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04/03/2024 - Meeting Materials REGULAR MEETING OF THE REDEVELOPMENT ADVISORY COMMITTEE Wednesday, April 3, 2024 4:00 p.m. 451 S State Street Room 118 Salt Lake City, Utah 84111 https://us06web.zoom.us/j/87069626829?pwd=QmN6MHRIcUlYMONZWTFOb3FgTOgOUT09 AGENDA 1. Roll Call 2. Announcements by the Staff A. Staff Updates 3. Business A. Rio Grande District Vision & Implementation Plan —Ashley Ogden, Senior Project Manager; Marcus Lee, Project Coordinator Members will receive an update on the Rio Grande District Vision & Implementation Plan and may provide comments and feedback to RDA Staff. B. Renaming of the Redevelopment Agency of Salt Lake City— Cara Lindsley, Deputy Director Members will receive an update on the Renaming of the Redevelopment Agency of Salt Lake City and Redevelopment Advisory Committee. Members may provide comments and feedback to RDA Staff. 4. Adjournment People with disabilities may make requests for reasonable accommodation no later than 48 hours in advance to attend this Redevelopment Advisory Committee. Accommodation 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. MAYOR ERIN MENDENHALL DANNY WALZ Executive Director Director ff1f1 11111\I\f\ REDEVELOPMENT AGENCY of SALT LAKE CITY DATE: April 1,2024 TO: Redevelopment Advisory Committee (RAC) PREPARED BY: Ashley Ogden, Senior Project Manager Marcus Lee, Project Coordinator RE: Rio Grande District Vision& Implementation Plan REQUESTED ACTION: No action requested. POLICY ITEM: Depot District Project Area BUDGET IMPACTS: N/A EXECUTIVE SUMMARY: In February 2023, the RDA engaged a consultant team comprising Perkins+Will, HR&A Advisors, Kimley-Horn, and Phil Myrick, placemaking expert, to create a design and redevelopment strategy for approximately 15 acres of RDA-owned property in the Depot District Project Area("Rio Grande District Vision& Implementation Plan" or"Plan"). The subject properties include 11 acres within the Rio Grande District("District")bounds of 500-600 West and 200-400 South, and an additional 4 acres near 600 West and 100 South. Additional adjacent acreage that is not owned by the RDA is also considered, with the permission of the property owners. The Vision piece of the document includes a Vision Statement and Guiding Ambitions for the Rio Grande District, and 11 Design Moves ranging from tangible to programmatic to environmental to social, which were distilled from conversations with the community and form a foundation for the Plan's design standards and guidelines. This section proposes alignments of new and reconstructed streets, locations of public plazas and open space, land uses,building heights, orientation and massing, sustainable development features, and a District parking strategy, among other considerations. The Implementation piece identifies a development phasing strategy and the RDA's roles in the planning, development, operations, and long-term success of the Rio Grande District. The Governance Framework builds on this by considering the functional goals of each role, and anticipated funding and staffing needs over time as the project is built out. This section concludes with a recommended set of next steps to initiate an RDA-led governance structure that provides clarity of leadership, decision- making, and resource alignment in order to drive desired outcomes in the District. 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 Now that the Plan is complete, staff is focused on the execution of multiple near-term steps related to site entitlement, design, securing funding for improvements, and deploying select sites for development. VISION & IMPLEMENTATION PLAN: Proiect Name Change In 2015, the RDA conducted a comprehensive project branding effort that resulted in the Station Center name. Staff understood the confusion between the many similar names utilized in the area and over the past few months, conducted multiple brainstorming sessions where new names were proposed and shortlisted. The project team decided