Blue Ridge Rising Action Plan - ARC

Letter of Introduction

March 2024

The Blue Ridge Rising listening sessions began a year ago, with an ambitious goal of bringing together community leaders from all 29 Parkway counties in Virginia and North Carolina to develop strategies that will have wide-ranging economic benefits for the entire region. Although no one had ever attempted anything like this before, each community responded with great energy and creativity. The potentially exponential outcomes of joining these Parkway communities together served as the center focus of the entire Blue Ridge Rising planning effort.

Starting with a blank slate, local community members offered their insights and shared what might be possible if we united together as a region. The process attracted talented individuals who love their communities and value the Parkway, people with great ideas and the experience and know-how to make change happen. Individuals, groups, and communities who have not always had a seat at the table joined together to discuss what the future could bring as a unified Blue Ridge Rising community. Participants offered up their best suggestions, and common themes emerged. After 30 local gatherings, seven regional events, and a dozen or more action team meetings, a two-state summit brought the entire region together to help review and finalize plans. Throughout the process, each forum and conversation helped break down geographical, geopolitical, and professional boundaries.

With sincere thanks to everyone who has participated in Blue Ridge Rising, we now present the first-ever Blue Ridge Rising Action Plan. Read on to learn all the ways we will continue to work together to advance our shared goals. While the planning is over, our collective work is just beginning. Action is the keyword going forward.

Sincerely,

Carolyn Ward CEO, Blue Ridge Parkway Foundation

Executive Summary E

E.1 BLUE RIDGE PARKWAY AND GATEWAY COMMUNITIES

E.2 BLUE RIDGE PARKWAY FOUNDATION

E.3 BLUE RIDGE RISING PLANNING PROCESS

E.4 BLUE RIDGE RISING KEY THEMES

E.5 DESIGN OF THE PLAN: ACTION FIRST

The Blue Ridge Rising Action Plan provides a comprehensive regional strategic plan to advance travel, tourism, outdoor recreation, and related economic development in the 29 counties and gateway communities along the Blue Ridge Parkway in Virginia and North Carolina.

The primary objectives of the action plan are to identify realistic and effective strategies to strengthen cross-jurisdictional relationships, foster economic development within the region’s gateway communities, and establish a unified regional voice.

The action plan is a result of the dedicated efforts of the Blue Ridge Parkway Foundation, the Blue Ridge Rising steering committee, and hundreds of participating community leaders throughout the region. This strategic planning work was made possible in large part by two grants from the U.S. Economic Development Administration as part of the 2021 American Rescue Plan Act.

BLUE RIDGE PARKWAY AND GATEWAY COMMUNITIES

The Blue Ridge Parkway (Parkway) is the most visited unit of the National Park System with 15.7 million visitors in 2022 and 16.7 million visitors in 2023. The 469-mile ribbon of road is a designed landscape that showcases nature and a rich cultural history along its route from Shenandoah National Park to Great Smoky Mountains National Park. The Parkway travels through 12 counties in Virginia and 17 counties in North Carolina, connecting rural mountain communities and the larger cities of Roanoke, Virginia, and Asheville, North Carolina. The Parkway has no entrance fee.

The Parkway is a primary catalyst for promoting regional travel and tourism, serving as a unifying element for the counties through which it passes, inspiring a shared regional identity, providing a common link of interest, and contributing significantly to regional economic vitality.

In 2022, Parkway visitors spent $1.3 billion in nearby communities, in turn supporting an estimated 17,824 jobs and a cumulative economic benefit of $1.7 billion. (Note: Economic impact figures for 2023, with nearly one million more visitors than in 2022, were not yet available as of the publication of this report in March 2024.) That amounts to approximately $100 of economic impact for every $1 appropriated for Parkway operations each year, but the ratio could be much higher.

Visitors often stop briefly in these gateway communities for gas, food, or lodging, but miss out on other tourism sites, cultural experiences, arts and crafts, shopping, and more – with local communities missing out on additional revenue and jobs.

Despite having the nation’s most visited national park unit, many Parkway communities are still lacking in resources, job opportunities, and economic development, especially in rural areas. The 29-county region is home to an estimated 1,792,822 residents and 719,368 households. Of those households, 13% are below the poverty line, and 28% have one or

more household members with a disability. The region’s population is older than the national average, with 23% age 65 or older, compared to 17% for the entire United States. The median age in the region is 44, compared to 39 for the entire United States.

The per capita income for the Blue Ridge Rising region is $34,069 – 15% lower than the national average of $40,363, while the median annual household income is $55,241 – 20% lower than the national average of $69,021.

The Blue Ridge Rising Action Plan is an initiative of the Blue Ridge Parkway Foundation aimed at assessing and addressing these challenges through regional collaboration, creative problemsolving, innovative marketing, and economic development that does not begin or end at state or county lines.

Blue Ridge Parkway Foundation E.2

Founded in 1997, the Blue Ridge Parkway Foundation (Foundation) connects people and communities with the Blue Ridge Parkway and each other to support conservation, education, recreation, health, historic preservation, and economic development. The Foundation has offices and staff in Lynchburg and Galax in Virginia and Winston-Salem and Asheville in North Carolina and serves all 29 Parkway counties. The Foundation has provided more than $22 million to support efforts along the Blue Ridge Parkway, including projects and programs that enhance the visitor experience, address safety issues, and educate and inspire

visitors to engage more deeply with their park. As the Parkway’s nonprofit 501(c)(3) fundraising partner, the Foundation helps ensure that Parkway land, wildlife, and cultural and historic sites not only survive but thrive.

The Foundation has long recognized that the “Blue Ridge Parkway experience” is much larger than the Parkway’s formal boundaries, which in many places, are less than two hundred yards wide. The scenic views that inspire so much Parkway visitation are almost entirely controlled by thousands of local landowners and a handful of other federal, state, and local agencies. The Parkway hosts only four restaurants, two lodging establishments, and no gas stations, making other nearby businesses an absolute necessity for Parkway visitors. Hiking trails, streams, and wildlife cross Parkway boundaries in too many places to count. The Parkway, the visitors, and the local communities are truly interdependent, and the Blue Ridge Parkway Foundation has seen both needs and opportunities to strengthen these relationships to benefit everyone involved. Discussions

between Foundation and community leaders all along the Parkway corridor confirmed that local people were eager to get involved in addressing these issues.

The Blue Ridge Rising steering committee, composed of key Foundation staff and board members, was established at the start of the project to guide the planning process, develop the unique project identity, encourage widespread participation within the Parkway communities, and assess the data, information, and ideas gathered throughout the planning process.

BLUE RIDGE RISING PLANNING PROCESS E.3

The Blue Ridge Rising Action Plan represents over a year of intensive planning and community engagement. It marks the first time in the Parkway’s 89-year history that all 29 Parkway-adjacent counties in Virginia and North Carolina engaged together to develop strategies that will have wide-ranging economic benefits for the entire region.

During the planning process, more than 1,200 community leaders and residents along the length of the Parkway were invited to help determine realistic and effective strategies to enhance tourism and related economic development in the Blue Ridge Rising region. To ensure that the action plan addressed the needs of all Parkway communities, the Foundation leadership team sought widespread participation from community leaders, local and regional agency officials, nonprofit organizations, interested individuals, and many others. Engaging and benefiting underserved populations was a key focal point throughout the planning process and will continue to be a strong core value that guides the priorities and implementation of the initiatives identified in the action plan.

From the onset, the Blue Ridge Rising steering committee established five primary goals for the planning process and resulting action plan: Identify, Listen, Unify, Imagine, and Act.

IDENTIFY

Inventory significant regional assets including natural resources, historical sites, cultural experiences, and outdoor recreation opportunities that enhance the experience of the Parkway visitor.

LISTEN

Engage community and government leaders and underserved populations to identify strengths and opportunities within and between Parkway communities to attract more diverse and abundant visitors.

UNIFY

Cultivate a regional coalition and strengthen relationships between gateway communities to connect and further leverage the Parkway and regionally significant assets.

IMAGINE

Inspire a unified and coherent vision that elevates the entire Parkway corridor and gateway communities to generate new resources and opportunities.

ACT

Develop a comprehensive action plan that strengthens gateway communities and enhances the Parkway traveler experience.

Waynesboro, VA MILEPOST 0

The Blue Ridge Rising planning process involved four major phases: project launch, discovery and analysis, community engagement, and plan development.

Phase 1: Project Launch

The project launch included the creation of a unique plan identity and project content to engage stakeholders and build excitement. The content included a promotional video to capture enthusiasm about the Blue Ridge Parkway, its gateway communities, and the Blue Ridge Rising initiative and a project website to inform community leaders about project goals and opportunities for engagement.

Phase 2: Discovery and Analysis

Economic and visitor data for each Parkway community was examined. The data included demographic characteristics, business and industry data, Blue Ridge Parkway traveler and spending statistics, and community infrastructure and assets. Based on this data, the Blue Ridge Rising Resilience Index was created to assess resilience and related needs within the region.

Phase 3: Community Engagement

Gathering ideas from community leaders was a crucial piece of the initiative. The engagement began in February 2023 with the first of 30 in-person listening sessions, one in every community, involving 420 community leaders. In each meeting, project leaders gathered community input, shared data analysis, and solicited strategies and suggestions. Community leaders also provided input through a stakeholder survey. In August 2023, the project team hosted seven regional meetings and distributed an online survey to invite review and feedback on the 59 strategies proposed by community leaders, with 444 people participating in this phase. By inviting ideas from every community, and then inviting every community to vote on all of the ideas, project leaders ensured that the top strategies are seen as valuable at both the local and regional levels.

Based on the regional voting, 10 action teams composed of over 60 community leaders and subject-matter experts were formed to further develop and fast-track 10 of the top strategies. In December 2023, the two-day Blue Ridge Rising Summit was held to review the preliminary action plans with 140 attendees from both states and to foster regional communication and collaboration.

