Published on
November 11, 2025
In a move designed to enhance operational efficiency and better manage the destination, the Jackson Hole Travel and Tourism Board is considering a significant shift in its organizational structure. The board, which has traditionally hired contractors, is now contemplating the transition to hiring full-time employees. This change, while mostly bureaucratic in nature, is expected to improve the board’s ability to manage its growing responsibilities in overseeing one of the world’s premier destinations.
Transition to Hiring Employees
For years, the Jackson Hole Travel and Tourism Board has relied on contractors for key positions, including an executive director. This model has allowed the board to stay flexible, but as the scope of its duties expanded, it became clear that a more permanent structure was necessary. The proposed shift to hiring employees reflects the increasing complexity of the board’s work and its growing role in managing tourism for the region. The change is seen as necessary for the board’s long-term success, especially as it takes on more tasks related to the region’s tourism management.
Julie Calder, the chair of the board, explained that the transition to employees would streamline the process and allow the board to handle its duties with greater efficiency and purpose. Calder emphasized that the change is a natural evolution of the board’s functions and would better support its efforts to oversee a world-class tourism destination.
Historical Context and Initial Limitations
The Jackson Hole Travel and Tourism Board was established in 2011 by the Jackson Town Council and the Teton County Board of County Commissioners. Initially, the board was prohibited from hiring its own staff, a restriction that led to the hiring of independent contractors. These contractors managed much of the operational work, including overseeing the tourism promotion and planning initiatives for the region.
In contrast, the Jackson Hole Airport Board, which was also created by the town council and county commissioners, had the authority to hire an executive director. This director could then hire other employees to manage the airport’s operations. The differing structures of the two boards have been a point of comparison over the years, with some suggesting that allowing the Tourism Board the same authority would streamline operations and enhance its efficiency.
Support for the Change
The proposal to shift to a more traditional employee-based structure has received support from Mike Gierau, a state senator with deep ties to the Jackson Hole airport. Gierau, who has experience in both the airport and tourism sectors, expressed approval for the change. He suggested that when board members are appointed and trusted to do their work, they should be allowed the flexibility to hire staff to carry out the board’s vision and plans.
Although Gierau has previously criticized the Tourism Board, he believes that the proposed changes will lead to greater effectiveness and improved management of the area’s tourism sector. Gierau’s endorsement signals a broader recognition that the current system needs to evolve as Jackson Hole continues to attract visitors from around the world.
Continuing Efforts to Establish a Destination Marketing and Management Organization
Despite the shift to hiring employees, the Jackson Hole Travel and Tourism Board continues to pursue its goal of establishing an outside Destination Marketing and Management Organization (DMMO). This initiative, which has been in the works for several years, aims to outsource much of the board’s operational work. The goal is to partner with an experienced entity that can manage marketing efforts and visitor services, ensuring that the region remains competitive in the global tourism market.
The DMMO initiative faced setbacks when two former board members created the Jackson Hole Destination Alliance, a nonprofit organization that sought to compete for a destination management contract worth up to $6.3 million. However, the alliance withdrew from the process after a meeting in which its staff felt that the board members did not show the level of interest they had expected. Despite this setback, the board remains committed to establishing a robust marketing and management organization to help guide Jackson Hole’s tourism sector.
Efficiencies and Improvements for the Board
The change in organizational structure is expected to yield significant benefits for the Jackson Hole Travel and Tourism Board. By hiring full-time employees, the board will have the ability to build a dedicated team that can better manage its growing responsibilities. This will lead to more streamlined operations, improved communication, and the ability to respond quickly to changing tourism trends and challenges.
As part of the transition, the board plans to maintain its efforts to recruit an experienced Destination Marketing and Management Organization. While the new structure will provide immediate operational benefits, the partnership with an external organization will allow the board to focus on broader strategic goals, such as increasing visitation, improving visitor experiences, and ensuring sustainable growth for the tourism industry.
Conclusion: A Step Towards a Stronger Future for Jackson Hole Tourism
The shift in organizational structure is an important step toward ensuring the long-term success of the Jackson Hole Travel and Tourism Board. By moving from a contractor-based model to hiring full-time employees, the board will improve its efficiency and better support the region’s thriving tourism sector. This transition reflects the board’s evolving role as a key player in managing a world-class destination and underscores the need for continued innovation in the tourism industry.
With the support of stakeholders like Mike Gierau and the ongoing efforts to establish a Destination Marketing and Management Organization, Jackson Hole is poised to continue its success as a leading tourism destination. The future of Jackson Hole’s tourism industry looks bright, with a more efficient board and stronger partnerships paving the way for growth and development in the years to come.
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