to rename the project as the Rio Grande District as it pays homage to the iconic Rio Grande Depot building, is a natural fit as a descriptor that is already used for the neighborhood, and is a name that can live on past the life of the redevelopment project. The Rio Grande District name has been incorporated into the final Plan document to avoid confusion as the project progresses. Vision Statement and Guiding Ambitions The Rio Grande District Vision& Implementation Plan presents a long-term development road map that encapsulates the following vision statement: The Rio Grande District places community wellness at the heart of its design framework. The neon glow of the Rio Grande sign shining atop the historic depot is a beacon, welcoming all Utahns to be a part of a robust new Downtown neighborhood located at Utah's most transit-rich gateway. The design serves the two guiding ambitions that were established at the outset of the planning process: 1. The Rio Grande District is the best transit-oriented development site in Utah. 2. The Rio Grande District is an urban neighborhood committed to advancing community wellness and delivering equitable outcomes. Design Moves Conversations with the community revealed common themes and observations that are important to the users and neighbors of the Rio Grande District, which were distilled into 1 I Design Moves that will ensure that future development activities conform with the vision for the neighborhood. These include (in no specific order): 1. Establish compact,walkable blocks by breaking up the typical Salt Lake City block with new streets to ensure a walkable environment while promoting compact urban development. 2. Restore the site for all living things by planting native species and promoting biodiversity,clean air, and water conservation. 3. Enable low carbon mobility via low-stress pedestrian and bicycle facilities that are seamlessly connected to Salt Lake Central Station. 4. Champion the Green Loop as a critical part of the mobility network and an inclusive community open space that will activate the neighborhood at different times of the day and year. 5. Ensure functional roadways by providing two-way travel lanes,on street parking,pick up/drop off points, and ingress and egress for parking and loading. 6. Lead with a shared parking strategy that includes progressive parking ratios,a shared garage for neighborhood users, and opportunities to broker agreements to utilize existing but underutilized parking supply within the Depot District. 7. Curate public places, such as the 300 South Festival Street,Arts Campus,and Green Loop,with arts, culture, and performance. 8. Strengthen social fabric by delivering community benefits that support a more equitable,resilient urban fabric and ensuring that historically marginalized and underrepresented communities are the beneficiaries of this new district. 9. Catalyze street life and mixed-use development with activated ground floor space for shops, restaurants,and maker's spaces,and an array of other land uses ranging from residential,to space for non-profits,to incubator,lab,and office space for the growing life sciences industry. 10. Maximize the TOD potential by allowing for increased building heights and density. 11. Design sustainable buildings that promote occupant connections to nature,preservation of key buildings to preserve embodied carbon,conservation of water,and harnessing of the sun through high performing buildings and renewable energy systems. RDA Roles in Rio Grande District As master developer, the RDA will serve the following key roles in the planning, development, operations, and long-term success of the Rio Grande District: • Land Owner: As the primary land owner,the RDA will facilitate the development of RDA-owned properties with ground leases. • Infrastructure Developer: The RDA and City will design, construct,manage, and maintain infrastructure and public spaces throughout the District in alignment with the Plan's vision of walkability and sustainability. • Programmin2 