Vision 2030 Final Report

Heart and Soul of our Community FINAL REPORT
ROUTT
APRIL 2009 COUNTY,VISION
CO 2030 FINAL REPORT APRIL 2009
• http://www.vision2030routt.org
“The Yampa Valley has
For me, the heart and soul of the Yampa Valley
extraordinary people,” is us – the people who call this amazing place
was something my mom, Marie Bowes, would home. Those of us who live here, work here and
often say when I was growing up. There is an play here, also volunteer here. Our heritage of
incredible spirit of volunteerism within our area community events such as the Routt County Fair,
that confirms this to me on a daily basis. Folks Winter Carnival, Oak Creek’s Labor Day and, even
see a need, and then take action to get it done. more recently, North Routt’s Coureur du Bois ski
This has rung true for the Vision 2030 project. race were all born from the spark of an individual’s
We were blessed with a very diverse, multi- idea and the volunteer ethic to make it happen.
talented and energetic citizens’ committee whose The legacy continues onward as our legions of
daily occupations range from small business volunteers continue to make these events happen
owners to ranchers, a retired military colonel, today.
oil executives, professors, elected officials, and I am hopeful for the future of the Yampa Valley.
corporate officers. I am grateful for their time, Our dedicated and tireless pioneers have left their
talent, energy and concern for our community. marks on our landscape and shaped our legacy.
Our group had incredible dedication to their Those of us who are now taking the torch and
primary role of listening to members of the leading our communities forward continue their
community about what people value most and visionary work. Vision 2030 will indeed become
how to ensure those values are maintained. reality through the stewardship, passion and
We heard from a very broad cross section dedication of those who care enough to take ideas
of residents – more than five times the number and turn them into action. I urge all of us to join
of people who took the Vision 2020 survey together in this journey.
answered the Vision 2030 survey. The Vision
2030 Citizens’ Committee made certain that
citizens’ concerns and intents were incorporated
in this final report. Personal agendas were set
aside and the benefit of the community as a Tammie Delaney
whole was placed front and center. Vision 2030 Project Manager
VISION 2030 FINAL REPORT • http://www.vision2030routt.org APRIL 2009

I became involved with the Vision 2030
process because of my love for this beautiful
valley and the concerns that I have for
our future. Having been born, raised and
continuing to live on a cattle ranch in the Elk
River Valley, I know the impacts that changes
TO THE PEOPLE OF ROUTT COUNTY: have had on our landscapes, wildlife, natural
resources, culture, heritage and way of life.
My biggest hope is that we are able to pass
Vision 2030 is a series of strong statements about the
this wonderful life on to our children and their
values that matter most to the people of Routt County.
heirs in a way that will make them proud of
Just like the river that runs through it, the common thread us.
of all of the communities within our county is our love for Vision 2030 has deepened my appreciation
the Yampa Valley, our neighbors, heritage and sense of of and respect for the residents of Routt
place. Throughout this report, as we speak of community, County who care so deeply about our future.
we are referring to the entire county.
Vision 2020, presented in 1994, set the stage for
community input and has proven to be a strong planning
and community development tool. It has been used by
community planning commissions, county commissioners, Marsha Daughenbaugh
grant writers, community activists and civic organizations. Vision 2030 Co-chair
The report has helped develop and enforce strong master
plans, foster community efforts and secure more than
$25 million in grant funding. The Vision 2030 Citizens’
When I came to the Yampa Valley nearly 30
Committee has made every effort to build upon the Vision
years ago I came to visit a friend for a couple
2020 document, strengthening and adding to the original
of days.. Well, we all know how that goes: It
concept. Along the way, we discovered that the values of started to snow, I stayed the season, met and
14 years ago are even more important to the residents of married a wonderful man and the rest, as they
Routt County today. say, is history. I, like so many of you, fell madly
We are fortunate to have passionate leaders and public in love with this valley and decided to make it
officials who truly desire what is best for our valley. Their my home. We have raised our children here
love for Routt County and its people is apparent, giving and own a small business near the mountain.
their time to wisely guide our community into the future. As the years rolled by, more people came
They have often expressed that if they knew what our to stay and our community grew. I often
community valued, they could be more confident in their wondered, are we being careful with our
decision making, enabling them to stand fast in the face valley? Are we being good stewards of this
of opposition that could threaten those values. The Vision land that we have the privilege to live on?
Vision 2030 gave me the opportunity to do
2030 process and this Report of Recommendations is that
my part in ensuring that the Yampa Valley is
guide. It is the voice of the people of Routt County who
looked after by those who love it most. It has
chose to participate in this process. been an honor to work side-by-side with so
Our heartfelt thanks to the citizens of Routt County many passionate people of Routt County.
for your time, insight and energies while participating in
the Vision 2030 process. Your involvement in community
meetings, answering surveys, volunteering and caring so
deeply about this place we call home allowed this report
to become valuable. Kathy K Stokes
Because of your commitment, Routt County now has a Vision 2030 Co-chair
clearer vision of our future.
APRIL 2009 VISION 2030 FINAL REPORT • http://www.vision2030routt.org

INTRODUCTION
were addressed in the 1994 Vision 2020 report.
The elements that shape Updating this document became the starting
a community dwell in the point of the Vision 2030 process.
The Vision 2030 Citizens’ Committee was
common values shared by its created to develop and guide the process.
residents. These values are Its goal has been to put together a broad,
collaborative citizen’s effort to define the future
the essence of a community’s of the Yampa River Valley, gathering the wisdom
heart and soul. of valley residents, updating the 1994 Vision
Many interwoven layers work in concert to create 2020 Report, and encouraging region-wide
the overall fabric of a community. Maintaining the stewardship of a community vision that retains
integrity of that fabric is dependent upon balancing and sustains our “heart and soul” assets for
the interests and desires of citizens with an intuitive generations to come.
understanding of the community’s core values. To achieve this goal, the committee needed
Shaping a region’s future as growth and change to gather information from as many community
come to bear on the sense of community requires a members as possible. Seeking guidance from
vision grounded in this balance. Therefore, defining the forward-looking Vision 2020 format, the
our community’s Vision 2030
heart and soul Heart and soul is defined as the unique features, committee
is the first step in created an
resources, special places and core values
recommending extensive and
that, if lost, would fundamentally diminish the quality methodically
actions to shape a
of community and sense of well-being that compelled implemented
desired future.
Vision 2030 citizens to put down roots in Routt County. process to
is an innovative listen to what
approach to Routt County
decision-making that was inspired by a Routt citizens want our community to look like in
County resident’s memo to city and county officials the next 20 years and synthesize those desires
requesting a process to identify and define the into recommended actions to achieve that
community’s “heart and soul.” The memo was vision. More than 1,600 residents representing
prompted by the City of Steamboat Springs’ 2005 a diverse cross section of Routt County
Community Survey, which included an open- participated in the Vision 2030 process. The
ended question asking respondents to “describe result is the comprehensive set of Desired
the elements of Steamboat Springs’ ‘sense of Outcomes and Recommended Actions, starting
community,’ its ‘heart and soul,’ which are most on page 17 of this report, that represent the
important to you.” A group of individuals and local community’s desired future.
government representatives gathered to discuss the The intent of Vision 2030 is to define the
request. Several attendees noted that many of the community’s vision, not to assign specific
issues brought forth from the memo and first meeting actions or methods, or to determine funding

INTRODUCTION
mechanisms. Those tasks will be addressed by our citizens and to help elected officials and others
experts and interested individuals. Vision 2030 set priorities so these outcomes can ultimately be
defines a path for actionable items based on our achieved.
community’s core values that are essential to help This report represents the work and commitment
guide future community efforts. It also lists desired of countless volunteers. More importantly, it reflects
outcomes that are the ideals or compass points in the candid aspirations of thousands of Routt County
creating a vision for our community now and in residents. Just as the Vision 2020 report became
the future. Vision 2030 also details recommended an important tool for our community, so too the
actions that are possible ways for achieving these Vision 2030 report will become more valuable over
outcomes. Some recommended actions in this time. We hope you are inspired to get involved by
report are already in progress. what you read in these pages. It is our collective
Funding and/or implementation plans are still involvement that will ensure that our heart and soul
works in progress for some desired outcomes. is preserved for future generations.
However, all desired outcomes are identified in
this report to acknowledge their importance to
Table of contents
Executive summary .................................6 Recreation .......................................46
Methodology .........................................8 Seniors .............................................48
Discoveries...... ....................................11 Sustainability ..................................51
Desired outcomes, Transportation ................................56

recommended outcomes ......................17 Youth..................................................58
Affordable housing ....................18 What’s next? ...........................................61

Agriculture and open space .....21 Conclusions/connections .........................62
Arts and culture ..........................29
Economic viability ......................32 About the cover

The graphic on the cover represents words used by
Education .....................................34 survey respondents who answered the question, “What
Government ................................37 do you most value about your community?” The size of
the word is directly proportional to the number of times
Heritage .......................................41 the word was used by the respondents.
Created at: www.wordle.net
Planning ......................................44

EXECUTIVE SUMMARY
Imprinted upon us is a This Vision 2030 report carries on the work of
the 1994 Vision 2020 document, using a similar
sense that we live in a collaborative process. Through Vision 2020, we
learned the components of what is important to us
special place that actually – those values that constitute our heart and soul
becomes part of our and are most important to nurture into the future.
Vision 2030 expands on this premise to affirm our
being. It is the essence of shared values and recommend actions to preserve
them. It relies on citizen surveys and a series of
the legendary and fictitious community gatherings that brought together people
from every part of the greater Yampa Valley neigh-
“Yampa Valley Curse.” As a borhood.
community, we share the responsibility to shape our This report details the responses from each Routt
future. Together, through shared values and differ- County community and demonstrates that while
ences of opinion, we create a vision for a cohesive there are some differences of opinion from one
community. area of the county to another, there is surprising
The heart and soul of our community is the rea- agreement about what is important and what needs
son people come here, put down roots and return. to be done to protect the things we cherish about
It is the driving force behind our community char- our home. Defining a community vision is only the
acter. By describing what we value, we learn what first step; a vision must also incorporate a plan for
constitutes heart and soul – the unique features, action if we hope to achieve our goals.
resources, special places and core values that are All of the data in this report represent the com-
interconnected and, if lost, would fundamentally munity’s thoughts about the desired outcomes and
diminish the quality of community and sense of recommended actions that might constitute such a
well-being. plan. The Vision 2030 committee listened carefully,
Vision 2030 is an innovative approach to deci- and this is what the citizens of Routt County said,
sion making. This values-driven method identifies a listed in alphabetical order:
community’s core values so incremental decisions
can ultimately ensure the things that really matter Affordable Housing Survey
are enhanced and retained for future generations. respondents named affordable housing among the
Our community has said that heart and soul three most threatened needs of the county. We are
is a combination of friendly people, a clean and convinced that a balanced economy, as well as
beautiful environment, good schools, manageable a diverse, inclusive populace, requires accessible
local governments, a diverse population, and an and attractive housing that will shelter the full-time
unmatched lifestyle of cultural, recreational and residents who are the backbone of our community.
economic opportunities.
The past decade has revealed some widely- Agriculture & Open Space We
shared concerns. We’re worried about having place great value on our Western ranching and
enough affordable housing. We wonder if growth farming heritage, with its emphasis on abundant
will threaten our open space, Western ranching and clean water, protection of wildlife habitat and cor-
farming heritage, traffic and our friendly, supportive ridors, a sustainable, diverse economy, and the
community character. distinctive sense of place that goes with it.

EXECUTIVE SUMMARY
Arts & Culture We have a long tradi- Seniors Our seniors – our institutional
tion of appreciating accessible, affordable and high- memory and guides – deserve a well-planned
quality arts and cultural opportunities for residents of variety of housing options, accessible trans-
all ages, and we encourage their continued success. portation, and a wide range of ways for stay-
ing connected to the communities they helped
Economy We rely on a healthy regional create.
economy that must be diverse, sustainable and
productive while at the same time enhancing our Sustainability It is not enough for
community’s character and providing realistic us to enjoy life here. We must find new avenues
opportunities for sustainable employment. for keeping our heart and soul alive for future
generations. That means healthy, clean air and
Education We place great importance on water; respectful land-use practices; “green”
our schools, from pre-school through college, and building and living; and a lifestyle that leaves
we strive for a high-level, community-supported, in- our neighborhood better than we found it.
novative 21st century continuum of lifelong learning
opportunities. Transportation We are a vehicle-
centered society, our roads, streets and parking
Government Our local governments lots are becoming increasingly crowded. We
have reputations for being accessible, responsive want our leaders to plan for a multi-modal,
and accountable. We insist on their being fiscally efficient, environmentally sound transportation
responsible and service-oriented, and we support system that will be sufficiently affordable and
their efforts to create the infrastructure and services appealing that we might not need to use our
that will foster a strong economy and a safe, cars quite so much.
comfortable quality of life.
Youth It truly takes a village to raise a
Heritage Nothing defines our regional child and we want our villages to provide pro-
identity as well as our Western history and heritage. grams and facilities that are caring and sup-
We choose a lifestyle that promotes the protection portive, healthy and safe for our youth. That
and continued use of our historic built environments, means encouraging affordable and accessible
the living reminders of our rich past. child care for working families, and providing a
family-friendly environment in which our young
Planning We understand that there will be people can thrive.
growth, and that growth can be good, but we insist
on paced and placed growth: growth that can be What follows are the details of what the com-
engineered and absorbed in such a way as to pre- munity said about where we should be going
serve and enhance the community’s character. and how we might get there. This Vision 2030
report is intended to be more than just a sum-
Recreation Recreation is a celebrated mary of the community’s opinions. It is meant
aspect of life in our corner of Colorado. We treasure to form the basis for a checklist for our progress
a recreational lifestyle that embraces all populations, in carrying out the plan to achieve the vision. In
ages, abilities and socio-economic backgrounds the end, we will all be the judges of how well we
– one that goes hand-in-hand with our abiding love succeed.
for the land.

