2010 floyd county tourism plan draft

7/31/2019 2010 Floyd County Tourism Plan Draft

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Tourism Strategic Plan

Officially Adopted by:Floyd County Board of Supervisors

##-##-####Town of Floyd Town Council

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Contents

Background ...................................................................................................................................... 1Background Development of this Plan ......................................................................................... 1

Background Acknowledgments .................................................................................................... 1Background Past Tourism Efforts ................................................................................................... iSituational Analysis ......................................................................................................................... iiiSituational Analysis - SWOT ........................................................................................................... viTourism Mission, Vision ................................................................................................................. xvi& Goal ............................................................................................................................................ xviMission Statement ......................................................................................................................... xviVision Statement............................................................................................................................ xviVisioning/Planning ......................................................................................................................... xviParticipant Quote Excerpts: ........................................................................................................... xviTourism Goals, Objectives, Measures, Targets, & Initiatives/Tasks ............................................ xviiConclusion .................................................................................................................................... xxiiAppendix .......................................................................................... Error! Bookmark not defined.Quick Reference Target & Measure List ......................................... Error! Bookmark not defined.Terms & Definitions ..................................................................................................................... xxiii


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BackgroundBackground Development of this PlanWhile Floyd County has seen significant tourism growth and development in recent years, thegrowth and development has occurred without a concerted strategic plan with input and

endorsement by both the private and public sector. Additionally, questions and concernsregarding potential fragmented and conflicting marketing efforts, over development, loss ofindigenous cultural qualities, and recently implemented transient occupancy tax (with a portiondedicated to tourism) have arisen. With all those factors considered, a steering committee withrepresentatives of both the public and private sectors (volunteers) was established to guide atourism strategic planning process for Floyd County. The assistance of the Virginia TourismCorporations (VTC) Partnership Alliance Marketing Development Division was secured toguide the planning process, facilitate the strategic planning sessions, and develop this firsttourism plan for Floyd County.

Strategic planning sessions were held on February 18, 2010, March 25, 2010, and May 5, 2010,at the Jacksonville Center for the Arts. Additionally, a cultural heritage asset determinationmeeting was conducted by the Southwest Virginia Cultural Heritage Commission on February 11,2010, and a tourism branding input session was conducted by Tripp Muldrow of Muldrow andAssociates on April 23, 2010. An overall review meeting was conducted on June 16th again at theJacksonville Center to review the draft of this plan and to discuss final edits. The content of thisdocument is a result of the discussion during those planning and input sessions, as well asinformation collected during previous studies which are cited within this document.

Background AcknowledgmentsThe following individuals participated in the planning and input sessions. Gratitude is expressedto each individual that has and continues to dedicate time, expertise, and resources toward thedevelopment and promotion of tourism as a sustainable economic development priority for FloydCounty:

Ivan Anderson

Jayn AveryJoanne BellWilliam BellKaren BinghamTraci BlummerRick BrownJudy BryantKamala BauersDan CampbellJohn DayEd CohnMark CoxWoody Crenshaw

Fred FirstDiane Flynt

Beth Almond Ford

Evelyn ForquerFrank ForquerCandace FreyJoy GardnerJohn GetgoodMyra GrimDick GiesslerAmy Avery GrubelKatie HolfieldNora KuperDavid LarsenBonnie LawrenceJesse Lawrence

Lydeana MartinJohn McEnhill

Dede McGrath

Andy MorenoChris MorenoShep NanceBecky PomponioSally SagebielMike SmithWilliam SuttonCheryl ThompsonKaren (Korene)ThompsonJon VestDerek WallJack WallDavid Zachow

Randall Rose, Partnership Marketing Development Specialist with the Virginia TourismCorporation (VTC), facilitated the strategic planning process and drafted this document with theassistance and input of the previously listed stakeholders.


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Background Past Tourism Efforts

Floyd County has never had a cohesive, commonly endorsed tourism plan, but it has had manycollaborative tourism endeavors over recent years. Many people and organizations have takenvarious leadership and stewardship roles including the Chamber of Commerce, the JacksonvilleCenter for the Arts, Blue Ridge Heritage, Inc., and Round the Mountain. Private businesses havealso served leadership capacities, including the gathering of support for certain collaborative adsand promotions and publishing newsletters, websites and a magazine about Floyd.

