Visitor Spending and Impact

Source: Longwood’s Tourism Economics, 2010 Visitor Spending SData

ORGANIZATION SWOT ANALYSIS

As of part of our Core Economic Planning Committee initiative, EDP worked with Guident to

interview the FWHP Board members and stakeholders to develop a SWOT (Strengths,

Weaknesses, Opportunities and Threats) Analysis which was then presented to the Board of

Directors in August, 2012.

Methodology

EDP used the standard SWOT analysis format and tested it first with our Core Committee. Once

we received the results, EDP then teamed up with Guident, another FWHP consultant, to

implement a SWOT survey and present the findings to the Board of Directors. The survey was e-

mailed to the Board, Core Team members and stakeholders and consisted of the following four

basic SWOT questions: (For full report - See Appendix S):

Strengths

o What do you do well?

o What are your assets?

o What are your core competencies?

o Where are you making money?

o What experience do you have?

Weaknesses

County 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011

Wisconsin $9,197.3 $9,897.7 180,608 181,369 $4,292.2 $4,418.5 $1,202.1 $1,270.9 $917.6 $951.7

Brown County $480.0 $536.9 10,949 11,339 $367.0 $383.3 $76.5 $82.2 $93.2 $97.9

Calumet County $23.2 $23.8 620 609 $11.1 $11.4 $3.2 $3.3 $1.8 $1.8

Columbia County $88.3 $106.0 1,585 1,747 $29.8 $33.0 $11.9 $13.2 $6.9 $7.7

Crawford County $33.0 $37.2 681 713 $11.7 $12.4 $4.9 $5.3 $3.2 $3.4

Dane County $817.7 $893.7 18,688 18,984 $467.1 $484.3 $114.5 $121.9 $90.6 $94.8

Fond du Lac County $84.4 $103.6 2,146 2,368 $46.5 $50.7 $12.5 $14.1 $8.0 $9.0

Grant County $39.7 $40.0 950 896 $18.8 $18.7 $5.1 $5.2 $3.1 $3.0

Green Lake County $28.9 $32.7 687 716 $12.0 $12.9 $4.6 $4.9 $2.8 $3.1

Iowa County $29.2 $29.6 432 418 $10.1 $10.2 $2.9 $3.0 $1.6 $1.6

Marquette County $16.0 $18.1 273 285 $4.1 $4.3 $2.2 $2.3 $1.2 $1.3

Outagamie County $260.1 $283.3 6,217 6,265 $137.3 $141.9 $36.5 $38.6 $24.0 $25.0

Richland County $15.2 $16.8 304 310 $5.9 $5.9 $2.0 $2.1 $1.2 $1.2

Sauk County $754.2 $809.6 10,495 10,449 $195.0 $204.1 $96.3 $101.8 $63.0 $66.7

Waushara County $61.4 $59.8 926 840 $13.8 $12.5 $7.0 $7.0 $4.1 $3.8

Winnebago County $189.6 $201.7 4,645 4,615 $102.8 $105.7 $25.5 $26.7 $16.6 $17.3

Visitor Spending Employment Labor Income State and Local Federal

Millions Millions Millions Millions

Visitor Spending and Impacts

Wisconsin and Counties

Taxes



o What do you need? (marketing, planning)

o Where do you lack resources?

o What can you do better?

o Where are you losing money?

Opportunities

o What new needs of customers could you meet?

o What are the economic trends that benefit you?

o What are the emerging political and social opportunities?

o What are the technological breakthroughs?

o What niches have your competitors missed?

Threats

o What are the negative economic trends?

o What are the negative political and social trends?

o Where are competitors about to overtake you?

o Where are you vulnerable?

A second wave was sent to remind those who did not return them to do so. Others requested that

EDP call those who did not respond and take the survey information over the telephone. Out of 17

Board members, we received a total of 12 responses a 70% response rate. Because EDP partnered

with Guident, EDP analyzed the Opportunities and Threats. The following are the responses:

Strengths

o Dedicated, creative, energetic, effective leadership

o Strong, diverse, motivated and committed Board of Directors

o Long-term commitment to the project

o Committed team of contractors and consultants

o Strong and dedicated volunteer tradition

Weaknesses

o Capacity – staffing needs

o Part-time Administrative Assistant

o Lack of Community Outreach person

Part-time Community Liaison

o Funding concerns

Profit centers and sustainable funding sources

o Lack of Standard Operating procedures (SOPs)

Operational Plan, SOPs, Board Assessment (QuadBoard)

o Management shortfalls

Full-time Executive Director and Management Plan

Opportunities –Challenges

o When an Executive Director is in place with staff

Develop management, marketing and economic impact plan to take

advantage of the opportunities that exist today



Increase and maintain business partnerships

Build stronger community relationships

Develop fund raising programs - private and public

Promote volunteer groups

Develop marketing, communications and operational plans

o Expansiveness and diversity of the Parkway

Develop a comprehensive economic impact and tourism plan of the array of

heritage activities along Parkway and its economic impact to all its

communities

Develop itineraries to tie together tourism and economic

development inventories along Parkway

Incorporate appropriate heritage stories to engage visitors within the

Parkway

Develop an interactive Parkway web-site, as well as social media,

virtual media, maps and special mobile apps plans

o Rich opportunities along Parkway for increasing tourism experiences

Nurture and a strengthen tourism relationships with CVB’s (Convention

and Visitors Bureau) and Business Chambers

Promote existing visitor experiences and heritage activities

Develop new heritage activities (i.e., river taxis)

Develop a plan to help promote access to the Parkway and to the DNR

public lands as recreational opportunities for people of all abilities

o Statewide FWHP branding and marketing plan

Develop a clear branding message that can be easily used through-out the

Parkway (i.e., Silos and Smokestacks)

Develop a marketing plan

Statewide

Regionally (surrounding states)

Nationally

o Develop an economic impact plan

Encourage the communities and regions along the Parkway to collaborate

together to expand economic development

Create and retain jobs

Increase visitors spending and repeat visits along the Parkway

Create itineraries for all seasons

Develop entrepreneurial and new business opportunities along the

Parkway

Threats

o Lack of consistent communication with public, businesses, advocates about the

Parkway/Weak collaboration with other similar interest groups along Parkway

Develop a management plan that defines who will be responsible for

communication to the various audiences and how often communication

needs to occur.



