Community-Based Tourism Development

in Puerto Plata, Dominican Republic: A Retrospective

Jarrett Creasy

Jessica Elisberg

David Hall

Eric Lin

Table of Contents

Executive Summary…………………………………………….….…………….…..1

Background of the Project………………………………...…..……..........................3

Vignettes…………………………………………………..……….……...…………6

a. First Presentation in Puerto Plata……………………….…..…………...6

b. Post-Trip Debriefing Meeting (#1)………………..…...…..…...........…..8

c. Randy’s Journey……………………………………..….……….……..10

d. Post-Trip Debriefing Meeting (#2)………………..…….…….....….….12

Analysis……………………………………………….……..………..……...…….14

Conclusions…………………………………………………..….……..…………..18

Attachment A: Visitor Survey Analysis

Attachment B: Operations Manual

Executive Summary

The following is an overview of a community-based tourism project conducted in Puerto

Plata, Dominican Republic. This Capstone team provided technical assistance to stakeholders in

Puerto Plata on behalf of Solimar International, a tourism development consulting firm based in

Washington, DC. The team’s work supported the creation of a market/festival event designed to

promote tourism while generating income and employment for local communities. This project

included two separate trips to the Dominican Republic, wherein the scope of our support

activities was modified. Initial plans to provide basic business development services for the

stakeholders were deemed unnecessary after observing their pre-existing level of capacity, and it

was agreed that a more useful contribution could be made by assisting in the planning and

implementation of the tourism product. To this end, the Capstone team authored an extensive

operational manual for conducting market and festival events in Puerto Plata’s central plaza,

conducted a visitor demand analysis of tourism products based on 174 surveys collected from 13

hotels to assist in the design of the product, and consulted with local stakeholders through

numerous dialogues and presentations while in the Dominican Republic (attached as

Appendices).

This retrospective reflects the successes and challenges faced in the many different

phases of the development practice, ranging from consistent miscommunication to the hindrance

of donor regulations. A series of vignettes brings out themes of problematic power relationships

with contested leadership roles, miscommunication between donor agency, contractor, and local

stakeholders, and suspicious local partners. Despite such challenges, the Capstone team was able

to produce successful results and concrete steps for follow-up and improvement. The group also

concluded from this experience that donor regulations should allow for budgetary support of 1

government institutions. This example demonstrates that a government institution can be the

most efficient and legitimate local actor through which to fund development projects.

2

Background

The following is intended to provide insight on the issues faced by a group of graduate

students who were contracted to work on the development of a USAID-funded project on the

North Coast of Hispaniola in Puerto Plata, Dominican Republic. During the course of this

project, it was observed that the organizational regulations, communication, and relationships

amongst the project’s many partners often threatened to hinder the most efficient and effective

methods for achieving the project’s goals. Through this report, we hope to illustrate the way in

which well-intentioned regulations and interactions inadvertently construct obstacles to a

project’s development on the ground.

Following a highly successful period of growth from 1981-2000, the tourism sector in

Puerto Plata began to suffer a substantial decline, with tourist arrivals dropping to levels not seen

in over 18 years. This was largely due to growing competition from other destinations in the

Dominican Republic and the Caribbean and has recently been compounded by the global

economic downturn. As tourism plays a vital role in Puerto Plata’s economy, this decline is an

issue that can be felt across numerous sectors of the community and the local economy. In order

to address these concerns, USAID and local tourism actors formed a partnership to revitalize

tourism in Puerto Plata through creative means.

USAID awarded Chemonics International with a contract to create regional tourism

clusters, following a previously successful model of tourism promotion, to coordinate and plan

new tourism initiatives and products. In some form, the Cultural Tourism Cluster of Puerto Plata

(the Cluster) has been operational since 2002; for this project it has served as the central

beneficiary organization. In addition to donor support and private sector donations, the cluster

3

collects membership dues to meet its financial requirements.1 With the recent economic crisis

and the ensuing decline in tourist arrivals, the Cluster has taken on a greater responsibility for

leading a rebranding campaign to revitalize tourism in Puerto Plata. That being said, the Cluster

has not produced sufficiently tangible results for their member constituencies, and the members

are becoming restless.

Recently a small consulting firm called Solimar International, which specializes in

community based tourism and ecotourism for economic development, was awarded the contract

formerly held by Chemonics to manage tourism promotion in the Dominican Republic, including

the North Coast program. Solimar contracted the writers of this report to consult on a business

plan for the project to revitalize the city center of Puerto Plata by developing tourist attractions in

and around the “Plaza Independencia.” This was done with the Cluster on behalf of the

Dominican Sustainable Tourism Alliance (DSTA), the organization through which USAID

provides its tourism development funding.2 Upon arrival, the team was introduced to DSTA in-

country staff (a French international based on the southern coast of the island), members of the

Cluster, and most importantly the director of the local government’s Municipal Office of the

Historical Center (OM-CH in Spanish).

This group of consultants quickly realized that the OM-CH was the main driving force

behind pushing the Plaza revitalization project forward. The Cluster remains involved, but after

reviewing business plans, sources of start-up capital, and interviewing stakeholders, it was

1 Members include regional hotels and resorts, tour operators associations, a historical preservation society, a private medical clinic, and others.

2 The DSTA is the country program of the Global Sustainable Tourism Alliance, an affiliation of NGOs including Academy for Educational Development (AED), Solimar International, The Nature Conservancy, Conservation International and others to manage projects funded with an Indefinite Quantity Contract that AED holds with USAID.

4

evident that the OM-CH was not only empowered by the government, but also held sufficient

human resources to manage the project on multiple levels. The director of the OM-CH was an

experienced entrepreneur who has started and operated several successful tourism enterprises

over the past 30 years in Puerto Plata, and had decided to use his retirement to work for the

revitalization of the tourism economy in Puerto Plata. The director of the OM-CH was also well-

respected among the city’s businessmen and local politicians. The Cluster has acknowledged the

position of the OM-CH as the driver and implementing force for the project; although the

DSTA’s contracted partner is the Cluster, the OM-CH is the effective managing partner on the

ground.

As consultants, managing this situation was rather straightforward; the important issues

lay in the hands of the OM-CH, and the Cluster primarily served to provide political support and

seek project funding. Technical assistance was needed by the OM-CH to write a business plan

including a verified financial model and an operations manual. However, as dictated by USAID

regulations, the available money for small innovation grants through the DSTA must be directed

to a non-profit NGO. In this case the Fundación Atlántica, a historical preservation society,

appeared to be the only candidate. The Fundación Atlántica is closely connected to the Cluster

through a personal connection rather than an institutional relationship; an employee and former

President of the Cluster was the Founder and President of the Fundación Atlántica. Additionally,

the mandate and mission of the Fundación Atlántica was not well defined and its purpose,

outside of a conduit for funding, was unknown. Several stakeholders, including the Director of

the OM-CH and the DSTA, had reason for concern regarding the lack of oversight for the

Fundación Atlántica, especially as it pertains to receiving development assistance. Apart from

the Fundación Atlántica, the Cluster, which is not a legally established entity, could not receive

5

funds, and as a result another non-profit organization was formed called the Centro de Gestión

Conjunta. Ostensibly, this organization is charged with executing the plans and ideas of the

Cluster. In effect, it also creates another channel for foreign assistance that is limited to non-

profits.

Within this organizational framework the most efficient method for fund disbursal would

have been to provide budgetary support to the OM-CH. This institution satisfied the requirement

for funding of an effective, accountable institution for taxpayer money; in addition, it was a local

government office in an empowered political position with a need for financial support to

execute a previously planned project. The director not only demonstrated his genuine interest in

the success of the project, but also his capacity to manage successful enterprises, in addition to

personal and institutional integrity and accountability. As a matter of policy, DSTA rules and

regulations surely impeded the progress of this project, and succumbed to the temptation to

construct parallel institutions rather than to work together with existing government capacity.

This report seeks to inform the important policy discussion on the negative impacts of donor

funding regulation, poor communications amongst a project’s actors, and incentives towards

building parallel institutions with foreign assistance money. The following vignettes provide four

snapshots of the project to creatively inform our analysis.

First Presentation in Puerto Plata

Olivier, our contact from the DSTA, gets lost bringing us to the OM-CH office. He has

only been there once before. We set up this morning meeting in order to try and establish a work

plan for the 8 days we will be in Puerto Plata. When we arrive at the small second floor office,

6

Vittorio Bedin, director of the Municipal Office of the Historical Center, greets us warmly with a

cigarette perched between his lips and invites us in to the large center room where he has set up a

projector. He apologizes that most of the other invitees have not arrived yet, and calls for

Welman, his assistant, to bring us coffee while we wait.

Vittorio begins to talk lightly with us in perfect though slightly accented English and

Olivier immediately steps outside to make and take phone calls furiously, and will continue to do

so all morning. The others begin to filter in over the next half an hour, including Oscar Hungria

and Sixto Peralta from the Cultural Tourism Cluster of Puerto Plata.

Once Oscar arrives we all take seats by the table and he almost immediately begins to

talk about all of the ideas floating around inside his head, behind his tanned face, white beard

and grey hair. After a few more people trickle in Vittorio suggests we begin the presentation

before we get too far off topic and everyone agrees.

The presentation is punctuated with a few clarifying questions and by Olivier

occasionally walking out to take phone calls, but otherwise everyone simply listens as Vittorio

presents the plan he has set forth. The light from the projector catches all of the smoke from the

half dozen lit cigarettes in the room as it is projected on the wall. He talks about the vision for

the project and how it fits into a larger plan, he talks about the details, tents, merchandise

offerings, calendars and schedules, and presents a preliminary budget with numbers so nice and

round they can only be gross estimates. As he ends he summarizes everything reiterating the

vision of the project as the first and more visible piece in a larger scheme to restore the historical

center of the city.

7

As the lights come back on, Oscar fields many of the questions, and as lunch time

approaches and as the issues move from the realm of ideas towards sticking points involving

transportation, next steps and logistics, a discussion develops that threatens to devolve into

incoherency. We suggest a short break to allow us to regroup and discuss some of the issues

raised and to decide on what would be accomplishable for the time we have. However, as we

meet in the shaded back patio we see people beginning to shift and move. Many begin to say

their goodbyes, and we are informed that Olivier and Lorenna Feliz Santos, a consultant working

with the Cluster, have discussed and established a schedule for our week to be supplemented by

meetings and interviews with Vittorio, Oscar and Sixto, who have made themselves available to

us at any time during the week.

Post-Trip Debriefing Meeting (#1)

We arrived on a rainy Tuesday morning in January at a busy coffee shop in the Adams

Morgan neighborhood of northwest Washington, D.C. for our post-trip debriefing session with

Solimar International. There were three of us and three of them, but with limited options we

packed ourselves into a corner normally only meant for four.

There was a lot to talk about in this meeting. In addition to the requested official trip

report we’d submitted, we had also sent a memo to Chris, the president of Solimar, explaining

our concern over stakeholder perceptions in Puerto Plata and the rocky relationship between

Solimar and them. We were anxious to see how Chris would respond to the issues we had raised,

since his most recent trip to Puerto Plata had initiated much of the miscommunication

threatening to cause a fissure between the groups.

8

They started by asking us to summarize the trip report we had sent them, admitting that

they had not read it yet. After briefly describing the distribution and collection of surveys and

many meetings and interviews we had conducted, we moved on to discuss our two main

concerns: resolving the obvious communication problems between Solimar and the Cluster/OM-

CH, and figuring out whether we could alter our scope of work to produce something that would

actually be beneficial to the stakeholders in Puerto Plata, or whether we would have to resign

ourselves to writing a business plan that no one in Puerto Plata wanted.

Chris’ reaction somehow succeeded in being reassuring without actually changing his

position. He informed us that Solimar was not trying to take over and run the show, and he even

agreed to our suggestion that he email the stakeholders in Puerto Plata to tell them as much. He

also approved of revising our scope of work to focus on deliverables that more accurately

reflected the status and needs of the project on the ground: a business-plan-at-a-glance document

that summarized the project for the benefit of the DSTA, an analysis of the survey data we had

collected, and an operations manual to compile specific guidelines for managing events in the

Plaza Independencia. These were incredibly positive steps and were essential concessions in

order to ensure a useful place for our work.

However, Chris also continued to resist the idea of a daily market, believing that it would

be neither an effective draw for tourists in Puerto Plata nor a profitable undertaking. He had

identified several questionable pieces of the proposed market vision, focusing on elements such

as mimes and flower vendors to demonstrate the perceived flaws of the plan. However, these

minor elements were not in fact the principal draws, and a way to bring both sides to agreement

on a unified vision continued to elude us. We were able to get what we wanted on some of the

9

pragmatic issues, though the political issue regarding the ownership of the vision for the project

was still left unresolved.

We were also reminded – not for the last time – that Solimar/USAID/DSTA was not in

the business of giving budgetary support, and they weren’t about to write anybody a check

without strings attached. The Fundación Atlántica typically acted as the conduit for donor

funding to the cluster, however there was skepticism regarding its transparency, and the status of

the OM-CH as a government body meant that even if Solimar and the DSTA did decide to

support this project (not by any means a done deal at this point), they would have to find

someone else to whom they could give the money. The Cluster was not an option either, so

resolving this issue might require a new player on the field.

Randy’s Journey

The uniquely Dominican scent of sweet, savory spices filled La Esquina, the restaurant

we frequented during our stay in Puerto Plata. We slowly debriefed from the events and

conversations of the day, to make sure that our collective Spanish interpretations added up. As

we dug into the first vegetables we had seen in days, our cheap prepaid phone started ringing.

Randy was on his way.

We had all been interested to meet Randy, an experienced Peace Corps Volunteer who

recently relocated to Puerto Plata from the countryside. The Peace Corps asked him to relocate to

this famous tourist spot and he obliged in order to support the Cluster in Puerto Plata. He walked

up to our table and calmly introduced himself, recognizing us easily in a restaurant typically

reserved for locals. With his laid back demeanor, all doubt was removed that Randy had adjusted

well to his Dominican surroundings: he spoke Spanish with a Dominican, rather than American

10

accent, answered his cell phone in mid-conversation, and complained of an “expensive” 70 cent

moto-taxi ride to the restaurant.

He told us of his plans to find his niche in the Puerto Plata Cluster, knowing that they had

great need, and he brought a wide variety of skills and experience to his new post. Unaware of

exactly what type of hornets’ nest he was entering, he talked with us about how he looked

forward to the transition out of the campo and back to the city, and the type of improvements he

hoped could be made at the Cluster.

The phone rang again and it was Oscar. Within five minutes he had arrived with

unfiltered cigarettes in tow. Our conversation with Randy had essentially ended, and we wished

him luck with Oscar and the Cluster. For the next half hour or so, Randy and Oscar talked about

business, Spanish architecture, and the tourism sector in Puerto Plata. Oscar assumed his usual

role as the driver of the conversation, and Randy comfortably settled in to listen to the local tell

him how things were. We parted ways, hoping that a good connection had been forged between

Oscar and our compatriot, assuming that the Cluster now had better-quality help for its many

endeavors.