The Floyd County Chamber of Commerce has long played an important role in supporting localbusinesses, including through a tourism committee and the publication of a beautiful brochure.Further, the Chamber is an important interface-point: providing business networking opportunitiesand walk-in, website and phone assistance to visitors.

The Town of Floyd government has played an active role in revitalizing the downtown. Towndollars and staff time along with major investment from the private sector, state and federaldollars have resulted in a magnificent, restoration and enhancement of downtown that includesmore shops, public restrooms, additional parking, a hotel and a community market. The Towncontinues to work on the Heritage Pathways project which will provide important interconnections

in Town. Additionally, the Town is developing a downtown Park with close support from thePartnership for Floyd. The Town of Floyd provides funding to many local non-profits, includingthrough the Virginia Commission for the Arts . . . . get list from Korene.

Floyd County government has also played an active role in tourism promotion and development.The County serves as the destination marketing organization (DMO)the primary contact for theVirginia Tourism Corporation. County staff has hosted Virginia Tourism Corporation Visitor Centerstaff for tours of Floyd County and worked with VTC, The Crooked Road and others on numeroussubstantial media tours. Beyond group media tours, county staff serves as a liaison for reputable,individual journalists, suggesting itineraries, connecting them with complimentary services andtours. The County supplies a tailored media kit, including DVD of images and itineraries to visitingmedia. This public relations outreach would not be possible without the generous, complimentaryhosting provided by local lodging facilities.

The County hosts tourism pages on its website (www.floydcova.org/visitors), including direct feedof local listings from the main state site, Virginia.org. As DMO, the County also moderate emailsfrom VTC related to media opportunities and shares pertinent ones with email list of tourism-related entities in Floyd County and serves as a reviewer for tourism-related grant applications.Similarly, the County serves as a principle regional contact among other governmental agenciesrelated to tourism, and promotes the many assets of Floyd County with all special guests.

In recent years, Floyd County government has given regular funding support to the followingtourism-related activities: the Crooked Road, the Rocky Knob/Blue Ridge Heritage project, theJacksonville Center for the Arts, the Chamber of Commerce, Floyd Merchants (parade and 4

thof

July), and Round the Mountain. All of these organizations play a critical role in tourismdevelopment and promotion. Further the County has developed and paid for annual ads in theVirginia Travel Guide and Blue Ridge Parkway Directory. The County pays annually for a toll-freenumber used in marketing efforts (it is staff by the Jacksonville Center.) The County sends abrochure (Chamber brochure) to anyone who requests more information from those publications.

In addition to direct dollars paid, considerable staff time has been devoted to the planning anddevelopment of The Crooked Road, the Rocky Knob/Blue Ridge Heritage, Inc. project (morebelow), the Blue Ridge Plateau joint marketing efforts (these decreased substantially during2008-09 due to medical leave of a staff member.). County staff support helped found and developthe Floyd County Harvest Festival/County Fair and lead the local committee in the statewidecommunity program for the 400

thAnniversary and Floyd Countys 175

thAnniversary. The


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Chamber and County are also preparing to participate in the Blue Ridge Parkways 75th

anniversary weekend. Further, County staff is coordinating the development of this Tourism Plan,as well as the closely-related Comprehensive Plan.

County staff works on business development of tourism-related businessproviding localstatistics, connections to business planning, promotional opportunities, and workshops onmarketing and staff training. The County staffs the new 5 and 10 Small Business Loan Programto help all types of business in Floyd County. County staff has also worked to promote farmingand local foods as the core part of the community and the essential setting for visitors.

The County implemented a transient occupancy tax on January 1, 2009. (The Town of Floyd hashad a transient occupancy tax and meals tax for a few years, so the County does not collect atransient occupancy tax from Town businesses.). The Countys transient occupancy tax revenueduring the first calendar year was $26,319.65. According to state code, at least 3 of the 5 centscollected per dollar of transient occupancy sales must go to the promotion of tourism. The Countydoes not have a meals tax (note that currently a meals tax can only be passed in Floyd County byvoter referendum.) Previously, all tourism-related funding (estimated to be at least $35,000annually in recent years) had come from general funds; now some is taken from the transientoccupancy tax collections.

