Crescent Hill at Hitchcock Master Plan PDF Free Download
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CRESCENT HILL AT HITCHCOCK
Master Plan
MAY 2025
Table of Contents
INTRODUCTION 1
PART ONE. THE MASTER PLAN 11
I. Master Plan Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
II. .. . . . . . . . . . . . . . . . . . . . . . . . . 15
III. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
1| Operating Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2| Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3| Programs & Events. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
4| Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
5| Disregarded Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
PART TWO. FINANCIAL ANALYSIS 37
I. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
II. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
III. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
IV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
V. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
VI. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
VII. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
VIII. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
PART THREE. FOUNDATION 75
I. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
II. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
III. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
IV. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
V. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
APPENDIX A. SITE ANALYSIS & MAPS A-1
APPENDIX B. COMMUNITY ENGAGEMENT & INPUT B-1
APPENDIX C. MARKET ASSESSMENT C-1
TABLES
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CHARTS & FIGURES
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Introduction
2 CRESCENT HILL AT HITCHCOCK MASTER PLAN
On December 30th, 2021, Pottawattamie County
(the County) acquired the Crescent Hill at Hitchcock
(Crescent Hill), known most recently as Mt. Crescent
Ski Area, near Crescent, Iowa, with the support of the
Iowa West Foundation, an advocate for sustainable
regional development. Located in the globally
signicant Loess Hills and adjacent to Hitchcock
Nature Center (HNC), this acquisition is part of the
County Conservation Department’s (Pottawattamie
Conservation) ambitious vision to establish one
of the largest natural areas in Iowa. This plan will
enhance access to high-quality public lands, promote
recreational tourism, and support environmental
conservation in a region that holds immense ecological
and recreational value.
BACKGROUND & SIGNIFICANCE
The Loess Hills landform, within which Crescent
Hill resides, is a rare landform found only along the
western edge of Iowa and near Beijing, China, making
Crescent Hill a unique and signicant destination. Due
to its fragile soil and immense conservational value,
much of this area remains unsuitable for development
A New Chapter, A New Name
Originally called Crescent Ski Hills, Crescent Hill at Hitchcock has been a part of the
fabric of this community since 1961. Since that me, the ski area has turned the
pages of progress, developing from a lile-known and undeveloped hike-and-ski
desnaon to an area providing ski li services via two lis and no longer reliant
upon Mother Nature for snow. However, despite the progress made over the
last 60 years, it has primarily remained a winter-only desnaon for community
members. As Poawaamie Conservaon explores the future potenal of the ski
area, it has become clear that the area can oer more than just winterme fun,
marking a new chapter in the story of this much-beloved downhill desnaon. To
mark this new chapter, and the new vision for the future of the area, it seemed most
appropriate to provide the area with a new name.
The new name is Crescent Hill at Hitchcock which provides a nod to the ski area’s
history, maintains the decades-long connecon to the nearby community of
Crescent, and helps the public understand that it is now part of Hitchcock Nature
Center. Further, this name puts the focus back on the Loess Hills landform itself—
aer all, without our globally signicant Loess Hills, the current winter and potenal
four-season acvies we are able to oer there would not be possible.
INTRODUCTION 3
or agriculture, preserving its natural beauty and
creating an ideal setting for outdoor recreation,
including skiing and multi-season activities in the
heart of the Great Plains. Crescent Hill’s ecosystems,
comprised of remnant prairies and woodlands, not
only enhance the visitor experience but also play a
crucial role in protecting water quality, preventing
erosion, and supporting wildlife, including pollinators
unique to the region. With less than 0.1% of Iowa’s
native prairie remaining, conserving this landscape is
vital.
In June 2023, the County expanded hiking trails
that loop through Crescent Hill, making it ofcially
part of Hitchcock Nature Center and offering year-
round access to recreational opportunities. These
enhancements reect the County’s long-term goal
of integrating Crescent Hill into the broader HNC,
ensuring that it serves as both a recreational hub and
a conservation landmark for future generations.
CONTEXT OF THE
MASTER PLAN
Pottawattamie County has engaged SE Group, a
renowned leader in outdoor recreation and resort/ski
area planning, to develop a comprehensive Master
Plan for Crescent Hill. This Master Plan will lay the
foundation for transforming Crescent Hill into a
four-season recreation destination while ensuring
environmental and economic sustainability.
The Master Plan aligns with the County’s broader
mission of balancing ecological stewardship with
recreational use. The plan is shaped by the County’s
vision of creating a multi-season recreational
hub, accessible to both locals and visitors, while
preserving the natural integrity of the Loess Hills and
leveraging Crescent Hill‘s existing assets to enhance
the community’s connection to nature. The Master
Plan also responds to the area’s designation as an
enterprise fund, and the need for continued nancial
viability of the operation. The Master Plan illustrates
the alignment of these Guiding Principles and
provides the supporting analysis to inform the on-
going decision making as the plan advances toward
implementation.
The Master Plan also distinguishes between
the “Existing Ski/Ride Operation” and the “New
Offerings” introduced in this plan, with the latter
being the primary focus. Many of the New Offerings
are summer-oriented, and care was taken to ensure
that these proposed activities, programs, events,
and facilities have either a helpful or neutral impact
to the Existing Ski/Ride Operation. This plan also
considers the market potential of the Existing Ski/
Ride Operation and its expected contribution to
Crescent Hill’s overall nancial performance.
4 CRESCENT HILL AT HITCHCOCK MASTER PLAN
THE PROCESS
The Master Plan development process is grounded
in data-driven analysis, community engagement, and
expert consultation. Key elements of the planning
process include:
• Market Research: Evaluating multi-season
recreation opportunities that align with Crescent
Hill’s capacity and the region’s tourism potential.
• Operations Review: Assessing current ski and
recreational operations to identify ways to
optimize both winter and year-round activities.
• Site Analysis: Conducting an environmental and
infrastructure review to ensure that development
plans respect the natural landscape while
maximizing recreational potential.
• Community Engagement: Engaging residents
and visitors through community meetings and
surveys, ensuring that the community’s voice is
central to the planning process.
• Financial Analysis: Conducting a pro forma
analysis to assess the nancial viability of
proposed developments, and clarify the future
levels of visitation and revenue generation
that will be required for the plan to be
both sustainable and practical for phased
implementation.
INTRODUCTION 5
IMPLEMENTING
THE MASTER PLAN
This Master Plan is the foundational rst step in the
transformation of Crescent Hill into a four-season
recreation destination. The Plan:
• Provides guidance and supporting validation for
the upgrading of the existing ski area operation
as well as for additional year-round activities.
• Illustrates where the proposed activities and
facilities will be located at Crescent Hill.
• Outlines the nancial metrics that will be
needed for future nancial sustainability and
summarizes the positive market indicators that
support achieving this goal.
Additional detailed planning and design would
be undertaken prior to implementing each of the
proposed improvements outlined in the Master Plan.
As vendors in the outdoor recreation space continue
to innovate, new activities may be considered and
added to the Plan. As the operation evolves, and
market conditions change, the nancial metrics
would be revisited and adjusted. Moving forward,
the Master Plan and its Guiding Principles will be
a valuable reference tool as the various proposed
projects are advanced and will continue to inform
decision making.
Additionally, the Pottawattamie Conservation team
will continue to apply conservation-oriented Best
Practices to the future planning and design work of
implementing the Master Plan, to insure continued
protection of the Loess Hills.
6 CRESCENT HILL AT HITCHCOCK MASTER PLAN
THE TEAM
SE Group, in collaboration with Pottawattamie
Conservation and local stakeholders, is leading the
charge on this comprehensive plan.
SE Group brings over 65 years of expertise in planning,
designing, and developing ski areas and resorts,
mountain communities, and outdoor recreational
spaces. Rooted in the belief that outdoor recreation
enriches lives and supports thriving communities, SE
Group has become a leader in resort and recreation
planning.
Known for blending creativity and collaboration, SE
Group consistently uncovers the unique potential
of each project—ranging from local ski hills to
internationally renowned resorts—while maintaining
a focus on sustainability and community connection.
Their multi-disciplinary team of experts in landscape
architecture, economic analysis, environmental
planning, and community engagement ensures that
each project is tailored to meet the needs of both
clients and the communities they serve.
What sets SE Group apart is their passion for the
outdoors, with a team of outdoor enthusiasts who
bring a spirit of adventure and innovation to their
work. This approach has earned SE Group a reputation
as a trusted partner in creating vibrant, multi-season
destinations that benet both the environment and
the community.
SE Group’s expertise, combined with insights from
community members and County ofcials, ensures
that the Master Plan for Crescent Hill will strike
a balance between enhancing the recreational
experience and preserving the unique environmental
characteristics of the area.
Together, this collaborative effort will create a
visionary roadmap that ensures Crescent Hill
remains a cherished regional destination for
outdoor enthusiasts, while contributing to the long-
term ecological and economic sustainability of the
operation.
INTRODUCTION 7
Economic Development and Tourism Agencies
»Advance Southwest Iowa Corporation
»Council Bluffs Area Chamber of Commerce
»Council Bluffs Convention & Visitors Bureau
»Golden Hills RC&D
»Iowa West Foundation
»Metropolitan Area Planning Agency
»Visit Omaha
»Travel Iowa
»Western Iowa Development Association
Recreation and Sporting Groups
»Dundee Ski Club
»Crescent Hill Ski Patrol (Previously Mt.
Crescent Ski Patrol)
»Greater Omaha Trail Runnerz (GOATz)
»Loess Hills Nordic Ski Patrol
»Omaha Sports Commission
»T.H.O.R (Trails Have Our Respect)
Conservation and Educational Institutions
»Council Bluffs Community School District
»Council Bluffs Schools Foundation
»Creighton University
»Crescent Nature School
»Green Hills AEA
»Iowa State University Extension Ofce
»NorthStar
»Pottawattamie Conservation
»Pottawattamie Conservation Foundation
»Tri-Center Community School District
»University of Nebraska at Omaha
Municipalities and Government Entities
»City of Crescent
»Community of Honey Creek
»Pottawattamie County Board of Supervisors
»Pottawattamie County Conservation Board
»Pottawattamie Conservation Staff
ACKNOWLEDGMENT
& THANKS TO OUR
STAKEHOLDERS
At the heart of the Crescent Hill Master Plan is the
belief that community ownership of the process is
essential. The involvement of local voices ensures that
the plan is not only reective of the public’s desires
but also designed to create a future that benets
everyone who interacts with the land. Pottawattamie
Conservation, in partnership with SE Group, made it
a priority to reach out and actively involve those who
use and care about Crescent Hill. This collaborative
approach allowed for a richer, more comprehensive
vision of what the ski area can become as it transitions
into a four-season recreational hub, all while
safeguarding the ecologically signicant Loess Hills.
Between January and May 2024, County staff
conducted nine stakeholder interviews with 91
individuals representing community groups with
special interests in recreation, conservation, tourism,
community development, and education. We would
like to extend our deepest gratitude to the following
stakeholders who contributed their time, insights, and
collaboration to the development of this Master Plan.
Their valuable input on the current and future uses
of Crescent Hill at Hitchcock has played an essential
role in shaping our vision for the positive impact this
area will have on the local community and the region
of Western Iowa and Omaha, NE.
8 CRESCENT HILL AT HITCHCOCK MASTER PLAN
In 2023, SE Group undertook an informal survey of
ski area operators to explore the question “What
denes success?” within the context of multi-season
operations. The responses spoke to a myriad of
reasons including nancial metrics such as return on
investment, covering operational costs, generating
prot to self-fund future capital projects, as well as
broader contributions such as retaining staff year-
round, maximizing use of the facility, providing
a community recreation and/or environmental
education resource. This research conrmed that
many operations have very complex and nuanced
denitions of success, and that considering this
bigger picture goal is critical when developing long-
term plans.
Crescent Hill at Hitchcock participated in this research
endeavor and was featured in the subsequent
“What Denes Success” presentation at Ski Area
Management’s Summer Ops Camp conference
(September 2023) and article in the magazine’s
November 2023 edition. Pottawattamie Conservation
Executive Director Jeff Franco’s response provides a
poignant touchpoint for this Master Plan, speaking to
the delicate balance between conservation and use.
INTRODUCTION 9
“Almost paradoxically, as the ‘keeper’ of these natural spaces, we are also
charged with allowing and encouraging the public to physically experience
the land in our care and to sustainably manage the resulting impacts. The
hope is always that by experiencing the land, and witnessing our example
of what a healthy human-natural environment relaonship looks like, our
visitors grow a greater respect and appreciaon for it, and ideally, greater
support for its care and how they interact with it. And, as a government
enty with elected ocials calling the shots, we are expected to accomplish
all of this with as lile of our taxpayer dollars as possible.
So, our ‘success’ statement would read something like this:
Success is achieved when the human and the natural environments
ourish through actions that promote the well-being of both. We further
succeed when, by our acons and words, we challenge and change our
visitors’ noons of what it means to have a healthy relaonship with the
natural world. And, if in the process, we can manage to give a few dollars
back to the people, all the beer.”
- JEFF FRANCO
Executive Director, Pottawattamie Conservation
10 CRESCENT HILL AT HITCHCOCK MASTER PLAN
PART ONE.
The Master Plan
12 CRESCENT HILL AT HITCHCOCK MASTER PLAN
I. Master Plan Guiding Principles
The Guiding Principles are the factors that inuence the decision making related to the inclusion
of activities, facilities, programs and events in the Master Plan. Grounded by these Principles, the
Master Plan reects a balanced approach between education, recreation, conservation, and nancial
viability.
1| CONSISTENCY WITH
POTTAWATTAMIE
CONSERVATION’S MISSION
The mission of Pottawattamie Conservation is
to provide meaningful experiences for people
of all ages with the unique natural resources
of Pottawattamie County through diverse
and sustainable education, recreation, and
conservation opportunities.
2| BALANCE BETWEEN
CONSERVATION & USE
Pottawattamie Conservation promotes an
appreciation for Iowa’s unique natural areas
through year-round environmental education
programming, natural resource management,
and habitat restoration, as well as many
recreational activities at any of the county
parks. Pottawattamie Conservation offers
exceptional opportunities to experience and
explore the outdoors.
3| CONNECT WITH &
COMPLEMENT HITCHCOCK
NATURE CENTER
Crescent Hill sits directly south of
Pottawattamie County’s Hitchcock Nature
Center (HNC) and is nestled in the globally
signicant Loess Hills. The acquisition is part
of Pottawattamie County’s plan to create one
of the largest nature areas in the state in an
effort to increase access to high-quality public
land and recreation in Iowa.
As of June 2023, new hiking trails at HNC
loop through Crescent Hill and connect the
two areas, making Crescent Hill accessible
year-round.
PART ONE. THE MASTER PLAN 13
4| SUSTAIN A VIABLE
BUSINESS ENTERPRISE
The Pottawattamie County Board of
Supervisors designated Crescent Hill as an
enterprise fund in 2023. Moving forward,
the area will primarily rely on prots and
outside funding for operational needs and
four-season development. While Crescent
Hill may occasionally receive support from
Pottawattamie County, this approach is
meant to largely insulate the taxpayers from
operational costs and to inspire community
investment to develop the area as a regional
destination for winter and all-season
recreation in the globally signicant Loess
Hills.
5| INFORMED, INTENTIONAL,
INCREMENTAL GROWTH
OF MULTI-SEASON
OPPORTUNITIES
Build upon the existing Crescent Hill business
and larger HNC destination with activities,
programs and events that drive visitation to
the area, contribute to the “conservation,
education, recreation” experience, and support
the continued economic sustainability of the
Crescent Hill operation.
6| OPTIMIZE THE EXISTING
BUSINESS FIRST
Crescent Hill at Hitchcock has been a
designated ski area since 1961 and is one of
just three ski areas in the state of Iowa. It is
also the only ski area in close proximity to the
greater Omaha-Council Bluffs metropolitan
area with a population approaching 1.5
million. Maintaining and improving this
regionally unique recreational opportunity
for nearby residents and visitors is incredibly
important to surrounding communities and a
top priority for Pottawattamie Conservation
in coordination with positioning the area as
a four-season attraction. While the potential
development of four-season activities will
no-doubt generate a great deal of excitement
in the near future, the developers of this
plan recognize that the wintertime assets
of Crescent Hill at Hitchcock will remain a
cornerstone of operations and our community
for years to come.
7| FOCUSED OPERATIONS
Protability goals will be dependent on “right-
sizing” the amount of activity, pricing, and
hours of operation with the potential visitation
to the area to maximize use during operating
hours AND limit under-utilization of stafng
and other operational expense.
14 CRESCENT HILL AT HITCHCOCK MASTER PLAN
PART ONE. THE MASTER PLAN 15
II. Master Plan Orientation:
The Crescent Hill Experience
The Crescent Hill Master Plan includes a combination of activities, programs and events that collectively
deliver a unique and memorable experience to its users. The Master Plan considers how the future target
market will view Crescent Hill, what will attract them to the area, and what will encourage repeat visitation –
and what, ultimately, will lead to success.
“It’s our hill!”
SKI AREA FIRST.
Crescent Hill is rst and foremost a community ski hill. It will be the best place to learn to ski,
hone your skills, connect with your community, and celebrate winter (i.e., not JUST ski but
also tubing and special events).
“There’s so much to do here!”
A FULL DAY AT CRESCENT HILL & HITCHCOCK NATURE CENTER.
Crescent Hill will be the acvity hub of HNC, encouraging visitors to extend the stay,
expand their experience, and add to the oering with food and beverage purchases and
event parcipaon. It will complete the trifecta of Poawaamie Conservaon’s mission:
educaon, recreaon and conservaon. Acvies will complement the oerings of HNC and
will be oriented toward “experiencing and exploring the outdoors” in line with Poawaamie
Conservaon’s mission.
“What’s happening this weekend at Crescent Hill?”
OPERATIONS DRIVEN BY PROGRAMMING.
The “aracon” of Crescent Hill will be a sum of parts – driven by “occasion” (i.e., a reason
to go – a “program” or an “event”) and supported by acvity. The programming will reect a
balance between expanding on the exisng HNC educaonal programming, ulizing the new
Chalet (restaurant) facility for weddings/banquets/meengs, and hosng a series of events
including larger “main events” such as fesvals, concerts, races, and smaller “weekly events”
like a “theme” day with specialty food, live entertainment (music or performer/entertainer
(i.e., magician)), programmed acvity (i.e., scavenger hunt) and independent access to the
acvies.
16 CRESCENT HILL AT HITCHCOCK MASTER PLAN
Immediate: Parts of the Master Plan that
may be implemented in the near-term,
with minimal investment. This also includes
advancing the additional planning + design
+ fundraising necessary to implement key
Master Plan projects.
Intermediate: Parts of the Master Plan
that require more planning/design and
investment prior to implementation. These
are projects that are focused on necessary
changes to the ski area for sustained viable
operations, including improving winter
operations and expanding summer.
1
IMMEDIATE +
INTERMEDIATE
Additionally, the process considers a
third phase, accounting for longer-term
opportunities that may be implemented in
the future if deemed feasible and achievable.
When “success” from implementing the
Master Plan exceeds expectation, these
things could be further explored and
implemented.
2
ASPIRATIONAL
III. The Master Plan Concept
The Master Plan includes the locations of specic activities and facilities throughout Crescent Hill,
and articulates how it functions as a place: the operational details – when it’s open and why, and
the programs/events that drive visitation.
This plan includes two main stages:
PART ONE. THE MASTER PLAN 17
1| OPERATING
ASSUMPTIONS
The strategy for establishing New Offerings is to
scale up as the business grows: start with limited
operations to maximize use during opening hours,
and limit stafng and other operational expense.
Summer operations could run from Memorial Day
weekend through Indigenous Peoples Day/Columbus
Day weekend:
• Phase 1 - Immediate: weekend and limited
midweek evening operations (i.e., Wednesday
night trail running training series; Friday night
family cookout and games).
• Phase 2 - Intermediate: add two days (Thursday/
Friday or Friday/Monday – decide which days
based on what is seen to be busier at HNC).
• Phase 3 - Aspirational: could achieve seven
days a week, though we see many operations
continuing to shut down for one day (the slowest
of the week) to manage operating costs.
Spring and fall “shoulder season” operations would
be limited to weekends, throughout the phases. Brief
periods of closure would occur between winter and
warm season operations to enable Crescent Hill to
clean up and transition.
It is assumed that Existing Ski/Ride Operation would
maintain their typical schedule.
New Offerings in the winter would be limited to
snow tubing (an “activity”) and winter night walks (an
“event”). Snow tubing would be offered four days/
week in Phase 1, ve days/week in Phase 2, and
six days/week in Phase 3, ideally concurrently with
ski/ride operations. Winter night walks could occur
during the holidays or at various other times during
the winter season.
18 CRESCENT HILL AT HITCHCOCK MASTER PLAN
2| ACTIVITIES
Crescent Hill’s activity offerings are designed
to provide visitors with a range of recreational
experiences throughout the year, balancing traditional
winter sports with new, multi-season options. Each
activity has been selected to align with the Master
Plan’s guiding principles of conservation, education,
and recreation. From a thoughtfully planned beginner
skiing area to unique activities like scenic lift rides,
Crescent Hill’s offerings aim to attract diverse guests
while supporting Pottawattamie Conservation’s goals.
Activities such as tubing, an adventure playground,
and seasonal events are intended to attract new
participants and encourage repeat visitation,
contributing to the area’s growth as a year-round
destination. Through this combination of winter and
warm-season programming, Crescent Hill would
build on its core strengths while evolving to diversify
business and meet the interests of a broad audience.
The Master Plan concept illustrates the general
location and conguration of proposed activities.
Further detailed planning and design will be required
prior to implementation.
PART ONE. THE MASTER PLAN 19
SKIING & RIDING (BEGINNER AREA)
First timer terrain is critical to the learning
experience. The location of the planned beginner
area takes advantage of the gradient of base area
terrain, and it creates a uid progression from
carpet to chairlift. It also pulls beginner skiers and
riders away from the existing base area congestion
(lift lines, advanced skiers, etc.) to create a calm,
focused learning environment.
Further planning efforts for the beginner area
should be conducted with these goals/parameters
in mind:
• 100’ carpet conveyor lift with 70’ wide slope
(8-10% gradient)
• 300’ carpet conveyor lift with 100’ wide slope
(10-12% gradient)
• 30’ at buffer area at top and bottom to
accommodate carpet conveyor lift loading/
unloading and milling.
The importance of this learning area, and potential
construction synergies with the new Base Lodge
and Chalet, make it a Phase 2 – Intermediate
component of the plan.
20 CRESCENT HILL AT HITCHCOCK MASTER PLAN
HILLTOP PICNIC AREA
A hilltop picnic area would provide guests with a
scenic place to pause and take in the views. Starting
with a few picnic tables and interpretive signage,
the area could eventually feature a deck or pavilion.
A “framed view” or interactive art piece would
create a memorable photo opportunity, with guest
photos serving as “free marketing” for Crescent Hill.
This spot could become a popular destination for
both Crescent Hill and HNC hikers. A small picnic
spot could exist at the top of the double lift, while
a larger picnic area could be near the top of the
former (and future) terrain park. This larger picnic
area could be used year-round.
SNOW TUBING
Snow tubing is a great complement to skiing,
offering “easy” fun that’s affordable and accessible.
Designs for the tubing hill should aim to:
• Include a 300’ long carpet conveyor (run length)
and a 300’ runout area.
• Average an 18% slope for the run length.
• Be designed to follow NSAA standards, with
equal run and runout lengths.
• Include up to 12 lanes, if siting allows.
The snow tubing hill location is adjacent to, but
separated from ski operations, taking advantage of
proximity while avoiding interference. The existing
terrain grade is well-suited to tubing, creating a
fun, alternative winter activity that enhances the
resort’s appeal to a wide range of guests.
PART ONE. THE MASTER PLAN 21
SCENIC LIFT RIDES
Riding a lift is a novel experience for non-skiers,
offering an exciting way to reach the top of the hill.
This offering broadens accessibility by opening up
the mountain to a wider audience. When people
get up to the top of this hill for the rst time in the
summer, they’re likely to nd themselves in “awe”
of the beautiful view.
Warm season lift rides can facilitate activities—
some simpler, and others more thrilling. Planned
activities at Crescent Hill that use the lift include
walking/hiking, picnicking, and trying a traditional
or “cable-to-rail” zip line. It’s worth noting that
lifts “age” in hours of use, so operations should
prioritize maximizing utility while managing
maintenance and replacement needs. Before the
existing double lift is replaced in Phase 2, scenic lift
rides in Phase 1 would be a “ride up, hike down”
experience. A new replacement double lift should
be able to accommodate rides both up and down
in Phases 2 and 3.
22 CRESCENT HILL AT HITCHCOCK MASTER PLAN
LAWN GAMES
Providing casual lawn games encourages guests to
linger and enjoy their time at Crescent Hill. These
games are perfect for private events, such as
weddings, as well as public gatherings like “weekly
theme days.” Options could include cornhole,
croquet, giant Jenga, and similar activities, adding
a relaxed and entertaining element for those
hanging out in the base area.
HIKING TRAILS
As of 2023, new hiking trails connect Crescent
Hill with HNC, facilitating year-round access
to Crescent Hill. To enhance this experience,
“gateway” features could be added at transition
points between Crescent Hill and HNC, with
interpretive signage at key spots. A “trailhead”
feature at the base of Crescent Hill would serve as
an alternative entry to the broader HNC network.
PART ONE. THE MASTER PLAN 23
CABINS AND GLAMPING
Expanding the overnight options could enhance
guest experiences and attract a broader audience.
This expansion would build upon the existing
inventory of three camping cabins, RV and modern
tent camping, and backcountry camping at HNC by
adding to Crescent Hill:
• Five glamping sites in the southern part of the
site, set in a quiet, wooded area away from ski
infrastructure and conveniently accessible from
the parking lot.
• Three cottages and one additional modern cabin.
• A small check-in/support building with restrooms
and showers for added guest comfort.
• A central gathering area featuring a re ring and
pavilion for a communal space.
This setup would create a unique, immersive
experience that appeals to visitors seeking both
comfort and a natural setting.
The main difference between the three new cottages
and the modern family cabin is how many people
they can accommodate. A “cottage” could sleep up
to 6 and should have a kitchenette and modern
restroom with shower. A “modern family cabin”
could sleep up to 10 and should have a full kitchen
and up to two full restrooms.
Unlike the current cabins, these new cabins would
be four-season. As Crescent Hill continues to expand
its winter offerings, demand for these cabins could
grow in the colder months. Similarly, anticipated
improvements to summer amenities are expected to
amplify cabin and glamping demand during the warm
seasons. Guests staying on site year-round would
increase demand for Crescent Hill’s other offerings,
enhancing the recreation area’s popularity as a
gathering spot and generating additional revenue for
its activities and amenities.
24 CRESCENT HILL AT HITCHCOCK MASTER PLAN
KIDS PLAY AREA
Featuring elements like logs, boulders, slides,
and climbing features, this natural play area
could integrate with Crescent Hill’s natural
surroundings. Located within sight of the new
Chalet, the area would provide an engaging,
kid-friendly environment, making it easier for
families to enjoy their time at Crescent Hill. This
amenity would also enhance the Chalet’s appeal
as a gathering spot, creating a casual and family-
friendly atmosphere.
AMPHITHEATER
An informal stage with lawn seating would allow
for concerts and other performances. Located
within the base area “ats,” it would use the
natural terrain to create a seating area. The
“stage” could be integrated into the new Chalet
or nearby outdoor seating area, with exibility to
accommodate various performance sizes—from
an acoustic guitar player for patio guests to a full
band with lawn-oriented festival seating.
PART ONE. THE MASTER PLAN 25
ADVENTURE PLAYGROUND
An adventure playground could combine
multiple activities into a single, engaging
structure—offering something for everyone. This
interactive play area might feature a climbing
wall, observation tower, play structure, and ropes
course, creating a versatile space that appeals to
all ages. Designed for self-guided fun, it would
focus on simple, harness-free activities that
require minimal stafng, keeping it accessible and
low-maintenance.
Nestled into the trees above the base area,
this playground could start simple and be
expanded to include aerial walkways linking it
to other structures, creating a more extensive
adventure experience. If the cable-to-rail zip line
is constructed in Phase 3, this playground could
be a feature at one of the junctions. Combining
activities within a compact footprint would ensure
efcient land use and create a vibrant, multi-
functional space for guests.
26 CRESCENT HILL AT HITCHCOCK MASTER PLAN
ZIP LINE
A zip line could provide an exciting alternative
journey down the hill, adding to the variety of
activities offered. The zip line alignment may shift
during design development, to allow for a landing
near the Chalet. It’s designed to serve as the
rst leg of the aspirational cable-to-rail zip line
attraction, positioning it for future expansion.
EVENT RV CAMPING
During festivals and events, overnight RV camping
could be permitted (and charged for) to provide a
simple, low-cost way to expand overnight options
when in demand. With no hook-ups required, this
setup would avoid associated capital costs while
offering RV campers access to facilities already
provided for camping and glamping guests. This
limited-operation approach would foster a “captive”
audience of overnight guests, adding vibrancy to
event weekends when offered. RV camping would
not be offered outside of events and festivals.
PART ONE. THE MASTER PLAN 27
CABLE-TO-RAIL ZIP LINE
Combining a series of straight spans with
connective curves to create a closed loop system,
the cable-to-rail zipline allows for a unique
exploration of the Crescent Hill at Hitchcock area.
Congured as a closed system with both up and
down sections, with the ability to get on or off at
key junctions, this attraction creates a dynamic,
scenic journey that offers more than a standard zip
line experience.
SKIING & RIDING – SUMMER
Snowex skiing and riding could be an exciting,
long-term aspiration for Crescent Hill, offering a
weather-proof option that doesn’t depend on snow.
This activity would make use of the new beginner
area and carpet conveyor infrastructure, allowing
guests to enjoy skiing year-round. While there are
considerations about grooming over Snowex,
observing operations at Sleepy Hollow in Des
Moines, IA could provide valuable insights and help
gauge potential success for this type of attraction.
28 CRESCENT HILL AT HITCHCOCK MASTER PLAN
3| PROGRAMS & EVENTS
The “attraction” of Crescent Hill will be a sum of
parts – driven by “occasion” (i.e., a reason to go – a
“program” or an “event”) and supported by activity.
The programming reects a balance between
expanding on the existing HNC educational
programming, utilizing the new restaurant facility for
weddings/banquets/meetings, and hosting a series
of events including “main events” such as festivals,
concerts, races, and “weekly events” like a “theme”
day with specialty food, live entertainment (music or
performer/entertainer (i.e., magician)), programmed
activity (i.e., scavenger hunt) and independent access
to the activities.
PART ONE. THE MASTER PLAN 29
EDUCATIONAL/SCHOOL PROGRAMS
Additional educational and school programs offered
at Crescent Hill could be a great expansion of what
is currently offered at HNC. These programs would
build upon current offerings and utilize Crescent
Hill’s new Chalet, parking, and accessible at lawn
area, as well as other on-site activities. Planned
to run bi-weekly from May through October, this
series would total 13 annual programs, potentially
alternating with interpretive and adventure walks.
INTERPRETIVE/ADVENTURE WALKS
Interpretive and adventure walks would further
enhance Crescent Hill’s programming. These
walks would also make use of Crescent Hill’s new
Chalet, parking facilities, at lawn area, and other
on-site amenities. Like the educational and school
programs, these walks could occur biweekly.
30 CRESCENT HILL AT HITCHCOCK MASTER PLAN
WINTER NIGHT WALKS
Winter night walks could offer a unique, immersive
experience at Crescent Hill by combining lights,
sound, storytelling, and a guided “walk in the
woods.” These DIY-style events could use the
existing HNC trails, starting and ending at Crescent
Hill but not impacting the existing winter operation.
This activity would take advantage of the area’s
winter setting, as shorter days allow for an evening
experience that’s harder to achieve in summer.
Additional fall walks or Halloween-themed events
could attract a broad audience, providing excellent
exposure and marketing opportunities for the area.
Highlighting these events as part of a targeted
marketing strategy would be crucial to driving
attendance, as this is not a “build it, and they will
come” scenario but one that relies on ongoing
promotion to draw in guests.
PART ONE. THE MASTER PLAN 31
WEDDINGS/BANQUETS
Weddings and banquets at Crescent Hill could be a
valuable use of the new facilities, offering a scenic
venue for special events. To avoid conicts with
daily operations—especially on weekends—these
could occur in the new Chalet, while the new Base
Lodge would remain open to the public. Seating
within the building would be designed with areas
that can be separated, allowing for public F&B
offerings without adversely affecting these private
events. Event sizes would be limited to around 150
guests. Rehearsal dinners, family reunions, and
meetings are additional opportunities for venue
rental business, as they’re generally less formal and
could incorporate additional activities at Crescent
Hill. Larger private events could be scheduled in
early spring or late fall, maximizing the use of the
venue during off-peak times.
CORPORATE RETREATS
In the future, corporate retreats could also become
an important aspect of Crescent Hill’s event
offerings, expanding the use of the new facilities
beyond traditional weddings and banquets. The
scenic setting, combined with modern amenities,
would provide an ideal backdrop for team-
building activities, workshops, and meetings.
Corporate groups could enjoy use of the restaurant
building and its resources while beneting from
customizable options that include catering,
audiovisual setup, and access to Crescent Hill’s
outdoor activities.
32 CRESCENT HILL AT HITCHCOCK MASTER PLAN
COMPETITIVE RACING (TRAIL RUNNING)
Competitive racing at Crescent Hill could offer a
dynamic blend of regular weekly race series and
larger, high-prole weekend events. The weekly
series might include a 5km trail running event,
encouraging local runners and outdoor enthusiasts
to participate regularly and build community around
the sport. Each week, participants could track their
progress, connect with others, and enjoy the scenic
trail courses, drawing repeat visitors to the area.
For those seeking a more competitive atmosphere
or a bigger challenge, a marquee weekend event
could serve as the highlight of the racing season.
This larger event would attract a broader audience,
including more serious competitors and spectators,
while showcasing Crescent Hill’s trails and facilities.
Together, these racing opportunities would not only
create a consistent draw for outdoor enthusiasts
but also build a reputation for Crescent Hill as a hub
for competitive racing and trail running events.
PART ONE. THE MASTER PLAN 33
EVENTS: LIVE MUSIC/FESTIVALS/RACING
Crescent Hill’s event lineup could feature a mix of
major “headliner” events and more frequent weekly
events to maintain a steady ow of visitors.
• Main Events: These ve annual larger events
could include festivals, concerts, and races,
with one held each month from June through
October. For example, two festivals, two races,
and one concert could round out the season,
with the October event tying into the winter
Season Pass Sale (including activities like a ski
swap). Target participation for these events
would be around 500 people each.
• Weekly Events: Weekly themed events could
create a lively, varied experience for visitors.
Each event might include themed food,
live entertainment (like acoustic music or a
performer), a programmed activity such as a
scavenger hunt, and access to other on-site
attractions. Participation for these weekly events
would range from 100 to 250 people.
