Belief in the Future and Care for One’s Village

Leading a growing mountain village into a successful tourism-driven future — this was the goal behind the founding of the cooperative to promote tourism infrastructure 50 years ago, and that goal remains just as relevant today.

The cooperative’s history has been shaped by both achievements and setbacks. Many ideas led to success; others were less fortunate. But the focus was always forward-looking, with new tasks and goals continually embraced.

Today, the cooperative once again faces the question of which direction to take. There is no ready-made answer — but what’s needed now more than ever are visionary pioneers.

Belief in the future and a deep concern for their own village were the driving forces behind the founding of the Cooperative for the Promotion of Tourism Infrastructure in Bellwald.

“In a year, I’ll have about three million francs ready for you. I don’t have a single cent yet, but I’ll get it together.”
How would you react to such a statement today? Exactly—you’d likely dismiss it as empty talk, a fairytale spun from bold words and wishful thinking.

And yet, that’s exactly what the founders of the cooperative declared on February 8, 1976. They promised the then ski lift company PUMAG a sum of 500,000 Swiss francs to help expand the lift system in Bellwald.

Empty talk? Not at all.
The cooperative kept its word within a year. It convinced many who cared deeply about Bellwald and successfully raised the necessary funds. The lifts were expanded, and Bellwald’s rapid development as a tourism destination began.

At the time, the municipality of Bellwald and private businesses were financially unable to meet the demands of the village’s rapid tourism growth. In the early 1970s, the number of guest beds in Bellwald multiplied within a short period. It quickly became clear in the mountain village that the infrastructure couldn’t keep up without additional financial support.

There were no legal means to require property owners or developers to contribute to the growth of the resort.

“So we had to create our own bank to kick-start the funding of essential projects,”
one of the founders recalls. The idea: each person should invest 500 francs per guest bed in the cooperative's capital. This money would go toward developing and expanding the village’s tourism offerings—something that would, in turn, benefit every property owner.

“It wasn’t easy convincing people to give 500 francs per guest bed to the cooperative,”
another founder remembers.
“But we believed in the mission. Together, we succeeded in persuading locals, tradespeople, and chalet owners from near and far that this money wouldn’t benefit the cooperative—it would benefit them personally.”

Members of various local associations even went door-to-door to inform and inspire the community.

Within a year, more than 400,000 Swiss francs in capital had been raised. This laid the foundation for the cooperative’s long-term success—success that would significantly shape the future of Bellwald as a holiday destination.

The completed road down to the valley accelerated the development of tourism.

The first hotel in Bellwald was opened.

With the cable car now linking Bellwald to the valley, a major transformation began.

With the founding of the Verkehrsverein, the transformation from a farming village to a tourist destination began.

And also the founding year of the Cooperative for the Promotion of Tourism Infrastructure in Bellwald.

 

2,000 guest beds and 138,000 overnight stays.

Type of use of funds Cooperative share Approximate total investment
Investment in Bahnen Bellwald 435 000.- 11 000 000.-
Investment in Rest. Fleschen 250 000.- 1 140 000.-
Investment altes Bellwald:    
Foundation capital 50 000.- 550 000.-
Alphütte Spittel 30 000.- 150 000.-
Ecomuseum Facilities 10 000.- 85 000.-
Bakehouse Ried 10 000.- 50 000.-
Participation in the renovation of the Unnera water pipeline 30 000.- 200 000.-
Investments in sports and recreational facilities 270 000.- 3 520 000.-
Service building Gassen 320 000.- 370 000.-
Gadebar 360 000.- 410 000.-

Year Cooperative capital
1975 0.-
1980 497‘000.-
1985 640‘000.-
1990 668‘000.-
1995 650‘000.-
2000 700‘500.-
2005 764‘500.-
2010 799‘000.-
2012 918‘500.-

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