Rockies Playground Priority Strategies

• Identify all existing networks already involved in destination stewardship and regional coordination. Engage local leaders as coalition ambassadors.
• Hold one-on-one meetings with key stakeholders to introduce the concept of a regional coalition, understand their needs, and gauge their interest.
• Convene a regional stakeholder workshop mirroring CTO statewide and regional stewardship plan development to identify a framework for a regional destination stewardship council.
• Develop terms of reference for the organization of the council and solicit broad participation across the region.
• Pursue a region-wide research effort on resident sentiment for tourism.
• Leverage the regional best practices established by the Mountain IDEAL-certified destinations of Vail, Breckenridge, and Aspen, including their destination management plans and extensive stakeholder engagement efforts.
• Develop a regional stewardship guide to support trip planning and visitor experiences.

• B Like Breckenridge partnership was organized by the Breckenridge Tourism Office as a coalition of businesses and organizations supporting community-wide and enterprise-level stewardship efforts.
• Aspen Pledge is an online pledge developed by ACRA to educate and incentivize responsible visitation.
• Love Vail is the hub for destination stewardship efforts for the Town of Vail.
• The Take it Easy campaign developed by Carbondale Tourism encourages locals and visitors to embrace the community vibe and values as they experience the community.
• The Roaring Fork Valley Destination Alliance is a coalition formed of the destination management organizations of the Roaring Fork Valley (Aspen, Snowmass, Basalt, Carbondale, and Glenwood Spring) to build consistent visitor management education and initiatives.

• Number of organizations with a dedicated budget for destination stewardship

• Regional coalition participation
• Number of community engagement sessions held to gather input on tourism planning
• Decrease in community-reported negative impacts of tourism, as indicated by resident sentiment surveys

Identify and resource a lead organization within the region to convene and facilitate participation in implementing the plan and its related priority initiatives.

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

• Foundational
• 1: Identify Internal Resources for Destination Stewardship
• Foundational
• 6: Support Local Tourism Destinations and Attractions to Advance Destination Stewardship

• CTO, Colorado Association of Destination Marketing Organizations (CADMO), NWCCOG, DMOs, chambers of commerce

• Develop a stewardship pledge (similar to the Aspen Pledge) distributed with driver’s license renewals, hunting and fishing licenses, backcountry permits, and ski pass sales.

• Leverage existing Do Colorado Right campaigns and Care for Colorado Leave No Trace Principles creative assets campaigns to build more awareness with local businesses.
• Focus on pre-arrival and arrival messaging highlighting stewardship priorities across the state and weaving in regional efforts.
• Align to statewide priorities on alternative transportation, responsible visitation, and planning for a visit built around stewardship principles such as Love Vail, B Like Breckenridge, and the Aspen Pledge.
• Optimize arrival messaging by implementing Do Colorado Right signage in international and regional airports, as well as on airport shuttles and public transportation, ensuring immediate exposure to Colorado’s stewardship values for arriving travelers.
• Throughout the region, reinforce the Do Colorado Right and Care for Colorado Leave No Trace Principles, emphasizing safety protocols for each recreational activity. Focus on reducing the risk of accidents, preventing human-caused wildfires, minimizing natural resource damage, and promoting responsible pet travel, including proper waste disposal and adherence to leash restrictions for dogs.
• Tailor Do Colorado Right messaging to key regional impact issues including proper disposal of human and pet waste, litter awareness, recycling and waste reduction with reusable bags and refillable bottles, and trail courtesy for various user groups.
• Utilize popular mapping and trail apps, such as COTREX, AllTrails, and MTB Project, to expand the reach of stewardship messaging.
• Enhance backcountry safety education by incorporating trailhead signage that provides information on avalanche safety and other essential precautions.
• Engage local businesses with Do Colorado Right communication tools to streamline message dissemination. Target accommodations, gear and retail outlets, liquor and grocery stores, and gas stations that represent key touchpoints for visitors.

• CTO Destination Development programs
• CTO competitive grants and co-ops
• COTREX and other applications to guide visitors

• Take it Easy campaign developed by Carbondale Tourism to encourage locals and visitors to embrace the community vibe and values as they experience the community.
  
