The seven goal areas of the 2025 Roadmap included a list of more than 70 initiatives.
Here is a brief recap of the goals outlined in the 2025 Roadmap:
Goal 1: Expand Meetings & Convention Business and Infrastructure
- The CCC and surrounding areas become a true convention and cultural campus (e.g., Downtown Auraria Unification Vision, Off-Center Project).
- New downtown large meeting hotel (CCC Master Plan and SAG Study) and other hotels.
- Creative and unique offsite venues/experiences near the CCC for large attendee gatherings.
- CCC is best-in-class for technology infrastructure and digital experience.
- Elevated, fun and interactive attendee experiences within the CCC to showcase local excellence in sports/outdoor recreation, arts/culture (e.g., Colorado Music Hall of Fame) and food/beverage.
- The National Western Center is a multi-purpose facility that attracts a greater variety of events.
- A Convention Ambassador Program with local leaders in advanced industries helps capture national convention business.
- Attendee services within the CCC (e.g., daycare, mothers’ pods, quiet/sensory spaces, etc.).
Goal 2: Attract Visitor-Driven Events
- Event strategy committee to collaborate with the City of Denver’s Office of Special Events to identify, recruit, implement and grow all types of events.
- Visitor-facing events across the city (e.g., on/off the Mall, Skyline Park, Glenarm, Civic Center Park/Greek Theater/Bannock, Sculpture Park, Fillmore Plaza, RiNo Art Park, NWC, World Trade Center at Fox Park).
- Signature annual events and festivals:
- Culinary, beer, spirits and wine (e.g. Denver Food & Wine, Taste of Mexico, Green Chili Battle)
- Arts, culture, history, music and film (Sundance Film Festival, Jazz Fest, Biennial, Buskerfest, Latino Music Festival, large July 4 fireworks, Thanksgiving Parade)
- Sports and outdoors (e.g., all-star games, international soccer and rugby, motorsports, trending sports)
- Events focusing on advanced and creative industries in collaboration with the City of Denver (e.g., esports, Artificial Intelligence, tech trail with augmented reality, etc.).
- Host domestic and international industry events (GBTA, IPW).
Goal 3: Create World-Class Attractions and Services
- Stadium redevelopment: a retractable or permanent roof to host year-round, high-profile events.
- A centralized music district (e.g., 6th St., Austin; Beale St., Memphis; Broadway St., Nashville).
- Major new tourist attraction (e.g., Magnicity, URWRLD, urban gondola).
- Diverse neighborhoods and Business Improvement Districts (BIDs) are “visitor ready” (e.g., Five Points, South Broadway).
- Year-round events and attractions in key public and private spaces (e.g. Platte River, Confluence Park, and Civic Center Park “For the Future”, Ball Arena/River Mile).
- New venues, event parks and sporting arenas accommodate large sporting and non-sporting events (e.g. Park Hill Golf Course, National Western Center, Fox Park).
- Multicultural experiences, events and marketplaces that represent traditions and celebrations from Denver’s diverse communities.
- International multilingual visitor information, wayfinding, menus and foreign currency exchange.
- Neighborhood guides, maps and digital resources.
Goal 4: Enhance Connectivity and Mobility
- Denver is connected to the world (Denver International Airport’s Vision 100 and Operation 2045).
- Public transportation that is easy to use, clean, safe, accessible, reliable and affordable.
- A mobility loop around downtown that links 16th Street Mall to nearby neighborhoods, sports stadiums and cultural attractions (e.g., 5280 Trail).
- Citywide transportation infrastructure and mobility options:
- Connections between downtown and key tourist areas (e.g., City Park, Civic Center “Cultural Circulator”, Cherry Creek and Red Rocks)
- Denver Metro Bus Rapid Transit (BRT) Project
- Last-mile connectivity (e.g., RTD services, scooters, e-bikes, pedicabs, etc.)
- Pedestrian and bicycle accessibility that is safe and connected
- Balance between vehicle/non-vehicle infrastructure and accessibility for local and visitors
- Adequate and affordable parking options
- High-speed passenger rail along the Front Range.
- I-70 traffic flow continues to improve, with exploration of alternative ideas to reduce mountain congestion.
Goal 5: Improve Downtown Visitor Experience
- 16th Street Mall is a clean, safe world-class attraction that connects locals and visitors of all backgrounds.
