Packer Country Strategic Destination Plan

2005–2007

Packer Country Visitor & Convention Bureau

(PCVCB)
 Plan Outline
Page

Introduction _________________________________________________ 1
Purpose, Benefits and Uses _____________________________________________ 1

Packer Country Visitor Destination Situation ______________________ 2

Past Accomplishments _________________________________________________ 2
Key Issues ____________________________________________________________ 2
SWOT Analyses and Conclusions ________________________________________ 3
Main Challenges _______________________________________________________ 7
Critical Factors for Destination Success ___________________________________ 7

Packer Country VCB Purpose and Future Direction __________________ 8

Destination Vision _____________________________________________________ 8
Organization Vision ____________________________________________________ 8
Destination Positioning _________________________________________________ 9
Mission, Organization Philosophy and Customer Commitment _______________ 10
Strategic Goals _______________________________________________________ 11

Packer Country Strategic Destination Outlook ____________________ 12

Three-Year Strategic Initiatives __________________________________________ 12

Appendices _________________________________________________ 18
PCVCB Strategic Planning Participants and Planning Facilitator ______________ 18
PCVCB—Our Purpose and Future Directions ______________________________ 20
PCVCB—Strategic Planning Workshop Notes _____________________________ 21
 2005–2007 Strategic Destination Plan 1

Introduction
Purpose, Benefits and Uses
The following Packer Country Visitor & Convention Bureau (PCVCB) Strategic Destination Plan
has been prepared based on seven workshop sessions held on September 30 and October 25/26, 2004
and January 5 and February 16, 2005 with the Board of Directors and Management Team. During
this time period, the Strategic Plan facilitator and/or Packer Country VCB President were also able
to conduct four public sessions on October 26, 2004, January 6 and 28 and February 16, 2005 with
over 50 participants to discuss various topics relevant to the current issues and future potential of
tourism in Packer Country. For acknowledgement purposes, Packer Country includes the
communities in Greater Green Bay (Green Bay, Ashwaubenon, Howard, De Pere and Allouez),
Lakeshore (Algoma, Kewaunee, Mishicot and Two Rivers), and the Oneida Nation. The purpose of
the strategic plan was five-fold:

1. To gain a clear understanding of the visitor industry and its current situation in Packer Country
and opportunities for new development and marketing

2. To identify the critical issues and challenges relative to the destination and PCVCB

3. To determine the Packer Country destination vision and PCVCB vision, mission and long-term
goals

4. To specify the PCVCB strategic goal programming and assigned responsibilities

5. To acknowledge the critical factors in the success of the PCVCB and Packer Country tourism.

The Strategic Destination Plan is to be used as a directional and guideline document for the effective
leadership and marketing communications efforts of the Packer Country Visitor & Convention
Bureau. Its intent is to provide a sharp focus and a clear and consistent direction for the PCVCB and
Packer Country tourism over the next three years.

Details on the components of the Strategic Destination Plan follow.

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 2005–2007 Strategic Destination Plan 2

Packer Country Visitor Destination Situation

Past Accomplishments
Based on meeting discussions and a review of past reports, the key accomplishments of the PCVCB
over the past five years were determined to be the following:

 A regional tourism strategy and accompanying office was initiated in 2001 to expand the
marketing efforts of the Green Bay area and Lakeshore communities

 In 2003 the VCB administrative office was moved with an expanded visitor information center
presence in the Brown County Arena

 A co-leader in the development of new and expanded entertainment/sports venues and events

 The introduction of a Preferred Partners program and a new VCB volunteer corps

 The continued development of the VCB website with online packaging and event housing
capability

 A stronger focus on citywide event sales, both meeting and sports and a higher community
relations profile.

Key Issues
Similarly, the current issues identified as affecting the tourism marketing and development of Packer
Country are as follows:
 Concerted effort in the redevelopment of downtown Green Bay with riverfront access

 Enhanced Packer Country brand interpretation and investment

 Better integration of visitor entertainment districts/areas in the region

 Redevelopment and future prospects of the Brown County Veterans Memorial Complex

 Need for improved hospitality service delivery

 Development of an expanded visitor information distribution system (welcome centers and

satellite offices/kiosks)

 Identification of best special interest/niche marketing opportunities

 Better industry marketing strategy regarding Packers schedule and publicity activities

 Continued VCB Preferred Partners program development

 Further industry collaboration and new partnership formation, especially at the State and
corporate levels.

