Canyons and Plains Priority Strategies

• Host an annual Canyons and Plains Tourism Week and include a road rally type of event that follows the Canyons and Plains loop created in partnership with the CTO.
• Promote adoption of the Canyons and Plains Destination Learning Lab by local businesses.
• Incentivize participation in the Canyons and Plains Destination Learning Lab for frontline hospitality workers.
• Incorporate tourism and hospitality workforce curriculum into local colleges such as Otero College, Lamar Community College, and Trinidad State College.
• Develop and share tourism impact data such as visitor spending, tax revenue generated, number of jobs created and other statistics available through the CTO.
• Utilize CTO’s Value of Tourism video with customizable information to highlight the economic impact of tourism in the region.
• Develop targeted information campaigns highlighting the benefits of tourism such as economic data as well as municipal and infrastructure enhancements made possible as a result of tourism tax revenue.
• Create success story content such as videos, blog posts and social media campaigns that focuses on achievements made by tourism industry partners.
• Partner with local media and schools to feature the success story content and highlight the tourism industry as a career path.
• Apply for CTO Destination Development programs for technical assistance support to advance the region’s objectives.
• Host public forums and workshops that are celebratory and educational in nature about the value of tourism and showcase tourism initiatives completed in Canyons and Plains.
• Develop online engagement platforms such as a dedicated tourism stakeholder and partner social media group.
• Establish community feedback mechanisms such as surveys, focus groups and town hall meetings.

• CTO Destination Learning Lab, including Championing the Value of Tourism
• CTO’s Value of Tourism Video
• Dean Runyan Economic Impact Report
• Longwoods Travel USA Visitor Profile
• CTO Destination Development programs
• CTO Resident Sentiment Survey template available to participants of CTO Destination Development programs

The following case study illustrates examples of this strategy implemented in other communities:

Visit Denver’s Tourism Pays campaign showcases how tourism spending positively impacts businesses and residents throughout the state from an economic and quality of life perspective.

• Increase in community support of tourism reported in surveys
• Number of community engagement sessions held to gather input on tourism planning
• Reduction in community-reported negative impacts of tourism reported in surveys

Collaborate closely with local DMOs to develop tourism strategies that embrace diverse perspectives in preserving and celebrating community characteristics. Effectively communicate the positive impacts of tourism to both residents and visitors.

This regional strategy aligns closely with the following strategies from the statewide plan:

Communities

• 1: Prioritize Local Community Involvement in Tourism Planning
• 2: Increase Knowledge on the Value of Tourism for Residents

CTO, Canyons and Plains Regional, Heritage Taskforce, DMOs

• Utilize DMOs to link the cultural heritage sites throughout the region and provide interpretive information on the connectivity and history of the sites.
• Create a three-day cultural heritage loop focusing on the National Historic Sites in the region and encourage tourism partners to promote through all available channels.
• Include messaging in cultural heritage marketing materials that Canyons and Plains is the only region in Colorado with three National Historic Sites.
• Emphasize the region’s dedication to accurately and inclusively showcase Native American heritage.
• Create a video or brochure to educate residents and visitors on how the Canyons and Plains region is central to the history and culture of Colorado and the United States.
• Expand the Life Chronicles campaign and encourage participation by artists representing all cultures represented in the Canyons and Plains region.
• Learn from the ongoing outreach and engagement efforts with local tribes conducted throughout the development of the Fishers Peak State Park master plan.
• Highlight traditions, history, and contemporary contributions in an authentic way through interpretive materials and tourism experiences developed in collaboration with Indigenous communities.
• Enhance awareness of the region’s cultural heritage by documenting and interpreting a broad spectrum of narratives.
• Launch a media campaign utilizing locally produced content, social media, and public art to vividly portray untold stories and lesser-known aspects of Colorado’s past.
• Cross-promote National Historic Sites throughout the region through individual NPS brochure maps and content.
• Convene tourism partners involved in this strategy on a quarterly basis to enhance collaboration and sharing of efforts, successes, and challenges.
• Apply for a CTO Destination Development program to convene tourism partners in a facilitated discussion on how partners can work together to develop Canyons and Plains cultural heritage tourism that considers multiple perspectives.

