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04/07/2021 - Meeting Materials REGULAR MEETING OF THE REDEVELOPMENT ADVISORY COMMITTEE Wednesday, April 7, 2021 4:00 p.m. This meeting will be an electronic meeting pursuant to Salt Lake City Emergency Proclamation No. 2 of 2020 (2)(b). To access and participate in the meeting please visit https://saltlakecity.webex.com/saltlakecity/j.php?MTID=md0b675914890e452242fa27c02f4c7c8 Meeting Password: wiV9PwtAq83 I, Brian Doughty, Redevelopment Advisory Committee Chair, hereby determine that conducting the Redevelopment Advisory Committee meeting at the anchor location presents a substantial risk to the health and safety of those who may be present at the anchor location. The World Health Organization, the President of the United States, the Governor of Utah, the Salt Lake County Health Department, Salt Lake County Mayor, and the Mayor of Salt Lake City have all recognized a global pandemic exists related to the new strain of the coronavirus, SARS- CoV-2. Due to the state of emergency caused by the global pandemic, I find that conducting a meeting at an anchor location under the current state of public health emergency constitutes a substantial risk to the health and safety of those who may be present at the location. Moreover, the City & County Building, which is the anchor location for Redevelopment Advisory Committee meetings, is presently closed for regular occupation due to damages sustained during the March 2020 earthquakes. Agenda 1. Roll Call 2. Briefing by the Staff A. Japantown Design Strategy—Corinne Piazza, Project Manager Staff will provide an update on the Japantown Strategy. B. RDA Equitable & Inclusive Development Work Plan —Ashley Ogden, Project Manager Staff will provide an update on the Equitable & Inclusive Development Work Plan. 3. Approval of the minutes A. Review and Approval of December 2, 2020 and March 3, 2021 RAC Minutes RAC members will review the December 2, 2020 and March 3, 2021 meeting minutes and consider for approval. 4. Business None 5. Adjournment People with disabilities may make requests for reasonable accommodation no later than 48 hours in advance in order to attend this Redevelopment Advisory Committee. Accommodations may include alternate formats, interpreters, and other auxiliary aids. This is an accessible facility. For questions, requests, or additional information, please contact the RDA at 801-535-7240. 944 \e%%' MAYOR ERIN MENDENHALL DANNY WALZ = : Director Executive Director _!!-10 - tlYE RN ,', ./ 111 \\\\,•% 91• 1, REDEVELOPMENT AGENCY of SALT LAKE CITY STAFF MEMO DATE: March 24, 2021 PREPARED BY: Corinne Piazza,Project Manager RE: Japantown Design Strategy Review REQUESTED ACTION: Briefing RECOMMENDATION: Update Only BUDGET IMPACTS: N/A EXECUTIVE SUMMARY: In July,2018,the RDA Board of Directors("Board")asked Agency Staff to facilitate discussions between the Ritchie Group, Salt Lake County("County"),and the Japanese American community("Stakeholders") about how to mitigate the potential impacts of the Ritchie Group's proposed West Quarter development on Block 67 ("West Quarter or Development"), on the Japanese American community ("Community") and Japantown Street at 100 South between 200 and 300 West("Japantown Street or Japantown"),and to work with Stakeholders to determine how to enhance the Japantown area ("Facilitation Process"). The main representatives for Japantown Street and the Community included the Japanese Church of Christ("JCC"), the Salt Lake Buddhist Temple("SLBT"),and the Japanese Community Preservation Committee("JCPC"). At the completion of the Facilitation Process in November, 2018, the Board was presented with a final report including outcomes and recommended next steps (Exhibit A: 2018 Facilitation Process Next Steps). This included the creation of a Working Group to continue to collaborate after the Facilitation Process to implement the mitigation steps identified for the Development("Working Group") as well as the need for the Community to thoroughly articulate a vision for the Japantown public right of way and determine next steps to see improvements come to fruition. As a result, the Board authorized the allocation of$100,000 from Agency Downtown Place Making Funds for a consultant for Japantown. The Working Group continued to work with the Agency to implement the mitigation steps for the Development as well as engage GSBS Architects ("GSBS") as the consultant for the Japantown Design Strategy process("Japantown Design Strategy,Design Strategy,or Project"). The final report of the study is attached and is being presented to the Board for an informational review. Please see Exhibit B: History of Japantown to Present Day,pg. 12 for additional project history details. SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET,ROOM 118 WWW.SLC.GOV•WWW.SLCRDA.COM P.O.BOX 145518,SALT LAKE CITY,UTAH 84114-5518 TEL 801-535-7240• FAX 801-535-7245 ANALYSIS & ISSUES: Japantown Design Strategy Overview The Japantown Design Strategy process was designed to be reflective of the Working Group and Board's goals including: • Extensive community engagement • Consideration of previous efforts and development of a vision for Japantown • Due diligence to create a comprehensive and technically obtainable design strategy document while balancing the Community's range of priorities • Implementation and maintenance cost estimates including next steps for seeking funding • Identification of Japantown best practices for future management and growth Through an extensive community engagement process, the Design Strategy was created based on the Community's overall vision. It is important to note,the Design Strategy is not an official or final plan. It is a starting point for the Community's vision, and the Design Strategy recommendations are subject to change as the Community explores them further with the next steps of actual design, funding, and implementation processes. Additionally, as private property owners on Japantown Street, the JCC and SLBT may contribute to the revitalization of Japantown through the strategic use and development of their parcels,however the Design Strategy focus was solely on the public right of way of Japantown Street. Community Engagement Process The overall community engagement process included an extensive series of meetings,events,and additional tools to cultivate ideas,garner feedback, and create the Design Strategy based on Community preferences. GSBS and Agency staff worked closely with leadership and representatives from the Japanese American Community, area stakeholders, and Japantown festival committees to develop the community engagement process and provide feedback. Please see Exhibit B:Japantown Community Engagement Approach,pg. 16 for additional details. As the COVID-19 pandemic hit GSBS pivoted to move all engagement online and worked diligently with the Community, in particular its elderly members, to see that they were included in the new engagement format. An in-person presentation and community celebration is tentatively scheduled for May, 2021, but may be postponed due to continued COVID-19 concerns. Please see Exhibit B: Timeline, pg. 18 for additional details. Due Diligence As part of the Request for Proposals, the Agency asked GSBS to perform extensive due diligence on the existing uses and technical requirements of the street in order to meld those requirements with the Community's ideas for a technically obtainable Design Strategy. GSBS worked with a roster of Salt Lake City("City")departments and area stakeholders to create an Existing Conditions Report as the foundation of the Design Strategy, including but not limited to: • Planning and Zoning Department • Public Utilities Department • Transportation Department • Engineering Department • Council Offices • Fire Department • Sustainability Department • Arts Council • The Salt Palace&County • The West Quarter Development • Multi-Ethnic Senior Citizen Apartments Agency Staff would like to thank the City Departments, staff,and area stakeholders that met with GSBS to review plans,requirements, and provide feedback. The Design Strategy incorporated the provided feedback and existing requirements, however as it is a strategy,it is important to note that all elements included are subject to change with the next steps of actual design, funding, and implementation processes. Please see Exhibit B: Existing Conditions Report, pg. 59 for additional details. Implementation/Maintenance Cost Estimates&Phasing As previously mentioned, the Design Strategy is intended to be an important tool for the Community to articulate their vision and begin seeking funding for the improvements as their next step. The Agency required that the Project include implementation and maintenance costs by improvement, so that the Community could identify their priorities, be competitive in funding application processes, and plan accordingly for maintenance. The Design Strategy is a preliminary design stage and the costs estimates are in today's dollars,as such the cost estimates are intended only to be a guide and are expected to change,and most likely increase,by the time implementation begins to take place. In addition, due to the overall costs associated with the Project, GSBS did extensive work to create three phases of the overall Japantown vision so that the Community may apply for funding a phase at a time. If funding were to be available for the entire Project at once, all three phases could be incorporated at once as well. GSBS designed each phase with the following strategic elements: • Phase Progression: Each phase builds on itself, so that other than minor unavoidable changes to pavement,as each phase is funded the improvements made in the previous phase do not need to be removed. Each phase builds towards the final vision of Japantown Street. • Functionality, Safety, & Place Making: In an effort to give precedence to the Community priorities of functionality, safety, and place making, each phase includes some elements of each type of improvement so that the Community may see tangible progress in each area as early as the first phase,and throughout each phase. • Additionally, GSBS created a map to indicate where, after all technical requirements and Community preferences are taken into account,there is remaining opportunity for place making. Please see Exhibit B: Phasing and Cost of Improvements, pg. 41, and Design Approach, pg. 39 for additional details.Due to the overall costs associated with the Project,it is anticipated that funding will not come from one source alone,but will require many entities to participate including but not limited to City, Agency, County, State,National, and private funding opportunities. Japantown Best Practices In addition to seeking funding for the Design Strategy improvements,the Community has expressed interest in programming Japantown Street with active uses such as food truck events,as well as supporting Japanese American-owned businesses on Japantown Street as seen at other successful Japantowns throughout the United States. As such, the Design Strategy includes a Best Practices Report on the management, programming,and operations structure of other successful Japantowns. GSBS worked with the Japantown Representatives to select three Japantowns to analyze based on metrics and goals that were similar to SLC's Japantown, with the following selected: Nihonmachi in San Jose, Japantown in San Francisco, and Sekura Square in Denver. Each Japantown reviewed has organizational types and funding sources unique to their size, needs, and State opportunities. However, all three held in common official management and decision making processes that are imperative to operations and success. Please see Exhibit B:Best Practices for Management,pg. 49 for additional details. Recommended Next Steps Based on the Community's vision for Japantown, the Design Strategy process, and in order to begin the next step of seeking funding for the improvements identified,the recommendation of the Japantown Design Strategy is that a management organization is created by the Community that acts as the official Japantown decision making process and is responsible for the overall ongoing management of Japantown("Japantown Management Group", or"JMG"). The Japantown Management Group would be responsible for: • Establishing an official decision making process to balance and prioritize Japantown interests • Prioritize design elements for phase implementation • Strategically identify, seek, and manage funding sources • Oversee programming of Japantown Street • Work with area stakeholders and community partners Moving forward, there are many decisions still to be made by the Community in order to begin implementing the Design Strategy such as the prioritization of next steps and coordination and management of funding, as well as the programming of Japantown Street. As such, a Japantown Management Group with a clear decision making process will be necessary for the Community, as well as for funding entities and community partners,for Japantown to be successful as the Community has envisioned. PREVIOUS BOARD ACTION: July 10,2018: • Resolution adopting Block 67 boundary survey and authorization of a draft CRA plan for Block 67. • The Board asked Agency Staff to facilitate discussions with the Ritchie Group, Salt Lake County, and the Community about mitigating the impacts of the proposed Block 67 development on the Community. October 9,2018: • The Board is briefed on the Facilitation Process update. The Board conducts a straw poll for the City Council to vote to amend the Downtown Master Plan to recognize Japantown. They also authorized the allocation of up to $100,000 from Agency Downtown Place Making Funds to be utilized for a consultant for Japantown. November 27,2018: • The Board is presented the final Facilitation Process outcomes including the agreed upon mitigation steps for the West Quarter development,and recommended establishment of a Working Group,and hiring a design consultant to assist the Community with articulating a vision for Japantown. The Board approved a motion for the $100,000 from Agency Downtown Place Making Funds to be utilized for a consultant for Japantown. December 11,2018: • Japantown Resolution: The Board adopts a resolution expressing its support for an ongoing working group of Block 67 stakeholders, and a visioning process to articulate a vision for Japantown to be funded with the $100,000 approved by the Board,November 27,2018. ATTACHMENTS: Exhibit A 2018 Facilitation Process Recommended Next Steps From the November 27, 2018 Board Memo Objective Create a platform for Stakeholders to address concerns, identify potential solutions,and find amicable paths forward FOCUS ONE: FOCUS TWO: Mitigate Potential Impacts of Articulate a Vision Development for Japantown Facilitation Process SHORT TERM SHORT TERM LONG TERM Action Items Action Items Action Items (Main Items) Working Group leads Establish Working implementation of Approval of Group Japantown action Response to proposed items items,with design Design Concerns for connectivity to - and street Outcomes 100 South enhancement &Next Hire Consultant elements based on Steps consultant plan. • Recognition in Downtown Master Plan Exhibit B: .... 'let -• ^ -- ,tz , . n ,._- . . ri -:MARK it v 11111111ctri. + pCERIES ` I \ r '' .4 ow C,Atiiiiirrojal .... ilet___ , • 4.x:r v IN ir 16 • r J ,. • ' r . .. _ .fit. -34- 1I - ....-- iir — _.—....At ii. II.— ILORIN • : 0, ,''': • JAPANTOW'N rtir. tiR NG REPAIRING i _ y , ., r DYEING .A�4,1. / "' moi_1< � ;I - r . ; � DESIGN STRATEGY - � - - „. ,' {l ,1,, _________ f # ,.i. , .„, ` L' & GUIDELINES ' ......vi t, i Iliv. _id •� I MARCH 1S, 2021 C ,� ` �~ _ :_44:; ,' ;,.,... 1 :11111-iir; 4'10) 0 ' g 1. it-' i ' ':1 ..-':- --....-s' . ' .-- Iror. , ,,,,, - ,• . -- - __I , ,.._ . .. _:,,,,,k, i _ . •f 4ilk . -y.,-,, _ ijoi ..,_ 1 „,.„.,,i; . .. ....,, , - . ,,,.;•;.. . ,.,• ,:i i -.. • , 1 . _, - , , : r — Yr ' r r4l Yc r tilt:, 3 .�. ./ ti (1� Y, r t: tilt .../ • We N • rte ....,:i �.„il rl . 4 • Ili�4-r; 1t `•, ,_11 ti .' _ ''"_ ;� . 1 --ii � iii ' r:ti,A.r `t� ew ,:, • • `` • 7 1 GSBS ARCHITECTS C� y ..-t • i Z l TABLE OF CONTENTS 1 Dear RDA Board of Directors: .-----z---1-,i - !i;'. , a �f iv,nl w.eu �=_ '!��j 1. We would like to thank you for providing the funding and staff support to the Japanese American Community of Salt Lake to ,_ ' • '�—�� _ 1/ I 6r v City to hire a consulting team and complete a design concept process focused on the future of Japantown Street. 6 ` n ! ~ _�: I The design concept,guidelines,and phasing plan included in this document reflect the priorities and desires of the _,-/, -• of F participants in this process. Over the course of the 15-month process we coordinated closely with representatives of our r;- – i' _ `� F organizations and held three,well-attended Japanese American community sessions that guided the design concept you i see here. T r .... .' i On behalf of the Japanese Church of Christ,Salt Lake Buddhist Temple,and Japanese Community Preservation Committe --. .f1-4 .;t11 * la I -,=','i, Yt, , ' we submit this design concept,design guideline,and phasing plan. We look forward to working with you on the future of = J +�, Japantown Street. 4! ' 4, it Sincere) . ,, f / i ' A ` 1 fl � 1� _ •nator Jani Iwamoto Rolen Yosh age Judge Raymond Uno Japanese Church of Christ Salt Lake Buddhist Temple Japanese Community Preservation Japanese Community Preservation Committee Committee S ^ r iarle In This Guide 1.Executive Summary and Preferred History of Japantown to Present Day 12 5. Implementation and Operations 140 Design Concept 103 Facilitation Process and Working Group 13 Phasing and Cost of Improvements 41 Executive Summary 04 Best Practices for Management 49 Original Ideas 05 3. Community Engagement Approach 115 Future of Salt Lake City's Japantown 56 Vision and Design Guidepost 06 Community Engagement Approach&Events 16 Design Concept 07 4. Design Approach 121 6.Appendices 158 Implementation 08 Vision&Design Guideposts 22 Existing Conditions Report 59 Initial Design Concepts and Feedback 26 Photo Archive 73 2.Background and History of Project 109 Preferred Design Concept and Key Features 31 Detailed Implementation Cost Estimate 73 History of Japantown "Salt Lake's Nihonjin Machi" 10 Placemaking Elements and Feedback 34 R4' e.. '::46';‘;4:-1.-: ".1 - �,3 •`.`"1 _'''''',.-..'1. ^I'..'1.i✓-J 4r.'1S'c✓f ',,1� a� "_A sA/' 17! !*,.. . .7 .y V' ;u. P- ‘S ,y *.,A.74:":"4:;'.'-":::"-- 'Z ed. ; '.u.'�' � �l�` A sem,. ,C� -.-1*'.. 6:(.4":2:41.' S✓ �.��,bf,�w� ��g,, � A�' .t1"' '' f , -_. rl. .,i`�NH.r .�.1. - -' :p T,Cr'+: `-'t Y1` -,i' '',: 'T.,,I.::.7(,, ,V.4f ,'`re ry1 .; , �S;^i�«.. , A,;r ' it '"f",y.:..'fe,`gi.ea _ 'jt �, -"V.-1. l '',.. 5,, . - ' :ti JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl*) &G&i/t„IWIi / MARCH 15, 2021 GSBS ARCHITECTS TABLE OF CONTENTS 2 k, 1N 11 ' !! 1:i• ._, ! :1 -..'''' :010 ', 1 A*:Y Participants in Process ; • SLC RDA EXECUTIVE DIRECTOR SUBCOMMITTEE MEMBERS "p I0I I t : •se 3q sra _ Mayor Erin Mendenhall (JAPANESE AMERICAN COMMUNITY p ' ` ter I REPRESENTATIVES) �` � -i til I SLC RDA BOARD OF DIRECTORS Metra Barton 9 `' ! If' .�d' it - • I I ,I, 1 I I. si Alison Yeh Cheung 1 Win'' ' Ana Valdemoros,Chair 4i a ` - Dan Dugan,Vice Chair Daniel Cheung 0 �FAF/ J `j 1 Amy Fowler Shu Cheng •„ r ., Andrew Johnston Lorraine Crouse • r Darin Mano Dean Hirabayashi - u I ii ..1 James Rogers Ethan Hirabayashi s �• F: {:! .. r .ice, Ni_Ar Chris Wharton "` :• Lisa Imamura I i I. .• � ' r ,y. Mitch Imamura _< 72. \�' "• A rw i, SLC RDA PROJECT MANAGER ,-: a• G , �" Trey Imamura — ", , gr '� Corinne Piazza j- f i,, r _ FI' t �v� -r 1 / e 1 `� r.rs Jean Irwin _ �. �` _ �� THE WORKING GROUP Elise Mori - - " �' 5i r Judge Raymond Uno, Elizabeth Ward - _ I 46 Japanese Community Preservation Committee ! i [ _ r' — . • 1 FlOr Senator Jani Iwamoto, DESIGN&CONSULTING TEAM -- i * - Japanese Church of Christ Jesse Allen,GSBS Architects .g-- Japanese Community Preservation Committee t.r,e., 3 ,�'„ Annaka Egan,GSBS Architects VIP I .1- t , i AI Kubota,Japanese Church of Christ I - - r~�Siobhan Locke,The Langdon Group I or �I�;II Rolen Yoshinaga,Salt Lake Buddhist Temple Valerie Nagasawa,GSBS Architects _ ' •„ «I :\;•J • II Troy Watanabe,Salt Lake Buddhist Temple Ted Nagata,Cultural Design Consultant !�'`. i f�. -`:� a7:... !�, u Brent Koga,Salt Lake Buddhist Temple �� • ad i. �_ Christine Richman,GSBS Architects � .•�� 411P1' �_- Kerri Nakamura,Salt Lake County Ben Rodes,GSBS Architects '----- _� Ryan Ritchie,The West Quarter Development Shoko Smith,GSBS Architects - r _ 1 Allison Rowland,SLC Council Office ,: I - • INN �� ''' �,� ' f��. _ ,,,..�1' ✓•j,�+ •`P'sts ,1+ a ` a�`/�•,h1, .'" 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'• •••O. •••• • • • • • •• •• • • • • • • • • • • • • • • i • •• •/ • • • • • i • • • • • • 1 15• : : •.515. :.ii 111.: •.115. :.••••..: 5555.. :,1.•••: •5•••. : ••• .•••5. : • •••••. • • .••••. : • •51.5. •5••5.•: •.• ••: •S iii: .11••5. •• iii: SiSSi., l••1••l •• iii•' '• i•• • •S ••• : .••SSSS •. i•• •• •• ••• : 5.5555. •.•• • • • •• • • • •• • • • 1 • •• • • • • • • • • • • • • • • • • •• • i • 5 • ••0. .5•S•. •• •• .5•••. •.••••�• ..•S•• •• • ..•S•. • • .0,44. �5•ii•o ..••.. •5••••• 5555•• • • 5555•• i •• 55'55• •,••• JAPANTOWN DESIGN STRATEGY & GUIDELINES / II*AI yfE// ,r1'51 / MARCH 15, 2021 GSBS ARCHITECTS 1. EXECUTIVE SUMMARY AND PREFERRED DESIGN CONCEPT 4 Executive Summary and -y " Nr- I I NE Preferred Design Concept Iliri = is i \ .+ a 3 ,v-:.: s �. r s t ., Executive Summary s �� J �LZ,' A 1 As the result of a multi-year community driven design process, -rte ? ".`.� `- �' - -I'3 -�� . the Japanese American Community of Salt Lake City developed a ! 1 �. 1 ` Lad � i -` design concept and approach to guide infrastructure investments :1,11e7, �^ �'�l "�. .4r---:-'...� I -- - �•,� -,'i �' i on Japantown Street in downtown Salt Lake City,100 South �� ' " between 200 West and 300 West.The community-driven process was guided and overseen by Japantown Representatives,GSBS, mama 4 15. - and the Salt Lake City Redevelopment Agency(Agency)and Japantown Community Event breakout sessions Ascreen shot from the virtual Japantoum Community Event included the Japanese American community and area stakeholders. The Agency and Salt Lake City Council provided staff support and funding for the design process. • ...+J LrSESSION,1 ■ +--� Over the course of the 15 month design process(including a temporary pause due to the COVID-19 pandemic),the Design Team /sr _ met with the Japantown Representatives,a larger community- ;,,,, e;. bum "7 vk�oa.w &� P ^"s s^s n k.___Iv xtn..,n emsou,P=m � . based Subcommittee and the Japanese American Community to x+� i.-..-.. Ny,r .� Like City, generate a project vision,design guideposts and priorities,and -. „k,F �`' , — �' ,DoNee4men N P Cw f.lfi ultimately a preferred design concept and phasing. w» "w3. n a s moeosens.eon,, -;'' '''•";..a:rditro : 4to :. ill ,s r+erw.�R _ abe med Ce.el im++l6ok B. W the elements e I M Vlu,i,CM gM1 bl - The Community donated more than 300 hundred hours of their - _ no �iuem .ofpi�wP.n„y • personal time to the design process by attending 66 hours of ' =''� " ,.V .0 L " .e... Mil Japantown Representatives,Subcommittee and Japantown --" -•=., ,m, Mir r��pp7 MS." Community meetings. A photo of small group notes from Japantown Community Event 1 A screen shot of a feedback session from Japantown Community Event 3 JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 1. EXECUTIVE SUMMARY AND PREFERRED DESIGN CONCEPT 5 • Phase 1 • Phase Japantown's Ideas • Phase PLACEMAKING Japantown's Vision&Goals ✓Themed street lighting••• VISION ✓Banners•• ✓Streetscape improvements••• Original Ideas for Japantown Street ✓Preserve future economic development and tourism /Entrance elements• opportunities Prior to kick off of the official design strategy process in ✓Themed public art•• December 2019,a facilitation process took place among area ,/Allow area churches togrow and thrive /Design guidelines••• stakeholders of Japantown Street. A Working Group was created to discuss proposed development and identify priorities for the ✓Preserve and create something for future generations of future of the street. Japanese Americans WA L KA B IL IT Y The Japantown Representatives identified the following ideas for improvements to the public right of way of Japantown Street— I Figure 1-1.A check mark indicates it is included in the proposed GOALS ✓Connection to new development area design concept. ✓Landscaping••• ✓Create placemaking on Japantown Street ✓Midblock crosswalk•• /Design a festival street ✓Create a non-church related gathering place on Japantown Street FESTIVAL STREET /Improve walkability ofJapantown Street /Bollards• ✓Gathering areas•• ✓Electrical access 5 /Remove the high crown on Japantown Street• ✓Bury power lines 5• Figure 1-1:Japantown's Ideas JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 1. EXECUTIVE SUMMARY AND PREFERRED DESIGN CONCEPT 6 VISION STATEMENT 111 Okage sama de A place of remembrance and respect A place that thrives over time "I am who I am because of you" A place of inclusion Vision&Design Guideposts During the first Community Event,a visioning open house, the Japantown Community identified important themes and concepts for a vision to guide decision-making.The Subcommittee then finalized the Vision and Design Guideposts based on the Community's input and a follow-up survey. DESIGN GUIDEPOSTS A PLACE OF VIBRANCY A PLACE OF GENERATIONS La_ • F GATHERING A PLACE OF SENSES A PLACE OF INTRINSIC BEAUTY A full list of roles and responsibilities can be found on page 22-25. JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 1. EXECUTIVE SUMMARY AND PREFERRED DESIGN CONCEPT 7 Design Concept The preferred design concept brings together the preferred elements identified in the Japantown Ideas List as indicated on Figure 1-1,page 5 and the design vision and guideposts of this design process.In addition to the preferred elements and design vision,the Community indicated that the design concept should also facilitate community festivals and events as currently staged including required fire lanes and access corridors,preserve the current number of on-street parking stalls,and enhance pedestrian safety in a shared street design. I \I F \ SALT PALACE \ r0 \O ''ANESE - I I I I I(I I I m STRUVE JAPANESE CHURCH \ ®" 1r1 BUILDING OF CHRIST \ SALT PALACE LOADING DOCK \ u . '_ I' 'A i ANIL .4. res.. MallaW al1116_ 4116_i► in = —_\_ ,- – A —Ai----,-.T.,_ / ® _ I w o • . v. yT, yT ,l .. �� 4 I Mk I I • D RITCHIE DEVELOPMENT §U6DHIST- CHURCH JAPANESEOF MULTI-ETHN C LUMBINI'S GARDEN SALT LAKE BUDDHI IT TEMPLE O TEM CHRIST HOUSING /PAgKING - PARKING PARKING Figure 1-2:The Final Preferred Street Concept JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 1S, 2021 GSBS ARCHITECTS 1. EXECUTIVE SUMMARY AND PREFERRED DESIGN CONCEPT 8 Table 1-1:Street Element Comparison SECTION CRITERIA EXISTING I RECOMMENDED 1 Obon Dancing Circle 45 ft 60 ft The design concept improves upon the current right-of-way Nihon Matsuri Booth# 39 39 on Japantown Street by narrowing the road from four lanes of FESTIVALS travel to two lanes of travel with a center turn lane. Nihon Matsuri Vendor Lane Location-14' North North&South Sidewalk Festival Fire Lane Location-20' Street North Sidewalk Implementation Width-Nora,Side 8 ft 40 ft' There is no funding currently allocated to implement the design Width-South Side 8 ft 40 ft' concept. Funding for implementation will occur over time PEDESTRIAN WAY 711111 730 ft 730 ft based on funding requests from the Community to potential funding partners including but not limited to the City,the I i �� _ "Il 712 ft 712 ft Redevelopment Agency of Salt Lake City,Salt Lake County,the Alligllia State of Utah,and other private granting agencies. ' 48 so ARKING STALLS Accessible Parking Stalls 0 2 The Best Practice Report beginning on page 49 recommends Total Lanes of Travel 4 2 creation or identification of a management group as Width-Lane of Travel 12 ft 10 ft the official and formal decision-making body relating to overseeing implementation of the design concept,"Japantown ROADWAY Turning Lane 0 1 programming", and creating a reliable,consistent decision- Width-Turning Lane N/A 10 ft making process. Street Width-minus parking 60 ft 30 ft STREET TREES Trees in Public Right of Way 17 42 MINT OF WAY Width 124 ft 124 ft 'At ends of street and mid-block only JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 1S, 2021 GSBS ARCHITECTS 9 IIIIII =II Mil ® 111111 =I =I MI MI ® � MI � =I � MEI I= In • a ■ ■ ■ a a i ■ II ■ II 'ivAll Ill111 ® 111 MI• . ■ e i ■ a ■ . II a III iIII ■ IMO mm1111111111 . 1111E1111111111 .111t111EL11111111111111111111 Illi ■ . ® ® ■ ® u I 1 ■ ■ u m a 1111111111111 wi: 4: 1111111111111111 Section Two El El II S III im I ■ ■ II II . 111 III II ill III II Background and History of Project 1111 ma a au I II ■ ■ I III MI III III II �111111111111111111111114 11111111111111101, � � � © a ■ : ' 11111 • 1• 1111111111 ! lino ■ • aa ■ auu ■ � uwu ■11111116: < ill a 11 7 Ellimm VENN JAPANTOWN DESIGN STRATEGY & GUIDELINES / fl AikMAgt i / MARCH IS, 2021 GSBS ARCHITECTS 2. BACKGROUND AND HISTORY OF PROJECT 10 The History ofJapantown: When the Issei first came into Utah,most migrated to the mining, were popular places to play football.Kick-the-can,hide and seek were railroad,and farming areas,and only those having business needs to played on dirt surfaced streets in the middle of the blocks. "Salt Lake's Nihonjin Machi stay in an urban area settled in Salt Lake City.Support businesses such Salt Lake City's Japanese Town" as small restaurants,boarding houses,bath houses,and hotels were In 1925,both the Intermountain Buddhist Church and the Japanese initially established to meet the immediate needs of the incoming Issei Church of Christ dedicated their new buildings that were to become labor force.The major development of Nihonjin Machi,however,did not Excerpt from Japanese Americans in Utah major centers of activity for the Salt Lake area Japanese population. Editor,Design&Layout by Ted Nagata occur until 1907 when the population had grown large enough in Salt In the following decade,the Obon festival,a Buddhist observance Published by JA Centennial Committee Lake City to require and to support the businesses that had begun to honoring the spirit of the dead-a memorial day,began to be held and Written by Haruko Terasawa Moriyasu be established. with the exception of the war years has become an annual tradition in Salt Lake and Ogden.The Obon commemoration is characterized by By 1907,visible residential and commercial community settlements the use of colorful paper lanterns that light the area in which kimono- became a recognizable geographic area in Salt Lake City.The location clad dancers perform folk dances to recorded music accompanied by -.