Entertainment for all events would focus on local
artists, with occasional performances from more
widely recognized groups in styles suited to the
atmosphere, emphasizing acoustic or ambient
genres. This event structure would keep Crescent
Hill buzzing with activity, drawing in diverse
audiences and building its reputation as a vibrant
community destination.
34 CRESCENT HILL AT HITCHCOCK MASTER PLAN
4| FACILITIES
PARKING LOT
The new parking lots at Crescent Hill would replace
the existing surface and better accommodate future
needs, through more level gradients, layout efciencies,
and improved pedestrian circulation. Designed to
support winter turnover for tubing guests, it would
also serve summer events, RV camping, and provide
access to cabin sites. Opportunities to incorporate
stormwater and snowmelt management features
would be explored during design development.
MAINTENANCE FACILITY
The newly relocated maintenance facility at Crescent
Hill would replace the current structure, providing
upgraded space and resources to support operations
effectively.
LIFT REPLACEMENTS
While both lifts are beyond their 30-year mechanical
lifespan, they have been well-maintained and
replacement parts are available. However,
replacement of both lifts should be considered in
the near future to allow downhill travel and avoid
closures and costly maintenance, as an unexpected
closure would signicantly decrease the ski area’s
capacity and appeal in the marketplace. A detachable
lift would not be necessary.
The facilities at Crescent Hill are designed to
support both seasonal operations and special events,
creating a well-rounded, visitor-friendly experience
that enhances the area’s capacity to serve a diverse
audience while ensuring operational efciency. Each
facility has been planned with Crescent Hill’s evolving
needs in mind, providing a seamless experience
for guests and strengthening the infrastructure to
support year-round operations.
CRESCENT HILL BASE LODGE
The new Crescent Hill Base Lodge, approximately
6,000 square feet, would provide essential skier
services in a central location. Positioned to serve both
skiing and tubing guests during winter, it will also act
as a gateway for summer activities. The Base Lodge is
designed to allow seamless progression through skier
service areas while maintaining exibility for summer
uses.
CHALET
The new Chalet at Crescent Hill would be a 250-
seat, approximately 6,000 square feet restaurant and
venue, designed to serve the winter skiing crowd
as well as host small weddings and special events.
Flexible seating arrangements, including movable
walls and separate seating areas, would allow for
private events during regular operating hours while
still providing public access. A large outdoor deck or
patio would extend the dining area, offering outdoor
food and beverage seating with BBQ facilities, a bar,
and an entertainment area.
PART ONE. THE MASTER PLAN 35
5| DISREGARDED ACTIVITIES
• Mountain Coaster – A mountain coaster was
not included in the plan due to its impact
on the landscape and lack of alignment with
Pottawattamie Conservation’s mission and
values. A cable-to-rail zip line was selected
instead to provide a similar “thrill” experience
with a much lighter footprint, appealing to
adrenaline-seekers with subtler infrastructure.
• Low Ropes Course – While low ropes courses
are often popular for group events and team
building, incorporating these elements within a
combined adventure playground would allow for
a more efcient use of space. This alternative
structure better aligns with the guiding principles
by optimizing the footprint and limiting impact
on natural areas.
These activities were assessed carefully but do not
align with the conservation and sustainable recreation
goals outlined for Crescent Hill. Sledding was also
removed from the plan, not for lack of alignment with
Pottawattamie Conservation’s mission and values,
but in recognition that snow tubing will provide
winter recreation opportunities for people who do
not ski or snowboard, with a more frequent and
consistent schedule that does not interrupt skiing/
riding operations on Saturday nights, as sledding
currently does.
In alignment with the Master Plan’s guiding principles,
the following activities were considered but ultimately
excluded:
• Mountain Biking – Mountain biking can create
signicant environmental impact, particularly on
sensitive landscapes. During recent discussions,
concerns were raised about erosion, habitat
disruption, and maintenance demands, all of
which contradict the goal of preserving the area’s
unique natural resources. Consequently, this
activity was set aside to uphold the conservation
values central to the Master Plan.
• Disc Golf – Disc golf, while low-impact, lacks
sufcient demand to justify its potential effects
on the landscape. Given the focus on high-
quality recreation and conservation, areas
suitable for a course are better used for other
purposes that align more closely with the site’s
long-term vision.
• Summer Tubing - Summer tubing was also
excluded from the plan due to the level of
impact it would generate on the land suitable
for its required gradient. The same area would
be used for winter tubing in this plan, but during
the colder months, snow provides a protective
barrier that minimizes effects on the land and
vegetation. Without this natural protection,
summer tubing would cause unnecessary wear
on the terrain, making it an unsuitable activity for
this location.
36 CRESCENT HILL AT HITCHCOCK MASTER PLAN
PART TWO.
Financial Analysis
38 CRESCENT HILL AT HITCHCOCK MASTER PLAN
inform the Revenue projections, estimating income
from all planned activities. The analysis then assesses
Direct Labor and Operating Expenses, estimating the
costs of stafng and maintaining operations. Finally,
the Results section summarizes the anticipated
nancial performance, providing a clear picture of
Crescent Hill’s viability across the three phases.
The plan’s three phases guide implementation:
Phase 1 (Immediate) focuses on near-term projects
with minimal investment and includes planning,
design, and fundraising for larger initiatives; Phase
2 (Intermediate) implements key projects as early
successes are realized; and Phase 3 (Aspirational)
explores long-term opportunities if the Master Plan
exceeds expectations. The nancial model reects
these phases where applicable, balancing investment
with anticipated returns over time. Benchmarking
data also enables Crescent Hill’s future nancial
performance to be evaluated against similar small
Midwest ski areas as operational data becomes
available.
SE Group’s nancial model emphasizes thorough
expense estimation and revenue forecasting,
providing a comprehensive yet cautious roadmap
for multi-season operations that claries how the
desired nancial performance may be achieved
while respecting all the Guiding Principles of the
Master Plan. Projections for future visitation and
revenue generating opportunities, and the associated
operational expenses have been established
accordingly, illustrating the business volumes and
nancial metrics that would support long-term
viability. Assumptions within the model consider
market conditions and the existing operations of both
Crescent Hill and HNC, as well as how the Master
Plan would increase the attraction of Crescent Hill
The Guiding Principles of this Master Plan speak
to the need for consistency with Pottawattamie
Conservation’s education, recreation and
conservation-oriented mission and the desire to build
on the offering of Hitchcock Nature Center, as well as
the importance of maintaining nancial viability of the
future operation. As such, articulating the potential
nancial performance of the future operation is an
integral part of the Master Plan.
This pro forma nancial analysis is designed to balance
visitation goals and fair pricing with operational
viability while complementing local businesses.
It establishes baseline criteria for maintaining a
nancially sustainable operation and aligns with
Pottawattamie Conservation’s broader goals.
The analysis evaluates the costs of implementing
and operating New Offerings alongside their
projected revenues, providing a foundation for the
Master Plan. Revenue and operating expenses for
planned activities, programs, events, and lodging
were developed in collaboration with Pottawattamie
Conservation, using industry data and expertise. Since
the Master Plan does not propose changes to the
Existing Ski/Ride Operation, its nancial performance
is modeled separately based on industry benchmarks,
as outlined in the “Benchmarking” section.
This nancial analysis starts with Benchmarking, which
establishes a baseline for operational and nancial
performance using data from similar small ski areas.
It then addresses Capital Expenditures, detailing the
investments required for each phase of the plan.
The Operating Schedule explores how seasonal and
phased schedules affect operations, followed by an
evaluation of Visitation Potential, which projects
guest numbers across various offerings. These inputs
PART TWO. FINANCIAL ANALYSIS 39
While the analysis is constructed with care, it is an
approximation. Actual nancial results may vary due to
factors like weather (especially in regard to the future
performance of the Existing Ski/Ride Operation)
and economic conditions. SE Group presents this
analysis as a strategic guide, recognizing that specic
outcomes cannot be guaranteed.
as a recreation destination, and the value of the
experience it would offer.
Rounding occurs throughout the model, leading
to small apparent numeric discrepancies (typically
within +/-10) in the tables below. These differences
are a result of decimal place rounding and do not
impact the overall integrity of the results.
I. Benchmarking
A benchmarking analysis has been included to provide
future operators and managers at Crescent Hill with
valuable operational data and nancial goals. This
benchmarking data is critical in assessing Crescent
Hill’s potential Existing Ski/Ride Operation revenue
and expenses within the broader ski industry context.
It considers “small” Midwest ski areas with a Vertical
Transport Feet per Hour (VTFH) under 3.5 million,
using both the 2022/23 and 2021/22 National Ski
Areas Association (NSAA) reports, since more recent
data is not yet available. While the benchmark data
offers a useful reference, it is important to note that
Crescent Hill is signicantly smaller than the average
ski area in this category, with a vertical drop of 228
feet, uphill capacity of 3,600 skiers/hour, and 18
skiable acres. This informed the modeling, ensuring
the pro forma reects the physical realities and
operational scale of Crescent Hill.
SKI AREA CHARACTERISTICS
The benchmarking data shows that ski areas in this
category average 83 days per season and 85,186
skier visits in 2022/23. While these gures provide
a target for operational efciency and guest volume,
Crescent Hill’s smaller size and potentially shorter
operating seasons suggest that visitation may fall
below these benchmarks unless bolstered by creative
programming or marketing strategies. Additionally,
the average skiable terrain for benchmarked ski
areas is 98 acres, over ve times Crescent Hill’s 18
acres, which impacts its capacity to handle higher
40 CRESCENT HILL AT HITCHCOCK MASTER PLAN
on-mountain skier/rider volumes. However, Crescent
Hill’s investment in snowmaking ensures it can
maintain high-quality conditions throughout the
season, which is a competitive advantage.
SKI AREA ECONOMIC CHARACTERISTICS
The benchmark data indicates an average adult
weekend ticket price of $64.91 and an adult season
pass price of $346 for 2022/23, providing valuable
guidance for Crescent Hill’s pricing strategy. While
Crescent Hill’s smaller size might suggest the need
for slightly lower prices, the limited competition in
the area supports maintaining pricing closer to the
benchmark.
FINANCIAL SUMMARY AND REVENUE
SOURCES
The benchmarking data highlights an operating prot
margin of 38% in 2022/23, which serves as the
foundation for Crescent Hill’s nancial pro forma,
which is discussed in the subsequent sections. Revenue
and expenses have been scaled proportionally to
reect Crescent Hill’s lower average annual skier
and rider visitation. This 38% margin represents a
target that Crescent Hill can aim to achieve through
careful cost management and diversied revenue
streams. Ticket sales contribute the largest share of
total revenue (37.3%), followed by food and beverage
(13.8%) and lodging (13.0%). Although Crescent Hill
lacks on-site lodging, it has signicant potential to
generate additional revenue from other sources, such
as lessons, rentals, and snowplay activities like winter
tubing.
The total revenue per skier visit of $132.45 provides an
aspirational target for Crescent Hill. Future operators
should focus on enhancing the guest experience and
optimizing ancillary offerings, such as food, retail, and
lessons, to increase revenue per visitor.
EXPENSES AND ANALYSIS
The benchmarking data shows total expenses per
skier visit at $82.56 in 2022/23, with direct labor
accounting for 48.6% of total expenses. For a
smaller operation like Crescent Hill, labor costs could
represent an even larger share of expenses due to
the challenge of spreading xed costs over a smaller
skier base. The COGS (cost of goods sold), at 11.4%
of total expenses, and other operating expenses, at
$32.99 per skier visit, serve as useful benchmarks for
managing costs. Crescent Hill’s urban location offers
some advantages, such as potentially lower COGS
and streamlined management of certain operational
expenses, providing opportunities to improve cost
efciency relative to other ski areas.
BENCHMARKING FINDINGS
The benchmarking data serves as a valuable reference
for future operators and managers of Crescent Hill,
offering nancial metrics and operational targets
based on regional ski area averages. Relative to other
“small” Midwest ski areas, Crescent Hill’s smaller scale
highlights the importance of tailoring pricing, revenue
strategies, and cost controls to reect its unique
characteristics. By using these benchmarks as goals,
operators can work toward maximizing Crescent
Hill’s protability and providing a competitive guest
experience within its local market. Although Crescent
Hill’s ski area characteristics are smaller than these
regional averages, the "per skier visit" revenue
and expense metrics remain relevant regardless of
size. These metrics serve as the foundation for the
subsequent nancial modeling, with average revenue
and operating expenses per skier visit acting as a
substitute for Crescent Hill’s actual historic nancial
performance.
PART TWO. FINANCIAL ANALYSIS 41
NSAA Mid West | VTFH 0-3.5M NSAA Mid West | VTFH 0-3.5M
2022/23 2021/22
NUMBER OF AREAS IN CATEGORY 10 11
SKI AREA CHARACTERISTICS
Season Length (days) 83 74
Skiable Terrain (acres) 98 144
Skier Visits 85,186 84,587
VTF/Hr (000) 2,505 2,505
SKI AREA ECONOMIC CHARACTERISTICS
Adult Weekend Ticket Price -$64.91
Adult Season Pass Price -$346.00
Child Season Pass Price -$358.00
SUMMARY FINANCIAL DATA
Gross Assets Fixed Assets $15,003,000 $15,306,000
Operating Prot (Loss) Before Tax $4,250,000 $3,007,000
Operating Prot Margin 38% 31%
Prot (Loss) / Skier Visit $49.89 $35.55
REVENUE SOURCES & ANALYSIS
Ticket Sales (including Season Passes) $4,207,000 $3,998,000
Snowplay & other winter ops $537,000 $318,000
Lessons $503,000 $388,000
Food & Beverage $1,559,000 $1,188,000
Retail $1,044,000 $1,014,000
Rentals $589,000 $533,000
Lodging $1,465,000 $1,359,000
Miscellaneous $589,000 $130,000
Other Operating Rev $790,000 $660,000
Property Operation $0 $0
Total Revenue $11,283,000 $9,588,000
Total Rev / Skier Visit $132.45 $113.35
Ticket Rev / Skier Visit $49.39 $47.26
Snowplay & other winter ops/ Skier Visit $6.30 $3.76
Lesson Rev/ Skier Visit $5.90 $4.59
Food & Beverage / Skier Visit $18.30 $14.04
Retail / Skier Visit $12.26 $11.99
Rental / Skier Visit $6.91 $6.30
Lodging $17.20 $16.07
Other Operating Rev $9.27 $7.80
Property Operation $0.00 $0.00
Ticket Rev / Total Rev 37.3% 41.7%
Snowplay & other winter ops/ Total Rev 4.8% 3.3%
Lesson Rev / Total Rev 4.5% 4.0%
Food & Beverage Rev / Total Rev 13.8% 12.4%
Retail Rev / Total Rev 9.3% 10.6%
Rental Rev / Total Rev 5.2% 5.6%
Lodging 13.0% 14.2%
Other Operating Rev 7.0% 6.9%
Property Operation 0.0% 0.0%
EXPENSES & ANALYSIS
Cost of Goods Sold $804,000 $645,000
Direct Labor $3,419,000 $2,288,000
Other Operating Expenses $2,810,000 $3,648,000
Total Operating Expenses $7,033,000 $6,581,000
Total Expenses / Skier Visit $82.56 $77.80
Cost of Goods Sold / Skier Visit $9.44 $7.63
Other Op Expenses /Skier Visit $32.99 $43.13
Direct Labor / Skier Visit $40.14 $27.05
Cost of Goods Sold / Total Expenses 11.4% 9.8%
Direct Labor / Total Expenses 48.6% 34.8%
Table 1. Benchmark
42 CRESCENT HILL AT HITCHCOCK MASTER PLAN
II. Capital Expenditures
The capital expenditures are organized into three
categories: Activities, Lodging, and Facilities/
Infrastructure. Capital expenditures for the New
Offerings and the Existing Ski/Ride Operation are
not differentiated, because many recommended
investments benet both.
In the tables to follow, Pottawattamie Conservation
is referenced as “PC” and SE Group as “SE”. Carpet
Conveyor costs (in “infrastructure”) include estimates
for installation, grading, electrical service, lighting,
and snowmaking. They do not include costs for water
utility expansion, since the degree to which this may
be required is unknown.
Capital expenditures for Phase 1 amount to nearly
$2.8 million. These “immediate” items are selected
to be implementable in the near-term, with minimal
investment. Additional costs incurred in Phase 1 will
include those required to advance the additional
planning + design + fund-raising necessary to
implement key Master Plan projects in Phase 2.
Capital expenditures associated with the plan were
developed using pricing from three key sources: input
from Pottawattamie Conservation, particularly for
local pricing; industry vendors and manufacturers;
and SE Group’s industry database. This estimation
is based on well-established costs from recently
completed projects and veried with facility and
amenity manufacturers to ensure accuracy to
the degree possible, given that detailed planning
and design work has yet to occur. Given this, an
additional expense factor for design and permitting
costs was included, where applicable, and the model
incorporates contingencies to account for potential
price escalations between analysis and construction.
Given recent volatility in ination, and the unknown
effects of future macroeconomic forces, these
estimates are not guaranteed, particularly for projects
planned beyond the near term.
PART TWO. FINANCIAL ANALYSIS 43
ACTIVITIES Phase Source Cost per Unit Unit
Measure Units Subtotal Design &
Permitting 15%
Contingency
10% Total Project Cost Phase 1 Phase 2 Phase 3 Total
(STARTS IN) PHASE 1
Hiking Trails and Waynding/Signage 1In-house - - - - - - - - - - -
Lawn Games 1 Budget $2,000 each 1 $2,000 -$200 $2,200 $2,200 - - $2,200
Scenic Lift Rides 1No CapEx - - - - - - - - - - -
Hilltop Picnic Area 1/2/3 - - - -
sitework 1Je Franco $5,000 acres 0.1 $500 $100 $100 $700 $700 - - $700
a couple of picnic tables and a shade structure 1 Budget $1,000 each 1 $1,000 -$100 $1,100 $1,100 - - $1,100
building a deck 2Je Franco $100 sq 500 $50,000 $7,500 $5,000 $62,500 -$62,500 -$62,500
building a pavilion 3Je Franco $140 sq 100 $14,000 $2,100 $1,400 $17,500 - - $17,500 $17,500
Snow Tubing 1TubePro Inc $100 each 250 $25,000 -$2,500 $27,500 $27,500 - - $27,500
Carpet 3 - Snow Tubing 1 SE Captured in Infrastructure - - - -
(STARTS IN) PHASE 2
Skiing & Riding (Beginner Area) 2- - - -
sitework 2 Budget $20,000 acres 1.0 $20,000 $3,000 $2,000 $25,000 -$25,000 -$25,000
Carpet 1 - beginner area 2 SE Captured in Infrastructure - - - -
Carpet 2 - beginner area 2 SE Captured in Infrastructure - - - -
Kids Natural Play Area 2 Budget $100,000 each 1 $100,000 $15,000 $10,000 $125,000 -$125,000 -$125,000
Adventure Playground & Ball Track 2Climbworks $1,000,000 each 1 $1,000,000 $150,000 $100,000 $1,250,000 -$1,250,000 -$1,250,000
Zip Line 2Climbworks $500,000 each 1 $500,000 $75,000 $50,000 $625,000 -$625,000 -$625,000
(STARTS IN) PHASE 3
Cable to Rail Zip Line 3Climbworks $500,000 towers 4 $2,000,000 $300,000 $200,000 $2,500,000 - - $2,500,000 $2,500,000
Summer Skiing & Riding 3- - - -
Snowex 3Snowex $603,000 each 1 $603,000 $90,500 $60,300 $753,800 - - $753,800 $753,800
sitework 3 Budget Captured in Skiing & Riding (Beginner Area) - - - -
Carpet 1 - beginner area 2 SE Captured in Infrastructure - - - -
Carpet 2 - beginner area 2 SE Captured in Infrastructure - - - -
ACTIVITIES TOTAL $4,315,500 $643,200 $431,600 $5,390,300 $31,500 $2,087,500 $3,271,300 $5,390,300
Table 2. Capital Expenditures - Activities
44 CRESCENT HILL AT HITCHCOCK MASTER PLAN
Table 3. Capital Expenditures - Lodging, Facilities, Infrastructure, and Cumulative Total
LODGING Phase Source Cost per Unit Unit Measure Units Subtotal Design &
Permitting 15%
Contingency
10%
Total
Project Cost Phase 1 Phase 2 Phase 3 Total
PHASE 2
Glamping 2 Budget $1,000 each 5 $5,000 $800 $500 $6,300 -$6,300 -$6,300
Open air pavilion/re pits for the cabins & glamping 2Je Franco $140 sq 100 $14,000 $2,100 $1,400 $17,500 -$17,500 -$17,500
RV Camping (no infrastructure) 2No CapEx - - - - - - - - - - -
Cabins 2
3 Cottages 2Je Franco $132,000 each 3 $396,000 $59,400 $39,600 $495,000 -$495,000 -$495,000
1 rental check-in building 2Je Franco $200 sq 500 $100,000 $15,000 $10,000 $125,000 -$125,000 -$125,000
1 Modern Family Cabin 3Je Franco $330,000 each 1 $330,000 $49,500 $33,000 $412,500 - - $412,500 $412,500
LODGING TOTAL $845,000 $126,800 $84,500 $1,056,300 - $643,800 $412,500 $1,056,300
FACILITIES & INFRASTRUCTURE
PHASE 1
Carpet 3 - Snow Tubing 1 SE $500,000 each 1 $500,000 $75,000 $50,000 $625,000 $625,000 - - $625,000
Terrain Park Rope Tow 1 SE $20,000 each 1 $20,000 $3,000 $2,000 $25,000 $25,000 - - $25,000
Parking Lot (New) 1Je Franco $10 sq 166622 $1,666,220 $249,900 $166,600 $2,082,720 $2,082,720 - - $2,082,720
PHASE 2
Base Lodge & Restaurant (New) 2Je Franco $400 sq 12000 $4,800,000 $720,000 $480,000 $6,000,000 -$6,000,000 -$6,000,000
Outdoor Seating Area (Adjacent to the Restaurant) 2Je Franco $100 sq 1000 $100,000 $15,000 $10,000 $125,000 -$125,000 -$125,000
Amphitheater 2Je Franco $140 sq 100 $14,000 $2,100 $1,400 $17,500 -$17,500 -$17,500
Maintenance Facility (New) 2Je Franco $100 sq 8000 $800,000 $120,000 $80,000 $1,000,000 -$1,000,000 -$1,000,000
Carpet 1 - beginner area 2 SE $500,000 each 1 $500,000 $75,000 $50,000 $625,000 -$625,000 -$625,000
Carpet 2 - beginner area 2 SE $400,000 each 1 $400,000 $60,000 $40,000 $500,000 -$500,000 -$500,000
Lift Replacement #1 (novice/intermediate) 2 SE $3,500,000 each 1 $3,500,000 $525,000 $350,000 $4,375,000 -$4,375,000 -$4,375,000
PHASE 3
Lift Replacement #2 (beginner/novice) 3 SE $3,000,000 each 1 $3,000,000 $450,000 $300,000 $3,750,000 - - $3,750,000 $3,750,000
FACILITIES, INFRASTRUCTURE TOTAL $15,300,220 $2,295,000 $1,530,000 $19,125,220 $2,732,720 $12,642,500 $3,750,000 $19,125,220
TOTAL CAPITAL EXPENDITURES
TOTAL CAPITAL COSTS BY PHASE $25,571,820 $2,764,220 $15,373,800 $7,433,800 $25,571,820
CUMULATIVE $2,764,220 $18,138,020 $25,571,820 $25,571,820
PART TWO. FINANCIAL ANALYSIS 45
Phase 3 includes the “aspirational” components
of Crescent Hill’s Master Plan. These longer-term
opportunities may be implemented if the results from
Phases 1 and 2 exceed expectations, and additional
growth in the summer business is deemed feasible
and achievable. Capital expenditures for Phase 3
amount to $7.4 million. Over half of these costs can
be attributed to replacing Crescent Hill’s existing
quad chairlift, which is aging. Fortunately, both the
double lift and the quad lift could be replaced with
xed grip lifts in the future, which are signicantly
less expensive than detachable lifts. The other Phase
3 capital expenditures are primarily comprised of
infrastructure for the cable-to-rail zip line and the
summer skiing/riding, which would take place on a
synthetic Snowex surface.
Essential components of the Master Plan that
require more planning/design and investment prior
to implementation come online in Phase 2. These
projects focus on necessary changes to the ski area
for sustained viable operations, including improving
winter operations and expanding summer. Capital
expenditures in Phase 2 amount to nearly $15.4
million, the majority of which can be attributed to
new facilities (Base Lodge and Chalet, replacement
of the existing double lift, maintenance facility).
These new facilities will update and modernize core
assets, increase the operation’s ability to generate
revenue, and elevate the guest experience offered by
Crescent Hill. The new double chairlift is specically
recommended in Phase 2 to minimize potential future
closures and costly maintenance. It will also facilitate
scenic lift rides both up and down the mountain; the
existing chairlift can transport guests up, but not
down.
46 CRESCENT HILL AT HITCHCOCK MASTER PLAN
III. Operating Schedule
Key assumptions for each phase of operations for the
New Offerings include:
• Phase 1: Warm season operations are limited
to weekends only, whereas winter operations*
occur four days per week.
• Phase 2: Summer operations are expanded to
four days per week. These two additional days
per week should be either Thursday/Friday or
Friday/Monday, as these weekdays are likely to
see higher visitation than Tuesday or Wednesday.
Winter operations* increase to ve days per
week. Summer and fall operations remain
weekends only.
• Phase 3: Both summer and winter operations*
occur six days per week. Summer and fall
operations stay weekends only.
*As noted, this sample schedule reects operations
for Crescent Hill’s New Offerings but not its
Existing Ski/Ride Operation. Therefore, in this
context, this “winter operations” schedule only
applies to snow tubing.
SE Group collaborated with Pottawattamie
Conservation to outline a possible annual operating
schedule for the New Offerings, assuming seasonal
operations based on weather, holidays, and school
breaks. The 2024 calendar was used as a reference,
though the exact schedule for future years remains
undetermined. This analysis assumes that the
operating schedule for the Existing Ski/Ride Operation
will not change, though adjustments to this schedule
should be made as needed in the future. Operations
will evaluate these needs as they arise.
For the New Offerings, spring operations are projected
to start the rst weekend of April and run through
the Friday before Memorial Day. Summer operations
would occur from Memorial Day weekend through
Labor Day. Fall operations may take place in September
and October. Crescent Hill is anticipated to close in
November and early December to transition from
warm season to snow-based activities, reopening the
third weekend of December in line with school breaks
and holiday events. The winter season is expected to
run from mid-December through the third weekend
of March, followed by another brief closure to allow
the facility to transition back to summer operations. It
is assumed that Crescent Hill will be open on certain
annual holidays, some of which are in addition to
regularly scheduled operating days.
PART TWO. FINANCIAL ANALYSIS 47
Operating Hours/ Day Stafng Hours/ Day Days
PHASE 1
Spring Operations 8 10 14
Summer Operations 8 10 33
Fall Operations 8 10 13
Subtotal - Summer Season 60
Winter Operations 8 10 57
TOTAL - YEAR-ROUND 117
PHASE 2
Spring Operations 8 10 14
Summer Operations 8 10 60
Fall Operations 8 10 13
Subtotal - Summer Season 87
Winter Operations 8 10 65
TOTAL - YEAR-ROUND 152
PHASE 3
Spring Operations 8 10 14
Summer Operations 8 10 88
Fall Operations 8 10 13
Subtotal - Summer Season 115
Winter Operations 8 10 76
TOTAL - YEAR-ROUND 191
Table 4. Operating Schedule for New Offerings
Increased operating hours may correlate to increased
revenue; however, more open days will also correlate
to increased operating and maintenance expenses.
Careful attention should be paid to which operating
days generate sufcient visitation to be protable,
and which do not. Schedule adjustments should be
made accordingly.
The following table summarizes operating schedules
by phase and season, and the subsequent calendar
charts visually depict each phase’s proposed cadence.
Holidays on which Crescent Hill is expected to operate
are included with their respective season’s operating
day count and marked accordingly in the calendar
charts. Labor requirements for these operating hours
are discussed in a subsequent section.
48 CRESCENT HILL AT HITCHCOCK MASTER PLAN
January February
S M TWTF S S M TWTF S
1 2 3 4 5 6 1 2 3
7 8 9 10 11 12 13 4 5 6 7 8 9 10
14 15 16 17 18 19 20 11 12 13 14 15 16 17
21 22 23 24 25 26 27 18 19 20 21 22 23 24
28 29 30 31 25 26 27 28 29
March April
S M TWTF S S M TWTF S
1 2 123456
3 4 5 6 7 8 9 7 8 9 10 11 12 13
10 11 12 13 14 15 16 14 15 16 17 18 19 20
17 18 19 20 21 22 23 21 22 23 24 25 26 27
24 25 26 27 28 29 30 28 29 30
31
MAY JUNE
S M TWTF S S M TWTF S
12341
5 6 7 8 9 10 11 2345678
12 13 14 15 16 17 18 9 10 11 12 13 14 15
19 20 21 22 23 24 25 16 17 18 19 20 21 22
26 27 28 29 30 31 23 24 25 26 27 28 29
30
JULY AUGUST
S M TWTF S S M TWTF S
1 2 3 4 5 6 1 2 3
7 8 9 10 11 12 13 4 5 6 7 8 9 10
14 15 16 17 18 19 20 11 12 13 14 15 16 17
21 22 23 24 25 26 27 18 19 20 21 22 23 24
28 29 30 31 25 26 27 28 29 30 31
SEPTEMBER OCTOBER
S M TWTF S S M TWTF S
1 2 34567 12345
8 9 10 11 12 13 14 6 7 8 9 10 11 12
15 16 17 18 19 20 21 13 14 15 16 17 18 19
22 23 24 25 26 27 28 20 21 22 23 24 25 26
29 30 27 28 29 30 31
NOVEMBER DECEMBER
S M TWTF S S M TWTF S
1 2 1 2 3 4 5 6 7
3 4 5 6 7 8 9 8 9 10 11 12 13 14
10 11 12 13 14 15 16 15 16 17 18 19 20 21
17 18 19 20 21 22 23 22 23 24 25 26 27 28
24 25 26 27 28 29 30 29 30 31
Chart 1. Operating Calendar - Phase One
14 Spring Operating
Days / Year
-Monday
- Tuesday
- Wednesday
- Thursday
- Friday
7 Saturday
7 Sunday
33 Summer Operating
Days / Year
2 Monday
- Tuesday
- Wednesday
1 Thursday
- Friday
15 Saturday
15 Sunday
13 Fall Operating
Days / Year
1 Monday
- Tuesday
- Wednesday
- Thursday
- Friday
6 Saturday
6 Sunday
57 Winter Operating
Days / Year
5 Monday
2 Tuesday
- Wednesday
12 Thursday
12 Friday
13 Saturday
13 Sunday
Regular
Operang Day
Holiday
Operang Day
Closed
between seasons
117
TOTAL
OPERATING
DAYS / YEAR
PART TWO. FINANCIAL ANALYSIS 49
January February
S M TWTF S S M TWTF S
1 2 3 4 5 6 1 2 3
7 8 9 10 11 12 13 4 5 6 7 8 9 10
14 15 16 17 18 19 20 11 12 13 14 15 16 17
21 22 23 24 25 26 27 18 19 20 21 22 23 24
28 29 30 31 25 26 27 28 29
March April
S M TWTF S S M TWTF S
1 2 123456
3 4 5 6 7 8 9 7 8 9 10 11 12 13
10 11 12 13 14 15 16 14 15 16 17 18 19 20
17 18 19 20 21 22 23 21 22 23 24 25 26 27
24 25 26 27 28 29 30 28 29 30
31
MAY JUNE
S M TWTF S S M TWTF S
12341
5 6 7 8 9 10 11 2 3 4 5 6 7 8
12 13 14 15 16 17 18 9 10 11 12 13 14 15
19 20 21 22 23 24 25 16 17 18 19 20 21 22
26 27 28 29 30 31 23 24 25 26 27 28 29
30
JULY AUGUST
S M TWTF S S M TWTF S
1 2 3 4 5 6 1 2 3
7 8 9 10 11 12 13 4 5 6 7 8 9 10
14 15 16 17 18 19 20 11 12 13 14 15 16 17
21 22 23 24 25 26 27 18 19 20 21 22 23 24
28 29 30 31 25 26 27 28 29 30 31
SEPTEMBER OCTOBER
S M TWTF S S M TWTF S
1 2 34567 12345
8 9 10 11 12 13 14 6 7 8 9 10 11 12
15 16 17 18 19 20 21 13 14 15 16 17 18 19
22 23 24 25 26 27 28 20 21 22 23 24 25 26
29 30 27 28 29 30 31
NOVEMBER DECEMBER
S M TWTF S S M TWTF S
12 1234567
3 4 5 6 7 8 9 8 9 10 11 12 13 14
10 11 12 13 14 15 16 15 16 17 18 19 20 21
17 18 19 20 21 22 23 22 23 24 25 26 27 28
24 25 26 27 28 29 30 29 30 31
Chart 2. Operating Calendar - Phase Two
14 Spring Operating
Days / Year
-Monday
- Tuesday
- Wednesday
- Thursday
- Friday
7 Saturday
7 Sunday
60 Summer Operating
Days / Year
2 Monday
- Tuesday
- Wednesday
14 Thursday
14 Friday
15 Saturday
15 Sunday
13 Fall Operating
Days / Year
1 Monday
- Tuesday
- Wednesday
- Thursday
- Friday
6 Saturday
6 Sunday
65 Winter Operating
Days / Year
13 Monday
2 Tuesday
- Wednesday
12 Thursday
12 Friday
13 Saturday
13 Sunday
Regular
Operang Day
Holiday
Operang Day
Closed
between seasons
152
TOTAL
OPERATING
DAYS / YEAR
January February
S M TWTF S S M TWTF S
1 2 3 4 5 6 1 2 3
7 8 9 10 11 12 13 4 5 6 7 8 9 10
14 15 16 17 18 19 20 11 12 13 14 15 16 17
21 22 23 24 25 26 27 18 19 20 21 22 23 24
28 29 30 31 25 26 27 28 29
March April
S M TWTF S S M TWTF S
1 2 123456
3 4 5 6 7 8 9 7 8 9 10 11 12 13
10 11 12 13 14 15 16 14 15 16 17 18 19 20
17 18 19 20 21 22 23 21 22 23 24 25 26 27
24 25 26 27 28 29 30 28 29 30
31
MAY JUNE
S M TWTF S S M TWTF S
12341
5 6 7 8 9 10 11 2 3 4 5 6 7 8
12 13 14 15 16 17 18 9 10 11 12 13 14 15
19 20 21 22 23 24 25 16 17 18 19 20 21 22
26 27 28 29 30 31 23 24 25 26 27 28 29
30
JULY AUGUST
S M TWTF S S M TWTF S
1 2 3 4 5 6 1 2 3
7 8 9 10 11 12 13 4 5 6 7 8 9 10
14 15 16 17 18 19 20 11 12 13 14 15 16 17
21 22 23 24 25 26 27 18 19 20 21 22 23 24
28 29 30 31 25 26 27 28 29 30 31
SEPTEMBER OCTOBER
S M TWTF S S M TWTF S
1 2 34567 12345
8 9 10 11 12 13 14 6 7 8 9 10 11 12
15 16 17 18 19 20 21 13 14 15 16 17 18 19
22 23 24 25 26 27 28 20 21 22 23 24 25 26
29 30 27 28 29 30 31
NOVEMBER DECEMBER
S M TWTF S S M TWTF S
12 1234567
3 4 5 6 7 8 9 8 9 10 11 12 13 14
10 11 12 13 14 15 16 15 16 17 18 19 20 21
17 18 19 20 21 22 23 22 23 24 25 26 27 28
24 25 26 27 28 29 30 29 30 31
14 Spring Operating
Days / Year
-Monday
- Tuesday
- Wednesday
- Thursday
- Friday
7 Saturday
7 Sunday
88 Summer Operating
Days / Year
15 Monday
- Tuesday
- Wednesday
14 Thursday
14 Friday
15 Saturday
15 Sunday
13 Fall Operating
Days / Year
1 Monday
- Tuesday
- Wednesday
- Thursday
- Friday
6 Saturday
6 Sunday
76 Winter Operating
Days / Year
13 Monday
2 Tuesday
11 Wednesday
12 Thursday
12 Friday
13 Saturday
13 Sunday
Regular
Operang Day
Holiday
Operang Day
Closed
between seasons
191
TOTAL
OPERATING
DAYS / YEAR
Chart 3. Operating Calendar - Phase Three
50 CRESCENT HILL AT HITCHCOCK MASTER PLAN
IV. Visitation Potential
people on average are expected to visit on each of
the 65 annual on-event operating days, resulting in
16,333 total new potential visits. This is in addition
to the 958 total visits generated in Phase 1. By Phase
3, Crescent Hill may see another 4,667 new potential
visits, bringing the cumulative total to 21,958 new
visits across all phases. Similarly, the “New Visits
in Phase 1, 2, & 3” columns on the right are also
cumulative. In Phase 1, 24,383 additional guests
may join the 31,358 guests already visiting. Another
28,553 guests may visit in Phase 3, leading to a
projected total of 84,275 potential annual visits for
activities at full buildout.