Phase 4: Plan Development

The final action plan documents the community input, outlines six key themes, and describes the top strategies within each theme to support short-term economic recovery opportunities and long-term resilience strategies in the Blue Ridge Rising region. Many strategies support more than one theme. Where appropriate, strategies from the regional meeting stage were further fine-tuned, split, combined, and/or moved between themes to provide the greatest clarity and efficiency going forward.

BLUE RIDGE RISING KEY THEMES

This ambitious and inclusive planning process revealed six themes that provide the framework and rationale for the action plan recommendations. The key themes are Marketing, Visitor Experience, Unified Regional Voice, Resource Protection, Education, and Capacity Building.

1. MARKETING

Poor cell phone coverage and inadequate signage are among the top obstacles preventing Parkway visitors from discovering the many assets to be found in nearby communities. The high-level goal of the marketing initiative is to connect Parkway visitors with neighboring communities to grow employment and economic development, especially in travel, tourism, and outdoor recreation. With 12 unique strategies identified within the theme, marketing captures considerable attention in this plan.

Strategy Highlights

• Develop and implement a regional and unified wayfinding solution on the Parkway and at key intersections to lead tourists to local communities and related amenities –and back to the Parkway.

• Create regional travel itineraries that showcase the unique aspects of local communities.

• Create, regularly update, and promote a website or mobile app that provides easy access to community information, events, local businesses, intentional detour options, and mapped itineraries.

• Coordinate and promote events that showcase the offerings of gateway communities to Parkway travelers.

• Improve internet access along the Blue Ridge Parkway to help deliver travel and tourism content to visitors.

• Develop a passport or visual trail program that encourages visitors to explore arts, culture, and historic downtowns in the Parkway communities.

2. VISITOR EXPERIENCE

Along with marketing, enhancing the visitor experience generated a tremendous amount of interest and ideas during the community engagement process. Strategies aimed at encouraging longer visits and more positive experiences within the Parkway communities are the primary focus.

Strategy Highlights

• Develop new and existing trails and greenways to connect gateway communities to the Blue Ridge Parkway, adjoining public lands, and each other.

• Support (i.e., raise funds for) Parkway maintenance, programming, and visitor services to maintain a high-quality visitor experience and high levels of tourism traffic and spending.

• Improve bicycle safety and access on the Parkway and on roads that connect from the Parkway to gateway communities.

• Develop programming and resources that promote local artisans and musicians at Parkway events and other locations near the Parkway.

• Promote, support, and fill gaps in storytelling about the region, such as Appalachian heritage, the Eastern Band of Cherokee Indians, Black history, and Blue Ridge mountain music.

3. UNIFIED REGIONAL VOICE

The need for a unified regional voice to help secure resources, policies, and solutions that benefit the Blue Ridge Parkway corridor was a common theme from the community leaders within the Parkway communities and the steering committee.

Strategy Highlights

• Encourage additional federal funding for Parkway operations and maintenance to maintain high levels of tourism traffic and local spending.

• Establish a Parkway coalition composed of elected officials and community leaders, with representatives from the entire Blue Ridge Rising region.

4. RESOURCE PROTECTION

The natural resources and scenic views of the Blue Ridge Parkway drive tourism. In surveys, 96% of Parkway visitors indicated that they come for the views. The Parkway owns very few of those viewsheds; most of the land is held by more than 4,500 neighboring private landowners. By encouraging voluntary protection of this natural beauty, landowners and other partners will maintain the region’s most important tourism resource. Conserving these lands will also protect the region’s rich diversity of flora and fauna, provide corridors for their migration, potentially provide more recreation opportunities for tourists and locals, and protect the high-elevation streams that feed municipal drinking water systems. Protecting these natural resources is vital for the preservation and conservation of the region.

Strategy Highlights

• Promote voluntary protection of key viewsheds and other natural resources by working with agencies and land trusts to identify and conserve the unprotected lands that are most valuable to the Parkway and local communities.

• Encourage protection of dark sky resources in the region by surveying and seeking official designations for the region’s best dark sky areas. (These designations will also promote dark sky tourism in the region.)

5. EDUCATION

Enhancing educational opportunities and job training for local residents is the overarching goal of the education initiative. The need to engage and educate youth, young adults, and transitional workers was a common theme from many community leaders who want to give more people – especially young people –the means to make a decent living and stay in the region.

Strategy Highlights

• Support and expand youth conservation corps opportunities within Parkway communities to provide job skills to younger workers, while also achieving related Blue Ridge Rising goals (such as completing trails and reducing wildfire hazards) and cultivating a new generation of local land stewards.

• Encourage universities, community colleges, and K-12 systems within the gateway communities to develop and expand hospitality management and natural resource conservation programs, courses, and curricula.

6. CAPACITY BUILDING

The goal of the capacity building initiatives is to build regional and organizational bandwidth to implement the Blue Ridge Rising Action Plan.

Strategy Highlights

• Secure sustainable funding from varied sources to implement the action plan.

• Increase staffing at the Blue Ridge Parkway Foundation and partner organizations to execute the initiatives in the action plan.

• Continue to foster regional collaboration through inclusive committees, meetings, grantmaking, and conferences.

DESIGN OF THE PLAN: ACTION FIRST

The Blue Ridge Rising Action Plan will not be a planning document that sits untouched on a shelf. The Blue Ridge Parkway Foundation and its many partners intend to take fast action and move forward with rapid and comprehensive implementation of the initiatives outlined in the plan.

For this reason, the Blue Ridge Rising Action Plan document is organized somewhat differently from typical planning documents. Following this Executive Summary, the action plan begins with the specific recommendations for action for each of the six themes in Chapters 1-6. Each chapter highlights specific initiatives and action steps. Tier 1 strategies represent the top priorities. Given their priority status, Tier 1 strategies include detailed action plans, and many of those action plans benefited from the work of topic-specific action teams. Strategies

listed as Tier 2 or Additional Calls to Action represent other valuable ideas brought forth through the community listening sessions and regional priority-setting; these strategies will be addressed as time, resources, and opportunities allow.

Chapter 7 presents several guiding principles and more general implementation guidelines for the entire action plan, as suggested by the project steering committee.

The unabridged version of this plan provides additional background and highlights about the community engagement process (Chapter 8) and the entire Blue Ridge Rising region (Chapter 9), followed by more specific profiles of each Parkway community (Chapter 10) and several appendices. Both versions of the plan are available at www.blueridgerising.com.

Chapters 1-6: Theme Recommendations

The heart of the Blue Ridge Rising Action Plan, these chapters are organized by the six key themes and provide detailed lists of the strategies, goals, and key steps for each initiative.

Chapter 7: Implementation

Guiding principles and general recommendations for implementing the action plan, plus a comprehensive matrix of all implementation strategies.

Chapter 8: Community Engagement*

The methods used during the planning process to engage more than 500 community leaders.

Chapter 9: Blue Ridge Rising Region*

Overview of the region, including regional context, regional demographic trends, and the methodology and findings of the Blue Ridge Rising Resilience Index.

Chapter 10: Parkway Communities*

Snapshots of the Blue Ridge Parkway communities, including profiles for each of the 17 counties in North Carolina, 12 counties in Virginia, and eight independent cities in Virginia, with key facts, demographics, and maps.

Marketing Recommendations 1

1.1 WAYFINDING AND SIGNAGE

1.2

1.3

1.4

1.5

The overarching goal of the marketing initiative is to connect visitors with neighboring Parkway communities to grow employment and economic development, especially in travel, tourism, and outdoor recreation. The initiatives of Travel Itineraries, Coordinate Events, and Passport Program all had a designated action team, composed of community leaders and subject-matter experts, to fast-track each strategy.

1.8

Marketing Recommendations

FIRST TIER

• WAYFINDING AND SIGNAGE

• TRAVEL ITINERARIES

• WEBSITE OR MOBILE APP

• COORDINATE EVENTS

• INTERNET ACCESS ON/NEAR THE PARKWAY

• PASSPORT/VISUAL TRAIL PROGRAM

SECOND TIER

• REGIONAL BRAND

• MARKET SEGMENTATION

• AMBASSADOR PROGRAM

ADDITIONAL CALLS TO ACTION

• TOURISM COORDINATION

• BROCHURES

• AUDIO CONTENT

Wayfinding and Signage 1.1

Work with the National Park Service and state Departments of Transportation (DOTs) to develop and implement wayfinding solutions on the Blue Ridge Parkway and at key intersections to lead tourists to local communities and related amenities – and back to the Parkway. The priorities for wayfinding and signage include increasing public awareness and unifying branding and information for the variety of assets found within the Parkway communities. All signage should have a unique regional brand and be consistent and uniform in design and materials.

TYPES OF SIGNAGE INCLUDE:

• Informational and directional signs or kiosks at Parkway intersections and/or visitor centers.

• Signs at Parkway overlooks with information about the Parkway communities within each viewshed.

• Within the gateway communities, signage directing visitors and residents to the Parkway.

12-24 MONTH GOAL:

Develop a master plan for a Parkway community-wide wayfinding system with a unique regional brand, including a variety of sign types and uniform design standards and material options to meet specific community needs/ requirements.

Examples of Wayfinding:

• Watauga County (North Carolina): https:// dbdplanning.com/project/watauga-county-wayfinding/

• Rockbridge County (Virginia): https:// frazierassociates.com/portfolio-item/ rockbridge-county-va/

• Henderson County (North Carolina): https:// merjedesign.com/henderson-countywayfinding-signs-guide-visitors-to-ourattractions/

KEY STEPS:

• Conduct an inventory of existing wayfinding signage programs both on the Parkway and in adjacent gateway communities.

• Complete a gap analysis regarding existing signage.

• Meet with key stakeholders (National Park Service, DOTs, community planners, transportation committees, etc.) to inform signage needs, design concepts, and locations for installation.

• Create a unique regional brand and design for the wayfinding system.

• Conduct a planning project to develop a Parkway and community-wide wayfinding master plan, including specific sign locations, types of signage, and sign information.

