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AGENDA
CITY COUNCIL WORK SESSION
April 25, 2022
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
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I.WORK SESSION
I.A.Destination Management Plan with Aspen Chamber Resort Association (ACRA)
1
MEMORANDUM
To:
Aspen City Council
From:
Eliza Voss, Vice President Destination Marketing
Date:
April 22, 2022
Re: Aspen Destination Management Plan
Dear Aspen City Council,
We are thrilled to be bringing the Aspen Destination Management Plan presentation to the
April 25th work session. As you know, our shift to destination management was well underway
prior to our beginning the work on this specific project in July of 2021. You may have seen the
press release that went out on March 7th announcing the completion of the final plan, which is
available on our website, but I have also included a .pdf version for you to review.
William Bakker and Tyler Robinson, both senior strategists with Destination Think, will be
delivering the presentation virtually on Monday, and Debbie and I, along with other ACRA staff
members will be live and in person to speak to specific initiatives under the recommended
strategies.
Again, thank you for your participating during the engagement phase of the plan & we look
forward to Monday’s presentation.
Best Regards,
Eliza Voss
2
1
THE ASPEN CHALLENGE
Aspen Destination
Management Plan (ADMP)
2022-2027
3
2
EXECUTIVE SUMMARY 3
1. INTRODUCTION 5
Foreword 5
Process and methodology 6
What is destination management? 7
2. ENGAGEMENT AND RESEARCH FINDINGS 8
Research 9
Survey 9
Interviews 11
Workshops 12
Conclusions and implications 14
3. THE CHALLENGE 15
Overview 15
The Aspen challenge 16
A way forward 16
4. STRATEGY 17
Pillars 18
Strategic priorities 19
Action with impact 42
5. TIMEFRAME 44
6. MEASUREMENT 46
2
TABLE OF CONTENTS
4
EXECUTIVE SUMMARY
The Aspen Destination Management Plan
(ADMP) is the result of a research and
strategy development initiative led by the
Aspen Chamber Resort Association (ACRA)
and facilitated by Destination Think.
EXECUTIVE SUMMARY
Designed to enhance the resilience of the community over the next five years
and beyond, the Aspen Destination Management Plan is a critical component
and an acceleration of ACRA’s efforts since 2016, when the organization
started to focus its public efforts on destination management tactics.
Destination management is the coordinated management of all aspects of a destination
that contribute to a visitor’s experience, taking into consideration the perspectives
and expectations of local residents, visitors, industry businesses, the environment,
and local government. Destination management creates sustainable growth to the
benefit of the local community and supports environmental, economic, social, and
cultural values. Collaboration is critical – no one agency can manage a destination
on their own – and it requires coordination and ownership of all stakeholders.
The ADMP should play an important role in helping to implement destination
development across the region, as tourism is still the most important economic
driver of Aspen and surrounding communities. Tourism needs to transform from
a “win-win” deal between visitors and industry into a “win-win-win” deal, involving
residents and the environment. We have already set a path for strong engagement
from residents in the process of developing this plan, starting with desk research
and interviews, a survey, town hall hearings, and a series of co-creation labs.
Based on the findings, we defined the “Aspen Challenge” as follows: Aspen is a
place that has become so popular that the ideal “win-win-win” situation is not
currently possible. As a result, ACRA needs to reflect on how Aspen can survive its
reputation economically (unhappy residents pose enormous business risks), socially
(gentrification and seasonal impacts), environmentally (visitor pressure), and even
existentially (losing its soul). We represented these challenges as three strategic
pillars that need to be addressed to ensure a thriving future for Aspen: address visitor
pressure, enhance the Aspen experience, and preserve small-town character.
3
5
4
EXECUTIVE SUMMARY
Within each pillar, we identified strategic priorities to
help solve the Aspen Challenge, as follows:
Address visitor pressure
1. Engage in 360-degree feedback with residents
2. Enhance visitor education
3. Address traffic and congestion issues
4. Preserve and regenerate the natural environment
5. Accelerate reduction of the carbon footprint of tourism
Enhance the Aspen Experience
6. Improve the resident and visitor experience
7. Diversify visitor markets
8. Catalyze sustainable choices
9. Redefine visitor economy opportunities
Preserve small-town character
10. Advocate for housing crisis solutions
11. Develop resident ambassador program
For each strategic objective, a series of actions have been defined
to help ACRA in its destination management efforts, as well as
phasing to help schedule these initiatives, and role guidance to
assign responsibility. The ADMP also contains examples of global
destinations that have created local solutions to similar challenges.
The most significant challenge in destination management is how to
measure the success of your plan and balance KPIs. In light of this, we
have proposed options for metrics and ongoing measurement that
place less emphasis on return on investment (ROI) and make sentiment
measurement (both for residents and visitors) the highest priority.
In conclusion, if Aspen chooses to maintain the status quo, it will not only
have a negative impact on the quality of life for residents, but also begin
to limit investment opportunities for the local economy. As the city’s
Chamber of Commerce and destination management organization, ACRA
needs to continue their evolution within the destination management
space. This will be achieved by a shift in focus to niche markets, supported
by another style of campaigns, specifically educational ones; action with
impacts; and enhanced investment in development and the community.
ACRA can achieve the shift towards destination management and
thrive alongside Aspen’s reputation by building on best practices
from other destinations to implement the strategic actions set
out in this plan as well as embracing their opportunities to lead,
partner, and advocate to address the Aspen Challenge.
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55
INTRODUCTION
1 7
6
FOREWORD
1. INTRODUCTION
Aspen Chamber Resort Association’s vision is to create an environment for Aspen to thrive. As your
destination management organization, we are actively engaged at the industry-wide level making informed
decisions on trends impacting the travel & tourism industry. The journey began with visitor-facing education,
accrediting our organization with the highest industry recognition, and incorporating responsible tourism best
practices into programming. Most recently, as part of our five-year strategic plan (2020-2025), we knew that
as a mature destination Aspen would face some significant and unique challenges in the coming years, so
we focused on the goal of coordinating a destination management plan for Aspen.
We now know that the impacts of a global pandemic striking just three months into our five-year plan
amplified the need for this thoughtful approach to destination management. Our work began in July of
2021 and focused on engaging residents and stakeholders to inform the findings. ACRA is ready to evolve
and execute recommendations with partner support, which will build resilience and sustainability into our
economy and ensure that we are bringing value to all those that live, work and play here. We look forward
to working alongside our many stakeholders in a leadership, partnership and advocacy capacity, in order
to transform the recommendations into initiatives using working knowledge of the destination. This will
elicit beneficial outcomes that protect the quality of life for our residents while preserving the very reason
people enjoy coming here.
PROCESS AND
METHODOLOGY
The strategy development followed a six-step process that was anchored by ACRA’s mission and drove
towards the Aspen community’s collective vision. The process included a high level of engagement
with a range of stakeholders following “Design Thinking” principles. This approach ensures we have
a clear understanding of the current state, are able to work with all relevant data, gather stakeholder
insights, co-create where appropriate, and apply best practices through a highly collaborative and
inclusive process. The outcome of this process is a destination management plan that matches the
organization’s ambition, ensures buy-in from all stakeholders, communicates this in aspirational terms
to rally the industry, and includes guidance to measure success. Our staged strategic process is
described chronologically in the diagram below, and the process is designed to be flexible and adaptable
to the Aspen context.
DESTINATION MASTER PLAN AND STRATEGY DEVELOPMENT PROCESS
ENVISIONED
FUTURE
MISSION
VALUES
OBJECTIVES
Step 6
ARE WE GETTING THERE?
Step 5
HOW DO WE GET THERE?
Step 4
WHERE DO WE WANT
TO GO?
Step 2
WHERE ARE WE?
Step 3
WHERE COULD WE BE?
Step 1
PROJECT PLANNING
& FRAMING
Eliza Voss
Vice President Destination Marketing
Debbie Braun
President and CEO
8
7
WHAT IS
DESTINATION
MANAGEMENT?
1. INTRODUCTION
7
While DMOs have traditionally been associated with a promotion-focused
mandate, evolving industry trends and societal needs necessitate the adoption
of a broader set of responsibilities. These responsibilities include the facilitation
of the activities of the visitor economy and the coordination of its stakeholders at
the government, industry, and community level.
Destination management calls for a coalition of many organizations and interests working towards
a common vision, ultimately assuring the competitiveness and sustainability of the destination.
There are many elements of the visitor economy that need to be coordinated in order to achieve
this common vision. Destination management takes a strategic approach to link up these separate
elements into a cohesive tourism ecosystem. Effectively coordinated management can help to avoid
overlapping functions and contradictory efforts with regards to promotion, visitor services, training,
business support, advocacy efforts, and other destination management activities.
Each destination’s unique context and stakeholder engagement will inform the focus of destination
management activities. Globally, it is being recognized that the visitor economy does not inherently
generate net positive outcomes for society. These negative impacts can manifest as economic, social,
and environmental challenges. Effective destination management takes responsibility for a visitor
economy’s negative impacts and uses the power of tourism to find innovative solutions.
The Aspen Chamber Resort Association is a hybrid Chamber of Commerce and destination
management organization, dedicated to supporting the Aspen business community, attracting visitors
to the area, and enhancing the visitor experience. ACRA is fully aware that destination management
involves protecting the quality of life for residents, while preserving the environment, the primary
reason people enjoy experiencing Aspen.
ACRA’S PERSPECTIVE OF DESTINATION MANAGEMENT
• Destination management is about protecting quality of life for our residents.
• Our community is a mature destination, and our residents understand our roots as a tourist
destination. Achieving harmony between residents and visitors is vital if Aspen is to be a
sustainable destination into the future.