Visitation for the New Offerings was estimated
by warm seasons (spring, summer, fall) and winter.
Visitation associated with the Existing Ski/Ride
Operation is discussed in a subsequent section.
Spring, Summer, Fall Operations
For the warm seasons, potential visitors were
categorized into three groups:
• Activity-Only Participants: Those visiting solely
for activities (such as an afternoon outing or hike
over from the Hitchcock Nature Center) on non-
event operating days. These guests represent
the baseline daily visitation outside of organized
events.
• Event Participants: Those visiting for a
designated program or event, a portion of whom
are expected to also participate in activities
while at Crescent Hill. Organized events are
assumed to occur on specic days, distinct from
non-event operating days, and typically drive
higher visitation volumes.
Visitation projections for both the New Offerings
and the Existing Ski/Ride Operation were derived
through a detailed estimation process using data from
Pottawattamie Conservation and other comparable
real-world operations. The Market Assessment
conducted as a precursor to this Master Plan provides
essential context, highlighting Crescent Hill's regional
market opportunities, demographic trends, and
competitive positioning. These insights inform the
projections by identifying target demographics,
historical visitation patterns, and growth opportunities
across seasons. The projections specically consider
“visits” rather than “guests,” since guests may visit
Crescent Hill multiple times over the course of a
season, generating multiple “visits” to the operation.
NEW OFFERINGS
This analysis distinguishes between potential visits
for specic activities, lodging, programs, and events.
Such differentiation allows for consideration of the
different behaviors of these different user groups
when projecting potential revenue (i.e., what they
may do during their visit, and how much they might
spend). Programming and marketing strategies should
also be tailored to these different users in support of
achieving the projected visitation and revenue goals.
In the following Visitation Projections tables for the
New Offerings, certain columns are cumulative. For
example, in the Activities table below, both the “New
Visits per Day for Each Phase” and “New Potential
Visits for Each Phase” columns build upon the
previous phase. In Phase 1, an estimated average of
25 people will visit Crescent Hill on each of 38 non-
event operating days. In Phase 2, an additional 250
PART TWO. FINANCIAL ANALYSIS 51
ACTIVITIES Phase # of “Non-Event”
Operating Days*
New Visits per Day for
Each Phase (Cumulative)
New Potential Visits for Each
Phase (Cumulative)
New Visits in
Phase 1
New Visits in
Phase 2
New Visits in
Phase 3 Total Visits
SPRING, SUMMER, FALL
Activity-Only Participants
Phase 1 1 38 25 958 958 - - 958
Phase 2 2 65 250 16,333 - 16,333 - 16,333
Phase 3 3 93 50 4,667
- - 4,667 4,667
Event Participants 2 3,366 - 3,366 - 3,366
Lodging Participants 2 417 - 417 - 417
Summer Skiing & Riding 3 18,000 - - 18,000 18,000
WINTER
Snow Tubing
Phase 1 1 30,400 30,400 - - 30,400
Phase 2 - additional 2 4,267 - 4,267 - 4,267
Phase 3 - additional 3 5,867 - - 5,867 5,867
SUBTOTAL 197 325 84,275 31,358 24,383 28,533 84,275
*Non-Event Operating Days includes days from the Operating Schedule minus days with Public Events & Weekly Theme Days
Table 5. Visitation Potential from New Offerings - Activities
Table 6. Visitation Potential from New Offerings - Lodging
ACTIVITIES Phase # of Nights
Booked
Guests per
Booking
Potential
Visits
% Activity
Participation
# of Activity
Participants
New Visits in
Phase 1
New Visits in
Phase 2
New Visits in
Phase 3 Total Visits
SUMMER
Glamping 2 78 2 156 25% 39 - 156 - 156
Open air pavilion/re pits for the cabins & glamping 2- - - - - - - - -
RV Camping (no infrastructure) 2 100 1.5 150 - 150 - 150
Cabins 2 - - - - - - - - -
3 camping cabins 2 324 3 972 25% 243 - 972 - 972
1 modern cabin 3 108 5 540 25% 135 - - 540 540
WINTER
Cabins 2 - - - - - - - - -
3 camping cabins 2 108 3 324 - - - 324 - 324
1 modern cabin 3 36 5 180 - - - - 180 180
SUBTOTAL 754 2,322 417 - 1,602 720 2,322
52 CRESCENT HILL AT HITCHCOCK MASTER PLAN
Program and event participation was also estimated
with Pottawattamie Conservation’s input.
• Educational/School Programs: Assumed to
occur bi-weekly, May through October.
• Interpretive/Adventure Walks: Assumed to
occur bi-weekly, May through October.
• Competitive Racing (Trail Running): 10-event
weekly series. In Phase 1, these races are
expected to attract 25 participants each; in
Phase 2, upgraded facilities and community
traction will increase average race participation
to 50 runners each.
• Public Events: Larger events such as festivals,
races, and concerts are projected to occur once
per month from June through October (ve
total), with target attendance at 500 people each.
• Lodging Participants: Those staying in Crescent
Hill’s overnight accommodations (glamping,
cabins, and RV camping), a portion of whom are
expected to also participate in activities while
at Crescent Hill. Lodging visitors contribute
both to non-event and event-related visitation,
depending on the schedule during their stay.
Here, the term “non-event” is used to distinguish
typical daily operations from the higher peaks
in visitation generated by organized events. The
signicant jump in expected daily visitation between
Phases 1 and 2 correlates to the meaningful increase
in activities offered in Phase 2, as well as the facility/
infrastructure improvements that will compel guests
to stay longer, dine on site, and explore more of what
Crescent Hill has to offer. “Aspirational” Phase 3
reects potential investments, operational decisions,
and visitation levels that could be realized if Phase 2
proves highly successful.
Summer skiing and riding visitation was calculated
based on the capacity of the beginner carpet area and
an average utilization rate that reects an efcient
operation. It amounts to approximately 18,000
annual visits.
Winter Operations
Planned winter activities (beyond the Existing Ski/
Ride Operation) include snow tubing. Winter night
walks, an “event,” also take place during the winter
and is captured in a subsequent table. Snow tubing
visitation calculations incorporate season length and
operational hours, lift capacity planning metrics, the
size of the hill and number of lanes, and a utilization
factor. This plan assumes that Crescent Hill will offer
up to 12 lanes, have a 300’ long carpet conveyor
(run length), and a 300’ runout area. Like summer
skiing and riding, snow tubing visitation calculations
consider a utilization rate that reects an efcient
operation. By Phase 3, snow tubing is expected to
generate over 40,000 annual visits, which is nearly
50% of total annual visitation for the New Offerings,
making it the most signicant driver of activity for the
New Offerings.
Lodging occupancy projections are based on input
from Pottawattamie Conservation and occupancy
rates for similar county facilities.
• Cabins: Occupancy projections assume an
average of 12 days per month, year-round (nine
warm seasons months and three winter months).
• Glamping: Occupancy projections assume three
nights per week, May through October.
• RV Camping: Occupancy projections assume
there will be 20 uses for each of the ve large
public events.
PART TWO. FINANCIAL ANALYSIS 53
Table 7. Visitation Potential from New Offerings – Programs & Events
PROGRAMS & EVENTS Phase # of Events Attendees
Per Event
Potential
Visits
% Activity
Participation
# of Activity
Participants
New Visits in
Phase 1
New Visits in
Phase 2
New Visits in
Phase 3 Total Visits
SPRING, SUMMER, FALL
Educational/School Programs 1 13 20 260 25% 65 260 - - 260
Interpretive/Adventure Walks 1 13 10 130 25% 33 130 - - 130
Competitive Racing 1/2 - - - - - - - - -
Weekly Series - Ph 1 1 10 25 250 10% 25 250 - - 250
Weekly Series - Ph 2 2 10 50 500 10% 50 - 500 - 500
Public Events 2 5 500 2,500 25% 625 - 2,500 - 2,500
Live Music 2 - - - - - - - - -
Festivals 2 - - - - - - - - -
Racing 2 - - - - - - - - -
Weekly Theme Days 2 17 175 2,917 75% 2,188 - 2,917 - 2,917
Public Events & Weekly Theme Days (Total) 22
Private Events 2 - - - - - - - - -
Weddings/Banquets 2 5 175 875 25% 219 - 875 - 875
Rehearsal Dinner/Family Reunion 2 5 50 250 25% 63 - 250 - 250
Meetings 2 5 20 100 100% 100 - 100 - 100
WINTER
Winter Night Walks 1 12 100 1,200 - - 1,200 - - 1,200
SUBTOTAL 8,982 3,366 1,840 7,142 - 8,982
TOTAL VISITATION POTENTIAL FOR NEW OFFERINGS Phase 1 Phase 2 Phase 3 Total
Total Visitaon Potenal from the New Oerings - by Phase 33,198 33,127 29,253 95,579
Total Visitation Potential from the New Offerings - Cumulative 33,198 66,326 95,579 95,579
Table 8. Visitation Potential from New Offerings – Total
54 CRESCENT HILL AT HITCHCOCK MASTER PLAN
EXISTING SKI/RIDE OPERATION
Visitation projections for the expanded ski/ride
operation were calculated by estimating demand
within Crescent Hill’s market capture area, as explained
in Part II Section 5 – “The Ski/Ride Operation.”
• Crescent Hill’s market capture area has a
population of 1,241,336.
• Based on industry averages, 3.2% of this
population skis, with an average of 5.5 ski days
per person.
• Crescent Hill could capture 15% of these skier
days, which amount to approximately 32,800 ski/
ride visits annually.
In the rst year of Pottawattamie Conversation
ownership, Crescent Hill achieved a 66% utilization
rate. Maintaining a utilization rate of 66% would
yield 32,700 ski/ride annual visits. This conrms that
a market capture rate of 15%, yielding 32,800 skier
visits, is an appropriate goal for the operation.
Crescent Hill’s potential to capture these additional
skier days will be increased when upgrades to
the ski area’s facilities and infrastructure increase
the overall attractiveness of the opportunity to
prospective customers. In Phase 1, a terrain park
rope tow is introduced, adding a new feature that
appeals to younger and freestyle-oriented skiers and
riders. Phase 2 focuses on improving accessibility
for beginners with the addition of two carpets in the
learning area, making the ski area more welcoming for
rst-time visitors and families. The new Base Lodge
and Chalet, also introduced in Phase 2, enhance
overall guest amenities, driving ancillary revenue and
elevating the Crescent Hill experience. By Phase 3, the
replacement of both chairlifts is prioritized to ensure
the reliability and efciency of the ski operation while
• Weekly Theme Days: Weekends without a large
public event will have a weekly theme day. These
lower-key events are expected to attract an
average of 175 participants each.
• Private Events: Crescent Hill is expected to
hold 15 private events annually, ranging from
weddings (most involved and lucrative) to
meetings (least involved and lucrative). New
facilities will allow Crescent Hill to explore this
line of business, with separate Base Lodge and
Chalet buildings allowing public operations to
occur concurrently with private events. This
model assumes that groups will choose to hold
meetings at Crescent Hill rather than the HNC or
other meeting spaces because of Crescent Hill’s
activity offerings, which make the setting well
suited for team building and company bonding.
The model also assumes that private events at
Crescent Hill will be required to purchase F&B
at the Chalet (likely through a pre-set menu and
rate).
• Winter Night Walks: A holiday light festival
would occur annually, opening to the public
for three nights per week for the four weeks of
December. These 12 ticketed evening events are
expected to attract 100 participants per session.
Total projected visitation for Crescent Hill’s New
Offerings is similar across the phases, amounting
to almost 100,000 total annual visits. The “Market
Assessment” section discusses visitation data for
HNC (around 100,000 annual visits), suggesting that
these numbers are achievable for Crescent Hill under
the right circumstances.
PART TWO. FINANCIAL ANALYSIS 55
EXISTING SKI/RIDE OPERATION Phase Potential
Visits Phase 1 Phase 2 Phase 3 Total
Average Historic Ski/Ride Visitation 1 19,400
Possible additional market capture
(with infrastructure upgrades) 2 13,400
SUBTOTAL 32,800 19,400 13,400 - 32,800
Total Visitation Potential from the
Existing Ski/Ride Operation - Cumulative 19,400 32,800 32,800 32,800
Table 9. Visitation Potential from the Existing Ski/Ride Operation
setting the stage for sustained long-term growth. As
with activities, achieving these visitation levels will
require targeted marketing, appropriate pricing, and a
consistent standard of experience to be offered.
TOTAL VISITATION POTENTIAL
The table below summarizes visitation potential
from the New Offerings and the Existing Ski/Ride
Operation, showing the total number of visits that
Crescent Hill may see over the course of a year.
In each phase, the total visitation for planned
activities, programs, and events exceeds that of the
winter ski and ride operations, even with a substantial
increase in its market capture rate. This highlights
the tremendous potential for Crescent Hill to grow
its visitor base year-round. Prioritizing activities,
programs, and events that are easy to implement and
likely to drive the greatest visitation will be key. To
support this signicant growth, additional stafng—
both operational and strategic—will be essential.
Furthermore, larger, more robust facilities will be
critical to sustaining and maximizing this expansion.
Operational Implications for Activities
Visitation correlates directly to revenue generation.
Achieving projected levels of visitation is key to future
success. For both the New Offerings and the Existing
Ski/Ride Operation, achieving these visitation levels
will require the support of targeted marketing,
strategic pricing, and an operational focus toward
providing a consistent and positive guest experience.
TOTAL VISITATION POTENTIAL Phase 1 Phase 2 Phase 3 Total
Total Visitation Potential from the New Offerings - Cumulative
Total Visitation Potential from the Existing Ski/Ride Operation -
Cumulative
Total Visitation Potential from both the New Offerings
and the Existing Ski/Ride Operation - Cumulative 52,598 99,126 128,379 128,379
Table 10. Visitation Potential from New Offerings - Programs & eventsTotal Visitation Potential from the New Offerings &
Existing Ski/Ride Operation
56 CRESCENT HILL AT HITCHCOCK MASTER PLAN
V. Revenue
Visitation projections serve as a key input for revenue
calculations. Like visitation, revenue is estimated
separately for the New Offerings and the Existing
Ski/Ride Operation.
NEW OFFERINGS
Revenue estimates for the New Offerings incorporate
the average spend per visitor for activity participation,
lodging stays, and program or event attendance.
The model also accounts for ancillary revenue from
food and beverage (F&B) sales, recognizing that the
purpose and length of a guest’s visit to Crescent Hill
inuences their likelihood of purchasing F&B and the
amount they are inclined to spend.
Participation pricing was derived from three primary
sources:
• Input from Pottawattamie Conservation
• Industry vendors and manufacturers
• SE Group’s industry database
Key reference points for pricing include:
• Existing lift tickets, which range from $24 to $49
for adults for the 2024/25 season
• Existing cabin rental and camping rates provided
by Pottawattamie Conservation
• Go Ape adventure pricing at $20 per hour
• Movie tickets in Omaha priced at $10
Similar to the Visitation Projections tables, certain
columns in the Revenue tables are cumulative,
building upon the revenue from previous phases:
New Potential Visits for Each Phase
• Total Activity Revenue for Each Phase
• Total F&B Revenue for Each Phase
• Total Activity + F&B Revenue for Each Phase
In Phase 1, Total Activity + F&B Revenue is projected
to be $14,375. With Phase 2, signicant capital
investment is expected to drive a substantial increase
in revenue per guest, bringing Total Activity + F&B
Revenue to $457,333 for Phase 2 guests. In Phase 3,
new revenue is estimated at $186,667, which will be
added to the cumulative totals from Phases 1 and 2.
The Average F&B Spend per New Visit for Each Phase
is higher for Phase 2 guests compared to Phase 1,
as the new Chalet is expected to offer an enhanced
dining experience. In Phase 2, 16,333 guests are
projected to spend an average of $8 on food, whereas
the 958 baseline guests from Phase 1 may continue
spending an average of $5. This metric increases
again in Phase 3, as guests drawn to Crescent Hill for
new activities—such as summer skiing/riding and the
cable-to-rail zip line—are likely to stay longer. These
Phase 3 activities may have a greater duration than
other New Offerings, increasing the likelihood that
visitors purchase a full meal rather than just a snack.
In Phase 1, the majority of revenue from New
Offerings is derived from the snow tubing operation.
Tubing pricing is a critical driver of revenue, carrying
more weight than the pricing of any other activity,
program, or event offered in this phase.
PART TWO. FINANCIAL ANALYSIS 57
ACTIVITIES Phase Pricing
Average
Activity
Spend
New Potential
Visits for Each
Phase (Cumulative)
Total Activity
Revenue for Each
Phase (Cumulative)
Avg F&B Spend
per New Visit
for Each Phase
Total F&B Revenue
for Each Phase
(Cumulative)
Total Activity + F&B
Revenue for Each
Phase (Cumulative)
New Revenue in
Phase 1
New Revenue in
Phase 2
New Revenue in
Phase 3
Total
Revenue
SPRING, SUMMER, FALL
Activity-Only Participants
Phase 1 1-$10 958 $9,583 $5 $4,792 $14,375 $14,375 - - $14,375
Phase 2 2-$20 16,333 $326,667 $8 $130,667 $457,333 -$457,333 -$457,333
Phase 3 3-$30 4,667 $140,000 $10 $46,667 $186,667 - - $186,667 $186,667
Hiking Trails and Waynding/Signage 1- - - - -
Lawn Games 1- - - - -
Scenic Lift Rides 1 $10 - - - -
Hilltop Picnic Area 1/2/3 - - - - -
Kids Natural Play Area 2- - - - -
Adventure Playground 2 $10 - - - -
Zip Line 2 $10 - - - -
Cable-to-Rail Zip Line 3 $25 - - - -
Event Participants 2-$20 3,366 $67,325 $67,325 -$67,325 -$67,325
Lodging Participants 2-$10 417 $4,171 $4,171 -$4,171 -$4,171
Summer Skiing & Riding 3 $25 - 18,000 $450,000 $10 $180,000 $630,000 - - $630,000 $630,000
WINTER
Snow Tubing
Phase 1 1 $30 30,400 $912,000 $5 $152,000 $1,064,000 $1,064,000 - - $1,064,000
Phase 2 - added 2 $30 4,267 $128,000 $8 $34,133 $162,133 -$162,133 -$162,133
Phase 3 - added 3 $30 5,867 $176,000 $10 $58,667 $234,667 - - $234,667 $234,667
SUBTOTAL 84,275 $2,213,746 $606,925 $2,820,671 $1,078,375 $690,963 $1,051,333 $2,820,671
Table 11. Revenue from New Offerings - Activities
ACTIVITIES Phase Pricing Potential
Unique Visits
# of Nights
Booked
Total Lodging
Revenue
Avg F&B Spend
per Participant
Total F&B
Revenue
Total Lodging +
F&B Revenue
New Revenue
in Phase 1
New Revenue
in Phase 2
New Revenue
in Phase 3
Total
Revenue
Glamping 2 $30 156 78 $2,346 $8 $1,251 $3,598 -$3,598 -$3,598
Open air pavilion/re pits for the cabins & glamping 2- - - - - - - - - - -
RV Camping (no infrastructure) 2 $20 150 100 $2,000 - - $2,000 -$2,000 -$2,000
Cabins 2- - - - - - - - - - -
3 cottages 2 $100 972 432 $43,200 $8 $7,776 $50,976 -$50,976 -$50,976
1 rental check-in building 2- - - - - - - - - - -
1 modern family cabin 3 $200 540 144 $28,800 $10 $5,400 $34,200 - - $34,200 $34,200
SUBTOTAL 1,818 754 $76,346 $14,427 $90,774 - $56,574 $34,200 $90,774
Table 12. Revenue from New Offerings - Lodging
58 CRESCENT HILL AT HITCHCOCK MASTER PLAN
PROGRAMS & EVENTS Phase Pricing Potential
Unique Visits
# of Nights
Booked
Total Lodging
Revenue
Avg F&B Spend
per Participant
Total F&B
Revenue
Total Lodging +
F&B Revenue
New Revenue in
Phase 1
New Revenue in
Phase 2
New Revenue in
Phase 3
Total
Revenue
Educational/School Programs 1- 260 13 -$5 $1,300 $1,300 $1,300 - - $1,300
Interpretive/Adventure Walks 1- 130 13 -$5 $650 $650 $650 - - $650
Winter Night Walks 1 $20 1,200 12 $24,000 $5 $6,000 $30,000 $30,000 - - $30,000
Competitive Racing 1/2 - - - - - - - - - - -
Weekly Series - Ph 1 1 $10 250 10 $2,500 $5 $1,250 $3,750 $3,750 - - $3,750
Weekly Series - Ph 2 2 $10 500 10 $5,000 $8 $6,000 $11,000 -$9,000 -$9,000
Public Events 2 $20 2,500 5 $50,000 $15 $37,500 $87,500 -$87,500 -$87,500
Live Music 2- - - - - - - - - - -
Festivals 2- - - - - - - - - - -
Racing 2- - - - - - - - - - -
Weekly Theme Days 2- 2,917 17 -$15 $43,750 $43,750 -$43,750 -$43,750
Private Events 2- - - - - - - - - - -
Weddings/Rehearsal Dinners/Banquets 2 $5,000 875 5 $25,000 $60 $52,500 $77,500 -$77,500 -$77,500
Family Reunions 2 $1,250 250 5 $6,250 $40 $10,000 $16,250 -$16,250 -$16,250
Meetings 2 $500 100 5 $2,500 $20 $2,000 $4,500 -$4,500 -$4,500
SUBTOTAL 8,982 95 $115,250 $158,950 $274,200 $35,700 $238,500 - $274,200
Table 13. Revenue from New Offerings – Programs & Events
TOTAL REVENUE Phase 1 Phase 2 Phase 3 Total
Total Revenue from the New Oerings - by Phase $1,114,075 $986,037 $1,085,533 $3,185,645
Total Revenue from the New Offerings - Cumulative $1,114,075 $2,100,112 $3,185,645 $3,185,645
Table 14. Revenue from New Offerings – Total
EXISTING SKI/RIDE REVENUE Phase
2022/23 Total Rev/
Skier Visit NSAA
Small Mid-West *0.5
2023/24 Ination
Factor
2024/25 Ination
Factor Avg Skier Visits
Total Projected
Rev From Skier
Visits
Phase 1 Phase 2 Phase 3 Total
$67.05 3% 3%
Average Historic Ski/Ride Visitation 1 19,400 $1,379,966 $1,379,966 - - $1,379,966
Possible additional market capture (with infrastructure upgrades) 2 13,400 $953,172 -$953,172 -$953,172
SUBTOTAL $69.06 $71.13 $2,333,138 $1,379,966 $953,172 - $2,333,138
Total Revenue from the Existing Ski/Ride Operation - Cumulative $1,379,966 $2,333,138 $2,333,138 $2,333,138
Table 15. Revenue from the Existing Ski/Ride Operation
TOTAL REVENUE Phase 1 Phase 2 Phase 3 Total
Total Revenue from the New Oerings - Cumulave $1,114,075 $2,100,112 $3,185,645 $3,185,645
Total Revenue from the Exisng Ski/Ride Operaon - Cumulave $1,379,966 $2,333,138 $2,333,138 $2,333,138
Total Revenue from both the New Offerings and the Existing Ski/Ride Operation - Cumulative $2,494,041 $4,433,249 $5,518,783 $5,518,783
Table 16. Total Revenue from the New Offerings & Existing Ski/Ride Operation
PART TWO. FINANCIAL ANALYSIS 59
In Phase 2, annual revenue from the New Offerings
grows by approximately $986,000, reecting the new
attractions and upgraded facilities that are expected
to draw additional guests to Crescent Hill. The largest
share of this growth stems from increased participation
in non-event activities. Tubing continues to play a key
role, supported by an expanded weekly operating
schedule and higher food and beverage spending,
driven by a new Chalet offering an enhanced dining
experience. Programs and events contribute the next
largest share of revenue growth, followed by activity
participation during events and lodging.
In Phase 3, revenue from the New Offerings increases
by approximately $1.1 million. All of this new
revenue results from expanded non-event activity
participation, enabled by a broader operating schedule
and the assumption that visitors will spend more time
on-site, engaging in additional and potentially higher-
priced activities. A signicant portion of the revenue
increase is also tied to the introduction of the
Snowex ski/ride offering. Additional growth comes
from snow tubing, driven once again by an expanded
operating schedule.
EXISTING SKI/RIDE OPERATION
Industry data from the most recent year available was
used to generate revenue attributed to the Existing
Ski/Ride Operation. Average annual ination factors
were added to reconcile the gap between available
data and the current season.
As shown, the Existing Ski/Ride Operation is expected
to generate signicant revenue. This revenue increases
in Phase 2 because the new beginner terrain comes
online, and this is expected to draw additional guests
to Crescent Hill.
TOTAL REVENUE
The “Table 18. Total Revenue from the New
Offerings & Existing Ski/Ride Operation” on page
58 summarizes the anticipated revenue from the
New Offerings and the Existing Ski/Ride Operation,
showing the total revenue that Crescent Hill may
generate over the course of a year.
Revenue contributions from the New Offerings and
the Existing Ski/Ride Operation are similar in Phases
1 and 2, indicating a growing equivalence in their
impact on Crescent Hill’s nancial performance. In
Phase 3, the New Offerings are projected to generate
$3.2 million, while revenue from Existing Ski/Ride
Operation remains steady at $2.3 million. At this
aspirational stage, the New Offerings may become the
primary focus of Crescent Hill’s business operations,
potentially emerging as a more signicant driver of
customer value than the Existing Ski/Ride Operation.
60 CRESCENT HILL AT HITCHCOCK MASTER PLAN
VI. Direct Labor for the New Offerings
Direct labor informs operating expenses, which
are compared to revenue in the “Results” section
to evaluate Crescent Hill’s future nancial outlook.
Overall expenses for the Existing Ski/Ride Operation,
which include direct labor for the Existing Ski/Ride
Operation, are considered in the broader operating
expenses. Therefore, this section only considers
direct labor for the New Offerings.
Labor rates for this analysis were provided by
Pottawattamie Conservation. The associated tables
outline labor costs across two key categories: salaried
employees and hourly employees, both broken down
by phase of implementation. All positions relating
to the new Base Lodge and Chalet facilities start in
Phase 2.
As highlighted in the visitation discussion, specic
support will be essential to achieving the operation's
visitation and revenue goals, leading to the need
for additional labor expense. Key among these are
the Marketing & Sales position and the Program
Coordinator position. Both roles are designed as full-
time, year-round positions to provide the focused
effort required for success. Their contributions
to attracting and engaging a broader, year-round
audience to Crescent Hill will be critical.
The tables to the right detail hourly positions. The
hourly rate assigned to each position ranges from
$20 to $30, reecting the degree of skill/training
required. The phasing of costs attributable to hourly
activity employees is complex, given the need to
account for the same employees working additional
hours from phase to phase as the operating schedule
expands. Winter maintenance is covered by salaried
employees (who are year-round) and expenses for
the Existing Ski/Ride Operation, which are included
in the operating expenses section.
As outlined, labor costs increase steadily across
the model. In Phases 1 and 2, much of this growth
is attributed to salaried positions, which remain
unchanged between Phases 2 and 3 as no additional
salaried roles are planned. Other increases in labor
costs in Phases 2 and 3 are tied to hourly labor
required for programs, events, activities, and lodging.
Activity-related labor costs are directly linked to the
operating schedule for the New Offerings.
PART TWO. FINANCIAL ANALYSIS 61
SALARIED EMPLOYEES Phase Employees Salary Labor $ Phase 1 Phase 2 Phase 3 Total
General Manager 1 1 - - Covered by Existing Ski/Ride Operation Expenses - - - -
Shift Manager 2 1 $90,000 $90,000 -$90,000 -$90,000
Lead Maintenance (Buildings, Grounds, Lifts) 1 1 - - Covered by Existing Ski/Ride Operation Expenses - - - -
Marketing & Sales 1 1 $90,000 $90,000 $90,000 - - $90,000
Program Coordinator 1 1 $90,000 $90,000 $90,000 - - $90,000
Head Chef 2 1 $90,000 $90,000 -$90,000 -$90,000
Maintenance Apprentice 2 1 $60,000 $60,000 -$60,000 -$60,000
SUBTOTAL 7 $420,000 $180,000 $240,000 - $420,000
TOTAL SALARIED EMPLOYEE LABOR COSTS - CUMULATIVE $180,000 $420,000 $420,000 $420,000
W
Table 17. Direct Labor for New Offerings – Salaried Employees
ACTIVITIES Phase Employees Hourly Rate Staff Hours Labor $ Phase 1 Phase 2 Phase 3 Total
SUMMER
Hiking Trails and Waynding/Signage 1 - $20 - - - - - -
Lawn Games 1 - $20 - - - - - -
Scenic Lift Rides - - - -
Ph 1 1 4 $20 600 $48,000 $48,000 - - $48,000
Ph 2 - additional hours, same employees 2 - $20 270 $21,600 -$21,600 -$21,600
Ph 3 - additional hours, same employees 3 - $20 280 $22,400 - - $22,400 $22,400
Hilltop Picnic Area 1/2/3 - $20 600 - - - - -
Kids Natural Play Area 2 - 2 1 2 - $20 - - - - - -
Adventure Playground
Ph 2 2 1 $20 870 $17,400 -$17,400 -$17,400
Ph 3 - additional hours, same employees 3 - $20 280 $5,600 - - $5,600 $5,600
Zip Line
Ph 2 2 3 $20 870 $52,200 -$52,200 -$52,200
Ph 3 - additional hours, same employees 3 - $20 280 $16,800 - - $16,800 $16,800
Cable to Rail Zip Line 3 6 $20 1,150 $138,000 - - $138,000 $138,000
Summer Skiing & Riding 3 6 $20 1,150 $138,000 - - $138,000 $138,000
MAINTENANCE FOR ACTIVITIES
Ph 1 1 1 $25 600 $15,000 $15,000 - - $15,000
Ph 2 - additional hours, same employees 2 - $25 270 $6,750 -$6,750 -$6,750
Ph 3 - additional hours, same employees 3 - $25 280 $7,000 - - $7,000 $7,000
F&B FOR ACTIVITIES
Ph 1 1 2 $25 600 $30,000 $30,000 - - $30,000
Ph 2 - additional hours, same employees 2 - $25 270 $13,500 -$13,500 -$13,500
Ph 3 - additional hours, same employees 3 - $25 280 $14,000 - - $14,000 $14,000
Ph 2 - new employees 2 3 $25 870 $65,250 -$65,250 -$65,250
Ph 2 - additional hours, new employees 3 - $25 280 $21,000 - - $21,000 $21,000
WINTER
Snow Tubing
Ph 1 1 8 $20 570 $91,200 $91,200 - - $91,200
Ph 2 - additional hours, same employees 2 - $20 80 $12,800 -$12,800 -$12,800
Ph 3 - additional hours, same employees 3 - $20 110 $17,600 - - $17,600 $17,600
F&B FOR ACTIVITIES
Ph 1 1 3 $25 570 $42,750 $42,750 - - $42,750
Ph 2 - additional hours, same employees 2 - $25 80 $6,000 -$6,000 -$6,000
Ph 3 - additional hours, same employees 3 - $25 110 $8,250 - - $8,250 $8,250
SUBTOTAL 37 $811,100 $226,950 $195,500 $388,650 $811,100
Table 18. Direct Labor for New Offerings – Hourly Employees – Activities
62 CRESCENT HILL AT HITCHCOCK MASTER PLAN
LODGING Phase Staff Hrs per Op
Days or Booking Hourly Rate Operating Days
(Nights)
# of Nights
Booked Labor $ Phase 1 Phase 2 Phase 3 Total
Rental check-in building 2 4 $20 152 $12,160 -$12,160 -$12,160
Cleaning 2 1 $20 654 $13,084 -$13,084 -$13,084
Maintenance 2 0.25 $25 654 $4,089 -$4,089 -$4,089
SUBTOTAL - $29,333 - $29,333 - $29,333
Table 19. Direct Labor for New Offerings – Hourly Employees – Lodging
PROGRAMS & EVENTS Phase Employees Hourly Rate Number of
Events
Staff Hours Per
Event Labor $ Phase 1 Phase 2 Phase 3 Total
SUMMER
Educational/School Programs 1 1 $25 13 4 $1,300 $1,300 - - $1,300
Interpretive/Adventure Walks 1 1 $25 13 4 $1,300 $1,300 - - $1,300
Competitive Racing 1/2
Weekly Series - Ph 1 1 3 $20 10 4 $2,400 $2,400 - - $2,400
Weekly Series - Ph 2 2 3 $20 10 4 $2,400 -$2,400 -$2,400
Public Events 2
Live Music 2 15 $25 2 16 $12,000 -$12,000 -$12,000
Festivals 2 15 $25 1 16 $6,000 -$6,000 -$6,000
Racing 2 12 $25 2 16 $9,600 -$9,600 -$9,600
Weekly Theme Days 2 5 $25 17 10 $20,833 -$20,833 -$20,833
Private Events 2
Weddings/Banquets 2 10 $30 5 16 $24,000 -$24,000 -$24,000
Rehearsal Dinner/Family Reunion 2 5 $30 5 10 $7,500 -$7,500 -$7,500
Meetings 2 2 $25
5 6 $1,500 -$1,500 -$1,500
WINTER
Winter Night Walks 1 2 $20 12 6 $2,880 $2,880 - - $2,880
SUBTOTAL 74 $91,713 $7,880 $83,833 - $91,713
Table 20. Direct Labor for New Offerings – Hourly Employees – Programs & Events
Total Hourly Employee Labor Costs - by Phase $234,830 $308,666 $388,650 $932,146
Total Hourly Employee Labor Costs - Cumulative $234,830 $543,496 $932,146 $932,146
TOTAL SALARIED & HOURLY EMPLOYEE LABOR COSTS - CUMULATIVE $414,830 $963,496 $1,352,146 $1,352,146
W
Table 21. Direct Labor for New Offerings – Hourly Employees & Salaried Employees - Total
PART TWO. FINANCIAL ANALYSIS 63
VII. Operating Expenses
Projected operating expenses are outlined across the
three phases. “General Operating Expenses” include
general costs Crescent Hill will incur, as well as key
investments that will benet both the New Offerings
and the Existing Ski/Ride Operation, such as the new
POS system. For simplicity, these general operating
expenses that benet both are attributed to the New
Offerings. As with visitation potential and revenue,
expenses specic to the Existing Ski/Ride Operation
are considered separately, then summarized with
expenses for the New Offerings to paint a full picture
for Crescent Hill’s nancial future.