WATAUGA COUNTY WAYFINDING

The county-wide wayfinding system in Watauga County, North Carolina, directs visitors and residents to major locations and recreational activities in the area.

TRAVEL ITINERARIES 1.2

Create, promote, and share curated travel itineraries and themed trails that showcase the gateway communities. Itineraries can be organized geographically, thematically, or both together. Examples suggested by community members are music, art, dark skies, storytelling, agritourism, literary trails, and gravel cycling. Consider generating brochures or other print materials to complement online resources.

12-MONTH GOAL:

Generate 7-10 regional travel itineraries that showcase different themes or geographies and develop a prototype website or webpage(s) to host travel itineraries.

Examples of Travel Itineraries:

• Visit Virginia’s Blue Ridge (Virginia): www.visitroanokeva.com/plan/sampleitineraries/

• Yadkin Valley (North Carolina) www.yadkinvalleync.com/news/fouryadkin-valley-itineraries-fun-elkingetaway/

• Visit Staunton (Virginia): https://visitstaunton.com/plan-your-trip/trip-ideas/

• Visit Amherst County (Virginia): https:// visitamherstcounty.org/day-trips/

KEY STEPS:

• Catalog existing travel itineraries that organizations within the Blue Ridge Rising region have published.

• Determine the thematic categories that are compelling for tourists and suitable for the region.

• Create 7-10 regional itineraries based on the identified thematic categories that provide a broad representation of the region geographically.

• Post and share travel itineraries and corresponding materials on the internet (e.g., websites that promote the region, websites that focus on the themes highlighted in the various curated itineraries).

STAUNTON VISITOR ITINERARIES

Visit Staunton provides a list of trip suggestions to help put visitors on the right path. Itineraries include “Taste Craft Beer,” “Kid-Friendly Trip,” and “Date Night.”

WEBSITE OR MOBILE APP 1.3

Create, regularly update, and promote a website or mobile app that provides easy access to community information, events, local businesses, intentional detour options, and mapped itineraries.

12-MONTH GOAL:

Inventory the websites and mobile apps that are currently available with information about the Parkway and Parkway communities to determine the information gaps that exist and assess what type of data and platform is needed to better serve tourists and residents. Based on feedback, develop a concept plan for meeting online visitor needs, community desires for interaction, and efficiency of communication.

KEY STEPS:

• Catalog existing websites and mobile apps that provide information about the Parkway and Parkway communities.

• Identify the information that is most desired by tourists and residents, such as community information, local businesses, and detour options.

• Determine the best technology platform, such as a mobile website or app, to catalog, maintain, and publish the information.

Examples of a Website or Mobile App:

• The Great Allegheny Passage (Pennsylvania and Maryland): https://gaptrail.org/where-to-go/trail-towns/

• Visit Lynchburg (Virginia): www.lynchburgvirginia.org/

• Authentically Alleghany (North Carolina): https://authenticallyalleghany.com/

• NC Foothills Experience Web App (North Carolina): http://expncfoothills.com/

THE GREAT ALLEGHENY PASSAGE INTERACTIVE MAP

The Great Allegheny Passage offers 150 miles of biking and hiking from Cumberland, Maryland, to Pittsburgh, Pennsylvania. The website and interactive map help visitors plan their trips and create sharable trip itineraries.

1.4

COORDINATE EVENTS

Coordinate and promote events that showcase the offerings of gateway communities to Parkway travelers.

12-MONTH GOAL:

Host events at key locations on the Parkway for local communities to showcase their community offerings, events, etc. (e.g., information booths, artist demonstrations). Investigate the potential to create an online calendar to help promote community events, resources, and programming.

Examples of Event Coordination:

• Great Smoky Mountains National Park Plein Air Event: https:// friendsofthesmokies.org/plein-air/

• Explore Asheville (North Carolina): www.exploreasheville.com/eventcalendar/

• Destination Bedford (Virginia): https:// destinationbedfordva.com/events/

• Explore Caldwell (North Carolina): https://explorecaldwell.com/

KEY STEPS:

• Pilot an event located on the Blue Ridge Parkway that highlights the offerings of nearby gateway communities. Identify a key location and optimal date. Coordinate with Parkway officials. Identify theme, criteria, and conditions for presenters and content. Invite and select presenters consistent with event purpose and size. Market and hold the event. Evaluate results. Modify event plans and expand to other sites and dates as appropriate.

• Inventory existing online content that collects and shares Parkway and community events and programming (e.g., music calendars, festival calendars, storytelling event calendars). Determine if there are significant gaps in content and coverage for Parkway visitors (e.g., by geography, type of event, or topic). As appropriate, pilot an online calendar to address one or more identified gaps, including event type(s), listing process and restrictions, etc.

PLEIN AIR EVENTS

Plein Air events, like those in Great Smoky Mountains and other national parks, provide excellent examples of in-park events that encourage visitors to learn about and engage with artists from local communities and beyond.

INTERNET ACCESS ON/ NEAR THE PARKWAY 1.5

Improve visitor access to WiFi hotspots, 5G coverage, and/or AM radio stations along the Blue Ridge Parkway to help deliver travel and tourism content to visitors. Because internet connections on the Parkway are scarce, it is difficult for Parkway travelers to access helpful information during their travels, and it is equally difficult for local destinations to reach those travelers by internet. Many of the solutions are costly, and the technology is always subject to change, so low-cost and low-tech solutions have a role to play, especially in the short term.

12-MONTH GOAL:

Assess, expand, and publicize current availability of WiFi hotspots and LTE, 4G, and 5G coverage along and near the Parkway to help visitors connect with local information during their travels.

Examples of Providing and Publicizing WiFi/5G Coverage:

• Southwestern Commission (North Carolina): https://regiona.org/wifihotspot-interactive-map/

• Commonwealth Connection (Virginia): https://commonwealth-connection. com/

• Multiple Western National Parks: https://bit.ly/3utJtwz

BLUE

Internet access icons, as shown on this sign for the Bluffs Restaurant at Milepost 241, help travelers identify safe places to stop and access the internet for local travel information.

KEY STEPS:

• Map current availability of cell phone coverage and WiFi hotspots along and near the Parkway, including Parkway overlooks, visitor centers, and other Parkway locations with established parking areas, as well as public and private locations within a short drive of the Parkway.

• Make this information available to the public electronically and in print (e.g., Google map, ArcGIS StoryMap, downloadable PDFs, printed brochures/flyers).

• Ask NPS/Blue Ridge Parkway to help the public identify the best on-Parkway internet access points (e.g., add content to www.nps. gov/blri, add roadway signage).

• Work with nonprofit Parkway partners and concessioners to create and publicize internet coverage and WiFi hotspots along the Parkway.

• Ask state and local officials and local businesses to help the public identify the best off-Parkway internet access points (e.g., website content, signage).

• Identify significant gaps in internet access (e.g., gaps longer than 10 miles), and pursue cost-effective options on and near the Parkway to fill those gaps.

PASSPORT/VISUAL TRAIL PROGRAM 1.6

Develop a passport program, visual trail program, or Blue Ridge Parkway “bucket list” that encourages visitors to explore and return to gateway communities.

12-MONTH GOAL:

Pilot a regional visual trail program that includes at least one location for each Parkway community.

Examples of Visual Trail Programs:

• Virginia LOVEworks (Virginia): www. virginia.org/love/

• Cherokee Bears (North Carolina): https://visitcherokeenc.com/play/ outdoor-adventure/cherokee-bears/

• Quilt Trails (North Carolina): www. haywoodarts.org/county-quilt-trailinformation/

• Appalachian Mural Trail: https://www. muraltrail.com/

KEY STEPS:

• Determine the criteria for the location and type of art (mural, sculpture, etc.) that can qualify as a visual icon within a Parkway community.

• Create a specific icon or regionally-branded type of art, such as the Parkway mile marker post, that Parkway communities can design or paint to represent the unique aspects of the community.

• Develop funding mechanisms (i.e., small grants) that would enable all communities to participate in the branded program.

• Develop online content, curated travel itineraries, hashtags, and other means to publicize the program and locations.

LOVEWORKS BRANDING INITIATIVE

LOVEworks is a state-wide branding initiative designed to promote travel throughout Virginia and generate organic promotion.

LOVEworks at Blue Ridge Visitor Center in Meadows of Dan, Virginia.

Second Tier 1.7

REGIONAL BRAND

Create a unique regional brand for “designated” Blue Ridge Parkway communities. This brand should be similar or related to the brand created for wayfinding and signage. Many regional trails such as the Great Allegheny Passage and the Appalachian Trail have trail town programs with a unique brand, unified signage, and a website that help attract visitors to the towns.

MARKET SEGMENTATION

Develop and implement plans to attract more diverse and more specific types of Blue Ridge Parkway visitors. The region already benefits from general marketing and awareness of the entire Blue Ridge Parkway; marketing to specific audiences and interests will both grow and diversify Parkway visitation. Examples of more diverse and more specific markets are people of color, people with disabilities, and LGBTQ+ travelers. The 250th anniversary of the founding of the United States in 2026 (a.k.a., America 250) provides another very specific marketing opportunity. To help fill weekday vacancies, several project participants suggested marketing the Blue Ridge Parkway region as a prime location for corporate retreats, business meetings, and team-building events. This market segmentation strategy also complements the travel itinerary strategy by ensuring that itineraries are actively promoted to the appropriate market segment (e.g., “dark sky” itineraries should be promoted and shared in media outlets that focus on astronomy).

AMBASSADOR PROGRAM

Work with National Park Service (NPS), partners, and volunteers to create an Ambassador program for staff and volunteers at Blue Ridge Parkway visitor centers and other Parkway venues (e.g., Bluffs Restaurant). Ambassadors will be knowledgeable about outdoor recreation, cultural assets, restaurants, lodging, and other opportunities in Parkway communities, and will encourage Parkway travelers to visit, explore, and stay in nearby gateway communities. The Blue Ridge Parkway Foundation has previously funded an Interpreter-in-Residence at Crabtree Falls, and that model might provide another means of adding “ambassador” capacity along the Parkway.

