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2020 ANNUAL REPORT

Published by the BTO 2021


A YEAR LIKE NO OTHER

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2020 Breckenridge Tourism Office Annual Report


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round the world 2020 was a year like no other. News of the impending COVID 19 pandemic surfaced early in the year. It hit fast and it hit hard. In March, at the height of Spring Break, Vail Resorts made the unprecedented decision to close all of its US ski resort operations including Breckenridge.

An ad hoc, community-based Resiliency Committee met weekly to share information, work through issues, and develop solutions. The most notable was Walkable Main in June – September 2020. This was designed to help restaurants and retail expand their footprint and recoup some of the lost revenue due to limitations arising from safety protocols.

Breckenridge Tourism Office’s Board of Directors and management team pivoted hard into the management side of our Mission. Our sole focus, in lockstep with Town leadership, was to guide our entire community: full and part-time residents, businesses, and visitors through the uncertainty, fear and complete loss of normalcy. With State ordered business closures, and gradual reopening with ever-changing protocols, BTO helped develop and communicate what was needed to ensure a balance of public health, safety and economic sustainability.

The BTO kept a steady stream of safety and destination information flowing to our potential visitors throughout the pandemic. Once it was safe to travel to Breckenridge with restrictions, we ramped up our communication so visitors would understand the expectations and conditions in Breckenridge.

Community engagement soared. Local participation in our Community Updates, in Town Council meetings, in weekly updates by Mayor Mamula and other town and county leaders, Summit County Public Health updates and other public forums grew to numbers we had never seen previously. The passion in our community showed – the extra support for essential workers, and extra support for our businesses, especially restaurants, which were hit the hardest. The Summit Foundation raised hundreds of thousands of dollars in a matter of weeks to help with everything from food banks, rent relief, and increased mental health concerns. Much of that financial support came from Breckenridge residents and second homeowners.

All in, Breckenridge weathered the terrible storm of 2020 relatively well. All in, Breckenridge weathered the terrible storm of 2020 relatively well. We found that balance zone between public health safety and keeping our business community largely intact. All of us at the BTO are proud to be working with such incredibly dedicated community leaders, both public and private, as well as our passionate and engaged residents and employees. Through all of this, we found that the existing BTO Mission and Vision held true, even in a time of such turmoil and changing conditions. Our Destination Management Plan goals were as relevant as ever, although priorities shifted a little for the near term.

GoBreck.com

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REPORT FROM CHAIRMAN OF THE BOARD AND CEO/PRESIDENT

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s stated in the introduction, 2020 was a year like no other. What we are most proud of is how quickly and deeply the BTO pivoted into our Destination Management role. We helped shape how Breckenridge navigated the pandemic and brought relevant industry information to the community. Alongside that, we strategically managed our in-market presence, continually rebalancing safety messaging, relevant and appropriate brand messaging, as well as, clarifying expectations for guests when it became time to travel again. We conducted several local and business surveys to help gauge community sentiment toward a variety of initiatives as directed by Town Council. Like all local businesses, much of our planned work was put on hold or significantly altered. As a result of projects that were canceled or cut back due to COVID, we proactively returned over $300,000 to Town Council in December of 2020 to help the community in other ways. In September 2020, we reduced our budget request for 2021 by over $400,000 by the same reasoning. That September we also returned $150,000 to the Breckenridge Ski Resort which would have been slated for summer marketing. We worked closely with Summit County Public Health and promoted their safety communications and protocols within Breckenridge. COVID cases in Summit County never stressed our hospital. We worked in tandem with our Town Council and amplified more localized safety protocols – mask zones, social distancing, etc. We worked with Breckenridge Public Works to create signage and banners that were impossible to miss. We thought it was also important to balance all the safety protocols messaging. We highlighted empathy and gratitude with Main Street Banners thanking our front line workers and posted other messages to Be Kind, Be Safe and Be Well. On the travel marketplace side, the BTO went all but dark in March and early April when the Ski Resort had to close for the season. Our website presented strong safety messaging, which still kept our brand alive and relevant. We came back into market slowly throughout the summer and focused on drive markets that did not have high incidents of COVID cases. This was monitored weekly using Johns Hopkins’ data. By fall, we were close to what would have been our normal marketing schedule, but still limited to drive markets. The fact that our guests felt that Breckenridge was a safe place to visit was key in keeping our business levels intact throughout the summer, fall and early winter.

