A Springboard for Heritage Tourism

Transcription

Breckenridge 150:
a venture sponsored by the Town of Breckenridge
December 31, 2006
Funding for this effort was provided by the Breckenridge Town Council. Town Council
approved funds in the 2006 budget for the purpose of developing a Heritage Tourism
Strategic Plan. As envisioned by the Council, “[t]he primary intent of the plan is to provide
focus for the heritage tourism efforts of the Town of Breckenridge, to identify an
organizational structure for the heritage tourism program that can deliver a first-rate heritage
tourism experience, and to identify sustainable business operations models for the sites. The
plan will provide guidance related to product development, marketing, and site operation.
The intent is to provide a seamless heritage product that is attractive to visitors and supports
and diversifies the local economy.”
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1859 – 2009: the first 150 years
Breckenridge 150:
Economic Stewardship, Inc.
Heritage Directions, LLC
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Town of Breckenridge Mission Statement: The Town of Breckenridge protects,
maintains, and enhances our sense of community, historical heritage, and
alpine environment. We provide leadership and encourage citizen involvement.
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Breckenridge 150: A Springboard for Heritage Tourism
Table of Contents
1. How to Use This Plan .............................................................................................. 2
2. Executive Summary ................................................................................................. 6
3. Distinctive Heritage: A Critical Economic Driver for Breckenridge ............................... 11
4. Breckenri dge and the Heritage Tourism Market Today ......................................... 17
Key Breckenridge Heritage Sites, Organizations, and Events........................................18
Market Considerations ............................................................................................24
5. The Breck 150 Proposition..................................................................................... 28
6. Getting Ready for Breck 150................................................................................. 34
Enhancing Existing Heritage Sites for Breck 150.........................................................34
Adding Breck 150 Flavor to Existing Events ...............................................................40
Breck 150 Board Composition, Budget, and Activity Schedule.....................................46
7. Marketing Breck’s Heritage ................................................................................ 52
8. Breck 150 and Beyond: Improving the Heritage Experience......................................... 56
Issues Shaping Sites’ Ability to Deliver Heritage Tourism Experiences............................56
Long Range Site-Specific Improvements ....................................................................60
Improving the Heritage Tourism Experience Delivery System ........................................63
9. Onward to 2009 .................................................................................................. 65
Acknowledgements .................................................................................................... 66
Appendix A: Notes on Other Anniversary Celebrations.................................................. 66
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1. How to Use This Plan
Breckenridge 150: A Springboard for Heritage Tourism offers a flexible, dynamic, and
strategic approach that fosters community-wide collaboration to advance sustained heritage
tourism development. The approach to this plan recommends taking advantage of the
upcoming 150th anniversary of the founding of Breckenridge as a means to launch a
structure geared towards the ongoing management of assets for heritage tourism.
Celebrating Breckenridge's sesquicentennial is an end to itself, but more importantly, it's a
means to a broader goal: achieving economic development, enhancing community
character, and strengthening organizations devoted to sharing local history and culture
through heritage tourism.
Consequently, this plan—like all plans—sets forth actions that advance multiple purposes
within a hierarchy of deliberate and considered objectives:
Grand Strategy: deliver a first-rate heritage tourism experience characterized by coordination
and collaboration, continuous improvement of Breckenridge's menu of things to see and do,
and sustainable sites and organizations.
Strategy: produce a year-long celebration of Breckenridge's 150th anniversary as a means of
jump-starting a sustainable coordinating organization and giving it special purpose, providing
an incentive to improve existing sites, and develop new heritage products, while establishing
a sustainable business operations model for the system.
Tactics: a range of actions addressing marketing, audience development, metrics for
measuring success, site improvements, and other matters that, collectively, advance both
Breck 150 and heritage tourism in general.
This plan seeks balance: specific enough to guide future actions, but flexible enough to meet
the inevitable challenges of new circumstances. How will success be judged? If Breck 150
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becomes remembered as both a year of fun and as the sustainable springboard for enriched
heritage tourism, it will be deemed a success.
Plan Structure
Breckenridge 150: A Springboard for Heritage Tourism has been organized into nine
chapters including an Executive Summary. The rest of the report is structured as follows:
Chapter 3 describes how heritage tourism compliments other key Town of Breckenridge
objectives;
Chapter 4 provides an overview of the current state of Breckenridge’s heritage tourism
assets and market;
Chapter 5 introduces the Breck 150 proposition;
Chapter 6 explains what it will take to get ready for Breck 150, including how existing
sites and events can be upgraded and the duties to be undertaken by the Breckenridge
Heritage Alliance, an umbrella organization;
Chapter 7 sets forth some ideas about marketing the heritage tourism experience that
Breckenridge offers, for both Breck 150 and beyond;
Chapter 8 examines more systemic issues that need to be overcome to improve the
heritage experience offered in the long run;
Chapter 9 and the subsequent Acknowledgements section recognize the people who
contributed to this strategy and who are committed to working hard to expand
Breckenridge’s heritage tourism sector.
For clarity, many of this plan's recommendations are presented in tables. Scattered
throughout these pages, readers will also find sidebars that relate the Breckenridge strategy to
other contexts, including pertinent policy and planning documents already in use by the Town
of Breckenridge and the State of Colorado Tourism Office.
Breckenridge's long and colorful history helped shape the Town's singular appeal and
economy. This strategic plan seeks to celebrate, protect, and enhance the intrepid spirit and
character that makes Breckenridge such an enjoyable place to live, work, and visit.
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Learning from The National Trust for Historic Preservation
The National Trust for Historic Preservation is a not-for-profit organization 270,000
members strong devoted to saving historic places and revitalizing communities, dedicating
its leadership, education and advocacy efforts to protecting America’s irreplaceable places.
The Trust is a charter member of Partners in Tourism, a coalition of the national
organizations and agencies with an interest in cultural/heritage tourism. In addition, the
Trust’s Heritage Tourism program provides training, technical, and marketing services to
communities to develop their heritage tourism opportunities, including the sensitive use of
historic and cultural resources. Under the auspices of Partners in Tourism, the Trust has
developed five guiding principles for communities launching new heritage tourism initiatives:
“Follow these principles and [to] avoid many difficulties that could otherwise arise when
culture, heritage and tourism become partners.
1. Collaborate – Much more can be accomplished by working together than by working
alone. Successful cultural heritage tourism programs bring together partners who may
not have worked together in the past.
Building partnerships is essential, not just because they help develop local support, but
also because tourism demands resources that no single organization can supply. Its
success depends on the active participation of political leaders, business leaders,
operators of tourist sites, artists and craftspeople, hotel/motel operators, and many other
people and groups.
Regional partnerships are also useful to cultural heritage tourism efforts. Cooperating in
a regional arrangement lets you develop regional themes, pool resources, save money
and expand your marketing potential. Those resources include not only money for
marketing campaigns, for example, but also facilities (accommodations for travelers, say)
or expertise in tourism, preservation, the arts or another area.
2. Find the Fit – Local priorities vary. So do local capabilities. In other words, local
circumstances determine what your area needs to do and can do in cultural heritage
tourism. Programs that succeed have widespread local acceptance and meet recognized
local needs. They are also realistic, based on the talents of specific people as well as on
specific attractions, accommodations, and sources of support and enthusiasm.
One of the reasons cultural heritage tourism is on the rise in the United States is that
travelers are seeking out experiences that are distinctive, not homogenized. They want to
get the feel of a very particular place or time. You can supply that experience, and
benefit in the process—but only if your cultural heritage tourism program is firmly
grounded in local circumstances.
Base your cultural heritage tourism program on what is appropriate and sustainable for
your area.
Do the residents of your area want tourism? Why do they want it?
Are there certain times of year or certain places they do NOT want to share?
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Learning from the National Trust for Historic Preservation (continued)
How will tourism revenues improve life in your area and affect services such as fire
and police protection?
What is the maximum number of cars or buses your area can handle? On roads? In
parking lots?
Can you accommodate group tours? Do sites accommodate at least forty people at
once with amenities such as restrooms, snacks, and a seating area?
Can you accommodate visitors with disabilities or special needs?
3. Make Sites and Programs Come Alive – The human drama of history is what visitors want
to discover, not just names and dates. Interpreting sites is important, and so is making
the message creative and exciting. Find ways to engage as many of the visitor’s five
senses as you can, as the more visitors are involved, the more they will retain.
On average, visitors will remember:
10% of what they HEAR
30% of what they READ
50% of what they SEE
90% of what they DO
4. Focus on Quality and Authenticity – The true story of your area is the one worth telling.
The story of the authentic contributions previous generations have made to the history
and culture of where you live is the one that will interest visitors, because that is what
distinguishes your area from every other place on earth. It’s authenticity that adds real
value and appeal. Your area is unique, and its special charm is what will draw visitors.
By doing the job right—by focusing on authenticity and quality—you give your area the
edge
5. Preserve and Protect – As a good look around almost any city or town will show, people
are often tempted to provide a quick fix of “band-aid” solution—to cover up an old
storefront inexpensively, for example, rather than to restore it. But when your historic and
cultural assets are at the heart of your plans to develop tourism, it’s essential to protect
them for the long term.
Hearts break when irreplaceable structures are destroyed or damaged beyond repair,
instead of preserved and protected as they deserve. A plaque pointing out “on this site a
great building once stood” can’t tell that story.
Equally tragic is the loss of traditions: a way of crafting wood or farming, of celebrating
holidays or feasting on “old world” cuisine. The preservation and perpetuation of
traditions is important to telling the story of the people who settled the land. By
protecting the buildings, landscape or special places and qualities that attract visitors,
you safeguard the future.”
These five principles—discussed in detail at www.culturalheritagetourism.org—are sound.
This plan’s strategic approach and recommendations are consistent with the five principles
above: implementing Breck 150 should respect these tenets too.
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2. Executive Summary
Breckenridge suffers from an extraordinary paradox: millions of tourists from around the
globe visit here each year, but virtually all of its heritage organizations, historic sites and
museums, performance ensembles, and other cultural institutions are chronically (and in
some cases critically) strained by insufficient financial and staffing resources. If people from
near and far praise the authentic, historic town environment Breckenridge offers, what can be
done to garner more support for places that infuse character into the place everyone loves?
This action plan proposes a strategy to:
repair this disconnection, improve the heritage experience Breckenridge offers, and enrich
our community’s heritage organizations;
work together to produce coordinated programming, targeted marketing, and continuous
improvement in the heritage tourism support system around the 2009 celebration of the
150th anniversary of Breckenridge’s founding in 1859;
jumpstart new efforts to reach out to markets that will value our cultural and heritage
offerings and act on that sensibility by visiting Breckenridge and/or supporting local
heritage organizations;
build on the 2009 events to fortify an umbrella organization devoted to heritage tourism
development, which can sustain momentum into the future.
Using the 150th anniversary—Breck 150—as catalyst to initiate action and to rally many
different organizations around a common cause does not mean waiting patiently until 2009.
Meeting the 2009 deadline means taking immediate action. Moreover, the demands of dayto-day operations can not preclude, nor become an excuse to avoid, the urgency of
immediate action. Plenty of activities initiated now will set the stage for the 150th anniversary
celebrations and show concrete results right away. Breck 150 is not just an end unto itself: it
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represents the beginning of a long-term, sustainable program to manage and improve the
delivery of heritage experiences.
This plan tackles why Breckenridge should pursue this approach to heritage tourism
development, what success requires, and how to get started.
Why Celebrate 150 Years?
Why commemorate 150 years? For some, the
events of 150 years ago hold little relevance, even
though they agree that today’s Breckenridge is a
great place to live, work and visit. And yet, the
community they love is a product of its fascinating
heritage… heritage that distinguishes
Breckenridge from its competition: other scenic
recreation-oriented communities.
For Breckenridge, settling the Blue River Valley
launched a community where its intrinsic character
is so interwoven with the region’s economy that
it’s understood as a critical driver by one and all.
Throughout its history, Breckenridge’s vitality and
authenticity as a real town—a fully functioning
community with all the ingredients needed to live,
work, and play—attracts people. Certainly
necessity draws some people to Breckenridge,
starting with nineteenth century miners need for a
post office, but for many the prospect of an
enjoyable community is the lure; isn’t it more fun
to ride mountain bikes near a town with nightlife?
2009 Anniversaries
2009 will be a big year for Breckenridge.
In 1859, 150 years earlier:
Breckenridge established;
Gold discovered at Kingdom Park;
Fort Mary B built.
Summit County Courthouse
cornerstone laid;
Reliance, Reiling and Bucyrus Dredges
built;
Colorado Mountain College structure
built (originally a high school).
Rounds & Porter Lumber Co. acquired
Peak 8 and began ski area site plans.
Celebrating Breckenridge’s sesquicentennial
marks an important milestone, but it also fêtes today’s Breckenridge and vouches for the
Breckenridge of tomorrow: a vibrant community where people protect Breckenridge’s
character to safeguard its economy and nurture the special sense of place they treasure.
What Success Requires
How to ensure that the 150th anniversary festivities have lasting benefit for the community,
beyond simply making a few small repairs, throwing a party, and perhaps realizing a shortterm increase in visitation? Breck 150 can provide both a reason and a means—a catalyst—
to unite Breckenridge’s heritage organizations via coordinated improvements to product,
interpretation, and marketing:
Product—delivering a wide variety of heritage experiences in Breckenridge.
Breckenridge’s “products” already include:
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at least 15 key heritage sites: Edwin Carter; Barney Ford; Milne Park; Washington Mine;
Iowa Hill; Rotary Snowplow; Country Boy; Lomax; Valley Brook; Red, White & Blue;
Bucyrus; Sallie Barber; the fabulous new Welcome Center; Breckenridge’s historic
downtown, and the Arts District, with possibilities at the Golden Horseshoe yet to add
to this rich mix.
eleven Town of Breckenridge-sponsored events—more “products:” Snow Sculpture;
Ullr Fest; Mardi Gras; April Fool’s Town Fool and Spring Massive; Main Street
Performances; Town Party; Independence Day; Labor Day; Breckenridge Film Festival;
Oktoberfest; the Lighting of Breckenridge.
There are already three world-class, independent programs—outstanding “products:”
Backstage Theatre; Breckenridge Music Festival; National Repertory Orchestra.
This action plan outlines ways to enhance 26 possible product enhancements spread
across each of the above. The action plan also details 17 potential new complementary
tourism products.
Interpretation—telling Breckenridge’s stories using effective tools and techniques, so each
site can be true to its unique circumstances and fulfill its potential (free from the obligation
to ground visitors in basic Breckenridge history). The “core fact set” is now addressed at
the Welcome Center, but also be conveyed by other means. Site-specific and general
interpretation ideas appear throughout the action plan.
Marketing—communicating the heritage experiences and other benefits Breckenridge
offers to local, regional, national, and international audiences consistently and accurately,
thus reinforcing the Breckenridge brand. Marketing is detailed in Chapter 7 of this action
plan.
With coordination, collaboration, and commitment, 2009 can be a banner opportunity to:
showcase Breckenridge’s heritage;
unveil major community investments already underway, including the Breck Connect
Gondola and Peaks 7 and 8, the Riverwalk extension, North and South Main Street
enhancements and the Arts District;
reaffirm the commitment to character and engage the community about its future, and;
rally a wide range of cultural and heritage organizations around a common cause.
Taking on such a mission (or organizing a partnership to do it) is more, however, than any of
Breckenridge’s existing organizations—the Town, Saddle Rock Society, and the Summit
Historical Society, for example—can accomplish alone, given the current match between
resources and responsibilities. An initiative as complex and times-sensitive as Breck 150
requires an umbrella organization to achieve economies of scale, supplement the existing
talent pool, foster experience exchange, and, importantly, engage residents.
Managing Breck 150, with its new experience enhancements, products and partnerships
requires an energetic organization in service to the Town of Breckenridge, the three chief
organizations, Breckenridge’s citizens… and the heritage visitor.
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How to Get Started
Achieving these goals means establishing an umbrella organization (hereafter dubbed the
Breckenridge Heritage Alliance) to spearhead the Breck 150 celebration. The Alliance would
function best if incorporated as a not-for-profit 501c3, designated and authorized by the
Town of Breckenridge. The Alliance’s immediate goal is to produce the series of programs
and events that together comprise the sesquicentennial celebration, but its long-term goal
entails strengthening the system that delivers the heritage tourism experience by improving the
attractions and the means by which they work together. Both the short- and long-term goals
of the Alliance entail developing a sustainable heritage tourism program beginning in 2007.
The Alliance’s leadership will spring from its board of directors. The ideal board will ensure
ongoing involvement and coordination between Breck 150 and key organizations engaged in
complementary activities, but also inject some new blood into the system, taking advantage
of the celebration’s urgent nature, short trajectory, and status. The Alliance’s board should
enjoy credibility as regards core skills and heritage values (marketing, historical authenticity,
events management, etc.) both to handle Breck 150 responsibilities and to lay the
groundwork for the ongoing heritage tourism mission.
But as important as celebrating Breckenridge’s 150th birthday may be, it will not fulfill Town of
Breckenridge heritage tourism planning goals unless the resulting dynamic between
anniversary events and the Alliance:
generates revenue for the umbrella organization and the system;
delivers new audiences and increases visitation to the heritage sites, and;
secures ongoing revenue sources for heritage resources.
