2. PLAN ELEMENTS

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.

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.

ECONOMIC VITALITY

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 a partner, coordinator, and collaborator to create plans and policies that promote sustainable economic development.

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

CURRENT CONSTRAINTS

1. There is a lack of vibrancy in the Mountain Area after après ski and during shoulder seasons 2. There is limited organizational capacity directed to economic development and programming in the

Mountain Area 3. The economic conditions (cost of construction, lengthy approvals, high land costs) make new development financially risky 4. Design standards may be difficult to interpret.

FIGURE 10: ECONOMIC VITALITY INFOGRAPHIC

WHAT WE HEARD POTENTIAL OUTCOMES + SOLUTIONS

• Mountain Area needs more restaurants and shopping open après ski and year-round • Need critical mass/pedestrian activity to support

Mountain Area businesses • Need reinvestment and redevelopment to revitalize

Ski Time Square to where it was before 2008 • Need URA to continue funding infrastructure improvements to spur private development and investment

WHAT WE LEARNED

» 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) » 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 » Improve streetscape, parking, access and circulation in

Ski Time Square to help facilitate redevelopment

OPPORTUNITIES + CONSTRAINTS

YEAR-ROUND VIBRANCY

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 locals.

Compared 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. 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

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 section.

Gondola Plaza also provides an opportunity for redevelopment to create better public

BUSINESSES

FIGURE 11: BUSINESS + HOTEL ANALYSIS

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.

ECONOMIC DEVELOPMENT + PROGRAMMING

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 capacity.

Stakeholders 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

LAND USE + DEVELOPMENT

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 policies.

The 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.

AFFORDABLE HOUSING

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

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.

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 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.

Mountain Village Apartments just outside the URA - photo courtesy of Yampa Valley Housing Authority

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.

IDENTITY

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.

CURRENT CONSTRAINTS

OPPORTUNITIES + CONSTRAINTS

CHARACTER OF THE BUILT ENVIRONMENT

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.

WHAT WE HEARD POTENTIAL OUTCOMES + SOLUTIONS

WHAT WE LEARNED

1. Growth and new development put Steamboat Springs at risk of losing its eclectic and authentic western identity 2. Reinvestment/redevelopment has not occurred in Ski Time

Square since the demolition in 2008 3. Despite significant investment in the area, some buildings and facilities are likely to remain outdated and will not contribute to cohesive sense of place

FIGURE 12: IDENTITY INFOGRAPHIC • The identity of Steamboat Springs is reflected in its western heritage, environment and the friendliness of the community • The Mountain Area is a kid and family-friendly place • The Mountain Area and Downtown Steamboat Springs should complement each other

• Buildings in the Mountain Area are run-down and outdated » Identify areas to promote dense, walkable, mixed-use development through development and design standards » Identify and protect historic structures in the Mountain Area that contribute to Steamboat Springs’ identity » Pursue opportunities to incorporate public art in the

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

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.

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.

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. 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.

ART, HERITAGE + CULTURE

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. 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 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

NATURAL ENVIRONMENT + OUTDOOR RECREATION

Outdoor recreation is a primary driver of the Steamboat Springs tourism economy. People come for the natural beauty, open spaces, and recreational amenities both within the city and in surrounding northwest Colorado.

Creative Placemaking example from Bloomington, Minnesota - photo by Bruce Silcox (source: Arts.gov)

Burgess Creek is a popular recreation destination in summer.

NATURAL ENVIRONMENT + OUTDOOR RECREATION

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 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. 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.

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

• Preserving natural scenery and vistas • Maintaining and enhancing trail systems on Mount Werner • Improving year-round programming

Mountain biking and hiking trails are open to the public 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 impacts Additional information on how sustainability was considered in the MAMP is included in the Sustainability and Resiliency section at the end of this chapter.

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.

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 Area.

In 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 street layout is defective, dysfunctional, and leads to confusion and congestion • The pedestrian circulation and connections are inadequate, and wayfinding is confusing and difficult

• There are deficient transportation and parking opportunities • 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 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.

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.

FOR THE PURPOSES OF THE MAMP:

• Mobility means the ease of physical movement, including the quality of travel modes. • Connectivity means the density of sidewalk, road, and public transit networks and the quality of connections between modes. • Accessibility means the ability to reach desired services and activities and is a function of mobility and connectivity. 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.