ADDITIONAL Calls TO ACTION 1.8

TOURISM COORDINATION

Coordinate a quarterly call for Destination Marketing Organization/Tourism Directors for all Parkway communities to help facilitate regional collaboration and co-marketing. Building stronger relationships among the tourism professionals within the Parkway communities can help present a more unified regional voice in terms of marketing and promotion, while also reducing competition and redundancy.

BROCHURES

Generate brochures or rack cards that promote specific gateway communities, and make them available at locations on the Blue Ridge Parkway. Although a significant portion of marketing has moved online or to QR codes, many visitors still seek out brochures to learn about things to do on or near the Parkway. Printed information is especially helpful in areas where internet access is limited or nonexistent.

AUDIO CONTENT

Produce audio content showcasing the gateway communities. Opportunities include podcasts, AM radio intersection messaging, and recorded audio tours. Many visitors enjoy tuning into audio content before or during their trip to learn about the region or to experience a guided itinerary. An example of this is the Headwaters podcast (https://glacier. org/headwaters/) about Glacier National Park that is produced with support from the Glacier National Park Conservancy.

Visitor Experience Recommendations 2

2.1 TRAILS/GREENWAYS

2.2 PARKWAY MAINTENANCE

2.3 BICYCLE SAFETY AND ACCESS

2.4 ARTISANS AND MUSICIANS

2.5 STORYTELLING

2.6 SECOND TIER STRATEGIES

2.7 ADDITIONAL CALLS TO ACTION

Enhancing recreation and tourism resources to improve the visitor experience is the overall goal of this theme. Top priorities include expanding trails and greenways and improving bicycle safety and access. Both the Trails/ Greenways and Bicycle Safety/Access initiatives had a designated action team, composed of subject-matter experts, engaged citizens, and community leaders, to further develop each strategy and identify key steps to mvove it forward.

Visitor Experience Recommendations

FIRST TIER

• TRAILS/GREENWAYS

• PARKWAY MAINTENANCE

• BICYCLE SAFETY AND ACCESS

• ARTISANS AND MUSICIANS

• STORYTELLING

SECOND TIER

• VOLUNTEER SUPPORT

• OUTDOOR RECREATION PARTICIPATION

• ACCESSIBILITY INFRASTRUCTURE, PROGRAMS, AND SERVICES

• ELECTRIC VEHICLE CHARGING NETWORK

ADDITIONAL CALLS TO ACTION

• GEOREFERENCED MAPS

• PUBLIC TRANSPORTATION

• MULTILINGUAL COMMUNICATIONS

• REGIONAL WELCOME CENTER

TRAILS AND GREENWAYS 2.1

Support development of new and existing trails and greenways to connect gateway communities to the Blue Ridge Parkway corridor, adjoining public lands, and each other. In addition, work with National Park Service and the Blue Ridge Parkway to facilitate community trail connections with, through, and across the Blue Ridge Parkway.

12-MONTH GOAL:

Complete an inventory of existing and planned regional trails and trail projects to gain a detailed picture of trails in the region. Develop a regional trails guide that can be distributed to visitors and residents. Identify National Park Service goals and standards for possible community connector trails. Identify two to four regional trail projects to help complete with funding and/or other assistance.

Examples of Trails and Greenways:

• G5 Collective (North Carolina): www.g5trailcollective.org/

• Appalachian Trail (Virginia): https://appalachiantrail.org/

• Fonta Flora State Trail (North Carolina): www. trails.nc.gov/state-trails/fonta-flora-state-trail

KEY STEPS:

• Determine parameters to classify a trail or greenway as a regional trail for inclusion in the inventory.

• Research and catalog regional and local trails that currently exist or are planned.

• Develop a regional trails guide for digital and/or print distribution.

• Work with the National Park Service (NPS) to identify community connector trail goals and standards that address natural resource protection, visitor safety, and other NPS priorities.

• Rank the needs and feasibility of regional trail projects to identify two to four projects to support through funding or other assistance, with a priority placed on trails linking the Parkway with nearby communities.

OLD FORT GATEWAY TRAIL SYSTEM

The G5 Collective is a nonprofit initiative powered by Camp Grier in partnership with the U.S. Forest Service, local communities, and recreational trail user groups. G5 was conceived as a solution to the lack of funding for trail maintenance and trail development projects in the USFS Grandfather District. The working group recognized that the district is a tremendous asset and could be a driving force to help build healthy and economically vibrant rural communities. Their developing trail network has the potential to connect the Blue Ridge Parkway with the town of Old Fort, North Carolina.

PARKWAY MAINTENANCE

Support maintenance and improvement of Blue Ridge Parkway facilities, programs, and visitor amenities (e.g., visitor centers, restrooms, picnic areas, campgrounds, overlooks, and events). While this planning effort has consistently focused on needs and opportunities in the communities beyond the Parkway boundary, the local communities clearly recognize that if the Parkway is not maintained well, then tourism will decline, which in turn, will negatively impact Parkway communities. The two main avenues to maintain and improve Parkway resources include grants and fundraising, discussed below, and legislative appropriations, discussed in the next theme, Unified Regional Voice.

12-MONTH GOAL:

Raise funds to help conserve Parkway resources, educate visitors, protect historic buildings and cultural history, support recreation (including scenic views, trails, picnic areas, and campgrounds), and enhance the visitor experience.

BLUE RIDGE MUSIC CENTER

Since its founding in 1997, the Blue Ridge Parkway Foundation and its donors have provided more than $22 million to support more than 200 Parkway projects and programs, including facility improvements and programming at the Blue Ridge Music Center near Galax, Virginia. The Foundation’s interactive project history Story Map can be found at: https://bit.ly/brpf-story-map

KEY STEPS:

• The Blue Ridge Parkway Foundation will continue its work as the Blue Ridge Parkway’s nonprofit philanthropic partner, raising funds from a wide variety of sources to protect Parkway resources and enhance the visitor experience. The Foundation will continue to work with the Parkway leadership to identify needs and opportunities, raise funds, and complete projects.

• Individuals, companies, foundations, tourism agencies, and other agencies and organizations throughout the region are all invited and encouraged to contribute to these efforts.

Parkway Maintenance Examples:

• Blue Ridge Parkway Foundation general website: https://www.brpfoundation.org/

• Blue Ridge Parkway Foundation community partners page: https://www. brpfoundation.org/parkway-partners

• National Park Service Blue Ridge Parkway Partners Page: https://www.nps.gov/blri/ getinvolved/supportyourpark/partners. htm

BICYCLE SAFETY AND ACCESS 2.3

Improve bicycle and pedestrian safety along the Parkway and major corridors connecting to gateway communities. The Parkway and nearby roads are very popular with a wide range of cyclists, and there are ample opportunities to grow bicycle tourism in the region. Work with partners to identify and promote the best cycling routes, to connect popular routes while improving resource protection and visitor safety, and to enhance safety signage and messaging for all road users.

12-MONTH GOAL:

Identify and share 10 to 12 preferred routes throughout the region for road, gravel, and/ or mountain biking. Look for opportunities to connect nearby routes, while also meeting public land agency goals. Evaluate safety messaging and signage on site, online, and in print, and recommend improvements as appropriate.

Examples of Bicycle Safety and Access:

• Cycle Floyd (Virginia): https://visitfloydva. com/cycle-floyd/

• Wilkes County (North Carolina): https:// wilkesboronc.org/visitors/attraction-maps/ wilkesboro-bike-route-map

• Visit Nelson County (Virginia): https://www. nelsoncounty.com/outdoor-adventures/ biking/

CYCLE FLOYD

KEY STEPS:

• Determine categories and criteria for identifying cycling routes in the region, such as length of route, type of cycling, and geographic area.

• Identify 10 to 12 preferred routes that meet the criteria and showcase the region.

• Create maps and directions for the identified routes and share via digital and print resources.

• Work with NPS, U.S. Forest Service, and others to identify locations to improve bicycle access between the Parkway and other public land roads and trails, while also addressing natural resource protection, visitor safety, and other agency priorities.

• Work with NPS, DOTs, and local partners to assess current bicycle safety messaging and signage on and near the Parkway, on the web, and in print; suggest changes as appropriate.

Visit Floyd welcomes cyclists with details about recommended cycling routes, two self-service bike repair stations, and upcoming events.

2.4

ARTISANS AND MUSICIANS

Develop educational programming and resources that promote local artisans and musicians at Parkway events and other locations near the Parkway. Many visitors travel to the region for the rich history and current offerings in arts, crafts, culture, and music. Providing and promoting opportunities for visitors to see, experience, and learn about art and music helps to enrich the visitor experience, while also supporting local artists and musicians and encouraging longer visits.

12-MONTH GOAL:

Identify two to four unmet needs and implement related strategies to promote local musicians and artisans that are unique offerings and promote longer stays for visitors.

Examples for Artisans and Musicians:

• Visit Patrick County (Virginia): https:// visitpatrickcounty.org/culture-andhistory/local-arts/

• The Crooked Road (Virginia): https:// thecrookedroadva.com/

• Blue Ridge Craft Trails (North Carolina): www.blueridgeheritage.com/blueridge-craft-trails/

THE CROOKED ROAD

The Crooked Road is a 330-mile driving trail through the mountains of Southwest Virginia that connects nine major music venues and more than 60 affiliated venues and festivals that visitors can enjoy every day of the year.

KEY STEPS:

• Hold discussions and/or conduct surveys with artisans, musicians, and other interested people and organizations in the region to determine the greatest unmet needs and opportunities.

• Develop and implement two to four strategies to address those needs and opportunities.

• Highlight artisans and musicians in other action plan strategies, such as events on the Parkway celebrating local communities (e.g., a Plein Air event featuring local artists) and curated travel itineraries.

