Strategy 1: Foster Increased Collaboration and Coordination of Regional Tourism
Throughout the strategic planning consultation process, many DMO partners expressed a desire for more frequent engagement with regional partners to enhance collaboration and share ideas on industry priorities. This strategy aims to cultivate greater collaboration among the region’s DMO network and forge partnerships to address priority issues such as regional tourism development and marketing efforts. By increasing participation in marketing partnerships, the region can better support resources and capacity. The San Luis Valley Tourism Association (SLVTA) has already made significant strides in partnering with the Saguache County Tourism Council (SCTC). There is potential to expand the geographical reach of this effort by collaborating with other county tourism boards, including Rio Grande, Huerfano, Mineral, Costilla, and Conejos County. This effort will strengthen the collective voice of the region where partners often face limited capacity and resources, thereby enhancing tourism development and promotional opportunities.
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- Roaring Fork Valley Destination Alliance is an industry coalition of the regional destination organizations within the Roaring Fork Valley that work together on identified priority projects including responsible visitation campaigns and regenerative tourism programs for visitors.
Key Performance Indicators
- Formation of a regional industry alliance
- Representation from all regional DMO participants across the seven counties
- Identification of shared priorities and destination management projects for the region
- Increased volume of CTO resources and funding dispersed throughout the region
Role of the Tourism Industry
Participate in the regional DMO alliance to collaborate on marketing campaigns, coordinate events, and share visitor data to inform strategies. By attending networking events and training programs, businesses can stay informed, improve service quality, and influence tourism policies. Additionally, they can support advocacy efforts, engage local communities, provide feedback, and participate in crisis management planning to build resilience.
Statewide Strategy Alignment
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
Potential Supporting Partners
- CTO, Alamosa Convention and Visitors Bureau, Saguache County Tourism Council, Spanish Peaks Country Tourism, Rio Grande Country Tourism, Conejos Tourism, Costilla County Tourism, Creede and Mineral County Lodging Tax Panel, Sangre de Cristo National Heritage Area
Strategy 2: Increase Responsible Visitation
The Mystic San Luis Valley is a uniquely environmental and culturally sensitive region, offering a rural experience that attracts many visitors. This strategy aims to raise awareness of the specific needs of rural destinations, provide visitor education and encourage respectful behavior throughout the region. It builds on the established Do Colorado Right stewardship messaging campaign tailored for the Saguache County Tourism Council, emphasizing the importance of implementation support and additional resources throughout the region.
- Develop regional gateway signage featuring “This Land is Sacred” messaging to provide cultural and visitor education, aligning with a land acknowledgment at all major entry points and highways into the Mystic San Luis Valley Region.
- Expand engagement among regional tourism stakeholders, including public land managers and municipal leaders, to identify problematic visitor behaviors and determine the necessary messaging.
- Apply for technical assistance grants to build capacity for coordination and development of campaign messaging and outreach strategies.
- Encourage participation in the Care for Colorado Coalition to gain access to marketing assets, communication materials, and educational resources.
- Seek grants to support the installation of gateway signage.
- Pursue marketing funding opportunities to create digital and print marketing collateral tailored for DMO partners.
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- The Do San Luis Valley Right campaign is a responsible visitor education initiative created for the Saguache County Tourism Council in collaboration with the CTO. It was designed with the flexibility to be adopted and implemented valley-wide by other regional partners.
Key Performance Indicators
- Increased impressions of Do San Luis Valley Right marketing and messaging collateral
- Number of regional DMO participants adopting Do San Luis Valley Right visitor messaging
- Engagement in Do San Luis Valley Right by regional visitors
- Reduction in behavioral issues on public lands including trespassing, trash, vandalism, search and rescue calls
- Increased positive feedback from resident and tourism stakeholders sentiment around visitor behavior
Role of the Tourism Industry
Join the Care for Colorado Coalition and engage in visitor education campaigns promoting responsible and respectful behavior in rural communities and on public lands.
