2020 ANNUAL REPORT VISION To create an environment for Aspen to thrive.
MISSION Attract visitors to the resort, foster a dynamic Aspen experience, and provide valuable member benefits to support a sustainable local economy.
VALUE PROPOSITION As a valued community asset, ACRA drives economic influence on local businesses. We help navigate daily challenges and connect businesses to opportunities, resources, and each other. The shared goal to strengthen Aspen’s business climate and expand opportunities within the region links ACRA’s members together. We are a committed ally and champion of your success.
CORE VALUES We are a welcoming organization that values and embodies the Aspen spirit
We cultivate transparent, open, and honest communications
We nurture and sustain long-term relationships
We honor the interconnectivity of the entire community
We facilitate balanced collaborative conversations
We adapt to dynamic changes in our ecosystem
We invite engagement through passion and fun
We celebrate the wonder of Aspen LETTER FROM THE PRESIDENT & CEO
2020 proved to be a year full of challenge and change for our community, our industry, and our country, one in which Defying Ordinary took on new meaning, and a new importance. For ACRA, it meant relying on the power in our connections and our alliances, seeking out and leveraging the talents of those around us, and demonstrating the courage to guide and lead. It was about embracing adversity and then defining new paths to economic recovery and sustainability.
I am extremely proud of the valuable role ACRA played in our collective response to the pandemic, revealing the extraordinary compassion and commitment of the ACRA board, our staff, and of course our members. Our success was due to a strong and consistent strategic focus on our vision, mission, and values, and an unwavering commitment to setting and reaching the highest standards.
Over the course of the year, ACRA facilitated balanced collaborative conversations by acting as a convener of important community stakeholders. We worked closely with city and county governments and the business sector to ensure a proactive approach to our common goals of getting back to business. We secured community marketing funding and received a State of Colorado GAP grant, ensuring we continue to be fiscally responsible.
This year we crafted a new five-year Strategic Plan for 2020 – 2025, a framework for board governance and organizational management that defines the goals, objectives, and strategies in executing our long-term vision. We updated our value proposition to ensure we are appropriately preserving and strengthening our value to members, visitors, and the community. We also completed a brand audit to establish a complimentary Chamber brand for Defy Ordinary, helping unite all our communication platforms with clear cohesive messaging.
As president of the Destination Marketing Association of the West, a national membership organization of more than 150 destination marketing organizations, I am working to connect industry leaders with new ideas and best practices that elevate our organization and our profession.
As always, ACRA’s goal is to strengthen Aspen’s business and nonprofit communities, and we are a committed ally and champion of your success. Together, we have created a way of doing business in Aspen that will never settle for mediocrity. I look forward to continuing the journey of helping our community find new opportunities to Defy Ordinary!
Debbie Braun President & CEO
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 3 BOARD OF DIRECTORS
CRISTAL LOGAN, CHAIR JEANETTE DARNAUER Non-Profit Service Aspen Institute Darnauer Group LLC
CHARLIE BANTIS, TREASURER NINA EISENSTAT Finance Service First Western Trust Aspen Marketing & Communications
JEFF BAY, ASSISTANT TREASURER ANDREW ERNEMANN Lodging Real Estate HayMax Hotels Aspen Snowmass Sotheby's International Realty
JOHN RIGNEY, SECRETARY ALAN FLETCHER ASC Representative AMFS Representative Aspen Skiing Company Aspen Music Festival and School
DAVE RESSLER, ASSISTANT SECRETARY HEATHER KEMP AVH Representative Retail Aspen Valley Hospital Sashae Floral
DONNIE LEE, CHAIR EMERITUS CARI KUHLMAN The Gant At-Large Vectra Bank DEBBIE BRAUN, PRESIDENT & CEO Aspen Chamber Resort Association LISA LEMAY Retail ROSE ABELLO Aspen T-Shirt Company Ex-Officio Snowmass Tourism MARIA MORROW Professional DAVID BAUGH Oates, Knezevich, Gardenswartz, Kelly & Morrow, P.C. Ex-Officio Aspen School District HEATHER STEENGE-HART Lodging ALINIO AZEVEDO St. Regis Aspen ASC Representative The Little Nell RILEY TIPPET Service SAM BARNEY Ski Butlers At-Large Hansen Construction, Inc. BILL TOMCICH At-Large PATTI CLAPPER Fly Aspen Snowmass County Representative Pitkin County TORRE City of Aspen Representative City of Aspen LETTER FROM THE CHAIR OF THE BOARD
The year 2020 started off with music in the clubs, snow on the slopes, shoppers in the stores, and sun in the skies. All was good as we looked forward to welcoming families and visitors from around the world into town for Spring Break. Nothing beats spring skiing except possibly winter skiing! However, our idyllic mountain, ski-town life was plunged into crisis almost overnight, when the dangers of the novel coronavirus caused a full shutdown in mid-March of our Aspen Snowmass resort and community.