STORYTELLING 2.5

Promote, support, and fill gaps in storytelling about the region, such as Appalachian heritage, the Eastern Band of Cherokee Indians, Black history, and Blue Ridge mountain music. The Parkway and Parkway communities have a wealth of cultural history that many visitors are interested in learning about and exploring. Rich and immersive programming for children and adults helps the region come alive in a unique way, connects visitors more deeply to the Parkway and Parkway communities, and encourages longer stays in the region, as well as return visits. At the same time, many important stories remain untold or are inaccurately told.

12-MONTH GOAL:

Identify three to four storytelling priorities, such as geographic area, type of content, or groups to feature, and then develop content, programs, events, or platforms to promote and foster related storytelling within the region.

Examples for Storytelling:

• Sounds of the Mountains Story Festival (Virginia): www.soundsofthemountains.org/

• Cherokee Bonfire (North Carolina): https:// visitcherokeenc.com/play/outdooradventure/bonfire/

• Blue Ridge Institute and Museum (Virginia): https://blueridgeinstitute.org/

During the Cherokee Bonfires, Cherokee tellers wear period dress from the 17th century and share tales passed down through the generations.

KEY STEPS:

• Identify existing groups, events, platforms, and programming that encourage and showcase storytelling in the region.

• Based on that inventory, determine needs, gaps, and opportunities in regional storytelling, by culture, region, topic, media platform, research needs, or other considerations.

• Establish three to four areas of focus (e.g., specific populations, geography, types of stories, audience experience) to prioritize for program development.

• Develop specific content, programs, events, training, grant programs, or other opportunities to address the focus areas.

• Promote and support storytelling and storytellers by highlighting storytelling in other action plan strategies, such as curated travel itineraries and the event calendar.

CHEROKEE BONFIRE STORYTELLING

Drawing from a rich oral tradition, the Cherokee Bonfires provide great opportunities to interact with the history of the Cherokee people and their stories.

Second Tier 2.6

VOLUNTEER SUPPORT

Support volunteer efforts to maintain and improve trails and clean up trash along trails and roadways. Many of the trails on and near the Parkway receive a significant number of annual visitors and require regular maintenance to prevent trail erosion. Many trails and roads also collect damaging and unsightly litter. There are currently multiple volunteer groups that maintain the trails on the Parkway and in Parkway communities and do trash clean-up. A more regional and collaborative effort and/or dedicated funding could help focus the efforts and better leverage the impact of volunteers.

OUTDOOR RECREATION PARTICIPATION

Encourage residents in the gateway communities to participate in local and regional outdoor recreation opportunities. First-hand experience with these recreational assets and programming enables local residents to promote these options with family, friends, and other potential visitors to the region. Active use of these resources also fosters a sense of ownership and commitment to the natural and recreation resources available along the Parkway and in the neighboring communities, while also supporting the health and well-being of the residents in Parkway communities. Promotions such as Year of the Trail or proclaiming a Blue Ridge Parkway Day in each community can help increase local residents’ awareness, use, and appreciation of the Parkway and other regional resources.

ACCESSIBILITY INFRASTRUCTURE, PROGRAMS, AND SERVICES

Develop, improve, and promote infrastructure, facilities, equipment, trails, programs, and services along the Parkway and in the gateway communities that welcome and meet the needs of people with disabilities, including hearing, vision, mobility, and self-care difficulties. In the United States, 13% of people have a disability, and 26% of households have at least one person with a disability (American Community Survey data). Laws such as the Architectural Barriers Act (ABA) and the Americans with Disabilities Act (ADA) have encouraged or required many accessibility improvements. Universal design concepts provide more comprehensive opportunities to create and promote facilities and experiences that are welcoming to everyone. Through ABA, ADA, universal design, and inclusivity, businesses, agencies, and organizations can make the region more inviting, more welcoming, and more satisfying to a significant number of people and households, including visitors, workers, local residents, and their support networks.

ELECTRIC VEHICLE CHARGING NETWORK

Develop and promote an electric vehicle (EV) charging station network in the Blue Ridge Rising region to attract and serve visitors traveling on the Parkway and within the wider Parkway corridor. As the popularity of electric vehicles increases, more people will be seeking out routes, businesses, and communities with convenient charging stations, but “range anxiety” presents an obstacle to attracting these EV tourists and workers. Identifying and solving these gaps in charging services will help attract and serve this growing segment of the driving public. Hosting EV charging stations will also encourage spending at nearby businesses while vehicles are charging. In addition, electric vehicles can help preserve the long-term quality of the region’s natural resources.

ADDITIONAL Calls TO ACTION 2.7

GEOREFERENCED MAPS

Support the development of interactive georeferenced PDF maps, such as Avenza, for trails in the Blue Ridge Rising region. Hikers and travelers often utilize georeferenced PDF maps to locate trails and plan trips. Having more maps and resources available in this format will help attract more visitors interested in outdoor recreation. Georeferenced maps are also easier to keep updated and distributed versus printed maps.

PUBLIC TRANSPORTATION

Support development and promotion of group and public transportation options to, from, and between the gateway communities and the Parkway, such as shuttles, group driving tours, or train services. Transportation services allow residents and visitors without a vehicle to travel between the Parkway and gateway communities and also reduce the number of vehicles on the roads and in congested parking areas.

MULTILINGUAL COMMUNICATIONS

Incorporate multilingual wayfinding signage, interpretive materials, and related information along the Parkway and in the gateway communities. A major goal of Blue Ridge Rising is to prioritize diversity, equity, and inclusion and to make the region more welcoming to all potential tourism audiences. Multilingual signage, materials, website content, and programming can help make the resources and opportunities on the Parkway and in Parkway communities more accessible and inviting to visitors and residents. Language considerations could include, but are not limited to, Spanish, American Sign Language, and Cherokee.

REGIONAL WELCOME CENTER

Support development of a regional welcome center near Milepost 0 in Virginia in collaboration with regional agencies and nonprofit organizations. This unique location at the nexus of the Blue Ridge Parkway, Shenandoah National Park, the Appalachian Trail, and George Washington and Jefferson National Forests makes it an ideal location to build a visitor center that can serve the

entire region, including nearby gateway communities. The multi-agency, multipartner Moab Information Center in Utah provides an instructive example: https:// www.discovermoab.com/visitor-center/. It’s worth noting that this regional visitor center suggestion received votes from both Virginia and North Carolina participants.

Photo by Mike Duncan

Unified Regional Voice Recommendations

The need for a unified regional voice to advocate for resources, policies, and solutions that benefit the Blue Ridge Parkway corridor was a common theme from the community leaders within the Parkway communities and the steering committee. The Unified Regional Voice strategy had a designated action team, with community members who specialize in public policy, to further develop the initiative by determining realistic goals and key next steps.

UNIFIED REGIONAL VOICE Recommendations

FIRST TIER

• FUNDING FOR PARKWAY OPERATIONS AND MAINTENANCE

• DEVELOP ALLIANCE FOR UNIFIED REGIONAL VOICE

SECOND TIER

• FACILITATE AGENCY-COMMUNITY COMMUNICATIONS

• WINTER USE OF PARKWAY

• PERIODIC VEHICLE CLOSURES ON PARKWAY

ADDITIONAL CALLS TO ACTION

• SPECIAL EVENT PERMITTING

• TRAFFIC COUNTS

FUNDING FOR PARKWAY OPERATIONS AND MAINTENANCE 3.1

Pursue legislative support for funding to maintain and improve Parkway resources. As noted previously, local residents recognize that poor conditions on the Parkway can negatively impact Parkway-related tourism and spending, so they want to see the Parkway properly staffed and maintained. While the Blue Ridge Parkway Foundation and its donors have provided much needed financial support for more than 200 Parkway projects and programs, the core operations and permanent staffing of the Blue Ridge Parkway and the maintenance of the roadway and other infrastructure remain the responsibility of the federal government. Currently, the Parkway is staffed well below its needs, but it’s worth noting that every $1 appropriated for Parkway operations (approximately $17 million per year) correlates with $100 in economic impact on local communities ($1.7 billion per year). More than $200 million from the Great American Outdoors Act has been awarded to the Parkway for road and bridge projects, but another $347 million is still needed to address the rest of the Parkway’s maintenance backlog.

12-MONTH GOAL:

Encourage additional funding to support core Parkway operations and to reduce the Parkway’s $347 million maintenance backlog.

Funding Examples:

• Shenandoah National Park Trust: https:// bit.ly/42zdtUo

• National Parks Conservation Association: https://bit.ly/3OFlGAB

• The Conservation Alliance: https:// conservationalliance.com/prioritycampaigns/

KEY STEPS:

• Increase public awareness and understanding of the Parkway’s funding needs.

• Discuss these funding needs with appropriate elected officials.

• Monitor legislation that could provide additional funding to boost the Parkway’s core operations or address the Parkway’s maintenance backlog, such as the proposed renewal of the Great American Outdoors Act.

GREAT AMERICAN OUTDOORS ACT

Thousands of nonprofit organizations, businesses, and other organizations, including the outdoor-industry-led Conservation Alliance, worked hard to secure passage of the Great American Outdoors Act (GAOA), which, in part, provides $9.5 billion over five years ($1.9 billion annually) to address maintenance backlogs at U.S. federal land agencies. Efforts to renew GAOA hold great promise for the Blue Ridge Parkway and other nearby federal parks and forests.

DEVELOP ALLIANCE FOR UNIFIED REGIONAL VOICE 3.2

Organize Blue Ridge Parkway corridor communities to speak with a unified voice regarding federal, state, and local funding, laws, policies, and regulations related to resource protection, economic development, and related matters in the Parkway corridor.

12-MONTH

GOAL:

Establish a Parkway alliance composed of elected officials and community and business leaders, with representatives from the entire Blue Ridge Rising region.

KEY STEPS:

• Strengthen existing partnerships with elected officials and community leaders at the local, state, and federal levels.

