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AGENDA
CITY COUNCIL WORK SESSION
August 19, 2019
4:00 PM, City Council Chambers
130 S Galena Street, Aspen
I.COUNCIL ROUNDTABLE 4:00-4:10
II.WORK SESSION
II.A.Update from Ski Co.
II.B.Uphill Economy and Outdoor Recreation Plan
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MEMORANDUM
TO:Mayor and City Council
FROM:Phillip Supino, Principal Long-Range Planner
THROUGH:Jennifer Phelan, Interim Community Development Director
MEETING DATE:August 19, 2019
RE:Uphill Economy BYY Goal Update
REQUEST OF COUNCIL: Staff requests Council direction on the next steps for the Uphill
Economy initiative, including exploration of the Uphill Economy’s relationship to
current Council policy goals, implementation of recommended actions from the Uphill
Economy Plan and Uphill Recreation Plan, and discussion of potential 2020 budget
requests to fund future implementation steps.
SUMMARY AND BACKGROUND: Since 2014, Council and staff have collaborated to bring
the concept of the “Uphill Economy” to life. Envisioned as an economic diversification
initiative which builds on Aspen’s existing strengths, culture, and global name
recognition, the Uphill initiative was described as, “economic development without the
development”. The goals of the initiative are to:
Make Aspen the epicenter of Uphill fitness in North America, and
Build on Aspen’s history as a ski industry pioneer, and
Preserve mountain-town culture locally and regionally. (Exhibit A)
To achieve these goals, the plan provides robust economic and community data and
analysis which supports the implementation steps identified in the plan. The plan also
provides implementation criteria to use in guiding implementation decision making:
Sustain, reinforce and enhance mountain culture, and the Aspen Brand,
Contribute to development of sustainable, decent, year-round jobs and new
business opportunities, and do so without notable disruption of local life and
mountain culture,
Take advantage of underutilized recreation capacity: in infrastructure, in
seasons, in locations; where practical create new capacity,
Provide improvements – facilities, programs, activities, and experiences – that
directly benefit residents, as well as appeal to visitors,
Offer programs, education that can help create new Uphill users (which in turn
increases demands for locally sold gear/services),
Offer new trails, new infrastructure that invites in new users; focus on the entry
level and “missing middle” on the recreation spectrum,
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Respond to growing demand for recreational activities, but direct growth to the
right times and places; aim to leave open a spectrum of quality recreational
experiences, from busy locations to locations with little use. (Exhibit A)
With the goals, implementation steps and criteria articulated in the plan, it serves as a
roadmap for the long-term realization of the Uphill Economy as a local and regional
economic diversification engine while supporting the character and natural setting that
defines Aspen.
In 2018, City Council adopted as a Top Ten Goal to, “Work with strategic partners to
identify priority implementation items from the Uphill Economic Plan that will balance
and preserve Aspen’s unique place, traditions and economy.” The BYY staff team
assembled to achieve this goal included Sara Ott, Jessica Garrow, Nancy Leslie, and
Mitch Osur. Ms. Garrow delegated Phillip Supino as the Community Development lead
on day-to-day implementation of the plan to achieve the goal. Council allocated
$100,000 to support the various implementation steps identified by staff (outlined
below) to achieve this goal.
Staff identified and Council supported two priority implementation items from the
Uphill Economic Development Plan to implement in pursuit of Council’s goal: host a
second Uphill Summit event and develop an Uphill Recreation Plan. Both items were
designed to achieve multiple Economic Development Plan implementation steps and
plan goals. Additionally, Council directed staff to continue to support two other Uphill
programs, the Uphill Socials and Buttermilk Ascent, as part of the Top Ten Goal project.
The Uphill Summit was envisioned as a continuation and expansion of an event
organized by the City in 2014, which brought together a diverse group of government
and outdoor industry officials, athletes, and media for a three-day summit in Aspen.
The summit explored the potential for human powered recreation to serve as an
economic diversification tools in mountain towns. The first summit’s success motivated
staff and Council to expand the programming and attendance in pursuit of the BYY goal.
The Uphill Recreation Plan was envisioned in the Economic Development Plan to be a
technical inventory of existing conditions of recreation infrastructure in the Upper
Roaring Fork Valley, a road map for maintaining the sustainability of that infrastructure
and identify future improvements which would support the Uphill Economy. The idea
was ensuring that the Valley’s outdoor, human-powered recreation infrastructure is
world-class and sustainable advances the larger Uphill Economy vision of maintaining
Aspen’s position as a world-wide leader and destination for those activities. Trails,
trailheads, open space, biodiversity, and diverse, attractive recreation offerings will
support the existing community culture around outdoor, human-powered recreation.
They also attract visitors interested in engaging in those activities.
Staff set-about in Fall 2017 to develop a work program to implement these two projects
in pursuit of Council’s Top Ten Goal. This project has kept staff in the City Managers
Office, Special Events, Parking, and Community Development Departments busy for
nearly two years. Having successfully hosted the second summit, the “Ascent Uphill
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Symposium” for three days in Spring 2019, and completed the development of the Uphill
Recreation Plan in July 2019, staff has achieved Council’s 2017 Top Ten Goal. This
memo describes the work done on this project over the last two years, summarizes the
lessons learned and value added for the community, and identifies potential next steps
in pursuit of the vision of the Uphill Economy five years from its inception.
DISCUSSION: The following is an overview of the various programs and activities
completed as part of the Uphill Council goal project.
Aspen Ascent
Upon direction from City Council, staff set about in spring 2017 to plan for the second
Uphill symposium, dubbed the “Aspen Ascent”. The Ascent built upon Aspen’s legacy
as a thought leader and facilitator of visionary thinking about topics of community and
social importance. Providing a comfortable setting in the heart of Aspen, bringing
together leaders in the outdoor recreation industry, and presenting compelling content,
the Ascent created a unique conversation within the industry, government, and non-
profit sectors. The conversation focused on how outdoor recreation can serve as a
catalyst to deliver on a wide range of business and community goals and values in Aspen
and in mountain communities around the country.
In support of the Ascent programming, staff contracted with outdoor recreation
industry consultant New Normal Consulting to conduct a nation-wide survey of uphill
athlete consumer and behavioral trends. The survey leveraged the customer databases
of outdoor industry companies Outdoor Prolink and Cairn to survey 2,500 self-described
uphill athletes who regularly or aspire to engage in human-powered outdoor recreation.
The survey results are summarized in slide deck presented at the Ascent and included
as Exhibit B.
The survey provided first-of-its kind industry data into the demographics, preferences,
travel patterns, and gear choices of self-described Uphill recreationists and their
perceptions of Aspen as a recreation destination. Survey results were used to design
the symposium program, populate it with content, attract attendees, and underpin the
Uphill policy initiative. The data was used extensively in the development of the Uphill
Recreation Plan. Outdoor industry businesses were impressed with the robustness of
the data, its utility for making strategic business decisions, and the relationship it
created between the City and the outdoor recreation industry. The survey represents
a unique, actionable data set that the City and its partners can continue use to make
informed decisions about implementing the Uphill Economy for years to come.
Held over three days at the St. Regis Hotel, the Ascent featured diverse, unique content
on topics including a deep dive on the Aspen Uphill Survey results, women and the
outdoor recreation industry, the outdoor recreation industry and mountain
communities, a presentation by the Colorado Office of Economic Development on
outdoor recreation as an economic driver, Aspen past and future as an outdoor
recreation leader, and planning to support outdoor recreation. (See Exhibit C for a
complete program.) The 77 participants from around the country were engaged in
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group discussions, provided insights to guide Aspen’s initiative, and were provided with
the complete Uphill survey data set to inform the future business and organizational
development processes.
The Ascent provided staff with a huge amount of data, industry contacts, and
experiences to inform future Uphill projects. In terms of achieving Uphill project goals,
the Ascent achieved the Economic Development Plan recommendations to:
“Continue to host annual events”,
“Continue to collect data on user trends”,
“Host an Uphill innovation forum to bring together industry leaders and
innovators”,
“Discuss the feasibility of establishing an Uphill innovation hub”,
“Continue to build and promote Aspen as an Uphill epicenter”,
Actively partner with a range of entities to support regional uphill economic
development opportunities”.
A post-Ascent survey of attendees indicated broad satisfaction with the experience and
value it provided. Ninety percent of respondents were satisfied or highly satisfied with
the organization, marketing, and content of the Ascent. Sixty percent were
enthusiastic about attending a future Ascent, with an additional forty percent basing
their decision to attend again on the topic of the Ascent. Ninety-five percent of
respondents would refer a friend or colleague to future events. The most popular
choices for a future Ascent were “Public Lands and Outdoor Recreation” and “Climate
Change and Outdoor Recreation”.
The enthusiasm for the event and its setting, and the uniqueness of the event within
the outdoor industry create an opportunity for the City to build the Ascent into a high-
profile, industry-leading destination event. Post-Ascent local and national media
coverage is included as Exhibit D. One of the implementation items identified for
Council in Exhibit G is hosting a third Aspen Ascent symposium. Staff believes that,
given the quality of and satisfaction with the last Ascent, hosting a future Ascent would
continue to build upon Aspen’s reputation as a leader in outdoor recreation and
facilitator of innovative ideas and culture.
Buttermilk Ascent Event
For the third year running, the City has collaborated with Aspen Skiing Company, Aspen
Alpine Guides, The Ute Mountaineer, and other local uphill gear and guide outfits to
host the Buttermilk Ascent. The Ascent is a high-priority implementation item from the
Uphill Economy Plan designed to build culture and community, reinforce the values of
human-powered recreation, and introduce more users to the sport. The Ascent is an
opportunity for novice and experienced uphill skiers alike to demo new equipment, get
instruction in using uphill skiing gear and uphill navigation, and build the local
community around uphill skiing.
The event, hosted at the base of Buttermilk, includes local retailers offering equipment
demos for free, which guests can then take to the slopes where guides offer instruction
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and lead groups on the uphill route to the summit. The Special Events Department
works closely with Ski Co. to organize the event and Special Events staffs it with
volunteers from City staff.
Last year, the City paid $15,000 in event fees to Ski Co. to cover the costs associated
with hosting the event, including Ski Patrol, uphill guides, staff, and hosting an outside
event in the Ski Co. permit areas. In 2019, the event drew 75 attendees from around
the world, 40% of whom had no prior Uphilling experience. Targeting and engaging with
the “never-ever” market segment is a principal finding of the Uphill Survey data and
goal of much of the Uphill programming to date. Encouraging participation in Uphill
recreation by new groups (locals and visitors alike), not only supports that segment of
the local economy that provides goods and services to support Uphill recreation, it
grows the culture and enthusiasm around Uphill recreation. This has numerous,
intangible spill-over benefits for the Uphill initiative, which is a key element of the
Uphill Economy strategy.
Budgetary support for the Buttermilk Ascent is an annual Special Events line item. Staff
will continue to work with event partners and Uphill stakeholders to ensure it delivers
on the Uphill implementation steps and goals.
Friday Uphill Socials
Another culture and community building event that the City supports under the banner
of the Uphill Economy initiative is the Friday morning Uphill Socials at the Tiehack
Cliffhouse restaurant. Originally created by an ad hoc group of local uphill skiing
enthusiasts, including Uphill Technical Advisory Committee members Bob Wade and
Steve Szoradi, the Uphill Socials are an excellent example of grass-roots community
engagement in the pursuit of the Uphill Economy vision. Some of the Uphill Economic
Development Plan goals achieved through the City’s ongoing support of the Uphill
Socials include:
“Host and promote Uphill events”,
“Work with TAC and other partners to maintain momentum”,
“Work with Ski Co. to support events and cooperative opportunities”,
“Develop feeder programming for new uphillers”,
“Continue to build and promote Aspen as an Uphill epicenter”.
Each Friday, as many as 140 locals and visitors from around the valley and the country
meet at the base of Tiehack and ascend to the Cliffhouse for breakfast. It is a casual,
welcoming affair, where fellow Uphillers can chat, share ski stories and a meal, and
enjoy human-powered recreation in the mountains. In doing so, each week the local
culture around Uphilling is strengthened. With a subsidy from the City covering 50% of
the cost of breakfast each week, the affordable breakfast is a strong driver of
participation.
The total 2019 program cost for the Uphill Socials was $4,800, which provided breakfast
to over 800 attendees during the 12 weeks of Socials. The City tracked attendance
each week with rosters, which demonstrate the reach of the event. National and
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international visitors mixed with Roaring Fork Valley locals, building community and
enhancing the visibility and attractiveness of Uphilling.
In the field of economic diversification planning, the cultural and community aspect
which underpins so much of what makes a community or industry vibrant and attractive
for expansion is the hardest element for government to address. By collaborating with
local enthusiasts to build upon an existing, successful event, the City and its partners
have helped weave together those intangible cultural and community threads which
advance the larger vision of the Uphill Economy.
Uphill Recreation Plan
In 2018, $75,000 of the $100,000 total budget request funded the development of the
Uphill Recreation Plan. Additionally, Community Development staff secured a state
Department of Local Affairs (DOLA) grant of $25,000 to fund the Rec. Plan. In awarding
the grant, DOLA cited the progressive nature of the Uphill Economy initiative, and the
nexus between state and City of Aspen goals around the use of outdoor recreation as
an economic driver as reasons for supporting the project.
In summer 2018, staff and the SE Group consultant team finalized the scope of work,
work plan and schedule. In early discussions with SE Group, staff decided that the
innovative nature of the Uphill Economy initiative and the unique context of planning
for economic diversification and recreation in Aspen warranted a unique and innovative
approach to developing the Rec. Plan and presenting its content. This focus on
innovation informed the entire planning process.
The Rec. Plan is not a static, paper document that is written, shelved and forgotten.