A month and a half later, before leaving for our trip in March, we heard from Randy that

he was now working at a newer Cluster in Sosua, another beach town about a 30-minute drive

away from Puerto Plata. When we asked why, he reported with a slightly exasperated tone that

all he was doing at the Cluster in Puerto Plata was tracking down Cluster members who had not

paid their membership dues. He was a glorified bill collector, but this duty was complicated by

the fact that the hotelier members frequently told him that they didn’t see the point of paying a

tourism organization that never ended up producing anything or benefiting anyone. This was a

11

fear we had all along, which we re-visited whenever we sat down and wondered exactly what the

Cluster was doing with all its money and manpower. Randy made a simple conclusion, that even

though the Cluster could use him, they didn’t really want him to do anything else besides collect

money from unwilling parties, and so he left for greener pastures.

Post Trip Debriefing Meeting (#2)

We collected ourselves in the street outside of Solimar International’s new office location

and headed up the stairs to a bright open-space arrangement, which despite the obvious

renovations, still somehow resembled the car dealership the building used to house. Our team set

up our laptops in the conference room and waited for Solimar’s staff to join us.

We began the meeting with a brief overview of our second field trip, noting our major

activities and impressions of how the project had developed since our first visit. The

conversation then turned to the bigger issues – whether Solimar and the DSTA would fund this

project, in what ways Solimar could support it, and who was going to translate the deliverables

we’d created.

We were hoping that the DSTA would translate the visitor demand analysis, and we

expressed to Solimar the importance of getting this document in particular translated and

disseminated as quickly as possible for the benefit of the stakeholders in the project. This turned

out to be a much easier sell than anticipated, and Matt agreed to get the analysis translated within

a week.

The tone of our second visit to the Dominican Republic was on the whole much more

positive than our first trip, which we emphasized to Solimar. We also made an effort to clear up

12

some of the major misconceptions and concerns that Solimar had regarding the overall plan in

Puerto Plata and the individual stakeholders who were driving it. Vittorio Bedin, at the OM-CH,

is unmistakably the primary force behind the development of activities in the Plaza and we were

confident in his ability to see the plan through to success. To us it was clear, more than ever, that

this plan was viable both politically and financially, but stood to benefit significantly if Solimar

would support it. It seemed within the realm of possibility that we could meld together the local

vision of a daily market with Solimar’s vision of a weekly festival and make everyone happy,

particularly considering how well our work was received by the Puerto Plata stakeholders.

There was still the issue of a funding recipient to address The OM-CH (the body

managing this project) couldn’t receive funding as a government entity, and it was uncertain

whether the Fundación Atlántica (a registered NGO) met the funding requirements for a donor

fund-receiving organization The only organization with which the DSTA has a relationship (the

Cluster) was not a legally established organization. However, we happily reported that progress

had been made in the establishment of a DMO (destination management organization), which

would be a registered NGO and manage the financial component of the Cluster’s plans for

tourism development.

Soon after, Chris joined us in the conference room. He had been busy on different

projects and missed much of the meeting, but began to bring up his previous concerns about the

naiveté of a business model that involved selling flowers and antiques every day to international

tourists in the plaza. We assured him that this subject had been broached with the Cluster and the

OM-CH and its weight as part of plaza activities would be minor. Chris also informed us that

there had been an issue with the new DMO, which he believed was going to be for-profit and

13

therefore couldn’t receive DSTA funds. Happily, this turned out to not be the case. Soon after,

Chris excused himself and left to make a phone call regarding a different project.

With the waning moments of our meeting Matt had suggested that we call Ashley, their

long-term volunteer who had recently met with Oscar, to discuss the project. During the call, she

informed us that having a daily market selling flowers and antiques wasn’t a viable product and

the DSTA wouldn’t support it. The conversation exemplified the communication lags occurring

among those working on the project. It seemed to us that half of Solimar and most of the DSTA

was working with version 1 of this project while we had already moved on to version 5, and

there was a persistent incongruity between the words and actions of our client firm.

However, it was not all of Solimar that was stuck in the past. Matt stepped in and firmly

told Ashley that we had already moved beyond those original concerns and were moving forward

to identify needs and opportunities.

Analysis

These vignettes provide a glimpse into the nature of this project and the challenges faced

while promoting it. More importantly, they highlight the substantial differences between the

initial perceptions formed about the project and the way in which the project actually manifested

itself. This contrast intensified through ongoing misconceptions and repeated miscommunication

between different actors involved.

In the early developmental stages of this project it was assumed that we would provide

technical assistance, in the form of a business plan, to a loosely-knit organization that sought to

14

promote the revitalization of the Plaza Independencia through projects that were in the early

stages of planning. The network of international funders (Solimar and the DSTA) and local

partners (OM-CH and the Cluster) was complex but appeared to be specifically defined. The

detailed and confident introduction provided by Solimar convinced us that we would be received

as a useful addition to an important project that was slowly but surely taking shape. What we

found during our field visits did not coincide with initial impressions; the image of an unguided

and inexperienced organization was replaced by a well-developed, deftly run and politically

connected organization that had not only already created a business plan, but was in the final

stages of implementing it. The excited reaction we expected to receive from our offer of

technical assistance to write a business plan was instead met with confusion over why a second

one was necessary and frustration over the feeling that Solimar was attempting to dominate a

project that did not belong to them.

The unanticipated ability and readiness on the part of the OM-CH is what set the stage for

a project that was drastically different than we had envisioned. However, the threat to the success

of the project came not from the role of the OM-CH as a natural leader, but from an impossibility

of making this a reality in the current project environment. The OM-CH’s qualities as an

established, skilled, and well-connected implementing organization positioned it perfectly to take

the lead on this project, but they were unable to move forward in a timely fashion due to

restrictions on DSTA funding which prohibited sub-grants to government institutions. Because

the OM-CH is an office of the municipal government of Puerto Plata, they were not considered

an adequate recipient for USAID funds.

A simple analysis of this project’s goals, the actors involved, and the roles and

relationships through which they collaborated clearly highlights the advantage of granting the 15

OM-CH the lead role in project administration. However, this was prevented by

counterproductive power relationships between stakeholders, poor or non-existent

communications between donor and recipient, and well-intentioned but misapplied funding

regulations. The quickest and most efficient path to achieving the goals of this project would be

through direct budgetary support to the OM-CH, complemented by any technical assistance it

identifies as necessary. To do so would require a modification not only of funding requirements,

but of the very relationships between these actors as they present themselves in power struggles

and communication issues.

Ineffective communication is the principle cause of the rift that developed between local

organizations and the DSTA with respect to the proposed project for the Plaza Independencia.

Communication between the parties was not only too infrequent and irregular; there were also

episodes where misunderstandings occurred, and communication lapses were seen not only

between local actors and the DSTA, but between DSTA staff as well.

The DSTA and Solimar never intended to take the project out of the hands of the Cluster

and the OM-CH; however, it appeared that way to local actors after an initial meeting with Chris

from Solimar International. This misunderstanding was then magnified and compounded by long

periods without communication. Misunderstandings could not be addressed and impressions

became truths, all to the detriment of the key relationships required to effectively implement the

Plaza project. An attempt was made by Solimar to address the infrequency of communication by

placing a long-term volunteer in Puerto Plata to act as a direct representative of the DSTA.

However, due to uncertainty with respect to the availability of viable leadership, Solimar moved

the volunteer to the capital, Santo Domingo, before ever reaching Puerto Plata. This change was

never communicated to the Cluster or the OM-CH. 16

Further, the resources that the DSTA were to bring to the Plaza project were not clear.

This confusion existed on both sides. Solimar was not sure what needs or gaps it could fill, and

the trips made by this consulting team were intended to be attempts to better understand where

opportunities for engagement in the project existed. However, this was also not effectively

communicated to the Cluster, and they were left with the unanswered question: how do we

benefit from this partnership?

The relationships that developed in this environment were mutually skeptical and

suspicious. The Cluster distrusted Solimar and believed that an antagonism existed over both the

vision for the project as well as over potentially available financial resources. Meanwhile,

Solimar believed that the Cluster’s inflexibility with accepting guidance over possible alternative

directions or elements of the Plaza plan reflected a stubbornness that would make a partnership

impossible.

In reality both sides were working in their own spheres toward closer coordination, but

without effective communication it was impossible for one party to see steps taken by the other.

The Cluster and the OM-CH had already begun to work in the idea of regular festivals, an idea

initially advocated only by Solimar, and to scale back the launch of daily activities to activities

that would occur 3-5 days each week. Likewise, Solimar had begun to understand that a market

may not be a drag on project sustainability and in fact could enhance visibility for larger festival

events. Solimar was also attempting to clarify what resources and expertise could be put at the

disposal of local actors for the project. If such steps from both sides were to have been more

effectively coordinated and communicated, divisions may have been averted entirely.

17

Breakdowns in communication were not isolated to the Cluster and the DSTA; missteps

also occurred within the DSTA. Though fewer and less consequential, these miscommunications

occurred in view of local actors and contributed to a deeper sense of skepticism in an already

strained relationship.

All of this complexity contrasted sharply with the paternalistic relationship that Solimar

enjoyed with the principal actors in its five other projects in development throughout the

Dominican Republic. In these other projects the relatively low implementation capacity of local

actors enabled Solimar and the DSTA to assert more influence over the vision and shape of

projects with much less conflict. The role of the DSTA within the project was also more easily

defined for these projects, placing Solimar and the DSTA in a clear managerial position vis-à-vis

other actors. In contrast, the relatively capable and well-connected actors in Puerto Plata

presented a nebulous power relationship where one party was not in a clear position of

leadership, and the formation of a more equal relationship was hindered by lapses in

communication.

Conclusion

We feel that our experiences working on this project may serve as a cautionary, though

not hopeless, tale for development practitioners on the ways in which effective institutions can

be ineffectively utilized in the field. In terms of planning, this project had everything it needed

for success: a capable and passionate institution on the ground to champion and implement the

project, a development organization with available funds and a mechanism with which to

distribute them, contract organizations to provide technical assistance, and a community of

18

business and government officials in the country that wish to see the project succeed. However, a

closer look at this project reveals relationships, funding regulations, and poor communication

processes that worked against the progress of the project. It is typical for development projects to

play out far differently than planned, and such an obvious statement is not unique to this project.

However, by understanding the ways in which such a promising network of actors and

stakeholders was undermined or inefficiently used, we can better understand some of the

counterproductive forces at work on such projects, and hopefully takes steps to mitigate them.

One such force for our project was the misapplication of donor funding regulations.

Despite their clear potential as a project leader, the OM-CH was not effectively engaged due to

DSTA requirements that funds not go to a government entity. This led to the development of a

parallel institution -one with less ability and experience - to receive DSTA funding and lead the

project. The unfortunate results of such a decision show that in cases such as these, funding

restrictions should be re-evaluated and potentially re-written to promote the success of the

project. In addition, the optimal form of funds for capable recipients such as the OM-CH should

be in the form of budgetary support. Myriad funding regulations can often lead to perverse

incentives that end in inefficient spending.

Second, it is important not only to ensure that communication is taking place between

donors and recipients, but that it is happening by an established and trusted mechanism. The

importance of clear and open communication channels between donor and recipient is a point

that has been well-made, but one that unfortunately bears repeating. Without an established and

consistently used method of communication, misunderstandings can occur and go unaddressed

by both parties. Such lapses in the fundamental aspects of project management can be

detrimental to a project’s success.19

Finally, the difficult issue of power relationships within a development project must be

carefully examined to ensure that critical actors have the license and ability to accomplish their

tasks. Allowing the power and decision-making to reside within organizations that control

funding, rather than those with the capacity and empowerment to implement the projects, will

inevitably hinder project success. Those actors that wield the power within a project must be

careful to avoid promoting or creating parallel institutions. Although this cedes more control to

those in power, it ultimately marginalizes the role that the most capable actors can play in the

project.

The fact that so many important players were brought into this project to collaborate

towards a shared goal is a sign of the great potential that it holds, and it is something that should

not be understated or forgotten amongst more negative signals. However, our experience with

this project has clearly shown that bringing the actors together is not enough. Not only must all

the parties collaborate, they must be organized in a way that maximizes their capabilities through

their interactions. In other words, their collaboration with other players must contribute to the

project’s ultimate goal, rather than detract from it. The actions required for such changes may

rarely be comfortable ones, and they may often fly in the face of normal operating policies for

many organizations. Nonetheless, a project’s success requires power relationships,

communication structures, and funding regulations to empower actors to be their most useful,

and we must expect no less.

20

Attachment A: Visitor Survey Analysis

Plaza Independencia Revitalization:

Visitor Survey Analysis2009

Prepared by Jarrett Creasy, David Hall, Jessica Elisberg, and Eric Lin (The Elliott School of International Affairs) in partnership with Solimar

International, with support from Palmera Consulting Group.

For use by the Municipal Office for the Historic Center (OM-CH) and the Puerto Plata Tourism and Culture Cluster.

Plaza Independencia Revitalization: Visitor Survey Analysis

Executive SummaryFrom 1981-2000, the destination of Puerto Plata earned tremendous revenue mostly through all-inclusive tourism. Since 2000, tourism has dropped off by almost 50 percent, seriously straining a local economy dependent on the revenue that international tourism generated. In response, a public-private partnership has formed to address the problems presented by deteriorating tourist revenue. With help from USAID and the Dominican Sustainable Tourism Alliance (DSTA), local stakeholders have developed a concept, budget, and business plan for a community based tourism attraction in the city center of Puerto Plata.

The concept envisions the Plaza Independencia as the site of a daily market of authentic Dominican art, jewelry and handicrafts in addition to a weekly festival with food, drink, live music and dance to draw international tourists into a truly Dominican experience. This project is directed at local job creation and greater local community retention of tourism revenues.

The following report is the result of market research conducted by consultants from the Elliott School of International Affairs in partnership with Solimar International while in Puerto Plata in January 2009. The report discusses the process, methodology, results, conclusions and recommendations for how to move forward with the concept developed by the local public-private partnership.

Recommendations1) Feature a festival activity with authentic food, alcoholic and non-alcoholic drinks,

live Dominican music and dance to draw tourists to the Plaza Independencia.

2) Organize and hold a market in the Plaza, taking care to note successful products. Then, direct capacity building resources to build on those strengths with the goal of having the market on a daily basis.

3) Focus capacity building on security, food handling, and food preparation.

4) Focus on a broad target market of international tourists, paying particular attention to independent travelers.

5) Stated willingness-to-pay for a taxi trip to downtown Puerto Plata was in the US$5-20 range. In collaboration with taxi syndicates, lower transportation prices accordingly in order to encourage more visits to downtown Puerto Plata.