The Rocky Knob/Blue Ridge Heritage, Inc. project was begun by Congressman Boucher whoobtained federal funding to begin to develop a major tourism centerpiece along the Rocky Knobarea of the Blue Ridge Parkway, where the Counties of Floyd and Patrick meet. A non-profitgroup, Blue Ridge Heritage, Inc. has been established. In 2008, it hired a team from Virginia Techand Clemson to perform a gap analysis of the region to help identify what the focus or them ofthe new centerpiece should be (what is true to the area AND what would be well-attended byvisitors.) The resulting 2009 study, The Rocky Knob Sustainable Tourism Centerpiece ProjectFinal Report, developed through community input, one current visitor survey and one potentialvisitor survey as well as multi-faceted Geographic Information System and Global PositionSystem technology, provides a strong foundation for tourism planning. The Plan and completeanalysis are available online at http://www.cnr.vt.edu/gep/RockyKnobReport.html.

The missing piece in all of these years of work has been a written strategic plan that envisions the

future of Floyd County tourism, identifies mutual goals, and establishes a collaborative road mapto get there. This is essential because the economic impact of tourism on Floyd County continuesto grow, as indicated in the chart below provided by the Virginia Tourism Corporation. Thisdocument seeks to chart a coordinated course forward.


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Situational AnalysisAs an important component of the planning process, planning participants conducted aSituational Analysis of tourism to help determine the goals and objectives of this plan. Theprocess included the determination of current tourism assets, target customers, strengths,weaknesses, opportunities, and threats, as well as an analysis of tourism infrastructure, tourism

policy, and marketing strategies.

Situational Analysis Premier Tourism Assets

Following is a list of the determined premier assets for Floyd County, which are the assets thatare most likely to be featured in advertising and promotion. A complete inventory of all tourismassets has been completed in conjunction with the Rocky Knob Centerpiece Study and isincluded as Attachment A.

Blue Ridge Parkway Downtown Floyd Buffalo Mountain The Music:

o the Friday Night Jamboree inside The Floyd Country Store and outside,o many other music venueso County Sales;o Floydfest and other music festivals and special events

Chateau Morrisette Winery & Restaurant Mabry Mill/ other historic Water Mills Local Foods: food markets and restaurants The Arts: 16 Hands, The Jacksonville Center for the Arts, and other studios Rocky Knob/Rock Castle Gorge Trails


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Situational Analysis - Target Customers/TouristsFollowing is a list of general and specific tourist market segments determined as potential targetmarkets for future advertising and marketing of Floyd County as a tourism destination. Whilethese groups were determined as potential markets by reference of available tourism assets andby the input of stakeholders, in-depth research of each potential market should be done todetermine the feasible segments of tourist markets to engage marketing and advertising:

By age:o Young Familieso Elder Hostelso Retireeso Age 21 and over (legal age to visit wineries)o Baby Boomerso Millennials

By location:o North Carolinao Virginiao Washington, D.C.

o Also New York, Florida and Ohio

Outdoor Recreation Enthusiastso Canoes/kayakerso Hikerso Birderso Photographerso Bicyclerso Golfers

By Groups:o Girlfriend Getawayso Regional Recreation Groups

o Youth Hostelo Church Groups

By Travel Route/ Scenic Drives:o Motorcycle Riderso Blue Ridge Parkway Riderso Antique/Collector Car Clubso Interstate 81 Travelers

By Niche/Interesto Artso Education Sector (students, alumni, parents)o Visitors drawn by musico

Organic seekerso Culinary Travelers (interested in restaurants, wineries, farmers market, etc.)o Holistic Healtho Green or eco-travelerso Cultural Heritage/History

The Rocky Knob Study provides important insight on current and potential visitors. As part of thatStudy, a survey was conducted of current visitors. Of the 312 respondents, 77.5% were


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conducted at Mabry Mill (in Floyd County) and 21.5% were conducted in the town of Floyd. Thefollowing summarize that process and the survey results.