Manager: The RDA will lead the activation and programming of the District, in collaboration with adjacent property owners,tenants, and local organizations. • District Curator: RDA tools may be used to incentivize other parties,including developers and space users,to advance vision and policy goals. Governance Framework The Plan contains a Governance Framework with recommendations for the initiation of an RDA-led governance structure that provides clarity of leadership, decision-making, and resource alignment to drive desired outcomes in the Rio Grande District. The Framework considers the functional goals for each key role in the project, as well as anticipated funding and staffing needs to achieve those goals over time as the project is built out. Please see below for an example of the Governance Framework during Phase I of the project. 6.3.4 Phase 1 Action Items and Goals Phase l: Start Up Funding Staffing and Support Functional Goal �OIId�YNIK Capitol Funding kientufy1-2full-urnasta!! Camiii.i1p.ByJDXIc Prepare irwhal project dedicated to moving implementation planning budgets the development work process � �lava of � forward with a focus on Fstabksh design Dellearly stage financial and guidelrrws hmdhg Y Q4 development plorvrsg. fplCMpidOfirlWw"d Craft solicitation req • Advance design,plorwtg. soicitalion requests(e.g_ t�pMalelnel FY�nINg and development strategy RFPs.RFIs,etc.) to facilitate development Plavide annual partnersNp. Solicit development amoprsatrcnsfrom CanfirmlegalodNsary portner(s). RDA to Rio Grande District to fund catalytic mechanism to support Negotiate development orgarviatronal operations transactions transaction. (i.e.staff and 3rd party Execute CCBRs and/or consultants) development agreements. Table 26:No.7 Start Up Anaskeir,s and Goo6 Governance Next Steps The Plan concludes with a set of recommended next steps to initiate governance of the Rio Grande District and advance the project vision: 1. Alien Stakeholders: Initiate discussions with neighborhood property owners,potential programming partners,and relevant City departments regarding involvement in a working group,which could turn into a more formalized governance structure as the District is built out. 2. Conduct Business Planning: Establish the core functions and processes required to manage the day- to-day operations of a successful Rio Grande District. 3. Develop Rio Grande District Policies: Explore the option to develop RDA policies that are specific to the Rio Grande District to support the execution of the Plan. NEAR-TERM NEXT STEPS: ➢ Rezone: The RDA is coordinating with the Planning Division to submit a zoning petition to allow for increased building heights in the Rio Grande District,per the Plan. ➢ Financing of Public Improvements: As discussed at the December 12,2023,RDA Board Meeting, staff has developed a preliminary funding strategy for the construction of the public improvements and shared parking structure. The strategy relies on HTRZ tax increment to repay upfront financing options such as a loan from the State Infrastructure Bank or bond. ➢ Intermodal Hub HTRZ Application: RDA staff is currently compiling an application to create a new HTRZ that is centered on the UTA Intermodal Hub,which would provide funding that is critical to the buildout of the Rio Grande District public improvements. The RDA plans to submit the application to the State before May 1st,2024. ➢ Public Improvements Design: The RDA has re-engaged the public improvements design consultants to develop construction drawings for upgraded utilities,new and reconstructed streets,public plazas and open space, streetscaping, lighting,etc. The RDA will work with the Engineering Division with the goal of putting the construction project out to bid in early 2025. ➢ Parking Structure Design: The RDA has engaged a consultant to develop a conceptual-level design for the shared parking structure on the south block. This will provide a clearer picture of construction costs,which will inform future