- _ ' , t. �•r- l bounded by South Temple,State,Third South and Seventh West Street, drums and gongs. ��.: { „mss" I- -- .'c K `•- ' -. became the major area of concentration for Japanese businesses. • j 7 ,I `� "1+ mM 't ., J-�_ - Within this locality,noodle houses,hotels,rooming and boarding .' 1�� ` ~ I - � Ip. houses,bath houses,variety stores,barber shops,confectioneries, The Japanese Church of Christ over the years has also been central to "- " - is and tailors were started for the convenience of the lssei.In 1907, the activities of their membership.They have sponsored an Oriental Shiro lida began publishing the Rocky Mountain Times,atri-weekly Festival that has showcased cultural exhibits and programs,food E ¢�� 7 f Japanese vernacular newspaper,to provide a communication network and games and more recently Japanese Art Festivals.The churches *3"„Y s �►? ,;,�. throughout the Utah,Idaho,and Wyoming tri-state area.To fulfill continue to be central to Japanese-American activities. * art-- ''4. religious,social,and cultural needs,the Intermountain Buddhist Church was established in 1912,and the Japanese Church of Christ in 1918.A For entertainment,the basement of the Buddhist Church served as a second newspaper,The Utah Nippo,a daily publication at its outset, theater for Japanese movies and kabuki productions enthusiastically V'�x was started in 1914 byUneo Terasawa.As increasingnumbers of Nisei _ �I +j�f presented by local Issei who encouraged interested Nisei to participate �'�" '-- • , i -silt needed to understand Japanese in order to communicate with their as performers.Some Nisei learned traditional classical Japanese dance _ t - parents,a Japanese language school was started in 1919.The regimenuv and to play the koto and shamisen,traditional Japanese musical __ �� ""�� for the Nisei children was to attend this school during the week after instruments,to perform for various programs during the year.Salt Lake A historic aerial photograph ofJapanrown Street circa 1966 attending the public schools or on Saturday.By the 1920 census,403 was a regular stop for various artists on tour from Japan,including Source:Japanese nmer;catn Utah Japanese,lssei and Nisei,were living in Salt Lake City.Commercial the first Japanese Madam Butterfly,Tamaki Miura.The observances of nsactivity by 1925 added pool halls,automobile repair shops,laundries, Japanese tradition and culture were at their height during the years cleaners,grocery and Japanese variety stores,photographers,jewelers, preceding World War II. produce stands,tofu manufacturers,a florist,and fish markets.Some cleaners and a few restaurants were also scattered in other areas of the The advent of the second World War and the voluntary evacuation city.Physicians,Drs.Numa and Ozawa,and Dr.Chikaraishi,a dentist, of people from the West Coast tripled the size of the Japanese also practiced in J-town during this period. communities in Utah between 1942-1946.Salt Lake became the temporary headquarters for two national organizations.The forced Most Japanese lived within the area and for some,living quarters were evacuation of the Buddhist Churches of America Headquarters from set up in the back rooms of the business,and children grew up with the San Francisco to the Topaz Relocation Center made the Intermountain sidewalk and the back alleys as their playground.Empty lots became Buddhist Church in Salt Lake the hub from which Church business softball fields,and grassy islands to the wide Salt Lake City streets was conducted. JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A8kf /S5tlOil / MARCH 15, 2021 GSBS ARCHITECTS 2. BACKGROUND AND HISTORY OF PROJECT 11 When the National Japanese American Citizens League(JACL) Land Law,in effect from 1943 to 1947,to prohibit the Japanese from was the one place where Japanese faces were the majority and relocated here from San Francisco,Mayor Ab Jenkins personally purchasing land in the State of Utah.In an attempt to further curtail everyone felt a kinship and a sense of belonging. welcomed and escorted the caravan from the Nevada-Utah state line. Japanese-American activity,organizations and groups sent resolutions to petition the City Commission to discontinue the issuance of city In 1966,the move to create the Salt Palace Convention Center The Pacific Citizen,official newspaper of the organization,was business licenses.When this matter was brought before the Salt decimated the two major blocks that had been the center of also published in Salt Lake City until 1952 when its officers were Lake City Commission for a vote,L.C.Romney dared to cast the one Japanese-American residential and commercial activity.Many of the moved to Los Angeles.The National JACL headquarters returned dissenting vote.Mayor Earl J.Glade appeared before the local JACL businesses located on the blocks between South Temple and Second to San Francisco the following year.The National JACL Credit chapter meeting and appealed for cooperation from Community to South and West Temple and 2nd West closed permanently.Only Union,however,has continued its operation from Salt Lake City withhold any new application until the hysteria passed.After the twelve-Sunrise Fish Market,Family Market,Aloha Cafe,California as originally established. war,the Mayor gratefully acknowledged this cooperation on many Market,Pagoda,the Natl.JACL Credit Union,The Utah Nippo,Sage public occasions. Farm Market,Ami's Book Store,Nisei Watch Shop,Uptown Service In spite of opposition from the communities at large,the number and Station,and Pee Wee's-moved to other areas of the city.The kind of businesses increased as Japanese from the West Coast settled From its inception to 1966,J-town became the gathering place for churches,a few apartments,and businesses on the surrounding blocks in Utah.Law offices,beauty salons,apartments,gas stations,produce lssei,Nisei,and Sansei in Salt Lake and areas surrounding the city. remained,but the heart of the Japanese-American community was companies,florists and nurseries,appliance and jewelry stores,the First South was Japanese town for many who lived in the hotels and gone.The Japanese-Americans no longer had a physical area they Fujimoto miso factory,and a bean sprout producer were added to apartments on the street and for the many who visited on a regular could identify as their"place."Of the original businesses identified as the businesses already in existence.The boundary now extended to basis.On any given day,it was not unusual to gather with friends at being a part of"Japanese Town"only four-Sage Farm Market,the Fourth South and North Temple as businesses and families moved their Aloha Fountain,or to encounter them at the California Market,Family Pagoda and Mikado Restaurants,and the National JACL Credit Union residences away from the center of Nihonjin machi. Market,New Sunrise Fish Market and Sage Farm Market,or to dine continue to operate today.The Salt Lake Buddhist Temple and the with them at the various restaurants on First South and West Temple, Japanese Church of Christ still function as a gathering place in their The perception of a large group of Japanese becoming a permanent or to talk to them as cars were being gassed up and serviced at Tats original location on West First South.However,the chance encounters fixture caused the Utah Legislature to hurriedly pass the Anti-Alien Masuda's Uptown Service Station or Pee Wee's Conoco Service.This in the variety of places on a street no longer occur. ' ' 7 ,,..„,,- - . , , _, .. . ill , , 4 . i ', 1' - . - -,' ,,, , ___ ,.. --,.... _ . , :... ,_., -. ...„... , , . ..,, - ti, _, Ill +. ,, ,;if .,..:,..-,,o,. : .4t, ylli�.,„,„,„i, - __ 517., . .___ 1 I. __ • J .6ilOCERIES. _ .• 1 ;!,L...i,. 4 7. k 111 ft ,T R ^' t' �sy * j. `— _ .t a t , f 1' `' y v. s �` I'. j '. _ 1. r '�4 r ..�.r — 7Y•. 1 1 t r- fir`♦ :�� s�,- - - j.. _ a � N. f Lk. Pr IP . I. i 1 - if li .6.1„._ .: , . 1 i -�7 raxc omen ear OP I_ r'r _ _ .� 7 Left:Store fronts along Japantown Street.Center:Mary and Kiyoko Nishida on 1st South in front of the New Kimpa Cafe.Right:Wallace Doi and Leo Kawa at the Aloha Snack Bar which was opened u, . 1111 1 JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1 JA3 k{TIf'ttWil / MARCH 15, 2021 GSBS ARCHITECTS 2. BACKGROUND AND HISTORY OF PROJECT 12 History of Japantown to Present Day community.Additional efforts included the addition of a Japantown for several decades,and had a significant amount of underutilized and representative to the Salt Lake County Convention Facility Advisory vacant land.The Ritchie Group,in partnership with Garn Development Provided by the Salt Lake City Redevelopment Agency Board for continued collaboration,and that the County and JCPC Company,had plans to develop a significant portion of Block 67 with worked together to improve regulation of the loading docks and The West Quarter development project("Development")including staging process for Salt Palace events to have a minimal impact on residential,retail,office,and hotel,with frontage on Japantown Street. As discussed in the previous section,the original flourishing Japantown Japantown Street. area was largely dismantled by the construction of the Salt Palace Convention Center in the 1960's.The remaining heart of the Japanese In 2006,the County adopted a resolution OBJECTIVE American Community that resided there was mainly comprised of the acknowledging the impacts of the Salt Palace Japanese Church of Christ and Salt Lake Buddhist Temple. Create a platform for Stakeholders to address concerns,identify construction and expansion on Japantown,the potential solutions,and find amicable paths forward. importance of the preservation and future of the After several decades,the Salt Palace was expanded,and the Japanese community,and encouraging the City to rename American Community organized to bring light to the negative 100 S between 200 West and 300 West as impacts the expansion would have on the remaining Japantown area Japantown Street.Shortly after,the City adopted r�i, on 100 South between 200 South and 300 West.In 2005,because a resolution recognizing the historical importance U Focus ONE FOCUS TWO of the Japanese American Community's efforts to work with area of Japantown and officially named 100 S between 0 mitigatePotential Articulate Vision 1,4 impacts of for Japantown stakeholders,Salt Lake City and Salt Lake County signed a joint 200 West and 300 West as Japantown Street. c, Developments resolution to recognize the unique cultural,economic,and social Additionally,the JCPC worked with the Urban 2 contributions of the Japanese American Community,that future efforts Land Institute to draft ideas on how to improve the w may support the area,and the need to mitigate the impacts of the Salt vibrancy of the area. F d Palace. E" SHORT , SHORT TERM LONG TERM .-i ACTION ITEMS ACTION ITEMS ACTION ITEMS In 2012,in the Centennial Celebration of the Gift of U The Japanese American Community also formed the Japanese Trees coordinated through the Denver office of the d w Community Preservation Committee as an organization to represent Consulate General of Japan,thirteen Sakura trees / Japantown.The JCPC includes members of the JCC,SLBT,and were planted across Salt Lake City,including trees I[// \ i i Japanese American Community. The JCPC worked with area located at the SLBT,JCC,and the Japanese Garden cn - stakeholders on the mitigation of the Salt Palace impacts,including on Japantown Street.To present day,the Japanese W loweringthe allowed height of the expansion,addingplace makingAmerican Communityholds Japantown festivals F Approval items working Group teas 9 P P vg Response to proposed items of Desi Concerns for connective t Establish Working implementation elements to the Salt Palace walls facing Japantown,commissioning throughout the year as cultural celebrations that F Design Ty° Group Japantown action an artist to create decorative gates on the Salt Palace loading docks, contribute to the vibrancy of Japantown,including W loosooth items,with design and - street enhancement adding themed street lighting,and the addition of a buffer between the Nihon Matsuri,Aki Matsuri,and Obon Festival. Z Hire Consultant elements bases on the JCC and Salt Palace which became a Japanese garden. cPS o"sat'"tela" W Recognition in On the south side of Japantown Street is Block Downtown Master Also in 2005,the State Legislature passed SB 211:Funding for 67,which is bound by 100 South and 200 South, 0 plan U Convention Facilities,that amended the Sales and Use Tax Act to 200 West and 300 West,and is of locational F., provide funding for convention facilities,and included language on importance within the downtown core.Up until O the mitigation of impacts of convention centers on the surrounding recently,it had seen limited to no new development Figure 2-1:Project steps during the 2018 process JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1#AI f,Ef'h fftIPi / MARCH 15, 2021 GSBS ARCHITECTS 2. BACKGROUND AND HISTORY OF PROJECT 13 In 2018,the state legislature passed SB 128 slating$15,000,000 with frontage on Japantown Street),and the Japanese American and objectives,operational logistics,plans for the consultant process, in transportation funds to be issued to the County for regionally Community("Stakeholders")about how to mitigate the potential and fine-tuned the mitigation steps between The Ritchie Group and significant parking structures("Transportation Funds").As such,the impacts of The West Quarter development on Japantown Street and Japanese American Community throughout the year.The Working County made a request to the Salt Lake City Redevelopment Agency how to enhance the Japantown area("Facilitation Process").The Group also identified three members of the Japanese American ("Agency")to create a Community Reinvestment Area("CRA"or Stakeholders agreed that this was an opportunity for a collaborative Community to act as Japantown leadership within the Working Group "Project Area")for Block 67 and that the Agency would act as a pass effort to potentially contribute to a renaissance of Japantown. and act as a liaison for their community.These included Judge Uno through for the Transportation Funds to The Ritchie Group,and the representing the JCPC,Senator Jani Iwamoto representing the JCC tax increment collected from the Project Area created for The West Facilitation Process and Rolen Yoshinaga representing the SLBT("Japantown Leadership"). Quarter development would be used to repay the County on behalf of Please see(page 2)for a full list of participants in the Working Group. The Ritchie Group. In August,2018,the Agency began the Facilitation Process by contracting with a professional facilitator,Siobhan Locke from The Langdon Group("Facilitator"),who specializes in working with Working Group:Block 67 North CRA&Mitigation Per the County's request,in July of 2018 the Salt Lake City communities to resolve complex issues.The Facilitation Process took Redevelopment Agency Board of Directors("Board")approved two Steps Implementation place over several months and included a history of the work done resolutions,including an Interlocal Agreement with the County for prior to the facilitation process to improve the area and creation of a As Stakeholders found amicable paths forward,the Agency worked to the transfer of the$15,000,000 to the City for the construction of an space where the Stakeholders could collaborate. draft a CRA plan for Block 67.The originally proposed Project Area was underground parking structure associated with The Ritchie Group's not possible due to the south side of the block being a collection area proposed West Quarter development,and to adopt the Block 67 for the Central Business District and committed to bond obligations. boundary survey authorizing Agency staff to draft a CRA plan for In October,2018,Agency staff presented a process update to the The north half of the block was proposed,and the Board approved Block 67 to be considered for approval. Board.According to the update the Japanese American Community the Block 67 North CRA in March,2019 to facilitate the use of tax felt that Japantown Street had never been officially recognized on increment financing as a funding mechanism to further the economic City plans.The Japanese American Community felt that to do so now development goals of the Salt Lake City Downtown Master Plan. Members of the Japanese American Community raised concerns with would show that Japantown was a valued asset,as well as make future the Board that the design of The West Quarter development did not developers aware of the significance of the street.Additionally,an take Japantown into consideration.In particular,The West Quarter important next step was to set up a working group for Stakeholders to Next the Agency drafted the Interlocal Agreements for the use of development was largely designed with Japantown Street as back of continue to work together after the Facilitation Process.In response, Project Area tax increment between the Agency and City,and Agency house to the Development's operations,causing concern that similar the Board voted for the Salt Lake City Downtown Master Plan to be and County,and included that the Agency would retain 10%of the tax to the construction of the Salt Palace,Japantown Street would once amended at a future date to recognize Japantown,and authorized the increment generated by the Development over the 20 year Project again lose vitality and functionality in the shadow of a neighboring allocation of$100,000 from Agency Downtown Place Making Funds Area for improvements to the public right of way on Japantown development.The Japanese American Community requested that the for a consultant for Japantown. Street.The Board approved the interlocal agreements in August and Development consider the existing uses of the street,such as church September,2019. services,and how it may contribute to the revitalization of Japantown. Working Group:Establishment For the Tax Increment Reimbursement Agreement between the In response,the Board asked the Agency to facilitate discussions In January of 2019,the Working Group was established and made Agency and The Ritchie Group,or the current owner during the between The Ritchie Group,County(as a financial partner in The up of the Stakeholders("Working Group")with Agency participation term of the agreement,the Agency incorporated the agreed upon West Quarter development as well as the owner of the Salt Palace to provide technical assistance.The Working Group identified goals mitigation steps from the Facilitation Process,and received final JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl JAT k{TIf'h tihi / MARCH 15, 2021 GSBS ARCHITECTS 2. BACKGROUND AND HISTORY OF PROJECT 14 approval from Japantown Leadership on the final concessions for a technically obtainable design strategy while balancing the Japanese % Japantown.They included four main topics,including one,Good American Community's range of priorities,implementation and 411...mFaith Conditions such as The Ritchie Group and Japanese American maintenance cost estimates,and identification of Japantown best ,1' 1 . Community working together to schedule trash pink-up so as not to practices for future management. interfere with festivals,church services,etc.The Good Faith Conditions II _.... - require timely collaboration between all parties for the conditions to In January,2020,the Japantown Design Strategy process with i' 1 „.d'�- - -14.1 be met.Two,Design Standard Improvements such as design changes GSBS was kicked off,then temporarily paused due to the COVID-19 - to the Development to reduce north facing back of house functions pandemic,and resumed through completion in April 2021.The CCC and improve connectivity with Japantown Street.Three,the Regrade/ �, _ > Japantown Design Strategy is an important tool and next step for the 4 ' Repave of the JCC and SLBT parcels to open up connectivity between Japanese American Community to begin applying for funding of the =y - the Development and Japantown Street.These agreements were a ,� handled directly between The Ritchie Group,JCC,and SLBT as private improvements they would like to see.As it is a strategy,it is subject to 4- - -+, change as it evolves with funding and implementation steps. •,; - ' y property owners,however the Agency retained the right to keep �' '---. Ya. $250,000 in tax increment for improvements to the public right of way on Japantown Street if an agreement could not be reached between Due to the estimated costs of the improvements requested,it is •. .. /, the parties.Four,that 10%of tax increment would be set aside for anticipated that funding will not come from one source alone,but ? - , , improvements to the public right of way on Japantown Street.The will require many entities to participate including local,County,State, - Board approved the Tax Increment Reimbursement Agreement in and even national opportunities.The Block 67 North 10%set aside AliN, December,2019.Since then,The West Quarter development has begun of tax increment for improvements to Japantown Street mentioned r /® -;� construction and is slated for completion in 2024. previously will become available over a 20 year timeframe,and 1 although may contribute to improvements,will not be enough to cover the entire cost. - Working Group:Japantown Design Strategy ® Process&Next Steps rThe Agency is proud to be a partner in this extensive community I As the Working Group negotiated Japantown mitigation steps,they engagement and visioning process,and looks forward to continuing to also participated in the consultant selection process and worked work with the Japanese American Community on their next steps to with Agency staff to create a Request for Proposals("RFP")for the see their vision come to fruition. \ consultant(posted August 23-October 7,2019),participated in the Selection Advisory Committee,held finalist interviews,and selected 0 GSBS Architects as the final consultant(October-November 2019). Lt' ' '• c• The Agency drafted the RFP with key elements reflective of the �' Tr— F W U Working Group and Board's goals("Japantown Design Strategy")1�,,=, n including community engagement,extensive due diligence to create Judge Raymond Uno looking through exhibits during Nihon Matsuri JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1 JA3kfil`I ffkotiki / MARCH 15, 2021 GSBS ARCHITECTS 15 • i ',j \!y , •., I!'� , i l�•' IIr J� I \ I ‘PIO A Fk I�‘► 1 ®► I Ir L44 r I4, I, R I.4 rI.I Fg r� .I I I 1 ;�'r .( li f j1 F 1 r �' i i e' c'r X 1: ` � "0,1,7.,•,.,,,•.'.4� � �� 111 � � Ilei 1 l I' � .r i ' 1;I ; � ,] �I I L I ', a 1.I1 I I �r i i. I+. �� I v 1 rI ,M t.J� � p' r �I' ✓ '\ •",r .1:.,°j ,• , •:ice,j;:,..1 . ..�' ,eI i4,. 1►;. ,4.4 I 1 �� ,I,o .a, c= ,4.` 'Y: > a `'''ra n I }� I I , I , p„. I M11� -' la 1 1 1 I e Q , e ��: 1 J I: 101 00.0.: 1,..101!,,,„: .,., , I ,; 1•'II r'.i.117.,..1111[1, t 1•- II I, r t.,.".•.:.... r :1 .yI ;"'.1i 1.• � \ I r. .Y r Q1 a i11L'i F �!�,t. .•y` ,,N, li:,. 1..ltii • , ( klk � Irr 1 1 ♦ li I 1 L h`1I ,1"' .1 .1 i r1 1, I I II JI p 4L. .- ' l''.,,...,`; ILIIj � y 4' �,1•. ,1t111. 'x v x.C.1?16„. i '3"," ,'',, •; N ..xi"4`• r 1 I `v4- ji? / '.a n 1 9 I I II. I J I r I. ' , 4t. `' i+. � ♦i. _. yr- 2. L. Section Three 11' 11 Iii I ii0 iilli � II 0101 r ' I I 10 I „� �� i111 III I 1' ► 4 : 0 I It J I: F. i ,. li !'. 1 • i 4 1 , h � •I . ,,,,igl 1,' ' i ' lCommunity Engagement Approach ;; �4,. 41 - �I , 1 q1,11XII , , ,r I;. hII •• l• , IIill II �, 1.1. I ,I � .i IltI1IPR, `� I7I _ z1 % 4 I ' C / / 1/ � F:, I )• Ii7la. lI I (:- 1 I d -1'1,,. 1I rV " (i, M ..., II , i� IIII „ 7 ''I iIC -1 I°i � 11 � i1v F� H �, :r 1 : � . 1Y' • l 1 _ 1 �� 1 0 a ' V/aI I `j I ;1.0:r. ,1 , 3 .• ; 1.4 .1 ' t- 0 � • �j' � 4� Iy , �kI L Il 'i .1 , I ii:111''%. . {'t.'� ,'I 1::.-i''... 1 I �I tI `1'9 ”' I, r ". •b!yI Ir�r.'' I%) sVY iy ,,. P I 1 I A J --:',....,..,,,,./,',., I I r. ,, ^YF I c ,1 11� .Jr I \C , I ` 1M I ' II. �I I.tit .':NI , .1,;,,,, a -A.YI) ,:.i., I.`IpIiI iii Ph\IA , ►, 1 � 1I1II I .1 i I , I � 1 , �I „ � I I I � JAPANTOWN DESIGN STRATEGY& GUIDELINES / flJAIk{TIb'1f tiI / MARCH 15, 2021 GSBS ARCHITECTS 3. COMMUNITY ENGAGEMENT APPROACH 16 Japantown Community Engagement Approach A8 , Overview JanANESE � � �OLb), Over the course of twelve months,the SU CA,_ �S Japanese American Community in Salt Lake ' CO,(114 C� City developed the Japantown Design Strategy and Guidelines.The consultant-guided process ( PTOJPT0included extensive engagement and interaction 'ktto identify the community's long-term visionand implementation phases to guide futureinfrastructure investment on the street. WHO: WHO: WHO: epresentatives as identifiedThe Subcommittee was created This is open to the broader Salt Palace,Multi Ethnic town facilitation process andby the Japantown LeadershipJapanese American community. Housing,West Quarter Engagement was structured in partnership withup creation,including members of to provide additional insightThe Japantown Leadership and Development,Vivint Arena, the Community to incorporate several levels ofe Church of Christ(JCC),Japanesespecifically for the Design StrategySubcommittee may invite any City Technical Repsoutreach as seen in Figure 3-1. Preservation Committee(JCPC), process,including members of the attendees they would like to and the Salt Lake Buddhist Temple(SLBT).This JCC,JCPC,SLBT and Japanese participate,as well as promote group also includes three members specifically American Community. participation in the engagement Community engagement moved from in-person identified as Japantown Leadership or activities. meetings to online events as a result of the "captains"with one member each representing coronavirus pandemic during this time.Although the JCC,JCPC,and SLBT. ROLE: PARTICIPATION: PARTICIPATION: +Provides feedback to Japantown +Participates in engagement activities. +Participates in one-on-one the approach moved from in-person to online, ROLE: Representatives and consultant +Shares experiences and needs. stakeholder meetings. community participation remained high and +Guides project process and provides feedback. team. +Reacts to draft materials and ideas. engaged.All materials,a video recording,and +Selects Subcommittee members. +Acts as project ambassadors a follow-up survey was released following each +Provides initial review and feedback. leading up to and during community event on the Agency website for +Makes final recommendation on low-, community engagement community review.The Subcommittee reviewed medium-,and high-cost preferred alternative activities. design concept and design guidelines. the survey results following each event to identify ideas and needs of the overall community. The Community developed the design concept as a result of three community events,an extensive series of community meetings,and additional / survey feedback opportunities. Figure 3-1:Japantown Roles and Responsibilities irki 14 r�!rOP �4r��rigr��NePhlePhle%lerhleklieNdyklePOr��rwrier��r�gNer�Y�!ridyklRi eNerier�l�'�roge JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 3. COMMUNITY ENGAGEMENT APPROACH 17 ,IL, Japantown Representatives Japanese American Community \... u The Japantown Representatives were identified in the Japantown Members of the Japanese American Community participated in three j facilitation process and Working Group creation. The Working Group community events.This group included community members from included members of the Japanese Church of Christ(JCC),Japanese the Japanese Church of Christ,Japantown Representatives,Japanese Community Preservation Committee(JCPC),and the Salt Lake Community Preservation Committee,Salt Lake Buddhist Temple,the 111 Buddhist Temple(SLBT).This group also includes three members Subcommittee and other community members who share an interest in 1 MI specifically identified as Japantown Leadershipor"captains"with the future of Japantown Street. ` "411 * P y P P P r'' j � one member each representing the JCC,JCPC,and SLBT.Their responsibilities included guiding the process and providing feedback, selecting Subcommittee members,providing an initial review of Area Stakeholders 0- A_ _i - materials,and making a final recommendation for the low-,medium-, This group includes Area Stakeholders including the Multi Ethnic P N -. �;j�: and high-cost phasing in the final design strategy.Three Japantown Housing Highrise,West Quarter Development,Vivint Arena,the Salt t ' Representative meetings were held over the course of the project,and Palace,and City Technical representatives. Japantown Representatives also attended the Subcommittee meetings ••••••.,.-, and community events. . Subcommittee _;?)