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Master Development Plan - Stevens Pass · Master Development Plan PrePared For: StevenS PaSS ......

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Master Development Plan PREPARED FOR: STEVENS PASS PO BOX 98 SKYKOMISH, WA 98288 #4-1005 ALPHA LAKE RD. WHISTLER, B.C. CANADA V0N 1B1 2007
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Page 1: Master Development Plan - Stevens Pass · Master Development Plan PrePared For: StevenS PaSS ... King CounTy PoPulaTion 10 ... As per this Master Plan the proposed design day is 8,000

Master Development PlanPrePared For: StevenS PaSS

PO BOx 98SkykOmiSh, WA 98288

#4-1005 AlPhA lAke Rd.WhiStleR, B.C. CAnAdA

V0n 1B1

2007

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Credits

For Stevens Pass:

John GiffordChester Marler

John MeriwetherThe Owners Group

For Brent Harley and Associates Inc. - The Resort Planning Group

Shelagh BridgwaterAdam Brown

Sue ClarkBrent Harley

Bernard Messegeur

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�MASTER DEVELOPMENT PLAN • 2007

Contents

Executive Summary IIntroduction I

MasterDevelopmentPlan I

ResortVision,GoalsandObjectives I

ExistingConditions I

ProposedExpansion II

Glossary of Terms VII

1.0 Introduction 11.1MasterDevelopmentPlanOverview 1

1.2Background 1

1.3PlanningProcess 1

2.0 Goals and Development Philosophy 32.1Vision 3

2.2DevelopmentGoals 3

2.3ImmediateDevelopmentStrategies 4

3.0 Existing Description 73.1Background 7

3.2Location 7

3.3HistoricalContext 7

3.4RecentLevelsofWinterSportsParticipationatStevensPass 8

3.5RegionalContext 9U.S. Forest Service Land Management Direction 10

3.6CurrentMasterDevelopmentPlan 11

3.7ExistingSkiingFacilities 11Existing Ski Lifts 11Existing Ski Trails 12Existing Backcountry Users 23Existing Comfortable Carrying Capacity 23

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BHAExisting Utilization 24Existing Terrain Distribution 25Existing Lift Balance Assessment 26

3.8ExistingBaseAreaFacilities 27Existing Space Use Requirements (Industry Standard) 31Existing Parking 34Existing Overnight Accommodations 35

3.9EmployeeHousing 36

4.0 Master Development plan 374.1Introduction 37

4.2 Existing Deficiencies, Constraints and Opportunities 37

4.3MountainDevelopment 40Mountain Development Objectives 40Overview of Mountain Expansion and Modification 47Proposed Lift Network Changes 57Proposed Ski Trails 59Proposed Comfortable Carrying Capacity 63Proposed Alpine Terrain Distribution Analysis 63Proposed Alpine Lift Balance Analysis 64Snowmaking 67Lighting / Night Skiing 69Special Use Permit Boundary Changes 71Mountain Operations Facilities 73On Mountain Facilities 73Other Winter Recreation Opportunities 75Summer Activities and Operations 75

4.4BaseAreaDevelopment 77Base Area Development Objectives 77Base Area Development Plan 77Proposed Space Use Analysis 83Proposed Parking Upgrades 84Proposed Pedestrian Mobility and Safety Upgrades 86

4.5EnvironmentalImprovementPlan 87

5.0 Servicing and Infrastructure 895.1StevensPassSewerDistrict 89

5.2WaterTreatmentPlant 89

5.3SnowmakingInfrastructure 89

5.4On-MountainInfrastructure 90

5.5StormwaterCollection 90

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6.0 Competitive Resorts Assessment 916.1MarketTrends 91

6.2MarketPosition 92

7.0 Conclusion 95

8.0 Appendices 97Appendix1:MountainandBaseAreaAnalysis

Appendix2:SummaryofResources

Appendix3:StormwaterStudy

Appendix4:BrooksBypassFeasibilityStudy

Appendix5:ParkingFeasibilityStudy

Appendix6:SummerPlan

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vMASTER DEVELOPMENT PLAN • 2007

List of Tables

Table 3-1: WashingTon sTaTe PoPulaTion 9Table 3-2: King CounTy PoPulaTion 10Table 3-3: snohomish CounTy PoPulaTion 10Table 3-4: exisTing lifT neTWorK 12Table 3-5: exisTing develoPed sKi Trails 13Table 3-6: exisTing gladed Terrain by Pod 15Table 3-7: design CriTeria aT sTevens Pass 23Table 3-8: exisTing ComforTable Carrying CaPaCiTy aT sTevens Pass 24Table 3-9: exisTing building invenTory 28Table 3-10: exisTing sPaCe use requiremenTs 31Table 3-11: exisTing sPaCe use requiremenT – PeaK day 33Table 3-12: exisTing base area ParKing CaPaCiTy 35Table 3-13: sKi Club Cabins 36Table 4-1: ProPosed glading in eaCh Pod by area 50Table 4-2: ProPosed lifT neTWorK aT buildouT 58Table 4-3: sTevens Pass develoPed sKi Trails aT buildouT 59Table 4-4: ProPosed ComforTable Carrying CaPaCiTy aT sTevens Pass 63Table 4-5: ProPosed suP boundary Changes 71Table 4-6: ProPosed on mounTain sPaCe use analysis 74Table 4-7: resTauranT seaT analysis 84Table 4-8: summary of ParKing CaPaCiTy aT buildouT 85Table 6-1: ToTal sKier visiTs, sTaTe of WashingTon (Pnsaa) 91

List of Charts

CharT 3-1: uTilizaTion by CCC aT sTevens Pass (1996-2006) 25CharT 3-2: uTilizaTion raTes aT sTevens Pass (1996-2006) 25CharT 3-3 exisTing CaPaCiTy disTribuTion by abiliTy level. 26CharT 3-4: exisTing lifT balanCe assessmenT 27CharT 3-5: PeaK day sPaCe use requiremenTs 34CharT 4-1: ProPosed CaPaCiTy disTribuTion by abiliTy level 64CharT 4-2: ProPosed alPine lifT balanCe analysis 64CharT 4-3: sPaCe use requiremenTs aT buildouT 83CharT 6-1: ToTal sKier visiTs, WashingTon sTaTe (Pnsaa) 92CharT 6-2: annual visiTaTion raTes in WashingTon sTaTe 93

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List of Figures

figure 1-1: loCaTion ConTexT 2figure 1-2: regional ConTexT 2figure 3-1: old T-bar lodge (removed) 8figure 3-2: exisTing mounTain faCiliTies 19figure 3-3: exisTing CondiTions 3d 20figure 3-4: exisTing CondiTions 3d vieW 2 21figure 3-5: exisTing base area CondiTions 29figure 4-1: mounTain masTer Plan shoWing exisTing and ProPosed 43figure 4-2: mounTain masTer Plan 44figure 4-3: ProPosed CondiTions 3d 45figure 4-4: ProPosed CondiTions 3d vieW 2 46figure 4-5: glading TeChniques 51figure 4-6: glading sChemaTiC 52figure 4-7: ProPosed glading 54figure 4-8: ProPosed summer grooming (grading) 66figure 4-9: ProPosed snoWmaKing 68figure 4-10: ProPosed nighT sKiing Terrain 70figure 4-11: ProPosed suP boundary Changes 72figure 4-12: PaCifiC CresT lodge addiTion 78figure 4-13: graniTe PeaKs lodge addiTion 78figure 4-14: ProPosed base area faCiliTies 81

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Executive Summary

IntroductIon

Stevens Pass is a day use ski area located in the Cascade Mountains of western Washington State. The ski area is predominated in winter by alpine skiing and snowboarding, complemented with Nordic skiing.

Master developMent plan

The Master Development Plan for Stevens Pass was developed over the past two years by Brent Harley and Associates Inc., The Resort Planning Group (BHA), with direction and assistance from John Gifford, General Manager of the Resort, Chester Marler, Planning Director, and the owners group. Stevens Pass is owned by Harbor Properties Inc.

resort vIsIon, Goals and objectIves

Stevens Pass is striving to be:

The best day use mountain resort in North America in guest, employee and owner satisfaction.

The overarching goal of the MDP is to harmonize optimal levels of human use at Stevens Pass with its natural environment and location on National Forest Land. Development would provide high quality and appropriately sized recreation facilities that strike a balance between lift, trail and base capacities. Stewardship will be promoted through environmentally sensitive best management standards, designed to protect, mitigate and enhance the character of the landscape. This would foster an enjoyable winter recreation experience, supporting the long-term viability of public recreation.

exIstInG condItIons

Stevens Pass currently operates from the end of November until mid April. The existing lift serviced mountain facilities consist of 12 ski lifts accessing 37 primary ski trails (130 trail segments including gladed terrain), within a skiable area of 588 acres. The Comfortable Carrying Capacity (CCC) of the existing lifts and trails is approximately 5,670 skiers and snowboarders per day.

Currently, the demand for skiing facilities at Stevens Pass exceeds the capacity both on the trails (downhill capacity), on the lifts (uphill capacity) and in the base area (parking, skier services, restaurants, etc.). As a result, Stevens Pass frequently experiences days when these facilities are overcrowded, resulting in the use of satellite parking, long lift lines, lack of seating and shortage of restrooms. The existing conditions result in reduced guest satisfaction and diminished recreational experiences.

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BHAproposed expansIon

BHA undertook a site inventory and analysis, building on earlier studies done for Stevens Pass. The results clearly identified areas for modest expansion that would maintain a similar footprint but add enough capacity on the mountain to satisfy existing and potential demand. In addition, summer activities were investigated, with a primary focus of identifying areas for mountain bike operations.

The proposed mountain facilities expand the number of ski lifts from 12 to 15. Likewise the mountain plan calls for the expansion of trails and glading, from the existing 37 major trails (130 trail segments), within an area of 588 acres, to 237 trails over a skiable area of 938 acres. Gladed skiing would also be expanded catering to all skill levels. A significant addition would be the development of ‘adventure’ terrain designed to provide a backcountry-oriented experience within the Permit Area Boundary of Stevens Pass. The proposed Comfortable Carrying Capacity of Stevens Pass is 7,480 at buildout, an increase of 1,810 skiers and boarders per day. The following table summarizes existing and proposed conditions by various criteria:

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Characteristic Existing Proposed

Ski Area CapacityuPhill CCC 6,527 7,609

doWnhill CCC 5,671 7,479

Permit Areausfs suP area (aC) 2,460 2,600

Ski Lifts double 3 1

TriPle 4 7

quad 1 2

deTaChable quad 2 3

surfaCe 2 2

ToTal 12 15

Developed Ski Trailsbeginner (aC) 0 0

noviCe (aC) 9 9

loW inTermediaTe (aC) 47 51

inTermediaTe (aC) 141 161

advanCed (aC) 105 158

exPerT / exTreme (aC) 109 169

ToTal 410 550

Gladed TerraininTermediaTe (aC) 9 24

advanCed (aC) 74 169

exPerT / exTreme (aC) 95 195

ToTal gladed (aC) 178 388

Total Terrain (ac) 588 938

Night SkiingToTal Terrain area (aC) 136 142

SnowmakingToTal Coverage (aC) 0 18

FacilitiesToTal floor sPaCe (sq fT) 90,364 115,000 (esTimaTe)

resTauranT seaTing 1,591 2,250

ParkingCaPaCiTy (guesTs) 7,437 8,710

ParKing loTs (aC) 18 22

InfrastructureWaTer diversion 0.35 Cfs 0.35 Cfs

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BHA

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figure: sKi area masTer Plan

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figure: sKi area masTer Plan 3d

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Glossary of Terms

Comfortable Carrying Capacity – the maximum number of guests that can utilize a facility or amenity while meeting the recreational expectations of the users and without compromising the physical, environmental and social characteristics of the site. (e.g. Downhill CCC, Uphill CCC).

Critical Day – as defined for this MDP, a day at Stevens Pass in which all parking lots are full including the Yodelin satellite lot, acting as the threshold point when potential visitors are turned away, creating congestion and sometimes chaotic conditions on Highway 2. Critical days are caused by surges in demand resulting when excellent weather and snow conditions occur on weekends and holidays.

Design Day – the number of guests that equal the balanced capacity of the facilities at Stevens Pass. As per this Master Plan the proposed design day is 8,000 visitors per day.

Developed Ski Trail - Any portion of the SUP area that is uncovered by vegetation. This area represents the traditional ski trails themselves and does not include open bowls, gladed areas or natural terrain.

Existing Peak Day – a day at Stevens Pass where 6,800 or more guests are skiing at the ski area. Typically the parking lots would be full, except for satellite parking.

Gladed terrain - a tract of land in a wooded area that has been selectively cleared or limbed, or has sparser vegetation than the surrounding forest. The trees are thinned, and limbed to provide a continuous obstruction free ski route through the forest.

Off-piste terrain - “off-trail” terrain that exists or takes place on snow that has not been compacted into trails. In this case, terrain that is ‘adventure’ based, not on groomed runs, generally utilizing natural terrain features and natural snow conditions.

Pod - a ski area planning tool, used to define a group of trails that are serviced by one or more lifts. Ski areas can be divided into distinct pods of terrain.

Skiers at One Time (SAOT) – a static view of the number of skiers/riders that an area’s trails can accommodate at any given time. It is determined by multiplying the area of a given ski trail by the average slope density. The resulting SAOT or Downhill CCC takes into account those on trails, and those on lifts and waiting in lift lines.

Special Use Permit (SUP) - A permit issued to an individual or group by the USDA Forest Service for use of National Forest land for a special purpose.

Summer Grooming (grading) - the mechanical disturbance of the terrain, resulting in a smoother overall surface, facilitating skiing and snowboarding with minimal snowpack.

Vertical Demand – the amount of vertical terrain that skiers/riders can be expected to ski over the course of a day (typically a six to seven hour period). This figure is calculated separately for each skill class.

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BHA

“With this Master DevelopMent plan, stevens pass Will proviDe exciting anD appropriate

outDoor recreation experiences to its guests While Maintaining a close relationship With its

natural surrounDings”

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1.0 Introduction

1.1 Master developMent plan overvIew

On behalf of Stevens Pass, Brent Harley and Associates Inc., The Resort Planning Group (BHA), is pleased to present an updated Master Development Plan (MDP), a conceptual roadmap that would allow the ski area to improve the quality of the experience it provides, and to strengthen both its environmental and economic sustainability. The MDP forms the basis of Stevens Pass’ development goals and objectives over the next 10 to 12 years.

Stevens Pass is located in the Mt. Baker-Snoqualmie National Forest (MBSNF) and the Okanogan-Wenatchee National Forest (OWNF), operating under a Special Use Permit (SUP) issued by the U.S. Forest Service (USFS), administered by the MBSNF. By virtue of conditions of the SUP, a Master Development Plan (MDP) must be created to provide long-term vision for the ski area at intervals of approximately 10 to 12 years.

figure 1-1: loCaTion ConTexT

1.2 backGround

The ski industry has gone through rapid change since the 1970’s, and through a period of consolidation into the early 1990’s. The rising popularity of snowboarding in the 1990’s changed the way ski areas operated, with the addition of terrain parks and halfpipes. Improvements in equipment technology have also opened up more terrain

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BHAto less skillful skiers and shortened the learning curve of both skiing and snowboarding. In response, ski area operators have reacted to these changes by adding new terrain, upgrading lifts and facilities and diversifying their offering while striving to distinguish themselves from competing recreation opportunities. Stevens Pass has established itself as a major day use ski area in Washington State, averaging 400,000 visits annually over the past 10 years.

Stevens Pass has adopted flexible development goals in order to satisfy a changing marketplace, while protecting its natural setting. With a new MDP, Stevens Pass would be further empowered to respond to recent industry changes and anticipate changes over the next 10 to 12 years. A focus would be placed on achieving environmental sustainability while catering to the shifting expectations of the winter sports marketplace.

1.3 plannInG process

In the fall of 2005, Brent Harley and Associates Inc. were retained to create a Master Development Plan for Stevens Pass and help shape and mold a vision for the next 10-12 years at the ski area. The Master Development Plan builds upon and integrates earlier feasibility studies completed for Stevens Pass; Stevens Pass Phase 1 Technical Assessment, Ecosign (2000); Watershed Conditions Assessment, Battelle/Tetra Tech, 2005; Parking Feasibility Study, RH2 2005.

The MDP work was initiated with a detailed terrain analysis of the planning area. Using 25 and 5-foot contour interval mapping as a foundation, the capacity and characteristics of the existing ski area were analyzed. From this, the base area amenities were also analyzed for capacity and design characteristics. Any shortfalls in the balance of the facilities (both on mountain and base area) were identified. Correcting these imbalances, while increasing the overall capacity of Stevens Pass to be consistent with demand, formed the basis of the MDP. From this point, expansion plans and specific development goals were identified and integrated into the plan.

figure 1-2: regional ConTexT

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�MASTER DEVELOPMENT PLAN • 2007

2.0 Plan Goals and Development Philosophy

2.1 vIsIon

The vision for a ski area should offer a clear indication of what one would expect to find in the future. To that end, it is the intent of the ownership and management that Stevens Pass will provide exciting and appropriate outdoor recreation experiences to guests while maintaining a close relationship to its natural surroundings.

Complementing this, Stevens Pass is striving to be:

The best day use mountain resort in North America in guest, employee and owner satisfaction.

