Goal 1: Deliver Balanced, Year-Round Economy

Deliver a balanced year-round economy driven by destination tourism by 2024

Lead: Town of Breckenridge leads, Breckenridge Tourism Office executes

The volume of car traffic and day visitors arriving in Breckenridge is growing every year, and based on current population projections in the Front Range and Colorado Springs, that is only going to continue to increase. Furthermore, visitor volumes are surging during special events and holidays at higher levels every year, most often during winter season, causing increasing dissonance among the local community. It is imperative that the Town of Breckenridge and Breckenridge Tourism Office collaborate to protect the year-round economy, expand the visitor experience both seasonally and geographically, and increase out-of-state overnight visitation in order to provide a more consistent and lucrative economic pipeline for local businesses and workforce. Most tourism destinations worldwide are focusing on this due to the rise in travel globally. They're striving to create a more sustainable visitor economy by developing and diversifying the destination experience to drive visitor dispersal and more equitable economic development.

The most successful methods to accomplish that revolve around enhancing local culinary, cultural, wellness and active tourism, often with an integrated educational delivery connecting two or more of those themes. Those verticals also spur higher visitor spend, length of stay, and loyalty, and they're effective catalysts for accelerating off-season demand.

Sub-Goals and Progress

• Ensure long-term economic viability irrespective of climate conditions by diversifying and amplifying arts, historic, culinary products and experiences on a year round basis
• Attract and retain entry and mid-level workforce.
• Fill in need periods
  • Metrics:sales tax revenue, occupancy, visitor mix ratios – more level across 12 months
• Provide reliable and Competitive Broadband services to citizens/businesses/visitors

Goal 2: Hometown Feel & Authentic Character

Elevate and fiercely protect Breckenridge’s authentic character and brand — our hometown feel and friendly atmosphere

Lead: Town of Breckenridge

The identity of Breckenridge is rooted in the proud spirit of community among locals and the authentic character of the destination. That personality is baked into both the destination brand and visitor experience, which helps differentiate Breckenridge from its competitors. The Breckenridge community, however, has been clear and unified about how they feel that authentic character is being undermined due to a variety of factors. For example, there are too many cars overwhelming the Main Street appeal during various months.

The growth of short-term vacation rentals is taking long-term rental housing for local workforce off the market, forcing more employees to move outside Town limits. Among parents, more of them are saying that the rising costs of housing, health care and childcare is making it challenging to raise kids in Breckenridge. And lastly, many residents feel too many events are produced without local buy-in, which for them, chips away at the local sense of place and community spirit.

Sub-Goals and Progress

• Protect cultural heritage and National Historic Designation
• Develop more robust peak day management strategy
  • Augment transit services (public and private), increase messaging regarding not using cars in town, reconsider parking fee structure for peak season,
• Develop more family oriented programming and events
• 47% of the Breckenridge workforce lives in Town and there is a diversity of housing types and prices for locals (sufficient to preserve the sense of community and support the local economy).
  • Further short-term rental regulation, Build out employee housing and rental units/programs
• Ensure access to affordable quality childcare for local working families
• Enhance and develop avenues for citizens to engage with the Town of Breckenridge so they are informed, feel heard, become involved and collaborate to find solutions
  • Create more town hall type events on topical issues for residents, especially targeting young entrepreneurs

Goal 3: More boots & bikes, less cars

More Boots and Bikes, Less Cars

Lead: Town of Breckenridge Parking & Transportation

The growing volume of car traffic in Breckenridge diminishes quality of life for locals and the overall destination experience for visitors. The new parking structure will ease some of that compression, but there also needs to be more public and private initiatives to inspire both locals and visitors to walk, bike and use public transportation. The Town of Breckenridge will continue to invest in modern transportation infrastructure, including a new fleet of electric busses to lessen environmental impacts, elevate the rider experience, and show the Town’s commitment to sustainable, responsible tourism.

To drive adoption, the community suggests that these investments should be supported with a comprehensive communications plan targeting locals and visitors that specifically explains how and where to access public transportation. The Town will also add new wayfinding and improve existing signage to direct and disperse visitors more effectively, along with improved lighting to help pedestrians navigate a greater number of streets during more hours.

Sub-Goals and Progress

• Improve pedestrian access, lighting, safety and use of crosswalks (Nelson/Nygaard)
• Increase public transportation use and busses
• Reduce visitor and resident car traffic by 10% (Nelson/Nygaard)
• Develop and implement a balanced parking and multi- modal transportation plan that preserves the character of the community.

Goal 4: Leading Environmental Stewardship

Establish Breckenridge at the leading edge in mountain environmental stewardship and sustainable practices

Lead: Community Development/Sustainability/Green Team in partnership with Breckenridge Tourism Office

Breckenridge has an opportunity to elevate its position as a destination for thought leadership and activation around environmental sustainability. Doing so communicates to current and prospective visitors that the local community is committed to protecting the environmental ecosystem in the face of climate change, population growth, and irresponsible mass-consumption. This has a halo effect on the destination brand, especially for younger visitor segments who make purchase decisions based on environmental stewardship in greater numbers than previous generations.

Defining exactly how the Town of Breckenridge is approaching this goal is critical moving forward. The Town Council and Breckenridge Tourism Office will expand their messaging about the importance of sustainability and Leave No Trace, and elevate support for industry partners and community organizations that are leading sustainability efforts to inspire and educate both locals and visitors.

The public and private sectors in Breckenridge should also consider developing an event dedicated to responsible tourism and enhanced mountain livability. Such an event could align with similar sustainable tourism events worldwide, where destination leaders in other fragile destinations are actively sharing knowledge on best practices. Lastly, there are numerous sustainable destination certifications, including those provided by Biosphere and the Global Sustainable Tourism Council. Their criteria can help inform more resilient destination management.

Sub-Goals and Progress

• Develop cutting edge messaging/programs around responsible tourism and responsible citizenry (this extends beyond environmental issues)
• Improve current recycling programs, usage, and education
• All major events are zero waste by 2024
• Identify and earn appropriate national sustainability certification (LEEDS, etc)
• Implement action that further the Town’s efforts towards suitability and reduction of our community’s carbon footprint.
  • Pursue additional energy efficiency requirement for new construction