TOMPKINS COUNTY

STRATEGIC TOURISM PLAN

2021-2027

TOMPKINS COUNTY
 ACKNOWLEDGMENTS

The Strategic Tourism Planning Board thanks all the individuals who have
invested their time and ideas to prepare this plan. Without your assistance
in researching, compiling, writing, analyzing, designing, and editing, this
document would not be possible.

We also thank the dozens of individuals who contributed to this plan through
our stakeholder meetings, community surveys, and comments.

Members of the Strategic Tourism Plan Steering Committee

• Kelli Cartmill – STPB Chair & Director of Sales, Hilton Garden Inn Ithaca
• Brett Bossard – STPB Vice Chair & Executive Director, Cinemapolis
• Peggy Coleman – Vice President of Tourism & Community Relations,
Ithaca/Tompkins County Convention & Visitors Bureau
• Gary Ferguson – Executive Director, Downtown Ithaca Alliance
• Ken Jupiter – At Large representative of STPB & Owner, 15 Steps
• Anne Kellerman –Professor (retired) and recent member of STPB
• Monika Roth – Agriculture representative on STPB, Cornell Cooperative
Extension of Tompkins County (retired)
• Scott Wiggins – Lodging representative on STPB & Owner of La Tourelle

Tompkins County Department of Planning & Sustainability Staff

• Nick Helmholdt, Principal Planner / Tourism Program Director
• Katie Borgella, Commissioner of Planning & Sustainability
• Dariele Drake, Principal Account Clerk/Typist
• Kristin McCarthy, Administrative Assistant

Photography Credits
Visit Ithaca (Danielle Baker, Hector Chang, Maddy Walsh)
Downtown Ithaca Alliance
NYS Parks

PAGE 2
 Tompkins
Introduction 4
County
Sustaining the Value of the Local
Tourism Sector 6 Strategic
Tourism
Tompkins County Tourism Program PLAN
u Hotel Room Occupancy Tax
u Strategic Tourism Planning Board
Third Edition:
u Current Programs
2021-2027
u Expenditures by Program
Achievements: 2011-2019 11
What We Value Most 13
Setting the Baseline 14
u This Place We Love
u Visitor Profile
u Objectives
u Performance Indicators
u Competition
u Strategic Opportunities & Limitations
Goals 23
u Overall Goals
u Focus Areas
n Priority
• Diversity & Inclusion
• Higher Education
• Marketing & Sales
• Outdoor Recreation
• Transportation & Connectivity
• Waterfront
n Foundation
• Agriculinary
• Arts & Cultural Heritage
• Downtown Ithaca
• Festivals
• Planning & Evaluation
n Emerging
• Sports
n Destination Services
• Beautification & Placemaking
PHOTO: Dirk Bakker/Johnson Museum of Art

• Conferences & Groups

• Visitor Experience
Tompkins County Tourism Partners 40
Glossary 41
Appendix 43
PAGE 3
 introduction
The Tompkins County Strategic Tourism Plan
establishes our community’s goals regarding
tourism. This document lays out our mutual
values and aspirations for the development
of tourism over the next six years.

The preparation of this plan was Tourism presents a real opportunity

guided by the Tompkins County for Tompkins County in terms of
Strategic Tourism Planning Board economic development and the
(STPB). This board advises Tompkins enhancement of our residents’
County on matters of tourism policy quality of life. Visitor spending
and on the allocation of the hotel supports local jobs and offsets
room occupancy tax. household tax burdens for county
residents. Over the past two
This plan intends to guide future
decades, the Tourism Program
decisions and investments relating
has made lasting and meaningful
to tourism in our county. The goals
investments in organizations and
and critical actions described in this
facilities that help make Tompkins
plan are the result of many months
County a great place to live, work,
of work by dedicated members of
and visit.
the STPB and other stakeholders in
the tourism sector. This plan looks ahead to the
future of travel and tourism in our
Constant effort is required
region. Several emerging issues are
to establish and maintain a
currently affecting travel behaviors,
destination’s appeal for visitors.
such as the growth of short-term
Tompkins County is fortunate to be
rentals, prevalence of smartphones,
home to institutions, landmarks, and
and increasing demand for locally
natural features that attract a global
sourced foods and beverages.
audience.

PAGE 4
 PHOTO: brian maley
This plan looks
ahead to the

future
of travel and
tourism in our
region.

This plan also looks outward toward The plan establishes the following overall goals:
the visitors who decide to travel
1
Increase average overnight trip length by one night from 2-3
to Tompkins County. The recently
nights to 3-4 nights
completed Visitor Profile Study
(appendix D) helped the STPB gain 2 Increase average visitor spending by 5% from $366 to $384 per
day in established downtowns and villages
knowledge about the motivation for
travel to our county and the sorts of 3
Offer indoor and outdoor visitor programming year-round
activities visitors choose. This data 4
Increase visual and physical access to Cayuga Lake through
has been critically important for the collaborative efforts with municipal and private stakeholders
development of goals.
5 Increase the share of new visitors from 24% to 30%
Finally, this plan was prepared 6 Provide accurate information to decision makers on legislation
with the help of people who live and policies that affect tourism
and work in Tompkins County. A
7 Continuously refine communication techniques and media to
community survey conducted in grow awareness of our destination and its assets
late 2018 and early 2019 gathered
feedback from 309 individuals
8
Foster collaboration among tourism partners to achieve common
goals
regarding their ideas for tourism
development (appendix E).
To implement this plan, the following actions are
A facilitated stakeholder meeting
with 21 representatives of local
proposed:
nonprofit organizations was held 1
Review and revise the policies of the STPB
in April 2019 to determine how our Update grant guidelines and related documents
2
community can advance tourism.
3 Develop benchmarks for the measures associated with each
focus area

PAGE 5
Sustaining the
Value of the
Local Tourism Sector
For the past 20 years, the Tompkins County Tourism Program has

success
supported a wide variety of community-led initiatives that enhance our local
quality of life. These investments have been possible due to growing local
revenues generated by the hotel room occupancy tax.
as a tourism destination
The room tax is paid by visitors who stay in hotels, motels, bed and requires constant vigilance
breakfasts, and airbnbs in Tompkins County. The purpose of the room tax to ensure that we
is defined in local law as follows:
maintain and increase
“The revenue derived from the tax … shall be allocated to enhance the our appeal to
general economy of Tompkins county, its cities, towns, and villages, through new visitors
promotion of tourist activities, conventions, trade shows, special events, and
other directly related and supporting activities.” (County L.L. No. 4-1989 Hotel
Room Occupancy Tax §150-20: Disposition of revenues. https://ecode360.com/8412617)

The STPB is charged with the task of advising the County Legislature on the allocation of these funds. As such, the
board has sought projects and investments that attract visitors and increase travel demand to our community. The
intent is to create a virtuous cycle where growing visitation drives sustainable and resilient economic growth that
supports the Tourism Program’s various initiatives.

Tompkins County is fortunate to have institutions, events, and natural features that consistently attract visitors.
However, revenue from the room tax is never guaranteed. Economic conditions, fuel prices, weather, and other
unpredictable external factors all influence travel decisions.

Through the development of this plan we have learned more about the importance of tourism to our local economy.
A recent study by the Downtown Ithaca Alliance revealed that most downtown restaurants and retailers rely on out-of-
county visitor spending (Claritas/Environics, 2018). Revenue from visitors is also essential to supporting many of our
local cultural institutions. Spending by visitors supports 3,718 local jobs throughout the county (Tourism Economics,
2018).

Success as a tourism destination requires constant vigilance to ensure that we maintain and increase our appeal
to new visitors. Since its establishment, the STPB has supported a wide array of tourism projects and investments
intended to build travel demand where capacity exists in our local market.

It is the intent of this plan to describe strategies that will allow Tompkins County to sustain the value of its local
tourism sector for years to come.

PAGE 6
 PHOTO: community arts partnership PHOTO: CVB

Tompkins County Tourism Program

Hotel Room Occupancy Tax
Tompkins County established a hotel room occupancy tax (room tax) in 1986 (appendix B). All Tourism Program
activities conducted by the county are supported by this revenue source.

By law, room tax revenues are dedicated to local tourism development. Prior to 2001 nearly all revenues from the
room tax were allocated to destination marketing. In 2001 the County Legislature approved an increase in the room
tax from 3% to 5%.* Since this time, the Tourism Program has allocated revenue from this tax as follows:
• 60% for Marketing (representing the historic 3% tax revenue)
• 40% for Product Development (representing the additional 2% tax revenue)

Over the past decade, online platforms for short-term rentals have gained in popularity for travelers. In 2016, Tompkins
County became the first county in New York State to establish a tax collection agreement with Airbnb. Airbnb reports
that 27 other counties in New York have established voluntary collection agreements.** Since this time, some
municipalities in Tompkins County have considered or adopted regulations on short-term rentals.

* Bed and breakfasts with 10 rooms or fewer were exempted from the increased tax. The room tax for these properties remains at 3%.
** https://www.airbnb.com/help/article/2319/occupancy-tax-collection-and-remittance-by-airbnb-in-new-york

PAGE 7
 our area
offers a unique blend of

PHOTO: Casey Martin

rural and urban settings,
spectacular natural features,
and world-class academic
institutions.