To support this Vision, the owners and management of Stevens Pass have identified the following long-term development goals.

2.2 developMent Goals

The overarching goal of the MDP is to:

Harmonize optimal levels of human use at Stevens Pass with its natural environment on National Forest Land.

Development would provide high quality and appropriately sized recreation facilities that strike a balance between lift, trail and base capacities. Stewardship will be promoted through environmentally sensitive best management standards designed to protect, mitigate and enhance the character of the landscape. This would foster an enjoyable winter recreation experience, supporting the long-term viability of public recreation while ensuring environmental integrity. In addition, the following goals have been established for Stevens Pass:

To provide high quality day use winter recreation to the regional marketplace, most notably Seattle, Everett and the greater Puget Sound area.

To be recognized as a leader in both freestyle and freeriding terrain through the use of its diverse mountain.

To provide excellent beginner and novice terrain backed by a regionally -leading ski and snowboard school.

To provide additional low density off-piste and backcountry oriented skiing and snowboarding experiences.

To protect and enhance Stevens Pass’ natural environment through significant environmental protection and enhancement initiatives.

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BHATo continue a positive working partnership with the US Forest Service to implement joint visions, goals and objectives.

To be responsible stewards of the public’s land, while providing a special recreational experience.

To provide base area facilities that complement the capacities and land use in a balanced and well integrated fashion.

To protect and/or enhance habitat for species of concern identified in National Forest planning documents.

To continue its role as an important employer and economic force in the Skykomish and upper Wenatchee Valleys.

To anticipate and adapt to climate change predictions as much as feasible.

To satisfy the growing demand for summer lift accessed mountain bike and related outdoor recreation opportunities.

2.3 IMMedIate developMent strateGIes

The following are development strategies that have been defined as actions that would address identified issues, problems and opportunities in the short term, enabling Stevens Pass to approach its longer-term goals:

Adequately satisfy current and projected demand for total ski area capacity, thereby reducing the number of “peak days” when parking, base village and mountain capacities are exceeded.

Virtually eliminate Critical Days by designing strategies for accommodating vehicle volumes on days of high surge demand. Critical Days result in guests being turned away from Stevens Pass because of full parking lots.

Better balance the capacities of skier services facilities (day lodges, instruction centers, etc.) with lift and trail capacities.

Architecturally tie the older base area buildings to the Granite Peaks Lodge through re-design and remodeling.

Better meet guest expectations through distinctive terrain additions accessed by existing and/or new lifts within the current SUP.

Better meet guest expectations by upgrading older chairlifts.

Develop entry-level terrain to its fullest potential to satisfy the beginner and novice portion of the market.

Upgrade primary trails to a smoother surface, designing for a season-average 24-48 inch base of snow.

Modernize parking areas and improve the area’s ingress and egress from US 2.

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Provide snowmaking for the super-pipe and other freestyle features near the base area.

Modify the SUP boundary to (1) allow better management of backcountry use and (2) to allow more efficient and safer avalanche control of terrain within the current SUP boundary.

Increase terrain for “adventure” skiing and snowboarding through an expanded system of glades, off-piste areas and trails accessible from lifts.

Implement additional watershed restoration and environmental enhancement projects.

Better meet employee and guest needs through improved workspace and infrastructure.

Develop a summer operation centered around lift accessed mountain biking.

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BHA

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3.0 Existing Ski Area Description and Characteristics

3.1 backGround

Stevens Pass sits at the crest of the Cascade Mountain Range, separating eastern and western Washington. The area where Stevens Pass is located has a long history of human use, with a long-standing role as a strategic transportation corridor dating back to the late 19th century. The growth of the ski area from its beginning in 1937 coincided with the population growth of Washington State, and more specifically, the Puget Sound area.

3.2 locatIon

Stevens Pass is situated in the north central Cascade Range of Washington State at the Summit of US Highway 2 at the border of King and Chelan Counties. The area is approximately 78 miles northeast of Seattle, Washington and approximately 58 miles west of Wenatchee, Washington. Figure 1-1 illustrates the area location of Stevens Pass.

The ski area is located in both the Mt. Baker-Snoqualmie National Forest to the west, and Okanogan-Wenatchee National Forest to the east, and operates under a Special Use Permit (SUP) through the USDA Forest Service. Its location within National Forest Land provides a unique and natural setting for its operation.

Access to Stevens Pass is via US Highway 2, connecting the Puget Sound region to the interior of Washington State. Metropolitan Seattle is approximately 1.5 hours drive away by car. The closest accommodation is located 16 miles west at Skykomish, but is limited. More extensive accommodations can be found in Monroe, 60 miles to the west on Highway 2 and to the east at Leavenworth and Wenatchee. Recreational vehicles are welcome in selected parking lots at Stevens Pass.

3.3 HIstorIcal context

Stevens Pass is named after John F. Stevens, a railroad engineer who pioneered the route over Stevens Pass in 1890, later becoming the chief engineer for the Panama Canal in 1905.

Stevens Pass began operations during the 1937/38 season, with the installation of a rope tow by Don Adams and Bruce Kehr. The original lodge, built by the Civilian Conservation Corps, was destroyed by fire in 1939. A new lodge was constructed in 1940 with the help of many volunteers. A new beginner rope tow was installed in 1941. During the Second World War no new facilities were added. In 1945, two new rope tows were added on Big Chief Mountain and an intermediate tow was installed on Cowboy Mountain. 1947 saw the installation of a T-Bar surface lift on Cowboy Mountain. At the same time, Adams and Kehr added a new partner, John Caley.

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BHA

figure 3-1: old T-bar lodge (removed)

In 1952, the T-bar was replaced with a double chairlift, the first with rubber sheaves in the Northwest. The Blue Jay double chairlift was installed in 1956 and the Seventh Heaven double chairlift in 1960 to the top of Cowboy Mountain. This same year, Adams sold his interest to the two remaining partners. In 1964, the Big Chief

double chairlift was installed to replace rope tows number 1 and 4. Rope Tow 1 was reinstalled due to complaints from the skiing public about the increase lift ticket price to $4.00. The rope tow only operated an additional two seasons, as skiers were willing to pay more for the convenience of a chairlift.

In 1968, the Brooks double chairlift was added followed by the Daisy triple chairlift in 1973. In 1976, the chairlift equipment from the now defunct Yodelin ski area was relocated to Stevens Pass and renamed the Tye Mill chairlift. That same year, a three million dollar sewer system came on line and Kehr and Caley sold the ski area to Harbor Properties of Seattle.

In 1978, Harbor Properties constructed a second day lodge and in the next year, the Hogsback triple chairlift was installed to ease lift line congestion. Nine years later, in 1987, the Mill Valley ski terrain was opened up with the installation of the Double Diamond and Southern Cross, an “up and over” triple chairlift. In 1988, a third day lodge was constructed to enhance the skier service facilities and office space. The following year, a ski school center was constructed to replace the twenty small ski school huts located in the base area.

Steven Pass installed lights on the Hogsback triple chairlift for night skiing in 1990. In 1992, Stevens Pass expanded their operations to provide a larger variety of recreational activities by adding the Nordic Center, 5 miles to the east of the summit. Additional terrain in Mill Valley was serviced with the installation of the Jupiter quad chairlift in 1993. The Tye Mill chairlift was lighted in 1994 to expand the night skiing capacity.

The Skyline Express, a high-speed detachable quadruple chairlift, was installed in 1996, as well as an upgrade to the 7th Heaven chairlift. The Hogsback triple was replaced with a detachable quadruple chairlift in 1998. The 1999/2000 season saw the introduction of the new Granite Peaks day lodge, which enhanced the physical and social setting of the Stevens Pass base area. Granite Peaks has become the new focal point at Stevens. The Tye Mill chairlift was upgraded to a triple in 1999.

3.4 recent levels of wInter sports partIcIpatIon at stevens pass

Given the ski area’s modest scale in skiable acres (410 acres of developed ski trails), its visitation by skiers and snowboarders is surprisingly high. Over the last 10 years (excluding the anomalous 2004-2005 season), visitation has averaged 412,575 skiers

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and snowboarders per season. This includes a high of 498,367 and a low of 307,484. Fluctuations have been primarily due to the weather. With the exception of five nearby private ski club lodges and the RV lot, Stevens Pass is exclusively a day-use area. At an average season length of 130 days, this yields an average daily usage of approximately 3,175 skiers per day. With a trail area of 410 acres, this represents an average density of approximately 7.75 persons / acre. If you were to compare this to a peak day (6,800 skiers/boarders), which occurs approximately 10 times a year, or an average weekend day (6,000 skier/boarders), the density increases to 14 and 13 persons/acre respectively. A more detailed description of densities at Stevens Pass is contained within Section 3.7 of this document. In comparison, Crystal Mountain, a popular Cascade resort south of Stevens Pass that draws heavily from the Puget Sound market, has approximately 450 acres of developed ski trails, with an average visitation of approximately 306,000 per year. With an average season length of 130 days, this represents a daily usage of 2,350. This equates to an average density of 5.2 persons/acre. Stevens’ greater density and use reflects the need to augment its terrain with new trails and lift access. The comparison is similar when Summit at Snoqualmie’s (including Alpental) terrain versus visitation is examined. With average visitation over the same period at 472,000, over a season lasting 130 days and developed ski trails of 706 acres, the average density is 5 persons/acre. Both Crystal and Snoqualmie are utilized to a lesser extent than Stevens.

Utilization Rate – The utilization rate is a ski area planning parameter used to indicate, numerically, the threshold where skier visits exceed the appropriate capacity of the ski area, averaged over the entire season. As an accepted planning standard, that threshold is reached once skier visits exceed between 36% and 40% of the yearly capacity. At this point expansion is needed to continue to provide a desirable experience to guests. On average, Stevens Pass’ utilization rate has approached 50 to 60 percent for the past ten years. Stevens Pass has been over utilized for all years dating back to 1995/96. For detailed information please see section 3.7.

The utilization analysis points to a strong market demand for skiing and snowboarding at Stevens, as well as indicating a clear need for terrain/facility expansion at the popular ski area.

3.5 reGIonal context

Washington State has a population of 6,203,788 (2004) and is consistently one of the fastest growing states in the country (having seen a growth rate of approximately 21% between 1990 and 2000). Population growth has leveled off to about 5.3% per year, but is still above the U.S. average. Washington State’s personal and household income is also higher than the U.S. average.

Table 3-1: WashingTon sTaTe PoPulaTion

Year Population Percentage Change

2004 6,203,788 5%

2000 5,894,121 21%

1990 4,866,692 +/-

Stevens Pass encompasses two counties, King County to the west (which incorporates Seattle), and Chelan County to the east. The largest portion of guests to Stevens Pass

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come from King County and Snohomish County, located to the northwest. King County was ranked 12th in the entire country for growth between 1990 and 2000 at 15.2% (total population increase was 229,715), for a total population of 1,737,034 (US Census Bureau).

Table 3-2: King CounTy PoPulaTion

Year Population Percentage Change

2004 1,777,143* 2%

2000 1,737,034 15%

1990 1,507,319 +/-

Table 3-3: snohomish CounTy PoPulaTion

Year Population Percentage Change

2004 644,274* 6%

2000 606,024 30%

1990 465,642 +/-

*2000 census estimates

The Washington State Office of Financial Management projects a 38% increase in Snohomish County’s population for the period 2005 thru 2025 and 17% forKing County.

While forestry, fishing and agriculture have long been the mainstay industries in this area, tourism, outdoor recreation and associated spin-off manufacturing industries have contributed to this spectacular growth. The high-tech industry also plays a major role in the economic picture, as does the biomedical/biotech industry. Microsoft, and more than 3,000 other computer software companies, are located in the Seattle region. Twenty-five percent of jobs in the Greater Seattle region are dependent on international trade and the Seattle-Tacoma-Everett port complex is the second largest load center in the United States. The Boeing Company and other associated aerospace industries support approximately 100,000 employees.

U.S. Forest Service Land Management Direction

Land management direction for the Stevens Pass Special Use Permit (SUP) is contained within several planning documents. The SUP was designated a developed site in the Alpine Lakes Area Land Management Plan, 1981, preceding current forest plans. Additional guidance is found in the land and resource management plans that were written in 1990 for the Mt. Baker-Snoqualmie National Forest (USDA Forest Service 1990a) and the Wenatchee National Forest (USDA Forest Service 1990b). These plans, (Mt. Baker-Snoqualmie National Forest Land and Resource Management Plan and the Wenatchee National Forest Land and Resource Management Plan—MBSLMP and WLMP, respectively) contain standards and guidelines developed for each forest. Both plans designate the SUP for developed winter recreation.

MBSLMP key recreation goals, assumptions and expectations: provide “a full spectrum of recreation facilities from full service resorts to trailheads”; anticipates “a market demand for a higher quality skiing experience”; states that “expansion should be commensurate with expected improvement in service, and permitted on the basis of actual public need”.

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WLMP key recreation goals, assumptions and expectation: “Recreation use may be expected to be more balanced between winter and summer as the demands for more developed winter recreation continues to grow”; “Further expansion will be commensurate with growth of demand for skiing recreation”;

In addition to individual Forest plans, the Northwest Forest Plan (USDA Forest Service and USDI Bureau of Land Management, 1994) superimposed an additional layer of planning elements. The overall intent of the plan was to provide an ecosystem framework for managing habitats of threatened and endangered species in Federal old growth and late-successional forests. A key aspect of the plan was the Aquatic Conservation Strategy (ACS), giving primary emphasis to riparian dependent resources through Riparian Reserves and related standards and guidelines.

The Northwest Forest Plan is a complex planning tool; its implications are described in detail in the Stevens Pass Watershed Condition Assessment, and will be further refined in the future NEPA documents relating to the proposed MDP. Specific provisions of the Northwest Forest Plan may affect the location and/or scale of proposed ski resort projects.

3.6 current Master developMent plan

The current MDP was completed and approved in 1982, identifying many large-scale expansions. Nineteen (19) new lifts were proposed at that time, of which three (3) were eventually built (Jupiter, Double Diamond, and Southern Cross). The 1982 Plan envisioned a CCC of 14,127 skiers at buildout. It also called for the development of several “resort areas”, including hotel and condo accommodations.

The MDP proposed at this point has shifted significantly from the past. In contrast, the proposed MDP envisions a smaller scale program to meet current deficiencies and demand, as well as incremental expansion to address future needs.

3.7 exIstInG skIInG facIlItIes

The existing skiing facilities are discussed in the following sections and illustrated in Figure 3-2.

Existing Ski Lifts

Stevens Pass currently operates 12 lifts: 2 high speed detachable quadruple chairlifts, 1 fixed grip quad, 4 triples, 3 doubles, and two beginner carpet lifts. The two high-speed quads are relatively new, having been installed in 1996 and 1998 respectively. However, some of the remaining lifts at Stevens Pass are outdated and uncharacteristic of so popular a ski area. Specifically,

The Daisy Lift (triple chair built 1973)

The Brooks Lift (double chair built 1968)

The Big Chief Lift (double chair built 1964)

d

d

d

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And to a lesser degree

The Jupiter Lift (fixed grip quad chair built 1993)

These lifts are continually identified in customer response surveys as facilities in need of improvement. Replacement and upgrading of the lift network is addressed in Section 4.3.

The key information for the existing lift network at Stevens Pass is identified in the following table:

Table 3-4: exisTing lifT neTWorK

Lift Name Lift Type

Bottom Elev. (ft)

Top Elev. (ft)

Vert. Rise (ft)

Horiz.Dist.(ft.)

SlopeLength.

(ft.)

AverageSlp.(%)

HourlyCap.

(Theor.)

sKyline d4C 4,048 5,245 1,197 5,102 5,314 23 2,200

hogsbaCK d4C 4,060 4,833 774 3,104 3,253 25 2,400

7Th heaven 2C 5,227 5,651 424 697 839 61 863

big Chief 2C 4,089 4,909 820 2,113 2,295 39 1,300

brooKs 2C 4,052 4,870 815 4,306 4,426 19 1,200

daisy 3C 4,071 4,390 319 2,015 2,027 16 1,520

Tye mill 3C 4,482 5,183 702 1,456 1,640 48 1,680

double diamond

3C 4,914 5,557 643 1,040 1,235 62 1,200

souThern Cross

3C 3,818 5,576 1,758 3,799 4,232 46 1,200

JuPiTer 4C 3,847 5,179 1,332 3,706 3,972 36 2,200

CarPeT 1,200

CarPeT 1,200

Total 29,233 18,163

Existing Ski Trails

The current lifts service 130 trail segments covering three mountain faces (Mill Valley, Cowboy Mountain and Big Chief Mountain) and two drainage areas, totaling 410 ski trail acres and 588 skiable acres. Stevens Pass can generally be divided into the Front Side and the Back Side (Mill Valley). The following tables detail the specifications for each trail in use at Stevens Pass.

Note that the designated ability level classification is based on the steepest 300 ft. slope length section of any given trail. Run classifications marked with a * have been reclassified to reflect actual conditions on the ground (grooming program, trail width etc.).

Ski trails numbers may appear out of sequence, or some numbers may be missing from the sequence. This is a result of refining concepts, where runs were added and taken away, mixing up the original sequence.