Packer Country Visitor & Convention Bureau

 2005–2007 Strategic Destination Plan 3

SWOT Analyses and Conclusions

To add specifics to these issues, SWOT (strengths-weaknesses-opportunities-threats) analyses were
conducted from a tourism perspective and covered commentary on product development (both
Greater Green Bay and Lakeshore), marketing (both to visitors and local audiences) and on the VCB
organization. These analyses follow with conclusions.

Visitor Product Development—Greater Green Bay

Strengths
(present advantages)
 Year-round entertainment offerings (Lambeau Field,
Resch Center, Weidner Center and Oneida Bingo and
Casino)
 Expanded Radisson Hotel and Convention Center
 Recognition of Green Bay brand
 Good variety of family attractions
 Excellent sports facilities
Opportunities
(potential advantages)
 New downtown Green Bay redevelopment proposal
 Brown County Arena best use
 KI Center product expansion
 Lambeau Field .05 sales tax use after 2013
 Ashwaubenon Pedestrian Walkway
 Festival grounds for ethnic celebrations
Weaknesses
(present disadvantages)
 Internal competition among communities
(e.g., Green Bay and Ashwaubenon)
 Poor perception of downtown Green Bay
 Insufficient quality lodging in downtown area
 Inadequate internal accessibility
 Outdated Brown County Arena
Threats
(potential disadvantages)
 Lambeau Field Atrium competitive position
 More parking in downtown Green Bay and
stadium districts
 Retail exodus from downtown Green Bay
 Group business cannibalization among
districts/communities

Given the visitor product development SWOT analysis for Greater Green Bay above, it was
generally found:
1. Improve the product and traffic integration among communities/entertainment districts
2. Provide support to new visitor product development based on needs and financial viability
3. Need for a comprehensive capital investment funding strategy, including identified visitor
product development (i.e., Brown County Veterans Memorial Complex)
4. More attention be given to downtown Green Bay redevelopment (waterfront and city core
realignment).

Packer Country Visitor & Convention Bureau

 2005–2007 Strategic Destination Plan 4

Visitor Product Development—Lakeshore

Strengths Weaknesses
(present advantages) (present disadvantages)
 Unique community character/marine culture  Communities spread over 40 miles
 Community ‘Main Street’ improvements  Absence of year-round attractions
 Proximity to Lake Michigan and related visitor  Insufficient quality lodging
activities (e.g., charter fishing, diving, birding,
 Lack of ‘anchor’ events/attractions
etc.)
 Minimal customer service skills
 Improved museums in area
 Poor communications/interest among communities
Opportunities Threats
(potential advantages) (potential disadvantages)
 Communities working better together  Animosity/pressure from Manitowoc visitor
industry/community
 More tour development
 Lack of snowfall
 Partnerships with adjacent counties/cities
(Door and Manitowoc) Â Old age of attractions/visitor properties
 Winter events/festivals  Lack of interest in Packer Country efforts
 Winter Park skiing/tubing  Communities ‘doing their own thing’
 No Lake Michigan beach reclamation program

Given the visitor product development SWOT analysis for the Lakeshore area above, it was
generally found:

1. Develop day and overnight hub and spoke tours

2. Improve the communications among communities and also with the VCB
3. Expand regional partnership arrangements with adjacent counties/cities
4. Need for less weather dependent attractions/events with related promotions.