• Identify business leaders with influence and interest in advocacy for the region.

• Invite elected leaders for participation in the alliance.

Examples of a Unified Regional Voice Alliance:

• Chesapeake Bay Foundation (Maryland): https://www.cbf.org/

• Everglades Foundation (Florida): www. evergladesfoundation.org/advocacy

• Northern Forest Center (New Hampshire): https://northernforest. org/our-work/providing-leadership/ advocating-for-the-region/

• Align platforms and issues for the entire region.

THE EVERGLADES FOUNDATION

The Everglades Foundation uses a sciencebased approach to drive consensus among economic and environmental stakeholders, guide and influence governmental decision-making, and monitor federal and state executive branch implementation activities.

Second Tier 3.3

FACILITATE AGENCYCOMMUNITY COMMUNICATIONS

Facilitate improved communication and collaboration between gateway communities and key federal and state agencies, including the National Park Service, U.S. Forest Service, and State Offices of Outdoor Recreation. Although communication channels do currently exist, many community leaders expressed a desire for increased and more targeted communication and stronger relationships with NPS leaders and with each other. This is especially important regarding Parkway projects that impact the visitor experience and the gateway communities, such as road closures and maintenance of assets such as campgrounds, restrooms, trails, and overlooks.

WINTER USE OF PARKWAY

Encourage management practices of the Parkway to allow for increased winter use and tourism opportunities in the winter season. Many sections of the Parkway are gated during the winter months, which limits access to the higher elevation areas that receive larger snowfall amounts and are more suitable for winter activities. With increased access, tourists and residents could visit the region and participate more in outdoor recreation activities, such as cross country skiing, snowshoeing, winter hiking, and ice climbing.

VEHICULAR CLOSURES

Endorse periodic or annual Blue Ridge Parkway vehicular closure events to enable bicycle- and/or pedestrian-only events and activities. During the pandemic, when sections of the Parkway were closed during warm weather months, residents and tourists flocked to the Parkway for the opportunity to cycle, walk, and run on the Parkway. An example of this type of policy is the vehicle-free days at Cades Cove in Great Smoky Mountains National Park.

ADDITIONAL Calls TO ACTION 3.4

SPECIAL EVENT PERMITTING

Advocate for a streamlined process to permit special events, such as cycling and running races, that utilize the Parkway. The current permitting process is difficult to navigate and limits the types of events that can utilize the Parkway. These types of outdoor recreation events bring tourism and overnight visitors to the Parkway communities.

TRAFFIC COUNTS

Support efforts to improve understanding of traffic flows at key Parkway access points. This data is crucial for assessing visitation totals and trends, the effectiveness of local marketing initiatives, and the overall economic impact of Parkway visitors on the surrounding communities. Several factors make it very difficult to determine Parkway visitation, including its 200 road intersections, differences in vehicle occupancy, and high volumes of commuter traffic in urban locations like Roanoke and Asheville. Both the Parkway and local communities want to improve traffic data collection and analysis at specific intersections and for the Parkway overall. The Blue Ridge Parkway has secured departmental funds to improve its analysis of traffic flows, and that work is ongoing as of the writing of this plan in March 2024. Project partners will pursue opportunities to enhance future data collection and analysis as needs and opportunities arise.

4 Resource Protection Recommendations

4.1 VOLUNTARY VIEWSHED PROTECTION

4.2 DARK SKIES

4.3 SECOND TIER STRATEGIES

4.4 ADDITIONAL CALLS TO ACTION

The Blue Ridge Parkway fosters a significant diversity of plants and animals due to the large north-south geographic range, variability in climate, and diverse geologic substrates. The Parkway and surrounding communities provide a protected migration corridor for various types of wildlife. Five major rivers and the headwaters of many local and regional watersheds are within the Parkway boundaries. Protecting these natural resources is vital for the preservation and conservation of the region. These same natural resources, wildlife, and scenic beauty help attract the Parkway’s high levels of visitation. The two initiatives that had designated action teams to further develop strategies are Voluntary Viewshed Protection and Dark Skies. The action teams included experts in land protection and dark sky initiatives, as well as community leaders committed to prioritizing natural resource protection.

RESOURCE PROTECTION Recommendations

FIRST TIER

• VOLUNTARY VIEWSHED PROTECTION

• DARK SKIES

SECOND TIER

• INVASIVE SPECIES REMOVAL

• REDUCE NATURAL HAZARD RISKS

ADDITIONAL CALLS TO ACTION

• WATER QUALITY

• RESEARCH

VOLUNTARY VIEWSHED PROTECTION 4.1

Partner with land trusts and public agencies to protect and manage viewsheds, natural resources, and other natural assets that enhance the Blue Ridge Parkway and the Blue Ridge Parkway experience.

12-MONTH GOAL:

Identify all land trusts and public agencies working within the Blue Ridge Rising region to protect and manage natural resources. Work with these agencies and organizations to improve collaboration and identify priorities for voluntary protection of viewsheds and other natural resources.

Examples of Land Trusts and Voluntary Land Protection:

• New River Land Trust (Virginia): www. newriverlandtrust.org/

• Conservation Trust for North Carolina (North Carolina): www.ctnc.org/

• Family Forest Carbon Program (Washington, DC): https://familyforestcarbon.org/

KEY STEPS:

• Identify all land trusts and related public agencies working within the region.

• Convene these land conservation groups to develop criteria to rank viewsheds and other natural resources for voluntary land conservation activity.

• Complete a comprehensive analysis of viewsheds and other key tracts based on identified key criteria.

• Reach out to owners of priority tracts to promote voluntary options for conservation.

• Continue discussions with regional land conservation groups to address related needs and opportunities.

CONSERVATION TRUST FOR NORTH CAROLINA

In 1996, the Governor’s Year for the Mountains Commission designated Conservation Trust for North Carolina (CTNC) to coordinate land protection along the Blue Ridge Parkway in North Carolina. CTNC has successfully collaborated with local land trusts, the National Park Service and other public agencies, and private landowners to conserve more than 34,000 acres in the region.

Partial map of Conservation Trust for North Carolina (CTNC) protected areas, alongside other protected areas across North Carolina.

DARK SKIES 4.2

Identify, support, and expand Dark Sky Place designations across the region to support both wildlife resources and night-sky tourism. Nearly half of all species on earth are nocturnal, and lights from human sources are negatively impacting them in many ways. These light sources are also dimming our views of the night skies, which hold significant cultural and scientific interest and are part of a growing trend in night-sky tourism. With its high elevations and many rural areas, the Blue Ridge Parkway corridor provides some of the best dark sky resources in the southeastern United States for both wild species and people.

12-MONTH GOAL:

Identify three to five possible sites within the Blue Ridge Rising region that qualify as International Dark Sky Places and apply for certification.

Examples of Dark Sky Initiatives:

• Mayland Community College, Earth to Sky Park (North Carolina): www.mayland.edu/ foundation/foundation-projects/earth-tosky-park/

• Natural Bridge State Park (Virginia): www. darksky.org/places/natural-bridge-statepark-dark-sky-park/

• Pisgah Astronomical Research Institute (North Carolina): www.pari.edu/

KEY STEPS:

• Identify locations along the Parkway and within Parkway communities that may qualify for Dark Sky Place designation, and pursue designations if local leaders are supportive.

• Develop relationships with DarkSky International and the Society for Scientific Exploration.

• Seek out astronomy clubs and associations for participation and promotion.

• Incorporate dark sky places into other strategies, including curated travel itineraries and viewshed protection.

• Create group tours, including identifying current astronomy tour groups and operators to understand their standards for tour selection.

EARTH TO SKY PARK

The Earth to Sky Park at Mayland Community College in North Carolina is an environmental educational park for those interested in learning about the natural world we live in, from the earth to the sky.

4.3 4.4

Second Tier

INVASIVE SPECIES REMOVAL

Support removal of non-native and invasive flora and fauna within the Blue Ridge Rising region. A non-native is any species that occurs outside its native range as a result of deliberate or accidental introduction by humans. In some areas of the Parkway and within Parkway communities, invasive species such as Pueraria montana (kudzu), Elaeagnus umbellata (autumn olive), and Adelges tsugae (hemlock woolly adelgid) are causing significant disturbances to the ecosystem and negatively impacting views and the visitor experience.

REDUCE NATURAL HAZARD RISKS

Support efforts within communities and through partner organizations to reduce risks related to wildfire, landslides, and climate change within the Blue Ridge Rising region. Studies indicate that the region is climatically resilient compared to other areas of the country, but the threat of a changing climate, wildfires, and landslides needs to be studied and addressed to preserve the region’s natural resources and mitigate impacts to recreation and tourism-related assets.

ADDITIONAL Calls TO ACTION

WATER QUALITY

Identify and partner with government agencies and non-governmental organizations (NGOs) to improve water quality and river and stream health through regional collaboration, increased resources, and identifying funding sources. Water quality is important for the health of the regional ecosystem, the wellbeing of residents in the Parkway communities and beyond, and the preservation of the natural environment, all of which impact the visitor experience.

RESEARCH

Advance relevant research through partnerships with universities, community colleges, and K-12 systems. The region’s unique diversity of plants and animals, north-south geographic range, variability in climate, and varied geologic substrates support the opportunity and importance of scientific research and regional collaboration. Supporting innovative research helps to protect and preserve the unique ecosystem for future generations of residents and visitors. Social science research will also play an important role in analyzing certain issues and developing effective solutions, such as visitor behavior, spending patterns, and marketing strategies.

Education Recommendations 5

5.1 YOUTH CONSERVATION CORPS

5.2 CURRICULUM DEVELOPMENT

5.3 SECOND TIER STRATEGY

5.4 ADDITIONAL CALL TO ACTION

Enhancing educational opportunities and job training for local residents is the highlevel goal for the education theme. The focus is on engaging and educating youth, young adults, and transitional workers through many avenues, including K-12 schools, after-school programming, colleges and universities, volunteer programs, internships, and conservation corps opportunities. Top priorities include expansion of conservation corps activities within Parkway communities and integrated curriculum development for all levels of education. (Note: Educational programs and related activities for Parkway visitors are nested in the Visitor Experience theme.)

