Meeting
Room A, Town Hall
Present: Bill Dougal/EDC, Hunter O’Hanian/EDC,
Candice Collins-Boden/Chamber, Peter Bez/VSB, Judy Cicero/Chamber, Gabby
Hanna/PBG, Ewa Nogiec, Acting Assistant Town Manager/Grant Administrator
Michelle Jarusiewicz
Creation of a Destination Marketing Organization
[DMO]
Ongoing discussion regarding
the creation of a Destination Marketing Organization [DMO] as if no
organization existed – what would be needed:
Mission:
(1) Market Provincetown to the world via many
avenues and work with the Town to take care of visitors while they are here.
(2) Increase and sustain Provincetown tourism
volume and improve the overall image of Provincetown. Promote positive image.
(3) Develop specific image of Provincetown;
marketing.
(4) Enhance current model.
(5) Organized and consolidated information of
Provincetown.
(6) Provincetown – leading destination
(7) The DMO is private/public partnership which
markets Provincetown to world as a leading destination. To increase and sustain
tourism volume and provide organized and consolidated information along with
visitor services.
Structure:
Reps: 3 advisory committees 25
member board
Town of Provincetown membership vs. no-membership
Retail
Restaurants
Accommodations
Arts & Culture
Eco-tourism
Media
Non-profits [health, human]
Waterfront
Transportation
Financial
Real Estate
At large
Staff: Non-profit 501(c) 6
[Cambridge] or 501 (c) 3?
In ideal world….
Executive director
Deputy Director
Marketing staff
Designer
Visitor Services
PR
Events
Bookkeeper
Support Staff
Town of Provincetown would
allow use of town-owned space
Budget:
In ideal world….
Personnel $350,000
& Services $500,000
Marketing $1,000,000 total
approximately $2,000,000
Revenue:
Town/Room tax revenue $425,000
State/grants $250,000
MOTT, MCC, EDC,…
Corporate Sponsorships $50,000
- $100,000
Events $100,000
Advertising $70,000
Membership dues $80,000
total approximately $1,000,000
Big shortfall, but numbers
can work if phased in over 5 years; staff begins at about ½, some of marketing
is in-kind, etc. Rough business plan is needed with basic assumptions.
Assuming that we can make
the numbers work, is it a better model than the current structure?
In the perfect world, yes,
because….
Ø
Joint effort
Ø
Consolidated
Ø
Everyone working from
the same page
Ø
Not fractured
Ø
United vision for
Provincetown
Ø
Stronger entity
Barriers to making this
work:
q Money
q Trust
q Right staff
q Redefined roles [Chamber, PBG, VSB]
q Dissolution/evolution of VSB
Next meeting, Monday, March
13, 2006, 2:00 pm:
Agenda:
Draft business plan [Gabby
Hanna]
What would reconfigured
groups do? Value to membership?