• The remodel of the Glenwood Springs Visitor Center features updated messaging, including the Spanish translation of Do Glenwood Springs Right. Messaging is also integrated into displays and interpretive programming at this high-traffic location.
• The Aspen Chamber Resort Association has developed the How to Aspen Campaign and bi-lingual Aspen Pledge.
• USFS Dillon Ranger District is utilizing dual language signage and integrating bi-lingual trailhead interpretative signage.
• Leadville – Twin Lakes messaging now features a new outdoor trail council and Spanish translation signage, replicated throughout the destination. Efforts also include managing visitor and participant flow for the 100 races, with measures such as parking coordination and closures to alleviate traffic congestion.
• Vail Valley Partnership and Vail Valley Mountain Trails Alliance (VVMTA) Respect the Vail Valley campaign is an inspirational collection of educational videos to build awareness and engagement on responsible visitation.
• Discover Vail’s Love Vail campaign and platform feature QR codes that offer interpretative information translated into multiple languages.
• The Do Exit 205 Right messaging is integrated throughout websites and the Exit 205 annual magazine.
• Reservation systems and detailed visitation information include messaging about permitting and closures, highlighting access requirements such as fees and permits.
• “Doo” Colorado Right campaign by Crested Butte.
• Live Wild Visit Responsibly marketing campaign created by Clear Creek County Tourism Bureau to promote all the destinations in the county leading with Leave No Trace and responsible visitation best practices.
• Stand Grand is Grand County’s stewardship campaign and an example of a county-tailored use of Leave No Trace Principles.
• High Country Conservation Center’s ResourceWise program is Summit County’s sustainable business education, recognition, and certification initiative, incorporating county-level sustainability benchmarking and reporting.
• Walking Mountains Science Center in Eagle County is the lead organization and creator of the Mountain IDEAL certification program. They have pioneered extensive sustainability efforts, including the local Actively Green sustainable business certification, Zero Waste education and event management, and various messaging campaigns, among other initiatives.

• Number of destinations that successfully adapted and implemented the Do Colorado Right campaign to reflect local stewardship needs
• Reduction in land manager-reported negative impacts of tourism
• Reach and Impressions of local Do Colorado Right Campaigns
• Number of communities implementing zero waste and litter prevention campaigns
• Number of new strategic partnerships with local retailers, outdoor gear companies, craft breweries, and other businesses to support destination stewardship efforts
• Noted awareness of sustainable messaging in destinations documented in visitor surveys

• Participate in and promote educational campaigns, reinforcing the importance of responsible outdoor behavior among visitors.

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

• Foundational
• 6: Support Local Tourism Destinations and Attractions to Advance Destination Stewardship
• Planning
• 1: Encourage Travelers to Do Colorado Right Before Arrival
• 2: Develop and Amplify Local Do Colorado Right Campaigns and Messaging
• Experiencing
• 2: Optimize Do Colorado Right Messaging at Points of Market Entry
• 5: Influence Visitor Behavior At Key Locations
• 6: Encourage Support for Stewardship Among Travelers
• Communities
• 4: Encourage Responsible Visitation in our Communitie
• 7: Advance Litter Prevention and Zero Waste Practices
• Outdoor Recreation
• 1: Expand Do Colorado Right Campaigns on Public Lands
• 8: Enhance Destination Stewardship Through Strategic Partnerships with the Private Sector

• Identify trail connectivity promotion gaps from Idaho Springs to Glenwood Springs. Map trail connectivity from Idaho Springs to Aspen and promote this as more of a “front country” experience similar to the Continental Divide Trail or Colorado Trail.

• Identify gaps in the regional trail system from Summit to Pitkin Counties.
• Inventory existing community trail planning efforts and organizations.
• Assess and prioritize educational and directional signage.
• Evaluate and prioritize trail maintenance funding.
• Map trail uses and access gaps, particularly for e-bikes, through data collection and stakeholder engagement to improve connectivity, accessibility, and sustainability for users.
• Build awareness through regional trail host programs utilizing resources from Strategy 2: Champion Stewardship and Engagement of Visitors and Residents.
• Support friend groups and outdoor recreation NGOs in their collaboration with public land managers to maintain existing trails, ensuring they protect natural resources, and avoid impacting wildlife and travel corridors.
• Encourage active participation across the region in the Colorado Outdoor Regional Partnerships Initiative and CPW roundtables and working groups.
• Utilize local/regional friend groups and trail and recreation management organizations such as Friends of Dillon Ranger District, Vail Valley Mountain Trails Alliance, Headwaters Trail Alliance, Roaring Fork Outdoor Volunteers, and others.