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 2005–2007 Strategic Destination Plan 5

Visitor and Local Audience Marketing

Strengths
(present advantages)
 Green Bay Packers international brand recognition
 Excellent visitor attractions/facilities (Lambeau,
KI, Radisson and Resch)
 Stable VCB funding
 VCB Preferred Partners program
 VCB website development with online packaging
 Community education programs (Be A Tourist,
See For Yourself and Tourism Tuesday)
Opportunities
(potential advantages)
 Unified visitor information distribution system,
including welcome center and signage
 Further VCB website improvements
 New marketing partnerships
 Frontline industry training
 Destination concierge services
 Sports market potential
Weaknesses
(present disadvantages)
 Insufficient marketing budget
 Industry partners’ limited use of technology
 Lack of public/partner understanding of VCB
mission
 Low level of Packer Country community/regional
togetherness
Threats
(potential disadvantages)
 New competition (e.g., Blue Harbor Resort,
Appleton/Fox Cities Expo Hall and Oshkosh
Convention Center)
 Continued VCB funding source
 Little control of district and facility development
futures

Given the visitor and local audience marketing SWOT analysis above, it was generally found:

1. Continue the development of the Preferred Partners program with effective operating policies
2. Prepare and implement a visitor information distribution system strategy (welcome centers and
satellite offices/kiosks)
3. Heighten the Packer Country and VCB brand awareness
4. Need for a stronger relationship with Packer Country communities.

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 2005–2007 Strategic Destination Plan 6

Packer Country VCB

Strengths Weaknesses
(present advantages) (present disadvantages)
 Professional staff core  Low community profile (RTO versus VCB
confusion)
 New partnerships developed
 Non-optimal organizational structure
 Packer Country brand
 $1.7 million budget
Opportunities Threats
(potential advantages) (potential disadvantages)
 New administrative office/welcome center  Long-term financial stability
location
 Lakeshore communities partnership continuance
 Further development of Preferred Partners
 Brown County Arena implications
program
 State room tax legislation changes
 Better visitor communications
 Building local relationships
 Expanded State Tourism programming
 Stronger technology application

Given the VCB organization analysis above, it was generally found:

1. Further increase the visibility of the VCB through a stronger visitor information center presence
and an ongoing active community outreach program
2. Continue to reinforce the benefits and value of investing in the Preferred Partners program and
Packer Country brand
3. Clarification of strategic direction and roles relative to event development and marketing.

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 2005–2007 Strategic Destination Plan 7

Main Challenges
Given the above SWOT analyses and related session commentary, it was generally understood that the
top challenges facing the PCVCB are as follows:
1. A more supportive attraction, event and tour development and marketing strategy
2. Development of an integrated regional visitor information distribution system (welcome centers
and satellite offices/kiosks)
3. Enhanced investment in the Packer Country experience/brand platform
4. Higher VCB and visitor industry advocacy at the community level
5. Continued valued improvements to the Preferred Partners program
6. New partnership formations at the community and district levels with new visitor projects
identified.

Critical Factors for Destination Success

The critical factors that need to be focused on for Packer Country tourism and PCVCB future success
were identified to be the following:

Packer Country Tourism

 Better interpretation of the Packer Country brand
 Focusing on year-round ‘family entertainment’ experiences
 Developing unique and integrated visitor communities/districts
 Forming nontraditional/corporate partnerships
 Stronger tie-in to the Packers tradition heightening overall awareness.

PCVCB
 Implementing an agreed-to strategic destination plan
 Ensuring research-based and accountable programming
 Finding alternative funding sources
 Having a creative and entrepreneurial professional staff.