6) In order to develop a differentiated product from existing hotel offerings, make quality control and authenticity a priority in order to create an appealing atmosphere for international tourists.

Background

Following a highly successful period of growth from 1981-2000, tourism in Puerto Plata began to suffer substantial declines, with tourist arrivals dropping to levels not seen in over 18 years. This is largely due to growing competition from other destinations in the Dominican Republic and the Caribbean as well as the global economic downturn. With tourism playing a vital role in Puerto Plata’s economy, this is a crucial issue that impacts all areas of the community.

The Puerto Plata Tourism and Culture Cluster, a public-private partnership, was formed in 2006 to address the drop in tourism income. Comprised of 30 different organizations and associations in Puerto Plata, its goal was to develop cooperative strategies aimed at addressing this recent downturn. The flagship project of the Cluster focuses on the restoration of downtown Puerto Plata’s Plaza Independencia. The goal of this project is to revitalize the Plaza with authentic Dominican cultural experiences (music, food, arts and handicrafts) provided through a daily market and regular festivals. This new attraction will promote tourism, quality job creation, and income generation for the local community. Direct oversight for the creation and management of these events will be the responsibility of the Municipal Office of the Historic Center (OM-CH), which is the coordinating body between the municipal government and the private sector.

To ensure the success of this project, it is important to better understand the interests and behaviors of the tourist market in Puerto Plata. To this end, a visitor demand survey was designed and distributed to 13 hotels in the area and Ocean World, a local aquatic theme park. 174 of the

Arrivals to Puerto PlataInternational tourists

(Source: Central Bank)

300 surveys were filled out and returned, providing a robust source of information for the design of market and festival operations.

Statement of Purpose

The purpose of this analysis is to condense and highlight important market information that was obtained by distributing, collecting, and analyzing these surveys, as well as to provide specific strategic recommendations based on the noted trends. No market survey of this magnitude has been conducted in Puerto Plata; it thus offers a unique opportunity to better understand the motivations, interests, and behavior of tourists on the North Coast. By integrating and applying this valuable information, local stakeholders are better equipped to provide a successful product.

Methodology

Phase 1: Preparation

Goal: The goal of the survey was to analyze the demand patterns (potential interests, concerns, and willingness-to-pay) of international visitors to the Puerto Plata region for a weekly, community festival. The survey also collected basic visitor profile information.

Target Market: The survey targeted international visitors, both independent and package tourists, on the North Coast. In particular, the target market includes clients of all-inclusive resorts and hotels within an hour driving distance from downtown Puerto Plata. This market was the focus of the survey because it represents the most concentrated groups of visitors.

The survey was in English, and although some international visitors may not have been able to read or speak English, the majority did. The survey was not designed or intended to assess the demand or interests of domestic residents or tourists.

Phase 2: Data Collection

Paper questionnaires were distributed by guest services or concierge desks to international visitors in each of the 13 hotels and Ocean World. The group of consultants met with hotel managers and marketing directors to explain the importance of the survey and to give specific instructions on how to collect surveys. Data collectors were asked to distribute surveys to guests who had been in the hotel for several days, and therefore would have had the opportunity to venture outside the hotel either as part of a guided tour or independent of any tour operator. In addition, they were asked to encourage full completion of the surveys in exchange for a small incentive.

The goal was to collect 200 completed surveys. At the end of survey distribution and collection, 174 completed surveys were collected from hotels in Playa Dorada/Costa Dorada, Maimón, Cofresí, Cabarete, and Sosua.

Phase 3: Data Analysis

Upon receipt of the completed surveys, the data were entered from the surveys into online survey software (Survey Monkey), and then transferred into a spreadsheet from which the data were thoroughly analyzed.

Disclosure of Bias and Problems in Design

Questions about amount of money spent on transportation and amount of money spent in Puerto Plata were deemed invalid due to wide variance in responses and unclear wording. While the questions requested that responses be given in US Dollars, many respondents responded in Dominican Pesos, or gave very unlikely responses that were denominated in dollars (e.g. $540 for a taxi ride). Such responses introduce a level of interpretation into surveys that count on uniformity and objectivity.

In general, the questions contained in this survey reflect a preference for festival activities (alcoholic drinks, dancing, and food) and collected a greater amount of data on tourist preferences for festival activities versus potential goods to be sold in a daily market. Although this bias exists, relevant data on market possibilities were collected without implication of a preference against such activities.

Survey Results

General interest in attendance: The majority of respondents answered favorably when asked about their level of interest in attending a festival in the Plaza Independencia. More specifically, 62.4% were interested or very interested in attending. This contrasts sharply with the 7.4% of respondents who were not interested in attending. The remaining 30.2% were unsure about attending and needed more information. The respondents in this final category represent a market segment that could easily be captured by greater dissemination of information, positive word of mouth, and other marketing efforts.

Reference: Appendix A, question 28

Reference: Appendix A, question 28

Reference: Appendix A, question 28

Activity interest: The greatest interest from respondents was seen in food, alcoholic drinks, live music, and cultural presentations. As previously stated, the survey is biased towards festival events rather than market vendors. However, this still serves as a strong indication of what events/activities would encourage tourist attendance.

Reference: Appendix A, questions 8-16

Sub-group interest: Both independent travelers and package tourists have a substantial interest in the proposed activities, with independent traveler interest being slightly higher. Theatrical presentations, arts and crafts, and jewelry garnered the lowest scores, although the interest is still significantly greater than “indifferent,” and may leave cause to experiment with those attractions. Relative to other choices however, these three activities/products were singled out as the least interesting. Promotion of these activities/products is not well supported by this research.

Reference: Appendix A, questions 8-1

Tourist concerns: The greatest concerns for attending events in downtown Puerto Plata were security and food safety. Transportation does not appear to be a substantial concern.

Reference: Appendix A, questions 22-26

Transportation: The cost and service quality of transportation (especially taxis) is indicated as less of an issue for visitors than expected by stakeholders. This survey indicates a pre-existing satisfaction with taxis as a primary method of transportation, and a willingness to pay at or above the fares that local Dominicans pay.

Taxis are clearly the preferred mode of transportation for reaching downtown Puerto Plata; this is expected given the lack of effective public transportation options in the area. The fact that significant numbers of tourists found a way into the city without taxis also suggests that prices may be prohibitively expensive to some tourists. Regardless, taxis will play a key role in the development of the plan to revitalize the Plaza Independencia, because they are the most easily available and secure method of transportation for tourists.

Reference: Appendix A, question 36

Willingness-to-pay: There is already a sufficient willingness-to-pay for products and services to ensure profitability; this willingness-to-pay is similar across tourist demographic groups. This is tempered by the fact that taxi fares in Puerto Plata do not fall within the preferred price range of US$5 to US$20 for transportation from their hotels to downtown Puerto Plata. Willingness-to-pay data and fairly low numbers of tourists venturing into downtown Puerto Plata indicate that untapped demand exists for tourists wishing to leave the hotel because they are priced out of the market by overly expensive taxi fares and a lack of suitable alternatives. These data infer it is in the interests of tourism sector enterprises, including taxi drivers themselves, to lower taxi fares in order to capitalize on unmet demand. Creative solutions are needed to ensure the livelihoods of taxi drivers while also offering the necessary transportation options to tourists interested in coming to the Plaza.

Reference: Appendix A, question 39

Willingness-to-pay for a guided tour: This question was directed to assess the potential to invest in a guided tour to plaza events by tour operators, concierge services, or taxi syndicates. According to our results, tourists would be willing to pay between US$20 and US$30 for a guided tour with an English-speaking guide and round trip transportation. Depending on the occupancy for each tour, this research exhibits an opportunity for a new product for tour operators, and to create a partnership between the Cluster, the OM-CH, and major tour operators.

Willingness-to-pay for a taxi ride to downtown Puerto Plata

Reference: Appendix A, question 21

Reference: Appendix A, question 21

Willingness-to-pay for a Dominican meal: The willingness-to-pay charts above show that most tourists would pay between US$4-8 for a plate of authentic Dominican food. Depending on the

market prices of food and the choices offered, this is encouraging to potential food vendors as local restaurants around Puerto Plata often charge prices even lower than this range. The cross sections

displayed show the consistency of willingness-to-pay across sub-groups of tourists.

Reference: Appendix A, question 20

Reference: Appendix A, question 20

Conclusions

There is substantial potential for holding a festival event as a means of promoting a daily market. The interest expressed in products such as music, alcohol, and food suggests that having a festival on a regular schedule (perhaps weekly) would be a strong potential draw for tourists. The successful implementation of such an event could help bring more tourism activity to the Plaza Independencia, helping to create an environment where a daily market could thrive.

Interest is also high for products potentially available in a daily market of authentic Dominican goods, although not as high as observed demand for festival-related products.

Improvement of security and food safety should be a central theme of capacity building for either a festival or market. It is important that this be done in a way that is visible to tourists and communicated through tour operators and hotel guest services. The clear presence of tourism police and a certification process for food vendors will alleviate the main concerns of tourists that would otherwise discourage attendance.

Interest in festival/market events is consistent within tourist sub-groups. Although some variation has been noted between nationalities and package versus independent tourists, this variation does not suggest that one group will exhibit substantially different behavior with respect to the market. Marketing strategies should focus on seasonal fluctuations in tourist arrivals, rather than the demographics of those tourists. Independent travelers do show slightly more interest in attending a festival or market in the Plaza.

Transportation issues, while still a priority, are less of an obstacle than originally expected. While it is not surprising to discover that most tourists rely on taxis, the level of satisfaction with the taxis is quite high. Their willingness-to-pay is greater than prices for Dominican customers, but lower than current prices of $30 or more. Lowering prices of taxi fares from hotels to downtown Puerto Plata is still an issue in light of collected willingness-to-pay responses from this tourist sample.

Recommendations

1) Feature a festival activity with authentic food, alcoholic and non-alcoholic drinks, live Dominican music and dance to draw tourists to the Plaza Independencia.

2) Organize and hold a market in the Plaza, taking care to note successful products. Then, direct capacity building resources to build on those strengths with the goal of having the market on a daily basis.

3) Focus capacity building on security, food handling, and food preparation.

4) Focus on a broad target market of international tourists, paying particular attention to independent travelers.

5) Stated willingness-to-pay for a taxi trip to downtown Puerto Plata was in the US$5-20 range. In collaboration with taxi syndicates, lower transportation prices accordingly in order to encourage more visits to downtown Puerto Plata.

6) In order to develop a differentiated product from existing hotel offerings, make quality control and authenticity a priority in order to create an appealing atmosphere for international tourists.

Appendix A

Puerto Plata Visitors Survey1. What is your nationality? 2. In which hotel/resort are you currently staying? 3. How many total days will you be spending in the Puerto Plata region? 4. Which of the following best describes you as a traveler? (please select only one)

Backpacker (lodging less than US $50/day) Independent Traveler (lodging US $50-$150/day) Independent Traveler (lodging more than US $150/day) Package Tour (lodging US $50-$150/day) Package Tour (lodging more than US $150/day) Business traveler

5. If you indicated “Package Tour”, please select the day of the week you arrived in Puerto Plata:

Mon Tue Wed Thu Fri Sat Sun NA

6. If you indicated “Package Tour”, please select the day of the week you will depart Puerto Plata: Mon Tue Wed Thu Fri Sat Sun NA

7. Including lodging, food, tours & other travel-related costs, approximately how much money do you plan on spending per day here in Puerto Plata (in US$)?

Puerto Plata is developing a weekly festival in its downtown park/plaza that will feature authentic Dominican food, arts, and attractions in a safe and enjoyable environment.

FESTIVAL ATTRACTION No Interest Very Interested

8. Food: fresh breads, seafood 1 2 3 4 5

9. Non-alcoholic drinks: fresh juices 1 2 3 4 5

10. Alcoholic drinks: beer, rum 1 2 3 4 5

11. Arts/Crafts: wood carvings, paintings 1 2 3 4 5

12. Local products: coffee, fresh flowers 1 2 3 4 5

13. Jewelry: amber, larimar, silver, gold 1 2 3 4 5

14. Live music: Merengue, Jazz 1 2 3 4 5

15. Cultural presentations: traditional dance, song 1 2 3 4 5

16. Theatrical presentations: movies, plays 1 2 3 4 5

17. Special events: jazz festivals, etc. 1 2 3 4 5

18. Other?________________________________ 1 2 3 4 5Assuming you’d visit such a festival, circle your level of INTEREST in the various attractions. On the scale of 1 to 5, “1” = “no interest” and “5” = “very interested”:

19. Please list any other activities or attractions you would like to see at the Puerto Plata festival:________________

Please rank your willingness-to-pay for the following Puerto Plata festival attractions and activities:

20. A typical Dominican meal of chicken, fish, beef, or vegetables (please select only one) Less than $2 $2 to $4 $4 to $6 $6 to $8 More than $8

21. A guided tour to the Puerto Plata festival that includes transportation, bilingual guide, food, and drinks?

Not interested $5 to $10 $10 to $20 $20 to $30 More than $30

Please circle your level of CONCERN when you consider the following potential reasons not to attend the Puerto Plata festival. On the scale of 1 to 5, “1” = “no concern” and “5” = “very concerned”:

REASON No Concern Very Concerned

22. Safety/security at festival: petty crime 1 2 3 4 5

23. Quality of food at festival: cleanliness, taste 1 2 3 4 5

24. Cost of travel from resort to Puerto Plata: 1 2 3 4 5

25. Time of travel from resort to Puerto Plata: 1 2 3 4 5

26. Ease of travel from resort to Puerto Plata: 1 2 3 4 5

27. Other?________________________________ 1 2 3 4 5

28. Based upon our description of the Puerto Plata festival, please indicate the likelihood that you would attend such an event during your stay in the region? (please circle only one)

29. Please list the top THREE reasons why you WOULD attend the Puerto Plata festival?

31. Have you taken (or plan to take) any local tours during your stay in Puerto Plata?

Yes No

Not sure/Not interested

32. If yes, where did you go on your local tour, and which local tour operator did you hire?Tour: Tour Operator:

33. What travel-planning information sources did you use to plan your visit to Puerto Plata? Web sites: Which? Print travel guides: Which? Magazine: Which? Other: What?