Key Results: • Total 2020 Sales Tax Collections: $614,523,921 - 7.44% DOWN from 2019 •

Summer/Fall Accommodations Tax Collections: $70,570,550 - 39% UP from 2019

Summer/Fall Retail Sales Tax collections $68,873,952 - 9% UP from 2019

Summer/Fall Restaurant Sales Tax collections $47,455,884 - 18% DOWN from 2019

Guest scores on “feeling safe while in Breckenridge” were consistently 9+ (10 pt scale)

We are most grateful for such a strategically focused Board of Directors who were highly engaged throughout this difficult year. They attended many additional meetings/sessions while managing their own COVID related business and personal challenges. Our Marketing, Finance and Community Affairs Committee members remained very involved and supported the BTO team. And our BTO team remained resilient, flexible, adaptive and strong. We couldn’t be more proud of the heightened community collaboration that emerged this past year. And we couldn’t be more proud to be entrusted with the brand and destination stewardship of this special place.

Chairman of the Board President/CEO Richard “Sos” Sosville Lucy Kay

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2020 Breckenridge Tourism Office Annual Report


BRECKENRIDGE TOURISM OFFICE Executive Committee:

Richard Sosville – Chairman Ginny Vietti – Vice Chair Jay Beckerman – Secretary/Treasurer Wendy Wolfe – Town Council Rep

2020 Board of Directors: Chairman Richard “Sos” Sosville Retired, CMO, Dow Chemical Vice Chair Ginny Vietti Vice President, Marketing Breckenridge Grand Vacations Secretary/Treasurer Jay Beckerman Owner, Blue River Bistro Town Council Representative Wendy Wolfe Breckenridge Ski Resort Appointee Dan Vasti Director, Product Development

Community Affairs Committee Tessa Breder BTO Lucy Kay BTO Dan Vasti Tiana Wales Kathy Christina Mike Shipley Corry Mihm Katy Sodegren Mike Hessel

2019 BTO Management Team: Lucy Kay, President/CEO Brett Howard, Chief Marketing Officer Leanne Hamilton, Director of Finance Bill Wishowski, Director of Operations Tessa Breder, Director of Community Affairs/Destination Management

Travis Beck Director of Environmental Services, SE Group

Austyn Dineen, Director of Public Relations

Cary Cooper Community Volunteer (former Secretary/Treasurer)

Casey Willis, Director of Special Events

Meg Lass Former President and Owner, Wilson Lass Tiana Wales General Manager, Ski Country Resorts

Holly Blando, Senior Marketing Manager Rachel Esser, Marketing Content/Social Media Manager Jace Koenig, Videographer

Marketing Committee

Majai Bailey, Events Specialist

Brett Howard, BTO Meg Lass Ginny Vietti Bruce Horii James Lee

Angela Wirth, National Sales Manager Robert Cusmano, Group Service Coordinator Sarah Wetmore, Office Manager/Special Projects/SEPA Administrator

Finance Committee Jay Beckerman – Secretary/Treasurer Cary Cooper Tim Gagen (former Town Manager) Leanne Hamilton, BTO Lucy Kay, BTO Brett Howard, BTO Sarah Wetmore, BTO

Breckenridge Welcome Center Staff: Clayton Calhoun, Lead Supervisor Megan Pierson, Supervisor Meg Caldwell Lauren Swanson GoBreck.com

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BTO MISSION The Breckenridge Tourism Office is the official Destination Marketing and Management Organization for the Town of Breckenridge. Our Mission is clear: Enhance the economic vitality of Breckenridge... in support of the Community’s unique character and quality of life.

BTO VISION The Breckenridge Tourism Office is a recognized industry-leading Destination Marketing and Management Organization (DMMO). It is home to a high performance Board of Directors and management team, and has the full support and confidence of the Breckenridge Town Council and local business community. It is a recognized leader in the DMMO arena.

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2020 Breckenridge Tourism Office Annual Report

BTO STRATEGIC GOALS 1.