Strategic Tourism Planning Board

In 1998 the Tompkins County Legislature reconfigured • Wayfinding and Interpretive Signage Plan – 2014
the Advisory Board on Tourism Development into the • Heritage Tourism Implementation Plan – 2015
STPB. This board is charged with advising the County • Beautification, Signage, and Public Art Strategic
Legislature on tourism development, evaluating the Plan – 2016
activities of recipients of room tax funds, developing • Agriculinary Tourism Implementation Plan – 2016
tourism policy, and advising the county on the allocation • Outdoor Recreation Implementation Plan – 2018
of room tax funds (STPB bylaws, article 2, section 1).
These documents are available online at
The STPB is composed of 18 voting members and seven http://tompkinscountyny.gov/tourism/plan.
non-voting representatives. The board typically holds
The Tourism Program coordinates its efforts with
10 meetings per year. STPB currently has three standing
the county’s Comprehensive Plan and Economic
committees, five grant review committees, and six other
Development Strategy. The Tourism Program Director
active committees.
participates in quarterly Economic Development
Since 2005 Tompkins County has maintained a Strategic Collaborative meetings held by Tompkins County Area
Tourism Plan to provide guidance to the Tourism Development. In addition, this plan is intended to be
Program and inform decisions regarding the allocation consistent with the principles and policies established in
of room tax revenue. This plan was updated in 2013. the 2015 Tompkins County Comprehensive Plan.
Since this time five additional tourism topical plans have
been prepared:

PAGE 8
Current Programs
Tompkins County currently funds the following initiatives from the hotel room occupancy tax:

Marketing
Convention and Visitors Bureau (CVB)
n Provides destination marketing services. The Ithaca/Tompkins County CVB is our official Tourism Promotion

Agency (TPA) and is authorized to access state resources from I NY. The CVB has three primary functional
units:
• Marketing & Public Relations, including staff support and microgrants to support agriculinary tourism
• Visitor Experience
• Group Sales
Market the Arts
n Promotes visual artists and writers collectively to visitors

Tourism Marketing & Advertising Grants

n Promote events and projects likely to attract visitors in a manner consistent with CVB strategy

Product Development Other / Flexible

Arts & Cultural Organizational Development Grants Strategic Tourism
n Enhance our brand as a cultural destination by supporting major Implementation Grants
arts and cultural assets n Support projects that
Beautification, Signage & Public Art substantially advance
n Improves the visual beauty of communities with outdoor plantings critical actions identified
and attractive signage to direct travelers to key destinations in the Strategic
Community Arts Partnership – General Operating Support Tourism Plan or other
n Strengthens the visibility and viability of the county’s arts community tourism implementation
Community Celebrations Grants plans
n Support local events that convey our unique culture and history Tompkins County Area
County Historian Development (TCAD)
n Provides historical connections to today’s tourism events and projects n Supports the operation of
Hospitality Workforce Development TCAD as defined in a five-
n Builds awareness and encourages interest in hospitality and tourism year agreement
career pathways. County 10% Tax
Public Art Grants Administration Fee
n Support the creation of public art and encourage additional funding n Per the local law, the county
from local, private foundations allocates 10% of room tax
Tompkins Festivals Program collections for tax
n Provides event organizers with tools to make events successful, administration purposes.
create positive visitor experiences, and establish significant
attractions
Tourism Capital Grants
n Support the creation and expansion of major visitor attractions
Tourism Project Grants
n Support events and projects likely to attract overnight visitors or
accomplish actions defined in the Strategic Tourism Plan
PAGE 9
Expenditures by Program
Total Funding Years Annual
2013-2019 Funded Average
Marketing
Convention & Visitors Bureau $7,161,389 7 $1,023,056
New Tourism Initiative Grants $463,980 6 $77,330
Tourism Marketing & Advertising Grants $354,453 7 $50,636
Discovery Trail $241,775 7 $34,539
Market the Arts $73,850 7 $10,550
Tompkins Tourism Partner Award $6,000 4 $1,500

Product Development
Tourism Capital Grants $1,504,763 7 $214,966
Arts & Cultural Organizational Development Grants $1,488,956 7 $212,708
Beautification $970,217 7 $138,602
Tourism Project Grants $626,240 7 $89,463
Community Arts Partnership – General Operating Support $279,078 7 $39,868
Community Celebration Grants $236,973 7 $33,853
Hospitality Workforce Development $216,600 7 $30,943
Festivals $180,434 7 $25,776
Ticket Center Ithaca $46,099 1 $46,099
County Historian $48,750 7 $6,964
Public Art Grants $24,302 3 $8,101

Other / Flexible
County 10% Tax Administration Fee $1,759,290 7 $251,327
Tompkins County Area Development – General Operating Support $927,808 7 $132,544
Strategic Tourism Implementation Grants $627,396 5 $125,479
Strategic Planning & Staffing $650,374 7 $92,911

NOTE: New Tourism Initiative Grants were absorbed into Tourism Project Grants as of 2019.

History of Grant Awards 2013-2019

Grant programs have represented a key way the Tourism Program has operated. Over the past seven years, the Tompkins
County Tourism Program issued 604 grant awards across seven different grant programs. Grants were issued to more
than 100 different organizations.
Average Grant Average # of Total Grants
Award Awards Per Year Issued 2013-19
Grant Program
Arts & Cultural Organizational Development $22,970 9 61
Tourism Capital $18,314 11 77
Tourism Project $8,240 11 76
New Tourism Initiative $7,606 9 61
Tourism Marketing & Advertising $2,836 18 125
Community Celebration $1,254 27 189
Strategic Tourism Implementation $41,826 2 15

PAGE 10
Achievements
2011-2019
1 Completed topical Tourism Implementation Plans
n Beautification, Signage and Public Art Plan
n Agriculinary Tourism Implementation Plan
n Heritage Tourism Implementation Plan
n Outdoor Recreation Tourism Implementation Plan
n Wayfinding and Interpretive Signage Plan
2 Supported annual Beautification program plantings at over 30 sites
3 Assisted dozens of event organizers through the Tompkins Festivals program
4 Installed eight works of public art with the Community Arts Partnership
5 Launched Visitor Journey Arrival to Departure (A2D) training program for
hospitality workforce
6 Trained 229 people through Hospitality Star and 118 people through Visitor A2D
training programs
7 Trained over 35 Heritage Ambassadors through a collaborative program of
The History Center and Historic Ithaca
8 Established an Agriculinary Tourism Coordinator position at CVB
9 Supported renovation or construction of three Visitors Centers operated
by the CVB
10 Launched or revamped websites
n www.ithacatrails.org
n www.gofingerlakes.org
n www.ithacaevents.com
11 Supported marquee events such as:
n Downtown Ithaca Ice Festival / Winter Light Festival
n Finger Lakes International Dragon Boat Festival
n Ithaca Underground: Big Day In & Naked Noise
n Spring Writes Literary Festival
n Summer Shakespeare Festival
n Wizarding Weekend
n … and many more! c ont i nue d

PAGE 11
 Supported new tour offerings through Discover Cayuga Lake (lake cruise)
Achievements
(cont.) 12
and the Ithaca Youth Bureau (bicycle)
13 Supported the revitalization of Stewart Park and the establishment of the
Cayuga Waterfront Trail
14 Supported new exhibits at Sciencenter, Museum of the Earth and Cayuga
Nature Center
15 Supported signage and site improvements to the Ithaca Children’s Garden
16 Supported new performance spaces at Community School of Music and
Arts and Running to Places Theatre Company
17 Supported visitor enhancements at natural sites such as Ithaca Falls and
Lick Brook
18 Supported facilities improvements at the State Theatre and Ithaca
Farmers Market
19 Supported the construction of the Tompkins Center for History & Culture
20 Advanced the development of a Downtown Ithaca Community Conference
Center through feasibility studies leading to the award of $5 million in
state grant funding

Tompkins County and Ithaca are regularly recognized in national

media for excellence. Among our most recent and notable
accolades are:
n Ithaca named one of the “Top 10 American Cites for Family-Friendly Travel” by
Forbes.com
n Ithaca named the prettiest town in New York by Architectural Digest
n Ithaca named one of the “Top 50 Most Underrated Cities to Visit in the US” by
Thrillist.com
n Ithaca awarded the title of one of the “US Top Emerging Nature Destinations” at the
Luxury Travel Guide Awards
n Ithaca recognized for being #2 on “The Best Small College Towns” by USA Today
n Robert H. Treman State Park selected as the “Best Swimming Spot in New York
State” by the Weather Channel
n Ithaca named as the 10th “Best New York Art Spots that Aren’t in NYC” by
Huffington Post
n Ithaca designated as the “#1 Best College Town” in the 2013-2014 AIER College
Destinations Index
n Ithaca Farmers Market selected as one of “8 Must-Visit Farmers Markets Around the
US” by Zagat.com
n Ithaca mentioned in Travel and Leisure’s list of “America’s Most Romantic Towns”
n Ithaca named the “#1 Smartest City in America” by VentureBeat Online
n Ithaca named the “#1 Best College Town in America” by Business Insider

https://www.visitithaca.com/awards-mentions

PAGE 12
 What we value
most
The Tompkins County Tourism Program adheres to a
set of core values to guide our decisions. All goals and
critical actions described in this plan flow from the
VB
:C
TO

following eight values:

O
PH

• Leverage Local and Regional Assets

• Improve Connectivity within the County

• Create Multi Day and Off-Peak Travel Demand

• Develop Accountable and Transparent

Programs

• Advocate for Policies that Affect Tourism

• Thoughtfully Support New Economic Growth

• Enhance Visitor Experience

• Present our Inclusive, Accessible, Vibrant and

Sustainable Community

PAGE 13
setting the
baseline
This Place We Love Visitor Profile
Tompkins County offers a unique blend of rural and In 2018, the Ithaca/Tompkins County CVB engaged
urban settings, spectacular natural features, and world- consulting firm JLL to conduct a study of visitors to
class academic institutions. At its center, the city of Tompkins County. There were two components to the
Ithaca sits at the southern tip of Cayuga Lake and serves study:
as the county’s commercial and cultural hub. 1. Online survey of recent visitors and people planning
to travel to the county
Higher education is at the core of our county’s economy,
2. In-person surveys of visitors at major attractions in
as more than 31,000 students come to study at Cornell
the county
University, Ithaca College, and Tompkins Cortland
Community College annually. Nearly one-fifth of all The last Visitor Profile Study was conducted in 2009
jobs in the county are related to education. In addition, (Chmura Economics & Analytics). The table below
the manufacturing and high-tech sectors contribute compares the findings from the two studies.
substantially to the strong local economy.
– Overall Results –
Tompkins County offers a wide range of artistic and Comparison of Highlights 2019 2009
cultural experiences that appeal to residents and visitors Repeat Visitation 76% repeat 69%
alike. Our collection of theatres, museums, and heritage Overnight Percentage 78% staying 63%
resources have defined our reputation as a cultural overnight
destination in the region. Spending $366 per party $331
per day
Commercial wine production in the Finger Lakes began Travel Party Size 3.3 people 3.0
over 150 years ago. Since then the region has earned Nights Spent 2-3 nights 2.4
world-wide recognition for producing high-quality wines. Mode of Transportation 21% air 10%
In 1981, four Cayuga Lake wineries formed the first Stays in Hotel/Motels/Inns 60% 50%
Same day Travel Planning 2% 15%
official wine trail in New York. Today, more than 460
Primary Reason for Travel Outdoor Leisure Gorges &
acres of wine grapes are grown along Cayuga Lake. Activities State Parks
Visitor Satisfaction 80% will return 81%
Our community prides itself on fostering diversity and
inclusion. Tompkins County seeks to honor the inherent
value of every visitor’s unique story, perspective, and The study yielded several noteworthy findings (full
experience. We welcome visitors regardless of their race, results of this study are in appendix D).
color, ethnicity, age, sexual orientation, gender identity,
disability, or socio-economic status. Traveler Profile
n Repeat visitors – Over three-quarters (76%) of
Many people fall in love with our area for its natural respondents reported that they had visited the area
wonders. Recreational options are plentiful on Cayuga previously.
Lake, at the county’s four state parks, and at dozens of n Trip length – Over three-quarters (78%) of
gorges and waterfalls. It is easy to see why “Ithaca is respondents stayed overnight. Most overnight visitors
Gorges.” stayed for two to three nights. Very few visitors had
trips lasting more than four nights.