Statewide Strategy Alignment
This regional strategy aligns closely with the following strategies from the statewide plan:
- Communities
- 4: Encourage Responsible Visitation in our Communities
- Outdoor Recreation
- 1: Expand Do Colorado Right Campaigns on Public Lands
- 7: Promote Guided Recreation Opportunities
- 8: Enhance Destination Stewardship Through Strategic Partnerships with the Private Sector
Potential Supporting Partners
- Alamosa Convention and Visitors Bureau, Saguache County Tourism Council, Spanish Peaks Country Tourism, Rio Grande Country Tourism, Conejos Tourism, Costilla County Tourism, Creede and Mineral County Lodging Tax Panel, Sangre de Cristo National Heritage Area, Great Sand Dunes National Park and Preserve
Strategy 3: Support Regional Transit Solutions for the Great Sand Dunes National Park and Preserve
Visitation to the Great Sand Dunes National Park and Preserve (GRSA) has doubled in the last six years, surpassing more than 600,000 visitors annually. The park is currently developing an infrastructure and transportation plan that seeks public input to address issues such as overcrowding and traffic congestion. Regional tourism stakeholders can contribute to these solutions by actively participating in the planning process and coordinating efforts.
- Establish a public-private partnership to provide connectivity between regional destinations and GRSA while reducing cars and congestion, encouraging low-impact travel options, and increasing awareness of the rural tourism experiences throughout the Mystic San Luis Valley for national park visitors.
- Participate in GRSA transportation and transit plan to provide input and support sustainable mobility solutions.
- Update trip-planning information on transportation and transit options for visitors through regional DMO websites and other communication channels.
- Collaborate with GRSA to advocate for ongoing transit plans and future transportation initiatives, as well as share tourism visitor arrival data to support transportation development opportunities.
- Identify and promote alternative transit opportunities for visitors including ride shares and partnerships for private transit or shuttle services.
- Develop responsible and respectful park visitor messaging as part of regional Do San Luis Valley Right campaigns.
- Create pre- and post-park visit itineraries to encourage visitors to explore the region beyond peak national park travel times and seasons, promoting economic benefits across the Mystic San Luis Valley.
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- U.S. Forest Service Hanging Lake Management Plan was designed in partnership with Visit Glenwood Springs, the City of Glenwood Springs, and Glenwood Adventure Company, and provided transit solutions to a natural attraction with limited access and parking facilities.
Key Performance Indicators
- Increased awareness of transportation and transit updates at GRSA
- Reduction of transit capacity issues at GRSA
Role of the Tourism Industry
Promote and distribute transit initiatives and low-impact transportation options to visitors and residents.
Statewide Strategy Alignment
This regional strategy aligns closely with the following strategies from the statewide plan:
- Transportation
- 3: Raise Awareness of Public Transportation Options
- 5: Upgrade Pedestrian and Bike Pathways
- 6: Promote Carpooling for Tourism
- SLVTA, GRSA, San Luis Valley Council of Governments, South Central Council of Governments
Potential Supporting Partners
- Alamosa Convention and Visitors Bureau, Saguache County Tourism Council, Spanish Peaks Country Tourism, Rio Grande Country Tourism, Conejos Tourism, Costilla County Tourism, Creede and Mineral County Tourism/ Visitor Center
Strategy 4: Increase Economic Development Opportunities for Small Local Food and Agricultural Businesses
The San Luis Valley boasts a robust agricultural industry and community that is gradually elevating the local food economy through dedicated efforts and resources. However, many small local food and agricultural producers lack essential resources or infrastructure, such as commercial kitchens, food and produce storage, event spaces, and office facilities, necessary to develop into a thriving tourism business. This strategy aims to empower and elevate regional tourism and agricultural entrepreneurs by increasing access to business resources tailored to their specific industry needs as small entrepreneurs.
- Launch an incubator space offering comprehensive resources including business training, financial resources, and specialized infrastructure for local food producers and makers, such as a commercial kitchen, event and dining spaces, and co-working offices.
- Secure technical assistance to develop an incubator development strategy, encompassing a business plan and financial resources for funding.
- Identify potential locations throughout the region for the incubator facility.
- Develop an outreach strategy to ensure widespread regional engagement and participation in the incubator program.
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- Paonia Community Kitchen is a certified commercial kitchen available for rent by businesses to turn produce into value-added products, launch their concept, and start generating income before investing in equipment. The kitchen is also available to individuals and private groups for parties, educational events, or canning, pickling, or dehydrating produce. The kitchen seeks to cultivate the local food economy by supporting entrepreneurs in establishing themselves without massive overhead costs in a shared-use kitchen. The kitchen also offers community events including pop-up dining and a self-serve retail space featuring in-house producers.
Key Performance Indicators
- Value of funding and investments secured for incubator space
- Number of businesses participating and utilizing the facilities and services
- Number of jobs increased
- Number of small local food and agriculture launched regionally
- Number of minority and Hispanic local businesses engaged with targeted resources and support
Role of the Tourism Industry
Support tourism development through the promotion of new and existing local food and agritourism offerings and experiences.