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Table 3-5: exisTing develoPed sKi Trails

Run Num-ber

Bottom Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

Frontside

Pod 1 - Skyline1b 4,868 5,245 377 1,474 126 4 27 35 loW inTermediaTe

1C 4,897 5,095 198 729 166 3 29 32 loW inTermediaTe

1d 4,522 5,250 728 2,685 144 9 28 47 advanCed

1e 4,410 4,805 395 1,827 162 7 22 37 inTermediaTe

1e-1 4,605 4,686 81 459 162 2 18 18 inTermediaTe

1f 4,052 4,472 420 2,331 126 7 18 35 loW inTermediaTe

1g 4,203 4,452 248 660 127 2 41 47 advanCed

1g-2 4,340 4,480 139 399 127 1 38 42 advanCed

1h 4,182 4,508 326 1,172 147 4 29 53 advanCed

1i 4,543 4,900 357 1,420 122 4 26 53 advanCed

1J 4,057 4,506 449 2,711 129 8 17 37 inTermediaTe

1K 4,288 4,359 71 341 64 1 22 23 advanCed

1l 4,697 4,781 84 451 30 0 19 22 loW inTermediaTe

Total 16,658 51

Pod 2 - Hogsback2a 4,528 4,841 313 1,504 159 5 21 33 inTermediaTe

2b 4,414 4,592 178 741 72 1 25 26 advanCed

2C 4,400 4,727 327 1,296 104 3 27 51 advanCed

2d 4,610 4,830 220 518 121 1 47 52 advanCed

2e 4,467 4,784 316 748 89 2 47 61 advanCed

2f 4,311 4,673 362 1,380 112 4 28 58 advanCed

2g 4,062 4,825 763 3,337 154 12 24 42 inTermediaTe

2h 4,257 4,506 249 917 254 5 28 32 inTermediaTe

2i 4,336 4,834 498 1,893 215 9 27 33 loW inTermediaTe

2J 4,379 4,570 191 837 192 4 24 46 advanCed

2l 4,377 4,738 361 1,553 91 3 24 37 inTermediaTe

2m 4,470 4,840 370 2,069 89 4 18 35 loW inTermediaTe

2n 4,480 4,596 116 644 70 1 19 30 loW inTermediaTe

2o 4,212 4,460 248 2,411 126 7 10 21 loW inTermediaTe

Total 19,848 62

Pod 3 - 7th Heaven3C 5,106 5,581 475 827 171 3 72 86 exTreme

3i-loWer 4,841 5,234 392 1,137 125 3 38 50 advanCed

3i-uPPer 5,250 5,649 399 884 125 3 52 62 advanCed

3J 4,992 5,189 197 454 105 1 48 49 exPerT

3K-1 4,814 5,294 480 1,074 120 3 51 69 exPerT

3K-loWer 4,785 4,990 204 599 150 2 37 51 exPerT

3K-uPPer 5,000 5,620 621 1,441 266 9 48 64 exPerT

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BHARun

Num-ber

Bottom Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

3l 4,524 4,939 415 1,655 347 13 26 45 exPerT

Total 8,071 37

Pod 4 - Big Chief4a 4,123 4,907 784 2,182 196 10 39 68 exPerT

4b 4,095 4,892 796 2,583 263 16 33 40 inTermediaTe

Total 4,765 25

Pod 5 - Brooks5a 4,243 4,757 514 2,594 97 6 20 35 inTermediaTe

5b 4,575 4,692 117 756 58 1 16 19 inTermediaTe

5C 4,489 4,726 237 1,216 165 5 20 31 inTermediaTe

5d 4,061 4,868 807 4,450 160 16 19 37 inTermediaTe

5e 4,592 4,716 124 654 34 1 19 20 loW inTermediaTe

5f 4,550 4,730 180 1,199 61 2 15 20 loW inTermediaTe

5g 4,130 4,394 265 1,057 195 5 26 35 inTermediaTe

Total 11,926 35

Pod 6 - Daisy6a 4,068 4,316 248 1,757 218 9 14 30 loW inTermediaTe

6b-loWer 4,070 4,205 135 1,100 218 6 12 20 noviCe

6b-uPPer 4,206 4,372 166 935 146 3 18 24 noviCe

Total 3,792 17

Pod 7 - Tye Mill7a 4,703 5,069 366 1,867 203 9 20 38 inTermediaTe

7a-1 4,846 4,929 82 248 100 1 35 0 inTermediaTe

7a-2 4,931 4,995 63 154 100 0 46 0 advanCed

7a-3 4,965 5,013 48 143 100 0 35 0 inTermediaTe

7b 4,483 5,098 615 2,599 111 7 25 41 inTermediaTe

7C 4,482 5,147 665 2,286 99 5 31 45 inTermediaTe

7d 4,574 5,171 597 1,644 116 4 40 60 advanCed

Total 8,941 26

Pod 9 - Double Diamond9d-loWer 4,912 5,143 230 622 128 2 40 45 exPerT

9d-uPPer 5,150 5,547 397 756 128 2 62 67 exPerT

9f 4,709 5,419 710 2,388 242 13 32 54 exPerT

9g-1 4,428 4,818 390 918 150 3 47 55 exPerT

9g-2 4,520 4,741 221 593 150 2 40 48 exPerT

9g-loWer 4,466 4,840 374 810 200 4 52 60 exPerT

9g-uPPer 4,854 5,109 255 426 200 2 75 76 exPerT

Total 6,513 28

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Run Num-ber

Bottom Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

Backside Trails

Pod 10 - Southern Cross10a 5,145 5,579 434 2,420 63 3 18 38 inTermediaTe

10b 4,936 5,355 419 804 438 8 61 68 exPerT

10C 4,302 5,559 1,257 3,488 166 13 39 52 advanCed

10g 4,176 5,041 864 2,036 266 12 47 58 advanCed

10i 3,847 5,591 1,743 4,058 119 11 48 72 exPerT

10m 3,817 5,599 1,782 4,866 180 20 40 68 exPerT

Total 17,672 69

Pod 11 - Jupiter11a 4,338 5,185 847 4,201 160 15 21 46 inTermediaTe*

11b 4,712 4,918 206 876 178 4 24 42 advanCed

11d 4,286 4,597 312 980 305 7 34 55 advanCed

11e 3,820 4,326 506 3,711 20 2 14 28 inTermediaTe

11f 3,961 4,246 286 627 256 4 52 58 advanCed

11g 3,868 4,251 382 1,331 101 3 30 48 advanCed

11h 4,200 4,286 85 245 248 1 38 0 inTermediaTe

11i 4,132 4,327 195 459 155 2 47 52 advanCed

11J 3,944 4,264 321 860 142 3 40 47 advanCed

11K 3,840 4,477 637 2,160 157 8 31 44 inTermediaTe

11P 4,365 5,151 785 2,510 180 10 33 43 inTermediaTe

11q 5,158 5,183 25 506 79 1 5 4 inTermediaTe

Total 18,466 59

Total (all pods) 116,654 410

Table 3-6: exisTing gladed Terrain by Pod

Glade Num-ber

Bottom Elev (ft)

Top Elev (ft)

Vertical (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

Frontside

Pod 1 - Skyline1a 4,703 5,222 519 2,207 184 9 25 58 advanCed

1a-1 4,702 4,908 206 681 184 3 33 61 advanCed

1a-2 4,758 4,972 214 488 184 2 51 68 exPerT

1a-3 4,813 4,996 184 494 184 2 41 49 advanCed

1a-4 4,849 5,132 283 488 184 2 73 82 exTreme

Total 4,359 18

Pod 2 - Hogsback2K 4,443 4,689 246 863 130 3 30 47 advanCed

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BHAGlade Num-ber

Bottom Elev (ft)

Top Elev (ft)

Vertical (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

2K-1 4,462 4,694 232 781 130 2 32 44 inTermediaTe

Total 1,644 5

Pod 3 - 7th Heaven3a 5,252 5,631 379 1,043 65 2 40 61 advanCed

3b 5,174 5,542 368 675 123 2 67 74 exPerT

3d 4,980 5,445 464 866 123 2 64 80 exTreme

3e 4,915 5,380 465 950 113 2 57 77 exTreme

3f 4,898 5,234 336 574 185 2 74 86 exTreme

3f-1 4,873 5,092 219 439 185 2 59 64 exTreme

3g 4,734 5,637 903 2,006 158 7 52 85 exTreme

3h 5,039 5,227 188 589 200 3 34 47 exTreme

Total 7,141 23

Pod 4 - Big Chief4C 4,169 4,511 342 1,245 82 2 29 43 inTermediaTe

4d-1 4,460 4,643 183 515 126 1 38 44 inTermediaTe

4d-loWer

4,279 4,450 172 530 126 2 35 44 inTermediaTe

Total 2,290 5

Pod 7 - Tye Mill7e-1 4,940 5,183 243 472 113 1 61 62 advanCed

7e-loWer 4,649 4,847 198 500 113 1 43 48 advanCed

7e-uPPer 4,872 5,119 247 596 113 2 46 44 advanCed

7f-1 4,358 4,709 351 1,389 208 7 26 45 advanCed

7f-loWer 4,421 4,610 189 806 208 4 24 38 advanCed

7f-uPPer 4,622 5,135 513 1,065 208 5 59 101 exTreme

Total 4,829 20

Pod 9 - Double Diamond9a 4,344 5,412 1,068 2,545 150 9 48 86 exTreme

9a-1 4,390 4,720 330 1,155 150 4 30 47 exTreme

9a-2 4,379 4,410 31 335 150 1 9 10 exTreme

9a-3 4,422 4,607 186 711 150 2 28 42 exTreme

9a-4 4,582 4,743 161 485 150 2 35 37 exTreme

9C 4,303 5,560 1,257 2,593 121 7 57 89 exTreme

9e 4,782 5,266 484 1,117 216 6 49 63 exPerT

Total 8,942 31

Backside

Pod 10 - Southern Cross10d 5,025 5,449 424 880 273 6 55 70 exPerT

10d-1 5,180 5,423 244 416 0 0 73 74 exPerT

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Glade Num-ber

Bottom Elev (ft)

Top Elev (ft)

Vertical (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

10d-2 5,148 5,420 272 476 0 0 70 76 exPerT

10e 5,150 5,504 354 724 58 1 57 70 exPerT

10f 5,261 5,546 284 579 59 1 57 63 advanCed

10h 3,908 5,429 1,520 3,650 232 19 46 56 advanCed

10h-1 4,905 5,188 283 734 50 1 42 44 advanCed

10h-2 4,338 4,775 437 1,048 50 1 46 54 advanCed

10h-3 4,448 5,332 884 2,190 75 4 45 60 advanCed

10J 4,121 5,563 1,443 3,132 265 19 53 84 exTreme

10J-1 5,029 5,416 388 1,117 0 0 37 50 exTreme

10K 5,145 5,513 368 1,187 68 2 33 54 advanCed

Total 16,132 53

Pod 11 - Jupiter11C 4,145 4,595 450 1,391 76 2 35 61 advanCed

11l 4,528 5,017 488 2,224 67 3 23 47 advanCed

11m 4,655 5,120 465 858 144 3 65 78 exPerT

11n 4,616 5,164 548 1,305 100 3 47 69 exPerT

11n-1 4,681 4,994 313 768 100 2 45 62 advanCed

11n-2 4,784 5,150 367 785 100 2 53 63 exPerT

11n-3 4,867 5,136 269 528 100 1 60 65 exPerT

11o 4,642 5,033 391 1,143 110 3 37 58 advanCed

11o-1 4,794 5,153 359 959 110 2 41 56 advanCed

Total 9,961 22

Total (all pods) 55,298 178

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figure 3-2 exisTing mounTain faCiliTies

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figure 3-3: exisTing CondiTions 3d

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figure 3-4: exisTing CondiTions 3d vieW 2

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Existing Backcountry Users

Guests use Stevens Pass as a gateway into the backcountry. On a busy weekend with good snow conditions, as many as 150 people stage from Stevens Pass for lift assisted backcountry skiing. Guests will park at Stevens Pass, use the facilities, purchase lift tickets, and exit from the summit of Cowboy Mountain and/or Big Chief. These guests must be taken into account since they place demand on parking, food and beverage operations and the lifts to a small extent.

Existing Comfortable Carrying Capacity

The Comfortable Carrying Capacity (CCC) is defined as the optimum number of skiers that can utilize a ski area per day, while being guaranteed a pleasant recreation experience without causing the decline in the quality of the physical and sociological environment.

Day use ski areas like Stevens Pass generally experience higher trail densities than destination ski resorts. However, it is recognized that as trail densities increase, a progressively less acceptable skiing experience is being offered.

Preferred and acceptable trail densities have decreased considerably in recent years (for all skill classes). The advent of shaped skis – combined with snowboarding’s relatively easy learning curve – has enabled a larger number of skiers and riders to negotiate steeper and more adventuresome slopes sooner and with greater control than ever before. In addition, what was typically considered “extreme” skiing and boarding has now become popularized and more accessible to a greater percentage of the marketplace - commonly referred to as freeriding or big mountain riding. What was considered “experts only” terrain ten years ago is now accessible to a much broader segment of guests. Further, terrain that was considered unskiable is now negotiated by more advanced / expert skiers and boarders.

With that in mind, Stevens Pass can continue to expect to see trail densities near the high end of the currently acceptable density range, due to its day use nature. On most busy or peak days, these densities will be reached and/or exceeded. The CCC of Stevens Pass is calculated using the following densities:

Table 3-7: design CriTeria aT sTevens Pass—aCCePTable/Preferred densiTies

Alpine De-sign Criteria

Beg. Nov. Low Int. Int. Adv. Exp / Ext

sKier densiTies / aCre*

30 24 20 16 10 6

average daily verTiCal /fT.

2,460 4,920 7,380 11,480 16,400 24,600

maximum grade / %

16% 25% 35% 45% 63% 80% / 125%

*gladed and adventure based terrain has trail densities at 15-30% of a cut ski trail for the same difficulty

Analysis within the MDP is based on these criteria, both in terms of the assessment of the existing facilities as well as the planning and design of all proposed expansion and modifications. The existing ski area capacity of the skiing and snowboarding at Stevens Pass was found to be:

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Table 3-8: exisTing ComforTable Carrying CaPaCiTy aT sTevens Pass

Pod Lift Lift Capacity Trail Capacity Developed Trail Area

(ac)

Avg. Density (Developed Trails

Only)

1 sKyline (1) 1,397 831 51 17

2 hogsbaCK (2) 951 1,038 62 17

3 7Th (3) 101 282 37 8

4 big Chief (4) 305 367 25 15

5 brooKs (5) 521 570 35 16

6 daisy (6) 449 388 17 22

7 Tye mill (7) 426 449 26 18

9 dbl. diamond (9) 122 207 28 4

10 s. Cross (10) 618 696 69 8

11 JuPiTer (11) 938 844 59 13

Total 6,527 5,671 410 Avg. 14/ac

Gladed terrain is not included in the calculation of average trail densities since skiers and snowboarders typically utilize a portion of a cut ski trail to enter and exit gladed terrain. Gladed terrain is included in the calculation of trail capacity in order to represent an accurate static view of the terrain.

It is immediately apparent that Stevens pass is over serviced by lifts for the terrain it offers.

The existing CCC of Stevens Pass is 5,671. With backcountry users (150/day) this brings the overall area facilities capacity to 5,821.

Based on actual use records, it is recognized that Stevens Pass experiences frequent days where the capacities of both the trails and lifts are exceeded. During the past five seasons (excluding the 2004-2005 partial season), the CCC of the terrain has been exceeded an average of 17 times a year. These averages include peak days and turn away days.

Existing Utilization

The annual utilization rate of a ski area is a planning tool used to indicate when the facilities have reached the threshold of needing to increase their capacity in order to meet guest expectations. The utilization rate is a ratio of actual annual skier visits (as recorded) to the annual CCC (daily CCC multiplied by the number of operating days). It is a season-long average of high and low daily visitation. According to accepted planning standards, once the utilization rate reaches 36-40% of the annual CCC, it is time to expand in order to continue to offer an acceptable guest experience on the busier days. Charts 3-1 and 3-2 illustrate the utilization rates for Stevens Pass between 1996 and 2006. It is apparent that Stevens Pass has been over utilized for all of the past 10 seasons, even in low snow years like 2004/2005.

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CharT 3-1: uTilizaTion by CCC aT sTevens Pass (1996-2006)

CharT 3-2: uTilizaTion raTes aT sTevens Pass (1996-2006)

Existing Terrain Distribution

The existing mountain facilities were also assessed as to their degree of consistency with the accepted distribution of the skier marketplace. The skier marketplace generally represents a bell curve, with approximately 2-6% beginner, 11-15% novice, 18-22% low intermediate, 33-37% intermediate, 18-22% advanced, and 8-12% expert / extreme terrain.

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CharT 3-3: ComParison of The develoPed Terrain aT sTevens Pass WiTh The sKier marKeTPlaCe

This analysis indicates that the current distribution at Stevens Pass, while close, does not match the typical breakdown of the marketplace. Terrain at Stevens Pass is slightly skewed toward the more advanced and expert terrain. The planning process recognized this deficiency when exploring terrain modifications and expansions. However, this distribution is representative of the terrain that is available, given the topography at Stevens Pass, and is not a deficiency in the layout or design of ski trails.

Existing Lift Balance Assessment

The existing lift network was assessed in relation to the mountain trails that each lift serves. Chart 3-4 demonstrates the balance in each terrain pod (a defined planning unit). It is clear that certain areas of Stevens Pass are over serviced, and other areas under serviced, based on the capacity of terrain. This is particularly evident in Pod 1, the terrain serviced by the Skyline Express chair.