• As a sophisticated destination, it is crucial that we avoid the residential discontent that we are
seeing and hearing about in other places.
• The COVID-19 pandemic really highlighted the need to diversify our economy and create resilience
as we look to the future.
• Once again it is time to evolve and see how we can build resilience and sustainability into our
economy and quality of life.
• ACRA is leading the process as Aspen’s destination management organization, but the plan
belongs to the community.
9
88
ENGAGEMENT
AND RESEARCH
FINDINGS
2 10
9
RESEARCH The desk research uncovered a collection of characteristics that make up Aspen’s identity.
• Arts and culture are very important to Aspenites.
• Aspenites are committed to preserving their small-town character, which is evident in city planning.
• The economy would benefit from more diversification. Tourism remains the primary driver of
Aspen’s economy, rivalled only by real estate and construction.
• Aspen is actively committed to environmental stewardship and preserving its natural capital.
• Aspen benefits from public transit, but still struggles with transportation management.
• The city struggles with urban growth and in-migration challenges. From 2000 to 2010, the average
square footage of a home increased from 3,000 to 5,500 square feet.
• Labor shortages have continued to increase since the beginning of the pandemic. Aspen’s cost of
living is 132.5% higher than the U.S. average, despite having North America’s largest subsidized
housing program.
2. ENGAGEMENT AND RESEARCH FINDINGS
In preparing this plan, the Destination Think team has undertaken significant engagement with residents and industry
members. This has been complemented with research into previous destination management initiatives in Aspen and
best practices from other tourism destinations.
SURVEY Residents of the Aspen Region were asked for their opinions of the community through an online survey
(live from July 20 - August 6, 2021). In total, 1,299 residents responded to the survey. This exceeded the
initial quota that was set for 625 responses, assuming a normal distribution of 50%, a margin of error of
5% and a confidence level of 99%.
The survey confirmed that residents see the city’s top assets as predominantly environmental and
social. The top assets in order of priority include the following:
1. Skiing
2. Mountain location
3. Recreation
4. Lakes and rivers
5. Way of life
6. History
7. Festivals and events
8. Climate
Aspen has the dominant personality traits of a large urban city (extrovert + neurotic), but it also
demonstrates the characteristics of a small-town type of personality (agreeable). This is a unique
juxtaposition and most likely the result of an incredibly desirable small town that attracts a significant
influx of visitors from large urban centers. Aspen’s dominant place personality traits differ substantially
from surrounding places. Colorado’s primary place personality trait is highly agreeable. While the
agreeable trait is present in Aspen’s profile as well, it is the additions of neurotic and extrovert that set it
apart from the state as a whole.
It feels like living a double life. In
Aspen, we rub shoulders with and
provide services to some of the
wealthiest and most high-powered
individuals in the world. We also
have to support ourselves through
the financial dichotomy of the
haves and have-nots, which is
supported by the constant push for
more growth for the haves and less
resources for the have-nots. I often
ask myself: how much longer can
locals afford to live here?
““11
With respect to tourism in the community, the majority of respondents did not believe that tourism in
Aspen made them feel more connected to their community (63%). In addition, they did not believe they
had a voice in Aspen’s tourism development decisions. Over three-quarters of respondents agreed that
tourism results in an increase in the cost of living, and they were predominantly neutral (leaning towards
agreement) when asked if tourists in Aspen were a nuisance.
When ranking primary attributes that describe the destination, residents believe Aspen is beautiful, but
express frustration with regards to its touristy nature. Many residents are resentful of the ways in which
the level of visitation and/or type of visitors are leading to a loss of small-town character. In certain
cases, residents believe that some visitors do not adequately respect Aspen.
The primary personality traits that
describe Aspen are extrovert and
agreeable. The strong presence
of the extrovert and neurotic
traits are noteworthy since they
are usually associated with much
larger urban centers.
Residents needed to prioritize
which keywords best suited their
community. Tourism is topic
number one and even overshadows
the pride for the beauty of the
destination. Also becoming
“fake” and “being in transition”
are characteristics that are on the
minds of Aspenites.
OPEN TO EXPERIENCE
NEUROTIC
EXTROVERT
CONSCIENTIOUS
AGREEABLE
38.2%
17.1%
14.5%
3.2%
26.7%
PERSONALITY TYPE: ASPEN
WE ARE BEAUTIFUL BUT ANGRY
ATTRIBUTE PERCENTAGE
Touristy 22.4%
Beautiful 18.9%
Fake 8.1%
In transition 8.0%
Vibrant 5.0%
Safe 4.9%
Social 2.3%
Liberal 2.5%
Place of the past 2.3%
White collar 2.3%
2. ENGAGEMENT AND RESEARCH FINDINGS
10
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11
INTERVIEWS Telephone interviews were also conducted with local industry members who confirmed some of what
was identified in the research and survey, and they added ideas for future destination management
opportunities in Aspen and ACRA’s future role.
The visitor profile for Aspen is changing
• Since COVID, many stakeholders believe that visitors coming to Aspen are less considerate and
have greater expectations.
• Some suggested that the lack of international travel has had a negative impact on the resident
experience.
• Business owners also indicated that the off season is shrinking, leaving little downtime.
ACRA needs to take a stronger role in promoting responsible tourism
• It was suggested that ACRA could do more targeted promotion.
• ACRA could also proactively handle tourism growth in a destination management role (e.g.,
increasing the use of public transit and other low-impact forms of transportation).
There is a need to address capacity restraints relative to city services
• Some stakeholders believe the city is too busy, with too much traffic and that new homes have
been overbuilt, leaving no room for new development.
• There are more people living in the area year-round, which puts more stress on infrastructure.
• Lack of staff accommodations is a significant issue.
Finding a balance between preserving the city’s character and mass commercialization
• With more chain restaurants and limited ownership controlling much of the commercial retail,
there is a feeling that the community is becoming less authentic - “quirky local shops are being
replaced by high-end brands.”
• Rent is also considered too high for local employees.
A need for more visitor education and visitor experience training for businesses
• There is industry interest in ensuring the business community can speak to the visitor experience
and proactively educate tourists.
• Most businesses want to attract visitors that value the natural world and consider the concept of
sustainability.
Incorporating DEI principles
• Some stakeholders believe the middle class is being pushed out of Aspen, and they recommended
taking an equity lens for review of new and existing policies.
• There was discussion of the city doing outreach to better serve the Spanish-speaking labor
market.
2. ENGAGEMENT AND RESEARCH FINDINGS
11
13
12
Several town halls were hosted in addition to the one-on-one interviews. The following are some of the
key findings from these sessions:
• Aspen’s number one challenge, according to town hall participants, is staff shortages, followed
closely by visitor pressure and social inequality.
• Some stakeholders see Aspen as inclusive, everyone can experience nature, but the barrier to
entry is extremely high.
• The current mood regarding tourism is slightly pessimistic.
• In addition to skiing and winter sports, stakeholders believe Aspen should be recognized for arts
and culture, natural beauty, outdoor adventure, philanthropy, and thought leadership.
The Aspen community feels:
• Exhausted: hard work is required to meet visitor demand, navigate a busy tourist area, and find
time to enjoy the area.
• Lucky: for the ability to enjoy the beauty of the area and the opportunity to be exposed to great thinkers.
• Tied together: people like to get together for any reason (to suffer together, to celebrate, and to give
back to one another).
• Disconnected: locals feel they are no longer part of the personality of the place.
WORKSHOPS WORKSHOP THEMES
Several workshops were hosted with ACRA, the Board of Directors, and industry members.
The following are some key themes that emerged from these gatherings.
Aspen’s ideal visitor
We learned that the ideal Aspen visitor is one who stays more than one night, who wants to give back to
the community and make a difference, and who appreciates Aspen for what it is. There is an opportunity
to attract more diverse visitors, who come because Aspen is a place where everyone is welcome.
Visitor pressure
The challenge of visitor pressure was identified as the issue that ACRA has the most ability to affect
change, and determining how to preserve the soul of the town is intrinsically tied to this issue. Aspen not
only has its own visitor pressure, but it also feels the pressure of Snowmass Village visitors.
Traffic congestion
Traffic congestion exacerbates visitor pressure, especially with increasing numbers of staff having to
commute from down valley and ongoing construction blocking traffic. Making transportation easier for
staff was identified as a significant need in order to improve the visitor experience. As one participant
indicated: “social inequality continues to be in your face in Aspen.”
Negative first impressions
There were also concerns about the need to address negative first impressions of the area. When
visitors arrive by car, often their first glance is of construction, not the small-town character that the
city was founded on. ACRA is ideally positioned between businesses and visitors to preserve Aspen’s
small-town character.
2. ENGAGEMENT AND RESEARCH FINDINGS
Busy times are different from
the past. I can’t put my finger on
what it is, but there’s a different
feel, different spirit that weaves
its way in and out of Aspen, and
feels different from busy times
in the past.
““TOWN HALLS
14
13
Debating year-round tourism
The question was raised, “Is a year-round tourism economy
beneficial for Aspen?” ACRA needs to determine whether the
benefits of infilling the off seasons outweigh the negative impacts.
Stakeholders have expressed that there is a limited period for
businesses and residents to rejuvenate between seasons. A lack of
downtime can upset the balance between visitors and residents.
Prioritizing solutions
Exercises were undertaken to determine which potential solutions
could best help benefit long-term destination management in
Aspen and address the challenges that Aspen is experiencing.
Workshop participants were asked to consider solutions from a
product/experience perspective and from a marketing/promotion
2. ENGAGEMENT AND RESEARCH FINDINGS
perspective. Once identified, participants were asked to think about
how these product and promotional solutions could add value to
the community socially, economically, and environmentally, and
then prioritize them on a scale of both urgency and feasibility.