! - ,. —.e• I The Japantown representatives invited members of the Japanese American Community to participate on a Subcommittee to guide the 44 ` u \ ` design process and facilitate outreach to the broader community. F` r s Members included representatives from the Japanese Church of Christ, • Japanese Community Preservation Committee, Salt Lake Buddhist :�4 r i Temple and the Japanese American Community.Their responsibilities included providing feedback on materials and events to the Japanese ,, _ " Representatives and consultant team and acting as ambassadors to • 1, the design process and engagement activities.The Subcommittee met seven times during the process,and Subcommittee members were encouraged to attend the community events. Aphoto from Japantown Community Event 1 l ANleri6!r0117��ridgy hid" id b6 ki�� kii kii�bleid� OPki64ridlr�APdrie ANlerelNINle �� 0ieVPb 1i4MITIO JAPANTOWN DESIGN STRATEGY & GUIDELINES / ; MARCH 15, 2021 GSBS ARCHITECTS 3. COMMUNITY ENGAGEMENT APPROACH 18 Timeline Figure 3-2 outlines the community engagement STEP 2 STEP 3 STEP 4 process leading to the development of the Japantown Design Strategy and Guidelines. Community engagement and outreach for the Community Event#1 Community Event#2 Community Event#3 Working Group Final Review: Japantown Design Strategy and Guidelines PURPOSE: PURPOSE: PURPOSE: The Japantown Representatives began in February 2020 with Community Identify project vision& Review and provide input on Review and provide input on refined approved Event 1 at the Salt Lake Buddhist Temple.Each a low-,medium-,and guideposts. draft concepts. and more detailed draft concepts. high-cost preferred options for subsequent community event was followed by a meeting of the Subcommittee to review future implementation and submittal to RDA Board. the takeaways from the event and to review PARTICIPANTS: PARTICIPANTS: PARTICIPANTS: material revised by the Design Team to reflect JANUARY 11,2021 Japantown Representatives Japantown Representatives Japantown Representatives the comments and ideas received during Subcommittee Subcommittee Subcommittee the event. Japantown Community Japantown Community Japantown Community STEP 4 The Subcommittee reviewed the draft design FEBRUARY 8,2020 OCTOBER 17,2020 DECEMBER 12,2020 strategy which incorporated feedback from the community event and prior Subcommittee RDA Board Review meetings.The Subcommittee also reviewed material in preparation for the next community RDA Board review-April meeting event.This was repeated after each event 1 1 1 until the final meeting of the Subcommittee in January 2021,when the group reviewed the draft design strategy for recommendation to SUBCOMMITTEE AND JAPANTOWN SUBCOMMITTEE AND JAPANTOWNSUBCOMMITTEE AND JAPANTOWNIlr the Japantown Representatives. REPRESENTATIVES REVIEW REPRESENTATIVES REVIEW: REPRESENTATIVES REVIEW: Finalize Guideposts and internal Review and provide input on refined Review and provide input on draft "Criteria"for design process. and more detailed draft concepts final concept and implementation COMMUNITY The Japantown Representatives met one last for Community Event 3. strategy for Japantown time in mid-January to confirm the preferred Representative final review. CELEBRATION low-,medium-,and high-cost implementation SUBCOMMITTEE AND JAPANTOWN October 28,2020 phases.This group provided feedback before REPRESENTATIVES REVIEW: SUBCOMMITTEE MEETINGS: January 6,2021 MAY,2021* the presentation of the final draft design Review and provide input on draftNovember 11,2020 *Subject to change concept to the RDA Board in April 2021. concepts for Community Event 2. December 1,2020 July 28,August 26,September 23 Figure 3-2:Japantown Engagement Schedule Ar14r6!N Mri 64 rieFIVr��ridrkie Irkie Irki14 Fhei �FOFbl r0 0drier�7164rk64NMereOFieNOrieP 1i4r le JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 3. COMMUNITY ENGAGEMENT APPROACH 19 Iiitili. . .z.A.z.z.t. • 1 2.2 4:12.• - Small group work during Japantown Community Event 1 A screenshot of othe preferred street concept shape from Japantown Community Event 2 A screenshot from Japantown Community Event 2 Community Event 1 Community Event 2 February 2020 October 2020 Location:Salt Lake Buddhist Temple Location:Virtual/Zoom The Japantown Representatives hosted this event to provide an The Japantown Representatives and Subcommittee hosted this event Community members unable to attend the Saturday morning event introduction and background to the project and identify the key to review and generate input on the design vision and guideposts reviewed meeting materials,a recording of the meeting,and completed elements for the design vision and guideposts.The Japantown developed as a result of Community Event 1.Participants also provided a questionnaire hosted on the Salt Lake City RDA website.The Design Representatives invited members of the Japanese American feedback on three different design concepts for Japantown Street based Team incorporated feedback and ideas from the questionnaire and Community,the Japanese Church of Christ,the Salt Lake Buddhist off of the 2018 Ideas list and Community Event 1.This event was open event into the design concepts.The Subcommittee reviewed the Temple and the Japanese Community Preservation Committee to to the Japanese American Community,Japanese Church of Christ,the updated concepts following Event 2. participate in the three hour event.Following presentations on the Salt Lake Buddhist Temple and the Japanese Community Preservation history of Japantown,the design process,and public placemaking, Committee. Community members identified the following preferred outcomes for participants completed small group exercises to identify community Following a presentation outlining the design process and providing the redesign of Japantown Street: goals and priorities for the street. Participants then identified + Pedestrian and visitor safety the draft vision and guideposts,community members were divided into and prioritized recurring ideas and themes.The outcome of these small break-out groups to discuss the draft materials.Participants gave + Preserve existing on street parking community exercises was a draft design vision and guideposts.The feedback and input to the design team in the break-out groups and when draft was reviewed and revised by the Japantown Representatives and + Accommodate current festivals the larger group was reconvened. Subcommittee to ensure accurate reflection of Community vision and + Improve the pedestrian environment goals prior to Community Event 2. A discussion and examples of what defines the public realm prepared participants to evaluate three preliminary design concepts reflective of + Create a sense of place and uniqueness the design vision and guideposts. Participants again broke into small + Meet technical criteria for Salt Palace dock access,fire lane access, groups to review the concepts and provide ideas and feedback.The and City engineering design images above show Japanese American Community feedback through an interactive Zoom format. irkligrili!rk1yelkiligr��NINA\NePhle%lePklePhlekl �rier��r��riereidgrb�r��Vr�Y�!rid�rk�rieVWr�l�'IrogN JAPANTOWN DESIGN STRATEGY & GUIDELINES / ,. MARCH 15, 2021 GSBS ARCHITECTS 3. COMMUNITY ENGAGEMENT APPROACH 20 Community Event 3 December 2020 Location:Virtual/Zoom Community members reviewed and provided input on refined and counts,roadway dimensions,street trees,and right of way dimensions. included art elements,history,and storytelling elements,and functional more detailed draft concepts for Japantown Street This event was Table 3-1 summarizes the elements on the street that contribute to placemaking elements like light poles and benches.This also included open to the Japanese American Community,Japanese Church of Community-identified preferred outcomes identified in Community patterns and colors,entry elements and opportunities for art. Christ,the Salt Lake Buddhist Temple and the Japanese Community Event 2. Participants discussed the importance of history,storytelling and art Preservation Committee. elements in fulfilling the vision and guideposts for the street in small The Design Team reviewed precedent images from public spaces group sessions.The large group reassembled and the Design Team During this event,the Design Team presented the proposed design around the country,and Japan,to illustrate how streetscape elements asked participants to annotate on their screens what they heard in their including festival dimensions,pedestrian way dimensions,parking stall can be used to create a sense of place.These placemaking elements breakout sessions. Table 3-1 :Elements on Japantown Street The group reviewed functional placemaking elements and took part in SECTION CRITERIA EXISTING RECOMMENDED another breakout and annotation session to discuss which functional elements best fulfill the vision and guideposts and create a sense of Obon Dancing Circle 45 ft eo ft place on Japantown Street. Nihon Matsuri Booth# 39 39 IVALS Community members unable to attend the Saturday morning event Nihon Matsuri Vendor Lane Location-14' North North&South Sidewalk reviewed meeting materials,a recording of the meeting,and completed a questionnaire hosted on the Agency website.The Design Team Festival Fire Lane Location-20' Street North Sidewalk incorporated feedback and ideas from the questionnaire and event into II 1=11imMil 40 ft the final design concept.The Subcommittee reviewed the updated concept following Event 3. PEDESTRIAN WAY1111 40 ft - •- 730 ft 730 ft Length-South Side 712 ft 712 ft ■ • Total On Street Parking 48 50 PARKING STALLS ...ilii: - - 0 2 i•m^..��w.,�d!EMir�..rems.s�a.!ara. rIf11- sd.�,k Coy! __ Total Lanes of Travel 111=21 1Mhai 2 kL -.2:.1,==.: 10 ft l �.�p..n ,y�.. Milli ROADWAY Turning Lane , 0 1 How!•�rttM il•Ked �"` y^ �■ m 11611 1=1: I .___w•w.npaintedp•.,yr_•• _. N/A 10 ft 1�" 7 -- 60 ft 30 ft . . ..,..,..,.,m.,,-. �+' .i IBill T TREES Trees in Public Right of Way 17 42 ...,. RIGHT OF WAY dEl Width 124 ft 124 ft A screenshot from Japantown Community Event 3 JAPANTOWN DESIGN STRATEGY & GUIDELINES / ;' MARCH 15, 2021 GSBS ARCHITECTS 21 Section Four Design Approach JAPANTOWN DESIGN STRATEGY& GUIDELINES / 11*AI k{TIb'4 / MARCH 1S, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 22 Vision Statement A place of remembrance and respect Design Approach Okage sama de A place that thrives over time "I am who I am because of you" A place of inclusion Vision and Design Guideposts The vision statement guides project design and provides necessary direction for decision-making throughout the design process.The Subcommittee dedicated great thought _ and deliberation to the vision statement,to capture both the Community's reason for existence and its promise for the future. It is motivating and inspirational while reflecting the Community's Design Guideposts core values and culture. The five design guideposts provide goals and plans for A PLACE OF VIBRANCY A PLACE OF GENERATIONS implementing the vision through the design concept and guidelines.Each guidepost begins with"A Place of..."to evoke the aspirations of the Japanese American Community and the physical characteristics that will make Japantown a distinct, r OF GATHERING A PLACE OF SENSES identifiable and valued place within the city. A PLACE OF INTRINSIC BEAUTY JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl JAakfif1 fftotih / MARCH 1S, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 23 r ` A PLACE OF GENERATIONS A PLACE OF GATHERING GOAL GOAL Memory and transformation that honors the past and inspires Celebration.A place that feels like home, a place the minds and hearts of future generations. to meet and welcome new friends. PLAN PLAN Use of contemporary and historical design elements, design the A safe street designed for festivals and celebrations street and create spaces for festivals and activity for all ages. that showcases Japanese and Japanese American culture and arts. Create opportunity for pop-up interaction. JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl*AI k{TIb' tiOii / MARCH 1S, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 24 A PLACE OF A PLACE OF VIBRANCY SENSORY EXPERIENCES GOAL GOAL Create a place of vibrancy that supports commerce Include sights, sounds, textures, and smells that evoke a and brings life to the street. memorable experience of the Japanese and Japanese American aesthetic. PLAN Provide elements that bring people into the area PLAN and creates visual interest. Use streetscape elements and landscape materials with a variety of scales and textures. JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl*A4 k{TIb' tiOii / MARCH 1S, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 25 U _ ,T APLACEOF ` INTRINSIC BEAUTY / GOAL _ Aik y r -• 1 Ittl ' Draw on existing beauty of the space and place. j ! ', << 1... ,' PLAN ;-•.----,-,:;/ 1 �. Provide the infrastructure and purpose to draw people _ - and activity to the street and showcase Japanese and Japanese 1 's = ► -- r . r: American design approaches.Attract the broader community V _ r `�: to support activities in nearby areas of downtown. Source:Salt Lake Nihon Matsuri Committee JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl#hL k{TIb'h tlkl / MARCH 15, 2021 G S B S ARCHITECTS 4. DESIGN APPROACH 26 Initial Design Concepts and Feedback 1 ! ,v! t j +� • �.,1', . This project focuses on the public realm,defined as the publicly { 1 I owned places and spaces that belong to and are accessible by , .,, I ,"4 - - r 4 ♦ � f I T - ♦ all ,., ` everyone.Before automobiles became the dominant form of _ - - '" �! r t - '�' :� ,:eta a"F ,t.- I-C7, 11 transportation,streets were active mixes of pedestrians,shoppers, - '1 c^tF -�F� • ',' _ vendors with their wagons,horse-drawn carriages and bicycles.The L,_ 3 _ ) - II public realm was a natural place to meet and interact.Though 20th — - n "� _ c �..JAPANT-OWN STRC - __ - century street design took a vehicle-centered approach,there has L++st -1 r been a movement in recent decades to reallocate the public realm, 1I1 u 1 , putting more focus on people and less on vehicles.On Japantown -, ♦ c _ " I,- ". Street,the public realm includes sidewalks,park strips,and street � -- _ ' \� parking,but the majority of its width is dedicated roadway.The 'i• 1T ' '• +t I - ,r y i public realm here is used not only for getting from one place to1111_ t •:r'- ' I .., \\ another,however,but for festivals,socializing and recreation. • t __ ___. ._ . Three preliminary street design concepts,based on the r;�-'. ;141141 4 I. _ s . - • " .. \ , Community's initial ideas,were presented to the Community for _ f'„! ��_ �� feedback.They illustrate alternative ways to change the balance a 1, , ', of use in the public realm and give more space to pedestrians, gathering areas and other people-focused uses,while: r .. >y + Meeting the technical needs for traffic volume 3,-, ,,,.,r e + Maintaining Salt Palace truck access,andi. N,,, ,,, + Implementing Community's preliminary list of goals and priorities, if* '',.ti, - _ including placemaking and preferred festival layouts �1 -1 , It LII @ + Meeting City code and requirements u In each concept,the number of drive lanes has been reduced from ,Eo,,,s,AcE „„,c,,,,,a.,AcE ,Eo,,,s,A,E four lanes to two,one in each direction. O O O O O O O I PO'HARDSCAPE WIDTH i 124'ROW Figure 4-1:Existing 2020Japantown Street and Roadway Section JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A2$ 4iiii—Pi / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 27 }'`v✓ ,y 3 $"ir ny $'`�r ny N nay }"te�r h.,-, Y"�r�1^h.+�s }^�N h�'y s "y r^`r ivelx7 y y rir l� '_G '' "Jr� 'y u r II( "y �_a .t'::':1://11";'-': ':::: Option A �� " — ,;''„,--/:,., yy". 7, y y ,;',,,-,,,':::::,,,,,,,y y,i". ".Z . L The first concept presented,Option A,maintains a typical straight- 'e � ,( ' .s a _ 0 'Q" r i .�'' .�,, r „ Po' ,.,;x'a ,„.,1.,. ,/A line street edge,with one vehicle lane in each direction(rather than ( o o o ,� f ,., IN two)and a center turning lane.It creates considerably wider sidewalks + �r'' �/ "ipl" 1 i, I % ��I to accommodate a double row of trees on each side,planted in tree 1 I�! i� 1 Illi3 i 1� 35' 54' 35' wells,to create an urban tree-lined walk.The north and south sides of the street are connected by a mid-block crossing.Street parking is "`°"`S""" VEHICULAR SPACE PEOPLE SPACE accommodated in stalls parallel to the curb,rather than the combination O O O O O O O of angled and parallel stalls that currently exist.(Figure 4-2) 1 94'HARDSCAPE WIDTH 1 124'ROW 1 PEDESTRIAN WALKWAY&PLAZA SHARED ROADWAY FOR 'GREEN SOFTSCAPE — PEDESTRIAN CROSSING POSSIBLE ENTRY H LIGHTS WI BANNERS,BOLLARDS, CAR/BIKE/TRUCKS TREES/GRASS &PLAZA EXTENSION • ELEMENTOSSIBLLOCATION(S) ONS) WAVFINDING a POSSIBLE ART ELEMENTS POSSIBLE ART ELEMENTS _POSSIBLE ART ELEMENTS JAPANESE . ARDEN r OPPORTUNITIES FOR ART&HISTORIC ELEMENTS I I STRUVE JAPANESE CHURL BUILDING OF CHRIST SALT PALACE LOADING DOCK a 40 4, 40 I. 40 I' 40 0 0 0 oo ® ,` • ® ® 00 100 SOUTH/JAPANTOWN STREET _' m iris m til IA—I CZ:3 IIIIINI 1111. 11 IL CZIE7 —I o v. WEST QUARTER DEVELOPMENT SALT LAKE JAPANESE MULTI-ETHNIC I I LUMBINI'S GARDEN SALT LAKE BUDDHIST TEMPLE BUDDHIST CHURCH OF --HOUSING TEMPLE CHRIST PARKING PARKING PARKING I —777 — I , I I I — CZ7 1 1 Figure 4-2:Japantown Street Concept Option A and Roadway Section x9Rn1 JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A2$ Ib'll5'IHi / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 28 N ^t 7'"7 j $"N h s $'`-N ,,,y t Option B ' $ ,,y y', IlkoThe second concept presented,Option B,creates two ovular street v .y . ' ' ti - _ areas,one in front of each church,joined by a wide mid-block (-:? r/� a IIP crossing.The entries to the street,at the west and east ends,are rep Kt -,M).„, Ma. �l narrowed to signify a place that is special and unique within the ' 6® _� 26' 72' 13' 13' city.This concept emphasizes the presence of the two churches and the connection they share as anchors of the Japanese American "°""°"" VEHICULAR°"" °"``"" Community.It enhances the mid-block portion of the street,creating a O O OO O O O O 0 widened pedestrian area and generous raised crosswalk that becomes a literal and figurative connector.This concept maintains angled 96'HARDSCApE WIDTH 124'ROW parking in the ovular street areas.(Figure 4-3) PEDESTRIAN WALKWAY&PLAZA SHARED ROADWAY FORGREEN SOFTSCAPE -PEDESTRIAN CROSSING POSSIBLE ENTRY i____ L LIGHTS WI BANNERS,BOLLARDS, CAR/BIKE/TRUCKS 'TREES/GRASS &PLAZA EXTENSION • ELEMENT LOCATION(S) L WAYFINDING L I POSSIBLE ART ELEMENTS POSSIBLE ART ELEMENTS -POSSIBLE ART ELEMENTS JAPANESE 0 GARDEN r OPPORTUNITIES FOR ART&HISTORIC ELEMENTS I I STRUVE JAPANESE CHURCH BUILDING OF CHRIST �I1IV./ SALT PALACE LOADING DOCK 1 1 IT7 4, 11' 4, T 4, 1' o c ® `� 0 % 0 0 o ® 0 * 100 SOUTH/JAPANTOWN STREET MD In In % -10.111C1 • J, T yT yT 4, '1' ' I1r/ 1 1- 1 ‘ WEST QUARTER DEVELOPMENT SALT LAKE JAPANESE MULTI-ETHNIC LUMBINI'S GARDEN I SALT LAKE BUDDHIST TEMPLE [..-- BUDDHIST CHURCH OF -HOUSING TEMPLE CHRIST -PARKING PARKING ARKING 1 .—, , in Figure 4-3:Japantown Street Concept Option B and Roadway Section rJonR1 JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A3k 4111-iHi / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 29 Y`-r h., Sn,.r .,r7 sr ,�,,,s �2 G Option C ,,, "s,,. yS { y y ,, ,,,, '7„z+� " + y' ' The third concept presented,Option C,offsets the west and east =4e , 7 '' '/ ' ', „• 'Ta4' - street entries and creates as a"zig-zag"movement through the �'e r�� 6 iG�j n � �� , ,,,qqq... block that slows traffic and creates interest.The offset results in f' f, d Ili ay __�_ Ipi �'v f1' `0 J wide sidewalk areas in front of each of the two churches,creating i n f I a =�- i I :. 51' 14' 29' plaza-like spaces for each.Similar to the previous concept,it PEOPLE SPACE VEHICULAR SPACE PEOPLE SPACE creates a wide mid-block crossing.The center turning lane is omitted in this concept.Parking is accommodated in stalls parallel O O O O O O 0 to the curb.(Figure 4-4) 1 110'HARDSCAPE WIDTH 1 124'ROW 1 PEDESTRIAN WALKWAY&PLAZA SHARED ROADWAY FOR GREEN SOFTSCAPE -PEDESTRIAN CROSSING L ^� LIGHTS W/BANNERS,BOLLARDS, CAR/BIKE/TRUCKS 'TREES/GRASS &PLAZA EXTENSION • POSSIBLE ENTRY ELEMENT LOCATION(S) WAYFINDING L I POSSIBLE ART ELEMENTS POSSIBLE ART ELEMENTS -POSSIBLE ART ELEMENTS JAPANESE D ARDEN r OPPORTUNITIES FOR ART&HISTORIC ELEMENTS I I STRUVE JAPANESE CHURCH BUILDING OF CHRIST ® 0 - SALT PALACE LOADING DOCK — 4, or 4t yT tN O C --- ® N 0 �� ® O 0 ® ,r O m 100 SOUTH/JAPANTOWN STREET m -I illigillin11111111r11W \ 0 -I I �i SALT LAKE JAPANESE WEST QUARTER DEVELOPMENT .,...I-ETHNIC LUMBINI'S GARDEN SALT LAKE BUDDHIST TEMPLE ----- BUDDHIST CHURCH OF HOUSING TEMPLE CHRIST PARKING PARKING RKING I - %� - _ ' ' I , , • , in n Figure 4-4:Japantown Street Concept Option C and Roadway Section 11oRn1 JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1#h2$ J4111-iHi / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 30 I •:-..ilej -- �; CURRENT 10nSO"TH/.APANTOWNST.EET �. tt o IP 1 _ H Feedback The Community expressed a strong preference for Concept ---- Options B and C,both of which alter the shape of the street, _ —IL I IIA '-- create narrowed street ends with the potential to slow traffic, and offer a significant mid-block crosswalk to facilitate movement between the churches and improve pedestrian safety. :/ They favored the additional sidewalk space in front of the two F _�-c. churches afforded in Option C but recognized the loss of on- street parking,and width for festivals and turning lane for trucks o c - I m am e to queue before entering the Salt Palace loading dock. OPTION A 100 SOUTH/JAPANTOIAMETREET — m m H = CO y 0 The Community's concerns focused on maintaining street o 1 t y+ 1 S . - �r o parking capacity,maintaining enough street width to r 1 -_ — accommodate the Obon,Nihon Matsuri,and other festivals such as the Aki Matsuri(largely as they are set up today),creating a universally accessible street without barriers,and maintaining a I IP ''V I • - l —I I safe and non-threatening environment. 1 T 4 t 4 t 1 T ` 4 r ® 0 % o OPTION B o r ® o F 100 SOUTH/JAPANTOWN STREET ® F lirl MD O14 O % O 1 1T •s .5 11' I I II i II 1--p-'�� -H J. 1 11- — -- 1 l 1T yT yT 1T 1T 1T O 0 ® - o ® 00 OPTION C ® m m loco SOUTH/JAPANTOWN STREET 091 ti ® ® O -. 0 1 T ♦T 1 T 1I 1 1 Figure 4-5:Japantown Street Concept Options JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A4i 4111-0 / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 31 Preferred Design Concept The Community's feedback on the initial design concepts led to years as the festivals have grown.However,because there were few a deeper dive into the lay-out and access requirements for the documented festival layout maps,three-dimensional digital models Obon Festival and Nihon Matsuri,the two largest festivals held on were created to help the Community consider how to balance festival Japantown Street.Though the Community acknowledges they occur needs with the year round uses of the street.It should be noted that but two weekends during the year,they are culturally and traditionally the churches plan to hold other street festivals also.They are smaller significant and successful in their ability to bring the Japanese than the two large festivals that the concept was designed around and American Community together and share their culture with the public. should be able to fit accordingly.More detail about the festivals can be The layout and activities have been worked out and refined over the found in the Existing Conditions Appendix. SALT PALACE 0 * \o �'ANESE �`\— —ItiItl I l`I I I I I I m STRUVE JAPANESE CHURCH \, 'R m in BUILDING OF CHRIST ® ® in SALT PALACE LOADING DOCK 1 .iw.i. .y5. .'i J1.. JILL i .i i As.. .i .i CM � � Now : 4 TN w s .s R� a �_ I I \ 7 f 7 77 7o MOW '—�r w jI�`M IPr. �r .�. . ��- W' .0iw�w__�P' �. I I I. D / / JAPANESE RITCHIE DEVELOPMENT SALT LAKE L MULTI-ETHNIC HOUSING LUMBINI'S GARDEN SALT LAKE BUDDHI IT TEMPLE IIS/ BUDDHIST CHURCH OF 17 TEMPLE CHRIST HARKING PARKING PARKING I-- — 1 Figure 4-6:Final Preferred Design Conceptli `J� «annJ JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A2S Ib'll 'Ib / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 32 Constraints on the street redesign include: + Minimum width of unobstructed festival street for the Obon dancing circle and seating + Required fire truck access through the street during festivals + Maintaining street parking stall capacity while allowing for temporary + A clear lane for vendor vehicles to access the booths during the Nihon Matsuri festival parking,in the middle of the west half of the street + Access to the many driveways along the street,including those into the surface parking lots owned by the Salt Lake Buddhist Temple, Conclusion the Japanese Church of Christ,and the adjacent lot serving the Multi-Ethnic Housing facility,as well as service and parking structure Design Concept B proved to be the most successful at realizing the entries to the West Quarter Development. design guideposts while providing for the functional needs of the street both day-to-day and during festivals,and maintaining street parking + Access into the Salt Palace loading dock capacity.It was therefore,the Community's preferred concept. _ — J '}� � s -- ;tom. _ — T _ r `` -s F .‹,,-s....:---...„-=. \ �- G \ A-_: Y� \l ;tee h ' ``_ �t 1�•�.�,-64 'c _ • ='=- - \�_ _ 41 ,, ....,,,, _ .N. „..._ _,,,„, _ _ _ `��\ iii :�j.+j'+ \ ��.,-,,.......„. ' .\ „. —�A``� 0011110 100 'N ...,_41.%-',4*--- .-,--'-,:.7". ....,-..--.411r4bPA,..., ...,..' -' ',,,, ' -41 C-Ii,SWN,,,,, / N, `S'mittill'ir_II ------ '' *4.4 4 Or; -lii<#41 ' ,.- --- ,....0....so ....z. \* 1-.W -- : •dt1�-1100. am ;1 k th *41' � ;�. i \ I). . '-'. N 0 _ N--„-' \ Figure 4-7:Final Street Concept with Nihon Matsuri Figure 4-8:Final Street Concept with Obon Festival JAPANTOWN DESIGN STRATEGY& GUIDELINES / flJ Al k{T1 fkSt ISI / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 33 Key Features of the Design Concept + EAST AND WEST STREET ENTRIES + LANDSCAPE PLANTING + FESTIVAL CONSIDERATIONS The narrowed street entries identify and define Japantown Street Opportunities for plants and groundcover are primarily at the edges Fire Truck Access Lane and provide generous paved areas for street trees,entry monuments, of the right-of-way to maintain all of the clear access requirements A 20-foot-wide fire truck access lane is provided on the north side sculpture and other placemaking elements. noted above.Plants and groundcover are opportunities to reinforce of the street along the sidewalk,between the rows of trees and the design vision and guideposts and to make a visual connection to vertical placemaking elements.The lane requires 13 foot 6 inches + MID-BLOCK CROSSING the Japanese Community Garden on the north side of the street. of overhead clearance and rolled curbs where the lane crosses the The wide mid-block crosswalk functions as a safe crossing and ends of the street and the raised mid-block crossing.Paving at the enhanced pedestrian zone that unifies the two sides of the street and +STREET EDGE fire truck access lane is required to be HS-20 rated construction to provides space for streetscape,history and story-telling elements. The use of paving at the street edge,rather than planted park strip, accommodate the firetrucks and semi-trucks driving over it. The paving surface is raised to match the sidewalk and provide a allows fluid movement between the sidewalk and street for greater barrier free crossing for all who visit the street flexibility during festivals and events.The Subcommittee had lively Vendor Vehicle Access discussions about the potential for a curb-less street design that A 14-foot-wide vendor access lane is provided on the south side of + STREET TREES utilizes linear trench drains with decorative grates and bollards to the street along the sidewalk,between the rows of trees and vertical The streetscape features Japanese Cherry trees,as identified on the delineate the transition from pedestrian to vehicular zones.This idea placemaking elements.Rolled curbs at the street ends and the mid- SLC Urban Forestry approved list of tree species and types.They are was well-received as a way to make the street universally accessible block crosswalk will be required.The vendor lane can also provide located in double rows at the street ends and mid-block,to create and ultimately,more flexible.The preferred concept works either as a access to the parking lots on the south side of the street during the a pleasant pedestrian experience with shade and colorful blossoms curb-less street or with traditional curb and gutter. festivals. that are a recognizable element of the Japanese landscape. STREET ENTRY MONUMENT(S) MID-BLOCK CROSSING i \ , - -' FIRE TRUCK ACCESS LANE (DURING FESTIVALS) LANDSCAPE PLANTING '�/li7 AIL. 41 An. .i ' 41. EMI. d. !!! " dil " 20'WIDE FIRE ACCEESS ANL • 10'VENDOR COOKING AREA MIS 7� p Sit AIL-1 WAIIIWAIILW 0 14'WIDE VENDOR/PARKING ACCEESS_ • o PAVED STREET EDGE JAPANESE CHERRY TREES STREET ENTRY MONUMENT(S) Figure 4-9:Features of the Preferred Design Concept VENDOR VEHICLE ACCESS JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A2 If55ti i / MARCH 15, 2021 G S B S ARCHITECTS 4. DESIGN APPROACH 34 Placemaking Elements Japantown was once marked by the storefronts and signage of `,�` `, •^•I^•�^N.•/^1• rT1T1T1T its businesses and amenities and the activity of its residents and " •^•^•^• ^ 1.7 ♦1♦1♦1♦ patrons.Today,it is identified primarily by the architecture of the crMI%IR ^.,,,•,�•/ .Salt Lake Buddhist Temple and the Japanese Church of Christ, ;WN1 � � � i I ...40—‘, „.„,—.,,,,,,,,,,,` ` ` ` and the landscape of the Japanese Community Garden. An `P416)164: P � ^ ^�^ ^� important part of the Japantown Design Strategy is a series of '� ` �.�•�i.�•�i.�•�..�• i.new placemaking elements that tell its history and story,create a ` ^.^.^.^. ^safe and people-oriented streetscape,and bring opportunities for � � �` • ... place inspired art. ,//��'��,� . . . . . . . . ►.. �"\•..,,,, •�1^^ +♦♦♦♦♦ By virtue of their look and feel,shapes,colors,textures,patterns, Asanoha(Hemp Leaves) Yagasuri(Arrow Feathers) Seigaiha(Ocean Waves) Shippo(Seven Treeasures) and materials,these placemaking elements will help realize the Kids&babies'healthy growth Aiming for a target and not to re- Used for ancient court dancers Prosperity of descendants, Community's vision for Japantown as a place of remembrance, and strength turn—marriage&graduation clothing—prosperity&peace relationships and harmony importance and inclusion-one that thrives over time.They will add vibrancy,support multi-generational use,encourage I��1 NiO, gathering,engage the senses and bring intrinsic beauty to this ��\%41610 V 1' Lipp _________ unique place in downtown Salt Lake City. �wC >�� zj VVVVVVVY VVVVVVVY VVVYVVVY OoV ir • . : i W >�� AAv vv-_. 1 L _,_.. r ‘t �"..,,, ? ' l Kikko(Turtle Shell) Ichimatsu(Laid Stones) Kojitsunagi(Interlaced Ko) Uroko(Fish Scales) ' l \ •t . * = . Turtle like longevity Prosperity of family, Infinite pattern—Good fortune Used for Samurai's kimono as a 'ail Miff ilmvvr.aa ' business and projects talisman to protect themselves Japanese-American owned storefronts and signagae along Japantown Street Figure 4-10:Japanese patterns designs and meanings Source:Japanese Americans in Utah JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl JASk{TIt'h tlti / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 35 The placemaking elements identified for this - I project are grouped in three categories: Itan.. _ Ad + Art Elements r. + History and Story-telling ElementsIF FUNCTIONAL PLACEMAKING • + Functional Streetscape Elements ELEMENTS:0_ •,r +Trees and landscape planting r &- Sketches and photographs of varying design IV "• .' �� +Benches approaches were presented to the Community. ., isr, .j,- 1 They offered feedback about how the ideas 1t Bollards resonated with the vision and design guideposts armors... - =1' on and identified preferred approaches. 