Mountain Area Master Plan (MAMP) by The Agency Steamboat

MOUNTAIN AREA MASTER PLAN Final Draft for Public Review - August 2022 CITY OF STEAMBOAT SPRINGS, COLORADO

“THE MOUNTAIN AREA MASTER PLAN WILL SHAPE AND ALIGN PUBLIC AND PRIVATE PRIORITIES TO ACHIEVE THE COMMUNITY’S LONG-TERM VISION FOR ONE OF THE MOST CHERISHED PLACES IN COLORADO.” GARY SUITER, CITY MANAGER

Danny City of Steamboat Springs

Josh Marquis, Steamboat Lodging City of Steamboat Springs Stoller, Steamboat Springs Chamber

Ventures Other Organizations UCHealth

JulieAssociationBaxter,

Corporation +

Partners

Robin

Kara

Michelle

Erica Dickerman, Steamboat Springs Steamboat Springs

US Forest Service Heather Sloop,

Lisa Popovich, Main Street Steamboat Stewart, Yampa Valley Sustainability

Jim(former)Schneider, Ski & Resort Alterra Mountain Co.

City Council

Steamboat

RebeccaPartnershipBessey,City

RyanCouncilStone, East

Medical Center Urban Design Collaboration Photo Credits Unless otherwise credited on the photo, all images are from the following sources: City

Team Google SteamboatImagesSki& Resort Corporation

Paul,

3Steamboat Springs Mountain Area Master Plan | ACKNOWLEDGMENTSCityofSteamboat Springs-Elected/Appointed City UrbanPlanningCouncilCommissionRedevelopment Authority Advisory Committee (URAAC) City of Steamboat Springs - Departments City Manager’s Office PlanningFireCommunicationsRescueandCommunity Development Police Department PublicSteamboatEngineeringWorksSprings Transit Water Resources Consultant Team Cushing Terrell - Lead Consultant Connect One Design McDowell Engineering SB Friedman Advisory Committee

Cushing

City JasonCouncilLacy,

Jon Snyder, City of Steamboat Springs

PaulCouncilUnderwood, Steamboat Mountain Village of Steamboat Springs Crossan, Steamboat Springs City West

Steve Shelesky, Blue Sage Yampa Valley of Steamboat Springs Terrell Consultant

4 Steamboat Springs Mountain Area Master Plan TABLE OF CONTENTS ACKNOWLEDGMENTS 3 TABLE OF CONTENTS ............................................................................................................ 4 LIST OF FIGURES..................................................................................................................... 5 EXECUTIVE SUMMARY .............................................................................................. 6 1. INTRODUCTION + BACKGROUND ................................................................... 10 PLAN PURPOSE ..................................................................................................................... 10 BACKGROUND ..................................................................................................................... 13 COMMUNITY ENGAGEMENT PROCESS ............................................................................. 16 HOW TO USE THE PLAN 20 2. PLAN ELEMENTS ............................................................................................... 22 OVERVIEW ............................................................................................................................. 23 ECONOMIC VITALITY ........................................................................................................... 24 OPPORTUNITIES + CONSTRAINTS 26 PLAN ELEMENT OBJECTIVES.......................................................................................... 30 IDENTITY ............................................................................................................................... 31 OPPORTUNITIES + CONSTRAINTS ................................................................................ 31 PLAN ELEMENT OBJECTIVES ......................................................................................... 35 ACCESS + MOBILITY 36 OPPORTUNITIES + CONSTRAINTS ................................................................................. 36 PLAN ELEMENT OBJECTIVES.......................................................................................... 44 VISITOR EXPERIENCE 45 SUSTAINABILITY + RESILIENCY ............................................................................................ 46 3. RECOMMENDATIONS FOR ACTION + IMPLEMENTATION .............................. 48 OVERVIEW ............................................................................................................................. 49 RECOMMENDED ACTIONS 49 FUNDING .............................................................................................................................. 73 PRIORITIES + PHASING ........................................................................................................ 74 IMPLEMENTATION WORK PLAN .......................................................................................... 76 PLAN MONITORING ........................................................................................................... 76 A. APPENDIX ......................................................................................................... 77 A.1 IMPLEMENTATION WORK PLAN TEMPLATE 78 A.2 COMMUNITY ENGAGEMENT SUMMARY .................................................................... 80 A.3 COMMUNITY INPUT DATA............................................................................................ 86 A.4 COMPARABLE TOWNS ASSESSMENT 100

5Steamboat Springs Mountain Area Master Plan | LIST OF FIGURES Figure 1: Project Study Area .................................................................................................... 6 Figure 2: Big Moves ................................................................................................................. 8 Figure 3: Big Moves Implementation + Phasing ..................................................................... 9 Figure 4: MAMP Plan Elements 11 Figure 6: Vicinity Map ............................................................................................................ 14 Figure 7: MAMP Web Page on Engagesteamboat.net ......................................................... 16 Figure 8: Community Outreach Postcard .............................................................................. 18 Figure 9: Community Engagement Process .......................................................................... 19 Figure 10: Economic Vitality Infographic 24 Figure 11: Business + Hotel Analysis ..................................................................................... 26 Figure 12: Identity Infographic .............................................................................................. 31 Figure 13: Access + Mobility Infographic .............................................................................. 37 Figure 14: Promenade and Proposed Extensions .................................................................. 38 Figure 15: Trails + Connections 39 Figure 16: Pedestrian/Vehicle Counts at Steamboat Grand Crosswalk ................................. 40 Figure 17: Mountain Area Parking Areas ............................................................................... 41 Figure 18: Mountain Area Parking Analysis ........................................................................... 41 Figure 19: Gondola Plaza Enhancements .............................................................................. 51 Figure 20: Ski Time Square Streetscape Amenities 52 Figure 21: Ski Time Square Plan View ................................................................................... 53 Figure 22: Ski Time Square Rendering .................................................................................. 55 Figure 23: Gondola Transit Center Plan View Rendering ...................................................... 57 Figure 24: GTC Pedestrian Plaza Plan View Rendering ......................................................... 58 Figure 25: Gondola Transit Center Rendering 59 Figure 26: Meadows Lot Plaza Plan View Rendering ............................................................. 60 Figure 27: Meadows Lot Redevelopment Plan View Rendering ........................................... 61 Figure 28: Ski Time Square Realignment Plan View Rendering ............................................. 62 Figure 29: Knoll Parking Lots Redevelopment Plan View Rendering .................................... 63 Figure 30: Community Engagement Infographic 81 Figure 31: Phase 2 Community Engagement Priorities ......................................................... 83 Figure 32: MAMP Advisory Committee Meeting 84

The area surrounding the Steamboat Ski Resort has come a long way since the first lifts started running more than 50 years ago. In 2020, the City of Steamboat Springs launched an update to the City’s long-range community plan for the Mountain Area. The Mountain Area Master Plan (MAMP) seeks to respond to the need to develop an updated vision to guide policy, growth, and development in an area critical to the near- and long-term vitality and resiliency of the entire Steamboat Springs community. The MAMP is part of the City’s larger long-range community planning framework under the overarching community comprehensive plan, the Steamboat Springs Area Community Plan (2004). A small project team consisting of the City of Steamboat Springs Planning and Community Development Department and Public Works Department, with support from a consultant team chosen through a Request for Proposals process, led the effort to create a revised physical improvements as well as potential adjustments to existing codes, policies, and partnerships for ongoing and future success.

ChristieIII ChristiePeakExpressPreview GondolaWildhorse Gondola ParkingMeadowsLot Upper & Lower Knoll Lots P P P P P STEAMBOAT SPRINGS: Downtown & Mountain Area Current Projects N00.1250.25 0.5 Mi Study Area Boundary Existing DevelopmentPublicTrailProposedsidewalksidewalkparkingprojects, approved and under review P Mount Werner Cir Central Park Dr MountWernerRdMountWernerRd Pine Grove Rd AnglersDr Apres Ski Way VillageDr Walton Creek Rd SkiTime Square DrBurges C ekRd S o m M adows D CorniceRdidnISummerDSteamboatBlvd HilltopLn Steamboat Blvd PamelaLn RiverRd PineGrove ApresSkiWay Broomtail Ln EglRidge D MedicineSpringsRd WhistlerRd OwlHootTr TO DOWNTOWN 40 Yampa Valley Medical Center Walmart MarketplaceWildhorse City Market Safeway YampaRiver Emerald Park Rita ValentinePark CENTERTRANSITGONDOLA MOUNTAIN AREA MASTER PLAN STUDY URBANAREARENEWAL AUTHORITY (URA) 1,320’660’330’0’ 40 Downtown VICINITY MAP MAMP Area PLAN PURPOSE Through a public process designed to better understand what is working well in the Mountain Area and what improvements and new solutions are needed, the MAMP will inform future updates to long-range plans, near-term investments, and revisions to the Community Development Code and other FIGURE 1: PROJECT STUDY AREA municipal codes and policies necessary to achieve the vision for the Mountain Area. The Mountain Area accommodates a year-round influx of visitors from around Colorado, other parts of the United States, and the world. Additionally, the area serves

EXECUTIVE SUMMARY

Steamboat Springs Mountain Area Master Plan

THE OPPORTUNITY

Each of the ideas highlighted will require additional community dialogue and feedback as project-level details are developed – in other words, the next generation improvements to the Mountain Area are in their infancy and more opportunities to shape what happens next in the Mountain Area are on the horizon.

The MAMP identifies a series of illustrative design concepts for major capital projects intended to help achieve the community’s vision for enhancing identity, mobility, and economic vitality in the Mountain Area. Each of these projects will require significant commitment on the part of the City of Steamboat Springs, private development partners, and the community, but will advance multiple plan objectives and catalyze long-term economic returns on investment.

The Mountain Area Master Plan will replace the Mountain Town Sub-Area Plan Update insofar as it serves as a guide for subsequent City actions, including policies, regulations, and standards. The SSRA will continue to rely on the previously adopted Base Area Reinvestment Plan to identify specific public infrastructure and planning investments supported through tax increment financing. This project began implementation prior to the completion of the MAMP. The property is privately owned by Alterra Mountain Company/Steamboat Ski and Resort Corporation (SSRC). as an accessible, world-class amenity to the local community. Annual skier visitation is expected to increase over the coming years. This trend will continue to stress infrastructure and threaten the community’s desire to remain the accessible, inclusive “Western ski town” beloved by visitors and locals alike.

MOUNTAIN AREA VISION

In 2004, the City of Steamboat Springs adopted the Steamboat Springs Area Community Plan, which found that “the base area requires significant improvements to infrastructure and physical form to make it more functional and attractive” and included a strategy to explore funding options and mechanisms to improve the Mountain Area. The City subsequently created the Steamboat Springs Urban Renewal Area (URA), a tax increment financing district, and a Base Area Reinvestment Plan that identified projects that might be undertaken to redevelop and revitalize the area around the base of the ski resort.

The Steamboat Springs City Council serves as the commissioners of the URA and convenes as the Steamboat Springs Redevelopment Authority (SSRA) when conducting URA business. In 2005, the SSRA adopted the previous Mountain Area plan (Mountain Town Sub-Area Plan Update) to serve as the Steamboat Springs Base Area Reinvestment Plan and the guiding design document for the SSRA’s efforts toward the area’s renewal.

“The Mountain Area is a colorful, spirited and friendly gathering place that - while rooted in recreation - is a vibrant social hub with activities, housing, hospitality and commerce that caters to visitors and locals alike.”

Steamboat Springs Mountain Area Master Plan

E F B1 A2A1C1C2 D1 D2 B2 MountWernerCircle Mount Werner Road Mount Werner Circle CircleWernerMount SkiTimeSquareDrive SHORT-TERM ( YEARS 1-3) Gondola Plaza Enhancements Relocate Gondola Base Demo Gondola Building/Renovate Plaza Ski Time Square (STS) Improvements STS East End Turnaround STS Streetscape Improvements Gondola Transit Center Redevelopment C1 Turnaround C2 Sawtooth, Controlled Access LONG-TERM (YEARS 4-10) Meadows Lot Upgrade Wildhorse Gondola to High Capacity Meadows Parking Structure ALTERNATIVE OPPORTUNITIES E Ski Time Square Drive Realignment F Knoll Parking Lots RedevelopmentC1C2A2B1EFA1D1D2B2

Three plan elements – Economic Vitality, Identity, and Access and Mobility – detail key findings informed by community engagement activities, existing conditions analysis, plans and studies, and initial understanding of feasibility. Additionally, the project team collected information from similar resort communities and identified opportunities to align recommendations with broader commitments to enhance the experience of visitors and improve community-scaled sustainability and resiliency.

KEY FINDINGS ACTIONSRECOMMENDED&

Recommended actions designed to advance multiple plan objectives and catalyze long-term economic returns are noted as “Big Moves”. In most instances, these projects will require significant commitment from the City of Steamboat Springs and private development partners and the portfolio of projects is likely to take a decade or more to be fully realized. Each project is detailed as a planning-level concept and will require additional feasibility assessments, detailed project designs that respond to the evolving context in the Mountain Area, and public and stakeholder input and review.

KEY FINDINGS & POTENTIAL SOLUTIONS

Master

Existing density, building heights, floor area, and building mass within the Mountain Area are significantly lower than what could be developed under current standards.

FIGURE 2: BIG MOVES

There is a desire for year-round activation in the Mountain Area, including strategies that advance private development opportunities, community events, and other economic development activities.

Mountain Area parking availability and traffic circulation is degraded due to decentralized parking – in some locations parking is located on land well-positioned for redevelopment. Repurposing outdated parking structures and revising overall parking management approaches are key strategies to improving economic vitality in the Mountain Area. Creative placemaking is needed to establish and reinforce the area’s unique identity and sense of place, most notably western heritage and family-friendliness. With growing demand for on-mountain and uphill amenities through out the year, a series of investments to improve multi-modal mobility, connectivity, and accessibility in the Mountain Area are required. The Gondola Transit Center (GTC) should be reimagined and reconstructed to create a pedestrian priority zone, including clear pedestrian routes to the gondola and lifts. Improving streetscape, parking, access, and circulation in Ski Time Square will help

Steamboat Springs Mountain Area Plan

9Steamboat Springs Mountain Area Master Plan | BIG MO V ES IMPLEMEN TATION + PH A SIN G YEA 202R2 YEA 202R3 YE202AR4 YE202AR5 YEA 2026R YEA 2027R Gondola Plaza Enhancements Renovate Gondola Plaza Ski Time Square Drive Improvements Turnaround & Initial Streetscape - Design Public Turnaround & Initial Streetscape Construction Gondola Transit Center Redevelopment GTC Reconstruction Design GTC Reconstruction - Construction LONG-TERM BIG MOVES Meadows Lot Redevelopment Upgrade Wildhorse Gondola to High Capacity Meadows Parking Structure SHORT-TERM BIG MOVES FIGURE 3: BIG MOVES IMPLEMENTATION + PHASING facilitate redevelopment and support year-round activation. Additionally, there are opportunities to improve emergency vehicle access and connections to commercial areas through investments that would also improve the overall experience for pedestrians in the Mountain Area. Long-term partnerships between public, private, and non-profit stakeholders will be required to develop and implement collaborative solutions that strengthen the economic resiliency of the Mountain Area.

• Gondola Plaza Enhancements: Transform Gondola Square at the base of the ski area into a year-round, multi-use plaza that will increase activity and vibrancy and help pedestrians navigate between Mt. Werner Circle and Gondola Plaza.

Additionally, new and enhanced partnerships will be required to implement, track, and evaluate the varied activities outlined in the plan.

RECOMMENDED ACTIONS: ALTERNATIVE OPPORTUNITIES & OTHER PLANNING AND POLICY INITATIVES

A few key ideas noted in the plan are:

The Mountain Area Master Plan also looks beyond major capital improvements and points to other, smaller-scale improvements as well as potential adjustments to existing codes, policies, and standards.

RECOMMENDED ACTIONS: BIG MOVESSHORT-TERM BIG MOVES Redevelopment and infrastructure improvements planned for the next one to three years.

• Meadows Lot Redevelopment: Centralize parking for the ski resort and improve access from the expanded Meadows Lot to the base of the resort.

• Creating new and strengthened partnerships to coordinate the activities and programs outlined in the plan, including a new pedestrian loop connecting commercial areas and other placemaking strategies.

The Mountain Area Master Plan includes nearand mid-term strategies aimed at addressing immediate needs and building on an existing foundation to ensure the continued success of the Mountain Area. The anticipated sunset of the Urban Renewal Authority in 2029 means sustaining current momentum is paramount.

• Gondola Transit Center Redevelopment: The Gondola Transit Center, which is nearing its intended design life, should be reconstructed and modernized to provide a convenient and safe experience for all users.

• Ski Time Square Improvements: Use public improvements to create a more active street and to serve as a catalyst to bring back the vibrancy and commercial activity along Ski Time Square Drive.

IMPLEMENTATION + MONITORING

LONG-TERM BIG MOVE A concept identified during the planning process that is not reflected in existing capital budgets. As such, a longer implementation horizon is anticipated (four to ten years).

• Updating design and development standards to ensure that they appropriately consider evolving design trends and are easy to understand and interpret.

• Building on the successful Promenade project, extend the Promenade such that it enhances pedestrian circulation while also improving public safety, emergency preparedness and emergency response in the base area

Ultimately the Mountain Area’s biggest challenge - the lack of a unified guiding vision - may be its greatest opportunity as the investors, organizations, businesses, and property owners who are charged with shaping the Mountain Area’s future seek a plan for long-term success.

The Mountain Area Master Plan (MAMP) serves as planning-level guide for an area of Steamboat Springs that is vitally important to the local economy and to the community members who live, work, and recreate here. The Mountain Area provides a world-class ski resort experience with seasonal and full-time housing for community residents, lodging for visitors, and uphill and on-mountain Goals of the Mountain Area Master Plan

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Steamboat Springs Mountain Area Master Plan amenities, including food and beverage establishments. However, for many, the area is missing the vibrancy and activity it once had. The last master plan for the area was completed in 2005 and many of the assumptions and recommendations are no longer relevant. There has been limited redevelopment and private investment over the last decade. Over time, a piecemeal development approach has evolved without a cohesive and consistent plan and has contributed to an area that is difficult to navigate, particularly for pedestrians.

1. INTRODUCTION + BACKGROUND

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• Engage the community in meaningful collaboration to create a vision for the Mountain Area Recommend specific actions to achieve the vision based on expert analyses and public and stakeholder priorities Define an actionable implementation strategy adaptable to changing future conditions Inform future budgeting decisions, development approvals, and updates to City standards and policies

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PLAN PURPOSE

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11Steamboat Springs Mountain Area Master Plan | IdentityEconomicVitality Access Mobility+ Character of the BuiltHeritage,Art,Environment,Culture+NaturalEnvironment+OutdoorRecreationLandVibrancy,Year-roundEconomicDevelopment+Programming,Use,AﬀordableHousing GondolaExperience,PedestrianTransitCenter,Parking Sustainability & Resiliency | Visitor Experience Sustainability & Resiliency FIGURE 4: MAMP PLAN ELEMENTS

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• Outline an implementation strategy that is adaptable to changing future conditions, including delivery of public investments and the pipeline of private development projects

• Identity: the unique character of the Mountain Area including art, heritage, and culture

• Access + Mobility: multi-modal connectivity and accessibility in the Mountain Area

For each element, the plan summarizes key issues, identifies opportunities, establishes objectives, and recommends actions.

Implementation strategies are summarized in association with each plan element and described in more detail in the chapter outlining all recommended actions.

• Sustainability + Resiliency

• Visitor Experience These themes are important community values and are fundamental to proactively planning for the long-term vitality and quality of life in the Mountain Area.