Through the economic impact plan encourage stronger collaboration among

the many organizations throughout the Parkway

o Lack of consistent communication with public, businesses, advocates about the

Parkway/Weak collaboration with other similar interest groups along Parkway

Develop a management plan that defines who will be responsible for

communication to the various audiences and how often communication

needs to occur.

o A potential that funding and donations may dry up and/or competing with other

nonprofits for remaining funds



Develop a plan to encourage entrepreneurial and new business

opportunities along the Parkway

The economic impact plan should address ongoing sustainability of the

Parkway

o A potential that funding and donations may dry up and/or competing with other

nonprofits for remaining funds



Develop a plan to encourage entrepreneurial and new business

opportunities along the Parkway

The economic impact plan should address ongoing sustainability of the

Parkway

o Unstable and changing political climate

o Public and property rights activist groups’ misperceptions are not being managed

Within the management plan prioritize who and what is the procedure for

handling any issues that arise with various groups.

Economic Impact Plan (EIP) for the FWHP

EDP conducted interviews with a number of organizations and individuals on the Economic

Impact and Tourism opportunities in the FWHP. Interviews were held with the following people

and associated agencies who agreed to participate in this study:

Tom Baron, East Central Regional Planning Commission

Aaron Schuette, Brown County Planning Commission

David Connelly, Crawford County Economic Development Corporation

Russell Kashian, UW- Whitewater, Director, Fiscal and Economic Research Center

Bob O’Donnell – UW-Oshkosh Center for Entrepreneurship and Innovation

Wisconsin Economic Development Corporation (WEDC)

o JD Milburn

o Jason Scott

o Jennifer Kuderer

o Mary Gage

o Paul Jadin

o Doug Thurlow



The purpose of this study is to provide information to help partner communities effectively tell the

story and better serve visitors to the FWHP and to identify opportunities for future initiatives in

the FWHP. The University of Wisconsin – Whitewater, FERC assisted with the study.

The objectives of the study are:

To identify trip characteristics of visitors to the FWHP;

To identify the demographic profile of the visitors to the FWHP;

To assess the economic impact of visitors to the FWHP;

To assess management of FWHP;

To assess the level of satisfaction of visitors to the FWHP.

EIP - Executive Summary

The Economic Impact Plan study examines the economic impact of Visitor Spending and

economic opportunities identified for the Fox Wisconsin Heritage Parkway (FWHP) Region. The

Fox Wisconsin Heritage Parkway Region of Wisconsin which covers approximately 280 miles,

meanders across fifteen counties from Green Bay to Prairie du Chien, and provides all the vital

elements that outdoor recreation land and water enthusiasts, heritage, cultural, culinary tourists

and birders are looking for when participating in their sports and activities, including

entertainment, heritage area attractions, natural beauty, terrain, dining and the overall visitor

experience. Data collected from over 1,200 outdoor recreation and paddling enthusiasts surveyed

were used to estimate the current and existing patterns of visitor spending and total economic

impact of outdoor recreation land and water enthusiasts and heritage tourism on the State of

Wisconsin and local economies along the FWHP. Surveys conducted and referenced in the study

included the Canoecopia Paddling event in Madison, Wisconsin, University of Whitewater -

Financial and Economic Research Center (FERC), Tourism Economics and the 2011 Wisconsin

Statewide Comprehensive Outdoor Recreation Plan (SCORP). Outdoor recreation enthusiasts,

heritage and cultural visitor spending profiles used in the proprietary V2P model were developed

for two visitor segments: local residents traveling throughout the Parkway and those from outside

the local area, either traveling on day trips and/or overnight trips involving stays in local hotels or

lodging.

The culmination of these visitor surveys provides the economic model and findings used within

the EIP report. Results indicated that 71.2% of respondents are involved in outdoor recreation and

silent sports on a weekly or daily basis and are highly motivated and committed, 89 percent of the

spectators have some form of post-secondary education, 60 percent of the spectators come from a

household whose income is at least $50,000 – $74,999, and outdoor recreation/silent sport

enthusiasts spent an average of $50 - 100 on meals, etc. during their silent sport trip.

Based on the proprietary V2P Model, the estimated 2012 economic impact of the current

1,148,000 baseline visitors to the Fox Wisconsin Heritage Parkway region is 746 full time

equivalent jobs that tend towards the tourism industry. Estimated labor income of $20,008,858

annually, contributes $61,620,504 in Direct, Indirect and Induced sales from the visitors to the

Region. Based on the assumptions stated in this report, the projected 4 – year Economic

Impact would be $62,242,871 in 2013, $65,933,939 for 2014, $72,527,333 for 2015 and

$79,780,067 for 2016 respectively. These results showcase the significance of the tourism and

economic importance of the heritage, cultural, culinary tourism and silent sports - related activities



within and surrounding the Parkway.

Marketing Plan

The Fox Wisconsin Heritage Parkway is an area that has great potential to increase itsvisibility

and awareness as a tourist destination, thereby increasing its revenue stream from tourism.The

region hasmanypositiveand desirable attributes, uniquevenues, and three beautiful, scenic

rivers, the Lower Fox, Upper Fox and Lower Wisconsin Rivers. These waterways are known for

being the ‘hardest working rivers in the Wisconsin’, which connects Lake Michigan with the

Mississippi Rivers known as nationally as the ‘hardest working river in the country.’ Fox

Wisconsin Heritage Parkway can be Wisconsin’s biggest tourist destination.

The various tourism stakeholders throughout the Heritage Parkway worked diligently in EDP’s

Core Planning Committee and indicated that they would like to unify the region and collaborate

together in its tourism efforts.There are an abundance of unique and complimentary natural,

cultural, heritage and recreational tourist offerings throughout the Parkway region.By

collaborating together, the various tourism entities can maximize benefitsfor all locations and

communities located throughout the Parkway. Itineraries were developed through EDP’s Core

Planning Committee specifically created for the various tourist activities that will make it easy for

them to travel from between the communities of the Parkway and encourage them to spend the

night in the Parkway, thus increasing overall tourism expenditures.