• Colorado’s Outdoors Strategy
• Colorado’s Comprehensive Outdoor Recreation Plan (SCORP)
• CPW’s Regional Partnerships Initiative
• Colorado Parks and Wildlife Strategic Plan
• CPW’s Non-Motorized Trails grant program
• Regional plans such as the Clear Creek County Recreation in the Outdoors Management Plan

• Breckenridge to Vail Pass Trail is a long-standing illustration of a well-maintained and established paved trail system widely used by visitors and residents to safely bike from Summit County communities to Vail.
• Rio Grande Trail is in Pitkin and Garfield Counties providing a well-maintained and established paved trail used for recreation and commuting across the Roaring Fork Valley.
• The Summit County Transit to Trails program was developed between Frisco and Summit Stage to provide free bus service to popular trailheads to increase access and help with trailhead congestion.
• Vail’s Bus It to Hike It and Shift Bike programs are Vail initiatives to provide free bus transport and public e-bikes from central locations to popular trailheads to mitigate traffic and parking impacts.

• Number of new or improved trail connectivity projects prioritizing sustainable access
• Investment value into trail connectivity projects
• Number of pedestrian and bike pathway infrastructure projects
• Reduction in the number of pedestrian and vehicle accidents
• Reduction in the number of bicycle and vehicle accidents

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
• Transportation
  • 2: Develop Comprehensive Transportation Connections
  • 5: Upgrade Pedestrian and Bike Pathways

• Develop ‘Adopt a Trail’ or ‘Adopt a Wildlife Species’ programs, alongside projects dedicated to trail maintenance and wildlife protection.
• Work to reduce human-wildlife conflicts through more standardized practices such as trash storage and management, wildlife crossing signage, enforcement of leash laws, and comprehensive resident and visitor safety campaigns.
• Consider expansion of seasonal closures and management of visitation to sensitive areas through reservation systems and other administrative management tools.
• Establish regional sector-specific collaboratives to generate funding and support specific conservation and education campaigns.
• Leverage CTO Learning Lab Courses to engage and train tourism professionals on wildlife conservation education.

• CTO’s Care for Colorado Coalition
• Colorado’s Comprehensive Outdoor Recreation Plan (SCORP)
• Colorado Outdoor Regional Partnerships Initiative
• USFS for land management oversight
• Colorado Wildlife Federation (CWF)
• Department of Natural Resources
• Eagle County Community Wildlife Roundtable
• Backcountry Hunters and Anglers
• CPW Nature Viewing Guidelines

• The CPW Roundtables/Working Groups utilize a statewide network to address regional and local impacts on recreational activities, natural resources, and wildlife.
• The Friends of Lake County is an active volunteer network that works on recreation impacts and advocating for resource allocation.
• The Eagle County Community Wildlife Roundtable gathers diverse stakeholders in the valley for the shared purpose of understanding and addressing issues faced by local wildlife populations.
• The VVMTA Respect the Wild campaign is an educational initiative within the Respect the Vail Valley program, incentivizing residents and second homeowners to engage in responsible wildlife viewing through prize giveaways.
• The Eagle County Bear in Mind – Safe Containers, Save Wildlife, and the NeighBEARhood Ambassador program is a countywide effort to promote bear safety including enforcement on improper management of waste.
• The Clear Creek County Recreation in Outdoor Management Program was created to align the vision for recreation management, set priorities, and build capacity to protect natural resources while providing high-quality recreational amenities. This supports a sustainable economy for Clear Creek County.
• Pitkin County and CPW Wildlives campaign is a regionalized campaign building on statewide wildlife protection education.

• Number of wildlife viewing guides and ethical viewing educational materials distributed
• Number of human-wildlife conflicts
• Number of habitat areas protected or restored
• Number of tourism professionals trained in wildlife conservation education
• Number of timed entry permits and seasonal closures implemented in high-traffic areas
• Number of human violations on seasonal wildlife closure trails

• Support counties and municipalities in collaborating with public land managers to develop infrastructure and strengthen educational campaigns.