Drive business model for long-term viability in tandem with TC goals

2. Elevate and fiercely protect Breckenridge’s authentic character and brand – Our hometown feel and friendly atmosphere 3. Develop and deploy industry-leading Responsible Tourism messaging and provide input for programs 4. Develop Destination Management tools for continual improvement of the Breckenridge experience for guests and residents. Improve engagement and advocacy within community 5. Maintain Breckenridge Tourism Office as a highly regarded organization and employer of choice


DESTINATION MANAGEMENT PLAN VISION Harmony of Quality of Life For Residents And Quality of Place For Visitors

DESTINATION MANAGEMENT PLAN GOALS (ratified June 2019) 1. Ensure a balanced year round economy driven by tourism by 2024 2. Elevate and fiercely protect Breckenridge’s authentic character and brand — our hometown feel and friendly atmosphere 3. More boots and bikes; less cars 4. Establish Breckenridge at the leading edge in mountain environmental stewardship and sustainable practices

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2020 TIMELINE Most business closed, or severely limited – take out only for restaurants

Colorado reports first case of COVID-19

INTERNATIONAL SNOW SCULPTURE CHAMPIONSHIPS • Highly visited, better managed access and traffic flow • 70 million media impressions • Quality score 95 (based on Cision data base)

Early stories regarding a new virus in China BTO BOD meeting for 2021 Strategic Planning

JAN

Group/Meeting business canceled across the board

Vail Resorts closes all ski operations including Breckenridge

FEB Increased concern/cases in US Colorado Tourism Office suspends media from market

Breckenridge not as hurt as other destinations as this is off-season

BTO suspends media from market (minimal) "Be Kind. Be Safe. Be Well." Signs go up BTO assists restaurants with take out signage Meetings begin to go virtual BTO office and Welcome Center operate remotely

MAR

Decision to cancel Oktoberfest, July 4 parade and festivities, most BCA events Decision to develop “Walkable Main”pedestrian space for social distancing and expanded space for many Main Street businesses Decision to make Main Street a mandatory Mask Zone (ahead of State order) Governor orders Colorado Tourism Office to limit to in-state marketing only Most summer conferences and events canceled or postponed $477K budget cut per ToB request

APR

Breckenridge Ski Resort remains closed for season

MAY Open Walkable Main

BTO messaging in travel channels (Expedia, Trip Advisor only)

Slowly start in-market messaging with safety focus. Drive market expanded to 900 miles

BTO strong safety messaging on web and social

Avoid markets with high COVID rates per Johns Hopkins' data

Resiliency Meetings begin SC Economic Recovery Meetings begin Mayor Mamula updates begin DMMO Download (BTO newsletter) increased to 3x per week Main Street banner goes up thanking essential workers

BTO Virtual Annual Meeting combined with First Community Update – over 300 attendees Community Updates become bi-weekly with Mayor, Town Manager, Assistant Town Manager, BTO CEO and guest (frequently Summit County Public Health) Guest Service training is virtual Welcome Center operates out of Riverwalk side only Solidarity Walk

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JUN

2020 Breckenridge Tourism Office Annual Report


July 4 plans for stationary floats canceled, social distancing concerns Drive-in movies begin Most events canceled or postponed until fall Walkable Main is busy – even mid-week Breckenridge hosts Community Solidarity Talk July 17, 2020

JUL

AUG

Visitor Mix is similar to other years. Attributed to ability to work remote Decision to cancel/postpone International Snow Sculpture Championships (Jan 2021)

OktoberFEAST is a dinner/beer paring promotion as a place holder for Oktoberfest - 15 Restaurants participated, 1074 steins sold. Will continue to be a component of Oktoberfest BTO reduces budget request for 2021 by $400,000 BTO refunds $150,000 BSR contribution (decreased summer operations)

SEP

OCT

Decision to cancel/postpone Race of the Santas

Breckenridge Ski Resort opens with reservations to ski and dine Thanksgiving holiday is reasonably busy considering restrictions

NOV

DEC

Return $300,000 to Town of Breckenridge for redistribution Lighting of Breckenridge takes place without intentional gathering of crowds Christmas holiday is busy considering restrictions Festival of Trees supports crowd dispersion strategies Town Council appoints community members to Social Equity Advisory Committee 5-Star certification program allows businesses to expand capacity

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DESTINATION MARKETING Marketing Committee Purpose: Supports the Breckenridge Tourism Office (BTO) in developing marketing strategies and campaigns that inspire travel to Breckenridge.

