VIRGINIA TOURISM CORPORATION Caitlin Johnson | Wirt Confroy
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VIRGINIA TOURISM CORPORATIONCaitlin Johnson | Wirt Confroy
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Virginia’s Tourism Industry created $26 Billion in Economic Benefit in 2018 Provides the Livelihood of 235 thousand + Virginians Experienced an 3.5% average increase in traveler spending, resulting tax revenue in 2018 Virginia had a GREAT year in 2018, and the growth is continuing through 2019 Economic Impact of Travel » https://www.vatc.org/research/economicimpact/
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Virginia is for Lovers has been telling Virginia’s Story for over 50 yrs Our Brand Equity is immense, and is one of most recognized tourism brands in the world, and voted into the Advertising Hall of Fame “Top 10” in 2009 This year, we’ve been working with communities in very creative ways, using our “Summer of LOVE” to theme to welcome and benefit from returning and new leisure, meeting and sports visitors to Virginia
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When Virginia Tourism, and most of us in the room, encounter an empty storefront … » We don’t see a blight – We see potential » A new space and tool in recruiting Main Street and downtown businesses » Businesses filling a community’s needs – and a source of revenue and taxes » And business part of vibrant, local communities attracting industry
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An example of this the Weyanoke Hotel in Farmville, VA Virginia Tourism worked with the Town of Farmville for over a year to identify and fill their main tourism Deficiencies For decades, Farmville has been an active furniture & home goods shopping district, home away from home for school alumni, outdoor and nature lovers, civil war and civil rights enthusiasts The Weyanoke is a much needed and NEW center of community, vibrancy and commerce This is an example of how the Tourism Industry has changed over the last few years A state or community “DMO” used to be an acronym for “Destination Marketing Organization Now, across the U.S., more tourism and traditional economic development offices are merging, and tourism = DMO meaning “Destination Management Organization” Tourism DMO’s work with PDCs, EDOs, Town Councils, County Administers Actively, daily and on purpose … Planning, Building & Marketing new businesses, maximizing tourism potential
8 | Certified Projects
Certified Projects% GapUsed
CapitalInvestment
Local TaxRevenue
(annually)
Jobs | FTE(1st yr.)
Hyatt Place Hotel – Fredericksburg 7.7% $14,900,000.00 327,000.00 40
City Center at Oyster Point – Newport News 17.3% $22,000,000.00 2,200,000.00 250
Cavalier Hotel & Oceanfront Resorts – VA Beach 9.9% $247,500,000.00 3,600,000.00 385
The MAIN | Hilton Hotel – Norfolk 9.4% $77,500,000.00 2,000,000.00 250
Hotel Weyanoke – Farmville 22.5% $12,200,000.00 516,280.00 76
Element Hotel – Hampton 10.5% $17,000,000.00 234,025.00 22
Tru Hotel – Northern VA *opening fall 2020 19.8% $20,300,000.00 556,019.00 75
7 years … 8 projects The due diligence in proving a local tourism Deficiency is thorough, to say the least TDFP has filled several, important deficiencies – and increased the capital investment, local visitor spending, tax revenue and livelihood of Virginian’s, statewide
ADVENTURE TOURISMMANUFACTURING
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This past July, Governor Northam announced the creation of the “Office of Outdoor Recreation”, a multi-agency collaboration Part of that effort will be a continued focus on Adventure Tourism Manufacturing or ATM ATM increases a visitors ability to experience more, stay longer and spend more money (1) tour a facility (2) purchase the product & gear (3) use them in Virginia’s outdoors and communities (4) stay, eat, shop and return again & again Including manufacturers in a visitor’s cycle of experience will increase tourism as a local economy multiplier
Vibrant Communities
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None of us are strangers to the terms “Creative Economies & Vibrant Communities” & “Place-Making” VTC’s partnership with localities and other agencies is creating the Quality of Life so important for business recruitment, retention and workforce development Communities are using tourism development to “lean in” to their strengths, and maximizing tourism in their area A great example of this is Virginia’s waterman culture & heritage, and how it lead to the creation of today’s Virginia’s Oyster Trail
Reaching theMillennial Workforce
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Several of yesterday’s CEO panelist relayed their industry relocation to Virginia, and how import tourism and community life played a huge part NOW is the time, as Millennials are getting older, starting to settle down, marry and have children They want to move TO or NEAR where the family can get a great education and quality of life If we don’t capture them soon, you're not going to
Source: PEW Research Center
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This example of our generational shift illustrates the dramatic change in available the workforce
Source: PEW Research Center
Source: PEW Research Center
Source: PEW Research Center
Source: PEW Research Center
Source: PEW Research Center
Source: PEW Research Center
Source: PEW Research Center
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As you can see, there will be strong completion for this changing workforce, as we more toward the future.
Corporate Site Selection Factors
1. Availability of Skilled Labor2. Labor Costs3. Highway Accessibility4. Corporate Tax Rate5. Tax Exemptions6. Quality of Life7. State and Local Incentives8. Energy and Availability Costs9. Available Buildings10. Occupancy or Construction Costs
Source: Area Development, 33rd Annual Corporate Survey
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None of you are strangers to what it takes to attracting high-yield industry and workforce
Corporate Site Selection Factors
1. Availability of Skilled Labor2. Labor Costs3. Highway Accessibility4. Corporate Tax Rate5. Tax Exemptions6. Quality of Life7. State and Local Incentives8. Energy and Availability Costs9. Available Buildings10. Occupancy or Construction Costs
Source: Area Development, 33rd Annual Corporate Survey
Quality of Life
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Ten years ago, “Quality of Life” wasn’t in the Top 10 list Now, it’s in the first tier Where people want to work is where people want to LIVE!
