Player surge drives discussion over Aspen Golf Club operations

A surge in players affecting tee-time availability at Aspen Golf Club is prompting the city to consider taking a mulligan on the 18-hole course’s business plan.

Aspen City Council spent a Monday work session questioning whether Aspen Golf Club, the only public course in the upper Roaring Fork Valley, should operate primarily as a community amenity or shift toward becoming a profit center.

Sirius Golf Advisors, LLC, selected through a competitive request-for-proposal process, was brought on board to assist with consulting services. Their Monday initial presentation showed that Aspen Golf Club, which currently has many infrastructure improvements on its wish list, could generate more revenue through restructuring pass availability and sales “without drastically increasing fees.”

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“One of the recommendations that staff was showing us in order to generate more revenue, is trying to simplify things,” Aspen Golf Course General Manager Jim Pratt said. “By looking at reducing the amount of passes we make available, and incorporating some sort of prime rate for residents, for those who do not wish to invest in a regular pass, could still receive a reduced rate by showing proof of their residence in the area.”

More and more players took to Aspen Golf Club greens due to the COVID-19 pandemic. Numbers show the club, roughly hosting 30,000 rounds played annually, saw that number drive up to 36,000 rounds played in 2020 alone. Meanwhile, the platinum season-pass price for 2024 is $3,250.

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Though there’s not much time left before winter comes, all 2024 season-pass levels — platinum, gold, silver, punch, twilight — are sold out.

“Does a discount per round exist for residents?” Aspen Mayor Torre asked, an option city and golf staff are looking into. “I want discounts for residents, even if they are not pass holders.”

City Councilmember Sam Rose agreed, saying he’d like to see a subsidized model to keep it affordable. 

“I’d most likely be supportive as long as we can come up with the funding, and avoid privatizing the course,” he said. “The seasonal pass is known as the rich man’s pass and I am curious if we increase the price of that, could we then offer cheaper passes to the other community members?”

Aspen Golf Club, around since 1961, has evolved over the years into a beloved local asset, offering year-round recreational opportunities with a strong focus on affordability and accessibility, according to the city. The course was the first open space parcel purchased by the city in 1972.

But now, more players and more use means the course might require some improvements. The consultants’ analysis conducted earlier this summer focused on the golf course’s infrastructure, including the clubhouse, cart barn, practice areas, and maintenance facilities.

With the clubhouse now over 22 years old and in need of substantial capital improvements, it was noted that upgrades and expansion would soon be necessary as the operations for golf, tennis, Nordic, and the restaurant had outgrown the current facility.

Meanwhile, golf staff mentioned that the majority of labor comes from seasonal workers, putting a strain on staffing needs.

One potential strategy discussed was partnering with other Parks and Recreation programs, such as the Nordic trails team, to provide consistent staffing and operational benefits year-round — a model that had proven successful in similar golf/Nordic operations elsewhere, according to the consultants.

City Councilmember Bill Guth said he would like to hear more and learn about the entails of the leasing model.

“I would like to see an RFP on the leasing model, and I’m not saying I support that,” he said. “I would be curious to see what comes back.”

He also brought up how passes are subsidized through community improvement funds, for both residents and those who live down to Basalt. Guth had concerns about subsidizing those passes non-Aspen residents.

Financially, the Aspen Golf Club had demonstrated robust growth, with revenues exceeding $2.9 million in 2023 and an ending fund balance of $2,273,575, according to city documents. The business plan’s central objective was to ensure that the golf program remained financially sustainable while continuing to meet community expectations.

Torre said that he doesn’t see a structural deficit in the numbers but had questions about what else staff and consultants are considering for the capital improvements.

Staff mentioned that cottonwood roots have been upending some of the tennis courts, to which Torre responded that he is well aware. 

A detailed business plan report is anticipated by the consultants, based on feedback from this work session, for later in the fall.