Frequently Asked Questions

My position on short-term rentals is supportive, as they are an incredibly important part of the tourism economy in Breckenridge (about a third of the total tax revenue for the town) and help sustain many local businesses and jobs.

I’m also involved in the industry through my Executive Board roles with Summit Alliance of Vacation Rental Managers and Colorado Short Term Rental Alliance, so I understand both the benefits and the challenges they bring.

At the same time, I believe some thoughtful regulations are necessary to maintain a balanced community where residents still have opportunities to live and buy homes locally.

The current zoning map for short-term rentals was created at a time when the town was preparing to significantly reduce license numbers across the board. That zoning approach helped preserve capacity while still protecting certain areas for local housing and in many ways it worked as intended.

However, the town adjusted percentage caps within those zones to keep overall numbers lower which changed how the system functions without allowing the zoning map itself to evolve.

Moving forward, the first step should be adjusting those percentage allocations so the zoning framework can operate more as originally intended.

From there, we should begin the process of updating the Land Use District descriptions, which were written in the 1990s and do not fully reflect today’s land use.

The short-term rental zoning map has now been in place for more than five years without a full review by council, and I believe it is time to evaluate how it’s working and make thoughtful adjustments that continue to support tourism while maintaining a balanced, livable community.

A decrease in tourism revenue will impact the entire community, and realistically there is no way to completely avoid that in the short term. When fewer visitors come to Breckenridge, there is simply less money flowing through local businesses and into town revenues. That means everyone—from the town government to local businesses—will likely need to tighten their belts until visitation rebounds.

Moving forward, the best strategy is to focus on maintaining demand. Continued and expanded marketing from organizations like the Breckenridge Tourism Office, the Town, and partners such as Breckenridge Ski Resort will be important to keep Breckenridge visible and competitive as a destination.

We should also continue supporting events, experiences, and partnerships that attract visitors and encourage them to return.

Ultimately, the goal is to do everything we can to bring people back to Breckenridge while businesses manage our finances responsibly during the slowdown. If we stay proactive about promotion and continue investing in what makes Breckenridge special, we can stabilize visitation and help the community recover more quickly.

Absolutely. Even in a down economy, it makes sense to continue investing in affordable housing. In Breckenridge, we still face a significant shortfall in homes available for people who live and work in our community.

The Town has been working to build our way out of that deficit as more homes are purchased as second homes. When people buy a second home, they understandably want to use it themselves, which means those homes are typically not part of the long-term housing supply for local residents.

Everyone who lives and works in our community should be able to find a place to live in Breckenridge—whether that means renting or owning. Continuing to invest in workforce and affordable housing helps ensure Breckenridge remains a real community where people can build their lives, not just a place people commute to work.

Preventing negative national politics from affecting our local community starts with maintaining a culture of respectful engagement. In a place like Breckenridge, we are neighbors first, and it’s important that local leaders model the kind of behavior we want to see in the community.

When elected officials and community leaders communicate openly, listen to different perspectives, and disagree respectfully, it helps set the tone for everyone else.

Local government should stay focused on solving the practical issues that affect people’s daily lives—housing, transportation, childcare, and economic stability—rather than getting pulled into national political divisions.

By keeping conversations constructive and centered on shared community goals, we can maintain the collaborative spirit that makes Breckenridge a strong and welcoming place to live and work.

Water conservation, material management and climate action.

Water Conservation: expand policies and strategies I’ve already been implementing on smaller scales. Reducing water usage requires both smarter technology and better long-term landscaping choices.

In my own work managing multiple complexes and neighborhoods around Breckenridge, I’ve already taken steps to reduce irrigation by reducing watering times, upgrading systems and implementing smart watering controls where they are effective. These systems help ensure landscapes are only watered when necessary and can significantly cut down on unnecessary water use.

I also strongly support transitioning toward landscaping and grasses that require far less irrigation. In many cases, drought-tolerant landscaping is one of the most effective long-term solutions for reducing water demand, although those decisions are not always fully within my control when working with different property owners. For the Town, we would need to adjust codes and regulations that require the landscaped grass, and start working with property managers to adjust their requirements for grasses and plants needing the additional irrigation.