PAGE 14
 our
community
prides itself on
fostering diversity
and inclusion

n Travel party type – The average travel party size was n Travel Purpose
just over three people with adults accounting for • Leisure (38%) including the following reasons:
roughly two-thirds of the group (3.3 total, 2.4 adults). – Sightseeing
Most respondents stated they were traveling either as – Outdoor oriented experiences
a family (with kids) or couple. – Just to get away
n Traveler Planning • College (32%) including the following reasons:
• Travel planning resources – Most respondents – Visiting a student
used either information from college/university – College tours
websites or knowledge from a previous visit to the – On-campus events
area to make their travel plans. Local or regional – Campus sightseeing tour (not related to
destination websites (i.e. VisitIthaca.com) were the college enrollment)
third most used travel planning resource. • Business (16%)
• Travel decision timing – Most respondents began • Visiting Family and Friends (14%)
making travel plans between one and two months n Activities

in advance. Very few visitors made travel plans a • The top responses included:
week or less in advance. – Dining at unique restaurants
n Traveler origin and transportation – Visiting gorges and waterfalls
• Driving – Most visitors arrive in Tompkins County – Hiking on local trails
by automobile. Three-fifths (60%) of respondents – On-campus activities
reported driving between three and six hours. – Strolling through the Ithaca Commons
• Flying – Nearly one-fifth (21%) of respondents • Additional notable responses included:
traveled by air, with the majority arriving at Ithaca – Visiting area wineries
Tompkins International Airport. – Visiting state or local parks
• Top home states – Visitors reported arriving from – Visiting locations on the Discovery Trail
New York, Pennsylvania, California, and New Jersey – Exploring Ithaca Farmers Market
among other places. – Touring museums or galleries
n Spending – Boating or other water-based excursions
• While overall spending increased from 2009, when on Cayuga Lake
adjusted for inflation, this trend reverses. See appendix D for full Visitor Profile Study and appendix
• Retail spending was notably lower than in G for historic data on local hotel performance.
comparable destinations.
n Demographics
• Age – Most respondents were between 40-70 years objectives
in age. The Tompkins County Tourism Program seeks to achieve
• Sexual orientation – 20% of respondents identified the following objectives by 2027:
as LGBTQIA+. (This compares to approximately n Annual Overnight Visitors: 900,000
4.5% of the adult population in New York State per n Annual Visitor Spending: $300 million
a 2017 Gallup survey.) n Annual Household Tax Benefit: $950

PAGE 15
Performance Indicators
The following performance indicators will assist the STPB and Tompkins County Tourism Program to understand the
health of the tourism sector.

Source Indicator(s) Frequency Notes

Smith Travel Research Hotel industry statistics: Monthly Private market data
• Occupancy
• Average daily rate
• Supply & demand

All The Rooms - Analytics Short-term rental statistics: Monthly Private market data
• Occupancy for top short-term
• Average daily rate rental platforms
• Supply & demand

Tourism Economics Economic impact: Annual Provides comparison

• Visitor spending statistics to other
• Local tax benefits counties in NYS

Tompkins County Room tax collections Quarterly Quarters are shifted

Finance Department one month from
calendar (Q1 is Dec,
Jan, Feb)

Cornell University & Ithaca College Admissions & enrollment Annual Leading indicator of
travel demand

Tompkins County Area Development Local economic statistics: Every 3-5 years Private economic
• Employment data (i.e. IMPLAN)
• Gross product
• Compensation

NYS Department of Labor Detailed local statistics: Quarterly Quarterly census of

• Employment employment and
• Wages wages

Cornell Program on Applied County statistics: Annual

Demographics • Population
• Labor market

Consulting Firm (TBD) Visitor profile Once every See “Policy &
5 years Evaluation Focus
Area” (page 35)

PAGE 16
Competition

Regional Comparison
Ithaca and Tompkins County hold competitive
advantages compared to our neighboring communities in
several categories. Our destination offers a high value for
visitors with a bounty of affordable attractions.
Hotels & Restaurants – Tompkins County has over
2,100 hotel rooms and 500 restaurants*, many of
which are in the City of Ithaca. Among counties in the
Finger Lakes region, Tompkins County ranks third in
visitor spending on lodging and fourth for spending
on food and beverage (Oxford Economics, 2018). The
variety of accommodation and dining options available

PHOTO: sandy rapp

in our community allows our area to serve as a hub for
travelers exploring the Finger Lakes region.
Higher Education – Our county has a large
concentration of post-secondary students due to the
presence of Cornell University, Ithaca College, and
Tompkins Cortland Community College. These institutions The cultural attractions in our community compete
provide programming for students, researchers, and the with establishments in larger metropolitan areas. In
public. In addition, these institutions routinely attract addition to our multiple local theatres, museums, and
on-campus meetings, parents, athletic events, artistic an independent cinema, our local institutions of higher
performances, and prospective students. The presence education routinely offer high caliber performances that
of higher education institutions makes Ithaca a viable are open to the public.
destination for private regional bus operators and
commercial airlines. Furthermore, Cornell, Ithaca College Agritourism – The emergence of the wine industry in
and TC3, support the following facilities that attract the 1970s put the Finger Lakes on the map worldwide
tourism in our area: as an agritourism destination. While Tompkins County
• Cornell Botanic Gardens only has a few wineries, we are emerging as a craft
• Cornell Lab of Ornithology beverage destination for beer and cider. Additionally,
• H.F. Johnson Museum of Art we are known for the Ithaca Farmers Market – the
• Ithaca College Athletics & Events Center / largest market in the region and the cornerstone of our
Natatorium local farm to fork movement. Another unique asset in
• Coltivare Tompkins County is the College of Agriculture & Life
Sciences at Cornell, which attracts a worldwide audience
Outdoor Recreation – Many destinations in the of academics and students to our community.
Finger Lakes region offer waterfalls, lake activities, and
pristine natural areas. Tompkins County has distinguished Downtown Ithaca – The Ithaca Commons is a truly
itself through the continued development of a local trail unique destination unmatched by neighboring cities
network that connects major outdoor recreation sites to in our region. The Commons serves as an anchor of
other parts of the community. our community’s identity and as a host for cultural
events. This recently renovated pedestrian street has the
Theatres, Museums & Cultural Attractions – It capability to host festivals and connect visitors with local
is unusual for a place the size of Tompkins County to merchants.
offer such a variety of cultural experiences for visitors.

* TC Departments of Health (restaurants) and Finance (hotels). Restaurant figure includes all food service establishments including food trucks & caterers.
PAGE 17
 Comparable Destinations
Travelers have many choices – the first of which is
deciding where to go. Several comparison destinations
were identified for their similar attributes to Tompkins
PHOTO: ©Casey Martin Photography

County. These destinations feature major educational

institutions and comparable core urban areas. Research
into these destinations revealed the following
observations:
• Some destinations incorporate brand elements
from local institutions of higher education into their
destination marketing. For instance, Destination Ann
Arbor (the Destination Marketing Organization for
Ann Arbor, Michigan) incorporates the school colors
Festivals & Major Events – Any given weekend in for the University of Michigan into its website and
upstate New York one can find many events – especially printed material.
during the summer and fall. Tompkins County hosts • Some destinations had established grant programs
several popular festivals and major events including for tourism generating events and marketing
Grassroots Festival of Music & Dance, Apple Harvest campaigns. For instance, the Central Pennsylvania
Festival, and Ithaca Festival to name a few. If such CVB grants funds to organizations in Centre County
events are to continue to flourish, they must offer unique for projects that support significant economic
experiences and be promoted to new audiences. impacts and strengthen the perception of the county.
• Some municipalities use hotel room tax funds to
Air Service – The Ithaca Tompkins International Airport
support convention centers. For instance, Saratoga
recently experienced a major expansion. The airport has
County, NY allocates a portion of room tax revenue
a larger terminal and a new customs facility to allow
to support the Saratoga Springs City Center.
international flights. This represents a major opportunity
• Many municipalities had established some procedure
to attract new domestic leisure travelers and groups
to collect room taxes from short-term rentals (i.e.
to our destination. In addition, the updated terminal
Airbnb and VRBO). For instance, the City of Berkeley,
represents a substantial marketing opportunity.
California, requires short-term rental operators to pay
a $220 application fee and a monthly enforcement
fee of 2% of taxable receipts in addition to a 12%
transient occupancy tax. The city allows online
registration and payment of fees for short-term
rentals.
PAGE 18
Strategic Opportunities & Limitations
Current Local Considerations
The STPB should consider how the following factors will affect the values and goals in this plan.

