Consultant Bill of DML Pros presented an organizational assessment to the Middleton Tourism Commission on Nov. 18, saying Visit Middleton’s work is “solid given the size of budget” but limited by staffing and communication constraints. He recommended adding one community-marketing/engagement position so the director can spend more time in the community and with stakeholders.

Bill said Visit Middleton’s status as a city department — uncommon among destination marketing organizations — works for Middleton because city leadership allows entrepreneurial operations, but it also creates constraints that should be managed. He told commissioners that although Visit Middleton meets many of the applicable Destinations International accreditation standards, pursuing accreditation now would be “resource intensive” and not necessarily worth the effort for the commission at this time.

A central finding was a perception gap between Visit Middleton and local stakeholders: some business and event hosts reported not knowing about tournaments, conventions or tourism grant opportunities until it was too late to staff or participate. “I mean, they love you guys. They just don’t see enough of you,” Bill said, linking that to the office’s three-person staff.

Bill recommended several operational changes: hold quarterly town-hall meetings for partners and grant recipients; increase visibility at Common Council meetings; consider shifting non-tourism permitting (for small community events) back to general city permitting to free tourism staff for visitor-focused work; and provide a 90–120 minute commissioner orientation on room-tax statute requirements.

On the Destination Madison partnership, Bill said Middleton currently pays about 17% of the community-partner fee (about $260,000 for Middleton) under a flat-rate model that yields similar benefits for much smaller partners (he cited Verona at roughly $66,000). He recommended negotiating for a tiered benefits structure or secured additional visibility proportionate to Middleton’s investment: “Four times as much money is being invested by Middleton … Shouldn’t Middleton receive four times more benefit?” he asked.

Commissioners thanked Bill for the draft report and asked for clarifications; staff said the assessment will be attached to meeting minutes in draft form and that Bill has offered follow-up meetings or a return visit. The commission did not take a formal action on the report but signaled interest in using its findings to shape the 2026 strategic plan and Destination Madison contract discussions.

The assessment remains in draft and staff asked commissioners to submit suggested edits before the document is finalized.