PIKES PEAK SPORTS ECONOMY REPORT 2025
WEDNESDAY DEC. 10
THE EAST CLUB PRESENTED BY L3HARRIS AT THE KUCERA LEGACY CENTER, U. S. AIR FORCE ACADEMY 8:00 - 10:30 AM
The Sports Economy Report in the Pikes Peak region quantifies the economic impact of local sports - measuring jobs, tourism, venue revenue, and community investment tied to athletic events and organizations. It highlights how sports drive regional growth, strengthen civic identity, and attract outside spending that fuels the broader Southern Colorado economy.
Executive Summary
The sport industry in Colorado Springs is a dynamic and multifaceted ecosystem, proudly centered on its “Olympic City USA” identity. This designation is anchored by the national headquarters for the U.S. Olympic & Paralympic Committee (USOPC) and 26 National Governing Bodies for sport. The city’s Olympic infrastructure is further solidified by the flagship U.S. Olympic & Paralympic Training Center and the notable U.S. Olympic & Paralympic Museum, creating an unmatched hub for athletic excellence. This vibrant landscape is cultivated by the Colorado Springs Sports Corporation (Sports Corp). In 2025 alone, the organization’s robust portfolio included five signature events, six partnered events, two supported events, and 43 endorsed events, demonstrating its crucial role in driving sport tourism and community engagement.
The city’s athletic fabric is further enriched by three distinct collegiate programs. The U.S. Air Force Academy competes at the NCAA Division I level in the Mountain West Conference, boasting highly competitive teams in football and hockey. Colorado College adds to the elite landscape with its premier NCAA Division I men’s hockey program, while the University of Colorado Colorado Springs (UCCS) stands as a strong athletic program in the NCAA Division II Rocky Mountain Athletic Conference.
Finally, Colorado Springs sport culture also features professional soccer’s Switchbacks FC and hosts several championships and tournaments annually. State-of-the-art venues like Weidner Field, Robson Arena, and The Broadmoor World Arena host these teams and major championships. This rich athletic landscape is completed by a world-class outdoor recreation scene and extensive youth sport opportunities, creating a truly comprehensive sport ecosystem. Together, these pillars of Olympic, community, and collegiate sport create an exciting athletic environment generating economic impacts for Colorado Springs and the El Paso County region. The sport activities generated impacts through tourism and general business operations are detailed in the overarching snapshot below.
Key Findings Summary
Economic Scale and Significance
• Sport economy generates $282.2M in total output (base extrapolation) with conservative scenario estimate of $259.1M (Table 5, Figure 6)
• Supports 1,988 FTE jobs with $100.8M in labor income (Table 1)
• Contributes $129.7M to regional GDP (0.6-0.7% of regional economy)
• Generates $36.0M in annual tax revenue across all levels of government (Table 2)
• Documented baseline from participating organizations establishes floor of $202.9M output and 1,430 jobs (Table 4, Figure 5)
Diverse Economic Foundation
• Institutional operations provide stable year-round employment and spending
• Event tourism generates thousands of hotel room nights and substantial visitor spending
• Multiplier effects distribute 45% of total output ($128M) beyond direct sport operations (Figure 3)
Strong Regional Linkages
• Employment multiplier of 2.38 indicates each sport job supports more than one additional job elsewhere in economy (Figure 4)
• Output multiplier of 1.83 shows effective regional supply chain integration (Figure 4)
• Impacts flow to 100+ distinct industries, with notable concentrations in real estate ($8.4M), restaurants ($4.3M combined), and financial services ($9.3M) (Table 3)
Colorado Senior Games | Photo credit: Joe Rogers
Introduction & Background
Study Area: Pikes Peak Region
El Paso and Teller Counties are known as the Pikes Peak Region, which is positioned about an hour south of Colorado’s capital, Denver. The El Paso County has a land area of 2,126 square miles, and a 2024 population of 752,772. Nearly 66 percent of El Paso County residents live in the county seat, Colorado Springs. A county rich in military installments, the government employs 17% of the region’s population, followed closely by professional business services (16.2%), private education and health services (14.9%), and leisure and hospitality (13.4%).1
El Paso Country is the fifth fastest growing county in the state with a 0.8% (+5,838) growth over one year. Since 2020, more people have moved in than out of the county (+6,778), and 89.6% are international residents.
Lodgers and Automobile Rental Tax
The purpose of LART is to attract visitors and enhance the economy of Colorado Springs and the Pikes Peak Region. Revenue from this tax is placed in a special fund and reinvested into Tourism promotion, City improvements, and Event production. Sport tourism refers to travel for sporting events, whether as participants or spectators. It plays a major role in generating LART taxes because visitors attending sport events book hotels and rent cars, directly increasing LART collections; large-scale events like marathons, tournaments, and championships attract out-of-state participants, which boosts lodging and rental activity; and these events often lead to extended stays, meaning more nights taxed under LART.