The purpose of this marketing plan is to increase overnight stays and to maximize the educational

and new branding campaign as a unifying effort for all of the tourism stakeholders in the Parkway.

Objectives

The primary objectives of this marketing plan are to:

Unify the region and maximize its educational and promotional outreach potential to

future visitors.

Obtaininputfromallstakeholdersontheunique characteristicsoftheregion and

to capture these characteristics and ‘essence’ in the new Brand logo, strategy and

marketing efforts.

Obtainbuy‐infromallstakeholderstoparticipateintheregional Branding and

collaborative marketingefforts to unify and strengthen the tourism potential of the

Region across all the seasons of the year.

Educate all visitors and potential visitors and to make the Parkway a catalyst to

enjoying a more relaxed and real tourist destination that delivers on the Brand promise

of delivering ‘Authentic Experiences.’

Obtain funding to develop, implement and support the Brand launch and roll-out

campaign in the market with a robust, multi‐layered integrated marketingcommunications program.

UnifyRegional tourism promotion efforts while promoting each individual

communities’ unique contribution to the whole.



Work with the communities to include venues and attractions of interest in theirareas

and tie them together across the Parkway to encourage increased visitor spending and

overnight stays.

Increase tourism across all the seasons of the year by working collaboratively to cross-

promote and market each community’s events within the Parkway. Maintain a full

Calendar of Events.

Work to increase overnight stays during all the seasons, but especially in the winter

and spring seasons, which statistically have the lowest overnight room occupancy.

Make tourists aware of the many natural, cultural, heritage and recreational activities

available throughout the Parkway through the use of the integrated Tourism Itineraries

based on activities and attractions they enjoy, using a web-based tool.

Provide a unified picture or itineraries of all of the activities to choose from sotourists

will not have to hunt things out on their own.Make it easy to enjoy the attributes of

the Parkway once they get there!

Target Geographic Markets

Madison, Wisconsin andsurroundingareasincludingthefollowingcounties:

Milwaukee,Dodge, FondduLac,Waukesha,Jefferson,Kenosha,Racine,

Rock,andSheboygan

The Fox Cities area of the State

AllofNorthernIllinois including Chicago and surroundingsuburbsincludingthe

following counties:Cook, Boone, De Kalb, Du Page, Kane, Lake,McHenry, and

Winnebago

Rochester, Minneapolis and St.Paul, Minnesota

Dubuque, Iowa

Outdoor recreation and silent sports enthusiasts from Wisconsin and the surrounding

states

Families looking for outdoor activities during all the seasons of the year

Culinary Tourists

Competitors

National Heritage Areas

National Parks

Silos & Smokestacks, Iowa

Door County and Bayfield, Wisconsin

Obstacles

Lack of a Parkway Brand campaign.Lots of confusion out there among visitors and

potential visitors particularly with the Fox River located in Illinois

Lack of education, awareness and visibility for the current Parkway’s array of natural,

cultural, heritage and recreational assets, programs and initiatives.

Opportunities

Acknowledge that there are enough attractions and venues of interest in theParkway

to give everyone a share of the cultural/heritage tourism business.Bypooling



resources there is much more ‘uniqueness’ to attract a bigger tourismbase with

diverse interests.

Offer a wide variety of activities and events to broaden the interest

base and attract visitors who want to participate in ‘authentic experiences.’

Piggybacking onto events and activities going on in neighboring cities orcommunities

may draw visitors to the area for a longer stay.

Increase visitor traffic in Winter and Spring Venues: The followingisa

representativelistofthevarious activities and venuesthatshould be promoted:

o Any special events taking place during the winter months, like ice fishing or an

ice sculpting competitions.

o Outdoor venues featuring cross country skiing, downhill skiing, snow shoeing,

iceskating, sledding, tubing, snowmobiling, ice fishing, or any other winter

sporting activity.

o Resorts and spas for pampering indoor experiences.

o Bed and breakfast and lockhouse (future) establishments, inns, and hotels that

offer cozy getaways.

Promote restaurants, shoppingandentertainmentvenueslikethe theaters, art or

music festivals, destination and educational venues such as Prairie du Chien’s Villa

Louis, local museums, wildlife refuge and develop other destinations to support the

other cultural activities.

Strategy

Inorder for this campaign to be embraced by all stakeholders, everyone should beinvolved in

the planning phase.We recommend a series of stakeholder’s strategic planning meetings with the

focus of the larger regional marketing and calendar of events to better inform all participants, and

to use this information in promoting on individual and the FWHP website and to build the

marketing program from the ground up with ideas and input from allparticipants.

Each community can indicate what they have to offer for attracting tourism across all the seasons

of the year –both outdoor and indoor activities, venues and lodging. It will also be necessary to

gain buy‐in and participation from local business owners.Representatives from local businesses

can also be invited to participate in the strategic planning meetings. Another possibility is to have

each community stakeholder reach out to businesses in their areas andsolicit participation and

cooperation.This is a challenge in that all must be included beyond a ‘paid advertisement’ for

each business to fully communicate to visitors the offerings available. A strategy for analyzing an

increase in sales will illustrate the results of this cooperative initiative. Businesses that want a

more prominent role in advertising could continue to pay for those spots, but it is important to

solicit all participants for a collaborative listing.

Interview and hire a company to develop and implement the new FWHP Brand that will assist in

creating the brand recognition of the area and that will be utilized by all community and business

stakeholders intheir promotional efforts. This will create more cohesive promotions, and will be

astep in educating, developing and promoting the new brand for the region.Once the new Brand

has been developed, it should be used in season - specific marketing campaigns or ‘clustering’ of



communities that relate to specific segments of the Rivers (Lower Fox, Upper Fox, Lower

Wisconsin Rivers ).