Certain general operating expenses—such as
utilities/fuel, banking fees/processing, insurance, and
marketing—are a percentage of the projected revenue
and operational growth for each phase. This is a typical
practice for estimating these costs. Costs associated
with the procurement of food and beverage (F&B)
supplies are referred to as Cost of Goods Sold (COGS),
and they are also calculated using standard industry
percentages based on revenue. Direct labor expenses,
as previously detailed for the New Offerings, increase
signicantly across phases to support expanded
activities and services. Additional xed costs, such as
those related to POS and RFID systems, are included
in each phase. Snowex maintenance costs (provided
by industry suppliers) are introduced in Phase 3,
corresponding to the launch of the warm season ski/
ride operation.
NEW OFFERINGS
The following table summarizes operating expenses
for the New Offerings. It does so by adding general
operating costs, direct labor costs, and COGS costs
for each phase.
Operating expenses for the New Offerings increase
signicantly across the phases. Their biggest
contributor is direct labor, followed by general
operating expenses, then COGS.
EXISTING SKI/RIDE OPERATION
Expenses specic to the Existing Ski/Ride Operation
are calculated separately using industry benchmarks,
following the same methodology as the revenue
projections for the Existing Ski/Ride Operation.
As with revenue, and for the same reasons, operating
expenses for the Existing Ski/Ride Operation increase
in Phase 2, but not in Phase 3.
TOTAL OPERATING EXPENSES
The table below summarizes the anticipated operating
expenses for the New Offerings and the Existing Ski/
Ride Operation, showing the total operating expenses
that Crescent Hill may incur over the course of a year.
As with revenue, the proportion of expenses
between the Existing Ski/Ride Operation and the
New Offerings shifts across the phases. In Phase
1, operating expenses for the Existing Ski/Ride
Operation slightly exceed those for the New Offerings.
By Phase 3, however, the operating expenses for
the New Offerings are signicantly greater than
those attributed to the Existing Ski/Ride Operation.
Notably, operating expenses for the New Offerings
increase more signicantly in Phase 2 than in Phase 3.
This is largely due to the additional labor required to
deliver an enhanced guest experience in Phase 2 for
the New Offerings, particularly with the introduction
of the new Base Lodge and Chalet.
64 CRESCENT HILL AT HITCHCOCK MASTER PLAN
VIII. Results
The nancial analysis demonstrates the sustainability
of Crescent Hill’s phased development plan across
different operational models. Each phase reects
incremental growth, with nancial performance
varying between the New Offerings and the
Existing Ski/Ride Operation. The results of the Full
Operation—which includes both the New Offerings
and the Existing Ski/Ride Operation—are discussed
rst, as they provide a comprehensive overview of
Crescent Hill’s nancial outlook.
In the following tables, operating expenses are
compared to revenue to calculate EBITDA, a
measure of prot. Non-operating expenses (capital
maintenance and capital reserves) are then included
to illustrate best practices for the operation.
The tables to follow also include capital expenditures
for each phase. Like the capital expenditure section
of this document, they do not differentiate between
capital expenditures for the New Offerings and
the Existing Ski/Ride Operation, because many
recommended investments benet both.
PART TWO. FINANCIAL ANALYSIS 65
GENERAL OPERATING EXPENSES - PHASE 1 $ per Visit Visits by Phase % of New Offerings Rev New Offerings Rev by Phase Other Costs Total General Op Expenses
Utilities/Fuel 3% $1,114,075 $33,422
Banking Fees/Processing 4% $1,114,075 $44,563
Insurance 5% $1,114,075 $55,704
RFID Scanner System
Annual access control server license $2,000 $2,000
Annual devices licenses $2,000 $2,000
Annual training/support from supplier $2,000 $2,000
POS System #1 $5,000 $5,000
POS System #2 $5,000 $5,000
Marketing Budget 5% $1,114,075 $55,704
TOTAL OTHER OP EXPENSES - PHASE 1 $205,393
Table 22. Operating Expenses for New Offerings – General Operating Expenses
GENERAL OPERATING EXPENSES - PHASE 2 $ per Visit Visits by Phase % of New Offerings Rev New Offerings Rev by Phase Other Costs Total General Op Expenses
Utilities/Fuel 3% $2,100,112 $63,003
Banking Fees/Processing 4% $2,100,112 $84,004
Insurance 5% $2,100,112 $105,006
RFID Scanner System
Annual access control server license $2,000 $2,000
Annual devices licenses $2,000 $2,000
Annual training/support from supplier $2,000 $2,000
POS System #1 $5,000 $5,000
POS System #2 $5,000 $5,000
Marketing Budget 5% $2,100,112 $105,006
TOTAL OTHER OP EXPENSES - PHASE 2 $373,019
GENERAL OPERATING EXPENSES - PHASE 3 $ per Visit Visits by Phase % of New Offerings Rev New Offerings Rev by Phase Other Costs Total General Op Expenses
Snowex maintenance - per skier visit $0.65 18,000 $11,700
Utilities/Fuel 3% $3,185,645 $95,569
Banking Fees/Processing 4% $3,185,645 $127,426
Insurance 5% $3,185,645 $159,282
RFID Scanner System
Annual access control server license $2,000 $2,000
Annual devices licenses $2,000 $2,000
Annual training/support from supplier $2,000 $2,000
POS System #1 $5,000 $5,000
POS System #2 $5,000 $5,000
Marketing Budget 5% $3,185,645 $159,282
TOTAL OTHER OP EXPENSES - PHASE 3 $569,260
66 CRESCENT HILL AT HITCHCOCK MASTER PLAN
EXISTING
SKI/RIDE OP
EXPENSES
2022/23 Total
Exp/Skier
Visit NSAA
Small Midwest
Adjusted for
Crescent Hill
2023/24
Ination
Factor
2024/25
Ination
Factor
Inated Avg
Cost Avg Skier Visits
Total Projected
Operating Exp
From Skier Visits
Phase 1 $41.79 3% 3% $44.34 19,400 $860,170
Phase 2 $41.79 3% 3% $44.34 32,175 $1,454,308
Phase 3 $41.79 3% 3% $44.34 32,175 $1,454,308
Table 26. Operating Expenses for the Existing Ski/Ride Operation
TOTAL OPERATING EXPENSES Phase 1 Phase 2 Phase 3 Total
Total Operating Expenses for the New
Offerings - Cumulative $790,327 $1,756,453 $2,529,173 $2,529,173
Total Operating Expenses for the Existing Ski/
Ride Operation - Cumulative $860,170 $1,454,308 $1,454,308 $1,454,308
Total Operating Expenses for both the New
Offerings and the Existing Ski/Ride Operation
- Cumulative
$1,650,497 $3,210,761 $3,983,481 $3,983,481
Table 27. Total Operating Expenses for the New Offerings & Existing Ski/Ride Operation
Direct Labor - Salaried & Hourly Labor PR Tax & Benets Total Direct Labor – by Phase
Phase 1 $414,830 $103,708 $518,538
Phase 2 $963,496 $240,874 $1,204,371
Phase 3 $1,352,146 $338,037 $1,690,183
Table 23. Operating Expenses for New Offerings – Direct Labor
Cost of Goods Sold (COGS) % F&B Rev F&B Rev Total COGS - by Phase
Phase 1 40% $165,992 $66,397
Phase 2 40% $447,660 $179,064
Phase 3 40% $674,326 $269,731
Table 24. Operating Expenses for New Offerings – COGS
Total Expenses – Phase 1 – New Offerings 40% $165,992 $790,327
Total Expenses – Phase 2 – New Offerings 40% $447,660 $1,756,453
Total Expenses – Phase 3 – New Offerings 40% $674,326 $2,529,173
Table 25. Operating Expenses for New Offerings – Total
PART TWO. FINANCIAL ANALYSIS 67
Capital Maintenance & Expenditure Reserves:
EXPLANATION & IMPORTANCE
Capital maintenance and expansion reserves are nancial allocaons designed to
ensure the long-term sustainability and growth of Crescent Hill’s operaons. These
reserves correlate to revenue.
• CAPITAL MAINTENANCE: Involves annual reinvestments that extend the
useful life of exisng assets. These investments focus on preserving operaonal
funconality without necessarily enhancing guest-facing experiences. Examples
include maintenance on chairlis, snowmaking systems, or the base lodge to
keep them operang safely and eecvely.
• CAPITAL EXPANSION: Refers to investments in new facilies or upgrades
that enhance the guest experience and drive revenue growth. These projects
are typically guest-visible and include iniaves like construcng a new lodge,
upgrading lis, or adding aracons such as zip lines or tubing lanes.
Roune maintenance is separate and included within operang expenses. It covers
day-to-day upkeep and minor repairs, such as grooming trails or cleaning facilies,
that are necessary for operaons but do not signicantly extend the lifespan of
assets.
Without disciplined capital investment, ski areas risk losing market share due to
outdated infrastructure, diminished guest experiences, and declining visitaon.
This decline in revenue reduces the ability to invest further, creang a downward
spiral that is dicult to recover from. Ski areas that regularly reinvest in both capital
maintenance and expansion are beer posioned to remain compeve, aract
repeat visitors, and grow revenue over me.
By seng aside these reserves, Crescent Hill strengthens its nancial capacity to
maintain crical infrastructure and avoid disrupons in operaons, fund projects
that enhance guest experiences and increase revenue, and remain compeve
within the regional market by oering modern, well-maintained facilies. The
reserves represent a proacve approach to asset management and growth,
supporng Crescent Hill’s eorts to sustain and enhance its operaons while
minimizing nancial risk over the long term.
68 CRESCENT HILL AT HITCHCOCK MASTER PLAN
FULL OPERATION
The following table depicts the results of the Full
Operation—which includes both the New Offerings
and the Existing Ski/Ride Operation—to provide a
comprehensive overview of Crescent Hill’s nancial
outlook.
Under the full operation model, total revenue grows
from approximately $2.5 million in Phase 1 to $5.5
million in Phase 3, with operating expenses rising
proportionally to support expanded activities and
services. EBITDA grows signicantly, increasing
from approximately $844,000 in Phase 1 to $1.5
million in Phase 3. Operating margins demonstrate
Crescent Hill’s strong nancial performance, with an
impressive 34% in Phase 1 driven by the dominance
of the Existing Ski/Ride Operation and leveling out
to 28% in Phases 2 and 3, as the New Offerings
comprise a high percentage of Crescent Hill’s total
annual revenue and expenses.
Capital expenditures for Phase 1 are approximately
$2.8 million, covering immediate projects that require
minimal investment and setting the groundwork for
more signicant developments. In Phase 2, capital
expenditure rises sharply to $15.4 million to fund
transformative investments such as a new Base
Lodge and Chalet, replacing the double chairlift,
adding two new beginner carpets, and replacing the
current maintenance facility. Phase 3 also includes
approximately $7.4 million in capital expenditures,
with over half of this total allocated to replacing the
quad chairlift.
Recommended reserves for capital maintenance and
expenditures increase proportionately to revenue,
reaching approximately $276,000 each by Phase 3.
After accounting for these reserves, EBITDA minus
reserves grows to nearly $1.0 million in Phase 3,
highlighting the plan’s ability to generate surplus
funds for reinvestment or strategic initiatives.
TOTAL OPERATING EXPENSES Phase 1 Phase 2 Phase 3
Total Revenue $2,494,041 $4,433,249 $5,518,783
Operating Expenses $1,650,497 $3,210,761 $3,983,481
EBITDA $843,544 $1,222,488 $1,535,301
Operating Margin % 34% 28% 28%
Recommended Capital Maintenance Reserve (5% of Revenue) $124,702 $221,662 $275,939
Recommended Capital Expansion Reserve (5% of Revenue) $124,702 $221,662 $275,939
EBITDA minus Reserves $594,140 $779,163 $983,423
CapEx $2,764,220 $15,373,800 $7,433,800
Table 28. Anticipated Financial Performance – New Offerings & Existing Ski/Ride Operation
PART TWO. FINANCIAL ANALYSIS 69
NEW OFFERINGS ONLY
This table highlights the nancial impact of the
New Offerings, demonstrating their role in shaping
Crescent Hill’s nancial future, independently of the
Existing Ski/Ride Operation.
When excluding the Existing Ski/Ride Operations,
total revenue starts lower at approximately $1.1
million in Phase 1 but climbs to $3.2 million by Phase
3. Snow tubing is a signicant driver of this revenue.
Operating expenses follow a similar trend, leaving
EBITDA at approximately $324,000 in Phase 1 and
$656,000 in Phase 3. Operating margins vary from
29% in Phase 1 to 16% in Phase 2, then 21% in
Phase 3. The dip in Phase 2 EBITDA (also seen in the
full operational model, to a lesser degree) is largely
attributable to the increased direct labor required to
deliver an enhanced guest experience as upgraded
facilities, such as the new Base Lodge and Chalet,
come online. This investment in stafng lays the
groundwork for the improved nancial performance
seen in Phase 3.
TOTAL OPERATING EXPENSES Phase 1 Phase 2 Phase 3
Total Revenue $1,114,075 $2,100,112 $3,185,645
Operating Expenses $790,327 $1,756,453 $2,529,173
EBITDA $323,748 $343,658 $656,472
Operating Margin % 29% 16% 21%
Recommended Capital Maintenance Reserve (5% of Revenue) $55,704 $105,006 $159,282
Recommended Capital Expansion Reserve (5% of Revenue) $55,704 $105,006 $159,282
EBITDA minus Reserves $212,341 $133,647 $337,907
CapEx $2,764,220 $15,373,800 $7,433,800
Table 29. Anticipated Financial Performance – New Offerings Only
70 CRESCENT HILL AT HITCHCOCK MASTER PLAN
EXISTING SKI/RIDE OPERATION ONLY
This table highlights the nancial impact of the
improvements to the Existing Ski/Ride Operation,
demonstrating its role in shaping Crescent Hill’s
nancial future, independently of the New Offerings.
For the Existing Ski/Ride Operation as a standalone
model, revenue increases modestly from
approximately $1.4 million in Phase 1 to $2.3 million
in Phase 3, remaining stable after Phase 2. Operating
expenses are proportionally lower, resulting in strong
EBITDA of about $520,000 in Phase 1 and $880,000
in both Phases 2 and 3. However, it is important to
note that both revenue and expenses are likely to
gradually increase over time due to ination, which
will affect the operation’s actual nancial performance
beyond these projections.
Operating margins remain consistently high at 38%
across all phases, reecting the fact that the same
industry data was used to estimate ski area revenue
and expenses across the phases.
In Phase 1, capital expenditures for the full operation
total $2.8 million, with the terrain park rope tow
representing a small portion of the overall investment.
Phase 2 includes $15.4 million in capital expenditures,
of which the installation of two beginner area carpets
accounts for a modest share, supporting efforts to
increase visitation through attracting and retaining
TOTAL OPERATING EXPENSES Phase 1 Phase 2 Phase 3
Total Revenue $1,379,966 $2,333,138 $2,333,138
Operating Expenses $860,170 $1,454,308 $1,454,308
EBITDA $519,796 $878,830 $878,830
Operating Margin % 38% 38% 38%
Recommended Capital Maintenance Reserve (5% of Revenue) $68,998 $116,657 $116,657
Recommended Capital Expansion Reserve (5% of Revenue) $68,998 $116,657 $116,657
EBITDA minus Reserves $381,799 $645,516 $645,516
CapEx $2,764,220 $15,373,800 $7,433,800
Table 30. Anticipated Financial Performance – Existing Ski/Ride Operation Only
PART TWO. FINANCIAL ANALYSIS 71
beginner skiers, and replacement of the existing
double chairlift accounts for a slightly greater share,
fortifying the Existing Ski/Ride Operation against
potential future disruptions. The new Base Lodge
and Chalet, also introduced in Phase 2, will also
signicantly benet the ski area by improving guest
amenities, enhancing the overall experience, and
increasing ancillary revenue from food and beverage
sales.
By Phase 3, the majority of the $7.4 million in capital
expenditures is dedicated to replacing the quad
chairlifts, a critical investment to ensure the long-term
viability of the ski operation. Like the investments in
the New Offerings, these investments in the Existing
Ski/Rider Operation are expected to bolster the ski
area’s long-term viability and contribute positively to
the broader nancial outlook of Crescent Hill.
EXISTING DEBT SERVICE
As previously noted, Crescent Hill at Hitchcock was
designated as an enterprise fund in 2023. The decision
to designate Crescent Hill as an enterprise fund was
made, in part, with the desire to insulate Pottawattamie
County citizens from any potential nancial burdens
that could result from the operation of Crescent Hill
in the future. As part of this designation, and as a way
to demonstrate scal accountability to the taxpayers
of Pottawattamie County, Crescent Hill is expected to
return to taxpayers the cost of the investments made
into the site’s electrical and snowmaking upgrades
that were completed in late 2023. As the purpose
of this plan is to evaluate the nancial and logistical
feasibility of future phased developments, the existing
debt was not included in the analysis of the feasibility
and sustainability of potential future operations.
72 CRESCENT HILL AT HITCHCOCK MASTER PLAN
CONCLUSIONS
The nancial analysis underscores how Crescent
Hill’s phased Master Plan supports Pottawattamie
Conservation’s mission to enhance community
connections to nature and recreation while ensuring
environmental and nancial sustainability. The
plan aligns with Pottawattamie Conservation’s
vision of fostering vibrant, accessible, and engaging
recreational opportunities that benet both residents
and visitors.
• Strong operating strategy: The model integrates
the Existing Ski/Ride Operation with New
Offerings to create a diverse, multi-season
destination. This balanced approach maximizes
revenue potential, promotes year-round access
to outdoor recreation that is in alignment with
Pottawattamie Conservation’s mission, and
ensures resilience against seasonal uctuations,
reinforcing the commitment to long-term
sustainability.
• Standalone viability of components: Both
the Existing Ski/Ride Operation and the New
Offerings are nancially viable on their own.
The Existing Ski/Ride Operation’s stability
reects Pottawattamie Conservation’s emphasis
on maintaining and enhancing existing assets
and illustrates the opportunity to increase the
nancial performance of the existing operation.
It also underscores the importance of signicant
capital investment (new Base Lodge and
Chalet, replacement chairlifts, beginner area,
and maintenance facility) to drive additional
visitation and achieve nancial performance in
line with industry averages. Adding snow tubing
in Phase 1 reects the signicant opportunity of
broadening the customer base in the winter and
providing a strong additional revenue stream.
The other New Offerings, while demonstrating
a more modest nancial contribution to the
operation, will drive signicant visitation to the
area in the summer, supporting the vision of
year-round community engagement.
• Strategic capital investments: Capital
investments in each phase reect Pottawattamie
Conservation’s focus on thoughtful stewardship
of resources. Phase 1 emphasizes foundational
improvements, including the terrain park rope
tow, to enhance current operations. Phase
2 introduces the beginner area carpets, the
replacement of the double lift, and the new
Base Lodge and Chalet, providing facilities that
expand access and create inviting spaces for
recreation. In Phase 3, the quad lift replacement
improves operational reliability and long-term
viability, which are important for sustaining
PART ONE. THE MASTER PLAN 73
Pottawattamie Conservation’s mission of
providing high-quality outdoor experiences.
Additionally, the aspirational vision of a summer
ski offering and the unique Cable-to-Zip
Line may be implemented if future business
volumes (and related nancial results) exceed
expectations, capital funds are available, and
market conditions warrant.
• Phased growth aligns with investment: The
phased approach ensures nancial sustainability
by aligning investments with operational
growth. Phase 2 acts as a pivotal stage, with
new amenities and expanded programming
that enhance visitor experiences. This sets the
stage for more transformative improvements in
Phase 3, if/when the positive results in Phase
2 are achieved and further investment in the
operation is desired. This approach reinforces
Pottawattamie Conservation’s vision of creating
a recreation destination that evolves thoughtfully
and sustainably.
• Warm season visitation growth: In all phases,
total visitation from the New Offerings exceeds
that of the Existing Ski/Ride Operation, even
with increased market capture for skiing. This
demonstrates Crescent Hill’s year-round growth
potential and highlights the importance of
prioritizing activities that are easy to implement
and likely to drive high visitation. To support
this growth, additional stafng and larger, more
robust facilities will be critical to sustaining and
maximizing expansion.
• Debt service considerations: While the model
does not include debt service, addressing
this in future analyses will provide a clearer
understanding of long-term nancial obligations.
Incorporating these considerations will help
Pottawattamie Conservation manage resources
effectively while continuing to fulll its
mission of enhancing outdoor recreation and
conservation.
• Enhancing guest experience as a priority:
Planned improvements, such as the Base Lodge,
Chalet, beginner area, hiking trails, and glamping
infrastructure, directly support Pottawattamie
Conservation’s goal of enriching visitor
experiences year-round. These investments
aim to attract a broader audience, encourage
longer stays, and create opportunities for
deeper connections with nature. By diversifying
offerings and enhancing amenities, Crescent Hill
can deliver inclusive, engaging, and memorable
recreational experiences for visitors of all ages,
advancing Pottawattamie Conservation’s mission
of providing accessible outdoor opportunities.
The Crescent Hill Master Plan aligns with
Pottawattamie Conservation’s mission and vision,
offering a nancially responsible roadmap to creating
a thriving, accessible, and sustainable year-round
recreation destination.
PART THREE.
Foundation
76 CRESCENT HILL AT HITCHCOCK MASTER PLAN
The development of the Crescent Hill Master Plan
followed a comprehensive and collaborative process
designed to ensure that the plan was both data-
driven and responsive to community needs. SE
Group, leveraging their extensive expertise in outdoor
recreation and resort planning, led the process in
close partnership with Pottawattamie Conservation
and local stakeholders. This robust analysis provided
a solid foundation for the Master Plan.
SITE ANALYSIS
A series of maps were created (see Appendix A)
to provide a comprehensive understanding of
the landscape, existing conditions, terrain, and
infrastructure. These maps were designed to support
discussions during the Open House and facilitate
internal deliberations. The layers from this initial
mapping effort were later incorporated into the
Development Suitability Map (Figure 1). This map
series focused on Crescent Hill, analyzing both its
natural and built environments. The assessment
included an evaluation of topography, drainage
patterns, and critical habitat areas, as well as an
inventory of existing ski trails, lifts, and infrastructure.
The objective was to identify opportunities and
constraints, fostering informed conversations and
effective planning.
OPERATIONS REVIEW
A thorough review of Crescent Hill’s existing
winter operations was conducted to assess
current performance and identify opportunities for
improvement. SE Group evaluated the ski area’s
infrastructure, including snowmaking, lifts, terrain,
and support facilities, in order to determine how
these resources could be optimized to enhance the
winter experience while laying the foundation for
multi-season use.
COMMUNITY ENGAGEMENT
Community engagement was a key component of
the planning process. SE Group facilitated several
opportunities for community input, including a
community open house and stakeholder interviews.
During these sessions, residents, local businesses,
and other stakeholders were invited to share their
views on the future of Crescent Hill. Community
feedback was gathered on a range of topics, from
desired recreational activities to concerns about
environmental impact. This vital community and
stakeholder input (found in Appendix B) helped
to shape the direction of the Master Plan and
ensured that it reected the needs and values of the
community.
MARKET RESEARCH
SE Group conducted an extensive market analysis
to identify multi-season recreation opportunities
for Crescent Hill. This process evaluated potential
recreational uses and activities, both for the winter ski
season and for year-round operations. The research
was focused on identifying amenities and activities
that would meet the needs of local residents and
visitors, while also creating nancial sustainability for
the area. This analysis was supported by the earlier
Market Assessment (found in Appendix C), which
provided insight into the economic potential of
various multi-season recreational offerings.
PART THREE. FOUNDATION 77
I. Existing Site
Conditions
The existing site conditions at Crescent Hill reect
both its historical signicance and the current state
of its infrastructure, recreational offerings, and
natural landscape. Positioned in the unique Loess
Hills Formation, Crescent Hill benets from striking
geographical features while facing the challenges that
come with managing land susceptible to erosion. This
area, renowned for its scenic beauty, offers a range
of outdoor activities, both in winter and summer, but
it also presents several areas for improvement and
development.
SITE FEATURES AND FACILITIES
Crescent Hill covers 18 acres of terrain with a vertical
descent of 228 feet and features 10 ski runs served
by two chairlifts. The ski area is a signicant local
asset, providing winter recreation primarily between
December and March, although this schedule is highly
dependent on weather conditions. The base area is
home to a ski lodge, rental areas, and maintenance
facilities, though several of these structures are
showing their age and need repairs or upgrades.
The lodge, central to the visitor experience, contains
essential amenities like a kitchen, cafeteria, rental shop,
and ticketing services. However, the single restroom
and other facilities may struggle to accommodate the
growing number of guests. Similarly, the maintenance
buildings, which house equipment crucial for trail and
lift maintenance, are in deteriorating condition. The
chairlifts, while operational, are over 30 years old
and will soon require replacement. This presents a
signicant challenge given that their manufacturer is
no longer in business, though replacement parts are
still available. Recent improvements have included an
upgrade to the snowmaking system, which ensures
the quality of the snow during the winter months.
LANDSCAPE AND ENVIRONMENTAL
CHALLENGES
Crescent Hill is located in the Loess Hills, a formation
known for its vulnerability to erosion by wind, water,
and human activity. This landscape presents signicant
challenges for development and maintenance, as the
fragile soil can be easily disturbed, particularly during
wet conditions. As recreational activities increase,
balancing development with conservation efforts is
crucial to protect this unique environment.
Erosion control is an ongoing concern at Crescent
Hill, with human activities like skiing and maintenance
work potentially exacerbating the problem. Moreover,
the expanding brush and tree growth, due to reduced
natural res and the loss of large herbivores, have
altered the native prairie ecosystem. Efforts to thin
these areas could help restore the original open
prairie environment and support the growth of native
grasses and plant life, fostering a more sustainable
landscape.
RECREATIONAL USES
Crescent Hill offers a variety of recreational
opportunities for visitors. During the winter season,
skiing and snowboarding are the main attractions,
with trails catering to all skill levels, from beginner
to expert. The ski area has meticulously maintained
trails and even a terrain park for more adventurous
snowboarders and skiers. Family-friendly activities
like sledding add to the diverse range of experiences
available.
78 CRESCENT HILL AT HITCHCOCK MASTER PLAN
In the summer, the ski area connects to hiking trails
that are part of HNC, providing access to a broader
trail network and stunning views of the surrounding
landscape. Crescent Hill’s location within HNC, with
its 1,500 acres of prairie and woodland, enriches the
visitor experience, offering low-impact recreation like
bird watching, hiking, and backcountry camping.
BUILDINGS AND INFRASTRUCTURE
While the ski area’s facilities have served visitors for
years, many are in need of renovation or replacement.
The ski patrol cabin is adequate for current needs,
but the maintenance building is in poor condition,
with signicant wear and tear. Essential tools and
snowmaking equipment are often stored outside,
exposed to the elements, which underscores the
urgent need for improved storage and repair facilities.
Additionally, the decommissioned zip line and pump
track, once popular summer attractions, have fallen
into disrepair. While they represent potential future
recreational opportunities, both would require
substantial updates to bring them back into use.
NATURAL RESOURCES AND CLIMATE
IMPACT
Crescent Hill’s natural environment faces challenges
beyond erosion. The area’s prairies and woodlands
have seen signicant changes due to human activity
and re suppression. Conservation efforts are focused
on restoring native plant species and managing the
landscape to balance human use with environmental
preservation.
Climate change poses a long-term threat to the ski
area, particularly in terms of reduced snowfall and
shorter ski seasons. Warmer winters could make it
difcult to maintain snow-covered trails, threatening
the ski area’s viability and leading to reduced revenue.
Unpredictable weather patterns and increased
variability in temperature also affect snow quality,
making it harder to plan and manage winter sports
activities. This variability and potential impact to
the operation may be adapted to by implementing
synthetic snow surface material that would support
winter sports activity in marginal temperatures.
Water used for snowmaking is currently pumped
from a well, which pulls water from the aquifer. From
a conservation perspective, this is problematic as the
water is not returned to the aquifer upon melting,
ultimately depreciating this important groundwater
resource. Ideally, water for snowmaking should be
pumped from nearby surface water sources that
can be replenished from snowmelt or methods are
utilized that recharge groundwater reserves with
snowmelt. Pottawattamie Conservation is currently
exploring options and committed to nding a solution
that sustainably supports an expanded snowmaking
operation.
LAND USE AND MANAGEMENT
The surrounding land at Crescent Hill includes
agricultural elds, residential areas, and public lands
managed by Pottawattamie County. While the nearby
farmland contributes to the region’s rural charm, it
also creates fragmentation between Crescent Hill and
HNC. Residential development further complicates
the landscape, though some adjacent land parcels
are under consideration for acquisition by the county,
which would help unify land use and management
strategies.
PART THREE. FOUNDATION 79
Overall, Crescent Hill’s current conditions highlight
a ski area that offers signicant recreational and
natural assets but faces challenges with aging
infrastructure, environmental management, and
the impacts of climate change. Future development
must strike a careful balance between enhancing
visitor experiences, protecting the unique Loess Hills
landscape, and preparing for long-term sustainability
in a changing climate.
II. Development
Suitability Map
The Development Suitability Map (Figure 1) is a
critical tool in guiding future land use decisions for
Crescent Hill. The map, created through a Geographic
Information System (GIS) suitability analysis, assesses
a wide range of environmental and geographical
factors, such as the unique Loess Hills formation,
wildlife movement, hydrology, steep slopes, and
current land use patterns. By integrating these various
datasets, the analysis offers a visual representation of
areas that are more or less suitable for development.
The purpose of the map is to assist decision-makers
in identifying the best locations for development
while also ensuring that environmental conservation
and sustainable land use practices are maintained.
HOW THE DEVELOPMENT SUITABILITY
MAP WILL BE USED
This map will serve as a key tool for strategic planning
at Crescent Hill. It will be used by Pottawattamie
County ofcials, land managers, and developers to
assess where infrastructure expansion can occur with
minimal environmental impact. The color-coded map
provides a straightforward visual guide, with areas
marked in green as highly suitable for development
and those in red deemed largely unsuitable. This
allows stakeholders to prioritize projects in areas
where development is less likely to interfere with the
natural landscape or where the cost of development
will be lower.
Furthermore, the map aids in balancing development
with conservation efforts, ensuring that projects
align with broader community goals and the mission
of the area. By identifying sensitive areas where
development would disrupt ecological features,
decision-makers can plan accordingly, mitigating
environmental impact through careful project design
or choosing alternative locations. The map also
supports community engagement and transparency
in the planning process, as it clearly illustrates where
future developments are feasible and where they are
discouraged due to environmental concerns.
80 CRESCENT HILL AT HITCHCOCK MASTER PLAN
LAND USE ANALYSIS
The development suitability analysis is based
on a color scale that indicates different levels of
development potential:
Green Zones (Unrestricted Development Potential):
These areas represent the most favorable conditions
for development. They typically feature gentle
slopes, minimal environmental constraints, and
good accessibility. In these areas, nearly any type
of development is possible, provided it aligns with
the broader mission of the area and takes into
consideration any necessary efforts to reduce
environmental disturbance.
Yellow Zones (Moderate Development Potential): In
these areas, development is permissible but must be
approached with caution. Ecological and geological
features may be present, and efforts should be made
to avoid them where possible. If avoidance is not
feasible, impacts must be minimized. Development in
these zones may require more detailed planning and
mitigation efforts.
Orange Zones (Low Development Potential):
Development in these areas is heavily restricted,
and only projects with a minimal footprint should be
considered. For example, single-track hiking trails
or small structures that do not require extensive
foundations may be allowed. Any proposed
development must minimize its ecological and
geological impact as much as possible.
Red Zones (Restricted Development Potential):
These areas are largely off-limits due to steep slopes,
high-quality ecological habitats, or critical geologic
features. Any form of development is discouraged,
with rare exceptions for extremely low-impact
projects, such as single-track trails, and even these
would require thorough site planning and mitigation
strategies.
PART THREE. FOUNDATION 81
This land use analysis provides a holistic approach
to planning, ensuring that any future development
considers the broader environmental, ecological, and
geologic features of Crescent Hill. By adhering to the
guidelines set forth in the development suitability
map, decision-makers can ensure that Crescent Hill
continues to serve as a recreational resource while
protecting the natural beauty and ecological integrity
of the Loess Hills.
Figure 1. Site Area Development Zone Map
82 CRESCENT HILL AT HITCHCOCK MASTER PLAN
III. Community
Engagement
Central to the success of the Crescent Hill Master
Plan is the belief that genuine engagement with the
community is key to shaping a shared vision for the
future. The process was structured to ensure that the
voices of those who interact with and care about the
ski area were actively included. Through collaboration
between Pottawattamie Conservation and SE Group,
diverse perspectives were gathered, reecting the
needs and aspirations of both local residents and
regional visitors. This inclusive approach ensured that
the plan aligns with the community's values while
fostering sustainable growth and preserving the
natural beauty of the Loess Hills. The input received
during this process laid the groundwork for balanced
recreational development and economic opportunity,
while maintaining harmony with the environment.
Engagement Methods included open houses and an
online survey.