The process to develop the MAMP included assessments of current conditions in the Mountain Area and solicitation of community opinions to co-design a long-range vision and detail a portfolio of capital investments and policy improvements necessary to chart a course to realizing the shared vision. The plan focuses on the following three priority planning elements for the Mountain Area:

The City- and consultant-led project team reviewed, evaluated, and revised the MAMP in light of current context and circumstances and committed to pursuing a process and plan that would: Meaningfully engage the community in a collaborative process to define the desired future of the Mountain Area Identify, refine, and recommend specific actions to achieve the community-driven vision

Two overarching themes were identified to guide the plan’s development and recommended actions for each of the three plan elements noted above:

• Economic Vitality: the vibrancy of public spaces and retail and restaurant activities for residents and visitors

ChristieIII Christie Peak Express Preview GondolaWildhorse Gondola ParkingMeadowsLot Upper & Lower Knoll Lots P P P P Mount Werner Cir Central Park Dr MountWernerRdMountWernerRd Pine Grove Rd AnglersDr Apres Ski Way VillageDr Walton Creek Rd Ski Time Square DrBurgess CreekRd Storm Meadows Dr CorniceRdidnIanSummerDrSteamboatBlvd PineGroveRd ApresSkiWay Broomtail Ln EagleRidge Dr MedicineSpringsRd WhistlerRd OwlHootTr TO DOWNTOWN 40 Yampa Valley Medical Center Walmart MarketplaceWildhorse City Market Safeway YampaRiver CENTERTRANSITGONDOLA MOUNTAIN AREA MASTER PLAN STUDY URBANAREARENEWAL AUTHORITY (URA) 1,320’660’330’0’ 40 Downtown VICINITY MAP MAMP Area MOUNTAIN AREA MASTER PLAN STUDY AREA FIGURE 1: PROJECT STUDY AREA

Theterrain.Steamboat Ski Area opened in 1963, offering lift tickets for two dollars. Storm Mountain was renamed Mt. Werner in 1965 after a local ski racer who was killed by an avalanche. Throughout the 60s and 70s, tourism became a primary driver of the local economy and the ski resort continued to expand, generating new development and amenities around the base Inarea.2007, development partners Atira Group and Cafritz Interests purchased properties along Ski Time Square Drive in anticipation of redevelopment of two contiguous sites. The development team soon began demolishing existing buildings with plans to redevelop parcels at much higher densities. Unfortunately, the demolition of structures left Ski Time Square nearly empty, ready for reinvestment that would never come due to changing market realities, most notably the myriad impacts of the 2008 financial crisis. While redevelopment proposals have been submitted, no significant private development activity has occurred in Ski Time Square since the demolition. In 2017, Steamboat Ski Resort was purchased by Alterra, who since has purchased several properties in the Mountain Area for future redevelopment. Alterra has committed funding for a major transformation of the base area and on-mountain amenities, with a goal of enhancing the overall experience for staff, guests, and the entire Steamboat Springs community. Since its humble start, Steamboat Ski Resort has grown into one of the premier, home-grown ski resorts in the world offering 18 lifts, 169 trails, and over a dozen on-mountain restaurants. The ski resort has proudly managed to retain its local culture and heritage by supporting opportunities for people to live and work in the area. Today, the resort attracts over one million skiers a year, making it 5th in the nation for skier visits.

BACKGROUND

Steamboat Springs Mountain Area Master Plan

Steamboat Springs’ mineral-rich landscapes and open ranch land attracted stockmen in the early 1900s. This migration helped establish Steamboat Springs as a thriving ranching economy that supported the community for decades. With its long winter seasons, skiing was introduced to the area in 1914 when Carl Howelsen brought a passion for ski jumping, and Colorado’s first ski jumps were constructed on what is now called Howelsen Hill. Tourists soon flocked to Steamboat Springs for skiing, and the town began to look toward Storm Mountain to expand the sport’s

Steamboat Springs Mountain Area Master Plan that must be deployed to encourage access to the Base Area by means other than private Thevehicles.Mountain Area’s sidewalks, roadways, bike lanes, trails and parking areas typically accommodate movement well under most circumstances and conditions. However, the 2019 Gondola Transit Center Data Collection Study noted that at peak hours during the ski season, significant upgrades are needed. The Steamboat Ski and Resort Corporation projects that skier visitation will increase. Continued stress will be placed on the Mountain Area’s mobility network as uphill capacity is increased providing access to new terrain that will result in Steamboat being the second largest ski area in Colorado.

The MAMP study area encompasses an area of approximately five-hundred acres within the Urban Renewal Authority (URA) boundary. The study area includes the Gondola - One and Gondola - Two zone districts, mixed-use districts intended to provide areas for resort-oriented, high-intensity commercial uses and high-density residential and lodging uses that are complementary to, and supportive of, the mountain resort area.

The study area also includes properties within the Resort Residential - One and Resort Residential - Two zone districts. These districts provide for higher-intensity residential uses, including lodging, and serve as a gateway to the mountain resort area (see Figure 1 for Project Study Area map). Home to a primary concentration of the community’s core hospitality, lodging, and recreational amenities, the Mountain Area accommodates a year-round influx of visitors and locals. This requires a transportation network and mobility services that support varied types of access, whether it’s parking areas with navigable routes and additional mobility services to help people reach their final destination or the multitude of strategies access to staple food items and an alternative to longer trips to full-service grocery stores. Nearby health care, neighborhood-serving retail and tourist-based support services, parking, and ski resort maintenance and operations facilities surround the Mountain Area. Although well connected to Highway 40, previous mobility studies have noted a need to increase access from highway exits to Mountain Area destinations and more effective wayfinding in the Mountain Area directing visitors traveling to Downtown. 40 Downtown Mountain Area

VICINITY MAP FIGURE 6: VICINITY MAP

Mountain Area land use reflects a business and housing base that accommodates the needs of those visiting the Steamboat Ski Resort. Streets winding through hillside terrain connect people to condominiums - many of which are rented short-term - to ski lifts, and to food and beverage establishments nearby. Retail shops sell skiing and recreational goods with clothing and apparel targeting visitors. A small grocery store offers market fare and gift items, providing convenient

STUDY AREA

The Mountain Area Master Plan will replace the Mountain Town Sub-Area Plan Update insofar as it serves as a guide for subsequent City actions, including policies, regulations, and standards.

Steamboat Springs Mountain Area Master Plan

PREVIOUS PLANNING EFFORTS

The following description from the Mountain Town Sub-Area Plan Update (2005) reflects, to a great degree, a call to action that remains valid in the current context of the Mountain Area:

The Steamboat Springs Base Area is at a crossroads. The infrastructure is 40 years old, and with the adoption of the Urban Redevelopment Authority in 2004, the community’s decisionmakers have identified the need for public infrastructure redevelopment. At the same time, the scale of private sector redevelopment and reinvestment opportunities for the entire Base Area is significant. The properties comprising the Base Area are too valuable to remain undeveloped or marginally utilized. A unified vision for the future is necessary to guide reinvestment and redevelopment.’

In 2004, the City adopted the Steamboat Springs Area Community Plan, which found that “the base area requires significant improvements to infrastructure and physical form to make it more functional and attractive” and included a strategy to explore funding options and mechanisms to improve it. The City created the Steamboat Springs Urban Renewal Area (URA) in 2004, authorizing a tax-increment financing district encompassing the base area of the Steamboat Ski Resort. City Council, acting as the Steamboat Springs Redevelopment Authority (SSRA), appropriates tax increment revenues to address the blighted conditions observed in the base area at the time the URA was Afterformed.completing a blight study, the SSRA adopted the Mountain Town Sub-Area Plan Update in 2005 to serve as the Steamboat Springs Base Area Reinvestment Plan and the guiding design document for the SSRA’s efforts toward the area’s renewal. To date, more than $26 million of public funds have been invested to address blighted conditions. By law, the Mountain URA plan area has a 25-year life span that will end in 2029 and the tax increment revenue will no longer be available.

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The SSRA will continue to rely on the previously adopted Base Area Reinvestment Plan to identify specific public infrastructure and planning investments supported through tax increment financing.

COMMUNITY ENGAGEMENT PROCESS

FIGURE 7: MAMP WEB PAGE ON ENGAGESTEAMBOAT.NET

Steamboat Springs Mountain Area Master Plan

Meaningful and inclusive participation is a fundamental goal in all community planning projects pursued by the City of Steamboat Springs. The development of the MAMP was led by a small project team consisting of planning and design consultants, chosen through a competitive Request for Proposals process, and the City of Steamboat Springs Planning and Community Development and Public Works departments. The process to review, evaluate and revise the community plan for the Mountain Area began in March 2020 with the development of a Community Engagement Plan that described specific objectives and methods for how an Advisory Committee, key stakeholders, and the public would be engaged in the planning process. A 13-member Advisory Committee of key stakeholders in the Mountain Area was formed to guide the process to develop the MAMP. These organizations are also instrumental in shaping, advancing, and evaluating project- and plan-level implementation. The Advisory Committee met seven times throughout the process to create a draft plan for public review. They offered expert knowledge and guidance to inform community engagement, as well as plan content and priorities. Advisory Committee members are noted in the Acknowledgements (page 3) and details of key input sessions and milestones are provided in Appendix A.2. Shortly after the MAMP planning process was initiated in March 2020, the COVID-19 global pandemic necessitated public health measures designed to limit the transmission of the virus, including limitations on public gatherings and travel. The team quickly shifted the community engagement process from in-person events to a process that relied on online meeting tools and platforms to conduct meetings and workshops. The Engage Steamboat website served as the primary public platform for providing information and soliciting public feedback on ideas for improving the Mountain Area, support for potential solutions, and projects that should be included in the final plan.

5. PROACTIVELY IMPLEMENT STRATEGIES FOR ENVIRONMENTAL SUSTAINABILITY AND COMMUNITY RESILIENCY THAT WILL BE FLEXIBLE AND EFFECTIVE IN CHANGING FUTURE CONDITIONS.

3. OFFER AN EXCEPTIONAL YEAR-ROUND EXPERIENCE TO VISITORS AND LOCALS FROM A DIVERSITY OF SOCIOECONOMIC BACKGROUNDS. 4. CULTIVATE LONG-TERM PARTNERSHIPS BETWEEN PUBLIC, PRIVATE, AND NON-PROFIT STAKEHOLDERS TO DEVELOP COLLABORATIVE SOLUTIONS AND STRENGTHEN THE ECONOMIC RESILIENCY OF THE MOUNTAIN AREA.

Grand Hotel PRINCIPLESGUIDING

The purpose of the initial outreach phase was to collect general information from stakeholders and the public on what is working well with the Mountain Area, what needs to be improved, and what they prefer in the future. Phase 1 consisted of stakeholder interviews, focus group meetings, online surveys, and engagement activities hosted on the Engage Steamboat site. The themes from the responses were used to develop the vision statement that described the kind of place the community wants the Mountain Area to be in the future. Additionally, Phase 1 informed the guiding principles for the plan, a set of values that helped the project team and Advisory Committee make decisions related to identifying key implementation strategies and prioritizing actions that will achieve the vision, including those actions that are identified in the ongoing process to assess plan implementation.

1. PRESERVE AND ENHANCE THE AUTHENTIC IDENTITY AND UNIQUENESS OF THE STEAMBOAT SPRINGS AND MOUNTAIN AREA EXPERIENCE.

MOUNTAIN AREA VISION

6. ADVANCE CITY-WIDE GOALS AND CREATE LONG-TERM BENEFITS FOR THE GREATER COMMUNITY.

2. PROMOTE AND ENABLE SUSTAINABLE, HIGH-QUALITY DEVELOPMENT AND REDEVELOPMENT THAT COMPLEMENTS THE ORGANIC AND ECLECTIC CHARACTER.

COMMUNITY ENGAGEMENT PROCESS INCLUDED THREE PHASES

PHASE 1: MARCH - AUGUST 2020

• Newsletters of partner organizations, i.e., Steamboat Chamber, Main Street Steamboat

During each community engagement phase, the project team and the City’s Communications department promoted opportunities to review materials and provide input through multiple channels including:

The project team also provided regular updates to, and solicited feedback from, City Council, Planning Commission, and the URAAC on the progress of the plan during regularly scheduled public meetings.

• Social media posts

• City Limits radio show

The second round of community engagement provided information to stakeholders and the broader community as a means to gather input necessary to refine potential solutions identified in Phase 1. Phase 2 included an online survey to 1) detail the plan’s interim findings, the key problems identified and potential solutions and 2) collect feedback on levels of support for potential solutions. Phase 2 participants prioritized the solutions they believed were most important to future success. This phase also included focus group meetings with Mountain Area stakeholders and technical during Phase 2 is referenced throughout the MAMP document and was instrumental in the work of the project team and Advisory Committee to finalize recommended actions that will build the foundation for achieving the community’s vision for the Mountain Area. Detailed results from the Phase 2 online community engagement survey can be found in Appendix A.3.

Feedbackexperts.received

Help GROOM the future Mountain Area!

PROMOTING OPPORTUNITIES TO PROVIDE FEEDBACK

• Email blasts to stakeholder groups

Appendices A.2 and A.3 provide more information on the community engagement process and the data collected.

FIGURE COMMUNITY OUTREACH POSTCARD

See Figure 9 for a summary of the three phases of community engagement, including key activities, products, and outcomes.

• Distribution of post cards, i.e., Farmers Market (see Figure 8)

• Newspaper articles in the Steamboat Pilot & Today

18 Steamboat Springs Mountain Area Master Plan

PHASE 2: OCTOBER - MAY 2021

PHASE 3: APRIL - JULY 2022

• Updates to boards and organizations, i.e., Lodging Association, Steamboat Mountain Village Partnership

2021 MOUNTAIN AREA MASTER PLAN survey_tools/initial-master-plan-conceptswww.engagesteamboat.net/mamp/ Take the survey for a chance to win a Howelsen Hill season pass, 4 rounds at Haymaker Golf Course, or $50 to City RecreationsurveyPrograms!closesMarch 21st

During the final outreach phase the project team prepared and presented a draft plan for public review and comment. As with the previous outreach phases, the Engage Steamboat site was used to collect feedback on the draft document. Additionally, the Advisory Committee, Planning Commission, Urban Redevelopment Authority Advisory Committee (URAAC), and City Council received briefings on the public review draft. City staff compiled comments received on the draft plan and consulted the Advisory Committee to prepare a final plan for consideration and adoption. A Planning Commission public hearing to consider recommending the plan to City Council was held on XXXX. City Council adopted the Mountain Area Master Plan on XXXX.

What Was Done • Final CommitteeAdvisoryMeeting • Online Review of Draft Plan • Public Meetings: • City Council • Planning Commission • URAAC • Public Adoption Hearing Outcomes • City Adoption of Final Plan ENGAGEMENT PROCESS PHASE 1 PHASE 2 PHASE 3 COLLECTIONDATA THEMESEMERGING PLANBUILDINGSOLUTION What Was Done • 3 Advisory Committee Meetings • 3 Online Surveys - 172 total responses • Identity - 97 responses • Economic Vitality - 41 responses • Mobility - 34 responses • Stakeholder Interviews - 11 interviews with representatives from the following organizations:•Steamboat Ski & Resort Corporation • Steamboat Springs Chamber of Commerce • Main Street Steamboat • City of Steamboat Springs Staff • Public Works (Engineering, Steamboat Springs Transit) • Mt Werner Water & Sanitation District • Yampa Valley Housing Authority • Steamboat Lodging Association • Steamboat Area Developers •Outcomes986Unique data points summarized into themes to inform the development of: • Vision • Guiding Principles • Opportunities and Constraints What Was Done • 2 Advisory Committee Meetings • Community Engagement on Findings and Solutions (soliciting input on proposed projects and solutions) - 401 participants and 1,497 written comments • Focus Group Workshops on: • Gondola Transit Center Redesign • Sustainability + Resiliency • Economic Vitality + Identity • Public Meetings with: • City Council • Planning Commission • URAAC Phase 2 of Engagement informed: • Plan Objectives • Action Steps • Project Prioritization + Phasing • Focus Group Workshops: • Gondola Transit Center Users • Property Owners + Real Estate/ Development Professionals • Economic Development Experts • Public Safety Stakeholders • Public Meetings with: • City Council • Planning Commission • URAAC Outcomes • Information on levels of support for various solutions and overall priorities to inform development of: • Objectives • Recommended Actions • Priorities + Phasing FIGURE 9: COMMUNITY ENGAGEMENT PROCESS

COMMUNICATING THE COMMUNITY’S LONG-RANGE VISION

The City of Steamboat Springs, community members, private developers, and other stakeholders will use the plan to inform future actions, decisions, and investments. The plan supports three ongoing City functions that recognize that community engagement doesn’t end at plan adoption, rather it’s an ongoing dialogue to learn from diverse perspectives and a fundamental component of partnerships that seek to address today’s issues and achieve long-term, sustainable outcomes:

HOW TO USE THE PLAN

The MAMP is part of the City’s larger long-range community planning framework under the overarching community comprehensive plan, the Steamboat Springs Area Community Plan (2004). The MAMP is a subarea plan for the Mountain Area and serves as strategic policy plan for the specific geographic area shown in Figure 1: Project Study Area. The MAMP replaces the Mountain Town Sub-Area Plan Update (2005). However, the 2005 Base Area Reinvestment Plan remains the guiding document for urban renewal activities funded through the URA. The MAMP is consistent with the Area Community Plan and provides more specific guidance for the community’s vision for growth, development, and desired investments in the Mountain Area. The MAMP is a tool available to the public, stakeholders, and the development community to understand and contribute to the achievement of the vision for the Mountain Area’s future.

Steamboat Springs Mountain Area Master Plan

City staff, Planning Commission, and City Council review certain types of proposed development plans for consistency with applicable long-range plans. Reviews for project-level consistency are not to ensure a development proposal furthers specific concepts in the plan, but instead to evaluate if a proposed project is incompatible with or may hinder the achievement of the vision and objectives outlined in the adopted plan. If the City makes findings that a project is incompatible and thus the criteria for approval are not met, then a project may not be approved as submitted. The design concepts presented in the MAMP are meant to illustrate a preferred design based on the level of analysis, community input conducted as part of the MAMP planning process, and information available to project team at the time concepts were created. All conceptual projects in the MAMP that continue to maintain public and stakeholder support, prove to be financially feasible, and subsequently advance to construction will require detailed planning and design, including adherence to established standards and specifications All development applications will be reviewed for compliance with the codes and standards adopted at the time of the application submittal. Design concepts for capital projects are likely to evolve after the plan is adopted. As such, the MAMP serves as a signal to the City’s development review staff, project applicants, and other departments and agencies, that an investment to further the objectives of a community plan has been identified and may be appropriate to consider during presubmittal consultations and/or during application review.

DEVELOPMENT APPLICATIONS

INFORM REVIEW

City staff and City Council will use the findings in the plan, recommended actions, and regular assessments of progress toward achieving the Mountain Area vision to make annual budgeting decisions, including funding that may be needed to pursue policy changes that enable desired change and capital investments to meet current and future needs. The MAMP will also be used to inform future updates to long-range plans, including the Area Community Plan, the Community Development Code, and other municipal codes and standards. OF

GUIDE BUDGET AND POLICY MAKING

2. PLAN ELEMENTS

In addition, the consultant team conducted a Comparable Towns Assessment to compare characteristics of the Steamboat Springs Mountain Area with three other resort towns: Mount Crested Butte, Colorado; Vail, Colorado; and Big Sky, Montana. The characteristics assessed included development history, business mix, lodging options, and parking. The findings are summarized in Appendix A.4.

For each plan element, objectives are identified as strategies for how to address constraints and advance opportunities to achieve the community’s vision for the Mountain Area. The community’s overarching desires to enhance the visitor experience and to improve sustainability and resiliency informed the development of guiding principles, objectives, and actions.

OVERVIEW

The Plan Elements chapter provides analysis on the current constraints and future opportunities identified in the three priority plan elements: Economic Vitality, Identity, and Access + Mobility. These constraints and opportunities are a result of the findings from the community engagement activities (public, stakeholder, and Advisory Committee), research on existing plans and studies, analysis of conditions, and possible solutions.

Steamboat Springs Mountain Area Master Plan

• Need critical mass/pedestrian activity to support Mountain Area businesses

A core purpose of the MAMP is to identify opportunities to create a more vibrant and resilient, year-round economy in the Mountain Area.

WHAT WE

• Mountain Area needs more restaurants and shopping open après ski and year-round

» Identify and pursue development opportunities that bring year-round activity and nightlife to the Mountain Area (ex: a performing arts/conference center, hotel development, event programming)

1. There is a lack of vibrancy in the Mountain Area after après ski and during shoulder seasons

» Increase year-round programming and branding for the Mountain Area by expanding a dedicated entity focused on its economic development

» Unlock additional development opportunities by redeveloping outdated parking structures (Ski Time Square and Gondola Square) into uses that bring activity to the Mountain Area in all seasons

WHAT WE LEARNED

OUTCOMESPOTENTIAL + SOLUTIONS

» Improve streetscape, parking, access and circulation in Ski Time Square to help facilitate redevelopment

CONSTRAINTSCURRENT FIGURE 10: ECONOMIC VITALITY INFOGRAPHIC

Tourism is the chief economic driver of the Steamboat Springs economy. The Mountain Area is a focal point of the City’s tourismbased economy, particularly in the winter season. However, the economic vitality of the area is vulnerable to seasonal fluctuations; climate and weather events, such as ongoing drought and winters with low snowpack; and national and global economic conditions.

3. The economic conditions (cost of construction, lengthy approvals, high land costs) make new development financially risky

ECONOMIC

HEARD

• Need URA to continue funding infrastructure improvements to spur private development and investment

• Need reinvestment and redevelopment to revitalize Ski Time Square to where it was before 2008

2. There is limited organizational capacity directed to economic development and programming in the Mountain Area

The term economic vitality is used to describe a sustainable, diverse, and dynamic economy that contributes to quality of life and fosters an environment for innovation and entrepreneurship. Economic vitality is the topic that generated the most comments from the public when asked about what they would like to see in the Mountain Area in the future. The City government cannot achieve economic vitality on its own but can act as VITALITY a partner, coordinator, and collaborator to create plans and policies that promote sustainable economic development.