The plan offers specific Breck150-centric suggestions for the following existing organizations
and events, as well as proposing new products to enhance the heritage tourism experience:
Alice G. Milne Park (Briggle,
Eberline and Milne Houses)
April Fool's Day and Spring
Massive
Arts District
Barney Ford Museum/Tin Shop
Boreas Pass and High Line
Breckenridge Film Festival
Breckenridge Music Festival
Breckenridge Oktoberfest
Breckenridge/Backstage
Theatre
Bucyrus Dredge
Chinese Laundry
Churches
Colorado Mountain College
Country Boy Mine
Discovery Center
Edwin Carter Museum
Engines #111 and #9
Fort Mary B
Fourth of July
Genuine Jazz
Ghost Towns
Golden Horseshoe
International Snow Sculpture
Championships
Iowa Hill
Labor Day Weekend
Lighting of Breckenridge
Lomax Placer Mine
Main Street environs
Main Street Performances
Mardi Gras
National Repertory Orchestra
OK Gaymon Cabin
Pollack House (Clerk and
Recorder's office)
Red, White & Blue Fire Hall
and Museum
Reiling Dredge
Rotary Snowplow Park
Summit County Court House
Ullr Fest
Washington Mine and Illinois Gulch
Clearly every organization and individual with a stake in Breckenridge’s heritage and cultural
infrastructure can be involved in the 150th anniversary celebration and can benefit from it.
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Breck 150 Budget, Expectations, Returns
Anticipating implementation proceeding according to the schedule detailed in this action plan
suggests that the following budget will meet the organization’s need over the first 17 months
of operation: about $100,000 in start up costs and just under $500,000 in annual
expenditures once staff is on board; much can be accomplished even if the organization
scales down its ambitions and budgets in light of available funding. At the end of that period,
the organization will determine what events are feasible to pursue and what to eliminate from
further consideration to help finalize both revenue and investment expectations.
Following recommendations in this action plan leads to a rough estimate that capital and
operating expenditures will total several million dollars in outlays September 2006 and
December 2009—before any cost recovery through sponsorships, earned income, partner
spending, fees or tax revenues. Detailed cost projections and feasibility analyses will be
required before initiating any recommendation with significant capital or operating cost
implications. For a rough back-of-the-envelope determination of whether this expenditure is
likely to be recouped, consider that:
The 2003 Longwoods survey data reveals that heritage travelers to Colorado spent $355
per person per stay. Of that $355, 18 percent was for transportation, leaving $291 to be
spent locally;
From a tax collection perspective, if we assume a weighted average levy of 7 percent
(lodging tax will be higher but sales tax will be lower) incremental Breck 150-attributable
visitation at the above spending levels would have to total about 150,000 people to
generate several million dollars for public coffers. An additional 150,000 visits exceeds
the target range of 10 to 15 percent visitation increase deemed desirable at the outset of
this assignment by a significant margin.
Focusing on Breck 150—less than three years out—means accepting responsibility for a real
deadline: it’s urgent that work begin now! However, the Breck 150 spotlight makes
available a compelling and memorable marketing message that can generate legitimate
publicity. Breck 150 is a way to tell people what’s new and special, while reminding them of
all that’s available to see and do in Breckenridge and, importantly, why they should partake.
Given the fact that significant resources are already devoted to heritage tourism in
Breckenridge, the Breck 150 efforts (leadership building, technical assistance, fundraising,
signage, capital investment, coordinated marketing, packaging, publicity, exhibits, etc.) could
be prioritized to reinforce long term heritage tourism interests. Most important, data,
research, and other experience gleaned from the effort could be shared and re-deployed in
future years to enhance the capacity to provide, consistently, a quality heritage experience.
In short, celebrating Breckenridge’s 150th anniversary is a means to strengthen the system that
delivers the heritage tourism experience, while also improving the caliber of the experience
itself. Breckenridge’s townscape, festivals, and traditional celebrations attest to the pride
local people take in their home. Heritage tourism gives Breckenridge more ways to help
people appreciate why this community is so beloved… improving the economy by bolstering
the Town’s community character and upholding its vision.
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3. Distinctive Heritage:
A Critical Economic Driver for
Breckenridge
For some communities, the events of 150 years ago hold little relevance for people today.
But for Breckenridge, settling the Blue River Valley launched a community where its intrinsic
character is so interwoven with the region’s economy that it’s understood as a critical driver
by one and all. Throughout its history, Breckenridge’s vitality and authenticity as a real
town—a fully functioning community with all the ingredients people need to live, work, and
play—attracts people. Some are drawn by necessity and others by the prospect of an
enjoyable community, from the original miner’s need for a post office to today’s mountain
bikers lured by everything modern Breckenridge has to offer. The result: people protect
Breckenridge’s character to safeguard its economy as well as the special sense of place they
treasure.
No one disputes the appeal of light, soft, plentiful snow and trails for skiers of all abilities, but
that combination is neither unique nor the reason for Breckenridge’s success as a destination.
Other places also offer hiking, mountain biking, snowshoeing, golf, and other outdoor
activities. What distinguishes Breckenridge from its western mountain resort community
competitors is the distinctiveness of its special blend of gorgeous landscape, Victorian charm,
funk, and sophistication. Even the ski resort markets itself by touting the availability of a “real
town,” consistent with the Breckenridge Resort Chamber’s “A Real Town. Friends
Welcome.”™ message.
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The Town of Breckenridge deliberately leverages
its community character—historic and
contemporary, built and natural, authentic and
mythic, legendary and obscure—for heritage
tourism and economic development. Since
heritage and cultural offerings enliven
community character and thus contribute
immensely to quality of life, they also represent a
vital asset for economic development. Healthy
heritage and cultural institutions promise things
to see and do, thus enabling people to imagine
leading enjoyable lives locally. These
institutions signal that the community cares
about excellence and values intelligent
discourse. People making location-based
investments—whether to establish or expand a
business, relocate for employment, raise a
family, vacation, retire, etc.—regard regions
offering opportunities for cultural enrichment
favorably. Places boasting exemplary heritage
and cultural offerings are more competitive than
otherwise comparable locations.
Clearly, Breckenridge cares about the arts,
culture, and heritage, as evidenced by its
continued support of numerous institutions
through government channels, foundation
grants, and individual philanthropy. Like their
counterparts throughout the country, however,
Breckenridge’s heritage and cultural
community—the institutions as well as other
organizations within Summit County that share a
commitment to their continued success—face
enormous challenges in today’s economic
climate.
A Strategic Plan for Heritage Tourism
How might Breckenridge’s heritage institutions—
individually and as a system—sustain their ability
to provide quality experiences with integrity? To
explore this question, the Town of Breckenridge
embarked on an accelerated process of
retaining an outside consulting team and
working with the existing institutions and other
BreckenridgeVision 2020 Plan
In 2002, the Town of Breckenridge
adopted ten principles describing its
values and setting forth considerations
for how growth should proceed. The
ten principles underscore the
community’s commitment to heritage
and character as an integral part of
economic development. All ten
principles are important, but this
heritage tourism strategic plan
reinforces three in particular, as in the
excerpt below, taken from the
Breckenridge Vision Plan.
The Town of Breckenridge is a cohesive
and diverse community…
Community Character—Where
residents and visitors experience a
historic mountain town with
characteristic charm that offers a safe,
friendly and peaceful atmosphere where
individuals can live, work, play and
raise a family.
Economic Viability/Sustainability—
Where a strong and sustainable year
‘round economy insured through
partnerships with local businesses, resort
operators, and state and federal
agencies, and anchored by a healthy
vibrant Main Street, supports the diverse
economic and employment needs of
local residents…
Cultural Resources—Where art,
architecture, and cultural events and
facilities improve the community
experience for residents and visitors,
offer diverse and affordable
programming, and promote
Breckenridge as a year ‘round cultural
center for the region.
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interested stakeholders to prepare a strategic
plan for heritage tourism.
The strategic plan benefited from numerous
confidential interviews with sincere stewards of
the Town’s heritage resources (from stories, to
buildings, to secret sites), the ongoing
involvement of a Steering Committee convened
by the Town, and two public meetings where
members of the heritage tourism community
could interact and contribute. Early work
revealed capacity issues affecting all
organizations with missions related to providing
heritage tourism experiences, including:
Visitor Readiness—how to enhance visitor
readiness by addressing cultural institutions’
capital and infrastructure needs, long-term
sustainability, staff and board skills, etc.;
Audience Development—how to expand
market research, improve yields, leverage
culture to supplement better-established
offerings, redress seasonality issues, and
track progress on objectives;
Implementation—how to organize for
change, create sustainable funding streams,
and address issues systemically.
Defining Heritage Tourism
Heritage tourism encompasses visitor
activity and associated economic
impacts motivated by the desire to
partake of one or more artistic,
performance, interpretive, nature-based
or heritage experiences. Just as heritage
tourists may enjoy other activities, so
may visitors drawn to Breckenridge
principally for other reasons engage in
cultural activities.
Savvy heritage and cultural institutions
nurture relationships with elected officials
and other decision-makers, public
agencies including those devoted to
economic, community and tourism
development, foundations and other
philanthropic sources of support, media
serving local, national and international
markets, and potential partners from the
business, education, and not-for-profit
communities.
These findings supported the Town of Breckenridge’s original intentions… that the strategic
plan address capacity issues and identify tactics to:
ensure the long-term sustainability of the organizations and attractions that together offer
heritage experiences for residents and visitors;
inject new sources of capital and operating funds into the system to reduce dependence
on Town resources and enable local government to invest in providing new product;
address maintenance and other physical plant issues affecting major experience providers;
determine an overall strategy for interpretation that would allow each element within the
heritage system to be true to its nature while avoiding content overlap and conflicting
interpretation;
identify a management structure to coordinate how the various institutions interact to
provide heritage experiences.
The Town’s interest in pursuing a strategic plan reflects its commitment to heritage, culture,
and character as part of its basic infrastructure for sustainable economic development.
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Like traditional infrastructure, heritage, culture, and character are essential to Breckenridge’s
ability to function in the 21st century economy. Moreover, art and cultural institutions require
continued tender loving care, just as signage, roadways, fiber optic networks, workforce
training programs, and other factors support place-based economic development.
Heritage and cultural institutions also resemble public works in that they do not follow a
standard business model where earned revenues—attributable to a balance between market
demand and supply—offset ongoing operations costs. Just like roadways and most other
infrastructure, arts, heritage, and cultural institutions repay investments indirectly; no one
expects otherwise. In fact, it is easier to measure art and cultural institutions’ successes in
delivering economic and quality of life benefits than to assess the return on many other types
of public investment.
Fortunately, a host of public, private, and not-for-profit benefactors—most notably the
Town—invest in Breckenridge’s heritage and cultural community and work to sustain it.
However, the system neither maintains its heritage experience providers as though they were a
critical infrastructure element crucial to economic development nor insists that institutions sink
or swim based on the market economy. This situation results in a collection of institutions
and places that today face similar challenges. Breckenridge’s roster of heritage stewards:
includes weak organizations and/or sites requiring substantial investment or other
intervention to be visitor-ready;
relies on a few willing funders frustrated to see their resources thinly stretched by the
attempt to provide some assistance to all. Some funders question whether the system
could benefit from undertaking measures to increase efficiency;
features extensive capital needs and/or ambitions that will all require extensive
fundraising;
continues to require significant infrastructure needs, such as signage;
enjoys support from a variety of organizations for both financial and technical assistance
including marketing and business planning.
The table on the following page sets forth an abridged list of the cultural and heritage
resources and institutions that informed the development of this strategic plan.
14
A Few of Breckenridge’s Assets for Cultural and Heritage Tourism
Arts District, including the Fuqua Livery,
Mikolitis Barn, and Whyte Buildings
Iowa Hill Mine
Backstage Theatre
Lomax Placer Gulch
Baker Tank and Section House
Maggie Pond
Barney Ford House
Main Street Experience
Blue River
Milne Park, including the Briggle,
Eberline, and Milne houses
Boreas Pass Road and High Line
Kingdom Park Discovery Site
Breckenridge Art Fair and Great Divide
Festival
Mineral Trail (proposed sites)
Breckenridge Festival of Film
Breckenridge Music Institute
Pence Miller Ditch
Bucyrus Dredge
Red, White & Blue Fire Museum
Edwin Carter Museum
Reiling Dredge
Clerk and Recorder’s Office (Pollack
House)
Reliance Dredge (unmarked site)
Chinese Laundry
Churches—Father Dyer, St. John’s, and
St. Mary’s
Moon and Stars Site and Mystery
Riverwalk/Dredge Pond
Riverwalk Center
Rotary Snow Plow and Locomotive
Ski Area
Country Boy Mine
Festivals, including Ullr Fest, Snow
Sculpture, Oktoberfest, Spring Massive,
et al
Tin Shop
Fort Mary B (unmarked location)
OK Gaymon Cabin
Ghost Towns, including Dyersville,
Lincoln, Parkville, and Swan City
Union Mill
Utes’ (and other Native American) sites
Valley Brook Cemetery
Views of the Peaks
Wakefield Cabin
Gold Pan Saloon et al
Golden Horseshoe area
Welcome Center
Great Flume and Gulch
Wellington Mine
15
Given the circumstances noted above—significant needs, major opportunities, and limited
resources available (at individual institutions and within the system) to develop strategies to
attack these challenges individually—the current Breckenridge collection of heritage
organizations cries out for initiatives that do double- and triple-duty and that improve their
ability to work together.
What measures would characterize strategic responses that are both cost-efficient and
effective? Principles for taking action might include:
1. Build on Strengths—Putting Breckenridge’s best foot forward makes eminent sense if there
is also a vehicle for helping less mature experiences evolve;
2. Balance Inclusivity and Pragmatism—Certainly, any strategic initiative should respect the
region’s diverse institutions and ensure that none are inadvertently excluded. At the same
time, striving for perfect parity—especially if some organizations prefer to go their own
way—may consume resources out of scale with resulting benefit;
3. Develop Organizational and Systemic Capacity—a sustainable strategy reinforces its
mission by strengthening all participants;
4. Tap Available Know-how—Breckenridge’s existing organizations devoted to tourism
development offer immense expertise that should be drawn upon to save time, money,
and effort. Moreover, the community is home to numerous people who offer a wealth of
valuable professional and personal experiences;
5. Embrace Market Support and Reflect Real Consumer Behavior—instead of fighting to
create new markets, why not pursue proven ones with an approach that recognizes that
most people seek a variety of experiences from both their home communities and their
vacation destinations?
6. Link Heritage Resources Together without Compelling Compliance with a Thematic
Structure—collaboration generates benefits for both participants and the system, but not
when it’s forced or fails to benefit participants.
16
4. Breckenridge and
the Heritage Tourism Market
Today
The Town of Breckenridge and its partners have already made many important investments
that support heritage tourism, including:
Building the fabulous new Breckenridge Welcome Center, which orients people to
important Blue River Valley heritage themes using immersive environments, interactive
exhibits, historic artifacts, and other techniques to motivate destination visitors to partake
of the region’s heritage attractions;
Nurturing partnerships between the Town and stakeholders in:
Breckenridge’s historic fabric, including the Summit Historical Society and the Saddle
Rock Society;
Breckenridge’s cultural community, including the Breckenridge Music Institute,
Backstage Theatre, Breckenridge Festival of Film, Breckenridge Art Fairs, and the
National Repertory Orchestra;
Breckenridge’s tourism and economic development interests, including the
Breckenridge Resort Chamber (BRC) and the Breckenridge Economic Development
Advisory Committee (BEDAC);
Offering an extensive free public transportation system to help visitors navigate the
community, that could be used to provide free transportation among all heritage sites;
17
Upgrading the Riverwalk and Riverwalk Center;
Launching the Main Street streetscape and other enhancement projects, encompassing
eight key downtown blocks;
Acquiring and caring for important natural resources, including Cucumber Gulch and
portions of the Golden Horseshoe area;
Creating experiences that blend recreation and interpretation, like the Iowa Hill trail;
Purchasing, stabilizing, and restoring significant historic sites, buildings, and artifacts,
including steam locomotive No. 111 and its tender, now carrying passengers on the
Georgetown Loop under a loan arrangement with the Colorado Historical Society;
Establishing a strong local historic district, a local landmark program, and the Handbook
of Design Standards for the Historic and Conservation Districts which, notably, seeks to
avoid “cute-rification” and to retain the community’s aura of rustic functionality;
Developing the Arts District and working with contributing experiences, such as the
Breckenridge Theatre and the Tin Shop;
Ensuring community involvement in complex planning and policy matters, including
updating the Comprehensive Plan, developing the Vision Plan, and establishing BEDAC;
Nurturing close relationships between the Town, the Breckenridge Resort Chamber, the ski
area, the Nordic centers, and the region’s major hospitality players.
Key Breckenridge Heritage Sites, Organizations and Events
Breckenridge is fortunate to offer a
wide range of heritage-oriented
things to see and do within a
compact town setting and close to
places where people can enjoy a
wide variety of outdoor recreation
activities depicted in the aerial view
at right and the map of greater
Breckenridge that follows.
As an historic town with 19th century
roots that depended on its unique
combination of commerce and
natural resource dependency,
Breckenridge’s heritage lines its
thoroughfares, riverbeds, gulches,
and ski trails. Over a dozen attractions—with varying levels of interpretation—offer visitors
relatively easy access to Breckenridge’s stories. Thumbnail sketches of each follow the aerial
view and map.
18
Major streets, significant locations and heritage sites in Breckenridge.
19
In an ideal world, the
Breckenridge Welcome
Center is where all
visitors would begin their
Breckenridge experience.
In addition to providing information on things
to do and places to eat, sleep, and shop, the
Welcome Center includes interpretive exhibits
setting forth the region’s major themes and
introduces seminal stories and characters.
The Barney Ford House
Museum is an 1882
home built and occupied
by Barney L. Ford, a
prominent early
Breckenridge businessman. Barney Ford
escaped slavery via the Underground
Railroad and went on to achieve success
along the Mississippi River and in both North
and South America—as well as in
Breckenridge.
The Edwin Carter
Museum celebrates the
life and contributions of
this naturalist who came
to Breckenridge during
the gold rush and then used his earnings as
an engineer specializing in placer mining to
fund his conservation activities and taxidermy
practice.
celebrates the role in
early Breckenridge history
played by the railroad,
using the namesake
rotary snowplow, a restored steam engine,
boxcars, and a restored cabin exhibiting
photos and artifacts. Visitors can also picnic
in the park and hike on nearby trails.