It is an online, accessible, adaptable planning tool designed to be as useful to City staff
as it is to the diverse valley-wide stakeholders who informed its development. (An
Executive Summary, on paper, is included as Exhibit E.) Over time, the data, analysis,
policies and recommendations in the plan can be modified to reflect changes to best
practices, conditions on the ground, and implementation steps taken. Being online,
the plan is accessible to anyone who wants to use it, creating opportunities for
collaboration between stakeholders that may otherwise be lost. The presentation of
the plan in “story map” format gives the reader enhanced opportunities to interact
with and experience the depth of the plan and its contents. Council and the public may
view the complete plan here: www.tinyurl.com/aspenuphill
The Rec. Plan is based on one over-arching principle: conservation and environmental
protection are inextricably linked to sustainable, high quality outdoor recreation
experiences. This is particularly true in the Upper Roaring Fork Valley, where our
experiences in the out of doors are enriched by a healthy environment, and our verdant
backcountry motivates us to get out and revel in it. Environmental protection is a core
community value, so planning for the future of Aspen’s outdoor recreation
infrastructure without ensuring good conservation and environmental outcomes would
fail to meet the expectations of the community and stakeholders or the vision
underpinning the Uphill Economy.
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With this principle in mind, placing conservation on equal footing with recreation, staff
and the consultants designed a nine-month process where a 17-member stakeholder
group worked through hundreds of concepts and thousands of data points to arrive at
the policies and recommendations included in the plan. As with any diverse group of
participants, conflicting priorities and points of view sometimes precluded consensus
on every policy or recommendation. However, the majority of the plan’s contents were
intensely refined and agreed upon by the stakeholders, staff, and SE Group.
The document is focused primarily on three objectives:
1. Balancing conservation and recreation outcomes, and
2. Focusing on management of existing resources and concentrating use in existing
high-use areas, and
3. Data driven decision-making on the future of recreation infrastructure in the
valley.
The Rec. Plan is organized by topic area and includes supporting materials on plan pages
such as Planning Process, Data Inventory, and a compilation of all Policies and
Recommendations under the Recommendations tab. The topic areas (which are
outlined in Exhibit E) are:
Conservation
Access
Safety
Hiking
Biking
Backcountry Skiing
Nordic Skiing
Resort Uphilling
Huts
Camping
Each topic area tab in the plan includes data analysis and information in support of the
Policies and Recommendations developed through the planning process. Those are
summarized in the attached Executive Summary, as well as in the Recommendations
Tab in the plan itself.
The plan is extensive, providing an in-depth analysis of the existing condition of the full
spectrum of outdoor recreation infrastructure and amenities in the Upper Valley. The
plan ties together several community policy goals and initiatives including
environmental conservation, recreation, affordable lodging, multi-modal transit, way-
finding, backcountry ethics and public safety. In this way, the Rec. Plan provides a
road map for the achievement of a number of long-term community project, be it the
continued development of the City’s transit system or the implementation of the Bike
and Pedestrian Master Plan.
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The plan includes both Policies and Recommendations. Policies are those items which
require collaboration and partnership to implement. Recommendations are those items
which the City can implement on its own or with reduced level of collaboration from
valley stakeholders. This distinction is in recognition of the fact that a vast majority
of the lands and assets included in the plan are controlled or managed by entities other
than the City. As such, the implementation of the plan relies heavily on collaboration
with stakeholders and regional partners.
In recognition of this dependence on collaboration, for nine months, staff and the
consultant team worked intimately with the 17-member stakeholder group to develop
the content of the plan. Each piece of data analysis, conclusion, policy statement, and
recommendation were carefully refined to reflect as closely as possible the consensus
among the participants. Staff is confident that, to the extent possible, the plan’s
contents are rooted in best practices, are supported by data analysis, and reflect the
consensus of the stakeholder group.
The City Open Space and Trails Board unanimously endorsed the plan. The Pitkin County
Open Space and Trails Board (PSCOT) was less enthusiastic, choosing to recommend to
the City that the preservation and enhancement of biodiversity is more important than
balancing conservation with thoughtful management of existing recreation resources
and the careful development of future resources. The Board of County Commissioners
echoed the PCOST statements, choosing not to endorse the plan. The formal comment
letter from the PCOST to City Staff is included as Exhibit F.
The Economic Development Plan and Rec. Plan together provide a clear roadmap to the
City for how best to implement the Uphill Economy initiative well into the future. The
Rec. Plan outlines dozens of steps, big and small, inside of out of the City boundaries,
capital intensive or not, which the City can deploy in pursuit of the Uphill Economy
vision. The recommendations following this memo are based in part of its contents.
What’s in a Name?
One piece of feedback the project team has heard repeatedly from stakeholders,
community members, event participants, and numerous other parities is confusion over
the name “Uphill Economy”. The initiative was the brain child of former Mayor Skadron,
who felt the double-entendré was not only compelling but captured the full scope of
the initiative and its economic, recreation, and cultural intent. However, since
implementation of the Council goal began in earnest two years ago, it has been
challenging for the project team to communicate about the broad scope and intent of
the initiative, because for many people the name implies specific activities which fail
to capture the full scope of the initiative.
Staff suggests that Council consider rebranding the Uphill Economy initiative with a
name or phrase which not only reflects its broad scope and intent, but also better
reflects the industries and activities on which the initiative is based. A name which
more explicitly includes references to four-season outdoor recreation, the program’s
focus on human-powered recreation, and the cultural and community elements of the
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plan would help the public, stakeholder, project partners, and potential funders better
understand the initiative. Should Council desire to do so, staff can work internally and
with the Technical Advisory Committee to develop options for Council to consider in
future discussions.
Relationship to Council Goals
Aside from being a Council Goal in its own right, the Uphill Economy relates to other
Council Goals and policy objectives. As an economic diversification initiative, it can
help advance Council’s and Aspen Area Community Plan (AACP) goals around
commercial vitality, support of locally owned and serving businesses, and creating a
more resilient economy. As a recreation and conservation planning exercise, it can
support Council’s and AACP goals related to public health, fitness and recreation, the
preservation of the Aspen Idea, the maintenance of the Lifelong Aspenite, and
environmental and biodiversity protection. Exhibit G outlines some of the potential
implementation items from the Economic Development and Recreation Plans and their
relationship to Council and AACP goals.
FINANCIAL IMPACTS: The potential financial impact of future Uphill projects is
contingent upon direction from Council regarding next steps. Should Council choose to
direct staff to implement recommendations from the Economic Development and
Recreation Plans, financial impact analysis will be provided in support of future Council
discussions.
ENVIRONMENTAL IMPACTS: The potential environmental impact of future Uphill
projects is contingent upon direction from Council regarding next steps. Should Council
choose to direct staff to implement recommendations from the Economic Development
and Recreation Plans, environmental impact analysis will be provided in support of
future Council discussions.
ALTERNATIVES: Council may direct staff to do one or more of the following:
1. Pursue the further implementation of one or more recommendations from the
Uphill Economic Development Plan and Uphill Recreation Plan included in Exhibit
G.
2. Further develop the policy relationship between the Uphill Economy initiative
and other areas of Council interest including commercial sector vitality,
economic sustainability, recreation planning and environmental conservation,
and regional partnership and collaboration. Return to Council for a work session
on those relationships and next steps.
3. Complete 2019 Uphill Economy work and do not initiate Uphill Economy
implementation steps in 2019-2020.
RECOMMENDATIONS: Staff recommends Council provide direction to do the following:
1. Authorize the 2020 budget request to continue to support the Uphill Socials for
the 2019-2020 ski season, and
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2. Authorize the 2020 budget request for and work with City Department and Rec.
Plan stakeholders to identify priority implementations item from the Uphill Rec.
Plan, and
3. Direct staff to further develop policy relationships between the Uphill initiative
and other Council goals, identify implementation steps in support of those
interdisciplinary policy goals, and return for a future work session for Council
direction on next steps, and
4. Direct staff to work with the Technical Advisory Committee to rename and
rebrand the Uphill Economy in accordance with the recommendations in the
Economic Development Plan.
CITY MANAGER COMMENTS:
ATTACHMENTS:
Exhibit A: Uphill Economic Development Plan
Exhibit B: Aspen Uphill Survey Summary Presentation
Exhibit C: Ascent Symposium Program & Flyer
Exhibit D: Ascent Media Coverage
Exhibit E: Uphill Recreation Plan Executive Summary
Exhibit F: Uphill Recreation Plan – PCSOT Comments
Exhibit G: Uphill Policy and Implementation Matrix
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City of Aspen Uphill
Economic Development Plan
June 2017
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Contents
Project Overview .......................... 1
Economic Analysis ........................ 3
Recommendations...................... 10
Near Term Actions ...................... 14
Appendices
A. Themes from Interviews and TAC
Discussions
B. TAC Survey and Summarized Responses
C. TAC Work Sessions Meeting Notes
D. TAC Work Session #2 Slides
E. Stakeholder Interview Overview Notes
(under separate cover)
The City of Aspen would like to say…
Thank You
This effort to understand and take action to
further develop Aspen’s Uphill economy and
that of the larger Roaring Fork Valley would not
have been possible without the contributions
and efforts of a significant number of people,
including:
City of Aspen
Mayor Steve Skadron
Aspen City Council – Adam Frisch, Ann Mullins, Art Daily, Bert Myrin
Barry Crook – Assistant City Manager
Pete Strecker – Assistant Finance Director
Nancy Lesley – Director of Special Events
Jessica Garrow – Director, Community Development Department
Hillary Seminick – Planner, Community Development Department
Phillip Supino – Principal Long Range Planner, Community Development
Department
Industry Experts
Brian Mecham – General Manager, Dynafit/Salewa
David Corbin – Aspen Skiing Company
Jamie Starr – Marketing Manager, Salewa North America
Joe Risi – Owner, COSMIC and Events Manager, SCARPA North America
Jonathan Lantz – President, La Sportiva
Julia Theisen – V.P. Sales and Marketing, Aspen Chamber Resort Assoc.
Kevin Luby – Digital Brand Strategist, SCARPA North America
Kevin Warner – Acting District Ranger, Aspen-Sopris Ranger District
Kim Miller – CEO, SCARPA North America
Luis Benitez – Director, Colorado Outdoor Recreation Industry Office
Steve Kropf – Director of Sales, Dynafit/Salewa
Consulting Team
Chris Cares, RRC – Principal and Project Manager
Paula Ninger, RRC – Lead Researcher
Chris Beck, Agnew::Beck – Principal
Ellen Campfield Nelson, Agnew::Beck – Principal
Inger Deede and Lisa Fousek, Agnew::Beck – Visual Communications
Left cover photo courtesy of Dick Jackson
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City of Aspen Uphill Economic Development Plan 1
The City of Aspen would like to extend a special acknowledgment to the members of the
Technical Advisory Committee, without the insight of these local industry experts, this report
would not have been possible.
Bob Wade
Bob started the Ute Mountaineer in April
of 1977. His first trip uphill on Aspen
Mountain was that year. He enjoys all the
forms of skiing that Aspen offers- alpine,
tele, rando and nordic. Bob likes to share
his love of the mountains with friends and
family. He is most proud of association
with the Aspen School District’s Outdoor
Ed program.
Dick Jackson
Professional mountain guide Dick Jackson
has owned and operated Aspen
Expeditions Worldwide since 1976. Dick is
certified by the IFMGA/AMGA in rock and
ice climbing, ski mountaineering and
alpine mountaineering, Dick guides climbs
and ski trips in Colorado and around the
world, including the Himalaya, Alaska, the
Alps and Africa.
Doug Stenclick
Doug is an avid uphiller in the Roaring
Fork Valley, where he has lived for the
past 10 years. He co-founded the first ski
touring shop in the country, Cripple
Creek Backcountry, in Carbondale
Colorado. He has served as marketing
director for the COSMIC series (the
Colorado Ski Mountaineering Cup) since
2013.
John Gaston
John is a six-time ski mountaineering
National Champion and five-time Power of
Four winner, living with his wife Katherine
in Aspen. He and his twin brother Pete
founded Strafe in 2009 to meet the
increasing demands that athletes were
placing on their apparel and as an excuse
to "product test" every day in Highland
Bowl."
Mike Marolt
Mike is a CPA and owner/operator of
8,000 Meter Peak Technologies, a ski
mountaineering online retailer. Aspen is
his training basecamp for expeditions to
some 50 of the world's highest and most
remote peaks. He is married and raising
two daughters, part of the 5th generation
of the Marolt family in Aspen.
Penn Newhard
A graduate of Brown University, Penn left
his job as a Wall Street municipal
bond trader in 1989 to relocate to Aspen.
He was named advertising director at
Climbing Magazine in 1992. Penn founded
Backbone in 1997 with two employees
and one phone. His enthusiasm and
unbridled energy have helped Backbone
grow to over 45 employees and 50+
brands.
Stephen Szoradi
Stephen is the managing partner of Aspen
Alpine Guides. In the summer, he guides
14,000 ft peaks, rock climbs and
altitude training. In the winter, he is a
backcountry ski guide and ski instructor
for the Aspen Skiing Company. A
member of Mountain Rescue Aspen, he
also serves on the boards of WeCycle
and The Colorado Mountain Club.
Rich Burkley
Rich is the Vice President of Mountain
Operations for Aspen Skiing Company and
has served in several positions over the
past couple of decades. Rich is an avid
alpine, backcountry, and uphill skier,
snowboarder, bike racer and white water
kayaker. He lives in Aspen with his wife
and two children.
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City of Aspen Uphill Economic Development Plan 2
Why “Uphill?”
Project Overview
The Aspen Uphill Economic Development
process started with a vision expressed by the
City of Aspen to pursue the growing Uphill
industry as an economic development
objective. This vision and associated goals are
consistent with one of the Aspen City Council
Top 10 Goals and the Aspen Area Community
Plan which identified the desire to “Identify
opportunities to reduce the ‘boom-bust’ nature
of the economy.”
Aspen currently has a thriving Uphill culture and
the City seeks to establish Aspen as the
epicenter of Uphill fitness in North America.
This will attract Uphill-oriented businesses,
building upon the existing businesses that
provide year-round career opportunities,
further supporting the kind of community
Aspen wants to be. Additionally, the initiative is
intended to reinforce Aspen’s mountain-town
culture, and to strengthen the region as a
magnet for people passionate about mountain
living and a unique quality of life.
Those goals were expressed:
• Making Aspen the epicenter of Uphill
fitness in North America,
• Building on Aspen’s history as a ski
industry pioneer, and
• Preserving mountain-town culture
locally and regionally.
This plan summarizes the Uphill Economic
Analysis. Together with information in the
Appendix, it presents an inspirational document
to be used by the City, the Roaring Fork Valley
and the region. The Uphill process consisted of
an evaluation of Uphill industry economic
trends, and with consultation of industry
experts and a Technical Advisory Committee
(TAC), the plan provides a range of immediate
to long-range recommended actions, intended
to support the community vision and to realize
identified opportunities.