1 I +Tree grates +Utility elements such as manhole covers and trench drains HISTORY& STORY- s• Y _= -' - s , "--— -= - ��y - � 11 !TELLING ELEMENTS: c rt __ ' y� -I t - +Historical markers and plaques n II . , y _ . I 11, +Culturally-inspired patterns, 11...',,A' I colors,textures lI e , • +Banners and other graphic or = .� • t. o, o t photo imagery , . - i , IF , '- 4..,-_,,. - _ , , , A r I *4* 4♦4- + 4-mo w ART ELEMENT / K"`' i 0 i ' ' ♦�♦'�• +'�+♦ ` '\� allil ENTRY MONUMENT: 1 + ♦ \ �� +Entry monuments or iconic / - N sculpture at ends of street / I 1 , +Art integrated with other �' •.,_/ placemaking elements Figure 4-11:PlacemakingElements in the Preferred Concept JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl JAIkfl`.A fftik / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 36 Feedback . :w. 1 1 m I�.i� .a. .i AI 16. .i .i.. Art Elements l—r L y RIM h. .11==. 111111.11jThe Community indicated a preference for entry elements that are >� •. W.. - - W' i. W w w A scaled appropriately to the street,unique to this place and make clear it is Japantown.Three general forms were illustrated as possibilities • t\`\"\`_` " \ • for the entry elements-arches or frames,vertical forms and sculptural forms.Feedback indicated that vertical and sculptural elements are • preferred to arch or frame elements.Entry elements should celebrate -,� the people of Japantown and should not be confused with specific \ religious symbols such as Torii gates.The Community expressed strong • �\` � "♦♦♦♦� C• interest in giving preference to Japanese American artists,particularly 1 1 jam, rAIII. IPIL ANL those from the Community. — y i��iLilE_�L-- I I hG Figure 4-12:Entry Element Locations on 200 West and 300 West e i•liar _ - - - - 1 {.If' --, �. yr11 ,^ --T, :., .4 , t I/ I. ,j4'1i `AiWI 1 F 1.74�.. 4�) l�1/I�J- _ - �°1` 1. 11y ! ,� 7 tnlbrvJ -~-s .a'/4 �Ak 'O )' .1' I .�r .. lal ,,,�� r RN. awe i VERTICAL ELEMENT SCULPTURA . ,,,„ \I li 411A144 Photo of Koi Nobori-An Example of Japanese Art Elements Figure 4-13: . Entry Element Concepts JAPANTOWN DESIGN STRATEGY& GUIDELINES / 11*A. b'55'Igli / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 37 History and Story-telling Elements The Community is deeply committed to telling the story of Japantown, thereby honoring its pioneers,sharing its contribution to the city,and countering collective indifference while looking toward the future. Interpretive elements should be vertical,above-ground elements that people can see or read without looking down.In-ground elements can be included as well but should be thoughtfully vetted and respectful to the content.Elements should be located on both the north and south sides of the street to create a sense of order and balance.They should also be durable for longevity on the street. . R! 1 __ — iiiiiiii , — ray I F.: ,. <. a - e 1 , ---11: 3 - w .s' _ ,, P moo. 'i i;PPl�.flit it5lT P�tiH. I IL, - k:8 t•[ . . . - _ • , , _ . \ .-,-.-a.- ., it . ..,04000/1/M . _ `ate ® - _ 4 V I ,,SRYlCi ' .M a t...,r, i /wiY. :. 'ice Examples of History anal Story-Telling Elements JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl#AI k{TIf't tlki / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 38 g ,- 'titk "its!,. '-I n! &e 4 "3 Functional Streetscape Elements �,., RN rir 1 44s : ' XI ' Streetscape elements should be consistent in look and feel,striking a a��•f , , ^I 1.;; ' •r balance between the modern and traditional aspects of Japanese design �r �` • and aesthetics.The Community wishes to capture and make visible the - ly. P, i - ', care and detail embodied in Japanese culture and practices.For example, i _ .. - -,'E' _>.vI 1.1 hand-painted manhole covers can be found throughout the streets of -- -- - r'i_ t Y Y- Japan that celebrate icons of the neighborhood or district. .. _ •1 .A Figure 4-1S: Examples of Bollard Options Existing light poles on the street are sparsely located and inconsistent in design.New light poles with banner arms are a high priority.In addition to providing a well-lit,safe environment,they provide opportunity for 1 di identifying the street,celebrating the history and culture,and advertising .`, .y , festivals and events.All new light poles must have power outlets in the bases to facilitate the staging of festivals. o' ,- �r, vi. I r 41111. :, ■ ■ � ,� Figure 4-16: Examples of Seating Options il t� - A of !!! IIP. .P ';;: _ -s It ......_..._ n_,__. , „...r, , .."-_,.1.:.--1,7:-.4110k-•- .x'4111 z,"----R -I iLi,-1 I z ,,,ai II I 'l� f- 4 i l.�..r = =- _ I - . wail �1L1� _ �a.ki , — -. �1 fff -- 110-..-_--_---:- . I 77.3""'D,-. !----- , .,, it,. 4'0-4, '''' .,..c, -.4460 -'"2-''.- -1-111°L- /..."------:till ___j - Figure 4-14: Examples of Light Fixture Options Figure 4-17: Examples of Paving Options fi'liressieo u JAPANTOWN DESIGN STRATEGY& GUIDELINES / flJ AIkA1.Afftihl / MARCH 15, 2021 GSBS ARCHITECTS 4. DESIGN APPROACH 39 There are many opportunities along the street to incorporate patterns _ whether in the paving,painted crosswalks,tree grates or trench drains ,. +.. m++ "' --V:',` " " • Plants Considerations: covers.Traditional Japanese patterns are subtle and beautiful ways o- to incorporate cultural symbols,branding and detail. An idea the . •' . '1 I .. .".7,.....(:!-- . . +Periwinkle Community embraced enthusiastically is an etched or painted pattern i' W ,,, "a +Jasmine in the street that reflects the Obon dancing circle.See Figure 4-17 on J��!`� , previous page. - +Japanese Iris I� .4kli of•- i' Pei ' 111111 +Wisteria The diagram,shown in Figure 4-19 below,was made to show locations '!— +� �1 1'1;, Wili G 1 ''' vuo available for different kinds of placemaking elements with respect to the j Ii I�i11.1111 n"_ ,- _ +Chinese Yellow Bamboo clearances required for festival layouts,fire department access,vehicle Mi DPW. - ...0.-„e9t,t" +Cherry Trees access and existing uses such as driveways.Fixed elements,such as _ r, light poles,trees,benches and vertical monuments,must not be placed Figure 4-18:Landscape within or encroach upon the required clear areas,as indicated in the color legend. AVAILABLE AREA FOR GREEN SOFTSCAPE AVAILABLE AREA FOR VERTICAL PEACEMAKING ELEMENTS I TREES/GROUND COVER ❑ PLACEMAKING ELEMENTS AND W \li• m 3 F 6 IN PAVING LIGHTPOLES 0 - " �� 1 0 M STRUVE JAPANESE CHURCH \ RI in BUILDING OF CHRIST JAPANESE y \ GARDEN SALT PALACE LOADING DOCK 11, ifill. '�1 \3 11, So Iw' FIRE TRUCK to ACCESS LANE J\•ii;°) Iii%\ AIL. ' ,,,iil _sash. do. _AIL MEr •1.11101111m....-41L.,� ' �JII JOIll — v . A •- lI■■�'� '. A A v m••• � I► i•i - I■■MEL! . 'NMI 124'ROW i _F� Wi'W.i'W� VENDOR VEHICLE \\\ ,r V MO MEI 0g \ ` ��V� \VA ��.. \� Aez-z—ACCESS LANE /121MFAIliUMr�1MI►i i P. 1N "" -'``\ J 1'21h11tM01R1110=111MFAMM`h WAIMM110■011 ■■■&112 NW" ,�.r.—�i� w egg �� r 1�� k!' �riim it I T Fiww__L�r .A, • D 17 RITCHIE DEVELOPMENT SALT LAKE JAPANESE MULTI-ETHN't LUMBINI'S GARDEN SALT LAKE BUDDHI.T TEMPLE L BUDDHIST' CHURCH OF / TEMPLE CHRIST HOUSING ri PARKING , PARKING PARKING Figure 4-19:Placemaking Opportunities Tib:: �7 T JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*AS SI9111-iii / MARCH 15, 2021 G S B S ARCHITECTS 40 "Min - -III=III = III"...1.1IIMIIIMIMM1IIIIIIII=IIIHIIII= I=M IIIIIIIIIIIIIMMIllillrillrig=iii111111=111=11r1111 - - - - - - - - - - - N IIIIIIHIll = 11111111=1111 *.T.- . 1:, 1111111= 111MIMM1 Iirlirlii Section Five - 1 ii Hill11111rill 11111111=111=M1111 Implementation and Operations 111 11111111=111 illrlirm111 ii imi ii JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl*AI k{TIb' to / MARCH 1S, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 41 feee d niflnii"r`°" ,) f Phasing and Cost of Improvements '°".„° A phased implementation strategy allows the design to be constructed Phase One as funds become available,while maintaining the integrity of the full vision.Key to the phasing strategy is a sequence of work that anticipates the full build-out and minimizes the necessity to remove - • and rebuild improvements from one phase to the next.The phases ° �" w !��f� were developed with the goal of realizing some of each type xL.«.........„ a.LTL.....°°„°...«.La of improvement in the earliest phase-functionality,safety,and "� °•x`"' _I'''''''''''d - - placemaking-so that tangible benefits are there from the start. f 'a.o..` 11111111111 . 4 all f The phasing plans in Figure 5-1 illustrate the sequence of work and : ..,;',�,' 1"'""a"..,,,,,° : . I y outline the elements included in each phase.The associated costs - �� include implementation and maintenance and are broken out by phase • -- ° _ —'�►v ; in a summary estimate.Costs are subject to change. le W' '• _ Phase Two i' MM �'►y' F, . i ..� Ji. � �" I S. r. « SALT.«.r. • • 1 ° ” t , 1 I. , J nx° _ . « x . Y .4 c r.� m .1= °.cx«a. i, o.eex S.Lr Itl Il lLl llllV• 11 m H ' ® y 1 VI C - a l s.. _u ice* Phase Three ,21 ,r- �1_9f .-ems �'. ,a _ T s • a r Source:Salt Lake Nihon Matsuri Committee a/ .a..L°•«Sx. ...,Ls A«„�aT....�„°- x°\ L�.�«�.°..°.„ S,Lr L.....°.x>T.x.L. Figure 5-1:Phasing Plans for Implementation lr 1—I I.— 'It r JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 42 Table 5-1:Phase One Cost Estimate SECTION ITEM QUANTITY IMPLEMENTATION SECTION ITEM QTY. IMPLEMENTATION COST RANGECOST RANGE DEMOLITION 78,367 SF $284,984 $356,230 ART,HISTORY, Street entry elements 2 STORY-TELLING $258,000 $322,500 Concrete paving at street entry 4,200 SF ELEMENTS Interpretive signage TBD Phase One Decorative concrete paving at street entry 3,100 SF Benches 8 +Reduce traffic lanes to twoRNISHINGS $50,633 $63,291 PAVING Curb ramps with warning pavers 6 $501,802 $627,253 Manhole covers 2 +Implement narrowed street entries with Decorative painting at crosswalk 2,600 Bury power lines entry elements,paving,lightpoles,trees, Remove crown,repave,restripe existing asphalt 4 Storm drainage painted crosswalk roadway 63,000 modifications UTILITIES $685,702 $857,128 +Remove the crown in the roadway Street Trees-Cherry 16 300 Trast ffic modifications at +Plant mid-block trees with protective curbs Soil preparation 544 CY Other utiilty modifications TREES& Irrigation connections 16 PHASE ONE TOTAL COST RANGE $2,094,706 $2,618,383 LANDSCAPE $265,585 $331,981 Tree grates 16 costs subject to change Groundcover around trees Curbing STREET Street light poles with banner arms,potilkiiii.f. $48,000 0 LIGHTING I I \I JAPANESE SALT PALACE LOADING DOCK IIID GARDEN 11111111111111511 STRUVE .APANESE CHURCH \ ...% �„_� BUILDING OF CHRIST �I 1f\9�r'(� AEA—. 411 _ ° ,1, rte' . �. s[>�, .�h► - _ :—t .. i A� A iI A , .0f • + ■>v + ■v�•vI .I. 0're �4,/, •IIP• Ras i. IP I .NI • H3 �1 �is,40T 1 �YT� • ,—. . �.�1 ' P Mg 0 __ , , tI SALT LAKE 'I —JAPANS 01 WEST QUARTER BUDDHIST CHURCH OF. MULTI-ETH- LUMBINI'S GARDEN SALT LAKE BUDDH ST TEMPLE I6 DEVELOPMENT ' TEMPLE NG • n PARKING CHRIST PARKING I OUSIOUSTRKIN ( ' }u (' Figure 5-2:Phase One of the Preferred Concept JAPANTOWN DESIGN STRATEGY & GUIDELINES / I' / MARCH 15, 2021 GSBS ARCHITECTS S. IMPLEMENTATION AND OPERATIONS 43 Table 5-2:Phase Two Cost Estimate SECTION ITEM QUANTITY IMPLEMENTATION SECTION ITEM QTY. IMPLEMENTATION COST RANGE COST RANGE DEMOLITION 27,987 SF $139,923 $174,904 ART,HISTORY, See STORY-TELLING Interpretive signage TBD allowance Grading 27,987 SF ELEMENTS Concrete paving at street mid-block crossing 18,281 SF Benches 13 Phase Two Decorative concrete paving at street mid-block SIT RNISHINGS Bollards 19 $138,997 $173,746 7,781 SF +Implement the full mid-block crossing, PAVING crossing $370,095 $4 19 Manhole covers 10 including paving,trees,planting,painted Decorative painting at mid-block crossing 5,517 SF crosswalk,history and story-telling elements, Bury power lines Curb and gutter lightpoles,bollards,manhole covers Storm drainage Warning pavers 364 LF UTILITIES modifications $468,001 $585,001 Traffic light modifications at Street Trees-Cherry 9 300 West Soil preparation 225 CY Other utility modifications TREES& Irrigation connections 9 PHASE TWO TOTAL COST RANGE $1,369,428 $1,711,785 $133,412 $166,765 LANDSCAPE Tree grates 9 Costs subject to change Landscape patching,new 1,559 SF Curbing STREET Street light poles with banner arms,powe ` 2 LIGHTING $119,000 $148,750 Pedestrian light poles with banners arms,p r 12 JAPANESE 11 I I� SALT PALACE LOADING DOCK I'1 \ I GARDEN -1 — STRUVE APANESE CHURCI \ I ® �,� BUILDING OF CHRIST I/\�!{) 4 „talk,- Al 0 _. _ MR r=----'1/111W (IPA iili 1 t410 Hillirar .:::,ik ■ wu:ua:in..coe�+n a., AAUS. � -...,.;„,,,,,,;..,:;,,,,••„r, „..,,. 4.., li. WI's !!dray IV-1.1. imp s�`i-' P i I I D Li 'S;LT LAKE. JAPANESE h WEST QUARTER BUDDHIST MULTI-ETH- NIG HOUSING LUMBINI'S GARDEN SALT LAKE BUDDHIST TEMPLE IIS! —CCHURCH TEMPLE r1F n DEVELOPMENT ; PARKING •.-CHRIST PARKING_ ..RKING, Figure 5-3:Phase Two of the Preferred Concept sr:: L .' • � . I-"• III. NORTH .. ... ... ... ... .. ON II IIIII• JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS S. IMPLEMENTATION AND OPERATIONS 44 Table 5-3:Phase Three Cost Estimate SECTION ITEM QUANTITY IMPLEMENTATION IMPLEMENTATION SECTION ITEM QTY. COST RANGE COST RANGE ART,HISTORY, DEMOLITION 54,803 SF $246,271 $307,839 STORY-TELLING Interpretive signage TBD See allowance ELEMENTS SITE FURNISHINGS Manhole covers MII $14,255 $17,819 Phase Three Grading 54,803 SF Bury power lines Concrete paving at roadway 25,908 SF UTILITIES $491,392 $61,4240 + Implement the full roadway with new curb PAVING $557,538 $696,923 Other utility modifications_ Concrete paving at sidewalk 22,097 SF and gutter,paving,trees,planting,lightpoles, PHASE THREE TOTAL COST RANGE $1,691,062 $2,113,829 manhole covers Decorative concrete paving 2,327 SF _osts subject to change Curb and gutter 1,009 SF Street Trees-Cherry 17 Soil preparation 225 CY TREES& Irrigation connections 17 $220,106 $275,133 LANDSCAPE Tree grates 17 Landscape patching,new 1,559 SF STREET Pedestrian light poles with banners LIGHTING arms,power $161,500 Ilk -J 'N JAPANESE _a I. SALT PALACE LOADING DOCK I I i N . GARDEN I I, I I I I=='-1 1- -I I-I STLDAPANESE CH TI RCF \\1\ BUILDING OF CHRIST \\ Ar \ aBios° Qahr it . _ _.1.. Abb. _rte ka �� ami .MEM ' 8�k1 �— i 1� •1i 1116 .' V J�,—_i .� 11 ..i11111Q1Z4116d111,� - �� !� \\\\\\ \\\ ��_- �b •A' \\ \\\\.\\\\\\\ jIM �� : • .._\\\\\\ \\\\\\\\\�® I• \ , \ \` 4 N —• I Y 1 - w �� w. MillIVM MOW Al 1411D 1I / V SALT LAKE 'APANE WEST QUARTER DEVELOPMENT BUDDHIST MULTI•ETX- PARKINOUSGG ING LUMBINI'S GARDEN SALT LAKE BUDDH ST TEMPLE CHURCH OF 1;ieT 1E9 PARKING ; CHRIST PARKING fff Figure 5-4:Phase Three of the Preferred Concept M0"" _IIIA ... IN JAPANTOWN DESIGN STRATEGY & GUIDELINES / I / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 45 The design concept includes the possibility of developing a curbless ! .. _ roadway edge.The cost estimate for improvements anticipates i , traditional curb and gutter as the base condition and includes an added cost to implement a curbless design.The curbless design 44. :fi MOSPL includes added utility costs and a trench drain in place of gutters.It , - •li . lF- - , also includes bollards along the entire street edge,not just the mid- ! _t •; E f block crossing,for pedestrian safety. - ••. . 17 Table 5-4:Cost of Improvements '�104.1,1. !•� P � of . ' r'JAPANTOWN DESIGN STRATEGYrESTIMATED CONSTRUCTION IMPLEMENTATION i''\' t sCOST SUMMARY COST RANGE • 1 x,.l.• Phase I Construction Cost Estimate $2,094,706 $2,618,383 - - It;0rPhase 2 Construction Cost Estimate $1,369,428 $1,711,785 � "4 s' -'I 1 P Phase 3 Construction Cost Estimate w/Curbs $1,691,062 $2,113,828 \ Add for Curbless Design $592,916 $741,145 '. it.M . ///�� S o • __ 4 ,i, . Allowance for History/Storytelling Elements $145,125 $181,406 ' .-� Allowance for Art $64,500 $80,625 z ~ { �.. 4. / \ Grand Total Construction Cost Estimate Range $5,957,737 $7,447,172 1 : +• .'- -, � ,• a it Notes: • .': i .• I • ; _ 1. Contractor mark-ups and design contingency included in numbers . 1 - - 4 2. Estimate priced in today's dollars.Escalation has not been included. � A \ IVv. Add 4%per year for escalation. -f ' 3. Costs are subject to change. -. y 3 ` ' / P ' '4 { Photo of Robin Doi,Wada Doi,CraigNagasawa,Marry Wallace and Kimmie Doi Source:Mitsugi M.Kasai(Chief Warrant Officer,CWO 4)Memorial Japanese American Archive J.Willard Marriott Library Special Collections Department,The University of Utah 1 . I—..— .I t .. .. JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 46 Table S-S:Maintenance Estimate-Phase One PHASE ONE SECTION ITEM LABOR COSTS HARD COSTS ANNUAL MAINTENANCE COST RANGE Snow Removal Cleaning PAVING Concrete Repair $16,224 $10,200 $26,424 $33,030 Reapply Concrete Sealer Reapply Concrete Joint Sealant Asphalt Repair Irrigation Maintenance TREES&LANDSCAPE Trees Pruning $6,912 $6,300 $13,212 $16,515 Pest Management Planting Replacement and Maintenance STREET LIGHTING Street Light Repair $480 $2,000 $2,480 $3,100 ART,HISTORY,STORY-TELLING Art,History,Story-telling Element Repair ELEMENTS Street Light Banner Replacement $4,800 $4,500 $9,300 $11,625 SITE FURNISHINGS Replacement of Traffic Sign Poles $1,200 $3,500 $4,700 $5,875 Replacement of Site Furnishings Storm Drain Maintenance UTILITIES Utility Cost for Electrical $960 $5,000 $5,960 $7,450 Utility Cost for Irrigation PHASE ONE TOTAL COST RANGE $30,576 $31,500 $62,076 $77,595 Costs subject to change Maintenance Estimate continues to next page . '.... "— III JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 47 Table 5-6:Maintenance Estimate Continued-Phase Two INCREASE FOR PHASE TWO SECTION ITEM LABOR COSTS HARD COSTS ANNUAL MAINTENANCE COST RANGE Snow Removal Cleaning PAVING Concrete Repair $3,264 $10,200 $13,464 $16,830 Reapply Concrete Sealer Reapply Concrete Joint Sealant Asphalt Repair Irrigation Maintenance TREES&LANDSCAPE Trees Pruning $3,216 $1,200 $4,416 $5,520 Pest Management Planting Replacement and Maintenance STREET LIGHTING Street Light Repair $960 $4,000 $4,960 $6,200 ART,HISTORY,STORY-TELLING Art,History,Story-telling Element Repair ELEMENTS Street Light Banner Replacement $4.800 $10,500 $15,300 $19,125 SITE FURNISHINGS Replacement of Traffic Sign Poles $960 $3,000 $3,960 $4,950 Replacement of Site Furnishings Storm Drain Maintenance UTILITIES Utility Cost for Electrical $0 $5,000 $5,000 $6,250 Utility Cost for Irrigation PHASE TWO TOTAL COST RANGE $13,200 $33,900 $47,100 $58,875 Costs subject to change Maintenance Estimate continues to next page . '.... "— III JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 48 Table 5-7:Maintenance Estimate Continued-Phase Three INCREASE FOR PHASE THREE SECTION ITEM LABOR COSTS HARD COSTS ANNUAL MAINTENANCE COST RANGE Snow Removal Cleaning PAVING Concrete Repair $3,264 $10,200 $13,464 $16,830 Reapply Concrete Sealer Reapply Concrete Joint Sealant Asphalt Repair Irrigation Maintenance TREES&LANDSCAPE Trees Pruning $3,792 $1,200 $4,992 $6,240 Pest Management Planting Replacement and Maintenance STREET LIGHTING Street Light Repair $960 $4,000 $4,960 $6,200 ART,HISTORY,STORY-TELLING Art,History,Story-telling Element Repair ELEMENTS Street Light Banner Replacement $4,800 $14,500 $19,300 $24,125 SITE FURNISHINGS Replacement of Traffic Sign Poles $960 $3,000 $3,960 $4,950 Replacement of Site Furnishings Storm Drain Maintenance UTILITIES Utility Cost for Electrical $0 $5,000 $5,000 $6,250 Utility Cost for Irrigation PHASE THREE TOTAL COST RANGE $13,776 $37,900 $51,676 $64,595 Costs subject to change Table 5-8:Maintenance Estimate-Trench Drains INCREASE FOR TRENCH DRAINS SECTION ITEM LABOR COSTS HARD COSTS ANNUAL MAINTENANCE COST RANGE INCREASE FOR TRENCH DRAINS Trench Drain Repair $5,760 $0 $5,760 $7,200 Costs subject to change Table 5-9:Maintenance Estimate-Total TOTAL ANNUAL MAINTENANCE COST TOTAL ANNUAL MAINTENANCE WITHOUT TRENCH DRAINS $160,852 $201,065 TOTAL ANNUAL MAINTENANCE WITH TRENCH DRAINS $166,612 $208,265 Costs subject to change • rte11u II_ if, ... r JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS S. IMPLEMENTATION AND OPERATIONS 49 Best Practices for Management Introduction Elements Evaluated Best Practice Areas As part of the design process,the Agency requested a case study As part of the design process,the design team identified the approach The three Japantowns selected for the best practices evaluation review of management,programming,and operations structure at other to decision making,management,and funding for each of the vary in terms of size,concentration of Japanese Americans in the successful Japantowns so that Salt Lake City's Japantown could model communities reviewed. Community and history.They share a purpose to provide an area the applicable best practices to help bring about their vision of a vibrant to showcase their history within the Community,hold cultural and activated space. The best practices process collected the following information for celebrations,and reflect their unique aesthetic qualities.Table 5-10 is each of the communities reviewed: a comparison of population base and key demographic factors.The Case Study Selection Process size and demographics of the Community in which the Japantown is a. Type of District The three Japantowns reviewed were selected by the Japantown located are important considerations when comparing governance b.Ownership structures and funding.Although the population of Salt Lake is smaller Representatives from a list of western U.S.Japantowns.They represent Japantowns in metropolitan areas of differing size.Two of the Japantowns c. Management than the case study locations,management and organizational issues -San Francisco and San Jose-represent long-term,ongoing areas of are comparable. cultural significance.The third case study location,Denver,represents The analysis identifies the governing structure and approach for each an area that,like the Salt Lake City Japantown,experienced a loss of area,identifies the lessons learned and evaluates the applicability of physical cultural resources and a more recent resurgence in interest to the lessons to Salt Lake City's Japantown Street. recognize and revitalize the area of historical significance. Table S-10:Regional Demographics SALT LAKE REGION DENVER REGION SAN JOSE REGION SAN FRANCISCO REGION TOTAL POPULATION 1,277,854 2,988,896 1,984,930 4,652,663 PERCENT ASIAN 3.8% 3.6% 34.9% 23.4% MEDIAN INCOME $76,256 $80,666 $125,772 $110,994 ORGANIZATIONAL TYPE TBD Non-Profit Development Corp. 501c3 Non-Profit 501c3 Non-Profit FUNDING SOURCE TBD Development Proceeds and Donations Local Improvement District,State& Local Improvement District,State& Local Funds,Grants Local Funds,Grants Source:U.S.Census • 11111111 e• • JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 50 f` ' > - a •. . '" \ 4,•' > �s /rt../.1. San Jose S �� • ' , • ♦or \ , 4 `, ,,i Introduction a' }•*" ' 1 r O �.9; ` \w ^„ y ., 4�• '..1- ' `j. San Jose's Japantown(Nihonmachi)is immediately north of San J1 , ' • • y' ' S.c• 'T' • t * Ia \\r y:y Jose's central business district.The City of San Jose has a population ' 1. " s *.---7.--. z' ;I \OR - , •• of 1,030,119 within a broader metropolitan area of approximately 2 a •• .41 - ' ' ''� 'Sr"y e 1 • ' '\ "\i 4 �. million.The San Jose region has a median income of$125,772,which is o 44 . \ 04 ^ v� significantly higher than the Salt Lake region median of$76,256.The �� ' " `',��''� �• � "�; % ,• .. San Jose region is the most racially diverse of the three Best Practice Y., vt A'` a�". .4g. V-i✓' ..;<'<,,,' 1 y •"`•��`t " .a, w t c _ areas with 54 percent of the population identifying as non-white. The j`�• ` % ,�c .0. ` 4.- x Asian population in the San Jose region is approximately 35 percent 1r .ate + ' '. •r l '..1.'.".... '� �q,,. • - - of the total population.The San Jose region also has the highest -; v, r,jf•t , •� `�`J f percent of population of Japanese descent of all of the areas evaluated ,;�.-y ;k .• �R { - r� �.; \ `� +'; at 1.4 percent of the total population and 4.0 percent of the Asian '?✓ ' -'c:t "A, -, of / F' *. \ f_ $ �; population. ass' \ T 1,0 k\: 'Ja e r HISTORY WALK i� �\`'� s ," • Japantown San Jose hosts a variety of events and festivals.San Jose's M`` l. �• ... 'r / Japantown area is 13 blocks and provides a mix of uses including e a, j .•• - \ • .rte_ j historic residential and commercial.The area also provides retail and `te•-.."'''k. �, \4� V'-' •! .�� \ -'0" social services to the surrounding community.There are over 20 food Tt !rr. '• � - • f,`` " 't`.` a• establishments,3 markets,20 shops,two bars,10 salons,15 event and 4 t- -`t 4,„.A....‘ ��f ',a, ' ✓ "•:' arts locations and over 20 other services.The mixed-use environment`�,� 40 • •1 (;,,,�` - �' A. 'l '' ` " •>f '" is supported by 6 apartment buildings in addition to an inflow of �\� ;A, .• , K c '(, , ?- JAPANESE-AMERICAN ` a 'j visitors from outside Japantown. �` 4 ` y', 'Sr• ' v� �' MUSEUM OF SAN JOSE ' . t • r 4-. 5....1.- ,•• , y; e•0. �#' f/� . i"....- E , ,' ?' • ,.! vo''a• History 7. . ••• '..y•C - ,i bt,y� .( 4 41 San Jose's Japantown began in the late 19th century with an influx of • • S ,.A, y �.� .�, y�'j-•'� Japanese agricultural workers to the Santa Clara Valley.Initial Japanese ` P • •iti �� •+•''� ,. ' �t i `,. •, ��. immigrants,the lssei generation,found refuge in San Jose's Chinatown, �� p e� • ✓ . but by the early 20th Century,had established a flourishing community p �,'' i \ t 3' • �� t 'Y adjacent to Chinatown.It was during this time that many of San it .o ma g'\• '9%$ r. • 6� .9`$( J f4...‹. Jose's Japantown structures were constructed.The area steadily grew / k,' ' +► s i s' ?'' ,4 • <,Y/ -, • <t-ea„ •r• 5F through the great depression and became the primary Asian-American r '\ cultural center for San Jose and the surrounding area. t • \ y�� pi• 's 9-` f!� ° /' --,, . e' - This steady growth came to an abrupt halt in 1942 with the internment • \. �, P /.oii >~.. ,-' of Japanese Americans through the remainder of World War II. L. ' ' _ % .y� `;• /• � • �r. i� /ty�a y'_: • Japantown remained largely vacant during this time until 1945 when , �' s� j yt� 1,' +,.�' the Japanese community was allowed to return.This area provided a Figure 5-5:Map of San Jose's Japantown(Nihonmachi) 11. II IIIII• JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS S. IMPLEMENTATION AND OPERATIONS 51 refuge from anti-Japanese sentiments after the war and the population organizations to the(BID)representing the needs of the businesses !N grew rapidly into the 1950's,marking the peak of activity in Japantown. in the area.The organizations cooperate and collaborate but each By the 1970s Japantown saw a decline as much of the founding organization has a unique focus and individual funding sources. Issei were aging and acculturation in mainstream American culture disbursed Japanese descendants into the greater community. The BID funds maintenance and operations of Japantown — ' infrastructure.The purpose is to attract customers and visitors to �� ,� J Startingin the 1980s,communityand neighborhood organizations the area to support the businesses and organizations.San Jose's ,� 9 9 RILItelio r•�a�r in and around Japantown initiated several projects to attract new Japanese American non-profit organizations worked with the City �4 T{�.� „ - IIS: n na-' investment and activity to the area.Redevelopments include upgrade of San Jose to create the BID.The Japanese American Business 1 7.�Y11••��. , •�— yj nn •,a .-- of building facades,construction of new housing complexes,and Association was recreated as a non-profit 501c6 organization to & - �" i `- planning for the development of the land that was once Chinatown. manage the use,maintenance and funding of the public infrastructure , �j 3 _ r I / ll t,i,, as the BID,working with the City of San Jose,identified district g -' ft boundaries. The BID is renewed annually by vote of San Jose City - s f.12h, Streetscape and civic projects include the installation of historic Council after a review of the work and budget of the district.The ► q j� markers and plaques that identify and preserve Japantown's heritage. 1� y non-profit has over 150 members from local businesses,associations, - r .w �TF* 'S'4 . There are several organizations working together in the planning, - ;a °$ Cr:r t��aaa... community organizations. c a :,. :a 61 '\wO.-7-47.1- and * development and operation of San Jose's Nihonmachi. ^ i C Japantown Community Congress of San Jose engages community \ Today,the Yonsei and Gosei play a greater role in a community that members to advocate for the preservation of the area and promotes is becoming more diverse than ever.Japantown's role in the lives of ongoing efforts to enhance Community. Japanese Americans is different today than when it was founded. fel Y J Fiscal Arifthem M Type Japantown San Jose's BID status means that commercial property . I'- San Jose's Japantown is a Naturally Occurring Cultural District(NOCD) and business owners are assessed a predetermined fee when they - �--I !. with historical roots dating back to the late 19th century.There are a locate in the area.This fee goes towards management items such 'I LJ '''+,f` �} mix of uses within Japantown's boundary including light industrial, as street cleaning,farmers market logistics,banner poles,website, I�� — T-' - ��—.� commercial and residential uses.San Jose City ordinances do not marketing,permits,office rent and salaries. [7- - it include design guidelines specific to Japantown although some vo: t sources of funding for historic preservation or culturally focusedMembership fees associated with BID status vary according to entity r projects include design criteria. "' —� size.Corporate membership fees are$150 annually,non-profits are II'� $60 annually,associates are$75 annually,and individuals and farmers >Aoe�� Management market vendors are$25 annually.These fees have remained constant h ` r - since 1987 when the BID was formed. There is a Business Improvement District(BID)provides coordinated 1�� , _ - • 1, decision making and oversight of infrastructure in Japantown.There a• /—y.no'��_ r `, 1,_, are multiple organizations involved in the activities,management, In addition to funding through the BID,Japantowns in California _ .. N N •/ 1 and preservation of San Jose's Japantown that are represented on receive funding for the development of plans for the cultural — - the BID.They range from non-profit arts organizations to religious preservation of remaining Japantowns within the state. Top:Annual Shukai,or car show held in San Jose's Japantown. Bottom:San Jose's Naturally Occurring Cultural District is home to dozens of local businesses. — • '•••rte 1 1 1_ l i t -. e• • JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS S. IMPLEMENTATION AND OPERATIONS 52 �• Rti,, 1' } ,�� _ = z a i ,p '��1 etiltx �1 San Francisco "-- ..1\,.:3\_-_,, - �-1 s 1, =or! . : _-r Introduction r --" rt �, t s I ''� ,:-. ,o "' ,'_ • • j} The San Francisco region's 2018 estimated population was I.1 „ � \•`•. 