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Also as part of the Rocky Knob Study, a survey of potential visitors was conducted. The followingsummarize that process and the survey results.


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Situational Analysis - SWOTThe discussion and identification of SWOT - S (Strengths) W (Weaknesses) O (Opportunities)and T (Threats) was used as a key method in developing this tourism strategic plan for FloydCounty. For the most part, Strengths and Weaknesses are internal factors, while Opportunitiesand Threats are external factors. Goals, Objectives, Targets, Measures, and Initiatives were alldetermined after careful consideration of the SWOT analysis.

The following SWOT analysis was compiled from the Rocky Knob Study and from a prior FloydTourism Meeting in February 2008. (The entire Rocky Knob Study is available separate from thisplan.) Following these pages, the additional input from this years meeting will be presented.


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Upon review of those lists, the following were added by this tourism planning group in 2010.

Strengths

Strong Assets and Attractions (i.e. Floyd Country Store, 16 Hands, County Sales,Schoolhouse Fabrics, Farmers Supply, Mabry Mill, Crooked Road, Round The Mountain,

organic farms, golf courses, walking tour, etc.) Visitor appeal they love that they have discovered Floyd Entrepreneurship/locally-owned businesses

Weaknesses

Duplication (in marketing) Public participation Operating schedules of businesses some do not accommodate visitors Public transportation Poor signage Needed parking for RVs, motorcycles, and all forms of transportation Tourism budget

Visitors Center Snow/ice removal (e.g. Blue Ridge Parkway, plus very harsh winters such as 2009/2010

elsewhere)

Opportunities

Additional festivals (i.e. pumpkin festival with corn maze) Emblem or representation of Floyd (brand?) s Website collaboration Virginia Techs Tourism Department (intern assistance) Hospitality improvements

o Podcasts, cell phone applications, GPS coordinates

o Customer service training

Threats

Loss of Authenticity (Scale & Pace) Parking Water Quality/Quantity Economy, Budget Lack of industry - which might encourage heavy industrial development efforts Subdivisions/lack of Zoning Increased use/pressure on infrastructure Interest in Floyd by chain stores, corporate invasion Lack of signage Weather limitations Preserving land and farms Lack of funding for the Blue Ridge Parkway maintenance


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Situational Analysis Tourism Infrastructure

In the Town, there is a hotel and B&B, and scattered through the County there are diverseaccommodations including 30-plus Bed and Breakfast, Inns, Cottages, and Cabins that offer awide variety of amenities (estimated 200 rooms.) See Attachment A for a complete list ofaccommodations, restaurants, studios, and other tourism-related assets.

During the planning sessions, stakeholders discussed the current tourism infrastructure for Floydand determined the following recommendations and observations:

Establish, promote, and direct visitors to an official visitor center. Consider an afterhours information component

Additional parking in the Town of Floyd is needed. Consider the development of shuttleservice during high flow periods and a designated motorcoach parking area

There is a need for restaurants and lodging that can accommodate large groups (20plus), open 7 days a week

Consider locating a visitor information kiosk for Floyd near the Blue Ridge Parkway Develop stronger visitor information at Mabry Mill and other Parkway/gateway locations Consider having sites on the `Round the Mountain Artisan Trail organized into scheduled

tour times, preferably on Monday, Tuesday or Wednesday afternoons Consider developing a uniform visitor directions signage plan. Develop integrated online tourism website with central calendar online Need more outdoor recreation spaces including trails closer to town, bike lanes or routes

Situational Analysis - Tourism Policy/OrganizationStructure

At present, there is no formal tourism policy for Floyd County or the Town of Floyd. Theeconomic development director is the staff position for Floyd County that is primarily responsiblefor tourism efforts, along with help from another staff person. However, the directorsresponsibilities also include other economic development and planning duties (the other staffperson has additional responsibilities as well.) The economic development director reports to thecounty administrator, who reports to the Board of Supervisors.