“Identify and pursue economic
opportunities that diversify
Aspen’s economy without
relying on physical
development”
– City Council Top Ten Goal
Uphill skiing is when skis are used
to go both uphill and downhill,
forgoing lifts. Sometimes termed
ski or alpine touring, backcountry
skiing, ski mountaineering (skimo)
or skinning; Uphillers can be found
recreating within resort boundaries
or touring in the backcountry.
15
City of Aspen Uphill Economic Development Plan 3
Project Process
Ascertaining the prospects for Aspen’s Uphill
economic potential entailed three main
activities:
1. Market research on Uphill skiing
2. Interviews with Uphill industry experts
3. Work sessions with local Technical
Advisory Committee (TAC)
Information from these three sources informed
the findings and recommendations throughout
this report. Individuals engaged through
interviews and work sessions are identified in
the Acknowledgements portion of this report.
The project timeline is detailed below.
Project Timeline
Recommendations Summarized
On the following page a Summary of Recommended Actions that were identified through the
Economic Development Plan process is presented. They are interrelated and anticipate that the Uphill
economy will grow over time, in Aspen and the region. Further, it is assumed that many of the
recommended actions will occur concurrently. They build upon one another and on the successes of
the efforts during the winter of 2017.
16
Recommendations for Uphill Development: Current Efforts and in the Long-term Future
City of Aspen Uphill Economic Development Plan 4
ONGOING AND SHORT-TERM MID-TERM LONG-TERM Immediate Actions: 1-3 Years Uphill Development: 3-5 Years Long-term outcomes: 5-10+ Years
Events and
programs
HOST 2 EVENTS and INCREASE EXPOSURE to UPHILL
• Promote and host Uphill Event Series
• Promote and host Spring Uphill festival (April)
• Identify possible all-levels/all-ages Uphill
educational programing
• Initiate meeting with other resorts about future
events and coordinated event series
• Implement an uphill calendar, inclusive of all uphill-
related activities (races, speakers, etc.)
BUILD EVENT SCHEDULE and UPHILL INTRODUCTORY PROGRAMS
• Continue to host annual events and add new events
• Coordinate with other partners, operators, to promote 4-season
Uphill events schedule
• Develop “feeder” programming for new Uphillers
• Gear testing and experimentation days
EXPAND UPHILL EVENTS and PROMOTIONS into 4-SEASONS
• Robust 4-season, all-levels, all-ages Uphill event
schedule
• Established intro-to-expert programming continuum
across multiple partners and recreational activities
Branding and
messaging
IDENTIFY KEY BRAND ELEMENTS
• Identify common meaning of and message about
Uphill to be used in branding
• Identify specific message and marketing strategies
to place Aspen at the “Uphill epicenter”
• Host a facilitated Uphill branding focus group
DEVELOP, SHARE and APPLY BRANDING PACKAGE
• Develop a consistent Uphill visual identity and brand package
• Begin to integrate branding into existing and new promotions
and programming
• Develop Uphill recreation guides and collateral promotional
materials
• Publicly share brand art to encourage “guerilla” marketing and
adoption by multiple partners across marketing platforms
• Meet with business and visitor organizations to discuss brand
support for larger regional and/or statewide efforts
PROMOTE WIDELY-RECOGNIZED UPHILL BRAND for ASPEN
(and the REGION/STATE)
• Continue to build and promote “Aspen-as-Uphill-
epicenter” brand
• Support larger regional/statewide brand
Equipment
and retail
development
INCREASE EQUIPMENT and RETAIL EXPOSURE
• Organize and promote gear testing and “Intro to
Uphill” days, concurrent with events
• Provide food and beverage promotions concurrent
with gear testing and events
• Initiate meeting with other Roaring Fork
communities to discuss retail and manufacturing
job potential related to Uphill
• Capitalize on and continue to support existing
guides and retailers
INCREASE LOCAL RETAIL SALES, JOBS and GEAR DEVELOPMENT
OPPORTUNITIES
• Host “Uphill innovation forum” to bring together Uphill industry
leaders and innovators
• Discuss feasibility of establishing Uphill innovation hub
experience/experiment center in Aspen to design and test gear
and new sports, terrain and Uphill techniques
• Further evaluate potential for new manufacturing in the Roaring
Fork region
• Continue to promote on-mountain and events-related gear
testing and promotion
ESTABLISH ASPEN as “UPHILL EXPERIENCE” INNOVATION
HUB/EXPERIMENTAL CENTER
• Industry leaders have a physical retail and testing
presence in Aspen
• Develop Uphill innovation hub/experience center in
Aspen
• New manufacturing and retail jobs created throughout
Roaring Fork Valley
Recreation
planning and
infrastructure
development
BUILD ON EXISTING UPHILL OPPORTUNITIES
• Improve trail links from town to base Skimo/winter
Uphill areas
• Further market and flag Uphill routes within
boundaries of four ski mountains
• Provide Uphill destinations that offer food and
drink, views – start with existing on-mountain
cabins/lodges and explore options for future 4-
season “bistro huts”
• Discuss ways to increase on-mountain/resort
promotion of winter Uphill recreation
• Initiate baseline Uphilling data collection locally
DEVELOP UPHILL RECREATION PLAN and CAPITAL INVESTMENT PLAN
• Inventory current Uphill facilities and areas
• Continue to collect data on user trends
• Develop coordinated, 4-season recreation infrastructure and
access plan and expand to include entire Roaring Fork Valley
• Identify “special places” to preserve unique Uphill experience
• Identify City-owned lands that could be utilized for economic
development opportunities
• Begin to implement capital projects such as bistro huts and Uphill
terrain park
BUILD RENOWNED UPHILL RECREATION SYSTEM
• Continue outdoor recreation planning efforts,
incorporating updated information on use trends and
field conditions
• Continue to improve the integrated 4 season
recreation system – backcountry huts, mountain
bistros, marked and mapped Uphill routes and trails for
a range of abilities, and improved access to range of
terrain
• Actively partner with a range of entities, including the
State of Colorado and the USFS, to support regional
economic development opportunities 17
City of Aspen Uphill Economic Development Plan 5
Trends and Prospects for Uphill
Economic Analysis
As a foundation to the plan and discussions
concerning Uphill opportunities, the consultant
team gathered and analyzed available
information. Data is relatively thin concerning
Uphill metrics but efforts were made to gather
information from a variety of sources including
Snowsports Industries America (SIA) and the
National Ski Areas Association (NSAA) and the
Outdoor Industry Association (OIA).
Additionally, the team drew on information
from various surveys and data searches to
develop a data-based foundation for
discussions. Interviews with a wide variety of
industry representatives were also conducted.
The Technical Advisory Committee reviewed
that information and provided suggestions
concerning interpretation. Input from TAC
members on their experiences and local
business perspectives were factored into the
analysis. A summary of some of the key trends
on participation, equipment and other retail
trends in the space is presented below, with
additional data provided in Appendix D.
Equipment Sales
Bindings were the most commonly purchased
piece of alpine touring equipment from August
2015 through March 2016, with over 25,000
units sold. Alpine touring boots followed at
roughly 8,000, and alpine touring skis were last
with approximately 4,500 purchases. Touring
boots and bindings are a better metric of
measuring Uphill participants because any ski
can be mounted with a touring binding, while
touring boots and bindings are essential
equipment.
Online and In-Store Sales
Roughly half of alpine touring binding purchases
were made online (49 percent), while the other
51 percent were made in store. The growth in
online purchases has been a significant trend in
the industry and has influenced retailing in a
variety of ways. This trend is expected to
continue. Alpine touring boots and skis sales
also had a relatively large share of online
purchases (34 percent and 32 percent
respectively), though to a lesser degree than
bindings. However, these numbers overall
indicate robust sales for alpine touring
equipment through both channels.
Alpine Touring Equipment Purchases: Unit Sales August 2015 – March 2016
0 5,000 10,000 15,000 20,000 25,000
Number of Units Solid
Alpine Touring Bindings
Alpine Touring Boots
Alpine Touring Skis 4,448
7,756
26,790
Source: SIA 18
City of Aspen Uphill Economic Development Plan 6
Total Snowsports Sales
The graph on the following page summarizes
equipment and apparel sales for all forms of
snowsports, including alpine touring equipment
and apparel. While outerwear sales have
grown, equipment sales are flat to down
overall. Total dollar sales of alpine touring
equipment have been growing rapidly, up from
14 million in the 2011/12 season to 17 million in
the 2013/14 season (growth of approximately
21 percent). Data for 2014 to 2016 are not
available from SIA but anecdotal input from a
variety of sources suggests that the Uphill
segment has continued to grow rapidly.
Total Amount Spent
Outerwear accounts for the largest share of
snowsports product purchases, totaling
approximately 1.8 billion dollars in sales in
2014/15. Equipment is also a relatively large
market, accounting for close to one billion.
Alpine touring equipment is a small share of
snowsports purchases in comparison,
accounting for 0.5 percent and roughly 20
million dollars of total snowsports product
purchases in 2013/14.
Alpine Touring Equipment Purchases: Location of Equipment Purchase, August 2015 – March 2016
0%10%20%30%40%50%60%70%80%90%100%
Percent of Units Solid
Alpine Touring Bindings
Alpine Touring Boots
Alpine Touring Skis 68%
66%
51%
32%
34%
49%
Purchased Online
Purchased In Store
“Our goal is to connect
Colorado’s outdoor recreation
industry with its manufacturing
capability”
– Mayor Steve Skadron’s
Vision Statement
19
City of Aspen Uphill Economic Development Plan 7
Equipment Sales by
Equipment Type
The graph to the right measures the share of
only snowsports equipment sales and does
not include apparel and outerwear purchases
as the prior graph does. When outerwear and
apparel sales are excluded, a breakdown of
equipment sales by equipment type reveals
that alpine touring equipment accounts for a
larger segment of the snowsports equipment
market (2 percent) than the total snowsports
product market (0.5 percent) as noted above.
Equipment sales are dominated by alpine
skiing products (64 percent) and
snowboarding products (31 percent), with
telemark and Nordic skiing making up a small
portion (3 percent).
Snowsports Products Purchased Through All Channels: Total Dollar Amount of Purchases
Alpine touring
equipment plus
skins All equipment Outerwear Apparelaccessories Equipmentaccessories
$0.0B
$0.5B
$1.0B
$1.5B
$2.0B
$2.5B
Dol Chann $17M$14M$16M$882M$865M$883M$818M$1,424M$1,501M$1,609M$1,759M$546M$590M$685M$727M$443M$464M$516M$508M0.5% of total 2013/14
snowsports purchases were
alpine touring equipment
jajkl
jakl
2011/12 2012/13 2013/14 2014/15
$14.3M
$16.2M
$17.3M
2%
Alpine touring
64%
Alpine
31%
Snowboard
3%
Telemark and Nordic
Source: SIA
2014/15 Snowsports Equipment Sales by Equipment
Type
20
City of Aspen Uphill Economic Development Plan 8
Number of Participants
The Outdoor Industry Association does not
track Uphill skiing specifically; however, the
periodic surveys conducted by the organization
do monitor participation in telemark skiing. The
OIA aggregates both telemark and alpine
touring users in the same category, which
accounts for approximately two and a half
million participants in 2015. Alpine skiing was
the most popular snowsport, with 9.4 million
participants, followed by snowboarding (7.7
million), freestyle skiing (4.5 million), cross-
country skiing (4.1 million), and snowshoeing
(3.9 million). Other endurance sports had
considerably higher numbers of participants
than snowsports, led by running/jogging (48.5
million), road biking (38.3million), and hiking
(37.2 million). These findings support the
economic opportunities identified in the plan –
Uphill skiing is a focus but there are other allied
recreational activities (for example, trail
running, mountain biking, hiking and climbing)
that are of interest to manufacturers and
retailers, as indicated by stakeholders and TAC
members.
0M 20M 40M 60M
Number of Participants
Telemarking (Downhill)
Other
Snowsports
Skiing (Alpine/Downhill)
Skiing (Cross-Country)
Skiing (Freestyle)
Snowboarding
Snowshoeing
Endurance
Sports andAerobic
Activities/
Racing
Bicycling (Mountain/Non-Paved Surface)
Bicycling (Road/Paved Surface)
Climbing (Sport/Indoor/Boulder)
Climbing (Traditional/Ice/Mountaineering)
Hiking (Day)
Running/Jogging
Trail Running
Triathlon (Non-Traditional/Off-Road)
2.6M
3.9M
7.7M
4.5M
4.1M
9.4M
2.5M
8.1M
48.5M
37.2M
2.6M
4.7M
38.3M
8.3M
Source: The Outdoor Foundation & Outdoor
Industry Association
Number of American Participants in Outdoor Activities, 2015
Photo courtesy of Dick Jackson
21
City of Aspen Uphill Economic Development Plan 9
Seasonal Revenue Split
The opportunities for Uphill extend beyond
winter when the definition is broadened to
include other forms of human-powered fitness
activities such as trail running or mountain
biking. Efforts to improve trail systems on-
mountain for summer use, and to open
restaurants for summer dining are being made
locally and at other resorts. The economic
potential of summer and shoulder seasons align
with initiatives of the Aspen Skiing Company to
expand summer on-mountain activities, and
those of many other Colorado mountain towns
to find more balance between summer and
winter revenues. As illustrated, Aspen shows
more balance between summer and winter
than some mountain towns, while Snowmass is
markedly less balanced and opportunities exist
to further develop Uphill activities throughout
the year, providing economic activity during
times of relatively lower visitation. In the long
term, these efforts will support broader
objectives of seeking improved revenues
through pursuing strategies that take advantage
of times when relative capacity exists. SnowVillageAspenGlenwoodSpringsVailBreckenridgeSteamboatSpringsTellurideCrested Butte0%
20%
40%
60%
80%
100%Perc
59%
48%44%
33%30%
54%
41%
19%
41%
52%56%
67%70%
46%
59%
81%
Source: RRC Associates & DestiMetrics
Winter 2014/15
Summer 2015
Summer 2014 & Winter 2014/15 Revenue Split in Colorado Mountain Communities: Taxable
Retail Sales
Photo courtesy of Aspen Alpine Guides
22
City of Aspen Uphill Economic Development Plan 10
Uphill Access at Ski Resorts
Thanks to the support of Aspen Skiing
Company, the Roaring Fork Valley has excellent
free access to in-resort Uphill opportunities,
especially when compared to other resorts
within the United States.