Statewide Strategy Alignment
This regional strategy aligns closely with the following strategies from the statewide plan:
- Local Tourism Businesses and Organizations
- 3: Empower Tourism Entrepreneurs
- 4: Provide Technical Assistance and Disaster Relief to Tourism Businesses
- 5: Support Minority Tourism Entrepreneurs
- 6: Promote Employee Ownership for Tourism Entrepreneurs
- Agriculture, Food, and Liquid Arts
- 6: Advance the Development of Agritourism
- 9: Promote Local Agriculture Products
- Saguache County Sustainable Environment & Economic Development (ScSEED), Colorado Small Business Development Center Network (SBDC)
Potential Supporting Partners
- San Luis Valley Development Resource Group and Council of Governments, SBDC, Adams State University, SLVTA, San Luis Valley Local Foods Coalition, chambers of commerce
Strategy 5: Advance the Expansion of Collaborative Agritourism Initiatives
In the Mystic San Luis Valley travel region, visitors can discover a variety of experiences, offering connections to local food, artisanal beverages, farming, ranching culture, and history. This strategy focuses on enhancing product development and marketing efforts to establish the San Luis Valley as a premier agritourism destination within the broader region. It includes support through technical assistance and funding programs to highlight the region’s authentic experiences.
- Develop a Mystic San Luis Valley visitor guide to showcase local food and farm experiences, craft beverages and liquid arts, local dining, farm and ranch tours, food festivals, farm-to-table dinners, agritourism lodging such as guest ranches and farm camps, and highlight each community’s unique culinary offerings and local produce.
- Develop a marketing and promotion strategy for the visitor guide, including a distribution plan in collaboration with Colorado Visitor and Welcome Centers.
- Secure CTO technical assistance to create an Agritourism development strategy.
- Conduct an asset inventory of local food, dining, events, lodging, and visitor-ready experiences with regional tourism, local food, and agricultural stakeholders. Engage stakeholders through surveys to gather insights and input on enhancing agritourism initiatives.
- Organize facilitated education and training opportunities.
- Provide regional education opportunities, including familiarization tours, to increase awareness and participation in food and farm experiences and local food heritage among visitors and residents.
- Launch an online contest to increase visitor engagement and participation in regional food tours.
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- Carbondale Tourism spearheaded the creation of a regional agritourism development strategy funded by a 2022 CTO Tourism Management Grant. This initiative resulted in product development and the launch of a visitor education guide known as the Roaring Fork + Farm Map.
Key Performance Indicators
- Number of regional local food and agricultural stakeholders participating in the tourism development process including outreach and engagement opportunities, workshops and training, and final visitor guide development
- Number of local food and agricultural businesses promoted through tourism efforts
- Value of investment and funding resources provided to the Mystic San Luis Valley
Role of the Tourism Industry
Promote the development and marketing of agritourism experiences and visitor interpretive materials.
Statewide Strategy Alignment
This regional strategy aligns closely with the following strategies from the statewide plan:
- Agriculture, Food, and Liquid Arts
- 1: Safeguard and Celebrate Culinary Traditions
- 4: Support Culinary Festivals and Events
- 5: Create Immersive Culinary Tourism Itineraries
- 6: Advance the Development of Agritourism
- 8: Promote Agritourism Offerings
- 9: Promote Local Agriculture Products
Potential Supporting Partners
- CTO, Valley Roots Food Hub, Colorado Agritourism Association, Adams State College, Colorado State University Extension, Sangre de Cristo National Heritage Area
Strategy 6: Strengthen Collaboration and Promotion of Local Heritage, Creative Industries, Folk, and Traditional Arts
The Mystic San Luis Valley is home to numerous small arts organizations and programs facing challenges in coordinating marketing and accessing tourism development opportunities. A unified effort is crucial to fostering economic growth and preserving cultural heritage, especially in this unique region of historical significance. This strategy aims to uplift heritage, rural arts and creatives throughout the region emphasizing folk and traditional arts and culture. The goal is to unite diverse artistic voices to develop a strategy that enhances tourism and increases visitor engagement in arts, including performing arts, music, events, festivals, tours, and gallery openings, while promoting regional history and culture.
- Develop and launch a Mystic San Luis Valley Heritage, Creative Industries, Folk, and Traditional Arts Trail to increase connectivity and collaboration among local arts communities and organizations, boosting regional arts tourism as a visitor experience.