- An iconic downtown cultural monument (e.g., Chicago’s “Bean”).
- Tourism information center on 16th Street Mall and enhance Denver Union Station TIC.
- Civic Center and Skyline Park are redeveloped.
- Downtown Development Authority (DDA) $500M of public funding spurs private investment to create a vibrant downtown.
- Initiatives increase downtown vibrancy:
- A dedicated downtown security workforce with police, ambassadors, social services, etc.
- Redevelopment/repurposing efforts of low occupancy and unused buildings/locations.
- Downtown retail strategy and improved retail offerings support a variety of retail types, including local businesses, minority-owned businesses, national retailers, pop-ups, experiential, etc.
- New businesses (e.g., startups and small businesses) lease unused space and increase foot traffic; consider incentives.
- Festivals and street activations.
- BID funding allows DDP to create an on-going downtown advocacy and beautification program.
- The public perception of downtown is safe and attractive, especially among metro-area residents, via promotional campaigns and public relations.
- Investments in public art projects, including local art/artists, art walks, etc.
- Office of Nighttime Economy, like Dallas, NYC and other big cities, creates foot traffic and supports restaurants/bars/other businesses outside of M-F, 8-5 hours, enhancing safety and vibrancy.
- Adequate and affordable downtown parking options.
- Clear signage and wayfinding downtown, including along 16th Street Mall and convention corridor.
- Balance between vehicle/non-vehicle infrastructure and accessibility for local and visitors.
Goal 6: Strengthen Destination Branding
- Denver’s brand and related pillars are aligned with government, business and industry stakeholders.
- Promotional pillars include:
- Denver as an Outdoor City and “best of both worlds” destination (e.g. day trips, Red Rocks).
- City and mountain outdoor activities and accessible adventure (e.g., light adventure and activities that can be enjoyed by those with disabilities).
- High-quality, diverse dining scene (e.g., Michelin Guide; James Beard Foundation award winners/ nominees, beverage scene, food events).
- Diverse arts and culture (e.g., visual & performing arts, art districts, Tier 1 cultural organizations).
- Professional, collegiate and amateur sports.
- A family-friendly destination (e.g., the 16th St. Mall, attractions, outdoor activities).
- A vibrant, compact downtown (e.g., nearby museums, attractions, stadiums and public art).
- Denver’s vibrant, diverse neighborhoods.
- Branded tours and trails (e.g., culture, beer and history/heritage).
- Denver’s domestic and global connectivity via continued partnership with DEN.
Goal 7: Foster Industry Advocacy and Community Engagement
- Local/regional and public/private organizations collaborate to foster greater community development.
- Advocacy efforts to promote value of tourism and positive impacts on residents' quality of life.
- Resident sentiment survey explores resident perspectives and needs to have alignment and support for tourism.
- A Tourism Summit for industry, workforce and community partners.
- Industry workforce development efforts and initiatives.
- Innovative approaches to support affordable housing and daycare options.
- Initiatives and programs that advance environmental sustainability/destination stewardship.
- Efforts related to diversity, equity and inclusion, including hiring, partners, promotion, etc.
- The "Go the Extra Mile" hospitality training program for frontline employees.
- City Hall streamlines permitting process for large and small businesses.
- Industry partners embrace AI for strategic planning and business development.
Development Method
The 2025 Denver Tourism Roadmap incorporated principals established by the 2023 Destination Next Futures Study, created by MMGY NextFactor. The relationship between destination organizations and their local communities evolved dramatically in many cities and towns globally during the Covid pandemic. Enough time has passed since destination leaders are beginning to understand what was transitory and what looks to be long-term transformations.
The DestinationNEXT 2023 Futures Study attempts to codify those systemic shifts. It is a strategic roadmap and global survey that helps destination leaders navigate today’s highly fluid visitor economy to optimize their organizations’ relevance and value.
MMGY NextFactor is an industry-leading consulting firm specializing in travel and tourism. Its team of experts has delivered insights and strategies to 300+ destinations across the globe.
About VISIT DENVER, The Convention and Visitors Bureau
Founded in 1909, VISIT DENVER is a private, nonprofit trade association that is responsible for marketing metro Denver as a convention and leisure destination. The Bureau is contracted by the City & County of Denver to act as the official marketing agency for Denver. It is governed by a board of directors and employs a staff of more than 60 professionals.