Travel agent Friend/family

34. Which of the following best describes the degree of planning you made for your trip to Puerto Plata? Activities were planned for nearly every day Activities were planned for approximately half of our days Activities were planned for few if any of our days This question is not applicable to my trip

35. Have you visited or plan to visit downtown Puerto Plata without an organized tour? Yes No

36. If yes, how did you reach the city, or how do you plan on reaching the city? Public bus Taxi Motoconcho (Motorcycle taxi)

Walking Other (Please specify): ______________

37. How much did you pay to reach the city (total)? ___________________________________

38. Were you satisfied with your transportation? Yes No Comments:

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________

39. Please rank your willingness-to-pay for a taxi ride (total for 1-4 people) from your hotel to downtown Puerto Plata:

Less than $5 $5 to $10 $10 to $20 $20 to $30 More than $30

Attachment B: Operations Manual

Prepared by

Jarrett Creasy * Jessica Elisberg * David Hall * Eric Lin

The Elliott School of International Affairs, George Washington University

March 2009

For use by the Municipal Office of the Historic Center of Puerto Plata, Dominican Republic

The authors wish to express their sincere thanks to the following individuals for their indispensible assistance in creating this manual:

Vittorio BedinMunicipal Office of the Historic Center

Oscar HungríaFundación Atlántica

Sixto PeraltaCultural Tourism Cluster of Puerto Plata

Lorenna Feliz SantosPalmera Consulting

Table of Contents

1. Introduction …………………………………………………………………………………………………. 51.1. Background ……………………………………………………………………………………………. 51.2. Vision ……………………………………………………………………………………………………… 61.3. Mission …………………………………………………………………………………………………… 7

2. Event Organization ………………………………………………………………………………………. 82.1. Event Information ………………………………………………………………………………….. 82.2. Roles and Responsibilities ………………………………………………………………………. 9

2.2.1.Committees 92.2.2.Staff Positions 10

2.3. Site Management …………………………………………………………………………………… 102.4. Marketing and Publicity …………………………………………………………………………. 102.5. Legal ………………………………………………………………………………………………………. 11

2.5.1.Insurance 122.5.2.Contracts 122.5.3.Permits 122.5.4.Taxes 12

2.6. Vendor Selection ……………………………………………………………………………………. 122.7. Certification of Goods ……………………………………………………………………………. 132.8. Human Resources/Training ……………………………………………………………………. 13

2.8.1.Hiring 132.8.2.Termination of employees 142.8.3.Non-discrimination 142.8.4.Scheduling 152.8.5.Payroll 152.8.6.Training 152.8.7.Complaints and Redress without Negative Consequences 15

2.9. Policies …………………………………………………………………………………………………… 162.9.1.Code of Conduct 162.9.2.Conflict Resolution 172.9.3.Quality Control 182.9.4.Pricing 192.9.5.Rights and Responsibilities 192.9.6.Transparency and Accountability 19

3. Event Management ………………………………………………………………………………………. 213.1. Event Logistics ……………………………………………………………………………………….. 21

3.1.1.Hours of Operation 213.1.2.Facility Management 213.1.3.Layout 213.1.4.Scheduling 22

3.2. Financial Management …………………………………………………………………………… 223.2.1.Creation of a Yearly Budget 223.2.2.Administration of Funds 233.2.3.Fees and Fee Structure 24

3.3. Transportation and Traffic ……………………………………………………………………… 243.4. Security ………………………………………………………………………………………………….. 25

3.4.1.Recognition of Security Threats 25

3.4.2.Identification of Security Organizations in Puerto Plata 253.4.3.Assessment of each Organization’s Capability and Willingness to Contribute 253.4.4.Creation of a Security Plan 25

3.5. First Aid and Emergency Response …………………………………………………………. 263.6. Monitoring and Evaluation …………………………………………………………………….. 26

3.6.1.Before the Event 273.6.2.During the Event 283.6.3.After the Event 28

3.7. Communications ……………………………………………………………………………………. 284: Appendices ………………………………………………………………………………………………………………… 30

A. Leaflet TemplateB. Calendar Template C. Press Kit D. Tour Operator Promotional KitE. Media KitF. Sample ContractsG. Permit TemplateH. Certification ChecklistI. Personnel Scheduling Template J. Applications for Vendors, Committee MembersK. Posted Rights and ResponsibilitiesL. Formal Complaint FormM. Hygiene ChecklistsN. Setup and Takedown ChecklistsO. MapP. Schedule TemplateQ. Schedule of Activities Around the PlazaR. Cash Flow Sheet S. Request for ReimbursementT. Emergency Response ChecklistU. Vendor and Performer Feedback FormV. Visitor Comment CardW. Communications FlowchartX. New Product Development

Part 1: Introduction

1.1 Background

Tourism is a major part of the Dominican Republic’s national economy, and an important source of foreign reserves. Puerto Plata was once the premier destination in the Dominican Republic, attracting 872,668 tourist visits in 2000, making up 25.3% of total national tourist arrivals. However, tourist arrivals to Puerto Plata have declined dramatically in recent years, falling to about 60% of 2000 levels over the past two years, while making up only 14.4% of non-resident arrivals to the Dominican Republic that year. 3

In 2007, international tourism receipts in the Dominican Republic totaled over US$ 4 billion 4 with only $2.755 million of that spent in the city of Puerto Plata.5 From 2000 - 2007, annual growth of tourist arrivals to the Dominican Republic averaged 3.7% while annual tourist arrivals to Puerto Plata fell at an average of 5.9%.6

3 Calculated from statistics reported by the Central Bank of the Dominican Republic, available at: http://www.bancentral.gov.do/english/statistics.asp?a=Tourism_Sector [accessed March 14th, 2009].

4 Jennifer Blanke and Thea Chiesa, eds. The Travel and Tourism Competitiveness Report, 2009. (Geneva, Switzerland: World Economic Forum, 2009), p. 182.

5 Santiago Soler, et al., “Tourism Management Based on Cultural Resources – Puerto Plata: Donors Memorandum.” (Inter-American Development Bank, Multilateral Investment Fund, October 16th, 2008), p. 3.

6 Calculated from non-resident arrivals by air statistics reported by the Central Bank of the Dominican Republic.

The principal challenges facing the city are the often-prohibitive price of taxi fares, lack of tourist attractions, and lack of suitable tourist accommodations apart from all-inclusive resorts. The Lonely

Planet travel guide describes Puerto Plata as “a charmless city,” though the guide does concede that it is full of charming people.7 Of the 510,322 tourists who stayed in the Puerto Plata area in 2007, only 23% made one or more trips into the city.8 The Inter-American Development Bank estimated that if 60% of the 510,322 tourists who visited Puerto Plata in 2007 made at least one visit to the city, they would have spent approximately $9.2 million, which is a 254% increase.9 In order to combat the decline of tourism in the city of Puerto Plata and increase tourist visits to the city center, a public-private partnership formed the Cultural Tourism Cluster of Puerto Plata in 2002 with support from USAID.

1.2 Vision

The Cultural Tourism Cluster of Puerto Plata (Cluster) and the Municipal Office of the Historical Center (OM-CH) developed the “Special Regulatory Plan” which was approved by the Municipal Council in 2007 to reclaim the city’s historic architecture, regulate the Historic Center and revitalize the commercial and cultural life of the city. The flagship project of this cooperation focuses on the creation of a series of activities in the Plaza Independencia to attract tourists to the city. This project is being managed and organized by the OM-CH in cooperation with the Cluster.

1.3 Mission

The project seeks to create a series of daily markets and cultural exhibitions in the Plaza Independencia to attract tourists to the city from the surrounding hotels and resorts. This attraction will be the first step in a strategic plan to make the city more attractive to tourists staying in area hotels and resorts, with the ultimate aim of jumpstarting the tourism economy and facilitating the restoration of Victorian architecture. This Operations Manual provides a guide for the management and implementation of events in the Plaza.

7 Paul Clammer, Michael Grosberg, and Jens Porup, “Lonely Planet: Dominican Republic & Haiti.” (Oakland, CA: Lonely Planet Publications Ptd Ltd., 4th edition, October, 2008), p. 166.

8 Santiago Soler, et al., 2008, p. 3.

9 Ibid.

Part 2: Event Organization

2.1 Event Information

A series of events are being established in the Plaza Independencia to help promote it as a tourist destination that offers the very best of Dominican culture. This includes a market selling authentic Dominican food, drinks, and handicrafts from local vendors, as well as weekly festivals that include music and dancing alongside the daily market products.

Management of these activities is the responsibility of the Municipal Office of the Historic Center (OM-CH). Acting as the implementing arm of the Municipal Government, the OM-CH is responsible for managing plaza events, inter-office coordination within the Municipal Government, coordination with other organizations, event scheduling, and human resources. The OM-CH works to provide a safe, enjoyable, and authentic experience to attract tourists from the many resorts on the North Coast and beyond. The vendors, artisans, performers, and employees involved in the Plaza events come from Puerto Plata itself, ensuring that the community benefits from these events.

These activities involve the contributions and interactions of a variety of stakeholders, both domestic and international. Domestic stakeholders include:

OM-CH/Municipal Government: The Municipal Government of Puerto Plata includes the mayor and the city council. The OM-CH is the arm of the Municipal Government that oversees the establishment and daily management of Plaza activities as a complement to its mission to preserve and rehabilitate the historical center. All organizations involved in Plaza activities are coordinated through the OM-CH. It is made up of three committees: Management, Operations, and Experts. The specific functions and responsibilities of these committees are described in the Section 2.2.

Cultural Tourism Cluster of Puerto Plata: A public-private partnership comprised of 30 different organizations and associations in Puerto Plata that collaborates to promote tourism development.

Puerto Plata community: A central goal of these activities is to generate income and create jobs for residents of Puerto Plata, ensuring that the local economy benefits as tourism grows. Dominican artisans, food vendors, and performers are among those community members that have a direct stake in the development of Plaza events intended to provide them with economic opportunities.

International stakeholders include:

Inter-American Development Bank – The Inter-American Development Bank (IDB) is a multilateral organization that provides development assistance, in the form of grants and loans, to Central and South American countries.

USAID: Dominican Republic – The U.S. Agency for International Development (USAID) is a federal agency of the U.S. government that provides international foreign assistance. Since 1962 USAID has worked in the Dominican Republic to promote poverty reduction, job creation, and

environmental sustainability. USAID’s work in Puerto Plata and the North Coast is primarily focused on poverty reduction and job creation, and their operations are carried out mainly through USAID contractors and the Dominican Sustainable Tourism Alliance.

Dominican Sustainable Tourism Alliance (DSTA) – A national network that serves to equip and strengthen local tourism enterprises and clusters to independently sustain efforts once external funding from USAID is removed. DSTA has funding mechanisms that may prove useful in funding and establishing Plaza activities. Managing partners of the Global Sustainable Tourism Alliance (GSTA), including Solimar International, are involved in the DSTA.

The current vision for Plaza events is to have both a daily market and a weekly festival.

2.2 Roles and Responsibilities

2.2.1 Committees

The Municipal Office of the Historic Center (OM-CH) is the authority overseeing all activities and events in the Plaza Independencia. The OM-CH coordinates three committees that are collectively responsible for Plaza events, except in cases where the OM-CH sells permits to other organizations, companies, or individuals, to coordinate and manage a specific event or activity.

The Management Committee is a voluntary group comprised of local business, government, and community leaders. This committee is responsible for raising funds, fostering political and community support of Plaza activities, securing event sponsors, providing input on the selection of event staff (including the Operations Committee), and responding to evaluation mechanisms.

The Operations Committee is responsible for event organization and management. Operations Committee members are selected through an application and interview process conducted by the Management Committee and meet several times per week. Duties assigned to specific committee members include:

Site logistics Scheduling vendors Distributing vendor and entertainer permits Collecting fees Coordinating transportation Liaising with police for security On-site event supervision Event planning Outreach and publicity Creating and maintaining an annual calendar of events Keeping a record of conflicts and complaints Collecting and analyzing feedback forms from visitors and vendors Coordinating between government offices Maintaining an accurate record of inventory

The Experts Committee is comprised of artisans and other community members with intimate knowledge of the types of goods to be sold and exhibited during Plaza activities. Responsibilities of this committee include initial screening of potential vendors, quality control of goods sold in the Plaza, certification of locally handmade goods, ensuring the appropriate pricing of goods, and resolving disputes between tourists and vendors when appropriate. The Experts Committee works closely with cooperatives, artisan associations, and school organizations to encourage widespread participation by local vendors and entrepreneurs in Plaza activities. A chairperson is assigned for this committee to act as the primary point of contact with other committees and assume management responsibilities when necessary.

Although the Experts Committee is responsible for the initial screening of potential vendors, final vendor selection will involve input from outside the committee, such as from the OM-CH, the Operations Committee, and the Management Committee.

2.2.2 Staff Positions

Need for hired staff will grow as Plaza activities develop and enjoy success. Initially, the Operations Committee will include two paid staff members in addition to employees of the Municipal Government who will assist in management of Plaza activities. These two staff members will serve as key coordinators and work closely with the director of the OM-CH to manage events and create an events calendar. They will also serve as on-site managers at Plaza activities. The OM-CH will also hire an accountant who is responsible for financial bookkeeping in coordination with the central office of the Municipal Government.

2.3 Site Management

The majority of Plaza events are managed by the OM-CH, which is responsible for determining the layout of all Plaza activities. This includes the placement of vendor tents and seating areas as well as the creation of schedules for vendors and performers. The OM-CH also oversees the setup, takedown, and storage of equipment and inventory for events. Finally, the OM-CH is responsible for managing the security of the Plaza through inter-organizational communications with Puerto Plata Police, Ministry of Tourism, and transit police. Trash collection is the responsibility of the Municipal Government.

2.4 Marketing and Publicity

Marketing and publicity for Plaza events must consider four key audiences: international tourists, domestic tourists, potential participants (vendors, performers, sponsors), and the local community.

Principal promotional materials include:

Informational leaflets for direct distribution to tourists10

Posters (for display in hotels, information centers, and at the airport) Press releases11

10 See Appendix A for Leaflet Template.

Email blasts Calendar of events (both print and online)12

Preliminary Plaza website Radio/TV spots Billboards Press kit13

Tour Operator/Tour Guide Promotional Kit14

Media Kit (for potential advertisers and sponsors)15

Inaugural event Discount coupons for transportation to Plaza and/or products sold in the Plaza

Principal distribution channels for promotional materials are:

Newspapers and other local print media Radio Television Internet (travel websites) Tour operators and tour guides Hotel guest services and concierge desks Area NGOs Visitor information centers Online directories Business associations (hotels, restaurants)

Marketing of Plaza activities is focused on direct communication with guests at all-inclusive resorts in the Puerto Plata area. Additionally, tour operators, tour guides, and hotel guest services personnel are key actors to inform and involve in order to develop a successful and sustainable series of Plaza activities.

Future marketing strategies should consider targeting tourists before they arrive to the area through tour operators, travel websites, guidebooks, and targeted publicity in identified key cities (e.g. North American cities with direct flights to Puerto Plata). Non-traditional distribution channels such as responsible travel websites and NGOs that work in fair trade, community development, etc. should also be considered for future publicity efforts. 16

11 See Attachment 1 for the Press Release Template in the Press Kit.

12 See Appendix B for Calendar Template.

13 See Appendix C for Press Kit.

14 See Appendix D for Tour Operator/Tour Guide Promotional Kit.

15 See Attachment 2 for the Media Kit.

2.5 Legal

Many legal documents are necessary to formally establish the events planned for the Plaza Independencia. The OM-CH will work with municipal lawyers to create the necessary contracts, permits, insurance agreements, and tax forms. These documents must comply with all applicable laws and regulations.