National surveys conducted by the NSAA show
that in winter 2015/16, 49 percent of resorts
allow Uphill access: 6 percent on an unlimited
basis, and 43 percent on a limited basis. Forty-
five percent of resorts prohibit Uphill access,
and the remaining 7 percent do not have a
formal policy addressing Uphill access. In other
words, the relatively open access at Buttermilk
and Tiehack, and the more limited access at
Aspen Mountain and Aspen Highlands is
unusual when United States resorts are
considered in total.
Once again, in support for accommodation to
Uphill, the Aspen areas are accommodating by
offering free access. Just under half of resorts
(47 percent) require a paid ticket or pass (while
53 percent do not). Ski areas are more likely to
accept or require a regular season pass or a
regular lift ticket (25 percent and 22 percent
respectively) for Uphill access than an Uphill-
only season pass (14 percent) or an Uphill-only
ticket (12 percent).
European Uphill opportunities are far greater
than in the United States. Off piste routes, full-
service huts and overall participation levels
create social opportunities that exceed those
available in the United States. Elements of the
European experience provide a model to guide
some of Aspen’s efforts going forward.
Overall
0%
20%
40%
60%
80%
100%7%45%43%6%Overall
Northeast Southeast Midwest Rocky
Mountains
Pacific
Southwest
Pacific
Northwest
5%29%60%7%0%84%16%0%10%72%17%0%4%26%57%13%15%55%30%0%8%31%54%8%Region
Yes, Unlimited Yes, Limited Basis No No Formal Policy
U.S. Resort Uphill Access Policies, 2016
Source: NSAA & RRC Associates.
23
City of Aspen Uphill Economic Development Plan 11
Conclusions from the
Economic Analysis
• Key findings from the Economic Analysis are
summarized below. They were used by TAC
and consultants to evaluate and prioritize
opportunities and develop
recommendations as presented in the Plan.
The Alpine/downhill equipment market is
currently flat.
• The Uphill market is small, but growing.
• Support for Uphill by Aspen Skiing Company
stands out in a marketplace where other
resorts are slow to welcome this promising
sector. The outstanding access to Uphill on
multiple mountains in Aspen provides
competitive advantage and bolsters
economic opportunity.
• Winter Uphill facilities and programs (huts,
trails, etc.) lend themselves to four seasons
and a focus on fitness. These are growing
market sectors and year-round use is of
strategic value to the resort company and
the Aspen community.
• There exists strong enthusiasm among
retailers and manufacturers for Aspen’s
continuing commitment to Uphill.
• Uphill is associated with a variety of other
recreational activities that are of interest to
the sports equipment industry. For
example, footwear, outerwear and various
types of equipment were identified as
opportunities of interest to industry
representatives.
• There is limited near-term interest in
manufacturing from companies contacted,
but potential for other related corporate
activities in Aspen and the region exist, and
these opportunities will likely expand as the
market for Uphill grows and Aspen’s
preeminent positioning is more fully
realized.
• The bottom-line conclusion: Get started
with what’s possible now and build for the
future. The following Recommendations
reflect this approach.
U.S. Uphill Pass and Ticket Requirements, 2016
0%5%10%15%20%25%30%35%40%45%50%55%
Percent of Resorts Which Require Pass for Uphill Access
No Pass or Ticket Required
Regular Season Pass
Regular Lift Ticket
Uphill Only Season Pass
Uphill Only Lift Ticket
53%
25%
22%
14%
12%
Source: NSAA & RRC Associates.
24
City of Aspen Uphill Economic Development Plan 12
Uphill Economic Development in the
Roaring Fork Valley – Long-Term
Strategies, Short-Term Actions
Study Findings-
Recommendations
Establishing Aspen as the epicenter of Uphill
fitness will require reinforcing the existing
Uphill culture, creating a foundation to achieve
long-term goals. A series of short-term
recommendations support the overall plan, and
they begin with initiatives in 2017. The idea is
that there are multiple interrelated actions that
the community has underway, or can
undertake, to build toward longer-term
outcomes. These efforts will include Immediate
and Short-Term Actions as described on page 4
and below. These recommendations are based
in part on input from the TAC and the preceding
Economic Analysis.
The short-term actions will serve to create the
momentum and build Aspen’s reputation by
increasing Aspen’s visibility in the equipment
and retail development space. Many actions can
be concurrent and will carry over from year to
year.
The ongoing and short-term actions will help
equipment manufacturers and retailers to grow
their visibility and they in turn will reinforce
Aspen’s positioning and brand. More activity
will increase demand for more Uphill
opportunities and overall economic activity in
the Uphill space, and will reinforce Aspen’s
preeminent positioning and outdoor-oriented
culture. Over time, in the mid-term, more
sustained efforts to target gear development
companies and increased cooperation and
initiatives with regional partners will become
appropriate. The City cannot implement the
plan without others. Key partners will include
Aspen Ski Co., the USFS, the County, and down-
valley municipalities.
In the long-term future, five years and beyond,
greater opportunities will emerge. Aspen, with
the region and State, will promote the Uphill
brand and associated business and recreation
opportunities to benefit all partners.
Building a stronger Uphill economy will also
require longer term planning, and a holistic look
at the systems that support and constrain
opportunities for development. The ultimate
challenge will be balancing two realities: the
continuing pressures and opportunities for
growth, and the carrying capacity of the Roaring
Fork Valley, including the backcountry.
Achieve sustainable growth
practices to ensure the long-term
viability of our community and our
diverse visitor-based economy.
– Aspen Area Community Plan
Photo courtesy of Aspen Alpine Guides
25
City of Aspen Uphill Economic Development Plan 13
This table below and subsequent discussion
summarizes Ongoing, Short, Mid-term and
Long-term implementation steps to support
Uphill in Aspen and the Roaring Fork Valley.
These steps are based on findings from the
entire economic development analysis, with
input from the Technical Advisory Committee,
the City, and interviews with industry leaders.
This process produced an initial set of possible
actions, which were then filtered through a set
of criteria (see “Implementation Criteria,”
following page), to develop a more refined set
of priorities, and the proposed implementation
schedule. Details about these recommendations
are provided in the following pages and are
identified in the “Recommendations for Uphill
Development: Ongoing and Short-term, Mid-
term, and Long-term” table on page 4.
ONGOING SHORT-TERM MID-TERM LONG-TERM Winter of 2017 and
Beyond
Immediate Actions: 1-
3 Years
Uphill Development:
3-5 Years
Long-term outcomes:
5-10+ Years
Events and
programs
Host 2 events, increase
exposure – Ascent,
Uphill Summit, Uphill
Series, the Calendar,
etc. Support and build
on existing guides/retail
Continue and expand
events, Calendar
offerings
Build event schedule
and Uphill introductory
programs
Expand Uphill events
and promotions into 4-
seasons
Branding and
messaging
Work with TAC and
other partners, industry
and public, to maintain
momentum
Identify key brand
elements. Continue to
expand relationships
with partners.
Develop, share and
apply branding package
Promote widely-
recognized Uphill
brand for Aspen (and
the region/state)
Equipment
and retail
development
Increase equipment
and retail exposure
Continue to expand
equipment and retail
exposure. Forge new
relationships.
Increase retail sales,
jobs and gear
development
opportunities at a local
and regional level
Establish Aspen as
“Uphill experience”
innovation
hub/experimental
center
Recreation
planning and
infrastructure
development
Work with Aspen Ski
Co. to support events
and cooperative
opportunities
Build on existing Uphill
opportunities.
Continue to expand
trail system through
cooperative efforts.
Develop Uphill
recreation plan and
capital investment plan
Build renowned uphill
recreation system
Uphill Economic Development Implementation Steps
Photo courtesy of Dick Jackson
26
City of Aspen Uphill Economic Development Plan 14
Starting Point: A Commitment
to Support the Uphill Industry
A variety of economic opportunities have been
identified through the Uphill economic
investigation process. While still small as an
economic component of the overall sports
industry, and when compared to other winter
sports, the Uphill sector has shown rapid
growth in equipment sales and participation
levels. There is strong optimism about future of
Uphill from Aspen area businesses, and by
manufacturers and the ski industry at large.
Before presenting recommendations for near term
actions, the following two pages outline longer
term, broader strategies needed to build Uphill as
a viable economic contributor to the area
economy, and to solidify and develop Aspen as the
North American leader for Uphill. These include
working at different scales, improving physical
infrastructure, outreach to industry, branding,
support for events, and general commitment to
continued planning.
Implementation Criteria:
Aim for Actions that will…
•Sustain, reinforce and enhance mountain
culture, and the Aspen Brand
•Contribute to development of sustainable,
decent, year-round jobs and new business
opportunities, and do so without notable
disruption of local life and mountain culture
•Take advantage of underutilized recreation
capacity: in infrastructure, in seasons, in
locations; where practical create new capacity
•Provide improvements – facilities, programs,
activities, and experiences – that directly
benefit residents, as well as appeal to
visitors
•Offer programs, education that can help
create new Uphill users (which in turn
increases demands for locally sold
gear/services)
•Offer new trails, new infrastructure that
invites in new users; focus on the entry level
and “missing middle” on the recreation
spectrum
•Respond to growing demand for recreational
activities, but direct growth to the right
times and places; aim to leave open a
spectrum of quality recreational
experiences, from busy locations to locations
with little use
27
City of Aspen Uphill Economic Development Plan 15
Strategies: Entry Level &
Advanced; Local & Regional;
Creating new “gateways” and a “funnel
approach” to encouraging participation from
the middle/entry level markets is a proposed
strategy. The funnel approach to marketing is
based on the idea of exposing large numbers of
potential participants, with a lesser number
actually adopting the activity. The middle is
where potential for growth in Uphill will be fully
realized and the largest numbers can be
encouraged to participate. Further, exposing
the Aspen destination visitor to Uphill will help
to expand the market and will grow the “buzz”
by growing the aspirational audience along with
active participants.
The Economic Analysis and discussions with a
wide variety of stakeholders suggest that while
manufacturing in Aspen will not be viable, such
activities may grow in the region. Costs of
doing business and the competitive advantages
of well-established business operations in
Europe pose challenges. However, there may be
emerging business opportunities for Aspen and
the Roaring Fork Valley in areas such as
research and development, product testing,
marketing, and communications that develop
over time.
Source: Agnew::Beck
Strategy 1:
Add near-town, inviting entry level
recreation options to expand participation
Strategy 2:
Maintain and enhance reputation and
opportunities for more advanced
adventure
Strategies to Increase Aspen’s Uphill Participation
We should be working to attract new
users – “build a bigger funnel”
— Technical Advisory Committee
member
Photo: RRC Associates
28
City of Aspen Uphill Economic Development Plan 16
There are limitations to physical development
within the City; however, it is important to
consider offering support for partners hoping to
locate or expand existing activities and
operations, both winter and year-round.
Options for City support include preserving
lands designated as industrial/business,
potentially including lands owned by the City
for future economic opportunities not fully
evident at present, but that may exist as the
Uphill segment grows.
Further, Aspen will actively partner with
regional entities and communities that can
provide complimentary economic opportunities
that will benefit from Aspen’s premier
recreation resources and brand. These
partnerships will be targeted in the mid-term
and will grow over time. The relationships
would extend to Glenwood Springs and along
the I-70 corridor from Eagle to Grand Junction.
Aspen and other area entities also anticipate
working with the State of Colorado on regional
economic development opportunities. The
State has expressed interest in furthering the
regional economy; outdoor recreation
businesses, including Uphill, represent a viable
and significant source of long-term economic
diversity and health for Colorado.
Uphill Recreation Plan
Providing the physical improvements that
supports a diverse array of Uphill opportunities –
from terrain and trails for beginners and experts,
to backcountry inns and huts, event venues and
training programs – requires the coordinated
contributions of multiple partners. This list of
partners starts with the USFS, and includes Aspen
and other cities, the County, the Skiing Company
and a wide range of user groups. As a result, a
critical next step in supporting long-term Uphill
development is a multi-partner “Uphill recreation
plan.” This plan should inventory current
infrastructure and user trends, then define
shared goals and actions that can simultaneously
satisfy residents and visitors, work within finite
budgets and protect special places.
The suggested recreation plan will help to expand
upon Aspen’s current advantages for Uphill and
will draw upon examples of success from Europe
and elsewhere. The plan is anticipated to provide
added Uphill opportunities, as well as enhancing
long-term quality of life in the Valley.
Branding and Marketing
“Brand” is part experience, part image. Critical to
building Aspen’s Uphill brand is delivering an
authentic experience of unparalleled Uphill
activities, amidst a vibrant community in a
breathtaking mountain setting. Aspen’s Uphill
brand development in large part depends on the
success of Uphill events, the quality of the Uphill
recreation options and the overall customer
experience while engaging in Uphill activities. The
most genuine and successful brand experience is
built from community and industry values about
the brand –identifying a common meaning
behind Uphill and what it stands for in Aspen is a
critical early step in building the Uphill brand.
Photo courtesy of Stephen Szoradi
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City of Aspen Uphill Economic Development Plan 17
Coupled with this experience, Aspen Uphill
should reinforce the brand experience with a
consistent visual identity and message (images
and words). Creating a branding package allows
all Uphill partners – business, government,
programs and events – to broadly share the
brand image and perpetuate the idea of Uphill
across media and venues. This brand package
could initially include:
• unique brand mark
• style standards
• message and talking points
• captivating art and imagery
Once this package is developed, its application
is virtually limitless. The visual identity and
message can be picked up and applied on
everything from websites to newsletters to t-
shirts to trail signage. It can also eventually
build to encompass additional activities and
seasons.
The image below provides one example of how
4-season, multiple-activity brand icons can be
developed and perpetuated, and support an
overall Uphill brand.
Uphill Support Systems:
Access and Housing
Many of the pathways towards a stronger Uphill
economy run into challenges related to the
capacity, costs, locations and character of the
built environment – roads and transit, housing,
accommodations and utilities like water and
sewer. Planning for Uphill development needs
to be synchronized with ongoing planning on
those larger topics.