We also learned from reviewing current research that visitors gain information in a varietyof

ways. Whileonline (websites, social media such as Facebook, Twitter, Foursquare, mobile apps,

etc.) travel research has certainly become the standard for many travelers, there are still those who

are influenced by print advertising and other social media.The recommendations made in the

implementation program will utilize technology to communicate with audiences to peaktheir

interest, draw them to the area, and communicate with them while they are in the area.This can

be augmented by the strategic placement of media in relevant print and travel publications, and

social media in key geographic locations.

The development and implementation of a coordinated FWHP signage program (DOT highway

directional signs, regional entrance signs with the new regional brand, way-finding signage

indicating that ‘You are now entering the Fox Wisconsin Heritage Parkway’) would be especially

helpful to travelers and visitors to the Parkway and begin to educate those ‘just passing by’ of

what they might be missing.

Implementation

The implementation plan should be viewed as a living document.The plan will be adjustedand

enhanced based on input received from community and business stakeholders and tourism focus

group members.The plan and budget may need to be adjusted based on thefinancial resources

available for the marketing campaign.

CreativeApproach

The development of a unifying Parkway Brand is an important first step in formulating of a

cohesive marketing campaign.Once the creative branding approach has been developed, all

marketing initiatives can be developed witha common look and feel.

LocalPromotions

Each Parkway stakeholder (community business chambers, main street member, orCVBmembers) can invite local businesses and influencers in the community to participate on a

committee for identifying venues and determining special promotionpackages and potential

itineraries for their location.This will help to generate excitement and ensure that each

community is included in the promotion.The results produced by these committees wouldbe

presented at the stakeholders’ strategicplanningsessions.

Interactive – An updated FWHP Website

In addition to every stakeholder promoting the tourism activities on their specific websites,a

central Parkway website location which already exists, needs to communicate the various natural,

cultural, heritage, recreational assets of each of the communities within the region, so visitors can

find out everything they need to know in one place.Suggestions by EDP’s Core Planning

Committee recommended a central place to obtain information on everything thatis going on in

the area which links to all community-specific websites that decide to participate.This Parkway



site wouldfulfill that need and be the primary marketing tool forthecampaign.All other

promotional tactics can be directed back to the individual communities and Parkway websites.

Information should be organized so it can be searched in a variety of ways – by date, location,

type of activity, type ofaudience/visitors, etc.Aninteractive map/itinerary would allow visitors

to plan their trip throughout the region and be directed to activities and venues that are of interest

to them. Suggested itineraries, either regional in focus, or perhaps based on seasonal offerings

and desired trip length promoted to the visitor could also be included.

Mobile Apps for the FWHP Region

In addition to the regular website,EDP also recommends developing a mobile version ofthe

website for cell phones.The mobile version of the site would make it easier for visitorsto

research things to do and places to visit in the region while they are on the go.The siteshould be

search engine optimized so it is highly visible for travelers doing online research.A link to the

site will be included on all electronic promotional materials and informationrelating to the

tourism campaign.QR or Quick Response codes should be included in the app.

EmailPromotions

Email promotions can be deployed through Parkway and each community’s Convention and

Visitors Bureau (CVB) and Chamber’s email deployment system using an HTML templatethat

has been designed for the promotional campaign.We also recommend looking at purchasing or

renting travel email lists that are within the target markets.

Literature

Information on the tourism and Branding campaign can be included in the existing VisitorGuides

distributed throughout the Parkway.The site URL would be featured in the VisitorsGuides to

direct tourists to the Web to learn more about the activities within the Parkway.A toll free number

may be included for those who would like to call with questions or foradditional information.

Although print literature can be more costly than some other initiatives,it is imperative thatcomplete information on all of the activities, venues, and locations be disseminated to potential

visitors who don’t conduct their travel research on the Web. Because activities relating to the

tourism and branding campaign will take place all over the region, it isimportant to make

locating venues and activities as easy as possible for visitors, some ofwhom may not be familiar

with the area.Creating a comprehensive, easy-to-use map or itinerary, of the region that

highlights all of the outdoor and indoor activities would benefitvisitors who are trying to

navigate through the region and take advantage of all of theavailable offerings.

In addition to being used as fulfillment for phone and Web inquiries, the maps can also bedistributed by local businesses, hotels, rrestaurants, theatres, technical and college campuses, Chambers and CVBs prior to the kickoff of the collaborative Branding campaign.Thisgives

local business and tourism stakeholders a chance to have face to face contact withpotential

visitors and through their enthusiasm generate excitement about the campaign asthey pass out the

maps and provide visitors with a reason for a return visit.Lodgings are anespecially good place

to distribute the maps because they can directly influence return visitsresulting in overnight

stays.



Advertising

Our media placement recommendations are based on the following criteria:

TravelWisconsin Co-op Advertising Program offered by the Wisconsin Department of

Tourism. It pools the resources of the Department with individual organizations and

advertisers to generate a more powerful Wisconsin travel message. It offers

opportunities in print, online, at TravelWisconsin.com and in email blasts.

Researching media that is directed toward the identified demographics of the target

audience.

Finding the best value for media placed.

Negotiating value‐added packages combining paid and earned media.

Online

Banner ads can be placed on relevant websites to target the various audiences in theMadison,

Travel Wisconsin andnorthern Illinois, Iowa and Minnesota areas to drive them directly to the

Parkway’s website.Media research will help determine the best placement opportunities based on

the available budget.

Pay‐Per‐ClickCampaign

Implementing a Google Ad Words campaign to promote the Parkway’s new Brand.Branding

promotion Website will be noticed in common searches for outdoor and silent sport travel as well

as nature, culture, heritage and other Parkway activities by the targetaudiences.TheAd Words

campaign would help draw more visitors to the central site andinform more people of the

county’s activities that may not have otherwise visited the site.

