Spring 2014 MIDDLESEX COUNTY TOURISM PLAN 2014

Transcription

1 Spring 2014 MIDDLESEX COUNTY TOURISM PLAN 2014

2 1 Table of Contents Acknowledgments... 2 Background... 3 Past Tourism Efforts... 3 Development of this Plan... 5 Economic Impact of Tourism for Middlesex County:... 5 Planning & Visioning... 7 Goal 1: Develop or Enhance product in Middlesex County to increase... 7 Goal 2: To Provide the Basic Infrastructure Necessary to support the... 8 Goal 3: Implement an aggressive tourism marketing & development Goal 4: Increase visibility and awareness of Middlesex tourism assets Goal 5: Address Tax Structure & Initiatives for Revenue Generation: Conclusion... 12

3 2 Acknowledgments The following Tourism Strategic Plan was facilitated by Sandra Tanner from the Virginia Tourism Corporation and is the result of in-depth discussions and consideration by the following representatives, business owners, organization leaders, and stakeholders from Middlesex County, all of which demonstrated a passion for positive impacts on the County economic vitality, growth, and quality of life through tourism: Diane Frank, Urbanna Town Marina Manager Pam Simon, Oyster Festival Foundation Rachel Sanders, Bethpage Campground Tom Feigum, Economic Development & Tourism Advisory Council (ED&TAC) Member Phillip Loftis, Urbanna Cruises Barbara Hartley, Urbanna Town Council & Urbanna Harbor Gallery Owner Calvin Rideau, Sr., Pastor of Immanuel Baptist Church, Saluda Lou Belcher, ED&TAC Member Rosabeth Kissman, Middlesex YMCA Executive Director David Valadez, Rappahannock Community College Workforce Development Dave Seay, VA Motor Speedway Director of Sales, Marketing & Public Relations Buzz Lambert, Piankatank River Golf Club General Manager Carolyn Norton Schmalenberger, President/Owner Norton Yachts, ED&TAC Member Bill Shuman, Keep Middlesex Beautiful Chuck McGhinnis, Maritime Museum Bob Leboeuf, Board of Supervisors Member Randy Coulson, Hummel Field Airport Committee Knox Hubbard John England, Deltaville Maritime Museum Thomas Taylor, Superintendent Middlesex County Public Schools Marilyn South, Middlesex Museum President, ED&TAC Member Lewie Lawrence, Middle Peninsula Planning District Commission Director James Mackey, Regatta Point Marina David Bushey, Sheriff David Lee, Deltaville Inn Owner Harrison Bresee, Middle Peninsula Planning District Commission Planner John Milby, Urbanna Business Owners Association, Chesapeake Inn Owner Don Abernathy, Deltaville Oyster Company Owner Sandra Tanner, Tourism Development Specialist with the Virginia Tourism Corporation (VTC) facilitated the strategic planning process and drafted this document with the assistance and input of the previously listed stakeholders. Bobbie Walker, VTC Tourism Development Specialist, Coastal Virginia, will continue to assist our community as we move forward with the implementation of this plan.

4 3 Special recognition to Chris Ingram, Middlesex County, and the Economic Development and Tourism Advisory Committee (EDATAC) support and encouragement to develop this strategic plan. Carolyn Norton Schmalenberger, Chairman, Lou Belcher, Michael Lowe, Marilyn South, Tom Feigum, Keith Ruse, Johnny Fleet. Background Past Tourism Efforts Middlesex County's tourism has historically been handled by the Town of Urbanna, various chamber of commerce offices, the Urbanna Business Association, Museums, Deltaville Community Association and individual businesses within the county. Until now there was has not been countywide tourism effort tourism has historically been recognized by the county as an Industry. The economic situation over the last several years has brought awareness to the impacts of tourism on the community. The Board of Supervisors and the Economic Development Authority felt the need to encourage other avenues of growth to expand the economic base. We feel that if the county was to put some time, effort and funds into this Industry we could greatly enhance tourism related revenues, as well as improving the Middlesex Quality of Life that we market to typical economic development prospects. This plan will only be successful if the County, the Town of Urbanna, the business associations, chambers, museums and all stakeholders accept this plan and participate in its creation. Through the process of obtaining information for the creation of this plan it became apparent that Middlesex lacks a central downtown atmosphere to unify the county which is what many of today s business leaders are looking for in a location. This plan will be a countywide effort to comprehensively grow, market and improve the perception of Middlesex County to the tourism industry, visitors, business and citizens alike. The first step in this process began with a meeting between Sandra Tanner and Christen Ingram, Middlesex County Economic Development and Tourism Coordinator, to discuss VA Tourism Corporation services such as Tourism Assessment Planning. Middlesex County recognizes that tourism is vital to the County s economy and requested a Tourism Assessment Plan to be done as part of the Strategic Economic Development plan for the county.