As we worked to catch our breath and find our footing, the ACRA staff was already springing into motion with a full-scale plan to help. There was soon a deluge of information coming out about the public health crisis and the ACRA team digested the information and shared it out to the community at-large, including the visitors in town and those planning to travel. The ACRA staff quickly convened business sector leaders to collaborate on solutions.
As the ACRA team surrounded this new-found reality and crisis, their mantra continued to be: How can we help? They became the connective tissue the business community needed in order to have one voice, and to support each other by brainstorming solutions. As spring turned to summer, the ACRA team continued to answer the call. They became front-line ambassadors to welcome visitors, share safety information and protective masks, and way-finding information when major roads were closed due to wildfires.
The year 2020 has given the entire world the challenge of a lifetime. We have all been tasked with finding new ways to navigate the challenges we face. But there are indeed silver linings. The rulebook has been forever changed, and we are writing our future anew. We have new residents, new businesses, and our enterprises have been pressure-tested. Now, as we face the future together, let’s shine a light on the can-do spirit of those living in our valley today. The heroes. Those who risk their lives for others. Those who work tirelessly to keep the wheels of progress in motion.
Cristal Logan Chair, Board of Directors, Aspen Chamber Resort Association Vice President, Aspen Community Programs & Engagement, Aspen Institute
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 5 VISITOR EXPERIENCE
Visitor Services are the face of the organization and on the frontlines of guest interaction and education. Our team strives to deliver a visitor experience that defies ordinary.
Our front-line staff has done an outstanding job throughout the year. From January to March, it was business as usual with holiday travelers excited to be here for the typical Aspen winter vacation. Visitor Services operated four visitor centers at the North Mill Street office, the Wheeler Opera House, the Guest Pavilion, and the Aspen Airport to assist Aspen’s visitors and residents with information. All in-town visitors centers shuttered on March 15th. The airport remained open throughout quarantine to service the limited flights that were coming in and departing during that time. The 590 N. Mill Street office reopened June 1st and the Pavilion reopened on July 1st. Due to both COVID-19 and the historical preservation of the Wheeler Opera House our operation remains closed within the Wheeler Opera House lobby.
IN-TOWN VISITOR CENTERS The new year started out very well with great snow conditions and very happy skiers. Our in-town Pavilion staff saw above average numbers of visitors. The Wheeler Opera House information desk was also busy with guests in for performances and seeking additional information about dining and other activities. As usual, at the North Mill St. office, we helped skiers with information on parking and where to find the Galena shuttle to Aspen Mountain. We were beginning to see spring break families arrive and it appeared to be a successful winter season. Staff has done the best we can with the current limitations making sure all guests are educated on any restrictions that are in place and providing updates on any changes that may occur. We recognize the importance of answering questions with a positive tone and have focused on that. We try to express our gratitude that despite COVID-19, we appreciate their willingness to travel to our area.
AIRPORT VISITORS CENTER Pre – COVID-19: Winter season was robust with 28 to 37 daily flights arriving with guests eager to enjoy our winter activities. Passenger flow and traffic significantly improved throughout the airport with the addition of the security team managing the front drive pick-up and drop-off, our staff’s close communication with hotel shuttle drivers and airline representatives, enlarged secured boarding area and increased parking. Since COVID-19, our staff greets arriving passengers and answers many phone calls with a welcoming positive attitude, providing the latest COVID-19 information/restrictions/recommendations available and complimentary masks.
6 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT DEFY ORDINARY GIFT CARDS CORBEAUX X ACRA BUFFS WOODY CREEK HAND SANITIZER Gift Cards were distributed to lodging We partnered with local base layer We provided 75 gallons of Woody Creek partners to provide to their guests as a company, Corbeaux, to provide 2,000 Distillers hand sanitizer to businesses as way to offer value while maintaining rate branded face coverings to our hotels, to they reopened at the end of May and integrity. We distributed 6,000 cards and either provide to guests or their staff. beginning of June. have redeemed a total of 3,651 reimbursing $91,275 into 53 different local businesses.
AMBASSADOR PROGRAM In partnership with the City of Aspen, ACRA launched a COVID-19 specific ambassador program, from July 1 – September 7, 2020. Ambassadors educated visitors on the mandatory mask zone in the downtown core and handed out Aspen essentials kits which included a mask, the 5 commitments to containment postcard and hand sanitizer.