2.5.1 Insurance

2.5.2 Contracts

2.5.3 Permits

2.5.4 Taxes

2.6 Vendor Selection

Any member of the community is welcome to sell in the market for a fixed fee. 17 The market is intended to be a space for local artisans to show and sell their creations. As such, local artisans and vendors will have first priority in obtaining stalls. The Operations Committee should also seek out:

Artisan associations; Women’s cooperatives; Art schools; Children’s crafts; and organizations that bring together local artisans of any gender, age, or nationality.

In order to more clearly elaborate which vendors will be preferred, the Experts Committee will develop criteria for “Certified” goods.18

The Operations Committee will establish how many stalls may be occupied for non-commercial use with a waived fee. Revenue needs to be maintained with a minimum number of paying vendors. Cultural presentations (like art exhibitions) without financial gain add to the desired atmosphere of the market in the Plaza and should be encouraged.

Additionally, a certain number of vendor spaces will be set aside for occupation by vendors that are unable to pay the fixed vendor fee. These vendors will be selected based on a clearly defined and publicly available set of criteria to be developed by the Experts Committee including, but not limited to, inability to pay, quality of merchandise, and residency in Puerto Plata or the North Coast. The exact set of criteria is subject to change based on community feedback, though changes must not be capricious or arbitrary, and they must be posted as soon as possible. The number of spaces available for waived fees

16 See Press Kit for more tips and helpful hints on how to craft your Press Kit.

17 See Section 3.2.3 on fee structure and exemptions.

18 See Appendix H for Certification Checklist.

must not threaten the financial self-reliance of Plaza activities. Vendors seeking to qualify for these spaces will submit an application to the OM-CH and the Experts Committee will make decisions based on their predetermined criteria.

All vendors also must apply to sell in the Plaza to facilitate quality control. The vendor must fill out the application form and submit it to the OM-CH, and their application must be approved before they can operate.19

2.7 Certification of Goods

The Experts Committee is charged with developing a brand name and certification process for goods sold in the Plaza. Puerto Plata has many options for souvenir shopping, but it lacks spaces for Dominican artisans to display and sell their own authentic art. Developing activities in the Plaza aims at opening spaces for these artisans. Pursuant to that goal, a certification process is critical for quality control and differentiation of authentic products from imported, mass-produced souvenirs found in many of the gift shops around the Plaza.

Certification criteria are listed in Appendix H. The Experts Committee is encouraged to change this list of criteria as new situations and needs arise, as long as a standard of quality and authenticity is maintained. These criteria do not exclude articles made by non-Dominican individuals living in the Dominican Republic, and it is important to recognize that the contributions of immigrant groups demonstrate a part of Dominican culture as well. However, the criteria do exclude articles made by Dominicans living outside of the DR.

Those selling certified goods will be given preferred status during the selection of vendors for Plaza activities. If there are insufficient numbers of certified artisans or associations planning to sell on any given day, other non-certified sellers are permitted. Non-certified vendors are still subject to quality control within a range of goods attractive to tourists visiting the Plaza. This process is further elaborated in Section 2.9.3.

2.8 Human Resources/Training

2.8.1 Hiring

Recruiting quality personnel may be a challenge for members of the Operations Committee and Experts Committee. Although they are critically important to the execution of Plaza activities, volunteers will fill most positions. Remuneration will be given for expenses incurred and for days spent supervising Plaza activities, but only 1-2 additional positions will be initially salaried. With that in mind, paid staff positions are managerial in nature, and people filling these positions must be experienced with event planning and management. Much of the burden for planning and execution of Plaza activities falls on their shoulders. Consider the following when recruiting staff members and volunteers:

Develop and prioritize the key requirements needed from the position and the special qualifications, traits, characteristics, and experience sought in a candidate.

19 See Appendix J for Application Form.

Write a job description with clearly defined roles and responsibilities. Determine the salary range for the position. Encourage previous volunteers or people with experience with Plaza activities to apply for

new positions, paid or unpaid, as their institutional knowledge is highly desirable. If no qualified internal candidates apply, extend the search to external candidates, if you

didn't advertise the position simultaneously. Build a candidate pool with diverse applicants. Advertise by word of mouth, in the newspaper, online, and at universities. Contact the most qualified applicants for interviews. Begin the interview process. Select the most able and qualified applicant. Make a job and salary offer.

Recruitment is usually a costly, time-consuming process, and so it is important to hire a staff that is willing to stay on long-term when possible. The job description determines who is the most qualified.20

2.8.2 Termination of Employees

Criteria for dismissal are in compliance with all Dominican labor laws, and are part of the contract for every paid employee. A three-month probationary period will apply to any new paid employee in which management will judge the effectiveness of that employee. If before that three-month period, it is determined that employee performance is unsatisfactory, management reserves the right to terminate their employment for only that reason. After the probationary period, the costs of termination increase per Dominican law, and also in terms of the loss of institutional knowledge. Grounds for termination will be clearly defined to each employee upon his/her acceptance of the job offer and signature of their contract. Grounds for termination include, but are not limited to the following:

Theft of company property Illegal drug use Intoxication while working Assault or serious threats of violence Conviction of a felony Chronic lateness or absence No-show, no-call Gross negligence Gross insubordination Repeated non-performance of job duties Submission of falsified timesheets Repeated unsatisfactory job performance reviews

2.8.3 Non-discrimination

Employment with the OM-CH is not contingent upon nationality, race, religion, gender, sexual orientation, age, or disability status. The OM-CH encourages minority groups and women to apply for any and all positions for which an applicant feels he/she qualifies. This policy is in compliance with the

20 www.humanresources.about.com.

ratification of the Convention Against Discrimination, signed by the national government of the Dominican Republic on February 5, 2007 at the Organization of American States (OAS).21

2.8.4 Scheduling

Scheduling will be done on a bi-weekly basis by the OM-CH, and posted within 4 days of the following scheduling cycle. For example, the schedule for March 15-28 will be posted by March 10. A scheduling template is included in the Appendices section.22

The schedule will be posted in the OM-CH office, and each employee and volunteer is responsible for knowing his/her own schedule. The OM-CH is not responsible for calling employees to inform them of their respective schedules, but it is responsible for the dissemination of the schedule in a timely and appropriate fashion.

Employees may request time off through direct communication with their supervisor, giving as much advance notice as possible. Barring emergencies, one week prior is the minimum required period to request time off.

2.8.5 Payroll

Timely and accurate payment of employees is very important for employee retention and the professionalism of management. The payroll schedule for OM-CH staff follows that of the Municipal Government, with predictable payment at the end of each month.

2.8.6 Training

A training regimen has not been formally established for Operations and Experts Committee members, but training will be provided both by contracted capacity building consultants, and also on an ad hoc basis. Employees will have at least a minimal amount of training in order to perform tasks with which they are charged.

2.8.7 Complaints and Redress without Negative Consequences

In the event that employees have issues or complaints with management internally, a complaint form is included in the Appendices.23

It is the policy of the OM-CH to allow space for respectful dissent and conflict resolution between employees and supervisors. The conflict resolution policy in Section 2.9.2 applies to conflicts between employees and supervisors as well as with external parties. If one-on-one communication cannot resolve the issue, then a third party from the Municipal Government, but outside of the OM-CH and its affiliated employees, is brought in to mediate the dispute.

21 http://www.clavedigital.com.do/App_Pages/Noticias/Noticias.aspx?id_articulo=14104.

22 See Appendix I for Personnel Scheduling Template.

23 See Appendix L for Formal Complaint Form.

Regardless of outcome, employees have the right to make complaints against their supervisors without suffering negative consequences upon their return to work, including but not limited to termination of employment.

2.9 Policies

2.9.1 Code of Conduct

Improving the Plaza Independencia as a tourist attraction requires not only the promotion of certain qualities (safe, enjoyable, authentic, etc.), but also ensuring that these qualities are represented in the conduct of event participants. It is important that volunteers and employees act in a manner that supports these efforts so that the Plaza activities can visibly provide a hospitable and tourist-friendly environment that offers quality merchandise at a fair price.

To achieve this, a code of conduct is required that outlines the responsibilities of each participant; this includes conduct requirements specific to their position as well as general conduct expected by all participants. These requirements are included in the contracts signed during the permit application process.24

Categories of participants:

Vendors (concessionary items, arts & crafts) Performers Security

General rules for all participants:

ID badge must be worn at all times during the event. Participants may only conduct those activities covered in their permit (for example, food

vendors may not sell handicrafts). Participants must behave in a kind and courteous fashion to visitors. All disputes must be

resolved following the steps outlined in Section 2.9.2, the Conflict Resolution Policy. Participants must be willing to work with the Experts Committee on the quality, pricing, and

display of products for sale. Participants must be willing to provide requested information to management, such as financial

reporting and feedback.

Rules for Vendors:

Prices must be publicly displayed for all products being sold. Only those products permitted by the Experts Committee may be sold. Stands must be maintained in a tidy and presentable condition.

24 See Appendix F for Sample Contracts.

Rules for Performers:

Performers may accept or politely ask for tips but may not demand them or pressure visitors to offer them.

Performing in the bandstand is only permitted during the times allotted by the Operations Committee.

Rules for Security

The appropriate attire for a security employee, as stipulated by the OM-CH, must be worn. Security employees must remain in visible locations so that they are easily accessible and

noticeable to visitors of the Plaza.

2.9.2 Conflict Resolution

With so many different actors from a variety of sectors participating in the event, it is natural that there may be varying goals and work styles that have the potential for conflict and tension. Managing event-related conflict through positive communication may help diffuse destructive and explosive situations and create opportunities for positive engagement and growth.

Many kinds of situations can cause conflict, such as: absenteeism, misunderstandings or lack of information, controversial actions taken by a supervisor or employee, evaluations of work performance, personal situations that affect work performance, lack of transparency in operations and decision-making, and perceived nepotism, favoritism, corruption, or conflicts of interest.

The first step in addressing conflicts is informal resolution through direct conversation. It is the responsibility of individuals involved in a conflict situation to attempt to resolve conflict through direct communication.

If informal resolution through direct conversation is ineffective, the parties involved in a conflict then approach an intermediary to help resolve the dispute. At Plaza events, a member of the Operations Committee is designated to serve as an intermediary when needed. Conflicts that arise between tourists and event participants (vendors or performers) are mediated by this person or by a member of the Experts Committee when possible. Conflicts that involve potentially dangerous behavior during an event are taken immediately to on-site security staff.

If informal resolution through direct engagement or an intermediary is ineffective, then the next step is to approach the appropriate event staff member to report a formal complaint.25 In most cases this is either the head of on-site security or the designated on-site manager from the Operations Committee. It is the responsibility of the event staff member to clarify the concern, contact the parties involved and attempt to negotiate a resolution, and follow up afterward to make sure the problem has been addressed effectively. It is also the responsibility of the event staff member to record the complaint and the steps that were taken to resolve it.

25 See Appendix L for Formal Complaint Form.

In the event that a staff member cannot effectively resolve the conflict, he or she contacts the director of the OM-CH. If other methods of resolution have proven unsuccessful, a final solution may be decided upon at the discretion of the OM-CH, in accordance with other HR policies. Should a conflict involve the director of the OM-CH directly, the chairperson of the Management Committee may serve as the final decision-maker in conflict resolution.

2.9.3 Quality Control

Vendors:

Controlling the quality of vendor product offerings is one of the main responsibilities of the Experts Committee. Their responsibilities are to determine if handicrafts and other goods meet the criteria required to brand them with certification from the OM-CH. In the same way, they also determine the criteria for what is able to be included and what is excluded on the basis of quality and authenticity. The committee reviews vendor applications, checks their goods and business practices, and may serve as a conduit for conflict resolution between vendors and buyers. The overarching goal for this committee is to establish a brand and maintain its solid reputation among tourists. The brand must guarantee the quality and authenticity of the goods.

Non-certified goods are permitted if there are stalls leftover from the preferred vendors. Regardless of certification, all goods sold in the Plaza must be oriented towards tourists. Products such as phone cards and household items are not consistent with the branding of the market as a tourist attraction. The Experts Committee is charged with maintaining the established standards, and permits will not be granted to vendors seeking to sell products not targeting tourists.

Food and Drink:

Having safe, high quality food is a high priority for Plaza activities. Market research shows that visitors to Puerto Plata have strong concerns regarding food cleanliness, and generally have higher food safety and quality requirements than the local population. Meeting the food cleanliness requirements of international tourists is a critical element of any food offerings in the Plaza. International tourists ranked food safety at the same level as personal safety, and so the importance of this point cannot be overemphasized.

The OM-CH devotes significant resources to raising the level of quality and hygiene for all food and drink vendors. This assistance enables vendors to better understand and serve international tourists as customers. See the Appendix M for a complete hygiene checklist that can be given to all vendors to ensure that they are in proper compliance. The Operations Committee will be responsible for enforcing quality control and responding to complaints from tourists about food safety and quality.

Hawkers:

Individuals selling goods in the Plaza without a permit from the OM-CH will not be allowed. Activities in the Plaza must create an environment where tourists can feel comfortable. Hawkers are often

persistent, aggressive and aggravating to tourists, and security must be proactive in keeping unlicensed vendors away from the Plaza itself. The OM-CH has discretion to license or not license street vendors as it sees fit, otherwise they will obligated to stay on the other side of the border streets or beyond.

2.9.4 Pricing

In general, international tourists are uncomfortable negotiating prices, especially in a foreign language. Additionally, tourists are often suspicious of vendors attempting to take advantage of them by selling goods at very high prices. To combat this discomfort, vendors are required to clearly post a menu of prices at their stall or individually label the items if they wish to sell them in the Plaza.

Market forces will be allowed to influence the prices vendors charge for their products. No price ranges or controls will be mandated. However, by signing the vendor contract with the OM-CH, vendors agree to work with the Experts Committee to establish reasonable prices. This guarantees a level of confidence for tourists in an unfamiliar environment, and promotes a coequal relationship between tourists and locals.

2.9.5 Rights and Responsibilities

To ensure a fair and transparent market environment, it is important to make certain that visitors are aware of what recourse they have if they feel they have been treated unfairly. In addition, they must be cognizant of the rights vendors have that a visitor would be required to respect. To achieve this, a list of visitor rights and responsibilities will be posted with vendors in the Plaza that state the following:

All goods are for sale at the prices posted at each vendor tent. They are approved by the OM-CH to ensure fairness.

If a visitor has a dispute over the price or quality of any goods sold, they may speak to an OM-CH representative.

Return policies are at the discretion of the vendor (prior situations notwithstanding).

