Dynamic Variation:

GOAL 1  |  GOAL 2  |  GOAL 3  |  GOAL 4


Strategic Goal #3: Support infrastructure development that supports residents and visitors

By supporting infrastructure development that benefits the vitality of the community for residents and visitors, the Outer Banks will be addressing multiple needs. This goal will take a collaborative effort to realize, however the benefits to the Outer Banks will span generations as the OBX will become more accessible and sustainable both economically and environmentally.


3a. Partner with municipalities, counties, the region, and state to ensure infrastructure and development initiatives consider sustainability, resident and visitor needs.

OBVB Role: Lead
Other Organizations: Sustainability Committee and Resident Advisory Panel members, and elected officials from various jurisdictions.
Timeline: 2025-2033

Success Metrics: Tourism involvement and influence on infrastructure/development initiatives, development of an advocacy/legislative agenda with succinct goals (by the tourism board, with input from task force, sustainability committee and resident advisory panels).

Considerations: Considerable education must go into understanding all the players and issues related to infrastructure/ development before developing an advocacy or legislative agenda. It will also take time to align with the principles you want to promote.

Desired Result: Infrastructure that prepares for future generations and aligns with the vision and needs of the Outer Banks.

3b. Partner with the Outer Banks Chamber of Commerce to develop a diverse talent attraction campaign.

OBVB Role: Convener
Other Organizations: Outer Banks Chamber, plus other interested business groups
Timeline: Subject to when other partners are ready to take this on, but likely 2026 or beyond when the housing is there for new workers.

Success Metrics: Numbers from the Bureau of Economic Analysis and Bureau of Labor Statistics.

Considerations: May need the help of your agency to identify channels to reach prospective talent and presentation of the ideas.

Desired Result: The creation of more skilled and higher paying jobs, along with a sufficient workforce to fulfill the needs of the tourism and business sector.

3c. Continue to pursue development of an Event Center, while considering the ideal management scenario.

OBVB Role: Lead
Timeline: Immediate (2023 and ongoing)

Success Metrics: Once the center is up and running you can set goals for building occupancy, number of events, revenue earned, etc.

Considerations: Determine if the event center is to be self-managed or managed by a third-party operator. Determine funding for the operations during start-up and a fund for ongoing maintenance and upkeep.

Desired Result: Opportunity to diversify the visitor economy during shoulder seasons.

3d. Improve accessibility for people of all age groups and abilities.

OBVB Role: Convener
Other Organizations: NC Department of Health and Human Services (Access NC), Kitty Hawk Fire Department, OBX Beach Mobility, others offering accessible services
Timeline: 2025 and beyond

Success Metrics: Inventory of services and products completed, database of resources posted where industry partners and visitors can access them.

Considerations: The State does Access NC publication, but it has not been updated since 2015. Check with them on plans for an update and any changes they would recommend if you were to do your own version.

Desired Result: Be a more inclusive community.

3e. Undertake a density study as part of a capacity management plan.

OBVB Role: Advocate
Other Organizations: NCDOT, Dare County, Currituck County and local Transportation Advisory Boards
Timeline: 2026 or beyond

Success Metrics: Plan funded and completed, recommendations established for future changes and improvements.

Considerations: n/a

Desired Result: Understanding the limitations of welcoming visitors and implementing appropriate solutions.

3f. Support a pedestrian safety plan to understand the different mobility needs in the Outer Banks.

OBVB Role: Advocate
Other Organizations: NCDOT, Dare County, municipalities, and Transportation Advisory Board
Timeline: 2026 or beyond

Success Metrics: Plan funded and completed, recommendations established for future changes and improvements.

Considerations: This could potentially be done as part of the density study noted in 3.e, particularly if this is going to have a transportation focus.

Desired Result: Data-driven research to drive pedestrian-friendly investment and development.

3g. Advocate for initiatives that will help maintain and preserve the vitality of our shorelines.

OBVB Role: Advocate
Other Organizations: Coastal Studies Institute, UNC’s Institute of Marine Sciences, NC Department of Environmental Quality or other research or service providers
Timeline: 2024 and ongoing

Success Metrics: Identification of a research partner who could do a shoreline study to get a baseline of where things are and improvements that are needed, followed by funding identified for improvements.

Considerations: Get your sustainability committee to suggest organizations that are most vested in (and knowledgeable about) shoreline issues. If money is already set aside for beach renourishment, see about reserving some of those funds for shoreline improvements. This could end up being one of the more impactful pieces of this plan to ensure sustainability well into the future.

Desired Result: Ongoing care and protection of our natural resources.