Milne Park and the
Briggle, Milne, and
Eberline Houses
belonged to three of
Breckenridge’s most
prominent families. The Briggle is an
extremely well-appointed example of
Victorian mining town life.
The Lomax Placer Gulch
Mine offers an
opportunity to learn
about early mining life
and placer techniques.
The reconstructed buildings interpret an assay
office, miner’s dormitory cabin, and donkey
stable.
Washington Mine yielded
both gold and silver to
hardrock prospectors.
Many artifacts and the
original shafthouse remain, along with a
typical miner’s cabin, the hoist, and the
tramway to the "tipple" where the extracted
ore was sorted and loaded into wagons.
Country Boy Mine gives
visitors a chance to pan
for gold and travel into
an underground mine
adit 1,000 feet long. In
addition to gold, the Country Boy produced
silver and high grade lead and zinc used
during World Wars I and II.
The Iowa Hill Hydraulic
Mine, a one mile loop
trail, features interpretive
signs that lead to a
miner’s boarding house.
Valley Brook Cemetery
promises “an earthly gate
to paradise” and features
many historic gravestones
and ornate ironwork.
20
The Red White and Blue
Firehouse Museum
houses an 1880s 30foot red ladder cart that
fireman pulled to the
scene, along with a
hose cart, uniforms,
medical items, and
other equipment.
In addition, during
summer months, walking
tours offer participants
insights into downtown
Breckrenridge and its
history. Trained guides explain the stories
behind the many intriguing historic buildings
that line Breckenridge’s streets that are yet to
be interpreted, including the OK Gaymon
Cabin, Eberline and Milne houses, Father
Dyer Church, St. Mary’s Church, Gold Pan
Saloon, Chinese Laundry, Pollack Clerk and
Recorder’s Office, Assay Office, Summitt
County Courthouse, and the Colorado
Mountain College, to name a few.
Aging hulls of the Bucyrus
and other dredges can be
found around
Breckenridge and offer a
glimpse into heavy steamdriven placer mining that chewed through the
banks of French Creek and the Swan and
Blue Rivers until the early 1940s. Unlike
most, the Bucyrus site offers interpretive
signage.
Similarly, adventuresome
hikers can find the Sallie
Barber Mine and other
ruins. The Sallie Barber
was a significant source
of zinc and silver until its closure following
WWII, as described on interpretive signage
nearby. The Golden Horseshoe historic
mining area brings additional opportunities
to make other remote ruins available to
visitors.
Several Breckenridge organizations are devoted to making these heritage experiences
available.
The Summit Historical Society is a not-for-profit organization whose mission is “to
discover, preserve, interpret, and disseminate information to the public about the history
of Summit County, Colorado.” SHS staff and volunteers man the Carter, the Briggle,
Lomax, Washington, and Rotary Snowplow Park and run the walking tours; the Town of
Breckenridge helps fund these activities. However, SHS also fulfills its mission through its
activities in Dillon, Silverthorne, and other parts of Summit County.
The Saddle Rock Society rehabilitates significant buildings that require conservation. Most
SRS projects come to its attention through the efforts of a prominent Breckenridge family
involved in its founding. To date, SRS is best known for rehabilitating the Barney Ford
House Museum and Tin Shop, both accomplished with financial help from the Town. The
former is open for tours through cooperative arrangements with the Town of
Breckenridge, while the latter is an artist live/work space, thus complementing the
emerging Arts District across the street. While SRS prefers not to operate historic sites
itself, its restoration activities may continue as circumstances warrant.
21
The Town of Breckenridge helps organizations offering heritage experiences through its
grants program, via temporary cost-subsidization agreements, by sharing staff expertise,
and in spearheading product development and management initiatives, including the
Iowa Hill Hydraulic Mine and the Golden Horseshoe improvements currently underway.
The Town views its preferred role as facilitative: protecting and enhancing resources, but,
in general, not operating them1.
All three organizations’ heritage tourism-supporting activities are limited by capacity
constraints like those described later, but they also exhibit a can-do spirit that enables them to
overcome problems that would stymie many of their peer organizations in other small
communities.
The Town of Breckenridge and its co-sponsors also offer a diverse set of festivals, events, and
performances that provide excellent diversions for winter and summer visitors. Breck 150 is
an opportunity to tweak each of these eleven existing Town-sponsored events to draw more
visitors and expand revenue bases. In calendar order, Town-sponsored events include…
International Snow Sculpture Championships—
January: This national and international event
has become a Breckenridge icon. Over the next
three years, the Alliance could expand the
number of competition entrants and venues. In
addition to one category with a 65-hour time
limit, there might be another for 150-hour
construction—perhaps doubling the sculpture’s
size to 20’ x 20’ x 20’. In a one-time-only
competition, entrants could use gold coloring in
2009 to highlight their creations. Snow tunnels
could be built along Main Street with inside and
outside walls depicting special people and
events in Breckenridge’s history.
Ullr Fest—January: Since 1963, Ullr Fest has
been one of Breckenridge’s most creative, weeklong party events. (Some say that the Snow
Sculpture competitions started at an early Ullr
Day.) The 46th annual Ullr Fest will be in 2009,
and the 50th will be in 2013—just seven years
away. Breck 150 could use this annual event to plan a more extensive Ullympics that include
indigenous Native American winter games as well as food and beverage salutes to
Breckenridge’s other immigrant populations. Frontier Airlines might offer special deals for
travel to Breckenridge from Scandinavian countries.
Mardi Gras—February/March: This one-day event could leverage additional attendance at
all in-town heritage sites: tents at the Ford and the Carter; the Briggle, Milne, and Eberline;
1
Two important exceptions: the Town of Breckenridge operates the Recreation and River Walk Centers.
22
the three churches; Red, White & Blue, etc. could offer foods, beverages, souvenirs, plants
and flowers, arts and crafts with a portion of the proceeds going to sustain Breck 150.
April Fool’s Day and Spring Massive—April: This three-week long festival is another grabbag of unusual and creative Breckenridge events: Bite of Breck; Bump Buffet; Slopestyle; the
Hockey Classic; races and competitions. Even though the 10th annual Massive will not
happen until 2010, celebrate it in 2009 anyway. (After all, the Massive includes April Fool’s
Day too). Breck 150 should add to the offerings: games; competitions; rallyes; even
volunteer days to ready heritage sites for the summer season. Breck 150 could set up the
tents again and offer heritage-themed tours and refreshments that add to the end-of-season
craziness.
Main Street Performances—June through September: This is a grand opportunity to feature
new events, activities, dining, drinking, and shopping at all heritage sites. The Town already
sponsors performers, arts and crafts, kid’s events, family fun, and concerts every Friday,
Saturday, and Sunday from June through September. Breck 150 could add to the menu—
and become the focus of summer activities.
Genuine Jazz—June: 2009 will be the 25th anniversary of The Summit Daily News’ Genuine
Jazz festival. In 2006, there were 20 performances—4 ticketed and 16 free—in four venues
clustered near Maggie Pond at the southern end of South Main Street. Over the next three
years and beyond, Genuine Jazz could expand to 25+ performances, up the Blue River,
along the Riverwalk, past the gondola, and Kingdom Park. A jazz salute to Fort Mary B
would be appropriate.
Breckenridge Film Festival—June: Like the Snow Sculpture Championships, this Film Festival
has become a high-status national and international event in its 25-year history. In addition
to the best Indies and GLBT films, 2009 organizers might consider a “resource extraction”
theme—gold, silver, zinc, etc. —or a ‘Golden West’ theme including favorite westerns and
“horse operas.” There could also be showings of the golden Oscar winning classics and
reunions of those films’ casts and crews.
Independence Day Celebration—July: Already, everyone and everything seems to be a part
of this three day festival —NRO, the Breckenridge July Arts Festival, school bands, parades,
the Firecracker 50, concerts, fireworks, etc. Building toward 2009, Breck 150 could add
more family events such as vintage car and truck races, burro competitions on Main Street,
and a gold-themed international fireworks competition.
Labor Day Weekend—September: This is one of the most casual festival weekends in
Breckenridge. In addition to the annual Great Divide Arts Festival and the Summit
Foundation’s Rubber Duck Race on the Blue River—and in keeping with the end of summer
theme—Breck 150 could consider adding “Back to Ski” sales days on Main Street and hourly
guided tours of the entire “Kingdom:” the Carter, the Ford, all three homes at Milne Park,
Valley Brook Cemetery, Rotary Snowplow, the Lomax, etc.
Breckenridge Oktoberfest—September: This is one of Breckenridge’s largest street parties,
coupled with a 5K walk and run. It is traditionally co-sponsored by Paulaner Munich Bier and
the Breckenridge Brewery. In 2009, Breck 150 could help celebrate the 15th annual
Oktoberfest with hourly tours of all heritage sites via “bierwagens.” Breck 150 could offer
23
“Breck 150 bier” in several collectible bottles and six-packs; Oktoberfest visitors could send
the collectibles to friends throughout the state.
Lighting of Breckenridge—December: This annual holiday celebration between Thanksgiving
and the year-end holidays could be tweaked by introducing gold-colored lights for 2009.
Other rainbow hues could be mandated in subsequent years. Winter fireworks competitions
would increase visitation too.
As if the above almost year ‘round calendar were not impressive enough for a town the size
of Breckenridge, there are several other major, independent cultural and heritage series that
attract thousands of residents and visitors.
Backstage Theater—Year ‘Round: 2009 will be the 35th annual celebration of Backstage’s
live stage productions. This is a good opportunity for Breck 150 to help sponsor
performances of original, premier theater events based on the history, characters, events, and
high- and low-points of Breckenridge’s past and future—humor, lust, riches, rapscallions, and
loss. Juried competitions could select the best scripts from an invitation-only pool of national
and international talent.
Breckenridge Music Festival—June through August: The 2006 schedule lists 15+
performances by the Breckenridge Music Festival and Orchestra and the Blue River Series—
with an additional 10 Champagne Series concerts on Sundays. Breck 150 should help plan
for a 30th anniversary series (one year early) in 2009 to include commissioned choral and
orchestral works based on Breckenridge’s heritage.
National Repertory Orchestra—June through August: With help from Breck 150, this
national treasure should plan to stage a reunion concert series beginning in 2009 and
beyond for each years’ NRO alumni. Annual venues could include the Riverwalk Performing
Arts Center as well as hiking and picnic benefit concerts in the Golden Horseshoe, at Iowa
Hill, at the Lomax, the Country Boy, the Reiling, and other in-town and remote heritage sites.
Market Considerations
Each year, the Colorado Tourism Office retains Longwoods International to profile recent
Colorado overnight visitors and compare them to a larger sample of overnight travelers to US
destinations in general. In 2003, CTO expanded its data analysis request to include people
who participated in heritage-related activities while on their trip. For the purposes of this
data, a “Heritage Visitor” is defined as someone who visited an historic area, an historic
museum, and/or a historic site/landmark in Colorado.
The study found that heritage tourism is a significant contributor to Colorado’s visitor
economy. Longwoods found that:
Trips that included heritage activities accounted for a significant proportion (38%) of
overnight pleasure travel to the state in 2003, amounting to about 8 million visitors;
In general, heritage visitors stay longer, are more likely to use commercial
accommodations, visit more places, and take in more of Colorado’s paid attractions
compared to other overnight tourists;
24
Heritage visitors spend 22% more money per stay in Colorado than the average overnight
visitor. Despite accounting for only 38% of all pleasure trips to the State in 2003, they
accounted for 45% of all visitor expenditures ($2.6 billion out of $5.85 billion);
Heritage travelers to Colorado spent $355 per person per stay, without correcting for
season, activity or destination;
Of that $355, 18 percent was for transportation, leaving $291 to be spent locally;
Since half of heritage trips take place between July and September, this segment plays a
key role in maintaining a strong summer tourism business for Colorado;
Heritage visitors generally invest more time in trip planning and rely more on the internet
and print media, but are less likely to use pre-packaged trips and escorted tours relative
to the average destination;
Colorado currently lags behind key competitors on heritage imagery, i.e., before they
come, people are not expecting to find that Colorado is rich with history, well-known
landmarks, and great museums/galleries. However, visitors like what they experience
once they find it, and their image of Colorado vis-à-vis its heritage offerings improves;
Heritage visitors have a big-city upscale demographic profile, which not only signifies
“higher yield,” but also makes them efficient to reach via a regional targeted cities media
strategy.
Until quite recently, the State of Colorado had few resources available for promoting itself.
However, within the past year, budgets have improved dramatically in response to concerns
that overall visitation was slowly but steadily declining. Colorado has also chosen to
emphasize heritage tourism, which can only be good for Breckenridge. Within Colorado,
Breckenridge represents the 14th most popular destination overall and the 3rd most popular in
the Northwest tourism marketing sub-region. Like Breckenridge, Colorado’s tourism industry
relies heavily on intra-state visitation, with state residents making up about 25 percent of total
vacationers. When compared to Colorado as a whole, Breckenridge is more reliant on
winter visitation; in terms of skier visits, Breckenridge ranks second after Vail.
25
Challenges to Breckenridge’s
tourism economy reflect the
issues facing numerous resort
destinations:
Winter Visitor Activities by Season
Shrinking lengths of stay;
Increased propensity to stay
with friends and family rather
than taking advantage of
lodging that generates
revenue and taxes;
Activities
03/04
04/05
Alpine Ski
72%
69%
Shop
52%
51%
Dine Out
46%
47%
Loss of hot beds to second
home conversions involving
owners who do not choose to
rent their properties (a trend
expected to be exacerbated
by retiring baby boomers);
Snowboard
33%
36%
Sightsee
21%
23%
Snowmobile
11%
15%
Hike/Walk
8%
10%
Sleigh Ride
9%
9%
Stagnant average travel party
size, despite upturns in multigenerational travel.
Ice Skate
7%
7%
Recreation Center
5%
7%
All of this means that more effort
is required to attract the same
level of visitor expenditures.
Cross-County Ski
3%
5%
Dog Sled
3%
5%
Snowshoe
3%
5%
Breckenridge Resort Chamber Annual Report 04/05
Heritage tourism can help
Breckenridge overcome some of these deficits. While much of Breckenridge’s heritage
tourism inventory of things to see and do is best experienced during the summer months,
visitor behavior trends suggest growing demand during the winter months too. Data gathered
by the Breckenridge Resort Chamber (BRC), shown in the accompanying side bar, shows
shifting winter activity patterns, with sightseeing experiencing some growth in popularity.
Improving Breckenridge’s heritage offerings increases the town’s appeal as a destination that
offers a wide array of recreational and other activities that every member of a traveling party
can enjoy, even those who abstain from outdoor recreation or just need a day off to rest tired
knees. Shopping—religion for some, guilty pleasure for others, torture for a few—in a
quaint-yet-hip town is one way Breckenridge promises supplementary things to see and do,
but heritage attractions are yet another feature that appeals to different high-end prospects,
while also resulting in retail sales.
People purchase more merchandise while away from home when they feel connected to their
vacation destination. Some opt to memorialize a trip with a keepsake, whether it’s a piece of
art, equipment or tourist kitsch; the heritage visitors also choose history books, CDs, and
other things that bond them to regional culture and history and strengthen their desire to
return.
26
BBC Research has determined
that visitors account for about
47 percent of annual retail
activity, of which 35 percent
(nearly 75 percent of total visitor
spending) is delivered during
winter months2. Consequently,
adding new product to the mix
that prompts additional
visitation—and spending—
during the leaner summer
months will help stabilize
Breckenridge’s retail sector
while consuming remaining
room night capacity. Moreover,
ensuring strong retail and
lodging sales protects the Town
of Breckenridge’s fiscal health.
The Town’s ability to provide
municipal services and invest in
community betterment (at the
level its residents, visitors and
businesses have grown to
expect) is directly tied to its retail
sales tax collections, which
provide between $10 and 11
million to the general fund each
year. However, while the
square footage devoted to retail
space grows each year, sales—
and hence tax revenues—are
flat relative to inflation.
The advantages of nurturing a
sustainable heritage tourism
program provide compelling
reasons to move forward quickly
and decisively on the Breck 150
plan.
Town Finances and Tourism
As shown below, the Town’s accommodations and sales
tax revenues track closely, demonstrating the general
fund’s dependency on visitor-derived revenues.
$1,350,000
$10,000,000
$9,800,000
$1,300,000
$9,600,000
$1,250,000
$9,400,000
$1,200,000
$9,200,000
$9,000,000
$1,150,000
$8,800,000
$1,100,000
$8,600,000
$1,050,000
$8,400,000
1998
1999
2001
2002
Accomodations Tax
2003
2004
Sales Tax
The pie chart below shows the importance of visitor
related revenues to Town coffers, which account for
about half of the general fund. Moreover, much of the
“other” revenues are pass-through user fees from the
municipal golf course, water service, and the recreation
center.
Property
Taxes
5%
Other
49%
Real Estate
Transfer Tax
8%
Sales Tax
34%
Room Tax
4%
Once build-out is reached, the Town will no longer earn
real estate transfer taxes when new construction is
introduced into the market. Consequently, other
revenue sources will become increasingly important.
f
2
2000
k
d
Breckenridge Economic Base and Strategy Analysis – BBC Research and Consulting, 2001, p. IV-1.
27
5. The Breck 150
Proposition
As a premise, assume that Breckenridge will
celebrate the 150th anniversary of its founding;
it’s much too big a milestone to ignore. The
question becomes how to ensure that the
occasion has lasting benefit for the community,
beyond simply making a few small repairs,
throwing a party, and perhaps realizing a shortterm increase in visitation. What if the 150th
festivities—“Breck 150”—become both a reason
and a means—a catalyst—to unite
Breckenridge’s heritage organizations vis-à-vis:
Product—the delivery of a wide variety of
heritage experiences in Breckenridge;
Interpretation—the tools and techniques
used to tell Breckenridge’s stories, such that
each site can be true to its unique
circumstances and fulfill its potential, without
obligation to ground visitors in basic
Breckenridge history;
Marketing—the consistent and accurate
communication of the heritage experiences
and other benefits Breckenridge offers to
2009 Anniversaries
2009 will be a big year for Breckenridge.