Source: Agnew::Beck and Flaticon
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City of Aspen Uphill Economic Development Plan 18
Short-Term Actions
The Uphill Technical Advisory Committee,
working with staff and the RRC/Agnew::Beck
consulting team, identified three attainable, low
cost, near-term target projects, that would:
• Promote Uphill as a fun, accessible,
healthy activity.
• Invite a wide range of new and current
users to get more involved in Uphill,
including diverse audiences who may
lack necessary gear and experience with
winter outdoor recreation.
• Provide teaching to help people at all
skill levels have more fun, as well as be
safe in the mountains.
• Promote sales of goods and services of
vendors, locally and beyond.
• Take advantage of established downhill
ski terrain, and associated, existing, at
times underutilized, facilities.
• Expand the image and reality of Aspen
as the premier US location for the fun
and fitness benefits of Uphill.
• Build examples of collaboration
between the business community,
residents, the City, the USFS and other
partners to set the stage for more
ambitious future actions.
All three of the following projects are designed
to help expand the Uphill market, in particular
to bring in new users who might be interested,
but are sitting on the sidelines for lack of
knowledge, gear, or simply an easy/obvious way
to find out more why this activity is growing in
mountain towns around the world. Each of
these proposed actions have successful
precedents, but at the same time, the exact
structure and scale of these proposals is
somewhat experimental. The intent is to get
started, try different approaches, refine the
efforts based on public interest and lessons in
the field, and be open to expanding or revising
the programs.
Uphill Extravaganza
This event, modeled on the well-established
Nordic Extravaganza, is designed to provide an
easy, enjoyable way for people with an interest
in Uphill but little experience, to learn more
about what they need to get into this activity.
The event is designed to live up to the
“extravaganza” label – with access to gear,
teaching and the chance to practice techniques
on low angle terrain and the adjoining ski area,
plus food, vendors, and a general fun and
festive atmosphere. Key Recommendations:
• Partner with existing local retailers
located on City property, such as the
Aspen Recreation Center, to take
advantage of meeting spaces and easier
terrain at Tiehack/Buttermilk.
• Focus on broad full-spectrum
participation: all ages, with a focus on
people with little to no experience.
• Aim to draw residents, second
homeowners, and destination visitors.
• Partner with local institutions with an
interest in healthy outdoor activities,
such as health clubs, Aspen Mountain
Rescue, Colorado Avalanche
Information Center; to provide an
educational component.
Photo: RRC Associates, 2017 Ascent
Event at Tiehack/Buttermilk
31
City of Aspen Uphill Economic Development Plan 19
Uphill Community Meetup
Series
This initiative would offer a regularly scheduled,
approximately weekly, “Uphill meet-up”
sessions. The objective is to provide an easy
gateway into Uphill activities, using a reliable,
inviting option to meet with other people
interested in gaining Uphill skills. The events
would be non-competitive, educational, free,
social, and offered on a clear, consistent
schedule. Key Recommendations:
• City-led coordination with local guides
and retailers “sponsoring” a week.
• Focus on broad participation, full
spectrum: all ages, with a focus on
people with little to no experience.
• Aim to draw residents, second home
owners and destination visitors.
• Coordinate with a monthly speaker or
educational opportunity.
• Link Uphill events with an on-mountain
restaurant, cabin, or lodge. Options
include Gwyn’s, Cliffhouse, Bonnie’s, or
No Problem Cabin.
• Support partnerships with local
institutions with an interest in healthy
outdoor activities, e.g., schools, health
clubs, hospital, non-profits, Visit Aspen.
End of Season Uphill Festival
This two-day festival would turn Buttermilk into
a 100% Uphill-only mountain. The Aspen Ascent
weekend is planned for April 8th and 9th, 2017.
This unprecedented event would occur after
the regular downhill season is over, in early
April. The objective is to open-up groomed, in-
bounds skiing and signed Uphill routes with the
aim to attract a mix of novice and more
experienced Uphill fans. The overarching idea is
that these types of events build momentum for
Uphill, expand retail and manufacturer
relationships, and in time support the
broadening of economic activity in the manner
contemplated by this plan.
We need to look for
underutilized capacity –
“pockets of calendar, pockets
of place.”
— Advisory Committee member
Photo courtesy of Dick Jackson
32
CONTACT:
City of Aspen | 130 S Galena St |Aspen, CO 81611
970.429.2741 | www.aspenpitkin.com
33
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2019 Aspen Ascent
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2019 Aspen Ascent
•Brief Introduction:
•Brad Werntz, New Normal Consulting
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2019 Aspen Ascent
•Brief Introduction:
•Brad Werntz, New Normal Consulting
•35+ Years in the Outdoor Industry
•Guide, Writer, Retail, Rep, Consultant
•Lifelong climber, skier, trail runner, other…
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2019 Aspen Ascent
•Uphill Skiing
•Don’t need to tell YOU
what it is…
•But here’s what I found…
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•Uphill Skiing
•Don’t need to tell YOU
what it is…
•But here’s what I found…
!7 40
2019 Aspen Ascent
•Uphill Skiing
•Don’t need to tell YOU
what it is…
•But here’s what I found…
!8 41
2019 Aspen Ascent
•Uphill Skiing
•Don’t need to tell YOU
what it is…
•But here’s what I found…
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•Uphill Skiing
•Don’t need to tell YOU what it
is…
•But here’s what I found…
•Professionally, I first
encountered Uphill with
Ortovox…
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•The City of Aspen approached New Normal
Consulting about taking in-depth look at the
demographics of Uphill Skiers.
•No one had yet identified who they are - age,
income, gender - where they live, or how much
time and dollars they budget to Uphill Ski.
•How would we do this?
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•Data for this study was drawn from three
sources:
•Outdoor ProLink
•Cairn
•SIA - Snowsports Industry of America
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•Though they each have extensive consumer
databases, Outdoor ProLink and Cairn had never
been used as data sources for market research
before.
•Outdoor ProLink sells exclusively to outdoor industry
professionals: Guides, instructors, shop employees and
the like.
•Cairn is a subscription service that delivers curated
outdoor-themed boxes to core consumers.
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•Each data set was pre-qualified to identify Uphill
Skiers, which broke them down into five categories.
•Outdoor ProLink reached out to those who had
purchased gear for Uphill Skiing.
•Cairn asked a prequalifying question of their
members, and we then selected current Uphill
Skiers, those who have tried Uphill Skiing, and those
who are very interested in becoming Uphill Skiers.
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•Responses were incentivized by prizes totalling ~$5,000 in value.
•Prizes were sponsored by:
•The City of Aspen
•Outdoor ProLink
•Scarpa
•Deuter
•Ortovox
•Native Eyewear
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•Total Responses: 1989
•Outdoor ProLink: 1275
•Cairn: 714
•A significant sampling…
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•We expected the data to be skewed
somewhat, and it was:
•Outdoor ProLink: 78% Male, Aged:
Age % of Survey Respondents
25-34 41%
35-44 22%
18-24 17%
45-54 12%
55-64 6%
65+2%
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2019 Aspen Ascent
•We expected the data to be skewed
somewhat, and it was:
•Outdoor ProLink: 78% Male.
•Cairn: 54% Female, Average Age is 36.
•SIA: 56% Male, 45% Female, 18% are 25 to
34
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2019 Aspen Ascent
•Outdoor ProLink is a bigger data set, but only
varies in respondent demographics.
•Where noted here.
•Otherwise, the data is almost identical on all key
questions, and is supported by SIA’s data.
•However, the Cairn data is compelling because
of the inclusion of aspirational Uphill skiers…
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•Cairn captures tremendous detail from their
customer base.
•We know a lot more about these people.
•What they like to drink, what size clothes they
wear, and what they value and dislike.
•We also know their OIA ConsumerVue profile.
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•65% of Cairn respondents are OIA ConsumerVue Outdoor
Native.
•“Getting outside has been key to the lifestyle of The Outdoor
Native for some time and will continue to be in the future. They
are getting outside as much for the mental benefits as the
physical ones – motivated by enjoyment and the experience.
A desire for competition is lesser than the intrinsic motivation to
improve their own performance in their activities. The Outdoor
Native balances leisurely, family-oriented activities with some
of their personal passions in traditional activities. They aren’t as
into stylish gear and would rather have something that is
functional and high quality.”
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2019 Aspen Ascent
•Younger average than SIA: 36.
•Mostly Single.
•Higher percentage are female, at 46%.
•34% to 35% of SIA Backcountry Skiers are female.
•Educated: 77% have a Bachelor’s degree or higher.
•SIA: 43% have Bachelor’s +.
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2019 Aspen Ascent
•Affluent: 24% make more than $120,000
per year.
•OPL Average: $106,000/year.
•SIA: 35% make over $100,000 per year.
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Age Gender Income
Self-Identified Uphillers:39.1 57% Male 49% Make > $100,000
Those Who Have Tried Uphilling:37.6 54% Male 42% Make > $100,000
People Who Aspire To Uphill:35.6 52% Female 35% Make > $100,000
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2019 Aspen Ascent
•Cairn’s dedicated Uphill Skiers spent $2100 on their gear.
•OPL: $2218 on theirs
•Have been Uphill Skiers 5+ years.
•OPL: 9+ years.
•Will travel further and longer.
•More likely to rent hotel rooms or AirBnB.
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2019 Aspen Ascent
•They are aspirational, and travel in groups.
•They value:
•FUN!
•Intense physical exercise.
•Aren’t interested in competitions.
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•They don’t mind:
•Spending big time or money to do an activity.
•Traveling far to do an activity.
•Being learners.
•Being uncomfortable.
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•Colorado: 22%
•California: 11%
•Washington: 9%
•Utah: 5%
•Oregon: 5%
•Montana: 5%
•Idaho: 3%
•New York: 3%
•Massachusetts: 3%
•New Hampshire: 2%
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2019 Aspen Ascent
•SIA’s Top 5 States For Alpine Skiers:
•California: 15.5%
•New York: 10.3%
•Texas: 6.2%
•Florida: 5.5%
•Colorado: 5.2%
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What Will Bring Uphill Skiers To Events?
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•Aspen arguably owns the Uphill Racing
community.
•America’s Uphill
•SkiMo Race Series
•Summit For Life
•Mother of All Ascensions
•More..
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•10th Mountain Division Hut System &
Other Backcountry Options.
•Friday Morning Uphill Breakfast Club.
•Locals who Uphill Ski daily…
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•Data shows four potential, overlapping targets:
•Women.
•Millennials.
•Pros.
•28% don’t have avalanche training
•POC & DEI
•Precedents…
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•Red Rocks Rendezvous
•Mixes instruction with events for experienced
climbers.
•Multi-Day Event, With Demos and Sponsors.
•Attendees pay a fee, and travel long distances.
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•Canoecopia
•Non-activity based
consumer-event.
•Round-the-clock speakers.
•20,000+ to Madison, WI.
•Mid-Winter…
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•Michigan Ice Fest
•500 People.
•Mostly beginners.
•Hard place to get to…
•FREEZING.
•(Ouray Ice Fest, Too…)
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•Great Lakes Sea Kayaking
Symposium
•Held in Grand Marais.
•Lots of instruction.
•Another hard place to get to…
•Books up way in advance.
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•Ladies Of The Lake Paddling
Festival
•Munising, MI
•Women’s Only
•Chicks Climbing & Skiing
•Atlas Women’s Snowshoe Hikes
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•Other Things In The Data:
•Other Activities They Do
•Other Gear They Own
•Where They Like To Uphill &
Why
•Other Thoughts About Aspen
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•Speaking of Aspen…
•Aspen as a ski destination was founded by
the Greatest Generation, and surged
under Boomers.
•During WW II, soldiers from the 10th
Mountain Division trained in Aspen, and
after the war they returned to build a ski
resort.
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•Industrialist Walter Paepcke sought to make
Aspen and its mountain a destination for those
seeking renewal of mind, body and spirit.
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•As Boomers discovered outdoor
recreation in the 70s, 80s, and 90s, Aspen
became synonymous with skiing and other
outdoor sports.
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•According to the Outdoor Industry Association,
outdoor recreation in Colorado generates:
•$28 Billion Annually
•229,000 Jobs
•4x Energy and Mining combined
•$9.7 Billion In Wages & Salaries
•$2 Billion in State & Local Tax Revenues
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•The definition of “Outdoor Recreation”
has undergone a radical, permanent
shift:
•Long trips in the 70s and 80s became
“Done in a Weekend” adventures.
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•The definition of “Outdoor Recreation” has
undergone a radical, permanent shift:
•Long trips in the 70s and 80s became
“Done in a Weekend” adventures.
•“Done in a Weekend” quickly morphed
into “Done In A Day.”
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•Now, “Done Daily” is the norm…
•75% of TNF Mountain Sports business is
in hiking.
•Outdoors as a lifestyle is woven into
every day.
•And HOW we recreate is changing…
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•The fastest growing outdoor sports are in
the transition zones:
•Surf + Paddling = SUP
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•The fastest growing outdoor sports are in
the transition zones:
•Surf + Paddling = SUP
•Climbing + Skate = Bouldering
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•The fastest growing outdoor sports are in
the transition zones:
•Surf + Paddling = SUP
•Climbing + Skate = Bouldering
•Running + Hiking = Trail Running
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•The fastest growing outdoor sports are in
the transition zones:
•Skiing + Fitness = Uphill
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•Organizational DNA transfers from the
founders through the generations.
•Walter Paepcke’s vision of Aspen as a
place for renewal of body, mind, and spirit.
•Steve Skadron’s vision of Aspen as a
mecca for human powered uphill fitness.
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•Millennials will dominate the next three
decades of outdoor recreation.
•A recent hotels.com survey shows that over
half of Millennials will repeat vacations at
the same location.
•Clear take-away: Get them to come,
NOW.
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•As we heard yesterday:
•“The Uphill Lifestyle is a four season
sport.”
•Another clear take-away:
•Focus on being the location that
provides that, year-round…
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•Report produced by New Normal Consulting.
•Data provided by Outdoor ProLink and Cairn.
•Additional references: OIA and SIA.
•Select photos by Nikki Hodgson, used with permission, all rights reserved.
