But how do we ensure that we continue to improve on what we have to offer? That’s where a tourism master plan (TMP) is critical, and that’s why Meet Minneapolis is taking the lead on a proposal to develop one here. We’ve had initial conversations with the Mayor and some board members, and I’m excited about what a TMP could help us achieve moving forward.

So, what is a tourism master plan? A TMP is a long-term development plan, which could last 10 or 20 years. It provides an organized and structured framework for tourism development and promotion within the city. That includes things like planning for accommodations, transportation, tourist activities, legislation and regulation, and marketing and promotion.

Tourism is highly fragmented, consisting of multiple independent industries, including hotels, restaurants, retail stores, sports teams, arts and cultural institutions and entertainment venues. A TMP unifies these disparate industries by developing a singular vision to improve all of them, as well as the city infrastructure. This doesn’t just benefit tourists, but all of us who live here as well.

When we become a stronger destination for tourists, more tourists mean revenue for local business, tax revenue for local government and wages for local residents.

We know Minneapolis is prospering right now. New transit lines, downtown development, and the promise of the upcoming Super Bowl LII in 2018 and NCAA Final Four in 2019 all speak to that. However, visitor growth will not necessarily continue once the allure of these upcoming events fades. That’s why we have to be strategic about harnessing our ongoing development to truly become a world-class destination, and a TMP will help us do that.

Mayor Hodges frequently talks about her three key priorities: growing the city, eliminating racial equity gaps and running the city well. A TMP will help move the dial on all these things.

First, tourism leads to city population growth. We have a lot of research that shows once people visit our city, they want to come back. A terrific experience as a visitor means they’ll be more likely to considering making Minneapolis home.

In the area of eliminating racial equity gaps, tourism and hospitality produce a significant number of entry-level jobs, which provide paths into the workforce for people seeking employment. A growing hospitality industry creates opportunities to reduce racial equity gaps in employment.

And finally, a TMP will help the city run well. Strategic development and management of the city’s infrastructure, as well as natural and cultural resources, contribute to the sustainability of those precious assets for generations of residents to come.

Meet Minneapolis has a current strategic plan that was adopted in 2013 in order to be better prepared for the infrastructure changes and growth opportunities we have seen. Moving forward, a TMP would incorporate our next iteration of a strategic plan, and we will need to rely heavily on the work done by other business associations and partners like the Minneapolis Downtown Council.

With the help of Kevin Hanstad, our Director of Market Research, in next week’s column,

I’ll explore some cities were a TMP has made a vital difference, and I’ll talk about next steps for developing one here in Minneapolis.

But how do we ensure that we continue to improve on what we have to offer? That’s where a tourism master plan (TMP) is critical, and that’s why Meet Minneapolis is taking the lead on a proposal to develop one here. We’ve had initial conversations with the Mayor and some board members, and I’m excited about what a TMP could help us achieve moving forward.

So, what is a tourism master plan? A TMP is a long-term development plan, which could last 10 or 20 years. It provides an organized and structured framework for tourism development and promotion within the city. That includes things like planning for accommodations, transportation, tourist activities, legislation and regulation, and marketing and promotion.

Tourism is highly fragmented, consisting of multiple independent industries, including hotels, restaurants, retail stores, sports teams, arts and cultural institutions and entertainment venues. A TMP unifies these disparate industries by developing a singular vision to improve all of them, as well as the city infrastructure. This doesn’t just benefit tourists, but all of us who live here as well.

When we become a stronger destination for tourists, more tourists mean revenue for local business, tax revenue for local government and wages for local residents.

We know Minneapolis is prospering right now. New transit lines, downtown development, and the promise of the upcoming Super Bowl LII in 2018 and NCAA Final Four in 2019 all speak to that. However, visitor growth will not necessarily continue once the allure of these upcoming events fades. That’s why we have to be strategic about harnessing our ongoing development to truly become a world-class destination, and a TMP will help us do that.

Mayor Hodges frequently talks about her three key priorities: growing the city, eliminating racial equity gaps and running the city well. A TMP will help move the dial on all these things.

First, tourism leads to city population growth. We have a lot of research that shows once people visit our city, they want to come back. A terrific experience as a visitor means they’ll be more likely to considering making Minneapolis home.

In the area of eliminating racial equity gaps, tourism and hospitality produce a significant number of entry-level jobs, which provide paths into the workforce for people seeking employment. A growing hospitality industry creates opportunities to reduce racial equity gaps in employment.

And finally, a TMP will help the city run well. Strategic development and management of the city’s infrastructure, as well as natural and cultural resources, contribute to the sustainability of those precious assets for generations of residents to come.

Meet Minneapolis has a current strategic plan that was adopted in 2013 in order to be better prepared for the infrastructure changes and growth opportunities we have seen. Moving forward, a TMP would incorporate our next iteration of a strategic plan, and we will need to rely heavily on the work done by other business associations and partners like the Minneapolis Downtown Council.

With the help of Kevin Hanstad, our Director of Market Research, in next week’s column,

I’ll explore some cities were a TMP has made a vital difference, and I’ll talk about next steps for developing one here in Minneapolis.