At Visit Durango, during a crucial phase of economic recovery from the pandemic, we crafted a plan to announce our transition from a DMO (Destination Marketing Organization) to a DMMO (Destination Management & Marketing Organization). This strategy not only communicated the shift but also aligned our marketing and management efforts with elected officials, residents, stakeholders, partners, the Board of Directors, and staff. By doing so, we ensured a smooth transition and fostered a unified approach during this pivotal time for our community’s growth and resilience.

To increase the City of Durango’s lodgers tax from 2% to 5.25%, we collaborated with elected officials, government staff, partners, stakeholders, and local influencers. Together, we negotiated the increase, brought it to a ballot, and successfully passed the measure. The ballot language was ground-breaking, in that it mandated that a portion of the revenues be allocated exclusively to "sustainable tourism marketing." The measure passed in 2020, boosting the DMMO to a competitive level within the destination market comp set. Website and white paper created by Rachel Brown.

Effective strategic planning and robust management yield impressive results. Under Rachel Brown’s leadership, she recruited, trained, and guided a talented team of eight destination management and marketing professionals to achieve outstanding outcomes. Balancing stewardship with the goal of increasing "heads in beds," the team excelled in educating visitors on responsible tourism practices while also boosting off-peak and shoulder season visitation. Their combined efforts significantly enhanced the destination’s reputation and contributed to a more balanced and sustainable flow of visitors throughout the entire year.

Despite the transition from a DMO to a DMMO (Destination Management & Marketing Organization), Visit Durango was still operating with an outdated Mission & Vision statement that focused exclusively on economic development. To address this, we conducted surveys, research, and in-person strategic planning sessions in partnership with Sagebrush Limited. This comprehensive approach allowed Visit Durango’s leadership to craft new guiding statements for the nonprofit. The updated Mission & Vision were carefully developed to align with the goals and aspirations of all stakeholders, ensuring a more relevant and unified direction for the organization moving forward.

We developed and executed the annual Strategic Marketing & Communications Plan, encompassing a broad range of activities: destination marketing, public relations, partnerships, tourism market research, digital marketing, advertising, branding, meetings/events, travel trade programs, sponsorships, and events. This comprehensive plan drove a remarkable increase in visitation from 12.1 to 18.2 million. Additionally, we implemented a targeted PR strategy designed to positively shift press perception, particularly among local media. This strategic approach not only boosted visitor numbers but also enhanced the organization’s reputation and visibility within the community and beyond.

We led Oakland's inaugural national advertising campaign, titled "Oakland: To Know It is to Love It." This groundbreaking initiative involved directing all advertising and media buys across various channels, including print, online, outdoor, and radio. We negotiated media discounts and established valuable partnerships to enhance the campaign’s reach. Additionally, we managed co-op marketing opportunities with hotels, restaurants, attractions, and other community partners to amplify the campaign's impact. We oversaw the website, analyzing performance metrics, and handling social media channels, email marketing, sweepstakes, and events. This comprehensive approach successfully elevated Oakland's tourism profile and engaged a broader audience.