Two strategies, Youth Conservation Corps and Curriculum Development, had designated action teams that included experts in all levels of education to provide guidance in these areas and fast-track the strategies.

EDUCATION Recommendations

FIRST TIER

• YOUTH CONSERVATION CORPS

• CURRICULUM DEVELOPMENT

SECOND TIER

• UNDERSERVED POPULATIONS

ADDITIONAL CALL TO ACTION

• COMMUNITY AWARENESS

YOUTH CONSERVATION CORPS 5.1

Support and grow youth conservation corps opportunities to provide job skills to younger workers and address Blue Ridge Parkway corridor needs.

12-MONTH GOAL:

Formalize and streamline a work development pipeline of needed projects and partner organizations for youth conservation corps engagement.

KEY STEPS:

• Identify common gaps in training, skill development, and experience for employment in natural resources, tourism, and other key sectors.

• Work with conservation corps programs, job corps, schools, and other entities to identify opportunities to fill those gaps, while also addressing Blue Ridge Rising Action Plan priorities (e.g., trail building, water quality protection).

• Identify communities, land managers, and other partners interested in hosting conservation corps and other workers.

• Secure and distribute funding (e.g., a grant program) to help conservation corps organizations and other partners carry out these activities.

Examples of Youth Conservation Corps Programs:

• Conservation Corps North Carolina: www.corpsnc.org/

• Appalachian Conservation Corps (Virginia): www.appalachiancc.org/

• United States Youth Conservation Corps: www.nps.gov/subjects/ youthprograms/ycc.htm

CONSERVATION CORPS NORTH CAROLINA

Conservation Corps North Carolina (CCNC) engages motivated young adults, ages 15-30, to complete impactful conservation service projects, such as trail construction or maintenance and habitat improvement.

Conservation Corps North Carolina trail crew.

CURRICULUM DEVELOPMENT

Encourage universities, community colleges, and K-12 systems within the gateway communities to develop and expand hospitality management and natural resource conservation programs, courses, and curricula. For K-12 systems, create curriculum-based lesson plans and activities to establish the Blue Ridge Parkway as an outdoor classroom.

12-MONTH GOAL:

Inventory and create a resource guide of all existing and relevant curriculum and programs for K-12, community colleges, and universities in the Blue Ridge Rising region. Identify gaps, and develop related solutions.

Examples of Curriculum Development:

• Virginia Museum of Natural History (Virginia): https://www.vmnh.net/ education

• Lees-McRae College Outdoor Recreation Management program (North Carolina): www.lmc.edu/ academics/programs/outdoorrecreation-management/index.htm

• Southwestern Community College, Outdoor Leadership (North Carolina): www.southwesterncc.edu/careertechnologies/outdoor-leadership

KEY STEPS:

• Determine criteria for inclusion in the education resource guide.

• Identify the types of information to be collected about educational programs.

• Conduct inventory of education programs, and create a regional resource guide.

• Identify gaps to be filled, and develop related strategies.

VIRGINIA MUSEUM OF NATURAL HISTORY

Virginia Museum of Natural History’s education staff instills a love of science in young people by providing outreach in Virginia schools, science classes for homeschooled students, summer camps, and fun activities at festivals.

5.3 5.4

UNDERSERVED POPULATIONS

Establish and support new and existing outdoor and cultural events and resources in gateway communities targeting underserved populations, with the goal of increasing diversity, equity, representation, inclusion, and accessibility. This strategy complements the Inclusive Engagement strategy in Chapter 6, and it is underpinned by the general implementation recommendation (in Chapter 7) to incorporate diversity, equity, and inclusion (DEI) in all strategies detailed in the action plan.

Second Tier ADDITIONAL CALL TO ACTION

COMMUNITY AWARENESS

Increase awareness within the gateway communities, especially frontline service workers, of the Parkway and other nearby tourism resources. Employees in the hospitality sector (lodging and restaurants) often engage with Parkway visitors and have the opportunity to provide suggestions for recreation opportunities and businesses to visit within the gateway communities, so that visitors have a more positive experience and/or extend their stay. These businesses often have high turnover in staff, making it both challenging and necessary to educate these workers on a regular basis.

6 Capacity Building Recommendations

6.1 FUNDRAISING TO IMPLEMENT THE ACTION PLAN

6.3

The goal of the Capacity Building theme is to build organizational and regional capacity to implement the Blue Ridge Rising Action Plan. These initiatives build on the regional unity and connections established during the Blue Ridge Rising community engagement efforts and action plan development, and they include fundraising, staffing, sustaining community engagement, and grantmaking.

CAPACITY BUILDING Recommendations

FIRST TIER

• FUNDRAISING TO IMPLEMENT THE ACTION PLAN

• PROGRAM STAFFING

• GATEWAY COMMUNITY REPRESENTATION

• BLUE RIDGE RISING TWO-STATE SUMMIT

SECOND TIER

• ENTREPRENEUR FUNDING

• INCLUSIVE ENGAGEMENT

• GRANTS FOR OUTDOOR RECREATION

• NONPROFIT CAPACITY

ADDITIONAL CALL TO ACTION

• CONFERENCE ATTENDANCE

FUNDRAISING TO IMPLEMENT THE ACTION PLAN 6.1

Seek a sustainable stream of funding from a variety of sources to implement the Blue Ridge Rising Action Plan, including federal, state, and local agency grants, legislative appropriations, foundations, corporations, and individual donors. Significant funding will be necessary to implement dozens of focused strategies along a 469-mile corridor with 29 counties, more than 9 million acres, and 1.8 million people. Funding will support staff positions to coordinate various projects and programs, consultants to provide subject-area expertise on key strategies, research and data analysis, marketing initiatives, viewshed protection, grant programs, pilot programs, scaling up, and so much more.

12-MONTH GOAL:

Secure funding from a variety of sources to implement the Blue Ridge Rising Action Plan for the next three years.

BLUE RIDGE RISING ACTION PLAN FUNDING PARTNERS

The U.S. Economic Development Administration, the Soloviev Foundation, and the Blue Ridge Parkway Foundation provided the funding necessary to create the Blue Ridge Rising Action Plan. Significant leadership gifts from many different sources will drive the next step: implementation. As funding increases, so will results.

KEY STEPS:

• Identify federal grants that are targeted for regional or multi-state initiatives and submit grant applications.

• Engage with elected officials and community leaders to seek out other federal, state, and local funding sources.

• Cultivate relationships and seek funding from foundations, corporations, organizations, and individuals that have an interest in the Blue Ridge Rising region, economic development, travel and tourism, outdoor recreation, coalition building, natural resource protection, education, and/or capacity building.

• Share results and continue to build the base of supporters for sustainable economic development in the Blue Ridge Parkway corridor.

PROGRAM STAFFING

Fund and hire Blue Ridge Parkway Foundation staff positions to serve as liaisons between the Foundation, National Park Service, and the gateway communities. Many project participants recognized the basic need for staff to maintain community engagement and communications and to implement the action plan. More detailed staffing suggestions are included in Chapter 7, including the possibility of placing project staff at partner organizations like Friends of Southwest Virginia. For short-term needs that require specific expertise, contracting with relevant professionals may prove more appropriate than hiring staff (e.g., building a website or app, identifying the best locations to site new electric vehicle charging stations).

12-MONTH GOAL:

Fund and hire staff positions at the Blue Ridge Parkway Foundation and partner organizations to implement the initiatives outlined in the action plan.

KEY STEPS:

• Identify key roles and create job descriptions for desired positions.

• Determine the best placement for each position. Some positions and some duties might best be carried out by the Blue Ridge Parkway Foundation’s partner organizations due to their geographic focus and/or subject-area expertise.

• Secure funding sources for salaries and benefits.

• Advertise jobs, interview prospective candidates, and hire staff to fill the necessary positions.

• Utilize consultants as appropriate to address short-term and very specific project needs.

SIX THEMES OF THE BLUE RIDGE RISING ACTION PLAN

The six themes of the Blue Ridge Rising Action Plan provide a logical framework for staffing of the project. Each theme could be coordinated by people with relevant training and expertise, from marketing to coalition building to capacity building and grant program management.

6.3

GATEWAY COMMUNITY REPRESENTATION

Seek to include representatives of all gateway communities in the implementation of the Blue Ridge Rising Action Plan by forming a Blue Ridge Rising communities committee or action team that is composed of one representative from each Parkway community. Throughout the planning process, the many communities along the Parkway demonstrated a real determination to get involved and be heard, and they want to maintain this involvement and engagement going forward. The committee members will voice the unique needs of their communities, help prioritize and guide projects, foster community partners, and identify appropriate funding sources.

12-MONTH GOAL:

Initiate the Blue Ridge Rising communities committee or action team within the Blue Ridge Parkway Foundation, with at least one representative from each Parkway community.

BLUE RIDGE RISING COMMUNITIES COMMITTEE

As with the entire Blue Ridge Rising planning process, the proposed Blue Ridge Rising communities committee will encourage regular communication, input, and support from communities throughout the 29-county Blue Ridge Parkway corridor.

KEY STEPS:

• Outline the role, time commitment, and other expectations of committee members (e.g., a committee member “job description”).

• Create a nomination/application process for the committee.

• Seek nominations and applications.

• Make selections and begin meetings to review recent results and discuss needs and next steps.

BLUE RIDGE RISING TWO-STATE SUMMIT 6.4

Build on the success of the first-ever Blue Ridge Rising Two-State Summit in December 2023 by hosting and facilitating an annual Blue Ridge Rising Summit to continue to cultivate regional unity, foster connections and networking between community leaders from the gateway communities, and share successes and best practices related to the initiatives outlined in the action plan.

12-MONTH GOAL:

Host the second annual Blue Ridge Rising Summit at a Virginia location in 2024.