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

• Experiencing 6: Encourage Support for Stewardship Among Travelers
  • Outdoor Recreation
    • 2: Facilitate and Convene Collaborative Outdoor Management Discussions
    • 3: Identify the Need for Timed Entry Permit Systems and Seasonal Closures
  • Wildlife and Biodiversity
    • 2: Create Wildlife Viewing Guides and Encourage Ethical Viewing
    • 3: Reduce Human-Wildlife Conflicts
    • 4: Champion Wildlife Habitat Protection and Restoration
    • 7: Collaborate with Hunting and Fishing Communities to Promote Sustainable Practices
    • 8: Implement Wildlife Conservation Education for Tourism Professionals
    • 9: Safeguard Wildlife by Encouraging Mindful Driving

• Utilize the CTO’s Destination Development programs and OEDIT grants to create a framework for authentic cultural interpretation displays, exhibits, and immersive experiences in the region. Guidance should consider:

• Emphasizing the importance of collaborating with Tribal representatives and communities to authentically and respectfully showcase Native American heritage and to incorporate a land acknowledgment in key sites and locations such as trailheads, visitor centers, and interpretive materials.
• Enhancing awareness of the region’s cultural heritage by capturing live histories through a broad spectrum of narratives.
• Collaborating with Arts and Creative Districts for more dynamic programming.
• Developing media campaigns utilizing locally produced content, social media, and public art to portray untold stories and lesser-known aspects of Colorado’s past. Integrate with Strategy 6: Expand and Connect Creative Districts to Diversify Tourism Offerings.
• Designing engaging trails and accompanying audio tours connecting visitors with Colorado’s diverse communities, based on shared cultural themes or assets.
• Identifying opportunities with local high schools and colleges to integrate local and regional history into the curriculum, connecting it with contemporary cultural issues and perspectives.

• CTO Destination Development programs
• CTO competitive grants and co-ops
• History Colorado
• State Historical Fund grants
• Local historical societies and historians

• Colorado Historic Opera Houses Circuit is an itinerary of Colorado’s historic opera houses and related cultural events promoting these assets and encouraging visitation
  
• The Aspen Historical Society supports a variety of programs mapping the area’s history including rotating displays to underscore this valuable cultural heritage component for residents and visitors. They focus extensive resources to introduce area school children to this history.
• Breckenridge History offers a diverse collection of programs for both residents and visitors including interactive walking, hiking, and main-street trolley ghost and mining tours.
• Breckenridge History offers youth programs to help educate local children about the rich history through in-school and after-school history and arts programming.
• The Georgetown Historic Railroad takes passengers along the Georgetown Loop Railroad and Mining Park for underground gold/silver mine tours, gold panning, and historically immersive experiences.
• Leadville has a rich history central within the downtown Historic District to support the architecturally distinctive masonry buildings associated with late 19th-century western mining towns.

• Number of new cultural heritage experiences developed
• Value of investments to support cultural heritage experience development
• Number of cultural heritage partnerships formed, particularly with Native American communities and underrepresented cultural groups
• Number of new cultural heritage experiences and audio tours developed across the state
• Number of visitors to museums

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

• Cultural Heritage
• 1: Foster Inclusive Cultural Heritage Partnerships
• 2: Elevate Native American Heritage
• 4: Enhance Awareness of Diverse Cultural Heritage
• 5: Develop Immersive Cultural Heritage Experiences
• 6: Create Themed Cultural Heritage Trails and Audio Tours
• 9: Strengthen Museum Involvement in Tourism

CTO, History Colorado, Colorado Commission of Indian Affairs, Colorado Creative Industries (CCI), DMOs, local governments, historical preservation societies, Colorado Preservation, Inc.

• Develop a regional community arts guide complemented by an arts and cultural district regional tour (similar to the Colorado Creative Corridor) and establish off-peak seasonal events and programs to support visitation.

• Utilize the CTO and OEDIT’s grant and development programs to create a framework and resources to develop a regional Creative Districts trail.
• Update the inventory of existing and emerging regional Creative Districts and create more localized itineraries to connect community experiences. Build itineraries around slower-season events and programs.
• Coordinate with communities and economic development offices to establish Creative Districts in destinations without this designation.
• Inventory and integrate local artisan markets and maker spaces and promote these assets to tourists to encourage the purchase of authentic souvenirs and directly support the local creative community.
• Encourage local artists to expand cultural, historical, and interpretive experiences and raise awareness about environmental issues to broaden community engagement.
• Foster collaboration between the tourism industry and local artists to incorporate authentic art into tourism experiences. This includes integrating visual art into community facilities, public murals, and public spaces, as well as featuring live performances in local venues.
• Apply for funding from the CTO and other grant programs to support interactive initiatives like open studio tours, participatory art events, art workshops, and classes.