Print

The Parkway can evaluate print publications based on the targeted audiences, potentialnumber of

impressions, and possible co‐op opportunities.It may be feasible to purchase a spread ad in key

suburban Illinois publications that also include earned media opportunities,such as email

deployments and online promotional opportunities.The cost of the co‐op spread ad can be shared

with business stakeholders who would like the opportunity toadvertise their offerings for the

tourism branding campaign with a limited budget.The impact of one large ad with several

businesses featured under one promotional banner ismuch greater and much more cost effective

than if the businesses were purchasing the media on their own.

PublicRelations

Public relations will require a process defining who will be the one to take the interviews,

particularly if they are phone calls into various offices. It is recommended that a process be

designed that defines:

Before any press release, have a bullet point text prepared with more information about

the subject, and details about what information can be released about the organization.

Assign a person to take “interview” calls.

Try to have the person leave their phone number and have the person call back shortly

thereafter. This gives the primary person some preparation time to review the press

release informatioin before the interview.



Following are the elements that are recommended for a comprehensive public relations

initiative of the overall campaign.

Don’t give out too much information, stick to the script as much as possible

The goal in this inview process is for the interviewee to have control of the interview.

Media Relations

Because this is a multi-regional initiative, it will have higher visibility and generate

more interest than a single event.Communication lines can be with key members of

Wisconsin and Illinois media to keep them informed of everything happening in the

Parkway. Sending editorial alerts on a regular basis to all media outlets to give them

the pertinent information they need about the campaign.There is also the potential to

generate interest for TV, radio and newspaper interviews of various stakeholders

during the campaign.It will be important to create media “buzz” in the Parkway.

NewsReleases

A series of timely news releases will be deployed to media prior to andthroughout the

duration of any marketing campaign.This is a cost‐effective wayto reach media both

in the target and peripheral markets.

MediaKits

Media kits that include news releases about the Parkway, TravelGuides, and other

relevant information can be prepared and provided to select media outlets.Themedia

kits will also be made available online on the website.Perhaps a smallgiveaway that

captures the theme can be included to catch the attention of editors.

MediaAlerts

Media alerts will be sent to TV stations for specific events that provide video and photo opportunities to media.

Online/PrintEventCalendars

Every opportunity to get events associated with the Parkway. FWHP must be listed in

print and online event calendars, especially on the TravelWisconsin.com website must

be taken advantage of.

SocialMedia

It is important with all social media outlets to have information relevant for a variety of

interests and audiences, to keep the information current, and todialogue with your

audiences on a regular basis. While there are a variety ofsocial media outlets that

can be utilized, there are several that are moreappropriate for the target audience in

this campaign.We recommend thefollowing outlets to promote the FWHP region to

its targetaudiences:

Facebook

Twitter

Blogging

Foursquare

YouTube



Special Facebook and Twitter pages can be set up for the seasonalpromotions and

events. Since many of the area CVBs have Facebook and Twitter accounts,they can

link to the Parkway’s website from their various sites. The site wouldalso have links

to the various social media outlets. Because Foursquare is a geo-cashing location site,

visitors can use it to communicate their whereabouts withfriends who are in the area,

recommend activities, and plan to meet up with them. Video clips of visitors enjoying

the Parkway’s activities should be posted onYouTube, including both indoor and

outdoor activities on a regular basis.

PremiumsandPromotions

Special offers and premiums can be provided by area businesses to visitors.

Special offers/coupons/contests/packages that can be used for drawings will encourage

potential visitors to register for information. Contests that offer free packages and

coupons for reduced rates are attractive to people searching for deals and can entice

more visitors to the Parkway.

How to Contact Us

The Parkway should have a Wisconsin Hotline, a toll free number should be provided on all promotions for tourists to call for information or order literature.

This can be an existing number, like the FWHP’s toll free number, or a special phone number relating to the campaign can be established.This dedicated line can help track/measure the effectiveness of the promotion and help quantify the results. This number along with the site URL should be included on all

promotional materials.

KEY RECOMMENDATIONS

As listed above, there are many marketing tools to use to market the Parkway. It is recommended by

EDP:

1. Re-brand the Parkway first! All current marketing efforts, the web site, producing maps, any

special promotions should incorporate your new brand. It is much more cost effective to run as

status quo until a new brand is developed and finalized. So that every new piece and every

promotion can display your new look.

2. Ideally, it would be great to launch the new brand and your website at the same time as the

launch of a new look will also drive people to the Parkway’s site. Also ideally, this launch

should be before April 1, 2013.

3. As the Parkway works on the branding process, meeting with your communities to set the stage

about the branding process and include them in this process as much as possible. This is a two-

step process:

a. Meet or communicate with all the communities in the Parkway and explain the many

marketing programs you will be incorporating in 2013 (concentrating on the 15

economic impact communities along the Parkway). Ask for their input.

b. Follow up with the communities on progress and let them “buy-in” on looking at the

final 2 or 3 drafts prior to making a decision. Everyone has to feel the brand fits their

communities and they need to be involve in the process if they so desire.



c. Provide the communities with the brand and some ideas how they can use it in the

future, such as:

i. Linking their sites to the Parkway’s web site and have access to adding items to

the itineraries if appropriate.

ii. Explain the features of the web site that will help tourists navigate through the

communities, for example maps of access to rivers for every community

iii. Explain how all visitors’ itineraries can be printed for them whether it is for

one day or multiple days.

iv. Have a promotional item displaying your new logo

v. Provide all the communities with a brand manual (how they can use the

new logo in the future and give them examples of how they can put their

logo on it as well….providing additional buy-in for the communities).

4. Once the Brand is ready.

a. Let your e-mail list (current supporters) know first by e-mailing them a special

announcement and linking it to your new web site.

b. Once your current supporters receive their e-mails, send out press releases to a list of

publications, radio stations, etc. through the Parkway. Along with a promotional item

with the new logo on it.

5. If your web site can’t be changed when you launch your new look, develop a banner for your

web site on the new look and have it launched the same day as your press release to the media.

6. After this initial launch, the Parkway Community Relations/Program Manager should visit

every community, offer special presentations to the community with a short video and handout

pieces (like the media kit), that explains the FWHP’s importance to helping communities bring

in more nature, cultural, heritage, recreational visitors to their communities. Explain the great

features of the FWHP website, the maps, the itineraries the links to communities, valuable

information for visitors, etc.