Key Insights
• Growth Pattern: LART funding has generally increased year-over-year, apart from 2020, which saw a sharp decline due to COVID-19 impacts.
• Seasonality: Funding peaks in the summer months (June–August) every year, reflecting tourism patterns.
• Recovery: After the 2020 downturn, LART funding rebounded strongly in 2021 and continued to grow through 2023.
• Recent Years: 2024 and 2025 show sustained high levels, with 2025 on track to match or exceed previous years if trends continue.
1 https://dola-online.maps.arcgis.com/apps/dashboards/575d7b347e6b49b8951394106572938b
Figure 1. El Paso County, Colorado Figure 2. Employment by Sector, El Paso County
Economic Impact Methodology
Study Objective
The primary objective of this study was to analyze and quantify the total economic impact generated by the multifaceted sport industry ecosystem within El Paso County. The analysis seeks to measure the direct, indirect, and induced economic effects, which includes contributions to the Gross Regional Product (GRP), employment, and state and local tax revenues that result from the operation of the region’s diverse sport assets. This comprehensive assessment encompasses the full spectrum of sport-related activities, including the operations of the U.S. Olympic & Paralympic Committee and its associated entities, professional and collegiate teams, major tournaments hosted by organizations like the Sports Corp, and the other events in the region. Ultimately, the study aims to provide a data-driven valuation of the sport industry’s complete contribution to the regional economy.
Analytical Foundation
The economic impact of the Pikes Peak Region sport economy was estimated using input-output modeling, informed by survey data from event organizers, sport employers, and collegiate athletics departments. The modeling process incorporated three primary data streams:
1. Event Revenue and Attendance Data: Complete financial and operational data from 11 of 45 identified regional sporting events, representing 313,469 of 436,291 total attendees (71.8% coverage)
2. Sport Employer Payroll Data: Comprehensive employment and payroll information from 14 of 20 identified sport organizations (70.0% coverage), with varying coverage rates across employment categories
3. Collegiate Athletics Visitor Data: Hotel room night data from visiting team competitions at Colorado College, UCCS, and the U.S. Air Force Academy
These data sources, representing organizations that completed comprehensive surveys and provided verified financial information, establish a foundation for economic impact estimation. The documented impacts from participating entities totaled $202.9 million in economic output supporting 1,430 jobs, with $72.4 million in labor income and $93.2 million in value added to the regional economy.
To estimate the economic contribution of the full Pikes Peak Region sport economy, including nonparticipating organizations and events, the documented participant data were extrapolated using coveragerate adjustments. This methodology assumes that participating organizations are broadly representative of the regional sport economy, with systematic adjustments for known data gaps.
Extrapolation Methodology
The extrapolation employed a two-stage scaling approach:
Stage 1: Event-Based Scaling
• Primary scaling factor: 1.393 (derived from 71.8% attendee coverage)
• Application: Event-related direct impacts scaled by attendee coverage rate
• Rationale: Per-attendee economic impact assumed similar across participating and nonparticipating events
Stage 2: Employer-Based Scaling
• Employer coverage factor: 1.429 (derived from 70.0% employer participation)
• Application: Employment-related direct impacts scaled by employer coverage rate
• Rationale: Non-reporting employers assumed to exhibit similar average employment and payroll characteristics
These scaling factors were applied to the documented direct impacts from participating organizations. Indirect and induced impacts based on the extrapolated direct impacts were then calculated using regional multipliers specific to the Pikes Peak Region economy.
Colorado Springs Velodrome | Photo credit: USA Cycling
Total Regional Economic Impact
The economic impact assessment, extrapolating from documented participant data to estimate total regional sport economy contributions, yields the results presented in Table 1 below.
Table 1. Total Economic Impact of Pikes Peak Region Sport Economy
Note: Employment figures represent full-time equivalent (FTE) positions. Totals may not sum precisely due to rounding.
As illustrated in Figure 3 below, the total economic impact is distributed across direct, indirect, and induced channels, demonstrating the multiplier effects that ripple through the regional economy.
Figure 3 illustrates the composition of total economic impacts across employment, income, value added, and output, showing how initial direct impacts generate substantial multiplier effects.
Key Economic Indicators
Total Economic Output: $282.2 Million
The sport economy generates $282.2 million in total economic output annually throughout the Pikes Peak Region. This figure represents the full value of all goods and services produced because of sport-related activities, including direct spending by sport organizations and visitors, supply chain purchases from regional businesses, and household spending by sport sector employees.