- Secure technical assistance to initiate and execute a strategic planning effort.
- Engage and outreach to creative industries, artists, studios, and galleries to foster participation.
- Conduct a comprehensive planning process, including workshops, training, asset mapping, and the development of a finalized tourism product or visitor experience.
- Secure marketing funding to effectively brand the creative visitor experience.
- Explore regional advocacy efforts to pursue a valley-wide Creative District designation by the Colorado Creative Industries (CCI).
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- Colorado Creative Corridor is a regional creative district and tourism collaboration among Carbondale, Paonia, Crested Butte, Ridgway, Gunnison, and Salida that has increased the promotion of small creative businesses as a visitor experience and successfully engaged Creative Districts in local and regional tourism development.
Key Performance Indicators
- Number of local artists, makers, and creative industry organizations engaged in the development process
- Number of arts and creatives promoted as part of the visitor experience
- Number of visitors participating in or interacting with regional heritage, creative, folk and traditional arts
Role of the Tourism Industry
Engage in outreach and promotion of visitor experiences centered around the creative arts and heritage.
Statewide Strategy Alignment
This regional strategy aligns closely with the following strategies from the statewide plan:
- Arts and Creative Industries
- 1: Foster Partnerships with Local Artists
- 3: Promote Diverse Arts through Festivals and Events
- 6: Amplify Local Artisan Markets
- 8: Create Interactive Artistic Experiences
- 9: Develop and Promote Community Arts Guides
- La Veta Creative District, CTO, CCI
Potential Supporting Partners
- La Veta Creative District, Spanish Peaks Arts Council, Mystic Valley Arts Council, Museum of Friends, Heart of Saguache, The Range, Saguache, Creede Arts Council, South Fork Music Association, Crestone Artists, Sangre de Cristo National Heritage Area, Fox Theatre Walsenburg
Strategy 7: Increase Climate Resiliency Among Rural Tourism Stakeholders
The San Luis Valley’s unique environment makes it particularly vulnerable to climate change impacts including drought and extreme weather. This strategy aims to support rural small tourism businesses by providing resources like training and education programs, enabling them to advocate more effectively for sustainability initiatives. Key efforts include conserving the valley’s water resources, expanding electric vehicle charging infrastructure, and offering business incentive packages such as funding and rebates.
- Launch a San Luis Valley water conservation campaign to educate businesses and visitors on effective water conservation methods that support quality of life and the local economy
- Develop sustainable business education programs in partnership with DMOs to help small businesses implement water. management, energy efficiency, and waste reduction practices.
- Create a targeted Do San Luis Valley Right campaign to educate visitors on sustainable behaviors like carrying reusable water bottles, minimizing waste, using alternative transportation, and supporting local businesses.
- Advocate for increased electric vehicle charging infrastructure along the region’s scenic byways.
- Advocate for a single-use plastic ban throughout the Mystic San Luis Valley.
- Develop a climate action plan for the Mystic San Luis Valley to guide carbon reduction efforts within the tourism industry.
- Support the San Luis Valley Ecosystem Council in creating a regional climate resiliency action plan, advocating for tourism industry interests.
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- A group of more than 30 stakeholders worked together in 2016 to develop the Climate Action Plan for the Eagle County Community. Since then, a Climate Action Collaborative has been formed to implement the recommendations of the Plan.
- Adopted by the towns of Breckenridge, Dillon, Frisco, Silverthorne and Summit County government, the Summit Community Climate Action Plan is the guiding document for this work. It outlines strategies for reducing local greenhouse gas emissions across four key sectors: Renewable Energy, Building Energy, Transportation, and Waste. It is now supported by a more recent Climate Equity Plan.
Key Performance Indicators
- Greenhouse Gas Emissions (CEO Metric)
- Seasonal Snowpack and Annual Mountain Precipitation (NRCS/USDA Metric)
- Zero Emission Vehicle Registration (CEO Metric)
- Building Emissions Reduction (CEO Metric)
- Number of tourism businesses participating in The Glasgow Declaration on Climate Action in Tourism
- Number of businesses participating in Colorado Green Business Network
Role of the Tourism Industry
Join the Colorado Green Business Network (CGBN) or similar organizations to adopt sustainable practices such as energy efficiency, waste reduction, and water conservation. Lead advocacy efforts through educational campaigns to promote sustainability among businesses and visitors alike. Lead in destination-specific climate action plan development.