4 Ambassadors scheduled daily to offer education, 7,698 Total # of visitors engaged guest service support and engagement with visitors
VISITOR COUNTS BY LOCATION
AIRPORT PAVILION 590 N. MILL STREET WHEELER
January 9,526 January 3,463 January 265 January 396 February 9,886 February 2,685 February 220 February 370 March 1-15 4,361 March (until 3/15) 1,317 March (until 3/15) 110 March (until 3/15) 139 March 16-31 553 April - April - April 511 May - May - May 949 June - June 547 June 1,873 July 2,305 July 1,113 July 4,258 August 2,577 August 796 August 4,169 September 3,538 September 1,107 September 3,292 October 2,208 October 959 October 3,022 November 1,270 November 334 November 2,596 December 1,649 December 278 December 5,717 YEAR-END TOTAL 21,012 YEAR-END TOTAL 5,729 YEAR-END TOTAL 54,418
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 7 ORGANIZATIONAL VITALITY
ACRA strives to create an open and trusted atmosphere that inspires creativity. Our organization’s most valuable asset is our team, and protecting and growing that allows for the organization to thrive. In addition, we continue to follow best business practices to meet the evolving workplace and review all contracts for services with ACRA’s lawyer to ensure the organization is set up for success.
The work we did in late 2019 and early 2020 set the team up for success in a COVID-19 world. Each member of the team was set up for remote work capabilities with a laptop, remote server, Microsoft Teams and Comcast for Business remote phone applications. In addition, we conducted crisis communications training for the entire staff in mid-February. We closed the main office location on March 15th and pivoted to remote work immediately.
Since reopening our office in the beginning of June, we have allowed staff to work in the office or continue to work remote. We will continue to offer this as an option as long as circumstances dictate and will be converting our digital storage to a cloud based system in order to facilitate the continuation of this option.
8 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT BRANDING Aspen Defy Ordinary is aspirational and inspirational in nature and we have used it for 10 years to promote the destination. The business environment in Aspen is driven by an extraordinary level of local talent matched by a passion for community that is unparalleled. 2020 was the year to bring the efforts conducted by the entire organization under the Defy Ordinary branding, and ACRA Defy Ordinary was launched in June of this year. The new logo incorporates use of the ACRA acronym, highly recognizable locally and to membership, as well as outwardly defines Aspen Chamber Resort Association to visitors. A brandline including ACRA’s four departments Destination Management, Member Services, Special Events, and Visitor Services is incorporated, emphasizing the breadth of the organization and further strengthening ACRA’s identity. The same primary blue color, Pantone 646, that is used in the colored Destination Marketing’s Defy Ordinary logo, is also used in this new logo. Variations of the logo have been created for use as best suited for collateral’s format.
MEMBERSHIP DUES Members are the core of our organization and we offered 51 economic recovery grants to our members for a total of $19,677 to help members experiencing economic hardship continue to be members of ACRA. The average grant was $386. We offered anniversary adjustments and payment plans in addition to Economic Recovery Grants. Additionally, 63 member accounts were restructured to account for downsizing and loss of staff due to COVID-19.
NEW AGENCY 2020 brought a transition in ACRA’s Destination Marketing agency structure. We transitioned to a new digital agency, TwoSix Digital, who specializes in creative travel campaigns that drive results. The results of that partnership can be seen in all of our reporting metrics.
AWARDS
DESTINATION GOVERNOR’S SMART MEETINGS SMART GOVERNOR’S COLORADO CONFERENCE AWARDS WOMEN IN MEETINGS 2020: CONFERENCE AWARDS Business of Outstanding Individual Stellar Performer, Outstanding Community the Year Contribution to Sarah Reynolds Lasser Tourism Award: Roaring Colorado Tourism: Fork Gold Level Ride Debbie Braun Center – IMBA
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 9 DESTINATION PROMOTER
As your destination management organization, ACRA makes all decisions for promoting the destination as stewards of the place and as members of the local community. ACRA is mindful and focused on creating harmony between quality of life for the resident and maintaining economic vitality. Destination Management focuses on dispersion, education and communication and frames the work in those areas through a sustainable travel lens. COVID-19 has highlighted the need for destination management in many tourism destinations. The foresight of ACRA’s work in this area allowed for the organization to pivot some of our existing programming to accommodate for COVID-19 specific travel needs and create an environment for Aspen to thrive.
2020 OCCUPANCY WEBSITE STATS - 2020 VS. 2019 Occupancy YOY ADR Sessions +35.55% January 75% 0% -1.9% Users +18.28% February 79% 1% 2.7% New Users +19.36% March 34% -57% -13.1% Organic Traffic Sessions -29.95% April 1% -98% -17.9% Average Session Duration +23.53% May 2% -96% -41.7% Average Time on Page -9.95% June 24% -62% -27.2% July 59% -27% -3.8%
August 59% -21% 1.2% aspenchamber.org September 61% 3% 13% was relaunched in February 2020 with mobile October 53% 24% 25.1% first capabilities and editorial style design. November 32% 13% 27% December 41% -34% -18.8%
DESTINATION NEWSLETTERS We have 3 segmented newsletters going out to potential visitors, encompassing leisure travelers and wedding and meeting planners. We saw some of our highest engagement rates during the “stay- Wedding Planners Meeting Planners Leisure Travelers at-home” period of March and April, proving our content resonates Bi-annually to Quarterly to Monthly to with our readers and kept the dream of travel to Aspen alive. database of 387 database of 9,697 database of 25,059 Open rate: 41.7% Open rate: 22.3% Open Rate: 27.1%
10 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT SOCIAL MEDIA Social media is a critical component of any marketing strategy. @AspenCO shined bright this year when we paused all paid media and focused on keeping the dream of travel alive organically on all our channels. Social media also provides a platform for us to be nimble and react to changes locally or nationally. For example, using social media to communicate in real time about the Glenwood Springs fire and associated road closures was crucial this summer. Also, following the Justice Movement, we relied on our social channels to host diverse influencers and highlight how welcoming Aspen is as a destination.