2.9.6 Transparency & Accountability

Any quality control mechanism involves subjectivity. Subjectivity can be easily construed as, or become, nepotism or corruption. Vendor selection is subject to quality and authenticity, but also to their market appeal. The Experts Committee will clearly define criteria by which they will make judgments regarding vendors’ products. These criteria will be made available to the public. If there is any public concern that the Experts Committee is judging any criteria besides the standards of quality, authenticity, and marketability to tourists that are clearly defined and posted by the relevant committees, a vendor can be allowed a trial period to prove his or her products have a demand. Normal fees will still apply to these vendors.

It is very important to maintain public trust and confidence for activities in the Plaza, because although activities are intended to create jobs and economic opportunity for the community, transparency in the management and execution of these activities remains a key issue. Keeping the selection processes public and scrutinized by others (for example, the OM-CH, the Operations Committee, and the

Management Committee) can be desirable if serious questions have arisen about the objectivity or allegiances of members of the Experts Committee. This is another reason that members of the committee must be paid for their time and effort on a part-time, hourly basis; otherwise they may seek payments in other forms. The OM-CH will encourage and offer incentives to maintain impartiality and accountability to ensure the long-term success of the project, and to foster and maintain confidence from the community.

Part 3: Event Management

3.1 Event Logistics

3.1.1 Hours of Operation

Hours of operation for Plaza activities are determined and scheduled by the Operations Committee. Hours are set according to tourist flow patterns and vendor availability to ensure that activities are present when tourist groups come to the Plaza.

3.1.2 Facility Management

Set-up and Take-down:

Set-up and take-down of the event is managed by Operations Committee. Key components of set-up include checking all tents, tables, chairs, sound and lighting equipment, as well as holding an orientation

meeting with vendors and performers to review protocol, distribute cash flow sheets for record-keeping and evaluation surveys, and answer questions and concerns. Key elements of take-down include storage of sound and lighting equipment, completing an inventory check to make sure all items are accounted for, collecting feedback forms, and disposing of garbage.26

Storage:

Initially, tents, tables, and chairs remain set up in the Plaza. Should the need arise to store inventory off-site, the Operations Committee is responsible to devise a plan for all set-up, take-down, and storage of inventory.

Inventory:

An example of the inventory of property under the ownership of the OM-CH, to be used for Plaza activities, is as follows:

ITEM QUANTITYTents (2x3 meters) 30Buffet Tables 30Round Tables with Umbrellas 24Chairs 205Garbage Cans 40

3.1.3 Layout

The way in which the inventory listed above is arranged in the Plaza during activities is determined in cooperation with relevant community members including (but not limited to) the OM-CH, Municipal Government, local churches, municipal police, and Cluster members. This manual provides several different layout scenarios for consideration, but the final layout decision is made by the OM-CH.27

3.1.4 Scheduling

The scheduling of Plaza activities will be managed and organized by the director of the OM-CH and the Operations Committee. Vendor spaces and entertainer permits can be reserved in advance with permits for remaining spaces to be authorized up to the day of the event by Operations Committee members or Municipal Government employees in the Plaza. These staff and employees will issue permits to qualified vendors and performers whom the Experts Committee recognize as meeting the quality standards established for vendors and performers. Vendors and performers seeking permits the day of Plaza activities must also sign or show proof that they have already read and signed their vendor or performer Code of Conduct28. Market activities begin at 10am, because many city tours pass through the Plaza before noon. Activities schedulers must also be careful not to schedule events or activities that disturb

26 See Appendix N for Setup and Takedown Checklists.

27 See Appendix O for Map.

neighboring churches during their services and events. One member of the Operations Committee is ultimately responsible for keeping detailed records of scheduled events and for avoiding scheduling conflicts.

3.2 Financial Management

The OM-CH will assume primary responsibility for financial management of market and festival activities in the Plaza Independencia. The OM-CH will be responsible for the creation of a budget for market and festival activities on a yearly basis, management of payments, administration of committee budgets, financial record keeping, verification of revenue collection and deposits, and the yearly submission of financial records to the appropriate offices of the Municipal Government.

3.2.1 Creation of a Yearly Budget

The OM-CH will develop a budget for the operation and management of market and festival activities in the Plaza at the start of each fiscal year (January 1st). This budget includes the costs associated with each of the three committees involved in the planning, management, and operation of Plaza activities; daily administration and management of Plaza activities; expected revenues from fees; and expected contribution from donors, sponsors and government offices.

The budget must estimate expected costs and revenue as accurately as possible. Costs include, but are not limited to, the rental or purchase of physical equipment; the payment of wages and salaries for staff and employees; marketing and public relations; and administrative costs. Revenue is generated by fees charged to vendors, event organizers and from the sale of concessions.29

An initial draft of this yearly budget must be completed prior to the start of each fiscal year in order to allow sufficient time for input and comments from private sector partners and Municipal Government technicians.

If the annual budget is discovered to be insufficient at any point during that fiscal year, an adjusted budget must be drafted and submitted to the appropriate municipal offices and entered into the public record.

3.2.2 Administration of Funds

Withdrawals and Payments:

The OM-CH is responsible for making payments for procurement, salaries and wages, and other costs. All withdrawals and payments from project funds and official accounts require the approval and signatures of both the director of the OM-CH and an authorized member of the appropriate Municipal Government office. The approval and signatures of two individuals ensures proper oversight and guards against mismanagement of funds.

28 See Section 2.9.1 for Code of Conduct.

29 For a complete explanation of fees and fee structures, see Section 3.2.3.

Revenue Collection and Deposit:

The revenue generated by fees and concessions will be collected by the OM-CH and deposited into the Municipal Government account, of which the full amount will be made available to the OM-CH for the management and operation of Plaza activities. The OM-CH will work directly with the appropriate municipal offices and personnel to ensure proper reporting and the transparency of financial management.

Committee Budgets:

The three committees responsible for the planning and management of Plaza activities (Management Committee, Operations Committee, and Experts Committee) will draft annual budgets for submission to the director of the OM-CH. The management of funds for the three committees remains the responsibility of the OM-CH. Each committee budget will include operational costs, as well as an allotment for meals and incidentals. When committee members need to draw funds, they will submit written estimates to the OM-CH, which will then approve or disapprove of requests and make disbursements. Committees then need to submit receipts to verify use of funds. Incidental expenses of committee members can be reimbursed by the OM-CH with the submission of receipts, though the OM-CH reserves the right to disapprove reimbursement requests.

Financial Record Keeping:

Records of all financial transactions are kept by the OM-CH and an accountant contracted by the OM-CH. Detailed records must account for payments, revenue, and financial or in-kind support received from donors or sponsors. Records must comply with all local and national regulations as well as any donor reporting requirements. All applicable regulations and reporting requirements must be identified and understood by the OM-CH and its accountant.

A full financial disclosure must be presented to the appropriate municipal offices and entered into public record at the close of each fiscal year. Reports must also be submitted to donors and sponsors according to their requirements and deadlines.

3.2.3 Fees & Fee Structure

The Plaza activities gain financial self-reliance by charging fees to event managers, vendors, and concessionaires to cover operational costs involved. The Municipal Government will determine fee structure at the start of each fiscal year with input from the OM-CH.

Permitting fees are charged to event managers who want to organize events in the Plaza Independencia not associated with the activities planned by the OM-CH. These fees will be posted as public information by the Municipal Government. Permitting fees generate revenue for the OM-CH when the Plaza is not being used for activities planned by the OM-CH.

Vendor fees are collected for the rental of space during market and festival days and the permitting of commercial activities. The Municipal Government will establish these vendor fees with input from the

OM-CH at the start of each fiscal year. These vendor fees will be subject to revision based on the input and comments of vendors, experts, and other stakeholders.

The determination of a fee structure for vendors must account for the costs involved in the daily management of market and festival activities (wages and salaries, set-up, take-down, cleanup, storage of equipment, etc.), and for reduced or waived fees for a small number of spaces to be reserved for schools and other community groups. These groups will be selected through an application process discussed in Section 2.6, Vendor Selection.

Food and beverages are an essential part of market and festival days. Concession stands are charged under a fee structure that is different from the vendor fee schedule because concession stands are granted space for daily operations over 6 or 12-month periods. These fees will also be determined by the Municipal Government at the start of each fiscal year and will also be subject to revision based on input received from involved entities.

All fees are set at flat rates and not as percentages to ensure fairness and simplify calculation and collection.

3.3 Transportation and Traffic

Many considerations must be made to ensure that adequate transportation options exist to bring visitors from their hotels to the Plaza Independencia for events. This requires coordination between the OM-CH and relevant transportation organizations. Traffic management must also take place around the Plaza itself to ensure easy and safe access to the Plaza; this will be achieved through coordinated efforts with Transit Police. It is recommended that the two side streets of the Plaza (Calle Separación and Calle José Del Carmen Ariza) be closed down during nighttime activities.

3.4 Security

Establishing and maintaining a secure environment in the Plaza Independencia is vital to attracting tourists. Therefore, it is crucial that the security plan developed be both effective and highly visible to visitors. This requires recognition of all security threats, identification of those organizations within Puerto Plata capable of dealing with these threats, an evaluation of their willingness and commitment to dealing with security threats, and the creation of a security plan for the Plaza that details: A) what additional security is required, B) the inter-organizational coordination that is needed, and C) how this security will be implemented during events.

3.4.1 Recognition of Security Threats

This list includes not only realistic and ongoing threats, but also what visitors may perceive as threats regardless of their likelihood of occurring. Both have the same impact on tourist attendance and must be considered when devising a security strategy:

Assault Petty theft/pickpocketing Scams/confidence schemes Violence towards tourists Abduction

3.4.2 Identification of Security Organizations in Puerto Plata

National Police Tourist Police (Politur) Transit Police (Amet) Private security companies contracted by the OM-CH (if necessary)

3.4.3 Assessment of each Organization’s Capability and Willingness to Contribute

The relevant actors and committees must meet with each organization to explain the planned events, describe what security is needed, and determine what role they are able and willing to play through coordination with the OM-CH.

3.4.4 Creation of a Security Plan

A) Identify what security requirements remain unaddressed after including contributions by other security organizations. For example, can they commit enough manpower during the day, as well as additional coverage at nighttime events? What gaps remain?

B) Create a security plan that describes the services being provided by each organization during specific times. This includes the formation of a management and communications system between the OM-CH and other security organizations so that all participants are clear on their roles and responsibilities. This describes communications between OM-CH and the senior officials of the security organizations, the internal communications those organizations have with their employees, and any oversight the OM-CH has over these employees while they work at Plaza events.

C) The plan must describe how to implement security on the ground during Plaza events. This requires schedules and maps to ensure sufficient coverage; it must also provide a location for a clearly visible security area where visitors can go for assistance.

3.5 First Aid and Emergency Response

While emergencies are never fully anticipated, nor are they straightforward to deal with, this section addresses the basic necessities of emergency management for Plaza activities.

Four types of emergencies must be accounted for:

Facility: examples include building malfunctions, vandalism, exposed wires, broken pipes, etc.

Environmental: fires and severe weather events Medical: injuries or illnesses that require advanced and immediate medical care

Hostile Environment: situations wherein a person or persons intend to cause harm to activity participants in the Plaza.

Emergency procedures are explained in detail in the Appendices section.30 The most important elements of the response plan are for OM-CH staff to be notified of any and all emergencies that take place during plaza activities. OM-CH staff will ensure that the appropriate action is taken to address such emergencies, which typically will involve referral to other responders (e.g. police, fire, medical clinic).

In the event of life threatening medical conditions, international tourists will be taken to Clinica Medical Bourginal. In non-life threatening situations, tourists will be taken to that clinic or Clinica Doctor Brugal.31

The police department manages evacuation procedures, and the OM-CH will coordinate with them to elaborate those procedures for Plaza activities.

Discretion is in the hands of the OM-CH, in coordination with the Municipal Government, to ensure the safety of all participants in the event of severe weather forecasts. In the event of severe weather, activities in the Plaza may be cancelled. Generous amounts of transportation should also be arranged in case of rapid weather developments. Relying on taxis and moto-taxis to service a large number of participants for Plaza activities is insufficient.

3.6 Monitoring and Evaluation

Monitoring and evaluation of Plaza activities must take place on a regular basis to ensure that event management is efficient, that all participants are satisfied, and that activities continue to succeed in the aims of hosting enjoyable and safe events while providing better economic opportunities for local people. In the start-up phases of Plaza events, Vendor and Entertainer Feedback Forms and Visitor Comment Cards are distributed and collected on a daily basis.32 As the OM-CH acquires more event management experience and the annual calendar of Plaza activities becomes more established, a monitoring and evaluation schedule should be agreed upon by the Management Committee, in consideration of any reporting requirements from donor or sponsor organizations. The Operations Committee is responsible for the distribution and collection of evaluation instruments (surveys, comment cards, etc.). After analysis by a designated entity (such as the DSTA, Peace Corps Volunteers, or Solimar volunteers), the Management Committee is responsible for implementing necessary changes to event operations.

30 See Appendix T for Emergency Response Checklist.

31 This is in the absence of any previous medical plan established by the tour operators and communicated onsite to emergency response personnel.

32 See Appendix U for Vendor and Performer Feedback Forms and Appendix V for Visitor Comment Cards.

3.6.1 Before the Event:

Communicate to everyone involved in the event (staff, vendors, performers, and sponsors) that collecting their feedback is a critical part of the event management process, and that their cooperation is expected (particularly vendors and performers).

If vendors or performers attend a training or orientation prior to the event day, explain to them what the process is for evaluating the event and what their role is.

Be sure to print enough copies of surveys for vendors and performers and feedback cards for visitors.

Schedule a meeting on the day of the event prior to operating hours that is required for all vendors and performers to attend. At that meeting, explain the evaluation surveys and distribute them, and explain how and when they will be collected and by whom. (This is also an opportunity to review the event code of conduct, security, and any other issues.)

Assign one staff member to collect evaluation surveys from the vendors and performers, and make sure that all staff, vendors, and performers know whom that person is and when they will be collecting the surveys.

Assign staff to be in charge of the distribution and collection of visitor comment cards and orient them to the process of collecting feedback from visitors (how to approach people, what to tell them, where comment cards can be collected, etc.).

Schedule an evaluation meeting with staff to be held at least one day after the event but no more than one week afterward.

Ask security personnel to report any safety, security, or health issues that occur during the event to a designated staff person.

Identify key indirect participants who will be contacted after the event to obtain feedback, including taxi drivers, local government officials, church leaders, police, and employees of businesses located near the plaza. Assign a staff member to contact these people after the event to obtain informal feedback.

3.6.2 During the Event:

Key staff must carry notepads with them during the event to write down issues that come up or observations about things that are going well and things that aren’t going well. Specifically, ask them to answer questions such as:

o Did they notice any problems during set-up, take-down, or the event itself?o Did they identify anything that was particularly good?o Did they receive any positive feedback from other participants?o Did they receive any criticisms from other participants?