funding decisions. ➢ Request for Proposals(RFP): It is the RDA's goal to release a RFP from developers in 2024 to develop two sites on the north block. OVERVIEW OF PLANNING PROCESS: ✓ Nine virtual focus group meetings were hosted in April/May 2023 to discuss the vision of the project and gauge potential public-private partnerships. Participants were categorized as educational institutions, industry anchors, industry partners,adjacent property interests,public agencies, and City elected officials. ✓ To ensure a shared vision that enables community-focused outcomes,two advisory committee meetings were held in May 2023 at Gallivan Hall. Approximately 40 representatives of the following groups/sectors participated: o Downtown,Capitol Hill,Fairpark, and Poplar Grove Community Councils o Salt Lake City Corporation o State of Utah o Adjacent property owners,developers, and tenants o Life sciences,fintech, and economic development entities o Education and healthcare institutions o Nonprofit organizations ✓ In August 2023, four virtual meetings were held with adjacent property owners/developers of the Rio Grande District blocks. The project team shared information about the draft urban design framework, proposed right-of-way alignments that will require coordination,intentions to implement a shared parking strategy, and ideas for long-term governance of the neighborhood. ✓ At the September 2023 RDA Board Meeting, staff and the consultant team provided an interim progress update and opportunity for Board Members to provide feedback on the project's trajectory. The conversation was focused on the in-progress urban design framework,as well as consultant recommendations regarding the purview of a Rio Grande District governance entity to oversee the long-term vibrancy of the neighborhood. ✓ In September 2023,the project team hosted a workshop to share the draft urban design framework with City Departments and receive their feedback. Special attention was paid to the redesign of the 500 West right-of-way between 200 and 400 South and how that section can be improved in the short term without impeding on other City initiatives, such as the Green Loop. ✓ In September 2023,the project team reconvened the advisory committee for an in-person, interactive work session that informed the finalization of the Plan. ✓ In October 2023,to address feedback received by the RDA Board regarding district governance,the consultant team organized a series of work sessions with RDA leadership,project staff, and the City Attorney's Office. ✓ At the December 2023 RDA Board Meeting, staff presented a proposed funding strategy for public improvements contained in the Plan,including upgraded utilities,new and reconstructed streets,public open spaces, and a shared parking structure on the south block. ✓ During Q1 of 2024, staff received requests from multiple groups to present information about the Plan. High-level previews were provided to representatives of the Rio Grande neighborhood,Downtown Community Council, Downtown Alliance Board of Advisors, Salt Lake City Arts Council,and Salt Lake City School District. ATTACHMENTS: A. Map of Rio Grande District Area B. Rio Grande District Vision&Implementation Plan ATTACHMENT A. MAP OF RIO GRANDE DISTRICT AREA Uniea P. ----------*-*—,—,-r---------- ---------- 'he y 1 Rio A Cdy and Ca nty Rty y poffar P.,k P, poll VA-W� f m t t City Fleet QkKk ----------------- Fig—2.k D—w—C-t—r Map P,.]-,sn. pork. C—trol Stctro Proj—t Malmo Dect�nouort. — D".,D.a-a 5-M~*Wclkch*d Not—c,l l4w—Reg.uer S,te- I D--Boundary 10-M~*Wclk&h*d L—W W,.,—R.O.1-St- R�I�y�IOPMENl+�1i C 9<TLAKE�`~ to il 1 ` r � •� flog rg -- _ �'I � �.�'�4�J' ' ;`.� s'- "' r __ :j�'''.,f �,. 