Total Employment: 1,988 Jobs
Sport-related activities support 1,988 full-time equivalent jobs across the regional economy. These positions include 836 direct jobs in sport organizations, events, and visitor-serving industries, plus 1,152 additional jobs in supply chain businesses and consumer-facing sectors supported through multiplier effects.
Labor Income: $100.8 Million
The sport economy generates $100.8 million in annual labor income for regional residents, including wages, salaries, and proprietor income. This represents approximately $50,700 in average annual labor income per supported job, reflecting the sector’s mix of professional, seasonal, and part-time employment.
Value Added (GDP Contribution): $129.7 Million
The sport sector contributes $129.7 million to regional Gross Domestic Product, representing the sector’s net contribution to economic value creation. This value-added figure accounts for approximately 0.6-0.7% of the Pikes Peak Region’s total GDP, establishing sport as a measurable economic sector comparable in scale to other specialized regional industries.
Economic Multipliers
The analysis reveals the following economic multipliers for the Pikes Peak Region sport economy, as illustrated in Figure 4 below:
Figure 4 highlights the sport economy’s multiplier effects, showing how each dollar and job in direct sport activity generates substantial additional regional economic activity.
• Output Multiplier: 1.83 - Each dollar of direct sport sector output generates $1.83 in total regional economic output
• Employment Multiplier: 2.38 - Each direct sport sector job supports 2.38 total jobs throughout the regional economy
• Labor Income Multiplier: 1.58 - Each dollar of direct sport sector wages generates $1.58 in total regional labor income
• Value Added Multiplier: 2.02 - Each dollar of direct value added generates $2.02 in total value added
These multipliers align with typical values for sport and tourism-related activities in metropolitan economies of comparable size, suggesting that the modeling produces reasonable estimates given the input data. The employment multiplier of 2.38 is particularly notable, indicating that sport sector activity effectively generates spillover employment in hospitality, retail, and service sectors throughout the regional economy.
Tax Revenue Generation
In addition to direct economic impacts, the sport economy generates substantial tax revenue across multiple levels of government, as detailed in Table 2 below.
The sport economy generates $36.0 million in total annual tax revenue, distributed across federal ($21.5M), state ($6.2M), county ($1.2M), and sub-county jurisdictions ($7.1M). These tax revenues support public services, infrastructure, and community programs throughout the region, representing a tangible return on public investments in sport facilities and event support.
Table 2. Tax Revenue Generated by Pikes Peak Region Sport Economy
Weidner Field | Photo credit: Colorado Springs Switchbacks F.C.
Industry Distribution of Economic Impacts
Economic impacts flow across numerous industries within the regional economy, with concentrated effects in sport operations and tourism-related sectors, as detailed in Table 3.
As expected, commercial sport operations capture most direct impacts. However, the substantial impacts flowing to real estate ($8.4M), hospitality ($4.3M combined restaurants), financial services ($9.3M combined insurance and banking), and professional services ($16.5M promoters) demonstrate the sport economy’s broad economic reach beyond the sport sector itself.
Comparison: Documented Participant Data v. Extrapolated Regional Estamated
The extrapolation methodology adds an estimated $79.3 million in economic output and 558 jobs beyond what was directly documented through complete survey responses, reflecting the economic contribution of nonparticipating organizations and events. This comparison is detailed in Table 4 and illustrated in Figure 5 below.
Table 4. Impact Comparison - Documented vs. Extrapolated
Figure 5 compares verified participant data with extrapolated regional totals, illustrating the estimated contribution of nonparticipating organizations (+39% across all metrics).
The consistent 39% increase across all impact measures reflects the systematic scaling methodology employed. This increase represents the estimated economic contribution of the 34 events and six employers that did not provide complete survey data, based on the assumption that non-participating entities exhibit economic characteristics like participating entities of comparable scale.
Scenario Analysis: Assessing Impact Under Alternative Assumptions
Rationale for Scenario Approach
The extrapolated regional estimate of $282.2 million in economic output represents the best single comprehensive assessment of the Pikes Peak Region sport economy based on available data. However, this estimate rests on assumptions about the representativeness of participating organizations and the economic characteristics of non-participants. To provide stakeholders with a complete understanding of plausible impacts and to support risk-informed decision-making, this section presents the documented baseline alongside two scenarios representing different assumptions about selection bias in survey participation and the relative economic activity of non-participating entities.