Breckenridge established;
Gold discovered at Kingdom Park;
Fort Mary B built.
Summit County Courthouse
cornerstone laid;
Reliance, Reiling and Bucyrus Dredges
built;
Colorado Mountain College structure
built (originally a high school).
Rounds & Porter Lumber Co. acquired
Peak 8 and began ski area site plans.
28
local, regional, national, and international audiences.
With coordination, collaboration, and commitment, 2009 can be a banner opportunity to:
showcase Breckenridge’s heritage;
unveil major community investments already underway, including:
Gondola/Peaks 7 and 8;
the Riverwalk extension;
North and South Main Street enhancements;
the Arts District;
an operating Engine No. 9 (perhaps on the McCain property).
reaffirm the commitment to character and engage the community about its future;
rally a wide range of cultural and heritage organizations around a common cause.
Taking on such a mission (or organizing a partnership to do it) is more, however, than any of
Breckenridge’s existing organizations can accomplish given the current match between
resources and responsibilities. Such a mission would require an umbrella organization that:
achieves economies of scale;
supplements the existing talent pool;
fosters experience exchange;
engages residents.
Implementing “Breck 150” under such an umbrella organization should result in an improved
system that:
establishes a new organization responsible for planning, implementing, organizing,
coordinating, and managing the heritage tourism program under one roof;
creates a means for developing niche audiences and facilitating targeted marketing, that
is, a system for conducting, analyzing, and disseminating market data, best practices, and
other pertinent research;
increases organizational capacity as a result of both participation and access to data;
enhances Breckenridge’s reputation as a destination offering superior heritage and
cultural experiences—and quality of life—in an authentic town setting;
accepts contributions, donations and property as a 501c3 non-profit corporation in its
own name, as well as functioning as an agent for the Town, Summit County, other notfor-profit organizations, local foundations, etc.;
owns physical and intellectual property and, within limits, can transfer whole or partial
licensing rights to it;
hires events planners and other professional services;
takes on fiscal debt, perhaps within limits;
29
Breck 150 and the Town’s Current Strategic Thinking
Over the past several years, the Breckenridge Town Council has convened citizen groups,
hired consultants, directed staff to devote resources to research, and approved a set of interrelated policy documents describing the community’s approach to tourism and economic
development. How consistent is Breck 150 with the Town’s current strategic thinking?
The Breckenridge Marketing Vision Plan, completed in April 2005, emerged from four
facilitated meetings of interested parties representing diverse viewpoints. The process
resulted in identifying an action agenda with seven major tasks:
Improve coordination between BRC/Town of Breckenridge and Vail Resorts;
Communicate marketing plans and initiatives to the community;
Devote larger resource share to targeted marketing efforts;
Resolve whether to emphasize summer or winter;
Spend funds more efficiently;
Seek additional funds for marketing;
Create an economic development committee or board (later established as BEDAC).
In our view, Breck 150 offers a means to advance some of these objectives without
hindering the achievement of any other. Similarly, Breck 150 either supports or is
immaterial to the ten marketing strategy clusters developed as part of the initiative that
became known formally as Breckenridge Tourism: A Strategic Marketing Plan (and
informally as the “Leeds Plan” after the University of Colorado School of Business where its
principal authors base their practice). The study, completed in April 2003 identified four key
challenges:
Seasonality;
Internet-driven consumer behavior changes;
Breckenridge’s competitive image;
Competition from integrated ski villages at Keystone, Copper Mountain, and Winter
Park.
The plan recommended addressing these challenges by reinforcing Breckenridge’s brand
identity as an historic mountain community combining world-class recreation with an eclectic
mix of great restaurants, shopping, and entertainment venues. Specific strategies included
protecting and enhancing Main Street and matching probable target markets to product
development, while diversifying the tourism economy through entrepreneurial support
structures. The authors also emphasized the appeal of the summer recreation infrastructure
and noted the need to improve packaging, product bundling and special events/festival
coordination, targeting, and cross-marketing. Again, Breck 150 supports the plan’s overall
goals and is consistent with many of its specific recommendations
30
maintains an independent, neutral, clear-cut management structure with one (and only
one) “boss” supervising independent, neutral and full-time, paid staff—both answerable
to the organization’s board;
draws upon the wisdom of an “advisory” board (or committee), which may include TOB
officials, Town Council members, and TOB employees;
fosters institutional relationships that begin immediately and last beyond 2009—and that
create partnerships and heritage/cultural products with lasting market appeal so that the
resulting events and partnerships are both special and sustainable.
Introducing the Breckenridge Heritage Alliance
Achieving these goals means establishing an umbrella organization intended to spearhead
the Breck 150 celebration, hereafter dubbed the Breckenridge Heritage Alliance (“the
Alliance”). The Alliance would function best if incorporated as a not-for-profit 501c3,
designated and authorized by the Town of Breckenridge. The Alliance’s short-term goal is to
begin immediately to produce the series of programs and events that together comprise the
sesquicentennial celebration, but its long-term goal entails strengthening the system that
delivers the heritage tourism experience by improving the attractions and the means by which
they work together. It must be clear that both the short- and long-term goal of the Alliance is
to develop a sustainable heritage tourism program beginning in 2007.
As a 501c3, The Alliance’s leadership will spring from its board of directors. The ideal board
will ensure ongoing involvement and coordination between Breck 150 and key organizations
engaged in complementary activities, but also inject some new blood into the system, taking
advantage of the celebration’s urgent nature, short trajectory, and status. The Alliance’s
board should enjoy credibility with respect to basic skills and heritage values (marketing,
historical authenticity, events management, etc.) both to handle Breck 150 responsibilities
and to lay the groundwork for the ongoing heritage tourism mission.
But as important as celebrating Breckenridge’s 150th birthday may be, it will not fulfill Town of
Breckenridge heritage tourism planning goals unless the resulting dynamic between
anniversary events and the umbrella organization:
generates revenue for the umbrella organization;
delivers new audiences and increased visitation (and hence revenues) to the heritage sites;
lays the groundwork for ongoing revenue sources for heritage resources.
Focusing on Breck 150—less than three years out—means accepting responsibility for a real
deadline: it’s urgent that work begin now! However, the Breck 150 focus makes available a
compelling and memorable marketing message that can generate legitimate publicity, a way
to tell people what’s new and special, while reminding them of what else is available to see
and do in Breckenridge and, importantly, why they should partake. Given the fact that
significant resources are already devoted to heritage tourism in Breckenridge, the Breck 150
efforts (leadership building, technical assistance, fundraising, signage, capital investment,
coordinated marketing, packaging, publicity, exhibits, etc.) could be prioritized to reinforce
long-term heritage tourism interests. Most important, data, research, and other experiences
31
gleaned from the effort could be leveraged to increase the ability to provide a quality heritage
experience on a consistent basis. Access to this experience would thus improve performance
of both participating and abstaining heritage sites and organizations as well as others
devoted to tourism and economic development.
Breckenridge’s rich history, summarized in the box below and on the following page, offers
plenty of material to enliven Breck 150. In short, celebrating Breckenridge’s 150th
anniversary in 2009 offers a means to strengthen the system that delivers the heritage tourism
experience, while also improving the caliber of the experience itself.
Breckenridge: from 1859 to Today
2009 marks the 150th anniversary of the founding of Breckenridge.
In 1859, gold fever came to Colorado. Earlier, a former California forty-niner discovered
gold near present-day Englewood. When word arrived back east, the Colorado Gold
Rush was on and wagons with “Pikes Peak or Bust” painted on their canvases streamed
westward, bringing seekers fantasizing about easy instant riches: the American dream.
Where once trappers and Utes roamed in search of nature’s bounty, now would-be miners
scoured the landscape in search of gold.
General George E. Spencer joined the chase, heading for the Blue River Valley leading a
group of 29 men and one woman. The party pitched their tents on the banks of the Blue
River, site of their first gold discovery, later upgrading their settlement to a small stronghold
they dubbed “Fort Mary B.” Soon thereafter, saloons, merchants, and other support
businesses began to appear on Main Street. Main Street became the center of social and
economic life for the region’s miners. By mid-1861, the town merited wagon service and
bustled with merchants, hoteliers, houses of ill repute, and other commerce.
Boom times ensued, while the young settlement benefited from individuals who helped
transform the camp into a community. A shrewd man, Spencer demonstrated a knack for
politics (he would later serve as a U.S. Senator) in November, 1859 by petitioning to name
the town after the sitting United States Vice President, John Cabell Breckinridge, so that the
town might secure a post office. The mountaineering Methodist minister, Father John
Lewis Dyer, combined service with outdoorsmanship, spreading news and the gospel via
wooden skis. Naturalist Edwin Carter funded his conservation efforts and taxidermy zoo by
applying his engineering skills to placer mining. Barney Lancelot Ford—whose amazing
life included escaping from slavery, successful businesses in North and South America,
pioneering work on adult education. Along with Father Dyer, Ford is memorialized as one
of Colorado’s 16 founding fathers. Ford also opened a restaurant and built a fine home.
32
Breckenridge: from 1859 to Today (continued)
In the early 1860s, Breckinridge changed its name to Breckenridge to avoid any association
with the pro-slavery Vice President. Over the 1860s and 1870s, there were tremors of
economic uncertainty. During this period, Breckenridge experienced the first of several
boom/bust cycles; between the Civil War, the depletion of surface gold and the discovery of
gold in other locales, many miners simply left town—quickly followed by the merchants.
Hydraulic mining made it possible to wash gold out of Iowa, Lomax, and other gulches and
also led to industry consolidation. Independent miners, in many cases, became company
employees. In the early 1880s, the Town responded to a major conflagration downtown by
forming fire protection companies. At the same time, the exploitation of silver and lead
carbonates near Breckenridge revitalized the industry and attracted new fortune-seekers to
the Town. The focus of local mining changed from placer to underground hardrock mining.
Mining continued, spurred by improvements in technology, transportation, and the
occasional big strike. The Denver, South Park & Pacific Railroad threaded its way through
Boreas Pass in 1882, making the town (and the post office) an important waypoint; this
relegated Swan City, Lincoln, and other nearby burgs to ghost town status. The 13.5 pound
Tom’s Baby—first as Colorado’s largest gold nugget and then, with its 85-year
disappearance, Colorado’s biggest gold mystery—inspired a new generation of miners. The
town continued growing, creating a residential neighborhood along Ridge Street and adding
schools and churches as a counterpoint to the ever-thriving Main Street saloons. By the late
1890s, dredge boats replaced small scale, shallow placer mining which had, in turn,
displaced primitive pick work and panning. Hard snows, like the continuous blizzards that
blasted Breckenridge during the infamous winter of 1899 (when residents resorted to
building snow tunnels to get around town) built camaraderie through shared hardship.
As the 20th century dawned, local mining declined significantly; the slowdown continued
through the Depression. World War II’s demands for manpower and materials caused the
federal government to shut down all gold mines. Once the soldiers returned, both local
mining conditions and the market made mining uneconomical. During these quiet years,
Breckenridge narrowly avoided becoming a ghost town itself as people left town and
buildings were demolished or allowed to crumble into the ground. But in 1959, 100 years
after Breckenridge’s founding, the Summit County Development Corporation (a division of
Wichita’s Rounds & Porter Lumber Company) acquired land around Peak 8 and transformed
the mountain into a ski area that opened for business in 1961. With the completion of
Interstate 70 and the Eisenhower Tunnel, visitation and skier-days both soared.
The snows that vexed the miners would become the “white gold” that ushered in another
boom period—and that shows no signs of stopping. Breckenridge soon became known for
its year ‘round outdoor recreation opportunities and its menu of cultural activities. And while
the community became increasingly upscale, there has always been common ground
between the most chic jetsetter and the scruffiest ski bum: abiding love for Breckenridge.
Breckenridge’s unique and exceptional qualities should be affirmed and celebrated through
a dynamic heritage tourism program.
33
6. Getting Ready for
Breck 150
To help envision how Breckenridge’s 150th anniversary celebration might work, this
chapter sets forth preliminary ideas about the following.
What will be accomplished?
When events will occur?
At what cost?
Will it be worth the cost and effort?
The existing “asset base” of projects, sites, events, and programs is the foundation
upon which Breckenridge’s heritage offerings may be enriched and expanded. This
chapter offers strategies intended to jump start creative thinking by Breckenridge’s
heritage and tourism supporters—numerous possibilities abound!
Enhancing Existing Heritage Sites for Breck 150
Obviously there are myriad permutations to the roster of enhanced and new projects,
sites, and events that could be part of the Breck 150 celebration. The chart below lists
just a few. Each suggested alternative exists on a scale reflecting the degree of
difficulty associated with implementation, particularly given the short timeframe and
ambitious agenda. Funding and other implementation hurdles also present potential
obstacles, including permitting, schedule conflicts, and manpower availability.
As a starting point for further discussions, this plan identifies alternative approaches to
about two dozen sites that contribute to the heritage experience in Breckenridge. To
represent degrees of difficulty, we’ve adopted the conventions used at North American
ski resorts to rate trails and terrain:
in ascending order of difficulty. Choosing
34
Engine #9: An Icon of Breckenridge’s Narrow Gauge Railroad Era
Steam whistles rank among the most evocative and romantic sounds, but for generations of
Breckenridge people, a few long, low blasts wafting through Rocky Cut meant that Engine
#9 was en route to the depot. Since virtually everything (and everyone) that made its way
to Breckenridge during the late 19th and early 20th century came by rail, Engine #9 was an
important part of life in the small mountain settlement. Gratitude for what Engine #9
brought to town—mail, meat, fresh produce, news, friends, and family—forged a deep,
affectionate relationship between the townspeople and the “Little Victorian Lady.”
Unlike the steel-grinding behemoths that hauled people and goods across the western
plains, Engine #9 is a small narrow gauge locomotive. Engine #9 began life as a Cooke
2-6-0 and operated between 1884 and 1937, running from Denver through Como, into
Breckenridge and on to Leadville and becoming the engine most associated with
Breckenridge. The grueling “High Line” route Engine #9 traveled includes Boreas and
Fremont passes, among the highest in the country. The stretch connecting the summit of
Boreas Pass and Breckenridge, just 6.5 miles long, included over eleven miles of track and
108 curves. From Breckenridge to Leadville the tracks followed 234 curves making over
16 complete circles.
Engine #9 is the oldest operating steam locomotive in Colorado. Her service began under
the ownership of the Denver, South Park and Pacific Railroad, later to become the Denver,
Leadville and Gunnison Railroad and finally the Colorado and Southern Railroad. Engine
#9 served Breckenridge well, pulling the last passenger train over Boreas Pass in 1937.
Later that year, the line was abandoned.
Engine #9 is owned by the Colorado Historical Society (CHS) and currently operates on
the Georgetown Loop Railroad, an historic excursion train in Georgetown, Colorado.
However, her sister locomotive, Engine #111, is owned by the Town of Breckenridge.
Under the terms of an agreement between the Town and CHS, Breckenridge could reclaim
Engine #9 if track is installed and the engine is operated in Breckenridge. Under the same
agreement, CHS would then use Engine #111 (which is undergoing restoration) in
Georgetown for ten years beginning as soon as the restoration is complete. Potentially
everyone will benefit from this exchange. Engine #111 is more powerful than Engine #9
and thus more suitable for use on the mountainous Georgetown Loop. However, Engine
#9 is important historically to Breckenridge. Consequently, it seems probable that this
mutually beneficial trade arrangement could be extended indefinitely.
Laying track, acquiring rolling stock and restoring Engine #9 to service in Breckenridge
offers an opportunity to create a transportation-based visitor attraction that is also useful for
residents and employees, rather like San Francisco’s cable cars or Quebec’s funicular
system. For that reason, the Town Council may find it a more attractive investment than the
typical tourist train if due diligence—engineering work, financial feasibility analyses,
ridership projections, etc.—suggest that a reasonable plan for its use, operation, and
funding can be fashioned.
35
a level appropriate to the capacity and ability of the partners involved, as well as the
resources available, is key to a good experience. Cost estimates for each alternative
have been omitted, since many different permutations are possible; detailed financial
evaluation should, of course, precede any action taken on these or any other
investments. Our recommended choices are shaded yellow.
As the chart reveals, the experiences offered at the 26 sites can be improved at low,
medium, and high levels of intensities widely varying costs that depend on the scope of
each project implemented. Improvements are shown as additive—that is, one would
not embark on a blue or black level enhancement without also completing the work
described one or more levels down.
The table also suggests a permanent Discovery Center devoted to heritage enjoyments
as well as building a short operating train line using Engine #9 as discussed in the text
box earlier in this chapter.
Some of these projects, while exciting in their own rights, could become a magnet for
all available resources, to the extent that it would become difficult to complete any
other investments. Consequently, some may be best suited for implementation post2009. Others may be eligible for special funding sources (for example, the Engine
#9 project may be eligible for state- or federal transportation funds) or suitable for
implementation by a private sector entity under a concessionaire agreement.
36
Sites
Activities
Á
Arts District
Boreas Pass and
High Line
Breckenridge/
Backstage Theatre
Bucyrus Dredge
Edwin Carter
Museum
Chinese Laundry
Churches
Rehabilitate Fuqua,
Mikolitis and Whyte.