Another approach I’ve been encouraging homeowners to adopt for years is installing water sensors and leak detection systems. These technologies can quickly identify issues such as running toilets, plumbing leaks, or irrigation problems before they waste large amounts of water. The Town’s new smart meter systems are a great start, but a lot of places have one meter for multiple units so those sensor systems need to placed by owners within the homes. This would require education, options and easy to find systems to provide to homeowners to install.

Beyond conserving water, they also help prevent property damage and reduce maintenance costs. Small preventative technologies like these, combined with smarter landscaping choices, can make a meaningful difference in reducing overall water use in our community.

Material management: Materials management is one of the most practical ways a community like Breckenridge can reduce its environmental impact, and it’s also one of the easiest areas to get residents and businesses involved.

Recycling has become much more common over the years, although it can still be challenging in a resort community with a high number of visitors and second homeowners who may not always be familiar with local systems.

I’ve been involved with the Breckenridge Zero Waste Task Force since 2014, working on efforts to expand and improve our materials management programs. That work has included improving recycling facilities and expanding programs for items such as household hazardous waste, electronics, mattresses, and other materials that are often difficult to dispose of responsibly.

Looking ahead, one of the most important next steps is expanding composting opportunities for both restaurants and households. Organic waste makes up a significant portion of what still goes to landfills, so increasing compost participation could make a meaningful difference.

I’m also a strong supporter of the Pay-As-You-Throw program, which helps encourage people to recycle more by tying waste costs more closely to how much trash is actually produced. Programs like these make it easier for residents, businesses, and visitors alike to participate in reducing waste and protecting the environment.

Climate Change: Enacting meaningful climate change policies in Breckenridge should start with the areas where the town itself has the most control and can make the biggest impact.

That means prioritizing sustainability improvements in town-owned infrastructure and operations. Investments in renewable energy such as solar, wind or geothermal systems for municipal buildings, along with continued improvements to energy efficiency, can significantly reduce the town’s overall carbon footprint.

Transportation is another key area. Continuing to improve public transit and transitioning municipal buses and fleet vehicles toward cleaner or electric options can reduce emissions while also improving local air quality. These types of investments also support the town’s broader goal of reducing traffic and encouraging more sustainable transportation options. I’m waiting for the day when larger equipment like snow plows become readily available to upgrade my own fleet.

Just as importantly, the town should lead by example. When local government demonstrates practical, effective climate solutions in its own facilities and operations, it helps show residents and businesses that these approaches are achievable. Setting that example can encourage broader adoption throughout the community and across Summit County.

For our local homeowners, we can add to the tax relief and refunds should we install solar panels on our homes. For workforce housing, adding those energy improvements to our home value without being included in the overall equity gain cap allotted in deed restricted neighborhoods built without those systems.

Building resilience to climate impacts in Breckenridge requires focusing on both environmental protection and economic stability. One of my biggest concerns in the near term is wildfire risk. I have managed more than half of the Firewise USA communities in town, and I’ve seen firsthand how important it is to protect homes in neighborhoods where properties can be very close together. Strengthening defensible space and wildfire preparedness is one of the most practical steps we can take right now.

I’ve been speaking with the Red, White & Blue Fire Protection District about the possibility of creating a program that would help more neighborhoods achieve Firewise standards. The idea would be a partnership where homeowners contribute sweat equity and/or funding, while the town and potentially state Firewise programs help match those efforts with materials or labor. Expanding these types of programs could significantly improve wildfire preparedness across the community.

At the same time, we have to recognize the economic impacts of changing climate conditions. A low snow year or wildfire smoke can affect visitation just as much as other environmental conditions. Working closely with the Breckenridge Tourism Office will remain important to ensure Breckenridge continues to attract visitors and maintain its market share even during challenging seasons.

By strengthening wildfire preparedness while also supporting our tourism economy, we can help the community remain resilient in the face of changing conditions.