The following case studies illustrate examples of this strategy implemented in other communities:

• The Fishers Peak State Park management planning process represents an example of successful engagement and inclusion of stakeholders and Indigenous communities from the very beginning and throughout the entire planning process.
• The Canyons and Plains Life Chronicles campaign hired local artists to create campaigns that showcase the cultural heritage aspects of the region. Campaigns are displayed at different locations and provide a unique perspective on the area’s history.

• Interpretive information from History Colorado
  
• Lessons learned from the Amache Preservation Society in community engagement and involving local students in cultural heritage initiatives
• Canyons and Plains Regional Heritage Taskforce Life Chronicles campaign
• Fishers Peak management planning process through Colorado Parks and Wildlife (CPW)

• Number of cultural heritage awareness initiatives
• New partnerships established
• Number of partners engaged in the conversation around cultural heritage

Proactively involve and support Indigenous and cultural communities to develop tourism practices that respect, preserve, and promote Colorado’s cultural heritage.

This regional strategy aligns closely with the following strategies from the statewide plan:

• Cultural Heritage
• 1. Foster Inclusive Cultural Heritage Partnerships
• 2. Promote Native American Heritage
• 4 Enhance Awareness of Diverse Cultural Heritage
• 8. Facilitate Access to Historic Preservation Grants

DMOs, NPS, CPW

• Develop and distribute messaging surrounding responsible and respectful behaviors for the tarantula tourism season and the annual Tarantula Fest.
• Expand responsible and respectful use messaging beyond Tarantula tourism season and viewing areas.
• Partner with local wildlife experts, conservationists, and ecotourism businesses to create guided wildlife viewing experiences for visitors.
• Support the distribution of CPW’s wildlife viewing messages to educate visitors on the importance of maintaining respectful distances and refraining from harmful behaviors.
• Implement practical measures to mitigate human-wildlife conflicts, including the installation of secure trash receptacles, enforcement of leash regulations, adjustments to speed limits, increased wildlife signage along highways, and comprehensive visitor education initiatives.

• Care for Colorado Coalition
• CPW’s wildlife viewing tips
• CTO Destination Development programs

The following case studies illustrate examples of this strategy implemented in other communities:

• The Visit La Junta Tarantula Tourism Responsible Visitation Campaign followed the process of a customized Do Colorado Right campaign by convening a working group of tourism partners to identify priority impacts from tarantula tourism, creating customized content to help mitigate these impacts through education, and providing a means for partners to collaborate on delivery of the messaging. It will launch with the 2024 tarantula tourism season and the working group will convene again after the season to discuss the program’s success and opportunities for improvement. This type of engagement encourages continued dialogue and cooperation between the tourism industry, law enforcement, public land managers, private property owners and others.
• Customized Do Colorado Right campaigns from destinations including Visit Leadville-Twin Lakes, Visit Ouray, Visit Estes Park and others convened stewardship partners to identify priority messaging specific to their region. These build upon the larger statewide Do Colorado Right campaign and leverage the CTO’s public relations team to deliver the messaging to targeted audiences.
• Number of new wildlife viewing opportunities created
• Number of wildlife viewing guides and ethical viewing educational materials distributed
• Number of human-wildlife conflicts such as attacks and wildlife relocations due to human interaction
• Change in visitor behavior during tarantula tourism season
• Value of investment in habitat protection and restoration

• Increase in community support of tourism reported in surveys
• Number of community engagement sessions held to gather input on tourism planning
• Reduction in community-reported negative impacts of tourism reported in surveys

Bring together land managers and partners to identify priority wildlife impacts and reduce human-wildlife conflicts through infrastructure improvements and visitor education. Distribute CPW’s wildlife viewing guidelines, and advocate for habitat protection to sustain natural areas and their wildlife.