Consider additional
buildings to
complete the Arts
District
Activities
Activities
Funding Note
Á
plus…
landscape, tenant
and interpret
(signs) the
buildings
plus…
add additional
buildings (as many
as 8), tenant and
interpret
Add Boreas routes
plus… Add
to Golden
signage and
Horseshoe trails and
interpretation
maps
plus…
research
archaeology sites
and begin
controlled digs by
supervised
volunteers
Incorporate the
Theatre into the Arts
plus… celebrate
District through
BT's 35th season in
landscape, common
2009
signage and
pedestrian walkways
plus…
commission and
stage premier plays
based on Breck's
heritage
$510K in CIP 06-10
plus $200K for public
art 07-10
Add interpretive
signage (with limited
liability warnings)
and make part of a
'Gold Trail' tour
Conduct summary
structural analyses.
Repair roof, walls
and windows.
Landscape.
Continue talks with
Denver Museum of
Nature & Science
plus…
rehab and tenant
taxidermy shop.
Repatriate all
Carter mounts from
Denver. Replicate
and interpret the
Carter a la 1880
photos
plus…
Use
laundry gear,
Stabilize the building interpretive signs to
create diorama
visible thru window
Offer weekend tours
at Father Dyer, St.
John's and St.
Mary's
plus…
install information
and interpretive
signage at Father
Dyer, St. John's
and St. Mary's
plus…
arrange rotating
exchange exhibits
of all Carter mounts
plus…
incorporate living
history into
interpretation
plus…
add landscape and
streetscape
improvements to
link the churches
37
Sites
Activities
Colorado Mountain
College
Install information
and interpretive
signage
Activities
plus…
CMC link its
campus with
downtown
help
plus…
Plan a complement
Raise tent with
to the Welcome
Victorian facade as
Center that
temporary
introduces all
Discovery Center
Breckenridge stories
site
Discovery Center
Engine #111 and
Engine #9
plus…
Á
lay track from Town
Hall to Kingdom
In CIP $263K in 06/07
Park and begin
service
Install wayfinding
signage at Main &
Ridge
plus…
tenant and interpret
the Tin Shop
plus…
reinterpret the
Fords as 'pioneer'
pioneers and
emphasize their
roles in Colorado
history
Research Fort and
original town site
location and events
plus…
construct 'ghost'
structures of major
site features
through
BreckCorps
plus…
reconstruct the full
Fort and interpret
Change the signage
on Main Street
plus…
conduct moderate
rehabilitation
plus…
landscape the
grounds and
parking lot
Fort Mary B
OK Gaymon Cabin
Ghost Towns
(Dyersville, Lincoln City,
Parkville, Swan City,
Swandyke, etc.)
plus…
design and install
permanent exhibits
using local artifacts:
some gathered
during Repatriation
Days; some as a
start to Summit
County Archives
plus…
trade #111 for #9
and acquire
additional rolling
stock for display
Complete #111's
refurbishment and
functional upgrade
Á
Barney Ford
Museum and Tin
Shop
Funding Note
Negotiate for
Country Boy to
become the hub for
'Gold Trail' tours
(Bucyrus, Iowa Hill,
Reiling, Reliance,
Sallie Barber,
Washington, etc.)
Country Boy Mine
Á
Activities
plus…
Research towns and choose two towns
townspeople.
for additional
Prepare map and
research and
trail guide
structure 'ghost'
outlines
Golden Horseshoe
(Lost Flumes of the South
Develop and map
Swan, Reliance Dredge,
Wellington Mine, Columbine, hiking trail system
Hardwick, Jessie, One-StepOver, Peabody, Willies,
Wakefield Cabin, etc.)
Á
In CIP $232K in
09
06-
plus…
choose the one
most suitable town
for possible
reconstruction and
living history
interpretation
plus…
Create 'explorer'
programs for youth
and adults using
rented GPS units
38
Sites
Activities
Activities
Activities
Funding Note
Use as a model for
access, site
restoration and
interpretive signage
Iowa Hill
Lomax Placer Mine
plus…
Extend interpretation
extend
to include
interpretation to
surrounding land
include burro barn
Install
commemorative
Golden Horseshoes
in sidewalks
plus…
install interpretive
signs and banners
near key sites and
buildings re their
roles in Town
heritage
plus…
install
comprehensive
wayfinding system
and signage
Hire staff for public
tours to show and
explain Briggle
interior, Eberline and
Milne exteriors, and
park
plus…
make either
Eberline or Milne
interiors suitable for
tours
plus…
make both Eberline
and Milne interiors
suitable for tours
Á
Main Street and
adjacent blocks
Alice G. Milne Park
(Briggle, Eberline and Milne
Houses)
Pollack House (Clerk
and Recorder's office)
Red, White & Blue
Fire Hall and
Museum
Reiling Dredge
Rotary Snowplow
Park
Summit County
Court House
Washington Mine
and Illinois Gulch
plus…
refresh exhibitry
and tackle deferred
maintenance issues
plus…
furnish office, add
interpretive signs
Stabilize the building
and create diorama
visible thru Main
Street window
Á
In CIP $3.0M in
08
plus…
incorporate living
history into
interpretation
Enhance experience
plus…
hire
per existing grant
staff to show
application
museum to public
$55K expected
pending successful
grant application
plus…
landscape with
Stabilize and include
trails, add
in 'Gold Trail' tours
interpretive signage
and provide parking
$340K expected
pending successful
grant application
Ready Luethe Cabin
for showing 'The
High Line' film of
rotary snowplow at
work
plus…
add
exterior signage
with many photos.
Maintain winter
access
Open the
cornerstone time
capsule in 2009 the 100th
anniversary of the
courts
plus…
add
exterior signage
and interpretation
Heavily landscape
the site, expand
parking areas and
screen from the
adjacent condos
plus…
supplement the
experience with
additional
interpretation,
artifacts, animals,
etc.
06-
39
Adding Breck 150 Flavor to Existing Events
The “degree of difficulty” construct is useful for
assessing how existing events might be
enhanced by current organizers as part of the
celebration. Core ideas and their respective
degree of difficulty are shown in the chart that
follows. Note: some of these ideas received
further discussion in earlier pages.
In a similar vein, other Breckenridge experiences
and Town-sponsored services can, in some
cases, be adapted to become integral to the
heritage tourism experience. For example,
ensuring that the bus routes and other public
transportation system offerings (maps,
schedules, etc.) facilitates visitation to
Breckenridge’s heritage sites can help boost
attendance. People will use public
transportation when the hassle of using it (e.g.,
availability, comfort, and cost) is less
burdensome than the hassles avoided, including
parking.
Measuring Success
Easily obtained metrics for measuring
success include:
Hours of operation;
Number of volunteers;
Volunteer hours;
Attendance;
Membership;
Column inches of coverage;
Donations;
Cost recovery.
The Alliance can gather and maintain
baseline data for these indicators and
report achievements to Town Council
quarterly.
40
Degree of
Difficulty
Existing Events
Breck 150 Enhancement
International Snow
Sculpture
Championships
Expand the number of competition entrants and venues.
Build snow tunnels.
January
Ullr Fest
Host more extensive Ullympics. Celebrate all immigrant
populations
January
Mardi Gras
Encourage events at all in-town heritage sites
April Fool's Day and
Spring Massive
Increase the number of unusual and creative
Breckenridge events. Highlight in-town heritage sites.
Month
February/
March
April
June
through
September
Main Street
Performances
Make Breck 150 the focus of summer activities
Genuine Jazz
Celebrate the 25th anniversary in 2009. Create a jazz
salute to Fort Mary B.
June
Breckenridge Film
Festival
Adopt appropriate heritage themes to celebrate Breck
150, e.g., golden west, horse operas, etc.
June
Fourth of July
Increase the number of activities and focus on Breck 150.
Involve in-town and remote heritage sites.
July
Labor Day Weekend
Increase the number of activities and focus on Breck 150.
Involve in-town and remote heritage sites.
September
Breckenridge
Oktoberfest
Celebrate the 15th annual Oktoberfest with tours of all
heritage sites by bier wagen. Brew Breck 150 bier in
collectible bottles.
September
Lighting of
Breckenridge
Break Guinness World Record for hot chocolate
production. Consume cocoa during winter fireworks
competition.
December
Backstage Theatre
Coordinate celebration of 35th season with Breck 150.
Commission original premier theater events with heritage
themes.
December
Breckenridge Music
Festival
Coordinate celebration of 30th season with Breck 150.
Commission original premier theater events with heritage
themes.
June
through
August
National Repertory
Orchestra
Stage reunion concert series. Hold benefit concerts at
heritage sites.
June
through
August
41
New Events
New events and projects will lend cachet
to the celebration that will, for some,
provide a burst of early momentum that
will allow them to become annual
traditions with their own ability to attract
visitors and positive recognition of
Breckenridge’s charms. The list on the
following page provides estimates of the
level of difficulty inherent in producing
the events described. Again, cost
estimates for each suggestion will require
additional analysis pending decisions
regarding the scope of each project’s
implementation approach.
Funding Sources
Funding sources with potential for the
Alliance include:
Town of Breckenridge;
Philanthropists and foundations;
Local contributions;
Corporate sponsorships;
Licensing agreements;
Special events ticketing.
The Town also has the option of
dedicating a portion of an existing or
new revenue stream to the cause. For
example, an additional 1 percent
added to the existing bed tax would
increase revenues by nearly 20
percent, or about $275,000.
Similarly, an additional one-half
percent sales tax would raise about
$1.2 million annually. Although
Breckenridge’s current sales tax is less
than many other resort communities
levy, raising the levy would require
voter approval. Developing a lift ticket
tax could potentially generate
significant additional annual revenues
as well, but should be evaluated in
light of any planned price increases
proposed by Vail Resorts to offset the
costs of recent resort improvements.
General obligation debt, which does
not require voter approval, requires a
time-consuming process but offers an
attractive way to generate funds for
legacy projects. Since Breck 150 is a
one-time celebration, the precedent
effects may be manageable.
42
Degree
of
Difficulty
New Events
and Projects
All Class Reunions
Reunions are becoming very big business in the tourism market –
perhaps its sixth largest income source. Beginning in 2007, invite all
Breckenridge graduates to ‘come home’ on specific weekends from June
to September. Ask class leaders to organize different heritage activities –
rallyes, hikes, races, supervised archaeology, etc. – to ‘test’ events for the
larger year-round visitor market. Continue this 5th, 10th, 20th, etc. reunion
pattern and culminate with a giant reunion for all graduates from all
classes throughout 2009.
Perhaps an add-on to Labor Day festivities (that partly focus on the Blue
River), stage miniature dredge boat races, canoe and kayak events, etc.,
in addition to the miniature Rubber Ducks. Also, stage race contests for
zany multi-terrain ‘rubber ducks’ large enough to accommodate one
person: a water-based race; a race down Main Street; a gondola race; a
glider race from Peak 8, etc. Re-enlist the Breck Navy for goofy races in
homemade floating devices from Goose Pasture Tarn to Maggie Pond.
Blue River
BreckCorps
Burro and Oxen
Species Recovery
Food Festivals
Gold Pan
Championships
To spur building, site and environmental restoration, start a summer
program for promising (age 15 to 25) architects, engineers, craftspeople,
environmentalists, archaeologists, etc. Offer scholarships for Colorado’s
‘best.’ Start with reconstruction at Fort Mary B; organize clean-up, paintup, fix-up activities at the Carter, the Lomax, the Arts District, the Blue
River, Golden Horseshoe, etc. Over time, devote BreckCorps energies to
Engine #9 and its rails. Enlist sponsorships by local and national building
supply houses.
Beasts of burden played major roles in Breckenridge’s growth and
development. Start a retro-breeding program in collaboration with
Colorado State to recover early species variants of burros, oxen,
donkeys, beavers and the like. In controlled settings, offspring could then
re-populate public mine sites (for example, the Lomax, the Washington
and the Wellington), pull wagons (for example, in-town heritage tours),
and interact with people (for example, as summer and winter
transportation to remote heritage sites).
Mountain cooking rules-of-thumb and unusual pioneer fare are often
mentioned in accounts of Breckenridge’s early years. Gather the recipes
of the native Utes; examine Barney Ford’s menus, etc. Compile
cookbooks, organize cook-offs and sponsor eating contests showcasing
native species, recipes, high-altitude cooking, and traditional foods of
natives and immigrants. Reprise Ford’s Chop House ‘classics.’ Develop
signature and themed drinks to accompany meals. Partner with local
restaurants in Bite of Breck.
It’s said that 95% of the gold is ‘still out there.’ Invite residents and
visitors to help find it during Spring Massive, the Fourth of July, Main
Street Performances, Labor Day and Oktoberfest. Select likely sites –
especially sites needing controlled geological research. Recruit expert
‘panners’ as teachers. Start an annual gold panning championship with
entry fees to benefit Breck 150. Arrive at the sites via burros. Award
trophies replicating Tom's Baby. Mass-market the sale of Tom’s Baby
mock-ups.
43
Degree
of
Difficulty
New Events
and Projects
International
Fireworks
Competition
Mineral Trail
Proposed National
Heritage Area
Repatriation Days
Saloon
Tour and Guide
Scenic Byway
2nd Annual
Indigenous Native
American Games
Fireworks are a big hit anytime. Expand the Fourth of July show into a
fireworks ‘season’ with an International Fireworks Competition. Invite
professional firms and individuals – and college teams – as entrants.
Hold competitions throughout the summer (and as add-ons to the eleven
established year-round events) with a grand championship on the first
weekend after reversion to MST. (Perhaps the International Snow
Sculpture Championships are logical partners for Breck 150?) Enlist
brewers and restauranteurs as partners.
There is no question that Breckenridge’s stories – Native Americans, the
beavermen, gold, white gold, environmental restoration, etc. – are
‘nationally significant’ and, therefore, eligible for congressional
designation as a National Heritage Area. A reward? Up to $ 1 million per
year for ten years. A downside? Federal bureaucracy and regulations (a
few of which are already in place in Breckenridge). Investigate joining
Park County's existing bid to become a National Heritage Area or start
Breckenridge's own initiative.
In interviews, the consultants were told of several scattered lodes of
Breckenridge and Summit County artifacts and records that should be
given more careful archival protection. To solve the situation, it makes
sense to declare a series of ‘amnesty’ days: recover lost artifacts and
records from people who prefer to remain anonymous; re-collect publiclyowned property with offers of proper care for valuable historic items. This
is a first step in achieving a permanent Summit County Archives outlined
below.
Several interviewees and public meeting attendees longed for a return to
earlier, less formal Breckenridge traditions: skirt days; ‘No Man’s Land’
events; the ‘Kingdom of Breckenridge’ day, oysters, etc. One recurring
idea was a Saloon Tour and Guide of Breck’s ‘oldest,’ ‘best,’ ‘most
raucous,’ ‘most out-of-the-way’ and secret watering spots. Therefore,
reinstitute the 1980s progressive pub crawl nights for residents and
visitors. Include an itinerary and menus in official Breck guides. Highlight
the crawl during all Town-sponsored events.
Much of the view-from-the-road between I-70 and Fairplay is scenic – but
it could benefit from right-of-way enhancements, planting, properly
coordinated signage, and a degree of protection. One solution is to
initiate a move toward National Scenic Byway designations from US DOT,
CDOT, NFS, and NPS. Make Breckenridge’s entries more appealing to
visitors. Work with Summit County and neighboring communities to
designate Highway 9 as a National Scenic Byway between Frisco and
Fairplay.
The 1st Annual Indigenous Native American Games – an Olympics-style
celebration of aboriginal and home-grown sports and games – will be
staged in Vancouver in the summer of 2008. As of now, there is no followup planned. Therefore, vie for staging the 2nd annual INAG in
Breckenridge and claim the event as Breckenridge's annual salute to
native North Americans and the Utes. Treat INAG as a potentially
permanent addition to the schedule of eleven existing Town and Breck
150 sponsored events.
44
Degree
of
Difficulty
New Events
and Projects
Summit County
Archives and
Genealogy Center
Tours de Breck
Town Character
Legacy Grants and
Loans
Transportation
Round-up
As an end game for Repatriation Days (above) – and as suggested by
more than a few interviewees – plan and develop a permanent home for
Breckenridge and Summit County Archives. This longer-range Breck 150
legacy project would accept artifact donations, gifts and loans to ensure
permanent and proper display, provenance and care. In many small
towns – particularly those with a rich history like Breckenridge’s – a
Genealogy Center is a good, multi-day tourism draw. Plan the Archives
as part of the Discovery Center.
Breckenridge is established as a year-round outdoor recreation mecca –
mostly for individual pursuits: skiing; hiking; golf, and the list goes on.
Build on the few group events – 5K walks and runs, bike races, Rubber
Duck races, etc. Organize a series of international competitions with
attractive prizes for hiking, biking, running, skiing, skating, ice sailing,
para-boarding, snowboarding, sledding, stage coach driving, dogsledding,
oxen and burro tows, and other events. Add Tours de Breck to each
Town-sponsored event.
Breck has done a great job in building and maintaining its character as ‘a
real town.’ More can be done. Start an annual ‘then-and-now’ photo
exhibit of the town's most notable buildings, sites, etc. Jury the entries for
number of mentions and importance to town character. Then, declare
Breckenridge's ‘9 most endangered’ sites. Award these nine with offers
of façade improvement loans, grants or property tax breaks for certified
historic rehabilitation and site improvements – with a 50% match required
by the owner.
Celebrate different transportation modes that opened Breckenridge to the
outside world. Inaugurate annual rallyes and parades on period skis, in
stage coaches, via ox and mule teams, in vintage 1929 (for example) cars
and trucks, rail cars, etc. Charge for the privilege of riding along with the
‘drivers.’ Invite classic car and truck enthusiasts to drive (and race) 1909,
1939, 1949, etc. vehicles. Plan different events to coincide with Ullr Fest,
the Spring Massive, Main Street Performances, Labor Day, the Film
Festival, and Oktoberfest. Note: This concept could accompany the
celebration of returning Engine #9 to Breckenridge.