The Town of Floyd does not have a designated tourism staff, so such tasks are handled by thetown manager and other staff. The town manager reports to the town council.

The Floyd County of Chamber of Commerce is also actively involved in tourism. The Chamber isa non-profit organization guided by a volunteer board of directors. The Chambers executivedirector is responsible for tourism activities, as well as other responsibilities as guided by theChambers mission. The executive director reports to the Chambers board of directors.

During the planning sessions, the following recommendations and observations were made

regarding Floyds tourism policy and organization structure:

Evaluate Floyd Countys advertising policy for potential change. Specifically, the policythat will not allow for the promotion of a particular business within advertising

Evaluate all staff resources devoted to tourism and consider a full-time tourism directorand advisory committee.

Consider appointing an alternate DMO representative/contact Consider an apprentice hospitality program through a local university Evaluate tourism zone/incentives opportunity


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Situational Analysis - Marketing & Promotion StrategiesWhile no formal marketing plan was being utilized during the development of this plan, FloydCounty was being advertised and marketed through the following strategies:

Brochures and other print pieces produced by the Chamber, Round the Mountain andregional collaborations; as well as privately developed publications.

Several websites with various owners, including the County, Town and Chamber. Good photographers and writers, including bloggers, who are interested in the local

flavors. Advertising placement

o Virginia Travel Guide(official fulfillment publication for the Virginia)o Blue Ridge Parkway Directory(only such publication allowed on Parkway

properties)o Crooked Road Brochureo Occasional special placements in Blue Ridge Countryand others regional

publications.o NPR promotions

Public Relationso Outreach to media visitors including itineraries, media kit with electronic photos,

etc.;o Guest speaking to college classes, symposiums, etc.o Posting of themes and itineraries on Virginia.orgo Ambassador training for local hospitality workerso Also occasional booth presence at major events.

Events most recently including Harvest Festival/County Fair, Town Jubilee, Split RailFestival, Artisan and Farmers market

During the planning sessions, stakeholders reviewed current marketing efforts and determinedthe following recommendations and observations:

Develop and update a marketing plan consistently, evaluating all advertising andmarketing opportunities to reach target markets, provide best return-on-investment, etc.

Learn more about the Cascade Highlands tourism marketing organization and evaluatetheir advertising and marketing opportunities

Consider reallocating and investing new resources to online marketing (including socialmedia marketing)

Evaluate Virtual Blue Ridgeonline magazine as a potential marketing tool Evaluate National Public Radio in North Carolina and Virginia as a potential marketing

tool Consider an official website for Floyd to help address the issue of the numerous websites

that consumers see when searching for information about the region Develop a press kit (County does those already, but difficult to get written or photo

contributions.) Determine marketing tactics and strategies to promote sites and attractions outside of the

Town of Floyd Develop a strong public relations component of the overall marketing plan Recognize the opportunity to present different images/ads to different segments of

markets Develop a strategy to encourage businesses to extend their operating week/day during

peak tourist periods Utilize the citizens television channel to reach potential visitors and promote tourism Utilize Citizens Bulletin Board Channel (local television/internet provider)


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Evaluate available URLs to promote that could promote regional/Floyd destinations Evaluate the possibility of an initiative to support the approval of tasteful directional

signage on the Blue Ridge Parkway Continue working with the Southwest Virginia Cultural Heritage Commission to assist with

and benefit from their efforts to develop and promote Heartwood and the SouthwestVirginia visitor experience

Look at historically significant assets and contemplate new marketing and/or signageefforts. Have a single map or way to identify hiking, walking, canoe, kayaking opportunities Check in on AAA listing (are we there)

Planting Our FlagBy Fred First

An important i ssue before the tourism steering commit tee is: would Floyd town and county benefit fr om the use of aprofessionally-produced "signature identif ier" package (aka branding) and how might it best present to the communit ythe pros and cons of such a purchase for use on a volunt ary basis by county agencies, organizat ions and businesses.

The matter is complicated by a number of factors, t he fi rst perhaps is one of language st imulus-response--t he averageperson's gut react ion on hearing the t erm "branding." A li t erali st might imagine t he sensati on of having a mark ofpermanent ownership seared by red-hot poker int o the metaphorical f lesh of a branded t own.