'III' ` •i�- ��1; � i IN Ar Rio Grande District Acknowledgments Vision and Implementation Plan Redevelopment Agency of Salt Lake City(RDA) Board of Directors Mayor Erin Mendenhall Victoria Petro,District 1 Alejandro Puy,District 2 Chris Wharton,District 3 Eva Lopez-Chavez,District 4 Darin Mano,District 5 Dan Dugan,District 6 Sarah Young,District 7 Salt Lake City Core Team Danny Walz,Director Cara Lindsley,Deputy Director Ashley Ogden,Senior Project Manager Allison Parks,Senior City Attorney Prepared by Marcus Lee,Project Coordinator Perkins&Will Clark Cahoon,Technology and Innovation Strategic Advisor Prepared for Consultant Team Perkins&Will SLCRDA HR&A Advisors Kimley-Horn&Associates Phil Myrick Placemaking Contents CHAPTER 1 CHAPTER 3 CHAPTER 4 CHAPTER 6 Introduction The Public Realm The Mobility Network Implementation 1.1 Project Vision 12 3.1 Development Blocks 46 4.1 Mobility Overview 74 6.1 Phasing Plan 126 1.2 Transit-Oriented Development 14 3.2 Open Spaces 48 4.2 Active Transportation 76 6.1..1 Phase 1 128 1.3 Community Wellness District 16 3.2.1 The Green Loop 50 4.3 Vehicles 78 6.1.2 Phase 2 129 1.4 The Design Moves 18 3.2.2 The Festival Street 56 4.4 Street Sections 80 6.1.3 Phase 3 130 1.5 Stakeholder Engagement 24 3.2.3 The Arts Campus 60 4.4.1 500 West 76 6.1.4 Phase 4 131 1.6 Plan Document Structure 26 3.2.4 The Underpass Park 66 4.4.2 300 South 78 6.2 RDA Role in Rio Grande District 132 3.3 Planting,Ecology,Habitat 68 4.4.3 Market Street 80 6.2..1 Land Owner 134 3.4 Stormwater Management 69 4.4.4 Woodbine Court 82 6.2.2 Infrastructure Developer 135 CHAPTER 2 3.5 Paving 70 4.4.5 Pierpont Avenue 84 6.2.3 Programming Manager 136 The Site 3.6 Site Furnishing 71 4.4.6 600 West 86 6.2.4 District Curator 137 4.4.7 400 South Frontage 88 6.3 Governance Framework 138 2.1 Downtown Context 30 4.4.8 Alleyways 89 6.3.1 Funding 140 2.2 Transportation Context 32 4.5 Shared Parking 96 6.3.2 Staffing and Support 141 2.3 Site History 36 6.3.3 Functional Goal 142 2.4 Site Ownership 38 6.3.4 Phase 1 Action Items 143 2.5 Site Today 40 CHAPTER 5 6.3.5 Phase 2 Action Items 144 2.6 Site Zoning 42 Land Use and Building Design 6.3.6 Long Term Action Items 145 6.4 Next Steps 146 5.1 Urban Form Overview 102 6.4..1 Step 1:Align Stakeholders 148 5.2 Land Use 106 6.4.2 Step 2:Business Planning 150 5.3 Ground Floor Uses 108 6.4.3 Step 3:Develop Policies 151 5.4 Building Heights 112 5.5 Podiums 114 5.6 Building Orientation and Massing 116 APPENDIX 0, 5.7 Sustainable Design 120 ;� This is an interactive document. Al Transportation,Parking,and Circulation When viewed in PDF supported viewers,click Analysis on the table of contents above and underlined sections and figures throughout the document A2 100 South Design Workshop Summary to navigate to relevant pages. 4 Rio Grande District Vision and Implementation Plan 5 List of Figures Figure 1.1 Rendering of the Green Loop 13 Figure 3.19 Photograph of an urban skatepark 67 Figure 1.2 Project Vision Design Parti 15 Figure 3.20 Photograph of Dense tree canopy 68 Figure 1.3 Community wellness programming in the Arts Campus Plaza 17 Figure 3.21 Photograph of landscape that provides habitat for insects and other fauna 68 Figure 1.4 Human Centered Public Realm Diagram 20 Figure 3.22 Photograph of rain gardens and bioswales help to manage stormwater on site 69 Figure 1.5 Mixed Use Transit-Oriented Downtown District Diagram 22 Figure 3.23 Photograph of landscapes with low-drought plantings 69 Figure 1.6 Photographs from the Stakeholder Engagement Worksessions 25 Figure 3.24 Photograph of paving design and material 70 Figure 1.7 Design Standards and Guidelines User Guide 27 Figure 3.25 Photograph of permeable pavers 70 Figure 2.1 Downtown Context Map 30 Figure 3.26 Photograph of site furnishings 71 Figure 2.2 Transportation Context Map 32 Figure 3.27 Photograph of exterior street lights that adhere to dark sky standards 71 Figure 2.3 Relevant Transportation Capital Projects 35 Figure 4.1 Mobility Network Map 74 Figure 2.4 Historic Photographs of Rio Grande Depot and Salt Lake Mattress 37 Figure 4.2 Active Transportation Network Map 76 Figure 2.5 Historic Site Map from 1911 37 Figure 4.3 Vehicle Network Map 78 Figure 2.6 Site Ownership Diagram 38 Figure 4.4 Street Standards Guide 80 Figure 2.7 Key Map for Site Existing Condition Photographs 40 Figure 4.5 500 West Typical Street