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CharT 3-4: exisTing lifT balanCe assessmenT

Trail Balance by Lift

0

200

400

600

800

1,000

1,200

1,400

1,600

Skylin

e (1)

Hogsb

ack (2

)

7th (3

)

Big Chie

f (4)

Brooks

(5)

Daisy (

6)

Tye M

ill (7)

Dbl. D

iamon

d (9)

S. Cross

(10)

Jupit

er (11

)

Pod and Lift Areas

Cap

acity

Lift Capacity (skiers) Trail Capacity

The planning process is designed to identify ways and means of improving the balance between individual lifts and the terrain serviced by that lift, with the overall goal of balancing the CCC of the skiable terrain with the uphill capacity of the lifts.

3.8 exIstInG base area facIlItIes

Located at the base of the ski area are four buildings that largely comprise the guest services, food and beverage, ski school, rental, and operational facilities for Stevens Pass. These four buildings are known as the Granite Peaks Lodge, the Pacific Crest Lodge, the Tye Creek Lodge, and Ski School Building. At present, there is a total of approximately 90,000 square feet of built space at Stevens Pass. (See Figure 3-5 and Table 3-9)

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Table 3-9: exisTing building invenTory

Service/Function Granite Peaks Day

Lodge

Pacific Crest Day

Lodge

Tye Creek Day Lodge

Ski School Building

Totals (Sq. Ft)

Commercial SpaceresTauranT (seaTing) 5,699 8,139 4,913 0 18,751

KiTChen/sCramble 3,533 2,767 2,596 0 8,896

bar/lounge 1,932 0 2,629 0 4,561

resT rooms 555 1,794 1,448 0 3,797

grouP / ConferenCe 0 1,697 0 0 1,697

reTail sales 105 2,107 768 0 2,980

Subtotal 11,824 16,504 12,354 0 40,682

Ski School / Guest RelationssKi sChool/guesT relaTion 602 0 0 2,114 2,716

equiP renTal/rePair 0 0 6,173 0 6,173

PubliC loCKers 531 986 585 0 2,102

Children’s Program 0 0 0 2,400 2,400

TiCKeT sales 258 40 0 0 298

Subtotal 1,391 1,026 6,758 4,514 13,689

AdministrationsKi PaTrol/firsT aid 2,675 0 0 0 2,675

adminisTraTion 225 67 4,765 0 5,057

emPloyee loCKers 0 258 2,208 0 2,466

Subtotal 2,900 325 6,973 0 10,198

Usable Space Subtotal 16,115 17,855 26,085 4,514 64,569sTorage/meChaniCal 1,618 1,099 2,810 0 5,527

CirC./Wall/WasTe 5,629 4,232 9,610 797 20,268

Total Ski Related Space 23,362 23,186 38,505 5,311 90,364

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figure 3-5: exisTing base area CondiTions

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Existing Space Use Requirements (Industry Standard)

In order to determine if there is an appropriate mix and amount of built space, the completed space use inventory is compared to “industry standards” for ski areas of a size and type similar to Stevens Pass. The objective is to identify any gross area deficiencies in the existing development that may, once corrected, make Stevens a more balanced, enjoyable and successful operation.

The space use requirements are directly related to the CCC of the ski area. In the case of Stevens Pass, the skiing facilities with a CCC of 5,671 skiers per day, plus additional backcountry users (150) and an allowance for additional non-skiing guests (0.08 of CCC), brings the total to 6,286 visitors per day. Table 3-10 illustrates the comparison of the existing built space with the industry standards.

Table 3-10: exisTing sPaCe use requiremenTs (CCC of 5,821 Plus guesTs = 6,286)

Service/Function Existing Space (sq ft)

Space Re-quired (sq ft)

Plus / Minus Percentage of Required

CommercialresTauranT (seaTing) 18,751 20,559 -1,808 91%

KiTChen/sCramble 8,896 8,224 672 108%

bar/lounge 4,561 2,056 2,505 222%

resT rooms 3,797 5,482 -1,685 69%

grouP / ConferenCe 1,697 1,697 +/- 100%

reTail sales 2,980 4,797 -1,817 62%

Subtotal 40,682 42,815 -2,123 95%

Ski School / Guest RelationssKi sChool/guesT relaTion 2,716 3,173 -457 86%

equiP renTal/rePair 6,173 5,457 716 113%

PubliC loCKers 2,102 3,427 -1,325 61%

Children’s Program 2,400 6,790 -4,390 35%

TiCKeT sales 298 635 -337 53%

Subtotal 13,689 19,482 -5,793 70%

AdministrationsKi PaTrol/firsT aid 2,675 2,094 581 128%

adminisTraTion 5,057 3,553 1,504 142%

emPloyee loCKers 2,466 1,904 562 130%

Subtotal 10,198 7,551 2,647 135%

Usable Space Subtotal 64,569 69,848 -5,279 92%sTorage/meChaniCal 5,527 4,770 757 116%

CirC./Wall/WasTe 20,268 6,814 13,453 348%

Total Ski Related Space 90,364 81,432 8,932 111%

Space/Skier14 13 +1 107%

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A cursory review of the totals and ratios would suggest that the built space at Stevens Pass approximates the industry standard. However, on closer inspection, there are several significant differences that suggest changes should be considered in future renovations and upgrades. Key commentary is as follows:

Rest Rooms: The amount of existing rest room space equates to about 69% of what the industry standard might suggest. Further, an evaluation of these standards suggests that the percentage of restroom space to food service / bar seating space should be about 24%. On average, Stevens has about 16% of rest room to seating space. While this is an apparent shortfall, the more telling point is the placement of these facilities. The Pacific Crest Lodge has a 22% restroom to seating ratio; Tye Creek has a 19% ratio, and; Granite Peaks has only a 7% ratio. Considering that Granite Peaks is the most popular base lodge at Stevens Pass, it is clear that the rest rooms for that building are seriously undersized. This affects the quality of experience being offered and in turn, would likely impact return visitation for some components of the marketplace.

Retail Sales: With the retail sales space reflecting about 62% of the suggested requirements, there appears to be a significant revenue opportunity being missed.

Public Lockers: This type of facility falls under the quality of experience category. At 61%, there appears to be an opportunity to add more public locker space to improve the quality of the offering to the guests, and to potentially add revenue.

Children’s Programs At 35% of what might be found at other ski areas, this lack of space represents a lost opportunity for potential direct revenue. More importantly, it limits the range of the marketplace that would be able to visit Stevens on a more regular basis.

Ticket Sales: Industry standards suggest that Stevens Pass should have about double the amount of space for ticket sales than is currently in place.

Less empirically apparent, a review of visitor impressions indicates that there is a lack of food service seating. This is partly the result of all guests having no alternative but to return to the base area for food service throughout the day. This problem is especially apparent during the lunch period (11am to 2pm). On-mountain food service would help alleviate this problem.

Finally, based on Stevens Pass recent experience, there is a serious level of use imbalance between the various base lodges. The success of the Granite Peaks Lodge can be attributed to it being a newer, better designed, and more aesthetically pleasing building. This has led to the over-popularity of that facility, while the Tye Creek and Pacific Crest are underutilized. Extensive interior and exterior renovations to the latter two facilities would help to adjust visitor use patterns and distribution, creating a more balanced, dynamic and aesthetically pleasing base area.

The previous table describes Stevens Pass’ space use requirements on a day where the CCC is not being exceeded. Since the area experiences numerous “peak days”, throughout the year where the CCC is surpassed, it is also important to look at the space use requirements using peak days as an indicator. Stevens Pass considers a peak

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day to be one where the number of skiers reaches or exceeds 6,800. On such days, an additional 545 non-ski guests must be taken into account bringing the total number of visitors to be provided for to 7,345. The following compares Stevens Pass’ existing space to the industry standards on a peak day (Table 3-11 and Chart 3-5).

Table 3-11: exisTing sPaCe use requiremenT – PeaK day (6,800 Plus guesTs = 7,344)

Service/Function Existing Space (sq ft)

Space Required

(sq ft)

Plus / Minus Percentage of Required

CommercialresTauranT (seaTing) 18,751 23,715 -4,964 79%

KiTChen/sCramble 8,896 9,486 -590 94%

bar/lounge 4,561 2,372 2,189 192%

resT rooms 3,797 6,324 -2,527 60%

grouP / ConferenCe 1,697 1,697 +/- 100%

reTail sales 2,980 5,534 -2,554 54%

Subtotal 40,682 49,128 -8,446 83%

Ski School / Guest RelationssKi sChool/guesT relaTion 2,716 3,660 -944 74%

equiP renTal/rePair 6,173 6,295 -122 98%

PubliC loCKers 2,102 3,953 -1,851 53%

Children’s Program 2,400 7,832 -5,432 31%

TiCKeT sales 298 732 -434 41%

Subtotal 13,689 22,472 -8,783 61%

AdministrationsKi PaTrol/firsT aid 2,675 2,415 260 111%

adminisTraTion 5,057 4,099 958 123%

emPloyee loCKers 2,466 2,196 270 112%

Subtotal 10,198 8,710 1,488 117%

Usable Space Subtotal 64,569 80,310 -15,741 80%sTorage/meChaniCal 5,527 5,503 24 100%

CirC./Wall/WasTe 20,268 7,861 12,407 257%

Total Ski Related Space 90,364 93,674 -3,310 96%

Space/Skier12 13 -1

92%

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BHACharT 3-5: PeaK day sPaCe use requiremenTs

As would be expected, “peak days” further accentuate the shortfalls of the built space. It is clear that Stevens Pass’ base facilities are undersized to handle peak day requirements, specifically the children’s programs, retail sales, restrooms and restaurant areas. While it is recognized that the operator should not construct facilities (especially day lodges) for the one or two busiest days of the year, Stevens Pass experiences a large number of days when the capacities, both on the mountain, and in the base area, are exceeded. An increase in CCC would ameliorate much of the guest frustration created on these days, defined as both “peak days” and “critical days”. Weather fluctuations in the Northwest tend to exacerbate the variability in visitations levels, creating spikes when cool temperatures and fresh snow coincide with weekends and holidays.

Existing Parking

Stevens Pass has a total of 18.5 acres of parking distributed between 10 parking lots adjacent to the base area, and one overflow lot at Yodelin, 1.5 miles east of the summit, with an additional 1.75 acres. The Yodelin satellite lot is used on peak days when base area parking capacities are exceeded.

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Based on 2.5 guests / car, and 40 guests / bus, the 18.5 acres contained within the 10 base area lots have a theoretical capacity to park approximately 7,450 guests (See Table 3-12). The Yodelin satellite parking lot can support 254 more cars or approximately 635 guests. This brings the existing parking capacity to 8,072.

The topography at the summit of Stevens Pass has forced the development of the multiple lot system with 10 lots of varying shape, rather than fewer, but larger, more space efficient rectangular lots. Because of this, its 18.5 acres do not hold the ‘theoretical’ amount, but significantly less.

Theoretically, there appears to be enough parking capacity to accommodate even peak days. However, experience has shown this is not the case; peak days create parking problems at Stevens Pass. To help resolve this discrepancy, Stevens Pass is undertaking an efficiency study to improve circulation, traffic patterns and parking at the ski area.

Table 3-12: exisTing base area ParKing CaPaCiTy

Location Lot Number Acres Car Capacity

Bus Capacity

RV Capacity

Total Guest

Capacity

norTh of highWay

loT C - Cars 4 180 450

loT d - Cars 350 875

easT of base loT a - Cars 1 175 438

loT b - busses 1 75 35 1,588

loT e - Cars / rv 2 320 34 885

loT f - rv’s 2 90 225

WesT of base loT 1 – Cars 1 255 638

loT 2 - Cars 2 350 875

loT 3 – Cars 2 325 813

loT 4 – Cars 2 260 650

Total 18.5 2,290 35 124 7,437

* based on 2.5 passengers per car / RV and 40 passengers per bus

As mentioned earlier, Stevens experiences numerous days a year when the lifts and trail capacities are exceeded. However, parking and visitation data from the last decade has shown that the parking capacity is exceeded before the 7,450 guest total is reached. While lot size and shape are contributing to this, it may also be that Stevens experiences fewer guests/vehicle than is customary industry-wide. Stevens will be maximizing its existing space based on a 2006-2007 efficiency study.

As an indication of heavy demand on the parking system, the Yodelin overflow lot is typically used 7-8 times a year (51 times over the past 7 years). Approximately twice a year (16 times over the past 7 years) parking lots are at full capacity and guests are turned away. Overcrowding results in reduced guest satisfaction, the use of a shuttle bus for satellite parking, and often upset and frustrated guests.

Existing Overnight Accommodations

There are six Ski Clubs that operate overnight accommodation at Stevens Pass. These

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accommodations are managed separately from Stevens Pass by each individual club, and are authorized by their own Special Use Permit from the Forest Service. The six-ski club cabins total 300 beds. At this time there are no plans to expand or initiate new overnight accommodations at Stevens Pass.

Table 3-13: sKi Club Cabins

# Description Beds

1 sTevens Pass sKi Club 41

2 bremerTon sKi Cruisers 45

3 mounTaineers 50

4 sWiss 23

5 evereTT sKi Club 59

6 Penguins 54

Total 271

3.9 eMployee HousInG

The area to the north of the base area, on the opposite side of the highway, has approximately fifteen cabins used for employee housing. Stevens Pass plans to utilize, maintain and, if necessary, replace these throughout the life of this MDP. Additional units may be constructed in this location, depending upon available alternatives. However, major expansion to employee housing would most likely take place on private land outside the permit boundary.

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4.0 Master Development plan

4.1 IntroductIon

In examining the existing conditions at Stevens Pass, it is apparent that there are some significant changes that need to take place in order to provide the best possible winter recreation experience. Section 4 outlines Stevens Pass’ Master Development Plan. It has been designed to achieve the vision, goals and strategies outlined in Section 2 over the next 10 to 12 years. In order to match current demand and anticipated growth, Stevens Pass proposes several improvements to both its base and mountain facilities. These changes respond to the specific deficiencies, constraints and opportunities listed below.

4.2 exIstInG defIcIencIes, constraInts and opportunItIes

The following existing mountain area and base area deficiencies, constraints and opportunities have been noted:

Mountain Area:

Deficiencies

Trail and lift capacities do not adequately match the demand on many weekends and holiday periods and are extremely inadequate on peak days.

Trail pods are not effectively balanced with the lifts that service them (some are over-lifted, some are under-lifted).

Existing skill level distribution does not effectively match the skier marketplace – there is a significant lack of beginner, novice and intermediate terrain.

There is a lack of intermediate gladed terrain.

The single base area staging location creates bottlenecks at the beginning of the day, at lunch and break times, and at the end of the day.

Trail access returning to the base area as well as circulation throughout the base area, is congested and cumbersome.

Lack of on-mountain lodges / restaurants adds to base area congestion throughout the day (especially during the lunch time hours of 11:00 am to 2:00 pm).

Ski lift system is out of date and inefficient at servicing the terrain.

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A significant opportunity is being missed in the summer months since there are currently no activities to attract visitors.

Constraints

Steep slopes along ridgelines make much of the mountain unusable, especially for beginner, novice, low intermediate or intermediate skiers.

Water diversion rights are limited to 0.35 CFS (one for 0.25 CFS and another for 0.10 CFS) restricting the potential for snowmaking.

Expert terrain is more readily available than intermediate or beginner.

The majority of the easily accessed terrain within the SUP area with skiing potential is currently being utilized. In other cases stands of dense trees block useable terrain and natural fall lines. Cliffs also reduce terrain expansion, limiting options even more.

Opportunities

A significant amount of terrain immediately adjacent to the SUP area is already used for lift-assisted backcountry skiing and snowboarding. This unmanaged use can conflict with other users (Nordic skiers and highway traffic). This “hike-to” backcountry use can be managed and the experience enhanced through boundary changes and modest trail and glade additions.

A higher standard of Summer grooming (grading), improved water drainage, and enhanced trail design could provide earlier openings on a reduced base, and ensure adequate snow cover during years of below average snowfall.

Enhance terrain park features and the halfpipe to a state of the art standard through snowmaking.

Explore adventure skiing as a bridge between a backcountry experience and ski area experience.

Environmental sustainability can be enhanced through project design—i.e.. glading (thinning) would improve forest health and add diversity to the landscape; watershed restoration projects would enhance aquatic system functioning. Other mitigation would lessen the ski area’s impact across the landscape.

Develop an appropriately scaled summer operation to include hiking and lift accessed downhill mountain biking.

There is unused terrain within the existing SUP available for expansion. This includes intermediate, advanced and expert terrain that could provide Stevens an increased Comfortable Carrying Capacity, better matching current demand.

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Base Area:Deficiencies

The capacity of base area lodges is not in balance with the capacity on the mountain or with the actual levels of use (with identifiable shortfalls in the amount and placement of rest rooms, retail space, public lockers, children’s programs and ticket sales,) In addition, the Granite Peaks Lodge is in need of significant storage/infrastructure additions to meet current demand.

Grade variation within the greater base area results in cumbersome and inefficient staging at all times of the day.

Guest services facilities lag behind the industry standard, mainly in dedicated space.

Pedestrian travel from parking areas can involve uphill climbing and considerable distance. Limited opportunities exist for guest shuttles to ski area entrance.

Congestion is created from using a singular staging location for the entire mountain.