OPPORTUNITIES + CONSTRAINTS

PEDESTRIAN EXPERIENCE

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).

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.” 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).

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 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.

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

CURRENT CONSTRAINTS

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

WHAT WE HEARD POTENTIAL OUTCOMES + SOLUTIONS

• Navigating through the Mountain Area is confusing, need to improve wayfinding • Need to address grade issues and remove stairs to improve the visitor 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 remove parking from high-value parcels and concentrate it at the Meadows Lot • Access and connectivity in the Mountain Area present concerns for emergency response and public safety officials

FIGURE 13: ACCESS + MOBILITY INFOGRAPHIC

WHAT WE LEARNED

» 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

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 priority

A primary 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

EXISTING PROMENADE PROPOSED EXTENSIONS

FIGURE 14: PROMENADE AND PROPOSED 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 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. 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..

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

Pine Grove Rd

Mt Werner Rd Wildhorse Marketplace

40

Trails + Connections Study Area

Existing Trail

Proposed Trail Connection

Yampa River

River Creek Park

Proposed Sidewalk Connection

Tennis Center

Ski Town Park

Casey’s Pond Rockies Way Cornice Rd Burgess Creek Rd

Storm Meadows Dr

Ski Time Square Dr

Mount Werner Rd Mount Werner Cir Mt. Werner Lodge

Gondola Transit Center

H o o t T r l w l O

M ount Werner Cir

Apres Ski Way

Eagle Ridge Dr Village Dr

FIGURE 15: TRAILS + CONNECTIONS

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. GONDOLA TRANSIT CENTER

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.

Previous planning efforts identified congestion, poor internal vehicular circulation, and poor pedestrian circulation and access as key challenges. The 2005

Shuttles, buses and private vehicles converge at the GTC

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 modernized.

An 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. 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 GTC.

Private 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.

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:

• Passengers use SST, medium shuttles, and small shuttles relatively equally

during the afternoon peak hours on high use days • Small shuttles are parked at the GTC for much longer periods of time than the average of all vehicle types • Unfamiliar visitors during peak times have the largest impact on operations.

People and shuttles are in a hurry

FIGURE 16: PEDESTRIAN/VEHICLE COUNTS AT STEAMBOAT GRAND CROSSWALK

• 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.

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

• 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 • Other Improvements to Operations:

Install snowmelt systems, improve wayfinding signage, and identify skier pick-up and drop-off locations • Future Capacity: Perform additional traffic modeling and consider criteria

Shuttle Drop off at the GTC

to evaluate impacts of development applications Input from the community 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.

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.

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. 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

PINE GROVE RD

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

MTWERNERRD

5

40 1

P MOUNTWERNERRD MOUNTWERNERCIR

5

PMOUNTWERNER CIR 4

P 2

P SKI TIME SQUARE DR

P 3

GONDOLA TRANSIT CENTER

APRES SKI WAY

FIGURE 17: MOUNTAIN AREA PARKING AREAS

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. 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

O

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.

T R L H OO T W L

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

VILLAGE DR

MEDICINESPRINGSDR

FIGURE 18: MOUNTAIN AREA PARKING ANALYSIS

Meadows Parking Lot on a busy day Photo by Steamboat Pilot

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.

EMERGENCY ACCESS + PUBLIC SAFETY

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.

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:

• 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.

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

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. 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.

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

• Constructing a large turnaround in Ski

Time Square Drive • Extending the Promenade • Building a parking garage and high-capacity gondola at the Meadows

Lot to reduce vehicle congestion • Redeveloping the GTC to improve pedestrian safety and reduce vehicle conflicts, with improving emergency access suggested as key objective in any redesigned facility 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 • 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 • Locate a future fire station in the

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

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.

VISITOR EXPERIENCE

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. 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.2

As winters 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.

1 Outdoor Foundation: 2021 Outdoor Participation Trends Report 2 NSAA Journal - Spring 2022 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.3

In addition 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.

SUSTAINABILITY + RESILIENCY

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.”

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. 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 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

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 industry.

One of the 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

revenues.

Along 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 spending.

The City of 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:

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

• 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. • 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.

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. • 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 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.

public projects to protect water quality and aquatic habitat and to improve flood mitigation. Strengthen stormwater quality standards within the CDC and

Engineering Standards. • Clean Energy and Energy Efficiency -

Expand 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.

• 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.