Boards approve Travel & Tourism amendment allowing the Jackson Hole Travel and Tourism Board to hire staff and pursue a DMMO

TETON COUNTY — The Teton County Commission and the Jackson Town Council unanimously approved a first amendment on Thursday that allows the Jackson Hole Travel and Tourism Joint Powers Board to hire employees and take steps toward a Destination Management/Marketing Organization (DMMO).

The amendment replaces a clause that previously prohibited employees and instead authorizes the board to hire, fire, discipline and supervise staff. County counsel summarized the proposed insertion as empowering the board to manage its own employees and to adopt policies and a salary matrix; commissioners accepted a friendly edit to specify that hires would be "at‑will."

Nut graf: Board members and community stakeholders said the independent-contractor model that previously supplied staff has become unwieldy as the board’s scope expanded into visitor-impact management, sustainability programs and grant administration; proponents argued that a small, stable staff will improve continuity, legal compliance and program delivery.

What was said: Keith Gengrey, chief deputy county attorney, described the legal mechanics of the amendment and the statutory authority cited in the staff report. "The board may hire, fire, discipline and supervise employees and shall have the authority to contract for services or facilities needed to carry out the purpose of this agreement," he read from the proposed language. Julie Calder, chair of the Travel & Tourism Board, said the work now reaches well beyond marketing and noted the board’s budget and program growth — including a rise in event grants and programs that now account for substantial portions of the budget.

Stakeholders and process: Krista Valentino, the board’s executive director through contract, and representatives from the Chamber of Commerce and visitor-industry groups told the boards that the current mix of multiple contractors functions but limits the board’s ability to manage operations consistently; speakers cited examples in which duties performed by contractors could be consolidated into staff positions for cost and performance reasons.

Legal and administrative options: Counsel outlined three practical models the boards could choose: (1) keep independent contractors but reduce fragmentation; (2) have employees placed on town or county payroll (the "umbrella" model) using existing salary matrices and benefits; or (3) create an independent board-level salary matrix and HR structure (the airport-board model). The Travel & Tourism Board favored the independent airport‑style model but accepted counsel’s assurances that county legal services would remain available to review policies. Commissioners asked about liability, insurance and HR support; counsel said the board could use county services or contract for private HR/legal support and noted potential premiums if the board became fully independent.

Vote and amendment: Commissioner MacKer moved to approve the amendment; Commissioner Probst seconded. Commissioner Carmen proposed and the board accepted language clarifying that the board may hire, fire, discipline and supervise "at‑will" employees. The county vote was unanimous; the town approved the same amendment by unanimous vote as well.

What happens next: If the amendment takes effect, the Travel & Tourism Board will return with job descriptions, a proposed salary matrix and a budget for any staffing changes. Board leaders said the DMMO would be modest in scale and will be phased in to preserve program funding while improving oversight and continuity.

Officials quoted: "Today, the board's work extends far beyond marketing," Travel & Tourism Board Chair Julie Calder said in presenting the proposal. County counsel read the operative language of the amendment: "The board may hire, fire, discipline and supervise employees..."