4. Design standards may be difficult to interpret.

OPPORTUNITIES + CONSTRAINTS and the fall, bringing activity to the Mountain Area in the shoulder seasons, no longer occur. The Comparable Towns Assessment found the Mountain Area has a smaller percentage of the total number of hotel rooms in the city compared to base areas in the other towns, and in comparison Steamboat Springs has a smaller number of luxury hotel options. During the second phase of community engagment, development opportunities; including a performing arts center, a conference center, and hotels, were strongly supported as a means to bring year-round vibrancy to the Mountain Area.

Steamboat Mountain Area Master Plan lodging properties in the Mountain Area also contributes to the seasonal fluctuation of residents and activity. A greater mix of commercial uses and housing opportunities for full-time residents is important to creating year-round vibrancy. Prior to 2007, Ski Time Square Drive included many popular bars, restaurants, and shops, as well as a small concert venue. The area was lively in the evenings, particularly in the winter season. Community members frequently describe the revitalization of Ski Time Square Drive as a key component of the economic vitality and year-round vibrancy of the Mountain Area. In 2008, buildings were demolished in anticipation of redevelopment that never occurred. In the short term, this was primarily due to the impacts of the 2008 financial crisis. However, these properties remain vacant many years later, despite strong growth in the rest of the city. The barriers to redevelopment are described further in the Land Use and Development Gondolasection. Plaza also provides an opportunity for redevelopment to create better public VIBRANCY

Springs

FIGURE 11: BUSINESS + HOTEL ANALYSIS

The most common themes from the initial phase of community engagement for the MAMP were related to the need for more retail and restaurants open after après ski hours and year-round in the Mountain Area; the desire for more nightlife; the idea of a critical mass of pedestrians to support business; and the need for more options for Comparedlocals. to other Colorado resort communities, the visitor pattern in Steamboat Springs is more balanced throughout the year. While the the Mountain Area is a primary draw for visitors during the ski season, much of the economic activity in the summer occurs in Downtown. Relative to comparable ski areas, the base area has a considerable number of businesses (see Figure 11). However, many of the businesses operate seasonally and many do not stay open after 8:00pm. Due to the limited hours and seasonality of businesses in the Mountain Area, visitors staying near the ski area are likely to go Downtown in search of more varied dining and entertainment options.

BUSINESSES

YEAR-ROUND

The large number of second homes and spaces and active amenities that allow for year-round programming and attract more diverse restaurant and retail concepts. The majority of community engagement survey respondents supported redeveloping Gondola Plaza by removing the gondola building and creating a plaza with active amenities. During the MAMP planning process, Alterra/Steamboat Ski and Resort Corporation (SSRC) announced plans to demolish the gondola building and redevelop Gondola Plaza and then began improvements during the 2021 construction season. Additional hotel options, particularly higher-end hotels, a multi-use conference center, and a performing arts center are all potential uses identified to bring activity in the shoulder seasons and in the evenings to the Mountain Area. The need for a larger conference center was brought up frequently by stakeholders. The Sheraton once had a large space to host conferences, but the building has since been converted into condominiums. The conference space at the Steamboat Grand is limited. The large conferences that used to occur in the spring

PROGRAMMING

ECONOMIC DEVELOPMENT +

Steamboat Springs Mountain Area Master Plan

A diversity of businesses is critical to creating a place where visitors and locals work, shop, dine, and linger. The seasonal market and high rents in the Mountain Area make it difficult for businesses to become established and sustainable. Locally-owned businesses may find this particularly difficult, and they are an important contributor to the character and authentic experience of a place. Themes from the first phase of community engagement for the plan included the need for a strong partnership between the City, Urban Renewal Authority (URA), property owners, developers (including SSRC), and the need to focus money and attention on the economic development of the Mountain Area. An important finding of the Comparable Towns Assessment came from town leaders who said that although a good business mix is needed, year-round programming and events are the key to activating their base areas throughout the year. While the Steamboat Springs Chamber and the Steamboat Mountain Village Partnership represent businesses, there is not an entity with paid

staff focused on economic development and programming for the Mountain Area. The Chamber focuses on supporting businesses and promoting visitation to Steamboat Springs as a whole. The Steamboat Mountain Village Partnership is a consortium of businesses in the Mountain Area, but does not have staff and is limited in organizational Stakeholderscapacity. frequently describe the importance of partnership and synergy between businesses in the Mountain Area and Downtown. As the two key commercial centers of the city, creating a complementary relationship with uses that fit different needs is a potential economic development strategy for the community as a whole. In addition, a more vibrant Mountain Area could help relieve the growing pressure on Downtown during the summer season. Main Street Steamboat is an organization focused on preserving, enhancing, and promoting downtown and is accredited through the Colorado Main Street Program.

Collaboration with Main Street Steamboat and identifying opportunities to apply similar approaches could benefit the Mountain Area. Improved partnership, collaboration, and capacity focused on the Mountain Area is needed. Existing entities may provide a framework for a more specific focus on Mountain Area activities, including year-round programming and branding. Community input indicated that Mountain Area businesses should complement businesses in downtown Steamboat

Housing availability and affordability were concerns raised frequently throughout the engagement process. A common theme was the need for more affordable and attainable housing to meet the community’s workforce needs, including additional options in the Mountain Area. While the ski resort and local tourism economy generate demand for workforce housing, stakeholders and community members recognize the challenge of meeting that demand in the Mountain Area. Steamboat Springs is a desirable second home destination, and the many short-term rentals in the areas surrounding the ski resort provide an alternative to traditional lodging establishments. Both second homes and short-term rentals impact potential supply for full-time residents; however, the community

The Steamboat Springs Area Community Plan establishes policies for a diverse mix of uses and a denser form of development for the Mountain Area as compared to the rest of town. These strategies are intended to support the ski resort and tourism and to promote economic vitality. The City’s Community Development Code (CDC) is the tool used to implement these goals and Thepolicies.overall existing density, building heights, floor area, and building mass within the Mountain Area are significantly lower than what could be developed under current standards. The Gondola zone districts allow for the highest building heights and densities in the City. While density may be desired, it is not always feasible when local development challenges are considered.

Most development proposals over the last 15 years have been for single-family, duplex, and fourplex residential products. Pockets of underutilized, high-value land remain even as resort communities throughout Colorado, experience high-demand and short-supply housing markets. The limited number of full-time residents and the seasonality of visitorship results in a lack of critical mass necessary to fully support area businesses that require year-round activity. Local developers have stated that the lack of investment in the Mountain Area is due to the level of financial risk involved with relatively low profit margins. An extremely high cost of construction, slow absorption rate, and high land costs make developing in the Mountain Area a high-risk investment. The Comparable Towns Assessment found that comparable base area development successes were dependent upon unified land ownership and close partnerships between resorts and municipalities. Land ownership surrounding the Steamboat Ski Resort is very fractured, and consequently presents a significant challenge to large-scale redevelopment and change. Given this challenge, the City’s opportunities to support desired development and redevelopment in the Mountain Area are to adopt long-range plans and a regulatory framework that supports the creation of a dense and vibrant mixed-use area and to invest in infrastructure that meets current and future demand. As future development occurs, it will be important to maintain and require land uses Physical distanced workshop with Mountain Area business owners and developers that contribute to street level vibrancy in commercial nodes. Development and design standards should be reviewed and refined to ensure they provide the flexibility needed by developers to respond to changing market conditions while also achieving the community’s desire for a dense, vibrant, sustainable, and pedestrian-friendly Mountain Area. The ideal mix of land uses will include residential, lodging, shopping, entertainment, restaurants and bars, open spaces for public gathering and special events, and year-round recreation.

Steamboat Springs Mountain Area Master Plan LAND USE + DEVELOPMENT

AFFORDABLE HOUSING

Master

During the development of the Mountain Area Master Plan, the City of Steamboat Springs enacted a suite of new policy, zoning, and licensing tools to regulate short-term rentals for the purposes of mitigating impact to neighborhood character, the City’s overall character, and the availability of seasonal and long-term housing options. At the time of the effective date of the new and revised code and licensing provisions, the entirety of the Mountain Area was within the unrestricted zone of the ShortTerm Rental Overlay Zone. While many of the areas in the City have caps on the number of short-term rental licenses that can be issued, the unrestricted area has no limit on the number of licenses. How the short-term and long-term housing markets respond to the City’s initial approach to regulating short-term rentals will be monitored to assess if desired outcomes are achieved. The City will also continue to evaluate other policy tools and investments that aim to increase year-round residents and activity in the Mountain Area. These could include community-wide housing need analyses, creating new revenue sources to support attainable and affordable housing, incenting the conversion of short-term rentals to seasonal and Mountain Village Apartments just outside the URA - photo courtesy of Yampa Valley Housing Authority long-term housing options for the local workforce, and requirements that mitigate the impact of new development through contributions to affordable housing.

In 2021, an anonymous donor purchased and gifted a property known as the Brown Ranch to YVHA. The 500+ acre property represents a once-in-ageneration opportunity to provide longterm affordable housing to community members. The scale of the Brown Ranch project means that its impacts and benefits will be felt across the entire Yampa Valley. High-frequency and high-quality multi-modal transportation facilities and services that connect Brown Ranch to the Mountain Area will be a key component of the broader portfolio of strategies necessary to ensure attainable and workforce housing needed to support year-round economic activity in the Mountain Area.

preference is for resort-oriented uses to be concentrated in the Mountain Area rather than dispersed throughout neighborhoods across the City. As noted previously, there is a strong community desire for more retail and restaurants open after après ski hours and year-round in the Mountain Area. To support this additional economic development and vibrancy, an adequate supply of affordable and attainable longterm and seasonal workforce housing is needed in the Mountain Area. While an ideal mix of housing in the Mountain Area would include a wide range of housing types and affordability, from high-end single-family homes and condos to multiple family rentals, the City’s primary affordable housing development partner – the Yampa Valley Housing Authority (YVHA) – views the Mountain Area as uniquely challenging due to cost of land. As such, a variety of strategies will be required to promote the development and preservation of attainable and affordable housing in locations accessible to the Mountain Area.

Steamboat Springs Mountain Area Plan

30 Steamboat Springs Mountain Area Master Plan

ECONOMIC

VITALITY OBJECTIVES

E.1: Reduce seasonal disparities in economic vitality through diverse, year-round opportunities that attract people to the Mountain Area. E.2: Improve coordination and focus on economic development and programming efforts for the Mountain Area. E.3: Promote the redevelopment of underused and vacant parcels, particularly along Ski Time Square Drive. E.4: Implement strategic capital improvements to incentivize private development. E.5: Identify long-term funding source(s) for operations and maintenance of public improvements. E.6: Incorporate sustainability and resiliency principles into Mountain Area development and infrastructure improvements.

1. Growth

When stakeholders and community members describe the unique identity of Steamboat Springs, they most often mention the western ranching heritage, Olympic and winter sports traditions, beauty of the natural environment, and the friendliness of the community. There is a widespread and strong desire not to look or feel like other Colorado ski resort towns and to remain an inclusive place, welcoming to visitors from a variety of backgrounds, and especially friendly for families.

western heritage, environment and the friendliness of

OUTCOMESPOTENTIAL

» Pursue opportunities to incorporate public art in the Mountain Area

WHAT WE HEARD

community • The Mountain Area is a kid and family-friendly place • •Buildings in should complement each otherThe Mountain Area and Downtown Steamboat Springsthe Mountain Areaare run-down and outdated

+ SOLUTIONS

» Identify and protect historic structures in the Mountain Area that contribute to Steamboat Springs’ identity

31Steamboat Springs Mountain Area Master Plan |

» Identify areas to promote dense, walkable, mixed-use development through development and design standards

» Review and update the City’s design standards for the base area

Many of the buildings and facilities in the Mountain Area are outdated and do not contribute to a strong sense of place. In addition, the Mountain Area lacks an arrival experience that carries visitors from the highway to the slopes, and there are no sight lines from the Gondola Transit Center (GTC) to the gondola. First-time visitors may also be confused upon arrival as there are no clear and direct routes to access the base of the ski mountain. When asked what people thought of when they experienced the Mountain Area during Phase 1 of community engagement, respondents answered “underutilized, empty, and aging”. Refer to Appendix A.3 for detailed survey responses. Many parcels in the Mountain Area are vacant or underutilized, including land and buildings. Specific buildings identified as outdated were the Gondola Building, the Ski Time Square parking garage, and the Gondola Square parking garage. Phase 2 community engagement participants noted significant support for activation strategies, both at the base of the ski resort and throughout the area through private development that emphasizes walkability and brings more year-round residents and activity to the area. While generally supportive, Phase 2 respondents were not as supportive of redevelopment of existing parking lots proximal to the ski area and consolidation of parking at the Meadows Lot.

IDENTITY OPPORTUNITIES + CONSTRAINTS FIGURE 12: IDENTITY INFOGRAPHIC

WHAT LEARNED and new development put Steamboat Springs at risk of losing its eclectic and authentic western identity Reinvestment/redevelopment has not occurred in Ski Time Square since the demolition in 2008 Despite significant investment in the area, some buildings and facilities are likely to remain outdated and will not contribute to cohesive sense of place reflected in its the

CHARACTER OF THE BUILT ENVIRONMENT

CONSTRAINTSCURRENT • The identity of Steamboat Springs is

32 Steamboat Springs Mountain Area Master Plan

There are opportunities for improving the visitor arrival experience that would also strengthen the Mountain Area’s sense of place. Consistent streetscape elements, wayfinding signage, furnishings such as litter receptacles, planters, and bike racks, public art, lighting, street trees, hardscaping, and landscaping treatments can create a distinct and recognizable character. Throughout the community engagement process, community members cited the Burgess Creek improvements and the Promenade as positive contributors to the Mountain Area’s sense of place. They expressed a desire for more high-quality public gathering spaces to bring the community together. Desired amenities include more seating areas, fire pits, and year-round activities to provide family-friendly entertainment for all ages.

There were concerns that ground level activation requirements for commercial uses in the Gondola - Two zone district were too restrictive and perhaps out of date. These regulations intend to incorporate general commercial activities that activate building frontages and serve the resort and neighborhood by promoting retail, food and beverage, or other commercial land uses as part of a larger, mixed-use area. While active building frontages and land uses are important to creating a vibrant streetscape, flexible regulations can achieve the desired intent while also meeting the market demand for residential and lodging uses within the Mountain Area. In addition, the Base Area Design Standards were identified as needing review and refinement to maintain design flexibility related to roof pitch, materiality and color, and glazing and transparency. The Design Standards do not prescribe a uniform or specific design style or character, but rather they are intended to ensure that development within the Mountain Area achieves high-quality site design and building architecture. While the development community prefers greater flexibility, one of the most common concerns related to the character of the built environment expressed in the community engagement survey was that if design standards were relaxed, quality could decline and development would not be cohesive.

Overall, the current CDC zoning and land use regulations have not been overly restricting development in the Mountain Area. As part of a development group focus session, when asked what elements of the land use regulations merited review, responses by participants focused on a few key topics.

One of the identified barriers to redevelopment of the Mountain Area is that property ownership is fractured, which means that large-scale change is difficult, costly, and will likely be gradual. While some buildings in the Mountain Area may remain indefinitely as is, if executed correctly, new development and redevelopment will positively contribute to the area’s character and sense of place.

ART, HERITAGE + CULTURE

Currently, the City is in the process of completing the Mountain Area Historic Survey to document the historic context and the findings of a windshield survey of the Mountain Area, as well as provide intensive historic inventories for approximately ten properties. Once complete, this Survey will provide the background to inform the drafting and adoption of relevant Historic Preservation Guidelines for the Mountain Area, as well as to determine eligibility of individual properties to the Steamboat Springs Register of Historic Places.

Community input indicates a strong desire to embrace and maintain the “Western ski town” culture and identity of Steamboat Springs, where the ranching community and the ski community unite. One of the top themes from Phase 1 of community engagement was “the identity of Steamboat is reflected in its western heritage, environment, and friendliness of its community”. This has been exemplified by the ski resort’s Ambassadors program and their classic cowboy hats. Small-town flair, easy access to outdoor recreation, and healthy lifestyles are also a part of Steamboat’s identity. The community desires to maintain its reputation of being a family-friendly resort and authentic, welcoming town, accessible to all ages. Incorporating the arts as well as historical and cultural features into new development and public spaces is an effective economic development tool. During the planning process, stakeholders identified the concept of ‘creative placemaking’ as a strategy to reinforce identity and sense of place in the Mountain Area. Creative placemaking is an approach that integrates history, culture, arts, architecture, and the environment into the built environment and public spaces to express a community’s values and emphasize inclusive and engaging places. 75% of survey responders stated that they support the City pursuing opportunities to incorporate public art in the Mountain Area.

33Steamboat Springs Mountain Area Master Plan |

Community input during Phase 2 found significant support for emphasizing public art and protecting historic resources in the Mountain Area.

Steamboat Ambassadors wear cowboy hats when directing visitors to destinations Creative Placemaking example from Bloomington, Minnesota - photo by Bruce Silcox (source: Arts.gov)

Steamboat Springs Mountain Area Master Plan

As the gateway to Mount Werner and the Steamboat Ski Resort, the Mountain Area provides access to world-class recreational amenities for residents and visitors. The open space and outdoor recreation opportunities are focused on Mount Werner and the ski area, as well as the adjacent Routt National Forest. There are no City-owned parks or recreational facilities within the study area, and the City of Steamboat Springs 2019 Parks, Recreation, Open Space, Trails, and River Master Plan does not propose new parks or open space development in the Mountain Area.

The daylighting of Burgess Creek in 2012 from an underground culvert into a new surface creek channel to create a space for gathering and recreation along the Promenade is considered one of the great successes in the Mountain Area in recent years. This project focused investment around a natural asset to enhance identity and increase activity.

NATURAL ENVIRONMENT + OUTDOOR RECREATION

include:•Preserving natural scenery and vistas

The SSRC operates paid winter sports access during the ski season and maintains designated hiking and mountain biking trails open to the public during the summer season. Some members of the public offered feedback during the planning process that mountain biking is underserved and is a significant opportunity for bringing people to the base area during the summer and fall months. Several respondents to the community engagement survey identified the need for more and better maintained trails, improvements to the Mountain Bike Park, and overall greater investment in the mountain biking amenities. Stakeholders identified the importance of environmental stewardship for intrinsic reasons but also to contribute to sustainable, high-quality tourism. A healthy natural environment is a significant community amenity that attracts people and investments.

• Improving year-round programming Burgess Creek is a popular recreation destination in summer. around outdoor recreation and the mountain environment

• Continuing to create environmental education opportunities about the natural mountain environment, the watershed, threats posed by climate change, and ways visitors can reduce their Additionalimpactsinformation on how sustainability was considered in the MAMP is included in the Sustainability and Resiliency section at the end of this Mountainchapter. biking and hiking trails are open to the public in summer.

• Maintaining and enhancing trail systems on Mount Werner

Additional ideas for promoting natural assets as a strategy for improving economic vitality

IDENTITY OBJECTIVES I.1: Encourage high-quality development but maintain the authentic and diverse character of the Mountain Area. I.2: Identify and preserve the historic buildings and structures in the Mountain Area. I.3: Implement a creative placemaking approach to enhance the sense of place and incorporate public art. I.4: Preserve and enhance the natural environment assets and outdoor recreational opportunities. I.5: Improve the visitor arrival experience to the Mountain Area and the ski resort base area.

Steamboat Promenade during winter season

Master

• Mobility means the ease of physical movement, including the quality of travel modes.

• The street layout is defective, dysfunctional, and leads to confusion and congestion

In 2021, the City adopted the Steamboat Springs Transportation & Mobility Plan (TMP).

The TMP identifies projects, programs, and policy recommendations to guide transportation decisions over the coming decades, including investments in the Mountain Area.

• The pedestrian circulation and connections are inadequate, and wayfinding is confusing and difficult

• There are deficient transportation and parking opportunities

Although improvements have been made since 2005, community stakeholders and the public identified many of these same issues as affecting the visitor experience, the local experience, and the community’s long-term goals for sustainability, resiliency, and equity in the Mountain Area.

The street layout in the Mountain Area is disjointed and pedestrian circulation is confusing. Pedestrian sidewalk connections vary and many streets have no sidewalks. It is difficult to navigate between the commercial areas, lodging areas, and the ski resort base area. Public safety officials identified Mt FOR THE PURPOSES OF THE MAMP:

Improving the pedestrian experience was one of the major topics of previous planning efforts. One of the key issues identified in the 2005 Mountain Town Sub-Area Plan was the “need to address the circulation issues around the Base Area and provide for better movement of people from public and private transportation to the gondola access.”