METHODOLOGY
The Vision 2030 Citizens’ Committee was
charged with capturing the values and important What this report does
qualities of our community to help future decision Gathers information
making by: Updates the Vision 2020 report
Defines a collective vision
Gathering the wisdom of valley residents Identifies desired outcomes
Updating the 1994 Vision 2020 report Delivers recommendations for achievement
Defining a vision that retains and sustains our
heart and soul assets for generations to come What this report does not do
through community stewardship Define methods for achieving desired
outcomes
To ensure county-wide participation, a diverse Assign tasks to individuals or groups
group of Routt County citizens formed the Vision Determine or generate funding
2030 Citizens’ Committee and met regularly to Monitor outcomes
create a two-year collaborative process consisting
of five phases: What’s next
Create a citizens’ stewardship committee
Inviting small groups to participate in identifying and action groups to ensure that desired
elements of “heart and soul” outcomes and recommended actions are
Listening and learning from large groups’ ideas fulfilled.
and prioritizing them, using keypad polling
technology
Designing “What if” scenarios to define future already be under way. Increased awareness and
alternatives tracking of these efforts may be necessary.
Defining an approach to developing The methods used to determine desired
recommendations for actions outcomes and recommendations involved
Putting ideas into action with a vision for participation from a wide cross-section
the future with desired outcomes and of the community. These outcomes and
recommended actions recommendations are not the product of the
committee, but of the participatory process that
This is a 20-year vision driven by long-term was both representative of the whole county
perspective. These recommendations may not and included a greater number of people than
identify all interested groups or individuals. the Vision 2020 process. The committee’s role
Methodology and mechanisms for achieving was to synthesize what it heard and to do it
the outcomes, including funding, are not as deliberatively and accurately as possible.
determined by Vision 2030, but by post-report The outcomes and recommendations are a
experts, champions and groups that carry these compilation of the expectations and desires of
recommendations forward. citizen participants from across Routt County, not
Actions on some recommendations may of any one special interest group.

METHODOLOGY
Genesis of the Vision 2030 Committee Citizens’ Committee
Inspired by a Nov. 21, 2005 memo from a Routt County resident
Marsha Daughenbaugh
to city and county officials requesting a process to identify and
(Co-Chair, Elk River Valley)
define the community’s “heart and soul,” a group of individuals and Kathy Stokes (Co-Chair, Elk River Valley)
local government representatives gathered to discuss the proposal. Tammie Delaney (Project Manager, West Routt)
This request was prompted by the City of Steamboat Springs’ 2005 Lynn Abbott (Steamboat Springs)
Steve Aigner* (Steamboat Springs)
community survey, conducted by Northwest Colorado Council of
Towny Anderson (Steamboat Springs)
Governments, which included an open-ended question asking Tracy Barnett (Steamboat Springs)
respondents to “describe the elements of Steamboat Springs’ ‘sense Meg Bentley (Steamboat Springs)
of community,’ its ‘heart and soul,’ which are most important to you.” Maggie Berglund (Steamboat Springs)
Diane Brower * (Steamboat Springs)
Routt County Commissioner Nancy Stahoviak noted that many of the
Diane Mitsch Bush (Steamboat Springs)
issues brought forth from the memo and first meeting were addressed Gretchen Daley (South Routt)
in the 1994 Vision 2020 report. She and County Commissioner Diane Tim Frentress (West Routt)
Mitsch Bush participated in the earlier two-year visioning process and Jim Fulks* (Steamboat Springs)
Sandy Evans Hall (Steamboat Springs)
recognized the need for an update to this document. The 27 invited
Judy Guerin (West Routt)
attendees at this meeting formed a steering committee and devised a Todd Hagenbuch (South Routt)
budget and method for a new visioning process. Current Vision 2030 Nancy Howell (Steamboat Springs)
committee members include some who participated in the 1992-94 George Hresko* (Steamboat Springs)
Paul Hughes (Steamboat Springs)
Vision 2020 project.
Marion Kahn (Steamboat Springs)
Karen Kosakowski (North Routt)
Stacey Kramer* (Steamboat Springs)
Project Management Holly Larson (Steamboat Springs)
Tammie Delaney was hired as project manager to provide Gavin Malia (Steamboat Springs)
administrative and management support to the committee. The CJ Mucklow (North Routt)
Lyman Orton (Steamboat Springs)
committee advertised the position of project manager, reviewed John Spezia (Steamboat Springs)
proposals and conducted interviews. The project manager has been Karen Tussey* (South Routt)
responsible for support at all public meetings, project design, overall Fred Wolf (North Routt)
management, project coordination, meeting planning, coordination * indicates committee chair
and facilitation, project communications and public relations.
Distribution of final report 9%

Design/printing of final 6%
Funding report
The budget is based on a two-year
Meeting facilitation &
project. The City of Steamboat Springs and technology 7%
Routt County each contributed $77,000. Program expenses 3% Project manager
This amount has been supplemented in 58%
Expenses for meetings 5%
contributions from in-kind and technology
support from the Orton Family Foundation. Writing of final r eport 1%
Area businesses and other municipalities Advertising 3%
provided additional financial support.
Staff 8%
expenses

METHODOLOGY
Timeline of Vision 2030 progress
Demographic information
APRIL 2007 Surveys created, distributed What places, characteristics and aspects are most valued
What do you hope to see, feel or experience
What should be done
Rank importance vs. threatened
Review of Vision 2020 Survey to identify perceptions about Vision 2020 accomplishments
Review committee included 97 participants in seven meetings
Public service announcements for surveys on local media

Public relations Web site links to Vision 2030 incorporated on local websites
Meeting, survey announcements, ads & promotions
Newspaper articles in Steamboat Today & Pilot, The Local
YouTube video, posters and brochures, social networking
Slide show prepared by Routt County school children depitcting
things in the valley that are important to them
NOV 2007 Community gatherings Five community gatherings in North Routt, Steamboat Springs, West Routt and
South Routt with round table discussions exploring “What do you most value
about living here” and “Living here 20 years from now, what would enhance it — --
making it better or easier to live here?” using keypad polling for prioritization.
1,200 residents responded.
MARCH 2008 Surveys completed Data Analysis Committee compiled the findings from the gatherings and surveys,
developing a database using citizens’ committee members and volunteers to analyze
and categorize more than 7,600 responses. Comments were grouped into the
following categories: amenities, beauty, community, culture, diversity, economy,
environment, friendliness, government, heritage, housing, recreation, safety, small-
town feel, transportation, other.
Focus on key findings: community character and managing growth

Three distributions in Steamboat Pilot and Today
AUG 2008 Published interim report Findings discussed with Routt County commissioners and
Steamboat Springs City Council
Established focus groups Twelve focus groups with 60 participants with subject area expertise were tasked
with developing “Desired Outcomes and Recommended Actions” from survey
and gathering comments. These groups were: affordable housing, agriculture
and open space, arts and culture, economy, education, government, heritage,
planning, recreation, seniors, sustainability, and youth.
NOV 2008 Community gatherings Presentations in North Routt, Steamboat Springs, South Routt, and West Routt to
describe report findings, including focus on community character and managing
growth, and to seek validation for these findings using roundtable discussions and
keypad polling. Results reinforced findings of surveys and previous gatherings.
JAN 2008 Final report compilation begins Led by a final report committee with
technical assistance for writing and
graphics sub-contracted.
Full report distributed on website, to municipalities and

APRIL 2009 Final report county, and also upon request or in digital format.
10 VISION 2030 FINAL REPORT • http://www.vision2030routt.org APRIL 2009

DISCOVERIES
Age Younger
Participation than 20 4%
20 to 29
The Vision 2030 committee is confident that partici- 7%
pants represent an accurate sample set of Routt Coun- 23%
ty’s demographics. A total of more than 1,600 people, 60+ 18%
approximately 7% of Routt County’s total population 30 to 39
and 11% of all county households, participated in the
two-year process. More than 1,200 people completed
the survey that was distributed online and in hard 27% 21%
copy format. This was almost five times more than the 50 to 59 40 to 49
number of people who responded to the Vision 2020
survey. To ensure diverse participation, the Vision 2030
committee encouraged input in surveys and at com- Length of More than 3% Less than 1 year
munity gatherings, appealed to personal contacts and time in 40 years
made presentations to “affinity” groups such as service Routt 8% 1 – 5 years
organizations, school district employees, businesses County 18%
and nonprofit organizations. 29%
Participants were almost equally divided between 21 – 40
men and women. Most were between 30-60 years old years 6 – 10 years
and had lived in Routt County for more than 10 years. 17%
The lack of participation in the 20-29 year age range 25%
is representative of the age shift in Routt County to an 11 – 20 years
older demographic. Residents from all across Routt
County and from a wide range of occupations partici-
pated on the Vision 2030 process. Residence Other 2% 7% North Routt
As the Vision 2030 process continued over two
years, it gained momentum, attracting new participants
on the committee, in focus groups and at community
gatherings. At the final community gatherings in No- 15% South Routt
vember 2008, more than 40% of the attendees had
not previously participated in the Vision 2030 process 63%
13% West Routt
and overwhelmingly agreed with the earlier survey and
Steamboat
gathering findings. Springs
Occupation Other Construction, manufacturing, mining

7% 7%
4% Retail
Retired or not 2% Transportation, warehousing, or utilities
employed
13% 9% Finance, insurance,
real estate, or rental/leasing
Agriculture or ranching 6%
Arts, entertainment, recreation, 10% 28%

or accommodations Professional, scientific, management,
administration, or services
14%
Educational, health,
or social services
APRIL 2009 VISION 2030 FINAL REPORT • http://www.vision2030routt.org 11
DISCOVERIES
WHAT WE HEARD
In its role as a steering committee, Vision 2030’s responsibility was to gather comments from community
members and relay that information back to the community, decision-makers and elected officials. The pro-
cess gave opportunity to everyone who chose to participate. The Vision 2030 Citizens’ Committee agenda
encompassed three components:
• Review the Vision 2020 First Report of Recommendations

• Identify our community’s heart and soul (what do we value)
• Define recommendations to ensure values are preserved
Survey question:
Vision 2020 review What do we value?
A subcommittee reviewed the 1994 Vision 2020
report to discuss the successes and challenges from the North Routt
past 15 years. Focus groups within this subcommittee
1. Community 38%
recommended further development on several items for
the eight report categories. Vision 2030 focus groups 2. Environment 25%
then used these suggestions along with new data
obtained from surveys and gatherings to help define 3. Heritage 13%
desired outcomes and recommended actions.
The Vision 2020 process led to successful formation South Routt
of several citizen-led initiatives: 37%
1. Community
• First Impressions of Routt County – a nonprofit orga- 2. Friendliness 18%
nization that supports early childhood education
• Purchase of Development Rights – a program that 3. Recreation 9%
helps landowners use conservation easements to
protect their land from development Steamboat Springs
•Routt County Open Lands Plan – furthers open space 1. Community 43%
needs
• Yampa Valley Recycles – a county-wide recycling 2. Environment 16%
effort
3. Small-town feel 11%
In addition, the Community Agriculture Alliance,
West Routt
Yampa Valley Partners, Yampa Valley Land Trust and ex-
panded medical services at Yampa Valley Medical Center 1. Community 35%
all were inspired partly because individuals championed
causes of interest recognized by Vision 2020. The report 2. Education 16%
also helped several nonprofit organizations and the City
3. Heritage 16%
of Steamboat Springs procure more than $25 million in
grants for open space, trails, education, historic preser-
vation and transportation. The City of Steamboat Springs Complete responses to the survey and polling
uses the Vision 2020 report as a gauge for determining if results from the community gatherings are
city goals are in line with community desires. available at: http://vision2030routt.org