• CCI Colorado Creates grant
• CCI Arts in Society grant program
• CTO Destination Development programs
• CTO competitive grants and co-ops
• Colorado Creative Districts
• Community foundations

• BreckCreate is an organization that has created a vibrant hub for arts and history in the Main Street District focusing on exhibits and events for both residents and visitors.
• Aspen has a rich history of arts and culture that is a cornerstone of resident programs and tourism offerings woven throughout the core downtown area.
• The Vail Farmers’ Market and Art Show is entering 20 years in the town of Vail on Meadow Drive. The event started with a few tents and now has grown to over 148 tents during summer Sundays with the majority of vendors selling local artisan items and food.
• Roaring Fork and Farm Map is a unique printed pocket guide to the Valley’s experiences that promotes guest ranches, public gardens, and visitor-ready farms, along with specific restaurants, food outlets, and producers that were identified as local food champions.
• Colorado Creative Corridor maps unique arts and cultural experiences across a 331-mile trail that links the mountain towns of Carbondale, Paonia, Crested Butte, Gunnison, Ridgway, and Salida.

• Visits to creative districts including galleries, museums, and special events
• Number of partnerships formed with local artists and creative industries for tourism projects
• Number of arts and music festivals showcasing local talent implemented each year
• Number of artist-led stewardship projects
• Number of destinations to develop Community Art Guides
• Role of the Tourism Industry
• Support the development of creative districts and the promotion of regional itineraries.

Support the development of Creative Districts and the promotion of regional itineraries

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

• Arts and Creative Industries
• 1: Foster Partnerships with Local Artists
• 2: Boost Art Venues through Grant Programs
• 3: Promote Diverse Arts through Festivals and Events
• 4: Cultivate Artistic Approaches to Stewardship Challenges
• 5: Promote Creative Venues and Galleries to Visitors
• 6: Amplify Local Artisan Markets
• 8: Create Interactive Artistic Experiences
• 9: Develop and Promote Community Arts Guides
• 10: Integrate Art into Outdoor Recreation

• Increase the availability of accessible and affordable public transit options direct from DEN and additional Front Range transportation hubs.
• Encourage state and regional tourism leaders to work with administrators of DEN and the Colorado Public Utilities Commission to increase access for Bustang and Snowstang buses to depart and drop off at central airport terminals.
• Engage regional ski resorts and communities to support and fund the expansion of Bustang, Snowstang, and Pegasus services, increasing service frequency and enhancing promotional efforts. Integrate Bustang and Snowstang ticket sales with ski pass purchases to streamline access and boost usage.
• Coordinate with DMOs and Chambers of Commerce to promote and advocate for car-free itineraries, working with accommodations, property management companies, short-term rentals (STRs) operators, and local employers.
• Coordinate with the I-70 Coalition to support and promote carpool incentives to supplement public transit initiatives.
• Integrate public transit options with travel booking. platforms to support enhanced awareness and promote easier booking for ground transportation itineraries
• Coordinate with air carriers to promote public transit options from arrival to final destination, alongside rental cars and shuttle services, by integrating these options into travel packages.

• CDOT Office of Innovative Mobility grants
• CDOT transit resources and educational campaigns
• Federal transportation infrastructure grants
• Colorado Department of Energy
• CTO Destination Development programs
• CTO websites and trip planning information
• DEN website and coordination with air carriers on booking engines
• GoI70.com
• Treadshare Carpooling App

• Coordination between CDOT’s Division of Transit and Rail and the Roaring Fork Transportation Authority (RFTA) exemplifies streamlining transit by supporting seamless public transportation options, including first and last-mile connections from the Denver area to the Roaring Fork Valley.
• Eagle Valley Transportation Authority (EVTA) is a recently created integrated regional transit organization and strategy for Eagle County to support more efficient transit access.
• CDOT Transit and Rail Advisory Committee highlights engagement with I-70 corridor stakeholders to build strategic solutions for the central mountain corridor

• Public transit ridership and demographics

• Improvement in air quality (ozone precursor emissions)
• Eastbound and westbound tunnel counts through Eisenhower Johnson Memorial Tunnels
• Reduction in greenhouse gas emissions
• Percentage of travelers who use Bustang, Pegasus, and Snowstang services

Advocate for state and regional public transit solutions with regulatory agencies to alleviate traffic congestion and enhance vehicle safety, thereby improving visitor experience and resident quality of life.