Werner Circle crosswalks to the GTC at the Steamboat Grand and the Knoll lots and Burgess Creek Road as areas of concern for pedestrian safety. There are multiple routes to access the lifts and gondola at the ski resort base from the GTC, but these are difficult to navigate and most involve a grade change requiring pedestrians to use stairs (often in ski boots)1 There are no sight lines from the GTC to the ski slopes, so guests who are unfamiliar with the area rely on wayfinding and SSRC Ambassadors to direct them to the gondola base.

OPPORTUNITIES + CONSTRAINTS

Springs

• Accessibility means the ability to reach desired services and activities and is a function of mobility and connectivity.

1 During the 2021 construction season, SSRC installed escalators and made improvements to create a more formal route between the GTC and Gondola Plaza. One of many routes from the GTC to Gondola Square

More recently, the lack of quality pedestrian infrastructure in the Mountain Area was also noted as a key finding of the Transportation and Mobility Plan (2021).

Steamboat Mountain Area Plan

PEDESTRIAN EXPERIENCE

• There is a lack of defined streetscape for pedestrians where they feel enticed to walk, shop, and linger to enjoy the special setting of the Base Area

• Connectivity means the density of sidewalk, road, and public transit networks and the quality of connections between modes.

ACCESS + MOBILITY

One of the key drivers for an updated MAMP is the need to improve multi-modal mobility, connectivity, and accessibility in the Mountain InArea.2005 with the approval of the Base Area Reinvestment Plan, the Steamboat Springs City Council identified the following issues related to access and mobility in the Mountain Area:

The most common themes related to mobility from the initial community engagement phase included the need to improve pedestrian connectivity, to reduce grade changes and stairs within primary pedestrian routes, and to enhance wayfinding (information systems that guide people through the built environment).

37Steamboat Springs Mountain Area Master Plan | WHAT WE LEARNED 1. The Mountain Area is difficult for pedestrians to get around due to a confusing layout and insufficient way finding 2. There are multiple portals from the Gondola Transit Center (GTC) drop-off to the base lifts which creates confusion 3. The GTC is the primary transit stop to access the ski resort base area from the City bus system, parking shuttles, and lodging shuttles. The GTC is overcrowded, inefficient, and unsafe for pedestrians 4. The GTC does not provide an attractive or intuitive arrival experience to the Steamboat Ski Resort or Mountain Area 5. Public parking is spread out in five different areas, taking up high-value land that could be put to a more beneficial use 6. Vehicles drive between parking lots on busy days contributing to congestion 7. Future demand will require more parking in the Mountain Area •Navigating through the Mountain Area is confusing, need to improve wayfinding • Need to improve address grade issues and remove stairs tothevisitor experience • The GTC is chaotic and dangerous for pedestrians • Locals are concerned about parking - they want to be able to drive to destinations and park conveniently • Need to concentrate remove parking from high-value parcels anditatthe Meadows Lot • Access and connectivity officialsconcerns for emergency in the Mountain Area presentresponse and public safety WHAT WE HEARD OUTCOMESPOTENTIAL + SOLUTIONS » Consolidate and enhance a designated pedestrian route from the GTC to the gondola and lifts that improves grade issues » Extend the Promenade and establish a pedestrian and emergency vehicle route from the Promenade to Ski Time Square Drive » Develop a pedestrian loop connecting commercial destinations in the Mountain Area such as Ski Time Square, Torian Plum Plaza, Gondola Plaza, Village Center, and Shops at the Grand » Reconfigure the GTC to create a pedestrian priority zone with efficient bus and shuttle drop-off and turnaround » Install more crosswalks and enhanced pedestrian safety features at the GTC such as additional signage, lights, and raised paths » Increase parking available at the Meadows Lot through a parking structure » Build a high-capacity gondola from the Meadows Lot to ski resort base area CONSTRAINTSCURRENT FIGURE 13: ACCESS + MOBILITY INFOGRAPHIC

The City of Steamboat Springs 2019 Parks, Recreation, Open Space, Trails, and River Master Plan identifies a limited number of multi-use trail improvements, including a secondary trail connecting Bangtail Way to Mt Werner Circle and a cut-through that would link Broomtail Way to Bangtail Way and extend behind the current Wildhorse Gondola. This connection would be even more significant if a high-speed gondola connection were implemented from the Meadows Lot to the ski resort base area. A ‘backcountry’ trail is proposed to extend along Ski Time Square Drive and connect to Burgess Creek Road. A trail connection is also PROMENADE AND PROPOSED EXTENSIONS

The City’s Sidewalk Master Plan (2016) identifies sidewalk needs along Mt Werner Road and Circle, Burgess Creek Road, Après Ski Way, Medicine Springs Drive, and Ski Trail Lane to connect surrounding lodging areas to transit stops, small commercial nodes, and the ski resort base area. Figure 15 illustrates existing and proposed sidewalk and trail connections..

Steamboat Springs Mountain Area Master Plan

The wide right-of-way in Ski Time Square Drive is an opportunity to widen sidewalks and offer amenity space for enhanced lighting, landscaping, and site furnishings. Additional sidewalk and trail connections could increase walkability and reduce reliance on cars and shuttle services.

PROMENADEEXISTING EXTENSIONSPROPOSED FIGURE 14:

PEDESTRIAN EXPERIENCE - CONT.

The public streets do not include pedestrianfocused areas in commercial nodes with attractive amenities that encourage people to shop and linger. The congestion on Mt Werner Circle and the vacant parcels in Ski Time Square Drive are not enticing pedestrian environments. Improving the pedestrian experience and amenities in these two core commercial areas are critical to improving identity, economic vitality, and accessibility in the Mountain Area. Throughout the process to identify key issues and review potential solutions the Advisory Committee and the public expressed support for conceptual physical improvements and identified improving the experience of pedestrians as the community’s highest

Apriorityprimary success as the result of the 2005 Mountain Town Sub-Area Plan was the construction of the Promenade, a pedestrian route connecting lodging and restaurants along much of the ski resort base ‘beach front’ (see Figure 14). Extensions of this Promenade were mapped out in previous planning efforts and identified as a priority project by the Steamboat Springs Redevelopment Authority. The development of a consolidated, designated pedestrian route between the GTC and Gondola Plaza that reduces stairs, such as with an escalator, has been a frequent recommendation in master plans and is supported by the SSRC. This strategy also received strong support from Phase 2 community engagement participants Enhanced and more uniform treatments for lighting, sidewalks, and pedestrian amenities are needed throughout the Mountain Area, The Promenade that connects destinations along the ski slopes but particularly along Ski Time Square Drive, Mt Werner Road and Circle, and the GTC.

The initial community engagement phase for this project resulted in similar themes: the need to address conflicts between pedestrians and vehicles, better management of lodging shuttles, developing a transit exclusive zone, and expanding or moving the PrivateGTC. shuttles have increased greatly in the last 10 years and there is not a unified system for managing their operations. During peak hours, congestion leads to conflicts among shuttles, buses, private vehicles, and pedestrians. Of particular concern is the pedestrian crosswalk in front of the Steamboat Grand, which sees high volumes of foot traffic during ski season and results in traffic back-ups when vehicles are unable to exit the GTC.

40 TwilightLn Central Pa k Dr MtWernerRd Moun Werner Rd Ro k e Way PineGroveRd MoraineCir CorniceRd Clubhou eD BurgessCreekRdSomMeadows D SkiTimeSquareDr MountWe ne C r MountWer e ApresSkVillageWayDrEagle R dgeDr lOwHootTr GondolaTransitCenter CentralPlazaPark UC MedicalYampaHeathValleyCenter MarketplaceWildhorse TennisCenter Ski Town Park River Creek Park Casey’sPond YampaRiver Mt.LodgeWerner Trails + Connections Study ConnectionProposedConnectionProposedExistingAreaTrailTrailSidewalk FIGURE 15: TRAILS + CONNECTIONS

GONDOLA TRANSIT CENTER

Steamboat Springs Mountain Area Master Plan proposed through the neighborhoods south of Walton Creek Road to the ski resort base area and surrounding businesses. Another opportunity to improve pedestrian connectivity and the overall experience of traversing the Mountain Area would be to designate, and where needed improve, a pedestrian loop connecting commercial destinations. This project concept was strongly supported by Phase 2 community engagement participants. Many of the elements in the 2007 Wayfinding and Signage plan have been implemented. An update to the 2007 plan is an opportunity to refresh concepts to best meet current needs and priorities in the Mountain Area.

Previous planning efforts identified congestion, poor internal vehicular circulation, and poor pedestrian circulation and access as key challenges. The 2005 Mountain Town Sub-Area Plan made recommendations for enhancing the facility, both aesthetically and with additional pedestrian amenities, and recommended that the GTC not be reduced in size or function. Although improvements to layout and operations have been made since 2005, the GTC is nearing the end of its intended design life and should be reconstructed and Anmodernized.upgraded GTC, including reconstructed transit and shuttle facilities, pedestrian crossings, and complete streets improvements, was identified in the Transportation and Mobility Plan (2021) as a project necessary to enhance the user arrival and departure experience. Shuttles, buses and private vehicles converge at the GTC

The Mountain Area is well-served by an excellent public transportation system provided by the City of Steamboat Springs that is free to users. The Gondola Transit Center (GTC) is the central facility where Steamboat Springs Transit (SST) buses, SSRC parking lot shuttles, and private lodging shuttles access the ski resort base area. The GTC also serves as an area for deliveries to adjacent businesses. The GTC is partially in the public right-of-way and partially on private property owned by Alterra/SSRC.

40 Steamboat Springs Mountain Area Master Plan

The MAMP seeks to improve the safety and functionality of the transit center for riders and operators and to create a more pedestrian-friendly environment between Après Ski Way and the Ski Time Square Drive intersections along Mt Werner Circle. The GTC is a transfer point for several routes on the SST system, and the efficiency of this hub is very important to the efficiency of the citywide system. In addition, the GTC is partially located on land owned by Alterra/ SSRC and a more efficient site design offers an opportunity for redevelopment and revitalization in which public-private partnership funding may be feasible.

Improvements to the GTC consistently rank as the top priority for URA funding. In 2018, the City began convening GTC stakeholders known as the “GTC Users Group” and “GTC Steering Team” to discuss the functionality and safety of the GTC associated with its operation and design. The team collected data on GTC use from stakeholders and monitoring and documenting activity on the 13 busiest ski days of the 2018/2019 ski season. The findings from these data are presented in the Steamboat GTC Data Collection Report (2019). A few of the notable findings include:

• Future Capacity: Perform additional traffic modeling and consider criteria to evaluate impacts of development Inputapplicationsfromthecommunity during the development of the MAMP noted support for creating a pedestrian priority zone at the GTC, including configurations that would restrict private vehicle access and install new pedestrian safety measures.

• Unfamiliar visitors during peak times have the largest impact on operations. People and shuttles are in a hurry • The GTC Steering Team identified the conflict between vehicles exiting the GTC from the northernmost bay and pedestrians leaving the base area (westbound) via the north crosswalk as one of their biggest concerns Figure 16 illustrates the pedestrian and vehicle movement per hour at peak times at the Mt Werner Circle crosswalk near the Steamboat Grand.

• Passengers use SST, medium shuttles, and small shuttles relatively equally during the afternoon peak hours on high use days

PARKING

There are currently five designated public parking facilities in the Mountain Area owned by Alterra/SSRC: the Meadows Lot, Lower and Upper Knoll lots, and the Gondola Square and Ski Time Square paid parking garages (see Figure 17). During the ski season, resort visitors frequently circulate between lots to find the closest parking space which contributes to traffic congestion. The Knoll lots and the two parking garages are located on high-value land at the ski resort base area and are prime redevelopment opportunities.

• GTC Configuration: Evaluate alternative design layouts such as a raised median and improved pedestrian crossings, a grade separation, or creating a transit only and pedestrian priority zone, restricting private vehicle access to reduce peak period congestion, improve safety, and enhance the pedestrian environment

• Small Shuttle System: Implement a shuttle driver training and permitting system with ongoing communications and coordination and/or develop a shared shuttle system, such as in Park City, Utah, to optimize transit trips on the roadway network

Shuttle Drop off at the GTC

• Small shuttles are parked at the GTC for much longer periods of time than the average of all vehicle types

FIGURE 16: PEDESTRIAN/VEHICLE COUNTS AT STEAMBOAT GRAND CROSSWALK

• Other Improvements to Operations: Install snowmelt systems, improve wayfinding signage, and identify skier pick-up and drop-off locations

The following recommendations of the GTC Data Collection Report have been reviewed and evaluated as part of the MAMP planning process:

41Steamboat Springs Mountain Area Master Plan | P P P P P 40 CENTRAL PARK DR MTWERNERRD MOUNTWERNERRD PINEGROVERD MORAINECIR CLUBHOUSE DR RIVERQUEEN BURGESSCREEKRDSTORM MEADOW SKITIMESQUAREDR MOUNTWERNER CIR MOUNTWERNER CIR APRES SKI WAY OWLHOOTTRL GONDOLATRANSITCENTER MOUNTAIN AREA PARKING 1 Meadows Parking Lot 2 Ski Time Square Parking Garage 3 Gondola Square Parking Garage 4 Lower Knoll Parking Lot Upper Knoll Parking Lot 2 3 45 1 5 FIGURE 17: MOUNTAIN AREA PARKING AREAS FIGURE 18: MOUNTAIN AREA PARKING ANALYSIS

During the 2018/2019 and 2019/2020 ski seasons, the Meadows Lot reached capacity on several Saturdays resulting in use of overflow lots at Wildhorse Plaza, and on a few occasions overflow lots at the hospital being used for skier parking. These same high-demand conditions also resulted in dangerous congestion along Mt Werner Road between Mt Werner Circle and Pine Grove Road. The increase in parking demand was likely due to the increase in skier visits associated with the introduction of the Ikon Pass in 2018. The Meadows Lot experienced reduced parking demand in 2020/2021 due to the COVID-19 pandemic and associated impacts to travel. Parking needs in the Mountain Area vary dramatically by season. In the months outside of the ski season, the Meadows Lot is used lightly for special events, such as concerts at the Strings Music Festival, but it and the Knoll lots remain largely vacant.

The Transportation and Mobility Plan (2021) recommends that the City partner with Alterra/SSRC to evaluate existing and future parking lots to develop solutions for limited parking capacity near the ski resort base. In the 2020 Steamboat Springs Community Survey, designed to reach a representative sample of full-time residents and second homeowners, 53% of respondents strongly or somewhat supported implementing paid parking in downtown and the Mountain Area to fund transit and encourage use of alternate modes like buses, walking, or bicycling. Centralizing and expanding parking at the Meadows Lot is an opportunity to reduce traffic congestion and redevelop high value parcels for more beneficial uses. However, it

Responses to the mobility survey conducted at the beginning of the planning process indicated that in the summer, a greater share of visitors walk or bike to the Mountain Area, while winter visitors are more likely to access the ski area by driving, taking transit or relying on private shuttles. A common parking theme in the initial community engagement phase was locals concerned about accessible and convenient parking for skiing. Other input identified the needs to remove parking from high-value parcels in the base area, develop a parking structure at the Meadows Lot, and plan for flexibility in parking to accommodate potential redevelopment. The Comparable Towns Assessment found similar numbers of ski resort parking spaces at Steamboat as in other ski resorts of comparable size. However, the study found that most of the parking is farther away from the lifts when compared to the other ski resorts evaluated (see Figure 18). For more information, see Appendix A.4.

PUBLIC

The T-Bar parking lot creates congestion, particularly on Saturdays during the ski season, and is difficult to navigate.

Access and connectivity in the Mountain Area present concerns for emergency response and public safety. The two new roundabouts on Mt Werner Circle are significant improvements to circulation. Other changes, such as the construction of the Promenade and moving the Ski Patrol first aid center to Fetcher Base, also improved access for emergency vehicles. However, for officials representing first responders, significant concerns remain.

• Ski Time Square Drive - The road is a dead end with several lodging and retail properties but lacks a sufficient turnaround for a large fire apparatus.

• Mt Werner Road / Parking Lots Congestion - Mt Werner Road becomes very congested at peak times during ski season, most notably when Meadows Lot is at capacity and overflow lots are in use. This slows emergency vehicles access to and from the ski resort. It is a particular concern as this is the direct access route between the ski resort and the hospital. The new roundabout at Steamboat Boulevard is intended to improve circulation and left turns along Mt Werner Road during heavy traffic.

42 Steamboat Springs Mountain Area Master Plan does mean that parking facilities are farther from the ski resort base which requires drivers to use a shuttle or the potential gondola to get to the lifts. The concept of increased parking capacity in the Meadows Lot with a high-speed gondola connection to the GTC and ski area base was also identified as an aspirational project within the Transportation and Mobility Plan (2021). As with the 2020 Steamboat Springs Community Survey, community input received during the development of the Mountain Area Master Plan noted that instituting paid parking at the Meadows Lot was supported by half of those that provided feedback. During the development of the MAMP, survey participants were asked to consider strategies that paired an increase of parking available at Meadows Lot with redevelopment of private parking garages more proximal to the base of the ski resort. As noted in Transportation and Mobility Plan (2021), parking management strategies, including parking associated with the ski resort, will require thorough and targeted study as it involves significant ongoing operational costs. Any future citywide parking study will include a special emphasis on downtown and the Mountain Area, where demand for parking is greatest. ACCESS + SAFETY

• Gondola Square and Plaza - Another Mountain Area location that is difficult to access and navigate. Some fire apparatus’ can only go a certain distance, impacting response time and effectiveness. Fire equipment needs to be able to get around buildings. The crowds and congestion during peak times further exacerbate the access issues.

• Ski Patrol Fetcher Base - Although this location for medical transport is an improvement from the previous one, it still presents difficult access and maneuverability for ambulances and fire trucks. It is particularly dangerous when crowds of pedestrians and multiple ambulances are present.

Meadows Parking Lot on a busy day Photo by Steamboat Pilot

EMERGENCY

In June 2020, a focus group of public safety stakeholders including City Police and Fire, utility providers, emergency management, SSRC, and the UC Health Yampa Valley Medical Center discussed issues around access and public safety and emergency preparedness and response in the Mountain Area. Key problem areas for emergency access identified are:

Master Plan |

• Encourage SSRC to create an improved and separate ski school drop-off area

Much of the ski resort and the surrounding neighborhoods are in the wildland-urban interface. Effective evacuation planning and notification is a high priority of Routt County Emergency Management to minimize potential impacts of wildfire.

A few additional recommendations discussed by public safety officials included the following:•Continue to strongly enforce the fire code, building code, and community development code standards for appropriate access and infrastructure during the development review and building permit approval process

• Extending the Promenade

• Building a parking garage and high-capacity gondola at the Meadows Lot to reduce vehicle congestion

• Constructing a large turnaround in Ski Time Square Drive

• Locate a future fire station in the Mountain Area

• Review access points and pinch points to prioritize and plan for problem areas

• Extend the Promenade along the ski resort beach front and create connections with Ski Time Square Drive to create an emergency access loop

Mountain

• Redeveloping the GTC to improve pedestrian safety and reduce vehicle conflicts, with improving emergency access suggested as key objective in any redesigned facility

Steamboat Springs Area

Several of the solutions discussed for improving pedestrian experience, parking, and the GTC are also supported by public safety experts. These include the following:

One of the key areas recommended for improved access for emergency response and emergency infrastructure repair is the ski resort ‘beach front’, including Gondola Plaza, Torian Plum Plaza, and eastward toward Storm Meadows. Responding to and/or evacuating people around Ski Time Square Drive and in the ski resort base area in the case of a mass casualty event, critical infrastructure damage, or structural fire or wildfire event - particularly during times of peak visitation - are a few of the scenarios that emergency and utility officials worry about most. High-rise lodging development creates additional complexity for fire response, and it is difficult to get around all sides of buildings such as the Sheraton. There are critical lifeline utilities in the area, particularly Gondola Plaza and the Promenade, that must be accessed for maintenance, repairs, and emergency outages. Wildfire represents the greatest risk from natural hazards in the Mountain Area.

44 Steamboat Springs Mountain Area Master Plan ACCESS + MOBILITY OBJECTIVES M.1: Improve multi-modal connectivity in the Mountain Area. M.2: Provide safe, efficient, year-round access to the ski resort base area for a variety of users. M.3: Simplify parking facilities and plan for future parking demand with flexibility for emerging transportation technologies and services. M.4: Develop and install signage and wayfinding to improve branding and reduce confusion. M.5: Provide effective emergency access and egress within Gondola Square, Ski Time Square, and Mt Werner Circle. Steamboat Promenade during winter season

While the COVID-19 pandemic disrupted individual and community lifestyles and economic systems in unprecedented ways, it also resulted in increased rates of outdoor recreation. In addition to generating a greater number of outdoor recreation participants, the pandemic had the immediate effect (in 2020) of more casual users participating in outdoor activities1. If recent trends continue, the Mountain Area will be a primary destination for visitors looking to experience skill-centric activities (skiing, mountain biking, etc.) as well as a growing number of individuals and families seeking less skill-dependent activities like enjoying mountain scenery and opportunities to emphasize connection among friends and family.2Aswinters get shorter and summers grow longer, ski areas across the country are stretching their summer seasons and adding more diverse offerings of attractions, activities, and events to remind visitors that mountain communities can be year-round destinations.