One of the key components of the community
engagement process was gathering direct feedback
from the community through open houses and
surveys, which can be found in Appendix B. These
methods allowed Pottawattamie Conservation and
PART THREE. FOUNDATION 83
SE Group to engage a broad audience, from local
residents to regional visitors, ensuring that the
Master Plan reected a diverse array of perspectives
and ideas.
Open Houses
The open houses were an opportunity for in-person
dialogue, allowing the community to directly engage
with the planning team, ask questions, and offer
feedback in a more interactive setting. Two open
house events were held in October 2023, each
designed to be accessible to different segments of
the community.
The rst open house was held at Arrowhead Park's
Breezy Lodge, providing a more intimate setting that
drew around 20 participants. This smaller gathering
allowed for in-depth conversations with local
residents who live near Crescent Hill and frequent
the area. It was an opportunity to hear from those
who have a deep, long-standing connection to the
land and who experience it regularly.
The second event, hosted at Crescent Hill the
following day, saw a much larger turnout of over 200
attendees, including both local residents and visitors
from the Omaha metro area. This event took a more
festive approach, featuring activities such as chairlift
rides, hiking, and a Popcorn Bar to create a relaxed,
family-friendly atmosphere. Participants were invited
to engage in a sticker dot exercise, where they could
express their preferences for potential recreational
opportunities and development priorities. This
interactive feedback exercise made it easy for
participants to visualize and contribute to the future
of Crescent Hill, and the larger turnout provided
a wealth of insights from both local and regional
perspectives.
Online Survey Engagement
In addition to the open houses, an online survey
was conducted to capture a broader range of input,
particularly from those who could not attend the in-
person events. The survey, hosted on the Crescent Hill
and Pottawattamie County websites, was open from
October 2023 through January 2024. Nearly 1,000
responses were collected, offering a comprehensive
cross-section of feedback from both local residents
and regional visitors, particularly from the Omaha
area, a key demographic for Crescent Hill.
The survey provided an opportunity for respondents
to share their thoughts on several key topics,
including current recreational activities, satisfaction
with existing facilities, and ideas for expanding four-
season use. Participants were also asked to reect
on how they balance their desire for expanded
recreational opportunities with the need to protect
the Loess Hills’ unique natural environment. The
online format made it easy for a wide array of people
to participate, ensuring that even those who couldn’t
attend the open houses had a voice in shaping the
Master Plan.
However, challenges were encountered in ensuring
balanced demographic representation. For example,
the survey had lower participation from the 18-24
age group, which accounted for only about 9% of the
responses. Meanwhile, the 25-54 age group was more
heavily represented, making up approximately 74%
of respondents. Efforts to engage younger residents,
84 CRESCENT HILL AT HITCHCOCK MASTER PLAN
particularly through targeted digital outreach and
partnerships with educational institutions, may be
considered in future phases of the planning process to
ensure a more balanced demographic representation.
STAKEHOLDER ENGAGEMENT
In addition to community outreach through open
houses and surveys, direct engagement with key
stakeholder groups was crucial to the development
of the Crescent Hill Master Plan. These stakeholders,
each with their unique connections to the land,
recreation, or regional economy, provided essential
insights that went beyond general feedback. Their
input was critical to understanding the broader
impacts of the plan and ensuring that it would
support a balanced future for both recreation and
conservation.
Local Residents
Engaging with local residents, particularly those living
within a 15-minute drive of Crescent Hill, was one of
the primary focuses of the stakeholder engagement
process. These individuals are not just visitors; they are
neighbors to the ski area, and their daily experiences
of the land are invaluable to shaping its future. The
engagement process allowed these residents to voice
their opinions on how the area could evolve to better
meet their needs. They provided critical feedback on
the existing infrastructure and offered suggestions
for new amenities and improvements that would
enhance their experience year-round.
Regional Visitors from the Omaha Metro Area
Given that a large portion of visitors to Crescent Hill
come from Omaha and its surrounding metro area,
their perspective was essential in shaping the future
of the ski area. The Omaha population represents
a signicant regional audience for Crescent Hill,
and their input helped the planning team better
understand how the area could expand to serve
not only local recreation but also attract tourists
and outdoor enthusiasts from the broader region.
By understanding the recreational preferences of
this group, the plan could more effectively position
Crescent Hill as a destination for regional tourism,
helping drive economic benets for Pottawattamie
County.
Outdoor Recreation Enthusiasts
Another key stakeholder group included outdoor
enthusiasts such as skiers, snowboarders, hikers,
and mountain bikers, who use Crescent Hill as a
central location for their activities. These individuals
provided valuable insights into both the strengths and
weaknesses of the current offerings, as well as ideas
for future expansion to support a wider range of year-
round activities. Their input was vital in understanding
what infrastructure improvements would be most
benecial, as well as how the site could better serve
their recreational needs without compromising its
natural beauty.
Conservation Advocates
The Crescent Hill area is not only a recreation site
but also part of the globally signicant Loess Hills
ecosystem. Engaging conservation advocates was
essential to ensuring that the Master Plan prioritized
environmental sustainability. These advocates played
a crucial role in highlighting the need to protect the
unique ecology of the Loess Hills, offering insights
into how development could be balanced with
preservation efforts. Their feedback helped the
County focus on minimizing the ecological footprint
of new recreational activities while promoting
responsible land management practices.
PART THREE. FOUNDATION 85
Local Community Members and Public
Agencies
Finally, local community members and public agencies
were engaged to provide their perspectives on how
Crescent Hill could contribute to the economic
and social fabric of the region. Local community
members that benet from the inux of visitors to
Crescent Hill had a vested interest in how future
development would impact tourism and regional
growth. Additionally, public agencies involved in
land management, environmental protection, and
economic development contributed their expertise
to ensure that the Master Plan aligned with broader
regional objectives, such as sustainable growth and
infrastructure development.
THE IMPACT OF COMMUNITY AND
STAKEHOLDER ENGAGEMENT
The combined efforts of community and stakeholder
engagement have had a profound impact on the
development of the Crescent Hill Master Plan. By
involving a broad range of voices through open
houses, surveys, and stakeholder discussions, the
County ensured that the plan reects the community’s
collective vision. The process not only brought out
the desires and concerns of those who know the area
best, but also encouraged public ownership of the
plan, fostering a sense of pride and responsibility for
the future of Crescent Hill.
As the County moves forward with the implementation
of the Master Plan, the engagement process will
continue to serve as a model for ongoing dialogue
and collaboration. The vision for Crescent Hill will be
shaped by the community, ensuring that it remains
a destination that offers recreational opportunities,
supports economic development, and preserves the
natural beauty of the Loess Hills for generations to
come.
KEY FINDINGS AND THEMES FROM
COMMUNITY ENGAGEMENT
As the community engagement process unfolded,
several key themes and insights emerged from both
the Open House events and the extensive survey.
These ndings reect a diverse range of perspectives,
concerns, and aspirations regarding the future of
Crescent Hill. The common threads throughout the
feedback demonstrate a shared desire to enhance
recreational opportunities, preserve the unique
natural environment, and balance development with
community values.
Desire for Expanded Four-Season Recreation
A dominant theme throughout the feedback was the
community's enthusiasm for transforming Crescent
Hill into a year-round recreational hub. Many
participants expressed a strong interest in expanded
summer activities, such as mountain biking, hiking,
and chairlift rides. This desire for more recreational
options extended to both locals and regional visitors
from the Omaha metro area.
The idea of hosting seasonal events, such as festivals
or live music, also resonated with participants. One
open house attendee commented that "a variety of
events would make the area more vibrant and give
families a reason to visit beyond just skiing." This
vision of a multi-use destination aligns with the
County’s goal to create a sustainable, economically
viable, and family-friendly destination for all seasons.
86 CRESCENT HILL AT HITCHCOCK MASTER PLAN
Environmental Preservation and Concerns
While the community overwhelmingly supported
the idea of expanded recreation, there was a clear
emphasis on protecting the unique Loess Hills
ecosystem. Numerous respondents expressed
concerns about the potential environmental impact
of increased development. "It's important that any
new activities are sustainable and don’t disrupt the
beauty of the Loess Hills," one survey participant
noted. This sentiment was echoed throughout the
feedback, where residents emphasized the need
for environmentally responsible growth that would
safeguard the area's natural heritage.
Additionally, several community members highlighted
their connection to the landscape, stating that the
Loess Hills inuenced their recreational choices.
One respondent put it simply: "We love Crescent Hill
because it’s a place to escape the city and reconnect
with nature. Let’s not lose that." The balancing act
between development and preservation emerged as
a central theme in discussions about Crescent Hill's
future.
Infrastructure Improvements and Community
Facilities
The engagement process revealed mixed opinions
about infrastructure improvements, particularly
regarding the necessity of upgrading the existing lodge
and other facilities. While some survey respondents
called for a more modern and functional lodge, others
appreciated the existing building’s character. As one
community member commented, "The lodge has a
lot of charm, but it could use some upgrades without
losing its rustic feel."
There was broader support for adding new family-
friendly amenities, such as outdoor gathering spaces
and picnic areas. A recurring theme was the desire to
create an environment where families could relax and
enjoy the beauty of the area, even if they were not
skiing or snowboarding. "I’d love to see more spaces
where families can just hang out and enjoy the view,"
one participant suggested, reecting the broader
desire to make Crescent Hill accessible to visitors of
all ages and interests.
Inclusivity and Accessibility
Creating a welcoming and inclusive space for all users
was a signicant theme in the feedback. Participants
stressed the importance of offering recreational
opportunities for different skill levels, from beginners
to advanced users. Suggestions included dedicated
teaching areas for young skiers and more accessible
hiking trails for those with limited mobility. As one
respondent noted, "It would be great to have more
beginner-friendly spaces where kids and newcomers
can feel comfortable learning."
Additionally, while the survey reached a broad
demographic, there was an acknowledgment
that certain age groups, particularly the 18-
24 demographic, were underrepresented in the
feedback process. Several participants suggested
targeted outreach to ensure that younger community
members have a voice in the planning process. "Let’s
make sure we hear from younger people, especially
those who might not usually participate in these kinds
of surveys," one open house attendee remarked. This
call for inclusivity underscores the importance of
engaging a diverse range of voices in shaping the
future of Crescent Hill.
PART THREE. FOUNDATION 87
Economic Opportunities and Community
Benets
The community also recognized the potential economic
benets that could arise from expanding Crescent
Hill’s offerings. Many respondents highlighted the
positive impact that increased tourism and recreation
could have on local businesses. One respondent
observed, "Expanding recreation here could bring
in visitors from across the region, supporting local
restaurants, shops, and hotels."
There was also a strong interest in creating
opportunities for the area’s youth, with participants
suggesting that new recreational developments could
serve as job opportunities or community service
projects. The notion of Crescent Hill serving as both
an economic driver and a community asset was
central to much of the feedback, reecting the area's
potential as a regional destination.
Reection on Community Engagement
Responses
The community engagement process uncovered
several recurring themes that will be instrumental in
shaping the future of Crescent Hill. There is broad
support for expanding four-season recreational
opportunities, but this must be balanced with
environmental preservation and responsible
development. Infrastructure improvements should
focus on enhancing the visitor experience while
maintaining the area’s unique character. Finally,
creating an inclusive and welcoming environment
for all users, from local families to regional visitors,
remains a priority as Crescent Hill moves forward into
its next chapter.
KEY FINDINGS AND THEMES FROM
STAKEHOLDER INTERVIEWS
The interviews conducted with various stakeholders,
including local residents, recreational users,
environmental groups, and governmental bodies,
revealed a rich and varied set of desires and concerns
regarding the future development of Crescent
Hill. These insights reect the broad interests and
responsibilities that stakeholders feel in shaping
the future of the area while balancing conservation,
recreation, nancial sustainability, and community
engagement.
A Balanced Approach to Conservation and
Recreation
One of the strongest themes that emerged from the
interviews was the collective desire to maintain a
delicate balance between preserving the ecological
integrity of the Loess Hills and expanding recreational
opportunities at Crescent Hill. As one stakeholder
aptly summarized:
“We need to ensure that future developments don’t
come at the cost of our natural environment.
Crescent Hill’s beauty lies in its serenity, and any
growth should reect that.”
This reects a consensus that sustainable development
is not just a preference but a necessity. Stakeholders
unanimously prioritized practices that minimize
environmental impact while ensuring that recreational
offerings, such as skiing and hiking, remain aligned
with the area’s natural beauty. The emphasis was
on thoughtful trail design and eco-friendly facilities
that foster both ecological stewardship and enjoyable
visitor experiences.
88 CRESCENT HILL AT HITCHCOCK MASTER PLAN
Tourism and Year-Round Destination
Aspirations
Another key nding centered on the potential for
Crescent Hill to evolve into a year-round destination,
capitalizing on the unique landscape of the Loess
Hills. Stakeholders, particularly those from the
tourism and economic sectors, viewed Crescent Hill
as a cornerstone for regional tourism growth. Winter
sports, such as skiing and sledding, were acknowledged
as strong draws, but there was widespread support
for expanding the site’s offerings to include activities
like mountain biking, hiking, zip lining, and outdoor
concerts during the warmer months.
“We have an opportunity to turn Crescent Hill
into more than just a winter spot. With the right
infrastructure and markeng, this can be a year-
round aracon for locals and tourists alike,”
expressed one business leader.
However, with these aspirations came concerns about
infrastructure. Stakeholders repeatedly highlighted
the need for road improvements, enhanced trail
connectivity, and better lodging options to encourage
longer stays and boost visitor numbers.
Infrastructure and Accessibility Concerns
Stakeholders universally agreed that improving
infrastructure is crucial to the long-term success of
Crescent Hill. This includes not only better roads and
trail systems but also upgrading essential utilities
such as water, power, and sewage services. There
was signicant support for enhancing facilities
to accommodate larger crowds, ensuring the site
can handle both day visitors and overnight guests.
Proposed enhancements ranged from modern
lodging options, such as eco-friendly cabins and
group lodges, to expanded parking and emergency
response capabilities.
A phased approach to development was often
mentioned, allowing for gradual infrastructure
improvements and ensuring that growth is
manageable. As one community member noted:
"We need to avoid rushing into big projects. Let’s start
with smaller improvements, see how they go, and
build from there. It’s about sustainability.”
Strategic Partnerships and Financial
Sustainability
Financial concerns were frequently voiced,
particularly regarding the cost of expanding Crescent
Hill without overburdening taxpayers. Stakeholders
strongly advocated for the formation of strategic
partnerships with private entities and the pursuit of
diverse funding sources, including grants and public-
private partnerships. This approach was seen as
essential for spreading nancial risks and ensuring
long-term viability.
Stakeholders also highlighted the importance
of aligning the development plan with broader
economic goals. The idea was to leverage Crescent
Hill as a catalyst for regional economic growth by
attracting tourists, supporting local businesses, and
creating jobs. However, there were also concerns
about ensuring that these developments remained
economically viable, particularly in light of potential
operational and maintenance costs.
PART THREE. FOUNDATION 89
Preservation of Natural Atmosphere Amidst
Development
While stakeholders were optimistic about Crescent
Hill’s potential for growth, many voiced concerns
over the risk of over-development. They worried that
too many new attractions or excessive infrastructure
could detract from the area’s tranquil ambiance. As
one conservationist stated:
"We don't want Crescent Hill to turn into a commercial
amusement park. Its charm is in its peaceful, natural
seng."
This sentiment was shared across different groups,
with stakeholders emphasizing the importance of
maintaining Crescent Hill’s unique character. They
supported thoughtful, restrained development
that respects the landscape and avoids over-
commercialization.
Community Engagement and Educational
Opportunities
Stakeholders also stressed the importance of fostering
community involvement and promoting educational
programs. Many felt that engaging local schools,
colleges, and conservation organizations would not
only enrich the visitor experience but also cultivate
a sense of stewardship among residents and younger
generations.
"Teaching our kids about conservaon while
enjoying the outdoors is the best way to ensure
they appreciate the environment for years to come,”
shared one educaonal advocate.
Programs such as nature centers, guided tours, and
partnerships with local institutions were seen as vital
to connecting the community with the area’s natural
and cultural heritage.
Reection on Stakeholder Interviews
The stakeholder interviews revealed a deep passion
and commitment to ensuring that Crescent Hill
becomes a sustainable and thriving destination.
The interviews provided invaluable insights into the
desires for recreational expansion, infrastructural
improvement, and nancial sustainability, all
tempered by a profound respect for conservation.
Stakeholders expressed a clear vision for balancing
growth with the preservation of Crescent Hill’s natural
beauty and community identity. These interviews
have underscored the importance of collaborative,
thoughtful development that prioritizes long-term
sustainability over short-term gains. The collective
input from these diverse groups offers a solid
foundation for future decision-making, ensuring that
Crescent Hill can evolve into a year-round destination
while maintaining its cherished natural atmosphere.
90 CRESCENT HILL AT HITCHCOCK MASTER PLAN
IV. Market
Assessment
In 2022, as a precursor to this Master Plan, a Market
Assessment was undertaken to qualify and quantify
the market opportunity for expanded winter and
summer operations at Crescent Hill. The ndings
of this informative study have been updated and
expanded upon, and they are summarized below.
HISTORIC VISITATION
Historic Ski/Ride Visitation at Crescent Hill
Crescent Hill’s historic visitation numbers are
approximate, with peak winter days reaching
or exceeding capacity and summer visitation
uctuating based on activities and events.
Crescent Hill provided the following historic visitation
data:
Since Crescent Hill historically has counted guests
rather than scanning tickets, these ski/ride visitation
numbers are approximate. Ski area leadership
indicates that peak ski days include approximately
1,000 guests, and there are eight to ten days per
season when the resort is at, or over capacity. Signs
of this include a full (or overowing) parking lot, lift
lines, insufcient restaurant seats, etc. These peak
day conditions are typical for ski areas.
Summer visitation has not been consistently tracked.
It correlates the summer activities, programs, and
events offered at Crescent Hill and has uctuated
over the years as these offerings have changed. As a
point of reference, annual visitation at the adjacent
HNC exceeds 100,000. If HNC operated 365 days per
year, and if 100,000 visits were spread evenly across
those open days, HNC would receive approximately
274 visitors per day. In reality, HNC is likely to receive
far more of these visitors in the warmer months.
Historic Ski/Ride Visitation Relative to
National and Regional Averages
Skier participation in Iowa and Missouri lags the
national average, but Crescent Hill visitors ski more
frequently than the regional norm.
When comparing Crescent Hill’s skier visitation
relative to national and regional averages, it is clear
that Iowa and Missouri lag behind the U.S. average.
With a combined population of approximately 9.36
million, Iowa and Missouri see about 181,667 skier
visits annually, translating to roughly 0.0194 skier
visits per person. This gure is signicantly lower than
the national average, where 3.2% of the population
skis. However, it's important to note that the 3.2%
refers to the percentage of people who participate
in skiing, not the number of skier visits per person.
Many skiers visit resorts multiple times each season,
Season Ski/Ride Visits
2022/23 24,000
2021/22 23,000
2020/21 27,000
2019/20 16,000
2018/19 17,000
2017/18 14,000
2016/17 13,000
2015/16 17,000
2014/15 20,000
2013/14 23,000
Average 19,400
Table 31. Historic Ski/Ride Visitation
PART THREE. FOUNDATION 91
County Population
Douglas County 584,526
Washington County 20,865
Sarpy County 190,604
Lancaster County 322,608
Poawaamie County 93,667
Harrison County 14,582
Mills County 14,484
Total 1,241,336
Table 32. Market Capture Area Population
1,241,336 x
3.2% x
5.5 x
15% =
32,771
market capture area populaon
x
avg % who ski
x
avg # of ski days per year
x
Crescent Hill capture rate
potential visits
so actual skier visits can be much higher than the
percentage of people who ski. In Iowa and Missouri,
the lower skier visit rate could be attributed to the
limited number of ski areas, meaning residents often
must travel long distances to ski. Crescent Hill’s local
advantage is evident, as its 19,400 annual visits
suggest that people in the surrounding area ski more
frequently than the regional average, though still less
often than the national average.
POTENTIAL MARKET CAPTURE
Market Capture Area Population
Crescent Hill’s market capture area contains over 1
million residents—this is unique (and advantageous!)
for a ski area.
Crescent Hill’s market capture area includes seven
counties: Douglas County, Washington County, Sarpy
County, Lancaster County, Pottawattamie County,
Harrison County, and Mills County.
Potential Market Capture for Crescent Hill
If Crescent Hill captures 15% of its potential market,
it would have approximately 32,800 annual skier/
rider visits.
Crescent Hill’s potential future skier/rider visitation
can be estimated by applying the national average
percentage of Americans who ski to the population
of its market capture area. Using the statistic that
3.2% of the U.S. population skis or rides, this suggests
that Crescent Hill’s local skier/rider pool consists of
approximately 39,723 individuals.
The average U.S. skier/rider participates in the activity
5.5 days per year. Multiplying Crescent Hill’s local
skier/rider pool by this statistic yields approximately
218,475 potential annual skier/rider visits. However,
due to regional competition and the allure of larger
ski destinations, such as the Rocky Mountains,
Crescent Hill is unlikely to capture all of these visits.
A reasonable capture rate of 15% would result in
approximately 32,800 annual skier/rider visits—
an increase of 13,400 from Crescent Hill’s historic
average annual visitation of 19,400.
As of the 2020 Decennial Census, the total population
of these counties is 1,241,336.
92 CRESCENT HILL AT HITCHCOCK MASTER PLAN
COMPETITION AND OPPORTUNITIES
Winter Season Opportunities
There aren’t many local skiers; an increase of 50,000
skier visits across the region is meaningful.
Iowa and Missouri ski areas experienced a strong
season in 2020/21, with skier visits increasing by
33% from the 2019/20 ski season, from just over
150,000 to just over 200,000 total skier visits. This
50,000 skier visit increase in Iowa and Missouri ski
areas signicantly outpaced the national average,
which saw a 15.5% rise in skier visits, and the Midwest
region, which recorded 11% growth. Part of this
nation-wide “growth” in skier visits can be attributed
to the 2019/20 season being cut short due to the
COVID-19 pandemic.
Some of this boost in skier visits can also be attributed
to the pandemic-driven interest in outdoor recreation
as people sought safe, outdoor activities. Crescent
Hill can leverage this 33% increase by:
»Enhancing ski and snowboard facilities
»Hosting winter events and festivals
»Developing youth programs and school
partnerships
»Creating holiday-themed attractions
»Introducing nighttime activities
These efforts will attract local residents and tourists,
ensuring sustained interest and repeat visits
throughout the winter season.
It should be noted that natural snowfall and cold
weather windows have the potential to limit the
duration of Crescent Hill’s winter season. This points
to two opportunities: 1) to make the most of snowy
days and winter enthusiasm when they are present,
and 2) to drive visitation and revenue at other times
of year. Crescent Hill’s leadership is aware of—and
taking steps to maximize!—both opportunities.
Winter Competitive Analysis
Crescent Hill does not have meaningful ski
area competition; however, there is some local
competition for other winter activities that Crescent
Hill may consider offering.
Crescent Hill’s winter ski area “competition” includes
Seven Oaks, Snow Creek, and Great Bear Ski Valley.
These ski areas are all a two- to three-hour drive from
Omaha, whereas Crescent Hill is 20 minutes away. For
this reason, Crescent Hill has a signicant advantage
over this “local” competition. If Crescent Hill provides
a quality experience, these ski areas will not be a
signicant threat. This supports the assumption of a
15% market capture for Crescent Hill.
Other non-ski winter activities within a 1-hour drive of
Omaha include sledding, ice skating, and winter light
shows. Mahoney State Park near Ashland, NE, features
popular sledding hills and additional amenities like an
outdoor ice skating rink and indoor activity play area.
Chalco Hills Recreation Area in Omaha offers multiple
hills suitable for sledding and extensive parkland for
snowshoeing and trail exploration. The HNC also
provides a sledding experience with its fast-paced
Chute Trail hill.
PART THREE. FOUNDATION 93
Omaha also offers several notable winter light shows.
The Holiday Lights Festival illuminates various
neighborhoods from late November through early
January, creating festive displays in the Old Market,
North Omaha, and South Omaha. Santa's Rock n'
Lights at Werner Park in Papillion provides a drive-
through experience with dancing light tunnels and
large 3D light sculptures.
Summer Competitive Analysis
Nearby facilities offer ropes courses and ziplining.
Crescent Hill’s competitive advantages include its
unique natural setting and location within Hitchcock
Nature Center.
Crescent Hill faces summer competition from local
attractions such as Go Ape! and Fontenelle Forest’s
TreeRush. Go Ape! offers zip line and obstacle courses,
axe throwing, and a mini bungee jump, providing
thrilling outdoor adventures for all ages. Fontenelle
Forest’s TreeRush Adventures features ropes courses
with varying difculty levels, including night climbing
opportunities, set within a scenic forest environment.
The nearby HNC attracts approximately 100,000
visitors annually, offering outdoor activities and
educational programs. Its location in the Loess Hills
landform—one of only two in the world!—offers unique
recreational and nature-appreciation opportunities.
This distinctive feature stands out in a region known
for its expansive agricultural elds and gentle, rolling
landscapes, as well as urban and suburban areas.
Crescent Hill can complement HNC by leveraging
Crescent Hill’s ski area infrastructure and accessible
setting to provide unique experiences. Collaborating
on programs and activities will enhance the area’s
educational and recreational offerings.
Summer Season Opportunities
Many summer opportunities for Crescent Hill have
been explored within the context of the market
Crescent Hill has signicant potential for development
and community outreach in the summer, especially
by positioning itself as a eld trip destination for
youth groups and summer camps, building upon
the curriculum of the nearby HNC with a focus on
outdoor education, leadership, team building, and life
skills.
The Market Assessment identied these opportunities
for activities at Crescent Hill:
»Alpine Slides & Mountain Coasters
»Camping, RVing, & Van Life
»Glamping sites (per site/self-serve)
»Golf (18-hole course)
»Interpretive Trail and Adventure Course
»Mountain Biking
»Natural Area
»Other Mountain Activity Opportunities
»Running Events
»Scenic Chairlift Rides
»Zip lines
It also identied these opportunities for programs
and events:
»Community Engagement
»Corporate Retreat Center
»Eco-Tourism
»Scenic Wedding Venue
»Winter Night Walks
»Yoga Retreat Center
Notably, this Market Assessment identied these
opportunities within the context of the market; it does
not consider Crescent Hill’s physical site, community
94 CRESCENT HILL AT HITCHCOCK MASTER PLAN
sentiments, budgetary considerations, etc.. This list
was revisited as part of the Master Plan analysis,
and assessed based on: Impact on the Land, Capital
Cost, Revenue Potential, Operational Complexity
(labor, maintenance, permits/insurance), Operating
Margin, Potential for Third Party/Concessionaire, and
Investment Risk.
»Aerial Adventure Course
»Alpine Slide
»Climbing wall (4-station)
»Disc golf
»Exercise course (on existing trails)
»Glamping sites (per site/self-serve)
»Golf (18 hole course)
»Hiking trails (additional, assume two miles)
»Interpretive/adventure walks (on existing
trails)
»Low ropes course
»Mini golf
»Mountain Biking (assume lift-served, three
miles/5k)
»Mountain Coaster
»Pump Track/Skills Park
»RV parking with electrical hookups (camping)
»Scenic lift rides
»Skiing & Riding (building on existing)
»Sledding
»Tubing
»Zip line (one span/two lines)
Opportunities for programs and events were also
similar:
»Corporate Retreats
»Races/Running Events
»Weddings/Banquets
»Winter Night Walks
»Yoga Retreats
This list of potential activities, programs and
events was explored and further rened during
the community engagement process and concept
development.
PART THREE. FOUNDATION 95
V. The Ski/Ride
Operation
Crescent Hill is rst and foremost a ski area, and one
of the Master Plan’s guiding principles is to optimize
the existing business operation. Understanding the
opportunities and constraints of the existing ski
facility is key to determining the best direction for
Master Plan improvements.
LIFTS AND TERRAIN
Existing Conditions
There are two existing chairlifts at Crescent Hill, a
two-person (double) and four-person (quad). The
quad chairlift (a 1986 Borvig) is the most popular lift
that accesses the popular lower ability level terrain,
while the double (a 1974 Hall) accesses the more
advanced terrain. A third lift, a surface lift (rope tow),
is no longer in operation; in the past this lift provided
access to a terrain park.
Both existing chairlifts are beyond their expected 30-
year mechanical lifespan of a xed-grip chairlift. If
either lift cannot function due to maintenance needs
or other issues, access to terrain would be severely
impaired. While new chairlifts are a signicant
investment, there is a concern that maintenance and
operation costs will continue to increase and become
more frequent as lift infrastructure ages.
Crescent Hill has 18 acres of skiable terrain. Slope
gradients are mostly concentrated in the novice to
intermediate range. Opportunities to add steeper
terrain are limited. Part of Crescent Hill’s advanced
terrain was in the past designated as a terrain park,
which was popular and well used. The progression of
lower ability gradients makes Crescent Hill an ideal
“learn-to-ski” area.
While the area has signicant beginner and novice
terrain, Crescent Hill lacks surface lift-accessed,
rst-timer beginner terrain, a standard offering for
ski areas. This type of terrain is critical to delivering
a positive rst experience and encouraging repeat
visitation. The lack of a beginner-friendly surface lift
can contribute to an intimidating rst-time skier’s
experience.
Master Plan
The existing chairlifts at Crescent Hill have been
well maintained and are currently in good operating
condition, despite being beyond typical replacement
age. When required, the two existing chairlifts will
be replaced with new chairlifts in similar alignments.
If this option is pursued, the existing double lift will
be replaced with another xed grip quad chairlift to
provide a slight increase in capacity. Due to Crescent
Hill’s relatively short prole, replacing either lift with
a detachable chairlift is not necessary.
Both the decommissioned rope tow and the adjacent
terrain park will be re-established, providing popular
entertainment to the skiing and riding youth that visit
Crescent Hill.
Crescent Hill’s low vertical prole and proximity to an
urban area position it as an excellent place to learn
how to ski or snowboard. However, Crescent Hill
presently lacks true beginner terrain. Terrain between
8 and 12% grade is best for rst-time skiers and
riders; the area currently occupied by Crescent Hill’s
existing parking area ts these specications. Surface
lifts are also very helpful/important for learning skiers
and riders, as chairlifts (especially xed-grip chairlifts)
can be challenging to load/unload, scary to ride, and
therefore intimidating to beginners.
In the long-term, it is envisioned that this terrain
could also be used for summer skiing/riding.
96 CRESCENT HILL AT HITCHCOCK MASTER PLAN
COMFORTABLE CARRYING CAPACITY
In ski area planning, a “design capacity” is established,
which represents a daily guest population to which all
ski area functions are balanced. The design capacity
is a planning parameter that is used to establish the
correct size of the primary facilities of a ski area:
ski lifts, ski terrain, guest service, restaurant seats,
building space, utilities, parking, etc.
This design capacity is referred to as Comfortable
Carrying Capacity (CCC), which represents the level
of utilization that provides a pleasant recreational
experience, without overburdening the ski area
infrastructure. Accordingly, CCC does not indicate a
maximum level of visitation, but rather the number
of visitors that can be “comfortably” accommodated
on a daily basis. CCC is typically representative of
approximately a ski area’s tenth busiest day, and peak
day visitation at most ski areas is at least 25% higher
than the design capacity. When ski areas consistently
exceed their CCC, the guest experience suffers. For
this reason, ski areas typically self-regulate to their
CCCs.
CCC is derived from the ski area’s supply of vertical
transport (the vertical feet served combined with the
hourly capacity of the lifts) and demand for vertical
transport (the aggregate number of runs desired
multiplied by the vertical rise associated with those
runs). CCC is calculated by dividing vertical supply
(VTF/day) by vertical demand, and factors in the total
amount of time spent in the lift waiting line, on the
lift itself, and in the descent. Small, day-use ski areas
typically have smaller CCCs, and large, destination
resorts have larger CCCs.
Crescent Hill’s existing CCC has been calculated at
660 skiers/riders per day. Upon completion of Phase
3 of the Master Plan, Crescent Hill’s future CCC will
be 900 skiers/riders per day.
Peak day visitation at Crescent Hill is reported to reach
approximately 1,000 skiers. This exceeds Crescent
Hill’s existing CCC by approximately 60%; as noted,
peak day visitation at ski areas typically exceeds CCC
by approximately 25%. Some of this high peak day
visitation could be attributed to Crescent Hill’s urban
location and small size, both of which promote more
frequent turnover of guests throughout the day than
is typically seen at ski areas. High peak day visitation
could also be attributed to Crescent Hill’s extended
operating hours on days when it offers both day
skiing and night skiing.
High peak day visitation can be an indicator of success,
and it can also create operational challenges. Two
examples of such challenges at Crescent Hill include:
» Restaurant facilities are undersized and
overcrowded on busy days. Lingering is not
encouraged, or always possible!
» The lack of a true rst-timer beginner area
(coupled with insufcient lodge space) may
prevent new skiers from “hanging out” for the
day.
This supports the need for additional capacity at
Crescent Hill, and the increase of CCC to 900.
PART THREE. FOUNDATION 97
UTILIZATION
“Utilization” is a relevant metric across industries. It
refers to the average rate at which available resources
are being used over a specic period of time. In the
hotel industry, utilization is commonly expressed as
“occupancy rate”: the ratio of rented or used rooms
to the total number of available rooms within the
hotel. A high occupancy rate indicates that a hotel is
successfully attracting guests and effectively using its
inventory of rooms. Having a high occupancy rate is
crucial for protability.
A utilization factor can be applied to a ski area’s “total
potential visitation” (the daily capacity multiplied by
the number of operating days) to determine actual
annual visitation. The utilization rate of a ski area
is the percentage of total potential visitation that
is achieved through actual visitation, as measured
against the ski area’s daily capacity and number of
operating days.
ulizaon=(annual ski & ride visitaon)/(daily
capacity*annual ski & ride operang days)
As with a hotel occupancy rate, a high utilization factor
is crucial for ski area protability. When utilization
is high, more guests are visiting, which means that
more people are purchasing tickets/passes. It also
means that more visitors are renting equipment,
taking lessons, and patronizing food and beverage
establishments. Hence, utilization signicantly
impacts revenue, even when all other variables
remain unchanged. More so than any other variable,
utilization has a dramatic effect on protability.
Existing Conditions
Day use ski areas typically see utilizations rates around
35% to 45%. Ski areas in dense, urban settings may
experience higher utilization rates than similar sized
ski areas in more rural locations. Similarly, night skiing
typically elevates a ski area’s utilization factor, as
does limiting operating days to those that are busiest
(i.e., weekends). Crescent Hill’s average annual ski/
ride visitation of 19,400, combined with its daily
capacity (CCC) of 660 and its average of 55 annual
operating days, yields an existing utilization rate of
53%. In Crescent Hill’s rst year of operation under
Pottawattamie Conservation, reported visitation was
24,000, which amounts to a utilization rate of 66%.
