Fostering sustainable tourism through inspiration, education, and partnerships to enhance, protect and preserve our viable year-round community.
Achieving long-term economic and community sustainability through steadfast destination stewardship.
It is my honor and privilege to present Explore Whitefish’s Fiscal Year 2026 Strategic Plan and Annual Budget
Explore Whitefish, established by the City of Whitefish, is the official visitor organization charged with destination management, visitor education, visitor resources, and the stewardship of Whitefish Also known as the Whitefish Convention & Visitors Bureau, we continue to serve as a vital connector between our community, our visitors, and the visitor economy Through targeted marketing, community initiatives, and collaborative partnerships, we work to ensure that tourism in Whitefish remains thoughtful, balanced, and beneficial
As we reflect on the past year, I’m proud to share that FY2025 was a year of meaningful progress We expanded our member deliverables and enhanced our membership tiers to offer even more value, ensuring our partners are better equipped to thrive We developed new tools and resources to support meetings and group travel, a key area of opportunity for our community We also sharpened our focus on building shoulder season visitation leveraging compelling and inspiring messaging to attract visitors during times when our local businesses most need the boost
One of our most impactful steps forward was the creation of more accurate and detailed market reporting These insights help our members and partners make more informed business decisions and better prepare for seasonal changes and trends
The past few years have proven that tourism in Whitefish must be managed intentionally. We continue to walk the fine line between growing a healthy visitor economy and preserving what makes Whitefish so special our community character, access to nature, and pace of life. This FY2026 Strategic Plan builds on a strong foundation, with an eye toward sustainable growth, improved tools for our members, and stronger alignment between our mission and the evolving needs of our community
My sincere thanks to our dedicated Staff, Board of Directors, Members, and Partners Your continued support, ideas, and commitment inspire this work in managing tourism beneficially for all!
For a Better Whitefish,
Julie Mullins Executive Director
As an organization, Explore Whitefish will adhere to the below Guiding Principles:
Whitefish, Montana is a small mountain town filled with outdoor enthusiasts who enjoy living peacefully and embracing local culture and flavors
Whitefish is located in one of the most desirable areas in the northern Rockies Whitefish offers world-class skiing at Whitefish Mountain Resort, amazing lake access, and a cool mountain town vibe that visitors and residents are happy to embrace We are often referred to as a gateway community to Glacier National Park While our town has tremendous desirability and access to some of the most sought-after outdoor recreation assets, we do not view ourselves as, nor do we want to become, a resort community
The City of Whitefish, Explore Whitefish, and most of our member partners work to protect our welcoming, inclusive community We are real people from all walks of life; we live, work, and collaborate to keep our town authentic, our businesses local, and our community strong Whitefish is a special place and, prior to the pandemic, tourism was widely recognized as beneficial to the town’s overall economy
Established by the City of Whitefish, Explore Whitefish is the official visitor organization charged with destination management, visitor education, visitor management, and stewardship of Whitefish We are also known as the Whitefish Convention & Visitors Bureau Our organization provides critical support for visitor information services, travel infrastructure, market research, community resources, strategic partnerships, crisis communications, and public relations
We are a small organization, with just four (4) staff members:
Executive Director, Julie Mullins
Director of Member Relations, Zak Anderson
Marketing Manager, Lilian Bassett
Business Manager, Nicole Schmid
We are fortunate to have a thoughtful and engaged 9-member Board of Directors, appointed by the Whitefish City Council Since our founding in 2006, Explore Whitefish has stood for far more than just tourism promotion We are stewards of place, protectors of character, and champions of our community
Over the years, our work has included everything from sponsoring young athletes, to guiding our community through a global pandemic We adopted a Sustainable Tourism Management Plan and prioritizing protecting our wild spaces, investing in affordable workforce housing, as well as staying laser focused on building beneficial visitation during the seasons when our business community needs it most Throughout all our work, we place priority on community over profit