The Mountain Area is home to the Steamboat Ski Resort and a focal point for tourist activity in Steamboat Springs, particularly in the winter months. In Steamboat Springs, visitors contribute to the local economy through sales tax, economic multipliers from local spending, and second home construction and maintenance. The community’s vision for the Mountain Area is to continue to enhance the visitor experience and to draw people – both visitors and locals - to the Mountain Area by creating a diversity of experiences and activities that encourage longer, more frequent visits. Visitor experience is affected by the quality of the built and natural environments; sense of place; recreational, retail, and cultural opportunities; ease of moving around; and the presence of a visible and engaged year-round population. Each of the MAMP planning topics (economic vitality, identity, and access and mobility) emphasizes visitor experience, from creating a clear pathway for high-quality design and development that engenders year-round activity to an arrival experience and public realm that prioritizes the pedestrian while improving safety for everyone.

Steamboat Springs Mountain Area

Master Plan |

VISITOR EXPERIENCE

The Steamboat Springs community has seen an increase in non-ski season visitation as activities such as hiking, biking, fishing, and others are growing in popularity – local observations are entirely consistent with growth nationally in trail-based activities and spending.3Inaddition to generating revenue, tourism also helps the Steamboat Springs community achieve higher business thresholds for most private services which enhance resident consumer choice and quality of life. While peak visitation periods can be frustrating for residents and visitors alike, addressing known and emerging challenges such as parking and traffic management, housing affordability, 3 Summit Economics: Adaptation of the Local Tourism Sector to Climate Change: Strategic Possibilities for Steamboat Springs and potential environmental impacts in an integrated and proactive way is key. This acknowledgement directly informed the Guiding Principles of the MAMP and set the stage for prioritized investments designed to benefit current and future residents and visitors, those coming from nearby neighborhoods as well as those traveling greater distances to experience all that Steamboat Springs has to offer.

1 Outdoor Foundation: 2021 Outdoor Participation Trends 2ReportNSAA Journal - Spring 2022

CITY-ADOPTED SUSTAINABILITY + RESILIENCY PLANS • Routt County Climate Action Plan, 2021 • Steamboat Springs Transportation and Mobility Plan, 2021 • Electric Vehicle Readiness Plan, 2021 • Routt County Hazard Mitigation Plan, 2020 • Steamboat Springs Water Conservation Plan, 2020 • Fish Creek Critical Watershed Community Wildfire Protection Plan, 2019 • Yampa River Health Assessment & Streamflow Management Plan, 2018 • Sustainability Action Plan, 2017

SUSTAINABILITY

In the 2020 Steamboat Springs Community Survey, respondents ranked the overall quality of the natural environment as the most important aspect of the community, with 93% rating it as essential or very important.

+ RESILIENCY

Sustainability: Meeting the needs of the present without compromising the ability of future generations to meet their own needs. -United National Commission on Sustainable Development Resiliency: The ability of communities to rebound, positively adapt to, or thrive amidst changing conditions or challenges - including human caused and natural disasters - and to maintain quality of life, healthy growth, durable systems, economic vitality, and conservation of resources for present and future generations. - Colorado House Bill 18-1394

Climate action and resiliency were ranked as a high priority for the City to address by 48% of respondents and a medium priority by another 29%. The recreation and tourism industry, particularly the ski industry, are vulnerable to the impacts of climate change. The impacts in northwest Colorado are likely to include increased frequency and severity of drought and wildfire along with earlier snowmelt, shorter winter season, warmer summer temperatures, and increased variability across seasons. While longer summer and shoulder seasons will create some opportunities, a diminshed mid-season snowpack is expected. Water availability for snow making and ensuring adequate flows in the Yampa River and its tributaries will be key for the tourism Oneindustry.ofthe greatest risks to the Mountain Area is wildfire. Wildfire is a particular concern due to the location adjacent to the Routt National Forest. Much of the base area and surrounding neighborhoods are located in the wildland-urban interface. The ski area boundary abuts the southern border of the Fish Creek watershed, which provides 90% of the water supply for the city. A large wildfire has the potential to affect drinking water supply and quality but also to destroy homes, businesses, and infrastructure, close trails, degrade scenic values, and lead to more flooding, erosion, and landslides. Wildfire can significantly decrease visitation and economic Alongrevenues.with climate change and natural disasters, the Mountain Area is vulnerable to other disruptions such as emergency events, economic downturns, and transformational technologies. In addition, the local fiscal structures are highly dependent on tourism and vulnerable to shocks and disruptions that reduce the number of visitors and associated Thespending.Cityof Steamboat Springs uses the Sustainability Tools for Assessing & Rating Communities (STAR) System as the framework for sustainability. The City went through the STAR sustainability benchmarking process in 2015 and 2019 and is a four-star rated community. The City has also adopted several long-range plans in recent years intended to advance the community’s long-term sustainability and resiliency. The following is a summary of the community-wide goals and actions strategies of these plans that inform future development and policy decisions in the Mountain Area and can be incorporated into programs and projects:

Sustainability and resiliency are not only important strategies for appealing to visitor preferences but are core values of the City of Steamboat Springs and the broader community. The City of Steamboat Springs’ vision statement is “to preserve our past while assuring an economically, culturally and environmentally sustainable future.”

Steamboat Springs Mountain Area Master Plan

Complete Burgess Creek Community Wildfire Protection Plan (CWPP) recommendations and in the countywide CWPP update. Improve evacuation notice and procedures. Implement informational campaigns for visitors. Integrate wildfire mitigation principles into CDC and building code standards.

Master Plan |

• Transportation and Mobility - Promote healthy and active travel choices, multi-modal connectivity, and fair access in Steamboat’s transportation system. Reduce vehicle miles traveled. Increase local and regional transit and bus infrastructure. Develop a regional approach to employee and visitor shuttles and transportation services.

• Land Use - Identify priority areas for compact development in comprehensive plan updates and future land use plans. Prioritize local infrastructure improvements to revitalize redevelopment and spur investment in targeted areas. Two strategies identified in many of these plans are specifically addressed in the MAMP: updates to development codes and education programs. An update to development codes is needed so that the many opportunities for redevelopment in the Mountain Area are built to standards that reinforce the community’s commitment to sustainability and resiliency. This not only includes modernized design standards, but development that is water and energy efficient, pedestrian and transit oriented, and resistant to wildfire and other hazards. Education programs are a critical component to sustainability and resiliency efforts. Education is needed to change behaviors and to help people to understand why certain requirements and conditions are in place, such as paid parking and increased transit options to reduce private vehicle use. Programs should be accessible to the entire community but also must specifically target visitors to improve awareness of the impacts of tourism and the risks in a mountain environment that they may be less familiar with. Successfully reaching visitors requires partnering with the ski resort, the Chamber, and other hospitality businesses in the Mountain Area.

• Clean Energy and Energy EfficiencyExpand audit programs and education efforts. Work with partners (state and federal) to offer incentive and rebate programs for retrofitting residential and commercial structures and to target high energy users. Modify codes to require new and renovated buildings that are more energy efficient.

• Stormwater Management and Green Infrastructure - Provide education and incentives for private developers to better integrate nature-based approaches, or low impact development (LID) practices into development projects. Establish criteria for LID in public projects to protect water quality and aquatic habitat and to improve flood mitigation. Strengthen stormwater quality standards within the CDC and Engineering Standards.

Steamboat Springs Mountain Area

• Wildfire Preparedness and Mitigation

- Partner with US Forest Service, SSRC, and other stakeholders to reduce wildfire risk in critical areas through forest management and fuel reduction projects that prevent impacts to structures, infrastructure, and the watershed.

• Water Conservation - Identify and work with high water users, such as hotel and condominium properties, to reduce indoor and outdoor water use through education, incentives, and rebates. Create programs to educate visitors about water conservation. Strengthen CDC standards to increase water conservation within development/ redevelopment sites.

Green Infrastructure is a practice that incorporates natural and engineering design principles that mimic natural processes to enhance overall informational quality and provide utility services. Techniques include Low Impact Development (LID) methods which is an approach to land development that works with nature to manage stormwater runoff where it falls.

3. RECOMMENDATIONS FOR ACTION + IMPLEMENTATION

Policies + Regulations, and Partnerships + Programs. RECOMMENDED ACTIONSOVERVIEW

Plan implementation will take many forms; including capital projects, adjustments to code and polices, private investment, and new and enhanced partnerships - each subject to funding availability and competing priorities. The strategy for implementation describes overall considerations for funding and phasing, an implementation work plan to be completed after plan adoption, and the procedures for monitoring the plan and reporting progress.

49Steamboat Springs Mountain Area Master Plan |

This chapter presents recommended actions to achieve the plan’s vision and objectives and serves as a guide for decision makers and for staff planning, budgeting, and programming future work activities. The recommended actions are the result of input from stakeholders and the public, guidance from the Advisory Committee, direction from the organizations responsible for implementation, and professional analysis regarding the likely effectiveness for achieving plan objectives.

“Big

The plan’s recommended actions are organized into four types: Moves”, Other Capital Improvements Projects Planning, Development

LONG-TERM BIG MOVES

• Gondola Transit Center (GTC) Redevelopment

• Meadows Lot Parking Structure and High Capacity Gondola

ILLUSTRATIVE CONCEPTS DISCLAIMER:

• Gondola

Ski Time Square Drive Realignment

•

These are big picture concepts for redeveloping underutilized, high value parcels to land uses that better contribute to achieving plan objectives. During the planning process there was not consensus among community participants, stakeholders, and property owners regarding proposed future uses. However, the Advisory Committee wanted to capture the ideas as important opportunities for the future. Envisioned over the long term (more than four years), Alternative Opportunities will likely require public-private collaboration on design, community engagement, and construction.

Future Big Moves are concepts generally supported by stakeholders but were not moving forward through any sort of planning or budgeting process at the time of this plan. The ideas are large-scale changes with major impacts envisioned over a four- to ten-year timeframe. These projects may have some public-private partnership funding but will be initiated and largely funded by the private sector.

Immediate Big Moves are redevelopment and infrastructure improvements planned for the near term (one to three years). These are high priority projects for the City and/or private development partners for which design work and financial planning have already begun. Plaza Enhancements Ski Time Square Improvements

• Knoll Parking Lots Redevelopment

SHORT-TERM BIG MOVES

ALTERNATIVE OPPORTUNITIES

‘Big Moves’ are major capital reinvestment projects intended to help achieve the community’s vision for enhancing identity, mobility and economic vitality in the Mountain Area. These projects require significant commitment on the part of the City, private development partners and the community, but could advance multiple plan objectives and catalyze long-term economic returns on investment. This list may require up to a 10-year planning horizon depending on funding available, capacity and community commitment to advance the proposed projects.

BIG

The illustrations in this section are representative of master plan concepts and are for planning purposes only. The illustrations do not represent final designs and should not be interpreted as such. Additional design development will be required as the concepts are further evaluated. MOVES

•

50 Steamboat Springs Mountain Area Master Plan

•

FIGURE 19:

Graphic

51Steamboat Springs Mountain Area Master Plan | SHORT-TERM BIG MOVES MOVE 1 GONDOLA PLAZA ENHANCEMENTS

•

Details of Conceptual Design: Demolition of the Gondola Building and relocation of the lower terminus of the gondola to the east Construction of an active public amenity, such as an ice rink, in the space freed up from the building demolition that can be converted to other uses in between ski seasons Addition of amenities to allow people to gather and stay, such as tables/chairs,

•

Move 1: Gondola Plaza Enhancements Removal of Gondola Building Activity amenity space Open festival plaza Gondola terminal moved up mountain Escalator fire pits, food trucks, etc. Consolidation of pedestrian routes from Mt Werner Circle/Gondola Transit Center (GTC). Installation of an escalator or other means to address grade changes between these two areas Improved access and connectivity for emergency vehicles

Estimated Cost: Project funded and underway by private owner. GONDOLA PLAZA ENHANCEMENTS is for planning purposes only

•

Project Objectives: Remove the Gondola Building to create space and add amenities that can provide programmed activities for all ages year round Improve access and grade change for pedestrians between Mt Werner Circle and Gondola Plaza. Increase activity and vibrancy through additional restaurant and retail offerings and enhanced outdoor public gathering spaces

•

GONDOLA PLAZA ENHANCEMENTS

BIG IDEA: Transform Gondola Square at the base of the ski area into a year-round, multi-use plaza with actives amenities and public gathering spaces.

•

Implementation Considerations: This project began implementation prior to the completion of the MAMP. The property is privately owned by Alterra Mountain Company/Steamboat Ski and Resort Corporation (SSRC). The MAMP planning process identified the initial big idea and objectives around the same time that the property owners were working on design concepts for redeveloping Gondola Plaza. The owners submitted designs for City development approval and initiated construction in spring 2021. The project is anticipated to require three construction seasons for full completion and the ski resort will maintain operations during the winter seasons between the construction phases.

•

A1 A2 A3 A5 A4

52 Steamboat Springs Mountain Area Master Plan MOVE 2 SKI TIME SQUARE IMPROVEMENTS BIG IDEA: Bring back the vibrancy and commercial activity along Ski Time Square Drive. Project Objectives: • Improve vehicular circulation and emergency access on Ski Time Square Drive. • Promote private reinvestment in vacant and underutilized parcels through public infrastructure improvements. • Enhance pedestrian use and create a more active street front through streetscape improvements and amenities. • Create a more positive identity and distinct sense of place. Details of Conceptual Design: The conceptual design presented here is based off of a design previously completed with SSRA funding by Landmark Consultants in 2020. That effort focused on an evaluation of alternative locations for a public turnaround and ultimately the location was chosen to be placed on the east end of Ski Time Square Drive. A series of meetings were held by the City with the adjacent property SKI TIME SQUARE FIGURE 20: SKI TIME SQUARE STREETSCAPE AMENITIES” Graphic is for planning purposes only

53Steamboat Springs Mountain Area Master Plan | SKI TIME SQUARE IMPROVEMENTS B1 B2 B4 B4 B3 B3 Angled parking throughout B4 Pedestrian amenities Move 2: Ski Time Square Improvements B1 East end turnaround B2 Bus/shuttle drop-off with shelter B5 Existing buildings B6 Potential redevelopment B5 B5 B5 B6 B6 B6 B6 B6 SkiTimeSquareDrive FIGURE 21: SKI TIME SQUARE PLAN VIEW Graphic is for planning purposes only

Steamboat Springs Mountain Area Master Plan owners to provide information and obtain comments prior to the kickoff of the MAMP. The MAMP project team’s analysis supported the previously proposed location of the turnaround. Details of the conceptual design include the following:

• Additional streetscape amenities, such as lighting, benches, litter receptacles, and wayfinding signage.

• Short-term, angled parking on both sides of the street.

Phasing and Timing: Ideally, these operational and streetscape improvements would be constructed at the same time to minimize costs, neighborhood impacts and to make efficient use of resources. However, funds available from SSRA will likely require the project to be broken into two phases over two funding years with the turnaround first and streetscape improvements second. The turnaround should be completed and in operation prior to the potential closure of Mt Werner Circle for the GTC redevelopment to help manage the impacts to traffic flow.

• A shuttle and bus drop-off/pick-up site on the south side of the street closest to the ski resort slopes.

Utilities: Extensive utility work is planned in Ski Time Square Drive over the next few years. The Yampa Valley Electric Association will be upgrading underground power lines and Mount Werner Water and Sanitation District will be replacing sewer infrastructure. When planning construction, underground utility main lines should be constructed simultaneously with paving. It is recommended that necessary utility infrastructure be extended to private development parcels. Utility service connections should be stubbed beyond the curb line to reduce or eliminate pavement damage after the road is constructed.

• Widened sidewalks on both sides of the street with a snow melt system to improve pedestrian use.

• Construction of a turnaround on the east end of Ski Time Square Drive, which is now a dead end, that is large enough to accommodate transit buses, emergency vehicles, and snowplows.

Private Redevelopment: Given the interest in redevelopment in Ski Time Square, consider constructing broad concrete bands at the curb line so that when redevelopment occurs, pavement damage is limited. Concrete bands could be flush with asphalt grade and located where parallel, perpendicular or angled parking meets the drive aisle to preserve the asphalt paving. These concrete bands provide a “pave to” line for subsequent

Implementation Considerations: Final Design: The final designs should be informed by additional studies, including the traffic impact study required for the GTC redevelopment, to best plan for the cumulative impacts of the proposed improvements and anticipated growth. The final designs will be developed with the engagement of the adjacent property owners, key stakeholders, and the community.

SKI TIME SQUARE FIGURE 22: SKI TIME SQUARE RENDERING Graphic is for planning purposes only

56 Steamboat Springs Mountain Area Master Plan MOVE 3 GONDOLA TRANSIT CENTER

• Signage north of the Mt Werner/Ski Time Square roundabout indicating no through access; short-term parking only.

Implementation Considerations:

• Improve emergency access and connectivity.

• Parallel pull-in spaces for lodging shuttles pick-up/drop-off on the west side.

• Increase safety by reducing congestion and potential conflict between vehicles and pedestrians.

• Short-term parking on the west side of Mt Werner Circle in front of the Shops at Steamboat Grand.

• The construction of a larger pedestrian crossing across Mt Werner Circle at the current crosswalk on the north end of the GTC.

• Controlled access gate on north side of the pedestrian promenade limiting through traffic to Steamboat Springs Transit (SST) and emergency vehicles only.

BIG IDEA: Redevelop the (GTC) to improve safety, capacity, and functionality, while also creating a more pedestrian-friendly and vibrant arrival experience to the Mountain Area. Project Objectives:

Details of Conceptual Design: The project team prepared several design alternatives for GTC users and stakeholders to review. While many believed an underground GTC to be the most ideal solution, this was also viewed as cost-prohibitive and was not favored by the private property owner. The next preferred alternative consisted of restricting personal vehicles through the GTC and creating a pedestrian priority zone. Several iterations of this concept design were explored and refined with stakeholder input. The design details illustrated here represent the concepts that best support project objectives and responded to community input received during the development of the MAMP.

• Sawtooth designed bus bays along the east side of Mt Werner Circle for SST buses (with snowmelt system) to create a more functional and distinct area for public buses from the private shuttles.

• A broad turnaround for south-bound SST buses and all shuttles with clear signage that only SST and emergency vehicles (no shuttles) are allowed north-bound through the pedestrian promenade.

Final Design: Additional studies are required to inform a more detailed GTC design. As the GTC plans and operations are developed, additional traffic analysis and modeling will be required to respond to the increased shuttle and transit arrivals. Passenger vehicle drop offs would be directed to access the GTC from the north. This would reduce the number of vehicles on the south side of the GTC, but likely increase the traffic volume on the north side of the GTC. As such, the construction of a roundabout at the intersection of Mt. Werner Road and Mt. Werner Circle may be required. Additionally, advanced wayfinding signage regarding the status of available parking spaces and transit shuttle operations would be necessary to direct resort visitors to the appropriate parking locations without recirculating traffic in the base area. Other parking demand management improvements will be required to minimize unnecessary circulation.

REDEVELOPMENT

• Improve the capacity and functionality, for City transit buses, parking shuttles, lodging shuttles, and snow removal vehicles to meet future demand and guidelines for transit center design.

• Maintain short-term parking for commercial businesses at the Steamboat Grand and in Gondola Square.

• Construction of a vehicle turnaround north of the crosswalk.

• Controlled access gate south of the existing GTC on Mt Werner Circle limiting access to emergency vehicles, SST, parking shuttles, and licensed private shuttles.

• Define pedestrian paths that guide people to and from pick-up/drop-off areas and commercial areas.

• Enhance the arrival experience to the Mountain Area by creating a more vibrant, attractive, and pedestrianfocused public space with clear routes and signage.

57Steamboat Springs Mountain Area Master Plan | Move Gondola3: Transit Center Redevelopment C1 Vehicular turn-around C2 Controlled access C3 Pedestrian-prioritized crossing zone C4 Bus drop C5 Shuttle drop C6 Internal loop C7 Service vehicle access C1 C2 C2 C3 C4C5 C7C6Future Steamboat Grand ExpansionSteamboatGrandHotel StructuredParking CircleWernerMount FIGURE 23: GONDOLA TRANSIT CENTER PLAN VIEW RENDERING Graphic is for planning purposes only

Additionally, planning and design for a reconstructed and modernized GTC should be community driven and consider long-term operations and maintenance, including cost sharing among project partners.