Packer Country Visitor & Convention Bureau

 2005–2007 Strategic Destination Plan 8

Packer Country VCB Purpose and Future Direction

Destination Vision
A visitor destination vision statement for Packer Country was prepared based on VCB Board,
management and public meeting discussions as follows:
Packer Country, with its legendary professional football team and unique waterfront communities, has
become an accessible, year-round and family friendly visitor destination offering diverse entertainment areas
and attractions centered on sports and recreational travel, cultural heritage and arts, and special events.
Terminology Usage
Legendary professional football team and Family friendly
unique waterfront communities  Affordable fun
 Further renovated Lambeau Field  Combined children and adult activities
 Expanded football events/training camp  Genuine hospitality and care
 Bay and river cities
Diverse entertainment areas and attractions
 Lake harbor towns
 Themed and linked visitor
 Downtown redevelopment communities/districts
 Water/marina access  Variety of indoor and outdoor attractions and
 Heritage preservation events at quality venues
Accessible and year-round  Emphasis on sports, cultural heritage and
meetings/conventions
 Impressionable gateways
 Recognizable welcome and directional signage
 Four seasons activity base
Organization Vision
A vision for the PCVCB was prepared taking into account that it aspires to be an influential
organization based on astute leadership and professional management as follows.
In 2009
The Packer Country Visitor & Convention Bureau is the recognized destination leader in the
development and marketing of the Packer Country brand.
Terminology Usage
Destination leader Brand
 Visionary, effectively directed and influential  Differentiated regional/community positioning
 Customer and industry centric  Attractions focus
 Efficiently managed and appropriately funded  Customized and personable offerings
Development and marketing  High value for money
 Visitor product development
 Visitor marketing, sales and servicing
leading to incremental business
 Community relations and advocacy

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 2005–2007 Strategic Destination Plan 9

Destination Positioning
The destination images of Packer Country were identified as such:
 Clean and friendly place
 Safe and secure towns/cities
 Lake Michigan shore/beaches
 Cheese
 Brats and beer
 Sports
 Football and Brett Favre
 Paper industry
 Fishing and water sports
 Shopping
 Winter recreation/cold weather
 Ports/harbors
 Golfing.

Given the above images, the unique appeals for Packer Country and Green Bay were considered to be:
 Packers football
 Variety of family friendly recreation and entertainment
 Small town charm
 Big city amenities
 Great Lakes beach.

A destination positioning statement for Packer Country was then composed as follows:
Packer Country, renown for its storied Green Bay Packers, has a distinct four seasons persona of
family friendly entertainment from Lakeshore beach vacations, sporting and gaming activities,
recreational travel outings, small town festivals to city cultural events and meetings.

Packer Country Visitor & Convention Bureau

 2005–2007 Strategic Destination Plan 10

Mission, Organization Philosophy and Customer Commitment

A mission statement was redeveloped for the PCVCB and is presented below. This focused mission
will be accomplished through goals, strategies and programs that meet a majority of the filter tests
indicated.

The Packer Country Visitor & Convention Bureau is the regional destination marketing
organization committed to improving the visitor experience and increasing the economic impact of
tourism to its communities.

Mission Filter Tests

 Increases economic impact through new visitor expenditures
 Strengthens destination image
 Enhances the visitor experience
 Encourages partnership growth
 Provides sufficient program returns given available resources.

The PCVCB performs its mission effectively by adhering to the following values and guiding
principles, and delivering on customer promises.

 Professional  Innovative
 Accountable  Dedicated
 Community-based  Effective
 Partnership-oriented  Credible

Partner Promise

We commit to recognizing our mutual needs and providing business opportunities and assistance with
optimal returns.

Visitor Promise

We commit to welcoming visitors with accurate visitor information, personal travel planning advice
and promoting positive and customized memorable experiences within our region.

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 2005–2007 Strategic Destination Plan 11

Strategic Goals
In addition, six long-term goals were identified for the PCVCB to accomplish.

Visitor Marketing, Sales and Servicing

To identify, market, promote and service Packer Country as a visitor destination and thereby enhance
its imagery and awareness in all targeted markets.

Visitor Product Development

To be a supporter and facilitator of industry and infrastructure product for proper development of the
destination.

Community Relations
To communicate the benefits of tourism and the value of the Packer Country VCB to community
stakeholders.

Visitor Research and Planning

To undertake required visitor research and destination planning.

Visitor Partnerships
To develop allied partnerships in order to expand resource capabilities, expertise and funding.

Finance and Administration

To be a financially viable and accountable organization with a professional staff.