7. A phone application is becoming a more critical tool being used by the majority of visitors

particularly when actually visiting in the Parkway. Introduce this next important tools being

developed by FWHP for the communities.

Management Currently a 17 member Board of Directors (including the Executive Standing Committee -

President, Vice President, Treasurer, Secretary, and Founder) lead the organization. The Executive

Standing Committee includes:

Candice Mortara – President

Dan Reinhold – Vice President

Tom Baron – Secretary

Mike VandenHogen – Treasurer

John Forster - Founder



According to FWHP’s current by-laws, the FWHP Board of Directors will number between 12

and 18 members. Each river segment (Lower Fox River, Upper Fox river, Lower Wisconsin

River) will be represented by a minimum of three (3). These three members shall be:

1. One representing the areas’ regional or county planning commission

2. One representing an area university, and

3. One representing a friend’s organization

Members at large will include:

1. One representing Wisconsin Tourism

2. One representing the Wisconsin Department of Natural Resources

3. One representing American Indians

4. One representing the Wisconsin State Historical Society

5. One representing a university student

6. One representing the business community

The Boards present makeup is highly represented by institutional or public agencies. With this

arrangement, the Board of Directors does not have enough representation from local businesses,

users of the riverways, property owners (such as businesses, farmers and individuals), and others.

As FWHP moves the Parkway into the next level, these people need to be participating in

committees or represented on the board in order to have a well-rounded board that represents all

aspects of the Parkway.

Much of the Board’s current focus is on managing FWHP’s current operations with only one

part-time employee (an administrative assistant). The Board has accomplished a number of

milestones and with all the programs and operational planned for the next three years, needs to

set a priority of hiring an Executive Director.

RECOMMENDATIONS

1. EDP does not recommend for the Board to amend their Bylaws, and add more Board

members (their current Bylaw have a maximum of 18 Board members). EDP does

recommend, as board members retire, to make sure they work on getting more non-

institutional and non-public board members to more evenly representation the Parkway

and all its constituents on the board.

2. A Board of Directors Committee( BOD committee) be formed (one from each Riverway)

who are responsible for determining possible board members as board members terms

expire and developing a BOB procedures manual, which will include:

a. The interviewing process.

i. Seeking candidates

ii. Interviewing and recommend candidates to the Board for consideration.



iii. Removing current Board members who are not fulfilling their

responsibilities.

b. This committee is responsible for overseeing that the Board make-up is not

skewed unevenly to ensure that each of the nature, interpretation, and business and

tourism development goals are well represented on the Board of Directors.

c. In the short term to even out FWHP representation, consider asking potential

board members to participate in current and new FWHP committees.

d. The BOD Committee will oversee the roles and responsibilities of Board

Members. Besides having fiduciary responsibilities and exercising ultimate

oversight of the FWHP, Board members can expect to:

i. Participate in one FWHP committee intended to support both

organizational vision and management.

ii. Provide continuity for the organization by setting up a corporation or legal

existence, and to represent the organization's point of view through

interpretation of its products and services, and advocacy for them

3. Select and hire an Executive Director to whom responsibility for the administration of the

organization is delegated and reviewed quarterly by the Board, which includes

a. Reviewing and evaluating of his/her performance regularly on the basis of a

specific job description including:

i. Executive relations with the board

ii. Leadership in the organization, in product/service/program planning, and

iii. Implementation and management of the organization and its personnel

b. Acquire sufficient resources for the organization's operations and to finance the

products/services/programs adequately

c. Account for the products and services of the organization and expenditures of its

funds, including to:

i. Provide for fiscal accountability, approve the budget, and formulate

policies related to contracts from public or private resources

ii. Accept responsibility for all conditions and policies attached to new,

innovative, or experimental products/services/programs.

d. Offer administrative guidance if necessary.

e. Determine whether to retain or dismiss the Executive Director



FWHP Organization Chart

The following chart illustrates a recommended structure to help FWHP handle the many

relationships necessary to keep the Board focused on the multiple programs within this report.

As demonstrated in this structure, the foundation lies with the Board of Directors who hires the

Executive Director and his or her staff. The Board of Directors should be ultimately involved in

the mission and visions of FWHP and not the day-to-day management and operations of FWHP

programs Partnerships is the key upon which the FWHP, as an organization, has been built, is to

be maintained, and upon which the successful execution of its programmatic strategies and actions

depends. The emphasis here is on the support and participation of key partners and the future and

success of FWHP depends on building strong partnerships.

It is the responsibility of the FWHP’s Board and staff to identify the partners it needs for different

management objectives, cultivate and sustain those relationships over the long term, build the

teams it needs from among these partners, and coordinate concerted efforts toward fulfillment of

the FWHP mission. This structure is designed to build upon partnerships the public and the

private, together they will make the programs successful.

There many are specific tasks identified by Interpretative Solutions and Economic

Development Partners, each one requires with a specific implementation plan and

management team needed to accomplish its programmatic actions.

Shop Fox Wisconsin

Economic Development Corporation

Fox Wisconsin Native Americans

Education & Research

Consortium

Board Committees

FWHP Board of Directors

Executive Director

Staff

Volunteer Coordination

Program Director/ Community

Liaison

Contract Assistance

Heritage Tourism Officers

Local Heritage Councils

Other Local Implement-

ationPartners

Wisconsin Department of

Tourism

Programmatic Actions

Programmatic Actions

Programmatic ActionsProgrammatic

Actions

FWHP Task Force

At large - 1 from DNR/User/NPS

1 from Private Industry /

Heritage Theme

1 from Public Agency /

Heritage Theme

Administrative Assistance



RECOMMENDATIONS:

1. To best manage these multiple tasks, a FWHP Task Force (FTF) needs to establish for

each theme. Each team should consist of at least three people one representing a public

agency, one a private industry and one at large individual that logically fits the theme and

others added to represent each of the river segments if not part of the mix, along with one

Board member.

a. The purpose of the FTF is threefold:

b. Identify and help construct strategies at the organizational level that address FWHP

heritage needs;

c. Network and enable effective fundraising with agencies, state trust funds, and

private foundations that support the FWHP; and

d. Communicate with local councils and other implementation partners to help build

good projects that will fulfill the FWHP mission and hold significant appeal to

other funders that will be sought for matching contributions

e. Members of the FTF should be made aware of the responsibilities and time

commitments that will be placed on them in this role – but also of the awesome

possibilities before them to help in a very significant way to preserve important

heritage resources in the region.