The following are some examples of how solutions were categorized
by type (environment, social, and economical) and then prioritized
in an urgency/feasibility matrix. Although those in the high urgency/
high feasibility quadrant are the highest priority (“low-hanging fruit”),
it will be important for ACRA to consider how to move forward with
low urgency/high feasibility solutions as well within the next few
years, and advocate for the high urgency/low feasibility solutions.
These exercises were integral to helping us formulate strategic pillars for
the Destination Management Plan for Aspen.
HIGH URGENCY, LOW FEASIBILITY HIGH URGENCY, HIGH FEASIBILITY
Promotion
EXAMPLES OF WORKSHOP SUGGESTIONS
Environmental
Social
Economical
LOW URGENCY, LOW FEASIBILITY LOW URGENCY, HIGH FEASIBILITY
HIGH URGENCY, LOW FEASIBILITY HIGH URGENCY, HIGH FEASIBILITY
Product
Environmental
Social
Economical
LOW URGENCY, LOW FEASIBILITY
LOW URGENCY, HIGH FEASIBILITY
Bylaw
enforcement
Local parking
campaign
Promote safe driving
(make it cool) - both
locals and visitors
Campaign to
manage guest value
expectations
Campaign “Why
Aspen may not be
meant for you”Relax, it’s Aspen
Campaign
Expand upon
resident-centric promotion
(previous campaign
“Faces of Aspen”)
Guest service
/ ambassador
program
Eco-friendly signage /
promotion of businesses
with 100% renewable energy
Building off
existing pledge
(checklist)
Private jet
alternatives
End of season
clean up day Free bus system
from Glenwood
to/from Aspen
More robust
network of
charging stations
Electric vehicle
charging
stations
Wayfinding
Expand
transport
network
Airport
redevelopment
STR
study Ageing
infrastructure
Adopting
regional
transport
Worker
housing Affordable
rentals
(housing)
Local business
incentive
program Community
education
dashboard
Affordable
commercial
rentals
15
14
Following the workshops, the consulting team reviewed the solutions
and reallocated them within the urgency/feasibility matrices where
applicable. The following ideas were considered the most feasible
AND urgent potential solutions for ACRA’s consideration from the
participants’ perspective.
Product/Experience:
• Short-term accommodation study
• Wayfinding
• Visitor education programs
• End-of-season clean-up day
• Community education dashboard
Marketing/Promotion:
• Build on the existing visitor pledge
• Explore developing a campaign such as “Relax, It’s Aspen”
• Expand upon resident-centric promotions such as “Faces of Aspen”
• Develop a “Why Aspen May Not Be for You” type campaign to
manage visitor expectations and increase values alignment
CONCLUSIONS
AND
IMPLICATIONS
Tourism’s economic growth has not translated into equitably raising the bar for everyone in Aspen. Locals
realize that they have excellent services because of tourism, but stakeholder engagement has shown that
the benefits of these amenities does not grant the social license for unlimited growth. ACRA could help
to manage resident expectations and visitor pressure by trying to deliver high-quality experiences to a
smaller target market. ACRA could also work with the city to consider other economic opportunities that
involve tourism, such as developing more low-impact experiences and tourism that reinforce Aspen’s small
mountain town character. Feedback also indicates that maintaining some downtime in the off season for
residents and businesses to rejuvenate would be helpful for harmonious relations between businesses,
residents, and visitors.
Stakeholders believe the traditional tourist to Aspen has changed since the pandemic. Residents are
interested in sharing Aspen culture and turning people into locals when they visit, but believe more visitor
education and values alignment is required. There are also some residents that do not fully participate in
the Aspen community. By actively promoting Aspen’s “mind, body, spirit” mentality, and actively inviting
new residents and second-home owners to community events, perhaps ACRA can encourage residents to
integrate themselves more into the community and reciprocate some of the value they derive from Aspen.
Stakeholders also want the local community to be able to participate in Aspen activities and are concerned
about the loss of talent due to the high cost of living. ACRA cannot solve all of these social issues by
themselves, but there is an opportunity to connect more directly with residents and advocate for the issues
that are most important to the businesses the organization represents.
From an environmental perspective, stakeholders are very concerned about traffic congestion and the
garbage in the streets and on hiking trails, and they are looking for ACRA to take a larger role relative to
responsible tourism. Suggestions included capping the number of cars in the city and promoting use of
electric cars (including rentals). Leading by example will be crucial to encourage behavioral change and
instill social and environmental consciousness.
1414
2. ENGAGEMENT AND RESEARCH FINDINGS
Visitor pressure is rooted in reality. Twenty
years ago there was no summer tourism. In
the last few years, the occupancy in summer
months has been higher than winter. From the
community perspective, it’s ‘we love skiing, and
we love mountains to ourselves in the summer,’
but that dynamic has changed.
““16
1515
THE CHALLENGE3OVERVIEW
There are many macro challenges that are growing
societal concerns, including issues such as inequality
and environmental pressures. The impact of these
challenges has catalyzed DMOs to evolve their
mandates. That being said, the goal is not to try to
take on all macro issues but to focus on the ones that
intersect with the visitor economy and address them
through tourism or tourism-related activities.
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16
THE ASPEN
CHALLENGE
All destinations face some combination of social, economic, and environmental challenges. Aspen is
no exception, and in many ways its challenges are connected to the success it has achieved in shaping
an attractive visitor experience. The research and engagement uncovered the following challenges:
Staff shortages
A shortage in the labor force has been exacerbated by the COVID-19 pandemic on
both the demand and supply side. This challenge is significantly affected by a lack of
affordable housing and the seasonal nature of many visitor economy jobs.
Mountain migration and gentrification
Residents from many urban centers across the country are attracted to more natural locations, particularly
during the pandemic. These visitors are often wealthy individuals who can drive gentrification. More
people working remotely and second-home property owners who are accused of not integrating
into the community are also contributing to the mountain migration and gentrification trend.
Visitor pressure
Feedback indicates that visitors are not always knowledgeable of or abide by informal behaviors.
A key example of this is when visitors do not respect the environment and have an outsized impact on
the community.
Social inequality
Many people feel that the value generated by tourism is not adequately trickling down to them.
The cost of living is high, and working-class people are being pushed out of Aspen.
Transportation management
This is another challenge that is not new since the pandemic began but has been exacerbated
by it. The increased rubber tire traffic from regional tourism is pushing road capacity to its
limits. The preference for car transportation instead of public transportation is a contributing
factor. Other factors include the growth of the mid-valley region and ongoing construction.
Lack of economic diversification
There are city plans to diversify the economy, but Aspen still operates as and is perceived
as a tourism town. This has been an ongoing challenge throughout Aspen’s history.
In summary, Aspen is in many ways a victim of its own success. It has such a strong reputation
that the demand to visit and live here continues to increase. So the question becomes,
how can Aspen survive its reputation economically, environmentally, and socially?
Purpose-built tourism provides a path forward. It is a version of a visitor economy that
values all stakeholders and achieves a balance of social, economic, and environmental
considerations. Utilizing destination management principles, purpose-built tourism is intentional
in leveraging the visitor economy to push back against community challenges.
Tourism is a potent force with immense potential for good. At its best, traveling increases
empathy, forges friendships between strangers, and redirects resources for the greater
good. When designed with intention, a place’s tourism industry can contribute to a
higher purpose that supports the community and the natural environment.
A WAY FORWARD
3. THE CHALLENGE
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4STRATEGY
A Destination Management Plan begins with a mission:
a mission that acts as a north star for an organization
within the backdrop of the key challenges being faced.
In order to address the challenges, they have been
synthesized into three pillars, representing the main
categories of challenges and the related strategic
efforts needed to address the challenges. The strategic
priorities provide guidance for solutions, supported by an
action with impact to build momentum and community
support. The progress of the strategic efforts are
measured by the KPIs. If the execution is successful,
ACRA’s end vision will be achieved.
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PILLARS
Based on the research conducted and stakeholder
prioritization, the key challenges were distilled to
create three pillars to focus strategic action. These
pillars represent the overlap between stakeholder
priorities and what ACRA can feasibly address.
4. STRATEGY
ADDRESS VISITOR PRESSURE
ENHANCE THE ASPEN EXPERIENCE
MISSION:
Attract visitors to the resort, foster a dynamic Aspen experience, and provide
valuable member benefits to support a sustainable local economy.
THE CHALLENGE FOR THIS PLAN:
How to survive Aspen’s reputation
PILLAR 1:
ADDRESS VISITOR
PRESSURE
PILLAR 2:
ENHANCE THE ASPEN
EXPERIENCE
PILLAR 3:
PRESERVE SMALL-TOWN
CHARACTER
STRATEGIC PRIORITIES STRATEGIC PRIORITIES STRATEGIC PRIORITIES
ACTION WITH IMPACT
KPIs
END VISION:
To create an environment for Aspen to thrive.
PRESERVE SMALL-TOWN CHARACTER
20
19
STRATEGIC
PRIORITIES
This section provides the specific strategic priorities that will help ACRA move
forward to address Aspen challenges. In order to address each pillar, the
strategies are placed in priority order; however, the timing may overlap (see
Section 5 for more detail on strategy timeframe). While each strategic priority is
attributed to a single pillar, in reality the strategies have the potential to contribute
to multiple strategic pillars. Each strategy is supported by a start date and a
recommended role for ACRA to play in its execution.
