Communication: While a city may have the resources necessary to effectively plan, manage and police hospitality zones, many key stakeholder groups often have limited or no interaction, and thus, are unaware of existing resources. This may be due to competing interests, past negative experiences, personality conflicts among leadership, or just lack of opportunity or incentive for collaboration. The first step towards success is to assess the level of communication among the key stakeholder groups, identify gaps and create the forums to close the gaps.

Cooperation: Relationship and trust building are the key outcomes of the HRP process. During the early stages of development, as the various groups begin to interact and gain understanding and insights, there is a greater willingness to set aside past differences and conflicts and agree to “cooperate” on discovery of potential areas of agreement.

Consensus: A successful HRP has both “intra” communication among key stakeholders as well as “inter” communication. As participants become more open and candid, trust is established, and developing an action plan based upon consensus can be achieved.

Commitment: Leadership will rise to the top from key stakeholder groups, who will commit to contributing to completion of the action plan, either with pledge of time, resources or other tools. Organizations will begin to filter through their staff to identify the most appropriate individuals to serve in different roles and more recognition is given to the HRP for positive outcomes.

Collaboration: Partnerships form, alliances emerge and many collaborative activities evolve, often outside the framework of the HRP. Eventually, many of the gaps are filled and strategies become institutionalized into various organizations, changing the role of the HRP. As central point of contact, the HRP facilitates a periodic check-in point to monitor emerging issues and evaluate needs for response.