This regional strategy aligns closely with the following strategies from the statewide plan:

• Wildlife and Biodiversity
  • 1: Promote and Facilitate Guided Wildlife Viewing
  • 3: Reduce Human-Wildlife Conflicts
  • 4: Champion Wildlife Habitat Protection and Restoration

USFS Comanche National, Grassland, CPW, Care for Colorado Coalition, Visit La Junta

• Create a detailed case study on the successful NPS designation for Amache National Historic Site and the role the community played in its success.
• Collaborate with the Amache Preservation Society to learn from their successful work with Granada High School students and explore implementing similar programs in school districts across the region.
• Work with NPS and Eads High School history department to encourage students to volunteer at the Sand Creek Massacre site and establish a mechanism to provide school credit for volunteer hours.
• Work with NPS and Otero School district to encourage students to volunteer at Bent’s Old Fort and establish a mechanism to provide school credit for volunteer hours.
• Host an annual Canyons and Plains Tourism Week and include a road rally type of event that follows the Canyons and Plains loop, with the potential of using portions of the week as a fundraising event to support local museums.
• Establish partnerships between museums and local DMOs.
• Create volunteer opportunities for tourism stakeholders.
• Implement joint marketing campaigns that promote museums as key stops on a Canyons and Plains itinerary.
• Research and apply for CTO competitive grants to implement tactics outlined in this strategy.
• Explore additional funding resources to support museums in rural communities , using the NPS Lower Mississippi Delta Initiative as an example.
• Engage local school districts to offer an accredited curriculum that supports volunteer work at local museums.

• CTO competitive grants and co-ops
• CTO Destination Development programs
• Leverage History Colorado’s Historic Preservation Grants and Collection Services

The following case studies illustrate examples of this strategy implemented in other communities:

• Since its establishment, the Amache Preservation Society has integrated high school students into its programs. These students play pivotal roles by staffing the museum, guiding visitors on tours, and contributing to the successful campaign for Amache’s designation as a National Historic Site. Their active involvement underscores their dedication to preserving the Amache National Historic Site.
• The Colorado Historic Opera Houses Circuit is a loop highlighting various historic opera houses throughout the state and connecting destinations on the loop. Visitors are encouraged to visit five mountain opera houses built between 1878 and 1913, where they can enjoy live music, theater, festivals, comedy, dance, or simply tour the opera houses.

• Number of volunteer hours by tourism stakeholders
• Museum visitation numbers

Promote and actively support museums as integral components of the tourism experience for visitors.

This regional strategy aligns closely with the following strategy from the statewide plan:

• Cultural Heritage
• 9: Strengthen Museum Involvement in Tourism

NPS, CTO, History Colorado, Museums

• Secure a dedicated funding source to create a paid staff position to manage the Canyons and Plains Regional Heritage Task Force.

• Conduct a campaign to recruit new members to serve on the Canyons and Plains Regional Heritage Taskforce by defining board member obligations, experience required and qualifications.
• Seek funding to create a succession plan to ensure the viability of the Canyons and Plains Regional Heritage Task Force into the future.
• Collaborate with the CTO public relations team to increase the visibility of the successes of the Canyons and Plains Regional Heritage Task Force through a dedicated public relations campaign.
• Apply for technical assistance from the CTO to create Destination Learning Labs that build on the Canyons and Plains Destination Learning Lab, creating a suite of labs for local residents, business owners and partners.
• Provide talking points about the value of tourism in the economy to local and regional economic development organizations.
• Continue tourism stakeholder surveys available as a result of the region’s participation in CTO programming.
• Offer comprehensive assistance to tourism organizations in rural areas, ensuring access to CTO and OEDIT resources, data, and specialized partnerships to foster development and resilience.
• Establish networks and educational materials for developing sustainable organizational structures at both the local and regional levels and funding strategies while advocating at the state level for the expansion of funding sources.
• Develop and disseminate educational materials in collaboration with DMOs and municipalities, focusing on increasing understanding among government officials, business owners, and residents about the benefits of visitor-generated tax revenues in supporting local communities and reducing the tax burden through funding community improvement projects.
• Communicate to residents the value of tourism for both economic value and quality of life.