DISCOVERIES
What we value
Survey respondents and gatherings partici- The Vision 2030 survey listed 21 aspects of the
pants clearly stated that they value a close-knit, community and asked respondents to describe
friendly and caring community that is safe, val- them as most, somewhat, or not important/
ues families and diversity, and takes pride in its threatened. The ten most common responses
Western and historic heritage. They overwhelm- listed for most important and most threatened
ingly identified preserving community character are listed below.
and concerns about changing economic devel-
opment patterns as the top priorities they would Percent of respondents who said
like to see addressed in the next 20 years. aspect is “most important”
Community character was mainly identified
Clean environment 91.3%
with a sense of community and small town feel,
while changing economic development patterns Yampa River 87.2%
primarily referred to managing growth. Commu-
Open space 86.5%
nity respondents also identified the environment
as the most important community character, Scenic views 83.3%
while affordable housing is considered the most
Low crime rate 80.3%
threatened.
To ensure that the Vision 2030 committee Good education 79.1%
had identified the top priorities for what the
Recreational opportunities 74.1%
community wanted to preserve in the next 20
years, the group took the findings back to coun- Friendliness & kindness 72.9%
ty residents for additional input at four county-
Experience nature & wildlife 68.9%
wide gatherings in November 2008. Facilitators
described scenarios about the characteristics Local business 66.9%
of managing growth and community character
based on desired outcomes identified by focus
groups. Again, participants at these gatherings Percent of respondents who said
overwhelmingly agreed that these characteristics aspect is “most threatened”
are of utmost importance to preserve.
Affordable housing 48.7%
Responses from November 2008 community Little traffic congestion 47.3%
gatherings ranking item as ‘Very Important’ or Ranching & farming 44.8%
‘Utmost Importance’
Open space 38.8%
• Sustainable economy (92%)
Scenic views 32.7%
• Community character
(89% very important/ Clean environment 26.7%
utmost importance)
Local business 26.7%
• Sense of community (89%)
• Family friendliness (86%) Yampa River 26.3%
• Managing growth (83%)
Historic character 25.4%
• Transportation (85%)
• Housing patterns (83%) Experience nature & wildlife 19.5%
• Heritage (79%)

DISCOVERIES
The 2008 survey asked: In 20 years, what would you like to see? We
heard many common phrases, like “small-town feel,” “growth,” and “open space.” This
graphic divides the most frequently heard phrases and concepts into five thematic groups
representing the primary comments received in responses. The five thematic groups are
broken into smaller groups that identify specific qualities that respondants hoped to see in
20 years.
Expanded services
Recreation center
19.8% Higher education
Cultural amenities
Green building & Auto 5.4% Improved governance Family-friendly community
business practices alternatives Other 4% Improved infrastructure Good schools
52.1% 70.8% Low crime
17.9%
Walkability 8.2% Family/youth-friendly
Expanded trails
Increased transit 70.1% Connections
29.9% 21.7% to history/roots
Commuter rail Other Small-town feel
Healthy Sense of community
environment More bike lanes 12.5% Ranches/ranching
Small-town feel Character
Healthy Yampa River Friendliness Historic buildings
Clean air & water Environmental Compact urban centers Western feel
awareness
7.5%
Access to public land
Wilderness access
Recreational access Open space & Community character
8.6% agriculture 35.9%
Open lands
19.1%
Ranch and Economic
agricultural 65.1%
Open space
development
land
26.3% Scenic views patterns
Wildlife 25%
7.4%
Growth Limited or
More growth no growth
Diverse retail 27.4%
Healthy economy
Managed growth Economic diversity among residents

67.1% Ability to live and work locally
Affordable housing
Home ownership & size
Growth focused in urban cores
Diversified economy
No big-box stores
Young people can return

DISCOVERIES
Respondents who suggested ways to preserve those things that we value and hope to see in 20 years
identified managing growth as the top priority. Themes below are listed by frequency of comments received.
Since all comments that relate to a specific category were included regardless of the respondent’s stance,
some suggestions will reflect opposite perspectives.
Survey question: What should be done to ensure that what you hope to
see, feel, or experience is still here in twenty years?
THEME COMMENTS RECEIVED

Manage growth Promote density in city/town centers, encourage affordable housing,
ban big boxes, encourage growth of tourism and businesses, encour-
age full-time residency through taxes, improve analysis of development
impacts, limit home size, ban chains, restrict building height, encour-
age lower density, enforce zoning
Preserve open space Conservation easements, preserve Emerald Mountain, support land
trusts, require open space deeded with development
Provide Enforce master plans and zoning, less government, city/county coop-
better governance eration, long-term planning, enforce conflict of interest rules
Provide affordable living Encourage affordable day care, require affordable housing, don’t
require affordable housing, encourage diverse retail
Preserve character Provide education programs about local history, encourage ability to
live and work in same location, preserve ranches/ranching, historic
preservation ordinance, protect downtown areas
Limit growth Quotas on building construction, enforce zoning
Limit traffic congestion Highway 40 bypass around Steamboat Springs, support bikes and
pedestrians, improve regional transit system
Promote green living Require renewable energy, improve recycling program, buy local
products, provide environmental education programs
Focus policies on locals, individual participation, community events, be

Preserve
friendly, volunteer, provide education on heritage/traditions, welcome
sense of community newcomers and tourists
Promote Expand regional transit, expand trails and trail infrastructure, provide
auto alternatives more sidewalks
Participate Volunteer, become a committee member or community leader
Other themes included: Promote healthy environment, preserve ranches, preserve historic buildings, be friendly,
preserve local businesses, provide recreation access, support better infrastructure, support better schools, support
the arts, support youth, support charities

DISCOVERIES
Interconnections Focus groups worked independently from one
An interesting discovery was the interconnectivity another, reviewing results and comments that
of the responses to every aspect of the community. pertained to that specific group. A number of
Much the way the cogs of a machine are connected recommendations came out of the focus groups
to one another to drive the engine forward, every that naturally connect to one another. The groups
aspect of our community is connected. As we have recognized that respondents identified quality of
grown, more cogs have been added to the engine, life, the economy, government and infrastructure,
all working together to drive the community and natural and cultural resources as encompass-
forward. Losing one piece of the mechanism affects ing the community’s heart and soul while also af-
the whole engine. fecting each other. For example, the importance of
Each focus group also looked at all survey public policies and partnerships that supported our
responses and the Vision 2020 review to develop agricultural heritage and Western traditions such
desired outcomes and recommended actions for as the Routt County Fair, Winter Carnival, and Oak
13 separate categories. Creek’s Labor Day celebration were suggested by
both the agriculture and heritage focus groups.
u ltural re
c
d
so
Agriculture
ral an
urces
& Open Space
Econ
o
u
Heritage Sustainability
a t
my
N
Affordable
Housing
l ife
f Economic
Viability
Quality o
Arts
& Culture Youth
ernme
Recreation Education Gov
nt
Seniors Government
and infras
Planning Transportation
tru
cture

DESIRED OUTCOMES, RECOMMENDED ACTIONS
Desired outcomes are the ideals Then they met in individual groups to review the
1994 Vision 2020 focus group notes, the record
or compass points in creating a
of the November 2007 Gatherings, and the survey
vision for our community now comments to validate the accuracy of the findings.
and in the future. Recommended Some areas of interest included more than 20
pages of information. An additional 20 people
actions are the possible ways
participated in the transportation focus group using
in which these outcomes can be the 1994 Vision 2020 recommendations with
achieved. Some recommended actions input from the Transportation Solutions Group, a
in this report are already in progress. Other group that came together in the fall of 2008 and
recommended actions may not have funding is facilitated by the Steamboat Springs Chamber
and/or appropriate mechanisms for achieving Resort Association.
the desired outcomes available at this time, yet
Facilitators and group leaders ensured that
the necessary funding or mechanism may be
participants objectively established outcomes
realized in the future. These desires and actions
and actions based solely on the comments from
are identified in this report to recognize their
the Vision 2030 process and did not promote
importance to our citizens and to help elected
their own agendas. Each focus group developed
officials and other decision-makers prioritize so
desired outcomes and recommended actions that
that these outcomes can ultimately be achieved.
were subsequently divided into 13 categories.
To prepare the Desired Outcomes and They also identified interest groups that might
Recommended Actions, input from community champion the actions and timelines. The outcomes
gatherings and surveys was sorted and analyzed and actions were presented at the four November
by Vision 2030 committee members into general 2008 community gatherings in Hayden, Clark,
focus areas. Twelve focus groups reviewed Steamboat Springs and Yampa. Participants at
the comments received by more than 1,600 these gatherings were asked to rank action items
Routt County citizens at the November 2007 through keypad polling.
Gatherings and through surveys that were
What you read on these following pages reflect
conducted in the months following. The focus
the desired outcomes and recommended actions
groups comprised more than 60 community
developed from the comments, observations and
members who are either experts in or closely
aspirations of the Vision 2030 participants. These
involved with the area of interest. All participants
are listed in alphabetical order.
attended an overview meeting and workshop.

DESIRED OUTCOMES & RECOMMENDED ACTIONS
AFFORDABLE
HOUSING
AFFORDABLE HOUSING
LAND USE & SUPPLY

Desired outcome Recommended actions Timeframe
Public land use policy and Adjust community development policies and short term and
decision-making processes as needed to allow ongoing
processes need to increase the
greater density and more developable land
supply of available and suitable where appropriate in and adjacent to our
land, increase the density of living existing communities and adapt to changing
market demand.
spaces and decrease housing
Foster focused and effective political leadership ongoing
costs in order to preserve and that engages the community in dialogue and
promote affordable housing (both decision-making processes and which enables
inclusive, affordable neighborhoods.
ownership and rental) in Routt
County. Participation from the four municipalities of ongoing
Steamboat Springs, Yampa, Hayden and Oak
Creek on a regional organization or entity
for affordable housing such as Yampa Valley
Possible interest groups/stewards Housing Authority that fosters collaboration and
cooperation.
Governmental agencies; organizations such
as Yampa Valley Housing Authority; housing Develop a regional plan for affordable short term and
advocacy groups; concerned interest groups; housing and coordinate affordable housing ongoing
for-profit and non-profit entities; chambers; programs and activities with collaboration and
economic cevelopment commissions cooperation on a regional level.
Continually update housing market (both ongoing

ownership and rental) to review demand,
availability and needs.
Affordable Housing recommendation:

VISION 2020 TO REALITY
Create a regional housing authority
The Yampa Valley Housing Authority

(YVHA) was formed in November
2003 through collaboration between
the City of Steamboat Springs
and Routt County governments in
response to growing concern for the
lack of affordable housing for people
living and working in the Yampa
Valley.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: AFFORDABLE HOUSING
FUNDING
Create and implement Encourage and support the coordination short term and
mechanism(s) that fund of regional housing collaboration with one ongoing
lead agency such as Yampa Valley Housing
affordable housing in Routt Authority reflecting regional needs and
County. participation from Hayden, Oak Creek,
Steamboat Springs and Yampa.
Develop and implement a county-wide short term and

Possible interest groups/stewards educational component for affordable housing ongoing
and seek combined effort and support from
Governmental agencies; organizations such the four municipalities.
as Yampa Valley Housing Authority; housing
advocacy groups; concerned interest groups; Identify a dedicated, ongoing funding source short term and
forprofit and non-profit entities; chambers; to implement affordable housing initiatives ongoing
economic development commissions; state (land and projects) such as a ballot issue for a
funding sources and organizations property tax or sales tax among others.
Create a private donation fund that can act short term and
as a secondary source of funds for affordable ongoing
housing.
Percent increase in income vs.