45
Breck 150 Board Composition, Budget and Activity Schedule
Assembling a group with the capacity to develop a work program, form partnerships,
identify funding sources, convene the many stakeholder groups necessary for success,
and sustain energy and momentum over an intense three-year period will be key to
success. In addition to distinguished honorary co-chairs and prominent local citizens,
the board should include people who represent:

Elected officials;
Tourism (BRC);
Economic development (BEDAC);
Hospitality businesses (lodging, restaurants, retail, etc.);
Vail Resorts and other attractions;
Organizations running existing events, programs, and sites;
Preservation interests.
Breck 150 Budget
Anticipating implementation proceeding according to the schedule detailed on the
following pages suggests that the budget below will meet the organization’s need over
the first 17 months of operation depending upon the scale of operation decided upon
by the Alliance Board. Of course, a smaller operation is possible and could still
produce impressive results with the right staff. The recommended budget totals about
$100,000 in start up costs and just under $500,000 in annual expenditures once staff
is on board. At the end of that period, the organization will determine what events are
feasible to pursue and what to eliminate from further consideration to help finalize
both revenue and investment expectations.
46
Preliminary Expenditures Estimates
2006
2007
(September (Partial Year
Staff
-December)
Salaries)
Executive Director
$
75,000
Administrative Assistant
27,000
Projects Manager
34,000
Events Manager
Communications Manager
Fundraising Manager
45,000
Chief Financial Officer
30,000
BreckCorps Coordinator
34,000
Interns (1)
22,000
Benefits @ 30%
80,100
Sub-Total
$
347,100
Operations
Maintenance and Utilities
$
4,000
Recruitment/Relocation Costs
15,000
Legal, Accounting
15,000
Image and Identity
10,000
Conferences and Travel
2,500
Entertainment
1,000
Printing
2,000
Board Retreats
18,000
Office Equipment/Computers
35,000
Phone, Internet, Postage, etc.
2,500
Miscellaneous Assistance
5,000
Sub-Total $ 110,000
$
15,000
15,000
35,000
149,500
TOTAL
$
496,600
$ 110,000
$
At Full
Salaries
$
75,000
35,000
45,000
45,000
45,000
60,000
40,000
45,000
66,000
114,000
$ 570,000
12,000
15,000
15,000
15,000
7,500
20,000
Note: After the compilation of the above budget estimates, the Alliance adopted a
budget totaling about $50,000 for the final two months of 2006 and about
$310,000 for 2007.
47
May
7
8
9
10 11 12 13 14 15 16 17
December
April
6
November
March
5
October
February
September
January
4
August
December
3
July
November
2
June
October
month: 1
Hold Quiet Conversations with Key Individuals and Organizations
Recruit and Name the Honorary Co-Chairs and Board Members
Draft Bylaws, Articles of Incorporation, 501c3 Application
Hire Professionals to Design Logo, Consult on Name
Board Retreat I: Elect Officers, Approve Mission, Budget & ED search
Approve bylaws, Articles of Incorporation, 501c3 Application
Ready OK Gammon Cabin for Occupancy
Proclaim Breck 150 in Ceremony with Mayor and Governor
Launch Search for Executive Director (see attached job description)
Scheduled Board Meetings
Interview and Hire Executive Director
Board Retreat II: Early Ask Tasks, Committee Assignments, Goals
Executive Director/Board Information Sessions
Convene Events Coordination Summit
Convene Fundraising/Sponsorship Coordination Working Group
Convene Partners' Cabinet
Calendar Coordination
Update TOB, Citizens/Stakeholders via Presentations, e-Newsletters
Board Retreat III: Select Viable Projects and Partners
Begin Marketing, PR, Web and Communications Planning
Begin Implementation Staffing Plan for 2008
2007
September
Organization Calendar
August
2006
48
May
7
8
9
10 11 12 13 14 15 16 17
December
April
6
November
March
5
October
February
September
January
4
August
December
3
July
November
2
June
October
month: 1
2007
September
August
2006
Progress Review: Sites, Events and Organizations
Arts District
Breckenridge/Backstage Theatre
Edwin Carter Museum
Chinese Laundry
Churches
Country Boy Mine
Discovery Center
Engine #111 and Engine #9
Barney Ford Museum and Tin Shop
Fort Mary B
OK Gaymon Cabin
Ghost Towns
Golden Horseshoe
Lomax Placer Mine
Main Street and adjacent blocks
Alice G. Milne Park (Briggle, Eberline and Milne Houses)
Pollack House (Clerk and Recorder's office)
Reiling Dredge
49
May
7
8
9
10 11 12 13 14 15 16 17
December
April
6
November
March
5
October
February
September
January
4
August
December
3
July
November
2
June
October
month: 1
2007
September
August
2006
Existing Events
Breckenridge Film Festival
Breckenridge Music Festival
Budweiser Int'l Snow Sculpture Championships
Octoberfest
Ullr Fest
New Events and Projects
All Class Reunions
Blue River
BreckCorps
Burro and Oxen Species Recovery
Food Festivals
Gold Pan Championships
International Fireworks Competition
International Skywriting Arts Championships
Repatriation Days
Saloon Tour and Guide
Tours de Breck
Town Character Legacy Grants and Loans
Transportation Round-up
50
For a rough back-of-the-envelope determination of whether this expenditure is likely to be
recouped, consider that:
The 2003 Longwoods survey data reveals that heritage travelers to Colorado spent $355
per person per stay without correcting for season, activity or destination;
Of that $355, 18 percent was for transportation, leaving $291 to be spent locally;
If Breckenridge’s heritage tourism experience delivery system (without regard for where
dollars originate) spends, say, several million on Breck 150 (again, assuming no
sponsorships, earned income, partner spending, fees or tax revenues), an additional
10,000 or so visitors will be required to inject an equivalent amount back into the local
economy—before accounting for any multiplier effects, future motivated visitation or any
additional expenditures by visitors who would have traveled to Breckenridge anyway;
As an example of what might be required to recover an investment in Breck 150 on the
order of several million dollars (setting aside the question of funding sources), it’s
illustrative to examine the link between visitation and tax revenues. From a tax collection
perspective, if we assume a weighted average levy of 7 percent (lodging tax will be higher
but sales tax will be lower) incremental Breck 150-attributable visitation at the above
spending levels would have to total about 150,000 people for the several million to be
replaced in public coffers: 150,000 x $291 x 7% = $3,055,500. If achieved, 150,000
additional visits is well within the range of a 10 percent to 15 percent visitation increase
deemed desirable at the outset of this assignment. Again, this investment assumes neither
multiplier effects, nor subsequent year visitation impacts, nor additional spending by premotivated visitors.
51
7. Marketing Breck’s
Heritage
With easy Interstate access and reasonable proximity to an airport offering international
service, Breckenridge ranks among the most accessible destinations offering its unusual blend
of world-class recreational opportunities in an authentic town setting. Nonetheless, visiting
Breckenridge requires deliberate effort and willingness to surmount the usual barriers to
travel—distance, time, cost, and hassle. The visitors’ motivation? The promise of Breck’s
distinctive mix: creative people enjoying their vibrant lifestyles in a scenic place steeped in
culture and heritage…“A Real Town. Friends Welcome.”™
Unfortunately, destination marketing has led to advertising and other communications
vehicles that bleat with numbing sameness: similar messages, artwork, copy, attitude, target,
promise, appearance, and atmosphere. They emphasize products, usually touting diversity as
a way to appeal to the broadest possible audience. BRC, Vail Resorts, and other major Town
tourism industry players work hard to avoid this bland trap and to tap into what makes
Breckenridge distinctive: its history, character, and how that legacy is expressed in the way of
life.
Rather than a litany of products and attributes, Breck 150 and Breckenridge’s heritage offers
a way to spark an emotional connection between people (residents and visitors) and place
(townscape and mountainside) that capitalizes on attributes shared by the Town’s denizens
past and present as well as its landscape:
Natural and down-to-earth;
Discerning, yet unpretentious;
Friendly and spontaneous;
Genuine and witty.
52
Capitalizing on emotional connections to heritage as a strategy for long-term repeat visitation
makes particular sense for Breckenridge, where a demographic gap exists between young
recreational enthusiasts and the older moneyed set. Breckenridge works best as a destination
for people who are either pre- or post-nest. Regardless, they are well educated, appreciate
the natural environment, and value (or want to believe they value) unexpected and unusual
experiences in places they can congratulate themselves for appreciating.
Obviously, baby boomers entering the empty nester years who have the time, money and
adventuresome spirit needed to explore destinations off the beaten path—especially unusual,
unspoiled, authentic places—while still reasonably fit, epitomize one end of the market.
Other desirable, capturable segments include:
VFRs (visiting friends and relatives) and the coming home crowd, regardless of where in
Colorado they’re bound;
Small groups of young urban professionals living within a two hour flight of Denver who
want to recapture past athletic glory during daylight hours and party with friends at night
(but are turned-off by ersatz ski villages);
Affinity groups with a pre-established connection to any Breckenridge heritage story or
experience;
Small meetings and conventions looking for quality spousal activity options and/or notthe-usual locations, from corporate retreats to motorcycle rallies;
Imaginative travel houses and corporate planners.
The Alliance’s marketing efforts will be closely coordinated with the Breckenridge Resort
Chamber. Keeping in mind the adage to avoid marketing before the visitor experience is
available, the Alliance should work towards a tool kit of communications pieces and
strategies addressing:
Internet Presence—using the web—rapidly becoming travelers’ preferred means of gathering
information, choosing a destination, developing itineraries, and booking services—to intrigue
and attract visitors…
User-friendly site, with a memorable address, logical and flexible layout, pleasing
graphics, few advertisements or pop-ups, quick-loading pages, an internal search
function, and a site map;
Accurate and timely content, with frequently updated pages, regular additions of new
materials, visible publication dates, and judicious use of other media ranging from sound
files to downloadable jpegs and PDFs;
Clear information and behavioral objectives , with relevant information (interpretive,
event-based, site-driven, planning-focused) that complements materials available through
other channels and the visitor experience itself;
Secure and useful visitor interface for transactions, referrals to booking sites, email/personal data collection regimes, and compliance with third party standard-bearers.
53
Specialized information for key audiences, e.g., international visitors, media, event
participants, etc.
Public Relations—getting the message out through third parties via articles on events…
Press kits about Breck 150 and Breckenridge’s heritage offerings;
Contact lists of media personnel, including print and electronic journalists, travel writers
and editors, producers for electronic channels (radio, TV, internet), etc.;
Public relations as a cost-effective way to get your message out via the media. Third-party
reporting often provides more credibility and creates additional angles to “sell the
Breckenridge story” with articles on people, events, buildings, food or new activities;
Press releases for key events;
An electronic photo library;
A speaker’s bureau;
Educational and FAM tours for travel writers, tour operators, potential sponsors, etc.
Community Outreach—gaining local support…
Tours for local officials, concierges, hotel meetings managers, etc.;
Events for Breckenridge citizens to build enthusiasm and attract volunteers;
Links to schools to attract kids’ interest;
Open house day at the attractions;
Pre-produced public service announcements—short spots on radio and television that are
free to nonprofit organizations—to publicize special events.
Advertising—paying for exposure…
Print and consumer advertising pitched and scaled to specific audiences and purposes
(consumer versus trade, co-op versus stand-alone, etc.) and deployed as part of an
organized campaign, not an occasional salvo;
Graphic vocabulary (logo, color scheme, etc.) carried through stationery, web site,
collateral materials, etc.
Information Tools—helping people help themselves…
Print brochure families designed to do double- and triple-duty (guide visitors, attract
publicity, populate racks and press kits, distribute at trade shows, etc.) with one general
and multiple specialty (topic specific, walking/driving tours, etc.) versions as needed;
A comprehensive visitor services directory directing people to places to eat, sleep, and
shop;
A group services directory describing special arrangements and discounts for organized
tours, contacts, pricing information, and itineraries by topic, length, season, etc.
54
In addition to coordinating with BRC, the Alliance should also take advantage of the
Colorado Tourism Office’s activities supporting heritage tourism. For example, the Alliance
can coordinate its participation at travel industry shows and consumer trade shows to
minimize expenses for travel, staffing, booths, etc. Similarly, full-time CTO staff pursue
marketing opportunities in England, France, Germany, and other overseas markets with
affinity for Colorado. The chart below shows key elements of CTO’s current heritage tourism
development strategy, which has been organized into six activity clusters. As the last column
shows, Breck 150 is consistent with the state’s objectives for heritage tourism… and in several
cases, the Town is ahead of the pack!
Cluster
Heritage Products
and Experiences
Marketing and
Communications
Information and
Visitor Services
Infrastructure
Significance
Heritage assets appeal to
visitors and residents,
increasing support for
preservation and
conservation.
Marketing and
communications provide
visitors with information to
attract them and create
brand identity.
Challenges
Strategies
Comports
with BHA
Goals and
Responsib
ilities
Colorado Tourism Office Strategic Plan for Enhancing Heritage Tourism
Treat Place as Product
D
Advance Resource Protection Awareness
D
Define Travel Regions to Reflect Traveler Behavior/Existing
Alliances
NA
Balancing tourism with resource
management, community capacity
Add Interpretation and Itineraries to Colorado.com
and stewardship needs.
D
Strengthen Emerging Products and Experiences
D
Establish State-wide Quality Standards and Support
Aspirants
NA
Treat Existing Colorado Visitors as a Target Market
D
Market Heritage Tourism to Colorado Residents
D
Heritage tourists, sophisticated
Focus on Electronic and On-line Media
about information sources,
eschew usual marketing channels. Seek Public Relations and Editorial Coverage
D
D
Create Consistent Graphic Identity
D
Partner with Private Sector Hospitality Providers
D
Improve Local Data Collection
D
Develop Measurement Tools
D
Create Information Distribution Channels
D
Establishing and maintaining data
Quality visitor services mean
collection systems and addressing Help Heritage Sites Collect Better Data
repeat trips and referrals.
visitor service gaps often take a
Use Data to Assess Marketing Tactics
Reliable visitor data helps
back seat to coping with urgent
Revise State Highway Map as Visitor Information Tool
target programmatic efforts.
issues.
D
D
NA
Provide Training for Front-line Hospitality Workers
Government
Relations
Government bodies at all
levels—local, state and
federal—are existing or
potential partners.
Funding
Creative sources exist to fund
Securing dedicated funding has
heritage tourism
challenged the tourism industry.
development.
Organizations
State and local officials do not
always view heritage tourism as
economic development.
Upgrade Highway Signage for Visitor Wayfinding
NA
Enhance Visitor Centers with Interpretive Facilities
Already Done!
Advance Heritage Tourism with Elected Officials
Already Done!
Convey Heritage Tourism’s Value in User-Friendly Terms
Integrate Heritage into Local Government Functions
D
Already Done!
Strengthen Partnerships w Federal/State Agencies
D
Leverage Existing/Underutilized Funding Sources
D
Identify and Develop New Funding Sources
D
Convene Industry and Provide Info Clearinghouse
D
Implementation requires a
Heritage groups often face more Promote Regional Product and Marketing Initiatives
commitment to staff and fund capacity, funding, marketing, and
Create Heritage Tourism Industry Roundtable
the Heritage Tourism
access issues than their tourism
Adopt an MOU to Formalize Partnerships
Program.
peers.
Strengthen Heritage Tourism Organizations
D
Already Done!
D
D
55
8. Breck 150 and Beyond:
Improving the Heritage Experience
Breckenridge suffers from an extraordinary paradox: while millions of tourists from around
the region, continent, and globe visit the community each year (often attracted by the
authentic town experience it offers), virtually all heritage organizations, historic sites as well as
museums, performance ensembles, and other cultural institutions are chronically challenged,
sometimes critically, both from a financial and staffing standpoint. Philanthropic and public
sector sources of support feel the stress too, finding themselves overwhelmed by so many
worthy requests for help that not all can be accommodated.
Breckenridge’s collective capacity to provide a heritage experience reflects difficulties
experienced by individual sites and organizations, as well as the system’s ability to attract
heritage travelers. Using Breck 150 as a springboard to long-term stability among
Breckenridge’s heritage tourism providers means identifying ways in which it can help redress
both categories of issues.
Issues Shaping Sites’ Ability to Deliver Heritage Tourism Experiences
With eyes firmly on the goal of providing an outstanding, high-quality heritage experience,
sites and organizations often become frustrated when day-to-day challenges overcome their
ability to fulfill their own and others’ expectations. This section examines several impediments
to providing heritage tourism experiences that are affecting sites in Breckenridge and how the
Breck 150 umbrella organization can help alleviate them.
56
Financial Stability and Fundraising
In Breckenridge, most heritage sites offer free- or
low-cost admissions, depend on volunteer or parttime staff, and operate in an environment where the
permanent population is small. Furthermore, these
permanent residents often must balance ties to
other local institutions, organizations, their careers
and families. Most local non-profits also lack the
cash or the manpower to launch any significant
earned income initiatives; museum stores, for
example are expensive to build, stock, maintain,
and staff. Almost without exception, Breckenridge’s
heritage sites devote enormous effort to the daily
imperative to pinch pennies and stay solvent.
Capacity Issues of Note
Capacity issues affecting the delivery of a
quality heritage tourism experience in
Breckenridge fall into two categories.
Issues Affecting Sites’ Capacities
Financial Stability and Fundraising
Interpretation
Marketing
Consequently, financial security and effective
Staffing, Management, and
annual or capital fundraising remains elusive
Maintenance
despite all good intentions. It’s tempting to be
overly optimistic when considering a new offering…
Issues Affecting the System’s Capacity
“surely now our audiences and supporters will
Community Awareness
understand the wonderful things we do and come
through with the money!” And in the struggle for
Hospitality Skills
simple survival, it’s difficult to put together a realistic
Financial Resources
plan for the future. But with the Town of
Partnerships
Breckenridge taking a closer look at how it supports
heritage organizations and sites, it becomes
Resort Economy Dynamics
increasingly important that each site balance
Outreach (Marketing, PR, etc.) and
attention to its mission while also ensuring secure
Brand Identity
financial footing. Excessive focus on financial
matters can squelch creativity, but lack of attention
can sink an organization quickly; balance offers a means to focus priorities.