Master Plan
As established in the Market Assessment section, a
reasonable market capture rate of 15% would result
in approximately 32,800 annual skier/rider visits. If
Crescent Hill maintained its recent utilization factor
(averaging 66%), it would capture a very similar
number of skier visits: approximately 32,700. This
gure aligns with high-performing, urban day-use ski
areas that offer night skiing. Achieving this utilization
rate could be supported by enhancements such as
restoring the terrain park, developing a beginner
area, and implementing other recommended
improvements.
98 CRESCENT HILL AT HITCHCOCK MASTER PLAN
GUEST SERVICES
Guest service facilities constitute an essential
component of the recreation experience at ski
areas. These areas provide visitors with shelter
from the elements, bathrooms, food and beverages;
the capacity of these facilities is important in
understanding whether the needs of visitors are met.
Existing Conditions
Based on Crescent Hill’s existing CCC of 660, the
recommended range of guest services space is
approximately 8,900 to 11,600 square feet. Existing
space in the base lodge is 7,864 square feet, which
is below the recommended range. Space decits are
exacerbated during turnover periods, when guests
arriving at the ski area and guests nishing their
ski day are both congregating inside. Signicant
shortages include space for rentals/repairs, ski school,
restaurant seating, and kitchen space, all of which are
revenue drivers for the Existing Ski/Ride Operation.
Master Plan
The lift and terrain improvements, especially
the establishment of the beginner area and re-
establishment of the rope tow/terrain park area, are
designed to increase the popularity of Crescent Hill,
increasing visitation and demand on the facilities. The
increase in CCC from 660 to 900 will accommodate
this increased demand with replacement chairlifts and
the new beginner area, and guest service space will be
increased to accommodate this additional capacity.
The addition of snow tubing will also increase the
need for guest service space and restaurant seating.
The new Base Lodge and Chalet will be sized to
accommodate this additional population of skiers,
riders, and tubers.
PARKING
Existing Conditions
There are approximately 295 parking spaces at
Crescent Hill. Assuming an average vehicle occupancy
of between 2.5 and 3 people per vehicle, the current
parking area accommodates the existing CCC of
660. Parking capacity is limited on busy days, when
visitation exceeds CCC and/or the turnover is high.
Master Plan
The Master Plan relocates and expands the parking
areas at Crescent Hill, to accommodate between
400 and 450 cars. This is sized to accommodate the
increased CCC and the additional visitation from
snow tubing guests.
APPENDIX A.
Site Analysis
& Maps
APPENDIX B.
Community
Engagement
& Input
APPENDIX C.
Market
Assessment
APPENDIX A - 1
APPENDIX A. SITE ANALYSIS MAPS
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APPENDIX B - 1
APPENDIX B. COMMUNITY ENGAGEMENT AND INPUT
Contents
I. Stakeholder Engagement ........................................................................................................... 2
1. Stakeholder Headlines ........................................................................................................... 2
2. Primary Desires ..................................................................................................................... 4
3. Primary Concerns/Dislikes ..................................................................................................... 5
4. Crescent Hill Stakeholder Interview Analysis ........................................................................... 6
Ii. Community Engagement ........................................................................................................... 13
1. Community Survey Sentiments ............................................................................................. 13
2. Sentiments By Category ....................................................................................................... 13
3. Community Survey Sentiments ............................................................................................. 16
APPENDIX B - 2
I. Stakeholder Engagement
1. STAKEHOLDER HEADLINES
Balanced Approach to Conservation and Recreation
Stakeholders at Crescent Hill at Hitchcock are deeply committed to maintaining the delicate balance
between conservation efforts and expanding recreational opportunities. The consensus among them
highlights a strong dedication to preserving the ecological integrity of the Loess Hills while enhancing
the area's appeal as a year-round destination. This commitment reflects a broader understanding that
sustainable development not only respects the natural environment but also ensures long-term
enjoyment for visitors and residents alike. By prioritizing conservation efforts alongside recreational
growth, stakeholders aim to create a harmonious environment where both natural beauty and outdoor
activities thrive.
Tourism: Forge Path to Establish Crescent Hill as a Year-Round Destination
Tourism stakeholders rallied around transforming Crescent Hill into a year-round destination, leveraging
its unique winter sports offerings in the scenic Loess Hills. They emphasized diverse lodging options to
encourage overnight visitors and infrastructure enhancements to accommodate year-round access.
Road and trail improvements were highlighted to enhance visitor accessibility, trail network
connectivity, and promote multi-purpose recreational activities. Their collaborative efforts focus on
extending Crescent Hill's appeal beyond winter, ensuring sustainable growth and community
engagement. Concerns over infrastructure and funding underscored the need for strategic
partnerships and grant opportunities to enhance Crescent Hill's appeal as a year-round destination and
benefit the local community.
Strategic Partnerships and Diverse Funding Sources
Recognizing the financial complexities of transforming Crescent Hill into a premier destination,
stakeholders are advocating for strategic partnerships and leveraging diverse funding sources. The
consensus highlights a pragmatic approach to minimizing taxpayer reliance while maximizing the
impact of external investments. By forging alliances with private entities and securing grants,
stakeholders aim to spread financial risks and ensure responsible management of the area's
development. This collaborative effort not only strengthens the project's financial foundation but also
fosters a network of support that enhances the overall sustainability and success of Crescent Hill's
evolution.
Community Engagement and Educational Initiatives
Community engagement and educational initiatives are an important component in the vision for
Crescent Hill's transformation into a year-round hub. Stakeholders share a similar sentiment that
involving local residents and fostering educational opportunities with schools and colleges will enrich
the visitor experience and deepen appreciation for the area's natural and cultural heritage. By
integrating nature centers, educational programs, and partnerships with local schools and
organizations, these partnerships and programs can help cultivate a sense of stewardship and
belonging among community members. This inclusive approach not only enhances the area's appeal but
also ensures that future generations inherit a landscape enriched by knowledge, respect, and shared
experiences.
APPENDIX B - 3
Infrastructure Enhancement for Accessibility and Functionality
To transform Crescent Hill into a premier four-season destination, significant infrastructure
enhancements are essential. Improving access and connectivity, including better access roads and
regional trail connections, is crucial for safer and more convenient travel. Lodging upgrades, cabins,
aim to convert day trips into overnight stays, boosting visitor retention. Essential infrastructure
improvements to water, power, sewage, and emergency services are needed to support the increased
visitor load. Enhancing facilities with a new lodge, upgraded ski patrol headquarters, and a cafeteria-
style restaurant will provide better services. Recreational facility upgrades, including beginner-friendly
skiing facilities and improved ski slopes, will attract families and novice skiers, ensuring a high standard
of activities while maintaining Crescent Hill's natural charm. Additionally, Crescent Hill has recently
completed the installation of new snow-making equipment, including piping, pump systems, and snow
guns/fans, to update their outdated equipment and enhance snow production during conducive
conditions
Preservation of Serene Atmosphere Amidst Development
Preserving the serene atmosphere of Crescent Hill amidst development remains a top priority for
stakeholders. With a shared commitment to safeguarding the area's natural charm, stakeholders
express caution against overdevelopment that could compromise its tranquil ambiance. This collective
stance underscores a nuanced approach to growth, emphasizing thoughtful planning and design that
harmonizes with the landscape. By maintaining the area's unique character and minimizing disruptive
impacts, stakeholders seek to uphold Crescent Hill's reputation as a peaceful retreat while enhancing
its appeal as a vibrant year-round destination.
Phased Approach to Sustainable Development
Stakeholders advocate for a phased approach to development at Crescent Hill, emphasizing
incremental growth and careful evaluation of impacts. This strategic approach will allow the county to
assess the impacts, interest and the feasibility of new initiatives, mitigate potential risks of over
development and spending, and ensure alignment with conservation goals. By starting with smaller-
scale projects and gradually expanding based on feedback and environmental considerations,
stakeholders aim to foster sustainable growth and long-term success. This phased development
strategy reflects a commitment to responsible stewardship of Crescent Hill's resources, ensuring that
future generations can continue to enjoy its natural beauty and recreational offerings.
Phased Approach to Sustainable Development
Stakeholders advocate for a phased approach to development at Crescent Hill, emphasizing
incremental growth and careful evaluation of impacts. This strategic approach will allow the county to
assess the impacts, interest and the feasibility of new initiatives, mitigate potential risks of over
development and spending, and ensure alignment with conservation goals. By starting with smaller-
scale projects and gradually expanding based on feedback and environmental considerations,
stakeholders aim to foster sustainable growth and long-term success. This phased development
strategy reflects a commitment to responsible stewardship of Crescent Hill's resources, ensuring that
future generations can continue to enjoy its natural beauty and recreational offerings.
Community Connection Through Cultural and Community-Centric Events
Enhancing community connection through cultural and community-centric events is integral to the
vision for Crescent Hill’s transformation. Stakeholders emphasize the importance of hosting events that
celebrate local heritage, foster community pride, and enrich the visitor experience. By promoting
cultural diversity and creating shared spaces for interaction, stakeholders aim to strengthen
community ties and create lasting memories at Crescent Hill. This inclusive approach not only enhances
the area's appeal but also reinforces its role as a beloved gathering place where residents and visitors
alike can come together to celebrate and connect.
APPENDIX B - 4
Eco-Friendly Lodging Options to Enhance Visitor Experience
Stakeholders are enthusiastic about introducing eco-friendly lodging options at Crescent Hill to elevate
the visitor experience and promote sustainable tourism practices. The consensus highlights a
collective vision for offering high-end, environmentally conscious accommodations that complement
the area's natural beauty. There were sentiments towards increasing the number and types of
accommodations at Crescent Hill and the surrounding area. From luxury lodges , eco-friendly cabins, to
additional backcountry camping sites. stakeholders envision a range of lodging choices that cater to
diverse preferences.
Comprehensive Safety Measures Across Year-Round Activities
Ensuring comprehensive safety measures across all year-round activities is a priority for a majority of
stakeholders at Crescent Hill. With a proactive approach to safety planning and emergency
preparedness, stakeholders prioritize visitor well-being and satisfaction. From implementing strong
safety protocols to conducting regular hazard assessments, stakeholders demonstrate a commitment
to maintaining a secure environment for all visitors. This collective focus on safety shows a dedication
to delivering exceptional experiences while upholding the highest standards of care and
professionalism at Crescent Hill.
Rebranding Efforts to Enhance Marketing and Engagement
Stakeholders are supportive of the Crescent Hill (formerly, Mt. Crescent) rebranding to better reflect its
renewed vision and offerings. The rebrand emphasizes the strategic importance of a renewed identity
in marketing efforts and engaging visitors in the future. By aligning the new brand with the area's unique
experiences and evolving customer expectations, stakeholders aim to position Crescent Hill as a
premier destination in the region. This rebranding initiative is seen as an important step in attracting
new audiences, improving visitor retention, and reinforcing Crescent Hill's status as a leading four-
season destination.
2. PRIMARY DESIRES
Summary
These desires underscore stakeholders' shared goals of fostering sustainable growth, enhancing visitor
experiences, and preserving the unique natural and cultural heritage of Crescent Hill.
Key Takeaways
Balanced Approach to Conservation and Recreation: Stakeholders prioritize maintaining the ecological
integrity of the Loess Hills while expanding recreational opportunities. They seek a harmonious balance
where conservation efforts enhance the visitor experience without compromising natural habitats.
Sustainable and Eco-Friendly Development: There is a collective commitment to sustainable
development practices that respect the natural environment. Stakeholders advocate for eco-friendly
lodging options, thoughtful trail design, and measures to preserve the serene atmosphere of Crescent
Hill amidst development. They prioritize minimizing environmental impact and setting a standard for
responsible tourism practices in the region.
Community Engagement and Education: Stakeholders emphasize the importance of engaging the local
community and promoting educational initiatives. They seek to foster a sense of stewardship among
residents while enriching visitor experiences through nature centers, educational programs, and
partnerships with local schools and organizations.
Infrastructure Enhancement: Improving infrastructure, including roads, utilities, and connectivity with
regional trail networks, is crucial. Stakeholders aim to enhance accessibility for visitors of all
APPENDIX B - 5
demographics and ensure that Crescent Hill is well-equipped to handle increased visitation and
expanded recreational offerings.
Strategic Partnerships and Diverse Funding: There is a strong desire to establish strategic partnerships
and leverage diverse funding sources to support the development of Crescent Hill. Stakeholders aim to
minimize taxpayer reliance and spread financial risks through collaborations with private entities, grant
funding, and public-private partnerships.
3. PRIMARY CONCERNS/DISLIKES
Summary
These concerns reflect stakeholders' apprehensions about maintaining the natural and cultural heritage
of Crescent Hill while pursuing development that enhances visitor experiences and economic
opportunities in a sustainable manner. Addressing these concerns effectively will be crucial in achieving
consensus and support for future development initiatives.
Key Takeaways
Risk of Overdevelopment: There is widespread concern among stakeholders about the potential for
overdevelopment at Crescent Hill. Many fear that excessive construction of amenities and
infrastructure could detract from the natural beauty and serene environment that currently
characterize the area. Stakeholders emphasize the importance of preserving the area's unique
character and avoiding a commercialized or amusement park-like atmosphere.
Financial Viability and Sustainability: Stakeholders express significant concerns about the financial
viability of proposed developments and the long-term sustainability of Crescent Hill. Discussions often
revolve around the economic feasibility of new amenities and activities, as well as the ongoing
operational costs and maintenance expenses. Ensuring that any developments generate sucient
revenue without burdening taxpayers is a key concern.
Impact on Ecological Integrity: Preservation of the ecological integrity of the Loess Hills is a paramount
concern for stakeholders. They emphasize the need to carefully manage any developments to minimize
environmental impact, protect wildlife habitats, and maintain biodiversity. Concerns include potential
disturbances to natural ecosystems, habitat fragmentation, and the overall impact on local flora and
fauna.
Infrastructure and Accessibility Challenges: Stakeholders highlight existing infrastructure limitations
and accessibility challenges as significant concerns. Issues such as inadequate roads, parking facilities,
and utilities are mentioned, along with concerns about emergency response capabilities in remote
areas . Improving infrastructure to support increased visitor trac while minimizing environmental
impact is seen as essential but challenging.
Community and Stakeholder Engagement: Some stakeholders express concerns about the level of
community and stakeholder engagement in the decision-making process. They advocate for more
inclusive and transparent communication channels to ensure that local residents, businesses, and
organizations have a voice in shaping the future of Crescent Hill. Lack of comprehensive engagement
strategies and potential disagreements among stakeholders about development priorities are noted as
areas needing improvement.
APPENDIX B - 6
4. CRESCENT HILL STAKEHOLDER INTERVIEW ANALYSIS
Tourism
Summary
The stakeholders collectively view Crescent Hill as a vital and unique addition to the region's tourism
and economic development landscape. There is a strong consensus on the importance of leveraging
Crescent Hill's distinct features to enhance the area's appeal as a year-round destination. The Loess
Hills' unique landscape provides a perfect backdrop for activities not commonly associated with Iowa,
such as skiing and sledding, which can attract tourists seeking novel outdoor experiences.
Key Themes and Sentiments
Unique Offerings and Year-Round Tourism: Stakeholders unanimously recognize the potential of
Crescent Hill to offer unique outdoor activities that diversify the region’s tourism portfolio. This includes
winter sports such as skiing and sledding, which are rare in the region and can draw visitors seeking
adventure. Emphasis is also placed on developing Crescent Hill into a four-season destination with
activities like mountain biking, hiking, and live events, ensuring a steady flow of visitors throughout the
year.
Accommodations and Infrastructure: A recurring theme is the need for unique, sustainable, and high-
end lodging to convert day trips into overnight stays. Suggestions include eco-friendly cabins, luxury
accommodations, and large, simple cabins suitable for groups. Improving infrastructure, such as wider
shoulders on highways and connecting Crescent Hill with regional trail networks, is also highlighted as
crucial for enhancing accessibility and appeal.
Collaborative Support and Funding: Various agencies express willingness to support Crescent Hill
through promotional efforts, grant writing, and funding opportunities. There is a strong push for
leveraging federal and state grants, as well as forming public-private partnerships to drive
development. Stakeholders also emphasize the importance of grassroots marketing and utilizing their
networks to promote Crescent Hill.
Rebranding: There is widespread support for rebranding Crescent Hill (formerly, Mt. Crescent) to align
with its new ownership and vision. Stakeholders believe a new name and brand better reflect the unique
experiences offered and enhance the customer focus. This rebranding is seen as a natural shift that can
help reposition Crescent Hill as a premier destination in the region.
Overall Takeaways
Unique Outdoor Experiences:
o Emphasis on leveraging the unique landscape of the Loess Hills.
o Focus on offering winter sports and other adventure activities to attract diverse tourist
personas.
Year-Round Destination Development:
o Strategies to transform Crescent Hill into a four-season attraction.
o Suggestions include adding mountain biking, hiking trails, live events, and pet-friendly
activities.
Sustainable and Unique Accommodations:
o Need for high-end, eco-friendly lodging options to encourage overnight stays.
o Ideas for diverse accommodations, including large group cabins and unique luxury stays.
APPENDIX B - 7
Collaborative Efforts and Funding:
o Strong willingness among stakeholders to provide promotional and financial support.
o Potential for leveraging federal and state grants, and forming public-private partnerships.
Rebranding Initiative:
o Consensus on the need for rebranding to reflect new ownership and vision.
o Importance of aligning the new brand with the unique offerings and customer experience
improvements.
Infrastructure Improvements:
o Enhancing connectivity with regional trails and improving access roads.
o Exploring stormwater management and sustainable development options.
Recreation
Summary
The stakeholders emphasize the importance of developing Crescent Hill into a four-season destination
that can meet diverse recreational needs while preserving its natural and unique character. The
development should balance introducing new activities with maintaining the serene, "get away from it
all" feel of the area.
Key Themes and Sentiments
Four-Season Development and Collaboration: Stakeholders see significant potential in developing
Crescent Hill to offer activities across all seasons. They highlight various forms of collaboration to
support this development, such as providing resources, hosting events, and expanding trail systems.
There is a shared interest in ensuring the area serves a wide range of users, from families to adventure
seekers.
Family-Friendly and Diverse Outdoor Activities: There is a strong focus on creating a variety of
experiences that cater to different interests and skill levels. Stakeholders suggest adding features like
beginner-friendly skiing facilities, terrain parks, cross-country skiing, snowshoeing, hiking, and
backpacking trails. The need for reliable and accessible skiing options for young children is particularly
emphasized.
Unique and Big-Ticket Attractions: Stakeholders express interest in introducing unique attractions
such as zip lines, mountain coasters, bouldering walls, and open-air music venues. These attractions
are seen as essential to making Crescent Hill a day-long destination. However, there is caution against
overdeveloping and losing the natural, serene atmosphere of the area.
Community Engagement and Promotion: Effective promotion is highlighted as crucial for the success
of new activities. Stakeholders note the importance of making the public aware of what Crescent Hill
has to offer and ensuring that activities are well-integrated into the natural landscape.
Sustainability and Thoughtful Design: There is a consensus on the need for sustainable development
that respects the natural environment. Stakeholders stress the importance of thoughtful trail design
and avoiding activities that could harm the landscape. Maintaining the land ethic and the natural feel of
the area is a priority.
Concerns about Overbuilding: Several stakeholders express concerns about potential overbuilding.
They fear that excessive development could turn Crescent Hill into an amusement park-like
environment, detracting from its natural appeal. There is a desire to ensure future leadership remains
committed to preserving the area’s unique character.
APPENDIX B - 8
Overall Takeaways
Four-Season Development:
o Significant potential seen in developing Crescent Hill for year-round use.
o Collaboration from various organizations through resources, events, and trail expansion.
Family-Friendly and Diverse Activities:
o Emphasis on creating a variety of experiences for different user groups.
o Focus on beginner-friendly skiing, terrain parks, cross-country skiing, snowshoeing, and
hiking.
Unique and Big-Ticket Attractions:
o Interest in attractions like zip lines, mountain coasters, bouldering walls, and music venues.
o Caution against overdevelopment to maintain the natural feel of the area.
Community Engagement and Promotion:
o Need for effective promotion to raise awareness of new activities.
o Importance of integrating activities into the natural landscape.
Sustainability and Thoughtful Design:
o Emphasis on sustainable development that respects the environment.
o Importance of thoughtful trail design and maintaining the land ethic.
Concerns about Overbuilding:
o Fears of turning Crescent Hill into an amusement park-like environment.
o Desire to ensure future leadership preserves the area’s unique character.
Crescent Hill Ski Patrol
Summary
The Crescent Hill Ski Patrol (formerly Mt. Crescent Ski Patrol, or MCSP) emphasizes the need for
maintaining safety and providing a variety of outdoor activities to enhance the appeal of Crescent Hill as
a four-season destination. They see potential in expanding their role beyond winter ski patrol to include
bike patrol and other services throughout the year.
Key Themes and Sentiments
Four-Season Development and Collaboration: Crescent Hill Ski Patrol is open to collaborating on four-
season development, particularly in providing first aid support during mountain biking and other
activities. They highlight their versatility, being able to operate not only as ski patrol but also as bike,
service, and social patrols.
Proposed Activities and Events: Crescent Hill Ski Patrol suggests several new activities and events to
attract visitors year-round. These include:
Accommodation and Facilities:
o Yurts or huts for rental.
o Wedding chalets or an outdoor chapel atop the ski hill.
o A new lodge and upgraded ski patrol headquarters with a first aid room and classroom.
o A cafeteria-style restaurant in the lodge during ski season.
o An outdoor equipment rental center for items like backpacks and sleeping bags.
Outdoor Recreation:
o Rock climbing and mountain biking.
o A kids' playground and a gated play area for young children near the ski school.
APPENDIX B - 9
o Trail running races, hikeathons, and fastpack hike races.
o Paintball and a relocated zipline to avoid interference with ski lift evacuation.
o A magic carpet for beginner skiers and a rope tow near the terrain park.
o Improvements to the ski area, such as filling in the dip down Merry Lane.
Educational and Cultural Events:
o Skiing 101 classes covering skier safety, first aid, and other essential skills.
o Hosting a Powwow and gear swaps.
Safety Concerns: Crescent Hill Ski Patrol underscores the importance of safety in all four-season
activities. They propose conducting bi-annual walkthroughs to identify and mitigate potential hazards.
Specific concerns include:
• Walkers and runners on ski slopes while the ski area is open.
• Slippery lodge deck and stairs, suggesting more mats are needed.
Community and Collaboration: Crescent Hill Ski Patrol sees value in leveraging their wide network and
skills to support the development of Crescent Hill. They suggest collaborating with organizations like
THOR for mountain biking and utilizing the expertise of the ski patrollers for various events and
activities.
Brand and Identity: Crescent Hill Ski Patrol (formerly, Mt. Crescent Ski Patrol) recommends keeping the
Mt. Crescent name, reflecting a desire to maintain its established identity while improving the facilities
and activities available.
Overall Takeaways
Four-Season Development:
o Crescent Hill Ski Patrol supports expanding their role to include bike patrol and other services.
o Willing to collaborate on safety and first aid during new activities.
Proposed Activities and Events:
o Accommodation: Yurts, huts, wedding chalets, new lodge, upgraded headquarters.
o Recreation: Rock climbing, mountain biking, kids' playground, paintball, relocated zipline, skiing
improvements.
o Educational and Cultural: Skiing 101 classes, Powwow, gear swaps.
Safety Concerns:
o Conduct bi-annual walk-throughs to identify hazards.
o Address specific safety issues like walkers on ski slopes and slippery lodge areas.
Community and Collaboration:
o Leverage Crescent Hill Ski Patrol's network and skills for event support.
o Collaborate with organizations like THOR for mountain biking.
Brand and Identity:
o Keep the Mt. Crescent name to maintain its established identity.
APPENDIX B - 10
Conservation Board
Summary
The Pottawattamie County Conservation Board envisions transforming Crescent Hill into a year-round
recreational hub that balances ecological stewardship with community engagement. Acknowledging
the impact of climate change on traditional ski seasons, they aim to diversify activities to appeal to
families and outdoor enthusiasts alike, proposing additions such as disc golf, scenic chairlifts, and
advanced amenities like an alpine coaster. Emphasizing sustainability, the board plans to fund
developments through grants, donations, and partnerships while minimizing taxpayer reliance. They
advocate for phased development starting with smaller projects, ensuring each aligns with
conservation values and enhances the area's ecological integrity. Engaging stakeholders and fostering
educational opportunities are crucial, aiming to cultivate appreciation for the natural landscape and
environmental significance of the Loess Hills region.
Key Themes and Sentiments
Balancing Conservation and Development: There was a strong emphasis on preserving the ecological
integrity of the Loess Hills while expanding recreational opportunities. Board members expressed a
commitment to maintaining the natural beauty and biodiversity of the area.
Financial Viability: Concerns about financial sustainability were prevalent, with a focus on ensuring that
any new developments at Crescent Hill are economically viable and do not result in financial losses for
the county. Discussions often circled around cost-effectiveness, return on investment, and potential
revenue streams.
Community Engagement and Education: There was a consensus on the importance of engaging the
local community and promoting educational opportunities related to outdoor recreation and
conservation. Ideas included incorporating nature centers, educational programs, and partnerships
with local schools and organizations.
Infrastructure and Accessibility: Discussions highlighted the need for adequate infrastructure to
support increased visitor trac while maintaining accessibility for all demographics, including families
and individuals with varying abilities. Concerns were raised about the impact on existing trails, roads,
and facilities.
Partnerships and Funding: Board members expressed interest in leveraging partnerships with external
organizations and seeking alternative funding sources, such as grants and private donations, to support
development initiatives. This approach was seen as crucial for mitigating financial risks and expanding
project scope.
Pottawattamie County Board of Supervisors (BOS)
Summary
The stakeholders discussed the potential for four-season recreation development at Crescent Hill,
focusing on how it could meet the needs of residents in Pottawattamie County. They highlighted various
benefits, concerns, and strategic considerations. Jeff expressed a strong desire to see Crescent Hill
become a premier tourism destination with facilities that support year-round activities, such as hiking,
paragliding, and accommodations for visitors. Melvyn suggested integrating artistic and nature-focused
elements like art displays and nature sound recordings. Brian emphasized the importance of
maintaining a peaceful environment and suggested family-friendly amenities like playgrounds and
ziplines. Susan pointed to the popularity of local wineries and acoustic music venues, while Scott and
Tim highlighted the need for infrastructure improvements and sustainable management. Concerns
APPENDIX B - 11
about emergency response, taxpayer risk, and the capability of managing large operations were also
raised.
Key Themes and Sentiments
Tourism and Economic Development: There is a consensus that Crescent Hill could become a
significant tourist attraction, drawing visitors from within and outside the county, which could boost
the local economy.
Four-Season Usage: Stakeholders support developing the area for year-round use, incorporating
activities like hiking, paragliding, and possibly installing facilities like ziplines and playgrounds.
Infrastructure and Sustainability: A major concern is the current infrastructure's ability to support
increased usage, with specific mentions of water, power, sewage, and emergency response
capabilities.
Environmental and Noise Concerns: There is a clear preference for maintaining the natural and serene
environment of Crescent Hill, with a strong sentiment against loud, disruptive events.
Partnerships and Funding: Several stakeholders suggested finding partners to lease or manage parts of
the development to reduce financial risk to taxpayers and ensure professional handling of the facilities.
Local Amenities and Facilities: Suggestions include developing accommodations like cabins and
lodges, improving hiking trails, and possibly adding RV parks to enhance the area's appeal to families
and outdoor enthusiasts.
Overall Takeaways
Balanced Development Approach: The development of Crescent Hill should balance enhancing tourism
and recreational opportunities with preserving the natural environment and ensuring sustainability.
Strategic Partnerships: Partnering with private entities or entrepreneurs could help mitigate financial
risks and bring professional management to the facilities.
Infrastructure Investment: Significant upgrades to infrastructure, including water, power, sewage, and
emergency services, are necessary before pursuing large-scale development.
Community-Centric Planning: The master planning team should consider the needs and concerns of
local residents, ensuring that development plans do not negatively impact the community or taxpayer
interests.
Incremental Development: A phased approach to development, starting with smaller, manageable
projects and gradually expanding, could help in assessing impacts and making necessary adjustments
over time.
Enhancing Existing Assets: Leveraging and improving current assets like hiking trails, existing
accommodations, and the serene environment can make Crescent Hill an attractive year-round
destination without overwhelming the area.
Iowa West Foundation
Summary
The discussion with representatives from the Iowa West Foundation (IWF) revolved around their
potential support for four-season development at Crescent Hill and how such developments align with
IWF's long-term vision and goals. Brenda and Matt emphasized the importance of making a compelling
economic development case to gain IWF support, with a focus on tourism and financial benefits to the
APPENDIX B - 12
region. They discussed the need for strategic planning, infrastructure improvements, and careful
consideration of funding and partnership opportunities. Additionally, they highlighted the significance
of integrating conservation with economic development and creating a sense of belonging among local
and regional communities.
Key Themes and Sentiments
Economic Development Focus: IWF prioritizes projects with strong economic development potential.
Emphasizing tourism, hotel stays, and financial benefits can strengthen the case for support.
Conservation Integration: Conservation is important but should be tied to broader goals like
sustainability and economic benefits. Projects that blend ecological attraction with economic
development have more appeal.
Strategic Funding and Partnerships: IWF prefers a well-thought-out business plan and strategic
partnerships. Approaching IWF first before other donors and considering pathways like grants or
initiatives can increase the likelihood of support.
Community Well-being and Belonging: Creating amenities that foster a sense of belonging and
community connection is crucial. Enhancing local attractions like HNC and promoting a regional
identity can attract both locals and visitors.
Cautious Development Approach: There are concerns about the sustainability of certain developments,
such as cabins and large event centers. Focusing on education and conservation while avoiding over-
commercialization is recommended.
Infrastructure and Accessibility: Addressing infrastructure needs, such as roads and utilities, is
essential for successful development. Ensuring accessibility and integration with existing amenities will
enhance the project's feasibility.
Overall Takeaways
Economic and Tourism Potential: Emphasizing the economic and tourism benefits of four-season
development at Crescent Hill is crucial for gaining IWF support. Data on tourism attraction, hotel stays,
and financial benefits should be compiled to present a compelling case.
Conservation with a Purpose: Conservation efforts should be integrated with broader economic and
sustainability goals. Highlighting the unique ecological attractions of the Loess Hills and their potential
to draw visitors can align with IWF's vision.
Strategic Planning and Funding: Developing a detailed business plan and seeking strategic partnerships
are key steps. IWF prefers being approached first before other donors, and considering grants or
initiatives can provide flexibility in securing funds.
Community Engagement and Belonging: Enhancing local amenities and creating a sense of belonging
among residents and visitors is important. Projects should aim to foster community well-being and
regional identity.
Sustainable and Purposeful Development: Careful consideration should be given to the type of
developments pursued. Prioritizing educational and conservation-focused projects over purely
commercial ventures can ensure long-term sustainability and alignment with community needs.
Infrastructure Improvements: Addressing infrastructure needs, such as water, power, and accessibility,
is essential for successful development. Ensuring the area is well-equipped to handle increased usage
will be crucial for the project's success.
APPENDIX B - 13
II. Community Engagement
1. COMMUNITY SURVEY SENTIMENTS
Summary
The community survey data regarding Crescent Hill reflects a diverse range of opinions and priorities
among survey respondents. There is notable criticism and skepticism regarding the county's
acquisition of the property, with concerns centered around the use of public funds and the county's role
in entertainment ventures. Many respondents express a preference for private management or
returning the area to its natural state for activities like hiking, reflecting concerns about fiscal
responsibility and environmental impact, especially in the context of global warming.
Despite these reservations, there is a strong consensus on enhancing recreational offerings at
Crescent Hill, particularly during winter and summer seasons. Suggestions for improving ski facilities
with advanced snowmaking capabilities, safer and more accessible ski and snowboard teaching areas,
and upgraded terrain parks to cater to varying skill levels. In the summer, the emphasis shifts to
expanding mountain biking trails, preserving natural landscapes through sustainable trail design, and
providing diverse outdoor activities such as camping and hiking
Community feedback also highlights a desire for inclusive and family-friendly amenities, including
enhanced lodge facilities, social gathering spaces like fire pits, and recreational options like disc golf
and wellness retreats. Economic considerations feature prominently, with proposals for supporting
local businesses through events, food trucks, and craft markets. Environmental stewardship remains a
key concern, with calls for eco-friendly development practices, biodiversity conservation, and
measures to mitigate the impact of increased visitor trac on the area's tranquility.
In summary, while there are differing opinions on the management and development of Crescent Hill,
there is a unified vision for balancing growth with environmental sustainability and preserving the area's
natural beauty. The community's feedback underscores a commitment to creating a vibrant recreational
destination that respects both the local environment and the diverse interests of visitors.
2. Sentiments by Category
Acquisition Criticism
There are several survey responses that indicate a dislike or criticism regarding the acquisition of the
property or skepticism about its development:
1. "Not one damn dime of public funds should be used! Crescent Hill needs to be sold to a private
company to recoup every dime spent by the county including the Covid funds and
Pottawattamie should get OUT OF THE ENTERTAINMENT BUSINESS!"
2. "Pottawattamie county has wasted so much money on this! They should be ashamed. Pay your
employees the Covid $$ money, not waste it on buying ski hills!!"
3. "Not so much summer but a cross-country ski trail when snow fall allows."
4. "Return the land back to original state for hiking only."
5. "Sell it and cut tax drain."
6. "This isn't a mountain. It is a hill in Iowa. When I want to participate in mountain activities I will
drive to the mountains. Please stop sinking taxpayer money into this."
7. "We should limit activities. There is already too much trac in the area. The hills should be used
for cattle grazing in the summer."
8. "Wrong decision to purchase this property. Do you not believe in global warming?"
APPENDIX B - 14
Environmental
Concerns about preserving natural areas and respecting environmental sustainability due to climate
change.
1. "Wrong decision to purchase this property. Do you not believe in global warming?"
2. "Please have respect for the rare global significant intact ecosystems. 99.9% of Iowa has
already been altered. A conservation board should uphold its name and conserve and respect
what is still there."
3. "There are too many developed areas in the state of Iowa and so few wild areas left. I believe we
should leave this little bit of heaven for nature."
4. "These all sound great and I love having the ski and sledding activities. However, please don't
jeopardize the natural beauty, serenity, and the ability to escape the city, noise, and technology
by building a mini tourist hotspot with tons of noise and crowds at Hitchcock. It's such a
treasure and brings a needed escape."
Winter Activities
Expanded Ski/Snowboard Facilities
• Enhanced snowmaking capabilities to ensure all trails are open and well-maintained.
• Improved terrain park with features like rails, boxes, ramps, jumps, and progressive
jumps/drops.
• Magic carpet lift for beginner skiers and kids.
• NASTAR ski race course.
• More defined and controlled teaching area for lessons, with rubber mats for stability.
• Indoor carpet incline roller training for year-round teaching/training sessions.
• Upgrades to chairlifts and safer onboarding processes.
• Terrain park to be consistently set up and maintained.