Remind vendors and performers to complete their evaluation surveys and turn them in at the end of the day.

Distribute comment cards to visitors, explain the purpose of the cards, show them where they can drop off completed cards, and encourage them to share their thoughts about the event.

Keep a record of any conflicts that develop, who is involved, and how they are resolved. Be sure to check in with security personnel.

3.6.3 After the Event:

Hold an evaluation meeting with staff at least one day after the event but no more than one week afterward. During the meeting, ask staff to make a list as a group of all of the issues that came up, based on the notes they wrote down during the event and anything they thought of afterward. After a break, ask the staff to consider the list of issues and brainstorm ways of addressing them.

Enter the information collected from Evaluation Surveys and visitor comment cards into the data system to analyze the feedback received.

Hold a follow-up meeting with key staff to discuss the feedback from event staff, visitors, and vendors and performers and determine what changes need to be made to operations.

Update the Operations Manual to reflect changes made in event organization and management.

3.7 Communications

Much of the work of the three committees and the organizational structure will require a certain level of communications. The protocol and process for communications is generally divided between external and internal communications. External communications are between any entity that lies outside of the organizational structure and any party included in the organizational scheme. Internal communications are between any two or more entities within the overall organizational structure.

External Communications

Any communications from external entities are channeled through a selected member of the Operations Committee to the individual most involved in the specific activity being commented on. Communications must be recorded and cataloged. Notes must be taken for phone calls and emails must be organized and filed. All communication must be cataloged and saved until it can be looked over, reviewed and addressed. All external communications must be recorded and saved until any issues are fully resolved.

Internal Communication

There is no structured protocol for communications between staff members, but regular staff meetings must occur to ensure that all personnel are informed of programmatic and policy changes. As the organization grows larger, it may be necessary to create a protocol to organize and manage inter-organizational communications. Representatives from each committee and involved group must be present at staff meetings and must then communicate major decisions to others. The OM-CH must designate someone to be responsible for keeping detailed notes of meetings, and saving records of communications.

Part 4: Appendice s

A. Leaflet Template

B. Calendar Template

C. Press Kit

D. Tour Operator Promotional Kit

E. Media Kit

F. Sample Contracts

G. Permit Template

H. Certification Checklist

I. Personnel Scheduling Template

J. Applications for Vendors, Committee Members

K. Posted Rights and Responsibilities

L. Formal Complaint Form

M. Hygiene Checklists

N. Setup and Takedown Checklists

O. Map

P. Schedule Template

Q. Schedule of Activities Around the Plaza

R. Cash Flow Sheet

S. Request for Reimbursement

T. Emergency Response Checklist

U. Vendor and Performer Feedback Form

V. Visitor Comment Card

W. Communications Flowchart

X. New Product Development

Appendix A: Leaflet Template

Appendix A: Leaflet Template

Appendix B: Calendar Template

Plaza Independencia Calendar of Events January 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30 31

Appendix B: Calendar Template

Plaza Independencia Calendar of Events February 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

Appendix B: Calendar Template

Plaza Independencia Calendar of Events March 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

Appendix B: Calendar Template

22 23 24 25 26 27 28

29 30 31

Plaza Independencia Calendar of Events April 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

Appendix B: Calendar Template

19 20 21 22 23 24 25

26 27 28 29 30

Plaza Independencia Calendar of Events May 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2

3 4 5 6 7 8 9

Appendix B: Calendar Template

10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28 29 30

31

Plaza Independencia Calendar of Events June 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4 5 6

Appendix B: Calendar Template

7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30

Plaza Independencia Calendar of Events July 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4

Appendix B: Calendar Template

5 6 7 8 9 10 11

12 13 14 15 16 17 18

19 20 21 22 23 24 25

26 27 28 29 30 31

Plaza Independencia Calendar of Events August 2009

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Appendix B: Calendar Template

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

Plaza Independencia Calendar of Events September 2009

Appendix B: Calendar Template

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30

Plaza Independencia Calendar of Events October 2009

Appendix B: Calendar Template

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3

4 5 6 7 8 9 10

11 12 13 14 15 16 17

18 19 20 21 22 23 24

25 26 27 28 29 30 31

Plaza Independencia Calendar of Events November

2009

Appendix B: Calendar Template

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30

Plaza Independencia Calendar of Events December

2009

Appendix B: Calendar Template

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

1 2 3 4 5

6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29 30 31

Appendix C: Press Kit

How to Compile a Press Kit

What is a Press Kit, and what goes into it?

A press kit is simply an information packet about a business or product. It is called a press kit because many times potential advertising mediums will ask for more information on the potential advertiser

A press kit is like a resume for your company. In it is a collection of company information and articles put together to address questions from the media, investors, potential clients and others. The goal of the press kit is the same as other marketing activities. It should grab the reader's attention, make a lasting impression and create enough interest that they will contact you for more information.

What's in a Press Kit?

There are many items that can go into a press kit, depending on the situation, the audience or the use. A media kit for potential investors is much different than a kit for potential clients. Although a press kit should be comprehensive, every promotional item or piece of marketing collateral ever produced by a company should not be included. Only put information that is current and most relevant to your target reader. When targeting media editors, be respective of their time.

Here are some ideas about what to include in your press kit. Of course, this is a long list and intended only to provide ideas for what is needed for your target audience. Do not include all of them in your press kit.

1. Letter of introduction: Sometimes referred to as the pitch letter, this first impression item is where you will grab or lose the reader's interest. Tell them upfront why they should care about what you're telling them. Provide a table of contents or a brief description of the items enclosed in the actual press kit. Let them know you are available for follow-up interviews and questions. Also make sure to include your contact information in this letter.

2. Information on the company: This includes your company's history, a company profile, and profiles of the chief officers, senior management and ownership. Include bio sheets, if appropriate.

3. Product and service information, including a product, service or performance review: This will let editors see what others are saying about you or help the editor write his own review. This should also be supported with product or service fact sheets, sell sheets or company brochures that are specific to your product or service.

Appendix C: Press Kit

4. Recent press publications and articles: Copies of recent press coverage is very appropriate for a press kit. After all, what other media have done will be of interest to current media targets. This can include article reprints and printouts of online press that a company might have received.

5. Press releases: Many times, these are what instigated and caused the printing of the articles described above. This is your chance to guide the media or your reader. Some editors will even print it verbatim, as they view ready-to-print articles as an easy way to fill up space with little effort on their part. They do, of course, usually edit these stories, so be prepared.

6. Audio and video files of radio or TV interviews, speeches, performances and any other media-covered event: Hard copies will suffice if the actual media is not available. Today, some companies are now putting online audio clips on their Web pages and in online media kits.

7. List of frequently asked questions: This helps the editor determine what questions to ask you in an interview or what to include in the article.

8. Other items to include:

* Nonprofit and community-service involvement

* Recent awards

* Photos (if appropriate)

* Factual background material

* Specific information and schedules of upcoming promotions and events

* Significant statistics specific to your industry, demographics and target audiences

* Feature article material, such as articles written by company officers or senior management

* Missions, goals and objectives

* Samples or examples

* Camera-ready logo art

* Giveaway information

Appendix C: Press Kit

The Key to Getting Noticed

Busy editors sort through piles of press kits each day. Getting your press kit noticed is the key to publication and action. Remember, getting attention is important not only with audiences, but also with editors. Package your materials in a unique way and make sure the materials are presented professionally.

It's also crucial to follow up to make sure your intended recipient received your press kit. Also, follow-up calls provide the perfect opportunity for editors to ask questions or schedule an interview. Use this opportunity to build relationships with editors--in fact, doing so will improve your chances of publication or acceptance by your intended audience. But because the distribution of press kits can get a little expensive, you've got to make relationship-building a part of your marketing strategy.

The best thing to do right now is to start assembling part of your press kit, based on available materials. Then, add to it as you see fit and develop new materials. You don't want to create a press kit at the last minute for the editor, investor or potential client who requests one.

The challenge is to put it together on paper, electronically or both. There is a trend now toward online media kits. Many of these items can be developed for online distribution; it's just a matter of putting what you already have online or onto letterhead and fact sheets.

Typically, the press kit doesn't have to be as fancy as people think. Those requesting press kits just want information--not necessarily glitz. See what items you already have and then work on the rest.33

33 Taken from www.entrepreneur.com

Appendix D: Tour Operator Promotional Kit

Tour Operator/Tour Guide Promotional Kit

The purpose of this promotional kit is to provide regional tour operators, tour guides, and excursion companies with comprehensive information about the products and services being offered in the Plaza Independencia. Beyond that, the promotional kit should also encourage these actors to inform tourists about Plaza activities and, in the case of city tours, perhaps lengthen the duration of the tour group’s visit to the Plaza.

The Tour Operator/Tour Guide Promotional Kit is essentially the same as a Press Kit, but is aimed at a different audience. It should include:34

1. Letter of introduction: Sometimes referred to as the pitch letter, this first impression item is where you will grab or lose the reader's interest. Tell them upfront why they should care about what you're telling them. Provide a table of contents or a brief description of the items enclosed in the actual promotional kit. Let them know you are available for follow-up questions. Also make sure to include your contact information in this letter.

2. Product and service information, including a product, service or performance review: This will let tour operators and tour guides see what others are saying about you and give them the background information and details they need to know to promote Plaza activities. This should also be supported with product or service fact sheets, advertising leaflets or brochures that are specific to the products and services offered in the Plaza.

3. Recent press publications and articles: Copies of recent press coverage is very appropriate for a promotional kit because it establishes legitimacy and security of Plaza activities. This can include article reprints and printouts of online press that activities might have received.

4. Press releases: Many times, these are what instigated and caused the printing of the articles described above. This is a good opportunity to call attention to a special activity or promotion that tour operators may want to take note of, such as an inaugural event or a cultural festival.

5. Audio and video files of radio or TV interviews, speeches, performances and any other media-covered event: Hard copies will suffice if the actual media is not available. Today, some companies are now putting online audio clips on their Web pages and in online media kits.

6. List of frequently asked questions: This helps the tour operators and guides understand that their key concerns are being addressed. This section must include information about the vendor selection process, quality control and certification, and safety and security.

7. Other items: It is helpful to provide information about community-based and responsible tourism, background information about donor involvement in Plaza activities, and any other information that can appeal to corporate social responsibility values.

34 For more detailed information about these components, please see the Press Kit, Appendix C.

Appendix E: Media Kit

Media Kit

A media kit is useful for selling sponsorship and advertising opportunities. It includes the following elements:

1) Cover page with photos of activities and tourists in the Plaza Independencia2) Calendar of Events by Month, and Deadlines for Advertising Submission3) Advertising Rates for different placements for Ads around the Plaza4) Advertising Rates for internet advertising (if the OM-CH launches a website)5) Exact specifications of potential ads6) Examples of target markets reached with advertising in the Plaza

A media kit is included for the magazine Budget Travel. This serves as a guide for you when creating your own media kit to use when approaching potential sponsors about advertising during Plaza activities. The kit allows sponsors to quickly and easily ascertain whether or not your advertising opportunity could produce more business for their company. It is a “one-stop” location for all of their questions about specifics and prices, and it also allows sponsors to target certain market segments. Most major sponsors will ask for a media kit to inform their decision making, so it is crucial to provide a complete and accurate media kit for their review. Some elements of the example media kit are not relevant to a Plaza media kit, but provision of information to sponsors about how to target and effectively reach their audiences.

Appendix F: Sample Contracts

VENDOR AGREEMENT

Vendor name: _______________________________________________________

Vendor category: ___ Concessions ___ Handicrafts

Vendor address: ____________________________________________________

E-mail:______________________________Phone:__________________________

______________________________________ _________________________

Vendor Date

_____________________________________ ________________________

OM-CH Representative Date

Legal language will be provided here that includes codes of conduct and any other terms of agreement deemed necessary by the OM-CH lawyers.

General rules for all participants:

ID badge must be worn at all times during the festival. Participants may only conduct those activities covered in their permit (for example, food

vendors may not sell handicrafts). Participants must behave in a kind and courteous fashion to tourists. All disputes must be

resolved following the steps mentioned in the conflict resolution portion of this manual. Participants must be willing to work with the Committee of Experts on the quality, pricing,

and display of products for sale. They must be willing to provide requested information to managements, such as financial reporting and feedback.

Rules for vendors

Prices must be openly displayed for all products being sold. Only those products permitted by the Committee of Experts may be sold. Stands must be maintained in a tidy and presentable condition.

Appendix F: Sample Contracts

PERFORMER AGREEMENT

Performer name:_______________________________________________________

Category of entertainment: _____________________________________________

Performer address:____________________________________________________

E-mail:______________________________Phone:__________________________

______________________________________ _________________________

Performer Date

_____________________________________ ________________________

OM-CH Representative Date

Legal language will be provided here that includes codes of conduct and any other terms of agreement deemed necessary by the OM-CH lawyers.

General rules for all participants:

ID badge must be worn at all times during the festival. Participants may only conduct such activities covered in their permit (for example, food

vendors may not sell handicrafts). Participants must behave in a kind and courteous fashion to tourists. All disputes must

be resolved following the steps mentioned in this manual. Participants must be willing to work with the Committee of Experts on the quality,

pricing, and display of products for sale. They must be willing to provide requested information to managements, such as financial reporting and feedback.

Rules for Performers:

Performers may accept tips but not seek them or pressure visitors to offer them. Performing in the bandstand is only permitted during the times allotted by the

Committee of Operations.

Appendix F: Sample Contracts

SECURITY EMPLOYEE AGREEMENT

Security employee name:_______________________________________________________

Security employee address:____________________________________________________

E-mail:______________________________Phone:__________________________

______________________________________ _________________________

Security employee Date

_____________________________________ ______________________

OM-CH Representative Date

Legal language will be provided here that includes codes of conduct and any other terms of agreement deemed necessary by the OM-CH lawyers.

General rules for all participants:

ID badge must be worn at all times during the festival. Participants may only conduct those activities covered in their permit (for example,

food vendors may not sell handicrafts). Participants must behave in a kind and courteous fashion to tourists. All disputes must

be resolved following the steps mentioned in this manual. Participants must be willing to work with the Committee of Experts on the quality,

pricing, and display of products for sale. They must be willing to provide requested information to managements, such as financial reporting and feedback.

Rules for Security employees:

The appropriate attire for a security employee, as stipulated by the OM-CH, must be worn.

Security employees must remain in visible locations so that they are easily accessible and noticeable to visitors of the Plaza.