1 p�° _ �•rt.� _ : � • J $ ra __ ).1 approximately 4.7 million. San Francisco has a median income of 1' ✓-,,,---!‘• i._' _ HISTORY WALK G �+�7 1 � . $110,994 which is significantly higher than the Salt Lake region median p. t �, - ,� \ 1100:-',,-....::I - _ J of$76,256.The San Francisco area is racially diverse with 45 percent ? f- - -*h - 4 ai i .� of the population identifying as non-white. The Asian population plir '44- n�� +te 1,!_/; _ a i r in the San Francisco region is approximately 23 percent of the total 1 1 • O -,y Y x\,r:' '" �e�R�' ilt, 6, - 1 population.People of Japanese descent are 4.3 percent of the Asian t'- _ - 4 1 y'''' population. BUTTER ST• .r •$; r =-01'1‘11.11-4• r i _ ' 4y.�a "• t t �' ` San Francisco's Japantown comprises six blocks in the Western 1 1 .� i -1-,....... r ? - Z .yt Addition neighborhood of the city.San Francisco's Japantown hosts j.- $-^, .A• I tt . E.- _ ," - ii ' `+ - over 58 food and drink establishments,39 shops,32 salons and 7 event 1 _ � ,A 1'„ ,1 y: '. _ fr \ �, Z-� • Ui ,,, and arts locations.The mixed-use environment is supported by a dense ` +",?'1' Q L - �-- - �' 9 multi-use urban setting with both commercial and residential space. , _ 11111 -41 ei"-,,,-: it - V'4 WLn A; PAST ST . sell -- , ,r ^ -1 , 1 y,' 7 gnu History . _ - . �, it, ; ..,f'1 , '�' IL Early Japanese immigrants to the San Francisco area arrived in 1867. �� -- ►1 1 } • �• Initial immigrants,or Issei,worked on silk and tea farms and the Y T '' _'- l , , _� 11 }Ca % '' •�"�' �, Japanese population grew steadily until the mid-1880s when Japan It: ?i< z. PEACE PLAZA w��r < _ . 1 7� - liberalized emigration restrictions and the Japanese population in the p ' 1a ,-, - - w U.S.grew rapidly The 1906 earthquake and fires destroyed much of the t 7,f Y gLVD• �' 1 early Japanese settlements in the city and prompted the community to �?J. GEAR • Imo'- -I Evie r. sis s! relocate to the present Japantown area in the Western Addition.This= A 1� r _ _ � r �1 �� ' - marked the establishment of today's Japantown. �,,. = y ice. 4 -wee ,i dlk'. 1, �• 4 F - �{ NORTH San Francisco's Japantown prospered through the 1920's and 30's r *"=^ qmF - '� 1 44 � wI j• A _� 400'slet eventually becoming home to over 5,000 residents and 200 Japanese � ' ° tb�mi, �� .'� owned businesses by 1940.The area drew a culturally diverse audience i hF 1�'-�! ice' -a µFSB• �� and was a part of the web of modern American commerce.Restrictions Figure 5-6:Map of San Francisco's Japantown • x..._11._ III .. i JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 G S B S ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 53 on property ownership meant that most businesses located in buildings within Japantown.The JTCBD was formed to meet the goals of the I designed for other uses.However,a handful of purpose-built structures district.The JTCBD has developed a Management Plan to respond to • provide an example of Japanese American development. today's market opportunities and district challenges. lit .—._ , . Japantown was impacted in 1941 and 1942 with the internment of The District is responsible for the provision of new improvements and4-ij 4 .10)�� the Japanese community until their release in 1945.The period after activities,including both environmental and economic enhancements. - ::"`- WWII saw a period of urban renewal effort led by the city's political These enhancements include: , tl e • wa ;+` i I and business elite.The San Francisco Redevelopment agency began i ' •�' • +Street and sidewalk cleaning �i `-� ` I- Ste' �1 hi, ' acquiring properties through eminent domain.Urban decentralization - \ during this period caused displacement within the community and led +Safety Ambassadors who provide information about activities and -• ' • t- • + Ate � ^•i is Japanese American families to relocate elsewhere. work with local police to prevent crime and improve quality of life •r iii,�. ,, �• ;.=. .- . , L t=-J I l' +Beautification The 1960's continued to see redevelopment as funds from the federal - ,tie; , highway program funded the Geary Expressway through what had +Business Liaison services to connect the business community with formerly been the Japantown-Fillmore neighborhood.This era also available resources 'e0'i saw the development of St.Francis square and the Japanese Cultural .+Economic and business development to support the growth and and Trade Center.By 1976 Buchanan Mall was built and a village �;vitality of existing business investments highlighting Japanese design characteristics.The area also provided services to the community.Japantown continued to see redevelopment +Marketingok, -r efforts to increase housing availability and to preserve ethnic / li +Employment of a full-time professional district coordinator to 1-1- administrative characteristics into the 1980's. �manage all initiatives,maintain ongoing communications between T e JTCBD and district property owners.Funds are also budgeted for _ 1YP . ��support for the district and a budget reserve. �'� 14 The San Francisco Japantown is a Naturally Occurring Cultural Districtilli ;` ; (NOCD)with historical roots dating back to the late 19th century. Multiple land uses are included in the San Francisco Japantown area Fiscal J including residential,retail,office and services. In addition,the City The San Francisco Japantown maintains a$400,000 budget. �/. of San Francisco has imposed design guidelines and other land use Economic Enhancement and Environmental Enhancements restrictions to protect the character of Japantown by requiring new represent the highest spending categories($195,000 and$125,000 � ,;..- ��• land uses to be compatible with the cultural and historic integrity, respectfully)with Administrative and CBD Reserve costs($70,000 $�!"�•"�,�ryoo.rl 'I A. ' �. - ,�_ neighborhood character,development pattern and design aesthetic. and$10,000)constituting the remainder of the annual budget. ' _ 1 1 •- I. 1 T The regulations are imposed through the Japantown Special Use - - `:! Y' „ 1 District(SUD). �� « . 14-114.ANN 1 fin) Of the total revenue,$393,750 is generated by Assessment Revenues ! { +and$6,250 from other sources.This revenue is largely dependent ?ti !. f�' �vyli Y f' Management upon a real property levy.Annual assessments are based upon an -i 4 L �� 1, San Francisco Japantown formed a Community Benefit District allocation of program costs and building square footage,as well as ,- j9y (JTCBD)in 2017 to improve and convey special benefits to properties land use and linear street frontage. I ��j 01 iiii Top:San Francisco Japantown's center square with the Peace Pagoda in the Background. Bottom:The five story Peace Pagoda in the center of San Francisco's Japantown was gifted by sister city Osaka in 1960. . '.... "Ill— SII ... ... 1 JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 54 �� Denver l„% . 2 a • , 0 Introduction . `� st k°°� 4 \ _ �. ,A; ` i- a�� '� . ,� /).,j The Denver region's 2018 estimated population was approximately 3 v . . �i> �y .p million.The Denver region has a median income$80,666 slightly higher C . 'oL than the Salt Lake region median of$76,256.In Denver approximately ,� f o ��, ` '# \: / S / 19 percent of the population identifies as non-white,this is roughly i *l a S\. .F ° , „ comparable to the Salt Lake region.The Asian population in the Denver °'•*„. rte`: 6 0, ' � SM �, ° n .✓ ' ��' '.' region is estimated at 3.6 percent of the total population.People of r� \� ;...� �^;;� ° / �''°s• Japanese descent are 0.3 percent of the total population and 8.3 Oter ,• `�_ PARKING GARAGE ' 4 percent of the Asian population. .�� _ ��s y Denver's Japantown,Sakura Square,is one block immediately north • a,y, • RESIDENTIAL TOWER/ �� r BUDDHIST TEMPLE of Denver's central business district.Sakura Square is a central plaza FIRST FLOOR RETAIL Q� with surrounding businesses.Businesses within the block include two t moi "A restaurants,four businesses/services,and a market.The square also .� v . .� — a has a 20-story apartment tower. PLAZA RETAIL/ '• Af' tea"° .'",;1' ♦ � History 's �‘0,s,, PACIFIC MERCANTILE �� ' •;,.4',,V, �• a • " Denver's first Japanese immigrants,Issei,migrated to Colorado in the • lt "� t«'° `\�\"� , .� �' `i!� late 19th century following the expansion of the railroad and demand S. �` !` I� �W .f''- for laborers in farms,mines and domestics.By 1910,the Japanese o Q• � w le jo. �X' } population in the state reached nearly 2,300. ` ` PQ /^, A � i • QQ Following Pearl Harbor,Japanese Americans were permitted to 7 "voluntarily"relocate to Colorado.Prewar Governor Ralph Carr •' %/. 1 ii welcomed Japanese Americans and Denver's Japanese population �/ may. r' ; NORTH • v 3: -�-'k ' • 400' j '' grew to approximately 5,000 with 258 Japanese American businesses X '. //4„*. +` /Prin 1945.However,in 1942 Carr was defeated by opponent Edwin ` � 'C`'� / o - Johnson who took an avid anti-Japanese stance.Despite Colorado's �''''� "` \�'/ "� ' ° – — " reputation of being tolerant of war-spurred Japanese American Figure 5-7:Map of Denver's Japantown(Sakura Square) m . 1..._III I._ IIIA 11. El Milm • JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 55 �; �? \ Square is an example of a truly successful multi-use project in the __ .'� P s• heart of downtown Denver. y la 'ers* Type /` s r1' ?-I • -i�' Denver's Japantown is an historic regeneration type of cultural '`' • -�` area.Sakura Square has its roots in the historic Japantown but, *ilh, • Yy because of redevelopment pressures from the broader community, � A� ' -'' ? ca r has now concentrated in a one block area. i . 10. 1 - Sk •-`-T Management 4itili.11v /� �� _ As a redevelopment entity,Sakura Square is governed by a �� • The Buddhist Temple in Sakura was originally built to 1947 and acts as an anchor to Limited Liability Corporation or LLC.There is a nine-member _ . "� r. Sakura Square. Board of Managers as well as a five-member staff including a _ �, I Chief Executive Officer,Director of Business Operations,Program 415,,,�E -� u' i.ii iii iii iii iii ii.. • immigration,Colorado saw the imprisonment of nearly 7,500 persons Director,Operations Coordinator and Groundskeeper/Maintenance 1.6 . - ..7.517 \"iii iiiiuiiiwiu�d at Granada Relocation Center in the southeastern part of the state. maintenanceJr _- . , individual.Sakura Square,LLC oversees the leasing, __ 1 -""'..•�iin�, and activities of the residential high rise,retail shops,parking � -�� The Japanese American population in the state peaked in 1945 at garage and public plaza located on Sakura Square. 'Ill ;Al ■--■ 11,700,but rapidly fell to 5,412 following the release of internees,as ® `" i1111111restrictions lifted in the western states.A vibrant community remained Sakura Square LLC recently initiated an investigation intoin the heart of Denver stretching over 9-square blocks.In the early redevelopment options to reposition Sakura Square for current and I ,-1970s Denver Urban Renewal Authority began a redevelopment future generations of the community and the Temple members. ^- . process of the Downtown area and threatened to divide the The future of the existing structures on the block has not yet been 1 - --- community.However,the community was given the option to move determined. Should Sakura Square LLC and Tri-State/Denver .. -� into a one-block Sakura Square area housing the existing Tri-State Buddhist Temple decide to move forward with re-development,the Denver Buddhist Temple.Sakura Square was officially established goal will be to create a mix of private uses which may include retail, y;, � in 1973.Although the community shrank as families moved back to commercial and parking venues,plus community uses which will ~• , t the West Coast,third,fourth and even fifth-generation Japanese highlight the Japanese American heritage and culture.The Temple 4 ' " Americans have grown up in the Denver area,and today keep alive will remain on the block for the continued use of its members. "�.'., - Li_ cultural traditions and celebrate their identity in an annual Cherry The intent of the possible redevelopment is to create an area , z Blossom Festival. that is sustainable and reflects Japanese-influenced design and i 'I ., t:_'k ' - - architecture. - r'�4: j.01. More than forty years after its creation,the block is undergoing a - _ resurgence of cultural significance while reinvigorating its residential Fiscal • r and commercial assets.Since its dedication in May 1973,Sakura Funding for operations,maintenance,activities and events on Square has been a multi-generational,multi-cultural community and Sakura Square are a result of lease payments,parking fees and a destination for those seeking Japanese goods and services.Sakura other real estate related funds. Top:Tamai Tower at Sakura Square offers housing and helps fund programming on the block. Bottom:The view from the Japanese garden at Sakura Square. — . Ir••�.IIil ilk — . JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS S. IMPLEMENTATION AND OPERATIONS 56 Future of Salt Lake City's Japantown Key Lessons Learned Sakura Square in Denver is owned and operated by a single entity Funding Improvements giving that entity complete control over the development of buildings There are two categories of funding needed to implement the Management&Budget on the site,within Denver's general zoning provisions. Japantown vision: Each of the best practice areas include an organization such as +Capital investment for infrastructure a Business Association or similar committee to provide a reliable +Operating funds for maintenance and operations decision making process and unified business plan.Individual agencies Recommendations or groups that provide programming or own property in the area The following potential funding sources,among others,should be serve on the decision-making association or committee.Maintenance Management&Budget evaluated and pursued as appropriate: and operations of infrastructure in the two California areas is funded In all three of the areas evaluated there is a single organization that +City funding allocations through a BID or similar levy on property benefiting from the acts as the official and formal decision-making body relating to infrastructure investment.Funding for initial capital improvements in funding,use and maintenance of infrastructure.Other organizations +County grants and funding allocations the two California Japantowns was primarily through state grants. participate in the business association or similar group to ensure roles +Federal grants and responsibilities are clearly defined and competition for limited +Special Improvement District or Business Improvement District Sakura Square in Denver has a somewhat different management funding sources minimized. structure through the redevelopment corporation that owns and levies on area property owners operates the facilities on the block.Funding for improvements, In the City,there are several organizations with an interest in +Private donations maintenance and operations is primarily generated from lease Japantown,including the JCC,SLBT,JCPC and other organizations.As payments and parking fees.Infrastructure improvements were made the Community pursues implementation of the design and continues ? as part of the initial investment on the block. to attract visitors and interest to the street through programming,it �h•- is recommended that the Japantown Community create a Japantown < Planning and Design Management Group with the following responsibilities: In all Japantowns reviewed there is some form of design guidance ,.; 'i for new development and redevelopment in the area based on the l +Formal decision making process for Japantown ! / history of the area. New construction in the San Francisco Japantown / is required to meet the provisions of a design overlay zone intended +Identification and management of funding sources for infrastructure J- to preserve architecturally significant structures,building scale and projects and ongoing operations and maintenance - -i -� `��- -i „ rgyf(%�( ` � massing of structures and enhance resident and visitor experience in +Budgeting and fiscal control — -' r 4 ! ti { the area.There are two sections in the San Francisco zoning code that -- _ +Coordination and scheduling of events on Japantown Street ' �� •�)�` ��, /� define Japantown's boundaries and identify and govern development : `-<;, 11; activity in the area. +Hosting a website that provides comprehensive information _� . '�I• .r concerning the area Planning and zoning for the San Jose Japantown is part of the City's - _ '� overall approach.The area is defined in the City's general plan and +Hiring of professional staff to oversee the organization,as funding '4_`%'•_. -_ -- zoning map. becomes available. K -. ., - Nihon Matsuri on Japantown Street in Salt Lake City. li • 11111111 ill •• • JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 5. IMPLEMENTATION AND OPERATIONS 57 ili _ _____ _ • a ,_ - Thelmi- __•... -•_,• : ..'' '-•-.- .• Next Steps -. in.. 101 �� • 1 Create a governance structure to oversee implementation and b ....- Hi I. • it _ management of the design concept and create a reliable,consistent v * ; � -• ," .•a -- p�� .` .�� (�decision-making process for Japantown. i ,. A. L y i• +Establish a management group to oversee following steps 1A. 0� �� - _- -_ t +Identify co-leaders for: 4;r ) �C litAsf Y f,' �%,,...' -Fund Raising ��1')('V!{ �" A • -Historic content development t` 'V71111.41 -""c.ti- mi.lig II NM dI- - -Artistic content development t q( f / ,,.c 14 '.; • ry,• � gr • i Using the design concept,guidelines,and phasing strategy identified , r / iE° " _ as part of this process: coif* r. -t ��' f *,' ' a a "; < +Prioritize design elements for short-,medium-and long-term ' --2:7 \� implementation - w t.'_• '� f„- • +Identify needed funding and potential funding sources _�� ~ � = . — -- .r ` +Develop a strategic approach to pursuing funding and management c r Y`/�I of funding �' _ • In addition to the infrastructure improvements and design elements J�, - �'.. _ --- identified in the design guidelines,the Management Group should / VP4 ,, . r ••�,`+ ' �I. work with community partners to: - - -+Identify Japantown on visitor and other similar maps. . , +Create City planning and zoning tools to aid in implementation, ,. - I I1 '1 as appropriate .. _ -' 4: �• •r +Work closely with State,City,County,Salt Palace,and Convention , and Visitors Bureau and other partners to achieve community goals 111111illi iCiit , , I� ,'.' .•. -, • J I$ ilf lf Annual Obon festival in Salt Lake City. m • 11,..._"— II I e• • JAPANTOWN DESIGN STRATEGY & GUIDELINES / / MARCH 15, 2021 GSBS ARCHITECTS 58 4 y,t Z j 1,- �: Tp �ct Q� S� .} a{��•y � , die��`y�y,: (! _may �_7 " • - ►#.''', ;''f,'T^y `i4,', �6,',Y+_/_�.�� IV Vt''S-!,,y4�1. . n.V7/f "V‘ 'z".�g�a 40 'Ik P/ei., AQP ` ,,�1 � ",'/� T�Y'VA4''4l iOV -4. 41.'', ;...ee, ' ,` ` I%-, �{,'y',� , ~ .r � "V i' 41"..0'' Y� `' q4, ,: A h .,44",sa,it,do" cAO, �',t b7..)" , '' �. r 4<',I 2, ' �; .AWi.:'�,�'a, ' ,t t'` t:: :. ,� ¢ . `,,.. 1 ,pi ,' ; 4' ' ty f fpA.2.4.: '1p �s� �ayii��gy' yy •f qty , i pw �.J. k ` + y'. �i�r `sIv em T: J'9 9.,;.z•,,‹*Y1`�.5! ,:lls -?-, .'1' °^� ,•-•.t..-...d1, �v4_t---,, ,.-- _All ', 44`!\,�://'�1�3 ,ed•S .� •l k,. :, 4 r4. i�;� %,!.., ` ,1 A �y c., '� r v, ��f ��c;, r-,,,..,>. .t ,, P may, '� ,�, ; �y , A•T `•ts ^ .•'.fi {,�(ii4 01:A't ee i, a `tyV.�: 1'T)' � V!'S�`q;/ 'i ,,'":,0-f a.`''l� '°t `�iF�' )iW'�,,d ;�f , i. .'R+ . �'` ' f 1`'^ N. ,�G' is J �`V?i{Z. ;'yr`` -7 [' ,e 'J`14,*-V ` ,1" ,,,,-�j,• it, " ►!7 ', `, 'B r ,��i �, g I `� �j pp. j_ 6,-�4} A l�q �� 7 ` - , yam! 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A6 • s`:' .,- VW f' {: T .(°. `1'�w' ! - W 1r p'`J 8-1L ,, i~ �spC F SS 3,p 's {� 4Iv ,,,v- • ?+ ' 'i' �'�/ to m lr,1C� �y >:��y ,q II- ik.: .. ,5 ;-�a `�i 13`,;, . .,. :. i'' , . `ti, . ,r3.dr , �w'` ;�.�00 T,if` u, ' . ,.-� `4a"--**t ':p• .la "'IIIiE r ?i l�+' >Li�6�'' '�]i'_ �Ifi ,:�'*v,,'(rf�;J t. f' �'CS,,� ��' t� '' 47417 A. 9• Cf ;:'rs," '41'1�'`''` ! r(00): ." �1 ice, ► �,'%-‘3A ld"S`1 l3�' _l ' ' ', ",},�ti I Ya `,�°� ;,�= 10 . • R')r' j " �f , 7 � -- 1•/y4ym ` 4fi n ,10`ry * fi1 / C , 41 • Ai" ,,4. , 4.' ,f. ,:+-1�1' a �v �t,, � D�' ,� < PA'Z' iy � �t,r,19.40ko � , ,.4%,,q,,,,,,,‘r ` 1 p:4. ✓ o1,V, Q , 4 ,: iy ,'---- ,-..,7-,,.,.,:-Y• '-,i - ,ipV 5vi.iy-:,v./ -ve4 -.;:i7,--;- 7,E' ', '''• ` . ` \4,1;' d' ,iY '$..77',1-47%ir •'. i ',1:1!': , '4 `'+t`/1 .. 1,4",14 :7'..-f JAPANTOWN DESIGN STRATEGY& GUIDELINES / H*AIt,{TIb' tlOil / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 59 r : .... ' Existing Conditions Report '!z Overview !• � - -�� `.�'�, ,. .` ' h-4 i, , i .r' ,. ' Salt Lake City's Japantown is an historical area that was once much 41 ,-%-. I... \ Y "' y , ,.,F "•-•,,...',..• �'. ry '-J larger than it is today.As of 2020,the Japantown area includes the _ `• - f '- j + i Q "+( stretch of 100 South Street from 200 West to 300 West streets in '�• - ' -..:—."4"" `j_`�1`'"" • e • ;''...j+.1��q i-• - �..� �• � �'.\ `•r k' Y til_ downtown. ' As part of the design strategy and guidelines project the consultant f 1 - s.,C r•` • a •• ''' f pty ZH ./A* i 6. ,. team completed an evaluation of the current built environment in i ,; lG - Si.'"'_."' - - I ryAte'' f/�.` STATE CAPITOL ' 'i 'F order to identify opportunities and constraints to implementation of a • • ' P[�il. '.{� the design vision.Critical to the evaluation was information gathered „AARR AIRPORT :. . DOWNTOWN �•, -•� through a series of meetings the consultant team held with City r •- - .� L 1_ r departments and neighboring stakeholders to understand codes, - -_ - - �� : � _, :�i;, '. UNIVERSITY OF UTAH policies,technical requirements and functional considerations.The - :' " ` - . " - information learned through the existing conditions evaluation process �t, \. "•-1- }t; . !� %. " `1 + JAPANTOWN F' *. will be used to inform the final design and implementation steps. _ ' _ _ •s - • �' • Regional Context ,�� ` , 0'411II in ■. F 1•15 , Salt Lake City has a population of 200,519 in the 2018 U.S.Census I`- ' Hr. _ F1 _ i _ 4K~\r Bureau estimate.It falls within a large population along the Wasatch • _ - ; '�'aF' ++,frr�s,,,. lb"1 V+ Front that includes Salt Lake,Davis,Weber and Utah Counties.The ' + I-80 1 f„ +�7� ,/x total population along the Wasatch Front is 2,412,366(U.S.Census + ` - Y �-. 1'. -'r��►•La,'.., 2019)and is expected to increase by 60%by 2040(WFRC). The ! I. - ' - 'tis: - extent of Salt Lake City can be seen in Figure 6-1. ( • tok ( } r .e_ :;r-.0.:,i �' d. Y ]. 2 MI Figure 6-1:Regional Context Map , C•,,.. `. .I,._ d ,. - t � : n!';. 4_ .0 V..,:,.� 4.F.i, .., .� .,.., �;,,� 4,,--4,47,..,,,,,-A‘,0:-• t."-,, - - , . .. i : '.,-a •1..,.`8"e�`:.,` ,�' JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*AT k{TI'ktih / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 60 1 1 r-- .,.., ^ +f'.m" SOUTH TEMPLE A + Mit _ - •.., , _,�!. --1f 1 '2n ' •'.. '.. �\ •`� ww�s'r ��' _ter 1 100 South - 2020 rill lit �. \, f a� I l ..10-* iye .6/111601 'f -- ,,• :• .--4,9 ._ Zro, i'l N4 •.%‘ • , , • . - ' Air '' n UNION PACIFIC ' .i 0 VIVINT ARENA - IF r _ Local Context -, • `DEPOTAlkl . `` • • SALT PALACE .. 11 •e k J' ''r Japantown currently stretches from 200 West to cfii- 4l _ \ ' ;� -_� _ _ - 300 West along 100 South The Japanese Church of I' •,�« _` _• 'e' —.I- Christ sits on the north block,Block 78,and the Salt 9 : iffi I — --r. . ' 'A' '! Lake Buddhist Temple sits on the southern block, ' je.•f -°, -- loo SOUTH 4•- Block 67.The Street also hosts various festivals }� JAPANESE CHURCH ,y ''? OF CHRIST • qC and gatherings throughout the year including the THE GATEWA (1 t+ � ii +' Nihon Matsuri,the Obon Festival,the Aki Matsuri, •i - I , 1 - - SALT LAKE "•`� , ! and an assortment of private and community- , BUDDHIST TEMPLE r ' 4 1, -• - �� - { based events.This area is zoned as D-4 Secondary 1•Y `- . Central Business District,an area classified to foster it , � l - „ . • ►; - .4p •+,-- •• •� R'A ,. i �,�� an environment consistent with the area's function I ,-4L. III •17 " - C. ,i."., : .' -III u.J .,: F 4 ti '+ - -----1-7:4. - - 200 SOUTH - -' ' " _-` a -'•- . -' the Central Business District.Per the 2010 Census, y .,�-- - 1- the total population of Block 67 is approximately rte. w i ' ■gt4 t:. w1 f• -7 . - . i•. , ,. ii'f e-• � i ,� �,. 240 people with an estimated 220 housing units. I� 14 ' ! r, • �. --_ __II . .. > ' �A`.. Most of these residents are within the Multi-Ethnic v w J' 1 I Housingand Jackson Apartments. 3i n A a tt-i, ,.#i " ° I'" ° o Dry . ' * ju 4 ' iiii . . F .F e� • es' �I {,-,....J., .-.t 300 SOUTH f'p _ ,, • II :,,t}1 - lr I J L {. • •;I 4 i_1 ' i- • Figure 6-2:Regional Context Map •"G, `. I,.rd t9_:::�,. ., n".`s bx :..-e: - 0 ' ' .-.• 4•. ,V.. �,�.i,.:,'.., � .,..,,,q�;,,� 48t '"+A A_• t. , :�;' - '''.4 y '. .. ..4-4. •n: 1�5 ` '.0' , :�°7,a e s%.i e�;47. f�.Ar lik Af,.A` !v.�,�o;.al%fie��,r N�,e lb if 1t .?5,),:,,its f:��`��. . ``�4' ��‘:Atett 11�,r, %01",®N'�1fta . .0�`if.4:.*A\'' �, .g',s g:�`�f��a;ng I I ,..,, `I�,,,,I��I JAPANTOWN DESIGN STRATEGY& GUIDELINES / flJ A3 k{TI b'hafih / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 61 •± ` Past&Future Planning Efforts 1 - ' !` 1 Existing Plans a. - • Japantown is subject to existing City plans which guide future The Salt Lake City Pedestrian&Bicycle Master Plan envisions that development of the area. "Walking and bicycling in Salt Lake City will be safe,convenient, • r- `s comfortable,and viable transportation options that connect P VI 11' people to places,foster recreational and economic development —_ __ 1 The Downtown Master Plan provides a vision for future growth and opportunities,improve personal health and the environment,and >✓'� ;,z. ,�c,- development within the City.Japantown is part of the Salt Palace District, elevate quality of life."This vision illustrates the community and Salt - identified in the Downtown Master Plan as a major economic driver for Lake City's desire for complete Is and multi-use paths. the city. Initiatives for this area emphasize the development that: ...j _� ---s- �. --fes_ _ + Is vibrant and active through: The section of 200 West between 200 South and South Temple is "' _ designated as a Multi-Use Path/Bikeway,although established bike - Improvement of signage and wayfinding lanes do not yet exist. r - Inviting street activity Mb The Pedestrian and Bicycle Master Plan recommends the - Long-term viability of the convention space _ — _ '1 implementation of a buffered bike lane along 100 South between 1!- - - '.1 + Is welcoming and safe by: 200 West and 600 West. ,. -- - Maximizing visual transparency I- '�- .7.--::-----' - o ••,I 300 West is recommended to include a separated bikeway as a long I I y p ',i 'i';1;; - Providing a well lit pedestrian network that enhances safety and term recommendation within 10-15 years. (`t^ �,-_ ! i. quality of experience LI '..,I1:^," + Unites city and nature by developing water management programs to 200 West is recommended to receive a buffered lane within the 20 it. capture and reuse storm water and groundwater for landscape irrigation year Vision Map. ,.,__ i. I /_ O _moi 1965,Salt Lake City's Japantown on 100 S between West Temple and 100 West. , C•,,.. `. '.I,._.t4:747.:0, . .,.,,•. s bt :..'� ..: sJ• .-., 4_ ,V.. i,.:,�.., .� .,..,, �;,,� 4kl V_• t. ,,0' P, . .. .. i .i: a 1..,. :.,` ,�' JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl SASt,it.A tih / MARCH Ii, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 62 Future Plans and Development CONVENTION CENTER HOTEL Japantown is in an area of downtown that is undergoing significant (200 S.West Temple) new private investment and redevelopment.The West Quarter A new convention center hotel is under construction on the Salt Palace Development,by the Ritchie Group,is under construction along the Convention Center property at West Temple and 200 South.The new southwestern frontage of the street and extends through the block to hotel is located on what used to be a plaza,used as an outdoor venue 200 South.Since its construction,the County has owned and operated by the Convention Center operator.Although the new hotel does not the Salt Palace Convention Center that is now part of Japantown's directly impact Japantown Street,the loss of an outdoor venue for the frontage.Japantown Street is used for access to loading docks for Convention Center may be an opportunity for the street. both the main exhibit hall to the east and for the secondary exhibit halls that are located on the street. _ _ - - �'.... THE WEST QUARTER DEVELOPMENT-ON BLOCK 67 ; — - _ .H-� " .:- • The West Quarter Development will have a significant impact on r` - _ :I «� Japantown Street both in terms of the built environment and in e- _ _ -- - terms of activity and traffic on the street. -- a .` ' a ' 1,, _74.....„ ...... ,rf _ _ R OEM The first phase of the development,which includes the Japantown , u 1 Al frontage,consists of: IL. '1,* . j9'I\ ON !+Apartment tower 1 I RESIDENTIPLTOWER ^ ^^,. 141/111'.- +Plaza and private street { !.2 , -..„,„,•....::.- .4LL . ._... ,....7. 4- - 1 „.. . Z:;,1,:, ____ - . _,_, _.... .„. +Hotel ". s__� 1 - +Parking garage � , . 1 +Retail , I _ �_ .._ .t y_ __ The parking garage and service entrances are on Japantown Street. `` \ ii�ql{� $ ' Active uses at street level of the apartment building,that will become ` 1111111:N^rki\ `0j'- - _ - ==DENTIAL IIi part of Japantown Street,are limited to the corner of Japantown Street ( +1 ,� u. and 300 West.The opportunity exists for a potential connection to the ,\ `, midblock via a walkway between the West Quarter Development and '(,r _ ulfi'V ko` `t.,,°� - s�' � = the SLBT parking lot. . 'ii - 3 111 An increase in activityis expected on the street,along with an MID BLOCKS ., C -20,- ..'...7.-t g GROUND LEVEL ....1increase in traffic at levels that can be accommodated in a two- oMMERCIALTYP. IIII . OCK 67 M = lane with center turn-lane road configuration. itl + ERPLAN The West Quarter approved development on Block 67 •. C,, e,_ t9_?.