Seasonality & Academic Calendars – Visitation to currently underway to expand terminal facilities at the
Tompkins County is strongly influenced by season and Ithaca Tompkins International Airport and additional
academic calendars. There is capacity within the existing airline service is anticipated. Several inter-city bus
lodging establishments to increase overnight visitation operators provide direct and regular service from Ithaca
from November to April. Even during peak season, to New York City and other major metropolitan areas, yet
local hotels often have spare capacity from Sunday to there are relatively few local attractions that are suitable
Thursday. This capacity represents an opportunity to for these vehicles. Limited options for motor coach and
expand tourism to Tompkins County without building intercity bus parking have resulted in adverse impacts on
additional hotel rooms. tourism to Tompkins County.
Conference Center – The proposal to redevelop the Tompkins Center for History & Culture – In May
Green Street Garage currently includes a conference 2019, Tompkins County opened the Center for History
center component. Recent feasibility studies indicate that & Culture on the Ithaca Commons. This space includes
a downtown conference center could provide economic the downtown visitors center, CAP Art Space gallery, and
benefits to the county but that such an operation would exhibit space for The History Center. The center has the
require a subsidy to operate. potential to serve as a hub for regional tour operations
and a visitor destination.
Wayfinding Signage – In 2014 the Tompkins County
Chamber of Commerce completed a Wayfinding & Resource Allocation – The Tourism Program relies
Interpretive Signage Plan for the county. on funding from the room tax to support a
While funds have been set aside to variety of programs. The STPB often faces
advance this project, it has not yet difficult choices when preparing
been implemented. In addition, the annual budgets as there are many
expanded network of recreational compelling requests for funding.
trails throughout the County
Short Trip Length –
may require additional signage
Overnight visitors to Tompkins
not considered in the 2014
County typically stay two to
plan. Considering changes in
three days even though they
the use of GPS technology and
have often planned their trips
results from the Visitor Profile
months in advance. It may be
Study (appendix D), the overall
possible to encourage visitors to
scope of this plan should be
B
CV

O:
extend their trips by one or more
evaluated.
OT
PH
nights.
Transportation – One of the most
Rural Communities – A substantial
common frustrations for travelers to Tompkins
portion of Tompkins County is rural in character.
County is the lack of convenient transportation options
Over recent years the Tourism Program has invested in
(appendix D). However, without substantial changes to
various approaches to developing tourism in rural areas
federal and state transportation infrastructure policy,
including through the agriculinary tourism initiative,
the highway and railroad service are unlikely to change
rural beautification, outdoor recreation, and various
any time soon. The City of Ithaca recently began a
grant awards. It is important to recognize that tourism
parking study to examine the availability and pricing of
development in rural areas must be done with attention
public structured and on-street vehicle parking. Work is
to local character and capacity.
PAGE 19
Strategic Opportunities & Limitations (continued)
Emerging Trends & Challenges
While it is impossible to predict the future, there are several emerging trends and issues that may have substantial
effects on tourism in Tompkins County and beyond.

Higher Education Enrollment • Anecdotal evidence suggests that the growth of STR
• Most travel to Tompkins County is related to activity room inventory locally has reduced stays at established
at Cornell University and Ithaca College (appendix D). bed and breakfast businesses in Tompkins County.
Demographic shifts and changes to the perceived value Visitor Readiness & Tourism Training
of higher education will likely affect enrollment. In • Staff in many businesses and occupations encounter
addition, potential legislation affecting college tuition visitors who pose questions about our destination. As
and student loan debt could substantially impact new businesses open and new people begin careers,
demand for higher education. Changes to demand for the need for visitor readiness and tourism training will
higher education have the potential to fundamentally increase. The Tompkins County Workforce NY office has
impact demand for travel to our county. Monitoring partnered with the CVB and DIA to establish the Visitor
trends relating to higher education at the national, Arrival to Departure training program. This program will
regional, and local levels will provide an important need to be promoted to area employers, and its content
indicator for the local tourism economy. will need to be reviewed periodically to ensure accuracy.
Short-Term Rental (STR) Platforms As training methods evolve, new tourism training
• Currently, the vast majority of STR listings in Tompkins programs may be appropriate.
County are on Airbnb, which has an established Chinese & Asian inbound Travelers
voluntary collection agreement for room tax (page • With economic gains over recent decades, the number
7). However, the market for STR listings is highly of Chinese and Asian inbound travelers has increased.
competitive and several other platforms may gain Travelers from China find few signs or instructions
market share in coming years. Depending in their language and employees are often
on changes in the market, the county unfamiliar with cultural expectations of
may consider additional voluntary foreign travelers. It will be important
collection agreements with other to ensure hospitality staff can
platforms or other means of engage with Chinese and Asian
ensuring compliance with the travelers successfully.
room tax law.
• Where full housing units are Cannabis Legalization
permanently converted into • In 2019, New York State
STRs, our community’s housing Legislature considered the
supply shrinks. The increased legalization of cannabis for
popularity and growth of STRs adult recreational use. While
have reduced the availability of this effort was unsuccessful,
B
CV

housing in Ithaca and Tompkins PH

OT
O:
proponents of legalization are
County. The permanent conversion of likely to continue their efforts. It is
housing units to STRs conflicts with the difficult to say how legalization efforts will
county’s efforts to support affordable housing. impact tourism before the state law has been
• Municipal regulation of STRs may impact the passed. Cannabis cultivation has the potential to impact
supply of rooms in coming years. Currently only one our agritourism attractions and agricultural research
municipality has regulated STRs (Village of Cayuga priorities. In addition, it will be important for local
Heights). officials to understand how legalization impacts retail
and public consumption of cannabis.
PAGE 20
 It will be
important to
ensure hospitality
staff can
engage
with Chinese and
Asian travelers
PHOTO: CVB

successfully.

Micro-Mobility & Ride Hailing venues for events and gatherings and communicating
• The range of transportation options in Tompkins climate-related conditions to visitors will be increasingly
County has expanded substantially in recent years important.
as services offered by Lime (pedal bikes, e-bikes, and
Harmful Algal Blooms (HAB) / Cayuga Lake
e-scooters), Uber and Lyft (ride hailing apps) have
Health
become available. While these services may improve
• HABs on Cayuga Lake threaten human health, aquatic
transportation options to some locations, visitors are not
ecosystems, and the viability of lake activities enjoyed by
always aware of their availability and costs. It will be
residents and visitors. Efforts at the state and local levels
important to integrate new transportation options into
are underway to prevent HABs and communicate risks.
visitor-facing resources and tourism training courses.
However, visitors to our county may be unaware of this
Areas with constrained parking may benefit the most by
phenomenon and may be upset by their inability to enjoy
shifting visitor trips away from private automobiles.
swimming or boating on the lake. The relatively small
Climate Change & Extreme Weather number of public beach access areas to Cayuga Lake in
• Climate change and related weather events are Tompkins County increases the impact of HABs related
likely to have adverse consequences on many elements beach closures on our local tourism economy.
of Tompkins County, including tourism. Prolonged
Decline of Traditional Retail
drought, flooding, and extreme temperatures all present
• Over the past several years many traditional retail
unique challenges relating to tourism. Environmental
stores have lost business and closed as evidenced by
changes could threaten the appeal of major attractors
emerging national trends. The growth of e-commerce,
for visitors to Tompkins County. Some locations, such as
shifting consumer habits, and over-development of
the waterfront and Cayuga Inlet, are highly vulnerable
chain stores are among some of the major factors
to extreme weather events. The addition of indoor
PAGE 21
Strategic Opportunities & Limitations (continued)

causing a prolonged decline of retail sales. Ithaca and Living Wage

Tompkins County are not immune to these trends and • Local and state legislation to define or require a
many retailers in our area have struggled to stay open. living wage could have meaningful impacts on the
Historically, shopping had been a top activity for visitors tourism sector. As defined by the 2019 Living Wage
to our area. Study conducted by Alternatives Federal Credit Union,
a living wage is $14.28 per hour for employers that
Mobile Payments / Cashless Economy
provide health insurance. If a living wage were required
• While cash is still used for many transactions, new
by local or state law, employers in the hospitality sector
payment technologies allow consumers to rely more
may face difficult short-term choices regarding hours
heavily on debit cards, credit cards, and mobile devices.
and personnel. Increasing operational costs for lodging
Not all service workers, entertainers, and retailers have
establishments and restaurants may result in higher
the capability to accept non-cash payments for tips
prices for customers.
and purchases. Without the appropriate tools, these
individuals and businesses may miss opportunities to Virtual / Augmented Reality
make sales and earn income. • Technological advancements continue to improve
virtual and augmented reality capability. These emerging
Search Engine Algorithms & Restrictions
media may allow for some unique opportunities to
• Many visitors use online search engines (such
promote our destination and enhance visitor experiences.
as Google) for travel planning. The algorithms that
In addition, improved virtual reality technology may
determine the placement of search results often
provide a way to enhance accessibility to locations that
change without warning—this can affect the visibility
cannot accommodate people with mobility impairments.
of official tourism information in search results, which
Widespread use of augmented reality technology
in turn impacts the way potential travelers retrieve
at destinations in Tompkins County may require
online information. It is not safe to assume that official
enhancements to wireless networks – especially in non-
travel information from the CVB or other sources will
urban locations.
be presented clearly to prospective visitors. It also
presents a challenge to track how information about our Aerial Drones
destination is shared with internet users. Furthermore, • As prices drop and technology improves, small,
censorship systems such as the “Great Firewall of China” remote-controlled aircraft have grown in popularity
limits access to many websites, including those recently. While aerial drones can capture photos
promoting tourism. and videos from unique perspectives at
outdoor events, natural features,
Event Safety and Security
and other locations, their
Costs / Requirements
use may be perceived as a
• State policies are driving
nuisance by visitors. Rules
increasing requirements
and norms regarding their
for security at events. The
operation remain unclear.
costs of increased security
Communicating and
may threaten the viability
enforcing site-specific rules
of some large community
regarding aerial drones may
aphy

events. County-level action

become a growing issue
ogr

may be necessary to consider

hot

for tourism destinations.

all alternatives relating to
P
tin
ar

these changing requirements.

yM
se

Ca
:©
OTO
PH

PAGE 22
GOALS
The following chapter identifies specific goals and actions for the Tompkins
County Tourism Program to accomplish.
Goals in this document are classified into focus areas – these topical categories
provide context on our local tourism development strategy. Our target is to
accomplish the goals described in this section by 2027 or earlier.
Actions are the specific activities that the STPB, Tourism Program, or other
partner organization can perform to advance the goals.

OVERALL GOALS
The following goals broadly support tourism development and promotion. These goals cross over
multiple focus areas.