• Terrain park features and jump lines for different skill levels.
Snow Sports
• Snow tubing and improved sledding facilities.
• Snowmobile area and rental services.
• Cross-country skiing and snowshoeing trails.
Other Winter Activities
• Ice skating rink and ice skating pond.
• Improved rental services and a better system for student nights.
• Stargazing site and night-time star gazing events.
Summer Activities
Mountain Biking
• Extensive mountain biking trails ranging from easy to challenging, including downhill, enduro,
and cross-country trails.
• Lift-served mountain biking on weekends.
• Sustainable trail design to preserve the natural landscape.
• Yearly fee for trail maintenance and possible membership options.
• Skills park and bike rental services.
• Connections to nearby MTB trails.
• Mountain bike lift and progressive jump lines.
APPENDIX B - 15
Camping and Lodging
• Primitive camp sites, RV/camping sites with shower house and restrooms.
• Group lodging for retreats and youth camps.
• Lodging for weekend trips with reasonably priced options.
• Treehouse village connected with bridges.
• Small-scale housing development to address local housing needs.
Other Outdoor Activities
• Hiking and trail running trails.
• Backpacking trails with primitive sites for scouts and overnight camps.
• Rock climbing options.
• Archery games or large 3D archery competitions.
• Tactical archery games and mountain archery festivals.
• Off-road four-wheeling.
• Zorbing and zorb balls.
General Improvements
Facilities and Infrastructure
• Upgraded lodge with a larger kitchen, better seating area, and modernized facilities.
• Outdoor fire pits and areas for social gatherings.
• Swimming pool with lazy river and public pool options.
• Improved teaching area for ski and snowboard lessons.
• More defined and controlled teaching area with rubber mats and indoor training options.
Recreational Activities
• Disc golf course, potentially championship level, with involvement from local disc golf
communities.
• Skateboard park and BMX racing track.
• Outdoor movie screenings, music opportunities, and concerts.
• Nature classroom and educational programs.
• Wellness retreats with a focus on health and wellness activities.
• Mini golf and water features.
• Viewing tower and holiday-themed events.
Community and Economic Impact
• Food trucks, craft pop-up boutiques, and local microbreweries.
• Special events like competitive running series, nature education, and holiday-themed events.
• Programs for large family opportunities and reasonably priced events.
• Involvement of local communities and businesses in development and activities.
Environmental Considerations
• Emphasis on preserving the natural beauty and minimizing the impact on the environment.
• Sustainable and eco-friendly development practices.
• Opposition to overdevelopment and maintaining the area's serenity and escape from urban life.
Feedback and Concerns
Ski Area Improvements
• Ensure all ski trails and lifts are operational and safe.
• Consistently set up and maintain terrain parks.
• Address issues with lift tickets and rentals.
APPENDIX B - 16
Mountain Biking Concerns
• Design trails to prevent environmental damage and erosion.
• Maintain trails regularly to ensure safety and usability.
General Concerns
• Preserve the natural beauty and avoid overdevelopment.
• Consider the impact of increased trac and noise on the local community.
• Ensure activities do not detract from the area's tranquility and escape from urban life.
Unique Suggestions
Innovative Ideas
• Treehouse village for unique lodging experiences.
• Zorbing and electric carts for fun and engaging activities.
• Viewing tower for panoramic views of the area.
• Tactical archery games and archery festivals.
• Large 3D archery competition events.
3. COMMUNITY SURVEY SENTIMENTS
Question: The Loess Hills have an impact on my decision to engage in year-round
recreational activities in/around Crescent Hill.
Summary
The responses reveal a strong positive sentiment towards the influence of the Loess Hills on
participants' decision to engage in year-round recreational activities in/around Crescent Hill. Here’s a
detailed summary of the data:
1. Strongly Agree (41.0%): A significant portion of the respondents, almost half, strongly believe
that the Loess Hills impacted their decision to participate in recreational activities around
Crescent Hill.
2. Agree (38.7%): Another substantial group agrees with the statement, though with slightly less
conviction compared to those who strongly agree.
3. Neutral (15.5%): A smaller segment remains indifferent, indicating that the Loess Hills neither
significantly influence nor deter their decisions regarding recreational activities.
4. Disagree (3.1%): A minor portion disagrees, suggesting that the Loess Hills do not play a role in
their decision-making process.
5. Strongly Disagree (1.5%): An even smaller group strongly disagrees, indicating no influence of
the Loess Hills on their recreational choices.
Conclusion
The analysis clearly shows that the majority of respondents (79.7% combining both Strongly Agree and
Agree) are positively influenced by the Loess Hills when deciding to engage in year-round recreational
activities in/around Crescent Hill. This suggests that the Loess Hills are a significant factor in attracting
people to these activities, highlighting their importance in promoting local tourism and recreational
planning. The relatively small percentages of neutral and disagreeing responses further emphasize the
strong positive impact of the Loess Hills on recreational decisions. Therefore, any future recreational
developments or marketing strategies in the Crescent Hill area should consider leveraging the appeal of
the Loess Hills to maximize engagement and participation.
APPENDIX B - 17
Question: New summer recreation facilities should be confined to the current Crescent
Hill base area so as not to disturb existing natural resources.
Summary
• Total Responses: 588
• Agree (including Strongly Agree): 166 (28.2%)
• Neutral: 122 (20.7%)
• Disagree (including Strongly Disagree): 300 (51.0%)
Analysis
Disagreement: The majority of respondents, 51.0%, either disagreed or strongly disagreed with
confining new summer recreation facilities to the current Crescent Hill base area. This indicates a
preference among the community to possibly expand beyond the current base area, despite concerns
about disturbing natural resources.
Conclusion
The general consensus leans towards opposition to the restriction of new summer recreation facilities
to the current base area, with a substantial minority in favor and a considerable number of neutral
responses. This mixed feedback indicates that while there is concern for environmental preservation,
there is also interest in expanding recreational facilities, potentially beyond the current confines.
Question: The Loess Hills have an impact on my decision to engage in year-round
recreational activities in/around Crescent Hill,
Summary
• Total Responses: 760
• Strongly Agree: 219 (28.82%)
• Agree: 166 (21.84%)
• Neutral: 282 (37.11%)
• Disagree: 61 (8.03%)
• Strongly Disagree: 32 (4.21%)
Conclusion
The general consensus suggests that the Loess Hills have a notable impact on individuals' decisions to
engage in year-round recreational activities around Crescent Hill, with a combined total of 50.66%
either agreeing or strongly agreeing with the statement. However, a significant portion remains neutral,
indicating that for many, the presence of the Loess Hills is not a decisive factor in their recreational
planning. A smaller group disagrees or strongly disagrees, showing that the Loess Hills are not a
universal influence on recreational decisions.
APPENDIX B - 18
RESULTS OF CRESCENT HILL SURVEY PUBLIC ENGAGEMENT, COLUMNS X-
AM
Public sentiments toward various summer activities and amenities suitable for Crescent Hill
Chairlift Rides
Summary
• I/my family would regularly participate: 148 (15.0%)
• I/my family might participate occasionally: 605 (61.4%)
• I/my family definitely wouldn't participate: 233 (23.6%)
Conclusion
Based on the responses, the majority of respondents (61.4%) indicated that they might occasionally
participate in chairlift rides. A significant portion (23.6%) would not participate, while 15.0% would
regularly participate. This suggests that while chairlift rides have potential interest, the commitment to
regular participation is relatively low.
Mountain Coaster
Summary
• I/my family would regularly participate: 245 (24.8%)
• I/my family might participate occasionally: 574 (58.2%)
• I/my family definitely wouldn't participate: 167 (16.9%)
Conclusion
For the mountain coaster, 58.2% of respondents might occasionally participate, and 24.8% would
regularly participate. A smaller portion, 16.9%, would not participate at all. This indicates a higher
potential for regular engagement compared to chairlift rides, suggesting a strong interest in this
activity among a quarter of the respondents.
Hiking Trails
Summary
• I/my family would regularly participate: 505 (51.2%)
• I/my family might participate occasionally: 423 (42.9%)
• I/my family definitely wouldn't participate: 58 (5.9%)
Conclusion
A majority of respondents (51.2%) indicated they would regularly participate in hiking trails, with 42.9%
possibly participating occasionally. Only a small portion (5.9%) would not participate at all. This
suggests strong interest and potential frequent use of hiking trails.
APPENDIX B - 19
Mountain Bike Trails
Summary
• I/my family would regularly participate: 470 (47.7%)
• I/my family might participate occasionally: 265 (26.9%)
• I/my family definitely wouldn't participate: 251 (25.5%)
Conclusion
Almost half of the respondents (47.7%) would regularly participate in mountain bike trails, while a
quarter (26.9%) might participate occasionally. A significant portion (25.5%) would not participate,
indicating mixed interest in this activity.
Guided Hikes/Nature Tours
Summary
• I/my family would regularly participate: 105 (10.6%)
• I/my family might participate occasionally: 576 (58.4%)
• I/my family definitely wouldn't participate: 305 (30.9%)
Conclusion
The majority (58.4%) might participate occasionally in guided hikes or nature tours, but a significant
portion (30.9%) would not participate. Regular participation is low (10.6%), indicating limited but
potential interest.
Disc Golf
Summary
• I/my family would regularly participate: 207 (21.0%)
• I/my family might participate occasionally: 409 (41.5%)
• I/my family definitely wouldn't participate: 369 (37.5%)
Conclusion
Interest in disc golf is somewhat balanced, with 41.5% possibly participating occasionally and 21.0%
regularly. However, 37.5% would not participate, showing mixed sentiments toward this activity.
Zipline
Summary
• I/my family would regularly participate: 162 (16.4%)
• I/my family might participate occasionally: 635 (64.4%)
• I/my family definitely wouldn't participate: 189 (19.2%)
Conclusion
The zipline activity has high potential interest, with 64.4% possibly participating occasionally. Regular
participation is lower (16.4%), but a notable portion (19.2%) would not participate, indicating diverse
opinions.
APPENDIX B - 20
Mountaintop Picnic Area
Summary
• I/my family would regularly participate: 247 (25.1%)
• I/my family might participate occasionally: 621 (63.0%)
• I/my family definitely wouldn't participate: 118 (12.0%)
Conclusion
A majority (63.0%) might occasionally participate in mountaintop picnics, with 25.1% showing interest in
regular participation. Only a small portion (12.0%) would not participate, suggesting general favorability.
Competitive Racing
Summary
• I/my family would regularly participate: 125 (12.7%)
• I/my family might participate occasionally: 342 (34.7%)
• I/my family definitely wouldn't participate: 519 (52.6%)
Conclusion
More than half of the respondents (52.6%) would not participate in competitive racing. Occasional
participation is moderate (34.7%), with low regular participation (12.7%), indicating limited interest in
this activity.
Live Music/Festivals
Summary
• I/my family would regularly participate: 333 (33.8%)
• I/my family might participate occasionally: 540 (54.8%)
• I/my family definitely wouldn't participate: 113 (11.5%)
Conclusion
Live music and festivals have potential interest, with 54.8% possibly participating occasionally and
33.8% regularly. Only 11.5% would not participate, indicating a generally positive sentiment.
Camping/Glamping
Summary
• I/my family would regularly participate: 200 (20.3%)
• I/my family might participate occasionally: 584 (59.2%)
• I/my family definitely wouldn't participate: 202 (20.5%)
Conclusion
Camping and glamping have high potential interest, with 59.2% possibly participating occasionally. Both
regular and no participation are equal (20.3% and 20.5%), indicating diverse opinions.
APPENDIX B - 21
Pump Track/Skills Park
Summary
• I/my family would regularly participate: 296 (30.0%)
• I/my family might participate occasionally: 352 (35.7%)
• I/my family definitely wouldn't participate: 338 (34.3%)
Conclusion
Responses show mixed sentiments for pump tracks/skills parks, with 35.7% possibly participating
occasionally and 30.0% regularly. A significant portion (34.3%) would not participate, indicating varied
interest.
Climbing/Bouldering Wall
Summary
• I/my family would regularly participate: 192 (19.5%)
• I/my family might participate occasionally: 492 (49.9%)
• I/my family definitely wouldn't participate: 302 (30.6%)
Conclusion
Interest in climbing/bouldering walls is moderate, with 49.9% possibly participating occasionally and
19.5% regularly. A significant portion (30.6%) would not participate, suggesting diverse opinions.
Low Ropes Course
Summary
• I/my family would regularly participate: 125 (12.7%)
• I/my family might participate occasionally: 529 (53.7%)
• I/my family definitely wouldn't participate: 332 (33.7%)
Conclusion
The low ropes course has moderate interest, with 53.7% possibly participating occasionally and 12.7%
regularly. A significant portion (33.7%) would not participate, indicating varied sentiments.
Indoor Lodging
Summary
• I/my family would regularly participate: 116 (11.8%)
• I/my family might participate occasionally: 508 (51.5%)
• I/my family definitely wouldn't participate: 362 (36.7%)
Conclusion
Indoor lodging shows moderate interest, with 51.5% possibly participating occasionally and 11.8%
regularly. A notable portion (36.7%) would not participate, suggesting mixed opinions.
APPENDIX C - 1
APPENDIX C. MARKET ASSESSMENT
Mt. Crescent Ski Area
Market Assessment
Prepared by:
RRC Associates
SE Group
Prepared for:
Pottawattamie Conservation
Jeff Franco
Deputy Director
Mt. Crescent Ski Area Market Assessment June 2022
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Contents
Introduction ..................................................................................................................... 4
Executive Summary ........................................................................................................ 5
Trends in Mountain Resort Destinations ......................................................................... 6
US Ski Industry Trends ................................................................................................ 7
Regional & Local Skier Visit Trends............................................................................. 8
Ski Industry Demographic Research ......................................................................... 11
Millennial Research ................................................................................................... 12
Factors in Selecting a Ski Area .................................................................................. 14
All-Season Seasonal Business Potential ................................................................... 15
Pass Partnerships...................................................................................................... 16
Trends in Outdoor Recreation ....................................................................................... 17
National Outdoor Recreation Trends ......................................................................... 17
Outdoor Recreation in Iowa ....................................................................................... 21
Outdoor Recreation in Nebraska ............................................................................... 24
Local/Regional Population and Demographics .............................................................. 26
Local Tourism ................................................................................................................ 28
Summertime Tourism ................................................................................................ 28
Wintertime Tourism .................................................................................................... 28
Visitation .................................................................................................................... 28
Spending and Economic Impact ................................................................................ 29
Competitive Analysis ..................................................................................................... 35
Summer Competition ................................................................................................. 35
Winter Competition .................................................................................................... 36
Opportunities for Mt. Crescent ...................................................................................... 39
Ziplines ...................................................................................................................... 39
Camping, RVing, & Van Life ...................................................................................... 39
Glamping (High-end Camping) .................................................................................. 40
Mountain Biking ......................................................................................................... 41
Running Events ......................................................................................................... 41
Golf ............................................................................................................................ 42
Scenic Chairlift Rides ................................................................................................. 42
Mt. Crescent Ski Area Market Assessment June 2022
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Alpine Slides & Mountain Coasters ............................................................................ 42
Other Mountain Activity Opportunities ....................................................................... 42
Interpretive Trail and Adventure Course .................................................................... 42
Mt. Crescent’s Natural Area ....................................................................................... 44
Community Engagement ........................................................................................... 44
Eco-Tourism .............................................................................................................. 45
Corporate Retreat Center .......................................................................................... 45
Yoga Retreat Center .................................................................................................. 45
Winter Night Walks .................................................................................................... 46
Scenic Wedding Venue ............................................................................................. 46
Conclusion .................................................................................................................... 49
About RRC Associates .................................................................................................. 50
Mt. Crescent Ski Area Market Assessment June 2022
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Introduction
This report summarizes research conducted by RRC Associates, a market research and
consulting firm that works extensively in the North American ski, tourism, and recreation
industries, with assistance from SE Group, on behalf of Mt. Crescent Ski Area.
This Market Assessment Report presents visitor trends, local and regional market
demographic profiles, and a broad analysis of existing regional amenities, market
trends, and attractions in the regional area. This report is intended to serve as a
framework for discussions to assist Mt. Crescent in making strategic decisions related to
opportunities for future planning and development scenarios for the property. Results
can be used to inform what types of competition, market opportunities, and existing
gaps in the greater Omaha market area in terms of winter ski and summer recreation.
The Pottawattamie County Conservation mission statement is: “to provide resources
and opportunities that encourage county residents and visitors to appreciate
Pottawattamie County's unique natural resources, develop a connection to the natural
environment, and foster responsible stewardship for future generations.”
Research and findings rely on a combination of professional experience and secondary
research. Secondary research sources include reports and data gathered by The
Outdoor Foundation, US Census Bureau, NSAA, U.S. Bureau of Economics, Travel
Nebraska, Travel Iowa, and Iowa Department of Natural Resources, among others.
Mt. Crescent Ski Area Market Assessment June 2022
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Executive Summary
Based on demographics and associated studies, the target population for Mt. Crescent
is likely to vary between the Winter and Summer seasons. In both cases the focus will
be centered on Millennials and younger residents (aged about 40 and younger).
Though, for the Winter season the typical customer will likely be households with
more than $75,000 in income and in the Summer, this will likely shift to households
with less than $75,000 in income.
The most popular outdoor activities with this market segment are camping, fishing, and
hiking. This demographic group (40 and younger age) also require more technically
savvy outreach programs to capture their interests. An active online presence is
important, such as information available through social media, as well as an easy-to-use
and visually appealing website. Since the pandemic, this demographic group is even
more comfortable using online booking and purchasing tools and apps.
In terms of winter business, Iowa and Missouri ski areas experienced a strong season in
2020/21, with skier visits increasing by 33% from the 2019/20 ski season. Much of this
increase is likely due to Covid recovery, interest in getting outside, the closing of many
indoor recreation opportunities (movie theaters, bowling alleys, restaurants/bars, etc.),
and the popularity of outdoor recreation in general. Capitalizing on this newfound
and/or renewed interest in outdoor recreation presents a significant opportunity
for Mt. Crescent in the winter (and summer, too).
Mt. Crescent is likely to see its greatest opportunities for development and
community outreach in the summer season. Mt. Crescent could integrate itself as a
field trip destination for youth groups and summer camps during the summer, building
upon the already-established curriculum of the nearby Hitchcock Nature Center. The
focus might be on outdoor education, leadership, team building, and life skills.
Should Mt. Crescent continue to build out its zipline/ropes courses, it should be aware
of two local competitors. To stand out from these competitors, Mt. Crescent would need
to leverage its advantages (higher elevation, more forested/ natural areas, etc.).
Additionally, because Mt. Crescent is in a position where they are still in the planning
stage for zipline/ropes courses, decision makers can carefully consider the benefits that
these courses could provide. For instance, some courses may involve more rigorous
activities and staffing, but there is also an appeal for a less rigorous, self-guided walking
trail that requires no staff oversight. These trails can introduce a self-guided adventure
with an educational component for participants to enjoy the outdoors and low intensity
courses.
Other opportunities that should be investigated further include a wedding venue, a
winter light walk, hiking, adventure running events, scenic chairlift rides, and aerial
Mt. Crescent Ski Area Market Assessment June 2022
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ropes courses, camping/glamping, and other activities and educational topics. These
activities and events are popular and could be successful at Mt. Crescent. Please see
the main body of this report for more details on these and other potential activities at Mt.
Crescent.
Trends in Mountain Resort Destinations
Mountain resort destinations have changed considerably during the past 20 years due
to shifting demographics, changes in resort ownership, and the rise of new expectations
in the marketplace. Winter continues to be the primary season for most mountain
resorts; however, summer has become much more important for attracting guests and
generating revenue.
A review of industry trends and data is a necessary first step in identifying the Mt.
Crescent market potential. The following section outlines data from the U.S. Census,
U.S. National Ski Areas Association, and Outdoor Foundation. The analysis uses
insights from these industry resources to establish a long-term view of the U.S.
Mountain resort industry.
Mt. Crescent Ski Area Market Assessment June 2022
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US Ski Industry Trends
According to the National Ski Areas Association (NSAA), the number of skier visits (or
skier days, meaning one person skiing or snowboarding for one day at a downhill, lift-
serviced skiing facility) has been relatively stable, as the industry has matured in the
U.S. In recent years, the number of skier visits has fluctuated with weather conditions
and, to a lesser extent, the economy. In general, the industry is seen as being in a
mature phase, with new customers replacing those who drop out, and the average
number of days per person per season stable at about 5.5 to 6 days.
Figure 1: Total U.S. Skier Visits, 2001/02 to 2020/21
Total U.S. skier visits have remained relatively stable over the past 20 years, as shown
in the figure above. The figure has ranged from a low of just over 50 million (in 2011/12
and 2019/20, the Covid-shortened season) to a high of just over 60 million (in 2007/08
and 2010/11). As of the end of the 2020/21 season (the most recent season of data
available), two out of the past three winter seasons have reached about 59 million, with
the exception being the Covid-19 pandemic-shortened 2019/20 season, when almost all
U.S. ski areas had to close in mid-March 2020.
Mt. Crescent Ski Area Market Assessment June 2022
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While participation in many other activities dipped during the Covid-19 pandemic, the ski
resort industry displayed very strong numbers during the 2020/21 season, which would
suggest the ongoing popularity of the sport and resilience of the industry overall.
Regional & Local Skier Visit Trends
Within the national skier visit numbers, analogous figures in the Midwest region have
shown some variability over the past decade, as seen in the graph below. Skier visits in
the Midwest region (which includes Iowa) have trended downward slightly over the
last 20 years. Poor snow years are apparent in the 2011/12, 2015/16, and 2016/17
seasons, which posted below average skier visit volumes. Another contributing factor to
the long-term decline in skier visits in the Midwest region is the closing of ski areas over
time.
The four most recent winter seasons have each exceeded 6 million skier visits in the
Midwest region, with the 2020/21 season being very strong, at over 7 million skier visits.
While snow conditions tend to be the dominant factor in total skier visits, economic
factors like the unemployment rate, growth in GDP, interest rates, and other factors can
also influence skier visit volumes. Covid was seen as a positive during the 2020/21
season, with more people interested in outdoor recreation and greater flexibility with
work from home and remote school.
Figure 2: Midwest Regional Skier Visits, 2001/02 to 2020/21
Source: National Ski Areas Association and RRC Associates
Mt. Crescent Ski Area Market Assessment June 2022
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While skier visits volumes in the Midwest region have been slowly recovering in the
most recent seasons, Iowa and Missouri are enjoying even greater increases to their
skier visits. From the 2019/20 to 2020/21 season, the U.S. experienced a 15.5%
increase in skier visits, the Midwest recorded growth of 11.0%, but Iowa and Missouri
recorded an increase of 32.9% in skier visitations in the same timeline (Figure 3:
Percent Change in Skier Visits by State, 2019/20 to 2020/21). (Iowa and Missouri are
merged in NSAA statistics to protect confidentiality). The ski areas in the Iowa and
Missouri area tend to be relatively small and have a similar level of skier visits, despite
the size of the nearby metro area.
Key Finding: Mt. Crescent will have ample room to grow as the ski
population in the Iowa-Missouri area continues to expand and rebound
from the lows of the 2015/16 ski season. Covid provided a jump start to
many outdoor activities, which benefited regional ski areas. However,
sustaining that interest over time and converting those skiers and
snowboarders into repeat visitors will be one challenge for Mt Crescent.
Mt. Crescent Ski Area Market Assessment June 2022
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Figure 3: Percent Change in Skier Visits by State, 2019/20 to 2020/21
Source: National Ski Areas Association and RRC Associates
Mt. Crescent Ski Area Market Assessment June 2022
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Figure 4: 5-year Percent Change for Iowa, Missouri Skier Visits, 2016/17 to
2020/21
Source: National Ski Areas Association and RRC Associates
Ski Industry Demographic Research
New generations of visitors are needed to continue sustaining the success of the U.S.
ski industry. The Baby Boomers and to some degree Gen X have been key markets to
the industry. However, both Millennials and Gen Z have really shown their importance
with Baby Boomers aging into retirement and Gen X peaking in participation. Millennials
and Gen Z are not the same as Baby Boomers or Gen X and cannot be treated as such.
They are more focused on technology, not as easy to advertise to, and expecting of a
unique experience. Thus, resources have been allocated to better understand how to
serve these generations and their families now and into the future. With the younger
demographic of the market area (further described below), these generations are of
particular interest to Mt. Crescent.
The National Ski Areas Association (along with other state and regional associations
such as Colorado Ski Country USA and the Pennsylvania Ski Areas Association) has
undertaken a variety of research studies related to the Millennial generation (young
adults aged 25 to 40 years old in 2021). These studies are intended to understand
downhill snowsports participation patterns and preferences among this generation.
When compared to all other age cohorts, the Millennial generation accounts for one
of the largest groups of snowsports participants. However, Millennial skiers and
snowboarders, on average, ski fewer days per season than other age cohorts,
with an average of only approximately 4.9 days on the mountain season (by
comparison, the average number of days that Baby Boomers ski per season is 6.7).
Mt. Crescent Ski Area Market Assessment June 2022
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These low numbers for Millennials are troubling to ski-related operators; thus, NSAA is
studying the pattern of Millennial participation and intention to continue with snowsports.
In addition to Millennials, Gen Z (the youngest and largest generation, currently aged 24
and younger) now represents the largest grouping of participants by age cohort.
Furthermore, this group varies in terms of preferences, expectations, and behaviors in
their recreation. Ski areas not only have to consider supporting large constituents of
Millennials, who themselves differ from generations such as Baby Boomers and Gen X,
but also areas need to implement marketing and promotion to Gen Z. This creates
pressure to become innovative in marketing and promotional materials to reach two
large audiences with differing preferences.
Gen Z cannot be placed in the same box as Millennials. The two generations are
lumped together in many cases, but research suggests that Gen Z is even more
technologically-savvy, exposed to other cultural factors at an earlier age, and is willing
to stick up for causes they support. Not all of Gen Z fit this image, but technology is
going to serve as a key cornerstone for this group. In terms of marketing, Gen Z can
spot when they are being marketed to much faster than other generations, since they
have grown up being constantly targeted with ads from an early age. They expect
brands that market to them to interact and have a more human personality than before.
Moving into 2022, it is difficult not to consider the social activism that was led by many
of those in Gen Z. Racial and social equity along with wealth inequalities were issues
brought to the mainstream from recent events. Ski areas may not feel that these events
impact them; however, Gen Z is the largest group of skiers and snowboarders, and they
will continue to be into the future. Considering how these events can impact perceptions
is important for resort marketing.
Detailed research about Gen Z in the ski industry has yet to occur. Interest exists for
further exploration of this cohort, but a solid foundation has yet to be built. That said,
there has been some research into Millennials and Gen-Z that provides some insights
into the younger generations. The section below highlights some of these findings.
Millennial Research
For winter-focused destinations, the importance of growing the user base of young
adults is critical. In the winter, most mountain destinations tend to be populated by an
older, repeat visit clientele; while this customer base is valuable, ski areas need to think
about strategies to appeal to younger demographics and offer non-ski activities. To
further understand this important segment of the industry, the National Ski Areas
Association researched the Millennial generation in 2014/15.
A national survey of over 2,000 Millennials (including both snowsports participants and
non-snowsports participants), in addition to qualitative one-on-one interviews in key
Mt. Crescent Ski Area Market Assessment June 2022
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market areas, generated some initial conclusions about Millennials and their propensity
to participate in skiing and snowboarding. In the survey, Millennial skiers and
snowboarders were asked to describe what they like most about downhill snowsports.
The words most frequently mentioned by respondents include “fun,” “freedom,”
“friends,” and “outside.” One aspect that sets Millennials apart from their older
counterparts is their social inclinations, which was noted throughout the qualitative
interviews. Many Millennial skiers and riders indicated that skiing is, to them, a social
activity – they prefer to spend both day visits and overnight destination trips with friends
and family.
When asked what they dislike about skiing and snowboarding, Millennial snowsports
participants were most likely to respond with words like “cold,” “cost,” and “lift lines.” The
cost of the sport is clearly a barrier for some Millennials. Respondents were asked to
talk about the reasons their friends cite for not skiing or snowboarding, and many
mentioned “money,” “cost,” or the “expensive” nature of the sport. A large portion of
Millennials face financial challenges; however, secondary research has revealed that
there are some 16.6 million Millennials in households earning over $100,000 per year.
While select Millennials can seek out luxurious experiences, the large majority are likely
to gravitate towards lower-cost opportunities.
Despite these limitations, 55 percent of Millennial skiers and snowboarders strongly
agreed with the statement, “I’m committed to skiing/snowboarding for life.” Interestingly,
the percentage strongly agreeing with this statement declined somewhat with age within
the cohort (from younger Millennials to older Millennials) as well as with the presence of
children.
Millennials are aging into careers and parenthood while people in Gen Z are still moving
into adulthood, finishing college, or are relatively new to the workforce. Identifying how
to attract those without children, in addition to those with young children, will be an
ongoing effort for winter sports.
Key Finding: Millennials and Gen-Z are now the two largest visitor groups
at ski resorts. However, their expectations and desires for a resort may not
be what other generations wanted. In fact, it has been made clear that
traditional marketing efforts need to be adapted to fit the needs of these
generations. As Millennials age into parenthood, it is important to ensure
resort messaging resonates. With Gen-Z, technology continues to play a
major role in these individuals’ lives. Furthermore, social issues have
become championed by younger generations, an important characteristic
to keep in the forefront. These generations should be a focal point
considering the younger demographic of the market area for Mt. Crescent.
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Factors in Selecting a Ski Area
A variety of studies have documented the reasons that skiers pick a ski resort. From a
combination of several proprietary recent studies, the following factors were rated in
terms of their importance of choosing a place to go skiing/snowboarding.
On-mountain factors like snow quality, terrain variety, and terrain challenge, along with
value, are the top factors. Lifts, another on-mountain attribute, are in a second tier of
importance.
Close behind in terms of importance are a set of off-mountain/experience factors like
character/ambiance, providing a sense of escape, and scenery. Of moderate
importance are service from resort employees, accessibility/travel ease, and grooming.
Figure 5: Importance of Factors in Choosing a Ski Resort
Source: Proprietary RRC Studies
The specific reasons that people would visit Mt. Crescent are likely somewhat different
than the overall industry reasons listed in the chart above; for example, terrain
Mt. Crescent Ski Area Market Assessment June 2022
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challenge might not be as important to a Mt. Crescent skier, but kid friendly might be
more important. .
Less important are factors like a wide range of ticket/pass options, lodging, reputation
among friends, dining, on-mountain food, good connectivity, and après-ski/nightlife.
Generally unimportant were off-hill activities, kid friendly activities, and terrain parks.
All-Season Seasonal Business Potential
To generate year-round income and boost visitation in all seasons, as well as
establishing balanced operations, a reliable source of career-oriented employment and
a high-quality all-season tourist experience, destinations across North America have
been working hard on building infrastructure to support all-season activities and
developing new programming.
Travel and accommodations are often more affordable for summer visitors, and most
families are much more willing to travel during the summer. Resorts are placing a high
degree of effort into improving their summer offerings to make their destination well-
rounded and resilient. Alpine slides, mountain coasters, and zip lines are a few of the
new types of activities being installed at resorts across the country to serve summer
guests. Summer guests are likely to have different motivations than winter guests.
Consumer research studies have been conducted by ski areas to understand what
motivates participants to visit a ski area in the summer, preferred activities, and
likelihood to visit in the winter. This information allows for a more comprehensive
strategy to build successful summer operations.
Many destinations and their nearby communities have followed suit, expanding their all-
season recreation opportunities to encompass a wider visitor market. Most destinations
and nearby communities in the summer marketplace also offer special events that relate
to recreation, food and beverage, health and wellness, music, arts and culture, and
other themes.
A study by the National Ski Areas Association looked at summer operations at over 200
U.S. ski resorts. The top summer/fall activities offered by ski resorts include
hiking, scenic lift rides, and mountain biking, with over half of the participating
resorts reporting that they offer these activities. The survey also asked respondents
about summer/fall events. Almost all responding ski resorts indicated that they
host weddings, meetings, and/or family reunions, and about half offer festivals.
As many resorts continue to expand and improve their all-season offerings, it could be
more difficult for resorts without all-season opportunities to remain relevant in the resort
marketplace. Additionally, these activities have their own set of challenges that are not
Mt. Crescent Ski Area Market Assessment June 2022
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present in winter activities. For instance, it tends to be more challenging to monetize all-
season activities if fee-free options are nearby.
Pass Partnerships
In recent years, reciprocal ski passes created by
resort partners have become a popular option for
downhill snowsports participants and have shown
strong growth across popular North American
destinations. These pass partnerships allow skiers
and snowboarders to visit a variety of resorts
nationally and internationally under one
comprehensive pass with a one-time purchase.
The products represent an opportunity for skiers
and snowboarders to visit a new ski area, and for
ski areas to bring first-time visitors to their resort; they are also a significant opportunity
for resorts to broaden their reach in the competitive marketplace. Mt Crescent’s two in-
state competitors, Seven Oaks and Sundown Mountain are currently participants
with the Indy Pass, one of the smaller players in the multi-mountain pass industry.
The Indy Pass provides the customer two days of skiing at each of the partner ski areas
affiliated with the pass (currently 80+ ski areas). The participating ski areas are
reimbursed by the Indy Pass based on actual usage at the ski area. The Indy Pass
tends to stimulate trial of new ski areas among its customer base, which has proven to
be popular.
While the major ski industry multi-mountain passes have only a minor presence in the
Western Iowa/Eastern Nebraska area, it is noteworthy that Snow Creek ski area
(outside Kansas City, Missouri) is owned and operated by Vail Resorts, and is therefore
on the Epic Pass.
Flexibility and affordability will continue to play a role in the pass marketplace. Pre-
purchasing has become standard even for day passes, largely due to Covid-19.
Especially for the upcoming the 2021/22 season, guests will be even more accustomed
to planning and purchasing before they decide to visit. New pass options generate pre-
season revenue, an important aspect of cash flow management today. It is anticipated
that multi-mountain pass partnerships will continue to evolve in the future.
Mt Crescent might consider whether joining a multi-mountain pass or establishing
reciprocal relationships with other ski areas is the right decision for the ski area. Joining
the Indy Pass could be one option, or partnering with ski areas in Colorado, which might
appeal to Omaha area residents as a drive-to destination, could be a second option.
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Key Finding: As the winter competitive landscape continues to evolve
with pass partnerships, reciprocal skiing privileges, and corporate
acquisition of resorts, partnerships with other ski areas would be
something for Mt. Crescent to consider.
Trends in Outdoor Recreation
Mountain resort destinations have changed considerably during the past 20 years due
to shifting demographics, changes in resort ownership, and the rise of new expectations
in the marketplace. Winter continues to be the primary season for most mountain
resorts; however, summer has become a considerably more important season to attract
guests and generate revenue. Additionally, the resort landscape has changed
noticeably, with resort consolidation continuing to occur, partnerships forming across
the industry, and new challenges rising in many destinations, including workforce
housing, rising costs and wage rates, capacity limitations, balancing supply with
demand, among other challenges.