•'y. .,.v,•. ,s v- -0'. 'f,9-•fin�!�') .o.-., Q- �.. . .' '.'.i.,.:.' ,`.� '',..*,, ->'. l,. .+ .:-.0).- -. .- '" i*_• . t, 4--' -' •' -' : . . i .' .,a ` n:''4,1'"'-4..,- e5`-`'P ,fr:,,At , .evesa7. � �,,0", -g !c.N.6:"A % e �NieI.i %4a°, _� ..k4149a '0"AZs.islyIr %O irN 4 � �, ,AZ ir, .�,�,,. ttf�iR OS , he ,4. , JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1 JA3kfil`I#htlOil / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 63 Area&Site Evaluation Pedestrian Environment Japantown is in the city's Central Business District.As seen in Figure and forces pedestrians to navigate an extra quarter of a mile to 200 6-3,Japantown is near a variety of different pedestrian draws South to reach Japantown.The large blocks of this area in the city including over 52 restaurants within a ten-minute walking distance, also presents obstacles to pedestrians.Large setbacks,fencing and the Salt Palace,Vivint Smart Home Arena,The Gateway and various parking lots on the south side of the block makes mid-block crossing event destinations.This area is also surrounded by multiple high-rise difficult if not impossible. housing options which are served by multiple bus and TRAX lines. In addition,there are safety concerns related to loading and unloading for the Salt Palace along the street.Japantown Street The pedestrian environment on Japantown Street faces several feels wide,when crossing on foot,and lacks a mid-block crossing to challenges.The Salt Palace inhibits movement on Japantown Street connect the north and south sides of the street. Table 6-1 :Existing Elements on the Japantown Street p SECTION CRITERIA EXISTING �i� ' 'm a � �.'� 17. . Ii I'L J_ � L.. � t• I li Oboe Dancing Circle 45 ft • 1 "` 11 1 1/ i, iLy 11 J�I�.�li�..li�l Nihon Matsun Booth# 39 - i! I Z ! ^I- li1�r. '",;-11.,-1-17,17.711r, FESTIVAL '+m±. _ Walksherls Nihon Matsuri Vendor Lane Location-14' North �- _ • ; jr- '—_ From Japantown Street q� [ A - `moi - 5Minutes Festival Fire Lane Location-20' Street 1 II .ie '-'- - 10 Minutes Width North Side - - • ..15 Minutes �� BusLighRail - • Width-South Side -" , PEDESTRIAN WAY U • -- Bus Stops 11 730 ft , t_N ,;`i: I• • Bar e � Length South Side , _ - Cl ]apantnen •I I'. -JI Restaurant - Total On Street Parking fi� m ,�l� I Gb i 7 �� L .r PARKING STALLS 0% ,._ •� Is if - . I Grocery/ShOpping ' s -o.,. 1 _ .I Central Business ,� I I District - Width-Lane of Travel , illn■ � m o • I �• I pp ROADWAY Turning Lane ■ 0E •_1- I II- STREET TREES -- - -, 1-- r H �� I w`y.� � ..0, •• -.1- „,, RIGHT OF WAY , 124 ft �� rt I,mo teooi.+ AI i_J i.m. 1.�j ri �: 1 'L =' •l _aii,l.. U.' 1 - • ' ,: 11 ,--1".. 'h,,i c .rtl'"'-11l-f--1--11V--.1' _ -`Tw$is+a .wi Figure 6-3:Pedestrian Amenities Map , •C•,,.. `. '.I,._ d �,. .ln `s A).- � : n!' . .-., °.i,.:,'.., .� .,..,, ;,'• ,. .+ `+' :A-A`-----4' . ; ,, ' P, . . 4'4.'4 . i .':• a ,.`8 ' , :°E,',41...10.,ke, . % �;a.. ,��,,,,,,,-� j.,* .),,er%fie,N,�N�, 1.. ,%..,,e'0.••,9_� ...4.41 k, .� ``gat* ,.$9� ,.,1%1%�",Z .--4.ii0 �®%'� ta,m.4---$)--te, ,1",,S•1 .,f',�, `;tf.AV Vif' w,,w4'•>'+'°'47'44'0,,•-b , #t�.e,, JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1 JASLinfhatlhl / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 64 Site Conditions Technical Representative Meetings Figure 6-4 is a map of the existing utilities and site conditions The design team met with representatives from the applicable City +There is a precedent for street narrowing,downtown,along 300 on Japantown Street.All utilities serving buildings in the area are departments to gather preliminary information regarding existing South Street between 300 East and the Rio Grande Depot.A similar located in the street including water,sewer,and storm drain. conditions and comments for the Japantown area.Key information concept could be considered for Japantown Street. In addition,there are significant communications lines located from each meeting is summarized below. beneath the northern-most lanes of the road.The communications PUBLIC UTILITIES DEPARTMENT facilities include a vault and junctions that are critical to operations PLANNING AND ZONING DEPARTMENT +The City is pushing toward sustainable street design including of the Salt Palace. + An existing conditions report in the Downtown Master Plan mentions providing water management in the street through permeable the different cultural influences on the area.The Downtown Plan surfaces,bioswales,and similar water retention strategies. The presence of the communications infrastructure beneath Japan- encourages projects to tell the story of each place with reference to town Street poses a challenge for lowering the crown in the road. culture and history. +Japantown Street has water main lines running on both the north and south side of the street. +Water is being drained from north loading dock of the Salt Palace to U just in front of the Japanese Garden,on the east side of the Japanese • SEWER MANHOLE • COMMUNICATIONS MANHOLE Church of Christ. (Bell Systems) .• WATER MANHOLE COMMUNICATIONS MANHOLE +There is existing street lighting on the north side of Japantown Street • ELECTRIC MANHOLE (US West Communications) \ (WI&CorpElectncl Street.The city has considered replacing with standard acorn style \ fixtures. There is one street pole and five pedestrian poles,three of which were installed as part of a previous effort to acknowledge \ U Japantown.The detail of these three pole tops reflect a Japanese I I I I aesthetic.The fixture arms are oriented over the curb,however, ( \ I I I rather than the sidewalk,making them less effective as pedestrian I I fixtures.The other two pedestrian poles are standard acorn style I i--i- 1-1 i--i I fixtures.There are no pedestrian poles on the south side of the street • • •• and only one street light head,mounted to a wooden power pole. • •• According to Public Utilities,fixtures that are not the city's standard • fixtures have to be coordinated with the city's street lighting division • __ • and maintenance(including lamp replacement)is the responsibility • • • of the special improvement district. I 1 1 1 Q L� I It It 1 / II ,,,, rum r/ IIIIPP" +The West Quarter Development will bury power on 300 West and along their property on Japantown Street.The remaining overhead power lines on Japantown Street will remain and should be buried —— 'ii.L., as part of the Japantown Street redesign.There is an opportunity to —_ �� N work with the West Quarter development to select new fixtures that are consistent with the Japantown Design Strategy p g and Guidelines. —— I I I I I I I I I I q <�\\ O +The wood power pole on the north side of Japantown Street is ' h� II, '� N decommissioned. Figure 6-4:Utilities and Site Conditions on Japantown Street • •C•,,.. `. '.1,._ ,947k-_:::-t.,4:, n..`sbt :.. . ..: n!';. _ .,V.. �,.044,.: �.., .� .,..,, ��;,,� ,. .+ 48� _,'14;,;;A l ,�_• ; t. -,,:�;�- P, '. .v.. i .�:• ..,'a •1',. +g1�5`:,` '.0' , :°�;Yg: e n w �;tr.al��'> a�'�Z1-v !v.�,��,'.��'Av%fie s",%I'N�, .,4,::•.+.4 if% r,,a`°�Af_t1':�.A.41 .k°.Vat``� �� Alt I lkr, %0' if..N; fta,m. .0�`�,®�`�,\ if, .1-,�,:�`i f��a;Vif%�� ,,` ,�`�,•`�,:�'., JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl#AI k{0#'k1ti01 / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 65 TRANSPORTATION DEPARTMENT ARTS COUNCIL FIRE DEPARTMENT + City's pedestrian/bike master plan shows protected bike lanes on + The design team met with representatives of the Salt Lake City Arts +A 20-foot wide fire access lane must be maintained along the entire Japantown Street.The additional parking between 400 and 500 Council to discuss opportunities for public art on Japantown Street. length of the street during festivals.Nothing may be placed in this West prevented a dedicated bike lane near the Gateway. The Arts Council observed that some of the best opportunities will access lane,not even chairs.The minimum overhead clear height of + A shared street might be a good option for Japantown Street. come from incorporating art into as many of the street elements as the fire access lane is 13'-6". (Shared streets remove the formal distinctions between spaces possible.Examples included artist designed bollards and signage. +The West Quarter development will have fire access from 300 West. dedicated to pedestrians,cyclists,and motorized vehicles.The The Arts Council stated they are available as a resource to the Fire access will not be required from Japantown Street. street is shared by everyone,with each user becoming increasingly Project moves forward. + City is currently discussing adopting alternate means and methods aware and respectful of the others.)City is interested in creating that would allow more flexibility to Appendix D105.3 of the true shared streets. ENGINEERING DEPARTMENT International Fire Code(IFC)regarding the 15-foot to 30-foot + Consider instead of angled parking,narrowing the street and proximity requirement for aerial fire apparatus to buildings over 30 + City allows pavers in public sidewalks feet in height. creating more sidewalk and green space. + Multiple examples of downtown frontage with a combination of brick +The fire code requires a 10-foot separation between festival booths + Only one lane is needed in each direction.There is a precedent with cookingequipment.If the cookingequipment uses ro ane, for this on Japantown Street between 400 West and 500 West. Pavers and concrete paving. propane, the propane tank must be separated from the cooking equipment by Narrowing the street to one lane will require modification to the - The Salt Lake City Downtown Master Plan discusses the use 10 feet. signals at the intersection of 300 West to make the eastbound of paving patterns to help establish and characterize different right-hand lane on Japantown Street,a right turn only.300 West is districts. a UDOT road and changes will have to be coordinated with them. - Engineering Department will consider proposals to remove curbs - � a + City prioritizes pedestrian movement and green space over and use materials other than asphalt and concrete in the street. vehicular movement in this area. '° ' —� — + Engineering's primary concern is for safety and ADA compliance ' + The idea of a wide mid-block crossing on Japantown Street was discussed.Transporation is not opposed to the idea but because it +Where curbs are not used,boundaries between pedestrian and - - - _ �Jf`'•�L is unconventional within SLC,will require more detailed discussion. vehicular zones must be continuously delineated with tactile materials that alert pedestrians,both sighted and sight-impaired as �. _It ‘, • . We- - implemented on Regent Street. SUSTAINABILITY DEPARTMENT e +Wide mid-block crossings are unconventional in City and will require \ + The design team met with representatives of City's Office of Gy, additional discussion and coordination with City departments. • / , Sustainability to review programs that may be available to building /,r' . owners on the street. + There could potentially be fiber,electrical,telephone lines running i (' i.. ,* s R j- + City is working towards the implementation of bioswales and under Japantown Street )Ilf i solar lighting throughout the city,which may be a possibility for - There are 32 manholes along that section of Japantown Street infrastructure improvements on Japantown Street. (See Figure 6-4) Vendors selling Japanese snacks during the Aki Matsuri '`'6". ` 9'_•:•. •.l n. s. bti ..''.fi6..0.. .-, " .°, ,: ,U ,.� ' 44 ** L;'4• ':%,, .kst " ` • � r,:,- ,:A ,v,..•.. ...v.. t .`• '.,-a n' s , .'1'').' . t ,._ . ` : II Vitife , : 4: a• tb '� t1k` �t ; V , ' : -+' 5 ::`-.: a; e,1Na�. i� ��kte.,NvFA.6:,'.),A -,i. -.4. - _t :..4.14I.., a "* ltIlrN %OAiira . �, ,A\ i ,� � aI1O )ho, � , JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1 JA3 k{TIb'hStih / MARCH 16, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 66 The Japanese Church of Christ and the Salt Lake Buddhist Temple The SLBT and JCC still function as the gathering places of the Japanese American Community and are the enduring vestiges of City's g _ - _- Japantown.They anchor the east and west ends of the street and 1I 141 1 1 1 1, -:-:z:...-:•_,......—....—_—_ _.. � _ .=_-___. 1 ..:--1,,,.-__ sem. ,�`i*. ►(01 i�, y generate activity on Sundays,special gatherings and activities during 1'1�1� ►� �l 1 1 ►� _ _ ;�� Zg �q(., the week,seasonal events,and the traditional street festivals attended ►�..4�1 1�►� 'ik'i'k'4... = If ""ip '(?ny by community members from across the Wasatch Front and the public LL - ( - _ ; &- r ,;.. at large,sharing their culture with the greater community. 111 111 1.1 111 _ . 1111111111111111111 - '. 111111111111 = - ; - = - 111►111►111►11 t --_-� Church-goers often utilize street parking in addition to the surface 11 111 111 111 r[ 'I C 11�►11�►11�►111 1 r '41-'-':'•'. parking lots adjacent to their buildings and on the south side of I i$LAAA$�1A1A1+4.1 — I g S ' "�� . - - �, _ ..)', Japantown Street.The SLBT and JCC have a memorandum of ¢x ,, M 3 _?k--LT I rry, , _ ' ', _ - - IN understanding with the County to allow free parking in the Salt Palace �_ Z [i yi In �,,. .11 r� 'a parking structure for events and festivals.Temporary event parking is ' I . 0 1. t. 4 till ��3� •4 I. ..i9 „• ;mss also set-upin the middle of the street for activities as described below. ` • ,1; L-#E� ^4 v q : 4,4 . l\ - ' 4".,t.,. I Funerals are often held at each of the two churches requiring clear I 1 �. 1_G , t Si space along the curbs in front of their entry doors for hearse parking , {! 11 41it. " ii-i. and casket processions. 1 1 _ ,_.. Cultural Festivals Japantown Street is the venue for several annual festivals,hosted by The Japanese ChurchofChristwos built in 1924 and is on the National Register fHistoric Places.Itissignificant ss the SLBT,the JCC and independently.These festivals are the lifeblood one of the few remaining sites to have been continuously associated with ethnic minorities in Utah. of Community and a primary way they welcome and share Japanese Source:Mitsugi M.Kasai(Chief Warrant Officer,CWO 4)Memorial Japanese American Archive J.Willard Marriott and Japanese American culture with the public.Three of the larger Library Special Collections Department,The University of Utah and more well-know festivals are the Obon Festival,the Nihon Matsuri, and the Aki Matsuri.The street is closed to through traffic during festival times. , e°I.V :e',: d t9r_ 't.-4-.,.v,•. s vbO n!� - . ,V ,l S .. ,,.�.i,k ,4' �: `„4,t"-8 • +,--+% -A`.- t � t. -', %. � i �• - , L1� •e5`. :,.:At a 9e, % .. 44,11,07,.N !..N ii Ato��N lbio% 5,E,ifttt : .401 ° v%ef,,.1%0:%..4.• %0iira . � �,,*A\ ,0, .1,� :. fVa;Vif110,% 1es , JAPANTOWN DESIGN STRATEGY& GUIDELINES / flJ AT Lit MifFih / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 67 OBON FESTIVAL - V I 0 O The Obon Festival is held each year on a Saturday during the month Food is served primarily inside the SLBT gymnasium though there are a 1 of July.It is a Buddhist tradition that commemorates and remembers few food and drink booths outside.One is in front of the temple at the - 1 ;z -r_ o"r ' deceased ancestors.Chochin(paper)lanterns are hung and Obon east end of the street,within the SLBT property.The other is in front of ilii dances(bon odori)are performed.The festival begins early in the day Lumbini's Garden adjacent to the sidewalk.A beer garden with seating is 01 _;41 - P'!�` �• " - �"�' s4ryti and continues late into the evening.It features a variety of Japanese held on the patio that is south of the temple and enclosed from the streets. Jam. .,.� r,.. American food and gifts,music,taiko drum performances,and 1I\ l'4 Wy4'' . traditional Japanese dances that are performed in a very large circle Festival parking is provided in three areas.Volunteers park in the SLBT _I 1 • Vr��f► I L ` �y;Z` 1,.' on the east half of the Street.The circle represents oneness and is lot on the south side of Japantown Street,just east of the West Quarter 'w* ,I��. 1� Y"'' `T symbolically important however,in reality the circle has become an development.Festival-goers park either in temporary street stalls,angled y • _ , _ .� oval to accommodate the large number of dancers within the width of in two rows at the center of the west half of the Japantown street,or in the I 4 • `, the street.There are three rows of dancers around the oval.Chairs are Salt Palace parking structure immediately to the North,or on surrounding .v . .. .. -- ---__set up around it for spectators.On the north side,the chairs are set streets.The SLBT and JCC have a memorandum of understanding with the _+ - ir well within the curb line to allow a 20-foot clear fire truck access lane County for free parking in the parking structure during festivals and events. () I -� during the festival. IIII 1 \li^ �1,04, Annual Oban festival in Salt Lake City. JAPANESE— SALT PALACE LOADING DOCK s� p ARDEN -1111111111 E STRUVE JAPANESE CHURC /�� BUILDING OF CHRIST ® 1�I — IU 4E►+11,a �ft iallbi 4 IP A I I I IP Al 1, Jam— W lir 1111PW1110 411Pv41. lovq1P1.6\ o X =:::......--.........-......--.......... ,--- iiit,. .. *o iii III / I W $T yT I r'Y••1, -IP - V I- - Qin SALT LAKE JAPANESE THE WEST QUARTER DEVELOPMENT BUDDHIST CHURCH OF MULTI-ETHNIC LUMBINI'S GARDEN SALT LAKE BUDDHIST TEMPLE ' TEMPLE CHRIST HOUSING J l PARKING PARKING BARKING I— — Figure 6-5:Obon Festival diagram on existing Japantown Street ED ,..C•...' ... ,94,,k- �9._ ,':,:s_474._-.4...k-4,;),:-1.`...: b� ,V.. :. , � i,.: 4 ; ,� ,.-„�4�i✓a� ..+',-. ”" 1 `b t."-.+:A - Jy '. ..v.. .�:' '.,-a •1..,.°,0%� .';._.'0', :�°v9 a;�,: e n w %.<47. f i,I Vv.r.,�4.N�'.1%..01:7%�dr N�,1lk if%..,,a`,if:�.4,=, .`�J�. .kv ``�J: �� Ater s�N,,r�� % di°N1f .S".�`de..k .� a0,�.e-,S :N`�f��a;'��,"ATO N'Ti i�'�iV�iV'i JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A2 G10555'04 / MARCH 15, 2021 OS B S ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 68 NIHON MATSURI AKI MATSURI&OTHER FESTIVALS Nihon Matsuri,meaning"Japan Festival",is held each year on a The festival is set up along the entire length of Japantown Street with The churches have hosted a number of other festivals and events over Saturday during the month of April.It is organized by the Utah Nihon stages and audience seating at the east and west ends,and booths the years,such as the JCC's Fall festival-the Aki Matsuri,and have Matsuri Committee and supported by the JCC.Its mission is"To share lining the north and south sides of the street.The booths are arranged indicated a strong interest to continue and to use the street as the and educate the larger Utah community about Japanese and Japanese to allow for fire truck access on one side and a vendor lane on the other. venue.They are expected to be no larger in footprint than the Obon American culture,history,and traditions as well as to be a way to pass Food booths are located on the north side of the street for proximity to Festival and Nihon Matsuri so the same spatial criteria and physical on the Japanese traditions and culture to younger fifth,sixth,and the JCC facilities.The fire code requires a 10-foot separation between constraints can be assumed adequate for them as well. seventh generation Japanese Americans and to help them identify with booths with cooking equipment.If the cooking equipment uses propane, their heritage."For more information about the Nihon Matsuri,visit the propane tank must be separated from the cooking equipment by 10 https://www.nihonmatsuri.com/. feet.These constraints inform the festival layout. SALT PALACE • 1M .. - w JAPANESE SALT PALACE LOADING DOCK O ARDEN -IIIIIIIIIIE LDJAPANESE CHURC ® BUILDING OFF CHRIST / "zY POWER _ , GENERATOR,�, + Witti ‘1 OM la i I ri 11. WATER°I 4IS m m KM m 11 m 13 m®mmmm O20 I N W I----- 1/ 0 0 I 11 I Am }}[[ O STAGE! I CHAIRS I I (10)TABLESBS©0' O O O O O O O O O O O O O V O O O O O (15)TABLES Bk30' S I I CHAIRS I I I 5 rn fn 12401I CHAIRS (23)30",42'PED'L CHAIRS (200) STAGE!! I --JI (100) TABLES r, 3] r_T_T__ (150) I I y L—I ___J 21 22 23 24 25 26 27 283 29 30 I31 32 3.111113111131r4 I35I WATER°L36 ® L 38 39 J— 40_J l__——J L—_J -1 i yT 4T 4 - ____ - - 1 _1 IN THE WEST QUARTER DEVELOPMENT SALT LAKE JAPANESE MULTI-ETHNIC LUMBINI'S GARDEN SALT LAKE BUDDHIST TEMPLE BUDDHIST CHURCH OF-ROUSING TEMPLE CHRIST -PARKING PARKING PARKING I- - 6 - =n I-- Figure 6-6:Nihon Matsuri diagram on existing Japantown Street el xrnm ,..C•... '.... ,9 �R4 ''.n..`s It-al :. •...`,.•: ��.� _ Q . V.. :. .� a4$4/,‘,.: 44 ; 'A K,-.,4i✓a�• +',-. " 1 t. +:�;�- P, . ..v.. .�: '.,a •1.,. ,8% .'; , :°�a;9.NeA %.<47. � �flt',r A .�.N.4r"'if%fie��ifN0.No'%' �,a`,if:,z:, ,f. .kip `` o'Atetd�N,df:N-o'%�O "�® '� •f . 'A"k•�,®4`0,, a,4.1,S :lkksAvAlvif"iNIi�i�0'%i�0' JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A2 k&653'Ib / MARCH 15, 2021 G S B S ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 69 The Salt Palace Convention Center The County-owned Salt Palace Convention Center terminates the east of packing and other materials stored on the street,outside of the + Continued coordination of festival schedules with loading and end of Japantown Street along 200 West.A 2006 addition bridges screening wall for extended periods of time.Salt Palace management unloading requirements at the facility. 200 West and occupies much of the block between Japantown Street and representatives of the SLBT and JCC have work closely to Any narrowing of the public right-of-way should include angled curb and South Temple.Over half of the frontage along the north side minimize the queuing and storage impacts on the street. cuts at the entrances from the street into the loading dock area to of the street is occupied by its loading dock and parking structure accommodate truck turning radii.All streetscape elements placed entrance and exit.There is a screening wall at the back of the sidewalk The Salt Palace's main functional concerns relating to the redesign of in the right-of-way must similarly respect requirements for truck on Japantown Street and the loading dock and dumpsters.Large Japantown Street are: maneuvering and access.See Figure 6-7. trucks access the loading dock through gated entries from Japantown Street.They also queue in the street for periods of time in preparation + Maintaining adequate queuing space for trucks on the street, for conventions and events.In the past there have been instances + Ensuring adequate turning access into the loading dock,and SALT PALACE I_ r JAPANESE SALT PALACE LOADING DOCK I I I O ARDEN I I L I„ I III` STRUVE JAPANESE CHURCH BUILDING OF CHRIST ® I .tW� V,7 ke 101 - T � ►� ter, —Ps .i r11 . #' t ♦ :> — N 0 J iI& _" 0 1�i . 6LR�iW,.o 0 m - — i3.4i GRI C4 In i sleT _ , yT 4,T yT • SALT LAKEI JAPANESE THE WEST QUARTER DEVELOPMENT BUDDHIST CHURCH OF MULTI-ETHNIC LUMBINI'S GARDEN SALT LAKE BUDDHIST TEMPLE TEMPLE CHRIST HOUSING PARKING PARKING —PARKING I Figure 6-7:Salt Palace truck turning radius C•,. . -0+.- A<k_ ' ''.`;t6R-- Val :. •...`, n f.. • .4 V.. :. • dA i,.:,.�,: '� �A. 4A,;." A.•:- " 1 •i ` •.,.` t." .' '- • LV '. . •.. .i: �-i4 1:' °8%%� .'; '0', , :*`9a; : e, ,,, �,.<a.. � �f ikarVkv` .r.N.4r"'.v%fie�%drN lkio%' �,a`ift,tz.`�*: .kov.v vo etA°N• ,,r,.N,.%0Aii° � f •,4kIP-,AN'Ar4N-e',�'h:lkksAvAeonNeiN1ile—%i�iw�i%0 JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl*A2 k f6'55tIg,i / MARCH 15, 2021 CS B S ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 70 THE JAPANESE COMMUNITY GARDEN KIMONO GATES During the 2006 expansion,County dedicated the open space The Salt Palace loading dock is enclosed with walls and gates that were between the Salt Palace parking structure entrance and the JCC as a embellished with materials and artwork that reference the history of Japanese community garden.This was done in acknowledgment of its the street.The following words are engraved on the dedication plaque, encroachment on the Japanese neighborhood and in living homage to by artist Cliff Garten in 2006: the Issei and Nisei,the Japanese people who first immigrated,and their U.S.-born children. The Japanese Church of Christ and the Salt Lake Buddhist Temple are cornerstones of the Japanese community of Salt Lake City,which once I, The design of the garden is described by Gaylis Linville,former thrived for many blocks in this area.These gates are homage to the ' Director of Communications and Public Relations for the Salt Palace history of the Japanese community in Salt Lake City and Utah.They ' Convention Center as follows: are composed of the fragments of 18th century Japanese Kimonos ff _ and their textile patterns that the artist used to form a new pattern t: I '�• - € \!( .I'i, in bronze for these gates.The assimilation of Japanese culture within { -•, :_,.._::w1"_; `'`_ I 'Amid the concrete,bricks,asphalt and hard,angular edges of the a.r America is only equal to the capacity of Japanese culture to endure in ==__:_.'sr== i, west side of the Convention District,there lies an urban oasis that is I � �______ _ totally unexpected.A small garden that uses light,space,wind,water, order preserve the essence of being a Japanese American.The artist and even part of the adjoining building to create a haven in the middle and the community offer these gates in honor of Japanese ancestors of hectic.The Japanese Community Garden is tucked away between who walked this district raised families,became civic leaders and .° - y contributed to American culture.The gates are a sign of the cultural --r the Salt Palace Convention Center and the Japanese Church of Christ, ' j a� offering visitors a compact view into the tradition,symbolism and art of connections between America and Japan that will endure as a part of _ - the Japanese garden. our community • - _ a 7 IL Artist Cliff Garten 2006. This Japanese garden is designed using the"shakkei az-method, Fabrication by Metal Arts Foundry,Lehi,Utah. r ,.-- : meaning"borrowed landscape."It draws the large,outer landscape- -- __ tall trees further down the street,for example-into the composition of - k ,� the small garden.What it lacks in size it makes up for in content;a rich x" ~ ' I•,, i .. tom._ ` f ...',. ..1... j�3g: �:"iii`I':.: ,j.;..I :''' layering of textures,co/ors and shapes." Photo of Japantown Sign and Plaques The garden is maintained by SMG,the company that manages the Salt .' + :x�'r ,y: _ ley ,i.' . - ., : Palace.SMG consulted on maintenance with long-time community :. 3'�y i - member and architect Gordon Hashimoto,who had expertise in the art .yam'~• ,.;r. -,.' -"" ,{ -." ._ `h t • J of Japanese gardening techniques and a distinguished background in 1.1' v - �, '• +� S Yx 1 •-• -_ i-- � design.Mr.Hashimoto passed away in 2018 and his cultivation of the �" - -" ^'''~+ _ _ garden is sorely missed. - „ . f , • "F, '. 4„.., _� Ir M1 _ yam° dg J Nall II I _ ),lf a. 1 Garden plants and trees include-Periwinkle,Jasmine,Japanese Iris, ;;.';' .:� �:'- r . ' .-r . 'x• t,� > . Wisteria,Chinese Yellow Bamboo,Cherry Trees,Pine,Japanese Lace- •x*- .: >rv'-1J'- ~: .= _ . . ¢. } - - _ _ ' "at' leaf Maple,Linden,and Boston Ivy as a backdrop. 0,,a ..• .. 'r ~...i -I . . - ¢°^r, -yam �_' Photos and more detail about the garden can be found at https://www. - F -.' l:,.'.-- . � ! •fir -. > a ZZ japanesegardening.org/site/salt-palace/. b._ .� �. •� tea.. ��•e3:5. _ - - Photo of the Japanese Community Garden Photos of Kimono Gates at the Salt Palace Convention Center • -;4,„,. .`. 44.7k_:., ,. .,.,..`4.4_ R*.. , .. n!' -.+.4_ ,V..,:,� .. �,,.0 ,,. ,5, J•:," "4�J`� ,. k.-s�,, 1 .•.r t."-,,:�; - P, ..v:41/2„:,,,..4.,,,4. ,-a n: :s - , : �a; : e, ,.4:.,. %*<,!. 1��"AO lit 07,N.' .,!1,'.�.N.65.),A AO%..0 N lb if 1 �,,t,iftttl: .40: .k° ``` i"*:Alt I lkr,.�.07'%OA iir.'�ifta . ��.�, ,AZ ,0, .Af-,�,:a`;tfi:VI � "tf,Oh�,`�, .. JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl SATLin.65 tih / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 71 The West Quarter Development v' i]. ' ' I I ', qE hila ,� �..'� � .K. = I 1(. The West Quarter Development wraps the southwest corner of t i \I. ,i ,ti:_. ki i, - r .� I'.:111(1),,' �+ Japantown Street and forms part of the streetscape.Two sets of ,� 11 _* b _ � _ • I SIS ,�� i 9 in-and-out driveways,one for service vehicles and the other for aZ. 100 S �.- - "�'!1� _ �j I �' automobile access to the parking structure,occur on the street at ` `' 'S y "''-P' - '�"-+..«'' - • ., - - - --=• ri,!: _• _= I �_'I '� the east end of the development.Pedestrian access connecting �L— S I 1 i j s ; = -I•• .;� Japantown Street to the West Quarter Development is located along . � 1r a IP s!J ;ISI-.n_ ■ i 'it{- JIB 1< I the eastern boundary of the West Quarter property adjacent to the :, I 1;- ;,' �` ; � • I. I SLBT parking lot. r -Wit. 1'+ - - L- ; s- -:t- w11 [ -w I z S C� tlin I P —> F - The sidewalk,curb and gutter,and street trees along this section of G' f a 2i,,,,',; ita' ® ' 1all THE WEST - ; �� 3 E . III 11T_ - r GUARTER 71'•_ Japantown Street should be revised to match the rest of the street �� - 71 �' 1 �. _ - design This includes the paving materials and pattern,the tree a 1_._"".6.653' � 3 ' �� iWy trw�t .x"R'g'�Cx;:; •1 ii r1i..+ 0 i !I.11h all I. a �. 4, species and grates.The tree locations,relative to the street edge, -- - should also be revised to align with those along the rest of the street _ -_ -_ '' - -- - and to allow the necessary clearance for vendor vehicles during the ; ..h- `�M . .; M. ','rte- . I 111111M1 :...- Nihon Matsuri. Figure 6-8:Project boundary of the West Quarter development. FilM I;•1 Pik SIIRLIVE JAPANESE CHURC LT PALA. BUILDING OF CHRIST JAPANESE �-1111r111111—SK I ' IIIIIA i 111 11111 � 1 1 D •p� •It 11 ;111111 % i IniII -- 1 [ - - - '1 ''': i ill Al i ilti r,: 1 li 41 -.4--_..i., - 14 III 111 11 0 0 lir IIIIII(II(If I �I i m 1?�l Ipll� (II(III(�II 311 - I II Ijjlli 7r�171 IIII y1f110 Ir 111]11111-1m7r "' lit ��Cf(111111 • ]]�1]1l7 ill 1117171 — IIIIIII THE WEST QUARTER DEVELOPMENT =a�r .,�a„Ee -MMULTILUMs,.=GARDEN SALT LAKE BUDDHIST TEMPLE F I III IIIrIf I IIIR . _�E11111]1 �l 11 1]7 �oo�,n CHCHRIST URCH OF a K�� 41111{',111.• I�,III �+wIl 11$ 1 I �d�"K�� PaRR�R� 'i. .IIII - � I■ �r�� t '' 1,'1� 1 �`!.f..: ,..m...1. ., ,A WI 140' 1 : - � ' E II',, ty, Rendering of the West Quarter development.View from Northwest. Figure 6-9:Location of the West Quarter development shown in red dotted line adjacent to the Japantown Street. Japantown street to the left of image.-Nexas Architects , e. . , O '.n..