Statewide Strategy Alignment
This regional strategy aligns closely with the following strategies from the statewide plan
- Communities
- 8: Enhance Water Conservation and Quality Initiatives
- Local Tourism Businesses & Organizations
- 4: Provide Technical Assistance and Disaster Relief to Tourism Businesses
- Climate
- 1: Encourage Sustainable Tourism Business Practices
- 6: Expand and Promote Electromobility Options for Visitors
- 7: Encourage Diverse, Climate-Adaptive Tourism Offerings
- 9: Facilitate Creation of Destination-Specific Climate Action Plans
- 10: Encourage Climate Impact Mitigation and Reporting
- ScSEED, SLVTA, San Luis Valley Ecosystem Council, San Luis Valley Great Outdoors (SLV GO!), Huerfano County Water Conservancy District, CGBN
Potential Supporting Partners
- CEO, chambers of commerce, San Luis Valley Ecosystem Council, Colorado SBDC, San Luis Valley Water Conservancy District, Scenic and Historic Byways
Strategy 8: Convene Regional Outdoor Recreation Stakeholders in Economic and Environmental Stewardship Efforts
This strategy aims to unite outdoor recreation leadership across the Mystic San Luis Valley to prioritize conservation efforts in the region’s unique natural environment and bolster the rural outdoor recreation economy. Currently, SLV GO! provides regional leadership on various stewardship and outdoor recreation development opportunities, and this initiative seeks to enhance coordination across collaborating with emerging outdoor recreation coalitions like the Spanish Peaks Outdoor Coalition. This effort aims to expand community involvement in outdoor recreation development, emphasizing conservation and stewardship efforts. The tourism industry will play a pivotal role by participating in leadership roles and fostering collaboration to support and promote upcoming outdoor recreation programs, including festivals and events.
- Launch a signature outdoor recreation event in the Mystic San Luis Valley that engages community and tourism partners to drive local economic impact while promoting outdoor recreation experiences and companies across the region.
- Establish an outdoor recreation coalition with support from the Colorado Parks and Wildlife (CPW) Outdoor Partnership (CO-OP) to convene quarterly meetings of regional land managers, stewardship partners, state parks, private businesses, outfitters, and tourism leaders. This coalition will amplify the efforts of local partners like SLV GO! and the Spanish Peaks Outdoor Coalition to advance conservation and economic development related to outdoor recreation.
- Develop a strategy for the regional rural outdoor recreation economy in collaboration with local businesses, including land managers, outfitters, and tourism partners.
- Identify opportunities to cultivate relationships and promote the region to outdoor recreation event partners.
- Conduct a feasibility study to assess the economic potential of hosting a signature outdoor recreation event or festival, such as a San Luis Valley balloon festival.
- Expand the existing Gravel Adventure Field Guide throughout the Mystic San Luis Valley.
- Replicate Monte Vista’s Main Street revitalization efforts to increase tourism and outdoor recreation opportunities throughout other rural towns.
- Foster partnership opportunities between outdoor recreation and heritage to develop visitor experiences such as heritage gravel ride scavenger hunts.
Destination Stewardship Case Studies
The following case study illustrates examples of this strategy implemented in other communities:
- The Northwest Outdoor Coalition was formed through CPW CO-OP support and convenes tourism, outdoor recreation, and business leaders of the region in an effort to develop a strong outdoor recreation economy.
Key Performance Indicators
- Number of outdoor recreation stakeholders engaged in economic and environmental stewardship efforts
- Value of resources including investment and grants secured
- The economic impact of outdoor recreation events measured by the number of attendees, increase in sales and lodging tax, number of regional businesses participating
Role of the Tourism Industry
Participate in stakeholder coalition meetings and promote both existing and new outdoor recreation programming, festivals, and events
Statewide Strategy Alignment
This regional strategy aligns closely with the following strategies from the statewide plan
- Outdoor Recreation
- 2: Facilitate and Convene Collaborative Outdoor Management Discussions
- 5: Develop and Distribute Recreation and Trail Guides
- 8: Enhance Destination Stewardship Through Strategic Partnerships with The Private Sector
- Spanish Peaks Outdoor Coalition, SLV Go!, Huerfano County’s Huerfano County Outdoor Recreation Coalition (HORC), Bureau of Land Management (BLM) regional field office, CPW CO-OP, Office of Outdoor Recreation, Colorado Festivals and Events Association (CFEA), The Great Outdoors Fund
Potential Supporting Partners
- SLVTA, Monte Vista Steering Committee, Sangre de Cristo National Heritage Area
