This week, the University of Wyomings Haub School of Environment and Natural Resources released a study confirming what we’ve long felt in Jackson Hole: today’s visitors don’t just want meaningful experiences, they want their experiences to mean something.
The report, titled “Tradeoffs and win-wins between large landscape conservation and wildlife viewing in protected areas” shows that most visitors to Yellowstone and Grand Teton National Parks value wildlife viewing so deeply that they would support conservation-specific park fees or taxes.
As WyoFile reported, declines in species populations could reduce park visitation more than fees ever would. “Visitors responded that they would be likely to visit the parks less if there were fewer wildlife to see,” said co-author Hilary Byerly Flint.
“Just over 75% of respondents cited wildlife viewing as a primary reason for their trips to Yellowstone and Grand Teton. The majority also supported the idea of paying extra for conservation — with 93% supportive of a voluntary donation; 75% supportive of a tax or fee on goods and services; and 66% supportive of a mandatory wildlife conservation fee.”
This tracks to global travel trends, in which today’s traveler is more attuned, more intentional. Travelers want to participate and contribute to the vitality of the destination, and not just economically. Amazingly, this is also what residents of destination communities are also requesting: that travel and tourism contribute to the sustainability of the destination, environmentally, economically, and culturally.
Destinations that align these interests win, especially in destinations such as Jackson Hole with acute interdependency between environmental resilience, economic health, and community well-being.
Jackson Hole is a Stewardship Economy: an economic model that prioritizes the care and regeneration of natural, cultural, and community assets. When in balance, Jackson’s Stewardship Economy sustains and regenerates our natural resources, reinforces a culture of respect and conservation, strengthens the services that support exceptional experiences, and ultimately inspires the next generation of stewards.
It’s reflected in the people, the priorities, and the partnerships that define how we live, work, play, and welcome visitors here. From the hundreds of active tour operators and guides, robust non-profit conservation sector, the multiple volunteer ambassador groups like the Wildlife Brigade and Friends of Bridger Teton, and even civically with the Town of Jackson’s Ecosystem Stewardship Department. 71% of Jackson’s attractions are classified as “nature and outdoor recreation.” Our mostly small business destination economy contributes more than 50% of taxable sales as well as 23% of the private sector workforce in Teton County, not counting all of the Park, Forest, BLM, Game/Fish, etc…federal employees.
The community’s vision for Sustainable Destination Management Plan (SDMP) “aims to be a leader in balancing the needs and aspirations of community members, businesses, and visitors by actively integrating the viability of the tourism economy with the regeneration of the Greater Yellowstone Ecosystem and enhancement of community quality of life.”
That framing and model is why we view the Jackson Hole Destination Alliance (JHDA) as a Destination Stewardship Organization (DSO). Our mission is, “To balance community vitality, environmental resilience, and economic health through collaborative destination stewardship.”
While traditional destination marketing organizations (DMOs) have successfully driven visitation and supported local economies, the evolving needs of communities and travelers alike call for an expanded approach—one that builds on past success while placing emphasis on long-term sustainability, cultural integrity, and resident quality of life.
The DSO model places the Stewardship Economy at its heart. Our “All Lands, All Hands” approach is designed to unite land managers, local businesses, government, nonprofits, and residents in cross-sector destination stewardship.
What does that look like, exactly?
- A vital, thriving destination economy and destination community.
- Measurable progress on climate, conservation, and sustainability goals.
- Stable or improved resident sentiment toward tourism.
- High-value visitation that aligns with our brand and values.
This is a forward-facing model, rooted in Jackson Hole values, with the flexibility, creativity, and clarity to meet the future head-on. A Destination Stewardship Organization provides the structure and expertise to turn ideals into outcomes
- Diversified Funding Capabilities: As a 501(c)(3), unlock new funding streams (grants, donations, partnerships) to support capital improvements and visitor impact projects not currently eligible under lodging tax rules.
- Trailhead and Attraction Management: Improve visitor experience and reduce impact through active management at recreation sites, trailheads, and natural attractions.
- Destination-Wide Sustainability Index: Establish a coordinated system for collecting, analyzing, and acting on sustainability data to guide decisions and demonstrate accountability.
- “Code of the County” Visitor Education: Develop and promote a values-based visitor ethic—modeled after the “Code of the West”—to instill responsible behavior and deepen understanding of Teton County’s culture and environment.
- Quarterly Community Confidence Index: Launch a recurring pulse survey to monitor and respond to resident sentiment in real time, ensuring tourism remains aligned with community well-being.
- 97% Wildness Campaign: Celebrate and safeguard what makes Jackson Hole distinct through storytelling and branding that centers its natural character.
- Dedicated Public Relations Strategy: Deploy a full-time PR presence to proactively shape Jackson Hole’s narrative, reducing reliance on external media to define the destination.
Jackson Hole’s Stewardship Economy already exists. It’s alive in our landscapes, our local businesses, our community values, and the way we welcome the world. But to protect what makes this place extraordinary, we need more than intent, we need infrastructure. A Destination Stewardship Organization gives Jackson Hole the structure, capacity, and accountability to ensure tourism actively supports what our economy, community, and ecosystem need to thrive, together, with purpose. In a place built on conservation, collaboration, and character, a DSO is the next logical step.