Scenario Construction
Two distinct scenarios were developed based on systematic variation in key assumptions:
Scenario 1: Conservative Regional Estimate
• Assumptions:
• Non-participating events generate 80% of per-attendee impact observed in participating events
• Non-reporting employers have 80% of the average impact of reporting employers
• Rationale: Acknowledges probable modest selection bias while crediting non-participants with meaningful economic activity
• Use Case: Strategic planning requiring both conservatism and comprehensiveness
Scenario 2: Proportional Regional Estimate (Base Extrapolation)
• Assumptions:
U.S. Olympic Paralympic Training Center | Photo credit: USOPC Training Center
• Non-participating events generate equal per-attendee impact to participating events
• Non-reporting employers equal to average of reporting employers
• Rationale: Assumes participating organizations are fully representative; equivalent to the extrapolated estimate presented in previous section
• Use Case: Economic development marketing, comprehensive regional planning
Scenario Results
The documented baseline and two scenarios produce the following range of plausible economic impacts, as presented in Table 5 and visualized in Figure 6:
Table 5. Economic Impact Estimates: Baseline and Scenarios
Plausible Impact Range: The Pikes Peak Region sport economy generates between $203-282 million in total economic output, supporting 1,430-1,988 jobs. The documented baseline represents verified participant data only, while scenarios add estimated contributions from non-participating organizations.
Figure 6 displays the documented baseline of $202.9M alongside conservative ($259.1M) and proportional ($282.2M) scenarios for total regional sport economy impact.
Scenario Interpretation
Impact Range Characteristics
The $79 million range between documented baseline ($203M) and proportional estimate ($282M) represents a factor of 1.4, indicating relatively narrow uncertainty given the partial data coverage. This modest range suggests that the sport economy’s order of magnitude remains clear and substantial across all reasonable assumptions. The difference between the conservative scenario ($259M) and the proportional base estimate ($282M) is only $23 million (9%), suggesting that for most strategic planning purposes, the choice between these estimates matters less than the overall scale of impact. Both figures establish the sport economy as a significant regional economic contributor warranting strategic investment and policy attention.
Employment Impact Bounds
The employment range of 1,430–1,988 FTE positions provide clear bounds for workforce development, training program sizing, and economic development initiatives. The documented baseline of 1,430 jobs establishes the sport sector as comparable in employment scale to several hundred small businesses or several large anchor employers.
The conservative scenario (1,826 jobs) represents a defensible middle estimate for planning purposes, providing a 28% buffer above documented impacts to account for probable non-participant contributions while remaining below the full extrapolation.
Probability-Weighted Estimate
For stakeholders preferring a single “expected value” estimate incorporating scenario uncertainty, a probability-weighted calculation can be constructed. Given the 72% attendee coverage rate and 70% employer participation rate, the following probability distribution reflects balanced confidence in the estimates (Table 6):
This probability distribution assigns only minimal weight (5%) to the possibility that no additional economic activity exists beyond documented participants, reflecting confidence that non-participating organizations contribute meaningfully to the regional sport economy. The distribution weights the conservative and proportional scenarios nearly equally (45% and 50%), reflecting the strong data coverage rates that reduce selection bias concerns. Using these probabilities yields an expected-value estimate of $267.9 million in total economic output, corresponding to approximately 1,890 jobs.
Table 6. Probability-Weighted Impact Estimate
Synthesis of Economic Impact Findings
Stakeholders can adjust these probabilities based on organizational risk tolerance and intended use of the estimates.
Synthesis of Economic Impact Findings
The comprehensive economic impact analysis establishes the Pikes Peak Region sport economy as a substantial and multifaceted contributor to regional prosperity. The sport sector generates an estimated $282.2 million in annual economic output (using base extrapolation), supporting 1,988 full-time equivalent jobs with $100.8 million in labor income and contributing $129.7 million to regional GDP.
Under conservative assumptions acknowledging probable modest selection bias, the sport economy generates approximately $259 million in annual output supporting 1,826 jobs, with a documented floor of $202.9 million from participating organizations alone. This establishes sport as a measurable economic sector comparable in regional significance to other specialized industries.
Components of Sport Economy Impact
The analysis reveals three distinct but interconnected pillars supporting the sport economy’s regional contribution:
1. Institutional Operations (Universities, USOPC, NGBs)
Sport organizations headquartered or operating substantially within the region—including the three universities, the U.S. Olympic & Paralympic Committee, 26 National Governing Bodies, professional teams, and community sport entities—provide stable, year-round employment and operational spending. These institutions employ hundreds of full-time staff, generate millions in annual payroll, and create sustained demand for facilities, professional services, and equipment.
2. Event Tourism and Visitor Spending
The 45 sporting events documented in this analysis collectively attracted 436,291 attendees during the study period, generating substantial visitor spending on lodging, food service, retail, and transportation. Events range from small community competitions to major national championships drawing tens of thousands of participants and spectators.
3. Multiplier Effects and Supply Chain Linkages
The indirect and induced impacts—representing 58% of total employment (1,152 of 1,988 jobs) and 45% of total output ($128.0M of $282.2M)—demonstrate substantial economic spillovers beyond the sport sector itself. As documented in Table 3, while commercial sport operations receive 58% of total output, significant impacts flow to real estate ($8.4M), restaurants ($4.3M combined), financial services ($9.3M combined), and professional services ($16.5M promoters).
