Regional tourism efforts yield the most bang for R.I. bucks

A recent editorial in the Providence Business News (“Tourism fiefdoms are relics to relinquish,” May 14, 2012) called for the consolidation of Rhode Island’s tourism efforts into one statewide agency. While the editorial’s hypothesis claims consolidation would save Rhode Island money, such a strategy would in fact cost the state potential tax revenue.
Faced with a harsh economic landscape, Rhode Island must look for ways to streamline practices and introduce new efficiencies. However, tourism is simply the wrong place to look. We are a powerful economic engine for Rhode Island.
Consider a 2011 report from Global Insights that stated that $374 million in tax revenue was generated by the travel and tourism sector in Rhode Island in 2010. And, as the region and the nation have only inched their way out of the economic doldrums, the tourism sector in Rhode Island has recently seen robust growth. Based on a key indicator, hotel-tax collections, we have realized significant gains in revenue generated at hotels over the past 18 months. This hasn’t happened by accident, it is, in large part, due to targeted and strategic programs implemented by the state’s regional tourism organizations.
The regional tourism model that Rhode Island adheres to, in which there is one, umbrella-like state tourism office and different regional agencies throughout the area, is considered a “best practice” in our industry and has been adopted by virtually every state, particularly those with meeting and convention offerings. Ideally, tourism branding is coordinated at the state level but tourism promotion and product development is done at the local level.
Because Rhode Island’s state tourism budget is among the lowest in the United States, the tourism regions work collaboratively to support statewide initiatives even more strongly, as we attempt to fill the void left by an underfunded state tourism effort. This includes: participating at trade shows; hosting in-state events and familiarization tours for tour operators and media; presenting out-of-state educational events in key markets such as New York, Boston and Chicago; and collaborating on tourism research projects.
In addition to working together with the state tourism office, we are all experts in our own geographic area and highlight different aspects of our communities to our own respective key feeder markets.
As destination-marketing experts, our core mission is to connect the visitors to local businesses. We need “boots on the ground,” interacting daily with hotels, restaurants, arts organizations, media, attractions, transportation companies and all of those businesses and individuals integral to the growth of tourism in Rhode Island. &#8226 Providence Restaurant Weeks began seven years ago as a marketing initiative designed to promote local restaurants. Today, the program runs twice a year and encompasses nearly 100 restaurants from across the state.
&#8226 Newport has developed a comprehensive and successful marketing effort to brand itself as a premier “destination-wedding” location.
&#8226 The Blackstone Valley has created original programs such as the Polar Express and the popular Riverboat Explorer tours.
&#8226 South County has developed a campaign that highlights its rich history and seaside beauty.
&#8226 Warwick successfully markets itself as “the Crossroads of Southern New England,” a transportation hub.
&#8226 And Block Island has partnered with a local artist on an innovative promotion aimed at steering visitors to the island’s extraordinary natural resources.
These are just a few examples of the geographically specific programming being done at the regional level, programs that not only benefit visitors but also greatly enhance the quality of life that Rhode Island residents enjoy.
Additionally, both Providence/Warwick and Newport have strong meeting and convention sales and marketing programs, which are not typically handled at the statewide level. Attracting this lucrative business to the state in an extremely competitive national landscape requires an in-depth knowledge of both the meetings industry and how local product offerings match the requirements of individual planners.
While consolidation of tourism agencies may seem like a logical cost-cutting measure, it will weaken a successful, productive system and decimate product development and programming that has been built over years of hard work. It will hurt the state’s businesses and – ultimately – the Rhode Island taxpayer.
In order to achieve maximum success we need to ensure adequate funding for a statewide branding effort while maintaining the successful regional tourism system that currently exists. &#8226


Martha Sheridan is the president and CEO of the Providence Warwick Convention and Visitors Bureau.

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