100% sale home prices and rental costs
Routt County: 2000 to 2008
80% 75%
60%
40%
20% 17%
5%
0%
Increase Increase Increase
in income in median in rental
home sale costs
price
Source: Routt County Housing Needs Assessment,
BBC Research & Consulting

DESIRED OUTCOMES & RECOMMENDED ACTIONS: AFFORDABLE HOUSING
AWARENESS & EDUCATION

FOR SUSTAINING A DIVERSE COMMUNITY
Seek a balanced economy that Develop and implement methods that short term and
enable collaborative decision making (with ongoing
provides services, meets needs developers, employers, governmental entities,
and attracts and retains residents workforce and community organizations) for
solutions to affordable housing.
for a diverse community, and
Create or assign a lead organization such as short term and
that simultaneously values open Yampa Valley Housing Authority to collaborate ongoing
space and a sense of place with workforce employers and develop and
implement an educational program that
while addressing the need for presents options to employers and helps to
affordable housing and inclusive supply workforce housing for employees.
community. Develop and implement outreach affordability short term and
education for community as a whole. ongoing
Possible interest groups/stewards Continue to define, identify and update ongoing

housing product preferences of various age
Governmental agencies; organizations such groups, building upon the Housing Demand
as Yampa Valley Housing Authority; housing Analysis and Needs Assessment in order to
advocacy groups; concerned interest groups; attract and retain residents who will evolve as
forprofit and non-profit entities; chambers; committed members of the community.
economic development commissions; state
funding sources and organizations Research and implement public policy ongoing
mechanisms that mitigate the economic
distortion of an amenity-based region and
enable a diverse socio-economic base (e.g.
transfer fee assessments, consumption fees,
housing land trusts, land cap restrictions).
$118,875 Routt County highest- and lowest-paying industries

The cost of living in Routt County is $57.15/hr with self-sufficiency standard
high. According to the Colorado Fiscal
Policy Institute, an income of $22,361
is required to meet basic costs — to
be self-sufficient without government Income needed
assistance. A higher income, $61,490, $71,306 ffor self-sufficiency
is required to support two children $34.28/hr (two adults*,
$61,490 two children))
and two adults. The chart at the right
compares the average incomes of Routt $57,558
$27.67/hr
County’s highest- and lowest-paying Income needed
industries with this standard. ffor self-sufficiency
$22,361 (single adult)
Source: Community Indicators Project, Yampa $26,121 $23,421
Valley Partners, 2009 $12.56/hr $11.26/hr
Wholesale Retail Arts/recreation $19,265 Accommodation
Management Utilities trade trade Entertainment $9.26/hr and food service

AGRICULTURE
AGRICULTURE & OPEN SPACE & OPEN SPACE
Vision 2020 recommended and the work of Vision 2030 confirms that comprehensive
agriculture and open space strategies are necessary to preserve the “heart and soul”
of the Yampa Valley. Open space and agriculture are two general characteristics
that the community uniquely identifies, values, and desires to preserve for future
generations in Routt County.
AGRICULTURE
Preserve, maintain and enhance Continue to emphasize and advocate the ongoing
our working agricultural importance of western agricultural heritage
through planning, zoning and public policy.
landscapes; multi-generational
Continue to support entities that promote our ongoing
ranching families; Western western agricultural heritage.
values; and cultural authenticity
Maintain and develop strategic partnerships ongoing
of our rural communities. to promote and support the Western traditions
such as the Routt County Fair; community
rodeos, Winter Carnival, etc.
Possible interest groups/stewards
Maintain and provide incentives for future mid term
County/city planning and elected officials; historic easements and facades through public
community museums and historical societies; education and incentives.
organizations such as Western Heritage
Partnership; Historic Routt County!; Community
Agriculture Alliance; Cattlewomen/Cattlemen;
chambers, Steamboat Ski Area, lodging
industry, agriculture and environmental
organizations
The Community Agriculture

Alliance was developed in

1999, bridging agriculture,
business, community and resort
interests, and has helped to
develop many of the Vision
2020 recommendations,
including cultural heritage
tourism, value-added products,
and more.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: AGRICULTURE & OPEN SPACE
AGRICULTURE VIABILITY & SUSTAINABILITY

Promote local products and diverse markets short term ongoing
Preserve, maintain and enhance for local agriculture and natural resource
working ranches and promote products.
agriculture as an economic base; Implement transfer of development rights ongoing
support a sustainable and diverse program and continue support and renewal of
the Purchase of Development Rights program.
economy that includes ranching,
Foster educational programs and mediation short term
farming, agri-tourism and the options to help enforce fencing laws, water
harvesting of natural resource laws and land use issues.
products. Enable local students to attend agricultural mid term and
colleges by providing scholarships to ongoing
Possible interest groups/stewards agricultural schools and developing
County/city planning and elected officials, agricultural internships and mentoring
Purchase of Development Rights board, develop programs within the county.
a citizen group for transfer of development
Develop a land stewardship advocacy mid term
rights; CSU Routt County Extension; Routt
program that will promote efforts to encourage
County Sheriffs Office; Routt County 4-H; Routt
sustainable agriculture.
County Conservation District; Routt County
CattleWomen; Sustainability Council; Natural Research water leasing and carbon long term
Resource Conservation Service, Community sequestration programs.
Agriculture Alliance; The Nature Conservancy,
Deep Roots; Northwest Colorado Products; Continue to develop agriculture, recreation ongoing
all agriculture, recreation and environmental and environmental partnerships.
groups: organizations such as local retailers,
economic councils and MainStreet programs
Vision 2020 recommended:

“Identify and secure funding
vehicle to buy open space and
to leverage other funds.”
In 1996, Routt County’s

Purchase of Development Rights
program was voted in as a
taxpayer-funded program. It
was renewed in 2005.

WATER
Preserve, maintain and enhance Require that all new developments prove they short term and
can meet and/or provide for sufficient water ongoing
the water resources of the Yampa quantity needs and maintain quality standards.
Valley; increase awareness Encourage active involvement and participation short term and
and emphasize the importance of agricultural, wildlife, forestry municipal, ongoing
recreational and environmental interests in
of water quality, quantity and the Yampa-White River Basin Round Table
conservation issues and in regional water conservancy districts in
order to aid in the protection and appropriate
Possible interest groups/stewards development of the water resources of the
Yampa Valley.
County/city planning and elected officials;
developers; develop a citizen’s group comprised Develop a citizens’ water group that is active short term and
of all agricultural and environmental groups in protecting water resources for the Yampa ongoing
concerned with water resources , government Valley in order to ensure continued agriculture,
agencies, municipalities, agriculture producers, wildlife, forestry, municipal, and recreational
etc.; Colorado Division of Water Resources, usage.
Routt County Environmental Health, Colorado
Department of Health and Public Safety, Natural Be active on local water rights and water ongoing
Resource Conservation Services; Sustainability conservation projects to ensure adequate water
Council quantity and quality.
Be active in state and regional water discussions. ongoing
Encourage open communication with existing ongoing

state-appointed groups.
Get involved: Yampa-White River Basin Roundtable

In 2005, the Colorado legislature created basin-wide water “roundtables”
with mandatory inclusion of representatives of agriculture, recreation,
environmental interests, and governmental interests. The Yampa-White River
Basin Roundtable meets quarterly, discusses and covers a broad range of
water issues, and obtains funding for water needs assessments.
The Upper Yampa Water Conservancy District, which includes the area from
the headwaters of the Yampa River to below the Craig power plant, has been
active for more than 30 years in protecting and appropriately developing
the water resources of the Yampa Valley. These meetings are public and
interested citizens are encouraged to attend.
For more information, visit: http://ibcc.state.co.us/Basins/YampaWhite

ACCESS TO OPEN SPACE

Preserve, maintain and enhance Encourage decision-makers to develop and ongoing

adhere to existing and future land use and
recreational access on, and recreation management plans.
connecting to, public open Ensure the development approval process mid term and
space. includes a review that specifically addresses ongoing
continued public access corridors.
Encourage linkage of urban areas to public ongoing

Possible interest groups/stewards open space and public transit in land use
planning.
County/city planning and elected officials, U.S.
Forest Service, Bureau of Land Management, Provide public road and trail easements. ongoing
Colorado Division of Wildlife, City of
Steamboat Springs Parks, Trails and Open Develop usage criteria for trails and access. short-term
Space; Colorado Department of Transportation;
Routt County Road and Bridge Identify and prioritize high-usage roads for short-term
bicycle pathways.
Vision 2020 recommended: Support, develop and expand segregated ongoing

“Create and implement the recreation areas when usages are not
Routt County Agricultural Lands, compatible (e.g. snowmachine, cross-country
skiing, horses, bikes, etc.).
Natural Areas and Open Space
Resources Protection Plan.” Develop linkage to parks and trails in and ongoing
around our communities.
Routt County Open Lands Plan
was established in 1995. It is
a plan for the protection of
agricultural lands, natural areas
and open spaces.
“In the year

of 2030, I
truly hope the
marvelous view
of Steamboat
Lake is still
here to touch
my heart” —
Grace Mark,
North Routt
Community
Charter School

OPEN SPACE AND VIEW CORRIDORS

Desired outcome/actors Recommended actions Timeframe
Protect, maintain and enhance Adhere to existing and develop land use plans ongoing
that establish a high priority for the protection
open space and view corridors to of open space and view corridors.
maintain our sense of place for Continue to require higher density in urban ongoing
current and future generations. areas.
Continue Routt County’s Purchase of ongoing

Development Rights program and implement
Possible interest groups/stewards Transfer of Development Rights program.
County/city planning and elected officials; Encourage voluntary conservation easements ongoing
Purchase of Development Rights board, and continue to support entities that facilitate
develop a transfer of development rights them.
citizens’ group; organizations such as Yampa
Valley Land Trust; Colorado Department of Encourage and educate about the benefits of ongoing
Wildlife; Natural Resource and Conservation light pollution ordinances, ridgeline standards,
Services; Colorado Cattlemen’s Land Trust; increase skyline ordinance areas and
private landowners; CSU Routt County underground utility line placements.
Extension; private landscaping companies,
builders and homeowners Encourage native landscaping. ongoing
Encourage and lobby for state legislation that ongoing

minimizes fragmentation of open land parcels.
Due in large part to Vision Routt County, 2007

2020, many acres of

agricultural and open lands
have been placed under 51% Private
conservation easements 766,185 acres
and are under long-term
protected status.
49% Public
Source: Community Indicators 749,723 acres
Report, Yampa Valley Partners,
55,526 acres protected
2009
under conservation
easements (7% of private land)

HABITAT, WILDLIFE, WATERS

Protect, conserve and enhance Adhere to existing and develop future land ongoing
use and wildlife habitat plans that promote the
the wildlife habitat, riparian protection of these natural resources.
areas and wetlands. Prevent Develop a comprehensive wildlife plan: mid-term and long-
fragmentation of wildlife habitat, term
Identify and honor habitat corridors;
protect wildlife migration corridors
and provide important transition Identify and seek preservation of critical
wildlife habitats;
zones from different habitat types.
Develop and honor wildlife mitigation plans;
Develop and honor a holistic, eco-system

Possible interest groups/stewards perspective that seeks preservation and
enhancement of wildlife habitat and corridor
County/city planning and elected officials; planning;
current and future development projects; U.S.
Forest Service, Bureau of Land Management; Seek methods to strengthen the weed and
Colorado Department of Wildlife; Routt invasive species control program.
County services (Road and Bridge, Planning),
Natural Resource and Conservation Services;
landowners Encourage water and soil conservation projects. ongoing
Provide incentives for wildlife habitat ongoing

“This is a special place to me maintenance and stewardship.
because I love to go there, relax,
catch frogs and I love to eat lunch Preserve the river corridor through agriculture ongoing
there…I hope in the year 2030 tax credits.
there will be more living trees Designate river corridors to provide further ongoing
where the noxious weeds are so protection of rivers, while permitting the
there will be no more noxious continued appropriate development of the water
weeds along the river.” resources of the Yampa River for the benefit of
— Tommy Bertram, Hayden Valley the present and future residents of the Yampa
River Valley.
Elementary School
Discourage any trans-basin diversions of Yampa ongoing
River water.

EDUCATION & AWARENESS

Communicate the efforts, successes and ongoing

Support, encourage, and foster mechanisms of existing programs: federal,
educational efforts to provide state, local, non-profits and organizations.
greater awareness of the values Use existing public properties (i.e. Emerald short term and
of open space and agriculture Mountain, Legacy Ranch) as education ongoing
opportunities about open space and
as they relate to the sustainability agriculture, including public signage for public
and the preservation of the open space and conservation properties.
character of our valley. Inform, educate and encourage all realtors ongoing
to attend local land stewardship courses to
encourage cooperative efforts.
Strengthen public awareness efforts regarding short term and
weed and invasive species control programs. ongoing
City/county planning and elected officials;
Bureau of Land Management; U.S. Forest
Service; Colorado Department of Wildlife; State Support and further develop youth ongoing
Land Board, organizations such as the Nature organizations that focus on agriculture and the
Conservancy; local conservation groups; environment.
local ranches; Forest Health and Blue Stain
programs; Natural Resource and Conservation Engender and foster a culture of community ongoing
Services; Farm Service Agency; Community that nurtures partnerships and inclusivness.
Agriculture Alliance; Steamboat Springs Board
of Realtors; Routt County Weed Board Continue to address estate planning and ongoing
national issues that negatively impact
agriculture.
Develop actions to legislate or change the short term and

inheritance tax impacts. ongoing
In its 2008 survey, Vision 2030 asked residents

to name “special places” in Routt County. The
most popular response was the Yampa River. It
was named by 99 out of 859 respondents.
99 Yampa River
78 Emerald Mountain
69 Howelsen Hill
67 Downtown Steamboat
66 Steamboat ski area

FUNDING
Support, encourage, and foster Create an endowment fund for administration long-term
of local non-profit agencies and programs
funding efforts that will sustain (such as Community Agriculture Alliance,
the values of public open space Yampatika, Yampa Valley Land Trust, and
other agricultural entities (e.g.: Funding for
and agriculture as they relate to the arts model from Strings)).
the preservation of the character Identify collaborative partnerships from ongoing
of our valley. agricultural/public open space groups so that
available funds can be better used.
Develop and implement collaborative short term and