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 2005–2007 Strategic Destination Plan 12

Packer Country Strategic Destination Outlook

Three-Year Strategic Initiatives
The annual destination focus and three year priority initiatives for the PCVCB have been determined
as shown below. Responsibility for initiatives has also been assigned by VCB department and Board
(A: All Departments, B: VCB Board, O: Operations, M: Marketing, S: Sales and VS: Visitor
Services), along with performance measures.
Timing (9) Respon- Completed
Priority
Goal/Program 2005 2006 2007 sibility (9)
Focus
Visitor Marketing, Sales and Servicing
To identify, market, promote and service Packer
Country as a visitor destination and thereby enhance its
imagery and awareness in all targeted markets.
 Website and database development
(# of unique users, user sessions and segmented
inquiries/accounts)
™ Site benchmark evaluation and updating 9 9 9 M K
™ Site hosting and maintenance 9 9 9 M K
™ Online packaging, housing and events 1
9 9 9 M/S/VS K
™ Integrated database system 9 9 O K
 Advertising and promotion
(# of inquiries and converted inquiries)
™ Multimedia advertising campaign 9 9 9 M K
™ Public relations/media campaign 9 9 9 M K
2
™ New special interest/niche promotional
opportunities 9 M K
 Publications and other collateral
(# of collateral pieces distributed and collateral
piece requests)
™ Leisure travel materials 9 9 9 M/VS K
™ Convention and sports facility materials 3 9 9 9 M/S K
™ Location distribution 9 9 9 VS K
 Direct sales
(# of meeting/sports event/exposition leads and
related lodging bookings/room nights)
™ Conventions/meetings (calls, blitzes,
tradeshows and memberships) 9 9 9 S K
™ Sports (as above) 4 9 9 9 S K
™ Other leisure travel (as above) 9 9 9 M/S K
 Destination servicing
(# of onsite VIC visitors and reservations/lodging
bookings)
™ Visitor center operations 9 9 9 VS K
™ Online housing utilization and other services 5 9 9 9 S K
™ MVP volunteer coordination 9 9 9 S/VS K

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 2005–2007 Strategic Destination Plan 13

Timing (9) Respon- Completed

Priority
Goal/Program 2005 2006 2007 sibility (9)
Focus
 Packer Country brand communications
(# of visitors and related spending)
™ Preparation of destination
positioning/guidelines 9 O K
™ Tourism/community brand review 6
participation 9 O/M K
™ Destination brand refinement 9 9 O/M K
Visitor Product Development
To be a supporter and facilitator of industry and
infrastructure product for proper development of the
destination.
 Veterans Memorial Complex redevelopment
(# of event days/attendees and related direct
spending)
™ Best use/feasibility analysis and results 9 B/O K
™ Opportunity/repositioning platform 1
9 B/O/M/S K
 VIC/Welcome Center network development
(# of visitor extended stays and events with
mobile VIC)
™ Center/info rack/kiosk inventory and needs
evaluation 9 B/O/VS K
™ Uniform identity program 2 9 O/VS K
™ Event mobile welcome center 9 O/VS K
 Regional signage and gateway entrances
(# of visitor entry locations and traffic counts by
location)
™ Signage/gateway requirements 9 B/O/M/VS K
™ Partner meetings with preparation of
development proposal 3 9 B/O/M/VS K
™ Fund underwriting identification 9 B/O/M/VS K
 Attraction opportunity assessment
(# of vision and/or preferred partners)
™ Detailed attractions needs analysis 9 O/M K
™ Vision alignment meetings 4 9 B/O/M K
™ New partnership development 9 B/O/M K

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 2005–2007 Strategic Destination Plan 14

Timing (9) Respon- Completed

Priority
Goal/Program 2005 2006 2007 sibility (9)
Focus
Community Relations
To communicate the benefits of tourism and the value
of the Packer Country VCB to community
stakeholders.
 Community relations planning
(# and type of community publics and quality of
messages)
™ Identification of key audiences 9 O/M K
™ Main messages development 1 9 O/M K
™ Formalized strategy/implementation 9 9 9 O/M K
 Community advocacy/outreach
(# of public contacts and quality of customized
messages)
™ Governments communications 9 9 9 B/O K
™ Media communications 2
9 9 9 O K
 Visiting friends and relatives (VFR) program
(# of passports sold, VFR lodging bookings and
attraction attendance)
™ Ongoing passport campaign 9 9 9 M/VS K
™ Resident website potential 3 9 M/VS K
™ Other local/regional programming 9 9 9 B/M/VS K
Visitor Research and Planning
To undertake required visitor research and destination
planning.
 Strategic and community planning
(two follow-up meetings annually for board and
communities, quarterly staff meetings, and KI
Convention Center feasibility)
™ Preparation/approval of 2005–2007 Strategic
Plan 9 B/O K
™ Priority activities highlighted annually 1 9 O K
™ Community/district/attraction technical
assistance and related planning 9 9 B/O K
 Visitor profile and economic impact
(UWGB Visitor Profile demographic/behavior
patterns, and Davidson-Peterson regional tourism
impact statistics)
™ Intercept survey data collection and analyses 9 9 M/O K
™ Biannual economic impact report 2
9 9 M/O K