We message to and target thoughtful, responsible travelers who will respect our culture, our environment, and our residents We are intentional about who we invite, when we invite them, and how we share the story of Whitefish
This is our home, and we take our responsibility of keeping Whitefish just small enough quite seriously
Explore Whitefish is dedicated to fostering responsible and beneficial tourism through inspiring, intentional storytelling Our mission centers on cultivating a viable and sustainable year-round visitor economy, one that protects Whitefish’s authenticity and supports the socio-economic diversity of our community
With this mission comes a significant responsibility: not only to drive visitation during shoulder seasons, but to ensure visitors are equipped with the most accurate, timely, and engaging destination information available We believe that informed visitors are respectful visitors When we deliver compelling and relevant stories, paired with accessible planning resources - we empower travelers to connect more deeply with our place and culture, while supporting local businesses and experiences that align with our values
Our role extends beyond messaging and promotion We work to educate visitors about Whitefish’s unique character as a close-knit community surrounded by one of the most breathtaking natural environments in the world Through messaging that emphasizes stewardship, we encourage responsible recreation, appreciation for our wild spaces, and a commitment to “leave no trace ” This philosophy is central to our “Love of the Wild” campaign, which asks visitors to treat Whitefish with the same care and respect we do
At the same time, we are committed to building broader understanding within our community about the value of a well-managed visitor economy Our focus is on minimizing disruption, supporting local businesses during nonsummer seasons, and fostering positive interactions between visitors and residents Our long-term vision is a community that embraces visitors with hospitality and pride; where our members and partners deliver exceptional experiences, and where guests return home with lifelong memories of their time spent in our small mountain town
Wedefineourtargetaudiencebasedongeographic location,demographics,andsharedvaluesOurideal visitorisbestdescribedas“high-value,low-impact”visitor Avisitorconceptthatemphasizesrespectforplaceover actualspendingpowerHigh-valuedoesnotnecessarily meanhigh-revenueRather,thesevisitors,oftenreferredto asGeo-Travelers,contributepositivelytoourcommunity andenvironmentthroughthoughtful,responsibletravel behaviors
1Seattle
2LosAngeles
3Missoula
4Dallas,FortWorth
5Phoenix
Source:VisaDestinationInsights/VDI
Whilethecoremarketslistedbelowhavehistorically performedwellbasedondataanalyticsandaccessibility viaair,rail,androadduringeachseason,weneedto remainadaptable
Ourmarketingeffortsshiftthroughouttheyeartoalign withvariedoutdooractivities However,inthelastyear weaddedtargetedcampaignsfeaturingcultural happeningsandspecialeventstoourdrivemarketswhen outdoorpursuitsarelessattractive Marketdynamicsare notstaticandweneedflexibilitytoadjusttochangesin airserviceavailability,economicconditions,political influences,andevenweatherpatterns
Asaresult,westayattentivetoevolvingtrendsandare preparedtoadjustourseasonalmessagingandmarket focustomeetdemandandopportunityinrealtime
TopSeasonalTargetMarketsinclude,butarenotlimited tothefollowing: Winter-Seattle,Portland,Chicago,LosAngeles Spokane,Missoula,NWMontana Spring-Seattle,LosAngeles,Phoenix,Missoula,Bozeman Fall-Seattle,Portland,Chicago,LosAngeles,Dallas, Phoenix,Missoula,Spokane
Source:VisaDestinationInsights/VDI,Zartico/ITRR
Data includes day visitors and drive-through visitors
Source: Institute for Tourism & Recreation Research/University of Montana
Data includes visitors who stayed at least one night Source: Institute for
of Montana
The below table is accurate and reflective of our month-by-month lodging performance
Source: Destimetrics
Source: AirDNA
Explore Whitefish is proud to share our narrative, our history, and our future vision by structuring our FY 2026 Strategic Plan around four (4) vitally important Strategic Priorities: Storytelling, Leading, Advocacy & Stewardship
Explore Whitefish will use our storytelling to narrate and connect our destination to visitors, potential visitors, tour operators, travel planners, meeting planners, and outdoor adventure enthusiasts
Brand Strategy - Update our current Brand Strategy
TARGETS
Explore Whitefish will engage in a brand review and update in FY2026 through strategic work with Engage Strategies
Priorities of work to include:
Stakeholder Engagement (Business, Government and Resident)