Appendix G: Permit Template

Permiso de Venta/Exhibición

_________________________________ esta permitido(a) ocupar el

puesto # ______ para vender _____________________________ en la

Plaza Independencia el(los) dia(s) __________________ de

___________________ de 20_________.

Firmado por: _____________________________________

Appendix H: Certification Checklist

Certification Criteria

A product is certified Autentica Puertoplateña35 if it meets all the following qualifications:

Handmade Made or grown in the Dominican Republic Artisans live in the Dominican Republic

A certified product also must demonstrate at least one of the following:

Made with natural, recycled, or reused products Organically grown Dominican culture is demonstrated Workers in the local community are directly benefited Made or grown in Puerto Plata

A product is disqualified from certification of Autentica Puertoplateña if it is any of the following:

Industrial paints or chemicals used Mass produced Uses child labor in production

Note to Tourist Buyers:

The Experts Committee of the Municipal Office of the Historical Center guarantees that the goods you are buying are authentic and meet the criteria listed above. Buy with confidence that you are not only getting a high quality product, but also that you have positively impacted Dominican livelihoods today. Thank you for your support of Dominican artisans and culture.

35 Name subject to change

Appendix I: Personnel Scheduling Template

Appendix J: Applications for Vendors, Committee Members

Vendor Application FormFor Internal Use Only:

Interviewer (Initial):

Rating Scale:

Name: Address:

Phone Number: Email:

Association: Current Job:

ID Number:

_______________________________________

Previous ExperienceName of Employer: Phone Number:

Title of Position: Responsibilities:

Date of

Name of Employer: Phone Number:

Title of Position: Responsibilities:

Appendix J: Applications for Vendors, Committee Members

ReferencesName: Phone Number:

Relationship:

Name: Phone Number:

Relationship:

Name: Phone Number:

Relationship:

Business Description

1) What type of product(s) do you intend to sell in the Plaza?

2) Where were your products made?

3) Have your products been certified by the Experts Committee (yes/no)?

4) Have you interacted with foreign tourists before?

Appendix J: Applications for Vendors, Committee Members

5) Do you speak any other languages besides Spanish? Which?

6) How do you respond to constructive criticism?

7) Are you willing to receive training and/or advice?

8) Why do you want to sell your goods to tourists?

9) Are you willing to have fixed prices for your goods?

Appendix J: Applications for Vendors, Committee Members

Committee Staff Application FormFor Internal Use Only:

Interviewer (Initial):

Rating Scale:

Name: Address:

Phone Number: Email:

Current Job: ID Number:

_______________________________________

Previous Experience

Name of Employer: Phone Number:

Title of Position: Responsibilities:

Date of

Name of Employer: Phone Number:

Appendix J: Applications for Vendors, Committee Members

Title of Position: Responsibilities:

References

Name: Phone Number:

Relationship:

Name: Phone Number:

Relationship:

Name: Phone Number:

Relationship:

Additional information

Appendix J: Applications for Vendors, Committee Members

1) Do you speak any other languages besides Spanish? Which?

2) Why do you want to work with the OM-CH in the Plaza Independencia?

3) Please list any experience you have with the following (in addition to the experience mentioned above):

a. Tourism and hospitalityb. Event planning/coordinationc. Customer service

Appendix K: Posted Rights and Responsibilities

VISITOR RIGHTS AND RESPONSIBLITIES

All goods are for sale at the prices posted at each vendor tent. They are approved by the OM-CH to ensure fairness.

If a visitor has a dispute over the price or quality of any goods sold, they may speak to an OM-CH representative.

Return policies are at the discretion of the vendor (prior situations notwithstanding).

FOR INTERNAL USE

Date resolved: ________________________

Method of resolution:

__________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

________________________________________

Appendix L: Formal Complaint Form

FORMAL COMPLAINT FORM

Today’s Date: ________________________

Reported by: _________________________ Received by: ____________________

Parties involved: ________________________________________________________________

Nature of complaint: _____________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Were steps taken to resolve the problem before filing this complaint? Yes No

If yes, what steps were taken? _____________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

Appendix M: Hygiene Checklist

Food Handler Conduct

All personnel handling food must have a neat and clean appearance.

Food handlers must keep all hair tied back away from the face.

Food handlers should not wear jewelry and must keep their fingernails trimmed short.

Food handlers should minimize bare hand contact with food by using utensils and gloves.

Any person suffering from the following cannot handle food:

Coughing/sneezing Diarrhea Vomiting

Fever Abdominal pain Viral infections

Food handlers must wash their hands with soap and warm or hot water for 30 seconds after:

Handling any meat or seafood Handling money Touching their face Touching any surfaces outside the food

preparation area

Touching any substances other than the food being prepared

Going to the bathroom Eating

No tasting, eating, drinking, chewing gum, or smoking in the food preparation or serving area.

Food Preparation

Wash all utensils and preparation surfaces before and after using them for meats and seafood.

Use only potable water for food preparation.

Keep separate sinks or basins for the washing of food and the washing of utensils/dishes/hands.

Food waste should be disposed of immediately and not left to accumulate in preparation areas.

Use separate utensils for raw and cooked meat.

Do not put cooked food on surfaces that have had contact with raw food until those surfaces

have been cleaned.

Appendix M: Hygiene Checklist

Appendix M: Hygiene Checklists

Cooking & Temperature Control

High risk foods must be kept below 8°C or above 63°C. High risk foods include:

Cooked meats Cooked meat products Prepared dishes Cooked rice Dairy foods Cooked chicken and poultry Cooked fish and seafood Prepared salads containing mayonnaise Egg dishes Soft-serve or soft ice cream (must be kept below -2.2°C)

Hot foods must be served at a minimum core temperature of 75°C.

Food Storage

All raw foods must be stored properly; meats and seafood must be kept refrigerated until ready

to cook. Leftover food items must be wrapped, dated, and stored appropriately (frozen, refrigerated).

Ensure that all food is stored in sealed containers and away from chemicals and pests.

Cleaning

Items in direct contact with food must be cleaned after use.

Sinks, counters, tables, and cooking areas must be cleaned daily.

All garbage must be disposed of daily.

Cleaning detergent, disinfectants, and hot water must be used in cleaning.

Food preparation and storage areas must be checked daily for pests.

Appendix N: Setup and Takedown Checklist

Set-up Checklist

Make sure that each tent has 1 buffet table and 2 chairs.

Distribute garbage cans with liners to each tent.

Set up sound and lighting equipment.

Set up food preparation areas and turn on appliances.

Set up visitor seating area, make sure all tables and chairs are clean and dry.

Place visitor comment card boxes at various locations around the Plaza.

Convene an orientation meeting with all vendors, entertainers, and event management

staff.

Check vendor permits and identification.

Distribute Cash Flow Sheets and Evaluation Surveys.

Complete a final inspection 45 minutes before event start time to make sure that:

All vendors are in place

All displays are ready

Garbage has been thrown away

Set-up equipment is stored

Tents are safely put together

All sound and lighting equipment functions properly

All ropes, cords, and other items are stored so that they will not be safety

hazards

Take-down Checklist

Collect Evaluation Surveys from vendors and entertainers.

Collect visitor comment cards and comment boxes.

Ensure that vendors have packaged all of their materials.

Take down sound and lighting equipment.

Complete an inventory check to make sure that all items are accounted for.

Appendix N: Setup and Takedown Checklist

Collect garbage and dispose of it according to protocol.

Appendix O: Map

Appendix O: Map

Appendix O: Map

Appendix P: Scheduling Template

Appendix P: Scheduling Template

Appendix Q: Schedule of Activities Around the Plaza

Time Sunday Monday Tuesday Wednesday

Thursday Friday Saturday

7:00am Morning service (Samaritano)

Morning service (Samaritano)

8:00am9:00am Church

service (Catedral)

Intercession (Samaritano)

Church service (Catedral)

10:00am Church service (Samaritano); Church service (Catedral)

City Tour in Plaza – 5 min. (Thomas Cook)

City Tour in Plaza – 5 min. (Thomas Cook)

Church service (Catedral)

11:00am City Tour in Plaza – 25 min. (Hotel Beds), (Caribbean Nexus)

City Tour in Plaza – 25 min. (Hotel Beds), 15 min. (Alartours)

City Tour in Plaza – 25 min. (Hotel Beds)

City Tour in Plaza – 15 min. (Alartours), (Caribbean Nexus)

12:00pm1:00pm2:00pm3:00pm Intercession

(Samaritano)4:00pm5:00pm Church

service (Catedral)

Church service (Catedral)

Church service (Catedral)

6:00pm Church service (Samaritano)

7:00pm Youth service (Samaritano)

8:00pm Bible class (Samaritano)

9:00pm Youth service (Samaritano)

10:00pm

Activities around the Plaza Independencia

Potential Time Conflict for Noisy Events

Good Times for Plaza Activities

Appendix R: Cash Flow Sheet

Hoja de Cuentas

Fecha Descripcion Ingresos Costos/ Gastos

Saldo Categoria

           

           

           

           

           

           

           

           

           

           

           

           

           

Appendix S: Request for Reimbursement

Reimbursement Form

Fecha: / / _

Nombre: _

Comité: _

Descripción del uso de fondos Precio

Total:

Approbado por:

Firma: _

Nombre: _

Fecha: / / _

Appendix T: Emergency Response Checklist

Puerto Plata Market and Festival

Emergency Response Plan

The primary goal of the Emergency Response Plan is to provide basic emergency response procedures. This plan attempts to outline and assign responsibilities for coping with and managing emergency situations that may arise affecting the safety and well being of market and festival participants, vendors, and facilities. This plan should not be expected to address every emergency situation that could arise, but to give guidelines to be followed. The priorities for all emergency situations are the protection of life and when appropriate, the protection of physical infrastructure. This plan will be reviewed, updated and exercised annually under the direction of the Municipal Office of the Historical Center (OM-CH).

I. Types of Emergencies

The 4 types of emergencies this plan will attempt to address are:

1. Environmental Emergency

- Severe weather (heavy rain, high winds, flooding, etc.)

2. Facility Emergency

- Examples include a fire, collapsing roof, exposed electrical wires, broken water or gas piping, etc.

3. Medical Emergency

- Examples include injury or illness that needs advanced medical care

4. Hostile Environment Emergency

- Situations wherein a person is located in or near the Plaza and is or intends to cause harm to participants

II. Recognizing and Handling Emergency Situations

A. In the event that an emergency situation occurs, designated individuals will be responsible for following specific emergency procedures. The primary person responsible for handling the emergency and carrying out the procedures will be the police officer or emergency official first on the scene.

Appendix T: Emergency Response Checklist

B. The general emergency procedures to be followed by the person responsible for executing them are:

1. Assess the situation

2. Evaluate and determine the extent of the emergency and take control of the area

3. Determine the assistance needed

4. Designate one (1) person to contact the assistance needed

a. Ambulance/Fire Department/Police 911

b. Vittorio Bedin (OM-CH) office: (809) 261-5993;

mobile: (829) 448-3434

5. Remain in charge of situation until someone arrives to take over

6. Fill out all appropriate paperwork

7. Call appropriate personnel

C. Any contact after an emergency situation by the media should be referred to the Chief of Police and the Director of the OM-CH.

III. Protocol for Placing Calls

In the event of an emergency that requires emergency response, call for emergency services first.

Police/Fire Department/EMS 911

When placing the call, always give the following information:

1. Name and Program Area – example, “this is Armando from Politur”

2. Location – example, “I am calling from the Ice Cream shop in the Plaza”

3. Brief Description of the situation – example, “a participant lit some garbage on fire and we need the fire department to come put it out and investigate the situation.”

For all emergencies, the first respondent should dial 911 first, and then place a call to Vittorio Bedin. Should a situation arise that necessitates a building evacuation, such as fire, explosion, chemical spill, gas leak, terrorist threats, etc., Police should be notified immediately.

Appendix T: Emergency Response Checklist

In emergencies, it is important for the responders to evaluate the situation to avoid taking overly drastic measures that may lead to panic, confusion, and ultimately a greater safety/security hazard.

IV. Emergency Contact Information

Who to contact in case of an emergency:

Vittorio Bedin (OM-CH) Office: (809) 261-59

Mobile:(829) 448-3434

*For Medical Emergencies Only - Call one of the following*

Centro Medico Bournigal (809) 586-2342 Clinica Doctor Brugal (809) 586-2511 Cluster Office: (809) 586-3305

FOR PERFORMERS ONLY

Approximately how much money did you make in tips today? ______________ RD

FOR VENDORS ONLY

Approximately how many items did you sell today? _________

What were the most popular items in your inventory? ______________________________________

What was your revenue today? ________________RD

Appendix U: Vendor and Performer Feedback Form

VENDOR and PERFORMER FEEDBACK FORM

Today’s Date: ___________ Event/Activity: ________________ Tent Number: ______

Participant Type: Food/Beverage Vendor Handicraft/Gift Vendor

Entertainer Other (Please Specify):

____________

1. Which aspects of today’s event or activity were particularly good?

2. Which aspects of today’s event or activity needed improvement?

3. Was your overall experience with visitors today positive? Yes No

- If no, why not?

4. Did this event or activity meet your expectations? Yes No

- Why or why not?

5. Would you be interested in participating in Plaza activities in the future? Yes No

- If no, why not?

Appendix U: Vendor and Performer Feedback Form

Appendix V: Visitor Comment Card

VISITOR COMMENT CARD

How did you find out about today’s activities/event? Flyer at airport Information from hotel/resort Tour operator/tour guide

Visitor information center Radio/Television Internet

Other (please specify): ___________________________

How did you get to the Plaza today? Taxi Motorcycle taxi Private car

Public bus Tour operator Other (please specify): ________________

What did you enjoy the most about the Plaza today? (check all that apply) Food/drink Souvenirs/handicrafts Entertainment

Other (please specify): _______________________________________

Based on your experience today, would you recommend Plaza activities to a friend? Yes No

Other comments/suggestions:

Thank you very much for visiting the Plaza Independencia! We hope to see you again!

VISITOR COMMENT CARD

How did you find out about today’s activities/event? Flyer at airport Information from hotel/resort Tour operator/tour guide

Visitor information center Radio/Television Internet

Other (please specify): ___________________________

How did you get to the Plaza today? Taxi Motorcycle taxi Private car

Public bus Tour operator Other (please specify): ________________

What did you enjoy the most about the Plaza today? (check all that apply) Food/drink Souvenirs/handicrafts Entertainment

Other (please specify): _______________________________________

Based on your experience today, would you recommend Plaza activities to a friend?

Appendix V: Visitor Comment Card

Yes No

Other comments/suggestions:

Thank you very much for visiting the Plaza Independencia! We hope to see you again!

Appendix W: Communications Flowchart

Appendix X: New Product Development

New Product Development

Products to consider pursuing or promoting of interest to tourists:

Organic Coffee Locally made chocolate Sugar Sugar cane to chew Dominican spices Recipes or recipe books with traditional or interesting Dominican meals Dominican hand rolled cigars Trinkets Handicrafts Amber jewelry Carnaval costumes Tourist photo opportunities Open a kiosk for information with maps, restaurant recommendations, international

newspapers, postcards, and cigarettes Antiques Antique books Different brands and varieties of rum Mamajuana