Conflict and contrast of building characters exists (architecturally and aesthetically).

Satellite parking lots are being used to satisfy demand on many days.

Parking area topography creates inefficient utilization.

Constraints

Limited development area is available.

Parking lots on either side of US Highway 2 causing pedestrian and vehicle conflicts.

Current water diversion rights (0.35 cfs) limit potential expansion of snowmaking and base area facilities.

Opportunities

Granite Peaks Lodge is over utilized while the other, older lodges are underutilized – update architectural style and services of these older lodges to maximize efficiencies and attractiveness, and improve the physical connectivity of the separate lodges through plaza and walkway additions. This would spread use more evenly between the three buildings.

Animate and expand retail / food and beverage possibilities of plaza between Granite Peaks Lodge and Pacific Crest Lodge, and integrate the plaza with Tye Creek Lodge.

Improve balance between on mountain capacity and base area facility capacities – including retail, children’s programs, restrooms, restaurants and seating.

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BHAEnable growth of ski and snowboard school through expansion and better use of facilities.

Provide a secondary staging area to remove pressure from of the current base staging location.

Optimize the base area to provide better flow between the parking lots, base area facilities and lift staging locations.

Incorporate attractive and place-defining entry point features along US Highway 2 to improve the sense of arrival to the ski area, both at the summit and at the west entry.

Develop on-mountain food services to relieve pressure on base facilities.

Improve Stevens’ environmental performance through stronger recycling, lodge energy efficiency, product use efficiency and water conservation.

4.3 MountaIn developMent

Mountain Development Objectives

Building on the identified goals and development strategies of Stevens Pass, and the deficiencies, constraints and opportunities (Sections 2 and 4.2), we believe there is significant opportunity to improve the on mountain facilities, both in the lift and trail network configuration. These improvements would align capacities with existing and anticipated demand in a manner that would enhance Stevens Pass’ reputation for a high quality and unique skiing experience. Further, by building on existing strengths, modernizing infrastructures and incorporating additional learning and freeriding terrain and “adventure” skiing opportunities, Stevens Pass would be able to provide a regionally competitive skiing and snowboarding experience geared to the day use market. Specific Mountain Development Objectives are listed below:

Improve the mountain experience at Stevens Pass by diversifying its terrain offering, including a variety of trail width and aspect, as well as gladed terrain of varying difficulty.

Increase the Comfortable Carrying Capacity of both the ski trails and the ski lifts to better match actual demand, making use of the majority of skiable terrain that is now undeveloped.

Balance the ski terrain skill mix to match the market, within the limitations imposed by the Stevens Pass terrain.

Provide additional ‘in bounds’ and “hike to” adventure skiing opportunities.

Provide a diverse range of gladed and other off-piste skiing possibilities.

Better manage lift accessed backcountry use.

Improve guest satisfaction through lift and trail system upgrades.

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Relieve pressure and congestion in the base area with the establishment of on-mountain facilities.

Develop new terrain, as well as re-groom (grade) and re-vegetate existing terrain, with climate change predictions and Visual Quality Objectives in mind.

Provide a small-scale snowmaking system focused on the super-pipe and facilities near the base area.

Design new terrain development to bring a net gain in forest health and diversity within the SUP area.

Develop a summer lift accessed Mountain Bike product to satisfy a growing demand, as well as other related, appropriate outdoor activities.

Plan for and develop other mountain products and facilities as use increases.

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figure 4-1 mounTain masTer Plan shoWing exisTing and ProPosed

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figure 4-2: mounTain masTer Plan

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figure 4-3: ProPosed CondiTions 3d

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figure 4-4: ProPosed CondiTions 3d vieW 2

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Overview of Mountain Expansion and Modification

To meet development goals and objectives, Stevens Pass proposes to expand its ski trail capacity and terrain scale through (1) new terrain expansion and (2) modification within the already developed portion of the SUP. Utilizing the mountain analysis (Appendix 1) as a foundation, multiple concepts were prepared. After considerable study, the design team settled on a single configuration. The following sections describe in more detail the specific expansion and modifications proposed at Stevens Pass. Ski trail expansion is largely proposed within two additional ski pods - Northern Exposure and Grace Lakes. Other expansions and modifications are proposed throughout the SUP area. Please see Figure 4-1 and 4-2.

Northern Exposure Pod

Northern Exposure would be more than an extension of the existing trail network. It would be a new direction, a contrast, providing an attractive alternative to the traditional offering at Stevens Pass. As a result, the Northern Exposure terrain mix-all within the existing SUP- would encourage return visits within the pod for a variety of guests. As planned, the Northern Exposure lift would stage at the east end of Parking Lot E, away from the base area. The terminal building would include mini-base facilities: restrooms, ticketing and espresso/snacks. This would help to reduce congestion in the base area during the initial staging period of the day as well as throughout the day.

The terrain in the Northern Exposure area consists of some of the most desirable slopes at Stevens Pass. Located on the east side of the existing Big Chief Pod, (See Figure 4-1) the Northern Exposure expansion would result in the diversification and strengthening of the Stevens Pass skiing experience for the following reasons:

The northerly aspect will promote snow retention and snow quality.

The slope mix would result in excellent intermediate / advanced intermediate terrain.

The terrain would be developed to include a range of gladed skiing opportunities for intermediate/advanced/expert skill levels.

The separate staging location would relieve base area congestion, both during and at the start of the day.

The increase in overall trail CCC would better balance terrain capacity with demand.

The age and spacing of trees would result in a naturally gladed skiing experience.

This pod would be developed to promote a natural skiing experience. Trails would be cut to a narrower width (60-75 ft.), where safety concerns permit, and feathered at the edges, reducing the hard edge that traditional ski runs exhibit. This would help mitigate the visual impact associated with the development. A minimum of two winter-groomed trails would be included. Summer grooming (grading) would cover approximately 75% of the area of the two new trails.

The majority of the area in between the feathered main trails would be gladed, covering

d

d

d

d

d

d

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terrain of intermediate, advanced and expert ability (see Figure 4-7). The glading would progress from 30-40% retention of trees near the run edges, with up to 60-80% retention near the center of the gladed area.

Parts of the Northern Exposure area, especially its scattered openings, are skiable now during high snow depth. Intermediate skiers and youth enjoy sliding through a portion of it locally called “Big Chief Trails”. Experts enjoy dropping in from the upper ridgeline of Big Chief Bowl. Both users must negotiate thickly wooded areas before traversing back to the base area, or descending into the parking lots or even the highway. Developing the Northern Exposure area into a full system of runs and gladed areas is a logical extension of the current use, and leads one to wonder why this intriguing area was not fully utilized decades ago.

The forest cover in this area consists of mature Pacific silver fir (100-250 years old), mature mountain hemlock (100-250 years old) with a predominance of much younger trees, including saplings. The thinning and cutting of vegetation would avoid the majority of older trees, with limited limbing to provide a continuous skiing experience. Snags will be retained as wildlife habitat where feasible. Thinning the understory will reduce competition between trees while creating a variety of openings, promoting forest health and forest diversity. Trail design will respect the appropriate riparian setbacks on Kehr Creek. Two bridges will need to be constructed over Kehr Creek to allow for a return ski trail back to the lift terminal.

In total, the Northern Exposure area would add approximately 610 skiers to the overall trail capacity and 115 acres to total terrain.

Grace Lakes Pod

The Grace Lakes terrain—also within the existing SUP-- consists of good intermediate / advanced terrain that is oriented toward the north as well. With the addition of Grace Lakes, Stevens Pass would be able to further diversify their offering, adding cruising and gladed runs on a slightly different aspect. Five main ski trails and a variety of “park-like” gladed areas have been proposed to be added in this pod, adding approximately 80 acres to the skiable terrain and 540 skiers to the downhill CCC. Grace Lakes would be accessed from the Skyline and Brooks chairlifts. Approximately 35% of the trail surface would be summer groomed (graded).

Additional adventure based routes (trail #’s 14G through 14K) are also proposed leading from the top terminal of the Skyline Express lift down through natural terrain toward the Grace Lakes bottom terminal area. Limited tree clearing, pruning and limbing would take place on these trails in order to ensure an unencumbered route through the forest. No ground disturbance would take place for this route development, and there will be little visual effect from vegetation modification.

The Grace Lakes terrain differs from the Northern Exposure terrain in that it is generally a gentler grade, with some areas of steep expert terrain dispersed throughout. There is some avalanche potential within the Pod, which would need to be mitigated.

Much like Northern Exposure, there is an opportunity to develop a skiing experience that would reduce overall congestion by being staged out of the alternate base area. Grace Lakes would not be accessible during the initial staging period of the day, but would alleviate base congestion throughout the day by retaining some skiers within the

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pod.

Southern Cross Pod 10/Pod 13 Expansion

The Southern Cross chair accesses this pod, which is located on the Backside. It continually ranks high on guest satisfaction surveys. The terrain offers a natural glade skiing experience between cut runs and young forest fire re-growth. There is tremendous opportunity to improve skiing within this pod by:

Adding new runs that would be cut to a narrow (35-50 ft.) width and feathered towards a gladed skiing experience in between.

Better connecting this pod with the Highlands Bowl area.

Integrating a catch line at a lower elevation to correspond/connect with the catch line leading from Highlands Bowl

The improvements would add 225 skiers to the overall downhill CCC and 75 acres to the overall skiable area (see Figure 4-2).

Additional Glading—Pod 9 (Double Diamond); Pod 7 (Tye Mill)

A significant portion of the undeveloped terrain within Pod 9 (known as the Double Diamond area), and Pod 7 (known as the Tye Mill area) is currently utilized for gladed skiing. Due to existing vegetation densities and unmarked return routes, these areas are currently being used by only a few expert skiers and snowboarders. Stevens Pass wishes to thin portions of these areas, making available formalized gladed skiing for a larger cross section of the market.

Some of this terrain would be defined by a mix of glading and clumping (dense parkland). Other areas would see glading and dense parkland separating thinly cut ski runs (see Figure 4-5 and 4-6). This variation would result from differing patterns of forest cover and tree age. In addition, some areas in each Pod would remain untouched (approximately 50%).

The proposed glading for all Pods within the SUP is illustrated on Figure 4-2 and 4-7. The terrain would be opened up incrementally as demand and necessity dictate. In summary, Table 4-1 outlines the glading proposed over the course of the MDP.

1.

2.

3.

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Table 4-1: ProPosed glading in eaCh Pod by area

Ski Pod Existing Gladed Area (ac)

Proposed Gladed Area (ac)

Total Gladed Area (ac)

1 18 - 19

2 5 - 5

3 23 - 23

P4 5 inCluded n exPosure 2

5 0 - 0

6 0 - 0

P 7 20 12 32

P 9 31 7 42

P10 (Pod 13 inCl) 53 53 107

P11 22 - 22

P norThern exPo-sure

- 80 80

P graCe laKes - 47 47

P Pod 15 - 10 10

Total 178 ac 209 ac 388 ac

Managed Backcountry / Adventure Terrain

HigHlands Bowl

A short hike from the top terminals of the Double Diamond and Southern Cross lifts brings skiers to the top of Highlands Bowl. (See Figure 4-2). Located northeast of the upper portion of Polaris Creek, it is used by skiers and snowboarders willing to hike to its crest. The horseshoe shaped bowl is a unique terrain feature within the Stevens Pass area. The slope flattens out at the bottom of the bowl into an alpine meadow before dropping off steeply through dense forest toward the Mill Creek Valley below.

The area is used by guests at Stevens Pass for its open bowl powder skiing and natural terrain configuration. Because this area is outside the SUP, no avalanche control or management of current use takes place. By including Highlands Bowl within the SUP, Stevens Pass could create a “catch line” (a narrow trail bringing skiers back to the lift served runs) and do some thinning of trees below the open bowl. These changes would reduce conflict with the Nordic Center trails at the bottom of the valley, and create an improved exit from the bowl for guests, and for ski patrol staff on rescue missions. Because no catch line now exists, skiers often use the Nordic Center trails for a return to the Southern Cross chairlift, damaging the groomed tracks. The catch line would provide an attractive alternative. It would be approximately 20 feet wide – widening to 40 feet once it rejoins the Southern Cross terrain (Pod 10). In addition, inclusion in the SUP would allow Stevens Pass to do avalanche control in Highlands Bowl, reducing risk to users.

Highlands Bowl would become a more attractive adventure based skiing opportunity for those willing to complete the short hike (5-15 minute). The hike would continue to discourage the majority of guests, resulting in a low impact, low density skiing experience. There is significant opportunity with the small-scale changes to Highlands Bowl to improve the skiing experience and safety of the area, while keeping the environmental

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impacts to a minimum. In addition, the process of thinning would improve forest health and habitat diversity through reduced tree competition and the creation of new openings. These changes would also reduce the threat of a catastrophic, stand replacement wildfire. An extension of the SUP boundary would be required to proceed with these changes.

Hollywood Bowl

Hollywood Bowl is located on the backside of Cowboy Ridge, adjacent to the BPA power lines that traverse the SUP (see Figure 4-2). The inclusion of this area within the SUP would allow Stevens Pass to construct a snow-cat road (snow only) to the edge of the bowl, from where avalanche control teams could access the top of Cowboy Ridge in a safe and efficient manner. This improved accessibility for hand control teams eliminates the need for alternative methods, such as “avalaunchers” or “blaster boxes”, resulting in a safer, more effective and more cost-effective avalanche control strategy. This would also have the benefit of making Hollywood Bowl a safer area for backcountry exploration, since control teams would do regular control work on its slopes as they ascend the ridgeline. In addition, the area can be closed during mid-day periods when avalanche hazard is rising quickly, and re-opened the next day after control work is completed. Currently the area is not controlled and lies outside the SUP boundary. An extension of the SUP boundary would be required to proceed with snow-cat access and the proposed avalanche control.

figure 4-5: glading TeChniquesPhoTograPh of vegeTaTion Thinning TeChniques in The mill valley area aT sTevens Pass

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figure 4-6: glading sChemaTiCillusTraTion of TyPiCal feaThered

glading TeChnique

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figure 4-7: ProPosed glading

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Proposed Lift Network Changes

In order to balance the uphill capacity of the lift system with the downhill capacities of the trail system, detailed analysis was first taken of the existing relationships between lifts and terrain. From this analysis, areas where terrain is over serviced, as well as other areas that are under serviced were identified. The proposed expansion and modifications to the ski trail network was factored in to ensure overall balance across the SUP area as well as creating the best possible balance within each individual pod. This evaluation is also important in determining what capacities of lifts are needed to service the terrain.

Several of the lifts at Stevens Pass are outdated for a ski area of its size. These lifts, (Daisy, Brooks and Big Chief) need to be replaced and / or upgraded. In other areas, specifically the slopes serviced by the Skyline Express, the uphill capacity far exceeds the downhill capacity of the terrain. See Figure 4-1 and 4-2 for an overview of the proposed lifts.

Brooks Chair / Skyline Express

The capacity of the Skyline Express makes it capable of servicing a larger, more balanced proportion of terrain. This concept depends on the feasibility of constructing a traverse from the top of the Skyline Express to the top terminal location of the existing Brooks lift (in the vicinity of existing Trail 1A). If this traverse is economically and environmentally viable, the terrain serviced by Brooks, and the proposed Grace Lakes area, can be accessed from the existing Skyline Express.

With this in mind, the design team concluded that the Brooks chair could be replaced with either one of two options:

Option One: Brooks Chair would be realigned and shortened and replaced with a newer triple chair (3C), reducing the ride time to better serve the terrain park and halfpipe (see Section 4.3). The bottom terminal would be brought up approximately 400 feet from its current location. With this change, Stevens Pass would realize operational efficiencies and reduced congestion in the base area. The Brooks chair would become a terrain park / halfpipe specific chairlift. As mentioned above, this would only be possible with the construction of a traverse from the top of the Skyline Express. Otherwise, access to the terrain park, the area under the Brooks lift and the Grace Lakes expansion becomes cumbersome and inefficient. In addition, there would be no direct base access to the halfpipe and terrain park.

Option Two: Brooks would be replaced with a similar capacity triple chairlift (3C) in the same alignment, in order to retain the base area connection with the bottom terminal. This option would be favored if the traverse from the top terminal of Skyline Express is not feasible.

Daisy Chair

The Daisy Chair would be retained with upgrades to the terminals and electrical system. This would extend the life of this lift over the course of the MDP purview.

1.

2.

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Northern Exposure

Proposed changes to the mountain ski trail network, especially the addition of Northern Exposure and Grace Lakes, would require new lifts in balance with the capacities of each respective terrain pod. The Northern Exposure pod has a trail capacity of approximately 610 skiers at one time. The design team determined that a high speed detachable quad (D4C) lift would be desirable to service the terrain, taking into account the lift’s use for base area staging in the morning. The bottom terminal would be located at the eastern edge of the summit overflow parking (Lot E) and form a secondary staging location.

Big Chief

In close proximity to the Northern Exposure lift and pod, the Big Chief lift is planned as fixed grip quad (4C) chairlift replacement. The new lift would be located in a slightly different alignment in order to resolve an inconvenient grade change surrounding the bottom of the existing terminal. Currently, a short uphill hike from the base area is needed to access the Big Chief terminal. The new bottom terminal would be lowered by approximately 25ft. from the present location in order to resolve this issue.

Grace Lakes

It is proposed that Grace Lakes area would be serviced by a low capacity fixed grip quad (4C) chairlift in balance with the capacity of the trails within the pod.