5 4 Development of this Plan As a result of the current Middlesex Comprehensive Plan, Strategic Economic Development Plan, Regional Comprehensive Economic Development plan, regional discussions, conversations with Matt Walker, Middlesex County Administrator, the hiring of an Economic Development and Tourism Coordinator, and direction from the EDATAC committee, Matt Walker and Christen Ingram formally requested assistance from the Virginia Tourism Corporation to aid in developing the first Middlesex tourism strategic plan. Strategic planning sessions were held on February 20 and 27, 2014, at the Deltaville Maritime Museum Conference Center in Deltaville, Virginia, with community and tourism stakeholders attending. The content of the following plan was identified through facilitated discussions with previously listed stakeholders during the planning sessions and through community assessment performed by members of the EDATAC. Discussions were lively and informative throughout the planning sessions. Much of the discussion centered on the need to develop tourism attractions that would support the community s natural assets and attract younger families to the area. Many attendees felt that the area needs to add to, develop and improve existing community assets that will attract younger families to move to the area. Attendees were pleased with the information gathered and were happy to be invited to be part of the process. Economic Impact of Tourism for Middlesex County: Situational Analysis As an important aspect of the planning process, the stakeholders group conducted a Situational Analysis of tourism to help determine the goals and objectives of this plan. The process included the identification of tourism assets existing in the community and targeted customers who could enjoy those assets. The process then included the traditional examination of the community s infrastructure analysis, Business gaps that support tourism, strengths, weaknesses, opportunities, and threats. Results from the Situational Analysis can be found in the Appendix, page 13.

6 5 Tourism Mission & Vision In order to clearly and concisely convey the direction of the tourism plan and its goals and objectives, the following Mission and Vision Statements will be drafted and defined by the EDTAC. Mission Statement The Tourism Mission Statement for Middlesex County is: to facilitate and promote tourism by unifying and capitalizing on our natural, historical, cultural and recreational resources, and increasing lodging, dining, and small business opportunities in a way that enhances the local community at large, and visitor experiences. Vision Statement The Tourism Vision Statement for Middlesex County is: to maintain and enhance Middlesex County s heritage, values and beauty; protect its rural character; further develop its economic, social, recreational, rich and diverse cultural environment, thereby enabling and facilitating a superior quality of life for residents and visitors to our community.

7 6 Planning & Visioning Quote Excerpts Tourism Goals, Objectives, Measures, Targets, Initiatives/Tasks The following are the identified tourism strategic plan goals, objectives, and related implementation measures, targets, and initiatives/tasks, as identified by the stakeholders group. Utilization of the identified measures and targets, and completion of the listed initiatives and tasks, will result in significant progress toward each tourism goal and objective. Goal 1: Develop or Enhance product in Middlesex County to increase Tourism Revenue: Work with the Tourism Industry stakeholders in Middlesex County to develop new Tourism product and to enhance current tourism product making it relevant for today s tourist s thus increasing tourist visitation by 40% over the next 7 years. Objective 1.1: Develop new tourism product to increase and bring new visitor groups to Middlesex County. Measure 1.1: New or enhanced tourism product is in place and tourism revenues are increased by 40% over the next 7 years. (BPOL, Sales Tax, VTC Impact, Website Analytics) Target 1.1: To be announced Initiatives & Tasks 1.1: 1. Identify low-hanging fruit for quick development 2. Work with regional initiatives for enhancement of tourism product 3. Develop Agri and Aqua tourism opportunities in the region 4. Consult Drive Tourism (Statewide & Regional Tourism plan) for ideas 5. Enhance and encourage tour boat lines and charters to include Middlesex ports 6. Develop Museum Tour-potentially include Bay Area Transit in potential tours a. Seek photos and artifacts for museums b. Recruit and train docents for Museum and Tours 7. Enhance Urbanna Walking Tour by adding museum tours 8. Develop Bike Plan for Middlesex and Bike Trails (comp plan) Responsible: Tourism Director/EDATAC

