Growth Management Issues

Issue 1: Growth Rate

Steamboat’s growth rate during the past decade has been around 4% annually. But what that rate means in terms of the impact on Steamboat is difficult to ascertain. It is important for growth to be managed, but not controlled, and an attempt to place a tight restriction on the rate might have severe unintended consequences. As an alternative, any growth management plan needs to have triggers in place to respond to the rate of growth, regardless of its direction. While it might be difficult to respond in a timely manner to outside forces that impact the rate of growth, the plan needs to be flexible enough to take into account boom and bust cycles.

Issue 2: Economic Diversity

When discussion centers on the need for economic diversity, there is an assumption there’s a need to lure businesses to town to provide a diverse economic base. However, it has been demonstrated that promoting and stimulating local businesses achieve long-term economic stability, and ultimately diversity. Local, home-grown businesses are much more vested to the community than are outside businesses that have moved to Steamboat. Additionally, luring outside businesses to Steamboat only promote further growth. In order to achieve economic diversity and stability, without promoting growth, the focus needs to be on growing sustainable, local businesses. There also needs to be emphasis placed on businesses that hire full-time employees, as opposed to seasonal employees.

As an aside to the above stated issue, the Working Group also discussed the marketing of Steamboat Springs.

The Steamboat Springs Chamber Resort Association, American Ski Corporation and other groups spend thousands of dollars annually marketing Steamboat Springs nationally and internationally. Steamboat Springs is well recognized throughout the world as a first class resort, as well as a first class community as a result of these marketing efforts. Given the level of growth, particularly of the tourist economy, during the past five to six years there is some concern that perhaps this intensity of marketing is promoting unnecessary growth, and/or is not something the City and County should contribute to (The City has earmarked approximately $500,000 for 2002 that the Chamber could utilize for marketing purposes). While there is an understanding that Steamboat is a resort community and that many businesses rely heavily upon the tourist industry, there is a sense that perhaps the marketing efforts should be refocused so as to promote a more diversified economy.

Issue 3: Small Town Atmosphere

One of the characteristics of Steamboat Springs that sets it apart from many other resort communities is that it is a community first and a resort town second. Despite the 4.5 percent annual growth rate during the past decade, Steamboat has maintained its “small town atmosphere.” The “small town atmosphere” that is so cherished within this community is not, however, defined by the population size, but rather by its character. The emphasis of maintaining the character of distinct neighborhoods, the preservation of open space, the design of commercial and residential buildings, and the development of public gathering spaces all contribute to the community’s “small town atmosphere.” In addition to the physical attributes that contribute the community’s “small town atmosphere”, there are also community events, children’s activities, and western traditions. It is imperative that no matter how large Steamboat’s population becomes, these “small town atmosphere” attributes be maintained and emphasized.

Issue 4: Adequate Public Facilities

While it is important review the location of the urban service boundary to determine if it still conforms to the direction the community wants to take with respect to growth, it is equally important to determine if the infrastructure is capable of supporting the anticipated growth. It is important that public facilities and infrastructure are adequate to serve all new growth, and should be put into place concurrently with new developments.

Issue 5: Environment and Community Character

The environment is an integral part of Steamboat’s character and is a fundamental aspect in defining Steamboat as a community. A majority of people that move to Steamboat do so because of the environmental amenities it has to offer. Any growth management plan must place an emphasis on the environment, and hence, Steamboat’s character. While an emphasis on the environment is critical, it must be balanced with the economy. Steamboat must attempt to grow as green as possible while balancing it with community character and the economy.