Pod 15 - The Katz

The Intermediate Rope Tow, constructed many decades ago, was removed in the spring of 2006. A low capacity fixed grip double or triple chairlift would be constructed in a longer alignment (2C / 3C) in order to service this terrain, an intermediate focused terrain pod to be utilized on days when demands are higher. If a decision should be made to not construct this lift, the terrain would be configured to provide additional gladed terrain, as part of Pod 9 (see Figure 4-1 and 4-2).

Table 4-2 summarizes the proposed lift network at buildout.

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Table 4-2: ProPosed lifT neTWorK aT buildouT

Lift Name Lift Type Vert. Rise(ft.)

SlopeLength

(ft.)

HourlyCapacity(Theor.)

Uphill Capacity

Existing LiftssKyline deTaChable quad (d4C) 1,197 5,314 2,200 1,335

hogsbaCK deTaChable quad (d4C) 774 3,253 2,400 975

7Th heaven double (2C) 424 839 900 100

daisy TriPle (3C) 318 2,027 1,520 449

Tye mill TriPle (3C) 702 1,640 1,680 430

double diamond TriPle (3C) 643 1,235 1,200 131

souThern Cross TriPle (3C) 1,758 4,232 1,200 548

JuPiTer fixed griP quad (4C) 1,332 3,972 2,200 900

CarPeT 1,200

CarPeT 1,200

Proposed LiftsnorThern exPosure deTaChable quad (d4C) 1,038 3,029 2,200 773

big Chief (neW) fixed griP quad (4C) 832 2,334 1,800 465

graCe laKes fixed griP quad (4C) 651 2,314 2,200 531

brooKs fixed griP TriPle (3C) 814 4,424 1,800 735

Pod 15 lifT fixed griP TriPle (3C) 577 1,543 1,200 237

Total 24,900 7,609

Proposed Ski Trails

The following tables illustrate, in numeric form, the proposed mountain trail inventory once the changes contemplated in Section 4.2 are complete. In some cases (N11, N5 and 15-B) trails have been classified by actual conditions on the ground instead of the analysis of maximum slope, by which the remainder are classified. With regular trail grooming and wider trail sections over steeper terrain, these trails have been reclassified from advanced to intermediate skill levels.

Front Side Trails:

Table 4-3: sTevens Pass develoPed sKi Trails aT buildouT

Run Name

Bottom Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

Frontside Trails

Pod 1- Skyline1b 4,868 5,245 377 1,474 126 4 27 35 loW inTermediaTe

1C 4,897 5,095 198 729 166 3 29 32 loW inTermediaTe

1d 4,522 5,250 728 2,685 144 9 28 47 advanCed

1e 4,410 4,805 395 1,827 162 7 22 37 inTermediaTe

1e-1 4,605 4,686 81 459 162 2 18 18 inTermediaTe

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NameBottom

Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

1f 4,052 4,472 420 2,331 126 7 18 35 loW inTermediaTe

1g 4,203 4,452 248 660 127 2 41 47 advanCed

1g-2 4,340 4,480 139 399 127 1 38 42 advanCed

1h 4,182 4,508 326 1,172 147 4 29 53 advanCed

1i 4,543 4,900 357 1,420 122 4 26 53 advanCed

1J 4,057 4,506 449 2,711 129 8 17 37 inTermediaTe

1K 4,288 4,359 71 341 64 1 22 23 advanCed

1l 4,697 4,781 84 451 30 0 19 22 loW inTermediaTe

Total 16,658 51

Pod 2 - Hogsback2a 4,528 4,841 313 1,504 159 5 21 33 inTermediaTe

2b 4,414 4,592 178 741 72 1 25 26 advanCed

2C 4,400 4,727 327 1,296 104 3 27 51 advanCed

2d 4,610 4,830 220 518 121 1 47 52 advanCed

2e 4,467 4,784 316 748 89 2 47 61 advanCed

2f 4,311 4,673 362 1,380 112 4 28 58 advanCed

2g 4,062 4,825 763 3,337 154 12 24 42 inTermediaTe

2h 4,257 4,506 249 917 254 5 28 32 inTermediaTe

2i 4,336 4,834 498 1,893 215 9 27 33 loW inTermediaTe

2J 4,379 4,570 191 837 192 4 24 46 advanCed

2l 4,377 4,738 361 1,553 91 3 24 37 inTermediaTe

2m 4,470 4,840 370 2,069 89 4 18 35 loW inTermediaTe

2n 4,480 4,596 116 644 70 1 19 30 loW inTermediaTe

2o 4,212 4,460 248 2,411 126 7 10 21 loW inTermediaTe

2P 4,256 4,094 161 1,583 126 5 10 22 loW inTermediaTe

Total 21,431 67

Pod 3 - 7th Heaven3C 5,106 5,581 475 827 171 3 72 86 exTreme

3i-loWer 4,841 5,234 392 1,137 125 3 38 50 advanCed

3i-uPPer 5,250 5,649 399 884 125 3 52 62 advanCed

3J 4,992 5,189 197 454 105 1 48 49 exPerT

3K-1 4,814 5,294 480 1,074 120 3 51 69 exPerT

3K-loWer

4,785 4,990 204 599 150 2 37 51 exPerT

3K-uPPer 5,000 5,620 621 1,441 266 9 48 64 exPerT

3l 4,524 4,939 415 1,655 347 13 26 45 exPerT

Total 8,071 37

Pod 4 - Big Chief4a 4,123 4,907 784 2,182 196 10 39 68 exPerT

4b 4,095 4,892 796 2,583 263 16 33 40 inTermediaTe

Total 4,765 25

Pod 5 - Brooks

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Run Name

Bottom Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

5a 4,243 4,757 514 2,594 97 6 20 35 inTermediaTe

5b 4,575 4,692 117 756 58 1 16 19 inTermediaTe

5C 4,489 4,726 237 1,216 165 5 20 31 inTermediaTe

5d 4,061 4,868 807 4,450 160 16 19 37 inTermediaTe

5e 4,592 4,716 124 654 34 1 19 20 loW inTermediaTe

5f 4,550 4,730 180 1,199 61 2 15 20 loW inTermediaTe

5g 4,130 4,394 265 1,057 195 5 26 35 inTermediaTe

Total 11,926 35

Pod 6 - Daisy6a 4,068 4,316 248 1,757 218 9 14 30 loW inTermediaTe

6b-loWer

4,070 4,205 135 1,100 218 6 12 20 noviCe

6b-uPPer 4,206 4,372 166 935 146 3 18 24 noviCe

Total 3,792 17

Pod 7 - Tye Mill7a 4,703 5,069 366 1,867 203 9 20 38 inTermediaTe

7a-1 4,846 4,929 82 248 100 1 35 0 inTermediaTe

7a-2 4,931 4,995 63 154 100 0 46 0 advanCed

7a-3 4,965 5,013 48 143 100 0 35 0 inTermediaTe

7b 4,483 5,098 615 2,599 111 7 25 41 inTermediaTe

7C 4,482 5,147 665 2,286 99 5 31 45 inTermediaTe

7d 4,574 5,171 597 1,644 116 4 40 60 advanCed

Total 8,941 26

Pod 9 - Double Diamond9a 4,344 5,412 1,068 2,545 150 9 48 86 exTreme

9a-1 4,390 4,720 330 1,155 150 4 30 47 exTreme

9a-2 4,379 4,410 31 335 150 1 9 10 exTreme

9a-3 4,422 4,607 186 711 150 2 28 42 exTreme

9a-4 4,582 4,743 161 485 150 2 35 37 exTreme

9C 4,303 5,560 1,257 2,593 121 7 57 89 exTreme

9d-loWer

4,912 5,143 230 622 128 2 40 45 exPerT

9d-uPPer 5,150 5,547 397 756 128 2 62 67 exPerT

9f 4,709 5,419 710 2,388 242 13 32 54 exPerT

9g-1 4,428 4,818 390 918 150 3 47 55 exPerT

9g-2 4,520 4,741 221 593 150 2 40 48 exPerT

9g-loWer

4,466 4,840 374 810 200 4 52 60 exPerT

9g-uPPer 4,854 5,109 255 426 200 2 75 76 exPerT

Total 14,338 53

Pod 14 - Grace Lakes14-a 4,721 4,084 637 2,481 110 6 27 43 inTermediaTe

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NameBottom

Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

14-b 4,736 4,080 655 3,448 110 9 20 56 advanCed

14-C 4,616 4,094 522 1,864 110 5 29 43 inTermediaTe

14-e 4,715 4,080 635 2,922 110 7 23 45 inTermediaTe

14-l-loWer

4,564 4,123 441 1,177 110 3 41 66 exPerT

Total 11,892 30

Pod 15 - The Katz15-a 4,727 4,671 56 244 75 0 23 0 advanCed

15-b 4,724 4,143 582 1,864 110 5 33 53 inTermediaTe*

Total 2,107 5

Pod N - Northern Exposuren1 4,227 4,125 102 1,099 75 2 9 12 inTermediaTe*

n10 4,668 4,174 494 1,306 90 3 41 51 advanCed

n11 5,009 4,240 769 3,159 90 7 25 45 inTermediaTe*

n2 4,139 4,069 45 868 50 1 5 18 inTermediaTe

n20 4,278 4,079 198 1,916 75 3 10 16 inTermediaTe

n4 4,762 4,128 634 2,229 100 5 30 46 inTermediaTe

n5 5,003 4,707 296 1,084 100 2 29 42 inTermediaTe

n7 4,881 4,129 752 2,552 100 6 31 48 advanCed

n8 4,805 4,658 146 495 100 1 31 34 advanCed

n9 4,498 4,301 197 566 100 1 37 36 advanCed

Total 16,228 33

Backside Trails

Pod 10 - Southern Cross10a 5,145 5,579 434 2,420 63 3 18 38 inTermediaTe

10b 4,936 5,355 419 804 438 8 61 68 exPerT

10C 4,302 5,559 1,257 3,488 166 13 39 52 advanCed

10g 4,176 5,041 864 2,036 266 12 47 58 advanCed

10i 3,847 5,591 1,743 4,058 119 11 48 72 exPerT

10m 3,817 5,599 1,782 4,866 90 20 40 68 exPerT

13a 5,488 4,853 635 1,646 90 3 42 59 exPerT

13b 5,135 3,922 1,212 2,430 90 5 58 75 exPerT

13C 5,257 4,010 1,247 2,890 90 6 49 73 exPerT

13d 5,101 3,979 1,122 2,337 90 5 55 74 exPerT

13K 4,046 3,853 190 1,930 75 3 10 13 exPerT

13l 5,829 5,532 297 3,522 40 3 9 28 exPerT

13m 5,670 5,197 473 990 90 2 55 77 exPerT

Total 33,416 96

Pod 11 - Jupiter11a 4,338 5,185 847 4,201 160 15 21 46 inTermediaTe*

11b 4,712 4,918 206 876 178 4 24 42 advanCed

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Run Name

Bottom Elev (ft)

Top Elev (ft)

Verti-cal (ft)

Slope Length

(ft)

Avg. Width

(ft)

Area (ac)

Avg Slope (%)

Max Slope (%)

Skill Class

11d 4,286 4,597 312 980 305 7 34 55 advanCed

11e 3,820 4,326 506 3,711 20 2 14 28 inTermediaTe

11f 3,961 4,246 286 627 256 4 52 58 advanCed

11g 3,868 4,251 382 1,331 101 3 30 48 advanCed

11h 4,200 4,286 85 245 248 1 38 0 inTermediaTe

11i 4,132 4,327 195 459 155 2 47 52 advanCed

11J 3,944 4,264 321 860 142 3 40 47 advanCed

11K 3,840 4,477 637 2,160 157 8 31 44 inTermediaTe

11P 4,365 5,151 785 2,510 180 10 33 43 inTermediaTe

11q 5,158 5,183 25 506 79 1 5 4 inTermediaTe

11r 4,703 4,126 577 2,233 120 6 27 55 advanCed

Total 20,699 65

Total (all pods) 174,265 542

*these runs have been reclassified to reflect actual conditions on the ground

Existing and proposed glading is summarized in table 4-1.

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Proposed Comfortable Carrying Capacity

The Comfortable Carrying Capacity would increase from 5,671 to 7,479 with the proposed changes. The new capacity level should accommodate approximately 98% of the days at Stevens Pass. Of the remaining 2%, Stevens Pass would still experience demand levels that exceed the CCC on the mountain. This is a reduction from the current level, where approximately 13% of operating days exceed the existing CCC of the mountain.

Table 4-4: ProPosed ComforTable Carrying CaPaCiTy aT sTevens Pass (7,479)

Pod Lift Lift Capacity

Trail Capacity

Trail Area (ac) devel-oped trails

Avg. Density (p/ac)

1 sKyline exPress

1,335 831 51 16

2 hogs baCK 975 1,131 67 17

3 7Th heaven 100 282 37 8

4 big Chief 465 346 27 13

5 brooKs - long 735 570 35 16

6 daisy 449 388 17 22

7 Tye mill 430 484 26 19

9 double diamond

131 396 58 7

10 souThern Cross

548 918 96 10

11 JuPiTer 900 896 65 14

n norThern exPosure

773 608 33 18

14 graCe laKes 531 542 31 17

15 Pod 15 237 86 5 17

Total 7,609 7,479 549 14

Proposed Alpine Terrain Distribution Analysis

Chart 4-1 illustrates the overall terrain distribution analysis after the proposed expansion and modifications to the ski trail network. The terrain distribution still does not balance with the skier marketplace. There remains an orientation toward more advanced, expert / extreme terrain. The simple reality is that the topography of Stevens Pass does not allow for a perfectly balanced product. In order to alleviate some of this imbalance several solutions have been presented within this Master Development Plan. Designing ski trails with feathered edges that blend into glading in between, skiers would be encouraged to progress and tackle more challenging terrain than they previously would have. The proposed additional summer grooming (grading) outlined in this plan it is expected that some advanced trails would be widened and smoothed out which would make them more accessible to a wider segment of the market (see Figure 4-8). Stevens Pass would endeavor to regularly groom advanced ski trails to enable more intermediate skiers to negotiate them. Summer grooming (grading) would also expand the area that snow-grooming machines may service. Additional summer grooming (grading) of runs served by the Daisy chairlift (see Figure 4-8) would add to the existing acreage available to the beginner or novice, categories where Stevens is deficient (see chart 4-1). Opening up additional advanced and expert terrain will discourage these

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skiers from skiing on intermediate, low intermdiate and novice terrain.

CharT 4-1: ComParison of ProPosed Terrain aT sTevens WiTh The sKier marKeTPlaCe

Proposed Alpine Lift Balance Analysis

CharT 4-2: ProPosed alPine lifT balanCe analysis

The proposed ratio of lift capacity to trail capacity does not reflect a perfectly balanced product. However, it is an improvement over the existing balance. Some existing areas will remain overlifted while others remain underlifted. In most cases there is too much lift capacity for the terrain serviced simply because there is no more developable terrain

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in the area.

Higher Standard Summer Grooming (Grading)

Current climate change models for the Cascades (see Appendix 1 ) predict less desirable mountain snowpack patterns for the foreseeable future. Winters may be shorter, with less reliable snowfall. The recent winter of 2004-2005, with its lack of snowfall and short season (43 days compared to an average of 130 days), gave Northwest ski areas a compelling lesson in adjusting to a minimal snow base. It became apparent that the critical factor became the smoothness of primary trails - the extent to which previous trail improvement had created a uniform surface, where a minimal snow base was adequate for good skiing.

Consequently, Stevens Pass proposes to summer groom (grade) most of its primary trails in order to operate on a much lower natural snow base (24-48 inch average). Figure 4-8 summarizes these projects throughout the mountain. Re-grooming previously maintained runs (completed in the late 60’s, 70’s and 80’s) would remove/bury rocks, resulting in a smoother surface. Grooming previously untouched sections of runs would require more extensive blasting and grading. A higher standard summer grooming has the additional benefit of allowing yearly mechanical mowing of the brush and other vegetation on major ski trails, making early snow coverage more likely. Mowing is the most efficient way to manage brush growth.

Detailed descriptions of the summer grooming (grading) plans for the Grace Lakes, Northern Exposure and the Katz terrain pods will be included in future NEPA documents related to sections of the proposed MDP

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figure 4-8: ProPosed summer grooming (grading)

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Snowmaking

There is currently no snowmaking at the ski area. It is proposed that snowmaking would be introduced over a small portion of the terrain, limited to the half pipe and an area surrounding the base terminals of the Skyline and Hogsback lifts. The system would utilize an existing water right (0.1 c.f’.s) on Brooks Creek, using a weir and large diameter supply pipe for water storage and delivery. This system will have enough flow to warrant 2 to 4 high efficiency snow guns. The proposed coverage is approximately 18 acres, as illustrated in Figure 4-9.

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figure 4-9: ProPosed snoWmaKing

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Lighting / Night Skiing

The existing night skiing covers approximately 145 acres of skiable terrain. Expansion is planned for another 6 acres with the incorporation of Brennan’s Trail (Figure 4-10). Brennan’s Trail includes the intermediate portion of the terrain park. Lighting the trail would make the entire park usable during both day and night operation.