4. STRATEGY
PILLAR STRATEGIC PRIORITIES START DATE ROLE
ADDRESS
VISITOR
PRESSURE
1. Engage in 360-degree feedback
with residents and industry Phase I Lead
2. Enhance visitor education Phase I Lead
3. Address traffic and congestion issues Phase II Advocate
4. Preserve and regenerate the natural environment Phase II Lead + Partner + Advocate
5. Accelerate reduction of the carbon footprint of tourism Phase III Lead + Partner + Advocate
ENHANCE
THE ASPEN
EXPERIENCE
6. Improve the visitor and resident experience Phase I Lead + Partner
7. Diversify visitor markets Phase I Lead
8. Catalyze sustainable choices Phase I Lead + Partner + Advocate
9. Redefine visitor economy opportunities Phase III Lead + Partner
PRESERVE
SMALL-TOWN
CHARACTER
10. Advocate for housing crisis solutions Phase II Advocate
11. Develop resident ambassador program Phase II Lead + Partner
21
20
ENGAGE IN 360-DEGREE
FEEDBACK WITH
RESIDENTS AND
INDUSTRY
4. STRATEGY
ADDRESS VISITOR PRESSURE
OVERVIEW
ACRA already connects with residents and is supportive of the tourism industry;
however, engagement should be pursued in a more consistent and structured manner.
The use of an online engagement platform can facilitate effective and coordinated
engagement. This could also act to make engagement more visible since ACRA’s
initiatives are not always widely known throughout the community. The City of Aspen
uses a platform called “Aspen Community Voice”; however, ACRA’s engagement
platform would be visitor economy-centric and would leverage a more dynamic
platform that could facilitate deeper engagement. 360-degree feedback within the
community is an essential building block of this Destination Management Plan
because dissatisfied residents pose a significant risk for the visitor economy.
Communicating tourism’s value will become a crucial aspect of stakeholder
management. At a strategic level, ACRA needs to create a new definition of
the value of tourism that goes beyond economics. It must work with residents
and stakeholders to consider how tourism as a whole contributes to resident
well-being and quality of life. Then the DMO’s role will be to ensure that tourism
meets that holistic need and that the true value it generates is known to all.
ACTIONS
• Utilize a platform for community engagement.
-An example of a platform that has been used successfully for civic
engagement and community decision making is CitizenLab. It is a community
engagement platform, allowing governments to engage residents, manage
input, and make decisions.
-An engagement platform can be a mechanism for residents to regularly share
their concerns and crowdsource solutions.
-It can also serve as a community education dashboard to keep residents
informed on ACRA’s current and future actions.
• Whether through an engagement platform or other communication strategies,
there is a need to improve resident awareness of ACRA’s role/successes and the
value of tourism to Aspen.
• Potential focus areas for engagement include strategizing with residents regarding
visitor pressure, crowdsourcing solutions to preserve the small-town character, and
understanding priorities for sustainability initiatives.
• Utilize existing communications with member businesses to communicate locally
what ACRA is already doing.
• It will be important to engage different subsegments of residents, including
permanent residents and temporary residents or second-home property owners.
1.
Role: Lead
Timeframe: Phase I
22
21
ENHANCE VISITOR
EDUCATION
4. STRATEGY
ADDRESS VISITOR PRESSURE
OVERVIEW
Destination management does not call for the elimination of promotion. There
is a different but important role for promotion and communication to manage a
destination. ACRA has already made strides in visitor education but could be bold and
go further. Managing word of mouth and providing the right messaging alongside
supporting campaigns needs to be at the strategic heart of communication initiatives.
The Aspen pledge is a witty and compelling starting point to expand upon.
ACTIONS
• It is important for visitors and second-home property owners to be aware of the
sensitivities of the community. Teach them to admire the way you respect each
other and nature. Promote “The Aspen Way”, “Mountain Ethos”, and the “mind,
body, spirit” mentality of experiencing Aspen to potential visitors in a campaign that
reveals the DNA of Aspen. This will set clear expectations of visitor behavior.
• Revisit and expand on the Aspen visitor pledge. Make the pledge more visible and
accessible with actions such as:
-Road signs before entering the city containing the same messaging and
referring to the pledge.
-Combine a campaign with Aspenites (and/or visitors) that have already taken
the pledge.
-Continuously expand and promote the how to Aspen content.
-Push notifications when entering the airport.
-Visual presence in the streets via posters, billboards, et cetera.
-Relaunch the pledge with a bang. Create a social media campaign that has viral
potential and engage the press.
-Consider incorporating an incentive or reward system for those who sign
the pledge.
• Promote arts and culture even more. History, heritage, and cultural events
distinguish Aspen from neighboring locations and is a source of pride for residents.
• Communicate what it means to contribute to the community and preserve its
small-town character.
• Showcase internal and external sustainability initiatives to demonstrate that ACRA
is modeling ideal visitor behavior.
2.
Role: Lead
Timeframe: Phase I
23
22
ADDRESS TRAFFIC
AND CONGESTION
ISSUES
OVERVIEW
A DMO cannot solve traffic and congestion issues in isolation, but it should keep enabling
the conversation and look for opportunities where the power of tourism can contribute
to solutions. Based on research and the workshops, it was clear that this is one of the
hot topics in the community. Currently there is a great bus system (RFTA) in operation.
Residents wish there were more buses in circulation and free bus service to Glenwood.
One of the biggest problems is the flow of traffic between the airport and town,
particularly where the road narrows to one lane. This traffic flow, combined with
an amount of people entering the town, is creating congestion. The focus for
this strategic priority should be to identify the appropriate traffic and congestion
stakeholders and decision makers and play an advocacy role in arriving at solutions.
ACTIONS
• Advocate for free bus service from Aspen to Glenwood.
• Encourage visiting Aspen without a car and develop an education campaign
showing that Aspen is small and very walkable and accessible to other low-impact
forms of transportation.
• Start the process of turning Aspen into a walking and cycling city such as Seville,
Paris, Barcelona, Copenhagen, et cetera.
• Address the impacts of other tourism economies on Aspen, for example, the visitor
pressure from Snowmass.
• Promote safe driving and encourage both locals and visitors to drive slower.
• Make bridges into a toll bridge (for example, Maroon Creek Bridge) to discourage
too much traffic. The toll could be free for residents.
• Consider advocating for a direct shuttle between the airport and downtown.
3.
Role: Advocate
Timeframe: Phase II
4. STRATEGY
ADDRESS VISITOR PRESSURE
24
23
PRESERVE AND
REGENERATE
THE NATURAL
ENVIRONMENT
OVERVIEW
The natural environment is the backbone of the visitor economy and is the essence of
what makes Aspen so special. Therefore, preserving and ideally playing a regenerative
role in stewarding natural assets is an important aspect of maintaining a resilient
visitor economy for the long term. There are already a number of existing initiatives
such as the reusable bag program and the Maroon Bells reservation system, so the
objective is to build on this momentum. Initiatives under this strategic priority can
take many forms and will be an ongoing effort. While there will be some opportunities
that make sense for ACRA to lead, advocacy efforts and partnerships will often
be necessary to leverage external expertise and create impact multipliers.
ACTIONS
• Establish sustainability goals for Aspen’s visitor economy.
-Use the GSTC Destination Criteria as guidelines for establishing relevant
indicators and setting ambitions.
-GSTC Criteria are informed by the UN Sustainable Development Goals and
have been tailored for the tourism sector.
• The Aspen Center for Environmental Studies could be a helpful partner to identify
focus areas and amplify advocacy efforts.
-Build on the great work ACRA is already doing regarding the Comprehensive
Recreation Management for Aspen and the surrounding area.
-Consider executing a carrying capacity study to identify areas in addition to
Maroon Bells that would benefit from visitor quotas, reservation systems, and/
or dynamic pricing (e.g., increased fees during high-use periods).
• The Aspen Indigenous Foundation is also a potential partner to enhance
sustainability efforts. It is vital to respect and learn from Indigenous principles
and practices.
-One of the organization’s key strengths is community education by sharing
Indigenous wisdom.
• Advocate for the preservation of land outside of the urban growth boundary.
• Work with stakeholders to raise funds that support the preservation and
regeneration of the natural environment. This could include:
-Introducing an eco-fee on tourism-related purchases such as restaurants,
tourism operators, events, et cetera.
-Holding an annual sustainable event to raise awareness and funds for a
specific ecosystem or species under threat.
-Introduce a fee on large groups that visit during busy periods.
• Track progress and measure the sustainability of the destination.
-GreenStep is one service provider that provides destinations with sustainability
assessments and certification.
4.
Role: Lead + Partner + Advocate
Timeframe: Phase II
4. STRATEGY
ADDRESS VISITOR PRESSURE
25
24
ACCELERATE
REDUCTION OF THE
CARBON FOOTPRINT
OF TOURISM
OVERVIEW
Beyond protecting and regenerating the local natural environment, effective
climate action is increasingly being tied to a destination’s license to operate. When
resources become available to ACRA, it will be important to conduct annual GHG
assessments, to establish a baseline, and track progress of the visitor economy.
Until annual assessments can be conducted, there are some areas of high
impact that can be addressed to make progress in the meantime. Areas of focus
for ACRA should include transportation emissions and visitor education.
ACTIONS
• In the tourism sector globally, roughly 75% of emissions can be attributed
to transportation. Air and road emissions will be the largest contributors to
transportation emissions in Aspen.
-ACRA can use this information as a proxy to focus climate action on
transportation-related emissions.
-Work with visitor economy stakeholders to provide incentives (discounts, access,
preferential treatment) for more people to use public transportation and EVs.
-Advocate for a quota on private jet arrivals, introduce a private jet tax, and/or a
plan to reduce airport emissions through a commitment to sustainable forms
of aviation.
-Some current and future forms of sustainable aviation include bio-fuels, green
hydrogen, and battery-powered aircraft.
• Leverage ACRA’s strength in communication to execute educational initiatives.