Permitting:Circle.The GTC redevelopment will require development review and approval for compliance with City codes and standards.

The City/SSRA has committed to a financial contribution to initiate collaborative, detailed planning and design for the GTC. The evolving design of the GTC will inform subsequent agreements and potential cost-sharing approaches for both construction and ongoing operations and maintenance. Any subsequent contribution of public funds will be through a public process and in accordance with applicable procedures and Operationslaws.

Funding: The current GTC is located partially on private land owned by the SSRC and partially on City owned right-of-way. The redevelopment of the facility will require an executed agreement, or agreements, related to design, construction and maintenance.

A system for training, permitting, and managing shuttles will be required to efficiently manage operations that include controlled access to the GTC. Gates will require maintenance with contingency measures for malfunctioning. Responsibilities and funding for these systems are yet to be determined. Police, Fire, and Emergency Medical Services will need a universal GTC PEDESTRIAN PLAZA

FIGURE 24: GTC PEDESTRIAN PLAZA PLAN VIEW RENDERING technology to open gates, which may be achieved through the Opticom system already in place for traffic signals elsewhere in the City. Estimated Cost: $15.6 - $16.5 Million

58 Steamboat Springs Mountain Area Master Plan private development. Estimated Cost: $4.4 - $5.0 Million

The final design of the GTC must find an appropriate balance between pedestrians, public buses, private shuttles, and other commercial vehicles with improved safety and efficiency for all users as primary goals.

Phasing and Timing: The size and scope of the GTC project will require a significant design phase and multiiple construction seasons to complete. Phasing considerations may include planning for construction season limitations, maintaining accessibility during construction, and managing cost-efficiency. Extensive utility and infrastructure work will also need to be completed. The construction of the turnaround at the end of Ski Time Square Drive prior to GTC construction will provide greater capacity to manage impacts resulting from limiting traffic through Mt Werner

Project planners should meet with the Development Review Team well in advance of application submittal to discuss the applicable standards and should anticipate a three- to six-month process from time of submittal for the development review and public hearing process. Permanent easements and right-of-way dedications across private lands may be required.

Implementation Considerations:

and Maintenance: Snow removal and a snow melt system for bus areas and sidewalks are critical to ensure high-functioning and efficient circulation and will require ongoing maintenance.

Responsibilities for other maintenance requirements such as lighting, signage, streets, drainage, landscaping, etc. must be defined in partnership agreements.

GONDOLA TRANSIT CENTER FIGURE 25: GONDOLA TRANSIT CENTER RENDERING Graphic is for planning purposes only

The proposed high-level design includes a new parking structure with 1,200-1,500 spaces, 287 surface parking spaces, ski resort parking shuttles, and private shuttles. The property is privately owned by Alterra Mountain Company/SSRC and redevelopment would be primarily funded through private investment. City staff and resources can assist with design evaluation, guidance on all applicable standards, temporary and permanent easements, and other analyses pursued to inform design of the improved facility. The high-capacity gondola could be built along a similar route as the existing Wildhorse Gondola or replace it. Replacing it allows for efficiencies with existing land easements and infrastructure. The Wildhorse Gondola is owned by the homeowners Graphic is for planning purposes only

• Incorporate commercial uses into redevelopment to create a more attractive site and increase year-round use.

• Centralize parking for the ski resort at one location to reduce traffic circulating between parking lots and to free up high value parcels adjacent to the base area for redevelopment.

BIG IDEA: Redevelop the Meadows Lot with a multi-level parking structure and a high-capacity gondola to the ski resort base area.

60 Steamboat Springs Mountain Area Master Plan MEADOWS LOT PLAZA FIGURE 26: MEADOWS LOT PLAZA PLAN VIEW RENDERING MOVE 4 MEADOWS LOT REDEVELOPMENT

Design and Considerations:Implementation

• Increase capacity at the Meadows Lot to meet future demand anticipated with increasing skier visits.

• Improve access from the Meadows Lot to the ski resort base by constructing a high-capacity gondola to replace the Wildhorse Gondola.

• Establish a transit and shuttle stop to improve use and connectivity with the Mountain Area and downtown throughout the year and accommodate circumstances when the gondola is not operating.

Project Objectives:

LONG-TERM BIG MOVES

association at Wildhorse Meadows and open to the public as a condition of the development permit with the City. A new gondola will require negotiations among multiple parties on the development and operations. In addition, contingency plans for when the gondola is inoperable due to weather or maintenance will be required to move skiers from the parking structure to the Gondola Transit Center by shuttles/buses.

D4 D1 D2 D3 MEADOWS LOT REDEVELOPMENT RoadGrovePine Bangtail Way Move Meadows4: Lot

Estimated Cost: $17-$19 Million Redevelopment

The timing of redevelopment will be important. It makes sense to increase the parking in the Meadows Lot before taking the parking garages off line and/or redeveloping the Knoll Lots. However, significant capital expenditures too far in advance of demand could be financially impractical. Initiating paid parking at the Meadows Lot will require public dialogue and is likely to be unpopular, particularly with community residents. However, parking revenue may be needed to bolster other public and private investments in the Mountain Area and advance other City goals.

D1 1,200-1,500 stall parking structure with ground floor commercial uses D2 High-capacity gondola (replace Wildhorse) D3 Shuttle/bus plaza D4 Open parking ~287 spaces FIGURE 27: MEADOWS LOT REDEVELOPMENT PLAN VIEW RENDERING Graphic is for planning purposes only

62 Steamboat Springs Mountain Area Master Plan ALTERNATIVE OPPORTUNITIES GrandSteamboatHotel BurgessCreekRoad MountWernerCircle MountWernerCircle Ski Time Square Drive FIGURE 28: SKI TIME SQUARE REALIGNMENT PLAN VIEW RENDERING Graphic is for planning purposes only SKI TIME SQUARE DRIVE REALIGNMENT BIG IDEA: Realign Ski Time Square Drive to provide more direct and intuitive access and to consolidate development parcels. Project Objectives: • Align Ski Time Square Drive with Burgess Creek Road to reduce intersections on Mt Werner Circle, increase visibility and improve pedestrian safety. • Combine two well-positioned underutilized private development parcels, currently containing parking structures, into a larger parcel with greater redevelopment potential. • Create a pedestrian-scale built environment along Mt. Werner Circle south of Ski Times Square Drive to complement the Steamboat Grand across the street. Details of Conceptual Design: TBD Implementation Considerations: TBD Estimated Cost: TBD

KNOLL PARKING LOTS REDEVELOPMENT BIG IDEA: Redevelop the Upper and Lower Knoll parking lots into a higher and better use that brings economic development to the Mountain Area. Project Objectives: • Fill the existing market gap for an indoor event space, performing arts center, or high-end hotel to provide year-round vibrancy in the Mountain Area. • Attract a major catalyst project that provides a highly active destination and amenity for visitors and locals alike. Details of Conceptual Design: TBD Implementation Considerations: TBD Estimated Cost: TBD MountWernerCircle FIGURE 29: KNOLL PARKING LOTS REDEVELOPMENT PLAN VIEW RENDERING Graphic is for planning purposes only

64 Steamboat Springs Mountain Area Master Plan SHORT-TERM ( YEARS 1-3) Gondola Plaza Enhancements Relocate Gondola Base Demo Gondola Building/Renovate Plaza Ski Time Square Improvements STS East End Turnaround STS Streetscape Improvements Gondola Transit Center Redevelopment C1 Turnaround C2 Sawtooth, Controlled Access LONG-TERM (YEARS 4-10) Meadows Lot Redevelopment High Capacity Gondola Meadows Lot Parking Structure ALTERNATIVE OPPORTUNITIES E Ski Time Square Drive Realignment F Knoll Parking Lots RedevelopmentD2D1A2B1EFA1C2C1B2E F A1 A2 C1C2D1 D2 B2 MountWernerCircle Mount Werner Road Mount Werner Circle CircleWernerMountRoadGrovePine SkiTimeSquareDrive FIGURE 2: BIG MOVES Graphic is for planning purposes only B1

65Steamboat Springs Mountain Area Master Plan | FIGURE 3: BIG MOVES IMPLEMENTATION PHASING BIG MO V ES IMPLEMEN TATION + PH A SIN G YEA 202R2 YEA 202R3 YE202AR4 YE202AR5 YEA 2026R YEA 2027R Gondola Plaza Enhancements Renovate Gondola Plaza Ski Time Square Drive Improvements Turnaround & Initial Streetscape - Design Public Turnaround & Initial Streetscape - Construction Gondola Transit Center Redevelopment GTC Reconstruction - Design GTC Reconstruction - Construction LONG-TERM BIG MOVES Meadows Lot Redevelopment Upgrade Wildhorse Gondola to High Capacity Meadows Parking Structure SHORT-TERM BIG MOVES

Lead agency: City of Steamboat Springs PU-1 PU-2 PU-3

Designate a pedestrian loop connecting commercial nodes/destinations in the Mountain Area. The small commercial nodes in the Mountain Area are dispersed and are not well connected for pedestrians. These include Ski Time Square Drive, Torian Plum Plaza, Gondola Plaza, Shops at the Grand, Village Center, and Wildhorse Market Place. Identifying sidewalk and trail improvements needed to improve connectivity between these nodes offers an opportunity to improve pedestrian experience and reduce private vehicle and shuttle use. Branding and wayfinding signage could be used to build identity and orient visitors to the various commercial establishments in the area.

Lead agency: City of Steamboat Springs PU-4

+ PLANNING

PUBLIC Extend the Promenade and improve access to Ski Time Square Drive. Extending the Promenade to the northeast and south of the existing path will improve pedestrian connections to a larger area. Preliminary designs show extending the Promenade to Christie Club to the northeast and Ptarmigan Inn to the south.

In addition to the Big Moves, the following recommendations call for permanent improvements to various properties within the Mountain Area. Recommendations on private property are opportunities identified through the planning process, but their implementation is at the property owner’s discretion. Important engineering studies and planning projects needed to inform project designs are also identified here.

The update of the Base Area Design Standards and the development of a creative place-making framework can inform the visual identity of the comprehensive approach to wayfinding.

66 Steamboat Springs Mountain Area Master Plan

Lead agency: City of Steamboat Springs Evaluate, prioritize, and implement trail and sidewalk improvements identified in other community master plans. Capital projects to improve road, sidewalk, and trail connections in Steamboat Springs are identified in the City’s Parks, Recreation, Open Space, Trails, and River Master Plan, Sidewalk Master Plan, and Transportation and Mobility Plan. The projects identified in these plans will be evaluated to ensure alignment with the objectives and solutions identified in the Mountain Area Master Plan. This evaluation may necessitate a review of existing project prioritization in other community plans and inclusion of new or revised projects designed to achieve the vision for the Mountain Area. From that perspective, new and enhanced connections from lodging and residential areas to the ski resort base area, GTC, and commercial nodes should be prioritized.

Lead agency: City of Steamboat Springs

In addition, one or two connections between the Promenade and Ski Time Square Drive should be improved for pedestrian use and for emergency vehicle access. Promenade extensions will require agreements with property owners along it, and the lessons learned from previous agreements should be incorporated. This is also an opportunity to increase outreach to all property owners along the Promenade about their agreements, particularly about requirements for emergency access. These extensions are identified as a high priority in the project activities list for the URA.

OTHER CAPITAL IMPROVEMENT PROJECTS

Regularly review and implement new approaches to wayfinding in the Mountain Area. Visitors access amenities in the Mountain Area by all modes of travel. As enhancements, improvements, and reconfigurations to the transportation system occur, including parking locations, regular evaluation of how visitors navigate the area will be required. An evolving set of strategies, including static and dynamic signage, will be required to inform visitors so they can arrive at their destination safely and efficiently. Direct collection of base area arrival and departure data will be required to inform strategy development and evaluation.

PRIVATE Redevelop the sites of the Ski Time Square and Gondola Square parking garages to promote active, pedestrian oriented, mixed uses that bring vitality to the area. The two paid parking structures closest to the ski slopes (Gondola Square and Ski Time Square) are outdated with difficult access and circulation. The redevelopment of these high value parcels offers the opportunity to add more active, pedestrian-scale uses that will contribute economic vitality to the Mountain Area.

Improve on mountain trail system for hiking and biking during non-ski seasons. Outdoor recreation industry trends show participation rates in downhill skiing are decreasing across all ages but particularly in ages 18-24. While trail-based activities, particularly hiking and trail running, are increasing significantly. Public feedback in the planning process indicated desire for more summer outdoor activities, particularly mountain bike trails, in the Mountain Area. Investment in the on-mountain hiking and biking trails can capitalize on outdoor recreation trends and activate the area during the summer and fall seasons. This item requires partnership with the U.S. Forest Service.

A 2022 Comprehensive Transportation Impact Analysis, undertaken in support of SSRC’s 2021 Mountain Resort Master Development Plan Amendment, evaluated potential reconfigurations of the Gondola Transit Center and the impacts of closing Mt. Werner Circle to private vehicles. The Mountain Area plan identifies numerous additional public and private investments that will impact traffic generation and the physical and operational improvements necessary to address growing travel demand across all travel modes. Each of these projects will require studies to evaluate the impacts associated with each proposal, including the identification of mitigation measures to offset the impact of each project. A wholistic and continuous approach to assessing traffic, parking, and service impacts is needed to identify and evaluate improvements and mitigation needs due to cumulative impacts. This approach should include strategies to improve data collected on observed travel behavior and deployment of technological changes that affect transportation and parking demand and improve the arrival experience for visitors.

Lead agency: Alterra/SSRC

Steamboat Springs Mountain Area Master Plan

Lead agency: Alterra/SSRC PR-3

Lead agency: City of Steamboat Springs

PU-5

Lead agency: Alterra/SSRC PR-1 PR-2 Complete an assessment of skier parking demand over next 10-20 years. Decisions regarding removing parking from high value parcels adjacent to the base area and consolidating parking at the Meadows Lot will need to be informed by a comprehensive forecast of anticipated skier parking demand over the next 10-20 years. This analysis should consider planned expansions, trends for private vehicle use, trends in outdoor recreation and the ski industry, market share projections and more.

Use traffic studies to assess project-level impacts and respond to cumulative traffic impacts

Lead agency: City of Steamboat Springs Identify opportunities to improve the quality and efficiency of the development review process. The Planning Department should consider updates to the development review process for high priority redevelopment properties that help facilitate development in the Mountain Area, particularly Ski Time Square Drive. Changes would need to be consistent with Development Review Team policies. Ideas include:

• Develop a community engagement plan.

An initial step will involve forming an advisory committee that includes planning, urban design, architecture, and development professionals to provide input on the process and proposed changes. The City of Steamboat Springs Planning Commission will also help guide the process. Project steps will include the following:

Lead agency: City of Steamboat Springs DR-1 DR-2 DR-3

• Improve the collaboration process with applicants to get to design solutions.

Review and update the Community Development Code (CDC) Base Area Design Standards and development standards for the Gondola (G) and Resort Residential (RR) zone districts to encourage contemporary, pedestrian-oriented development.

• Identify opportunities to create incentives and reduce barriers for redevelopment that furthers community goals.

• Consider changes in uses needed to support identified development opportunities on specific parcels, such as the Knoll Lot.

• Simplify the writing and the organization of the applicable sections of code.

• Develop a checklist packet to assist applicants for targeted properties.

Strengthen CDC standards to help achieve sustainability and resiliency goals and objectives. Several of the City’s adopted plans identify updates needed to the CDC to advance sustainability and resiliency objectives. The high priority updates with the greatest impact in the Mountain Area include the following:

• Incorporate Wildland-Urban Interface Code principles in the CDC and the building code.

• Revise CDC landscaping standards to improve water conservation and wildfire defensible space.

• Review and update criteria for evaluating traffic impacts and contributions with new development approvals.

• Update infill and development standards to promote water conservation.

The purpose of this action is to update standards to better adapt to evolving design trends and to identify modifications that could reduce barriers to redevelopment without sacrificing the intent of the goals and policies established in the Steamboat Springs Area Community Plan. Community input supports a focus on quality development without prescriptive themes and maintaining the intent of the zoning districts for mixed used, dense, pedestrian- and transit-oriented development to support commercial areas. Other recommendations include maintaining the standard for third-party green certification; maintaining restrictions for residential uses in the pedestrianactive frontage; maintaining land uses that contribute to street level vibrancy in commercial nodes; and continuing the policies for density and mixed uses in the Mountain Area zone districts in the next update to the comprehensive plan.

• Review specific design standards that are common subjects of variance requests.

Lead agency: City of Steamboat Springs

• Identify opportunities in the CDC to encourage or require low impact development and green infrastructure approaches in development and redevelopment projects.

DEVELOPMENT POLICIES + REGULATIONS

The following recommendations suggest updating the City’s adopted codes as well as established policies and procedures to help achieve the plan’s vision and objectives.

• Establish a design review committee comprised of local architects, designers, and developers to provide staff and Planning Commission with an opinion on whether design meets the intent of standards.

Steamboat Springs Mountain Area Master Plan

Establish a policy for publicly funded projects, including URA projects, to incorporate sustainability/resiliency design criteria. Identify a set of locally adopted or recognized design criteria for resilient buildings and infrastructure projects and develop a policy for how these should be evaluated for inclusion in public and public-private partnership projects.

69Steamboat Springs Mountain Area Master Plan |

• Identify potential incentives to encourage private developers to incorporate best practices.

City staff will bring a proposed approach

Additional ideas to support the policy

include:•Emphasize criteria in Requests for Proposals and prioritize innovative approaches when selecting contractors.

The purpose is to promote innovative approaches for low impact development/ green infrastructure design, water efficient landscaping, energy efficient buildings, etc.

Lead agency: SSRA/City of Steamboat Springs

Establish a policy that projects funded by the Urban Renewal Authority allocate a percent for art. In recognition of the importance of public art in the success of redevelopment projects, the SSRA should consider requiring that projects funded by the Urban Renewal Authority (URA) incorporate an art component based on creative placemaking criteria. The policy would require the allocation of a small portion of capital construction or renovation budgets (usually one percent) for the purchase, commissioning, and installation of artworks. This can go beyond the form of public art installations and incorporate design that reflects heritage and identity into streetscape improvements, wayfinding signage, arrival elements, etc. The SSRA would need to establish basic design guidelines and designate an entity, such as Steamboat Creates, to review proposed artwork.

• Create demonstration projects to showcase examples and educate others.

The evaluation of a project’s design to the criteria should include considerations such as long-term cost benefit analysis, reducing public risk and vulnerability, social equity, and adaptive capacity. Key local partners include the Yampa Valley Sustainability Council and URAAC. City staff will bring a proposed approach forward to the URAAC for consideration and recommendation to the SSRA. DR-5DR-4 forward to the Urban Renewal Authority Advisory Committee (URAAC) for consideration and recommendation to the SSRA. Lead agency: SSRA/City of Steamboat Springs

• Researching funding strategies for long-term operations and maintenance of improvements and educating the public and stakeholders on the need for dependable and sustained funding. Lead agency: City of Steamboat Springs (initially)

Create an economic development strategy tailored to the Mountain Area.

• Establishing roles and responsibilities of partner organizations and long-term capacity and funding needed to sustain these efforts.

• Cultivating strategic partnerships for redevelopment and revitalization.

• Developing and maintaining an economic development strategy tailored to the Mountain Area.

• Developing and implementing business retention, retail, and other economic vitality strategies.

Organize a Mountain Area Economic Development Committee consisting of existing organizations to meet regularly to map out economic development and programming needs in the Mountain Area. This could be a committee to the existing Economic Development Council or Routt County Economic Development Partnership. The convening organizations should include Steamboat Mountain Village Partnership, Steamboat Springs Chamber, MainStreet Steamboat, SSRC, and the City of Steamboat Springs. The group may determine that adding capacity to an existing organization to lead this work will be the most feasible and effective approach. The types of activities that could be taken on include the following:

• Scheduling events on a centralized master calendar to avoid over-programming and coordinate event

70 Steamboat Springs Mountain Area Master Plan

The following recommendations outline a series of activities that will be pursued by the City of Steamboat Springs and external partners to promote planning and programming to accomplish shared objectives. Convene new collaborative approach to Mountain Area economic development and programming.

• Monitoring trends to help retail uses reflect the local lifestyle and shopping trends of the community and visitors by conducting a needs assessment every five years.

• Serving as a primary point of contact for existing and potential businesses, providing information and connections to resources.

PARTNERSHIPS + PROGRAMS

One of the first major tasks of the strategy described above is to develop and implement an economic development and programming strategy specific to the Mountain Area. The strategy should identify and prioritize objectives and tasks to undertake for the activities listed above.

Lead agency: Mountain Area Economic Development Committee (to be formed) PP-1 PP-2 promotion.

Other specific ideas include exploring opportunities to: increase Steamboat Springs as a conference destination, align with and leverage new/upcoming capital improvements, create synergy with Downtown, and identify resources available from the state and federal governments to assist with implementation.