`s ,0",61,0,.."'' A4 4.4$,,` q V aq i, .,,>.'44 '44 J, ,-.0,- a� -st "t `b 4,-+ - ,t v. .4,, ,,, ,.',A0 '4 .0, ,.0:Ive, %.<47. i fAl t, 0r"if%fie�tf' #lkio%'.t.'*Zia :, if2k, .p ``sty / et s'"N,lif %'9,*iii7 � f . NI 1.7' A ar, -0,S :�`�fA�kVii VOW iWWVi JAPANTOWN DESIGN STRATEGY& GUIDELINES / f1*A2 S Ib'86'Iei / MARCH 15, 2021 G S B S ARCHITECTS 6.APPENDICES - EXISTING CONDITIONS REPORT 72 Existing Light Fixtures on Japantown Street okkJINP 7 ... �.. 1 •- :R 1,:..---" \,:'`,1,,:. 9 ,11 �A F-t, li, II , :i.ri—.,9 '•b s, . f III n f �i, II 1.1$,, L '-'4 _ --.,,w. tatigiiii-l-l•--H .:i.1 S'Alt: _.-sS _ L_ , - . 3 loi. ,4 .1 r --v)- ,-.- ,...,,, �"1 K _ r 1. - .mss Va_ North side ofJapantown Street,5 typical North side ofJapantown Street,3 specialty South side ofJapantown Street, 100 South Street,typical street& pedestrian poles(Acorn head) pedestrian pole("lantern"style) typical street pole(Cobra head) pedestrian pole(Cactus style) f''',"` •,, `. .1,._ 'IA' '''y. .' n..`s bti :-i, '''': .-., 4 . .,V ,:,.� '''di''' ..., .� 7•:,`„4:?,''s : -'•c1'.l ,�_• -">''' r,-4 , 4'..v � ' ..v.. i .�:• ..,'a •;1 1 - ,`,''0' , :s ,at: s e'. � ..�lei'',-� .�,�•�;%&V%fiete,�t.,f iott,. ,a`°�Af_� ':A�`��.� 1 ``� N4 N• z%iN�,r, .%OAiir`VA, A.la.N.�,®�`�,, �,„..e•,� :�`�f��a,. ��; `', .�`I��,,,,. .,, JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl JA1 tAt.#ti i / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - PHOTO ARCHIVE 73 Photo Archive r SII' • : •• • li -if,__Ib,v, . LO'a:0*a 1 1 ---,4 gicilt. ill. L �— Iv Aloha Fountain and Saikayen Confectioner Aloha Fountain Snack Bar Sign Beverly Seki watching Shigore Coto promenading in Town Bushnell boys at the O K Cafe in Salt Lake City where the group would meet and play Hawaiian music for the customers Willie Oshiro two unidentified women Toshio Kokubun Jerry Miyashiro unidentified woman Kiyoshi Yoshii and Willie Higa _:. ,:....7,,:vii....,..... 7.7::,_,t.:::::___:: III , '..- - !iiiri '1\N 17 ,J, �_i I�- - ' 1, I'1' - .SMI 20° r � ' Vis" �-. 'G y'�� - __ '1 � 1 r� I f L i F F _ Craig Nagasawa and Robin Doi Demolition of Japantown making room for the new Don Seki from Hawaii in Salt Lak. First South Salt Lake City's Japan Town before it was de- convention center molished for the Salt Palace In 1923 it was also home to the Japanese Church of Christ Source:Mitsugi M.Kasai(Chief Warrant Ofcer CWO 4)Memorial Japanese American Archive J.Willard Marriott Library Special Collections Department The University of Utah , e° . e,._ t9_c.•�,. .�.v'-- - - -0- `- fin4. ..- 4_ '.V..,:. .' 4"4-'.+' " i,.:.' _�Vat �.'` br 8l .. ..+ 8r _, + -A‘- t ; . i-,, -' - , -4- 4"4 i .�:• ..,' • •',.`�s•e` : .: �a e, %47. i�'. ��.% ..,N0%AO% e%'N ,•iol,,a ? . .� V.‘:Alt Ik#2N %0. ®� a . ��,®1,, If, .1'.',k,,, � AkV, 1 ,%t �� , !.... , JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl RAL Lit. at ISI / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - PHOTO ARCHIVE 74 Photo Archive 1F1�b c•10 �, +r f illll1._ .//4011V.74: ft lil ` �� viae"9 �"' —I— i;:' {> i• Fred Toyota in front of the OK Cafe in Salt Lake City's Japan Group of men on the front steps of the newly constructed church Hideo Ochi and Mary Murakami standing next to a car In 1963 the Aloha Fountain moved next door and changed its Town name to the Aloha Cafe Next door was the Judo Center and Family Market - JN GCSen HYRAMOTe I-3p �.,1�1� uNiq< I �` N - 120-'3'. - OPIN(vi CR •it''''r. • ,N. , '' iii„A .A.11.:: . Rt- ate' �:�: .'j - - I 'iv� it'4' illitII1 mac r t� 1 _ _ f yoko - Colonial AI 1 ) = E&aehir : Noodle ri ashiro e basemen Jackson Muramoto standing on a sidewalk between State Jerry Miyashiro standing in front of the OK Kiyoji Kanegai with Kinzie Doi in front of Aloha Fountain Kiyoko T hiro in front of Hama san Tailor Shop and the and Main Street on First South The KDYL Radio Station Cafe Colonial Noodle can be seen in the background across from which was the Western Hote11947 Source:Mitsugi M.Kasai(Chief Warrant Ofcer,CWO 4)Memorial Japanese American Archive J.Willard Marriott Library Special Collections Department The University of Utah •C•, `. '.1,.= 44,7k'_:::�,. ., n..`s bbl :..� ..: n!';. .-..+4 4_ ,V.. �,.�.i,.: �.., .� ,Ve.,..,, ��;,,� ,. .+ 48� _,.l ,�_• t. -,,:�; 4. P, '. ..v.. i .�:• ..,'a •n•:''`es"e5`:,` '.0' , :°"a;,: e, % ;;a�.74 � ,>.011�'Af,�` !.0,��;.)%,,9%fie'N,�N, lb.if%' f,,a`°�if_�e:..401 . ``� .1%:1,,It 1%//.0% %O A"�®�'� fta �%`fie,®1., a1, . •,� ..%1/%1:%/%1`4, ,,`1,,%off. �,:�'., JAPANTOWN DESIGN STRATEGY& GUIDELINES / HAAT E,lk' S'IFI / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - PHOTO ARCHIVE 75 Photo Archive our1 .iiiiiiiit.VI 00DlHICHOP/UEV, 'E _, '� a di., ': -- Pk � w...4,„.� ® "i L .........--i ti ::\'' ' i Mary and Kimie Doi outside the Aloha Fountain Mary and Kiyoko Nishida on 1st South in front of the Mary Murakami and Hideo Ochi standing in front of a car Members gathered on thestops of the church circa 1920s New Kimpa Cafe evi' o�ES t SH 1111111111Wc."; . `�` a di. ..; • �7 1,-k - ,. � ' � � ldlilu I' �— RT _ —) 'tom- P._.w+ , MI► -7r. ' r'��r''r '.1>.�' — --' ,lik i • Mihoya Confectioner Aloha Cafe and Salt Lake Jia,„ Movingsupplie.out of the Aloha Cafe before its New Kimpa Cafe Sunrise Fish Market and Dawn Noodle Paul Iwasaki and Robin Doi with toy guns Center demolition House Source:Mitsugi M.Kasai(Chief Warrant Ofcer,CWO 4)Memorial Japanese American Archive J.Willard Marriott Library Special Collections Department The University of Utah •"G, . e,_ d t9_?. ,. .,.v,•. s 04,41„.•.'`- n! . -., 4_ . ..,: )S +,F.i,.:.,�..-4. ).,.. ,q� � . ,. .+ 48 .l ,A_. t,,di.s, .1 .,21,..'. .v4114-9:• .,a •1,. s et,:,` t2' St°V,a; 9 re, %a�. El ":#.NVA:9Nf .�' 0;9N�v eVi°'V, 19�o%' FF%....„4„..° _t7,1:��,s,!•,041,...,,,,,,,,...., ��.>@ 'r..f ``oaf "VA''?Vrr,.� �� "�®1'0 `4 . i rif:ASrA ,0, .1-,� :�`irie;a .gW ,,`:ttah-e, AKP, JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl JAR EITIttllStIii / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - PHOTO ARCHIVE 76 Photo Archive !pow".1,, . _. ..,._ ,. _ . /1'. ,0 00, Pr'dM'A',._ 1 ' y i � I, l 'L ' ' I1 �I y '7. i .I . ' l' `', Robin Doi Wade Doi Craig Nagasawa Mary Wallace and The Japanese Church of Christ shortly after completion U S Cafe later the Mikado Restaurant operated by the Tsuyuki Unidentified group in front of the Japanese Church of Christ Salt Kimie Doi family Lake City Utah p 1 i 7 ,-- _witiWlovl _ i •—tf� r*r 1'::, 114,1 'y 1 `' ` - ! ,f, J �� Y . .... ./.)i... , ' , . . , • IiIV . ' 4111, Li liger View before excavation for Salt Lake Auto Parts Utah Wallace and Kimie Doi outside the Aloha Fountain Wallace and Mary Doi working in the Aloha Fountain Wallace Doi and Leo Kawa at the Aloha Snack Bar Nippo Long Hotel American Fur Co and the Greyhound which was opened in 1947 Bus Depot Source:Mitsugi M.Kasai(Chief Warrant Ofcer,CWO 4)Memorial Japanese American Archive J.Willard Marriott Library Special Collections Department,The University of Utah • e., I,._ 44,7 9 .• ,. .� v,•. s ,bti . 4v; n!' .+ .4;4*. . . �,0 ,,: ,y : },;,- q"t,`,,s . ,10.,,,,o>, :,0,44 �_• r,:, ,,:i;, P, v4. .4.',..4,'a •; •n'''`4,vik :,` .4.' ,fr: E a;Yif:Iv eA ,,,e%e7. .Af 11,if, � �..,*ociy4 if%fie.or N if N o'% t., _� f.��`��. ``� vvi'‘ ,Zst Ao Nara.4O "�®1''0fta . �••-4,A-4,... `f\ �, .1-,S f',N iifiA•fi ar ,•!`t ��`�of, '54. , JAPANTOWN DESIGN STRATEGY& GUIDELINES / fl AAL E,P.t'ha1'IEI / MARCH 15, 2021 GSBS ARCHITECTS 6.APPENDICES - PHOTO ARCHIVE 77 Photo Archive �OLZ 18 I• r. ti r ~1 1 •••-•.-A 0. ' r , 1, ' ni _ ( ,,, ,,,•• I WE. il ' \ hoc..-- 111:.% - • • , _ ^"_- ammo ` Willie Oshiro Toshio Kokubun Jerry Miyashiro Kiyoshi Yoshii Women s group Included Mrs Tajima Mrs Uno Mrs Takashima Yasuko Kawakami and SusieAriyoshi in front of Japanese ,tanding outside the Aloha Cafe and Willie Higa performing at the O K Cafe in Salt Lake City Mrs.Hirasawa Mrs.McDonald Mrs.Hashimoto Mrs.Lida Town Sunrise Fish Market Utah 1944 1945 Mrs.Shiba Mrs.K Suzuki Mrs.Tatai Mrs.Takasu and Mitsu Hayakawa 7 ' 1 w Inn ; mbti c � R ill '/____11 — -.:t li '-1'12 r . .„. . .,., . .., .,. 6. First South Salt Lake City's Japan Tom:before it was Fred Mishima Mary and Wallace Doi demolished for the Salt Palace In 1923 it was also home to the Japanese Church Source:Mitsugi M.Kasai(Chief Warrant Ofcer,CWO 4)Memorial Japanese American Archive J.Willard Marriott Library Special Collections Department The University of Utah , e., . I,._ d t9_•i:•',. .l"n..`s "bti :..'`- n!'+ -., Q . .,A ,: *1 041j.:44,: ,'.4 •,� .•.74;;S' ,,,S . . .,yr '1 -�_• r,:,-,,:4;�4. P, ..v.. i.,4.-1 .,-., •n.:''`,../. :,...AN, , :f.;4,„, •4t„,.. a;,,: s5 gV e�;a7. i '. ��'�,Ac'e t,0",61*." 4,N�;.)%1%.,1%�,D N of ,4;,:io 1' 5,a`°��_tt1f: .`��.k ;r..� ``� .' %:1,:is.i 1%/.. ,,,,..01;.;‘;%0%it�'' fta .%‘‘,...-4,4, ��` ,®A\%1,,. -,�1:x`;1.;/%:a / l O, `'1,,%o.• o i�'.e,, JAPANTOWN DESIGN STRATEGY& GUIDELINES / flJ Al Lt0.65 tEi / MARCH 15, 2021 GSBS ARCHITECTS ,,,„ ,,,,,�. /4.,) A‘ l,I/ 9 MAYOR ERIN MENDENHALL1�� DANNY WALZ Executive Director : Director st/1-`ff.l5 Ell 7 .47 '",g nn,',p, REDEVELOPMENT AGENCY of SALT LAKE CITY STAFF MEMO DATE: April 2, 2021 PREPARED BY: Ashley Ogden RE: RDA Equitable&Inclusive Development Work Plan REQUESTED ACTION: Review and provide feedback. POLICY ITEM: Equitable &Inclusive Development BUDGET IMPACTS: N/A EXECUTIVE SUMMARY: Over the past year, Redevelopment Agency of Salt Lake City ("RDA") Staff have been taking steps to educate themselves about the racial and social inequities that have historically existed within the real estate development industry, and to consider the Agency's role within that context. For example, the practice of redlining denied minority communities access to the funds necessary to build,purchase, or improve their properties,which perpetuated segregation, concentrated poverty, and an increase in blighted properties, among other negative impacts. At the same time, cities identified these declining neighborhoods as areas ripe for redevelopment, or"urban renewal,"and razed and replaced them with towers of public housing, freeways, and airports, often displacing many. Today, during a time when many urban areas are experiencing tremendous growth, it is the same groups of marginalized people feeling the pressures of gentrification and displacement now that their previously undesirable neighborhoods are seen as attractive. The Agency acknowledges the negative impacts that historically traditional economic development and redevelopment tactics have had on the most vulnerable communities, and recognizes that it is in a unique position to ensure that developers implement equitable and inclusive development strategies as part of RDA-funded projects. Staff has developed the attached draft Equitable and Inclusive Development Work Plan("Work Plan") to advance this goal. It is intended to be an internal guidance document for RDA Staff to reference during project prioritization and budgeting efforts, and outlines the Agency's equitable and inclusive development goals, actions items for Staff to take to support those goals, and lists some initial ideas for new or amended RDA programming that would directly support the Work Plan. SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET,ROOM 118 WWW.SLC.GOV•WWW.SLCRDA.COM P.O.BOX 145518,SALT LAKE CITY,UTAH 84114-5518 TEL 801-535-7240 FAX 801-535-7245 ANALYSIS: The draft Work Plan is provided as Attachment A for the RAC's review. In its current form it is meant to serve as a"living"internal guidance document for RDA Staff,but some of the actions items would require formal recommendations/approvals from RAC and the RDA BOD, such as amending the current RDA Guiding Framework and Livability Benchmarks, amending existing programs/policies or creating new ones. RDA Staff is interested in hearing any comments or concerns that RAC members may have in regard to the Work Plan and will consider all feedback received as the document is refined. ATTACHMENTS: Attachment A: Draft RDA Equitable & Inclusive Development Work Plan RDA Equitable and Inclusive Development Work Plan PURPOSE: In 1969, the Redevelopment Agency of Salt Lake City ("Agency") was first created to stimulate economic growth and revitalize the downtown area of Utah's capital city. Today, the Agency operates under Utah Code Title 17C, which authorizes the Agency to identify parts of the city that are experiencing disinvestment or neglect, and work to reverse this trend through investments in affordable housing, commercial and non-profit uses, historic preservation, public art, neighborhood business districts, environmental remediation, infrastructure improvements, and more. The Agency acknowledges the negative impacts that historically traditional economic development and redevelopment strategies have had on targeted communities with concentrated poverty, lower levels of housing stability, and higher shares of minority populations. As part of its mission to revitalize neighborhoods and business districts in a way that fosters livability and neighborhood vibrancy, the Agency is in a unique position to ensure the inclusion of equitable development strategies that encourage everyone to participate in and benefit from new investments being made in their neighborhood. These goals are often ignored by developers in attractive real estate markets like Salt Lake City's, who capitalize on declining neighborhoods through projects that prioritize economic return at the expense of community and environmental benefits. GOALS 1. Utilize socioeconomic data to define needs and inform where/how Agency resources should be used and prioritized, for both existing project areas and as part of the project area creation process. 2. Provide opportunities that make it more financially feasible for existing residents/business owners to remain living/doing business in their neighborhoods (or return to the neighborhoods that they were already priced out of). 3. Support the creation of opportunities for those who have historically rented in the community to build wealth and establish permanent roots through home/commercial ownership. 4. Provide opportunities to establish new services, amenities, or underrepresented business types in the neighborhood that the local community identifies as lacking and desires. 5. Preserve and protect neighborhood character and cultural assets—once a neighborhood's culture is displaced, we will find ourselves expending effort to recreate that local character, but it will never be as authentic. 6. Help strengthen local organizations and support leadership building by partnering in community-led initiatives. 7. Strengthen the Agency's community outreach efforts in ways that provide a platform for community members' life experiences and knowledge to inform and influence the Agency's work. 8. Enhance capacity of non-traditional applicants to apply for Agency programs and offerings by providing more education and technical assistance than what may be typical. SCOPE OF WORK: 1. Assemble a database that speaks to the levels of vulnerability and displacement risk (both residential and commercial) and opportunity access, and continually monitor these indicators over time to inform the Agency's decisions. Metrics may include (not comprehensive or final): People of color Percent of population that is non-Hispanic white(Census block) Increase in white population as share of total population over time Linguistic isolation %HH that are linguistically isolated(Census tract): a HH in which no one 14 years or older speaks English only/no one 14 years+speak both a language other than English and English"very well" Educational attainment Percentage of population 25 years+who does not have Bachelor's degree Increase in share of population 25 years+with bachelor's degree or higher over time High School Graduation On-time high school graduation rate Rental tenancy %population in occupied housing units that are renters(Census block) Increase in share of owner-occupied housing units as share of total occupied housing units over time Housing Cost Burden %HHs(owner and renter)with income below 80%of the AMI that are cost burdened(Census tract): cost-burdened is a HH that pays between 30- 50%of income on housing costs Severe Housing Cost Burden %HHs(owner and renter)with income below 80%of the AMI that are severely cost burdened(Census tract): severely cost-burdened is a HH that pays more than 50%of income on housing costs Household income Increase in AMI overtime %population with income below Federal poverty level(Census tract) Proximity to already-gentrified or affluent neighborhood Median HH income relative to AMI(Census tract): broken down by 120%of AMI,less than 80%of AMI,"spillover tract" "spillover"tract is one that a)has a median HH income under 80%of the AMI and b)abuts a tract where the median HH income is above 120%of the AMI Development capacity Difference between existing and potential development,excludes parcels unlikely to redevelop(parks,landmark sites,airport),parcels have to allow for residential uses per zoning Median rent Change in neighborhood rents over peiod of time Ratio of average rent per Census tract to City average: based on multifamily buildings with 20 or more units,for all unit sizes,in dollars per net rentable sf Housing Market Change Change in neighborhoods'median home values over period of time Ratio of average housing cost per geographic area to City average: based on dollars per sf Transit Access #daily unique transit trips within quarter-mile walking distance of a location: quantifies#unique transit trips someone can access during an entire weekday Proximity to commuter/light rail and streetcar Walking distance to a current or future rail stop Proximity to core businesses Locations within walking distance of core businesses: within 0.5 mile of supermarket/grocery,0.25 mile of a pharmacy,0.25 of a restaurant,café or diner Proximity to school,park,community center,or library #locations within specified distances: school(0.25 mile),community center(0.25 mile),Library(0.25 mile),Park(varies by acreage) Access to Banking Services #banking institutions per 10,000 residents Broadband Internet housholds with subscriptions to broadband internet service Access to Primary Care #primary care physicians(per#population) a. For work in existing project areas, use data to inform the need for Agency assistance/new programming. b. When evaluating project area creation or extension requests, use these metrics to assess proposals within a citywide context and ensure that efforts are being focused in areas that have the greatest need for Agency assistance. 2. Amend Agency Guiding Framework & Livability Benchmarks to add project criteria that are meant to address goals above and make it clear that they are Agency priorities. 3. Complete inventory of existing City & Agency programming and identify areas where requirements/incentives meant to support goals above could be created or strengthened. 4. Design/implement new Agency programming meant to directly address goals outlined above. 5. Identify areas where more technical assistance could be provided for non-traditional applicants. 6. Utilize guidelines and best practices issued by the Salt Lake City Civic Engagement Team to develop more intentionally inclusive and culturally specific community engagement that empowers residents to make their voices heard. 7. Communicate a clear value for racial and social equity in communication materials (web site, newsletters, social media, events, and other points of contact). 8. Identify opportunities to use marketing/outreach tools to reach a broader range of project types/applicant pool. PROGRAMMING IDEAS: • Infuse tenant preferences in RDA funding programs/property dispositions: Aimed at mitigating displacement of residents/businesses with generational ties to the area or bringing back residents/business owners who have already been displaced. Rationale & Function: • When Agency helps to fund development of affordable housing or commercial spaces, could strongly encourage developer to utilize preference-based system to select tenants. • When disposing of Agency property, could make preference-based system mandatory when developer selects housing/commercial tenants. a. Preference types may include applicants who are current or former residents/business owners, have family members who are current or former residents/business owners, or someone with community ties or who utilizes community services in neighborhood. b. First come first served or lottery systems could be used. • Seattle stresses that partnering with local organizations to "affirmatively market" opportunities is key to a successful community preference program. 2. Affordable Storefront Activation program: Agency partners with developers to maintain or acquire control of ground-level commercial spaces and leases/subleases them at below market rates and under established tenant preferences. Rationale & Function: • Zoning requires active ground floor uses in mixed-use/transit-oriented zones; this is not always embraced and sometimes seen as a burden; often results in undesirable activation like residential amenity areas/national fast-food chains. • Project areas (North Temple, State Street, 9 Line) may lack supply of quality commercial spaces that address the neighborhood's needs and preferences, and newly constructed spaces will likely be rented for a premium (will use data to explore these assumptions further). • When part of RDA property disposition, way for the Agency to maintain assets and generate ongoing revenues, in this case, commercial rents. • Reduce displacement risk of existing businesses or non-profits and reduce barriers to entry for new, underrepresented businesses or service types. • Tenant preferences may include minority or women-owned businesses/relocations of existing businesses already in neighborhood/new businesses being created by existing neighborhood residents/land uses desired by local community/local non-profits. 3. Funding for community-led cultural initiatives: Rationale & Function: • Would strengthen existing community organizational structures and enable them to better carry out their missions. • Would empower local leaders through Agency funding and support. • Would fund initiatives that convey that the neighborhood has an established history that deserves to be kept alive—not an "up and coming" neighborhood for newcomers to define. • Would help the Agency establish stronger ties with the communities we work in. • Could create a tiered grant program with match requirements for larger funding requests (2:1). • Applicants would need to be non-profits, government agencies, or community-based organizations. • Eligible projects would need to include significant community involvement and desire for the project. • Would likely require more hands-on technical assistance to applicants. 4. Accessory Dwelling Unit (ADU) incentive program: Rationale & Function: • Provide opportunity for homeowner to generate income and build wealth through property ownership, mitigating their inclination to sell for a profit and be displaced. • Increase City's stock of affordable housing units. • Way to increase density in single-family neighborhoods, which is otherwise impossible without rezone. • Allows for affordable multi-generational living. • Would help the Agency establish stronger ties with the communities we work in due to direct contact with homeowners. • Offer varying levels of financial assistance/incentives based on applicant's financial need and/or level of affordability commitment. • Could work with Planning to make the ADU projects an administrative, or staff-level, review (no Planning Commission). • Waive/reduce impact fees. • Would likely require strong marketing effort/heavy upfront technical assistance for applicants. • Could provide a variety of pre-approved architectural plans that work for standard lots with little or no tweaking. • Could provide list of certified contractors vetted by the Agency/City. • Could provide construction financing. MINUTES FROM THE MEETING OF THE REDEVELOPMENT ADVISORY COMMITTEE Wednesday, December 2, 2020 4:00 p.m. This meeting was an electronic meeting pursuant to Salt Lake City Emergency Proclamation No. 2 of 2020 (2)(b). Chairperson Doughty read the following statement: I, Brian Doughty, Redevelopment Advisory Committee Chair, hereby determine that conducting the Redevelopment Advisory Committee meeting at the anchor location presents a substantial risk to the health and safety of those who may be present at the anchor location. The World Health Organization, the President of the United States, the Governor of Utah, the Salt Lake County Health Department, Salt Lake County Mayor, and the Mayor of Salt Lake City have all recognized a global pandemic exists related to the new strain of the coronavirus, SARS- CoV-2. Due to the state of emergency caused by the global pandemic, I find that conducting a meeting at an anchor location under the current state of public health emergency constitutes a substantial risk to the health and safety of those who may be present at the location. Moreover,the City&County Building, which is the anchor location for Redevelopment Advisory Committee meetings, is presently closed for regular occupation due to damages sustained during the March 2020 earthquakes. 1. Roll Call The following members were present: Brian Doughty, Chairperson Mojdeh Sakaki, Vice-Chairperson Claudia O'Grady Jason Head Mark Isaac The following members were absent: None Also Present: Danny Walz, Chief Operating Officer; Tammy Hunsaker, Deputy Chief Operating Officer; Robyn Stine, Office Facilitator; Allison Parks, Senior City Attorney; Kort Utley, Senior Project Manager, Tracy Tran, Project Manager, Amanda Greenland, Communications and Outreach Manager 2. Briefing by the Staff A. Open Meetings Act Training Follow-Up City Attorney Allison Parks gave a brief update to the changes within the Open Meetings Act in 2020. She explained that the main change was that an anchor location is no longer required when hosting an electronic meeting due to COVID-19. Ms. Parks asked if anyone had any questions regarding the electronic training. No one having any questions, she ended her presentation. 3. Approval of the minutes of the August 5, 2020 meeting Mr. Head made a motion to approve the minutes from the August 5, 2020 meeting. Ms. O'Grady seconded the motion. Upon roll call, the motion passed unanimously. 4. Business A. Update on the RDA Housing Policies—Tammy Hunsaker Ms. Hunsaker said that this is another housing briefing and gave a brief history of previous briefings explaining that in 2017, the Redevelopment Agency Board of Directors (Board) directed Redevelopment Agency(RDA) staff to create an RDA housing allocation policy that would provide guidelines for how housing funds are allocated and disbursed through the RDA. She said the Salt Lake City Council and the Board then allocated Funding Our Future (FOF) sales tax funds for housing development to the RDA. Ms. Hunsaker said a final source of funds came with the Inland Port legislation which includes 10% of all tax differential, which is essentially tax increment collected across the entire Inland Port area, to be set aside for affordable housing, and those funds will be allocated to the RDA. Ms. Hunsaker said this first task has been to create the RDA Housing Allocation Funds Policy which establishes accounts for the funding sources allocated to the RDA. She said the second task for staff was to create a centralized program for community partners to access resources efficiently, providing a one-stop-shop for the application, underwriting, and approval process across all funding sources. This is the Housing Development Loan Program Policy. Ms. Hunsaker said this is a follow up to the August 2020 briefing provided to the Redevelopment Advisory Committee (RAC)which provided a basic framework of the two policies, adding that these have now been turned into draft policy resolutions for RAC's consideration and recommendation to the RDA Board. She explained that the first policy resolution, the RDA Housing Allocation Funds Policy(attached), says that the RDA will create and maintain four different funds for housing, broken down by the source of the funds, as follows: 1. Primary Housing Funds which are the Tax Increment(TI) Statutory Housing required as the set aside through typical RDA project areas, will go into one fund. 2. The Secondary Housing Fund includes funds that the RDA can allocate above and beyond what is required by law and allowed by the state statute. 3. Northwest Quadrant Housing Fund which includes the 10% Tax Differential from the Inland Port. 4. Housing Development Fund which includes the Funding Our Future (FOF) sales tax and other city funds. Ms. Hunsaker said that both RAC and the Board encouraged the Northwest Quadrant(NWQ) funds be prioritized for neighborhoods west of I-15 because those are the neighborhoods adjacent to, and will be impacted most, by Inland Port development activities. She added that specific policy priorities can be identified pursuant to each column on the chart. Ms. Hunsaker said the policy resolution allows for a budgeting process on an annual basis that will look at the dollar amount of funds projected available across all four of the funds. She said RDA staff, with input from RAC, will look at those funds comprehensively and will develop an annual strategy for how those funds should be spent allowing flexibility as needs and priorities change. She said it would also allow the RDA to possibly take advantage of some development or acquisition opportunities that might be readily available and structure the annual plan accordingly. She said once the annual plan is presented to the Board and adopted, RDA staff would then implement the projects accordingly. Ms. Hunsaker stated that the policy resolution details all that she explained as well as outlines RDA reporting requirements to the Board, and RAC, each year. This reporting includes an accounting of the balance of housing funds and detailing what staff spent the funds on over the previous fiscal year, including what projects, development partners, amount of housing funds, total project cost, how much other investment was leverage, and the number of units in the AMI that were constructed with those funds. Ms. Hunsaker said RDA staff is asking RAC to provide a recommendation to the Board to approve this resolution. She explained the options as: 1. Recommend approval of the policy resolution. 