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

• Transportation
• 1: Increase Availability of Eco-Friendly Transit Methods
• 2: Develop Comprehensive Transportation Connections
• 3: Raise Awareness and Ridership of Bustang, Snowstang, and Pegasus Services
• 4: Encourage Rail Travel for Visitors
• 6: Promote Carpooling for Tourism
• 8: Create Parking Solutions
• 9: Prioritize Inclusive Transportation Accessibility

• Establish a standing sustainable transit task force within a regional coalition or alliance to provide ongoing advocacy, education, and engagement around regional transit options.
• Collaborate on the development of campaigns to promote sustainable transportation options, including electric buses, car-sharing programs, and bike rentals, to enhance environmentally preferable travel.
• Develop region-wide communication protocols to support CDOT’s efforts and improve coordination during I-70 road closures, construction, and emergencies.
• Utilize platforms such as CoTrip, GoI70.com eBlasts, and community social media to minimize impacts on central corridor communities.
• Collaborate on integrated transit systems to enhance ‘first and last-mile’ connectivity between major transit hubs, key tourist attractions, and accommodations, thereby increasing the use of CDOT public transit options.
• Enhance awareness campaigns with accommodation providers, short-term rental platforms, and major air carriers to inform visitors on the benefits and availability of public transportation, encouraging its use over private vehicles
• Provide recommendations and itineraries for exploring destinations without a car, highlighting sites and experiences accessible by bike, on foot, or via public transit.

• CDOT Colorado Transit App
• CDOT Office of Innovative Mobility grants
• U.S. Department of Transportation grants
• CTO websites and trip planning information
• DEN website and coordination with air carriers on booking engines
• GoI70.com

• The towns of Dillon and Silverthorne developed Do Exit 205 Right car-free itineraries to promote car-free visitation through various media channels.
• Itineraries on the CTO website are statewide resources to support trip planning including options to visit destinations around the state without a personal vehicle.
• Visit Glenwood Springs promotes a variety of car-free itineraries including access to the destination via Amtrak.

• Number of educational campaigns created
• Percent of travelers using trains as a form of transportation
• Eastbound and westbound tunnel counts through Eisenhower Johnson Memorial Tunnels
• Reduction in greenhouse gas emissions
• Bike share usage numbers
• Number of carpool programs established
• Number of visitors utilizing rail travel as part of their Colorado itinerary
• Mountain corridor bus ridership data and demographics

Promote public transportation and local alternative transit options in planning communications. Ski resorts and large attraction operators can support this strategy by promoting carpooling and alternative transportation solutions.

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

• Transportation
• 1: Increase Availability of Eco-Friendly Transit Methods
• 2: Develop Comprehensive Transportation Connections
• 3: Raise Awareness and Ridership of Bustang, Snowstang, and Pegasus Services
• 4: Encourage Rail Travel for Visitors
• 5: Upgrade Pedestrian and Bike Pathways
• 6: Promote Carpooling for Tourism
• 7: Implement Congestion Reduction Measures and Digital Transit Tools
• 8: Create Parking Solutions
• 9: Prioritize Inclusive Transportation Accessibility
• 10: Expand Electric Vehicle Infrastructure

• Expand regional housing clearinghouse offerings, such as those provided by the CAST network, to include diverse solutions for both seasonal and year-round housing. Consider engaging an organization like the Colorado Mountain Housing Coalition to develop and manage these resources, including funding structures and other support mechanisms.
• Conduct a comprehensive county-by-county and regional housing needs assessment.
• Secure resources to update the Mountain Migration Report from 2021 to identify regional shifts post-COVID.
• Utilize the 2023 Workforce Housing Report developed by NWCCOG and CAST as a resource to identify housing gaps and opportunities for replicating successful solutions.
• Develop mechanisms to facilitate wider sharing of CAST and other community clearinghouses and resource sites for housing inventory.
• Promote employer-sponsored housing solutions by highlighting existing efforts and showcasing incentives for employers.
• Explore and share examples of repurposing underutilized community infrastructure—such as schools, hotels, warehouses, and theaters—for housing solutions. Investigate grant and funding opportunities to support these conversions.
• Create a database for housing resources centering around DOLA’s network of housing development specialists and DOLA’s gap funding for acquisition, rehabilitation, and new construction projects.