Section 83 Figure 2.8 Site Zoning and Historic Properties Map 42 Figure 4.6 300 South Street Section 1 85 Figure 3.1 Development Blocks Diagrams 47 Figure 4.7 300 South Street Section 2 85 Figure 3.2 Rio Grande District Open Spaces Diagram 49 Figure 4.8 Market Typical Street Section 87 Figure 3.3 Green Loop Standards Diagram 51 Figure 4.9 Woodbine Court Street Section 1 89 Figure 3.4 Green Loop Guidelines Diagram 52 Figure 4.10 Woodbine Court Street Section 2 89 Figure 3.5 Photograph of the Ferry Building 53 Figure 4.11 Pierpont Avenue Section 91 Figure 3.6 Photograph of a community playground in Philadelphia 53 Figure 4.12 600 West Street Section 1 93 Figure 3.7 Illustrative rendering of the future Green Loop on 500 West. 54 Figure 4.13 600 West Street Section 2 93 Figure 3.8 Festival Street Standards Diagram 56 Figure 4.14 400 South Frontage Street Section 94 Figure 3.9 Festival Street Guidelines Diagram 58 Figure 4.15 Alleyway Section 95 Figure 3.10 Photograph of the neighborhood street converted into a farmers market 59 Figure 4.16 Shared Parking District Diagram 96 Figure 3.11 Photograph of the Pitt Street Pedestrian Mall 59 Figure 4.17 Parking Garage Facade P22a designed by Wulf Architekten 98 Figure 3.12 The Arts Campus Standards Diagram 60 Figure 4.18 The Central Parking Garage at the University of Utah 98 Figure 3.13 The Arts Campus Guidelines Diagram 62 Figure 5.1 Urban Form and Land Use Overview Diagram 102 Figure 3.14 Photograph of temporal public art installations 63 Figure 5.2 Illustrative rendering of the Rio Grande District at full buildout 104 Figure 3.15 Photograph of urban plaza space that can accommodate larger community festivals 63 Figure 5.3 Land Use Diagram 106 Figure 3.16 Illustrative rendering of the future Arts Campus plaza 64 Figure 5.4 Ground Floor Uses Diagram 108 Figure 3.17 The Underpass Park Guidelines Diagram 66 Figure 5.5 Photograph of elevated residential stoops 110 Figure 3.18 Photograph of a revitalized underpass park 67 Figure 5.6 Photograph of ground floor conference/assembly spaces 110 6 Rio Grande District Vision and Implementation Plan 7 List of Figures List of Tables Figure 5.7 Photograph of sliding doors on the ground floor 111 Table 1 Relevant Transportation Capital Projects 34 Figure 5.8 Photograph of well-defined lobby entries 111 Table 2 Site Ownership Matrix 38 Figure 5.9 Maximum Height Diagram 112 Table 3 Development Block Matrix 46 Figure 5.10 Building Podium Diagram 114 Table 4 Green Loop Programming Table 52 Figure 5.11 Building Orientation and Massing Diagram 1 116 Table 5 Festival Street Programming Table 54 58 Figure 5.12 Building Orientation and Massing Diagram 2 118 Table 6 The Arts Campus Programming Table 62 Figure 5.13 Sustainable Design Diagram 120 Table 7 The Underpass Park Programming Table 66 Figure 5.14 Rendering of the proposed mass timber Earth Tower 123 Table 8 500 West Street Standards 82 Figure 6.1 Phasing Plan Diagram 126 Table 9 300 South Street Standards 84 Figure 6.2 Phase 1 Proposed Infrastructure and Development 128 Table 10 Market Street Standards 86 Figure 6.3 Phase 2 Proposed Infrastructure and Development 129 Table 11 Woodbine Court Standards 88 Figure 6.4 Phase 3 Proposed Infrastructure and Development 130 Table 12 Pierpont Court Standards 90 Figure 6.5 Phase 4 Proposed Infrastructure and Development 131 Table 13 600 West Standards 92 Figure 6.6 Close up of Arts Campus plaza 133 Table 14 400 South Frontage Standards 94 Figure 6.7 RDA as Land Owner Diagram 134 Table 15 Alleyway Standards 95 Figure 6.8 RDA as Infrastructure Developer Diagram 135 Table 16 Parking and Transportation Demand Management(TDM)Strategies Menu 99 Figure 6.9 RDA as Programming Manager Diagram 136 Table 17 Maximum Heights Table 112 Figure 6.10 Close up of Rio Grande District Bird's Eye View 139 Table 18 Maximum Tower Floorplate Table 116 Figure 6.11 Close up of the Green Loop outdoor coffee kiosk 147 Table 19 Phasing Plan Infrastructure and Development 126 Figure 6.12 Illustrative rendering of the Rio Grande District