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figure 4-10: ProPosed nighT sKiing Terrain

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Special Use Permit Boundary Changes

In order to better manage lift accessed backcountry use and to allow more efficient and safer avalanche control of Cowboy Ridge, changes to the current SUP boundary are proposed. These changes would effectively realign the boundary to better correspond to actual use patterns by guests at the ski area and improve the avalanche protection by Stevens Pass ski patrol (see section 4.3, Managed Backcountry/Adventure Terrain). The proposed changes to the SUP boundary are displayed on Figure 4-11. As illustrated, these two changes include the addition of terrain in Highlands Bowl and Hollywood Bowl. Further, the proposed realignment of the boundary calls for the removal of the Tunnel Creek area from the existing SUP, an area over a mile distant from the SUP’s western boundary. These lands were deemed to be unnecessary. A third addition to the SUP - Heather Ridge at the north edge of the boundary - is more of a technical change, removing a jog from the 1982 MDP caused by a mixed land ownership pattern that has since changed. This modification creates a more logical boundary pattern, generally following the ridgeline topography.

Table 4-5: ProPosed suP boundary Changes

Expansion Areas

Size Reduction Areas

Size

highlands boWl 152.3 aCres Tunnel CreeK 136.9 aCres

hollyWood boWl 18.8 aCres

heaTher ridge 107.5 aCres

Total 278.6 Acres Total 136.9 Acres

The Stevens Pass total operating area would increase slightly from 2,458 acres to 2,600 with the expansion and reductions proposed.

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figure 4-11: ProPosed suP boundary Changes

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Mountain Operations Facilities

Mountain access roads

No new all season access roads are proposed.

Two new, “snow only” access roads are proposed within the permit boundary. The first access road would be constructed (snow only) within Hollywood Bowl in order for ski patrol to access Cowboy Ridge with hand charges for avalanche control. A second, snow only access road would be created that traverses from the bottom terminal of the proposed Grace Lakes lift back toward the base area for servicing and emergency purposes (see Figure 4-2).

Ski Patrol Facilities

The development of ski patrol facilities is a key component of a well planned and effectively managed mountain operation. Design considerations include the need to provide on-snow, toboggan access to medical facilities as well as vehicular and ambulance access to injured or sick guests. Snow safety and rescue plans will be developed alongside trail development for:

Northern Exposure Pod

Grace Lakes Pod

On Mountain Facilities

There are currently no on-mountain lodge facilities. The lack of these facilities is regularly identified in guest surveys as a negative, and is directly associated with the level of base area congestion. In order to alleviate pressure on the base area facilities and diversify their offering, Stevens Pass proposes the construction of an on-mountain lodge and up to three yurts or small-scale wooden structures placed in a variety of strategic locations. These facilities would complement the base area services while offering a substantially different experience for the guest. Outdoor seating, large decks and spectacular views will attract guests to these facilities. Please see Figure 4-1 for locations.

The on-mountain facilities would be used in the following fashion:

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Table 4-6: ProPosed on mounTain sPaCe use analysis

Use Total Area (sq. ft)

resTauranT (seaTing) 7,800

KiTChen / sCramble 2,700

resTrooms 2,000

reTail 800

sTorage 1,000

Walls / CirCulaTion 1,200

Total 15,500

Mountain Lodge

A significant deficiency at Stevens Pass is its lack of on-mountain infrastructure to service guests throughout the day. Returning to the base for basic needs results in lower guest satisfaction and increased congestion in the base area.

A new on-mountain lodge (tentatively called the “Solitude Lodge”) is proposed to be located near the top terminal of the Skyline Lift (see Figure 4-1). This location has the advantage of road access during construction, and is oriented toward striking views of the Cascade Range, including Glacier Peak. The design team investigated several alternative placements throughout the mountain, but this location satisfied the development goals and objectives to the greatest extent.

The lodge would be constructed with a Cascadian look and ambiance and designed to feel small in scale. The intent is for it to be reminiscent of a backcountry lodge, however with modern amenities. Infrastructures (power, water sewer) will be connected to the facility via a trench under the access road (Please see section 5.0). The proposed lodge is approximately 10,000 to 12,000 Sq. ft. in size.

Smaller Scale On-Mountain Facilities

In addition to the mountain lodge, three additional locations for smaller scale on-mountain facilities were chosen out of numerous possibilities. These locations satisfied the development goals and objectives to the greatest extent and offered the best access for construction and operation. In two of these locations (see Figure 4-1), semi permanent yurts are proposed that will offer more limited services than the Solitude Lodge. The yurts would be constructed on above ground decks, with additional outside seating.

The proposed yurts would be 30 feet in diameter, yielding approximately 750 square feet of floor space and would be themed in the following fashion:

Tye Mill / Jupiter Yurt: A Yurt would be constructed at this location. Composting toilets would also be constructed. A large outside deck will offer spectacular views of the Mill Valley and the Cascade Mountains.

Terrain Park Yurt: This yurt, located near the top terminal of the Grace Lakes lift,

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would offer a “hang out” for skiers and snowboarders who primarily use the terrain park throughout the day. It would be similar in scale and makeup as the Tye Mill / Jupiter Yurt, only catering specifically to youth. The deck will offer views of the base area, the terrain park and the surrounding mountains.

The Mill Valley facility is planned as a small-scale wooden structure of approximately 2,000 square feet. Limited food and beverage service would be provided with pre-packaged food and snacks. The existing Mill Creek flushing bathrooms are nearby, as are the Southern Cross and Jupiter lift terminals.

For a guest who wants to rest and does not want to return to the base area, these on mountain facilities will be invaluable. As a result of the proposed on-mountain lodge yurts, and Mill Valley structure, congestion in the base area can be reduced significantly throughout the day, and guest satisfaction would be improved.

Other Winter Recreation Opportunities

The skiing experience at the Nordic Center would be improved through the proposed improvements to the skiing in Highlands Bowl. As planned, the amount of skiers and boarders using and damaging the Nordic trails as they return to the Southern Cross terminal after backcountry touring, would be significantly reduced.

Summer Activities and Operations

Currently there are no formal summer operations at Stevens Pass. However, in a recent review of their operations, the management of Stevens Pass has identified lift serviced/downhill mountain biking, sightseeing and hiking as activities that warrant serious consideration. Facts influencing this decision include:

A growing demand in the Pacific Northwest for summer recreation opportunities on National Forest Land, not the least of which is mountain biking.

There is significant tourism based vehicular traffic passing Stevens Pass along US 2 throughout the summer months.

The sport of mountain biking continues to grow. Managing some of this growth through developed trail systems can reduce unplanned use in other areas of public land.

Summer operations, whether limited to mountain biking or expanded to include a diverse range of activities, will provide an opportunity for those passing through Stevens Pass to enjoy an outdoor setting on National Forest Land. They could include accessing the Pacific Crest Trail, hiking, interpretive programs, concerts in the mountains, lift rides, mountain top events, etc.

Summer operations would provide year-round employment opportunities for those living in the communities near Stevens Pass.

As such, Stevens Pass wishes to develop a suitable and appropriately scaled summer operation that will complement its National Forest setting and satisfy the latent demand for summer recreation opportunities within the region. The development of the

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following plan for mountain biking at Stevens Pass is the area’s first step in embracing summer operations.

Mountain Biking

The growth of Mountain Biking as a sport has been explosive over the past decade. Similar to skiing and snowboarding, equipment has changed, desires have changed and as a result, so has the sport itself. A recent industry trend has been the development of lift accessed Mountain Bike terrain, utilizing a similar footprint as a ski area, only on a much more limited scale. Stevens Pass believes there is a need (market demand) for a downhill mountain biking facility that serves western Washington. This will provide the growing sport a suitable location for lift-based downhill mountain bike riding, a facility to complement the growing mountain bike use now taking place informally on other National Forest Land.

Conceived in 1999, the lift accessed mountain biking concept has been implemented with great success at Whistler/Blackcomb in British Columbia, helping to advance the sport to the point where it is at today. Like a ski visit, a mountain bike visit entails the purchase of an all day lift pass where the rider would then travel with his/her bike up a chairlift (with special bike racks) and descend down a series of skill rated mountain bike specific trails.

The sport is proving to be very popular, and the growth potential appears to be significant. As a result, a variety of resorts throughout North America have created similar mountain bike parks by following Whistler/Blackcomb’s lead. Although there are not currently many studies chronicling specific statistics, the response to recent mountain bike conferences and workshops has been impressive. (For example, an International Mountain Biking Association – IMBA – Conference in July 2006 attracted over 400 delegates from 17 nations). At this point, none of the Seattle market-centered, Pacific Northwest ski areas have developed noteworthy mountain biking facilities. Further, an analysis of the visits to Whistler found that approximately 9% of their paid mountain bike visits originate from Washington State. From this it is reasonable to assume that there is considerable in-service demand that Stevens Pass could satisfy.

Currently the image of Downhill Mountain biking is similar to extreme skiing. The reality is that this demographic, while important to the marketing of the sport, only makes up a small portion of the potential market. Again like skiing the market for mountain biking is invariably made up of beginners, intermediates and experts. As such a well-designed mountain biking facility should plan to cater to the full spectrum of this marketplace. A balanced approach to the development of trails is key to the success of the facility. Likewise, a clear understanding of carrying capacity is critical to determining the staging needs, support facilities (restaurants, rental, retail, patrol, restrooms, parking etc.), staffing and operational requirements necessary to deliver an exceptional guest experience.

The detailed Summer Plan, including a Mountain Bike Park is contained in Appendix 6.

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4.4 base area developMent

Base Area Development Objectives

Stevens Pass needs to maximize use of its existing base area facilities and develop new space to meet current demand, anticipate future demand and be in balance with the on-mountain capacity that exists and is proposed.

In order to maximize the usable land at the base of the ski area and to provide a better guest experience, Stevens Pass is proposing to implement projects aimed at easing access from guest parking through the base area facilities and ultimately to the lifts. The entrance to the ski area and parking areas also needs to be changed to address issues of circulation and vehicular/pedestrian conflict.

Specific Base Area development objectives are listed below:

Increase capacity of parking at the base to better match the current use-level of the mountain, thus reducing the amount of days overflow parking is needed. Increasing capacity assumes mass transit remains a minor mode of guest transportation.

Create a distinct “Cascadian” look throughout the base area and renovate older buildings to match the style.

Better balance guests’ utilization of the three base lodges.

Better balance base area space with the capacity on the mountain.

Improve circulation and access and reduce congestion within the base area.

Animate the outside plaza of Granite Peaks Lodge with the addition of anchoring elements (a Barbeque food service for example).

Provide an alternate staging location at the proposed Northern Exposure Lift.

Develop on-mountain facilities that will alleviate circulation and crowding issues in the base area.

Base Area Development Plan

Base Area development centers on renewal, remodeling and retrofitting within the existing footprint. With the exception of on-mountain facilities, an addition to the Ski School Building (incorporating resort services such as repair, demo and checking functions), an addition to the Pacific Crest Lodge, and Granite Peaks Lodge, no new large buildings are proposed in the base area. By tying in the older buildings both physically and architecturally to the Granite Peaks Lodge, the space in all three base area buildings can be utilized more efficiently. In addition, two smaller scale stand alone structures are proposed in the Base Area.

One important element that separates Granite Peaks Lodge from the Tye Creek Lodge

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is a large area of snow between them. This provides a physical and mental barrier to guests trying to access the Tye Creek Lodge or from traveling between lodges. The grade change between the Granite Peaks plaza and the Pacific Crest Lodge is another significant barrier. The age and design of the exteriors of Tye Creek and Pacific Crest also detract from their functionality, in turn attracting guests to the Granite Peaks Lodge. As a result, the Granite Peaks Lodge is overcrowded and over utilized, while the Tye Creek and Pacific Crest sit underutilized.

In order to bridge the gap between the Granite Peaks and Tye Creek, it is proposed that the plaza of the Granite Peaks Lodge be extended to lessen the divide between the two. As a result, guests would feel more comfortable and more willing to use the Tye Creek facilities. In addition, the outside of Tye Creek would be more animated with the creation of a barbeque facility and outdoor seating. Several options have been presented, all with varying degrees of change. The concepts vary from a modest plaza at Tye Creek, with the barbeque remaining near the stairs of the Granite Peaks, to a large plaza at Tye Creek and barbeque / fire pit / outdoor seating area (See Figure 4-14).

Once the physical and mental barriers have been removed from the base area lodges, efforts will be focused on updating the architectural styles of the older buildings. Once completed, the base area would function and appear as a more cohesive and integrated unit. From here, shortfalls in space use requirements (see Chart 4-3) will be integrated into remodeling plans for each building. Restaurant seating and restroom space would be added where feasible to alleviate the current problems. The on-mountain facilities will help in relieving base area congestion.

The Pacific Crest Lodge would receive a face-lift and remodel aimed at improving its relationship with the Granite Peaks Lodge and providing space for elements where a deficiency has been identified (restrooms, retail, etc.). The remodel would bring retail space down onto the plaza level beside the Granite Peaks Lodge and the food service would be located on the first floor above the retail. The architectural style would be updated to complement the Granite Peaks Lodge applying fresh Cascadian elements to the building. The renovation would add approximately 5,000 sq. ft of space to the building (See Figure 4-12).

The Granite Peaks Lodge would be enlarged to remove some serious inefficiencies and constraints within the current structure. The enlarged building would make possible an outside barbecue on the Plaza and would add critical storage and office space. In addition, a shipping and receiving area would make day-to-day operations more efficient, as well as acting as a screen to garbage and recycling operations that are now within plain view. As mentioned above, the outdoor plaza would be better connected to Tye Creek Lodge and an outside grill would be offered either on the Granite Peaks Lodge plaza or on the Tye Creek plaza. Retail carts would also animate the outside spaces. The cart business is also dependent on the increase in storage space. The addition would add approximately 3,500 sq. ft to the building (See Figure 4-13).

Building changes are also proposed for the ski school building. In order to improve the quality of experience for guests, students, and the children’s programs, the facility would be expanded as demand grows. This future addition of 4,500 to 6,000 square feet would extend toward the Granite peaks Lodge from the existing structure, and could include checking, repair, demo, retail, daycare and related resort services functions. The combination of functions may require a dual building configuration, but regardless

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of final design would utilize the space between the current checking facility and the Ski School Building. The final design would allow easy traffic flow from the Plaza toward the Daisy Chairlift and ski school programs.

Two additional base area buildings are proposed. A small mini base facility with ticketing, espresso, and restrooms would be added adjacent to the Northern Exposure Lift in order to service guests who will use this lift to access the mountain. This facility would be approximately 1,500 square feet. Another facility is proposed for the west entrance adjacent to Parking Lot 1 and the entrance from US Highway 2. This two storied facility will be approximately 5,000 square feet in size and will house guest service functions (see Figure 4-14). Both of these structures will be designed to match the Cascadian look and feel.

Maintenance and Storage Facilities

A new storage building for parking and facilities maintenance is planned for the northern edge of Parking Lot D, designed to be built into the bank behind an existing building. Its design would provide for a low profile, understated structure of approximately 3,000 square feet, constructed of concrete, beams and earth. A second storage facility, also with a 3,000 square foot footprint, is planned for west of the Fleet Maintenance facility near the edge of Parking Lot 4.

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figure 4-12: PaCifiC CresT lodge

addiTion

arTisT imPression - PaCifiC CresT lodge addiTion

figure 4-13: graniTe PeaKs lodge

addiTion

arTisT imPression - graniTe PeaKs lodge addiTion

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figure 4-14: ProPosed base area faCiliTies

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Proposed Space Use Analysis

In order to determine if there is an appropriate mix and quantity of built space, the anticipated space use inventory is compared to “industry standards” for ski areas of a size and type similar to what is proposed at Stevens Pass. The objective is to incorporate this analysis into facilities planning at Stevens Pass, thereby making Stevens a more balanced, enjoyable and successful operation.

The space use requirements are directly related to the CCC of the ski area. In the case of Stevens Pass, the proposed skiing facilities, with a CCC of 7,480 skiers per day plus an allowance for backcountry users, and additional non-skiing guests (0.08 of CCC), brings the total to 8,240 visitors per day. Chart 4-3 illustrates the comparison of the existing built space with the industry standards for the design day.

CharT 4-3: sPaCe use requiremenTs aT buildouT (8,000 design day)

With the proposed renovations and additions in the base area and on the mountain, Stevens Pass will be able to move closer to providing industry standard facilities and improved experience to its guests. Most notably, the restaurant capacity would increase

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from 18,751 to approximately 26,000 square feet at buildout. This would help alleviate the problems Stevens has with base area overcrowding and overuse of the Granite Peaks Lodge food service facilities. Overall, the minimal expansion of Stevens Pass’ facilities (an increase of approximately 36,500 sq. ft or 20% of existing space) would help relieve base area congestion and restaurant overcrowding, provide operational efficiencies and allow Stevens Pass to offer a first class day use ski area experience to all of its guests and employees.