• Colorado Mountain Housing Coalition partner programs
• Colorado Housing and Finance Authority (CHFA)
• 2023 Workforce Housing Report developed by NWCCOG and CAST
• DOLA programs

• Completion of a regional needs assessment for seasonal and year-round affordable housing
• Number of Affordable housing units created
• Number of new affordable housing solutions aimed at supporting the tourism workforce

Collaborate with local and county governments and housing authorities to advocate for state and federal resources to support housing needs studies and funding for the acquisition, designation, and development of seasonal and year-round affordable housing solutions.

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

• Tourism Workforce
  • 3: Share Solutions to Support Workforce Housing Challenges
  • 4: Implement Employer-Assisted Housing Programs

• Leverage the CTO’s Learning Lab platform to create Tourism Workforce Learning Labs for DMOs and chambers focused on recruitment and advancement opportunities for non-native English speakers.
• Create recruitment campaigns in multiple languages and tailor them to resonate with diverse audiences.
• Inventory existing high-school and college/trade school curriculum, degree and certificate programs, and courses within the region to support job skill development and diverse perspectives relevant to the hospitality and tourism industry.
• Assess internal and collaborative mentoring programs within the tourism sector and partner with experienced professionals from underrepresented communities
• Collaborate with private sector tourism and hospitality businesses to identify curriculum needs for degree and certification programs that will benefit regional businesses.
• Engage representatives from the industry and regional school districts and the Colorado Community College System (CCCS) to develop tourism-based courses and programming.
• Foster career advancement for frontline staff workers through the CTO Learning Lab platforms.
• Develop joint-venture partnerships between the region’s chambers of commerce to assist in sharing job and training opportunities.
• Prioritize collaboration with public and private agencies focused on engagement with visa and Latinx workers.
• Leverage curriculum and community economic development resources to provide training and support for local entrepreneurship.

• CTO Destination Learning Labs
• CTO Destination Development programs
• CTO competitive grants and co-ops
• Colorado Hotel and Lodging Association
• Colorado Restaurant Association and Foundation
• Colorado Small Business Development Center
• CSU Extension
• Colorado Workforce Development Council
• CO Workforce Centers
• Colorado Community College System
• Colorado Department of Education
• Colorado Department of Higher Education
• Colorado Department of Labor and Employment

• B Like Breckenridge is a business partnership program and community outreach campaign. OneBreckenridge and GoBreck provide in-depth community and business engagement (such as Breck 101) and visitor outreach.
• The Aspen Community Foundation Cradle to Career program was developed in 2012 to address the serious achievement gaps between low-income and more affluent youth in the Aspen area.
• Colorado Mountain College campus certificate and degree programs in tourism and sustainability programming in Breckenridge, Glenwood Springs, Vail, and Aspen.
• Summit County Mountain Mentors program is a community-based mentoring program that matches caring adult volunteers with youth ages 8 to 16 to influence the youth of Summit County to lead healthy lifestyles.
• Vail Valley Partnership CareerWise Apprenticeship program coordinates apprenticeships among businesses, students, and educators to create opportunities for long-term impact.
• Vail Resorts EpicPromise is a sustainability program focused on youth to young adult access to the snowsports industry including creating pathways for training and career development.

• Employment in tourism

• Percentage of employees from underrepresented groups across all levels of tourism sectors (entry-level, mid-career, and leadership)
• Number of internships and mentorships awarded to individuals from underrepresented groups
• Workforce turnover rate
• Measurement of advancement or tenure in the tourism industry
• Number of tourism businesses participating in workforce development programs

Advocate for and support regional and statewide tourism job skills development programs that focus on recruitment and workforce retention.