Detail investable opportunities that will drive diverse, year-round economic activity. Stakeholders identified the need for additional marketing and economic development data specific to the Mountain Area. This information could identify site-specific opportunities, describe the community’s vision for the area, and detail current and upcoming public and private investments. These resources could be part of a collaborative effort with other development sites and opportunities around Routt County or a singularly focused community prospectus for the Mountain Area. Key partners are the Routt County Economic Development Partnership and the proposed Mountain Area Economic Development Committee.

• Define program intent and benefits.

• Establish a framework and list of criteria for potential projects.

• Identify features, assets, and community processes, such as land development, transit improvements, signage and wayfinding, events and festivals, branding campaigns, etc., that could be enhanced with an intentional focus on placemaking.

• Describe methods for engaging local arts and cultural heritage communities.

• Identify key partners, donors, and long-term funding sources.

Lead agency: Mountain Area Economic Development Committee (to be formed)

Master Plan |

Steamboat Springs Mountain Area

Lead agency: Steamboat Springs Chamber PP-4

Establish a creative placemaking program for the Mountain Area. Stakeholders identified creative placemaking as an approach to advance the plan’s objectives for economic vitality and identity by integrating the arts and culture into the property redevelopment, infrastructure improvements, and economic development efforts in the Mountain Area. Creative placemaking can help showcase the unique qualities of Steamboat Springs and the Mountain Area and reinforce identity and sense of place. This may include natural assets, and the environment and the community’s unique history, traditions, and culture. The Steamboat Springs Creative District is a key partner in engaging the local arts community. Initial steps in developing a creative placemaking program include the following: PP-3

• Designate lead entity for coordinating approach.

Complete the Historic Survey of Mountain Area and implement the resulting recommendations. The Planning Department anticipates completing the historic survey of the Mountain Area in 2022, which will outline recommendations for next steps. These are likely to include:

Steamboat Springs Mountain Area Master Plan

Continue to build the existing program providing environmental education to visitors of the ski resort and Mountain Area aimed at increasing awareness of the natural environment and the sustainability efforts of the ski resort and the Steamboat Springs community. Potential topics include forest and watershed health, water conservation, climate change actions, wildfire risk, and ways to be a responsible visitor.

• Rewriting historic preservation guidelines based on new information on historic context.

Lead agency: City of Steamboat Springs PP-6 PP-7PP-5 Strengthen the environmental education program targeting visitors.

Key partners are SSRC, Yampa Valley Sustainability Council, Yampatika, Steamboat Chamber, and the City of Steamboat Springs. The Steamboat Chamber Lodging Association is a potential partner to work with lodging providers to distribute information. The program could be connected to a larger destination management plan.

• Pursuing additional grants to do more intensive research and surveying.

Key partners include the City of Steamboat Springs Historic Preservation Commission and Historic Routt County.

• Conducting outreach to owners of eligible properties about benefits of registering their property on the Local Register and potential funding for historic preservation.

Lead agency: Alterra/SSRC Coordinate the completion of priority hazardous fuels reduction projects identified in wildfire plans for Mount Werner and Fish Creek Canyon. Local plans identify several forest management and hazardous fuel reduction projects to reduce wildfire risk to structures and infrastructure in the Mountain Area and adjacent hillsides and to protect the water supply for Steamboat Springs. These plans include the Fish Creek Critical Watershed Wildfire Protection Plan, the Upper Burgess Creek Community Wildfire Protection Plan, Routt County Community Wildfire Protection Plan, and master plans of the SSRC. A goal of the Routt County Wildfire Mitigation Council is to coordinate the completion of these types of projects as well as to support an update to Routt County Community Wildfire Protection Plan. The upcoming update to the countywide plan provides an opportunity to revisit and develop implementation strategies for priority projects in the Mountain Area. Key partners include SSRC, U.S. Forest Service, Colorado State Forest Service, Routt County, City of Steamboat Springs (Fire Department and Public Works Department), and the Mt Werner Water District. Lead agency: Routt County Wildfire Mitigation Council

• Educating community on unique and interesting resources in the Mountain Area.

The City recognizes that the current fiscal structure is too reliant upon sales tax as a primary revenue source. This reliance makes the community vulnerable to external factors beyond its control, such as tourism trends and swings, drought and wildfire, airline travel, economic recession, and pandemics.

Theactions.main source of funding for the large capital improvements projects in the Mountain Area since 2005 has been the URA, a tax increment financing district authorized for 25 years that will end in 2029. Several of the MAMP’s recommended actions are identified on the list of eligible project activities for the URA and are budgeted for construction prior to the sunsetting of the taxing authority. These include improvements to Ski Time Square Drive, extending the Promenade, and public contributions to the design, reconstruction, and modernization of the Gondola Transit Center.

FUNDING

Recommendations for changes to development policies and regulations, participation in partnerships and programs, and plan monitoring will be advanced through staff time and prioritization of these efforts in staff work plans. The City’s General Fund supports personnel costs. Additional expenditures, including consultant services, may be requested during the annual budgeting process. State and federal grant funding also may be available to help fund actions, particularly for objectives related to sustainability and resiliency, economic development, and transportation. It will be the responsibility of the lead agencies to pursue grant funding related to individual

Other comparable municipalities in Colorado, particularly other resort towns, have property taxes, additional specialty taxes, and higher lodging tax rates in place to pay for public improvements, operations and maintenance, and the high levels of services expected in resort areas. Funding the recommended improvements in the Mountain Area in the long term will require more diversified, sustainable fiscal structure for the City as a whole. However, a critical next step for the City and the private sector to address after the plan’s adoption is the feasibility of a special district or service district for ongoing operations and maintenance specific to the Mountain Area.

In addition, the URA funds projects to spur economic development but does not pay for the upkeep, maintenance, and operations of those improvements. Stakeholders noted that funding the ongoing operations and maintenance costs for URA-funded improvements is a concern.

The City’s 6-year Capital Improvements Plan can be used to evaluate and budget for other capital improvements. As part of this process, Mountain Area initiatives will be evaluated and prioritized along with other priorities citywide. After the URA sunsets, there will no longer be a dedicated funding source for capital improvements in the Mountain Area.

The City has also looked into separate taxing districts dedicated to specific services, such as a fire district. These types of taxes require voter approval. The City also could adopt additional fees to help diversify revenue sources such as a stormwater utility fee, impact fees, or fee for local transit service.

The City Council continues to examine other approaches that can provide more fiscal stability. The most sustainable and impactful being a property tax. Other types of taxes, include a “sin tax” on liquor and/or marijuana sales, accommodations/lodging tax, a short-term rentals tax, and a lift ticket tax.

Fiscal sustainability is an ongoing goal of City Council. Unless revenue sources become more diversified to mitigate the ups and downs of sales tax dependency, service levels will suffer, and the list of unfunded capital projects and deferred maintenance costs will continue to grow.

73Steamboat Springs Mountain Area Master Plan |

The Phase 1 actions are intended to be initiated within the first six months of the plan’s adoption to help promote high-quality private development and advancce priority public projects. These include policy and regulatory changes identified during the MAMP process that will promote the quality of public and private development desired by the community. Priority actions also include the public improvements intended to spur private development, particularly in Ski Time Square Drive. In addition, Phase 1 actions include the projects prioritized by the SSRA for construction within the next three years (2022-2025) and any analysis and studies needed to support their final design. Recommendations on these priorities were developed in consultation with the URAAC. Partnerships should look for implementation efficiencies, such as leveraging funding sources and timing construction improvements simultaneously to save costs and avoid closures prolonged over multiple seasons.

City Planning + DevelopmentCommunity Review and update the Community Development Code (CDC)

Establish a policy that URA funded projects allocate a percent for art. Establish a policy for publicly funded projects, including URA projects, to incorporate sustainability/resiliency design criteria.

74 Steamboat Springs Mountain Area Master Plan

PRIORITIES + PHASING

PHASE

PHASE 1: PRIORITY ACTIONS TO INITIATE IN 2022

City Planning + Development,Community City Public Works

The City will provide leadership to advance the recommended actions according to the following phases. Changes in capacity, resources, and other conditions will affect if and how the action moves forward.

Identify opportunities to improve the quality and efficiency of the development review process.

Lead Agency Action SSRC Complete traffic studies and cumulative impact analyses.

Base Area Design Standards and development standards for the Gondola (G) and Resort Residential (RR) zone districts to encourage contemporary, pedestrian-oriented development.

Strengthen CDC standards to help achieve sustainability and resiliency goals and objectives. Convene organizations to map out Mountain Area economic development and programming strategies.

City Public Works, SSRA, Alterra/SSRC Implement Ski Time Square Drive improvements. Redevelop the GTC to improve safety, capacity, and functionality, while also creating a more pedestrian-friendly and vibrant arrival experience to the Mountain Area. 1 ACTIONS

PHASE 2: ACTIONS TO INITIATE BASED ON CAPACITY AND FUNDING Phase 2 actions can be advanced as personnel, funding, and direction become available following the initiation of Phase 1 actions. Phase 2 actions also include projects that are identified for funding in the out years in the SSRA budget.

PHASE 2

Create an economic development strategy specific to the Mountain DevelopArea. marketing and economic development data for the Mountain Area. Establish a creative placemaking program for the Mountain Area.

Economic formed)CommitteeDevelopment(tobe

Lead Agency Action City Planning + Community Development Complete the Historic Survey of Mountain Area and implement the resulting recommendations.

Routt County Wildfire Mitigation Council

City Public Works, SSRA Extend the Promenade in length and improve access to Ski Time Square Drive. Mountain Area

The following actions are identified in existing plans and incorporated into work plans. They are included in the MAMP due to their importance in achieving the community’s vision and objectives for improvements in the Mountain Area.

City Planning + Development,Community City Public Works Designate a pedestrian loop connecting commercial nodes/ destinations in the Mountain Area. Alterra/SSRC Strengthen environmental education program targeting visitors.

City Parks + Recreation, City Public Works Implement prioritized trail and sidewalk improvements identified in other community master plans.

Lead Agency Action City Public Works, SSRA Review and update Mountain Area wayfinding and signage plans.

ONGOINGACTIONSACTIONS

Coordinate completion of priority hazardous fuels reduction projects identified in wildfire plans for Mt Werner and Fish Creek Canyon.

Steamboat Springs Mountain Area Master Plan

ONGOING ACTIONS

Several catalytic actions identified in the MAMP were initiated prior to plan adoption. Keeping up the momentum and staying on track requires a shared commitment among key partners to detail and share progress toward completion of the varied implementation actions described throughout the plan.

The Mountain Area Master Plan is a long-range vision and strategy for the Mountain Area and is part of the City of Steamboat Springs’ long-range community planning framework under the overarching community comprehensive plan, the Steamboat Springs Area Community Plan (2004). The MAMP identifies near- and mid-term strategies aimed at addressing immediate needs and building on the strong foundation of contributions to the economic and community vibrancy in the Mountain Area from numerous public and private stakeholders and partners.

IMPLEMENTATION WORK PLAN PLAN MONITORING

Ongoing review and prioritization of implementation actions is paramount in collective efforts to evaluate effectiveness and monitor success. SSRA will remain a key public investor in the Mountain Area until the sunset of the Steamboat Springs Urban Renewal Authority, currently anticipated in 2029. The approach to plan monitoring outlined below is designed to coordinate and prioritize near-term actions to achieve MAMP objectives while also building capacity to continue the place-based approaches to advancing economic vitality, access and mobility, and identity in the long-term.

2. Maintain regular communication with public and private development and project partners to facilitate effective collaboration on implementation efforts.

1. Convene a Mountain Area Coordinating Committee inclusive of key perspectives that will drive plan implementation, collect data and other community feedback, and identify shared priorities for future action.

3. Prepare an annual, or more frequent, update to the implementation work plan highlighting accomplishments, implementation challenges, and prioritized future actions.

Appendix A.1 includes an illustrative implementation work plan template that will be used by City staff to collect information related to the status of implementation activities and to distribute this information to key stakeholders, including City Council. This process will support the creation and maintenance of a living work plan and engender a frequent and collaborative dialogue focused on the effective delivery of priority actions. Additionally, City and partner assessments of progress will reveal the need for any new or revised actions required to achieve MAMP objectives.

To monitor plan implementation, the City’s Planning and Community Development Department should lead the following approach:

4. Provide an update City Council each year, including any Coordinating Committee recommendations for City-led initiatives that require resources in upcoming performance year.

Steamboat Springs Mountain Area Master Plan

5. Determine when there may be opportunities to inform City-wide plans, policies, and programs through the lens of the Mountain Area – i.e. future updates to the Steamboat Springs Area Community Plan

A.1 IMPLEMENTATION WORK PLAN A.2 COMMUNITY ENGAGEMENT SUMMARY A.3 COMMUNITY INPUT DATA A.4 COMPARABLE TOWNS ASSESSMENT A. APPENDIX

City Planning + DevelopmentCommunity E.2,E.5, I.1 DR-2 Identify opportunities to improve the quality and efficiency of the development review process. City Planning + DevelopmentCommunity E.2, I.1 DR-3 Strengthen CDC standards to help achieve sustainability and resiliency goals and objectives. City Planning + DevelopmentCommunity E.5, I.4

78 Steamboat Springs Mountain Area Master Plan A.1 IMPLEMENTATION WORK PLAN TEMPLATE # ACTION ITEM LEAD AGENCY OBJECTIVES PARTNERS TIMELINE ESTIMATECOST SOURCESFUNDINGPOTENTIAL CONSIDERATIONSIMPLEMENTATION

Implement Ski Time Square Drive improvements. City Public Works, SSRA E.3, M.1, M.5 Redevelop the GTC to improve safety, capacity, and functionality, while also creating a more pedestrianfriendly and vibrant arrival experience to the Mountain Area. City Public Works, SSRA, SSRC I.5, M.1, M.2, M.5 PU-1 Extend the Promenade in length and improve access to Ski Time Square Drive. City Public Works, SSRA M.1, M.5 PU-2 Evaluate, prioritize, and implement trail and sidewalk improvements identified in other community master plans. City Public Works, Parks + Recreation M.1 PU-3 Regularly review and implement new approaches to wayfinding in the Mountain Area. City Public Works I.5, M.4 DR-1 Review and update the Community Development Code (CDC) Base Area Design Standards and development standards for the Gondola (G) and Resort Residential (RR) zone districts to encourage contemporary, pedestrianoriented development.

STATUS

79Steamboat Springs Mountain Area Master Plan | # ACTION ITEM LEAD AGENCY OBJECTIVES PARTNERS TIMELINE ESTIMATECOST SOURCESFUNDINGPOTENTIAL CONSIDERATIONSIMPLEMENTATION STATUS PP-1 Convene new collaborative approach to Mountain Area economic development and programming. City Planning + DevelopmentCommunity E.1, E.2, E.4 PP-2 Create an economic development strategy tailored to the Mountain Area. City Planning + DevelopmentCommunity E.1, E.2, E.3 PP-3 Establish a creative placemaking program for the Mountain Area. Mountain Area CommitteeDevelopmentEconomic I.3 PP-4 Detail investable opportunities that will drive diverse, year-round economic activity. Mountain Area CommitteeDevelopmentEconomic E.1, E.2, E.3

80 Steamboat Springs Mountain Area Master Plan A.2 COMMUNITY ENGAGEMENT SUMMARY Introduction Input from the people living, working and visiting the Mountain Area was critical to the validity and success of the Mountain Area Master Plan, as well as relevant plans or studies. A summary of key public and stakeholder engagement approaches, milestones, and outcomes is provided on the following pages.

Postcards with a QR code and link to the project webpage were distributed with to-go food at local restaurants and handed out at the Farmer’s Market. Key stakeholder interviews were conducted with representatives from the following Mountain Village Partnership & Resort

• Steamboat Ski

Corporation / Alterra • Urban Redevelopment Authority Advisory Committee (URAAC) • Steamboat Springs Chamber of Commerce • Main Street Steamboat • Steamboat Creative District • Planning and Community Development • City Manager’s Office • Parks & Recreation • Police Department • Fire Department FIGURE 7: MAMP WEB PAGE ON ENGAGESTEAMBOAT.NET

organizations:•Steamboat

Outreach Channels Public outreach was still conducted using a variety of creative tools. A project web page was created on Engage Steamboat, the City’s engagement website, which hosted information about the project and offered multiple engagement opportunities; including four surveys, a map pinning exercise, and a place for the public to share their big ideas for how to make the Mountain Area better. The City utilized their existing social media platforms to drive traffic to the project website and advertise the surveys.

81Steamboat Springs Mountain Area Master Plan | • Public Works (Engineering, Steamboat Springs Transit, Water Resources) • Mt Werner Water & Sanitation District • Yampa Valley Housing Authority • UC Health Yampa Valley Medical Center • Steamboat Lodging Association • GTC Users Group • Steamboat Area Developers Additionally, work sessions with City Council and URAAC were scheduled to collect feedback throughout the process to develop the MAMP. live surveyspollingideasforumtagthemapstaffnotesparksquestionnairelodgingquestionnairecommunity boardswebsite valleynewspaperpostcardssocialmediavoice radio email GETTING THE WORD OUT WHAT WE DID WHAT WE HEARD mountain village stakeholderpublicquestionnairepartnershipsafetymeetingadvisory committee lodgingopenquestionnaireassociationparks,trailsandspacequestionnaire developer/landownerstakeholdermeetingengagesteamboat stakeholdermobility/GTCsurveysmeetings 61 27 83 49 105Need more restaurants and wayfindingNeedyear-roundopenshoppingapresski/toimprove Need URA to contribute funds for infrastructure and parking Identity of Steamboat is reflected in western heritage Need a landownersCity,b/wpartnershipstrongURA,resort, Need to fix grade issues to experiencevisitorimprove Need City to barriersregulatorybydevelopmentincentivizeremoving Locals are concerned about parking, they like to be able to convenientlypark Need critical mass to businessesMountainsupportArea pedestrianEnhance MountainthroughoutflowtheArea FIGURE 30: COMMUNITY ENGAGEMENT INFOGRAPHIC

82 Steamboat Springs Mountain Area Master Plan

There were two primary phases of community engagement for the Mountain Area Master Plan. Phase 1, summer of 2020, included stakeholder interviews, 3 online surveys (identity, mobility, and economic vitality), and an online map pinning exercise. In this phase, the public was asked broad questions about what was working well and what needed to be improved in the Mountain Area. During Phase 2 (March 2021), an online community engagement survey asked the public more specific questions on their support for potential solutions and projects to be included in the MAMP. the planning process, kept with

informed

presentation updates: • Steamboat Mountain Village Partnership • Steamboat Springs Lodging Association • Vacasa Properties Association Presidents

Throughout

the following boards of organizations were

PHASE 2 ENGAGEMENTCOMMUNITYSURVEY BUILDINGSOLUTION ADVISORY COMMITTEE PRIORITIES: • Improving the pedestrian experience and walkability • GTC improvements • Pedestrian loop connecting commercial areas • Improving the pedestrian experience and walkability • Identifying development opportunities and incentivizing redevelopment • Reviewing Design Standards to identify where barriers could be removed • Identifying funding sources (maybe renewing URA but also identifying funding for ongoing maintenance) • Addressing parking issues and maintaining year-round access COMMUNITY PRIORITIES: • Improving the pedestrian experience • Improving year-round vitality (nightlife, restaurants, retail) • Addressing parking issues • Redevelopment/reinvestment in Ski Time Square • Building a high-capacity gondola from Meadows to GTC Participants were LESS about…excited • Establishing a Mountain Area Business Improvement District. • Redevelop Meadows lot into a parking structure and institute paid parking. • Renew the URA and the TIF district in Mountain Area. Over 80 % of survey supportedparticipantstheseactions:•Loopconnectingcommercialdestinations.•Protectinghistoricstructures.•Improvingstreetscape,parking,accessandcirculationinSkiTimeSquare.•EnhancingroutefromGTCtogondolathatimprovesgradeissues. FIGURE 31: PHASE 2 COMMUNITY ENAGEMENT - PRIORITIES

AC Kick-off, clarify roles, discuss goals for the MAMP, opportunities and challenges in the Mountain Area, finalize stakeholder list

The Advisory Committee met with the project teamat key milestones during plan development and provided input on interim work products, including draft plan elements.. The table below dsummarizes each Advisory Committee meeting held.