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 2005–2007 Strategic Destination Plan 15

Timing (9) Respon- Completed

Priority
Goal/Program 2005 2006 2007 sibility (9)
Focus
 Promotional conversion analyses
(advertising conversion % rate, # of inquiries per
advertising spent/ROI, and related information)
™ Website user reports 9 9 9 M K
™ Advertising campaign evaluations 3
9 9 9 M K
Visitor Partnerships
To develop allied partnerships in order to expand
resource capabilities, expertise and funding.
 Preferred Partners program refinement
(# of new partners, # of new benefits/services, #
of monthly meetings and sales goal)
™ Member needs/operational assessment 9 M K
™ Additional benefits programming 1 9 9 9 B/M K
™ Ongoing member communications 9 9 9 B/M K
 Corporate sponsorship/partnership development
(# of partner events and cooperative promotions,
# of partner visitor referrals and # of leads)
™ New corporate partner potential 9 B/O/S K
™ Programming opportunities selection 2
9 9 9 B/O/S K
 Packer Country regional brand expansion
(Packer Country awareness and effectiveness
benchmarks and growth, and # of visitors and
related spending)
™ New communities response 9 9 9 B/O K
™ Meetings and relationship building 3
9 9 9 B/O K

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 2005–2007 Strategic Destination Plan 16

Timing (9) Respon- Completed

Priority
Goal/Program 2005 2006 2007 sibility (9)
Focus
Finance and Administration
To be a financially viable and accountable organization
with a professional staff.

 VCB administrative support

(administrative costs/overhead optimized, and
annual independent audit)
™ Office services/overhead 9 9 9 O K
™ Audited financial statements 9 9 9 B/O K
™ Reserve fund development 1
9 9 O K
™ New revenue sourcing 9 9 9 B/O K
 Annual business planning
(two planning meetings annually with
community/board, quarterly meetings of
Marketing Advisory Council, and quarterly
industry/sales meetings)
™ Yearly operating plans with budget
9 9 9 A K
allocations 2
™ Performance measures identification 9 9 9 A K
 VCB accreditation standards compliance
(standards submission for accreditation ‘with
distinction,’ and onsite visit with evaluation team)
™ Organizational review 9 B/O K
™ Standards fulfillment 3 9 A K
™ Designation approval 9 O K
 Training and professional development
(annual Governor's Conference on Tourism,
quarterly online database and
computer/technology training, and departmental
directors certification in IACVB programs)
™ Marketing and other advice 9 9 9 O K
™ Guest speakers/Tourism Summit
programming 4 9 9 9 O/M K
™ VCB staff development 9 9 9 O K

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 2005–2007 Strategic Destination Plan 17

The Strategic Destination Plan is to be reviewed and updated on a regular basis, and used in preparing
the PCVCB’s annual business plan, including project programming and corresponding operating
budgets.