Comparative Regional Context
To contextualize the Pikes Peak Region sport economy’s magnitude, several benchmarks provide perspective:
Share of Regional Economy
The estimated $129.7 million in value added (GDP contribution) represents approximately 0.6–0.7% of the Pikes Peak Region’s total GDP. This contribution establishes sport as a measurable component of the regional economic base.
Employment Scale
The 1,988 FTE jobs supported by the sport economy represent employment comparable to 15–20 mid-sized regional employers or several hundred small businesses.
Per-Capita Impact
With approximately 750,000 regional residents, the sport economy generates roughly $376 in economic output per capita and supports approximately 2.7 jobs per 1,000 residents.
Multiplier Performance
The employment multiplier of 2.38 (shown in Figure 4) compares favorably to typical tourism and entertainment sector multipliers (1.6-1.9) and suggests effective regional linkages.
Tax Revenue Implications
The $36.0 million in annual tax revenue generated by the sport economy provides measurable fiscal benefits across all levels of government. Local jurisdictions receive $8.3 million, state government receives $6.2 million, and federal government receives $21.5 million. These tax revenues support public infrastructure, education, public safety, and community services, representing a tangible return on public investments in sport facilities, event support, and tourism promotion.
Gallogly Recreation and Wellness Center | Photo credit: UCCS Athletics
Strategic Recommendations
Based on the economic impact findings and the broader analysis of regional sport economy characteristics, the following strategic recommendations are offered:
For Economic Development and Policy Leaders
1. Formally Recognize Sport as Economic Infrastructure: The documented $282 million economic contribution and nearly 2,000 jobs establish sport as a significant economic sector warranting dedicated attention in regional economic development strategies.
2. Establish Sport Economy Monitoring Program: Implement annual data collection and impact analysis to track sport economy growth and measure return on public investments.
3. Leverage Tax Revenue Data for Policy Decisions: The $36 million in tax revenue provides quantifiable evidence of fiscal returns on sport economy investments.
4. Develop Cross-Sector Integration Strategies: The analysis reveals substantial sport economy spillovers to real estate, hospitality, financial services, and professional services (as shown in Table 3).
5. Optimize Facility Investment and Utilization: With documented evidence of sport economy impacts, public facility investment decisions can be evaluated using cost-benefit analysis frameworks.
For Sport Corporation and Event Organizers
1. Enhance Data Collection and Reporting Systems: The current analysis demonstrates clear value in comprehensive economic impact documentation.
2. Target High-Impact Event Recruitment: Strategic event recruitment should prioritize events demonstrating strong per-attendee economic impact.
3. Develop Collaborative Marketing Narrative: The $282 million economic impact and $36 million tax revenue figures provide powerful messaging for advocacy with policymakers and corporate sponsors.
For Universities and Sport Organizations
1. Leverage Impact Documentation for Institutional Support: Individual organizations can cite this regional analysis when pursuing sponsorships, grants, or public funding.
2. Strengthen Operational Data Systems: Investing in systematic employment tracking and expenditure documentation would improve future impact studies.
Impacts of Tourism
Sport tourism generates substantial benefits to a destination by increasing visitor numbers, stimulating economic activity, and enhancing the destination’s brand image. Events can attract both spectators and participants, who may engage in “flow-on tourism” activities such as sightseeing, shopping, or dining, thereby extending their stays and spending in the local economy. Such activities can foster repeat visitation and positive word-of-mouth, strengthening the destination’s appeal over time.
Sport events can also diversify the tourism product mix, reduce seasonality, and improve the host’s market position. Proper leveraging strategies, as discussed in the next section, can further increase economic impact and distribute benefits more widely. In addition, sport tourism can contribute to destination branding, attracting future international tourism, business, and investment.
Robson Arena | Photo credit: JLG Architects
Leveraging Business Opportunities
What is event leverage?
In a business context, “leveraging” means using an asset or opportunity to achieve a return that is far greater than its initial value. For Colorado Springs businesses, the sport events in this community are those valuable assets. Leveraging an event is the strategic process of going beyond the immediate, one-time revenue from attendees. It involves intentionally linking the event to the broader attractions of the Pikes Peak region to achieve larger, long-term goals. This is done by creating compelling packages, cross-promoting local tourism, and collaborating with partners outside the sport event to enhance the visitor experience. The ultimate objective is to use the event’s draw to convert attendees into broader tourists who stay longer, spend more throughout the community, and are motivated to return for future leisure visits.