3/26/21#5

Understanding of AC priorities for projects 5/26/21#6 Get feedback on draft implementation plan

• Steamboat Ski & Resort Corporation • Steamboat Springs Public Works • Steamboat Springs Redevelopment Authority • Steamboat Springs Chamber • Steamboat Mountain Village Partnership • Steamboat Springs Planning and Community Development • United States Forest Service • Main Street Steamboat • Steamboat Creative District • Blue Sage Ventures • Steamboat Springs City Council • East West Partners • Steamboat Springs Lodging Association

3/4/20#1

Understanding of AC’s vision for an ideal urban form in the Mountain Area 9/2/20#3 Present preliminary list of public and private sector projects for feedback Determination of resorts to focus on for Comparable Towns Assessment 11/24/20#4 Present Big Moves and proposed phasing for feedback Development of alternatives to Big Moves and modified phasing plan - Present Community Engagement Survey Results - Discuss project prioritization

Broad project goals, understanding of AC priorities for the MAMP 8/4/20#2 Get feedback on draft Guiding Principles, live polling exercise comparing the look and feel of other Colorado/Montana Mountain Areas

AdvisoryMeetingCommittee# Purpose Outcomes

An Advisory Committee was formed to provide expert knowledge and guidance throughout the planning process. The Committee was made up of representatives from the following departments and groups:

84 Steamboat Springs Mountain Area Master Plan

FIGURE 32; MAMP ADVISORY COMMITTEE

Discuss sustainability principles in MAMP Yampa Valley Sustainability Council, SSRC, Planning Economic Vitality + 5/14/21Identity - Refine actions related to the intersection of identity and economic -vitalityDiscuss implementation strategies

GTC Technical Experts 10/27/20

Steamboat Mountain Village Partnership, Main Street Steamboat, Steamboat Chamber, Yampa Valley Economic Development, Steamboat Ski & Resort Corp., Steamboat Springs City Manager and Planning

Steamboat Springs Fire, Polic, Planning, and Public Works, Streets, Transit and Engineering Divisions; Steamboat Ski & Resort Corp., Vacasa, Resort Group

Meeting Participants

Steamboat Mountain Village Partnership, Main Street Steamboat, Steamboat Chamber, Urban Design Collaborative

- Identify significant public safety issues and concerns - Identify potential actions to address vulnerabilities and improve safety and resiliency

Purpose

- Review mobility themes from public input & key issues to address - Present GTC redesign concepts for discussion and identify preferred concept

- Present GTC redesign concepts for discussion + feedback - Identify a preferred concept GTC Users Group Property owners/ Real Estate/ 7/15/20ProfessionalsDevelopment

Meeting Purpose Participants

Steamboat Springs Fire, Planning, Engineering, Transit, Streets Historic Preservation 4/26/21

- Present Comparable Towns Assessment for feedback - Determine solutions and implementation steps

As solutions were identified, the project team held a series of meetings outlined below to prioritize projects and assign responsibility for implementation. Critical topics were identified at the beginning of the planning process, and the project team held focus group sessions to understand community needs and identify potential solutions.

Steamboat Springs Police, Fire, and Planning; Routt County Emergency Management; Mt. Werner Water & Sanitation District; UC Health Yampa Valley Hospital; (YVEA invited)

11/8/20DevelopmentEconomic

Public Safety + 6/18/20Resiliency

- Discuss Mountain Area historic resources inventory - Discuss implementation strategies for historic preservation Steamboat Architectural Associates Sustainability + 5/13/21Resiliency

85Steamboat Springs Mountain Area Master Plan |

GTC 3/31/2020Stakeholders

Steamboat Springs Public Works - GTC 1/12/21

- Understand challenges to development in the Mountain Area - Identify ways to remove barriers and incentivize development DBT Development, Blue Sage Ventures, Steamboat Ski & Resort Corp., Colorado Group Realty/Torian Plum HOA, Resort Ventures West, Elevation Law Group, ESA, Mount Werner Lodge HOA

86 Steamboat Springs Mountain Area Master Plan PHASE 1 ECONOMIC VITALITY SURVEY RESULTS (JUNE - JULY 2020) A.3 COMMUNITY INPUT DATA Do you think office space in the Mountain Area is an appropriate use? Response Option Percentage Yes 50% No 50% Do you think affordable housing in the Mountain Area is an appropriate use? Response Option Percentage Yes 49% No 51% Do you think combining uses such as commercial and residential into the same building is appropriate? Response Option Percentage Yes 83% No 17% Are there places, services, etc. that are Downtown that used to be in the Mountain Area that you wish still were? Response Option Percentage Yes 26% No 74% In the summer, where do you like to shop, eat and visit in the Mountain Area? Responses Number Slopeside 12 Cafe Diva 11 Los Locos 9 Paramount 9 Truffle Pig 6 I don’t visit the Mountain Area in the summer 5 Torian Plum shops and restaurants 3 There are very limited options 2 Rye 1 Rex’s 1 Brick 1 Talay Thai 1 Plum Creek Market 1 Timber & Torch 1 Silver Linings 1

87Steamboat Springs Mountain Area Master Plan | PHASE 1 ECONOMIC VITALITY SURVEY RESULTS (JUNE - JULY 2020) In the winter, where do you like to shop, eat and visit in the Mountain Area? Responses Number T Bar 11 Cafe Diva 11 Slopeside 9 Paramount 7 Truffle Pig 7 Los Locos 6 Timber & Torch 5 I don’t eat/shop in the Mountain Area in winter 3 Rye 3 Sheraton upstairs bar 2 Brick 2 Powder Tools 1 Very limited options 1 Stoker Bar 1 Gondola Joe’s 1 In the spring/fall, where do you like to shop, eat and visit in the Mountain Area? Responses Number I don’t eat/shop in the Mountain Area in spring or fall 13 Cafe Diva 7 Los Locos 6 Paramount 6 T Bar 2 Torian Plum shops and restaurants 2 Slopeside 1 Rye 1 Timber & Torch 1 Rex’s 1

88 Steamboat Springs Mountain Area Master Plan What do friends/family say about their experience after visiting the Mountain Area? Responses Number Pretty, nice place, fun 20 Needs more activity, retail, restaurants 16 Great skiing 12 It’s dated, needs improvement 11 Crowded/busy 11 Difficult to navigate 7 Not enough parking 6 Needs more entertainment options 5 Expensive/overpriced 5 Lots to do 4 Other 10 PHASE 1 IDENTITY SURVEY RESULTS (JUNE - JULY 2020) When is your favorite time to visit the Mountain Area? Response Option Percentage Summer 28% Winter 40% Fall 20% Spring 12% When you think of the Mountain Area, what do you think of? Responses Number Skiing/ski area portal 36 Underutilized, empty, aging 16 “Condo land” 14 Hiking, biking, the beach 10 Tourist attraction 9 Crowded, growing traffic and parking issues 8 A geographic area 6 Social 6 Area that’s disjointed 3 Beauty 2 Wildlife 2 Concerts 2 Other 4

89Steamboat Springs Mountain Area Master Plan | What elements in the Mountain Area create character and sense of place? Responses Number Restaurants and shops 18 There is none 14 Burgess Creek 13 Skiing/mountain base 12 The buildings 11 Promenade 10 Gondola Square 10 The mountain/views 9 Arnold Barn 7 Friendly people 7 Concerts and events 5 Other 5 PHASE 1 IDENTITY SURVEY RESULTS (JUNE - JULY 2020) What things about the Mountain Area do you NOT like? Responses Number Lack of restaurants/bars/entertainment 26 Parking situation 14 The mountain coaster 13 Outdated appearance 12 Ski Time Square is a dead zone, no vibrancy 10 Pedestrian connectivity 8 Too many stairs 7 Overcrowded/traffic 7 Poor wayfinding 5 GTC (congestion) 3 Other 8 What do you wish you had more of in the Mountain Area? Responses Number Bars, restaurants, nightlife 43 More retail options/better shopping 18 Better connectivity 11 Large parking garage 11 Activities (ice rink, tubing, etc.) 7 Gathering space/a lodge 5 More hotels 4 Character/sense of arrival 4 Hiking/biking trails 3 Trees/greenery/landscaping 3 Other 9

90 Steamboat Springs Mountain Area Master Plan PHASE 1 MOBILITY SURVEY RESULTS (JUNE - JULY 2020) How do you get to the Mountain Area in the summer? Response Option Percentage Car 38% Public Transit 9% Walk 26% Bike 28% How do you get to the Mountain Area in the winter? Response Option Percentage Car 53% Public Transit 24% Walk 16% Bike 2% Where do you park in the summer and why? Responses Number Knoll lots - free and close 5 2-hour parking - close, free, easy access 4 My condo 4 Torian Plum 4 Ski Time Square 2 The parking garages 2 Other 4 Which of the following arrival improvements are most important to you? Response Option Percentage Improved vehicular and pedestrian safety at key intersections 30% Expanded bicycle paths (including on-street) 25% Enhanced landscaping 23% Enhanced lighting 15% Other 8% Where do you park in the winter and why? Responses Number Meadows - it’s free 11 My condo/designated spot 5 Knoll lots - free and convenient 4 Parking garages 1 Ski Time Square 1 Other 3

91Steamboat Springs Mountain Area Master Plan | PHASE 2 COMMUNITY ENGAGEMENT SURVEY (MARCH 2021) 401 SURVEYS WERE COMPLETED Questions were asked on a Likert Scale to measure public support for the proposed solutions. The survey also provided opportunities for open-ended responses. Below is the number of participants who provided written comments for each of the seven planning topics: NUMBER RESPONSESOF PLANNING TOPIC 216 Year-round Vibrancy 189 Character of the Built Environment 187 Parking 133 Gondola Transit Center 130 Funding 118 Identity 100 Navigation & Mobility Informational boards presented key problems, what we heard and learned, and proposed solutions.

92 Steamboat Springs Mountain Area Master Plan YEAR-ROUND VIBRANCY Q4: To what extent do you support the following solutions to bring year-round vibrancy to the Mountain Area? AC BIdentify development opportunities that bring yearround activity and nightlife to the Mountain Area (ex: a performing arts/conference center, hotel development, event Redevelopprogramming)GondolaPlaza by removing the gondola building and creating a plaza with active amenities Increase year-round programming and branding for the Mountain Area by expanding a dedicated entity focused on its economic development 238247 200 6672 58 4532 83 1919 21 3331 39 80% Support 12% Do 14%SupportNotDoNotSupport 15% Do SupportNot 76% Support 64% Support I support I mostly support I neither support nor disagree I mostly do not support I do not support Most common responses from open-ended question (Q5): 1.Support for bringing more restaurants, bars and nightlife to the Mountain Area 2.Dislike the ice rink in Gondola Plaza (creates more 3.Supportcongestion)the idea of a luxury hotel in the Mountain Area -fills a market gap 4.Would like to see more fire pits and lounge chairs in public spaces P HASE 2 COMMUNITY ENGAGE M ENT SURVEY | MARCH 202 1

93Steamboat Springs Mountain Area Master Plan | T HE BUI LT ENVIRONMENT Q6: To what extent do you support the following solutions to improve the character of the built environment in the Mountain Area? AC BDReview the City’s design standards for the base area and update to be less prescriptive Realign Ski Time Square Drive to connect to a roundabout at Burgess Creek Road, opening up a larger parcel for redevelopment to replace existing parking garages Consolidate and add parking at the Meadows Lot, replacing the two outdated private parking structures (Ski Time Square and Gondola Square) with new developmentImprovestreetscape, parking, access and circulation in Ski Time Square Drive to help facilitate redevelopment171206 175 258 45 69 69 71 115 63 57 372236 49 144134 512154% Support69%Support 61% Support82%Support I support I mostly support I neither support nor disagree I mostly do not support I do not support 17% Do 16%SupportNotDoNotSupport 9% Do SupportNot 25% Do SupportNot P HASE 2 COMMUNITY ENGAGE M ENT SURVEY | MARCH 202 1 Most common responses from open-ended question (Q7): 1. Support for removing the park ing garages 2. Concern that if design standards are relaxed, development will not be cohesive 3. Desire to maintain short-term parking on Ski Time Square Drive and near commercial areas 4. If parking garages are removed, that parking needs to be replaced somewhere closer than Meadows

94 Steamboat Springs Mountain Area Master Plan GONDOLA TRANSIT CENTER Q8: To what extent do you support the following solutions to improve the GTC? A BReconfigure GTC to create a pedestrian priority zone with efficient bus and shuttle drop-off and turnaround. Restrict private vehicle access but provide convenient, designated skier drop-off areas. Install more crosswalks and enhanced pedestrian safety features at the GTC such as additional signage, lights, raised paths 240 231 61 53 38 60 25 23 37 34 75% Support 71% Support I support I mostly support I neither support nor disagree I mostly do not support I do not support Most common responses from open-ended question (Q9): 1.Closing Mount Werner Circle to private vehicles will increase 2.Additionalconfusionskierdrop-offs are needed 3.Support for the proposed new traffic flow to alleviate congestion in the GTC 4.Support for pedestrian safety features 15% Do SupportNot 14% Do SupportNot PHAS E 2 COMMUNITY ENGAGE M ENT SURVEY | MARCH 202 1

95Steamboat Springs Mountain Area Master Plan | Q10: To what extent do you support the following solutions to enhance navigation & mobility in the Mountain Area? AC BDExtend the Promenade walkway to the northeast and to the Establishsouth a pedestrian and emergency vehicle route from the Promenade to Ski Time Square Drive Consolidate and enhance a designated pedestrian route from the GTC to the gondola and lifts that improves grade Developissuesapedestrian loop connecting commercial destinations in the Mountain Area such as Ski Time Square, Torian Plum Plaza, Gondola Plaza, Village Center, & Shops at the Grand.248243 2792804743 48527475 4740109 7102726 231672%73%SupportSupport 82% Support 83% Support I support I mostly support I neither support nor disagree I mostly do not support I do not support MOBILITY 9% Do 9%SupportNotDoNotSupport 6% Do 7%SupportNotDoNotSupport P HASE 2 COMMUNITY ENGAGE M ENT SURVEY | MARCH 202 1 Most common responses from open-ended question (Q11): 1. Support for reducing stairs and improving grade issues 2. Support for expanding the Promenade 3. Support for consolidating the route from the GTC to the gondola 4. Support for a pedestrian loop connecting businesses in the Mountain Area

96 Steamboat Springs Mountain Area Master Plan Q12:PARKINGTowhatextent do you support the following solutions for parking in the Mountain Area? AC BRedevelop Meadows Lot (owned by Steamboat Ski Resort) with a parking structure and institute paid parking to pay for investment and other mobility improvementsProvide2designated skier drop-offs on the north and south of the GTC Build a high-capacity gondola from the Meadows Lot to ski resort base area 143 252 237 59 34 42 44 66 56 47 14 24 108 35 42 50% Support71%Support 71% Support I support I mostly support I neither support nor disagree I mostly do not support I do not support Most common responses from open-ended question (Q13): 1.Do not support paid parking at Meadows 2.Support for the gondola from Meadows to GTC 3.Support for a parking structure at Meadows 4.If parking has to be paid at Meadows, free satelite parking should be provided further from the base 39% Do SupportNot 16% Do SupportNot 12% Do SupportNot P HASE 2 COMMUNITY ENGAGE M ENT SURVEY | MARCH 202 1

97Steamboat Springs Mountain Area Master Plan | Q14:IDENTITYTowhatextent do you support the following solutions to preserve/enhance the identity of the Mountain Area? AC BIdentify areas to promote dense, walkable, mixeduse development through development and design standardsPursueopportunities to incorporate public art in the Mountain Area Identify and protect historic structures in the Mountain Area that contribute to Steamboat’s identity 252255 2944856 387466 39126 101815 20 78% Support 75% Support 83% Support I support I mostly support I neither support nor disagree I mostly do not support I do not support Most common responses from open-ended question (Q15): 1.Desire for new development to promote the western identity of Steamboat 2.Concern about loss of authenticity 3.Support for protecting historic structures 4.Design standards need to be effective without adding regulatory barriers to development 6% Do SupportNot 7% Do SupportNot 7% Do SupportNot P HASE 2 COMMUNITY ENGAGE M ENT SURVEY | MARCH 202 1

98 Steamboat Springs Mountain Area Master Plan FUNDING SOLUTIONS Q16: To what extent do you support the following funding solutions for the Mountain Area? AC BDevelop public-private partnership (P3) projects to help fund public improvements Renew the URA and the tax increment financing district encompassing the Mountain Area to continue projects addressing blighted conditions Establish a Business Improvement District in the Mountain Area 222 186 13352 48 5075 87 6914 16 366438 113 68% Support 58% Support 45% Support I support I mostly support I neither support nor disagree I mostly do not support I do not support Most common responses from open-ended question (Q17): 1.A lift tax should be considered to fund Mountain Area 2.Doimprovementsnotsupport a BID - would burden Mountain Area business owners 3.Support for renewing the URA 4.Ski Corps should contribute more towards improvements 13% Do 20%SupportNotDoNotSupport 13% Do SupportNot P HASE 2 COMMUNITY ENGAGEMENT SURVEY | MARCH 202 1

99Steamboat Springs Mountain Area Master Plan | % ofListingParticipantstheSolution Summary of Solutions listed most often by participants referencedSolution in survey 48.6% Navigation, Mobility & Wayfinding 27.9% Improve the pedestrian experience 7% - Extend the Promenade 10.A 3.5% - Pedestrian safety improvements 8.B 4.2% Improve vehicle congestion/traffic flow 3.2% Escalators/improve grade issues 6.B.1 1.5% Consolidate routes from GTC to the gondola 6.B.2 46.1% Year-round Vibrancy 9.2% More restaurants and retail are needed 7.2% Redevelop Gondola Plaza 4.C.1 4.5% Move the gondola building up mountain 4.C.2 4.2% Bring nightlife back to the Mountain Area 4.2% Year-round programming 3.5% Provide year-round entertainment 1.5% Performing arts/conference center 1.5% Ice skating rink 1.25% Dedicated entity for economic development 4.B 44.6% Parking 8.5% High-capacity gondola from Meadows 12.B 5.0% Maintain free parking at Meadows 5.0% Redevelop Meadows with parking deck 12.A.1 1.75% Institute paid parking at Meadows 12.A.2 1.5% Preserve short-term parking on Ski Time Square % ofListingParticipantstheSolution Summary of Solutions listed most often by participants referencedSolution in survey 27.9% Character of the Built Environment 8.5% Redevelop Ski Time Square 4.2% Replace parking garages with new development (Ski Time Sq. + Gondola Sq.) 6.B 3.0% Review design standards and update to be less prescriptive 6.A 2.7% Improve streetscape, parking + circulation of Ski Time Square 6.D 1.5% Realign Ski Time Square Drive 6.C 1.25% Placemaking and public space improvements 23.9% Redesign the GTC 5.5% Provide convenient skier drop-off areas 12.C 3.0% Close Mt. Werner Cir. to private vehicles and make a pedestrian-prioritized area 8.A 18.5% Maintain + promote Steamboat’s identity 2.7% Identify areas to promote dense, mixed-use, infill development 14.A 2.5% Incorporate public art 14.C 1.25% Protect historic structures 14.B 8.5% Determine funding for improvements 1.5% Renew the URA 16.C 1.0% Establish a Business Improvement District 16.B 1.0% Establish a lift tax Phase 2 Community Engagement Survey (Q18): Out of all the solutions/ opportunities asked about in this survey, which do you think should be the highestcommunity’spriorities?

100 Steamboat Springs Mountain Area Master Plan A.4 COMPARABLE TOWNS ASSESSMENT The project team assessed Steamboat Springs and three comparable ski resort towns. Comparable communities were identified based on shared attributes with Steamboat Springs, including distance from a central downtown area. The Advisory Committee selected the final three communities that were assessed in greater SBdetail.Friedman utilized data from several sources, including Infogroup USA for business data, Smith Travel Research for hotel data and AllTheRooms for short-term rental data. They also assessed parking and other town amenities using a variety of publicly-available sources and interviews with representatives from the communities. SteamboatColoradoSprings Big MontanaSky Mt. Crested ColoradoButte ColoradoVail • baseMedium-sizedarea • Separate downtown with more retail activity • Remote destination • Small base area with limited activity • Newer, separate town center • Remote destination • Small base area with limited activity • downtown/townSeparate • Remote destination • Combined downtown and base area • Significant year-round activity

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Comparable base area development successes depend upon land ownership, close partnerships between resorts and municipalities

Springs Mountain Area Master Plan |

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Steamboat has a relative lack of luxury hotel offerings compared to comparable base areas, and a similarly active, base area-dominated short-term rental market

• Important to see downtown and base area development as complimentary, with uses that fit different needs

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The Steamboat Mountain Area business mix compares favorably with other base areas, which generally offer less variety than their respective downtown/town center areas

KEY TAKEAWAYS

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Steamboat

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Steamboat parking facilities offer less convenient access to the base area than in the comparable base areas

The key to activating space in the base areas, as voiced by several leaders of comparable towns, is a commitment to year-round programming and events.

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CITY OF STEAMBOAT SPRINGS | PLANNING AND COMMUNITY DEVELOPMENT | 124 10TH STREET | STEAMBOAT SPRINGS, CO 80477

Mountain Area Master Plan (MAMP)

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2. PLAN ELEMENTS

EXECUTIVE SUMMARY