2. The Task Force would report to the Executive Director who would report progress to the

Board of Directors.

FWHP STAFF

The FWHP staff is currently comprised of one administrative individual. An acting Executive

Director is the current President of the FWHP Board. Various individuals assist or volunteer as

needed on a part-time basis and others are in contractual relationships accomplishing specific

tasks.

RECOMMENDATIONS:

1. Hiring an Executive Director is of critical importance. The person is ultimately

responsibility for coordinating and facilitating the role that FWHP provides throughout

the Parkway. The interactions between all of the different partners identified in this

chapter would simply not occur and potential partnerships would not materialize without a

competent Executive Director.

2. Another critical position is that of a Community Liaison/Program Manager. This position

will also be needed in the near future to enhance and strengthen the community, business

relationships with all FWHP communities along the Parkway especially important in the

development and selling of the new Parkway Brand and its promotion. In all the public

sessions held in February 2012, each community commented that consistent

communication was much appreciated and quarterly or semi-annual meetings were a must



for sustaining community and public support. This individual would also be critical for

helping with special fundraising events.

Financial Plan The Fox-Wisconsin Heritage Parkway’s revenues come from donations and the solicitation of

donations from both individuals and corporations. Municipalities, counties, and business partners

will pay minimal yearly membership to be involved in joint marketing efforts with the Parkway.

Competitive grants are sought on a per project basis.

The University of Wisconsin – Oshkosh Small Business Development Center prepared a

Fundraising Plan for FWHP. In its report dated November 2, 2012, it made addressed the three

major categories of potential financial support for the Parkway:

1. Local Organizations and Individual for Local Projects

a. Local Businesses*

b. Local Non-Profit Organizations

c. Town, Village and City Governments

d. Local Philanthropists

2. Regional Organizations and Individuals for Regional Projects

a. Businesses with Multiple Locations in a Region *

b. Regional Non-Profit Organizations

c. County governments

d. Regional Foundation and Philanthropists

3. Statewide Organizations and Individuals for Corridor-Wide Projects

a. Business with Multiple Locations in State*

b. Statewide Non-Profit Organizations

c. Statewide and National Governments

d. Statewide Foundations and Philanthropists

*with special emphasis on those which benefit or have benefitted from water resources

This report also investigated fundraising models and identified ways the staff at FWHP could

increase the fundraising and development skills by joining the Association of Fundraising

Professionals – Northeast Wisconsin Chapter and attending the UW-Madison Fundraising and

Development Conference in May 2013.

The report also listed examples of current and potential funding resources, as well as the listing

by County of the Heritage Sites and Groups along the Parkway and the funding sources for

Historic Preservation. The report did not list all the grants with the Parkway, but gave an

excellent example of the multitude of funding sources and the importance for the Parkway to

example the many funding opportunities. (See Appendix T for this complete fundraising report)



Database driven website and interpretive master plan are the immediate needs. These are the

foundational pieces needed to be in place before any promotion can begin. Historical displays

and markers, interpretive centers, tour brochures, and the marketing itself will be the largest

required expenditure, and will be spread out over numerous years. Eventually, one full time employee, small office rental, office equipment and supplies will be

recurring expenses. All else will be project based and done in conjunction with a local partner.

Probable examples include completion of the water trail, extension of the riverside land trails,

and preservation of nationally historic buildings or monuments.

Financial Reporting – Responsibility of Guident

Budgeting Financial Reporting – Responsibility of Guident

Operational Financial Reporting – Responsibility of Guident



REFERENCES

1. Economic Impacts of National Heritage Area Visitor Spending; Summary Results from

Seven National Heritage Area Visitor Surveys, Stynes, D. J., & Sun, Y.-Y. (2004). Alliance

of Fox Wisconsin Heritage Parkway: Visitor survey guide, East Lansing, Michigan:

Department of Park, Recreation and Tourism Resources, Michigan State University.

2. Sun, Y.-Y. (2004b). Silos and Smokestacks National Heritage Area; Preliminary Summary

Tables. East Lansing, Michigan: Department of Community, Agriculture, Recreation and

Resource Studies, Michigan State University

3. University of Northern Iowa, Sustainable Tourism and the Environment Program, Silos and

Smokestacks national heritage Area Economic Impact and Visitor Survey

4. Alliance of national Heritage Areas, 2010 Annual report, www.nationalheritageareas.org

5. Great Wisconsin Birding & Nature Trail, www.wisconsinbirds.org

6. AECOM Project Report, Economic Planning for the Oshkosh Public Museum, June 2011,

Arlington, VA 22201

7. Audubon Great River Birding Trail

8. Audubon Upper Mississippi River Campaign, 2004

9. Birding in the United States: a Demographic and Economic Analysis, 2009, U.S. Fish and

Wildlife Service

10. Wildlife-Watching Section of the 2006 National Survey of Fishing, Hunting, and Wildlife-

associated recreation (FHWAR), amended July 2009.