A less onerous but st il l pot ent ial ly t roubl ing connotati on of "branding" is to have a "brand name" imposed upon thecommunity. In t his there is the sense that t he town and county have become a commodity t o be sold; that i ts diversitycan be reduced to a single symbol and packaged for consumpt ion, that we've become a "commercial .". There might bethe fear that such a graphic-and-text l abel would or could be pretent ious, i nauthentic and misleading. In addit ion, t othe average cit izen, having this "instant ident if ier " is unnecessary. And more, Floyd doesn't need a brand.

The typical Floyd County cit izen who was asked "does Floyd need a brand?" would l ikely say NO. They do not deal on adaily basis with potenti al cli ents, customers or visitors to whom they need to convey in a very short t ime a great dealof information. This communication symbol in let terheads, ads or marketing wil l be most useful not to the average

cit izen but t o the organizat ions that support and represent t hose cit izens every day to the wider public outside Floyd'sboundaries. So the average cit izen does not have a direct personal need for t his kind of emblem, f ont, color scheme,it's true.

While it could be argued that Floyd could use a brand, Floyd doesn't need t o create a brand--"what people say aboutyour community when you're not there." Floyd already possesses this kind of diverse self-identity. People inside thecommunity have a broad perception of where, who and what Floyd is. It is probably more accurate and complete t hanis the percept ion of people outside t he community. In this way, a brand is more an anchor t han a sail, symbolic ofwhat i s unique and good and deeply rooted more than a desire for f uture change.

The argument could be made that those who represent Floyd County and town to grant-funding agencies, tourismagencies, governmental bodies outside the area and potential employers could effectively use common, striking"instant identif ier" in all communications--pri nt, web, signage and such--that notif ies and reminds those people of the"Who, what and where" of Floyd.

This "reputati onal representat ion" would be a common expression of our values, our roots, our hopes and our assets--a"what's inside the box" emblem and phrase as unique as a signature. With use over time, the Floyd "identity emblem"would become indelibly linked to the totality of all that is Floyd--a picture worth a thousand words. It does not meanwe are for sale. It means we stand for something. It s purpose is not to make money but t o become part of ourcollective voice and reputation.

Wendell Berry has said "What I stand on is what I stand for. " There is, in thi s, f ood for t hought .


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Tourism Mission, Vision

& Goal

Mission StatementThe TourismMission Statementfor Floyd County is:

to promote the unique cultural and natural resources ofFloyd County, while preserving and enhancing oureconomic sustainability and quality of life.

Vision StatementThe TourismVision Statementfor Floyd County is:

Floyd County will be a prosperous, eclectic communityin Southwest Virginia that maintains its small towncharm, natural beauty, and unique attractions.

Visioning/PlanningParticipant Quote Excerpts

Todays authenticity aneclecticness, with greateprosperity

A leading community inthe green movement thafocuses on sustainabilitwith excellent tourismresources

A place that didnt sell soul

authentic Blue Ridgemountain community

The most, prosperous,

eclectic, green friendlycommunity in SouthwesVirginia

green, authentic, totasustainable

preserved andsustained its authentic

small town charm, naturbeauty, and uniqueattractions


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Tourism Goals, Objectives, Measures,Targets, & Initiatives/TasksFollowing are the identified tourism strategic plan goals, objectives and related implementation

measures, targets, and initiatives/tasks, as identified by the planning participants. Utilization ofthe identified measures and targets, and completion of the listed initiatives and tasks, will result insignificant progress toward each tourism goal and objective. This is a three- to five-year plan, andthe proposed committee is tasked with setting dates for each measure upon adoption of the Plan.

Goal 1 Reach potential visitors

Objective 1 Improve/Enhance our communication with potential visitors

Measure 1.1 The County and Town will establish a tourism committee (appointed bylocal governments with representatives from various sectors of thetourism industry) to pursue Plan implementation and serve in advisoryrole to local government

Initiatives & Tasks 1.1 Upon adoption of the Tourism Plan, work to establish the committee: County and Town

staff

Measure 1.2 The private sector may pursue state grant funding and provide therequired match to create a recognizable emblem for Floyd to help make promotionseasier and more unified. The emblem would be available broadly, but use would beentirely voluntary.