-Bring awareness to the visitor economy’s impact on climate change and
visitors’ responsibility to be part of the solution.
-This could include supporting the partnership between Aspen Skiing Company
and Protect Our Winters (POW), or finding new partnerships with climate action
organizations to find innovative ways to raise awareness and encourage action.
• Establish climate action goals.
-Go beyond the targets set by the City of Aspen. Their ambitions lack a 2030
target and will only see emissions drop by 80% by 2050.
-Aligning with science-based targets and the Paris Agreement requires that
ACRA’s targets include a 50% reduction in greenhouse gas emissions by 2030
and a drop to net zero by 2050.
-Aligning with the Paris Agreement targets should be a minimum threshold to
achieve. Ideally, stronger targets will be established to show leadership.
5.
Role: Lead + Partner + Advocate
Timeframe: Phase III
4. STRATEGY
ADDRESS VISITOR PRESSURE
26
25
IMPROVE THE VISITOR
AND RESIDENT
EXPERIENCE
OVERVIEW
Tourism operators provide products and services to visitors that collectively generate
their experiences. Operators have a tremendous influence on the destination, given
that they invest, attract visitors, and generate jobs and income in the region. They can
also play a key role in protecting the environment and preserving history and cultural
heritage. Ideally, they will also be innovative and responsive to constantly evolving
consumer preferences, demographic change, fragmenting markets, and macro-
economic events by assessing existing products and developing new experiences
on an ongoing basis. It is important for ACRA to support and partner with operators
to ensure that experiences are beneficial for both visitors and residents. Treat visitors
as guests, and they will treat locals as hosts.
ACTIONS
• Limit actions to promote the off season. Many residents indicated that seasonal
dispersal is not the path they want to pursue.
• Co-create a campaign with residents with the objective of preserving the soul of
Aspen. Determining how to preserve the soul of Aspen will enhance both the visitor
and resident experience.
• Work with operators to develop tourism experiences to engage visitors on a
deeper level, limiting mass tourism offerings and emphasizing the development of
transformational niche experiences.
• Improve and rethink wayfinding, particularly in directing visitors to low-impact
experiences.
• Maintain some backstage experiences for residents. Decide which experiences
should be reserved for residents with community input.
• Better support small local businesses. One way to accomplish this is to set up a
cross-selling program where businesses are incentivized to refer customers to
other local businesses.
6.
Role: Lead + Partner
Timeframe: Phase I
4. STRATEGY
ENHANCE THE ASPEN EXPERIENCE
27
26
DIVERSIFY
VISITOR MARKETS
OVERVIEW
For places like Aspen, niche marketing should overtake mass marketing as a cost-
effective way to influence travelers while also improving visitor experiences. Word-
of-mouth recommendations greatly shape travel decisions and perceptions of a
place. When people travel somewhere that is tailored to their greatest interests,
the destination improves its reputation through word of mouth. Niche marketing
produces passionate travelers who act as informal ambassadors. While Aspen
is often known for its skiing, there are other niche offerings that could contribute
to diversifying the visitor market. From architecture buffs interested in a specific
period to environmentally conscious birdwatchers, there is an online community for
incredibly specific interest groups, each having their own culture, influencers, points
of connection, and behavior. When places match their strengths with the needs of
specific, passionate communities, they become more differentiated and competitive.
ACTIONS
• Stop advertising to your direct-fly markets. Aspen is a very established brand, and
people will not stay away because they do not see the ads anymore.
• Stop advertising to the luxury market for now since these individuals will
visit anyways.
• Pursue passion- and value-based targeting instead of geography and
demographics. Invest in netnographic research (“passionography”).
• Make sure diverse audiences see themselves in promotional and
educational material.
• Continue efforts for multilingual communications (particularly Spanish).
• Increase efforts to be a cultural tourism concierge since this is an important aspect
of Aspen’s DNA and the type of visitor that aligns well with Aspenites’ values.
• Engage with the Aspen Indigenous Foundation to support their initiatives, develop
cultural experiences, and attract passion-aligned visitors.
7.
Role: Lead
Timeframe: Phase I
4. STRATEGY
ENHANCE THE ASPEN EXPERIENCE
28
27
BE A CATALYST
FOR SUSTAINABLE
CHOICES
OVERVIEW
Being a catalyst for sustainable choices is primarily about encouraging behavioral change
and, most importantly, making it incredibly easy for people to adopt the desired behavior. It
will also be necessary to enable other leaders and businesses in the community to play a
catalyst role so that there is a critical mass of stakeholders facilitating sustainable choices.
This is a long-term strategy that will evolve over time in terms of focus area and level of
ambition. The key will be to begin by identifying quick wins such as cataloging low-impact
activities or increasing the visibility and frequency of sustainable activities on the website.
ACTIONS
• Catalog and promote experiences that have low impact and ideally positive social
benefits, such as biophilia-based activities.
• Increase the highlighting of sustainable restaurants (plant-based and locally
sourced ingredients), for example, in recommended itineraries.
• Feature public transportation and other forms of low-impact transportation as the
primary way to get around. Feature offsetting options through The Good Traveler
when air transportation is mentioned.
• Continue to encourage voluntourism activities such as tree planting, clean-ups, or
other activities that have restorative and regenerative effects.
• Signal to operators that more attention will be focused on sustainable experiences
and operations so that they are incentivized to reshape their offerings.
• Expand eco-friendly signage and markings on maps so that visitors are more likely
to participate in sustainable offerings.
• Encourage Chamber members to improve sustainable sourcing practices.
• Encourage the respect of Indigenous principles and promote Indigenous
experiences more.
• Work with government and industry stakeholders to develop a plan to phase out
single-use plastics.
8.
Role: Lead + Partner + Advocate
Timeframe: Phase I
4. STRATEGY
ENHANCE THE ASPEN EXPERIENCE
29
28
REDEFINE VISITOR
ECONOMY
OPPORTUNITIES
OVERVIEW
Travel behavior continues to change. Trends are pointing towards people appreciating
staying closer to home, sustainability increasingly driving decision-making, and
demand for more inclusivity. People will seek quality over quantity, and small
communities will play a bigger role. Residents are feeling more empowered to push
back against types of tourism that do not align with their community; so it is important
to co-create the visitor economy with them going forward. As a consequence,
there will be opportunities for the next generation of visitor economy jobs.
ACTIONS
• Ensure that an expanded definition of visitor economy-related businesses
understand how integral they are to the tourism industry and feel the benefits
of tourism. This initiative is about bringing stakeholders together and building
relationships.
• Look at opportunities/experiences regionally that could have lower impact, such as
hiking between towns.
• Engage residents to assist in defining the types of tourism experiences/businesses
they want in the destination. This can be accomplished through 360-degree
feedback initiatives.
• The DMO can suggest and advocate for evolving job opportunities in tourism that
residents benefit from:
-Free tours: leverage the freetour movement and engage local tour guides.
-Farm-to-table concepts: support local food producers and restaurants.
-Niche travel: target aligned travelers who have a positive impact on locals.
-Travel with subject experts: local experts will be needed, from birdwatchers to
uphill skiers.
-Immersive tourism: create possibilities for people that want to stay longer.
9.
Role: Lead + Partner
Timeframe: Phase III
4. STRATEGY
ENHANCE THE ASPEN EXPERIENCE
30
29
ADVOCATE FOR
HOUSING CRISIS
SOLUTIONS
OVERVIEW
Throughout stakeholder engagement activities, issues of affordable housing and
the impact on staff shortages was one of the primary concerns that the community
highlighted. This has been a longstanding community challenge that has been exacerbated
by the pandemic and trends of in-migration. Many productive discussions and initiatives
are ongoing at the City and County level to address this challenging issue. One example
of this is the DOLA grant that Pitkin County received to address homelessness, which
ACRA is involved in supporting. While the housing crisis is a macro issue, it deeply affects
the visitor economy and is in large part driven by the visitor economy; so ACRA has a
responsibility to primarily play an advocacy role in contributing to solutions. Since this
is an issue that extends beyond the visitor economy and requires significant resources,
solutions will require stakeholder participation across government, industry, and residents.
ACTIONS
• By actively promoting Aspen’s “mind, body, spirit” mentality, perhaps ACRA can
encourage all residents to give back.
• Advocate for a tax on short-term rental properties where the funds are allocated
towards affordable housing initiatives.
• Support or advocate for a short-term accommodation study that supports the
ongoing discussion with reliable data.
• Advocate for the development of additional affordable housing and affordable
housing ratios.
• Establish a seat at the table for initiatives that are addressing the housing crisis so
that the challenge is seen through a visitor economy lens, Chamber members have
a voice representing them, and tourism can play a role in the solutions.
• Develop a communication strategy that demonstrates how the tourism industry is
participating in housing crisis solutions.
10.
Role: Advocate
Timeframe: Phase II
4. STRATEGY
PRESERVE SMALL-TOWN CHARACTER
31
30
DEVELOP RESIDENT
AMBASSADOR
PROGRAM
OVERVIEW
When you arrive at the Calgary Airport, the White Hats will take care of you. This
initial interaction with representatives of the community paints a picture of what
the community is all about and sets visitor expectations. Ambassador programs
are designed to provide “temporary locals” with an overview of all there is to
experience, help them discover the authentic community, and tips to stay safe and
behave properly. This can be an inspiring first impression of a community.
ACTIONS
• Create an ambassador program. Provide incentives to locals to engage with the
visitor economy and communicate the value in tourism.
-Set up Aspen Greeters to make visitors feel like guests and make them
understand the community (such as the “Big Apple Greeters” program).