How the Alliance Can Help: Affiliation with an umbrella organization enables Breckenridge’s
heritage sites to share:
Costs for shared services, including specialized staff, insurance, marketing, etc.;
Data for decision-making, including benchmarking;
Administrative burdens associated with joint efforts, including events;
Coordinated local fund-raising (and scheduling) to avoid campaign overlap;
Vehicle for fund-raising on a national scale.
Economies of scale can be brought to bear on many overlapping, time-consuming, and
costly functions through use of a single umbrella organization such as the Alliance.
57
Interpretation
Interpretive planning drives the visitor experience. In Breckenridge—with so many
possibilities—interpretation entails editing and distilling information to help visitors achieve a
state of flow, where they become so absorbed and engaged that they experience enjoyable
learning. (When institutions present content that bounces rapidly from one subject to another
without context or transitions, the spell breaks. When visitors snap out of the zone, they return
to the role of experience consumers and become, accordingly, judgmental.)
Right now, the experience available at Breckenridge’s heritage assets reflects each site’s
struggle to both:
Introduce visitors to the region’s major story lines and characters—the “core fact set”—
from the finer points of placer mining to Father Dyer to champion snowboarder Steve
Fisher;
Fulfill the promise of stories associated with a particular site, whether for their significance
as distinct people and places or for the way they illustrate larger truths.
Now that the Breckenridge Welcome Center has opened its doors, the heritage sites are free
to focus on whatever lends them distinction using whatever means makes them most
compelling as visitor experiences. Goodness of fit, between site and story, along with passion
for both makes for memorable visitor experiences where people enjoy a sense of discovery as
they fit together prior knowledge, pieces of the ”core fact set” and the materials at hand.
How the Alliance Can Help: Affiliation with an umbrella organization enables Breckenridge’s
heritage sites to:
Coordinate the distribution of themes, story lines, special events, and exhibits, etc., so that
the whole adds up to a coherent experience;
Develop a concise brochure outlining Breckenridge’s history—the “core fact set”—that
demonstrates high production values, features quality content and can be distributed to
visitors at different locations around town, including the Welcome Center, hospitality
businesses, heritage attractions, etc.
Ensure that every institution understands the role it and other institutions play in a
comprehensive story of Breckenridge;
Broker the exchange of artifacts and other resources such that they rest in the most
appropriate hands;
Identify additional funding sources with affinity for particular themes.
Currently, it is rare for a visitor to grasp the fascinating “core fact set” of Breckenridge, then
and now: Utes; gold; mining techniques; human hardships and ingenuity; transportation;
rapscallions and Father Dyer; boom/bust cycles; white gold; environmental restoration, etc.
Thoughtful parsing and alignment of the stories among existing (and new) sites—along with
the short history brochure—help build understanding of how Breckinridge became
Breckenridge and fosters allegiance too!
58
Marketing
Getting the word out about Breckenridge’s heritage offerings is essential to both build local
support and attract the wider audiences necessary to ensure the community’s ongoing
financial stability. Marketing is more than a brochure; it’s all forms of communication to all
intended and accidental audiences.
How the Alliance Can Help: By representing all heritage attractions as their principal agent
with BRC, the Alliance can better broker a unified approach to marketing, including:
Graphic vocabulary;
Integrated map and guide;
Short history brochure;
Central contact information point;
Branding and logo coordination;
Development of a common website.
Streamlining the communications regime also facilitates cross-marketing between things to
see and do, places to eat, sleep, and shop. Web sites, in particular, are a cost-effective way
to expose potential visitors (and re-introduce past guests) to the range of experience
Breckenridge offers and direct them to the tools they need to act on the urge to visit and
commit by booking lodging and buying tickets. A good web site also enables the various
visitor segments expressing interest in Breckenridge to hone in on information of particular
interest. Now that web sites have become the most popular travel research tool, they’re
obligatory. Moreover, a poor web site spawns doubts about the entire visitor experience, a
good one is a promise of quality visitor service and hospitality to travelers representing a wide
array of interests.
For example, tourism (and other) Web sites are beginning to allow users to customize their
initial searches in multiple languages—French, German, Japanese, Spanish, etc.—as well as
by the users’ home bases—Breckenridge residents, Front Rangers, visitors from eastern or
western states, those arriving by air or driving, foreign visitors, etc. This allows a high degree
of specialization: does the visitor seek recreation only? What are opportunities for heritage
adventure add-ons to a recreation-based stay? This level of customization is inviting, friendly,
and useful (for both the visitor and the Web’s information mine). The resulting visitor
package may be quite different for someone from New York or Mexico City or Geneva; the
contact point, graphic vocabulary, logo, and maps remain the same.
Staffing, Management, and Maintenance
Any centralized staffing and management function increases economies of scale for all.
Unpredictable operating hours, ADA-compliance, climate control, and physical capacity limits
all impinge on each site’s ability to optimize attendance.
How the Alliance Can Help: The Alliance is uniquely positioned to deliver these efficiencies
to all participating heritage and cultural institutions as well as others in the tourism realm.
Shared staffing and management may make sense for:
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Purchasing goods and services, including insurance;
Paid staff, docent-sharing, and volunteer training and coordination to ensure consistent
hours of operation and interpretive messages;
Shared maintenance and emergency staff during all seasons;
Shuttle transportation between the sites, with driver/docent making schedule presentations
open to all. An intra-site shuttle might be implemented by re-purposing the Town Trolley
and/or reorganizing the routes of existing public transportation services to ensure that
visitors can gain access to remote sites, such as the Reiling Dredge.
Other prime visitor destinations—Annapolis, Savannah, Montreal—use their tourist transit
systems to link key sites. The transit driver delivers a progressive commentary on the “who,”
“what,” and “why.” The best drivers continue the patter while also answering individual
questions, following published schedules, and doing double-duty as site docents.
Long Range Site-Specific Improvements
Edwin Carter House
Improvements
Invest in the site’s landscaping, keeping
the weeds and mud that detract from its
mountain meadow aesthetic at bay
Upgrade alleyway to become pedestrian
link to Arts District and Barney Ford
House Museum
Renovate shed for use as work/sell space
for taxidermy artist
Convert attic to office space
Relocate mineral, photo, and other offpoint artifacts to Discovery Center.
Return original Carter exhibit from its
current Denver location to make Carter
Museum fully “Carter”
Visitor Experience
Edwin Carter’s unique home interior as it might have been during his lifetime.
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Barney Ford Museum and Tin Shop
Improvements
Recreate late 19th century restaurant
kitchen
Expand interpretation to encompass Mrs.
Ford, the couple’s life outside (and
before) Breckenridge, and late 19th
century race relations on the frontier
Increase visibility from Main Street
Improve nexus between temporary exhibits
and Fords’ stories
Visitor Experience:
Docent-guided tours deliver clear value-added experience over self-guided tours.
Lomax Mine
Improvements
Analyze feasibility of year ‘round visitor
access
Complete and populate the donkey barn
Refurbish each building to reflect its
original intended uses
Identify exhibits that enable visitors to
understand the human and mechanical
strength necessary to operate a placer
mine.
Visitor Experience
Contrast miners’ daily life and society with that experienced by nearby townspeople, e.g.,
residents of the three Milne Park houses.
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Washington Mine
Improvements
Secure artifacts and site
Interpret life of independent miners
working alone or in very small groups
Negotiate with adjacent property owners
for group tour drop off/pickup space
Illuminate mechanical processes used to
extract, crush, and transport products and
waste materials
Develop staging area for group assembly
and orientation
Visitor Experience
Contrast the experience of the lone hard rock miner with that of the camp-based
experience at Lomax (placer mining) and Reiling Dredge. In turn, contrast that with life at
the Briggle House.
Briggle, Eberline, and Milne Houses
Improvements
Coordinated interpretation, hours of
operation, etc.
Use the original families different social
and economic status to explore late 19th
century town life
Create true-to-life landscapes, e.g.,
kitchen gardens, chicken coop, etc.
Upgrade utilities to enable year ‘round
visitation
Visitor Experience
Town life at different social and economic strata and/or during different eras.
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Improvements
Outfit Luethe Cabin to show films,
demonstrating rotary snowplow in action
Maintain year ‘round visitor access
Identify new exhibit techniques to convey
the majesty of the rotary snowplow’s
power, e.g., sound recordings, blasts of
colored fog, vibrating floor, etc.
Visitor Experience Awe at what it takes to manage and work through winter before modern
snow removal equipment and techniques.
Improving the Heritage Tourism Experience Delivery System
Quite apart from the attractions themselves, the tourism trade depends upon many actors
fulfilling numerous functions. For all of these factors affecting the system, it will be essential
for the Alliance and BRC to work hand-in-hand, often in conjunction with Vail Resorts, the
Town of Breckenridge, and other players. Factors affecting the system include:
Community Awareness—resident support for and appreciation of the role tourism plays in
the local economy, achieved through regular Town Council updates, press coverage, and
business-to-business trade. Coordination of Breckenridge’s assets under the Alliance
umbrella delivers efficiencies that, in turn, give citizens confidence that public and not-forprofit dollars are being used wisely;
Hospitality Skills—curmudgeons lay low in Breckenridge. Nonetheless, hospitality goes
beyond friendly neighbors and front desk staff’s ability’s to register guests. Breckenridge’s
representatives need the knowledge and tools to cross-market all area events and
attractions, including the heritage offerings managed by the Alliance. The Alliance can
prepare information kits, training sessions, secret shopper reconnaissance, and other
support to ensure Breckenridge always puts its best foot forward;
Financial Resources—dependence on bed tax revenues means that any occupied room
delivers dollars to the entire system. With their wealth and documented spending habits,
heritage travelers benefit all Breckenridge tourism players. This fact must be made a part
of any public awareness program;
Partnerships—coordination enriches all visitor experiences, whether overtly (as in joint
product development) or invisibly (as in comprehensive maps and guides). The Alliance’s
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role in wrangling diverse heritage attractions and brokering their partnerships smoothes
the way to better tourism experience delivery;
Resort Economy Dynamics—The seasonal ebb and flow of visitors (and hence local
spending) puts pressure on business operators and makes for an uneven revenue stream.
Heritage travelers will help to reduce Breckenridge’s seasonality;
Outreach (Marketing, PR, etc.) and Brand Identity—Breckenridge has already established a
strong brand identity as a premier year ‘round recreation destination, close by an authentic
town, with appeal to visitors of all ages and fitness levels. The Alliance’s emphasis on
heritage helps balance audience impressions of Breckenridge as a ski/bike/beer capital and
thus reinforces BRC’s message: “A Real Town. Friends Welcome.”™
Managing the Alliance’s roles in being a catalyst and enhancing heritage sites calls for
outstanding staff capabilities. Hiring the right Executive Director with the proper skill set is
critical to the success of the Breckenridge and the Alliance’s heritage tourism program. The
Executive Director:
Works closely with the Board of Directors, the partners, and vendors to create and sustain
the corporation;
Creates and monitors management, strategic, and activity plans in collaboration with the
Board, the partners, and vendors;
Develops and leads aggressive fund raising strategies to support the Alliance and its
activities;
Manages various budgets and administers the development, application, negotiations,
conduct, and evaluation of grants, loans, and vendor contracts;
Secures the participation of visitor service providers and suppliers, the tourism industry,
educational institutions, cultural organizations, and annual events vendors;
Leads development of marketing and communications strategies and materials that link
the partners and the vendors to entice more visitors;
Stimulates the cultural, environmental, heritage, and economic development community
in support of Breckenridge’s image and brand;
Expands the number of year ‘round and seasonal stakeholders;
Directs and facilitates the collaboration, uniformity, and standards of operation of the
visitor experience offered by partners and vendors;
Identifies, encourages, and coordinates programs for additional heritage activities by
local, regional, state, national, and international groups whose activities are
complementary to the corporation;
Devises a strong plan to enhance Breck 150’s relations with and participation in
community life and community development;
Prepares an annual report on the progress, accomplishments, services, and benefits of the
corporation;
Provides staff support to the Board including preparation of agendas, reports, notices,
and records of meetings;
Provides staff support for the corporation’s committees and subcommittees including
preparation of agendas, reports, notices, and records of meetings;
Performs additional duties as directed by the Board.
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9. Onward to 2009
Linking Breckenridge’s 150th birthday party to its heritage tourism economy is a pragmatic
way to develop and market engaging heritage experiences… starting right now!
Breckenridge’s townscape, festivals, and traditional celebrations attest to the pride local
people take in their home. Heritage tourism gives Breckenridge more ways to help people
appreciate why this community is so beloved… improving the economy by bolstering the
Town’s community character and upholding its vision.
65
Acknowledgements
During the course of this assignment, the consultants drew upon the fine work of others,
including the following studies, policy documents, histories, and other resource materials:
BBC Research & Consulting, Breckenridge Economic Base and Strategy Analysis (2001);
BBC Research & Consulting, The Town of Breckenridge Retail Market Analysis (2001);
Breckenridge Economic Development Advisory Committee (BEDAC), (meeting minutes, memos, backgrounders,
etc.);
Breckenridge Resort Chamber (BRC), Annual Report (2005), The Rich History of Breckenridge (2001), Pioneers
Helped Build the Breckenridge You See Today (2002), Colorful Characters of Breckenridge’s Past (2003) (also,
historic timelines, maps, user guides, media guides, event schedules, marketing brochures, etc.);
Civitas, Breckenridge Riverwalk Improvements (2002);
Design Workshop, Breckenridge Riverwalk Extension (2006);
Donaldson, Susan, Summit’s Courthouse (2000);
Dudick Publishing, Inc. (vacation planners for several years, etc);
Fiester, Mark, Blasted Beloved Breckenridge, Weber’s Books & Drawings (1973);
Fountain, Bill, Mining on the Swan and the Great Flume (2006);
Fountain, Bill, Ben Stanley Revett and the Dredge Boats of the Swan (2006);
Fountain, Bill, Swandyke: Boom & Bust to Dust (2006);
Gilliland, Mary Ellen, Breckenridge! Alpenrose Press (1988);
Gilliland, Mary Ellen, The New Summit Hiker and Ski Touring Guide, Alpenrose Press (2002);
Leeds School of Business, University of Colorado, Breckenridge Tourism: A Strategic Marketing Plan (2003);
National Repertory Orchestra, The Story of the National Repertory Orchestra (2005 CD) (also schedules,
program guides, etc.);
PKF Consulting, Analysis of the Economic Feasibility of a Proposed Hotel and Conference Center (2001);
Pritchard, Sandra, Roadside Summit: The Human Landscape, Summit Historical Society (1992);
Pritchard, Sandra, Roadside Summit: A Natural Landscape, Summit Historical Society (1988);
66
RRC Associates, The Breckenridge Marketing Vision Plan (2005);
Saddle Rock Society, Annual Report (2005);
Smith and Associates, Facilities Needs Assessment and Preliminary Plans (2003);
Spin, Marketing Plan Outline (2005);
Stewart Associates, The Reiling Gold Dredge (2001);
Summit Historical Society, Annual Report (2005), Historic District Walking Tour (1998), Photo Descriptions in the
Carter Museum (1997) (also brochures, events calendars, memos, meeting agenda and minutes, etc.);
Harry Teague Architects, The Arts District of Breckenridge (2004);
Town of Breckenridge, 2005 Town of Breckenridge Overview, Inventory of Historic Sites in the Study Area
(2006), Lease agreements with Summit Historical Society and Saddle Rock Society (1997), McCain/Block 11
Master Plan Update (2005), Breckenridge Bulletin (various issues), General Fund Analysis, (2004-2006), Vision
Plan (2002), Mission Statement, A Celebration of Summer (various issues), Breckenridge Schedule (2006), Arts
District Workshops (also, grant applications, pertinent Town Council agenda and minutes, current lists of Town
Council priorities, events, attractions, etc.);
Webb Management Services, Breckenridge Year ‘round Performing Arts Center Feasibility Study (2000);
Winter & Company, Handbook of Design Standards for the Historic and Conservation Districts, Breckenridge,
Colorado (1998);
Wolfe, Wendy, The Golden Stories of Breckenridge: The Depression Years (2002 video);
Wolfe, Wendy, The Golden Stories of Breckenridge: The High Line (2003 video);
Wolfe, Wendy, The Golden Stories of Breckenridge: Rest in Peace (2004 video);
The above list of sources and reference material excludes dozens of rack brochures,
schedules, calendars and marketing materials published by numerous organizations and
events sponsors.
Photo Credits
The following organizations and individuals supplied photographs used in this document:
Jackie Barton – page 21 (street sculpture)
Town of Breckenridge – page 21 (Red White & Blue emblem)
Elaine Van S. Carmichael – pages 20 (Welcome Center, Barney Ford House , Rotary
Snowplow, Valley Brook), 61 and 63
The Colorado Historical Society – inside cover, pages 1, 11, 22, 34, and 69
The Denver Public Library – cover, pages 2, 6, 17, 28, 52, 56, 65, 66, and back cover
Google Earth – page 18
Newmarket Productions – page 78
The Summit Historical Society – pages 20 (except as noted above),21 (except as noted
above), 60, and 62.
Town of Breckenridge Stakeholders
This project also benefited from insights gained during two public meetings. Both meetings
were advertised in The Summit Daily News. In addition, email invitations were broadcast to
67
interested parties including boards of directors and members of the Saddle Rock Society,
Summit Historical Society, and Town of Breckenridge staff.
The consultants wish to thank the 15 community patriots who attended the first public input
session on March 31 at Town Hall. They provided an expanded check list of suggested site
visits, additional story lines, and connections among the stories, critique of existing
organizational capacities, and a review of potential organizational structures, as well as
validation of an emerging historical fact set. We also thank the 30 citizens who helped us
collate and prioritize preliminary ideas in the second public input session held May 23 at
Town Hall.