at full buildout 152 Table 20 Components of Rio Grande District Governance Matrix 138 Table 21 Funding Sources and Needs 140 Table 22 Rio Grande District Dedicated Staffing 141 Table 23 Rio Grande District Staffing Org Chart 141 Table 24 RDA Key Tasks as Master Developer 142 Table 25 Phase 1 Start Up Action Items and Goals 143 Table 26 Phase 2 Start Up Action Items and Goals 144 Table 27 Long Term Growth Action Items and Goals 145 Table 28 Next Steps to Initiate Governance 146 Table 29 Step 1:Align Stakeholders 148 Table 30 Step 2:Conduct Business Planning 150 Table 31 Step 3:Develop Rio Grande District Policies 151 8 Rio Grande District Vision and Implementation Plan 9 Introduction 1.1 Project Vision 1.4 The Design Moves 12 18 1.2 Transit-Oriented Development 1.5 Stakeholder Engagement 14 24 1.3 Community Wellness District 1.6 Plan Document Structure 16 26 `` �•' � M yp• ) h 3` - • • •- � • • • • - - • • �T� to� k� ,, - "� � � .�ry - a � ",y3a��-�4` z �t ,�'r.. • - - • • -• • • - �• • • 7'L�.",II` j`'., s.�. `5�. �f i?.1,�":# � `'"�a� JT` ..j 4 �•yiy .:"*.'^ ,� • •- - • - • • • - •• -• •- -t y •ate �/ +�i�F��b - j T ,,��• " _ __- - ti`'7� �,% ;':�.• � _�� 4!4:. f4 fb •� �� f '� 3�`Y �.}�.,'�:C'_ Y . �/r 1 .1{� �' '- r _ •s. f 'I �, ��.•, t. � � �",� �7��Y' � I� r•"'- 3y i • • - � i _ `�� ,� `T `.�( � ,��, � i� fig �r ",� G. - -_ �, . - '�,�� k.�i •� J- :.��.•-ay/,_-" `-mw -- Mom• `�.�� y� :��,d�i �r + K• Introduction 1 .2 Transit-Oriented Development Artspace Macaroni Flats Rio Grande Depot The Rio Grande District is the best transit-oriented development (TOD) site in Utah. G SALT LAKE A magnetic hub that maximizes its A public realm that serves as an A new iconic social heart where the "Q' WASATCH RANGE downtown location. armature for future growth. past and future converge. The Rio Grande District is uniquely The site's design framework is At the intersection of the Green Loop T RH MOUNTAINS positioned to receive a wide range founded on a network of walkable, and the Festival Street forms the Rio of public and private investments. fine grain public spaces that are Grande District's epicenter for public ryoo�J Most notable is the site's adjacency anchored by notable buildings life.From this social heart rise three \ ` to Utah Transit Authority(UTA) such as the Rio Grande Depot,the distinct buildings that represent the F Salt Lake Central Station,the City's Salt Lake Mattress Building,and district's past,present and future.To Arts ace's Macaroni Flats. the east is the revitalized Rio Grande premier transit hub.Currently, p Depot,one of Utah's grandest this station provides service for 300 South becomes a vibrant p g Frontrunner commuter rail,TRAX buildings;to the south is the festival street that serves as a proposed headquarters and training light rail,local bus,Amtrak,and civic scaled and experience-rich Greyhound.Furthermore,UTA center for a National Governing Downtown entrance for Salt Lake is proposing to enhance transit Body of Sport;and to the north is p p g Central Station transit patrons, service at this station via the Tech a future iconic tower,which will seamlessly connecting to the �` >\ Link TRAX Stud This f enhance SLC's evolving skyline while y s wealtho :' \ magnificent Rio Grande Depot. existing and future transit service providing expansive views out to complements parallel projects such As part of the Green Loop,500 SLC's magnificent natural environs. as the City's Green Loop linear park West becomes a lush urban forest, J,Z and urban trail,the renovation providing biophilic respite within of the Rio Grande Depot,and the a downtown setting,while also 600 \\� potential future home of a National promoting alternative modes of Governing Body of Sport. transportation for a climate positive future. Salt Lake Mattress Building Building on the wealth of artists, cultural organizations,and non- Figure 1.2: profits located in the Rio Grande What is Transit-Oriented Development(TOD)? Project Vision Design Parti District's Artspace facilities,the Arts Campus