Newfoundland and Labrador Product Development Strategy

- 229 -Given the kind of budget required to ‘do it right’, it is not realistic to support a lot of regionalDMOs. Fewer, larger is better than many, smaller. Considering the size of the province, setagainst the need to do a few well, we recommend a maximum of five regional DMOs, asfollows:o Avalon – Avalon Peninsula (The ACVB is already in place.)o Eastern – Bonavista and Burin peninsulas, Terra Nova and Eastport Peninsulao Central – Central region and South Coasto Western – Western region and South Coast of Labradoro Labrador – rest of Labrador‘Fuzzy’ BordersNote that we have linked Terra Nova and Eastport Peninsula into the Eastern Region rather thanCentral, as there are stronger natural linkages here, and this idea has been suggested by a numberof people.We strongly recommend that the borders of the region be ‘soft’ or ‘fuzzy’. It should be up totourism operators to work with the DMOs they choose, even if their location doesn’t exactly fit.Business decisions should govern, not lines on a map!Industry Investors and Champions are Needed to Lead the EffortAt present, the people that are actively involved in most RTAs are not tourism operators; theyare, in the main, people employed to serve and support the tourism industry. They are not thepeople that will invest in its programs. We need to get the investors to the table, as well as thosein the industry that are looked up to and who will agree to champion the program.The boards of directors should be mainly the investors in the programs. In fact, participation inthe DMO’s programs should be a pre-condition of board membership, except perhaps forrepresentatives of key supporting organizations.A successful DMO is a ‘partner-driven’ organization, rather than a ‘member-driven’ one. This ismore about working together in a competitive marketplace than about democracy. It has to beabout getting more business, and a partnership approach is the only way that can be made tohappen.A ‘Critical Mass’ of Resources is NecessaryAn effective DMO requires a significant budget, strong, industry-based board and committeesand professional staff. These are fundamental to the organization’s ability to develop programsthat will attract the active participation of sceptical tourism operators.We propose that each of them be provided with funding sufficient to attract and keep one ormore professional, seasoned staff. Additionally we propose that each of them be provided withTHE ECONOMIC PLANNING GROUP of Canada Newfoundland & Labrador Tourism Product DevelopmentD. W. Knight Associates Strategy and Accommodation Needs Study