1 Increase average overnight trip length by one night from 2-3 nights to 3-4 nights

2 Increase average visitor spending by 5% from $366 to $384 per day in established
downtowns and villages

3 Offer indoor and outdoor visitor programming year-round

4 Increase visual and physical access to Cayuga Lake through collaborative efforts
with municipal and private stakeholders

5 Increase the share of new visitors from 24% to 30%

6 Provide accurate information to decision makers on legislation and policies that

affect tourism

7 Continuously refine communication techniques and media to grow awareness of

our destination and its assets

8 Foster collaboration among tourism partners to achieve common goals

PAGE 23
Focus Areas
This plan identifies 15
focus areas for tourism
development in Tompkins Priority:
County. Each is classified primary tourism motivations and issues
facing our destination
into one of four categories:
• Diversity & Inclusion
• Higher Education
• Marketing & Sales
• Outdoor Recreation
• Transportation & Connectivity
• Waterfront

Foundation:
persistent and strong influences on the
tourism sector
• Agriculinary
• Arts & Cultural Heritage
• Downtown Ithaca
• Festivals
• Planning & Evaluation

Emerging:
long-range opportunity to increase
travel demand
• Sports

Destination Services:
efforts to grow our local tourism
economy
• Beautification & Placemaking
• Conferences & Groups
• Visitor Experience

PAGE 24
 priority
Diversity & Inclusion GOALS
Ithaca and Tompkins County have a reputation for welcoming • Maintain and enhance our
people of all backgrounds. The city of Ithaca has affirmed its destination’s appeal to LGBTQIA+
status as a Sanctuary City, and Tompkins County has adopted an audiences
official Diversity Statement. In 2018 the STPB adopted a Diversity • Actively promote our destination to
Statement (appendix C) and reflected this policy through tourism diverse audiences
grant guidelines. Our community has earned recognition as a place
• Establish cultural awareness training
that is accepting and open to all people.
opportunities for tourism sector
Data about our visitors and residents confirm the diversity within
our community. The Visitor Profile Study (appendix D) revealed
that 20% of respondents identified as LGBTQIA+. (This compares Proposed Actions
to approximately 4.5% of the adult • Ensure that photography and video
population in New York State per a used for destination marketing
2017 Gallup survey.) Census data represent our community’s diversity
show that Tompkins County’s racial
• Support local events and attractions
and ethnic diversity compares closely
that celebrate our diversity through
to larger communities and ranks
marketing and promotion
11th among counties in upstate New
York (2017, Simpson Diversity Index). • Identify and develop cultural
awareness training programs for
Moving forward, it will be important
community ambassadors and
to ensure that Tompkins County
hospitality workforce
intentionally includes all people and
welcomes diverse audiences. We • Recruit STPB board members from
will strive to ensure that people of diverse backgrounds
all races, colors, sexual orientations, • Identify accessibility barriers at
gender identities, religions, ages, major visitor attractions and support
nationalities, and abilities feel measures to improve accessibility
welcome when visiting Tompkins • Identify local tourism products which
County. Visitors to our community appeal to diverse audiences
want to feel accepted and see
themselves represented in our • Gather appropriate information
media. about visitor diversity in future
Visitor Profile Studies
We recognize that long-term effort will be required to ensure
that our destination is inclusive to all people. We believe that
supporting diverse visitor groups will enhance local appreciation
for the value of diversity in our community and region.

PAGE 25
Higher Education
Education is the primary economic engine of Tompkins County. Our three key academic institutions – Cornell
University, Ithaca College, and Tompkins Cortland Community College (TC3) – have a combined student enrollment
exceeding 31,000 in the county. Higher education was associated with many primary motivations for travel in the
Visitor Profile Study (appendix D). The study identified 10 specific reasons associated with higher education tourism:
visiting students, college tours, and on-campus activities were the top three.
The county’s high proportion of college students directly affects our tourism market. Annual events such as
orientations, move-in days, parents’ weekends, reunions, and commencements attract large numbers of visitors to
Tompkins County. The demand from these events regularly approaches or exceeds the county’s lodging room supply.
Our county’s higher education institutions offer bountiful options for visitors throughout the year. Cornell University
is often cited among the most picturesque campuses in the nation. In addition to the gorges and waterfalls, the
university includes unique visitor attractors such as the Cornell Botanic Gardens, Herbert F. Johnson Museum of Art,
and the Lab of Ornithology. The institutions also offer performance spaces such as Ithaca College’s Ford Hall, which
was renovated in 2014 and seats over 600. Collegiate athletic events attract participants and spectators for a variety
of competitions. Finally, the institutions attract a substantial amount of business travel for research, meetings, and
campus-related activities.
Looking ahead, several generational and demographic trends relating to higher education should be considered as
they will impact local tourism issues. The decline in the high school student population in upstate New York has caused
college recruitment officials to expand their reach to find prospective students. While many families prioritize college
visits, more families are waiting until a student is admitted before planning a college tour – this has shifted college
visits from summer to the winter and spring.
Every new class of incoming students presents a remarkable tourism opportunity. These students (and their families)
are bound to make trips to Tompkins County for decades to come. The Tourism Program and its partners will seek to
improve visitor experience and leverage our local attractions for higher education visitors.

GOALS Proposed Actions

• Strengthen the • Integrate campus event calendars with Ithaca and identify potential intervention
partnership between CVB & IthacaEvents.com points that would improve connectivity
higher education • Hold quarterly meetings between Cornell • Identify unique large-scale events that
institutions and the University, Ithaca College, TC3, and the can be hosted on-campus when classes
Tompkins County CVB to discuss upcoming events and are not in session (such as Science
Tourism Program coordinate visitor engagement efforts Olympiad)
• Provide all campus • Promote CVB resources to on-campus • Review campus tours and student
visitors with event organizers through on-campus orientation programming to ensure
accurate information meetings and other communication current information about local tourism
about local events, channels and align event timing with assets is accurate
establishments, and academic calendars • Identify off-campus community assets
community resources • Integrate visitor information into that are linked to higher education
• Enhance local on-campus digital signage at high traffic institutions to incorporate into tour
transportation locations itineraries
connections between • Encourage and incentivize event • Engage Cornell University, Ithaca College,
campuses and organizers to align event timing with and TC3 employees with tourism training
downtown Ithaca for academic calendars, where appropriate opportunities such as Visitor Journey A2D
visitors • Assess current transportation options • Connect local hospitality staff with
between campuses and downtown on-campus opportunities to learn from
faculty and guest lecturers
PAGE 26
 PHOTO: CVB
Marketing & Sales
Destination marketing is essential to increasing awareness of Ithaca and Tompkins County as a vibrant and exciting
place to visit year-round. Marketing and advertising are core functions of the CVB.
The CVB markets our county through the VisitIthaca.com website, an annual travel guide publication, social media, and
advertisements in a variety of media (online, radio, print, etc.). The CVB works directly with travel writers and bloggers
to showcase attractions in our county to new audiences. The CVB leverages the local investment in destination
marketing with state matching funds from I NY.
The Visitor Profile Study findings have major significance for destination
GOALS
marketing efforts. The study revealed that many people make travel plans
using information from college websites and knowledge from previous • Build a conference center to host
visits to Ithaca (appendix D). The study showed that most travel is planned events beyond the capacity of our
between one and six months in advance. In addition, the study indicated current meeting spaces
a growing share of repeat visitation (76% compared to 69% in 2009). The • Increase engagement with online
study also provided detailed information about our county’s most typical destination marketing efforts and
travel party types (families and couples). In the coming years, it will be distribution of travel guides
increasingly important to develop communication strategies that reach • Maintain working partnerships
these visitors. with higher education institutions
on destination marketing efforts
One current limitation to our destination sales efforts is the lack of a • Provide support to local tourism
community conference center. While some large meetings can be hosted partners through marketing and
at on-campus venues, these spaces are in high demand for campus-related advertising.
events. Prior studies on the feasibility of a conference center in Tompkins • Increase media impressions and
County have confirmed the viability of this concept. The addition of a social media engagement
conference center would allow our community to attract new tourism
business during off-peak periods.

Proposed Actions
• Promote Tompkins County as an • Focus and refine marketing and opportunities to help local tourism
accessible destination for outdoor advertising efforts for higher edu- partners reach out-of-county audi-
recreation cation-focused visitors. ences
• Promote Ithaca and Tompkins • Build and maintain a library of • Develop a marketing strategy
County as a destination that is attractive imagery and video of focused on connecting with repeat
easy to get to by various modes of Tompkins County’s tourism assets visitors
transportation • Offer annual marketing workshops • Identify and engage markets for
• Promote Tompkins County to tar- and educational resources to local potential new visitors, including
geted and niche audiences such as tourism partners. new niche travel segments
LGBTQIA+ and agriculinary tourists • Develop cooperative advertising
PAGE 27
 Outdoor Recreation
Gorges and waterfalls define the landscape of Tompkins County
and attract the attention of travelers. Our county offers a wealth
of outdoor recreational opportunities from hiking and biking on
local trails to paddling and windsurfing on Cayuga Lake. The
Visitor Profile Study identified visits to gorges and hiking as two
of the top seven most popular visitor activities (appendix D).
Tompkins County contains three state parks, 240 miles of
recreational trails, four local parks along Cayuga Lake, and over
19,000 of acres of state forest land. Several local organizations
help people engage with the environment, such as the Cayuga
Nature Center and Ithaca Children’s Garden. Our county’s unique
outdoor environment is tightly integrated into our history and
culture.
Yet, opportunities remain for our county to improve its appeal
as an outdoor-focused destination. Critical links need to be filled
in our trail network, and public lake access sites are in high
demand. Several goals and actions were identified in the recently
completed Outdoor Recreation Tourism Implementation Plan.
Looking ahead, many questions remain about the maintenance
and stewardship of local outdoor recreational resources.