As a member of Olympic City USA, you might have heard of Olympic Legacy. A legacy is focused on outcomes, or what is left behind from an event. Legacy asks, “What can we get from the event?” and treats outcomes as automatic byproducts of hosting. Legacies can be tangible (facilities, improved infrastructure) or intangible (civic pride), which are byproducts of events. Unfortunately, legacies can fail an event or destination because they often assume that simply hosting events will result in these byproducts. Legacies have several critical flaws, such as:
• Placing unrealistic responsibilities on event organizers to deliver benefits while staging complex events.
• Treating events as isolated opportunities rather than integrated strategic tools.
• Creating diffused efforts across too many categories (e.g., research has identified 11–39 different legacy types across events).
• Separating events from strategic tourism initiatives for which they should be embedded.
Leverage differs from legacy as it focuses on strategic processes rather than outcomes by asking “How can we strategically use this event to achieve specific objectives?” The core difference lies in agency and accountability. Legacy often assumes benefits will naturally flow from hosting events, which has repeatedly failed scholarly scrutiny. Leverage recognizes that events are tools that require deliberate, strategic application to achieve desired outcomes. Key characteristics of leveraging includes:
• Integrating events with existing resources by treating events as additions to the host community’s product and service mix, not isolated opportunities.
• Activating specific strategies to lengthen visitor stay, increase spending, retain local expenditures, and build business relationships.
• Co-branding and cross-promoting by strategically incorporating destination imagery in event marketing and event highlights in destination marketing.
• Portfolio thinking, which is a recognition that communiti.es host multiple events over time that can be cross leveraged for greater impact.
How can I leverage sport events strategically?
The central challenge and opportunity for Colorado Springs is to seamlessly blend the event experience with the overall destination experience. Doing so encourages visitors to stay longer, spend more locally, share positive reviews, and return for future visits. Research highlights several key strategies to achieve this.
• Understand Visitor Motivations: Not all event attendees are the same. Athletes, primary spectators, and casual family members have different reasons for attending and different interests in tourism. Understanding these motivations is crucial for creating experiences and marketing messages that resonate.
° Tailored Communication: Develop tailored marketing messages for specific visitor segments. For example, active participants might respond to outdoor recreation opportunities, while
families might be attracted to shopping and cultural activities. Recognize that first-time visitors seek destination learning experiences, while repeat visitors prioritize, new experiences, social connections and event-related identity building.
° Prioritize Information Access: Visitors are more likely to engage in tourism activities when information is easy to find. Local businesses can capitalize on this by ensuring details about their offerings are available through event websites, mobile apps, visitor centers, and hotel partnerships.
• Promote Flow-on Tourism: Flow-on tourism are activities beyond the event itself but around the time of the event. It represents additional tourist activities that event attendees engage in during their visit to the destination, extending their experience beyond just attending the primary sporting event. Research shows a strong link between participation in classic tourism activities (like visiting museums, historical sites, art galleries, and sightseeing) and a visitor’s intent to return and recommend the destination to others.
° Create Package Bundles: The most effective way to encourage exploration is by bundling event elements with local attractions. Packages that combine event participation with dining, shopping, sightseeing, and entertainment enhance the visitor’s overall experience and value perception. These bundles should be tailored to the values and interests of different visitor types (e.g., families, return visitors, new tourists, active sport participants).
° Enhance Experiences Beyond the Event: Prioritize the overall visitor experience beyond just the event itself. This includes bundling activities with event registration, providing comprehensive local attraction information, ensuring convenient transportation, and maintaining high-quality accommodations.
• Forge Strategic Partnerships: Success depends on strong alliances. Collaboration between event organizers, destination marketing organizations (like Visit COS), and local businesses is essential for creating compelling packages, sharing information effectively, and delivering a memorable, seamless experience for visitors.
• Utilize Event Media for Cross-Promotion: Event websites, social media channels, and printed programs are valuable platforms for showcasing Colorado Springs’ attractions. Likewise, destination marketing materials should feature event-related content to increase awareness for both the event and the destination.
Conclusion: The Sports Economy as a Regional Asset
The economic impact analysis presented in this report establishes the Pikes Peak Region sport economy as a substantial, multifaceted, and strategically important contributor to regional prosperity. Generating an estimated $282.2 million in annual economic output and supporting 1,988 jobs, the sport economy demonstrates scale and significance warranting continued strategic investment and policy attention.
The Path Forward
The Pikes Peak Region’s sport economy represents more than financial flows and employment statistics. It embodies the region’s identity as “Olympic City USA,” supports the development of young athletes, contributes to community health and civic engagement, and positions Colorado Springs as a distinctive destination for both competition and commerce. The economic impact figures documented in this report quantify what residents and visitors experience qualitatively: that sport serves as a defining characteristic of the region’s culture, economy, and quality of life. The $282 million in annual economic output represents the measurable component of a broader contribution that includes Olympic heritage, athletic achievement, and community pride.