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

• Tourism Workforce
  • 1: Develop Industry-Focused Workforce Strategies
  • 2: Strengthen Industry Collaboration with the Colorado Community College System
  • 3: Share Solutions to Support Workforce Housing Challenges
  • 5: Promote Workforce Diversity and Inclusion
  • 6: Foster Career Advancement in Tourism
  • 7: Enhance Recognition for Tourism Professionals
  • 8: Promote and Integrate Tourism Career Education in Schools
  • 10: Support Professional Development and Networking in the Industry

DMOs, Colorado Department of Labor and Employment, Colorado Lodging and Hotel Association, Colorado Mountain Local College District, chambers of commerce, local school districts/high schools

• Develop a regional special tax district to fund programs and facilities to address the significant demand for childcare and ECE.
• Develop a consistent funding mechanism to support the construction of facilities, incentives for the care center workforce, and tuition assistance programs for residents.
• Convene community and county agencies, NGOs focused on childcare and ECE infrastructure, and the Colorado Department of Early Childhood to establish a terms of reference for the task force and encourage widespread regional participation.
• Provide incentives for large employers to allocate specific housing for the childcare workforce, benefitting both the community and their employees.
• Provide training and incentive programs to bring workers into the childcare and ECE workforce.

• Colorado Department of Early Childhood
• Colorado Shines
• Colorado Workforce Development Council
• CO Workforce Centers
• Local NGO advocacy and engagement programs
• Community foundation-sponsored programs

• Kids First is a Pitkin County program funded by sales tax that supports infants to college students and beyond with a focus on mental health.
• Aspen Skiing Company prioritizes housing for the childcare workforce and has allocated eight units in a housing development for this purpose.
• The City of Aspen established a one-year early childhood education pipeline internship program to develop skills for becoming a childcare provider.
• Aspen and Pitkin County provide supplemental compensation for childcare and the ECE workforce to encourage educators to stay in this profession.
• In 2023, Steamboat Ski Resort opened an employer-based childcare facility for their team members.

• Regional communities report a decrease in the need for childcare services
• Reduced attrition of younger professionals and families from regional communities

Raise awareness among tourism industry stakeholders, particularly large attraction operators, to support the development of programs and infrastructure.

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

• Tourism Workforce
• 3: Share Solutions to Support Workforce Housing Challenges
• 4: Implement Employer-Assisted Housing Programs

• Complete a regional greenhouse gas inventory and develop progressive emission reduction goals within a regional climate action plan.

• Identify or create a regional coalition or task force to support the Colorado Energy Office (CEO) in statewide climate action efforts and applicable regional initiatives.
• Assist the CEO in leading regional education on the impacts of climate change on the tourism industry, including community effects such as increased wildfire risk and changes in wildlife habitats and behaviors.
• Leverage state resources to create a regional comprehensive climate action incentives guide.
• Utilize CTO’s Destination Development programs to tailor state-level planning tools and educational training sessions specifically for local destinations.
• Encourage participation in the United Nation’s Glasgow Declaration on Climate Action in Tourism

• Colorado Energy Office
• Clean Energy Economy for the Region
• CORE Energy Cooperative
• CTO’s Destination Development Programs
• Walking Mountains Regional Climate Solutions Group (Pitkin, Eagle and Garfield)
• Clean Fleet Transportation Network Companies
• Colorado Climate Corps
• Colorado Communities for Climate Action
• Colorado Interagency Climate Team
• Colorado Department of Public Health and Environment
• Colorado Department of Transportation
• ColoradoO Division of Aeronautics
• Colorado Green Business Network (CGBN)
• Colorado Resiliency Office
• Colorado Water Conservation Board

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

• Initially developed in 2006, the Aspen Climate Action Plan has evolved into a more recent sustainability action plan in 2024. This plan was one of the first in the country and integrates aggressive and innovative actions.
• A group of more thanover 30 stakeholders worked together in 2016 to develop the Eagle County Climate Action Plan for the Eagle County Community. Since then, a Climate Action Collaborative has been formed to implement the recommendations of the Plan.
• The Summit Community Climate Action Plan, adopted by Breckenridge, Dillon, Frisco, Silverthorne, and Summit County, guides efforts to reduce local greenhouse gas emissions across Renewable Energy, Building Energy, Transportation, and Waste sectors. It is complemented by the recently introduced Climate Equity Plan.

• Reduction in greenhouse gas emissions
• Seasonal snowpack and annual mountain precipitation
• Zero-emission vehicle registration
• Building emissions reduction
• Number of destinations and tourism businesses participating in the UN’s Glasgow Declaration on Climate Action in Tourism

Elevate awareness of climate action needs and their impacts on the tourism industry.

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

• Climate
  • 1: Encourage Sustainable Tourism Business Practices
  • 4: Transition Tourism Fleets and Public Shuttles to Clean Energy
  • 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