The following recommendations address how to best implement the findings outlined above.

1. Recognize that labor issues are a significant deterrent to economic development in the Adirondacks and promote a collaborative approach among communities, regional organizations and state agencies to develop innovate solutions for training, health insurance, wages, job-sharing and public transportation.
2. Support motivated Adirondack Park entrepreneurs more aggressively with an Internet-based assistance program, in addition to other forms of business assistance, that addresses their needs as identified in the survey findings.
3. Establish a community-based tourism planning program that addresses current inequalities in tourism development by assisting communities in assessing their tourism assets, positioning their products in terms of quality and customer service, and in anticipating potential adverse impacts from tourism activity.
4. Broaden participation in tourism planning by private sector stakeholders through use of advisory panels and annual workshops that bring together business, government and organizations to address regional issues of concern to multiple communities (i.e., canoe routes, snowmobile trail systems, hiking trails, transportation, environmental interpretation, the railroad, conservation issues, etc.).
5. Systematically assess regional tourism marketing efforts for the Adirondacks to gauge their effectiveness, and coordinate the results with changing tourism demand at the State and National levels, especially in terms of outdoor recreation, nature tourism, watchable wildlife and sustainable tourism.

A crucial observation from this tourism study is that the labor market has become a major issue within the Adirondacks. This is demonstrated by the fact that the availability of qualified labor was ranked as the most significant deterrent to business growth by over two-thirds of the respondents. Previous work by Brown and Connelly (1986) identified the problem of wide seasonal variations in tourism employment, which our study indicates continues to be common. The labor issue could be the limiting factor for growth and expansion of the more motivated entrepreneurs, as well as for attracting of new business. While admittedly complex, identifiable components of the labor issue include health care, other benefits, technical and computer training, coordination of job-sharing opportunities, and housing of seasonal workers. Solving these regional problems will take some creative planning, programs and financing. For the Adirondacks to be a leader in innovative labor programs, a systematic collaborative effort is required involving regional organizations and State agencies that specialize in business assistance, including NYS Department of Labor, Adirondack Economic Development Corporation, SUNY-Plattsburgh Technical Assistance Center, Cornell Cooperative Extension, the Adirondack North Country Association, area colleges and others.

Although the concept of has not often discussed in regards to Adirondack tourism, many experts have recently argued that entrepreneurial support constitutes a crucial dimension of tourism development (Ioannides and Debbage 1998, Jafari 1989, and Shaw and Williams 1998). One characteristic of Adirondack Park entrepreneurs that sets them apart from the rural tourism ownership model is that Adirondack business operators are very well educated as a group. Close to one-half of the study participants are college graduates (46%), while 21 percent have done post-graduate study. That high degree of education is partially reflected in the strong interest expressed in Internet technologies, customer service and providing a quality experience to visitors. In addition, Adirondack entrepreneurs are on average at least 14 years from retirement, being 51 years of age. Significantly, one-third (32%) are less than 45 years of age. This research identified a group of motivated entrepreneurs that comprise about one-half of the responding business operators. The motivated entrepreneurs are especially interested in information and training on customer service, presenting a quality product, and marketing. They support an Internet-based business support service, as well as more traditional modes of business assistance.

There is growing consensus that successful tourism development entails integrating the participation of local businesses, tourists, local government, and local residents. Concurrently, this research found high interest within the business community for tourism research and planning that offers a pro-active approach to enhancing tourism development and in anticipating problems or impacts. However, both experts in the field and the business community agree that there is little information available on tourism in the Adirondacks and virtually no tourism planning on either the local or regional levels. With the wide recognition of snowmobiling and cross-country skiing as economic opportunities across the study area, planning becomes especially relevant. Maximum visitor enjoyment and local economic benefit can only be attained by a coordinated focus that brings local issues and concerns to the attention of regional and state decision-makers. One approach is for interested organizations to pool resources to fund a "community tourism planning circuit-rider" position. A college graduate – having an interest in community development and tourism -- would be available to provide assistance to community groups in the study area on local research needs, community meetings, grant writing and on partnership efforts among communities.