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And competition is FIERCE We’ve all head about how great Austin, Nashville, Charlotte, Raleigh, Portland Yet Virginia has our TOP Faves, plus some unsuspecting contenders!
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From Bristol to Chincoteague, tourism development is keeping Virginia relevant And experiencing “ripple effects” attracting new business, visitors and workforce And bringing to life the creative and Vibrant Communities we know are essential Here’s a great example close to home
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We have talked about why being competitive is important, but now we want to talk about how to be competitive. How do we make our communities more competitive for all these travelers and potential workers? One way we’re making our communities more competitive is through our program called DRIVE Tourism.
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DRIVE Tourism started as our statewide strategic tourism plan. In 2013 PricewaterhouseCoopers two years study our competition, policy, product and partnerships. From that we developed a 500 page document of amazing ideas, recommendations and case studies for the entire state. The only downside of this amazing 500 page plan was that it was 500 pages. This plan would wouldn’t work if it just sat on a shelf unread. So we took all of this great information and paired it down to create a series of workshops.
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We had three workshops- A, B and C. Focused on now, want to be and how they could get there. identified top lures, looked competition, and identified game changing tourism product. best part brought the whole community together. people from PDC, EDA, parks and rec and tourism all at the table working towards the development of common goal.
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Thankfully our 500 caught on visually explained it. This is our hub & spoke idea. Great tool for story. In the center, the yellow circle, you have your main lure. Spokes from lodging, places to eat and things to do and things to experience. Everyone wants to be the lure. Think are the lure, but they’re not and that’s ok. Cool spoke. Culpeper. I went there for a meeting. Great food and super cute downtown shops. They even have a brewery, distillery AND winery in one location! Make the trip, extend the economic impact. More spokes, more opportunities to spend money.
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Promotional model also applies to development. Primary lure = number one product. Orange identify two existing products don’t need any help. Maroon identified two enhanced tourism products. Small like business hours, better signage or curb appeal. Light blue accomplish within two years. Abingdon-year round farmer’s market, completed. Ashland-outdoor amphitheater. A lot of communities connectivity and trail development. Royal blue game changer product idea. Take your community over the top. At least 5 years or longer to accomplish. Hopewell completed- riverside development. Bristol -Amtrak. Many sports complexes or meeting space really help them reach new market.
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Proud report all 23 communities from original DRIVE Tourism initiative are moving forward 5 year development plans. 23 might not sounds like a lot, started only 4 true tourism development plans. Biggest success program was a shift in mindset. And that is that to be more competitive, we can’t just focus marketing alone, its got to be about working hand in hand with development to make our communities more vibrant. To really illustrate the power of DRIVE Tourism we have a video to show you; a few years old with several familiar faces
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DRIVE Tourism still holds true Now in 2019 we have begun process again. We’re calling it DRIVE 2.0 update to original state tourism plan. We’ve had so much new product come on board from the mountains to the shore and all across the state that we felt it was time to revisit and make sure we’re still on the track. This time we’ve hired SIR from here in Richmond to handle all of our research for the plan.
1. What should we be promoting now?
2. What should we be building now?
TWO Questions
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And we’re also trying to keep it a little simpler. We already have that wonderful 500 page base so this time we’re focusing on answering two questions. What should we be promoting now and what should we be building now. All of this allows us to tell our current story better and to build a better story for the future.
1. Project kickoff and organization
2. Gather input from key
stakeholders
3. Secondary research insights and information
gathering
4. Regional assessments
5. Regional competitive review
6. Regional stakeholder input
survey
7. Regional strategy
development
8. Reporting and final
presentations
November-December
December-January
February-March
March-April
April-May
May-August
August-September
September-December
Timeline
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The DRIVE Tourism 2.0 timeline. We’ve been working on this process for the last 10 months. We are now in phase 7 where we’re really digging in to those regional assets and putting together recommendations. By the end of the year/ early 2020 our goal is to have a new statewide tourism plan to share with the commonwealth.
Stakeholder Engagement
3,400+ stakeholders
• Online survey
• Virtual community
• One-on-one interviews
• In person discussion groups
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To get here we’ve studied secondary research, development plans from across the state and competitive analysis. We’ve also reached out to over 3400 stakeholders via online surveys, virtual communities, one on one interviews and in person discussions to build this plan. Only 50% DMOs other half EDAs, attractions, breweries, wineries, Boards of Supervisors, etc. Great to have feedback from wide range Virginians.
What is the primary lure of your locality today?
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Think about your community, what do you think are the primary lures? You might see it up here. Because this Wordle shows some key findings from statewide so far. Obviously the outdoors, history, water, arts and music culture are huge for everyone across the state. This shows some of the biggest draws for Virginia. More importantly snapshot vibrant community looks like.
NEXTGEN WorkforceNEXTGEN Travelers
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All of this from promotion to building is in effort to attract Virginia’s next generation of travelers, but also to attract Virginia’s next generation of workforce. NEXT Gen Workforce: Just think, this can be your vacation, but it can also be your everyday after work.
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All of us in this room are passionate about making localities better. A favorite example of our is in St. Paul – a small Appalachia town who used tourism development and marketing to make themselves whole. Together partners, some in this room, this community rallied recreated economy creation Spearhead Trails. Tremendous impact Southwest Virginia. St. Paul you can now stay at a boutique downtown hotel, locally sourced food renowned chef and grab a beer brewery. It’s safe to say St. Paul has different story. End favorite video shows how together T and ED improve the quality of life Virginians, but most importantly it gives them hope.
Tuesday, September 10th 2019 Spearhead Trails doubles economicimpact, job growth in two-year span