Marketing Committee: Ginny Vietti - BTO Board representative Meg Lass - BTO Board representative Bruce Horii - Beaver Run Resort James Lee - Owner Digitiqe / Iconix Clothing Brett Howard - BTO, Director of Marketing

Our Destination Marketing efforts changed dramatically in March and literally weekly thereafter. Our in-market messaging stopped briefly in March/early April and came back very slowly, very strategically with a strong safety focus in early stages of the pandemic. We focused on drive markets up to 900 miles, and adjusted target markets weekly, avoiding areas with high or increasing COVID cases. We used Johns Hopkins for public health data and Destination Analysts for national travel readiness, along with many other national data sources. Our marketing team managed the fine balance between safety messaging and keeping inspiration for travel to Breckenridge alive. Following the Town’s lead we were fairly conservative in rolling out inspirational travel messages starting in June. Our signature January destination event, International Snow Sculpture Championships, hosted 16 teams from 12 countries. We added a spectacular digital show commemorating 30 years of artistic excellence and international camaraderie. The beloved Championships were well attended and well covered by media. Mardi Gras celebration was a new format, with a drum line from Beaver Run to the Riverwalk Center. Then our world changed. In March events across the globe were being canceled and/or reimagined. Breck Pride, and the July 4 Main Street Parade were canceled. Oktoberfest was replaced with OktoberFEAST, a successful restaurant promotion intended as a placeholder until events could be hosted again.

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2020 Breckenridge Tourism Office Annual Report

Group and meeting sales remained largely canceled from March – December 2020. We focused on longer term leads and staying current with industry trends. We attended three trade shows, MIC, Smart Meetings (virtual) and Destination Colorado (virtual). We were able to stay relevant with meeting planners with 23 one-on-one appointments and regular communication. Total revenue booked from BTO leads was down 91% ($93k), new leads dropped 67% as a result of COVID restrictions. Beginning in March, our Public Relations/Media efforts were very selective and focused on long lead, evergreen type stories. 11 carefully selected media were hosted in 2020; down 38% from prior year. These key media produced important stories included in Travel+Leisure, Forbes, The New York Times and Artful Living. Our media efforts produced 125 HITS and 963 million reach which was down 28% from 2019. Quality score for the year was 63%, down 8%. In state media outreach was focused on “what to expect” while in Breckenridge and current safety messaging.


Our messaging struck the right balance between safety information and travel inspiration. Our market stayed very engaged with Breckenridge.

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DESTINATION MANAGEMENT Community Affairs Committee Purpose: Supports the Breckenridge Tourism Office with strategies and tactics to better deliver on overall guest, resident and business expectations. Become a strong asset to the community. Advocate for initiatives that advance CAS’s key areas of focus

The BTO pivoted hard into the Destination Management side of our Mission. We used our OneBreckenridge website as the go to source for all COVID related information and programs. We posted Federal, State and Local assistance programs; public health data, new protocol information and anything else that our local businesses would need to navigate the pandemic. We increased the DMMO Download to 3x per week, as information regarding the pandemic was changing so rapidly. Subscribers doubled from 1000 to over 2000 and readership rose 7% (with a much larger audience). We increased outreach to individual businesses by personally canvassing business owners on various actions the Town and/or Resiliency Committee was considering. We also conducted several surveys at the Town’s request to gauge interest on various initiatives being reviewed. We began hosting a weekly lodging roundtable where property managers/owners have an informal forum to discuss best practices with new protocols and other issues of their choosing. Our events team helped orchestrate “Walkable Main” transforming Main Street into a pedestrian avenue to enable businesses to expand their footprint and allow for social distancing. Our “surprise and delight” guest dispersion strategy was highlighted with the Festival of Trees display along the Blue River in December. The Annual Lighting of Breckenridge was done safely without crowds. We changed the Welcome Center services to remote in April and May responding to calls, emails, text and chat channels. We reconfigured the Welcome Center to the west/Riverwalk side, managed for social distancing, went paperless, and offered masks to guests who needed them.

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2020 Breckenridge Tourism Office Annual Report

Mask Zone Signage

Community Affairs Committee: Tessa Breder, BTO Director of Community Affairs & Destination Management Lucy Kay, BTO President & CEO Bill Wishowski, BTO Director of Operations Daniel Vasti, BTO Board Representative, Breckenridge Ski Resort Tiana Wales, BTO Board Representative, Ski Country Resorts Kathy Christina, Breckenridge Retail Association Corry Mihm, Breckenridge Restaurant Association Management Mike Shipley, Country Boy Mine Mike Hessell, Breckenridge Lodging Association Katie Sodegren, Blue River Sports

We understood that guest service would be more critical than ever and arranged for all of our Training, including our Breck101 orientation training to be virtual. Our guest service recognition program continued throughout the pandemic and 41 Breckenridge employees were recognized for providing outstanding service during these difficult times. We saw early on that many visitors coming during the pandemic were new to traveling in mountain communities and could use some guidance in how to better enjoy their time, and have a little less impact on the surroundings. BTO modified the Colorado Tourism


