Marquette’s Community Response

When visitation patterns shifted dramatically in 2021 and 2022, Marquette County found itself navigating a challenge familiar to many outdoor destinations: not an overwhelming surge in total visitor volume, but intense pressure on a handful of popular natural areas. What unfolded during this period became the foundation for Marquette’s thoughtful and community-centered approach to visitor distribution. Through deep listening, third-party facilitation, and creative stewardship programming, Travel Marquette built a model that other destinations can adapt as they confront their own distribution concerns.

A Shift in Visitor Behavior, Not an Overtourism Crisis

Before concerns emerged, Marquette was accustomed to steady and manageable visitor levels. According to Travel Marquette, the issue was not overtourism in the traditional sense. Instead, the destination experienced a temporary but noticeable influx of travelers who were newer to outdoor recreation and who stayed longer due to flexible pandemic-era work and school schedules. As a result, specific high-traffic areas saw heavier seasonal use.

By 2023, overall visitation returned to pre-pandemic norms. What remained was a clear priority: ensuring that visitors were distributed more evenly across the region, and preparing the community for busy periods through clear communication and proactive education.

A Signal From the Community

The first sign that tensions were rising surfaced on social media. A visitor who had returned to Marquette County for a family member’s celebration of life posted that someone had written “GO HOME” in the dirt on her car because she had out-of-state plates. Her family had deep roots in the region, and the incident highlighted growing frustration.

Although isolated, this moment captured an important shift in resident sentiment. It prompted Travel Marquette to act quickly to reinforce shared values and support both visitors and locals before concerns escalated.

Listening First

Travel Marquette began by convening conversations with tourism partners and engaging respected external facilitators. Cathy Ritter and Barb Bowman of Better Destinations conducted a charette with about thirty stakeholders, supported by surveys before, during, and after the session. This work led to the creation of Respect Marquette, later renamed Respect Marquette County to reflect the entire region.

Community feedback focused less on crisis-level concerns and more on everyday pressures: busier trails, longer waits at favorite restaurants, and noticeable congestion in a few popular outdoor areas. These comments validated that the issue was real but manageable, and that improved distribution and clearer visitor information would make a measurable difference.

A year later, Travel Marquette commissioned another third-party resident sentiment study to deepen understanding. Despite the local news framing tourism impacts critically, the survey results showed strong resident support across many areas. This transparency strengthened trust and helped the organization communicate the nuance behind the findings.

Recognizing the value of constant learning, Travel Marquette began working with Destination Think, joining a global network of DMO professionals who share strategies and support on complex issues such as housing, childcare, and transportation.

Adaptive and Long-Term Action

Marquette’s response was both strategic and highly adaptive. Building on community feedback, Travel Marquette launched a series of educational efforts designed to reach both residents and visitors.

The organization partnered with Destination Think to produce podcasts and on-camera interviews that unpacked local stewardship issues. They invested in television and digital advertising during the busy summer months to amplify responsible travel messages.

To engage visitors directly, Travel Marquette created interactive stewardship programs that have since become signature offerings:

• Bark Ranger Program, promoting responsible dog ownership on trails.
• Junior Explorer Program, giving families an engaging way to learn about local nature.
• Collect Marquette, encouraging visitors to pick up litter in exchange for a reusable shopping bag.

These initiatives complemented the broader community goals outlined in the destination’s 2021 strategic plan, which acknowledged larger challenges such as housing and transportation that extend beyond the DMO’s direct control. Through ongoing collaboration with local partners, Travel Marquette remained focused on areas where they could make the most impact: stewarding natural spaces, educating visitors, and supporting positive resident–visitor interactions.

Stronger Local Support and a Culture of Shared Stewardship

Today, residents show increasing awareness of Travel Marquette’s stewardship initiatives and the Leave No Trace principles they promote. Acceptance of visitors has strengthened, and there is a deeper community understanding of how responsible tourism helps protect the area’s natural resources.

Marquette has long prided itself on its welcoming culture, often described as “Midwest nice.” The destination continues to invite travelers who care for the places they visit and offers tools and programs to help them do so.

Lessons for Other Destinations

Marquette’s experience offers several key insights for DMOs navigating visitor pressure and community expectations:

• Respond early, even to small signals. Addressing early concerns prevents frustration from escalating and helps create space for collaborative solutions.
• Use trusted third parties. Neutral facilitators build credibility, support transparency, and help shift the focus from perceptions to solutions.
• Make stewardship a shared responsibility. Creative programs engage visitors and reinforce local pride, contributing to a culture of collective care for natural spaces.
• Establish consistent community touchpoints and internal planning cycles. Respect Marquette County meets on a quarterly basis with different members presenting information about their organization, then there is a discussion on current items. Travel Marquette’s team conduct internal planning each March.
• Invest in long-term education. Distribution challenges evolve, and education must evolve with them.

Looking Ahead

Travel Marquette continues to refine its stewardship programming, expand communication efforts, and collaborate with regional partners. Their experience demonstrates that thoughtful visitor distribution is not a one-time project but an ongoing commitment to listening, adapting, and stewarding the destination together with the community it serves.

Acknowledgement 

We extend our sincere appreciation to Susan Estler, CEO of Travel Marquette, for generously sharing her time, insight, and experience in support of this case study. Her thoughtful responses and willingness to reflect openly on Marquette’s journey were invaluable in shaping this narrative. We are grateful for her leadership and for the collaborative spirit that made it possible to highlight Marquette’s community-centered approach to stewardship and visitor distribution.