• CTO competitive grants and co-ops
• CTO Destination Development programs
• Rural Opportunity Office (ROO) Rural Technical Assistance Program
• OEDIT programs including Rural Jump-Start, Enterprise Zones, Just Transition Funding, Skill Advance Colorado Job Training Grants

The following case study illustrates examples of this strategy implemented in other communities:

• The Roaring Fork Valley (RFV) encompasses a diverse range of tourism communities and attractions, spanning from the renowned ski mountains of Aspen and Snowmass Village to Colorado’s historic resort town of Glenwood Springs, as well as the more rural destinations of Basalt and Carbondale. Established in 2021, the Roaring Fork Valley Destination Alliance (RFVDA) aims to promote the RFV as a vibrant place for residents and visitors alike to live, work, and enjoy recreational activities. Comprising representatives from the Tourism Council of Carbondale, Basalt Chamber of Commerce, Visit Glenwood Springs, Aspen Chamber Resort Association, and Snowmass Tourism, RFVDA seeks to unify the region’s tourism efforts. Together, they collaborate on key initiatives such as promoting responsible tourism practices, crisis communication strategies, developing new tourism offerings, and advocating for the economic and cultural benefits of tourism throughout the valley.

• Increased organizational capacity and/or new sustainable funding mechanisms implemented
• Participation in CTO programming

Engage proactively in local DMO programs and events, offer voluntary board service, or support targeted activities that cultivate a cooperative atmosphere to bolster destination management efforts.

This regional strategy aligns closely with the following strategies from the statewide plan:

• Local Tourism Businesses and Organizations
• 1: Provide Support to Rural Tourism Organizations
• 2: Strengthen Destination Management/Marketing Organizations Across the State

Small Business Development Center, Southeast Colorado Business Retention, Expansion and Attraction (SEBREA), Chambers of commerce, Economic development organizations, Colorado Agritourism Association

• Develop and distribute outdoor recreation guides similar to the Trinidad Gravel Adventure Guide.
• Work with CPW to develop and promote responsible recreation guides for Trinidad Lake and Fishers Peak state parks.
• Conduct a survey of residents in the Canyons and Plains region to gauge their interest level in outdoor recreation and understand barriers to participation.
• Work with OREC to collaborate with land managers to expand permit availability for guided outdoor activities on public lands.
• Promote a guide culture in Colorado by encouraging visitors to seek out local guides who are certified for their ethical and responsible practices regarding wildlife and biodiversity.

• Highlight lesser-known outdoor recreation destinations, aiming to balance visitor distribution and reduce overcrowding at popular sites.

• Develop partnerships with land managers
• Identify technology platforms to capture data
• Create incentive programs to encourage business and visitor participation
• Develop recreation guides to disseminate locally and through the CTO

• CTO competitive grants and co-ops
• CTO Destination Development programs 

The following case studies illustrate examples of this strategy implemented in other communities:

• Visit La Junta Tarantula Tourism is an example of developing a guided recreational activity through engagement with tourism partners, land managers, law enforcement and community members to proactively identify and mitigate visitor behaviors before they become unmanageable. By hosting guided tours with tarantula experts during the Tarantula Festival, visitors enjoy a more immersive experience and impacts to public and private lands are eliminated.
• The City of Trinidad created the Gravel Adventure Field Guide to guide cyclists on the area’s 1600+ miles of county roads, providing information about the culture, history and scenery along the way. As all rides start and end in downtown Trinidad, the Field Guide enables local businesses to promote their businesses and experiences to the increasing number of outdoor recreation and cycling enthusiasts who come to Trinidad to explore.

• Number of destinations to develop outdoor recreation guides
• Number of people using outdoor recreation guides
• Number of guiding permits issued on public lands
• Percentage of visitors reporting to use a guide

Promote alternative outdoor destinations that align with sustainable visitation practices, and advocate for local guides by demonstrating how guided experiences can enhance visitors’ understanding and appreciation of Colorado’s outdoors.

This regional strategy aligns closely with the following strategies from the statewide plan:

• Outdoor Recreation
• 5: Develop and Distribute Recreation and Trail Guides
• 7: Promote Guided Recreation Opportunities

OREC, City of Trinidad Office of Outdoor Recreation