Sustaining and growing this economic asset requires continued collaboration among the diverse stakeholders documented throughout this analysis: city government, the Sports Corporation, universities, national governing bodies, event organizers, corporate sponsors, and the hundreds of volunteers and professionals whose daily work animates the region’s sport economy. Strategic use of the data and frameworks presented in this report will enable evidence-based decision-making about facility investments, event recruitment, organizational support, and workforce development. By tracking progress annually, identifying emerging opportunities, and responding to competitive challenges, regional leaders can ensure that the Pikes Peak sport economy continues to generate economic returns while serving its broader purpose: fostering athletic excellence, building community, and reinforcing the region’s unique position in the national and international sport landscape.
The sport economy is not merely an industry sector within the Pikes Peak Region – it is a defining element of regional identity, a driver of economic vitality, and a foundation for continued growth.
Kucera Legacy Center at U.S. Air Force Academy | Photo credit: USAFA
REPORT PARTNERS & PRODUCERS
SPONSORS
Special Thanks to Our Researchers & Panelists
RESEARCH INSTITUTIONS
PANELISTS
Brianna Newland, Ed.D UCCS-College of Business
Joe Craig, Ph.D UCCS-College of Business
Thomas Aicher, Ph.D/Dean UCCS-College of Business
Megan Leatham, CEO Sports Corp
Nick Kiger, CPO Air Force Athletics
Jon Mason USOPC
Speaker Bios
Research Findings Panel
Bri Newland
Dr. Bri Newland is the Associate Dean of the College of Business at the University of Colorado Colorado Springs. She brings over two decades of experience in sport management, tourism, and sustainability, with prior faculty appointments at NYU, the University of Delaware, Victoria University in Melbourne, Australia, and the University of Texas at Austin. Her research explores how sport and events can be leveraged for positive social, economic, and environmental impact. Dr. Newland’s leadership focuses on fostering student success, community engagement, and sustainable business practices. She is a passionate advocate for using sport as a platform to strengthen communities and enhance well-being.
Joe Craig
Dr. Joe Craig is Chair and Associate Professor of the Department of Economics at the University of Colorado Colorado Springs. He teaches courses ranging from introductory microeconomics and economics of social issues to specialized topics like the economics of sport. His research spans diverse areas including referee bias in football, teaching effectiveness, market restructuring, and human capital formation. Dr. Craig has published work on topics such as predicting NFL potential of college players and institutional determinants of student debt. Through both his teaching and research, he brings rigorous economic insight to real-world issues that intersect sport, education, and markets.
Industry Expert Panel
Nick Kiger
Nick Kiger is the Chief Program Officer for the Air Force Academy Athletic Corporation (AFAAC). He oversees a broad portfolio of functions including events management, sports camps and clinics, ice arena operations, and food & beverage. Nick has held several leadership roles within AFAAC since 2007, including Associate Athletic Director for Events & Services and Director of Sports Camps. Under his direction, AFAAC has expanded revenue streams, grown its events programming, and brought major new events to Falcon Stadium. He has also contributed to high-profile events beyond campus, such as the NHL Stadium Series and the U.S. Paralympic Games, and he remains deeply engaged in the Colorado Springs community.
Jon Mason
Jon Mason is Vice President of Communications for the United States Olympic & Paralympic Committee, based in Colorado Springs. He joined the USOPC in 2011 and has held roles spanning communications support for Team USA. In his current position, he leads efforts to align the organization’s brand, public affairs, and stakeholder engagement across national and international audiences. He brings more than two decades of experience at the intersection of sport, media, and organizational leadership.
Tommy Aicher
Dr. Thomas Aicher is the Dean of the College of Business and Professor of Sport Management. With over 20 years of experience in sport management and event research, Dr. Aicher bridges academic insight with real-world application, offering strategic guidance to endurance event organizers across the country. His research focuses on consumer behavior, event operations, and community impact, with a particular emphasis on endurance sport tourism. He has published extensively on participant motivation, economic impact, and sustainability in sport events, and has worked with race directors and municipalities to better understand the evolving needs of runners and host communities.
Megan Leatham
Megan Leatham is the President and CEO of the Colorado Springs Sports Corporation (Sports Corp), a nonprofit dedicated to advancing Olympic City USA and the Pikes Peak region through sport and community events. She has championed collaboration between civic leaders and national sporting organizations to drive tourism and economic growth. Before leading Sports Corp, Megan served a decade as Executive Director of the Pikes Peak International Hill Climb, elevating the historic race to global prominence. A Whitman College graduate with a Master’s in Public Administration from UCCS, she combines her passion for sports with strong leadership, financial, and team-building expertise. A proud Colorado Springs native, Megan continues to enhance her community while enjoying time with her husband, two daughters, and her love of running and the Denver Broncos.