Brand Audit - Thorough review of Brand Guidelines and Logo
Define and/or reconfirm our core Brand Pillars
Visual Identity Refresh
Voice & Tone Updates
KEY INITIATIVE
Digital Marketing Strategy - Continue our work to enhance our website and digital marketing channels to better spark inspiration, drive more engagement, and generate increased member bookings
TARGETS
Continue focus on building non-summer seasons activities and experiences while weaving in visitor resources and education Focus on following:
Elevating Visual Content and Storytelling by investing in video and photography Short-form videos continue to offer greater engagement
Introduce more dynamic imagery and immersive video on our website
Make our “book now ” and “ reserve now ” options easier and more visible
Introduce seasonal itineraries
Research a possible partnership with interactive online trail mapping on our website e g Wander App
KEY INITIATIVE
Outdoor Tourism - For the Love of the Wild - Remains our primary and most impactful storytelling campaign
TARGETS
Core Messaging of our primary campaign includes:
Celebrate Whitefish’s natural beauty
Foster a deep respect for nature - experience the outdoors responsibly and thoughtfully
Highlight authentic connection between visitors, locals, and our wild spaces
Protect our fragile environment - Leave No Trace, Recreate Responsibly and Support our Local Businesses
Arts and Culture Tourism - For the Love of Great Food - For the Love of the Arts
Develop compelling destination experiences to complement our outdoor tourism storytelling to attract high value, low impact visitors during our non-summer seasons and create media buzz to deepen Whitefish’s identity as a cultural destination:
Continue to grow digital messaging and reach of Whitefish Restaurant Week - ideas include: “Post your best Restaurant Week dish photo for a chance to win a Whitefish foodie prize package” or create a “passport” or “check-in challenge' where diners check in at different restaurants for badges, discounts, or a prize entry – and post about it
Hire a local or celebrity influencer to post on experience during Whitefish Restaurant Week
Develop spring and fall seasonal artist inspired digital and media content - focusing on Songwriting, Music, Theater, Writing, and Dining
Create greater buzz around our Gallery Nights; for example focusing on one local artist monthly and if possible get them to blog about the event
Recruit up to 4 Seasonal local artists, chefs, and musicians to serve as Storytelling Ambassadors, creating social media takeovers, blog posts, and featured profiles tied to our For the Love of the Arts campaign
Develop inspiring wellness messaging for destination; post-COVID, there has been a massive shift in how people value well-being Both leisure and business travelers are seeking destinations that support mental, physical, and emotional wellness Destinations that can offer that support are more attractive, especially for group travel Potential for shoulder season Wellness Months in May and October
Group & Event Sales & Services - Continue to enhance our new group sales program and messaging to identify Whitefish as a group destination
TARGETS
Explore Whitefish will continue to focus on building shoulder season small to mid-size meeting and special events
Continue to build meeting planning resources to enhance member visibility
Investigate if Cvent and Simpleview/DI’s- Destination International MINT service would add value to organization and members
Develop and distribute a group-based B2B newsletter targeting meeting professionals, tour & travel planners, wedding, and event planners
Public Relations & Communications - Improve community sentiment towards visitation and influence awareness about Whitefish being an ideal non-summer outdoor adventure destination, rich in mountain culture, entertainment, and dining
TARGETS
Due to growing anti-visitation and stewardship efforts the need for both local and national media coverage has become essential In FY2026, post the branding research and consultant project, EW will engage in an RFP process for national and local PR representation
Local:
Engage and develop a local PR residential sentiment campaign to improve resident and stakeholder awareness that Explore Whitefish is building and managing tourism in benefit of community This campaign will include:
Development of campaign brand name For a Better Whitefish, Beneficial Tourism Management for our Community
Develop video clips featuring locals sharing “Why I appreciate tourism management”
Host local tourism events e g Explore Whitefish Member Community Service Project, “Thank You Locals” tent at Christmas Stroll
Quarterly update, media story on stewardship efforts
Visitor Awareness:
Media Tours - Host a minimum of 4-full media tours highlighting our shoulder season activities Each Tour will be paired with “local liaison” - get locals to share their stories Locals carry authenticity