174,475 (+23,529) followers // 174,635 (+23,007) page likes // 2,560,883 (+191.53%) average monthly reach
120,381 (+14,974) followers // 1,971,588 (+218%) avg. monthly impressions // 2,384 avg. saved posts per month // 1,814 avg. link in bio clicks per month
730,000 (+105%) impressions per month // 87,305 (+364%) link clicks // 224,167 monthly views
14,600 followers // 330,000 (+203,000) monthly impressions
BLOGS Our blog strategy is to create and provide relevant and useful information. This year we produced 104 blogs and traffic to the blogs on the website was up 65% over 2019.
MEDIA BUYS This summer we ran a “come back” campaign in place of our traditional summer media buy. This campaign ran on social media platforms including Pinterest and Twitter, which were new social advertising outlets for us this year. We also ran video advertising on connected TV and YouTube as well as a programmatic segment pushing out native content.
REGIONAL DRIVE MARKET In addition to our traditional campaign we expanded our reach with a regional campaign with video on Effectv TV and a digital push with Always Mountain Time News targeting in-state and regional drive visitors.
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 11 DESTINATION PROMOTER (CONT.)
MAROON BELLS RESERVATION SYSTEM The Maroon Bells reservation system was a great community partnership that allowed us to open this wonderful resource during a challenging time. Hosting the Maroon Bells reservation system on aspenchamber.org led to a 140% increase in page views on the Maroon Bells landing page. H20 Ventures facilitated close to 70,000 reservations, RFTA was able to accommodate 55,067 on the shuttle buses and 13,936 were self park car reservations. 77% of visitors to the Maroon Bells report visiting downtown Aspen before or after their trip, 36% indicate that the Maroon Bells was the primary reason for visiting the area.
SISTER CITIES As with many things this year, while we were physically apart, we connected with sister cities Queenstown and Bariloche to discuss operations and impacts, sharing best practices and learnings with each other. In addition, prior to COVID-19, ACRA supported the Bariloche Medical Exchange.
SUSTAINABLE TRAVEL Stewardship has been part of our active marketing initiatives since 2018, and our destination management role is a crucial piece to preserving the public lands and very amenities people come to visit in the first place. Our Aspen Pledge & How To content are examples of this initiative. The partnership with Pledge for the Wild empowers visitors to give back financially to those wild places they enjoy visiting. We were able to take stewardship a step further with action this year by partnering with Roaring Fork Outdoor Volunteers and chambers up and down the valley on a Valley Wide Clean Up at the end of September.
12 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT PUBLIC RELATIONS We hosted 40 journalists. Our messaging focused on how well Aspen was handling Public Health guidelines while still allowing for visitors to have a getaway and escape to the outdoors.
70.9 BILLION $72 MILLION TOTAL DOMESTIC & ONLINE TOTAL PR VALUE VIEWERSHIP/PRINT IMPRESSIONS
GROUP SALES STATS
2020 2019 Leads Sent 105 275 Lodging Revenue $351,607 $1,183,327 Booking Ratio 19% 32% Tradeshow Prospects 190 528 Sales Calls 24 129 Fam Attendees 31 45 Site Visits 3 17 @weddingsaspen followers 2,397 2,095 @weddingsaspen posts 403 339 @aspenmeetingsandevents followers* 295 - @aspenmeetingsandevents posts* 34 -
*Launched January 2020
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 13 CONNECTING
We facilitate connections to our member businesses and then further connect those businesses to each other. We focused on connecting the business community to Public Health and Governmental entities this year in order to support reopening our town while keeping its residents and visitors safe. In a time when being physically close isn’t possible, ACRA closed the gap on stakeholder connections in order to create an environment for Aspen to thrive.
MEMBERSHIP NEWSLETTER The membership newsletter is sent to the entire membership database and has an average open rate of 34% and an average CTR of 15%.
SALES HOTEL E-NEWS The sales team provides monthly updates to the sales managers at each property providing these partners with assets and group sales activity. These newsletters have an average open rate of 46% and an average CTR of 44%.
