Some New FAQs about the Planning Project


Question:  Why is MSU involved?  Why wasn’t the project put out for competitive bids?  Wouldn’t a prominent, nationally known consulting firm have had more experience in developing such a plan?

Answer:  This is not a new issue, but it continues to surface and, quite importantly, is a relevant concern to some elements of the plan being developed.  MSU became involved in this effort primarily because it is Michigan’s land grant university whose mission is in part to respond to Michigan needs.  In this case, there was a clear need and no viable alternative. MSU has an extensive history of supporting strategic planning efforts in both the public and private sectors.  It is also able to draw upon knowledge about Michigan’s tourism industry accumulated over more than 20 years of relevant industry research.  And, along with partner Travel Michigan, it was willing to contribute more than half of the financial resources required to support the project.  In addition, since there was no pool of known resources available, to expect that a private sector firm would be willing to engage in a project of this scope without resources in hand, and the only way payment would be made is by fundraising efforts, is simply unreasonable.

It is critical to recognize that this is not the “MSU” plan or the “Travel Michigan” plan; rather MSU and Travel Michigan are supporting and facilitating the planning process for the industry.  This is the “Industry’s” plan.

Going forward, different circumstances will exist around various recommended projects and tasks that emerge from the planning process.  For some of these projects/tasks, it may be obvious that they are best suited to being addressed by a state agency such as Travel Michigan or by a qualified private supplier organization.  Some may be best addressed through a competitive bidding process to identify the most qualified and cost-effective supplier, while others may be best addressed by MSU or another Michigan academic organization.  Who is selected to perform any given project/task should be based upon who is best qualified to address it at a competitive cost.  In other words, supplier selection should be based on who offers the highest return for the public or private dollars available to invest.


Question:  What is this plan all about and how is it different from other plans?

Answer:  The focus of this plan is broader than any that most of us have ever experienced through associations with businesses or organizations.  Its scope is state- and industry-wide.  It is the kind of plan that Michigan’s tourism industry would develop were it a single corporation rather than the diverse collection of businesses, government agencies, and other organizations that it is.  We could refer to the plan as “Michigan Tourism, Inc.’s” plan.  The guiding question in developing the plan thusly is:  What’s best for “Michigan Tourism, Inc.”?

What then is this plan for Michigan Tourism, Inc.?  It is two things:  First, it is a vision statement by the industry which includes what it sees as important to meet its current and future challenges and opportunities.  The vision elements in the plan are unlikely to be tied to fully developed strategies to implement them in a short, specified time period.  Rather, they are likely to be long term goals which will require more discussion, research, and industry input to fully mature and become actionable strategies.  Second, the plan will present priority and actionable elements that can be implemented in the short run.


Question:  The planning process is addressing too many issues.  We don’t have the capacity to address them all at the same time.  We should limit the focus to a few priority issues.

Answer:  As noted above, the plan is both a vision statement as well as a set of actionable items.  While there certainly is an immediate need for action, it is also important to consider the big picture over the long run.  The results of the efforts of the Issue Work Teams can be expected to identify what elements in the overall plan have enough “traction” to move ahead in the short run and those which will require “more work” before they are actionable.  To use a sports analogy, the outcome expected is an overall “game plan” with a set of “plays,” which in combination is designed to create “wins” for the Michigan tourism industry over “a long season.”


Question:  It’s all about money and how to get it!

Answer:  There is no doubt that funding will be the most challenging mission confronting the Council.  This challenge is especially onerous given the financial stresses on the state’s and tourism industry’s stakeholders’ budgets.  Like the plan itself, the funding component within the plan can be expected to be part vision and part actionable strategy.

While it is important to consider all potential funding sources and to produce a target level of funding to support all of the issues identified by the Council, it is critical to recognize that an immediate response to all funding needs that are identified cannot be expected.  It will take time to meet these targets.  Varying amounts of time will be required to:

1. Identify probable funding sources,
2. Prepare a rationale for funding, and
3. Organize the industry to effectively pursue funding.

Funding becomes an even more complex issue when one considers the varied nature of funding needs and sources of potential funds.  It is probable that some will require one-time funding while most will require funding on a continual basis.  Some sources may provide funds over multiple years while others will require annual renewal and the on-going attention of industry advocates.  And, in some cases, it will probably be necessary to move toward the funding target in a series of steps with future allocations hinging on positive evaluations of past investments.

Given enough time, it may be possible to develop an overall strategy which is less complex and which produces a steadier stream of funds than appears to be feasible in the near term.  But, until such a strategy emerges, funding for the elements of the plan must be obtained based upon the opportunities that are currently available.