Strategic Goal #3: Advance infrastructure that supports community vitality for residents and visitors

Strengthening infrastructure in ways that serve both residents and visitors will help the Outer Banks respond to several needs at once. Reaching this goal will require coordinated work, but the long-term payoff for the Outer Banks can extend across generations as the OBX becomes more accessible, economically durable, and environmentally sustainable.

3a. Work with municipalities, counties, the region, and state so infrastructure and development efforts reflect sustainability, resident priorities, and visitor needs

• OBVB Role: Lead
• Other Organizations: Sustainability Committee and Resident Advisory Panel members, and elected officials from various jurisdictions.
• Timeline: 2025-2033
• Success Metrics: Tourism participation in, and influence on, infrastructure and development efforts; creation of an advocacy/legislative agenda with clear, concise goals by the tourism board, informed by the task force, sustainability committee and resident advisory panels.
• Considerations: Significant learning will be required to understand the full range of stakeholders and issues tied to infrastructure and development before an advocacy or legislative agenda is created. Time will also be needed to build alignment around the principles to be advanced.
• Desired Result: Infrastructure that is ready for future generations and consistent with the Outer Banks’ vision and needs.

Progress

August 2024 – During the August 14 meeting, the Dare County Tourism Board Special Committee hosted Win Bridgers, Division 1 Engineer for the North Carolina Department of Transportation, covering the 14 counties in Northeastern North Carolina, along with Ronnie Sawyer, Deputy Division Engineer for Division 1. They shared information about current and planned NCDOT work in the area, including road resurfacing, bridge construction and repairs, transportation studies, ADA ramp installations, pedestrian safety efforts and funding. The discussion helped the Special Committee better understand NCDOT priorities, where those priorities connect with the LRTMP, and how the committee can support and advocate for related initiatives.

3b. Collaborate with the Outer Banks Chamber of Commerce on a campaign to attract a broader talent base

• OBVB Role: Convener
• Other Organizations: Outer Banks Chamber, plus other interested business groups
• Timeline: Subject to when other partners are ready to take this on, but likely 2026 or beyond when the housing is there for new workers.
• Success Metrics: Data from the Bureau of Economic Analysis and Bureau of Labor Statistics.
• Considerations: Agency support may be needed to determine the best channels for reaching prospective talent and to shape how the ideas are presented.
• Desired Result: More skilled and higher paying jobs are created, supported by enough workforce capacity to meet tourism and business sector needs.

3c. Keep moving forward on development of an Event Center while evaluating the best management model

• OBVB Role: Lead
• Timeline: Immediate (2023 and ongoing)
• Success Metrics: After the center is operating, targets can be created for building occupancy, number of events, revenue earned, and related measures.
• Considerations: Decide whether the Event Center should be self-managed or operated by a third-party manager. Identify funding for start-up operations as well as a reserve for future maintenance and upkeep.
• Desired Result: A stronger opportunity to diversify the visitor economy in shoulder seasons.

Progress

August 2024 – Outer Banks Visitors Bureau staff and Dare County Parks and Recreation brought together local sports teams and recreation leaders to better understand athletic facility needs and share information about state and local grant opportunities.

3d. Expand accessibility for people across age groups and ability levels

• OBVB Role: Convener
• Other Organizations: NC Department of Health and Human Services (Access NC), Kitty Hawk Fire Department, OBX Beach Mobility, others offering accessible services
• Timeline: 2025 and beyond
• Success Metrics: Completion of an inventory of services and products, with a resource database made available where both industry partners and visitors can find it.
• Considerations: The State produces the Access NC publication, but it has not been refreshed since 2015. Check on their plans for an update and ask what changes they would recommend if a local version were developed.
• Desired Result: A community that is more inclusive.

Progress

March 2024 – Work with Outdoor NC partners and the Town of Manteo helped coordinate an accessibility assessment of the downtown Manteo boardwalk as part of the Outdoor NC Trail Town Stewardship Designation. West Virginia University doctoral student Hannah Cait Guschel completed the assessment on March 5.

3e. Complete a density study within a broader capacity management plan

• OBVB Role: Advocate
• Other Organizations: NCDOT, Dare County, Currituck County and local Transportation Advisory Boards
• Timeline: 2026 or beyond
• Success Metrics: Funding is secured and the plan is completed, with recommendations identified for future changes and improvements.
• Considerations: n/a
• Desired Result: A clearer understanding of visitor capacity limits and the right solutions to address them.

3f. Support a pedestrian safety plan that accounts for the Outer Banks’ varied mobility needs

• OBVB Role: Advocate
• Other Organizations: NCDOT, Dare County, municipalities, and Transportation Advisory Board
• Timeline: 2026 or beyond
• Success Metrics: The plan is funded and finalized, and recommendations are defined for future changes and improvements.
• Considerations: This work may be incorporated into the density study described in 3.e, especially if that effort includes a transportation focus.
• Desired Result: Research grounded in data that guides pedestrian-friendly development and investment.

3g. Advocate for projects that protect and sustain the vitality of our shorelines

• OBVB Role: Advocate
• Other Organizations: Coastal Studies Institute, UNC’s Institute of Marine Sciences, NC Department of Environmental Quality or other research or service providers
• Timeline: 2024 and ongoing
• Success Metrics: A research partner is identified to conduct a shoreline study that establishes current baseline conditions and needed improvements, followed by funding to support those improvements.
• Considerations: Ask the sustainability committee to recommend the organizations most invested in, and knowledgeable about, shoreline issues. If beach renourishment funding has already been allocated, explore whether a portion can be reserved for shoreline improvements. This could become one of the plan’s more meaningful actions for supporting long-term sustainability.
• Desired Result: Continued stewardship and protection of our natural resources.