Both the public and private sectors have important roles to play in maintaining the quality of the environment and of the tourism experience in the Adirondacks. The public sector is involved with land-use regulations, building regulations, providing infrastructure, investment incentives and fiscal controls, and influence over the demand for tourism through control of public access. The private sector has five primary management tools available including: product, price, promotion, place and people as discussed by Middleton and Hawkins (1998) and others. Despite this wide range of leverage points with respect to tourism and the environment there has been little systematic research, planning, or policy to utilize this broader framework for bring the public and private sectors together in addressing tourism in the Adirondacks. A major finding of the study is the complete lack of either a statewide or Adirondack plan for tourism. Furthermore, minimal primary or secondary information is available regarding tourism in the Adirondacks, which makes it difficult for small businesses with minimal resources to develop plans and tourism alternatives. In addition, since all seven of a list of possible recreation and management conflicts during the next five years were perceived as problematic by more than half of the respondents, a pro-active response to tourism planning and development appears to be supported by tourism business. A first step towards addressing the identified communication and information gap would be to initiate an advisory panel and an annual workshop on tourism, communities and the environment that brings together business owners, State agencies, community leaders and regional organizations to address regional issues such as snowmobile trail systems, canoe routes, hiking trails, shuttle services, conservation and other issues that concern multiple communities, agencies and organizations.

Another one of the surprising findings of this study is that even though a multitude of individual businesses, local Chambers of Commerce, Counties, and regional tourism organizations in the Adirondacks spend what amounts to millions of dollars on tourism marketing each year, very few studies have been conducted to assess how effective any of the distinct methods have been. One the few empirical studies of travel perceptions is the detailed focus group investigation of Church and Heroux (1998) that identified the advantages and disadvantages perceived by French and English-Canadian visitors of northern New York. Despite this lack of attention in the region, a diversity of established methods have been developed elsewhere to analyze marketing effectiveness. Given the lack of marketing analysis regarding the effectiveness of current marketing techniques, a first step should be the systematic evaluation of current strategies and methods to market the Adirondacks. Such practical marketing analysis should consider both current visitors as well as potential visitors who have not recently visited the Adirondacks. This effort would explore the diversity among Adirondack communities in terms of tourism image, product and visitor experience.

As one of the key informants exclaimed about Adirondack tourism research priorities, "nothing is known, just start somewhere." It does seem that with so little tourism research and planning occurring in the area, it is difficult to know where to start and the task of developing a more comprehensive understanding of Adirondack tourism seems almost too daunting to consider. And indeed, without a purpose and use for the tourism research data, where should the tourism planning and research begin?

The answer to that question, and the research presented here, resulted from the growing interest among numerous organizations and agencies in community development and economic development in the Adirondack Park. A number of organizations, including the Adirondack North Country Association, the Adirondack Economic Development Corporation, Herkimer County Community College and the Cornell Local Government Program Economic Development Unit, among other organizations and colleges, are currently focusing on assistance to strengthen and support economic development in Adirondack communities. Communities such as Indian Lake, Newcomb, Old Forge, Inlet and Saranac Lake are each in the midst of community visioning and planning process to some degree or another. Those organizations, programs and communities need accurate, current information and data.

Old Forge is a prime example of an Adirondack community that is working with a variety of community interests to plan for future of Old Forge and the surrounding area, in a community planning process called Communities 2000. One of the sub-committees of that group is focusing on tourism issues. The committee quickly realized that very little, if any tourism data was available for their community; one of the major tourism destinations of the western Adirondacks. In discussions with the Communities 2000 participants, we learned that one of their main interests, in addition to knowing more about their tourists, was engaging the local business community in the tourism and community planning process. This research grew out of that request, and out of the growing recognition that small businesses, community quality of life, local economies and healthy environments are all closely linked.

Although the business operators’ perspective is only one piece of the economic development puzzle, in a rural area such as the Adirondacks it is a major piece around which many other pieces will fall into place. There is growing recognition that community-based programs focused on established businesses are a cost-effective approach to both enhancing current business and for stimulating new business. A healthy small business community is good for the economy, is dedicated to improving local quality of life, and recognizes the importance of a healthy environment, three main concerns for Adirondack communities as we approach the 21^st century.