Ideally in addition to Media Tour Itineraries - prepare toolkit with stories they can EASILY pitch to editors and publishers
Partner up to 3 times with Western Montana in sponsoring influencer visits during shoulder seasons
Explore Whitefish has the privilege of being the City of Whitefish’s designated Destination Management Organization ak a Convention & Visitors Bureau We are the main conduit and voice for the visitor industry and visitor economy here in Whitefish We take our role very seriously and work not only for the economic benefit of our members, but also on behalf of our residents, our community, and the City of Whitefish Often when the needs of our businesses and our residents conflict, a delicate balance is required to effectively manage tourism As your designated Destination Management Organization, we understand we have a strategic role to lead this vital and necessary industry segment for Whitefish
Education & Outreach
TARGETS
Host Annual Meeting of Membership
Produce Explore Whitefish Annual Report
Produce and implement Annual Strategic Priorities
Begin consultative work for long-term planning - 5, 10, 15 and 20 year planning
Implement recommendations made by Public Relations consultant on building more value around beneficial tourism
Accessible & Trustworthy Reporting TARGETS
Deliver Reliable, Actionable Monthly Data via our Monthly Market Reports
Maintain our position as the most trusted source for tourism analytics by investing in accurate, aggregated, and timely data collection Prioritize transparent methodologies and clearly explain sources to strengthen confidence among stakeholders
Provide up-to-date strategic data for STMP Town Halls and Member Business Planning where necessary
Share relevant, customized data sets and insights to assist members in understanding engagement and value of member listings
Expand Proactive Reporting and Storytelling to Build Trust i e Highlight important tourism trends in E-News as well as deliver fact-based narratives to city leaders and residents at Town Halls, City Council Meetings and with local media
Grow Member Engagement
TARGETS
To deepen connections and participation within our membership, Explore Whitefish can:
Encourage Non-Board Member Committee Participation: Open committee involvement to members outside of the Board of Directors to bring fresh perspectives, cultivate new leaders, and strengthen community ties
Develop Think-tank events and member participation around arts, cuisine, recreation, and wellness These committees have the potential to help shape storytelling, partnerships, events, and promotional strategies in each focus area Board of Director will establish an active Nominating Committee to identify, mentor, and encourage active members of our hospitality community to pursue leadership roles within Explore Whitefish This ensures a strong pipeline of future Board members who are passionate about our mission
KEY INITIATIVE
Sustainable Tourism Management Plan
TARGETS
In addition to supporting STMP Town Halls and Resident-Tourism Sentiment Surveys, Explore Whitefish will expand our initiatives to include:
Highlight via handouts, digital and social media our effectiveness in encouraging responsible recreation, leave no trace, supporting local businesses, and respecting our community spaces and culture
Potential development of partnerships with local Schools and non-profits in hosting educational events on the role of beneficial tourism management in order to build local pride and future stewardship
Explore Whitefish, as a 501c6 non-profit organization, has an important role to advocate for members, our partners, and our visitor economy as well as working to protect our community and wild spaces
KEY INITIATIVE
Resident & Visitor Safety Messaging TARGETS
Refresh and update our resident and visitor safety messaging to include Bike Safety, principals of our former Friend of the Fish campaign and Recreate Responsibly
KEY INITIATIVE
Ambassador’s Program TARGETS
Build Tourism Advocacy through Education and Outreach:
Start actively building an informal Ambassador Program to cultivate grassroots support for Whitefish’s beneficial tourism management efforts Through education and outreach, empower community members to share positive messaging in their networks, with colleagues about the importance of the visitor economy in support of protecting our community, our jobs and quality of life
Ideally identify 20 advocates willing to speak to the benefits of tourism Provide these advocates with messaging to share within their communities and/or professional affiliations ie Chamber of Commerce, Rotary Meetings, Whitefish Community Foundation etc
Provide Ambassadors with easy-to-use materials talking points, FAQs, and short presentations to help them feel confident in discussing tourism’s positive impacts and the importance of sustainable practices