•For questions or comments:
•Brad Werntz, brad@newnormalconsulting.com, 608-335-0112
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SUNDAY 3/31
8AM – 11AM
ASPEN ASCENT AT BUTTERMILK
Join the City of Aspen and the
Aspen Skiing Company, City
staff, athletes, retailers, and
gear companies for gear demos
and introducing uphill skiing
to locals and visitors alike.
4PM – 5:30PM
THE “UPHILL ECONOMY”
PANEL DISCUSSION
Learn about the origins of the
City’s Uphill Initiative, enjoy
a compelling collection of
panelists discussing the growth
of the outdoor recreation
industry, state and local
economic development, and
positioning business and
communities to benefit.
5:30PM – 6:30PM
WELCOME COCKTAIL RECEPTION
This welcome reception brings
together local and national event
attendees for a casual welcome.
MONDAY 4/1
10AM – NOON
UPHILL MARKET RESEARCH DISCUSSION
Aspen and our project partners
have built the first-ever profile of the
uphill athlete and consumer. Learn
who they are, where they live, what
they like to do outside, and how
much they spend to do it. Learn
how to leverage the data to better
understand the demographics of
the future of outdoor recreation.
Followed by a big picture Q&A.
12:30PM – 1:30PM
LUNCH & COLORADO’S OUTDOOR RECREATION
INDUSTRY
Enjoy catered lunch and learn
about the State of Colorado’s
unique approach to integrating
and leveraging its outdoor
recreation industry to create
sustainable economic growth and
promote Colorado’s businesses
and brand around the world.
2PM – 3:30PM
FACILITATED ROUNDTABLE DISCUSSIONS
Facilitated conversations with peers
about a range of uphill topics.
TUESDAY 4/2
9AM – 11AM
WOMEN AND THE UPHILL ECONOMY
The women’s market is the
fastest growing segment of the
industry. Hear from a diverse
panel of women on this essential
component of the outdoor
recreation industry.
12PM – 1:30PM
MARKET RESEARCH TAKE-AWAYS
Discover the synergies and ideas
that emerged from Monday’s
roundtable discussions. Exchange
ideas between groups in an open
dialogue and Q&A session.
2PM – 4PM
QUICK AND TOPICAL SESSIONS
• Leveraging the Market Research
• Planning for the Outdoor
Recreation Industry
• Guides, Retailers and Public
Lands Policy
2019ASPENASCENT
THE ST. REGIS ASPEN RESORT
315 East Dean Street
MARCH 31ST
THRU
APRIL 2ND
ASPEN,
COLORADO
www.aspenascent.com
phillip.supino@cityofaspen.com
INDUSTRY-LEADING RESEARCH • NETWORKING • DEMOS
(970) 429-2767SPACE IS LIMITEDREGISTER NOW!A SYMPOSIUM ABOUT UPHILLING $500INCLUDES SYMPOSIUM 3 NIGHTS
AT THE ST. REGIS
98
1
2019 ASPEN Ascent PROGRAM
All sessions held at the St. Regis Aspen unless otherwise
indicated.
Sunday 3/31
Aspen Ascent at Buttermilk
8 – 11 am
The annual Aspen Ascent at Buttermilk is an
opportunity for experienced and never-ever
uphillers alike to demo the latest uphill equipment,
receive instruction on equipment and techniques,
and enjoy uphilling on Buttermilk Mountain.
Introduction to the Uphill Economy
4 – 4:30 pm
In 2014, the City of Aspen created the Uphill
Economy, an economic diversification initiative
designed to leverage our natural setting,
international brand, recreation culture to create and
retain companies and careers in the human-powered
outdoor recreation industry and attract more
diverse recreation visitors. This initiative is a model
for public private partnership in mountain
communities.
Speakers: Aspen Mayor Steve Skadron,
Jessica Garrow, Aspen Community Development Director
Panel Discussion: Outdoor Recreation and
Economics in Mountain Communities
4:30 – 5:30 pm
Hear from leaders from the public and private
sectors discussing the outdoor recreation industry in
the State of Colorado, and the new model of
economic development in rural and mountain
communities, as embodied in the Uphill Economy.
Moderator: John DiCuollo, Backbone Media
Speakers: Aspen Mayor Steve Skadron
Michelle Hadwiger, Deputy Director, Colorado Office of
Economic Development and International Trade
Jonathan Degenhardt, Marketing Director, La Sportiva
Scott Mellin, Global GM, Performance Sports
Doug Stenclik, Owner/Founder, Cripple Creek
Backcountry
Welcome Reception: St. Regis Aspen Ballroom
5:30 – 7 pm
Monday 4/1
Uphill Market Research Discussion
10 am – 12 pm
Aspen conducted a first of its kind demographic
survey to build the first-ever consumer profile of the
Uphill recreationist. Learn who they are, where they
live, what they do outside, how they travel and spend
to do it. Followed by a Q&A.
Speaker: Brad Werntz, New Normal Consulting;
Rob Little, CEO, Cairn
Lunch & Colorado’s Outdoor Recreation Industry
12:30 – 1:30 pm
Representatives from the Colorado Office of
Economic Development and International Trade
(OEDIT), including the Office of Outdoor
Recreation, will discuss how the uphill economy fits
into the state's dynamic outdoor industry economy.
Speakers:
Samantha Albert, Operations Manager, Outdoor
Recreation, Colorado OEDIT
Nathan Fey, Deputy Director, Outdoor Recreation,
Colorado OEDIT
Max Nathanson, Global Business Manager, Outdoor
Recreation, Colorado OEDIT
Facilitated Roundtable Discussions
2 – 3:30 pm
Participate in a facilitated small group conversation
with peers about how the market research relates to
your organization, activities, and the outdoor
recreation industry. Your ideas and input will
provide the basis for Tuesday’s “Market Research
Take-Aways” session.
Happy Hour Walking Tour: Aspen Public House
4 – 5:30 pm
Tour downtown Aspen, visit local outdoor shops, and
meet at Aspen Public House for Happy Hour
networking.
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2
Tuesday 4/2
Changing the Ratio: Women and the Outdoor
Industry
9 – 11a m
The women’s market is the fastest growth segment
of the industry. The data show’s young women
aspire to increase their knowledge of and
participation in outdoor
recreation. Women athletes are pioneers and trend
setters. Hear from a diverse panel of local outdoor
leaders on this essential component of the outdoor
recreation industry.
Moderator: Hillary Seminick, Founder, Conifer Planning
Speakers: Christie Mahon, Ski Mountaineer, ACES
Development Director
Kirsten Newhard, Athlete, Pinot Grigio Enthusiast
Sammy Podhurst, Senior Guide, Aspen Expeditions
Worldwide
Michelle Smith, Athlete, Film Maker
Caroline Tory, Ski Mountaineer, Assoc. Director, Aspen
Words
Tess Weaver, Athlete, Author & Editor
Jessie Young, U.S. SkiMo Team, Planner, Pitkin County
Open Space and Trails
Lunch & Market Research Take-Aways
12 – 1:30 pm
Discover the synergies and innovative ideas that
emerged from Monday afternoon’s roundtable
discussions, and exchange ideas between groups in
an open dialogue and Q&A session.
Speaker: Brad Werntz, New Normal Consulting
Quick & Topical Sessions
2 – 4 pm
The Secret’s to Aspen’s Present and Future as an
Uphill Destination
2 – 2:40 pm
Aspen’s community partners work together to make
Aspen thrive. Together, we are dedicated to
innovating ways to keep Aspen a premier resort
destination, while also preserving Aspen’s motto of
connecting the mind, body, and spirit. Through our
combined marketing efforts, commitment to
preserve our environment, and tactful program
development, Aspen is leading the way in uphill
recreation. Join us to learn how we collaborate to
help this initiative succeed.
Moderator: Curtis Wackerle, Editor, Aspen Daily News
Speakers: Aspen Mayor Steve Skadron
Rich Burkley, Vice President, Strategy and Business
Development, Aspen Skiing Company
Shelly Grail Braudis, Recreation Manager, Aspen Sopris
Ranger District, U.S. Forest Service
Eliza Voss, Director of Marketing, Aspen Resort Chamber
Association
Planning for the Outdoor Recreation Industry
2:40 – 3:20 pm
As rural, mountain communities learn to diversify
away from extractive and tourist-dependent
economies, good planning can pave the way toward
a more diverse economy and sustainable
development. Hear from experts about how
government and non-profits can collaborate to
support outdoor recreation-based planning
processes to create more sustainable communities.
Moderator: Phillip Supino, Principal Long-Range Planner,
City of Aspen
Speakers: Cathie Pagano, Community and Economic
Development Director, Gunnison County Colorado,
Gabby Voeller, Associate SE Group Consulting
Leveraging the Market Research for Business
3:20 – 4 pm
Hear from business consultants and economic
development officers about how to interpret the
market research data, tailor the findings to your
business or agency, and develop strategies to apply
it improve products, programs, and initiatives.
Speakers: Joe Risi, Backbone Media
Robin Brown, Grand Junction Economic Partnership
Closing Remarks
4 – 4:30 pm
Hear about how the Ascent will inform future Uphill
Initiative activities at the local and state level and
receive a complimentary copy of the market
research data to take home.
Speakers: Aspen Mayor Steve Skadron
Phillip Supino, Principal Long-Range Planner, City of
Aspen
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102
Aspen Uphill Economy
Recreation Plan
EXECUTIVE SUMMARY
August 2019 103
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 2
INTRODUCTION
The City of Aspen aspires to be North America’s hub for outdoor recreation. This plan is a set of recommended actions and policies to plan for,
support, and advance uphill recreation in the Upper Roaring Fork Valley. The City of Aspen has identified the exploding popularity of human-
powered recreation as an opportunity for the city to achieve its cultural, environmental, and economic diversification goals.
The Storymap
The primary form of the plan is an online, interactive storymap with maps, narrative text, links, and images. The storymap is a living document that
can be updated as conditions change, data is updated, or new policies and recommendations take hold. This executive summary is a condensed
version of the storymap, with key maps, information, and the recommendations and policies.
What is Uphilling?
Uphill recreation encompasses four season, human-powered recreational activities. This plan covers uphill skiing, fat biking, backcountry touring,
Nordic skiing, and snowshoeing in the winter, along with hiking and road and mountain biking in the summer. This plan also addresses the related
topics of conservation, camping, backcountry huts, and safety, education, and ethics.
Management, Conservation, and Development
Recreational use is growing around Aspen. It is expected that this growth will continue, and the City must be prepared. Through this plan and other
efforts, the City is developing the policies and partnerships to accommodate this increased level of use and ensure the long-term health and
sustainability of recreation infrastructure and the natural environment.
To achieve this, the City will deploy a multi-pronged approach, focusing on collaboration with regional partners and good management strategies.
The strategies, as outlined in this plan, include concentrating use in appropriate existing high use or developed areas, better informing trail users
about trail safety and ethics, and providing alternative transportation options for reaching trailheads.
This plan supports a balanced, well-informed, and collaborative approach to recreational development. It offers management strategies to alleviate
the need for new trails and amenities, conservation principles to guide the process, and a thorough analysis of gaps in the existing system to ensure
that any new recreation infrastructure adheres to conservation principles and provides a quality user experience. Further, it lays out the
conservation and recreation partners and land managers to be included in future implementation processes.
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 3
Plan Goals
The plan goals below establish the scope of this plan and tie it back to the Uphill Economic Development Plan. The large, mountain goals are the
goals of the Aspen Uphill Economic Development Plan. The bulleted goals below are the recreation and conservation goals of this plan. The
recreation plan goals “nest” under the goals of the Uphill Economic Development Plan, ensuring consistency and alignment between plans.
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 4
PLANNING PROCESS
The planning process including the following:
The development of plan goals
An analysis of existing conditions through existing plans and surveys, recreation data, a stakeholder mapping exercise, and conservation/
wildlife habitat mapping
Terrain suitability analyses of Nordic skiing, mountain biking, and backcountry skiing
The development of plan recommendations and policies based on the analysis
Stakeholder input throughout
Stakeholders
The City assembled a working group of valley stakeholders whose organizational knowledge and individual expertise shaped every aspect of
the plan.
Stakeholders included:
Aspen Center for Environmental Studies
Aspen Valley Land Trust
Independence Pass Foundation
Wilderness Workshop
Roaring Fork Outdoor Volunteers
10th Mountain Division Hut Association
Aspen Skiing Company
Aspen/Snowmass Nordic Council
Braun Huts Association
Roaring Fork Mountain Bike Association
Aspen Chamber Resort Association
City of Aspen Parks and Open Space
Colorado Parks and Wildlife
Mountain Rescue Aspen
Pitkin County Open Space and Trails
Roaring Fork Outdoor Volunteers
United States Forest Service
106
Ashcro
Mt. Sopris
City of Aspen
Town of Marble
Town of Basalt
Basalt Mountain
Snowmass Village
Independence Pass
ASPEN UPHILL ECONOMY RECREATION PLAN 5
Legend
Outer Policy Area
Planning Area
Plan Geographic Scope
107
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 6
The Wikimap
The stakeholders provided comments and ideas for uphill recreation in and around Aspen on an interactive map. Stakeholders commented on
crowded trailheads, potential campsite opportunities, and potential in-town improvements for mountain biking.
Connection to the Economic Development Plan
The City of Aspen Uphill Economic Development Plan outlines a set of Implementation Criteria for the city to follow as it looks to strengthen the
uphill economy. These criteria relate to how the city should create recreation infrastructure: who it should appeal to and what purpose it should
serve. This Recreation Plan sets out more detailed recommendations for that infrastructure based on further analysis, conservation considerations,
and stakeholder input. The following graphic shows the implementation criteria and how they connect to the recommendations of this plan.
KEY TAKEAWAYS
Resort uphilling: daytime off-piste uphill route,
more mapping and information, and “going all
in on uphill” at one resort.
Mountain biking: easier, in-city trails, promote
new potential trails on or near existing trails or
developed areas, trailhead improvements, and
city-to-trail connectors.
Hiking: crowding at trailheads and trails,
parallel trails, expanding summer opportunities
at Buttermilk, and signage around the city
encouraging people to walk or bike to
trailheads.