Possible interest groups/stewards partnerships that recognize and market the ongoing
“value of the view” and sustain agriculture
City/county planning and elected officials; by creating a regional agriculture, working
landowners and local citizens, local non-profits landscapes and public open space fund.
and programs; local agricultural and open
space groups; economic councils, chambers; Consider use tax, voluntary “check- short term and
retailers, resort management companies; off” donations, grant funding and other ongoing
organizations such as cultural heritage tourism; mechanisms to be used for public open space
Community Agriculture Alliance; Main Street and agricultural sustainability.
program; corporate sponsorships, foundation
grants and private donors; U.S. Forest Service; Brand the “going green” appeal for agriculture short term and
Bureau of Land Management; Colorado and western heritage (ag-tourism, working ongoing
Department of Wildlife; CSU Routt County landscapes, value of the view).
Extension and other agricultural entities
Create adoption programs for agriculture and short term and
public open space. ongoing
Implement a consumption tax for excessive mid-term and

home sizes and part-time residency. ongoing
Expanded funding for federal, state and local mid-term and

agencies. ongoing

ARTS
ARTS & CULTURE & CULTURE
To enhance our quality of life and sense of community, Vision 2030 participants said
that we must maintain and create accessible, affordable and quality arts and cultural
opportunities for audiences, performers, and artists while growing the creative arts
industry as a significant contributor to the local economy.
PROGRAMS
Possible interest groups/stewards Recommended actions Timeframe
Develop new programs to adapt to changing ongoing

Support creative arts and cultural community demographics.
opportunities. Continue and expand the types and quality of ongoing
programming.
Organizations such as Steamboat Springs Arts Develop programs to attract arts events as ongoing
Council; Strings in the Mountains; schools; destination motivators.
galleries; local artisans; Northwest Colorado
Continue to have education and community ongoing
Cultural Heritage Tourism; Colorado Mountain
outreach for people of all ages, both
College; Colorado Northwestern Community
traditional and non-traditional audiences.
College; museums
Expand arts education as core curriculum in ongoing
public schools from K-12.
Present cultural heritage programming. ongoing

Cultural heritage tourism
Expand outreach efforts in the Yampa Valley for ongoing
is traveling to experience the
all the arts.
places, artifacts and activities
that authentically represent the Create more opportunities for professional ongoing
stories and people of the past and development.
present. It includes cultural, historic
Expand workshops; seminars; master classes. ongoing
and natural resources.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: ARTS & CULTURE
PEOPLE
Organizations such as Steamboat Springs Arts Expand audiences through programming, ongoing
Council; Strings in the Mountains; schools; outreach, marketing, education, and venues.
galleries; local artisans; Northwest Colorado
Cultural Heritage Tourism; Colorado Mountain Recognize opportunities for free performances short term and
College; Colorado Northwestern Community in unusual venues. ongoing
College; museums; community support funds
(SS); chamber; newspapers; radio Develop a community where performers and short term and
artists are valued and able to attain a viable ongoing
standard of living and are supported through
professional development and compensated
for the work they do.
Reach diverse audiences (ethnic, ongoing

socio-economic, multi-generational).
Form a unifying arts organization that ties short term and

together amateurs and professionals. ongoing
Develop a strong, collaborative organizational short term and

entity including for-profits and non-profits for ongoing
advocacy, support, resources and education.

“This is the Art Depot near the

Yampa River. The Art Depot is
a historic site now in ’07 and if
it was still here in ’30 it would
be really cool. Steamboat is
under construction and historic
sites are being demolished.”
— Malia Fraioli, Steamboat
Springs Middle School

DESIRED OUTCOMES & RECOMMENDED ACTIONS: ARTS & CULTURE
RESOURCES
Organizations such as Steamboat Springs Arts Seek sustainable sources for ongoing public short term and
Council; Strings in the Mountains; schools; and private funding. ongoing
galleries; local srtisans; Northwest Colorado
Cultural Heritage Tourism; Colorado Mountain Increase opportunities for grants (awareness, short term and
College; Colorado Northwestern Community applications, ) and private contributions ongoing
College; museums; community support funds (foundations, business sponsorships &
(SS); chamber; newspapers; radio; National individual contributions).
Endowment for Arts; foundations; government
agencies; volunteer groups Funding and support by local government. ongoing
Private sponsorships, foundation grants, ongoing

membership and individual contributions.
Tap local resources such as people with ongoing

expertise.
Engage community in the arts through short term and

volunteer opportunities. ongoing
Develop a business plan to grow the creative short term and

arts industry. ongoing
Build collaborations and partnerships to short term and

accomplish goals. ongoing
INFRASTRUCTURE
Create an arts center with classroom, mid term

exhibition, and performance space.
Organizations such as Steamboat Springs Arts
Council; Strings in the Mountains; schools; Develop a theater with additional space for mid term
galleries; local artisans; Northwest Colorado rehearsals, sets, etc.
Cultural Heritage Tourism; Colorado Mountain
College; Colorado Northwestern Community Winterize Strings as a facility for year-round short term
College; museums; community support funds performances.
(SS); chamber; newspapers; radio
Explore creative use of existing venues. ongoing
Develop committee to research venue options. short term

ECONOMIC
VIABILITY
ECONOMIC VIABILITY
We will nurture a diverse, sustainable economy while enhancing the character of our
community.
RESOURCES
We will nurture and promote a Increase broad-band capacity through public short term to mid
private partnerships. term
regional, diverse, and sustainable
Ensure county-wide cell-phone coverage. short term
economy, fostering a range of
industries, employment, and Pursue new technology, new industry sectors mid term
(e.g. location neutral businesses such as
resources and resulting in a software programming, financial services,
variety of products and services. bio-tech industries), new energy economy
(bio-fuels, waste to energy, etc.) in order to
This will be provided by resources, develop a diverse economy.
initiatives for businesses, land use
Provide economic education that includes short term
options, and transportation. economic trending, research and bringing
new information from the region’s businesses.
Possible interest groups/stewards Continue to provide vocational training on a short term

regional basis.
Economic development councils; chambers; Advocate for workforce attraction and short and mid term
organizations such as Yampa Valley Partners; retention including workforce housing,
MainStreet Steamboat; Routt County Livability international workers, and more.
Index; schools
Vision 2020 recommended: Support development

of telecommunications infrastructure
In 2003, the “Beanpole Project” was formed by

the Yampa Valley Economic Development Council.
The Beanpole Project was part of a state-funded
technology initiative to bring high-speed Internet
access to every county seat in the state, and then
spread the connection to public facilities such as
government buildings, schools and libraries.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: ECONOMIC VIABILITY
INITIATIVES FOR BUSINESSES

Colleges such as Colorado Mountain College; Fund Small Business Resource Center long-term. mid term
organizations such as Northwest Colorado
Council of Governments Create local incubator program. mid term
Create a micro-loan fund and access to capital. mid term
LAND USE OPTIONS

Colleges such as Colorado Mountain College; Implement entrepreneurial advocacy and seek short term
planning schools adaptive zoning that enables entrepreneurial
activities.
Create enterprise zones and industrial parks to short term

encourage economic development and office
space availability.
TRANSPORTATION
Organizations such as the Transportation Develop railhead access for large-scale mid term
Solutions Group; Yampa Valley Airport transport.
Commission; County/City Government;
Chambers; Cultural Heritage Tourism Form regional transportation authority short term
to provide and maintain transportation
infrastructure and opportunities.
Enhance all-season, all-weather air access ongoing

to ensure commuting, tourism and business
activities.
Investigate options for high speed rail long term

for regional and state-wide transit and
movement of workforce within the region.
Emphasize ease of access for urban areas. ongoing

EDUCATION
EDUCATION
The educational systems in the Yampa Valley will offer an exemplary and exceptional
level of community-supported 21st century innovative education that is sufficiently
funded, serves a spectrum of learners and makes collaborative use of all available
educational resources.
EDUCATIONAL CLIMATE
Foster an educational climate that Maintain and enhance high quality, accessible ongoing
facilities, fitting the community character, with
creates access to a variety of 21st current and innovative technology for all types
century educational opportunities of learners.
from early childhood education Increase a regional funding base that is fair short term and
and equitable to all educational entities in ongoing
through lifelong learning. Routt County to provide services to all student
populations.
Possible interest groups/stewards Enhance collaboration on a county-wide level ongoing
to provide educational services, work-force
Public and private schools; school boards; development, and comprehensive resources.
Colorado Mountain College; Colorado
Northwestern Community College;
organizations such as First Impressions;
Education Fund Board; Rocky Mountain Youth
Corps; Yampatika

DESIRED OUTCOMES & RECOMMENDED ACTIONS: EDUCATION
EXCEPTIONAL STAFF
Provide collaborative Attract and retain experienced, educated and ongoing

adaptable educators capable of meeting a
opportunities to attract and retain variety of educational needs.
exceptional educators and staff Develop and enhance efforts that demonstrate short term and
who will facilitate educational the value and respect for educators by ongoing
providing adequate compensation, training,
success. development and resources.
Collaborate with community efforts to provide ongoing

Possible interest groups/stewards affordable living alternatives within each
community.
Public and Private Schools; School Boards;
Colorado Mountain College; Colorado Enhance educational opportunities by ongoing
Northwestern Community College; First collaborating with community entities in the
Impressions; non-profit organizations; arts, humanities, recreation, agriculture and
community agencies and organizations heritage.
21st CENTURY LEARNING

Enhance school collaboration with community ongoing

In order to create 21st century agencies and resources to promote family
learners we will emphasize an health and well-being that will foster learning.

educational environment that
fosters innovative and creative
problem solving skills.
Public and private schools; school boards;

Northwestern Community College; First
Impressions; non-profit organizations;
community agencies and organizations

DESIRED OUTCOMES & RECOMMENDED ACTIONS: EDUCATION
QUALITY EDUCATION
Promote quality education Maintain a caring and welcoming, safe and ongoing
secure school environment with small class sizes
through maintaining small, through appropriate student to teacher ratios.
personable, community-based
Promote outreach and volunteer programs that ongoing
learning environments that integrate the learning environment with our
emphasize high-achievement communities.
and foster innovative, creative Adapt our educational resources to meet the ongoing
needs of our changing learner demographics in
problem-solving. order to attain high achievement.
Public and private schools; school boards;

Northwestern Community College;
organizations such as First Impressions;
Education Fund Board
Gathering poll results, 2008

Proposed recommendation:
Promote school outreach and volunteer programs
that integrate the learning environment with our
communities.
Completely agree 50.3%

Partly agree 35.6%
Neutral 11.0%
Partly disagree 1.8%
Completely disagree 1.2%

GOVERNMENT GOVERNMENT
Routt County currently enjoys a wide variety of governmental and semi-governmental

services that are provided by water and sanitation districts, fire districts, school districts,
library districts, municipalities and county administration.
FISCAL RESPONSIBILITY
Governmental entities within Planning ahead (at least one to five years) for short term; annual
providing desired services and facilities at the
Routt County will be fiscally highest level that is commensurate with the
responsible. resources that they expect to have.
Proposing a system of taxation that is, at any mid term

given time, understandable, productive, fair
Possible interest groups/stewards and progressive.
Governmental agencies; municipalities; county Supplementing tax revenues with appropriate short term and
charges for services, grants and increases in ongoing
productivity.
Adopting annual budgets that are reflective ongoing

of their citizens’ needs and desires while
taking into consideration existing economic
conditions.
Adopt a five year capital improvement plan and

review and update it on a regular basis.
Explore options for regular review of changing

financial demographics as they relate to tax
structure.
Periodically review fee structures to ensure

appropriate charges for services. Continuously
review productivity to ensure efficiency, seeking
new methodology and techniques.
Without sacrificing services, allow flexibility

during budgeting periods to adapt to changing
conditions.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: GOVERNMENT
PUBLIC HEALTH, SAFETY, WELFARE

Law enforcement, emergency Continue to uphold the highest standards ongoing

in recruiting and retaining public service
services, public health and professionals.
welfare agencies, all of whom Programs such as Neighborhood Watch, short term and
exist to protect and serve, will be Community Policing and Elder Watch should ongoing
be encouraged.
community- and service-oriented
to help ensure the desired Continue citizen education programs such short term and
as TIPS, CPR, emergency preparedness, ongoing
community character. Firewise and others to build safer and healthier
communities.
Support efforts to maintain or improve air and ongoing

water quality.
Governmental/public service agencies; county;
Ensure the provision of affordable, quality ongoing
municipalities; water districts
physical health and mental health services.
INFRASTRUCTURE
Government entities will continue Determine the water and sewer capacities ongoing
needed to meet the needs of projected growth
to provide adequate water within Routt County. Work with development
and sewer capacity, roads and interests to provide those capacities.
bridges, public facilities and Seek supplemental revenues and collaborative ongoing
partnerships to provide for ongoing
parks, and communication and maintenance and improvement of roads
transportation networks. and bridges, public facilities and parks, and
communication and transportation networks.
Work to maintain and update the ongoing

Possible interest groups/stewards technological standards of the communication
infrastructure to meet the needs of our citizens.
Municipalities; county; water districts;
developers; non-governmental organizations; Form a Regional Transportation Authority short term
corporations; Yampa Valley Economic or other regional methodology to provide
Development Council; Northwest Council of a collaborative, coordinated approach to
Governments; Associated Governments of addressing transportation needs.
Northwest Colorado

CITIZEN INVOLVEMENT
Governments must constantly Maintain and enhance collaborative decision- ongoing

making that is based upon seeking “common
seek ways of bringing citizens into interests” rather than “positions.”
the legislative and administrative
Citizens are encouraged to provide feedback ongoing
processes that affect their lives, to elected officials and government agencies
and give them opportunities to in all steps of the governmental process,
including planning, budgeting, and other
make their needs and opinions aspects.
known. Local governments have Local governmental entities will ensure ongoing
long received high marks for the accessibility of government through
effective and efficient communications using
accessibility, responsiveness and advanced technology while keeping a feel of
accountability, but continuous personalized service.
citizen involvement is essential Variable and personalized service delivery ongoing
if Routt County governments methods will be maintained and enhanced
to maintain a “small-town feel” and meet the
are to maintain openness and needs of all citizens (e.g. water bills paid in-
transparency in their dealings. person, online, or at supermarkets).
Continue to ensure the accessibility to public ongoing

elected officials, boards and commissions
through active participation in community life.