-Develop an “Aspenites buddies” platform that could be a digital extension of
the Aspen Greeters program. This is a mechanism through which Aspenites
can communicate with tourists, second-home property owners, visiting friends
and relatives, and business people who visit the region. Locals could use the
platform to recommend must-see events and places.
-Co-create the ambassador and buddy program with residents.
• Encourage local industry associations to bring their events to Aspen (e.g., law
conferences, et cetera)
• Engage with local environmental groups and organize an end-of-season clean-up
day. Turn this into an event that goes viral.
• Encourage visitors to participate in voluntourism and other activities with a positive
environmental and community impact.
• Encourage community members through engagement and education to provide
better quality customer experiences.
11.
Role: Lead + Partner
Timeframe: Phase II
4. STRATEGY
PRESERVE SMALL-TOWN CHARACTER
32
31
Make your destination management
plan visual and encourage buy-in with an
action with impact. An action with impact
is an initiative to show that residents have
been heard and there is something being
done to address their deepest concerns.
An action with impact is an action that express the DNA of your community and is
co-created and/or executed with your residents. This type of action is emblematic
of your strategy. It is a component of the regional story and also the means of telling
that story. It gives substance to the messages designed for visitors and residents.
An action with impact has intrinsic communicative power and can take the form of
innovation, legislation, an attribute that residents share, or a coordinated act that
expresses the region’s Place DNA. An effective action with impact is suggestive,
remarkable, memorable, picturesque, newsworthy, topical, and/or poetic.
Aspen needs to choose a purpose-based action that expresses the
identity of the region. This type of action has multiple objectives:
• Educate and demonstrate your values.
• Boost civic pride and reinforce Aspenites’ love for their home.
• A group hug during a challenging time when people are still facing the impacts of
COVID-19.
Stakeholders mentioned during the engagement process that they
appreciated previous campaigns that had intrinsic symbolic value such as
“Faces of Aspen”, “Heroes”, and “Relax, it’s Aspen”. You could even turn The
Aspen Pledge into a more visible and celebrated action with impact.
4. STRATEGY
ACTION WITH IMPACT
Iceland pledge 33
3232
TIMEFRAME
5
34
33
STRATEGIC PRIORITIES TIMELINE
PHASE I
1. Engage in 360-degree feedback with residents
2. Enhance visitor education
6. Improve the visitor and resident experience
7. Diversify visitor markets
8. Catalyze sustainable choices
PHASE II
3. Address traffic and congestion issues
4. Preserve and regenerate the natural environment
10. Advocate for housing crisis solutions
11. Develop resident ambassador program
PHASE III
5. Accelerate reduction of the carbon footprint of tourism
9. Redefine visitor economy opportunities
The following table provides suggested timing for the rollout of the strategy.
The phased approach indicates when certain strategies or initiatives should be
launched. Since many of the strategies and associated actions are ongoing in
nature, suggested time periods have been provided for follow-up or ongoing work
that may be necessary.
5. TIMEFRAME
35
3434
MEASUREMENT
6
36
35
The following recommended
KPIs can be used to monitor the
success of the tourism industry
in Aspen and the overall
implementation of this strategy.
QUALITY OF EXPERIENCE
Visitor sentiment
• NPS survey + could provide qualitative question(s) if there is a specific topic/issue that is pertinent
to that period of time.
• Twice per year: beginning of spring and the beginning of fall.
LEVEL OF WELCOME
Resident sentiment
• NPS survey + could provide qualitative question(s) if there is a specific topic/issue that is pertinent
to that period of time.
• Twice per year: beginning of spring and the beginning of fall.
ECONOMIC VALUE
Average visitor spend
• Spend data can be estimated by setting up Visitor Travel Survey data and/or anonymized,
aggregated data from industry partners.
• Ideally it would be helpful to eventually take this metric further and determine the percentage of
economic value that remains in the local economy/community per visitor and optimize for this.
ENVIRONMENTAL PERFORMANCE
Number of certified sustainable tourism experiences
• Annual industry survey that facilitates the creation of an inventory of sustainable businesses.
• This is a proxy of environmental performance. In the future it would be beneficial to work with an
environmental organization such as The Aspen Center for Environmental Studies to determine if
there is a more accurate metric(s) that can be used to indicate the health of Aspen’s surrounding
ecosystem.
6. MEASUREMENT
37
36
38
ASPEN DESTINATION
MANAGEMENT PLAN 2022-
2027
The Aspen Challenge
39
TABLE OF CONTENTS
1.INTRODUCTION
2.ENGAGEMENT AND RESEARCH FINDINGS
3.THE CHALLENGE
4.THE STRATEGY
5.EXECUTION
40
INTRODUCTION
41
BACKGROUND The Aspen Destination Management Plan (ADMP) is the result of a
research and strategy development initiative led by the Aspen Chamber
Resort Association (ACRA) and facilitated by Destination Think.
Designed to enhance the resilience of the community over the next five
years and beyond, the DMP serves to build from and accelerate ACRA’s
successes.
The process involved deep engagement with Aspen’s visitor economy
stakeholders and included research, interviews, a survey, town halls, and
co-creation labs.
The challenges identified are addressed in the DMP through three
strategic pillars: address visitor pressure, enhance the Aspen experience,
and preserve small-town character.
1.1 BACKGROUND
42
The strategy development followed
a six-step process that was
anchored by ACRA’s mission and
drove towards the Aspen
community’s collective vision.
1.2 PROCESS AND METHODOLOGY
PROCESS AND METHODOLOGY
43
●The coordinated management of all aspects of a destination that
contribute to a visitor’s experience, considering resident, visitor,
industry, environmental, and local government expectations.
●Essential to DMOs -a traditional promotion focused mandate is
no longer adequate.
●A way to sustain the visitor economy for the benefit of the
community.
●Takes a strategic approach to create a cohesive tourism
ecosystem.
●Calls for the facilitation of all visitor economy activities and the
coordination of all stakeholders.
●Necessary for the social license to operate and to create a
resilient long-term visitor economy.
1.3 DESTINATION MANAGEMENT
DESTINATION MANAGEMENT IMPORTANCETO ACRA
44
●Destination management is about protecting the quality of life for
our residents, while preserving the very reason people enjoy coming
here. Our community is a mature destination and our residents
understand our roots as a tourist destination, but we are looking to
find harmony between the two,so that Aspen can be a sustainable
destination into the future.
●As a sophisticated destination, it’s crucial that we avoid a residential
rebellion that we are seeing and hearing about in other places.
●The COVID-19 pandemic really highlighted the need to diversify our
economy and create resilience as we look to the future.
●Once again it is time to evolve and see how we can build resilience
and sustainability into our economy and quality of life.
●ACRA is leading the process as Aspen’s Destination Management
organization, but the plan belongs to the community.
1.3 DESTINATION MANAGEMENT
DESTINATION MANAGEMENT IMPORTANCETO ACRA
45
ENGAGEMENT
AND RESEARCH FINDINGS
46
RESEARCH ●Arts and culture are very important to Aspenites.
●Aspenites are committed to preserving their small-town character, which
is evident in city planning.
●Tourism remains the primary driver of Aspen’s economy, rivalled only by
real estate and construction.
●Aspen is actively committed to environmental stewardship and
preserving its natural capital.
●Aspen benefits from public transit, but still struggles with transportation
management.
●The city struggles with urban growth and in-migration challenges.
●Labor shortages have continued to increase since the beginning of the
pandemic.
2.1 RESEARCH
Desk research uncovered a
collection of characteristics
that contribute to Aspen’s
identity.
47
SURVEY
2.2 SURVEY
Residents of the Aspen region
were asked for their opinions of
Aspen. In total, 1,299 residents
responded to the survey.
RESULTS RESPONSES PERCENTAGE
Less than one year 17 2.2%
One to three years 39 5.2%
Four to six years 59 7.9%
Seven to ten years 83 11.1%
Over ten years 546 73.3%
RESULTS RESPONSES PERCENTAGE
Yes, I live in Aspen.744 65.7%
No, I live outside
of Aspen, but
commute to
Aspen for work.
384 33.9%
UNDER 18
0
65+
155
56–65
197
46–55
239
36–45
287
26–35
216
18–25
34
48
WHAT MAKES ASPEN
ASPEN IN THE EYES
OF THE RESIDENTS?
●Our skiing
●Our mountain location
●Our recreation
●Our lakes and rivers
●Our way of life
●Our history
●Our festivals and events
●Our climate
2.2 SURVEY
49
WE ARE BEAUTIFUL BUT ANGRY
ATTRIBUTE PERCENTAGE
Touristy 22.4%
Beautiful 18.9%
Fake 8.1%
In transition 8.0%
Vibrant 5.0%
Safe 4.9%
Social 2.3%
Liberal 2.5%
Place of the past 2.3%
White collar 2.3%
Residents needed to prioritize
which keywords best suited their
community. Being touristy is topic
number one and even
overshadows the pride for the
beauty of the destination. Also
becoming “fake” and “being in
transition” are characteristics that
are on the minds of Aspenites.
2.2 SURVEY
50
OPEN TO EXPERIENCE 17.1%
26.7%
14.5%
3.2%
38.2%
NEUROTIC
EXTROVERT
CONSCIENTIOUS
AGREEABLE
AGREEABLE
(DUBLIN)
NEUROTIC
(HONG KONG)
EXTRAVERT
(AMSTERDAM)
OPEN TO EXPERIENCE
(MONTRÉAL)
CONSCIENTIOUS
(VANCOUVER)
FIVE TYPES OF PLACE PERSONALITY
The primary personality traits that describe Aspen are extrovert and
agreeable. The strong presence of the extrovert and neurotic traits are
noteworthy since they are usually associated with much larger urban
centers.