2. Recommend approval with modifications to the policy resolution. 3. Defer to a future meeting. 4. Recommend not approving this policy resolution. Mr. Doughty asked for clarification regarding the chart of the Northwest Quadrant that says the geographic area would be City wide. Ms. Hunsaker explained that per state statute it would be City-wide, but the funds are prioritized under the policy priority for West of I-15. She added that much of this policy is simply formalizing what is already required through state statute in terms of keeping the funds separate, and also providing a process for the annual budgeting strategy and how staff will propose to budget funds for housing on an annual basis. Ms. Hunsaker said that RDA staff was directed by the Mayor and the City Council to establish a new program that would provide a centralized application,underwriting, and approval process regardless of the funding source. She said RDA Staff proposed the program be called the Salt Lake City Housing Development Loan Program("HDLP"). Key points of this program would include: 1. Provide low cost financial assistance to incentivize the development and preservation of affordable housing within Salt Lake City. 2. Establish a process for HDLP resources to be directed to specific policy priorities determined through the annual budget process as established in the RDA Housing Allocation Funds Policy. 3. Provides for the administration of funds through a transparent NOFA process. Funds from various sources may be combined into a consolidated NOFA or a specific funding source. NOFAs could be offered on an annually or multiple times per year. They could be competitive or open-ended depending on funding availability, priorities, and demand. 4. Establishes a standardized process for approval of applications and a uniform set of underwriting policies to set expectations for both applicants and the Board. The approval process will include a unified review committee that will review applications and provide a recommendation to the Board. Applications are currently reviewed by either the RDA Finance Committee or Housing Trust Fund Advisory Board depending on the source of funding. Ms. Hunsaker explained that the new program would use funds from the four sources in the RDA Housing Allocation Funds Policy and the developer won't know that the funds are coming from multiple accounts as that would all be done on the back end where staff would determine which funding sources best served for each loan that's approved. Ms. Hunsaker said RDA Staff is looking at establishing standard loan terms and conditions that regardless of the source of financing there would be a standardized approval process and standardized loan terms and conditions. She explained Exhibit A for the standard loan terms and conditions which is below: I. GAP FINANCING: RENTAL CONSTRUCTION TO PERMANENT Limits to Assistance: • Maximize Other Sources: Applicants must demonstrate that they have maximized other available financing sources thereby limiting HDLP funding to the lowest amount necessary to close the funding gap and assure project feasibility. • Loan to Value: A loan-to-value limit is not applicable. However, land and project costs shall be reasonable as compared similar projects in size, scope, and location. • Debt Service Coverage Ratio (DSCR): Repayment terms for amortizing HDLP loans will be calculated as described herein and will be based on a DSCR of 1.10 inclusive of the RDA's loan and all senior debt. • Cash Flow: For loans that qualify for a cash flow repayment structure,pursuant to the standards contained herein, applicants must demonstrate an that the HDLP loan can be repaid within its scheduled term or at the end of the term. Repayment: • Depending on the project's capacity for repayment, loans may be repaid as an amortized loan, a cash flow loan based on available cash flow, or a combination of both types of loan. o Amortized Loan: The RDA will determine what portion of its loan can be paid on an amortized schedule with required payments using the DSCR standards contained herein. o Cash Flow Loan: If full amortization is not feasible due to limited cash flow, funds shall be repaid from an agreed upon percentage split of surplus cash flow. Cash flow loans shall be considered only for projects that provide a high level of affordability, target a difficult to serve population, or include other significant public benefit. • At the RDA's discretion, payments may not be required, and interest may not accrue or accrue at a reduced interest rate during the construction and lease-up phase. Upon completion of construction, lease-up, project stabilization, or other fixed date, loans shall begin to accrue interest and shall be subject to repayment. • Any accrued but unpaid interest and principal is due in full at loan maturity. • Loans can be prepaid in whole or in part at any time without penalty. Prepayment does not end the affordability period before its original end date. Term: • RDA loan terms will generally match the term of permanent senior debt, generally up to a maximum of 30-years for projects with non-HUD financing and up to a maximum of 40 years for projects with HUD financing. • Commencement of the loan term and/or repayment period may be deferred for a period of time to allow for completion of construction and lease-up phase. Interest Rate: • Base Interest Rate: The base interest rate shall be as follows: o Amortized Loans: 3% o Cash Flow Loans: 4% • Funding Priority Incentives: Projects shall have the ability to reduce the Base Interest Rate if the project meets the current funding priorities as established through the annual Funding Strategy. For each funding priority met, the project is eligible to receive a .5%reduction from the Base Interest Rate, with the ability to reduce the interest rate to a minimum of 1%. • Interest rates are subject to an adjustment, of up a 1% deviation, based on project cash flow and debt coverage ratio calculated at time of application and underwriting. Affordability Restriction: • Affordability covenant shall be recorded on the property and shall extend for at least the same period as the senior financing or a minimum of 30 years, whichever is greater. Subordination to Senior Debt: • HDLP loans may be subordinated to leverage private financing, with the priority among subsidy lenders typically established based upon size of the loans. Security: • Adequate security shall be required, generally in the form of a deed of trust, promissory note, and guarantees. Developer Fee: • Given the rent restrictions on affordable housing projects, affordable housing developers do not make the majority of their profit through project cash flow like developers of market-rate rental housing. As such, developer fees are recognized as a significant part of the income on which affordable housing organizations depend for their operations. The calculation to determine a maximum developer fee shall be consistent with Utah Housing Corporation's policy, which caps the maximum developer fee as a percentage of total development cost generally excluding land/property acquisition, developer's fees, consultant fees, permanent financing fees, marketing fees, tax credit fees, and reserves. Percentages are as follows: Number of Units Maximum Developer Fee % o 1-40 15% o 41-100 12% o 101-200 11% o 201+ 10% Borrower Contribution: • Borrowers shall contribute a source of financing to the project, whether through an equity contribution or a deferred developer fee or a combination of both. The level of borrower contribution will be considered on a case-by-case basis and will be evaluated based on the type of ownership entity and level of public benefit provided by the project. • For Low Income Housing Tax Credit ("LIHTC")projects, the borrower shall maximize the amount of deferred developer fee allowed under Utah Housing Corporation's standards to be allowed in tax credit basis, this amount must be payable within a time frame allowed by the LIHTC program as approved by the project's tax counsel. • Projects that have not maximized a developer fee, pursuant to the standards contained herein, or that serve lower AMIs or special populations, such as permanent supportive housing, may have the ability to waive the borrower contribution. Disbursement of Funds: • Funding shall be disbursed as construction draws evidenced by supporting documentation demonstrating that work has been completed and that the project is in good financial and legal standing. Other • Loans are non-assumable without written permission from the RDA. Ms. O'Grady asked how far down can a project drive the interest rate and what are the conditions under which an applicant could get a cash flow loan, what would warrant a cash flow loan? Ms. Hunsaker said the interest rate could be as low as a minimum of 1%. She said the policy states that Staff would consider a cash flow loan on a case by case basis. She added that projects considered for a cash flow loan must meet a high level of public benefit, including serving lower AMIs or special populations. Mr. Head requested clarification on the amortization and the cash flow balloon payment. Ms. Hunsaker said the policy says under any loan scenario, if there is an outstanding principal and interest balance due at the end of the loan term, there is a balloon payment to pay that off. Because the City Council/RDA board are really prioritizing the revolving of affordable housing funds and don't want to see the funds be forgiven. Ms. O'Grady asked if all the RDA loans are due upon refinance. Ms. Hunsaker said that this is not detailed in the policy but in the loan documents for every loan it is made clear that loans are due upon refinance. Mr. Doughty asked what kind of recourse the RDA has if it is discovered that developer is not complying with the affordability requirements. Ms. Hunsaker said in the event of default and it is not remedied, the RDA could foreclose. She added all of this is detailed in the loan documents. Ms. Sakaki commented that she did not see the word diversity within the document or anything about green spaces. She also asked about sustainability within the policy. Ms. Hunsaker explained that both policies intentionally stayed away from specific policy priorities in terms of different public benefits, because those are established through the RDA Guiding Framework and the City's housing plan. The policies are intentionally vague because funding priorities will be determined through the annual funding strategy and be supported by different policies that HAND or RDA works on which will change over time. Mr. Walz said the RDA is actively working, not just within the City context, but independently within the RDA and working with consultants on first, how to infuse our policies and programs with diversity in the equity as well as sustainability. He added that staff is reaching out to consultants and the Sustainability Department to define the policies which will be brought before RAC for feedback and recommendation. Ms. Sakaki recommended adding how affordable housing is defined within the policy as well as explain what adequate means regarding security. Ms. Hunsaker said that the language regarding the guarantees or security is intentionally vague because it varies for each loan and determined on a case by case basis. Mr. Head asked if it would make sense to build flexibility in the interest rates so the RDA would have some sort of benchmark where staff can adjust if interest rates were to go up. Ms. Hunsaker said that Staff had been thinking along the same lines and she wrote into the policy that interest rates are subject to an adjustment of up to 1% deviation. She added that she will take Mr. Head's feedback and discuss with RDA staff. Ms. Hunsaker said if there were no further questions, RDA staff is looking for a recommendation for the RDA Housing Allocation policy from RAC. Mr. Doughty asked for a motion to recommend approval by the RDA for the RDA housing allocation funds policy. Ms. Sakaki made a motion to recommend the RDA Housing Allocation Funds Policy as presented. Ms. O'Grady seconded the motion. Upon roll call, the motion passed unanimously. 5. Adjournment. There being no further business the meeting was adjourned. Brian Doughty, Chairperson This document along with the digital recording constitute the official minutes of the Redevelopment Advisory Committee held December 2, 2020. MINUTES FROM THE MEETING OF THE REDEVELOPMENT ADVISORY COMMITTEE Wednesday, March 3, 2021 4:00 p.m. This meeting was an electronic meeting pursuant to Salt Lake City Emergency Proclamation No. 2 of 2020 (2)(b). Chairperson Doughty read the following statement: I, Brian Doughty, Redevelopment Advisory Committee Chair, hereby determine that conducting the Redevelopment Advisory Committee meeting at the anchor location presents a substantial risk to the health and safety of those who may be present at the anchor location. The World Health Organization, the President of the United States, the Governor of Utah, the Salt Lake County Health Department, Salt Lake County Mayor, and the Mayor of Salt Lake City have all recognized a global pandemic exists related to the new strain of the coronavirus, SARS- CoV-2. Due to the state of emergency caused by the global pandemic, I find that conducting a meeting at an anchor location under the current state of public health emergency constitutes a substantial risk to the health and safety of those who may be present at the location. Moreover,the City&County Building, which is the anchor location for Redevelopment Advisory Committee meetings, is presently closed for regular occupation due to damages sustained during the March 2020 earthquakes. 1. Roll Call The following members were present: Brian Doughty, Chairperson Mojdeh Sakaki, Vice-Chairperson Claudia O'Grady Jason Head Mark Isaac The following members were absent: None Also Present: Danny Walz, Chief Operating Officer; Tammy Hunsaker, Deputy Chief Operating Officer; Robyn Stine, Office Facilitator; Allison Parks, Senior City Attorney; Kort Utley, Senior Project Manager, Lauren Parisi, Project Manager, 2. Briefing by the Staff A. Utah Theater Historical Documentation—Lauren Parisi, Project Manager Ms. Parisi gave an update on the preservation effort for the Utah Theater, also known as the Pantages Theater. She said the documentation of the Utah Theater was one of a couple contingencies that the Redevelopment Agency Board of Directors (Board)put on the land write- down of the Utah Theater. She said this project is now complete and RDA staff wanted to share it with the Redevelopment Advisory Committee (RAC) and explain what happened. Ms. Parisi said in March of 2020, the RDA released the request for proposals for this project for the historic documentation of the Theater, historically known as the Pantages, named after the original property owner, Alexander Pantages. She said the RDA received nine proposals and ultimately, the selection committee chose local design firm Modern Out West. She said they began their work inside the Theater in July 2020, and here are the deliverables that they produced. Ms. Parisi explained that Modern Out West updated the intensive level survey for the property to the State Historic Preservation Office standards, and this included a lot of research and compiling of historic records. They produce different types of experimental drawings, including things like pencil sketches, charcoal drawings, watercolors, and streetscapes, as well as more traditional architectural drawings of the building. She said that professional photographs were taken of the existing buildings and architecturally significant features by professional photographers on the team. Adding that drone video footage was recorded of the interior of the Theater and a 3D scan was produced of the building with the associated cloud point data set being archived. And a virtual reality tour was created from the scan. Ms. Parisi said that Modern Out West wrapped up their project in November and submitted all the documentation to the Utah State Historic Preservation Office which is in the process of digitizing all the historic building files. Once the files are digitized, they will be hosted by the University of Utah's Marriott Library where the public will be able to access everything digitally on the Marriott's Special Collections website. She said Modern Out West also created an interactive website specific to the Pantages Theater, called The Pantages Theater Archive, that can be accessed publicly at https://pta.lib.utah.edu/. She said the public can read more about the Theater's history, view photographs and architectural drawings, and even take a virtual tour of the Theater. Ms. Parisi highly recommended that all RAC members look at the website that Modern Out West created. She then went through some of the drawings and photos (attached). Ms. Sakaki asked how they should respond to the public when they ask about the Utah Theater. Mr. Walz said to feel welcome to forward any questions to the RDA staff and we will be happy to address it. He also said staff would be happy to provide information that can be shared by RAC members. 3. Business A. Housing Development Loan Program Policy Follow-Up—Tammy Hunsaker, RDA Deputy Director Ms. Hunsaker said the last time RAC met in December, RDA staff reviewed a draft of the Housing Development Loan Program(HDLP) and there is an updated draft in the packet for this meeting. She said there have been a couple of modifications since the packet was emailed out and she will review those with RAC to obtain feedback before it goes to the RDA Board later in March. Ms. Hunsaker said to review, at the last RAC meeting, members reviewed the RA Housing Allocation Funds Policy that would establish four different accounts for the housing funds to go into on an annual basis. At that time, RAC recommended for the Board to approve that policy, which the Board adopted in February 2021. She said at the same meeting, the Board reviewed the HDLP draft policy and provided some feedback which brings RDA staff back before RAC, bringing a final draft of this policy incorporating both RAC and the RDA Board's feedback in this new version. Ms. Hunsaker explained that the Housing Development Loan Program is to provide a one-stop- shop for developers and development partners to access funds for housing development and preservation within Salt Lake City. She said it would be funded by a mix of tax increment and sales tax funds that are earmarked for affordable housing, and Inland Port housing funds that the RDA will be receiving. She said it has been adopted by the Board, that on an annual basis, the RDA will put together a funding strategy that outlines how much housing revenues staff thinks the RDA will have for the upcoming budget year, and how those revenues should be spent between allocating it to the Housing Development Loan Program, or potential acquisitions across the City. She added the RDA is wanting flexibility to be able to tailor Agency priorities to community needs, and to changing policies across the City. Ms. Hunsaker said the HDLP policy includes a series of intent statements that are meant to be higher level intent statements that will remain over time as this policy is intended to be long standing, and then we can get more flexible with funding priorities on an annual basis. Ms. Hunsaker said the changes to the policy since RAC last reviewed it are in red on the presentation (attached). She then reviewed the intent statements, highlighting the changes to the policy: 1. Provide a mix of affordable housing, serving a range of households and income levels, consistent with income limits and affordability requirements for each fund source, to promote housing opportunity and choice throughout the City for household sizes ranging from single persons to families. 2. Foster a mix of household incomes in projects and neighborhoods and to disperse affordable housing projects throughout the City to achieve a balance of incomes in all neighborhoods and communities. 3. Promote equity and anti-displacement efforts through the development and preservation of affordable housing in low-income neighborhoods where underserved groups have historic ties, including neighborhoods where low income individuals and families are at high risk of displacement. 4. Contribute to the development of sustainable, walkable neighborhoods to expand housing choice near transportation, services, and economic opportunity. 5. Support an array of scale of project types, including detached housing, accessory dwelling units,rowhouses, and small to large scale multifamily buildings, that contribute to neighborhood context and livability. 6. Incorporate green-building elements and energy efficiency to lower housing expenses, conserve resources, and promote resiliency. 7. Leverage private and non-city funding sources to ensure the greatest number of quality affordable housing units are preserved or produced. 8. Be provided as loans that are repaid over time and not grants, forgivable loans, or indefinitely deferred loans. Ms. Hunsaker said number five was added to the intent statements after hearing from RAC and the Board that the Agency is not just funding extremely large apartment buildings, but also to allocate funding to smaller projects within neighborhoods. She said that this these funds are really intended to be revolving in nature and not provided as grants or forgivable loans. Ms. Hunsaker explained that the administration process is the same as when RAC reviewed it before -that funds will be issued through a competitive and transparent notice of funding availability(NOFA)process and will include the funding priorities as determined by the Board annually. She said NOFAs may be offered on an annual basis, or multiple times per year and can be competitive or open-ended depending on the priorities. She added that a NOFA could be targeted to a specific need in the community like homeownership. Ms. Hunsaker said there is basic eligibility requirements that are pretty standard such as there has to be a demonstrated financing gap, site control, the developer must be in good standing with not only the City, but other state or other local governments and state agencies. She said the RDA is requiring a relocation plan that complies with the Uniform Relocation Act if relocation is necessary, although the Agency is strongly discouraging the displacement of people from happening. She added that projects must comply with all design guidelines and zoning, which was added based on feedback from the RDA Board. Ms. Hunsaker said when RAC reviewed the previous version, there was a flat interest rate with the ability for an interest rate reduction of 0.5%per public benefit criteria that is based on the current year's funding priorities. She said the RDA Board wanted to tie that base interest rate to an index, which staff had considered and discussed internally even though it seems like a lot of housing programs across the country, and even locally, have a flat interest rate. She said it has now been modified so that it is tied to the US Treasury's yield curve rate. Adding that the RDA did a hybrid where it would be tied to the US Treasury yield, but also include a maximum not-to- exceed base interest rate. The intent is that over time, if interest rates increase considerably, our base interest rate will not go too high. She said for rental construction loans the maximum interest rate would be 3%, bumped up to 4% for cash flow loans because they're riskier, acquisition loans would max out at 3% as would homeownership construction loans. She added that the US Treasury yield rate for acquisition and homeownership would be based on a shorter term so it would start out lower. She said that the evaluation and approval process is remaining the same starting with staff eligibility review, then going to a review committee, the RDA Board of Directors, and then to a funding commitment and loan closing. She said staff are setting up a standardized process for monitoring and compliance, either internally or through a third party, on an annual basis. Ms. Hunsaker said other updates of the policy is a shortened affordability period for home ownership to 15 years and clarifying that affordability restrictions must be for rent and income. She explained that long affordability periods for homeownership are hard to administer and track the future sales of the property. Adding that if affordability restriction is just on rent, a developer might not necessarily be required to income qualify each household, which defeats the purpose and the reason staff wanted to make it clear that the restrictions are for rent and income. Ms. Hunsaker explained that a section on loan modification was added after the packet was sent using the same language that is in the RDA loan program. She said it provides an administrative process for forbearance or deferment of loans, which is up to one year allowing allow the RDA Executive Director(i.e. Mayor)to make that decision. She said beyond one year, it would require going through the review committee and then onto the Board as well as any loan write down. She added that the recent changes are being reviewed by the City Attorney's Office. Ms. O'Grady asked about if the interest rate is tied to the 10-year Treasury yield and that could be a concern because as the Treasury increases the interest rates that is when developers need a more flexible rate. Ms. Hunsaker said that is why the Agency set a cap to the interest rate so as not to negatively impact the project. She added that developers can get 0.5% off for each funding priority, which are set every year to be tailored to current community need, but the interest rate can never go below 1%. Ms. O'Grady asked about the affordability period for homeownership and Ms. Hunsaker said the minimum is 15 years and that the RDA could require a longer affordability period if determined through the analysis of a specific project. Mr. Head commented that by not tying the interest rate to the Treasury and capping it at 3-4%, it is like giving away free money and asked for clarification. Ms. Hunsaker confirmed this is accurate and that the interest rate would be locked in within a month of loan closing. Mr. Walz explained that based on Ms. Hunsaker's research, 3% to 4% are pretty much in line to other housing trust funds with many having a flat rate. He added that if the Agency was in the business of just trying to get the highest rate of return on our money, there is plenty of other opportunities out there that the Agency could probably get an actual financial return on our dollars. As a government, the Agency is bound by the State's Treasury and investment fund that provides the rate of return that is not extremely high. He added that what the RDA's priority is what is being provided as a public benefit, which in this case is affordable housing. Ms. O'Grady agreed and said if Salt Lake City wants to see affordable housing built, it needs to participate at levels that are not as good as market returns. Ms. Sakaki asked what the definition of affordable housing is. Mr. Walz said that it starts at the federal level in terms of how the federal government defines affordability. He said in general, affordable housing means that one should spend no more than 30% of your income on your housing costs which consists of mortgage or rent and utilities. From that point, the federal Housing and Urban Development Department provides the standards of which the median income is calculated per region, which would be determined across the entire the Salt Lake County area. Mr. Walz said based on median income determination, there are set limits for whether it is one individual, family of four or family of six on a sliding scaled based on how many people and it then becomes a percentage of that AMI. For instance, 80% of AMI is housing that is affordable to someone whose income is 80% of what that median level is for the entire County. He added the different percentages represent how deeply affordable housing could be from 80% down to 40% and below is what is deeply targeted, affordable housing. He said the AMI is a sliding scale based on region, then the number of people in the family unit, and finally the personal life situation. Adding that income targeted housing helps identify what level of affordability is needed and who is the target tenant. Ms. Hunsaker said Staff is requesting RAC make a motion recommending approval of the policy as presented, adding that RAC could recommend approval of the policy as presented with some suggestions for modifications or select not to recommend approval of the policy. If there are any substantive changes that come out of the City Attorney's office, or any last-minute changes, staff will bring the policy back to RAC for future review. Ms. Sakaki made a motion to recommend the housing development loan program policy as presented. Mr. Isaac seconded the motion. Upon roll call, the motion passed unanimously. 4. Adjournment. There being no further business the meeting was adjourned. Brian Doughty, Chairperson This document along with the digital recording constitute the official minutes of the Redevelopment Advisory Committee held March 3, 2021. Utah Theater Historic Documentation Modern Out West — • Updated intensive level survey to the Utah State Historic Preservation Office's standards involving the collection of Sanborn maps, original blueprints, newspaper clippings, tax files, title reports, historic concert programs, etc. • Experimental drawings including pencil sketches, charcoal drawings, watercolors and streetscapes of the existing and original building • Architectural drawings including a site plan, elevations, floor plans, cross sections, reflected ceiling plans, analytiques and detailed drawings of architecturally significant features throughout the building • Photographs including a collection of historic photos as well as new, professional photos taken of the existing building and architecturally significant features • Drone video footage of the Theater's interior 44,,vopmENt4C�< • 3D scan of the building and associated point cloud data • Virtual reality tour of the building =;',1 E�`� • Interactive online archive/website accessible to the public at https://pta.lib.utah.edu/ -re: ...-":"'"-----____ , I •;-' . -— . 1111 • Aiii,41: ..::::- ' 'I -7,7 -. 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