Initiatives & Tasks 1.2

Raise $6,000-$10,000 from grants and private sector to pay for coordinatedemblem/image effort: Private sector; grant application by County/staff

Secure firm or resource that will develop images: Private sector Reach out to all segments of the community: Private sector, local government staff Establish relationship to Made in Floyd effort: Tourism committee, economic

development entities Review and provide all input regarding emblem/formal image development: citizens of

Floyd County, especially in tourism and arts sectors

Measure 1.4 Develop a comprehensive tourism marketing plan for Floyd

Initiatives & Tasks 1.4 Develop draft/framework for plan: Subcommittee of Tourism Committee Collect, consider, and determine applicable information (i.e. data, opportunities, etc.):

Subcommittee of Tourism Committee Complete final draft of plan for review and input by interested parties: Tourism Committee


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Measure 1.5 Create a comprehensive official Floyd web site to include all visitorinformation (County, town, and/or neutral part)

Initiatives & Tasks 1.5 Identify and secure funding: Tourism Committee Engage local web developers (including Citizens) to potentially manage/host the site:

Tourism Sub-committee Work with the Chamber, Lodging Association, and newly formed tourism committee to

design and populate website: Tourism Sub-committee Develop a process for creation and maintenance of the website: Tourism Committee Develop centralized visitor calendar: Tourism Committee

Measure 1.6 Develop support (public and private) for a full-time tourism director to dotourism promotion and development efforts

Initiatives & Tasks 1.6 Evaluate the feasibility of and plan for hiring a full-time tourism director: Tourism

committee Provide results of feasibility research to the government officials, associations,

organizations, etc.: Tourism Committee Make official request for position implementation (if feasible): Tourism Committee


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Goal 2 Provide a great visitor experience toincrease repeat visitation and word-of-mouth promotion

Objective 2 Improve/Enhance visitor services and tourism infrastructure

Measure 2.1 Begin measuring customer service through a comment card program

Initiatives & Tasks 2.1 Create cards : Chamber of Commerce Secure business partners to participate in program: Chamber of Commerce Implement program, collect data, and report results: Chamber of Commerce Evaluate program and make needed adjustments: Chamber of Commerce

Measure 2.2 Provide VTCs customer service training to businesses

Initiatives & Tasks 2.2 Contact VTC to schedule training: Sally Sagebiel/Chamber of Commerce Begin promotion of workshop: Sally Sagebiel/Chamber of Commerce

Measure 2.3 Establish a centralized, official visitor center

Initiatives & Tasks 2.3 Determine and consider official visitors center guidelines: Chamber of Commerce Develop operations and staffing plan: Chamber of Commerce Develop budget and determine potential funding streams: Chamber of Commerce Consider potential building and locations: Chamber of Commerce Develop applicable programs and services including inventory, travel information, etc. :

Chamber of Commerce

Measure 2.4 Develop and implement visitor walking accessibility plan for events,shopping, etc.

Initiatives & Tasks 2.4 Develop signage plan (incorporating new brand) with consideration given to applicable

parking analysis: Tourism Sub-committee

Secure funding for signage plan: Tourism Committee


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Goal 3 Adequate funding for tourism promotion/development

Objective 3 Increase/Leverage funding dedicated to tourism promotionand development

Measure 3.1 The Committee (private sector) will pursue additional resources fortourism promotion, including dialogue with County and Town government

Initiatives & Tasks 3.1 Look into Meals tax . Private sector could work with area legislators to introduce

legislation: Private Sector Develop a public education plan and supporting materials (including benefits,

alternatives, and clear purpose) and implement: Private sector Form a legislative advocacy committee that includes county, chamber, tourism

businesses, etc.: Private sector

Meet with local elected officials regarding topic and needed support: Private sector