All concerned; government; agencies; elected
officials; citizens and beyond

IMPLEMENTATION OF COMMUNITY VISION

The Vision 2030 Report will serve Governmental agencies are highly mid term updates;
encouraged to regularly review, update, ongoing for existing
Routt County decision-makers integrate and implement Master Plans after
with clear statements of citizens’ seeking citizen input and direction.
wishes, recommendations for Continue to manage public expectations ongoing

for decision-making through education and
fulfilling those wishes, and communication efforts.
encouragement in that mission.
Develop and include in community master short term
A community vision without plans a “community character” standard that
a plan to achieve it is a goal will encourage developers to show how well
their proposal supports the important aspects
never reached. Governmental of community character that Vision 2030 has
decision-making will direct identified.
resources and efforts toward County and local planning departments short term and
making that vision real. should prepare an annual “report” which ongoing
measures the implementation status of the
variety of master plans and community visions.
This report will be published and reviewed at a
Possible interest groups/stewards public meeting where public comment can be
taken.
Governmental agencies; planning bodies;
citizen groups Continue to seek public input through regular midterm and
community surveys, both formal and informal, ongoing
and set measurable public service standards.

County and local planning departments should
prepare an annual “report card” that measures the
implementation status of master plans and community Community character
visions. Report card results will be published and includes the sense of community,
reviewed at a public meeting where publilc comment
family friendliness and a
can be taken.
connection to our history, roots
Completely agree 39.6% and sense of place.
Partly agree 35.4%
Neutral 15.2%

HERITAGE HERITAGE
BUILT ENVIRONMENT
Preserve the elements and Design and implement an evaluation process short term
for the impacts of proposed actions (decision
promote the protection and making or policies) on historic resources.
continued use of our built
Define, encourage and adopt a community ongoing
environments that reflect the preservation ethic that encompasses our
heritage of Routt County. western heritage, small town feel and
friendliness as the basis for policy-making and
from which decisions and development impacts
are evaluated.
Instill a historic preservation education and ongoing
Citizens; planning commissions and planning ethic for K-12 and beyond.
staff; elected officials; Historic Preservation
Advisory Committee; Routt County Historic Implement sustainable building practices short term
Preservation Board; Partners in Preservation; that include historic preservation as a green
Historic Routt County!; MainStreet Steamboat initiative.
Springs; schools; colleges and museums;
Yampa Valley Recycles; chambers of Develop, seek public approval and implement mid term
commerce, Sustainability Committee a Purchase of Development Rights Fund for
historic buildings . Build capacity to buy-down
the difference between existing square footage
and the maximum allowable by zoning and to
purchase façade easements.
Seek and research methods to develop and mid term

implement financial incentives for owners of
historic properties who agree to preserve their
properties in coordination with a Purchase of
Development Rights fund.
“This has been a school for my grandma, my grand

uncle and now it is a school for me. I want it to be a
school for kids in the future.” — Will Anderson,
North Routt Community Charter School

DESIRED OUTCOMES & RECOMMENDED ACTIONS: HERITAGE
CULTURAL LANDSCAPE
Desired outcomes Recommended actions Timeframe
Encourage public policy and economic ongoing
Preserve the elements and development that promotes and enhances the
patterns of the rural cultural financial viability of local farming and ranching
to maintain the cultural landscape.
landscape shaped by agriculture,
mining, recreation, the arts, Encourage preservation of the structures that short term and
contribute to and help define the cultural ongoing
forestry, industry, transportation, landscape.
water and commerce. ongoing
Foster the stewardship of our heritage through
Possible interest groups/stewards education and awareness in k-12 and life-long
learning.
Economic development councils; chambers;
organizations such as Community Agriculture Identify the elements and patterns of the mid term
Alliance; Yampa Valley Land Trust and others; cultural landscape and use this as the
citizens; government; elected officials; framework to incorporate into future design
finance directors; schools; colleges; planning and new construction.
commissions; grocers; Historic Routt County!,
Preserve and maintain the integrity of ongoing
museums
conservation and access easements on those
properties that contribute to our cultural
What is a cultural landscape? landscape.
“Distinct geographical areas or properties Connect people to their food sources and ongoing
uniquely representing the combined work teach them where their food comes from.
of nature and of man.” — World Heritage
Committee Invest in and implement cultural heritage short term and
tourism programs that interpret and showcase ongoing
“A geographic area, including both cultural local history.
and natural resources and the wildlife or
domestic animals therein, associated with a Transform the Legacy Ranch and other public mid term
historic event, activity, or person or exhibiting spaces into interpretive centers for agriculture
other cultural or aesthetic values.” — National and the working landscape.
Park Service
Continue to expand the County Purchase mid term
of Development Rights (PDR) program to
What is cultural heritage tourism? fund conservation/ preservation of cultural
landscapes.
“Traveling to experience the places and
activities that authentically represent the stories
Seek methods to develop and implement mid term
and people of the past and present. It includes
financial incentives for property owners in
historic, cultural and natural resources.” —
coordination with Purchase of Development
National Trust for Historic Preservation
Rights program.
“I would encourage public policy and economic Completely agree 57.9%

development that promotes and enhances the financial Partly agree 27.5%
viability of local farming and ranching to maintain the Neutral 8.2%
cultural landscape.” Partly disagree 5.8%
Source: Vision 2030 gatherings, 2008 Completely disagree .6%

DESIRED OUTCOMES & RECOMMENDED ACTIONS: HERITAGE
REGIONAL IDENTITY
Encourage economic development that builds ongoing

Western heritage continues to from our natural and historical resources and
define us. Outdoor recreation, our western heritage.
agriculture and arts and culture Encourage and foster local gathering places. short term and
ongoing
events are the backbone and
building blocks of our regional Continue to support traditional events and ongoing
celebrations (Winter Carnival; Routt County
identity. Fair; Labor Day; Fourth of July; Colorado
Days, Olympic Legacy, rodeo; homecomings,
etc.) and encourage new traditions to evolve
Possible interest groups/stewards that reinforce our western heritage (farmers
markets, South Meets West, Coureur des Bois,
Economic development councils, chambers, Steamboat Springs Marathon, etc.).
business communities, local governments;
citizens, planning officials, planning
commissions, elected officials, media,
organizations such as MainStreet Steamboat
Springs; Community Agriculture Alliance;
Historic Routt County!; Steamboat Springs
Winter Sport Club
“We must not lose our ranching heritage ... it is a special thing to drive down
Rabbit Ears Pass & see the hay fields & the Yampa. We must protect it.”
— Steamboat Springs resident

PLANNING PLANNING
PACED & PLACED GROWTH

Paced Growth Identify and promote location and direction for short term and
growth by innovative zoning and urban growth ongoing
Develop regulations and boundaries throughout the county and four
municipalities.
guidelines for paced growth that
Research, design and implement growth short term and
are incremental, where growth management processes and tools that ongoing
can be limited and absorbed in a are deemed proven successes in similar
communities and regions.
way that retains or enhances the
community character (e.g. growth Ensure city and county officials collaborate on short term
growth control tools and implementation.
caps; square footage restrictions;
limits on building permits). Cultivate better regional collaboration among short term
municipalities regarding growth issues.
Placed Growth
Support the maintenance of Gathering poll results, 2008

open space and preservation of Proposed recommendation:
Paced growth: Develop regulations and guidelines
rural ranching character while to limit the rate of new building in particular areas.
preventing sprawl. Encourage Completely agree 47.3%
urban density tied to existing Partly agree 29.1%
transportation corridors. Use Neutral 8.1%
existing tools, such as design Partly disagree 8.8%
standards, urban growth Completely disagree 6.8%
boundary and transfer of
development rights to achieve Placed growth: Encourage urban density tied to
these goals. existing transportation corridors and use existing tools,
such as urban growth boundaries and transfer of
development rights programs to achieve these goals.
Possible interest groups/stewards Partly agree 30.3%
Neutral 7.7%
City(s) and county planning departments/
code enforcement/compliance personnel; Partly disagree 7.0%
county commissioners; city councils; planning Completely disagree 1.4%
commission.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: PLANNING
COMMUNICATION & PARTICIPATION

Develop awareness of the existing participation short term and

Improve communication and tools (phone, radio, television and webcast ongoing
pursue participation in the public use).
process, encouraging citizens to Research and implement tools and technology short term and
become directly involved in the to increase public awareness and participation ongoing
in managing growth (community kiosks,
planning and decision-making websites, advertising and new, innovative
process of growth-management techniques).
with the intent to build mutual Establishment of a weekly newspaper insert (i.e. short term
Development Activity This Week) that publishes
trust and respect between citizens weekly development applications, informing
and decision-makers. the public as to major planning decisions
and encouraging involvement ahead of time.
Create a funding line item in budget for cost
of insert or negotiate with local newspaper for
Possible interest groups/stewards insert subsidized by ad sales. Cost could be
offset by hybrid of both.
City; county planning departments; elected
officials; citizens committees; newspapers
ENFORCEMENT & STRINGENCY

Require timing and scheduled updates of city, short term; mid term;
Decision-makers must recognize long term
county and area plans and identify responsible
that citizens expect master plans parties for updating plans.
to be upheld and enforced and City and county review plans annually
that plans need to be regularly
Plans are updated every five years.
updated with specificity and
Enforce existing municipal and county planning ongoing
clarity to minimize interpretation.
regulations.
Use annual “State of the City” and “State short term

Possible interest groups/stewards of the County” planning forums as tools for
citizen input and measures of accountability.
City/county planning staff;elected officials;
citizens

RECREATION
RECREATION
Recreation is one of the key components to the lifestyle, culture and character of Routt
County and should ensure inclusivity for all populations, ages, genders, abilities and
socio-economic backgrounds.
FUNDING
Enhance recreational Develop and implement a countywide short term

recreation organization or coalition that:
opportunities through
Develops and coordinates partnerships,
development of sustainable both public and private;
funding utilizing a county-wide
Leverages larger funds;
collaborative partnership.
Distributes funding through grants;
Develops and supports volunteer coalitions.