Camping: New campsites around Snowmass
Frequently crowded winter trailheads: Midnight
Mine Road, Ashcroft, Smuggler Mountain,
Hunter Creek, and Little Annie's Road. Parking
at the resorts for uphill recreation can also be
crowded at peak times and during events.
108
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 7
109
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 8
DATA AND MARKET RESEARCH
Known community, recreation, and management plans for
the planning area were analyzed. Recent market research
was incorporated as well to help the city understand its
key market opportunities and how to target programs,
events, and recreational infrastructure.
Market Research
The Summer 2016 ACRA Visitor Research Executive
Summary provides information about demographics and
interests of Aspen’s summer visitors. The city’s visitors are
increasingly Millennials and senior citizens and on their
first trip to Aspen, and most participate in outdoor
recreation. The City needs to draw visitors planning their
trip around recreation and introduce sightseers to uphill
opportunities to extend their stay in the area.
The Aspen Uphill Skiing Survey received 2,000+
responses that informed the recommendations and
policies of this plan. The bulk of respondents hadn’t tried
the sport but were interested in trying for fun and fitness.
They would be attracted to Aspen for gear demos,
classes, and social events.
The 10th Mountain Division Hut Association User Survey
provided background on who hut users are and what
they’re looking for. Hut visitors typically plan trips around
availability and the quality of nearby day excursions, and
many expressed strong interest in new huts.
Plans
The Colorado State Comprehensive Outdoor Recreation Plan outlines the state’s
recreation goals: sustainable access and stewardship, funding, and conservation. The
goals align with the aims of the uphill initiative and position the city to leverage state
funding.
The Aspen Uphill Economic Development Plan (2017) provides the framework for the
economic potential of uphill recreation. The plan’s recommendations focus on events
and programming, brand and marketing campaigns, and equipment and retail
development. The plan recommends this recreation plan to explore infrastructure.
The Upper Roaring Fork Valley Trails Plan gathers public input on trails, identifies
areas for mountain biking, and provides suggested trail alignments in the area. The
plan’s recommendations are considered in this plan’s biking section.
The Snowmass POSTR Plan envisions a well-connected world-class multi-use trail
system. Supporting the implementation of the POSTR plan would strengthen the
Aspen area’s uphill recreation offering.
The City of Aspen Bicycle and Pedestrian Master Plan outlines the existing
conditions and potential improvements for walking and biking. The plan recommends
safe pedestrian and bicycle facilities to trailheads to encourage non-vehicular
recreational access.
The Hunter Creek-Smuggler Mountain Cooperative Plan offers a vision and
management recommendations for the 4,680 acres of the WRNF known as Aspen’s
backyard. The plan envisions recreation that accommodates a variety of users and
carefully considers natural resources.
The Sky Mountain Park Management Plan documents the existing conditions of the
county open space with a vision and actions for the future. The management plan
seeks to make the park a special public resource while preserving habitat and
biodiversity. 110
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 9
CONSERVATION
Environmental conservation is a determining factor in the plan recommendations and policies. The recommendations and policies encourage
recreation in suitable areas and promote best practices for conservation, such as alternative transportation and leave no trace. The plan maps lynx,
bighorn sheep, black bears, elk, and mule deer habitats and forest management, riparian features, vegetation, and wildfire urban interface risk.
Guiding Principles
The following principles guide the plan recommendations.
Encourage and concentrate use in suitable areas.
Limit, do not encourage, or prohibit use in more sensitive areas.
Manage areas with seasonal patterns and habitat in mind.
Limit erosion through sustainable trail grades and managing use.
Route trails away from wetlands and other sensitive riparian areas.
Support management of aspen stands to promote revegetation.
Be consistent with the City and County’s Ecological Bill of Rights.
Concentration of Use
Through the planning process, concentrating use emerged as the key principle. The City is surrounded by important habitat, natural resources, and
wilderness. Therefore, the City recreation strategy focuses on concentrating use in suitable, existing high use areas. The map below shows areas
that may be appropriate for encouraging use or new management strategies. Some high use areas have biodiversity and conservation qualities that
preclude them from inclusion.
Areas of Concern
In selecting appropriate areas for concentrating use or possible recreational development, wildlife habitat to support biodiversity must be a
determining factor. Mapped habitats are aggregated based on CPW direction as “Highest Priority Habitats,” “Winter Concern Areas,” and “Summer
Concern Areas,” by seasonality, vitality of the habitat to the species, and the CPW species level of concern. These designations are not the final
authority on recreational use—further analysis is required.
111
Ashcro
City of Aspen
Snowmass Village
Snowmass
Ski Area
Hunter Creek Trails
Buttermilk
Sky Mountain Park
Aspen Highlands
Rio Grande Trail
Aspen
Mountain
Maroon Bells
Scenic Area
Sunnyside Trail
Richmond Ridge
Lincoln Creek Road
Lost Man Loop
Braille Trail
Weller Lake Grottos
American Lake
Cathedral Lake
Snowmass Club
Aspen Golf
Course
North Star
Nature Preserve
Moore & Marolt
Open Spaces
Maroon
Creek Club
Smuggler Mountain
Open Space
ASPEN UPHILL ECONOMY RECREATION PLAN 10
Concentrating Use
Legend
Recommended
Concentration of Use Areas
Trails
112
Ashcro
Mt. Sopris
City of Aspen
Town of Marble
Town of Basalt
Basalt Mountain
Snowmass Village
Independence Pass
ASPEN UPHILL ECONOMY RECREATION PLAN 11
Important Wildlife Habitat
Legend
Highest Priority Wildlife Area
Winter Concern Areas
Summer Concern Areas
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 12
Conservation Policies
Support and advocate for regional or landscape scale land
conservation efforts that would preserve the natural areas around
Aspen for their ecological, scenic, and recreational values.
Develop an internal organizational structure for engaging in and
commenting on public lands and environmental conservation
matters of importance to the city or relevant to this plan.
Support and advocate for efforts to ensure that recreational use
and development preserves or enhances wildlife habitat and
connectivity. Engage with CDOT, City of Aspen Engineering,
Pitkin County, conservation organizations, and other stakeholders
to ensure future projects preserve, and when possible enhance,
connectivity. Work with stakeholders to develop policies and
programs to support wildlife crossings and other land
management actions that enhance wildlife connectivity in
conjunction with recreation improvements and projects.
Apply the concentration of use principle when planning
management strategies, promoting trails or areas, and assessing
additional trails and recreation infrastructure projects. Focus
additional use or improvements in areas that already have a high
level of use or development and are not key wildlife habitat,
support the perpetuation of areas with low recreational use and
trail densities, and support efforts by local land managers and
recreation providers to concentrate use as well.
Support impact studies for biodiversity and ecological health
when substantial increases in access and recreational use are
anticipated.
Continue to update this plan as appropriate with new or updated
ecological and conservation data. Update the recommendations
and policies of this plan accordingly.
Support land managers and other partners working to enhance
the health of the ecosystem and recreation on public and private
lands. Key areas to support this work include where biodiversity
and ecological health are impacted by recreational use, user
experience is degraded, wildfire mitigation is required, or where
federal management fails to address recreation and ecological
needs.
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 13
ACCESS
The access section of the plan focuses on the public information available about uphill recreation opportunities around Aspen, multi-modal access to
uphill recreation, and the trailheads around the city.
KEY TAKEAWAYS
Underutilization of trailhead kiosks and lack of uniform signage
at trailheads and on trails.
The challenge of non-vehicular access to trailheads (lack of bike-
ped facilities, few bus stops, and limited wayfinding signage).
Increasingly heavy visitation and use of Maroon Bells shuttle.
Crowding at trailheads leading to ecological and safety issues.
Recommendations
Improve the Lone Pine Road Hunter Creek trail access point with
a trailhead kiosk with a map and trail etiquette and stewardship
information.
Develop trailhead kiosks, maps, and signage that provide
information, facilitate accessing city trails via walking or biking,
and make the local trail system more user-friendly:
Official trailheads for Rio Grande trail at Stein Park and Rio
Grande Park with route finding to and from downtown
A comprehensive streets-to-trails route finding system and
supporting signage to improve connectivity, wayfinding, and
experience
Downtown trailhead kiosks as hubs for uphill recreation
information in the City, with maps showing trails suited to
higher visitor use
A map and guidebook that specifically outlines how to get to
nearby trailheads from the City without driving
Develop bicycle and pedestrian facilities providing safe access to
trailheads as outlined in the Bicycle and Pedestrian Master Plan,
with Lone Pine Hunter Creek and Smuggler Mountain trailheads
as the priorities.
Policies
Work with RFTA to facilitate use of the bus system for accessing
trailheads, recreation amenities, and infrastructure. Ensure the
bus routes stop at city trailheads, a shuttle service runs to popular
trailheads beyond the city on peak days, the buses are more bike-
friendly, and recreation access and trail system maps are available
at bus stops and on bus routes.
Seek opportunities to improve recreation access to the Hunter
Creek Valley from Lone Pine Road and Smuggler Mountain.
Work with land managers and local partners to manage existing
or develop new trailheads where necessary for user safety. Work
with partners to develop appropriately scaled trailheads at Sky
Mountain Park access points with maps, signs, and bicycle repair
stations.
Work with land managers and partners on a parking area for four-
season access to Richmond Ridge where existing parking leads to
unsafe conditions.
Continue to engage in Maroon Bells Task Force discussions about
crowding and access to Maroon Bells.
115
TH
TH
TH
TH
TH
TH
TH
TH
TH
TH
TH TH
TH
TH
TH
TH
TH
TH
Tiehack
Hunter Creek
Ute Trailhead
Lone Pine Road
Midnight Mine Road
Upper Hunter Creek
Sunnyside Trailhead
Buttermilk Parking Lot
Smuggler Mtn TrailheadCity of Aspen
Stein Park
North Star
Congo Trailhead
East Ajax Trailhead
West Ajax
TrailheadWater Plant
Trailhead
Maroon Creek
Trailhead
Little Cloud Trailhead
Rio Grande
Hunter Creek
ASPEN UPHILL ECONOMY RECREATION PLAN 14
Nearby Trailheads
Legend
Trails
Roads
TrailheadTH
116
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 15
SAFETY, EDUCATION, AND ETHICS
While Aspen’s terrain lends itself to many outdoor recreation opportunities, the mountains present significant dangers as well. As recreational use
of the background grows, education for all types of uphill recreation users is increasingly important. This includes avalanche training, backcountry
ethics, mountaineering safety, and even basic safety practices for casual users.
KEY TAKEAWAYS
Mountain Rescue Aspen (MRA) plays a key role in backcountry
safety and education in the area.
High demand exists for affordable avalanche education.
Many incidents occur in the summer and MRA is expanding its
summer education.
Education around leave no trace, respecting wildlife, and other
trail ethics is necessary to limit environmental degradation from
heavy use.
ACRA is leading education efforts around trail ethics and basic
safety information for visitors.
Recommendations
Support the work of the Pitkin County Open Space and Trails
Board and the City Open Space and Trails Board to promote the
sustainable management and appropriate development of
recreation infrastructure.
Promote the stewardship, ethical use, and conservation of
backcountry areas and outdoor recreation amenities. Develop a
clear, trail-systemwide messaging around Leave No Trace and
other trail etiquette practices. Work with local education
providers and ACRA to develop cohesive messaging around
stewardship and safety. Collaborate with Pitkin County, ACRA,
and land managers to develop and implement social media use
guidelines.
Policies
Support the efforts of and collaborate with organizations that
provide safety and stewardship education to Aspen residents and
visitors for four-season recreation.
Support the Aspen Skiing Company’s uphill education
programming and messaging.
Work with partners and land managers to post trail preparedness
information on guides and at trailhead kiosks and support ACRA
programs.
Work with Mountain Rescue Aspen, guides, and outdoor
recreation educators to sponsor and increase availability and
affordability of avalanches courses, awareness classes, and
refresher classes.
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 16
HIKING
The Aspen area has hundreds of miles of hiking trails suiting a broad range of desired experiences. This analysis looks at the existing trail network
and the experiences provided, high use trails, the market around hiking in Aspen, and winter hiking.
KEY TAKEAWAYS
The management of popular destination areas (Maroon Bells and
Independence Pass) is a challenge for land and recreation
managers.
Visitors to destination areas may be interested in easy trails with
impressive scenery in a developed environment.
Hiking trails on the ski areas help concentrate use.
Connecting hiking experiences to the City via transit options
and affordable lodging, is key for the Uphill Economy.
The Aspen area 14ers are highly dangerous. The City should not
encourage additional use and should support stewardship
efforts.
Winter hiking is an opportunity to leverage existing recreation
resources, but there is limited information or signage.
The overall portfolio of hiking experiences in the Aspen area is
diverse and serves the hiking market segments well.
There are few moderate length, steep and moderate incline
hikes. Aside from the trails on Aspen Mountain, most of the hard
trails are far from the City.
There are opportunities to concentrate or disperse trail users
around the system, based on ecological concerns and access.
R ecommendations
Explore the feasibility of promotion and expansion of winter
hiking opportunities. Work with local land managers and partners
to improve access, expand the availability of trail information, and
promote the activity.
Consult with land managers and conservation groups on the
conservation and hiking analyses conducted for this plan to
understand trail use, gaps in the system, and suitable areas. If,
based on discussions of level of use, need exists for additional
trails, participate in appropriate planning process for trail
development. New or realigned trails should not contradict this
plan’s conservation goals and policies.
Work with local land managers to enhance the trail infrastructure
and signage, adding trail etiquette and stewardship information
and creating cohesive signage.
Policies
Work with local partners and land managers to enhance the
sustainability and trail experience of the Ute and Smuggler
Mountain trails.
Support the work of the USFS and other stakeholders and
stewardship organizations to improve the sustainability, safety,
and accessibility of regional 14ers trails, trailheads, and camping
facilities.
Support Aspen Skiing Company’s efforts to expand and improve
hiking opportunities on their permit areas. Improvements to
support include hiking loops on top of Aspen Mountain,
development of additional facilities to support use of existing on-
mountain trails, exploration of a trail up Shadow Mountain, and
expanding summer use at Buttermilk.
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 17
BIKING
Biking in the Aspen area is a year-round activity: fat biking for snow, road biking for roads, and mountain biking for trails. The analysis looks at the
local options for road biking, mountain biking, and fat biking.
KEY TAKEAWAYS
Many options for low-stress, easy and challenging road biking.
