Goal 1: Deliver Balanced, Year-Round Economy

Deliver a balanced year-round economy driven by destination tourism

Lead: Town of Breckenridge (lead) | Breckenridge Tourism Office
(execution)

Breckenridge’s economy relies heavily on tourism, but growing traffic volumes, surging day visitation, and seasonal crowding, especially during winter and peak event times, are putting stress on both the community and visitor experience. With population growth projected across the Front Range and Colorado Springs, these pressures will only intensify. To remain sustainable, Breckenridge must evolve beyond seasonal peaks by diversifying and balancing the visitor economy year-round. This means expanding out-of-state overnight visitation, dispersing visitation more evenly across seasons and geographies, and creating consistent opportunities for local businesses and workforce. Like destinations worldwide, Breckenridge is embracing a new model of sustainable tourism that balances economic vitality with quality of life for residents. One key strategy is enhancing experiences that align with culinary, cultural, wellness, and active tourism. These offerings not only encourage longer stays and higher visitor spending but also help stimulate demand during off seasons. By positioning Breckenridge as a year-round destination with diverse experiences, the Town and Tourism Office can strengthen the economy, reduce reliance on winter peaks, and create a more consistent, livable community.

Sub-Goals and Progress

To achieve this balance, the Town has identified several priority actions:

• Diversification: Strengthen Breckenridge’s year-round appeal by expanding arts, cultural, historic, and culinary offerings alongside outdoor recreation.
• Workforce Support: Attract and retain entry and mid-level employees to support local businesses and maintain community stability.
• Smoothing Visitor Peaks: Fill in shoulder-season demand gaps and reduce overreliance on peak holidays and events.
• Metrics for Success: Track progress through sales tax revenue, occupancy rates, and visitor mix ratios. Working toward a more even distribution across all 12 months.
• Broadband Access: Provide reliable, competitive broadband services for residents, businesses, and visitors to support economic development and community connectivity.

 By building a stronger, more balanced year-round economy, Breckenridge will safeguard its long-term economic vitality while protecting the lifestyle and hometown character that make it a world-class mountain destination.

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

Breckenridge’s identity is defined by its authentic character, our
welcoming hometown feel, rich history, and strong sense of community. This authenticity is what differentiates us from other destinations and sustains both our residents’ quality of life and the visitor experience. Yet, community feedback has made it clear that these qualities are under pressure. Traffic and congestion threaten the charm of Main Street, while the growth of short-term rentals continues to pull workforce housing off the market, forcing many employees to live outside town. Rising costs for housing, childcare, and healthcare make it increasingly difficult for families to plant roots in Breckenridge, and some residents feel that too many events are held without enough local input, diluting community spirit and sense of place. Protecting our authentic character is not only about preserving tradition, but about ensuring Breckenridge remains a livable, welcoming, and vibrant hometown for generations to come.

Sub-Goals and Progress

To address these challenges, the Town has identified specific strategies and measurable progress points:

• Cultural Heritage: Protect Breckenridge’s National Historic District designation and honor our history through thoughtful preservation.
• Peak Day Management: Develop stronger strategies to reduce congestion during busy times, including expanding public and private transit services, increasing messaging to reduce car use in town, and reconsidering parking fee structures during peak season.
• Housing & Workforce Support: Regulate short-term rentals, build additional employee housing, and expand rental programs to ensure at least 47% of the workforce can live within town limits. Supporting both the local economy and community vitality.
• Family Support: Improve access to affordable, high-quality childcare and expand family oriented programming and events to help working families thrive.
• Community Engagement: Create more opportunities for residents to connect with local government through town halls, topical forums, and other avenues for civic input. Especially engaging young entrepreneurs and future leaders.

Together, these sub-goals reflect a commitment to protecting the Breckenridge way of life: a town that remains rooted in community, welcoming in spirit, and proudly authentic in character.

Goal 3: More boots & bikes, less cars

More Boots and Bikes, Less Cars

Lead: Town of Breckenridge Parking & Transportation

Car traffic in Breckenridge continues to put pressure on both the
resident experience and the visitor journey. While the new parking structure offers some relief, long-term success depends on encouraging more people to walk, bike, and use public
transportation. To achieve this, the Town is investing in modern
transit infrastructure. Including a new fleet of electric buses, designed to reduce environmental impacts, improve rider comfort, and demonstrate our commitment to sustainable, responsible tourism. These efforts will be paired with stronger communication strategies, clearer wayfinding, and better pedestrian lighting so that both locals and visitors can easily navigate and embrace alternatives to driving.

Sub-Goals and Progress

• Improve pedestrian access, lighting, safety, and use of crosswalks (Nelson/Nygaard).
• Increase public transportation options and expand the Town bus fleet.
• Reduce resident and visitor car traffic by 10% (Nelson/Nygaard).
• Develop and implement a balanced parking and multimodal transportation plan that preserves community character.

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 a unique opportunity to lead as a mountain
destination recognized for environmental stewardship and sustainable practices. This commitment demonstrates to visitors and residents alike that the community is serious about protecting fragile ecosystems in the face of climate change, population growth, and
mass consumption. Strong sustainability leadership not only safeguards our natural surroundings but also strengthens Breckenridge’s brand appeal, particularly for younger generations who prioritize eco-conscious travel and lifestyle choices. Moving forward, the Town and Breckenridge Tourism Office will broaden education around sustainability and Leave No Trace, while supporting local partners and organizations advancing environmental efforts. Opportunities also exist to host a sustainability-focused event that connects Breckenridge with global best practices in responsible tourism. Additionally, exploring sustainable destination certifications, such as Biosphere or the Global Sustainable Tourism Council, can help the Town align with international standards and guide future action.

Sub-Goals and Progress

• Develop innovative messaging and programs around responsible tourism and citizen engagement.
• Expand and improve recycling programs, usage, and education. Achieve zero-waste standards for all major events by 2024.
• Identify and earn appropriate national sustainability certifications (e.g., LEED, Biosphere, GSTC).
• Implement initiatives to reduce the community’s carbon footprint and strengthen sustainability efforts.
• Pursue additional energy efficiency requirements for new construction.