@ASPEN_CHAMBER SOCIAL ACCOUNT STATS
2,772 (+1,784) followers // 1,393,427 (+1,389,421) Facebook reach
2,939 followers // 70,124 (+61,840) Instagram reach
MEMBERSHIP WEBSITE HIGHLIGHTS
108 474 10,257 801 New Requests to Chamber Ski Pass page views on active members Join the Chamber Sign Up Business Directory +146% YOY
14 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT MEMBER SURVEYS
SPRING FALL Sent to 2,052 contacts via member enews and eblasts Sent to 2,030 contacts via member enews and eblasts 47% open rate 32% open rate Posted to Chamber Facebook Posted to Chamber Facebook 317 responses 191 responses
TASK FORCES Following “Stay at Home” orders due to the COVID-19 pandemic, ACRA convened business sector leaders and representatives on multiple task forces including: Tourism, Lodging, Restaurants, Events/Arts & Culture, Outfitters and Construction. The task forces facilitated collaborative conversations with Pitkin County Public Health to implement business reopening safety guidelines in the spring, and continued dialog throughout the year as conditions evolved, adapting to mitigation strategies as necessary. Task forces were led by members of ACRA’s board of directors and supported by staff.
LODGING RESTAURANTS EVENTS, ARTS & CULTURE OUTFITTER CONSTRUCTION TOURISM RECOVERY 25 members 26 members 45 members 22 members 5 members 20 members 9 meetings 10 meetings 6 meetings 2 meetings 6 meetings 3 meetings
PUBLIC AFFAIRS The ACRA Public Affairs committee met in August and October of 2020. Conversations centered around: • Utilizing the annual member survey to gauge COVID-19 impacts on the summer season and concerns about winter operations • The importance of shopping and buying local to support the community • Pitkin County Growth Management process which includes land use process for second homes, eliminating Transferable Development Rights, repurposing the TDRS, or continuing with TDRS as currently applicable. Pitkin County is targeting 2021 for final decision on this process. Public Affairs will focus on an FAQ, executive summary, pros and cons and scope of what is happening, and potential intended and unintended consequences to share with the community • The City of Aspen’s Lumberyard affordable housing project & community engagement • Airport Visioning Process was reviewed and noted support for vision committee and impacts to tourism and business as a top priority in the community right now
TOWN HALLS ACRA conducted and collaborated on several town halls in 2020 to provide the community and member businesses with access to clear communications in one location.
MAY SEPTEMBER OCTOBER NOVEMBER DECEMBER Reopening Town Hall Business and Tourism Outlook Business Town Halls 5 – Star Program and with ACRA Board Community Town Halls Town Hall with ACRA and work sessions with Visitor Affidavit Town of Directors, City of with City of Aspen Board of Directors and Pitkin County, ACRA Halls with Pitkin County Aspen, Pitkin County. facilitated by Design presentations from board of directors, and Task forces to Workshop reviewed ACRA Destination ACRA committees, address new visitor Updates were provided what did and did not Marketing, Aspen Snowmass Tourism, affidavit program from ACRA board work in summer and Real Estate, Fly Aspen Aspen Skiing Company implementation and the members and various gathered ideas for Snowmass, Aspen to discuss measures possibility of adapting business sectors, City winter operations. Skiing Company, RFTA to implement to slow Colorado’s 5-Star and County officials and Insights Collective. the spread going into COVID-19 Certification prior to the summer winter season. program. season.
PITKIN COUNTY COVID ALLIANCE Throughout the course of COVID-19 locally, ACRA collaborated on the Pitkin County COVID Alliance to ensure messaging was in alignment and consistent for all users. The Alliance consists of representatives from: ACRA, Snowmass Tourism, Basalt Chamber of Commerce, Aspen Skiing Company, City of Aspen and Pitkin County Public Health.
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 15 EDUCATION & COMMUNICATION
As the best first source of information into our community, education and communication is at the very heart of our organization. We embraced that role during a most challenging year, and believe we proved our value and strength in this arena by enhancing and sustaining a positive business climate, supporting resolutions to workforce issues and remaining an advocate for business on all levels of government.
HOW TO ASPEN IN A COVID-19 WORLD Again pivoting off of our existing “How To Aspen” campaign, which focuses on sustainable travel tips, we created a COVID-19 version of this series, illustrating how Aspen took public health measures seriously to create a safe environment for our community and guests. It also made the visitor aware of what expectations we had for them upon arrival. Videos are available for Dining, Outdoor Recreation, Shopping, Hotel & Condo Stays and General Awareness.
60 SECOND VERSION CONNECTED TV CAMPAIGN • Played on Facebook 278,485 times. 30 SECOND VERSION 15 SECOND VERSION Viewed to the 50% mark 18,539 times and 100% 5,825 times • Started 68,999 times • Started 89,291 times • On Stackadapt In-Stream Video, has been • Played to completion 65,947 times • Played to completion 87,011 times started 257,345 times, played to completion 127,993 times VIEW RATE OF 57% (INDUSTRY STANDARD OF 25%)
16 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT VISITOR RESOURCE GUIDE We created the visitor resource guide containing all of the public health information, “How To COVID-19” content & videos and packaged it as a downloadable .pdf for our stakeholders. Each webpage we directed media to contained links to the digital version of the resource guide. The chat bot also directed new visitors to this great resource.