The City should implement its Bicycle and Pedestrian Master
Plan to better align with platinum-level bicycle friendly
community standards.
The mountain biking trail network has grown and should
continue to provide an excellent experience that supports
environmental conservation.
Mountain biking options are concentrated in existing developed
areas but there are developed areas sans trails.
The area needs additional camping options, better connections,
and bike-friendly community amenities to best implement the
Uphill Economy.
Few fat biking options and confusion about where it is allowed.
The Aspen area has 150 miles of mountain bike trails with options
for all ability levels, particularly intermediates. Half of trail
mileage around Aspen is doubletrack, less exciting riding.
About 40% of trails see heavy use, but many are near lower use
trails, creating an opportunity to disperse users.
The system has little beginner singletrack immediately around
Aspen. Creating a designated learning area is an opportunity.
Most trails are within easy riding distance of the City and
Snowmass Village but there are few singletrack connectors.
Best practice for trail system development is 10 acres for every
mile of trail. Analyzed areas were well below that density.
In the terrain suitability analysis of slope and habitat, Hunter
Creek, Skyline Ridge, Buttermilk, and Smuggler scored well.
Recommendations
Improve the connectivity and ease of biking around the City by
implementing the Bicycle and Pedestrian Master Plan, seeking
opportunities to increase trail system connectivity, and
developing a separated trail from the Intercept Lot to Sky
Mountain Park.
Support efforts to achieve a higher level of city/area biking
designations (IMBA ride center, Bicycle Friendly Community) by
providing the necessary infrastructure.
Enhance the promotion, information, and mapping of bike
opportunities in the area.
Enhance the community and culture around road and mountain
biking through collaborations and programming and events.
Policies
Support and collaborate with stakeholders, including land
managers, on responsible improvement and development of
mountain bike trails.
Support any proposed expansion of mountain biking with Aspen
Skiing Company permit areas, including trails on Buttermilk.
Work with RFMBA, the Nordic Council, Aspen Skiing Company,
Pitkin County, and USFS to expand opportunities for fat biking,
particularly those that do not require NEPA review.
119
City of Aspen
Snowmass Village
Snowmass
Ski Area
Buttermilk
Sky Mountain Park
Aspen Highlands
Moore & Marolt
Open Space
Hunter Smuggler & Smuggler
Open Space
ASPEN UPHILL ECONOMY RECREATION PLAN 18
Mountain Bike Terrain Suitability Analysis
Legend
Highest Priority Wildlife Area
Easy
Intermediate
Dicult
Extreme
Not Buildable
Summer Concern Areas
Mountain Bike Terrain Suitability
120
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 19
BACKCOUNTRY SKIING
Backcountry skiing is inherently dangerous. Only experienced skiers with proper training should consider venturing into uncontrolled backcountry
skiing terrain. This plan is not a source of backcountry safety or access information. Visit the Colorado Avalanche Information Center website for
avalanche forecast information.
High elevation, consistent snowfall, varied terrain, and an adventurous community spirit make Aspen a backcountry skiing mecca. The analysis looks
at existing backcountry skiing in the area, trends in the sport, the economic impact, and the suitability of terrain.
KEY TAKEAWAYS
Backcountry skiing is growing in popularity due to technological
advances and people’s desire for nature and untracked powder.
Backcountry skiers are enthusiastic about their experience,
support local economies, and seek affordable lodging options.
Backcountry skiing areas close to the City (Richmond Ridge,
Sugar Bowls) have avalanche exposure that can be mitigated by
experienced skiers.
Suitability Analysis
The consultant team analyzed suitability of area terrain for backcountry skiing. The analysis included slope, aspect, elevation, distance to roads,
distance to access points (huts, access gates), tree cover, and tree density. Wildlife concern areas are shown on the map.
Richmond Ridge is an opportunity to encourage and potentially facilitate backcountry skiing with local partners. Given the existing high level of use,
the skiing suitability, and limited wildlife habitat, this is a key opportunity to concentrate use in an appropriate area. Hunter Creek is an area to
encourage backcountry skiing. The valley is not a key winter wildlife habit, sees a high level of use, and has low grades appropriate for novices.
Recommendations
Install avalanche beacon checkpoints and safety and
informational signage at resort access gates and popular
backcountry skiing trailheads.
Initiate partnerships and promotional efforts that make Aspen a
place known for its backcountry skiing, safety, and educational
offerings. Classes should be well-promoted, affordable, and
accessible to a broad range of experience levels.
Policies
Work with land managers and stakeholders to developed signed-
backcountry skiing opportunities on Richmond Ridge.
Advocate for travel management regulations on Richmond Ridge
favoring non-motorized uses that do not conflict with the ecological
or recreational values of the area.
Support the work of Mountain Rescue Aspen, guides, and other
backcountry safety educators in providing education and training to
ensure backcountry skiing participants are safe, knowledgeable, and
ethical.
Work with local guide services and ski shops to provide instruction
and gear. Support guide services in providing safe experiences.121
Highlands RidgeRichmond
R
idge
Bald Knob
Snowmass Ski Area
Haystack Mountain
Ashcro
City of Aspen
Town of Basalt
Basalt Mountain
Snowmass Village
Independence Pass
ASPEN UPHILL ECONOMY RECREATION PLAN 20
Backcountry Skiing Terrain Suitability Analysis
Legend
Highest Priority Wildlife Area
Winter Concern Areas
Backcountry Skiing Suitability
High
Low
122
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 21
NORDIC SKIING
The Aspen Snowmass Nordic Trail System is the largest free Nordic trail system in the continental United States and a collaboration of Pitkin
County, the City of Aspen, the Town of Snowmass Village and the Aspen/Snowmass Nordic Ski Council. The analysis looks at the Pitkin County
Nordic Ski Trails Plan, terrain suitability for Nordic skiing, and associated opportunities.
KEY TAKEAWAYS
The Nordic system is a vital community resource and an
important component of the Aspen Snowmass destination.
The implementation of recommendations in the Pitkin County
Nordic Ski Trails Plan would support the uphill economy.
The Nordic system needs to be more resilient to impacts of
climate change.
Suitability Analysis
The consultant team analyzed the suitability of terrain for Nordic ski trails. The analysis was based on slope, aspect, elevation, distance to roads,
distance to existing Nordic trails, and tree density. It only included public land, excluding all wilderness, winter wildlife closure areas, or areas the
Forest Service manages for winter habitat.
The terrain suitability analysis points to Basalt Mountain, Richmond Ridge, the base of Mt. Sopris, the Lenado area, and the area between Buttermilk
and Snowmass as highly suitable for Nordic skiing. Based on the area wildlife habitat, providing access to Basalt Mountain would be challenging.
The analysis results were vetted with the plan conservation principles to arrive at the Nordic recommendations. Any terrain expansion should
concentrate use in appropriate areas.
Recommendations
Support and encourage Nordic skiing events and programs and
promote the Nordic skiing opportunities as the “fifth mountain” to
visitors.
Engage with the Nordic Council and Ashcroft Ski Touring on
providing access to alpine touring and backcountry Nordic skiing
through the Nordic trail systems. Support trail system
improvements which increase trail-based skiing connectivity
between ski area permit boundaries.
Encourage collaboration between the Nordic Council, Aspen
Valley Ski and Snowboard Club, and the uphilling community to
support events, programming, access, and youth participation.
Policies
Support the sustainability of the Nordic system through
collaboration with the Nordic Council and Pitkin County Open
Space and Trails.
Support the Nordic Council in the implementation of the Nordic
Trails Plan. Areas to support their efforts include, but are not
limited to: trailside amenities, further terrain expansion as
identified in the Nordic Trails Plan and the terrain suitability
analysis, lighting, additional hubs, improved road crossings,
snowmaking, improved access to Hunter Creek, and the
development of groomed Nordic skiing on Richmond Ridge.
123
Richmond Ridge
Snowmass Ski Area
Base of Sopris
Lenado
Ashcro
City of Aspen
Town of Marble
Town of Basalt
Basalt Mountain
Snowmass Village
ASPEN UPHILL ECONOMY RECREATION PLAN 22
Nordic Skiing Terrain Suitability Analysis
Legend
Highest Priority Wildlife Area
Winter Concern Areas
Nordic Terrain Suitability
High
Low
124
EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 23
RESORT UPHILLING OPPORTUNITIES
Skinning up the resorts is incredibly popular among Roaring Fork Valley locals, and visitors often join in the fun as well. Aspen Skiing Company (Ski
Co.) strongly supports uphill skiing opportunities on its resorts and holds many events for racers, first-timers, and locals. Ski Co.’s embrace of uphill
skiing has helped create the culture and community around uphill recreation in Aspen. This analysis looks at comparative uphill offerings, events, and
accessibility.
KEY TAKEAWAYS
The uphill offering of Ski Co.’s resorts is very unique in Colorado
and across the nation.
Events for the “missing middle,” the group with the most
potential for growth, are popular and should continue to be a
key part of the offering.
The Ski Co. uphill routes are online and well-marked on the
mountains.
Events for aspirational uphillers should be a large part of the
event offering, as demonstrated by the uphill survey data.
Recommendations
In collaboration with Ski Co., develop trailhead kiosks at the base
of each resort’s uphilling route(s).
Collaborate with Ski Co. and other local organizations to support
responsible uphill skiing that is community-oriented and
introduces people to the sport:
Support Ski Co.’s program of uphill skier certification and
partner with them on events, policies, and messaging that
ensures responsible use and introduces newcomers to uphill
recreation. Coordinate with Ski Co. on public outreach around
access, closures, etiquette, and safety.
Support uphilling events to promote the culture and
community of uphill recreation.
Partner with the Nordic Council and Aspen Valley Ski and
Snowboard Club on programming and youth participation.
Policies
Encourage Ski Co. to consider an off-piste daytime ski track at
Aspen Mountain and Aspen Highlands.
Encourage Ski Co. to increase uphill events at Snowmass and
Highlands and disperse uphill crowds to better utilize parking and
skiing acres.
Support any proposed future development of on-mountain huts
accessible to uphill users within the Ski Co. permit areas.
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 24
HUTS
The backcountry huts around Aspen provide a unique, remote, self-supported, winter uphill recreation opportunity. The area huts are a part of the
10th Mountain Division Hut Association and Alfred A. Braun Hut system and are an important component of uphill recreation around Aspen. The
section analyzes the use of the hut systems and visitation patterns and trends across other hut systems.
KEY TAKEAWAYS
The approaches to the Aspen area huts vary in distance and
difficulty, however, none are considered an easy approach.
Only one hut around Aspen is open during the summer.
Both hut systems are at or near capacity for visitors at peak
times and reservations are increasingly competitive.
Visitors are typically Coloradans at one hut for multiple nights.
Huts are strong economic engines for communities and the City
has a vested interest in ensuring the long-term viability of the
Braun and 10th Mountain hut systems.
Policies
Support expanded summer operations of nearby huts.
Explore opportunities for a new hut near Aspen. Study potential
locations based on the results of the backcountry skiing and
mountain suitability analyses and the Uphill Market Research
survey findings. Consider a staffed hut with more amenities and
easier access and ski terrain that provides a more entry-level
experience.
Support the long term-economic, cultural, and environmental
sustainability of the Braun, Friends, and 10th Mountain Huts.
Support the sustainability of the Braun Hut System through
partnership with the Braun Huts Board of Directors.
Support efforts by valley partners to educate users and the public
about backcountry safety and ethics, avalanche danger and
education, and the sustainable, ethical use of the huts and public
lands.
Support the USFS travel management policies to preserve the
backcountry experience of hut users.
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EXECUTIVE SUMMARY
ASPEN UPHILL ECONOMY RECREATION PLAN 25
CAMPING
Ample, proximal camping opportunities are important to improving the City’s appeal to uphill recreationists. Camping is an affordable lodging
option amidst the relatively expensive hotels and vacation rentals around Aspen. More camping spots close to Aspen’s recreation amenities would
make the City more appealing for hikers and bikers and encourage them to visit Aspen, spend tourist dollars in Aspen, or extend their stay in the
area. The section analyzes the existing camping options and camping as an affordable lodging option.
KEY TAKEAWAYS
The area has few developed camping options. Those fill up
quickly, limiting access for other visitors and locals.
The lack of proximal camping creates demand for vehicle trips
and parking, straining the roads and trailheads in the area.
More camping spots would make the City more appealing for
moderate-income hikers and bikers and families, and encourage
them to visit Aspen, spend tourist dollars, or extend their stay.
Recommendations
Seek opportunities to permit the use of RVs and vans as an
affordable lodging option for visitors in appropriate locations in
and around the City. Appropriate facilities (i.e., bathrooms and
trash receptacles) to limit the impact on the surrounding
environment.
Initiate conversations with the USFS and Colorado Parks and
Wildlife on the development or expansion of additional camping
facilities in the planning area.
Identify opportunities to partner with Pitkin County Open Space
and Trails, City Parks and Recreation, Aspen Valley Land Trust,
and other stakeholder on the development of additional camping
facilities in the planning area.
Policies
Support efforts by stakeholders to expand the available of
camping and other affordable lodging options for recreation
tourists.
Support programs and initiatives which maintain or expand the
presence of camping as an affordable lodging option from
Snowmass to Aspen.
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The Uphill Economy & Community Goals
The following table identifies recommended short-term implementation items from the Uphill Economic Development and Recreation Plan and identifies their relationship
Council and AACP goals.
Commercial
Vitality Aspen Idea
Community &
Economic
Sustainability Transportation
Parks, Rec.,
Open Space &
Trails
Environmental
Stewardship
Continue the Ascent Uphill Symposium
Work with partners to expand uphill
skiing routes and access
Improve trailhead signage and
information
Improve 4-season access to Hunter
Creek
Create a trailheads bus loop or shuttle
with RFTA
Collaborate to improve trail usage and
impacts data
Improve bike and pedestrian trailhead
access and connectivity
Pursue IMBA platinum bike designation
Enhance road and mountain biking
community and culture
Collaborate to support the development
of more camping areas
Support further implementation of the
Nordic Trails Plan
Improve signage and amenities at
backcountry skiing gates
Support and expand 4-seasons
backcountry safety education and
training
Pursue the development of an Aspen
Uphill innovation and business
incubation center
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