8 7 Goal 2: To Provide the Basic Infrastructure Necessary to support the existing and expanding Tourism Industry: Work with the Tourism industry stakeholders to develop short 2-5 years and long 5-10 year term infrastructure needs to support growing Tourism industry to enhance the visitor experience. Objective 2.1: Develop, Adopt, and Implement a Tourism plan to address tourism infrastructure and needs to grow the industry. Measure 2.1: Plan completed and implemented Target 2.1: Next Comprehensive Plan update (2015) Initiatives & Tasks 2.1: 1. Economic Development Committee and Economic Development/Tourism Coordinator will complete and write Tourism Plan. 2. Tourism Plan will become part of County Comprehensive Plan. 3. Economic Development Committee and Economic Development/Tourism Coordinator will work with stakeholders to implement Tourism Plan for Middlesex County. 4. Develop a Bike/Pedestrian Plan for the county access infrastructure needs for implementation (Comprehensive Plan). Objective 2.2: Develop Community Culture for Small Business Growth and Development. Measure 2.2: Small business growth in the county. Target 2.2: Increased BPOL and decrease commercial building vacancy rates. Initiatives & Tasks 2.2: 1. Encourage and Support current local businesses for expansion and retention. 2. Maintain Business Friendly Environment-Development of Incentive packages for recruitment & retention. 3. Develop Small Business Recruitment plan. 4. Develop a mentoring program utilizing retired professionals. Objective 2.3: Explore funding sources for infrastructure needs, product development, enhancement, and marketing. Measure 2.3: Funding sources secured for program sustainability. Target 2.3: Identify, apply and secure. Initiatives & Tasks 2.3: 1. Explore Foundation grant opportunities 2. Aggressively pursue grants 3. Look for program funding 4. Develop leveraging opportunities

9 8 Objective 2.4: Prioritize and communicate physical infrastructure needs. Measure 2.4: List of needs is prioritized and implementation of infrastructure plan begins. Target 2.4: Implementation of infrastructure plan. Initiatives & Tasks 2.4: 1. Address Broadband-Highspeed internet. 2. Sewer and Water needs for growth: A. Identify public/private partnership to construct. B. Assess needs and locations. C. Housing and business development needed. D. Study new technology and use what is available. E. Find money and do it. F. Make water/sewer accessible to citizens. G. Encourage reuse water. 3. Public Access to beaches, boat ramps, boat access. Objective 2.5: Educate work force to support tourism industry and small business development. Measure 2.5: Students graduate from programs and work in businesses related to tourism. Target 2.5: Number of programs developed increased as well as graduates. Initiatives & Tasks 2.5: 1. Develop list of businesses necessary to support Tourism industry; Bicycle rentals, small craft rental/livery service, golf cart rentals, etc. 2. Work with Rappahannock Community College to develop business planning classes for entrepreneurs. 3. Connect Businesses and tourism partners with Business to Business networks. 4. Connect Businesses through supporting each other on social media. 5. Work with state agencies to develop small business/entrepreneur plan. Objective 2.6: Signage development to assist tourists to get to towns/attractions. Measure 2.6: Signage developed and in place. Target 2.6: Directional/attraction signs identified, installed and maintained. Initiatives & Tasks 2.6: 1. Work with VDOT and county for directional and way finding signs. 2. Increase and improve welcoming signage. 3. Informational/kiosk signage development.

10 9 Objective 2.7: Transportation needs. Measure 2.7: Transportation needs are met. Target 2.7: Cross county connectivity improved Initiatives & Tasks 2.7: 1. Work with transit operations to create enhanced transit opportunities among marinas, shops, restaurants, museums etc. 2. Recognize entrepreneurial opportunity and recruit businesses to support transportation needs in the communities. 3. Multimodal trail planning and development Responsible: Tourism Director/EDATAC Goal 3: Implement an aggressive tourism marketing & development program by 2016: Work over the next 2-5 years within the county and outside to develop partnership opportunities for collaboration and leveraging for marketing, development, and funding to increase visitation in Middlesex County. Objective 3.1: To enhance current Tourism product that will make the visitors experience better by improving connectivity between tourism offerings: Measure 3.1: Increased inquiries from tourists & Increased number of businesses in the area. Target 3.1: Increased visitation provable through website analytics. Initiatives & Tasks 3.1: 1. Ensure website offers easy access to all tourism assets. 2. Develop brochures, maps and materials to identify county wide assets. 3. Develop Middlesex Branding and Marketing Plan Objective 3.2: Develop joint marketing plan with surrounding counties in the PDC district and in the region Measure 3.2: Collaborating regionally Target 3.2: Formalized regional agreement and implement branding and marketing plans. Initiatives & Tasks 3.2: 1. Work with surrounding counties and region to collaborate marketing 2. Look for strategic partnering and cross marketing opportunities within and outside of the region