RACK BROCHURE We cut our print run in half this year based on current circumstances, but continued to distribute across the state at the Colorado Welcome Centers and along the I-70 corridor, as well as locally. 30,000 20,000 SUMMER WINTER
INSIGHTS COLLECTIVE SPONSORSHIP ACRA sponsored content in the Aspen Times from the Insights Collective: A pandemic economic think tank. As a Destination Management Organization we are thrilled to bring you data driven knowledge on what to expect in the new normal. The partnership included 9 articles in the Aspen Times.
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 17 COMMUNITY VIBRANCY
The Aspen Chamber Resort Association strives to create special events that make memorable experiences and provide an opportunity for visitors and locals alike to enjoy our special mountain town. While flexing to guidelines and restrictions required for COVID-19 our goal is to continue to enhance experiences and invite engagement with targeted activations creating vitality to benefit the community. While Wintersköl took place in it’s traditional format, 4th of July & the 12 Days of Aspen activations pivoted due to group size limitations, and both the Aspen Arts Festival and our beloved FOOD & WINE Classic in Aspen were postponed until 2021.
WINTERSKÖL™ 4TH OF JULY Aspen’s annual “Toast to Winter”, Wintersköl 2020 incorporated several new elements, free and open to the public including: • Due to COVID-19, ACRA pivoted 4th of July to provide patriotic giveaways for • The tradition of logo development into an annual Wintersköl visitors and locals, incorporating health button continued. New in 2020, we created Wintersköl stickers and safety supplies and educational in addition, and provided the buttons and stickers for free to the information. Gift bags were filled with American flags, community. We also distributed them to local businesses for staff to wear during the event to help create awareness and demonstrate community Wintersköl spirit. patriotic bandanas, and LED red, white & blue glow wands as well as Defy Ordinary branded hand sanitizer, non-medical • The “Aspen Glow Parade” led by the United States Airforce Drum & Bugle masks, and the 5 commitments of containment information Corps in downtown Aspen was free for the community to participate in. cards. ACRA distributed complimentary, environmentally friendly LED glow supplies. Each registered “party” received a $20 bill (a play on 2020) upon arrival to the • ACRA hosted a 4th of July window decorating contest, fireworks viewing bonfire party in Wagner Park at the completion of the parade. encouraging patriotic spirit in the downtown core.
• ACRA hosted an après ski & parade headquarters party at the W Hotel. A Free Paint Your Own Glow T-Shirt station was provided to create a shirt to wear in the parade, accompanied by complimentary tasty bites. 12 DAYS OF ASPEN
• Back by popular demand, ACRA implemented a revised soup competition, Soupsköl • ACRA provided Defy Ordinary 2.0, in partnership with Aspen Art Museum and SO Café. 9 restaurants participated branded neck/face coverings, created (maximum allowed based on available space) drawing hundreds of attendees. by local outdoor clothing company Corbeaux, as a holiday giveaway on • ACRA co-hosted a Friday Morning Up-Hill Social for the first time as part of Christmas Day at the visitor Pavilion Wintersköl. This supported the City of Aspen’s Uphill Initiative by providing education on Cooper Ave. as well as at the airport. information about uphilling with the event description on the schedule of events. The event included a free breakfast for uphillers, raffle price giveaways up top, and • ACRA hosted a “Santa Safe” Santa presence in downtown each participant received a complimentary Wintersköl button at the bottom prior to ascension. Aspen. Santa rode downtown Aspen in a festive horse drawn wagon waving to passersby, creating a sense of Christmas • ACRA expanded WinterFest’s Bow Wow Kids Zone incorporating a temporary magic. Wintersköl logo tattoo station and face painting in addition to dog bone shaped cookie decorating area.
18 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT 7908 REASONS TO SHOP LOCAL
We pivoted the existing campaign to incorporate meaningful insights from member businesses to encourage fellow locals to spend their dollars within our own community. 3 million impressions were served across Aspen Daily News, The Aspen Times, Aspen Sojourner & via our digital campaign managed by TwoSix Digital. CTR of 1.43% for entire campaign.
The holiday spin on our summer “7908” campaign further requested that our community consider SHOP SMALL THIS HOLIDAY SEASON — shopping in small businesses, our small town and of course, due to COVID-19, in small groups.
630,000 $0.71 1% impressions cost per click average CTR
MOVIES AT THE MEADOWS
A FREE drive in movie event for the community. This event was a great community collaboration.