Restaurant Seating

Restaurant seating space is lacking at Stevens Pass. The proposed additions on the mountain and modifications within the base area would improve the situation substantially. Currently, in order to satisfy the demand for food services, Stevens Pass must turn over every seat approximately 5 times in a day. In a ski area like Stevens Pass, the generally accepted planning criteria would see those seats turnover a maximum of 3 times in order to maintain guest satisfaction and acceptable levels of use within facilities. With the proposed changes, Stevens Pass would add approximately 659 indoor seats and reduce seat turnovers to approximately 3.5 from the existing situation of 5 turns per seat. In addition, the outdoor seating provided on the decks of the yurts and mountain lodge would further alleviate the congestion. This would result in a much-improved level of service ensuring guest satisfaction and sustained revenue from the food service operation. The following table summarizes existing and proposed restaurant seating:

Table 4-7: resTauranT seaT analysis

Design Day (Proposed CCC) 8,000

indoor seaTing sq. fT. / guesT 4

area Per seaT (sq. fT.) 12

Turns / indoor seaT 3

Indoor Seats Needed on Design Day 2,667Requirements

exisTing resTauranT seaTs 1,591

exisTing sq. fT. Per indoor seaT 15

exisTing Turns Per indoor seaT 5

reCommended Turns Per indoor seaT 3

Additional Seats Required From Existing 1,076

Proposed Seating

ProPosed resTauranT seaTs (ToTal) (2,250) +659

ProPosed sq. fT. Per seaT 12

ProPosed Turns Per seaT 3.5

Proposed Parking Upgrades

The existing parking capacity of 2,290 cars, 35 buses, and 124 Rv’s equates to 7,440 guests. This is not sufficient to fulfill the demand on several busy and peak days throughout the season. As a result, satellite parking is utilized with shuttle transfers to and from the base area. In some cases guests are turned away. An engineering report

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recently prepared by RH2 Engineering (Appendix 5) identified several areas within the existing footprint of the base area where parking capacities could be increased. The planning team at Stevens favors Alternative 3 and 6 from the report (RH2, 2005). These improvements would result in approximately 416 additional parking spaces being created to the west of the Summit. A new overnight employee parking lot would also be created adjacent to employee housing, on the north side of Highway 2. This secluded, one half acre lot would free current employee overnight parking for daily guest use.

In addition, some reshuffling of parking lot uses would result in operational efficiencies, a minimal increase to parking capacity, as well as increased guest satisfaction. Parking Lot F currently is reserved for RV parking. RV parking could be moved to Parking Lots C and D across the highway and Lot F replaced with car parking. From a circulation standpoint, it would result in less left hand turns off of the highway and less pedestrians crossing the highway from parking Lot D.

Using Lot F for car parking, plus the installation of the Northern Exposure lift and associated base staging area, would greatly improve circulation and guest satisfaction.. With the construction of a skiable access trail from Lot F to the Northern Exposure staging location, parking Lot E and F would provide the most attractive parking alternative for guests since it would have the shortest walk to the skiing, as well as ski to / ski from capabilities. Some parking capacity would be lost from Lot E.

Overall, the changes would result in increases to the parking capacity at Stevens, of approximately 470 stalls or 1,275 guests. The following table summarizes the parking capacity at buildout:

Table 4-8: summary of ParKing CaPaCiTy aT buildouT

Location Lot Number Acres Car Capac-ity

Bus Capac-ity

RV Capacity Total Guest Capacity

norTh of highWay

loT C - Cars 4 180 450

loT d – rv’s Cars 150 135 780

easT of base loT a - Cars 1 175 438

loT b - busses 1 75 35 1,588

loT e - Cars 2 300 750

loT f - Cars 2 275 688

WesT of base loT 1 – Cars 1 255 638

loT 2 - Cars 2 350 875

loT 3 – Cars 2 325 813

loT 4 – Cars 2 260 650

addiTion AlternAtive 3 <1 126 315

addiTion AlternAtive 6 2 290 725

addiTion employee pArking <1 75 +/-

Total 21 2,761 35 135 8,710

* based on 2.5 passengers per car, 3 per RV, and 40 passengers per bus

The parking situation would be improved by these minimal increases in capacity. An additional 1.75 acres are available in the Yodelin satellite parking lot, which is used on peak days when base area parking capacities are exceeded. There is enough capacity at Yodelin to support 254 more cars or approximately 635 guests. This brings the

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proposed parking capacity to 9,345. An operations efficiency strategy (currently being completed) would also improve the circulation and effectiveness of parking at Stevens Pass.

If guest transportation habits should change over the years ahead, where carpooling on a more significant scale, and the acceptance of mass transit become more a part of the American way of life, then parking lot capacity needs could be modified. Stevens Pass currently offers a subsidized bus program to the summit but it is underutilized except for the busiest days. The ski area would readily embrace expanded mass transit programs if public acceptance becomes more widespread.

It is anticipated that parking lot expansion, plus an increased use of mass transit, would enable Stevens Pass to eliminate “critical days”, those days when the demand surges so strongly that guests are turned away from Stevens because of inadequate parking facilities. These unusual peak days bring visitation levels significantly above those planned for on a design day; changes to the parking and transportation systems would give Stevens Pass a higher threshold - a safety valve - in this key category.

Proposed Pedestrian Mobility and Safety Upgrades

The current relationship between the base area and parking areas on the north side of the highway results in compromised pedestrian mobility and safety concerns. Since the highway divides summit Parking Lots C and D from the base area, pedestrians are forced to cross the highway. There is limited control over where pedestrians cross; they often take the shortest path from where they have parked. Several options are currently being studied.

A pedestrian overpass across Highway 2 or tunnel under Highway 2 from Lots C and D

A barrier along the edge of lots C and D where it meets the highway, better defining an entranceway

Pedestrian movement throughout the main base area/summit parking lots slows vehicles trying to park, creating a bottleneck and a queue of cars onto Highway 2. As a result, vehicles back up on Highway 2 eastbound.

The pedestrian movement from the lots west of the base (1,2,3,4) is congested because pedestrians must cross the line of traffic heading for Lots 3 and 4. Operational changes, including an active crossing guard, would improve this situation. Widening the access off US 2, and softening the entry angle, would reduce vehicle traction problems and improve vehicular flow. A right hand turning lane would also reduce congestion on US 2, should highway funding become available. In addition, Stevens proposes to construct a covered stairway that would lead guests to the walking path below Tye Creek Lodge, and connect to the proposed enlargement of the Tye Creek plaza. In summary:

A covered stairway leading to the base area walking path (see Figure 4-14)

A modification and widening of the access from US 2

A turning lane / holding lane off Highway 2

d

d

d

d

d

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4.5 envIronMental IMproveMent plan

Watershed Improvement Areas

Restoration plans will be a part of the forthcoming NEPA documents relating to the MDP, describing opportunities for the restoration of natural ecosystem functions within the ski area. The plans will ensure that projects help achieve mitigation goals and take advantage of additional opportunities for restoration associated with MDP projects. Each project will be identified with an objective, a description and a proposed implementation schedule. The implementation of these projects will be designed to improve conditions in the Tye Creek, Stevens Creek and Mill Creek drainages, and move ecosystem functions and processes toward their desired future condition. The improvement and/or maintenance of existing conditions, relative to desired conditions, will assure the attainment of Aquatic Conservation Strategy Objectives established in the Forest Plan.

The USDA Forest Service also has resource–specific Best Management Practices (BMPs) that are designed to lessen impacts on resources or to enhance resource values. Specific watershed resource guidance is found primarily in FSH 2509.22 (Soil and Watershed Conservation Practices). For ski areas, the Intermountain Region of the USDA Forest Service has also designed a Best Management Practices - Ski Area BMPs in 2001 - which can be used to help improve the environmental performance of projects implemented under a MDP.

Stormwater / Drainage plan

Stormwater Retention ponds would be constructed in various locations down flow of the base area in order to reduce turbidity and sedimentation in the local watershed. Two options have been presented at this point. The stormwater retention system would improve the overall health of the watershed at Stevens. The stormwater system is further described in Section 5 and in Appendix 3.

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5.0 Servicing and Infrastructure

5.1 stevens pass sewer dIstrIct

The Stevens Pass Sewer District is a municipality authorized by the State of Washington. It handles all wastewater needs of the greater Stevens Pass area, including the ski area. The Treatment Plant is located 1.5 miles east of the summit near the Yodelin area - it is on National Forest Land (Okanogan-Wenatchee National Forest) and operates under its own special use permit. Additional customers are homeowners at the Yodelin development, the U.S. Forest Service and six private ski clubs. Its wastewater treatment facility was extensively renovated, beginning with a Wastewater Engineering Report in 2002, and ending with completed physical changes to the plant in 2005 (the original plant went on-line in 1978).

Current (2002) peak day flows have been 115,000 gpd. Design features for the renovated plant will allow peak flows of 203,000 gpd (projected to 2025). The renovation clearly has the capacity to meet any projected need from ski area growth, especially considering the modest changes now planned at the ski area.

5.2 water treatMent plant

Hammond Collier Wade Livingstone undertook a recent study of the Stevens Pass water treatment facility (Stevens Pass Water System Plan, 2005). Various system upgrade concepts were identified. There are two basic options for the upgraded plant: (1) use the existing location, burying new storage tanks (20,000 gallons apiece) in the hillside above the current Big Chief bottom terminal. The plant itself would be nearby, positioned near the grove of trees where it now is, out of skier flow patterns.

Option (2) involves moving the tanks and plant to the Tye Creek reservoir, off the side of Pod 6 near the Promenade ski run (#2O).

5.3 snowMakInG Infrastructure

Snowmaking would be supplied with water from a small weir on Brooks Creek (see Figure 4-9). Water would be pumped into a large diameter culvert, functioning as the system’s primary storage, ending at the ski area’s vehicle maintenance shop where the remainder of the mechanical system would be housed. The system would be supplied using an existing 0.10 CFS diversion right off of Brooks Creek, that is currently only used in the summer. Two conveyances would be trenched and buried, supplying pressurized water to a location above the halfpipe and one location in proximity to the lower lift terminals. From these two locations, an approximate area of 18 acres can be patched by snowmaking coverage, or built up into terrain features, from 2-4 snow guns.

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BHA5.4 on-MountaIn Infrastructure

Infrastructures to supply the proposed mountain lodge location would be routed from the base area over already disturbed lands, particularly existing roadways.

5.5 storMwater collectIon

The proposed stormwater collection and storage system consists of two options. Both systems are designed to collect, drain and filter stormwater and meltwater as it percolates through the base area. The parking lots in the base area are not paved and as a result release sediment into the surrounding watersheds. Three identified basins (North, South and West) feed these watersheds. The design of the system would drain, and filter each one of these three drainage basins.

Option one is designed with three sedimentation ponds, one for each of the basins.

Option two is designed with two sedimentation ponds, one for the west basin, and a combined pond for the north and south. The stormwater from the south basin would be piped under the highway.

At this time, Stevens Pass prefers Option 2. Please see Appendix 3 and Figure 4-14 for a more detailed description.

1.

2.

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6.0 Competitive Resorts Assessment

6.1 Market trends

Washington State ski area visits have fluctuated wildly from year to year, mainly dependent on the weather. The overall trend shows that visitation is increasing alongside the population growth of the state. The demand is there, but supply is heavily dependent on snow conditions and responsive to comfortable carrying capacity. In the winter of 2004-2005 for example, most areas were closed from January until early march due to a lack of snow.

Between the 2002/2003 season, and the 2003/2004 season, visits in Washington State increased by 31.8% from 1,476,000 to 1,946,000. In a similar fashion, it is expected that the difference between 2004/2005 and this season will be even more drastic, due to the different conditions overall. As table 6-1 illustrates, skier visits (2004/2005) were down 74% from the year previous. Those numbers rebounded as a result of the excellent snow conditions throughout 2005-2006. Overall, the trend, after removing anomalies, is towards an increasing amount of skier visits in the State of Washington, with growth rates peaking around the 1999/2000 season. The following table and chart illustrates the historical visitation trends for Washington State:

Table 6-1: ToTal sKier visiTs, sTaTe of WashingTon (Pnsaa)

Year Skier Visits Change (%)

Stevens Pass

Change (%)

2005-2006 2,124,134 332% 452,456 238%2004-2005 491,537 -74 133,785 -70

2003-2004 1,860,000 30 450,222 19

2002-2003 1,434,802 -33 378,868 -24

2001-2002 2,151,544 26 498,367 17

2000-2001 1,710,017 -11 426,100 -12

1999-2000 1,922,419 9 485,522 20

1998-1999 1,770,619 12 404,204 6

1997-1998 1,584,676 -0 379,591 -3

1996-1997 1,587,540 14 392,437 28

1995-1996 1,397,730 307,484

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6.2 Market posItIon

Washington State is home to a wide variety of ski resorts, from small destination resorts to small local ski areas. There are no clear market dominators in Washington State comparable to other regions. Whistler-Blackcomb for example, dominates British Columbia. Stevens Pass competes regionally (5 hour drive) with most ski resorts in Washington state, however, increasingly with those resorts within a 2 hour drive (local market) of the greater Seattle / Puget Sound area.

Stevens Pass is a day skier resort, which mainly services the Seattle – Tacoma – Everett areas, which all within a 2-hour drive. There are two other areas within this local market, Crystal Mountain and the four areas that make up the Summit at Snoqualmie.

Within the regional market, defined as a 5-hour drive radius, all the other ski areas in Washington could be considered competitive. Because of the limited accommodation and other resort facilities, these areas do not represent major destination resort competition for Stevens Pass. Crystal Mountain is undergoing a development phase which will add accommodation at the base of the mountain, but not to the extent that it can be truly considered a destination resort. Currently, there are no “destination” resorts within the Stevens Pass local and regional market base.

Snoqualmie Summit encompasses four areas - Alpental, Summit West, Summit Central and Summit East. The area offers limited accommodation at the Summit of Snoqualmie Pass within walking distance to the ski area. Alpental has slightly more vertical (2,400) than Stevens Pass (1,800), but has a lower base area elevation. The area is currently engaged in the master development process. The EIS has been prepared proposing two alternatives. The proposal calls for several major lift installments, including a year round gondola and roof top restaurant. Proposed terrain additions

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will increase the CCC of the Summit from 7,920 to 10,710, and Alpental from 1,880 to 2,920.

Stevens Pass and the Snoqualmie Summit compete mainly for the day skier market originating from the greater Seattle area. Each area possesses a percentage of loyal passholders and day visitors who rarely visit a competitor. However, a significant percentage alternate between these two areas. Travel time to Snoqualmie is about 45 minutes.

Crystal Mountain, approximately 2 hours from the Seattle area, is also an attractive alternative for skiers and snowboarders. Crystal Mountain has the only detachable 6-passenger chairlifts in Washington State, and the most vertical drop at 3,100 feet. This area is favored by many skiers and snowboarders for the abundant snow and challenging terrain it offers for higher skilled skiers. The area also offers on-hill accommodation and apres-ski activities. Crystal Mountain has also just completed the Master Planning Process, proposing to add an all season tram and increase their CCC from 7,160 to 10,170. The preferred alternative 6 has received final approval from the Forest Service.

The ski area at Mission Ridge also attracts a percentage of the day skier market from Seattle and surrounding area. Through cooperative marketing, accommodation and lift packages are interchangeable for Mission Ridge and Stevens Pass are available. These packages are attractive to those skiers on a weekend get-away, or overnight trips. Mission Ridge has 2,200 feet of vertical drop with one detachable quad.

CharT 6-2: annual visiTaTion raTes in WashingTon sTaTe

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For those skiers on weekend getaways or extended ski vacations, Mt. Bachelor, Mt. Hood, Schweitzer, Whistler/Blackcomb, or Sun Peaks are frequent choices. These areas all have accommodation and other resort facilities.

Skier visits are increasing in Washington State alongside population increases that are expected to be above the national average over the long range planning period.

In order to satisfy the increasing demand for outdoor recreation associated with the population growth of Washington, additional and more efficient skiing facilities are needed throughout the state. Other local and regional resorts (Summit, Crystal, White Pass) have recognized this and have advanced Master Development Plans to the Forest Service. In order to match the current and anticipated demand, while maintaining market position, Stevens Pass needs to continue to expand and modify their existing operation in a modest and incremental fashion.

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7.0 Conclusion

The demand for recreation opportunities in western Washington State has grown substantially over the past decade and will continue to grow alongside population growth, especially in King and Snohomish Counties. Evident of this trend, Stevens Pass has been over utilized for every year over the past decade. This has led to a current situation where facilities are overcrowded on too many days throughout the season. This results in reduced guest satisfaction and a general cynicism toward the experience. Unchecked, the situation will only worsen.

The changes proposed in this Plan would accommodate both current demand and incremental growth by providing a lower density skiing experience. Facilities would be added and resized to better handle the existing demand, resulting in less peak days when facilities are over utilized. Stevens Pass must accommodate this demand and offer a world class, regionally competitive product that is in step with the industry, and at the same time, sensitive to its natural setting.

Looking at the Master Development Plan proposed in 1982, Stevens Pass was envisioning things quite differently, with multiple base areas, hotels and condominiums and widespread ski trail development. Stevens Pass today remains a compact, day use ski area that fits in well with its natural surroundings. This is a contrast to the large-scale resort envisioned in 1982. The proposed MDP is designed to match a realistic level of guest demand.

The intent of this MDP is to recognize and protect fundamental strengths of Stevens Pass: its day use character, exciting and unique ski experience, and intimate relationship with the National Forest. At the same time, Stevens Pass needs to incorporate the level of change described in this plan. Only then would Stevens Pass be able to maintain and enhance guest satisfaction for current users as well as anticipated demand, and ensure sustainability well into the future.

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8.0 Appendices

appendIx 1: MountaIn and base area analysIs

appendIx 2: suMMary of pHysIcal, natural and cultural resources

appendIx 3: storMwater study

appendIx 4: brooks bypass feasIbIlIty study

appendIx 5: parkInG feasIbIlIty study

appendIx 6: suMMer plan

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