KEY STEPS:

• Determine the date and location of the 2024 summit.

• Develop themes and content for sessions.

• Create all resources necessary to host the summit (website/webpages, registration, hotel arrangements, agenda, speakers, panels, meals, etc.)

• Hold the summit and evaluate results.

BLUE RIDGE RISING TWO-STATE SUMMIT

In December 2023, 140 community and regional leaders gathered in Blowing Rock, N.C., for the first-ever Blue Ridge Rising Two-State Summit. In surveys afterwards, all respondents strongly agreed (73%) or agreed (27%) that the summit was a good use of their time, and 100% also strongly agreed (58%) or agreed (42%) that the information presented was interesting and useful. 85% were inspired to help implement the Blue Ridge Rising Action Plan, and 82% indicated they would attend a second summit in 2024.

Second Tier 6.5

ENTREPRENEUR FUNDING

Identify innovative entrepreneurs within gateway communities and help connect them with technical and financial resources to encourage business development to fill existing gaps and build vibrant communities that support and attract visitors and residents to the region.

INCLUSIVE ENGAGEMENT

Engage with organizations that provide support, education, and accessibility for underserved populations. Many groups and agencies already have the organization, networks, training, and expertise to engage large groups of underserved people. By developing relationships with these organizations and supporting their efforts to achieve shared goals, Blue Ridge Rising can more effectively engage and serve people who have been – or continue to be – neglected, overlooked, underserved, or excluded. These people also tend to be among the least resilient to economic, environmental, and health-related setbacks; helping them become more resilient helps the whole region become more resilient.

GRANTS FOR OUTDOOR RECREATION

Provide grants to support outdoor recreation infrastructure projects located in the gateway communities. This work could include grant funding administered by the Blue Ridge Parkway Foundation, as well as funds from partner agencies and organizations, such as the Recreation Trails Program in both Virginia and North Carolina.

NONPROFIT CAPACITY

Develop local nonprofit capacity through grants, in-kind office space, infrastructure, and related activities. Many nonprofits operating within the region support various aspects of the initiatives outlined in the action plan. Collaborating with and providing resources and guidance to relevant nonprofit organizations will help move action plan initiatives forward at both the local and regional levels.

ADDITIONAL CALL TO ACTION 6.6

CONFERENCE ATTENDANCE

Provide scholarships or travel assistance for gateway community leaders to attend key trainings and conferences, such as the Blue Ridge Rising Summit and the Outdoor Economy Conference. Having the opportunity to connect with and learn from leaders from other communities helps inspire ideas and nurture collaboration between Parkway communities and throughout the region. Financial assistance would make participation possible for organizations, agencies, and individual community leaders with limited budget resources.

Plan IMPLEMENTATION

7.1 GENERAL IMPLEMENTATION RECOMMENDATIONS

7.2 IMPLEMENTATION MATRIX

This chapter presents a summary implementation matrix and general implementation recommendations that support and complement the specific strategies discussed in the previous chapters.

General Recommendations

The Blue Ridge Rising steering committee and project consultants developed the following general recommendations to guide the implementation of the entire Blue Ridge Rising Action Plan. The pursuit of any specific action, project, or program should be underpinned by one or more of these guiding principles:

1) BLUE RIDGE RISING STEERING COMMITTEE:

Establish a steering committee as part of the Blue Ridge Rising communities committee. The steering committee would include 6-10 members, including Blue Ridge Parkway Foundation staff and board members, Blue Ridge Rising communities committee members, subject-matter experts, and other interested individuals. The committee should meet at least quarterly to review progress and challenges, serve as a liaison between the Blue Ridge Parkway Foundation Board of Trustees and the larger Blue Ridge Rising communities committee, and advise on other relevant issues.

2) STAFFING:

The size of the region, the large number of community leaders and relevant agencies, and the number and diversity of strategies in the action plan require the attention and support of far more than one staff person. Potential staffing and roles largely parallel the six themes, with an overall program manager also suggested, as follows:

• Blue Ridge Rising Program Manager

• Marketing and Destination Management Manager

• Visitor Experience Manager

• Government Relations Manager

• Education and Workforce Development Manager

• Resource Protection Coordinator

• Fundraiser(s)

• Grants/Finance Administrator(s).

3) PARTNERSHIPS:

Successful implementation across the 29-county region will require the involvement, support, and recognition of numerous partners. Certain groups, such as the Friends of Southwest Virginia, have significant experience in regional networking and problem-solving, fundraising, program management, and grant management. As needs and opportunities arise, the Blue Ridge Parkway Foundation should share project leadership responsibilities with such organizations, including staffing, program design and implementation, community outreach, fundraising, and grantmaking/subawards.

4) DIVERSITY, EQUITY, AND INCLUSION (DEI):

Continuously consider and promote diversity, equity, and inclusion while implementing every strategy in the Blue Ridge Rising Action Plan. DEI considerations are not just for the strategies that have a specific DEI element, such as the accessibility infrastructure strategy; they are relevant for all strategies, including the composition of the Blue Ridge Rising communities committee and steering committee. Inclusive and diverse input encourages better design up front, as well as more effective and widespread impacts later on.

5) PILOT TESTING:

While each strategy will require different actions related to its specific topic, the general approach in this action plan will be to pilot or test each strategy, evaluate effectiveness, and then fine-tune and scale up as appropriate for wider, regional impact. This approach reduces the costs of early mistakes, while also allowing on-the-ground experience to guide additional investments.

6) BLUE RIDGE RISING RESILIENCE RANKING:

Utilize the results of the resilience ranking outlined in Chapter 9 to prioritize pilot projects and other resources based on community need (i.e., prioritize the least resilient communities), with the intention of increasing tourism growth and long-term economic resilience throughout the entire region.

7) BLUE RIDGE RISING PROMOTION:

Require any entity utilizing Blue Ridge Rising funding or resources to include the Blue Ridge Rising name and/or logo in all related press releases, events, and other publicity. Such promotion will increase public awareness and support of Blue Ridge Rising, in turn encouraging additional funding and greater results.

8) REGIONAL THINKING:

Blue Ridge Rising has combined local listening with regional perspective to develop strategies with broad benefits. That approach should continue, and it might mean looking beyond the 29-county Parkway corridor to address certain issues, such as watersheds, academic training, and public land funding. Blue Ridge Rising is already proving that collaboration achieves far more than boundaries ever can.

FIRST TIER RECOMMENDATIONS

• 1.1 WAYFINDING AND SIGNAGE

• 1.2 TRAVEL ITINERARIES

• 1.3 WEBSITE OR MOBILE APP

• 1.4 COORDINATE EVENTS

• 1.5 INTERNET ACCESS ON/NEAR THE PARKWAY

• 1.6 PASSPORT/VISUAL TRAIL PROGRAM

FIRST TIER RECOMMENDATIONS

• 2.1 TRAILS/GREENWAYS

• 2.2 PARKWAY MAINTENANCE

• 2.3 BICYCLE SAFETY AND ACCESS

• 2.4 ARTISANS AND MUSICIANS

• 2.5 STORYTELLING

FIRST TIER RECOMMENDATIONS

• 3.1 FUNDING FOR PARKWAY OPERATIONS AND MAINTENANCE

• 3.2 DEVELOP ALLIANCE FOR UNIFIED REGIONAL VOICE

FIRST TIER RECOMMENDATIONS

• 4.1 VOLUNTARY VIEWSHED PROTECTION

• 4.2 DARK SKIES

FIRST TIER RECOMMENDATIONS

• 5.1 YOUTH CONSERVATION CORPS

• 5.2 CURRICULUM DEVELOPMENT

FIRST TIER RECOMMENDATIONS

• 6.1 FUNDRAISING TO IMPLEMENT THE ACTION PLAN

• 6.2 PROGRAM STAFFING

• 6.3 GATEWAY COMMUNITY REPRESENTATION

• 6.4 BLUE RIDGE RISING TWOSTATE SUMMIT

1.7 SECOND TIER RECOMMENDATIONS

• REGIONAL BRAND

• MARKET SEGMENTATION

• AMBASSADOR PROGRAM

2.6 SECOND TIER RECOMMENDATIONS

• VOLUNTEER SUPPORT

• OUTDOOR RECREATION PARTICIPATION

• ACCESSIBILITY INFRASTRUCTURE, PROGRAMS, AND SERVICES

• ELECTRIC VEHICLE CHARGING NETWORK

3.3 SECOND TIER RECOMMENDATIONS

• FACILITATE AGENCY-COMMUNITY COMMUNICATIONS

• WINTER USE OF PARKWAY

• PERIODIC VEHICLE CLOSURES ON PARKWAY

4.3 SECOND TIER RECOMMENDATIONS

• INVASIVE SPECIES REMOVAL

• REDUCE NATURAL HAZARD RISKS

1.8 ADDITIONAL CALLS TO ACTION

• TOURISM COORDINATION

• BROCHURES

• AUDIO CONTENT

5.3 SECOND TIER RECOMMENDATION

• UNDERSERVED POPULATIONS

6.5 SECOND TIER RECOMMENDATIONS

• ENTREPRENEUR FUNDING

• INCLUSIVE ENGAGEMENT

• GRANTS FOR OUTDOOR RECREATION

• NONPROFIT CAPACITY

2.7 ADDITIONAL CALLS TO ACTION

• GEOREFERENCED MAPS

• PUBLIC TRANSPORTATION

• MULTILINGUAL COMMUNICATIONS

• REGIONAL WELCOME CENTER

3.4 ADDITIONAL CALLS TO ACTION

• SPECIAL EVENT PERMITTING

• TRAFFIC COUNTS

4.4 ADDITIONAL CALLS TO ACTION

• WATER QUALITY

• RESEARCH

5.4 ADDITIONAL CALL TO ACTION

• COMMUNITY AWARENESS

6.6 ADDITIONAL CALL TO ACTION

• CONFERENCE ATTENDANCE