PHOTO ASSETS FOR PARTNERS
We purchased images from local photographers and provided those to our stakeholders free of charge, to be able to use in their communications. Member budgets were down, and we aimed to amplify the message that visitors were welcome in Aspen.
COOPERATIVE ADVERTISING OPPORTUNITIES FOR ARTS & CULTURE ORGANIZATIONS
Our arts & culture non profits were among the hardest hit industries locally due to gatherings being restricted. We supported them by creating a co-op ad in Aspen BREATHE THE AIR OF CREATIVITY Magazine and its Houston sister publication as well as in Mountain Living, highlighting
We offer it all, and now we’re bringing you the arts experiences you love, in person, or online. some of their virtual offerings. Additionally, we utilized the We-Cycle panels around town Oscar® winners on the screen. New York Times Best Sellers on the stage. World-class theatre on the banks of the river. Classical music meets contemporary ballet. Intimate jazz performances accompanied by modern art. Historic perspectives set against mountain views. Create your own masterpiece, enrich your soul, from anywhere, at any time. Creativity has gone virtual. for 5 weeks this summer to promote the same.
Photo: Esther Macy Nooner, Studio Coordinator Photography and New Media Anderson Ranch Arts Center, Maroon Bells, 2019
2020 ANNUAL REPORT | ASPEN CHAMBER RESORT ASSOCIATION | 19 $451M 2019 ASPEN SNOWMASS Economic ECONOMIC IMPACT STUDY Output 12.4% 70% 30% Total Economic 2,831 Impact of Arts & $167M Arts & Cultures Total economic Total Economic Direct, indirect, economic Impacts of Arts Impact of Arts & and induced Culture in Pitkin Labor output in Pitkin & Culture are Culture are County attributable to attributable to jobs in Pitkin County in 2019 Income direct effects indirect effects County $3 BILLION PITKIN COUNTY TOTAL ECONOMIC OUTPUT IN 2019 $274M Value Added
$91M Economic Output
OPERATIONS AND OPERATIONS OF 5.8% 37.4% 56.8% PROGRAMMING 569 12 PARTICIPATING $32M investment earned contributions income revenue OF PARTICIPATING IMPACT Direct, ORGANIZATIONS Labor indirect and Income STUDY ORGANIZATIONS induced jobs $60 MILLION $54M TOTAL REVENUE OF 12 PARTICIPATING ORGANIZATIONS Value added
volunteers board members art exhibitions delivering serving total of 492 198 30 people served through total total 568 2,497 guided tours served programming for special populations volunteer volunteer 69,310 total of 3,100 customers customers including seniors and underserved communities 3,360 hours 5,121 hours
campers/ 960,643 students 13,900 unique website visitors 13 8 13,135 6,023 registrations for schools served in schools served outside performances709 320,000 person-hours spent in schools by staff 78% paid attendance classes, workshops Roaring Fork Valley Roaring Fork Valley providing social media followers and artists from reporting organizations 22% free attendance and lectures entertainment for 175,000 email recipients attendees fairs and Art & Culture facilities 146,000 rented for third party 700+ festivals stories in local, regional, 14 18,167 events which hosted 453,068 58 77% paid national and 38,137 paid attendees 158 total attendance at total attendees open rehearsals or international media paid attendees unique films shown 23% free 38,1377,134 free attendees film screenings people master classes 7,134 free attendees 7,198
STUDY PARTNERS:
Full-time Roaring Fork 44% Valley Residents AUDIENCE PROFILE ECONOMIC IMPACT OF OTHER 43% ARTS & CULTURAL PRODUCTION Second homeowner 20% in Roaring Fork Valley Flew to ASE via commercial airline
33% Overnight Visitor $68M $124M Economic Output 2% Day Visitor Economic Output TRIP SPEND BY 4% Flew to ASE via OTHER EMPLOYERS 620 ARTS & CULTURE $28M private or charter plane INVOLVED WITH 812 ARTS & CULTURE $64M Direct, indirect VISITORS Labor Income Direct, PRODUCTION AND Labor and induced indirect Income jobs and SUPPORT SERVICES induced jobs $44M 16% 65% 34% Flew to $85M Value other airport Value added 63.1 added average age
$150k average household income 37% architecture • landscape architecture • interior design • photography • publishing 48% broadcasting • motion pictures • art galleries • florists • book stores • music stores Paid lodging 56% 11 (hotel, condo, Airbnb, VRBO, etc) average nights for Drove to Aspen music and arts education • library • performing arts • custom woodwork visitors on overnight Aspen Snowmass metalwork manufacturing • jewelry manufacturing • printed goods manufacturing 33% trip IMPORTANCE OF Vacation home or timeshare Snowmass30% Village ORGANIZATIONS’ PROGRAMMING IN Vacation10% home owned by 45 family or friends average nights for DECISION TO VISIT 8% second homeowners Down Valley 6% (Woody Creek - With family or friends living Glenwood Springs) ARTS DRIVEN in the area 