11. Birding in the United States: a Demographic and Economic Analysis, 2001, National

Survey of Fishing, Hunting and Wildlife-Associated Recreation, U.S. Fish and Wildlife

Service

12. Upper Mississippi River, National Wildlife & Fish Refuge

13. National Park Services, U.S., department of the Interior, effigy Mounds national Monument

Bird List

14. Trends, Statistics and Community, Importance of Heritage Tourism, Santa Fe, New

Mexico, November 2006

15. Share Your Heritage, Cultural Heritage Tourism Creates Jobs, National Trust for Historic

Preservation Heritage, Tourism Program, American Express Company and the National

Endowment for the Arts

16. Five Principles for Successful and Sustainable Cultural Heritage Tourism,

www.culturalheritagetourism.org

17. 2010 Cultural Heritage Traveler, Office of Travel Tourism Industries, U.S., Department of

Commerce, International Trade Administration

18. 2012 Fact Sheet, Cultural Heritage Tourism, www.culturalheritagetoursim.org;

www.preservationnation.org/survival-toolkit with funding from the National Endowment

for the Arts, National Trust for historic Preservation

19. Economic Benefits to Local Communities from National Park Visitation and Payroll, 2010;

http://web.archive.org/web/2007063002005622/http://www.nps.gov/history/heritageareas/F

AQ/INDEX.Htm(2 of 3)4/2008, Heritage Areas, National Park Service, Frequently Asked

questions; areas with a nearby national Park Service Site or Trail.

20. Cultural and Heritage Tourism, Raymond A. Rosefeld, Eastern Michigan University, What

is Cultural and Heritage Tourism?

http://www.wisconsinbirds.org/

http://www.culturalheritagetourism.org/

http://www.culturalheritagetoursim.org/

http://www.preservationnation.org/survival-toolkit

http://web.archive.org/web/2007063002005622/http:/www.nps.gov/history/heritageareas/FAQ/INDEX

http://web.archive.org/web/2007063002005622/http:/www.nps.gov/history/heritageareas/FAQ/INDEX



21. 2003-2004 SSNHA Economic and Visitor Study, www.uni.edu/step; University of Iowa,

sustainable Tourism and the Environment Program 204 WRC, Cedar Falls, IA; www.uni-

edu/step; [email protected]

22. A Study of Place Based Food tourism in Northeast Iowa Communities, Grant no. MSP01-

2005; Sam Lankford; January 2005-2006

23. Best Practices in Heritage Development from the National Heritage Areas, 2005, National

Park Service and the Alliance of National Best Practices, completed for the National Park

Service and the Alliance of National Heritage Areas by Rosemary Prola, University of

Maryland; the heritage area movement in the US represents a strategy for protecting

heritage communities.

24. Economic Feasibility Study & Historic Structures Report, De Pere Lockkeeper’s House

government Island, September 2011; Jennifer L. Lehrke, AIA, LEED AP LJM Architects,

Inc. Sheboygan, WI

25. 2012 Outdoor Recreation Participation Report, www.outdoorfoundation.org

26. Alliance of National Heritage Areas, 2010 annual Report

27. Economic Impacts of National Heritage Area Visitor Spending; Summary Results from

Seven National Heritage Area Visitor Surveys

28. Designation of a National Heritage Area, Pennsylvania, Pennsylvania’s Great Lakes Region

29. TravelWisconsin, http://www.travelwisconsin.com_Directory.aspx

30. Developing Statements of Desired visitor Experiences;, What do Visitors Want to

Experience from the Park Visit: based on the Draft CIP of Hawai’i Volcanoes National

Park, 1999.

31. Audubon Great River Birding Trail, La Crosse, WI Areas, Map Section 6-15, Audubon

Upper Mississippi river Campaign 2003

32. The Leopold Center and Leopold Shack & Farm, Baraboo, Wisconsin,

www.aldoleopold.org.

33. Experience Your Park/Conservancy for CVNP,

http://www.conservancyforcvnp.org/experience , conservancy for Cuyahago Valley

National Park (http://www.conservancyforcvnp.org/experience/outdoor

34. Wisconsin Bicycle Trails, Wisconsin State Park System, Wisconsin Department of Natural

Resources; http://dnr.wi.gov/topics/parks/activities/bike.html

35. Captain John Smith Chesapeake national Historic Trail; Draft Interpretive Plan, 2006,

national park service, U.S. Department of the Interior, Section 5: Potential Visitor

Experiences,

36. Wisconsin STEM Navigators to the future, Wisconsin Technology Council; University of

Wisconsin-Milwaukee; STEMForward.org

37. www.travelwisconsin.com/travelplanner.aspx

38. http:www.travelwisconsin.com/travelplanner.aspx/listsby/12012254-c85a-4b8c-ac8d-

a15cd96e7909

39. http://northernforestcanoetrail.org

40. http://www.visitnj.org

41. http://ww.visitmaine.com/trip-idea/

42. http://www.visitidado.org/whitewater

43. Blue River National Heritage Association Management (BRNHA) and Environmental

Assessment Plan

44. National Recreation Trail Application – 7/16/2012 – Water Trail Application Form

http://www.uni.edu/step

http://www.uni-edu/step

http://www.uni-edu/step


http://www.outdoorfoundation.org/

http://www.aldoleopold.org/

http://www.conservancyforcvnp.org/experience/

http://www.conservancyforcvnp.org/experience/outdoor

http://dnr.wi.gov/topics/parks/activities/bike.html

http://www.travelwisconsin.com/travelplanner.aspx

http://northernforestcanoetrail.org/

http://www.isitnj.org/

http://ww.visitmaine.com/trip-idea/

http://www.visitidado.org/whitewater



45. Forward Wisconsin, Discover Why Wisconsin is Right for Your Business,

http://www/forwardwisconsin.com/section2/Find-a-Wisconsin-Location 46. Stynes, D. J., Propst, D. B., Chang, W., & Sun, Y.-Y. (2000). Estimating national park visitor

spending and economic impacts: The MGM2 model. East Lansing, Michigan: Department of Park,

Recreation and Tourism Resources, Michigan State University.

47. Stynes, D. J., & Sun, Y.-Y. (2003). Alliance of Fox Wisconsin Heritage Parkway: Visitor

survey guide. East Lansing, Michigan: Department of Park, Recreation and Tourism

Resources, Michigan State University.

48. Sun, Y.-Y. (2004b). Silos and Smokestacks National Heritage Area; Preliminary

Summary Tables. East Lansing, Michigan: Department of Community, Agriculture,

Recreation and Resource Studies, Michigan State University.

http://www/forwardwisconsin.com/section2/Find-a-Wisconsin-Location

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