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 2005–2007 Strategic Destination Plan 18

Appendices
PCVCB Strategic Planning Participants and Planning Facilitator
 Neil Anderson NEW Zoo
 Ron Antonneau PCVCB Board Member/Wisconsin Public Service Corporation
 Ty Baumann Bay Beach Wildlife Sanctuary
 Blaze Brigman Regency Suites/KI Convention Center
 Pat Buckmaster Heritage Hill State Historical Park
 Naletta Burr On Broadway, Inc.
 Pete Chapman National Railroad Museum
 Randy Christensen Howard Johnson Inn and Conference Center
 Tom Christofferson PCVCB Board Member
 Elizabeth Ciske Hilton Garden Inn
 Greg DeCleene Black & Tan Restaurant
 Scott Dettman Regency Suites/KI Convention Center
 Dan Dick Tundra Lodge Resort & Waterpark
 Patti Drabes PCVCB—Group Services Manager
 Julie Durkin Airport Wingate Hotel
 Joel Everts PCVCB—Sports Sales Manager
 David Fleming PCVCB Board Member
 Keith Garot Tundra Lodge Resort & Waterpark
 Susan Garot PCVCB Board Member/Tundra Lodge Resort & Waterpark
 Kristyn Garrity Packer Fan Tours
 Julie Gerczak PCVCB—Director of Visitor Services
 Dee Geurts-Bengston Green Bay Packers
 Sally Graham PCVCB—Visitor Services Coordinator
 Katie Green PCVCB—Director of Marketing
 Gina Hartl Tundra Lodge Resort & Waterpark
 Joan Heutges James Street Inn
 Paul Jadin Green Bay Area Chamber of Commerce
 Patty Johnson De Pere Area Business Alliance
 Wendy Johnson NEW Zoo
 Steve Klegon Green Bay Packers
 Randy Kliment PCVCB Board Member/Fox Hills Resort
 Kim Koss Packer Fan Tours
 Brian Kuss Algoma Beach Motel
 Chuck Lane Humana
 Patricia Lassila PCVCB Board Member/Oneida Airport Hotel Corporation
 Jerry Lintz PCVCB Board Member/NWTC Hospitality Program
 Jennifer Loughran PCVCB—Sales Manager

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 2005–2007 Strategic Destination Plan 19

 Jeff Mirkes PCVCB Board Member/Downtown Green Bay, Inc.

 Kari Moody Regency Suites/KI Convention Center
 Barb Myer Holiday Inn City Center
 Carey Ninfo Weidner Center for Performing Arts
 Charlie Novak PCVCB Board Member
 Terry Olson Country Inn & Suites/Microtel Inn & Suites
 Mike Overman Oneida Bingo & Casino
 Michelle Palubicki Green Bay Packers
 Dan Pawlitzke Two Rivers Economic Development
 Beth Peters PCVCB—Director of Sales
 Briana Petersen PCVCB—Administrative Assistant
 Dale Phillips TGW Screenprinting/Ashwaubenon Business District
 Peter Phillips Comfort Suites/Rock Garden
 Tim Quigley PCVCB Board Member/The Bon Vivant Group
 Pam Ritchie PCVCB Board Member/Algoma Chamber of Commerce
 JoAnn Rogers Holiday Inn City Centre
 Glenn Sanderson Sanderson Photography
 Jerilyn Schad De Pere Area Business Alliance
 Jim Schmitt Mayor, City of Green Bay
 Chadd Scott Hilton Garden Inn
 Mary Shaw Super 8 Hotel
 Jerry Sinkula Agricultural Heritage and Resources
 Kari Sliva PCVCB—President & CEO
 Jaqueline Smith Residence Inn by Marriott
 Steve Standler Lamers Bus Lines
 Kimberly Tyler Oneida Bingo & Casino
 Adrian Ulatowski PCVCB Board Member/Davis & Kuelthau
 Gene Umberger Neville Public Museum
 Paul Van Quality Inn & Suites
 John Vanderleest Brown County Supervisors
 Jim Van Lanen Sr. PCVCB Board Member/Lighthouse Inn
 Doug Warpinski Best Western Midway
 Ken Watcher PMI
 Bruce Wolf Comfort Suites/Rock Garden
 Joy Wolf Candlewood Suites
 Sandy Zipperer Rogers Street Fishing Village

Planning Facilitator
 Don Anderson Destination Consultancy Group LLC

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 2005–2007 Strategic Destination Plan 20

PCVCB—Our Purpose and Future Directions

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 2005–2007 Strategic Destination Plan 21

PCVCB—Strategic Planning Workshop Notes

Packer Country Visitor & Convention Bureau