11 10 Goal 4: Increase visibility and awareness of Middlesex tourism assets By 30% over the next 5 years: Implement Promotions and Marketing Plan to increase visibility and awareness of attributes in Middlesex County. Objective 4.1: Develop a comprehensive Middlesex branding and marketing plan for economic development and tourism. Measure 4.1: Target 4.1: To be announced. Initiatives & Tasks 4.1: 1. Engage professional and/or experienced firm to brand the County of Middlesex coordinated with regional efforts to include website and marketing efforts. 2. Have a competitive analysis done for county. 3. Utilize social media. 4. Utilize advanced mobile finds. 5. Develop collateral materials to support website, brochures and maps. 6. Use media to reach outside of area. Responsible: Tourism Director/EDATAC Goal 5: Address Tax Structure & Initiatives for Revenue Generation: Objective 5.1: Create a collaborative group of local business owners to propose a taxing framework that enhances tourism and development. Measure 5.1: Tourism revenues are increased to meet and/or exceed current tourism budget. Target 5.1: Tourism department is sustainable. Initiatives & Tasks Find/recruit willing business owners for collaborative discussions. 2. Develop PR campaign to sell equitable tax structure to create environment where business owners and residents can support these efforts. 3. Develop a new tax structure. Responsible: Board of Supervisors with Commissioner of Revenue

12 11 Conclusion: Representatives and stakeholders of Middlesex County recognize the significance of tourism through its economic impact and related contributions to the quality of life for the citizens in the county. The significant steps taken by those representatives and milestones met prior to the development of this first tourism strategic plan serve as evidence of that recognition. This plan is intended to build upon those accomplishments and to help create a sustainable tourism program. This plan after adoption by the Middlesex Board of Supervisors will be part of the Middlesex County Comprehensive plan and will be used as the Tourism plan for the Middlesex Economic Development plan. Local government support and stakeholder participation is required for this plan to be implemented and successful. A Tourism office has been developed with EDATAC as the oversight committee to assist with implementation of this plan. However, future assistance and input from various members of tourism organizations, businesses, civic groups, and other interested citizens, will also be extremely vital. The targets and measures of this plan will be determined during by the Economic Development and Tourism Director with guidance from the EDATAC Committee and will serve as references for evaluation. To encourage progress toward the established targets, this plan should be reviewed by the Economic Development and Tourism Committee and Economic Development and Tourism Director on a regular basis (from the date of formal adoption of this plan). Upon each review, any adjustments that need to be made to this plan can be discussed. Once a majority of the targets have been met, a new or updated plan will be developed. Using this plan as guidance, Middlesex County, is expected to make significant progress toward the development and promotion of tourism. It is imperative that the plan be referenced consistently as any new tourism related discussions occur and as all related decisions are made. While new ideas and recommendations should be considered in the future, officials should reference this plan and determine if implementing any new ideas and recommendations is feasible and in accordance with this plan. This document will also serve as a reference piece for tourism entrepreneurs and businesses that are considering locating within the county, and should be available for distribution at local economic development offices and other appropriate distribution sites.

13 12 Performance Measures Quick Reference Chronological Summary To be determined by the Middlesex County Economic Development and Tourism Office with guidance from the EDATAC committee 2014 Measure 1.1: New or enhanced tourism product is in place and tourism revenues are increased by 40% over the next 7 years. (BPOL, Sales Tax, VTC Impact, Website Analytics) Measure 2.1: Develop, Adopt, and Implement a Tourism plan to address tourism infrastructure and needs to grow the industry. Measure 2.2: Small business growth in the county Measure 2.3: Funding sources secured for sustainability Measure 2.4: List of needs is prioritized and implementation of infrastructure plan begins. Measure 2.5: Students graduate from programs and small businesses open Measure 2.6: Signage developed and in place Measure 2.7: Transportation needs are met Measure 3.1: Increased inquiries from tourists & Increased number of businesses in the area. Measure 3.2: Collaborating regionally Measure 4.1: Measure 5.1: Tourism revenues are increased to meet and/or exceed current tourism budget.