Initiatives & Tasks 3.2 Chamber and tourism committee to meet with town and county officials and begin

discussion and discuss possibilities

Measure 3.3 A private sector funding partnership will re-establish itself, providingapplicable benefits to those participating partners (pay-to-play)

Target 3.3 $30,000

Initiatives & Tasks 3.3

Develop partnership plan/structure with input from potential private sector partners :Private sector partners

Determine any guidelines of potential public sector partner funding sources that mayimpact the partnership (i.e. government funds that must be used to promote allbusinesses and not just participating private sector partners) : Private sector partners


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Goal 4 Maintain the Floyd experience and sense ofplace for both residents and visitors

Objective 4 Develop and promote tourism in a sustainable, strategicapproach to avoid over-growth and non-organic

development

Measure 4.1 Request a parking analysis by the Town and County governments toincrease the available parking as determined by the analysis (Expandparking opportunities in Town)

Initiatives & Tasks 4.1 Make analysis request to town and county officials: Tourism committee Seek PDC Transportation services to complete study/evaluation: Floyd County Planning

Commission/Staff

Measure 4.2 Review any land-related opportunities, to encourage protection ofagriculture and farming

Initiatives & Tasks Present concern to the Floyd County Planning Commission: Tourism committee Be aware with the New River Valley Green Infrastructure group: All

Measure 4.3 Develop plan to ensure that cultural/heritage qualities such as music,history, arts and crafts remain a premier component of the Floyd visitorexperience

Initiatives & Tasks

Tourism committee to develop plan to include an internal communication strategy togather, maintain, and promote all cultural/heritage activities throughout the year whichwould also encourage collaboration of all efforts to benefit tourism as well


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ConclusionFloyd County, the Town of Floyd, area businesses and citizens recognize the significance oftourism. The action taken to date to support and develop tourism serves as evidence of thatrecognition. However, tourism has grown in the area in the past without centralized planning from

a larger tourism stakeholder group. This first tourism strategic plan for Floyd County is intendedto build upon past growth, but provide guidance for additional sustainable growth in the future.

Citizens and representatives from both the private and public sector of Floyd County/Town ofFloyd will need to take a leadership role in overseeing implementation of this plan. The targetsand measures of this plan were determined during the planning process, and will serve asreference for performance evaluation. To encourage progress toward the established targets,this plan should be reviewed by the locality officials and the appropriate tourism representativeson a monthly basis (from the date of formal adoption of this plan). Upon each review, anyadjustments that need to be made to this plan can be discussed. Once a majority of the targetshave been met, a new/updated plan should be developed.

Using this plan as guidance, Floyd County is expected to make significant progress toward the

development and promotion of tourism in a strategic approach. It is imperative that the plan bereferenced consistently as any new tourism related discussions occur and as all applicabledecisions 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 andrecommendations is feasible and in accordance with this plan.

This document should also serve as a reference piece for tourism entrepreneurs and businessesthat are considering locating within Floyd County and should be available for distribution at localeconomic development offices and other appropriate distribution sites.


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Terms & Definitions

Goals:Broad statement of measurable outcomes to be achieved on behalf of customersInitiatives/Tasks: Specific programs, strategies, and activities that will help you meet yourperformance targets

Measures:Meaningful indicators that assess progress towards accomplishment of goals andobjectives

Mission Statement:Statement of purpose; fundamental reason for the tourism effort existenceObjective:Statements of what you must do well or barriers that you must overcome to achieve aspecific goal

Opportunities:Factors or situations that exist beyond your organization that may have afavorable effect on it

Strengths:Resources or capabilities that can be used to accomplish your missionTarget:The numerical value of the performance measure you hope to achieveTarget Customers/Tourists:Any person, group, or organization that is believed to have aninterest in utilizing your tourism related product(s) and/or service(s)

Threats:Factors or situations that exist beyond your organization that can negatively affect itTourism Assets: Any tourism related product, attraction, site, or event that is of interest to targetcustomers/tourists

Vision Statement: A word picture of the future that the organization/tourism effort intendsultimately to become or to influence

Weaknesses:Deficiencies in resources or capabilities that hinder your ability to be successful

2010 floyd county tourism plan draft

Documents