GOALS
• Maintain and enhance our status as a destination for outdoor
recreation
• Complete the goals and actions in the Outdoor Recreation
Tourism Implementation Plan
• Establish a grant to support capacity building and
organizational development for outdoor recreation focused
entities

Proposed Actions
• Leverage local and regional funding sources to address
maintenance needs of recreational trails and other outdoor
recreational assets
• Engage an external consultant to assess the potential value
of the county’s outdoor recreational assets (e.g. parks, trails,
established events) relative to national trends for future
tourism development
• Identify and engage out of region group tour operators who
can offer destination biking, hiking, paddling, or other extended
outdoor recreation trips in Tompkins County
• Update and implement the Priority Trails Strategy to reflect
PHOTO: Danielle Baker

potential new trail segments and actions for land and water
trails
• Assess the marketing needs for outdoor recreation tourism and
develop a coordinated marketing plan
PAGE 28
Transportation & Connectivity some
Navigating between various destinations is an integral part of any trip,
and visitors to Tompkins County have many options to consider. The Visitor
visitors believe
Profile Study revealed that most of our visitors drive here and many visitors that Tompkins County
who fly in choose to rent a car upon arrival (appendix D). It also showed
that some of our visitors have difficulty navigating our county’s streets.
is not easy to
Automobile traffic on peak visitation days can degrade visitor experience get to
and create unpleasant barriers between parts of the county. This presents some
unique circumstances for considering improvements to visitor transportation.
The Visitor Profile Study confirmed that some visitors believe that Tompkins County is not
easy to get to. While Ithaca has several inter-city bus lines (ShortLine, OurBus, and the Cornell Campus to Campus
services, for example) connecting to New York City and other metro areas, we aren’t served by an interstate highway
or passenger train service. Our strongest inter-city bus connections are to New York City. Improvements to regional
and statewide transportation networks are beyond the scope of this six-year plan and generally beyond the funding
capacity of the Tourism Program.
Tompkins County offers a wide range of transportation services and infrastructure available to visitors, commuters,
and residents. In addition to TCAT bus service, Gadabout, taxis, and Ithaca CarShare, several new transportation
options have recently emerged such as bike sharing (Lime) and app-based ride hailing (Uber and Lyft). The city of
Ithaca offers public structured and on-street parking in downtown and Collegetown and is currently studying its
overall parking strategy.
Looking ahead, the Tourism Program has the capability to leverage local investments to improve transportation for
visitors to our county in alignment with the county’s 2040 Long Range Transportation Plan and other local plans.
Improvements to our community’s wayfinding signage will help visitors find new attractions and navigate without
using a smartphone. The Tourism Program has set aside substantial but partial funding for wayfinding. Enhanced
transit links between core visitor destinations will help to relieve parking demands in downtown Ithaca and on
college campuses.

GOALS Proposed Actions

• Following an evaluation of • Explore and support efforts to • Create a transportation
the plan’s scope, implement establish a downtown Ithaca communication strategy for visitors
the 2014 Wayfinding and intermodal transit center • Coordinate with TCAT and partner
Interpretive Signage Plan • Evaluate ways to enhance visitor municipalities to establish remote
• Refine visitor communication experience at key transportation parking for downtown workers to
regarding transportation terminals, including the airport, improve availability of parking for
options and parking intercity bus depot, and downtown visitors
• Leverage local investments parking garages • Connect existing multi-use trails to
in infrastructure to improve • Support enhanced marketing and improve access to the urban area
visitor transportation options visitor experience efforts for the • Promote active transportation
• Advocate for parking policies airport (walking and biking) as an
that consider and support the • Research how mobility as a service excellent way to explore
needs of visitors options may align with visitor downtown Ithaca, college
transportation needs campuses, and gorges
• Evaluate the creation of a fully
accessible shuttle service between
Cornell University and downtown
Ithaca and other destinations
PAGE 29
PHOTO: hector chang

Waterfront
GOALS
Cayuga Lake is a signature landscape feature that contributes to
• Improve public access for all types
the region’s natural beauty and uniqueness of our county as a
of waterfront experiences, including
tourism destination. Ithaca’s location as a southern gateway to the
walking, gathering places, cafes/sitting
historic statewide Erie Canal has played a significant role in our
areas, boating, running, biking, and
waterfront as both an industrial, transportation, and recreational
pedestrian connections
feature. The community is fortunate to have many public parks along
• Complete the Cayuga Lake Blueway Trail
its waterfront, including Stewart Park, the Newman Municipal Golf
including facilities in Stewart Park, Cass
Course, Cass Park, and Allan H. Treman State Marine Park. Other
Park and elsewhere in Tompkins County
amenities along the waterfront include the popular Ithaca Farmers
• Support improvements to public facilities
Market; Cornell, Ithaca College and community boathouses; and,
along the waterfront including Stewart
the Ithaca Children’s Garden. The six-mile Cayuga Waterfront Trail
Park, Cass Park, the Ithaca Children’s
connects these waterfront destinations for bicyclists, runners and
Garden, and the Ithaca Farmers Market
walkers of all ages and abilities. The waterfront trail forms the heart
of an emerging network of multi-use trails including the eight-mile
Black Diamond Trail and the recently opened Treman Marina Trail. Proposed Actions
• Review existing local waterfront plans
The waterfront has benefited from an active group of non-profit
and identify active development projects
organizations that work with the City to enhance the waterfront.
• Invite development proposal teams to
These include the Friends of Stewart Park, Ithaca Children’s Garden,
present draft plans to STPB members for
Ithaca Youth Bureau, Ithaca Farmers Market, Discover Cayuga Lake,
consideration of issues that affect visitors
Wharton Studio Museum, Cascadilla Boat Club, and the Tompkins
• Assess waterfront sites appropriate for
County Chamber of Commerce.
open space, enhanced public access to
Several waterfront development projects are now underway along Cayuga Lake, trail connections, and other
the Cayuga Inlet, thanks, in large part, to the significant public amenities valued by visitors to Tompkins
investments in the Cayuga Waterfront Trail and other related projects. County
Even with these new facilities and activities, Ithaca’s waterfront • Evaluate opportunities to create and
remains an underdeveloped tourism asset. Nearly four-fifths (80%) expand year-round tourism destinations
of respondents to the Visitor Profile Study reported that they did not along the waterfront
participate in any lake activity. The opportunity to live, work, and • Support efforts to communicate water
enjoy dining and specialized retail activity will enhance the visitor quality issues that affect Cayuga Lake to
experience and vitality of the waterfront area. At the same time, it visitors and residents in a timely manner.
is critical to further enhance public access to the lake and inlet, the • Explore ways to collaboratively promote
Waterfront Trail and all the destinations and amenities along the lake-oriented experiences for visitors.
waterfront while preserving a high standard of water quality.
PAGE 30
 FOUNDATION
Agriculinary
Tompkins County contains a mix of urban and rural places. Agriculinary tourism
represents an opportunity for visitors to experience the best of our area’s agricultural
and culinary offerings. Development of agriculinary tourism provides people with a
chance to experience working landscapes and learn about our community through
its land and food. Tompkins County offers restaurants with a broad range of cuisines
from Ethiopian to Korean and numerous others. TC3 offers hospitality students
unique first-hand experiences through Coltivare – a farm to table restaurant in

B
/CV
downtown Ithaca. The growth of agriculinary tourism increases opportunity for farmers,

ge
va
producers, and restaurants to sell locally sourced foods to new customers.
Sa
onU
li s : Al
PHOTO
Our county has several key agriculinary tourism assets, including the Ithaca Farmers
Market, Cayuga Lake Wine Trail, and the Farm to Fork brand. Following on the 2016 Agriculinary
Tourism Implementation Plan, the Ithaca/Tompkins County CVB created a new position focused on the promotion of
agriculinary tourism and a microgrant program for agriculinary destinations. The Finger Lakes are New York’s most
recognized and awarded cider region. Our county is home to a concentration of craft cider producers – a sector that
we expect to grow in coming years.
Looking ahead, we want to expand the availability of locally produced foods and beverages and increase visitor
opportunities to engage with our local agricultural community. Efforts from a wide range of private partners will
be needed to ensure that Tompkins County maintains its reputation as a destination that offers high-quality, locally
sourced foods and beverages.

GOALS Proposed Actions

• Increase visibility and sales of locally produced food and • Establish branding guidelines for “Farm to
beverage for visitors Fork” partner farms and restaurants
• Enhance our reputation as a destination for agriculinary • Explore the expansion of agriculinary
tourism microgrants to support the agritourism sector
• Build capacity for emerging agriculinary tourism districts • Identify and engage out of region group tour
and attractions through ongoing trainings, workshops, and operators who can offer destination culinary
networking events tours in Tompkins County
• Integrate established agriculinary tourism attractions with • Evaluate the potential for the development of
outdoor recreation opportunities new niche agriculinary tourism themes (such
• Increase traffic on Visit Ithaca - Farm to Fork website as establishing a fiber trail)
• Connect the Ithaca Farmers Market to emerging waterfront • Collaborate with partners to develop packages
development that integrate local chefs, farms, and rural
• Seek media coverage and other opportunities to further lodging
position Ithaca/ Tompkins County as a top agriculinary • Explore improvements to the Ithaca Farmers
tourism destination with a focus on assets such as the area’s Market to expand lake access and attract
burgeoning craft cider industry, quality of craft cider, value customers throughout the year
added agriculture, and scientific research being led by Cornell
PAGE 31
Arts & Cultural Heritage
Artistic and cultural attractions are a key element of many visitors’ experiences in Tompkins County. Indeed, many of
our community’s largest cultural institutions rely on visitors to support a variety of performances, exhibits, and other
artistic programming. A full calendar of cultural events allows us to offer unique and inspiring visitor experiences year-
round.
In 2019 Tompkins County was recognized as the #6 medium-size metropolitan area for arts vibrancy by the National
Center for Arts Research (SMU DataArts, 2019). We are home to a wide variety of theatres, museums, and creative
institutions. Our community’s cultural offerings attract diverse audiences for live performances, exhibitions, and other
events. As a cultural destination, we have been far more successful than most communities of our size.
Over the past five years, Tompkins County has made substantial progress toward advancing heritage tourism. Our
county has a unique history which features early filmmaking and aviation - topics with the potential to attract the
interest of visitors. The recently established Tompkins Center for History & Culture is the cornerstone of heritage
tourism in our community and is the home of partner organizations that represent a broad spectrum of arts and
cultural groups. This new institution will be an important source of collaborative cultural programming in coming
years. Looking ahead, visitors appear to be interested in the development of a college or university related museum in
Tompkins County (appendix D).
Tompkins County seeks to maintain and grow its reputation as a destination for cultural tourism. Our cultural
institutions offer compelling reasons for travelers to discover new experiences and extend the length of their trip.
However, these institutions rely on human talent, inspired marketing, and accessible physical venues to engage our
visitors.