25% My only reason for coming SECOND HOME PURCHASES 7% $119 $74 Fulltime Resident Fulltime my only reason Aspen Snowmass Downvalley 12% for purchasing Resident $122 Half of my reason Fulltime Downvalley for coming Resident $168M % $151 Economic 25 Second Homeowner $655 Output Second Half of my reason Homeowner for purchasing 25% SECOND HOME No influence, PURCHASES I would have 830 $685 $253 INFLUENCED BY $43M Overnight Overnight come anyway Direct, Labor Visitor Visitor ARTS & CULTURE % indirect Income 14 $172 $109 Day Visitor Day Visitor and No influence on induced purchase decision jobs 9.1% average rating of Per capita trip spend per attendance occasion at Per capita trip spend attributable to positive experience $91M 12 Organizations' programming 12 organizations' programming with the programming Value Motivation for purchase on 1-10 scale added of a second home $92 MILLION AGGREGATE ATTENDEE SPEND To Our Members; OPERATIONS $747,097 DUES 2020 was a year that gave us all opportunity and incentive to take $476,500 GRANTS GENERAL a hard look at our businesses and how we could make them more $430,855 $422,633 flexible and resilient. At ACRA, we too thoroughly reviewed our business model to re-evaluate what we do, why we do it, and how PARTNERSHIPS to do it better. As with virtually every other business in Aspen, we $96,000 made changes. GENERAL SERVICES $71,250
As usual there was natural attrition in the ACRA staff, but we also had to use furloughs and layoffs to match our costs to reduced incomed. Through these changes, coupled with additional external COVID-19 factors, we saw the opportunity to streamline our business and redefine departments for efficiency going forward into 2021. We consolidated Chamber operations, combining the Airport Guest services function with the in-town services. Additionally, we folded TAX REVENUES GENERAL EXPENSES Special Events into Destination Marketing as these two departments $2,800,000 $2,100,000 really go hand in hand bringing vibrancy to the community and providing added value to our visitors. OPERATIONS $757,000
ACRA ended 2020 in a reduced but still solid financial position. As CO-OP FUNDS we look forward to 2021, ACRA will continue to provide value for $51,000 our members and visitors and do all we can to promote and support GROUP Aspen’s business community. PARTICIPATION $20,000
Thank you, Charlie Bantis Chair, ACRA Finance Committee
CONTRACT FOR SERVICES $306,060 OPERATIONS $255,649
Please note these budgets are COVID-19 Adjusted Budgets.
In March 2020 all budgets were re-adjusted to account for GENERAL EXPENSES shortfalls as a result of COVID-19 fallout. $50,411 COMMITTEES ACRA provides community members with various opportunities to volunteer and serve on our committees.
THE 2020 COMMITTEES WERE AS FOLLOWS: Executive Committee Finance Committee Public Affairs Committee Marketing Advisory Committee
AFFILIATIONS ASE: Visioning Committees Association of Chamber of Commerce Executives Brand USA Colorado Chamber of Commerce Colorado Destination Marketing Organization Colorado Tourism Office Destination Colorado, Sarah Reynolds Lasser, Board Member Destinations International Destinations Marketing Association of the West, Debbie Braun, President Meeting Professionals International Northwest Colorado Council of Governments Rotary Club of Aspen Sister Cities Society of Incentive Travel Excellence U.S. Travel Weddings International Professionals Association, Liz Cluley, Board Member Western Association of Chamber Executives
STAFF DEBBIE BRAUN DIANA MORRISSEY President & CEO Visitor Services Manager
KRISTEN ANDERSON GUEST SERVICES: Executive Assistant Cindy Fioroni Dina Kinsman JENNIFER ALBRIGHT CARNEY Sue Wall Vice President of Event Marketing Beatriz Elting
ELIZA VOSS Director of Marketing SUSAN BANTIS Airport Guest Service Director JESSICA HITE Senior Marketing Manager AIRPORT AMBASSADORS: Bob Albright BRIDGET CROSBY Pat Althouse Marketing Manager Sylvia Balcom George Johnson SARAH REYNOLDS LASSER Bill Post Senior Director of Business Development Darlene Walsh Jackie Kasabach LIZ CLULEY Heather Rydell Senior Sales Manager
KATHRYN DZIEDZIC Senior Membership Manager
22 | ASPEN CHAMBER RESORT ASSOCIATION | 2020 ANNUAL REPORT THANK YOU FROM ACRA
The Aspen Chamber Resort Association would like to acknowledge the community collaboration that took place during a most unusual year. Aspen has proven to be resilient time and time again. Working alongside our partner agencies - the City of Aspen, Pitkin County, Aspen Skiing Company, and Snowmass Tourism - throughout the curveballs of 2020 really highlighted the strengths and the passion within our community. Our organization is strong because of our members and community partners. We applaud your hard work and look forward to working together in the year ahead.