KEY INITIATIVE
Tourism Advocacy
TARGETS E M
Stewardship is the process by which the public and private sectors, and the residents of Whitefish engage jointly to preserve, protect, and benefit from visitors in their destination
KEY INITIATIVE
Stewardship Programs - Fund and support programs that foster effective stewardship communication, partner involvement, and outreach
TARGETS
Improve local resident engagement and acceptance of our CSF/Community Support Fund and our Community Programs We hope to grow our private member revenues to support our stewardship efforts Plan, promote and host one at least (1) Community Service Project
Continued commitment to our partnerships with Leave No Trace and Protect our Winters
KEY INITIATIVE
Workforce Affordable Housing
TARGETS
Housing Whitefish will remain a key partner in our dedication and work to build funding and support for greater socioeconomic diversity and affordable housing for our workforce in Whitefish
Continue to dedicate 50% of our CSF Restaurant Revenues to Housing Whitefish; based on resident spend all residential restaurant contribution supports Housing Whitefish/Affordable Workforce Housing
Strength, Weakness, Opportunity and Threats to the Visitor Economy in Whitefish
Location
Glacier National Park
Whitefish Mountain Resort
Whitefish Lake
Bob Marshall Wilderness
Accessibility
Air, Rail, and Road
Glacier Park International Airport expansion
Outdoor Recreation Desirability
Skiing, hiking, biking, fishing, boating, scenic roadways, golf, horseback riding
Cool “Authentic” Mountain Town
Businesses are primarily locally owned, Great Dining and Entertainment Town
Air Travel Affordability
Short-term Rentals
Supply continues to exceed demand
Limited public transportation options for visitors and workforce
Resident Anti-Visitor Sentiment
Inadequate hospitality business membershipgreater participation is needed from local restaurant community, property management companies and short-term rental owners
Build cultural awareness through additional focus on our Arts and Dining experiences
Create platform to promote Whitefish as a group destination in our shoulder seasons
focusing on wellness, social events, innovation, Think Tanks, and retreats
Larch Season/Fall
Expanded awareness around leaf peeping, scenic drives, hiking, GNP accessibility
Stewardship
Impactful partnership with Housing
Whitefish & other nonprofits
Expand outdoor recreation to include sporting events, and shoulder season activities including wellness, lifestyle, biking, fishing, golf, and water recreation
GNP Vehicle Reservation System
Fly-in visitors will not risk travel
Local community weary of reliance on tourism
economy
Member attrition
Climate Change
Wildfires
Variable snow fall
Drought - reducing lake levels
Proliferation of Short-term Rentals/STR’s
Strain on housing affordability and other adverse impacts
Explore Whitefish begins our budgeting process for the upcoming fiscal year in March with initial approval by the Board of Directors in April Destination MT has estimated our FY 2026 Lodging Facility Use Tax collections will be $321,570 Based on current tax collections and occupancy expectations, Explore Whitefish’s Board of Directors recommended and approved a public budget of $305,000 Lodging Tax revenues will be monitored closely, adjustments will be made when and if necessary Expenses outlined fall into 3 primary reporting categories:
Administrative/Personnel Costs, Tourism Management, Non-Summer Storytelling
Services (Website Consultant)
Resources (Simpleview, Cvent, Meltwater, Digital Asset Management)
Research (AirDNA, Destimetrics, STR, Visa Destinations Insights) $33,750
Education & Outreach (Educational Programs, TAC, Governor's Conferences)
(Media, Press Trips, FAM Trips)
(Employee Salaries, Health Insurance, Payroll Expenses)
(Development and publication of all Official Explore Whitefish guides & maps, website development & day-today management of relevant content, Development and publication of all visitor resources & messaging , Crisis Management, Kiosk/Wayfinding Rental and Maintenance, Visitor Resources, Public Relations Management, Member Materials, Services & Resources, Member Relations)
(Non-summer creative services, campaign development and implementation, shoulder season campaign, photograph and video acquisition, group sales and marketing, ski shows, fam's, media tours, public relations, sponsorships, opportunity marketing)
(Housing Whitefish, Protect our Winters, Leave No Trace, Community Service Projects & Grants, Whitefish Legacy Partners)
(Office rental, equipment, insurance, storage, supplices, phone, software/hardware, travel, utilities, subscriptions) Total Private Budget
(We are anticipating we’ll need to increase private revenues during the year to meet budget)