GOALS Proposed Actions

• Increase ticket sales and • Identify and leverage collaborative • Develop a clear communication channel
attendance at cultural marketing opportunities for cultural for all local cultural events (including
attractions in Tompkins organizations those affiliated with our higher
County • Provide digital marketing assistance to education institutions)
• Position cultural events local cultural organizations • Support cultural programming and
and attractions to • Capture and distribute media reflecting marketing geared toward LGBTQIA+
extend trip length the range of cultural offerings available and other diverse audiences
• Maintain our status as in Tompkins County on the CVB • Develop visitor packages that combine
a cultural destination in website, the annual visitor guide, and local food and beverage offerings with
upstate New York other destination promotional material artistic and cultural experiences
• Increase marketing • Evaluate the feasibility of proposals • Evaluate the feasibility of establishing
of arts and cultural that integrate natural areas and permanent museum exhibits focused on
heritage tourism assets outdoor performance (i.e. waterfront Cornell University and Ithaca College
• Focus sales efforts performance venue) at the Tompkins Center for History &
on group tours that • Develop a set of standard metrics Culture
incorporate cultural for all local cultural organizations, • Engage the County Historian to develop
heritage tourism assets including those affiliated with our heritage tourism assets available for
• Develop and implement higher education institutions, to report incorporation into exhibits and tours
a marketing plan for to the community on an annual basis • Identify group tour operators willing to
the Tompkins Center for (consider using Cultural Data Profile include local arts and cultural heritage
History and Culture system) tourism attractions
• Assess IthacaEvents.com website’s
ability to promote and distribute event
information to target audiences
PAGE 32
PHOTO: CVB

Downtown Ithaca
The shops, restaurants, offices, and services clustered around the Ithaca Commons comprise the primary commercial
hub of our community. In addition to its local significance, the Commons is a primary destination for tourists: over
one-third of visitors reported visiting the Ithaca Commons during their last trip (appendix D). In 2015, 40 years after
its creation, the Commons was re-built with new features that made it more inviting as public gathering space. In
addition to new residential and commercial development downtown, two new hotels have recently opened near the
Commons.
The Downtown Ithaca Alliance is the area’s business improvement district and as such provides supplemental services
to preserve and develop the district. The Ithaca Commons is a one-of-a-kind venue for large-scale outdoor events such
as Apple Harvest Festival. The presence of four hotels with a combined total of 575 rooms makes downtown Ithaca the
core of our area’s visitor market and a destination easily accessible to many tourists.
Yet, downtown Ithaca faces distinct challenges regarding tourism. Foot traffic downtown suffers due to the effects of
academic calendars and seasonal slumps in visitor traffic. Data from the Visitor Profile Study suggest that tourist retail
spending has decreased, and that store owners may need to find new and creative ways to engage with shoppers.
Additional opportunities exist to establish a wayfinding program, enhance local transportation options, and upgrade
parking facilities.

GOALS Proposed Actions

• Establish a downtown Ithaca community • Perform a downtown retail market study
conference center • Explore policies and programs that encourage retail-focused events
• Establish downtown Ithaca as the and unique or experiential retail
county’s primary hub for group tours • Encourage the addition of banners and flags throughout downtown
• Strengthen the performance of retail in • Develop a year-round calendar of tours focused on heritage, food,
downtown Ithaca and culture
• Increase the availability of family- • Support City of Ithaca efforts to enhance the visitor experience at
centered entertainment options in downtown parking garages
downtown Ithaca • Establish consistent wayfinding for pedestrians and motorists
• Evaluate options to improve downtown throughout downtown Ithaca
transportation connections to benefit • Engage downtown businesses and employees with tourism training
visitors, downtown employees, and opportunities such as Visitor Journey A2D
residents
PAGE 33
 Festivals
Major events attract visitors, generate publicity, and
create community excitement. Festivals help us present
all aspects of our community and express our local
cultures. Festivals can also provide economic benefits to
vendors, food establishments, and hotels.
DIA operates the Tompkins Festivals program, which
supports event organizers throughout the county.
Program staff consult with organizers of large events,
offer workshops for event organizers, and operate an
PHOTO: Maddy Walsh

equipment rental service. The Tourism Program has

supported dozens of events and festivals through various
grants.
The demands placed on event organizers change
frequently. For instance, recent concerns about safety
have led to increased security mandates for some
organizers. In order to ensure that Tompkins County can
offer a robust calendar of events and festivals, ongoing
education of event organizers is needed.

GOALS
PHOTO: Southside Community Center

• Support event organizers with accurate educational

materials and equipment rental
• Increase visitor attendance at festivals
• Support the development of festivals that have the
potential to extend trip length

Proposed Actions
• Annually evaluate the need to add or replace rental
items in the Tompkins Festivals equipment rental
inventory
• Annually review local regulatory issues affecting event
organizers
• Provide annual workshops and educational materials
for event organizers
PHOTO: ©Casey Martin Photography

PAGE 34
Planning & Evaluation
Planning and evaluation is the foundation on which the Tompkins County

we
Tourism Program is built and sustained.
Evaluation is ongoing work that tests aspects of the program for

support
performance and continued relevance. Evaluation forms the basis
from which we make improvements to the program whether through
suggested discussions with a partner or by changing portions of the
program. This may happen through tweaks, substantial changes, or
even elimination of program elements. the health of
Planning is ongoing as well. It responds to changes in the market
landscape and in making predictive decisions about the direction of
our tourism
the program. In planning we support the health of our tourism industry
as well as our community’s assets for the betterment of the lives of our
industry
citizens as we work to align the two.
The STPB Planning & Evaluation Committee (P&E) does the formative work around
the parts of the long-range plan, bringing them to implementation. Its recommendations are brought to the STPB for
consideration as issues arise.

GOALS
• Update the Visitor Profile Study every five years
• Provide consistent reporting guidance for partner organizations and grant recipients
• Annually identify local and state issues where education and advocacy may be appropriate based on the goals of
this plan
• Periodically review how to balance support for legacy partners and new partners
• Review the STPB bylaws every three years

Proposed Actions
• Establish a line item in the Tourism Program budget to ensure regular funding is available to perform updated
market evaluations
• Consider appropriate demographic questions to include in future Visitor Profile Studies, especially regarding diversity
• Determine annual priorities for evaluation at the first P&E Committee meeting of each year
• Review proposed local, state, and federal legislation, policies, and programs affecting tourism annually before July;
where appropriate, the P&E Committee will recommend board action for advocacy
• Engage the STPB in education and advocacy efforts focused on local and state government as deemed necessary by
the P&E Committee
• Develop a policy to balance the needs of legacy partners and new partners and offer guidance for organizations
seeking Tourism Program support
• Establish and define key indicators to be included consistently in grant reports to STPB
• Establish and distribute guidance on measuring event attendance for partner organizations
• Establish guidance on positive environmental practices for tourism partners
• Provide a progress report on goals in the Strategic Tourism Plan to the STPB every two years

PAGE 35
 EMERGING
SPORTS
Sports tourism holds the potential to attract new audiences of athletes and spectators to Tompkins County. Except
for college sporting events, this tourism market has been largely overlooked. Tompkins County has the fundamental
elements necessary to host additional individual and team sporting events in all four seasons.
Currently, Cornell University and Ithaca College host a wide variety of college athletic events on their campuses. Our
scenic state and local parks offer unique venues for outdoor events, such as the Cayuga Lake Triathlon. A recent grant
was awarded to support improvements to the ice rink at Cass Park. However, many regional youth and adult athletic
events secure facilities outside Tompkins County.
In order to unlock this potential, key investments are needed to enhance the quality and availability of playing fields.
Improvements to local playing fields will benefit residents as well as visitors. The improvement of sports tourism
should appeal to families with children – the largest travel party type identified by the Visitor Profile Study (appendix
D). In addition, deeper partnerships between local event organizers and campus athletic departments will be necessary
to increase the public benefits of the collegiate facilities in Tompkins County.

GOALS
• Strengthen partnerships with
colleges to host sporting events
on campuses
• Attract new annual sporting
events to Tompkins County

Proposed Actions
• Identify and engage sporting
event organizers interested
in hosting events in Tompkins
County
• Evaluate the feasibility and
costs of upgrading municipal
sports fields to be capable of
hosting larger events
PHOTO: Jamie Love

PAGE 36
Destination
Services
Beautification & Placemaking
Investments in the appearance and functionality of public spaces are vital to ensure that these
locations attract visitors and residents. The aesthetic visual quality of our county’s public spaces has
a major influence on visitor experience and resident satisfaction. The presence of benches, lighting,
public art, wastebaskets, and bollards can transform public
spaces and lead to community-wide benefits.
The Tompkins County Tourism Program has supported
a countywide Beautification program through
a collaborative effort between the Cornell
Cooperative Extension of Tompkins County,
DIA, and the Tompkins County Chamber of
Commerce. This program has leveraged the
efforts and enthusiasm of dozens of volunteers

PHOTO: DCo
and sponsors since its establishment in
2002. The 2016 Beautification, Signage, and

r n el
Public Art Strategic Plan defined goals and

l Co
actions for this program. The plan also defined

o p er
locations for plantings in the city of Ithaca and

at
ive
E
xt
throughout the county. Recently, CAP identified the no
io
en
s

“Tompkins Giant” as the theme for a series of public ins C

f To
m pk
art installations imagined for the area. unty o

Looking ahead, it will be important to ensure that beautification

and placemaking efforts supported through the Tourism Program align with destinations of interest
to visitors. The long-term viability of this program depends on the strength of the partnerships that
support its ongoing work.
New approaches may be necessary to enhance public spaces in different settings. (For instance,
large planter boxes installed on the Ithaca Commons may not fit on narrower sidewalks in other
neighborhoods.) In some situations, it may be appropriate to use low-cost, temporary measures
to test the viability of enhancements to public spaces. This approach is sometimes called “tactical
placemaking,” and it has the potential to enhance our visitor experience.