ASPEN’S PERSONALITY TYPE
2.2 SURVEY
51
TOURISM & THE COMMUNITY
STATEMENT AGREE NEUTRAL DISAGREE
Tourism in Aspen makes me feel more connected
with my community 10%27%63%
I have a voice in Aspen’s tourism development
decisions 7%19%74%
Increasing the number of visitors to Aspen improved
the local economy 27%27%46%
Tourism results in an increase of the cost of living and
improves the local economy
77%13%10%
Tourists in Aspen are a nuisance 38%44%18%
Tourism causes Aspen to be overcrowded 75%14%11%
2.2 SURVEY
52
BRAND DISCOVERY RESEARCH PRESENTATION NOVEMBER 2021
Yikes! The Aspen Music Festival &
School. The historic downtown with epic
shopping. The amazing and talented
people that are concentrated into one
small mountain city.”
“Unique mining town, with a colorful
history and character with incredible
natural beauty.”
“
World-class arts and culture. You can ski
and hike all over Colorado but no place
else has that and our arts scene.”
“The state would miss its
“celebrity/Hollywood” fame if Aspen
didn’t exist, but Telluride or another
mountain town would fill the void. ”
“
For Colorado, Aspen has been in the
forefront of the combination of mind,
body & spirit. Aspen sets a high bar that
ski towns try to replicate in their
marketing & infrastructure.”
“Throngs of tourists taking selfies in the
middle of the street wearing ridiculous
outfits. The most expensive destination
in the world. A bitter community who
resents tourists and expects things for
free.”
“
The perfect alignment of nature, climate,
activities, culture, cuisine, exploration,
inclusion, regeneration, and relaxation.”
“
World-class recreation, access to
pristine nature, a forward-thinking
LOCAL community, the least-thoughtful
tourist community, the worst drivers in
CO, the most expensive place to live in
CO, an abundance of second-home
owners, one of the widest wealth
gaps.”
“
WHAT WOULD COLORADO MISS?
53
BRAND DISCOVERY RESEARCH PRESENTATION NOVEMBER 2021
Supported by the local community.
Surrounded by natural beauty that
rejuvenates the soul. Comfortable and
quaint, yet luxurious and chic. Inspired by
the community and our constant drive to
explore and connect with nature.
Grounding.”
“Awesome! There is so much going on.
There are loads of city amenities.
There are good work opportunities.”
“
Summer is dreadful. Too many tourists
and incompetent outdoor enthusiasts.”
“Most of the time it is amazing to take
advantage of trails, natural
surroundings and beauty. Sometimes it
can feel too trafficy, overrun, and there
is nowhere to eat that is affordable.”
“
I feel lucky to have grown up here and to
be able to stay here and laminating a very
middle class lifestyle. Basically staying
out of the fray in the core and enjoying
the long time community and the outdoor
recreation opportunities.”
“
It feels like living a double life. In Aspen,
we rub shoulders with and provide
services to some of the wealthiest and
most high powered individuals in the
world. We also have to support ourselves
through the financial dichotomy of the
"haves" and "have nots," which is
supported by the constant push for more
growth for the "haves" and less resources
for the "have nots.” I often ask myself,
"how much longer can Locals afford to
live here?"
“
Aspen itself feels expensive, busy, exciting,
and overwhelming. Living in Aspen, I feel
active, adventurous, peaceful (on the off
seasons), curious and connected to the
community.”
“
[At the] center of the universe and very
remote -both at the same time. Very
fortunate to live here in such a beautiful,
safe, fun , unique and exciting place with
culture, sophistication AND the great
outdoors.”
“
HOW DOES IT FEEL?
54
BRAND DISCOVERY RESEARCH PRESENTATION NOVEMBER 2021
Aspen feels like it is at a cusp. Expanding
thoughtfully could be a way to maintain
charm and unique identity while lessening
the housing shortage and overcrowding.”
“It is on an upswing. Buildings, offices,
new restaurants, new galleries are
always being erected. Homes for
people that don't float on money is a
different story.”
“
No one cares about the workers only
about the millionaires and billionaires.
The Aspen residents and surrounding
communities are left out and monies are
not properly invested. This valley is in
desperate need of affordable housing and
child care options.”
“New full and part time residents who
are less focused on integrating into the
Aspen culture and community, and
more so into bringing their culture and
way of life, essentially diluting our
special community.” “
Aspen has forgotten about it's pledge to
the Environment, the Local Community,
and it's History. Sad but true.”
“The Aspen growth UP is out of control...
Locals are pushed to fight the commute
while tourists (and worse, second
homeowners who are seldom here) push
us farther down the valley. Exceptions
[are] made for [new] businesses that
stand to earn extremely high incomes, are
given accommodations which local
businesses would NEVER receive."
“
It’s becoming increasingly unliveable for
anyone who’s not wealthy. That’s been
happening for decades, but the pandemic
has accelerated this change. It also feels
busier than I’ve seen in my 14 years here.”
“
Slowly. I’m expecting more in problem
solving. We lost the World Cup a few
years ago and nothing happened… the
traffic problem makes life miserable for
everybody… housing for normal people…
Less talking more doing in my opinion.”
“
HOW IS ASPEN CHANGING?
55
INDUSTRY INTERVIEWS
THE VISITOR PROFILE FOR ASPEN IS CHANGING
●Visitors coming to Aspen are less considerate and have greater expectations.
●Stakeholders believe lack of international travel has had a negative impact.
●Off season is shrinking, leaving little downtime for operators.
ACRA NEEDS TO TAKE A STRONGER ROLE IN PROMOTING
RESPONSIBLE TOURISM
●Consider more targeted promotion.
●Proactively handle tourism growth.
A NEED TO ADDRESS CAPACITY
●City is too busy, with too much traffic, and new homes have been overbuilt,
leaving no room for new development.
●More people living in Aspen year-round, putting more stress on infrastructure.
●Lack of staff accommodations is a significant issue.
2.3 INDUSTRY INTERVIEWS
56
INDUSTRY INTERVIEWS
BALANCE BETWEEN PRESERVING THE CITY’S CHARACTER AND
COMMERCIALIZATION
●Community becoming less authentic, with increasing chain restaurants and
limited ownership controlling much of the commercial retail.
●Rent is also considered too high for local employees.
A NEED FOR MORE VISITOR EDUCATION AND VISITOR
EXPERIENCE TRAINING FOR BUSINESSES
●There is industry interest in ensuring the business community can speak to
the visitor experience and proactively educate tourists.
●Most businesses want to attract visitors that value sustainability.
INCORPORATING DEI PRINCIPLES
●The middle class is being pushed out of Aspen, and stakeholders
recommended taking an equity lens for review of new and
existing policies.
●Interest in how to attract more diverse target markets.
2.3 INDUSTRY INTERVIEWS
57
2.4 TOWN HALLS
TOWN HALLS
Town halls were hosted in order to understand the sentiment and
priorities of visitor economy stakeholders.
According to stakeholders:
●Aspen’s number one challenge is staff shortages, followed
closely by visitor pressure and social inequality.
●Aspen is inclusive, in that everyone can experience nature, but
the barrier to entry is extremely high.
●The current mood regarding tourism is slightly pessimistic -
stakeholders feel exhausted by tourism, but also lucky to be
able to enjoy the beauty of Aspen.
●In addition to skiing and winter sports, Aspen should be
recognized for arts and culture, natural beauty, outdoor
adventure, philanthropy, and thought leadership.
58
WORKSHOPS ASPEN’S IDEAL VISITOR
One who stays more than one night, who wants to give back to the
community and make a difference.
VISITOR PRESSURE
Identified as the issue that ACRA has the most ability to affect change.
Determining how to preserve the soul of the town is intrinsically tied to
addressing visitor pressure.
TRAFFIC CONGESTION
Exacerbates visitor pressure, especially with increasing numbers of staff
having to commute from down valley and ongoing construction blocking
traffic.
DEBATING YEAR-ROUND TOURISM
Limited opportunity for businesses and residents to rejuvenate between
seasons. A lack of downtime can upset the balance between visitors and
residents.
2.5 WORKSHOPS
Several workshops were hosted with
ACRA, the Board of Directors, and
industry members.
The following are some key themes
that emerged from these gatherings.
59
Exercises were undertaken to
determine solutions to
Aspen’s challenges and
organize them according to
urgency and feasibility.
2.5 WORKSHOPS
WORKSHOPS
60
CONCLUSIONS
●ACRA could help to manage resident expectations and visitor pressure by trying to
deliver high-quality experiences to a smaller target market.
●The visitor profile has shifted and more visitor education is required.
●The destination would benefit from additional low impact tourism experiences and
economic diversification.
●Stakeholders want ACRA to take a larger role in facilitating responsible tourism.
●Maintaining some downtime in the off season for residents and businesses to
rejuvenate would be helpful for harmonious relations between businesses,
residents, and visitors.
●Locals realize that they have excellent services because of tourism, but stakeholder
engagement has shown that the benefits of these amenities does not grant the
social license for unlimited growth.
2.6 CONCLUSIONS
61
3THE CHALLENGE
62
THE ASPEN
CHALLENGE
STAFF SHORTAGES
A shortage in the labor force has been exacerbated by the COVID-19 pandemic on both
the demand and supply side.
MOUNTAIN MIGRATION AND GENTRIFICATION
Residents from many urban centers across the country are attracted to more natural
locations, particularly during the pandemic.
VISITOR PRESSURE
Visitor volume and behavior are the key contributors.
SOCIAL INEQUALITY
Many people feel that the value generated by tourism is not adequately trickling down
to them.
TRANSPORTATION MANAGEMENT
Regional increases in rubber tire traffic is pushing road capacity to its limits.