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■■ TIP: Many the hikes in Breckenridge LEAVE IT ASINSIDER YOU FIND IT ofFIND LEAVE ITbyAS YOU IT are accessible free public transportation. With An extension of the Resiliency our ■ Committee, ■ ■ limited trailhead parking, carless is the way to go! ■ ■ Community Updates brought these ideas and decisions ■ ■ ■ to the Community at large. Mayor Mamula, Town ■

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We will never forget the incredible hardships that the pandemic wreaked on our world. Nor will we forget the laser-focused light that illuminated on racial inequality and injustice with the death of George Floyd. The people and organizations of Breckenridge came together in the spirit of honest discussion and collaboration which was needed in this momentous time. Our Town Council established the Breckenridge Social Equity Advisory Committee. The Summit County Solidarity Walk took place on Main Street in honor of George Floyd, Amaud Arbery, Breonna Taylor and so many others. The BTO helped organize a Solidarity Talk in Breckenridge in July. Heartfelt artwork and messages appeared on the street and in store windows. There is still much to do and we are committed to doing that work.

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FINANCE Finance Committee Purpose: The Finance Committee provides financial oversight for BTO. This includes financial reporting, planning, and monitoring of internal controls and accountability policies. Although the Board of Directors carries fiduciary responsibility for BTO, the Finance Committee serves the leadership role in this area.

Finance Committee: Jay Beckerman – Secretary/Treasurer Cary Cooper – BTO BOD Tim Gagen – Community Volunteer Lucy Kay – BTO Leanne Hamilton – BTO Brett Howard – BTO Sarah Wetmore – BTO

2020 Budgeted Revenue/Expense

2020 Actual Revenue/Expense

BUDGETED INCOME

ACTUAL INCOME

TOWN OF BRECKENRIDGE

84.7%

$4,768,008

98%

$3,987,248

SPECIAL EVENTS

10.7%

$604,350

1.3%

$55,144

BRECKENRIDGE SKI RESORT

2.7%

$150,000

.1%

$2,401

WELCOME CENTER SALES

1.5%

$85,000

.4%

$14,646

MISC. INCOME

.4%

$24,925

.2%

$7,538

BUDGETED EXPENSE

ACTUAL EXPENSE

MARKETING/INTERNET

44%

$2,476,679

49%

$1,940,886

SPECIAL EVENTS

20%

$1,097,547

16%

$649,575

SALES/GROUPS

5%

$308,033

6%

$247,245

PUBLIC RELATIONS

7%

$373,753

6%

$225,892

WELCOME CENTER

6%

$323,365

4%

$154,137

ADMINISTRATION

13%

$761.520

15%

$581,557

5%

$291.387

4%

$175,746

BUSINESS SERVICES

TOTAL BUDGETED EXPENSE:

14 |

$4,066,976

$5,632,283

TOTAL BUDGETED INCOME:

2020 Breckenridge Tourism Office Annual Report

$5,632,283

$3,975,038


BUDGET RESULTS $447K – 10% cut requested by ToB. $304K funds BTO voluntarily returned Revenue lost from sponsorships and canceled events Voluntary refund back to Vail Resorts Closed Welcome Center operations and retail

DESTINATION RESULTS TOTAL 2020 LODGING OCCUPANCY

37.8%

TOTAL DMX ROOM NIGHTS BOOKED

336,743

TOTAL 2020 SALES TAX COLLECTIONS

$614,523,921

TOTAL 2020 LODGING TAX COLLECTIONS

$191,579,948

TOTAL 2020 RETAIL TAX COLLECTIONS:

$$156,718,184

TOTAL 2020 RESTAURANT TAX COLLECTIONS:

$113,138,431

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| 15


LET'S LOOK FORWARD TO A BETTER 2021 It is important to reiterate how well our community came together and worked through all the difficulties that this COVID pandemic presented. The tension in reconciling dueling priorities of protecting public health and maintaining a sustainable economy was intense and relentless. Our town and community leaders rose to that challenge with professionalism, steadfast commitment and empathy. Collectively, we never stopped working to find the best paths forward throughout this crisis. Breckenridge ultimately fared better than many mountain communities. We did well in keeping in keeping residents and visitors safe and did fairly well keeping our economy sustainable throughout. It is a tribute to all the people who leaned in to help in any way they could. It is a tribute to the passion we all share for this special place. Let’s celebrate a better year in 2021.

16 |

2020 Breckenridge Tourism Office Annual Report

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Profile for Breckenridge Tourism office

BTO 2020 Annual Report  

BTO 2020 Annual Report  

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