The consultants are very grateful to the following individuals for their time, expertise, ideas,
and enthusiasm during our two interview weeks in Breckenridge.
Mark Beling
Tim Gagen
Bonnie Kirshenbaum
Kristen Petitt
Laurie Best
Mary Ellen Gilliland
Duff McKinley
Rick Skovland
Carol Craig
Peter Grosshuesch
Jim McNaul
Patty Theobald
Jenn Cram
Rick Hague
Corry Mihm
Robin Theobald
Larry Crispell
Emily Hanson
Jim Nicholls
Doug Tomlinson
Kim DiLallo
Randy Hodges
Maureen Nicholls
Mark Truckey
Karen Fischer
Bruce Horii
Linda Kay Peterson
Rebecca Waugh
Bill Fountain
Ute Lucy Kay
Pete Peterson
We also thank Laurie Best, Emily Hanson, and Rick Hague for their juggling prowess in
scheduling and otherwise facilitating 31 interviews, 56 site inspections and five
walking/driving tours.
Finally, we extend our thanks to the wonderful in-house client group who directed and helped
shape this plan: the Town of Breckenridge Heritage Tourism Steering Committee.
Committee members include:
Laurie Best
Kim DiLallo
Peter Grossheusch
Rick Hague
Emily Hanson
Mark Truckey
Jill Wait
Consultant Team
Economic Stewardship, Inc.
26 West Pine Street
Sturgeon Bay, WI 54235
920.743.2010
www.economicstewardship.com
Heritage Directions, LLC
30 Norwood Avenue
Asheville, NC 28804
828.250.9899
www.heritagedirections.com
Elaine Van S. Carmichael, AICP
elaine@econstew.com
Tom Gallaher, AICP, MCP
tomg@heritagedirections.com
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Appendix A
Notes on Other
Anniversary Celebrations
This Appendix provides observations based on research on other celebrations marking
milestone anniversaries
Other Planned Events
Over 40 governmental jurisdictions—from very small communities to entire states and
provinces—plan/held birthday events between 2005 and 2010. Most community events
occur in towns with populations less than 10,000. Community events include:
2009…
Madison GA, 1809-2009 (population 3,636) planning in-progress, six months
2008…
Boalsburg PA 1808-2008 (3,578) in-progress, one year
Guthrie OK, 1908-2008 (9,925) in-progress, one year
Portage County OH 1808-2008 (152,061) in progress, one year
Purcellville VA, 1908-2008 (3,584) in-progress
Wrightsville GA, 1858-2008 (2,223) in-progress, six months
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2007…
Brunswick NY, 1807-2007 (1,917) planning in-progress, one month
Anoka County MN, 1857-2007 (4,561) one month
DeSoto KS, 1857-2007 (4,561), in-progress, six months
Dover NY, 1807-2007 (1,996) ten months
Harvey ND, 1907-2007 (1,989) five days
Hettinger ND, 1907-2007 (1,307) four days
Middlebury CT, 1807-2007 (4,200) one year
Piedmont CA, 1907-2007 (10,952) in-progress, one year
Port Huron MI, 1907-2007 (32,338) one year
Tomball TX, 1907-2007 (9,089) one year
Williamsburg IA, 1857-2007 (2,622) three days
2006…
Breese IL, 1856-2006 (4,048) one month
Brodhead WI, 1856-2006 (3,180) one month
Connellsville PA, 1806-2006 (9,146) three months
Donaldsonville LA, 1806-2006 (7,605) one year
Jackson MN, 1856-2006 (3,501) one month
Mesa Verde National Park CO, 1906-2006 (0) one year
Morgan Hill CA, 1906-2006 (33,556) nine months
Munson Township OH, 1806-2006 (5,703) one year
Orono ME, 1806-2006 (9,112) one year
Pike’s Peak Bicentennial, 1806-2006, three months
Sioux Falls SD, 1856-2006 (123,975) five days
Warren Township NJ, 1806-2006 (102,437) ten months
Zumbrota MN, 1856-2006 (2,789) one year
2005…
Antler ND, 1905-2005 (1,116) two days
Fairfax City VA, 1808-2008 (21,498) one year
Lac la Biche AB, 1905-2005 (2,776) one month
Larger events include:
2009…
Oregon Sesquicentennial, 1859-2009, planning in-progress, one year
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2008…
British Columbia Sesquicentennial, 1858-2008, in-progress, one year
Centennial Olympics, Beijing, 1908-2008, in-progress, one year
Minnesota Sesquicentennial, 1858-2008, in-progress, one year
Portland OR Rose Festival Centennial, 1908-2008, one year
2007…
Oklahoma Centennial, 1907-2007, in-progress, one year
2006…
San Francisco CA Earthquake Centennial (1906-2006) one year
2005…
Honolulu HI, 1905-2005 (876,156) one year
Las Vegas NV, 1905-2005 (478,434) one year
Surprisingly, no semi-centennial plans are found for:
State of Alaska (1959-2009)
State of Hawaii (1959-2009)
Moreover, “no known events” are listed in the register of the International Festivals and Events
Association (IFEA) for June, July or August 2009. There are very few events registered in
other months of 2009.
General Observations
Wide-spread attention to municipal and state-wide “birthday” event planning – and
private sector participation therein – as generators of tourism was triggered by the 1976
Bicentennial celebration of the signing of the Declaration of Independence.
That same year, the City of Montreal was the sole sponsor of 1976 Olympics – a financial
disaster.
At the same time, World’s Fairs waned as signs that a city has “arrived” as a tourism
destination – too expensive, too political, way too many World’s Fairs. (Did you go to
Knoxville in 1982?)
The 1984 Los Angeles Olympics and the 100th anniversary of the Statue of Liberty (staged
by New York City and Lee Iacocca in 1986) were early examples of involving major
private sector leadership in civic celebrations.
However, most larger events – states and provinces – still rely on public funds to spark
private sector participation for birthday events: the Iowa and Texas sesquicentennials in
1996; Louisiana’s Franco-Fete in 2003; the Louisiana Purchase celebrations in 2004;
Lewis & Clark’s bicentennial in 2004 through 2006; Oklahoma’s centennial in 2007;
British Columbia’s centennial in 2008; Oregon’s sesquicentennial in 2009.
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Whatever the funding sources, there is increasing attention – especially since 1996 – to
“heritage” or “legacy” projects meant to outlast official celebration dates.
Increasingly – again, especially since 1996 – the lead organization raises funds to
sponsor grant and loan programs, targeted at projects by local arts groups, heritage
organizations, schools, etc. Most grants require a match. Almost all are competitive,
based on quite specific requirements. Matching funds may include cash, time, labor,
materials and equipment.
“All class reunions” are part of most small celebrations. Graduates are invited to “come
home.”
Locally-sponsored Web sites tend to disappear about one year after the celebration.
Observations on Structure and Administration
Almost every birthday celebration starts through an official act, declaration, proclamation,
executive order or public law sponsored by the senior presiding official of the jurisdiction –
a mayor, a county council chair, a governor, a premier, etc.
Local chambers of commerce established just two of the above; one was started by a
service club, one by a community foundation.
Almost all incorporate as 501c3s.
Citizen boards – usually between seven and twenty-one – are named from the outset.
Boards usually include senior elected officials, economic development interests, tourism
organizations, business groups, parks and recreation, hotel and motel associations,
restauranteurs and historic preservation interests.
Breck 150 Implications Garnered From Interviews With Birthday Event Sponsors
Unlike any of the other small communities listed above, Breck already has name
recognition and a thriving tourism industry.
Breck has a wealth of established sites and events – skiing, Main Street, the River Walk,
Carter, Ford, Iowa Hill, Country Boy, International Snow Sculpture, Ullrfest, NRO, BMI.
The natural beauty is self-evident.
Breck already enjoys market recognition as a “party town.”
Breck already has an ethos of conservation and preservation.
Thus, Breck can build a celebration by enhancing what it already has.
Breck’s leaders should ask their elected representatives in Denver – and the Governor – to
introduce and pass Bill #1 in the 1st regular session of the 66th General Assembly
(January, 2007). This will establish the Breckenridge Heritage Conservancy (or
Foundation or Commission)... in any event, a 501c3, to stage the 2009 sesquicentennial.
Name commission members and honorary co-chairs – e.g. former Sen. Ben
Nighthorse Campbell and Rep. Mark Udall.
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Adopt a strategy of economic development and environmental sustainability.
Adopt a mission statement – e.g. “to preserve and promote the historic, cultural and
natural resources of Breckenridge.”
Adopt program statements – involving mountain cultures, historic eras, environmental
restoration, food, music, visual arts, crafts, poetry and reading, dance, opera, new
media, etc.
… a special, nationally significant place in the American landscape.
Breck 150 offers celebrations of our authentic cultures, grounded in nature, in a
special place – our real town.
Breck 150’s celebrations sustain and encourage the health of our tourism
economy – our friends are welcome.
Unique experiences during Breck 150 encourage respect for the ecological
integrity of our natural mountain environment so that it remains intact for the
benefit and enjoyment of future generations.
Breck 150’s celebrations complement the policies and plans of the Town of
Breckenridge (and Summit County).
Breck 150’s celebrations spotlight natural and cultural heritage sites and events
that already exist.
Set goals and objectives.
Authorize $2 million as a challenge grant from Colorado to Breck to help start the
celebration.
Otherwise, keep Breck 150 as non-political as possible; don’t do ceremonies other than
ribbon-cuttings.
“Don’t think small.” Involve the Smithsonian, national corporations and foundations.
Think about Fort Mary B, the Golden Horseshoe, Sesquicentennial train #9, how much
gold is still left in “them ‘thar hills,” the Breckenridge Navy, etc.
Think about what birthday gifts Breck in 2009 can give to future generations.
Business owners and service providers – many on Main Street and hoteliers around town –
are the frontlines of tourism. They have the most to gain from Breck 150. Plan to benefit
them; they will cooperate. Work with owners and staff. Stabilize the best of the seasonal
work force with rewards for returning… scholarships, internships, etc.
Those in the second tier for benefits are the museums and heritage sites. Small programs
that keep them busy readying their own discrete sites for 2009 will not solve the
dysfunction problems among SHS, SRS and other cultural groups. Plan partnerships for
cross-fertilization.
Leverage the state’s base funding (maybe up to $2 million) via matches from the Town,
Vail Resorts, Summit Foundation, Kimmel Corporation, US Energy Corporation, etc.
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Then, make the commission (or foundation) a granting organization. Be very specific
about what the grants must do at/for each site… “We have money for you to do this…”
This could be new partnerships, ownerships, interpretation(s), repatriation, volunteer
management, paid guides and guide certification programs, façade improvements, etc.
Set deadlines for grants, loans and partnerships. (“Don’t treat this like Christmas
shopping” and wait for the last minute.) Reward performance; punish non-performance.
Emphasize lasting legacy projects. Ask grantees for their plans and programs well-beyond
2009.
Use Breck 150 to “grow the levels of sophistication”… that this is a special place in a
unique environment.
Imagine longer term results through on-going programs, e.g. the Louisiana Cultural
Economy Foundation, the Banff Heritage Tourism Corporation.
Use existing resources – Carter, Ford, Lomax, Iowa Hill, etc. – and, initially, put a new
“spin” on them… add a “little extra zip.”
Then use Breck 150 to prepare the sites and the organizations for the future – “start
something now for the future.”
Let “history morph into heritage” and all that this entails.
Remember that donors want tangible results – events, bricks-and-mortar, etc.
Use Web sites extensively. Mailings are OK, but the Web “is it.”
Don’t skimp on salaries for paid staff.
Aim for the highest quality places and events.
Use several languages at all events and in all publications.
Not everything has to be a celebration. Plan seminars and educational events: building
and maintaining trails; training volunteer managers, etc.
Follow-up; follow-up.
Don’t emphasize December 31, 2009 (or August 10, 2009) as the end of something.
Treat it as the beginning of something new and right with Breck.
A Few Lessons From Other Places:
For comparison… Breckenridge, Colorado, 1859-2009 (population 2,408)
closest metro area (population 579,000; SMA 2,500,000) is Denver, 75 miles to the east
Banff, Alberta, 1905-2005 (population 7,135)
nearest metro area (population 956,000) is Calgary, 85 miles to the east
Banff Heritage Tourism Corporation
“The 2005 Banff/Lake Louise Centennial Committee has been formed to create a
calendar of events, market and promote the 2005 Alberta Centennial celebration and
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assist the community in their efforts to engage the general public locally and from outside
our communities.
The role of the 2005 Banff/Lake Louise Centennial Committee is to be the coordinating
committee for all 2005 events occurring in Banff/Lake Louise that are considered official
centennial celebration events.”
The Banff Heritage Tourism Corporation is the lasting legacy from the Centennial. Its
charge is to educate tourism industry service providers – not residents – to promote
Banff’s heritage.
Minnesota Sesquicentennial Commission, 1858-2008
“The Sesquicentennial will be a time to celebrate those past achievements and use them to
inspire new initiatives for the future… to engage our school children, local communities
and Minnesota artists in many parts of the celebration.
The commission will establish a plan for capital improvements, celebratory activities, public
engagement, and will seek funding to carry out sesquicentennial activities in each of
Minnesota’s 87 counties.
The commission consists of 8 legislators and 9 members of the public appointed by the
Governor to represent the corporate, non-profit and public sectors.”
Minnesota comes late to the idea of a sesquicentennial. The first commission member
was named in April 2006.
Lewis & Clark
Lewis & Clark was a huge undertaking that grew and grew and grew into an
unmanageable behemoth with wild expectations. In the end, L&C became a ‘partnership’
among federal agencies, state bicentennial organizations, 58 Tribal Nations, 18 state
historical societies, National Geographic, the National Park Service, BLM, US Forest
Service, Army Corps of Engineers, The Smithsonian, etc., etc., etc.
L&C was always planned as ‘a commemoration, not a celebration’ (their official
quote);
As such, there was no one focus place or event… rather, way more than 200 sites
across about 3,000 miles covering 15 states in 4 time zones over three-and-one-half
years… no kick-off, no sequence of events, no middle-point, no grand finale… and
no legacy for future years;
There is/was no one central marketing piece, theme, Web page or point of contact…
rather 18 different states, at least that many Web sites, and dozens of ‘signature’
events all vying for the same heritage audience… and all with uncoordinated,
conflicting schedules;
In that sense, there are competing (rather than complementary) events, sites, Web
pages, schedules, marketing budgets, organizations, officials, and committees, etc…
no unifying elements other than L&C, Sakakawea and a few others… and more than a
little anger between, most notably, Missouri and Oregon;
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In the end, ‘a commemoration, not a celebration’ will cost much more than the
$2,500 appropriated by Congress for the expedition in 1803.
Oklahoma Centennial Commission, 1907-2007
“The Oklahoma Centennial Commemoration is being planned and implemented by the
Oklahoma Capitol Complex and Centennial Commemoration Commission, a state
agency. The work of the Centennial is guided by a 42-member board comprised of
citizens, legislators, state agency directors and mayors. They direct the shaping of a
commemoration that is geographically and ethnically inclusive, reflects Oklahoma's history
and heritage, and leaves a lasting legacy for future generations.”
Oregon Sesquicentennial Commission, 1859-2009
The Mission of the Oregon Heritage Commission is to secure, sustain, and enhance
Oregon’s heritage by:
Coordination of heritage initiatives by public and private organizations
Advocacy for all levels of support on its behalf
Education of the public about its extent and value
Promotion and celebration of its diversity.
Oregon’s Sesquicentennial is guided by a 20-member task force housed within the
Oregon Parks & Recreation Department. The Heritage Commission was founded in 1995
to coordinate, in part, all heritage tourism functions in the state. Its latest duties include
the Sesquicentennial.
Portage County OH, 1808-2008 (population 152,061)
closest metro area (population 478,500) is Cleveland, 30 miles to the northwest
The Portage County Bicentennial Commission’s mission is “Promoting our 200th birthday
to the greater Portage County area through community celebrations, historical education,
economic development and legacy projects.”
Texas Sesquicentennial Commission, 1846-1996
The Texas Sesquicentennial Committee to Celebrate Texas' Annexation to the United
States… was established by Executive Order of the Governor of the State of Texas… in
order to celebrate Texas' annexation to the United States on December 29, 1845. State
Senator John T. Montford and State Representative Jerry K. Johnson served as co-chairs.
Ex-officio members of the Committee consisted of one representative each from the Texas
Historical Commission, the Texas State Library and Archives Commission, the Institute of
Texan Cultures, the Center for American History, and the Texas Parks and Wildlife
Department.
The purpose of the Committee was to coordinate and assist in the planning of statewide
sesquicentennial celebrations. In order to achieve such purpose, the Committee could
appoint advisory members and assign such duties and responsibilities as they deemed
appropriate and necessary, and the co-chairs could designate such sub-committees as
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they deemed appropriate and necessary to assist in achieving the purpose of the
Committee. Members of the Committee, including advisory members, served without
compensation or reimbursement of actual expenses.
Tomball TX, 1907-2007 (population 9,089)
closest metro area (population 2,100,000) is Houston, 25 miles to the southeast
The Tomball Centennial Commission adopted the following mission: to create a year-long
community-wide commemoration of Tomball’s 100-year birthday to celebrate Tomball’s
past, present, and future.
La mission de la commission del centenario de Tomball es la de conmemorar a traves de
un ano, incluvendo a todo la comunidad, los cien anos de aniversario de la fondacion de
la cuidad, con el fin de celebrar el pasado, el presente, y el futuro.”
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Ideas and Notes
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For Further Information, Contact:
Laurie Best
Town of Breckenridge
150 Ski Hill Drive
Breckenridge, CO
laurieb@townofbreckenridge.com