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Family overlooking lake in Glacier Country

Project Details

The Montana Resiliency Plan will help Montana’s tourism industry predict challenges; adopt strategies that will best serve the state during periods of change; and maximize efficiencies in processes, timelines and costs.


The plan will tackle predictable and unpredictable variables that can create instability in local economies if not assessed and addressed proactively. Examples of these variables include:

  • Visitor safety
  • Overuse of recreation resources
  • Employee shortages
  • Loss of revenue due to changes in traveler behavior
  • Overcrowding in some areas, and lack of visitation in others
  • Dynamic weather patterns that have led to fishing restrictions, record wildfires, floods, unpredictable snowfall levels and more

Project Stakeholders

Statewide buy-in and stakeholder collaboration are important to the project’s success. In addition to the directors and staff of the 6 established tourism regions, plus the Department of Commerce, this process will involve:

  • Convention and visitor bureau staff
  • Tribal stakeholders
  • Economic development organizations
  • Local government
  • State parks
  • Tourism businesses and non-profit industry groups (i.e., guides and outfitters, national park foundations, outdoor recreation groups, etc.)

Resiliency Topics Covered

Through interviews, surveys, town hall summits, and additional exercises, Coraggio Group will address resiliency in a variety of categories, including:

  • Booms and busts in visitation to diversify local economies for sustainability (e.g., employment levels and revenue streams)
  • Pressure on outdoor resources and overuse
  • Preparing for and mitigating impacts of a changing climate (e.g., fire seasons, drought) to sustain local economies
  • Assessing and mitigating shortages in travel/tourism/hospitality workforce (e.g., housing, international visas, safety, pay, etc.)
  • Fluctuations and inconsistencies across geographies in seasonal visitation. This includes identifying marketing and tourism development needs to attract and/or distribute pressure
  • Exploration of emerging or alternative tourism experiences
  • Revitalization of traditional sectors that had been previously underemphasized or overlooked, especially those in geographic areas outside the primary tourist visitation areas