Addition Considerations
Colorado Springs Sports Economy Additional Considerations
This report did not include sports entertainment data such as Colorado Springs Switchbacks FC (17 soccer home games held at Weidner Field in the 2025 season), Rocky Mountain Vibes Baseball (48 baseball home games held at Blocktickets Park in the 2025 season), and the following events:
2025 U.S. Senior Open: The tournament was a tremendous economic success for the City of Colorado Spring hosted June 2025. Drawing well over 100,000 attendees over the course of the week and welcoming 1,700 volunteers from 45 states across the country into our community. This championship generated one of the most robust revenue weeks for Colorado Springs through support of local hotels, restaurants, attractions, the airport and rental car services. This influx of travelers translated into a strong week of economic vitality across the city.
Warrior Games: The 15th anniversary Department of Defense Warrier Games took place July 2025, spanning Colorado Springs venues including Colorado College/Robson Arena, Gary Barry Stadium, and Norris Penrose Event Center. Approximately 180 athletes competed across 11 different adaptive sports with 400 families and friends in attendance of the games. Close to 1500 volunteer shifts were filled by over 400 individuals.
U.S. Senior Open: Photo Credit: USGA
About Colorado Springs Sports Corporation
MISSION: To inspire and advance Colorado Springs, Olympic City USA, and the Pikes Peak Region through sport and community events.
DESCRIPTION: Through event promotion and community development activities, Colorado Springs Sports Corporation plays a critical role in bringing civic leaders together with some of the nation’s premier sporting organizations to promote tourism and create positive economic impact. Colorado Springs Sports Corporation hosts annual signature and partnership events, and various sport-centric celebrations. In addition, supporting the U.S. Olympic & Paralympic Committee, National and International Governing Bodies of Sport, and the U.S. Olympic & Paralympic Museum remains a staple component of the overall mission.
PROGRAMS & SERVICES: Colorado Springs Sports Corporation was established to assist in the relocation of the U.S. Olympic Committee from New York City to Colorado Springs. Today the organization stands on four key pillars:
1. Olympic & Paralympic Movement: Supporting the Olympic City USA brand, the U.S. Olympic & Paralympic Committee, National and International Governing Bodies of Sport, and the U.S. Olympic & Paralympic Museum remains a staple component of the overall mission.
2. Event Management: To celebrate the unique sports legacy and community traditions in the Pikes Peak Region, Colorado Springs Sports Corporation hosts annual signature and partnership events including Rocky Mountain State Games, Pikes Peak Regional Airshow, Colorado Springs Labor Day Lift Off, Colorado Springs Sports Hall of Fame, and many more.
3. Sports Tourism: Through event promotion and community development activities, Colorado Springs Sports Corporation plays a critical role in bringing civic leaders together with some of the nation’s premier sporting organizations to promote tourism and create positive economic impact.
4. Community Sports Programming: Colorado Springs Sports Corporation facilitates and supports local youth sports programming and scholarships that contribute to the quality of life for citizens of the Pikes Peak Region.
2024 HIGHLIGHTS:
• Athletes: 46,090
° Youth Athletes: 21,202
• Spectators: 365,964
• Room Nights: 98,976
• Endorsed Events: 37*
• Venues: 106
• Volunteers: 1,580
• Vendors: 274
*An event CSSC either completed a bid for or incentivized to host in Colorado Springs.
Rocky Mountain State Games | Photo credit: Joe Rogers
Pikes Peak Sports Economy Report | 2025
Thank you for attending the inaugural Pikes Peak Sports Economy Report (2025).
This material is located and can be downloaded from the websites of the Colorado Springs Sports Corporation, UCCS-College of Business, and Southern Colorado Business Forum & Digest.
• https://www.coloradospringssports.org
• https://business.uccs.edu
• https://socodigest.com
This material is not to be presented or repurposed without expressed written consent from the University of Colorado Colorado Springs - College of Business and Syracuse University - Falk College of Sport.
The Pikes Peak Sports Economy Report is the property of and a strategic partnership among the Colorado Springs Sports Corporation, UCCS-College of Business, and the Southern Colorado Business Forum & Digest.
Media Inquiries
Lauren DeMarco
Colorado Springs Sports Corporation, Director of Marketing
719.634.7333 | lauren@thesportscorp.org
Jenna Press
UCCS - College of Business - Director of Communications 710.255.3777 | jpress@uccs.edu
Theresa Woods
So. Colorado Business Forum & Digest, Senior Editor
719.360.3700 | newsdesk@coloradomediagroup.com