PAGE 37
Beautification & Placemaking (continued)

GOALS Proposed Actions

• Maintain attractive plantings and • Annually review the planters and public spaces maintained by partner
well-maintained public spaces at key organizations and prioritize locations relevant to visitor experience and
visitor destinations, including the established development nodes
Ithaca Commons, Collegetown, the • Review and update the Beautification, Signage, and Public Art Strategic
Waterfront, and along Route 13 Plan
• Build upon municipal partnerships • Review and document beautification practices in comparable cities and
to support beautification and place- counties to identify best practices
making efforts through financial and • Engage municipal partners considering modifications to public spaces
in-kind assistance to ensure long- to ensure that tourism-supportive features are incorporated
term program sustainability • Identify locations where tactical placemaking efforts could enhance
• Increase volunteer and sponsor visitor experience and engage municipalities regarding implementation
engagement with the Beautification • Support the establishment and maintenance of public art in locations
program with heavy visitor traffic
• Commission high-quality public art • Promote public art installations in Tompkins County
consistent with the Tompkins Giant • Support beautification improvements in rural communities
theme in locations with high visibil- • Advocate for trimming of trees and shrubs that impair views of Cayuga
ity to visitors Lake and local waterfalls
• Establish a process to support tac-
tical placemaking efforts that have
potential to enhance visitor expe-
riences in communities throughout
the county promote
public art
installations

PHOTO: Casey Martin

PAGE 38
Conferences & Groups
As Tompkins County’s supply of accommodation options has expanded in GOALS
recent years, the addition of new conferences and group tour bookings • Increase conference and group tour
will be vital to ensure the stability of the hospitality sector. Visitors business during mid-week and off-
associated with conferences and groups often travel during off-peak days peak season
and seasons and bring business to hotels, restaurants, attractions, and • Enhance the visibility of our
retailers. destination to group tour operators
While our county currently lacks a conference center, we offer unique
spaces for meeting planners, including locations on the campuses of Proposed Actions
Cornell University and Ithaca College. Efforts to explore the viability of • Leverage airport connections to grow
a new community conference center in downtown Ithaca are underway. niche meeting and retreat business
A conference center would allow our community to host events that • Build the association market (state,
currently conflict with academic schedules or don’t fit into our current regional and national)
meeting space inventory. In addition, Tompkins County can attract niche • Host an industry conference to gain
travel groups such as those focused on wellness and yoga. exposure to domestic tour companies
The ongoing expansion of the Ithaca Tompkins International Airport • Grow international visitation to
will likely result in the establishment of new direct airline routes – and Tompkins County
potentially lead to opportunities to attract new business meetings to our • Leverage regional partners to create
county. Enhanced partnerships between the CVB and our higher education fresh tour product to increase
institutions hold the potential to attract new conferences to our county. overnight trips
Continued engagement with tour operators will improve the desirability • Identify and engage niche group
of Ithaca and Tompkins County as a destination for organized groups. travel opportunities

Visitor Experience
Sometimes, travel can be a confusing, frustrating, and stressful Proposed Actions
experience. Travelers often need access to accurate information, essential
• Research and deploy integrated
services, and personalized assistance to enjoy their journeys.
communication systems to share
The CVB operates three visitor centers in the county. In addition, CVB staff up-to-date information with visitors
answer visitor questions over the phone and via online chat. Through a and front-line tourism staff (i.e. SMS
partnership with the Tompkins County Workforce Development Board, the or push notifications)
CVB offers Visitor Journey Arrival to Departure (A2D) ambassador training. • Evaluate ways to enhance visitor
This program supports tourism training for front-line hospitality staff and experience at key transportation
other community members who wish to engage more effectively with terminals, including the airport,
visitors. intercity bus depot, and downtown
parking garages
The Visitor Profile Study indicated that our visitors are remarkably
• Refine and expand tourism training
satisfied with their trips to Tompkins County (appendix D). However, it will
programming offered through Visitor
be important to stay up to date with consumer technology, understand
Journey A2D
visitor preferences, and respond to new inquiries to maintain this level of
• Research personal concierge service
satisfaction.
technology systems
GOALS • Continue to engage with visitors
• Increase visitor satisfaction outside of visitor center facilities
• Increase total visitor engagement at visitors centers and online
• Increase the number of Visitor Journey A2D participants

PAGE 39
 Tompkins County
Tourism partners (listed alphabetically)

Core Tourism Program Partners

• Community Arts Partnership
• Cornell Cooperative Extension of Tompkins County
• Downtown Ithaca Alliance
• Tompkins Center for History and Culture
• Tompkins County Area Development
• Tompkins County Chamber of Commerce – Ithaca/
Tompkins County Convention & Visitors Bureau
• Tompkins County Historian
• Tompkins County Workforce Development Board

Higher Education Partners

TO
:C
VB • Cornell University
PHO
• Ithaca College
• Tompkins Cortland Community College

Local, Regional & State Partners

• Cayuga Lake Scenic Byway • Local Retailers
• Cayuga Lake Wine Trail • Local Transportation Providers
• City of Ithaca • NYS Parks, Recreation & Historic
• Discovery Trail Preservation
• Finger Lakes Beer Trail • Past Tourism Program Grant Recipients
• Finger Lakes Land Trust • Regional Media Outlets (TV, print,
• Finger Lakes Regional Tourism Council radio, online, etc.)
• Finger Lakes Tourism Alliance • Regional Tourism Promotion Agencies
• Hotels, Motels, Inns & B&Bs • Tour Operators
• Ithaca Farmers Market • Tompkins County Area Transit
• Ithaca Tompkins International Airport • Tompkins County Parks & Trails
• I NY (Empire State Development) Network
• Local Restaurants • Towns & Villages in Tompkins County

PAGE 40
Glossary
Action Housing & Economic
• Specific activities which will advance one or more Development (HED) Committee
goals • The HED Committee reports to the Tompkins County
• See page 23 Legislature. The STPB reports to the HED Committee,
which makes recommendations to the Legislature.
Convention & Visitors Bureau Committee assignments are subject to change at the
(CVB) discretion of the Legislature.
• AKA “Visit Ithaca”
• The Ithaca/Tompkins County CVB is a division of I NY
the Tompkins County Chamber of Commerce. It is • AKA “Empire State Development”
the official Tourism Promotion Agency for Tompkins • Official New York State Destination Marketing
County. The CVB has three primary departments: Organization
marketing, group sales, and visitor experience.
Visit Ithaca serves as the destination marketing Hotel Room Occupancy Tax
organization for Tompkins County. • AKA “Room Tax,” “Bed Tax,” “Lodging Tax” etc.
• A tax paid by visitors to Tompkins County who
Core Tourism Program Partners stay in hotels, motels, and bed and breakfast
• Entities that participate in the annual room tax establishments. The tax rate is 5% of the daily rate
budget development. These organizations receive for all lodging properties with 11 or more rooms
annual funding to assist the Tourism Program. Each and 3% of the daily rate for all smaller lodging
entity prepares an annual work plan and budget properties. The law describes specific exemptions
request for review by the STPB Budget Committee. for permanent residents and tax-exempt guests.
• See page 40 Tompkins County first levied a hotel tax in 1986.
The tax rate was increased in 1989 and 2001. The
Destination Marketing tax is remitted quarterly.
Organization (DMO) • See appendix B / County L.L. No. 4-1989 –
• AKA “Convention & Visitors Bureau” https://ecode360.com/8412617
• A generic term for the organization responsible for
the promotion and marketing of tourism activities Strategic Tourism Planning
for a specific location. For example, I NY is the Board (STPB)
DMO for New York State. • Advisory board to the Tompkins County Legislature
on all matters relating to tourism. The STPB is the
Focus Areas formal advisory board charged by the Tompkins
• Thematic categories for goals and actions County Legislature with providing oversight and
• See page 24 strategic direction for tourism initiatives that
promote economic development and enhance the
Goal quality of life for residents in Tompkins County. The
• Results and outcomes sought by the Tourism
STPB was established in 1998.
Program. All goals in this plan are aligned with one
or more values. Most goals are organized by focus
area.
• See page 23

PAGE 41
Tompkins Center for History & Value
Culture • Highest-level description of the STPB and Tourism
• Established in 2019, this facility serves as the Program’s mission
home to The History Center in Tompkins County, • See page 13
Community Arts Partnership, the CVB’s downtown
visitor center, Discovery Trail, Wharton Studio Visitor
Museum, Dorothy Cotton Institute, Discover Cayuga • AKA Tourist
Lake, and other nonprofit organizations. • A person whose home is located at least 50 miles
from Tompkins County
Tompkins County Tourism
Program Visitor Journey Arrival to
• The official name of the overall program funded by Departure (A2D)
the hotel room occupancy tax. • A tourism training program for front-line hospitality
staff and community members operated by the CVB
Tourism Marketing and the Workforce Development Board. The A2D
• Activities that entice visitors to travel to Tompkins training program launched in 2018 and replaced the
County. Marketing activities include identification Hospitality Star program.
of potential visitors, market research, advertising
campaigns, public relations, social media campaigns, Visitor Profile Study
group sales, conference and meeting sales, and • Research conducted in 2018 and 2019 to provide
visitor center operations. insight related to overnight visitors to our county.
• The STPB has established a budget policy that The study was performed by JLL on behalf of the
allocates 60% of the available hotel room occupancy CVB and the Tourism Program using online and
tax to marketing annually (appendix C). in-person intercept surveys. The results of the study
serve as a foundational element for the Strategic
Tourism Product Development Tourism Plan. The previous study was completed in
• Activities that enhance the attractions, amenities, 2009.
services, venues, events, and other features • See appendix D and pages 14-15
that bring visitors to our community. Product
development activities can include feasibility Voluntary Collection Agreement
studies of potential improvements, grants to • An agreement between Tompkins County and
support festivals, capital improvements, and general Airbnb, Inc. for the collection of hotel room
operating support for local organizations. occupancy taxes. In July 2016, Tompkins County
• The STPB has established a policy that allocates 40% became the first county in New York State to enter
of the available hotel room occupancy tax toward into such an agreement.
product development annually (appendix C).

Tourism Promotion Agency (TPA)

• AKA “Destination Marketing Organization”
• County-designated organization eligible for
matching funds from I NY

PAGE 42
Appendix
A. Proposed Actions and Measures

B. Hotel Room Occupancy Tax Law

C. STPB Policies

D. 2019 Visitor Profile Study

E. Community Survey Results & Stakeholder Meeting

F. Public Comments and Responses

PAGE 43