The purpose of this section is to outline various trends across the skiing and outdoor
recreation industry using both primary and secondary data that may influence Mt.
Crescent’s decision-making process in the future. Throughout the section, data from the
National Ski Areas Association, Outdoor Industry Association, and in-house RRC
Associates data are displayed.
National Outdoor Recreation Trends
The Outdoor Industry Association (OIA) has been the leading organization in tracking,
reporting, and analyzing outdoor recreation trends in the United States. OIA publishes
the Outdoor Foundation report, which highlights recent outdoor recreation trends,
participation figures, diversity in activities, and a variety of additional statistics. As a
trusted source for broad level recreation trends, the Outdoor Foundation has continually
monitored the growth and shrinking of outdoor recreation activities across the U.S.
According to the Outdoor Foundation Report, in 2020, 160.7 million Americans ages 6
and over participated in at least one outdoor activity. This number was amplified by the
Covid-19 pandemic, generating an additional 7.1 million more participants in 2020 than
in 2019. In 2020, 52.9% of the U.S. population participated in outdoor recreation,
up from 50.7% in 2019.
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Figure 6: Outdoor Recreation Participation, 2021
Source: The Outdoor Foundation 2021 Topline Report
The above graph highlights the fastest growing trends in outdoor recreation. The most
popular outdoor activities in 2020 were running, jogging and trail running (21%),
hiking (19%) and fishing (18%). Following closely behind were biking (17%) and
camping (16%). Mt. Crescent, with access to trails and the nearby Hitchcock Nature
center is well positioned to take advantage of these opportunities.
The common themes among the most popular activities are factors such as ease of
skill, simplicity, convenience, and being relatively inexpensive. Activities like hiking
and camping are relatively easy to participate in, are often close to home, can be done
Mt. Crescent Ski Area Market Assessment June 2022
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inexpensively, and are straightforward to learn. Downhill skiing and snowboarding, on
the other hand, can be more difficult to learn, generally require more travel, are more
complicated and expensive, and tend to be more logistically challenging.
Figure 7: Distance Traveled to Recreation Opportunities, 2019
Source: The Outdoor Foundation 2 019 Topline Report
According to the 2019 Outdoor Participation Report, most participants, 63%, traveled
only ten miles from their homes to their outdoor activities. People are generally
more willing to participate in activities that are convenient and close-by. Only 18.9% of
participants ventured 25 miles or more to their destinations. This report is based on
20,069 online interviews that are representative of the American public. While Omaha is
more than 10 miles away from Mt. Crescent, it is the closest option for downhill skiing
and snowboarding in the area.
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Figure 8: Outdoor Activities of Interest by Income Level, 2020
Source: The Outdoor Foundation 2021 Topline Report
According to the same Outdoor Foundation report, more affluent individuals are most
interested in hiking, exercising with weights, yoga, cardio fitness, and exercising with
machines. While less affluent individuals are most interested in fishing, hiking,
camping, exercising with weights, yoga, and cardio fitness.
Data provided by the U.S. Censes (Table 1) shows that the closest population centers
to Mt. Crescent (Council Bluffs and Omaha) have a lower proportion of households
making over $75,000 per year than the average for the U.S. overall. Extending the
radius beyond those closest areas, this finding remains mostly the same: Mt. Crescent
has a larger base of households that make less than $75,000 than typical. Mt. Crescent
can develop activities that appeal to both demographic groups. In the Wintertime, more
affluent skiers and snowboards can be targeted as these are the typical demographic
for wintertime activities, whereas in the summertime the less affluent households can be
targeted for activities such as camping and fishing.
Key Finding: National recreation trends report that running/jogging,
fishing, biking, hiking, and camping are the five most popular activities
among Americans. Importantly, all these activities are summer endeavors,
and Mt. Crescent is well-positioned to take advantage of these popular
summer activities.
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Outdoor Recreation in Iowa
Outdoor recreation in Iowa contributes 1.8% of the state’s gross GDP according to the
Bureau of Economic Analysis’ 2020 data. Additionally, the outdoor industry supports
over 42,000 jobs totaling $1.7 billion in wages. Two outdoor sectors showed modest
growth in 2020, such as RVing (up 12%) and boating/fishing (up 26%). Snow activities,
climbing/hiking/tent camping, and bicycling all were relatively consistent with slight
growth from 2018 to 2020. Iowa ranks as the number thirty-seven state for value added
to GDP in the Snow Activities sector, with its highest ranked sector being the Equestrian
sector at eighth.
The Outdoor Recreation Satellite Account (ORSA) measure the economic activity,
sales, and receipts that are being generated by any outdoor recreation activities. These
activities include those listed below in Figure 9 (fishing, RVing, snow activities, etc.).
Additionally, these statistics also measure the industry’s production of outdoor goods
and services, employment, compensation, and their contribution to U.S. GDP. While
Iowa does not rank highly against all states, the rate at which Iowa is growing in
noteworthy. In 2020, Iowa ranked:
• 31st among all states in Outdoor Recreation Satellite Account (ORSA) value-
added but was 2nd among all states in ORSA value added growth.
• 31st among all states in ORSA employment but 4th among all states in ORSA
employment growth
• 33rd among all states in ORSA compensation but 3rd among all states in
ORSA compensation growth.
Figure 9: Outdoor Recreation Satellite Account (ORSA), Iowa, 2020
Source: U.S. Bureau of Economic Analysis
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Figure 10: Iowa’s Outdoor Recreation Economy, 2020
Source: U.S. Bureau of Economic Analysis, Outdoor Recreation Satellite Account and Regional Economic Accounts
According to the 2018 Iowa Residents’ Participation in and Opinions of Outdoor
Recreation survey conducted by the Responsive Management for the Iowa Department
of Natural Resources, the highest rates of participation (2016-2018) are in: walking
(86%), picnicking, BBQing, or cooking out (83%), driving for pleasure (54%), boating
(45%), family-oriented activities (43%), fishing (41%), camping (41%), swimming (41%),
and hiking (40%)—all at 40% or higher. All above listed activities are good indicators of
visitation for summer-time recreation at Mt. Crescent.
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Figure 11: Top 10 Activities Iowa Residents Participated in the Last 2 Years, 2018
Source: Responsive Management for the Iowa Department of Natural Resources
According to the same study, when spending time outdoors, most residents are looking
to have fun/relax and to spend time in nature.
Figure 12: Reason for Participation in Outdoor Recreation Activities in Iowa, 2018
Source: Responsive Management for the Iowa Department of Natural Resources
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Outdoor Recreation in Nebraska
Nebraska ranked slightly lower than Iowa in terms of outdoor recreation as a percent of
State GDP, at 1.6% (39th overall). The state ranks 16th by value-added to the overall
GDP for motorcycling/ATVing. While there was a dip in overall employment in the
outdoor recreation economy in 2020, jobs were holding steady at around 30,000 since
2015.
Figure 13: Outdoor Recreation Satellite Account (ORSA), Nebraska, 2020
Source: U.S. Bureau of Economic Analysis
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Figure 14: Nebraska’s Outdoor Recreation Economy, 2020
Source: U.S. Bureau of Economic Analysis, Outdoor Recreation Satellite Account and Regional Economic Accounts
Key Finding: Outdoor recreation is a large contributor to the U.S. National
Economy. While the share of Iowa’s contributions compared to more
populous states is low, its rate of growth is outpacing many most other
states. This suggests that the market is improving with regard to the
outdoor activities being proposed at Mt. Crescent.
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Local/Regional Population and Demographics
The major population centers surrounding Mt. Crescent have several noteworthy
consistencies and findings between them. See the table below for demographic
information for Omaha, Council Bluffs, Bellevue, Papillion, and Lincoln.
• The median age of a person living around the area of Mt. Crescent is
approximately early to mid-30s.
• The percentages of children under 18 that live in Omaha, Bellevue, and
Papillion are greater than the percentage for the U.S. (24.0%).
• In both Omaha and Lincoln, the two most populous cities near Mt. Crescent,
the percentage of people aged 18-44 is higher than the overall percentage for
the U.S. (36.5%).
• The median income for these areas is generally at or below the U.S. median
($62,843), except for Papillion, NE which has a median of $80,619.
• Most households in these areas (apart from Papillion, NE) fall below the
national average of households making more than $75,000 per year.
• In Omaha, NE, 60.1% of households make less than $75,000 and 41.6% earn
less than $50,000.
• In Lincoln, NE, 62.5% of households make less than $75,000 and 43.2% earn
less than $50,000.
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Table 1: Target Market Demographics for Mt. Crescent
Source: U.S. Census
_
Council
Bluffs, IA
Omaha, NE
Bellevue,
NE
Papillion,
NE Lincoln, NE
Distance to
Mt. Crescent
11.4 Miles 15.3 Miles 25.3 Miles 29.6 Miles 70.5 Miles
Time to Mt.
Crescent
(Hours)
0.19 0.21 0.32 0.37 1.07
Metro Area
Population
62,355 475,862 53,324 20,423 283,839
Under 18
Population
22.8% 25.1% 24.4% 24.6% 22.5%
18-44
Population
35.6% 38.3% 39.3% 35.0% 43.1%
45-64
Population
25.7% 23.7% 22.5% 26.0% 21.4%
Over 65
Population
15.9% 12.8% 13.8% 14.4% 13.0%
Median Age 38.4 34.5 33.8 37.6 32.7
Median
Household
Income (US $)
$53,524 $60,092 $65,308 $80,619 $57,746
Households 24,712 186,883 20,406 7,707 113,551
Households
with Children
(Under 18)
25.6% 28.7% 30.1% 30.2% 26.3%
Households
w/ Household
Income over
75k
32.7% 39.9% 42.9% 52.8% 37.6%
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Local Tourism
Summertime Tourism
There are 37 locations in the West Central region of Iowa alone that identify as being
“parks”, these places offering hiking, biking, and walking trails, nature based-activities,
scenic views. The strength that Mt. Crescent needs to maintain a competitive edge is
offering some sort of added value beyond the usual walking trails that could be found
elsewhere nearby.
Wintertime Tourism
While there are many competitors in the nearby area of Mt. Crescent that provide
opportunities for hiking, camping, and other outdoor activities, Mt. Crescent finds itself
without nearly as much tradition competition in the winter. In the state of Iowa, there are
two other ski resorts aside from Mt. Crescent: Seven Oaks and Sundown Mountain,
which are more than a two- and four-hour drive, respectively, from the Omaha area.
Visitation
The Iowa Welcome Center 2019 survey report (the most recent available) illustrates
trends in Iowa’s tourism industry. The 2019 reports showed that the top interests of
these visitors were to enjoy Arts, History & Culture (60.9%), Scenic and Nature (54.8%),
Outdoor Adventure (42.8%) and Family Fun (40.8%). Additionally, while some travelers
(31.9%) were coming to Iowa to visit family, the majority were visiting the state on
vacation or leisure (51.3%). Mt. Crescent is well-positioned to utilize and capitalize on
this information.
Other key findings from the Iowa Welcome Center 2019 report are as follows:
• Travelers spent an average of 3.4 days in Iowa and made an average of 2.6 trips
to Iowa.
• Travel counselors influenced 29.7% of travelers to stay longer, 57.3% of those
stayed one additional day or longer.
• Average travel party size was 2.6 people.
• Average travel party spending per day was $401.31.
• Welcome centers served out-of-state travelers from Minnesota (11.4%), Texas
(5.9%), Wisconsin (4.8%) and Illinois (4.7%). Iowa residents accounted for 13.9%
of the travelers.
• Traveler’s primary destination was Iowa (42.4%), followed by Minnesota (10.0%),
Nebraska (5.5%), Colorado (4.0%), South Dakota (4.0%) and Illinois (3.5%).
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• Average age of travelers was 54.2.
• Majority of travelers (51.0%) stayed in hotels/motels, followed by homes of
friends and family (17.1%).
• Travelers stop at Iowa Welcome Centers primarily for information (42.9%), a
travel break (23.1%) and to use the restrooms (15.2%).
• The vast majority of travelers (86.0%) had some type of post-secondary
education.
The impacts of the Covid-19 pandemic on visitation to Iowa and the Omaha-Council
Bluffs area were noteworthy, but moving into 2022, improvements are apparent when
compared to late 2020. For instance, the number of airline passenger enplaned in
November of 2020 for Omaha was about 80,400; in November 2021, this number was
179,200 and in January 2022 it was 138,200. Travel is returning to the Omaha-Council
Bluffs area, and it is returning at an aggressive rate, as passenger are seeking to make
up for time lost during the Covid-19 pandemic.
Spending and Economic Impact
As a major population center and one of the largest geographic segments of the
Pottawattamie Conservation Foundations annual permit members (47.6%), Omaha’s
economy and residents directly impact Mt. Crescent. A 2018 report conducted by
Tourism Economics – an Oxford Economics Company came away with the following
findings:
• 13.1 million visitors to Omaha in 2018, a 6% increase over 2016.
• $1.3 billion spent while in Omaha, a 6.5% increase over 2016.
• The money that visitors spend supports 6% of all jobs in Omaha.
• 17,860 Omaha jobs, or one in every 17, are linked to tourism.
• Half of every visitor dollar spent in Omaha is spent eating, drinking, and
shopping.
• The largest growth came in the amount of money visitors are spending on
recreation, such as going to the zoo, museums, concerts, performances, and
sporting events.
• Recreational spending surpassed $200 million in 2018, increasing $14 million
since 2016.
• In 2018, out-of-town visitors paid $164 million in state and local taxes.
• Each Douglas County household saves $750 a year in taxes because of visitor
spending.
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Figure 15:Top Ten Counties in Nebraska, Travel Industry Earnings, 2020
Source: U.S. Bureau of Economic Analysis
The Covid-19 pandemic impacted the both the tourism sector and the economy of Iowa
as a whole in 2019, moving into 2020. With a drop of 29.2% visitor spending YOY from
2019 to 2020, the Iowa tourism sector fell to $4.6 billion in visitor spending for 2020. The
most impacted sub-section of the tourism sector being lodging (falling by 38.8%) and
recreation (falling by 32.7%). Unfortunately, the Covid-19 pandemic impacts a modest
growth pattern in Iowa’s tourism sector, the average YOY increase from 2016-2019 was
around 4.4% growth each year, meaning that the tourism sector has much to catch up
on. Even with the drastic drops that had been taken in 2020, the travel sector for Iowa is
still important to its economy with the tourism sector still supporting 4.8% of all jobs in
Iowa in 2020.
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Figure 16:Iowa Visitor Spending, 2020
Source: Tourism Economics
The state of tourism in Pottawattamie County is like Iowa as a whole, though the Covid-
19 pandemic losses were more significant in the Pottawattamie County tourism sector
than in Iowa overall. This finding indicates that opportunity exists for Pottawattamie
County to build back and bolster its tourism opportunities.
Figure 17:Pottawattamie County, Iowa Visitor Spending, 2016-2020
Source: Travel Iowa
Lodging* F&B Recreation Retail Transport** Total
2016 Pottawattamie County, Iowa $58.73 $57.50 $45.78 $50.40 $70.84 $283.24 5.0%
2017 Pottawattamie County, Iowa $59.56 $59.08 $45.95 $50.75 $76.63 $291.97 3.1%
2018 Pottawattamie County, Iowa $63.83 $63.34 $49.30 $53.62 $85.92 $316.01 8.2%
2019 Pottawattamie County, Iowa $69.84 $68.22 $54.18 $54.12 $89.21 $335.58 6.2%
2020 Pottawattamie County, Iowa $37.29 $52.08 $29.89 $38.47 $56.16 $213.89 -36.3%
2020
Iowa, total $740.23 $1,084.12 $722.81 $875.78 $1,142.24 $4,565.20 -29.2%
* Lodging includes 2nd home spending.
** Transport includes both ground and air transportation.
County
Visitor Spending, 2016-2020 (millions)
Growth
Rate
Year
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Figure 18: Economic Impact of Travel in Nebraska by Industry, 2008-2020
Source: Dean Runyan Associates for Travel Nebraska
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Figure 19: Overnight Visitor Volume in Douglas County, Nebraska, 2008-2020
Source: Dean Runyan Associates for Travel Nebraska
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Figure 20: Economic Impact of Travel in Douglas County, Nebraska by Industry,
2008-2020
Source: Dean Runyan Associates for Travel Nebraska
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Competitive Analysis
Summer Competition
Go Ape!
Go Ape! Is a chain of rope course/adventure
parks that specialize in ziplines, obstacle courses
built in the trees, and other exciting activities. Go
Ape, NE is about 31 miles southwest of Omaha
(Mt. Crescent being about 15 miles from
Omaha). They offer two different zipline/obstacle
courses: one that is kid friendly for all ages with
adult supervision and one that is more
challenging with an age limit of 10 years or older.
In addition to these courses, Go Ape has axe
throwing sessions (1-hour) for people over the
age of 10 and a miniature bungee jump (40 feet)
for people over the age of 5.
Fontenelle Forest
Similar to the Hitchcock Nature Center, Fontenelle Forest is a nature center located in
the area of Bellevue, NE that offers hiking, educational opportunities, and other
outdoors activities. Fontenelle Forest also offers a variety of structured programming for
children and adults, ranging from day camps to specialty (full moon, birding, etc.) hikes
to senior educational programs.
TreeRush Adventures is an activity provided by Fontenelle Forest, a rope course
adventure park in Bellevue, NE and is about 6 miles South of Omaha. TreeRush has a
specific course (KidRush) that caters to children aged 4-6 years, with two courses for
people ages 7 or older (TreeRush and Last Call) and offers night climbing opportunities
as well. TreeRush operates partially opened (weekends) from Mid-March onwards until
schools let out where they open up their hours to the full week.
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Winter Competition
Seven Oaks, IA
Seven Oaks is an Iowa local attraction that offers both Winter and Summer outdoor
recreation in central Iowa (about 2.5 hours from Omaha). Seven Oaks offers a wide
range of activities which include canoeing, kayaking, river tubing, paintball, skiing,
snowboarding and snow tubing. Additionally, they offer rental sites for weddings (with
wedding package add-ons) & receptions, meetings, and parties.
Snow Creek, MO
Snow Creek is a seasonally opened ski area
(managed by Vail Resorts) that offers skiing
and snow tubing opportunities during the
Winter months. Where Seven Oaks has the
feeling more of a summer camp or activity
center, Snow Creek is much more of a
traditional ski resort. A resort which has on-site
restaurants, ski & snowboarding lessons, and
retail shop for snow gear and souvenirs. Of the
ski areas within a 2-to-3-hour drive from
Omaha, Snow Creek has the most lifts and
vertical change in elevation (tied with Mt.
Crescent).
Great Bear Ski Valley, SD
While Great Bear Ski Valley is a nearly three-hour drive from Omaha, the wide array of
summer and winter activities makes it a noteworthy competitor for Mt. Crescent. During
ski season, Great Bear offers skiing, snowboarding, tubing, and a wide variety of ski
lessons depending on the age of the student. While there are no proper organized
summer activities with Great Bear, during the off-season Great Bear opens their park for
hiking wedding venues, and company retreats. They offer multiple hiking trails that
reach a handful of unique scenic overlook areas where hikers or partygoers can enjoy
the sights.
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Table 2: Winter Competitive Ski Areas
* = With Hitchcock Nature Center camping/lodging opportunities
Ski Area
Skiable
Terrain
(acres)
Vertical
(ft)
Lifts
Avg.
Snowfall
(in)
Snow-
making
Acres
Multi-
Mtn Pass
Onsite
Lodging
Summer
Operations
Drive time
from Omaha
(hours)
Seven Oaks, IA 35 275 440 35 Indy Pass No Yes 2.23
Sundown Mountain,
IA
55 475 645 55 Indy Pass No No 4.59
Hidden Valley, MO 30 310 726 30 Epic No No 6.15
Snow Creek, MO 30 300 520 30 Epic No No 2.25
Great Bear Ski Valley,
SD
220 105 348 220 N/A No Yes 2.46
Mt. Crescent 30 300 230 50 N/A Yes* Yes* 0.21
Mt. Crescent (Ranking
out of 6)
4 3 6 4 3 --- --- --- 1
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Figure 21: Locations of Mt. Crescent & Winter Competition
Source: Google Maps
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Opportunities for Mt. Crescent
Ziplines
Ziplines are an on-mountain activity growing in popularity at ski resorts and other
summer recreation areas. However, according to the recent 2022 State of the Industry
Report from Adventure Park Insider Magazine, total visitation numbers averaged a little
less than 10,000 visits at U.S. adventure parks; this number is inclusive of ziplines and
other offerings such as climbing walls, low ropes courses, canopy tours, and other
amenities
Ziplining realized rising interest in the mid-2010s, but revenue from this activity has
waned in recent years: experiencing a 45% drop from an average of $52,000 per ski
area in 2011 to $29,000 among public-land ski areas.
Mt. Crescent may be able to continue to build within the niche of zipline courses with the
aid of its scenic views and higher elevation change. Of note, two specialized
zipline/rope course locations operate in the vicinity of Omaha. These two locations are
Go Ape! and Fontenelle Forest’s TreeRush, both of which offer experiences that focus
around ziplines, in-air obstacle courses, and cater to both children and adults.
Camping, RVing, & Van Life
Camping is on the rise because of the Covid-19 pandemic. According to the 2021 North
American Camping Report conducted by Kampgrounds of America (KOA), the 2020
proportion of first-time campers is on the rise, increasing to a rate five time that
observed in 2019. Campers are constantly seeking new experiences and are willing to
go camping as a travel and explore.
Beyond the traditional backpack camping, RV camping is also on the rise, with RV
users reaching an all-time high of nearly 13 million households across the country.
According to data from the U.S. Census ACS, in 2019, 140,324 people in the U.S. were
living in vans, boats or other recreational vehicles, a jump of 38 percent from 2016. As
the number of people in the U.S. continues to increase, there is a growing consensus
among the community that finding places to stay overnight has become more and more
difficult. With access to showering facilities, Wi-Fi, and other amenities that are more
difficult to find on the road, Mt. Crescent can carve out a section of campgrounds that
cater to these people, offering a pleasant evening on the weekdays for wayward and
weary van riders.
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Glamping (High-end Camping)
Glamping, or “glamorous camping,” is defined by luxury accommodation in yurts,
cabins, tents, treehouses other forms of unique accommodations. Sites usually include
luxe amenities such as TV and Wi-Fi, kitchens, indoor bathrooms, air conditioning and
comfortable beds. Glamping has become more popular in recent years due to its
accessible and modern form of recreation. According to the 2019 KOA North American
Glamping Report, between 2017 and 2019, 30% of all leisure travelers have taken a trip
self-defined as glamping.
Figure 22: Accommodations Sought by Travelers Interested in a Glamping
Experience, 2019
Source: KOA North American Glamping Report
The beautiful views and treescape present at Mt. Crescent may make glamping and
enticing opportunity. Interest for glamping does tend to skew a bit younger so Mt.
Crescent could easily draw upon the younger demographic in the area. Glampers are
seeking a unique outdoor vacation experience, according to the report: 72% want to
experience new and different places on vacation, 68% seek a sense of discovery on
vacation, 64% think glamping provides a unique outdoor experience and 56% want to
be the first to try something new for vacation.
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Figure 23: Leisure Traveler Participation in Glamping by Generation, 2019
Source: KOA North American Glamping Report
Mountain Biking
Ski resorts across the country have adopted mountain biking as one of their primary
summer activities. Downhill trails can be developed on existing ski runs with lifts serving
as a great opportunity for thrill-seekers to visit during the summer season. Downhill
mountain biking can be quite intense, however. It requires a degree of skill and
acceptance of risk. On the other hand, cross-country mountain biking can be a less
intense, more family-friendly activity that often has a broader level of participation.
For beginners, mountain bike lessons allow for new participants to learn the ropes of
both downhill and cross-country mountain biking, depending on their preferences. Both
mountain bike lessons as well as rentals can be a source of revenue for ski areas
during the summer. Overall, the potential offerings for mountain biking at Mt. Crescent
are worthy of exploration.
Running Events
Running events have been on the rise in last several years with participation in 5Ks
having increased from 330,316 (2000) to 2,616,876 (2018) in the U.S. according to data
collected by the World Athletics and RunRepeat.com. With the growing number of
participants interested in these types of running events, Mt. Crescent may be able to
embed itself within the greater Omaha area community by providing a location for
casual or competitive fun-runs that engage the runner community. Providing the space
and assisting in these events would also enable Mt. Crescent to be a valuable
fundraising opportunity for anything from small groups to large causes.
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Golf
Golf is one of the leading activity-based contributors to overall ski area summer
revenue, representing the second largest department for public-land areas ($332,000
average revenue per ski area). “Summer Snapshot: Historical Trends in Year-Round
Ops,” written by RRC’s Kara Snawder and published in the Spring 2022 NSAA Journal,
found that golf revenue posted a 191.1% increase for ski areas on public land in the last
decade, even when considering a 22% dip in revenue from 2019’s average of $427,000.
Scenic Chairlift Rides
According to the same NSAA Journal Article, scenic chairlift ride revenue among public-
land ski areas has also grown substantially over the decade from an average of
$262,000 per ski area in 2011 to $510,000 in 2020 (a near 95% increase).
Alpine Slides & Mountain Coasters
Data from NSAA shows that among public-land ski areas, slide/coaster revenue
experienced a substantial spike in 2020 average revenue: jumping 76% over the
decade to $247,000 per ski area (from $114,000 in 2019 and $140,000 in 2011).
Other Mountain Activity Opportunities
Other potential summer amenities and attractions that could drive tourism and revenue
during the summer months include alpine roller coaster, indoor activity center, climbing
walls, mini golf, and disc golf. The mountain can accommodate many hikers during the
summer months and drive business to local hotels and restaurants.
Interpretive Trail and Adventure Course
Interpretive trails and courses are an opportunity for Mt. Crescent to both bolster the
number of activities they can provide without increasing staffing drastically, but also
provide education context for many of the plants and animals that call the area home.
The Hitchcock Nature Center already has a more informal version of an interpretive
adventure with their “Adventure Packs,” but this concept can be expanded even further
to include small, weather-resistant plaques filled with historical, ecological, or just
outdoorsy information that hikers can read as they walk the trail. These types of hiking
trails are low maintenance once they are set up, and educational materials don’t need to
be re-stocked because the information is posted along the trail. An example of good
execution of this concept is the Schmidolin’s Adventure World, a fun adventure hike that
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offers families the chance to fill out their adventure passes as the go from one exciting
kid-friendly challenge to the next!
Similarly, but more adventurous, would be
the addition of interpretive hybrid courses.
Small parks across the country
operationalize this concept by having
exercise courses that engage
walkers/runners with challenges, the
necessary equipment, and information on
what muscles are being used for the
challenge. Mt. Crescent could, with their
more expansive terrain, build on this
concept and offer a trail that has
opportunities for exercise, low ropes course
activities, or some similarly low risk but still
challenging options for people to do at
various times of day and without staff supervision.
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Mt. Crescent’s Natural Area
Two nearby locations with competing ziplines are Go Ape and Fontenelle Forest’s
TreeRush. From a competitive standpoint, Mt. Crescent has several advantages,
including the elevation drop at Mt. Crescent. Being a ski resort first enables Mt.
Crescent the space and opportunity for development of bigger, better, and more thrilling
ziplines than either of its competitors. Mt. Crescent is in a convenient location - close
enough to the city but still out in a rural area. Fontenelle Forest’s TreeRush is
convenient to most of the Omaha population (within the city limits of Omaha), and Go
Ape is nearly 30 miles from the city.
Figure 24: Elevation Map of Greater Omaha Area
Source: topographic-map.com
Community Engagement
Mt. Crescent has an opportunity to develop an educational nature course which
includes some adventure-type activities. Using this creative approach, Mt. Crescent
could differentiate themselves from other parks or similar natural areas in the greater
Omaha area. An interactive family experience could help boost programming without
the burden of staffing and can build upon the connection with the nature center and a
focus on eco-tourism with a side of adventure. This course could include educational
scavenger hunts, interpretive rail, ropes course and end with a zipline down the
mountain
The City of Omaha has many different summer camp programs (YMCA Summer Day
Camp, Amazing Athletes Sport Camp, Brownell Talbot Camp Discovery, Camp Legacy,
The Durham Museum Summer Camps, etc.) that Mt. Crescent could partner with for
half/full-day field trip activities. Mt. Crescent, coupled with the already established
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Hitchcock Nature Center programs, can offer both mentally and physically engaging
activities for summer campers.
Eco-Tourism
In a more focused approach to the above, Mt. Crescent (and the Hitchcock Nature
Center) could leverage their variety of activities to offer eco-tourism opportunities.
These classes and programs could offer outdoor activities, experiences, and
educational opportunities. For example, while there are many hiking trails in the
immediate area of Mt. Crescent, none could offer a hiking trail that ends with a zipline
back down to the base of the hike. Mt. Crescent could easily build fun and educational
hiking trails, using the adventure packs that the Hitchcock Nature Center offers, to have
an educational hike and a thrilling zipline back down the mountain.
Corporate Retreat Center
What was once considered something only for elite corporations, corporate retreats
have now turned to a necessity in the age of hybrid and remote work. With a growing
number of reasons for companies to be considering corporate retreats, ranging from
boosting morale to increasing overall productivity, even in the wake of COVID, retreats
are important to the overall culture of a company. Allied Market Research projects that
U.S. corporate event market size (which includes corporate retreats) is expected to
grow from a $95.3 billion industry in 2020, to $510.9 billion by 2030.
Yoga Retreat Center
A similarly growing industry is yoga and yoga retreat centers. The yoga industry has
been steadily increasing its industry revenue over the last decade, sitting at $67.2 billion
in 2009 and increasing to $96.7 by 2019 according to data from statista.com. As this
market segment continues to grow, there are opportunities for Mt. Crescent to become
a part of the industry through a yoga retreat center, possibly one that builds into the
corporate retreat center for maximum stress relief!
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Winter Night Walks
The draw of a small holiday
village in the wintertime,
teeming with multicolored
lighting is something that
many people can really get
excited about. With Mt.
Crescent just a few miles
away from Omaha, it is far
enough to avoid excess
light pollution, but close
enough to still be a viable
draw for families looking for
a whimsical wintertime
activity. One great benefit to
a standard walking trail illuminated with wintertime lights is that it is easy for the whole
family to participate at moment’s notice and without too much logistical planning.
Though one way in which Mt. Crescent could go further with all of this would be to build
out one or more of the nighttime ski slopes that are already established with fanciful
lighting to create a truly unique ski experience!
One successful example of this is Vallea Lumina, an immersive nighttime adventure that
is available at dusk all year round. What was originally planned to diversify the portfolio
of the Whistler Village ski resort, has turned into an incredible opportunity for them to
promote (and upsell) their ski resort and amenities year-round through. Whistler Village
uses their Vallea Lumina to share these wonderful night walk experiences to tell stories
about the natural features of the site, the local culture, history, and folklore with each
trail offering its own theme that allows visitors to enjoy a story or two at their own pace.
Scenic Wedding Venue
According to the quarterly Pearl Report by David’s Bridal, the largest American bridal-
store chain, venues are one of the most important elements of a wedding; 75% of brides
say they handle booking their venue before anything else. With many weddings
postponed due to the pandemic, there is strong demand for booking venues.
The greater metro area of Omaha, NE has immense competition in the way of wedding
venues, with the area home to around 80 different locations that offer wedding services.
Less than half of these venues offer natural scenic advantages that Mt. Crescent has to
offer (mountain views, trees, outdoor space, etc.).
Source: Grouse Mountain Light Walk
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The Wedding Report is the leading market research provider for the industry and has
collected over 600,000 survey samples since 2005. According to the company, the total
number of weddings in Iowa in 2021 was 17,963, ranking Iowa at 32 out of 51 States
(and D.C.) in the total number of weddings. The average cost of an Iowa wedding was
$19,683, ranking Iowa at 36. The Omaha-Council Bluffs, NE-IA Metropolitan Area
having an even higher average wedding cost of $25,901, with Omaha-Council Bluffs,
NE-IA ranking 190 out of 933 metropolitan areas.
Figure 25: Omaha-Council Bluffs, NE-IA (Metropolitan Area) Average Wedding
Cost per Wedding, 2017-2021
Source: Wedding Report
A surge of weddings has occurred in the last year because many were postponed
during the Covid pandemic. According to the Wedding Report, 2.5 million weddings are
expected to happen this year, making it the highest number of annual weddings since
1984. Although this number is high, it is only slightly above average with around 2.1
million weddings occurring each year between 2009 and 2019 according to the
Wedding Report. It is forecast that this pent-up demand for weddings will return to pre-
pandemic levels.
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Figure 26: Number of US Weddings, 2008 to 2025
Source: Wedding Report
Key Finding: Embracing the unique landscape of the area and
partnerships between local nonprofits have a strong potential to lead to
promising opportunities for Mt. Crescent. The elevated treescape lend
itself to adventure sports such as ziplines, but Mt. Crescent can
differentiate itself by adding an educational component. Lighted winter
walks are a cost-effective way to create additional revenue in the winter
and operating a wedding venue in the summer can help drive visitation in
the summer months.
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Conclusion
Across the opportunities that Mt. Crescent might consider, many offer a synergistic
approach where one opportunity would help to grow another opportunity. For instance,
a low-intensity winter night walk centered around families would no doubt keep Mt.
Crescent at the top of their minds when summertime activities come around and fun
field trips need to be coordinated.
Mt. Crescent is well-positioned to take advantage of several of the Iowa-Nebraska
market trends and customer preferences, including demographic characteristics of full-
time residents, the seasonal visitation to the nearby area, the proximity to population
centers with minimal winter skiing competitors, the sharp rebound of Iowa and Missouri
skier visits, among other trends. Mt. Crescent has multiple opportunities to develop
itself as a year-round natural resource education and outdoor recreation hub. Mt.
Crescent does have some competition to contend with, primarily in the summer months,
but the potential for growth and market potential of the region remains high. As the Iowa
outdoor recreation sector continues to grow, Mt. Crescent should pursue further
development of winter and summer activities, partnering with local groups, and enabling
residents and visitors to enjoy some fun in the snow (or sun) while visiting!
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About RRC Associates
RRC Associates is a consulting and research firm founded in 1983 and based in
Boulder, Colorado. We specialize in providing serivces to the
tourism and hospitality industry. We have completed hundreds
of survey projects years for tourism clients including Vail,
Beaver Creek, Denver, Boulder, Breckenridge, Aspen,
Steamboat, Fort Collins and other communities and resorts
beyond Colorado. For each client, we leverage the most
appropriate research methodology, including surveys (Internet,
mail, telephone, and intercept), focus groups, one-on-one
interviews, panel research, and other strategies. The extent of
our work often extends beyond research to include analysis,
interpretation and strategic consulting.
Customization of work to meet the client's needs is an important part of our company's
philosophy. We work closely with our customers to create research programs that fit
their needs, and our history of long-term involvement with clients speaks to our ability to
satisfy needs over time.
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