Research the development and implemention long term
Government; city, towns, county; public land of a county-wide recreation district,
agencies; non-profit recreation organizations; organization or coalition to ensure financial
municipalities; community foundations sustainability for recreation.
Combine municipal efforts

Survey question:
What three aspects of this Implement regional programming
area have special meaning Encourage county and municipal participation mid term
or importance
TOP to you?
3 ASPECTS OF YOUR COMMUNITY in open space, recreation and trails
coordination for non-incorporated areas of the

Environment 27.7% county that are adjacent to municipalities.
Recreation 19.6% Steamboat short term
Develop a cost analysis of operating programs
Amenities 8.8% Springs and facilities.
Environment 25.5% Develop mechanisms that identify those short-term

Recreation 15.5% activities that should be self-supporting and
West those that need subsidization.
Community 10.8% Routt
Environment 26.9%
Recreation 15.2% North
Beauty 13.7% Routt
Environment 27.4%
Sourth
Beauty 13.6% Routt
Community 12.4%

DESIRED OUTCOMES & RECOMMENDED ACTIONS: RECREATION
AMENITIES
Ensure that a variety of quality Decision-makers adhere to parks and ongoing

recreation plans.
recreational amenities is
available, both outdoor and Develop a county-wide recreation organization short term
or coalition that ensures the coordination and
indoor, organized and non- linkage of parks and recreation master plans
organized, that support diverse and ensures these reflect the greatest public
interest and are not led by special interest
recreational activities and meet groups.
the needs of a changing and Provide safe and affordable opportunities short term
growing population for youth including teen programs and after-
school programs.
Research and develop a bike/pedestrian trail short to long term

Possible interest groups/stewards that connects all county municipalities.
Government; elected officials; community Access to recreational amenities should be ongoing
foundations; non-profit recreation encouraged in proximity to urban areas
organizations; municipalities; schools, and neighborhoods in both city and county
businesses; developers; private landowners and planning processes and in planning new
interest groups such as Friends of the Yampa developments.
Coordinate and ensure a diversity of park ongoing

options between natural open space and
those with developed amenities. Amenities in
parks have a variety of design applications
that provides both natural environment and
landscaped options.
Foster collaborative efforts and written ongoing

agreements among schools, government,
businesses and non-profits (including arts
and culture entities) to ensure access and
opportunity for both organized (leagues,
competitions, etc) and non-organized indoor
and outdoor activities (e.g. pick-up games,
dog parks, drop-in sports, etc.).
Encourage the inclusion of multi-use, multi- ongoing

purpose recreational amenities in new public
and private developments.
Form a county-wide coalition and partnership ongoing

for recreation on and access to the Yampa
River to assist with coordination of activities
and the health and sustainability of the river.

SENIORS SENIORS
Develop adequate housing, facilities and transportation to ensure that the seniors can
reside in Routt County for as long as they desire, through all the phases of aging.
HOUSING & FACILITIES

Live at home independently as long as ongoing

Seniors should able to live in
possible.
their existing homes as long as
Live independently in affordable senior ongoing
possible and stay in Routt County housing.
in the event they can no longer
Live with support from family, but needs an ongoing
live at home. There should be a additional level of care:
well-planned, graduated tier of
Live-in assisted care facilities;
housing options as seniors move
Live in nursing facilities;
through different phases of aging.
Live in respite and palliative care
facilities.
Northwest Colorado Visiting Nurses Association;

Routt County Council on Aging; state agencies;
AARP; governmental agencies; Yampa Valley
Medical Center
Of those who attended Vision 2030’s 2008

gatherings, 81% said they would be willing to
help fund services to be provided to help seniors
to live at home; 12% said they would be willing
to volunteer their time to this outcome.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: SENIORS
TRANSPORTATION
Seniors must have access to Keep existing free bus service in Steamboat ongoing
Springs.
adequate transportation services
where in a large, mountainous Continue low-cost transportation from outlying ongoing
areas such as Hayden and Craig.
geographical area with severe
weather, transportation becomes Expand low-cost transportation from North and short term
South Routt.
a critical lifeline for many rural
Create sliding scale payment for seniors. short term
seniors.
Increase services for frail and disabled seniors. short term
Seniors need to be able to
get out of their homes to do
necessary chores or to make
connections with their community,
contributing to their quality of life.

Northwest Colorado Visiting Nurses Association
(e.g. Aging Well; Haven; Rollingstone;
Hospice); Routt County Council on Aging;
State agencies; AARP; Governmental agencies;
YV Medical Center; for-profit and non-profit
entities

Provide housing options, care facilities, transportation,
and other services that enable seniors to live in their
existing home.

Partly agree 34.1%
Neutral 11.2%
Completely disagree .6%

DESIRED OUTCOMES & RECOMMENDED ACTIONS: SENIORS
PROGRAMS & SERVICES

Continue to enhance existing Continue and support existing programs. ongoing
senior programs and services in Create new programs for volunteers, ongoing
connecting businesses in need of help with
Routt County while developing seniors willing to give their time and expertise.
new programs and services to
Create new programs that integrate seniors
meet the demands of the future. with younger generations as a way to share
ongoing
their incredible wealth of knowledge and

wisdom.
Possible interest groups/stewards ongoing
Encourage private businesses, such as
Northwest Colorado Visiting Nurses Association Steamboat Ski & Resort Corp, Old Town Hot
(e.g. Aging Well; Haven; Rollingstone; Springs, Strings and retail stores, to provide
Hospice); Routt County Council on Aging; discount days or other programs to help
state agencies; AARP; governmental agencies; seniors participate in community amenities
Yampa Valley Medical Center; for-profit and they may not be able to afford.
non-profit entities; businesses; schools
SUSTAINABILITY
Create a belief system that values seniors. ongoing

Ensure that future generations
of seniors will have the same Secure funding and provide incentives for short term and
senior services. ongoing
opportunity to retire and live in
Routt County for as long as they
desire.
Northwest Colorado Visiting Nurses Association

(e.g. Aging Well; Haven; Rollingstone;
Hospice); Routt County Council on Aging;
citizens

SUSTAINABILITY SUSTAINABILITY
Sustainability enhances the current quality of life for future generations by setting goals
and measuring progress toward attaining clean water, clean air, affordability, clean
renewable energy sources, and a diversified economy.
AIR QUALITY
Maintain or enhance existing Ensure compliance with the National Ambient short term; ongoing
Air Quality Standards county-wide.
air quality for future generations
that includes both health based Educate to encourage retrofit or replacement short-term; ongoing
of solid fuel burning devices to cleaner
standards and visibility. technology.
Develop a mechanism to enforce emission ongoing

standards for internal combustion engines.
Recognize and encourage continued support ongoing
Citizen action groups; governmental agencies;
of municipal street sweeping.
individuals and organizations
Encourage dust suppression on applicable ongoing
county roads.
Enforce current policies that reduce light ongoing

pollution and develop uniform standards.
Educate to encourage retrofit of existing light ongoing

fixtures to protect the dark sky.
Seek methods to reduce vehicle miles ongoing

traveled.
180
Air quality in
160 24-hour maximum
downtown Steamboat
micrograms per cubic meter
140
Springs has improved
120
since 1990.
100
Source: Community 80
Indicators Report, Yampa 60
Valley Partners, 2009 40 annual average
20
0
1990 1995 2000 2005

DESIRED OUTCOMES & RECOMMENDED ACTIONS: SUSTAINABILITY
WATER QUALITY & QUANTITY

Establish ongoing monitoring mechanisms for short term; ongoing

Ensure the integrity of our water water quantity flow and quality measurements.
supply, both in quantity and
Continue to monitor and expand gauging ongoing
quality, for future generations. stations for appropriate historic, baseline flows
and on-going comparisons.
Continue to conduct critical species monitoring ongoing
Citizen action groups; governmental agencies; mechanisms.
individuals and organizations; Upper Yampa
Implement water monitoring program to short term; ongoing
Water Conservancy District and Yampa-White
address water quality and quantity issues and
River Basin Roundtable
update existing city and county regulations and
procedures as necessary:
Most of the water diverted from the
Yampa River is used for irrigation. Section 208 Clean Water Act;
The quantity of water used for Colorado Point Discharge Elimination
irrigation increased dramatically System Program MS4;
between 2000 and 2003.
County zoning and sub-division regulations;
Source: Community Indicators Report,
Yampa Valley Partners, 2009 Routt County 1041 regulations—areas and
Acre-feet activities of state interest;
140,000
State, County and Local regulations for
storm water management and erosion
120,000 control techniques (e.g. City of Steamboat
Springs Green Building Code and
Watershed Protection Ordinance);
100,000
Mitigation of contaminated sites and
pursue funding mechanisms in place.
80,000 ongoing
Continue to support and expand public
education and awareness for water quality and
water quantity, including best management
60,000
practices for non-point sources.
Develop forestry practices to prevent erosion short term

40,000 and address beetle-kill impacts on the
watersheds.
20,000
0
1998 1999 2000 2001 2002 2003
Irrigation Industrial
Evaporation Municipal

LAND STEWARDSHIP
Desired outcome
Growth management and land use planning should be compatible with sustainable land use
practices including protection of bio-diversity and conservation of natural resources [applicable
action items are listed within Agriculture/Open Space and Planning]
ENERGY
Use clean, renewable energy, with Support and encourage efforts of organizations ongoing
in collaboration with governmental agencies to
conservation, diversification, and promote conservation, encourage renewable
mitigation of fossil fuel impacts energy sources, and implement energy
strategies.
that focus upon sustainable
Immediately implement energy conservation short term
technologies and practices programs.
to meet the needs of future
Immediately implement a renewable energy short term
generations. mitigation program that funds and supports
local renewable energy efforts.
Develop a plan to implement reduction of mid term

Possible interest groups/stewards greenhouse gas emissions through mechanisms
Public utilities, governmental agencies, such as impact fees, mineral severance tax,
individuals and organizations carbon footprint tax, renewal energy mitigation
programs and others.
Diversify, promote and incentivize grid energy mid-term; on-going

sources including solar, wind, geo-thermal,
bio-fuels (waste to energy, pellets), efficient
domestic fossil fuels and additional alternatives.

BUILT INFRASTRUCTURE
Develop an inventory of existing short term

Build and locate it right the infrastructure, including water, wastewater
first time. Built infrastructure, and energy transmission, for communities
in Routt County to better determine how to
both old and new, considers accommodate future needs.
environmental, social and
Research, develop and provide incentives for mid term
economic impacts to plan preservation of historic buildings to bring up
for future generations. Use to modern energy-efficient standards.
existing infrastructure when Develop a plan and adopt a standard to mid term
possible, including renovation, obtain efficient energy use and zero waste
buildings by 2030.
preservation and use of historic
Encourage the development and short term; ongoing
assets to ensure community implementation of water conservation
character and heritage. standards.
Reduce the use of raw materials, re-use short term; ongoing

materials that can be used and recycle other
Possible interest groups/stewards materials which can be used to create new
projects. Encourage source separation and
Governmental agencies, public utilities; recycling of waste materials on new and
organizations demolition projects.
These two trees have been standing next to our school since it began.
They remind us how change can be beautiful if done right.”
— Madison King, North Routt Community Charter School

GREEN LIVING
Create, educate and implement Maximize the options for transportation mid term; ongoing
choices, including pedestrian, bike, car-
safe and convenient choices for sharing, transit and more.
self-sufficient living that reduces Address the recycling barriers of an isolated ongoing; short term
individual carbon footprints and community.
enhances the greater public Continue to support efforts of Yampa Valley ongoing
health, safety and security. Recycles, Home ReSource and the Yampa
Valley Sustainability Council.
Pursue large funding sources through the short term

Governor’s Energy Office to enable rail
Possible interest groups/stewards transportation options and more.
All interested parties; public/private partnerships Determine ways to reduce and re-use short term; ongoing
and governmental agencies food, yard, beetle kill, manure and other
compostable waste through Green Waste
programs.
Create and promote programs that encourage short term

and enable local food production, marketing,
sales and consumption including community-
supported agriculture, greenhouses, co-ops
and more.
Provide for appropriate local recycling and/or short term; ongoing

disposal of hazardous materials.
Continue to educate and support business ongoing

efforts that ensure environmental, economic
and social sustainability.
Successes from Vision 2020 include formation in February 1998 of Yampa Valley
Recycles, a dedicated group of citizens, representing Routt County, concerned
with promoting the recycling of solid waste and educating the public on reducing,
re-using, and recycling.
“YVR believes it is possible for people to co-exist with the environment without depleting
natural resources or polluting the environment. We aim to expand and support
comprehensive recycling programs in the Yampa Valley by educating, promoting, and
implementing creative solutions to help communities reduce, reuse, and recycle. We have
a strong sense of citizenship towards our community, both locally and globally. We feel a
responsibility to encourage a “Stewardship of the Earth” in the projects we promote and in
the way we live our lives.”

TRANSPORTATION
These recommendations are proposed by the Transportation Solutions Group.
TRANSPORTATION

Create a multi-modal Establish a local funding source to share and short term
initiate future transportation projects.
transportation system of corridors,
Establish a Regional Transportation Authority
highways and pathways that to coordinate the planning, funding
will relieve congestion and and implementation of an integrated
transportation system.
move people throughout the
Yampa Valley in an efficient, Expand and develop transit centers throughout mid term
the valley. Transit centers are hubs for our
environmentally sound, affordable multi-modal transportation system comprised
and appealing manner. This of commuter rail lines, walking paths, bike and
equestrian trails, tramway, vans, buses and
system will more effectively link taxis.
local communities with each other
Seek opportunities to create land bank for
and facilitate regional, national future park-and-rides.
and international connections. Continue to develop alternative parking
options for ski area access.
Possible interest groups/stewards Upgrade Walton Creek parking lot.
Governmental agencies, commercial interests, Develop transit site at east end of town.
individuals, and organizations
Park and ride in Hayden.
Park and ride centers to be included for

future developments.
Expand our attractive system of paths, short term; ongoing

walkways and mountain routes in a way
that encourages transit use and pedestrian
orientation.
Seek opportunities for easements and

pathways for route access.
Add bike racks to commercial buildings.