LACK OF ECONOMIC DIVERSIFICATION
There are city plans to diversify the economy, but Aspen still operates as and is
perceived as a tourism town.
3.1 THE CHALLENGE
How can Aspen survive its
reputation economically,
environmentally, and
socially?
63
A WAY FORWARD
●Utilizing destination management principles, purpose-built
tourism is intentional in leveraging the visitor economy to
push back against community challenges.
●A version of a visitor economy that values all stakeholders
and achieves a balance of social, economic, and
environmental considerations.
●When designed with intention, a place’s tourism industry can
contribute to a higher purpose that supports the community
and the natural environment.
3.1 THE CHALLENGE
Purpose-built tourism provides
a path forward.
64
4THE STRATEGY
65
STRATEGIC
FRAMEWORK
4.1 STRATEGIC FRAMEWORK
MISSION:
Attract visitors to the resort, foster a dynamic Aspen experience, and provide
valuable member benefits to support a sustainable local economy.
THE CHALLENGE FOR THIS PLAN:
How to survive Aspen’s reputation
PILLAR 1:
ADDRESSING
VISITOR PRESSURE
PILLAR 2:
ENHANCE THE ASPEN
EXPERIENCE
PILLAR 3:
PRESERVE SMALL
TOWN CHARACTER
STRATEGIC PRIORITIES STRATEGIC PRIORITIES STRATEGIC PRIORITIES
KPIs
ACTION WITH IMPACT
END VISION:
To create an environment for
Aspen to thrive.
66
STRATEGIC PRIORITIES
4.2 STRATEGIC PRIORITIES
PILLAR STRATEGIC PRIORITIES START DATE ROLE
ADDRESS
VISITOR
PRESSURE
1. Engage in 360-degree feedback with residents and industry Phase I Lead
2. Enhance visitor education Phase I Lead
3. Address traffic and congestion issues Phase I Advocate
4. Preserve and regenerate the natural environment Phase II Lead + Partner + Advocate
5. Accelerate the carbon footprint reduction of tourism Phase III Lead + Partner + Advocate
ENHANCE THE
ASPEN
EXPERIENCE
6. Improve the visitor and resident experience Phase I Lead + Partner
7. Diversify visitor markets Phase II Lead
8.Catalyze sustainable choices Phase II Lead + Advocate
9. Redefine visitor economy opportunities Phase III Lead + Partner
PRESERVE
SMALL-TOWN
CHARACTER
10. Advocate for housing crisis solutions Phase I Advocate
11. Develop resident ambassador program Phase II Lead + Partner 67
1.
ENGAGE IN 360-DEGREE
FEEDBACK WITH
RESIDENTS AND
INDUSTRY
OVERVIEW
●Engagement can be pursued in a
more consistent and structured
manner.
●More feedback from a
comprehensive set of stakeholders
will.
4.2 STRATEGIC PRIORITIES
Role:
Lead
Timeframe:Phase I
ACTIONS
●Utilize community engagement
platform.
●Increase resident awareness of
ACRA’s role/successes.
●Increase communications with
member businesses.
●Engage different subsegments of
residents.
68
2.
ENHANCE VISITOR
EDUCATION OVERVIEW
●ACRA educates visitors but could go
further.
●Education is a key component of
managing visitor pressure.
4.2 STRATEGIC PRIORITIES
Role:
Lead
Timeframe:Phase I
ACTIONS
●Promote “The Aspen Way” and the
“mind, body, spirit” mentality.
●Relaunch and expand the visitor
pledge.
●Teach visitors how to take care of the
natural environment and respect the
small town character.
69
3.
ADDRESS TRAFFIC
AND CONGESTION ISSUES OVERVIEW
●This is a priority challenge for the
community.
●Necessary for ACRA to advocate
alongside decision makers.
4.2 STRATEGIC PRIORITIES
Role:
Advocate
Timeframe:Phase II
ACTIONS
●Advocate for free bus service from
Aspen to Glenwood.
●Encourage visiting Aspen without a car.
●Turn Aspen into a walking and cycling
city.
●Direct shuttle between airport and
downtown.
70
4.
PRESERVE AND
REGENERATE THE
NATURAL ENVIRONMENT
OVERVIEW
●The natural environment is the
backbone
of tourism.
●Preserving and regenerating the
natural environment is essential in
maintaining a resilient visitor
economy.
4.2 STRATEGIC PRIORITIES
Role:Lead + Partner
+ Advocate
Timeframe:Phase II
ACTIONS
●Establish sustainability goals.
●Partner with environmental groups to
multiply impact.
●Raise funds to regenerate the natural
environment.
●Track progress and sustainability KPIs.
71
5.
ACCELERATE
REDUCTION OF THE
CARBON FOOTPRINT
OF TOURISM
OVERVIEW
●Climate action is increasingly being
tied to a destination’s license to
operate.
●Focus on transportation emissions
and visitor education until a GHG
assessment can be completed.
4.2 STRATEGIC PRIORITIES
Role:Lead + Partner
+ Advocate
Timeframe:Phase III
ACTIONS
●Make public transportation and EVs the
default choice (increasing access,
discounts, preferential treatment).
●Execute educational initiatives.
●Address the externalities of private jets.
●Establish climate action goals.
72
6.
IMPROVE
THE VISITOR
AND RESIDENT
EXPERIENCE
OVERVIEW
●Support and partner with operators
to ensure that experiences are
beneficial for both visitors and
residents.
●Treat visitors as guests, and they will
treat locals as hosts.
4.2 STRATEGIC PRIORITIES
Role:Lead + Partner
Timeframe:Phase I
ACTIONS
●Limit actions to promote the off
season.
●Focus on transformational
experience development.
●Improve wayfinding to low-impact
experiences.
●Maintain some backstage
experiences for residents.
73
7.
DIVERSIFY VISITOR
MARKETS OVERVIEW
●Aspen is primarily known for skiing,
but could be better known for other
niche offerings.
●Diversify visitor markets to align with
Aspen’s strengths and values.
4.2 STRATEGIC PRIORITIES
Role:Lead
Timeframe:Phase I
ACTIONS
●Stop advertising to your direct-fly markets.
●Stop advertising to the luxury market for
now.
●Pursue passion and value-based
targeting.
●Make sure diverse audiences see
themselves in promotional material.
74
8.
BE A CATALYST
FOR SUSTAINABLE
CHOICES
OVERVIEW
●Encourage behavioral change by
making it easy to adopt the desired
behavior.
●Encourage stakeholders to play a
catalytic role.
4.2 STRATEGIC PRIORITIES
Role:Lead + Partner
+ Advocate
Timeframe:Phase I
ACTIONS
●Catalog and promote experiences that
have low impact.
●Provide incentives to members who are
sustainable.
●Continue to encourage ‘voluntourism.’
●Advocate to phase out single use
plastics.
75
9.
REDEFINE
VISITOR ECONOMY
OPPORTUNITIES
OVERVIEW
●Travel behavior and preferences
continue to evolve.
●Residents are feeling more
empowered to push back against
tourism that is not community
aligned.
4.2 STRATEGIC PRIORITIES
Role:Lead + Partner
Timeframe:Phase III
ACTIONS
●Engage residents to assist in defining the
types of tourism experiences/businesses
they want.
●Embrace and engage a broader
definition of visitor economy-related
businesses.
●Encourage the development of new
types of tourism jobs.
76
10.
ADVOCATE
FOR HOUSING CRISIS
SOLUTIONS
OVERVIEW
●Affordable housing and its relation
to staff shortages was a top priority
throughout stakeholder
engagement.
●Many productive discussions and
initiatives are ongoing at the City
and County level.
4.2 STRATEGIC PRIORITIES
Role:Advocate
Timeframe:Phase II
ACTIONS
●Advocate for tax on short-term rentals.
●Short-term accommodation study that
supports ongoing discussion with reliable
data.
●Advocate for developing more affordable
housing.
●Develop a communications strategy.
77
11.
DEVELOP RESIDENT
AMBASSADOR
PROGRAM
OVERVIEW
●Ambassador programs are designed
to set expectations for “temporary
locals”.
●An inspiring first impression of a
community.
4.2 STRATEGIC PRIORITIES
Role:Lead + Partner
Timeframe:Phase II
ACTIONS
●Co-create an ambassador program
with residents.
●Organize an end-of-season clean-up
day.
●Encourage community members to
provide better quality visitor
experiences.
78
ACTION WITH IMPACT OVERVIEW
●Actions that express the DNA of your
community and are co-created
and/or executed with your residents.
●These actions have intrinsic
communicative power and can take
many forms.
4.2 STRATEGIC PRIORITIES
Make your destination
management plan tangible
and encourage buy-in with
tangible action.
ACTIONS
●Educate and demonstrate your
values.
●Boost civic pride and reinforce
Aspenites’ love for their home.
●A group hug during a challenging
time when people are still facing the
impacts of COVID-19.
79
5EXECUTION
80
5. EXECUTION
The following table
provides suggested
timing for the rollout of
the strategy.
TIMEFRAME
81
The following
recommended KPIs can
be used to monitor the
success of the tourism
industry in Aspen and the
overall implementation of
this strategy.
5. EXECUTION
MEASUREMENT QUALITY OF EXPERIENCE
Visitor sentiment: Net Promoter Score Survey twice per year.
LEVEL OF WELCOME
Resident sentiment: Net Promoter Score Survey twice per year.
ECONOMIC VALUE
Average visitor spend: Visitor Travel Survey data, eventually able
to determine economic value remaining in the local economy.
ENVIRONMENTAL PERFORMANCE
Number of certified sustainable tourism experiences: Annual
industry survey.
82
THANK YOU
83