DESIRED OUTCOMES & RECOMMENDED ACTIONS: TRANSPORTATION
Recommended actions Timeframe
Expand bus service to airports and throughout the county. ongoing
Develop transit pods or hubs within the Steamboat area for mountain, Pine Grove; Downtown
and West Steamboat areas with interconnecting systems.
Collaborate with private businesses and organizations to provide airport and county-wide bus
service.
Seek van pool options.
Consider express buses during certain times of days.
Provide heated bus stops.
Ensure that local land use planning processes assess the transportation ramifications of all short term
planning and development petitions.
Re-configure traffic generation centers (schools, post offices, etc.) to reduce congestion impacts
and determine feasibility for local solutions to congestion.
Encourage construction of basic commercial services—like grocery stores—in growth centers to

reduce unnecessary trips and avoidable traffic congestion.
New commercial offices and retail establishments should be located as close as possible to trails,
sidewalks and transit stops to encourage transit use and to enable pedestrian access.
Preserve rail corridors and opportunities for commuter rail systems to enable future construction of short term; ongoing
a commuter rail system connecting all parts of the community, distant ski areas, and feeding into a
statewide and national passenger train system.
Continue to seek opportunities to improve local transit and parking within Steamboat Springs. ongoing
Explore and develop alternative routes through Steamboat Springs.
Seek consolidation of shuttle services for traffic reduction and efficiency.
Develop ongoing management of shuttles, system and partnerships with shuttle agencies, public-
private partnerships and company partnerships.
Seek opportunities to improve parking capacity and develop systems for parking management.
Develop ongoing plans for regional airports. ongoing
Increased capacity and ramp capacity at the Yampa Valley Regional Airport.
Increased general aviation at both airports.
Continue to maintain the existing infrastructure for roads and transportation. ongoing
Upgrade of Routt County roads 129 and 14 for shoulder improvement.
Upgrade of Colorado Highway 131 shoulders.
Encourage telecommuting and flexible work and school schedules. ongoing
Phase in expansion and improvement of existing public transit. ongoing

YOUTH
YOUTH
ACTIVITIES, PROGRAMS, JOBS

Develop youth centers county-wide to provide short and mid term
Promote diverse activities,
youth with gathering places and programs.
programs, transportation and
Develop and build a centralized facility where mid term
facilities that include youth in a youth serving organizations reside and where
caring, supportive and healthy all volunteer efforts are coordinated for
meaningful community service.
community.
Expand and enhance a transportation network mid term; ongoing
that connects the community to youth activities,
programs and locations.
Encourage strong, accessible and affordable ongoing

programs that collaborate with community and
youth organizations to ensure broad interest
areas are addressed, including artistic and
cultural options.
Support and enhance programs to foster ongoing

community mentoring, civic engagement and a
volunteer ethic.
Develop and implement a career development short term

program that mentors youth for work ethics, life
skills and career choices.
Support county-wide collaboration to ensure ongoing

youth needs are supported and met in the
outlying rural areas.
Provide education and awareness for ongoing
Proposed recommendation: sustainable practices for generations to come
Develop youth centers county-wide to provide youth for earth stewardship, from consuming choices
with gathering places and programs. to recycling and more.
Completely agree 38%

Partly agree 27.7%
Neutral 19.9%

DESIRED OUTCOMES & RECOMMENDED ACTIONS: YOUTH
CHILD CARE
Create and develop innovative partnerships short term; ongoing

Develop affordable and
and collaborative efforts to provide subsidized
accessible early childhood care childcare options for low to moderate income
and educational options in our families.
communities Recruit, retain and reward early childhood care ongoing

providers to ensure availability of consistent,
quality childcare options.
FAMILY-ORIENTED COMMUNITY
Promote a multi-generational Promote community awareness and embrace ongoing

the researched developmental assets that
community that connects families support and create a strong sense of caring for
of diverse socio-economic levels our youth.
in order to maintain the Yampa Seek innovative partnerships to promote and ongoing
Valley as a “great place to raise develop community awareness for youth literacy
and education.
kids.”
Promote affordable housing initiatives to foster short term; ongoing
a family-oriented community.
Provide a wide variety of community programs ongoing

and activities that focus on youth and their
needs (e.g. school and sports activities,
recreation programs, theater, arts and more).

Create and develop innovative partnerships and
collaborative efforts to help fund childcare for low- to
moderate-income families.

Partly agree 32.7%
Neutral 10.9%

DESIRED OUTCOMES & RECOMMENDED ACTIONS: YOUTH
HEALTH & SAFETY

Support and provide a healthy youth culture ongoing

Provide a community that is a that is drug, tobacco and alcohol free (e.g.
healthy and safe place to raise compliance checks, discourage alcohol
consumption at family-oriented activities,
kids. places for youth to congregate).
Develop informal and formal local gathering ongoing

places for youth that are drug and alcohol free
(e.g. new library).
Explore affordable health care plans for short term

families to ensure access to health care
options.
Develop awareness for healthy eating, exercise short term and

and living. ongoing
Continue to provide partnerships with law ongoing

enforcement and youth to protect and serve.
Develop and implement strong mental health short term and

programs for youth (e.g. suicide prevention, ongoing
grief and counseling support systems).
Expand and enhance a transportation network short term and

that safely connects the community to youth ongoing
activities, programs and locations.
Promote safe, affordable and licensed early short term and

childhood care. ongoing

WHAT’S NEXT
Citizens’ Stewardship Committee coordinator. To ensure continuity and assist in the
To ensure that the voice of the community is transition between the activation of the Citizens’
heard and its desires are carried out by decision Stewardship Committee and the Vision 2030 final
makers, the Vision 2030 Citizens’ Committee report publication/acceptance by municipalities,
strongly recommends that one entity embrace the Citizens’ Committee for Vision 2030 should
this document as a whole, track progress and be continue to meet to provide a transition until the
accountable for achieving the desired outcomes. Citizens’ Stewardship Committee is functioning.
Because retaining the heart and soul of Yampa The primary role of the Citizens’ Stewardship
Valley is a long term vision, the challenge will be Committee is to:
sustaining the effort over time.
Vision 2030’s fulfillment of the desired outcomes • Convene around the desired outcomes and
and recommended actions and its measure of recommended actions to implement items.
success is dependent upon a post-report Citizens’ • Monitor progress, successes, challenges and
Stewardship Committee. This committee will meet emerging new opportunities.
regularly to track the progress and will include • Assure appropriate performance measures
representation from all parts of Routt County and are selected and used.
all areas of Routt County life. The composition of • Report successes and annual progress
the citizens’ stewardship committee is important. through yearly gatherings.
The majority of the committee should be citizen • Maintain and routinely update the Vision
volunteers and will also include representation from 2030 web site to communicate the function
all municipalities and county governments. and actions of the committee.
The stewardship committee will need • Develop timeline for implementation.
administrative support from county and municipal • Develop specific action steps.
planning personnel, or may opt to hire a • Set measureable goals.
Action groups
The Citizens’ Stewardship Committee may form action groups that will focus on specific areas
of interest, such as transportation, growth management, etc. The action groups’ roles are to
convene around the desired outcomes and recommended actions; monitor their progress,
successes, challenges and emerging new opportunities; and report on these areas as necessary
and required to the citizens’ stewardship committee.

CONCLUSIONS & CONNECTIONS
Since the publication of the attributes can be nurtured and retained for our
Vision 2020 report in 1994, the future. Our heart and soul benefits not only residents
Yampa Valley has experienced of the Yampa Valley, but visitors and everyone who
unprecedented growth. In the face works here and makes our community a special
place.
of this expansion, we risk losing, or
Based on what we heard about the desired
forever altering, those attributes outcomes during the Vision 2030 process, we
from which our heart and soul are encourage a process of policy- and decision-
derived. A primary theme in the Vision 2030 making that is based on community character.
report is “Sense of Community.” The importance Each and every proposed policy and decision
and relevance of our community character remains should be weighed against its impact and potential
integral to our region today and is considered consequences to our community character – our
the highest valued aspect that residents want to heart and soul. If the net result is a diminishment of
maintain. It is not an exaggeration to say our this core asset, we should question the wisdom of
community character is, indeed, our “heart and adopting or approving.
soul.” It is the essence of our special place that, if Vision 2030 is an innovative, values-based
lost, will never be recovered. approach to community decision-making.
Over the past two years, the Vision 2030 Incremental decisions that are based on core values
Citizens Committee learned repeatedly how are initially less tangible than readily understood
important our community character is to residents traditional methods such as tax revenues. The Vision
of Routt County. It encompasses family friendliness 2030 process of exploring what people value most
(all ages from infants to seniors), our Western and how to ensure these values are retained for
heritage (historic buildings and our agricultural our future, helps us understand that community
values and open space), and a sense of community character, heritage, family-friendliness, sense of
(knowing each other and taking care of one community and commitment to our environment
another). We also learned that each of these are central components of our heart and soul.
components of community character is supported Measurements such as keypad polling helped
by “managing our growth,” described as the pace quantify these often intangible values to make the
and placement of new development, paying close approach objective and ultimately effective.
attention to the affordability of living in our region, All the recommendations in this Vision 2030
economic sustainability and transportation systems. report are important, yet we heard that those
If we nurture our community character as we that help enhance community character and are
grow, and recognize its importance to our decision- accomplished through managing growth are of
making process, we will begin to understand and highest priority. As decisions are made within our
realize the benefits to every sector of our valley, community, understanding our core values will
including ranching, tourism and being one of the enable us to determine if we are achieving the
best places in the nation to live. We cannot afford desired outcomes of our actions. If Routt County in
to take for granted our open space, ranches, 2030 is to retain the essence of our heart and soul,
access to outdoor recreation and high quality of we must make decisions that retain the community
life where we know our neighbors and have a high character we value.
level of trust and respect for one another. These

CONCLUSIONS & CONNECTIONS
The following data and information were gathered over the course of the Vision 2030
project may be viewed on the project website at www.vision2030routt.org.
• Vision 2020 Review Meeting Notes

• Vision 2020 Summary Reports
• Vision 2030 Survey Responses – Master Data Sheet
• Vision 2030 November 2007 Gathering Results
• Vision 2030 November 2008 Gathering Results
• Vision 2030 Citizen’s Committee Meeting Minutes
• Vision 2030 Stewardship Committee

Vision 2030 Final Report

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Heart and Soul of our Community FINAL REPORT

 VISION 2030 FINAL REPORT • http://www.vision2030routt.org APRIL 2009

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Executive summary .................................6 Recreation .......................................46

Methodology .........................................8 Seniors .............................................48

Discoveries...... ....................................11 Sustainability ..................................51

Desired outcomes, Transportation ................................56

Affordable housing ....................18 What’s next? ...........................................61

Economic viability ......................32 About the cover

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and facilitation, project communications and public relations.

Distribution of final report 9%

APRIL 2009 VISION 2030 FINAL REPORT • http://www.vision2030routt.org 

Public service announcements for surveys on local media

1,200 residents responded.

Focus on key findings: community character and managing growth

Full report distributed on website, to municipalities and

10 VISION 2030 FINAL REPORT • http://www.vision2030routt.org APRIL 2009

Occupation Other Construction, manufacturing, mining

Arts, entertainment, recreation, 10% 28%

• Review the Vision 2020 First Report of Recommendations

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Managed growth Economic diversity among residents

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THEME COMMENTS RECEIVED

Limit growth Quotas on building construction, enforce zoning

Focus policies on locals, individual participation, community events, be

Participate Volunteer, become a committee member or community leader

APRIL 2009 VISION 2030 FINAL REPORT • http://www.vision2030routt.org 15

& Open Space

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LAND USE & SUPPLY

Continually update housing market (both ongoing

Affordable Housing recommendation:

Create a regional housing authority

The Yampa Valley Housing Authority

18 VISION 2030 FINAL REPORT • http://www.vision2030routt.org APRIL 2009

Develop and implement a county-wide short term and

Percent increase in income vs.

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AWARENESS & EDUCATION

Possible interest groups/stewards Continue to define, identify and update ongoing

$118,875 Routt County highest- and lowest-paying industries

20 VISION 2030 FINAL REPORT • http://www.vision2030routt.org APRIL 2009

The Community Agriculture

Alliance was developed in

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AGRICULTURE VIABILITY & SUSTAINABILITY

Vision 2020 recommended:

In 1996, Routt County’s

22 VISION 2030 FINAL REPORT • http://www.vision2030routt.org APRIL 2009

Be active in state and regional water discussions. ongoing

Encourage open communication with existing ongoing

Get involved: Yampa-White River Basin Roundtable

For more information, visit: http://ibcc.state.co.us/Basins/YampaWhite

APRIL 2009 VISION 2030 FINAL REPORT • http://www.vision2030routt.org 23

ACCESS TO OPEN SPACE

Preserve, maintain and enhance Encourage decision-makers to develop and ongoing

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