becomes an ever-evolving TOD means integrated urban places designed to bring people,activities,buildings canvas for SLC's thriving arts,music, and public space together with easy walking and cycling connection between them and community scene. and near-excellent transit service to the rest of the city.It means inclusive access for all to local and citywide opportunities and resources by the most efficient and healthful combination of mobility.Inclusive TOD is a necessary foundation for long- term sustainability,equity,shared prosperity,and civil peace in cities.' Institute for Transportation&Development Policy(ITDP)https://www.itdp.org/library/standards-and- g uides/tod3-0/wha t-is-tod/ 14 Rio Grande District Vision and Implementation Plan 15 Introduction 1 v�� y 1 .3 Community Wellness District ii ;il The Rio Grande District is an urban neighborhood committed to advancing community wellness and delivering equitable outcomes. i An emerging district that reflects A district committed to delivering A national model for climate ''t! the mission of the RDA. social infrastructure that enables all positive development. tI people to thrive. ;fir The RDA's mission is to strengthen Salt Lake City Climate Plan(2017) Adopted City and RDA policies will defines`climate positive'as neighborhoods and business P districts by improving livability, influence the future built form of the protecting the health and safety of i.. L Rio Grande District.The adopted its residents b ensuring access to ` creating economic opportunity, Y 9 Plan Salt Lake(2015)identifies Equity clean air,clean water,and a livable and fostering authentic,equitable communities.The RDA is committed as one of its guiding principles, environment. t to enhancing the City's housing specifically highlighting access to Salt Lake City is already r opportunities,commercial vitality, public amenities and events,to experiencing significant impacts . public spaces,and environmental healthy food,housing,employment, education,and recreation. of global climate change leading sustainability. '_• t. to record heat drought,and As such,the Rio Grande District's To actualize this principle,the increasingly harmful air pollution. i t Vi i t Di d Grane District son and future built and natural environment Rio framework takes a - upholds this commitment to Implementation Plan promotes the The designraw construction of affordable housing holistic approach to addressing community wellness by championing these pressing environmental issues ` inclusive growth and taking units and commercial spaces, g g a via building standards for high- fosters access to active recreation holistic approach to sustainabilit pp y j performing,biophilic buildings, _ r -j and resilience. opportunities and healthy food 4i _ l reducing embodied carbon through : S - options within new public spaces, expands access to apprenticeship preserving and revitalizing existing buildings,on-site stormwater _ r'-a► and upward mobility,and invests �e ; Z in physical and programmatic management and re-use for outdoor irrigation,an all-electric district connections to Westside neighborhoods. through renewable energy sources, _ low-carbon transportation options, _ n and an inclusive public realm. -J} Figure 1.3: Community wellness programming in the Arts Campus Plaza 16 Rio Grande District Vision and Implementation Plan 17 Introduction 1 .4 The Design Moves The Project Vision is distilled into 11 design moves informing the Vision and Implementation Plan. 0 Establish Compact, Restore the Site for All Enable Low Carbon Mobility Curate Public Places with Arts, Strengthen Social Fabric Catalyze Street Life and Walkable Blocks Living Things With new streets comes an Culture,and Performance The Rio Grande District's horizontal Mixed-Use Development Strategically break up the typical Streets,parks,plazas,and the opportunity to champion low Building on existing Artspace and vertical development should A calibrated mix of uses fosters SLC block with new streets to spaces between buildings will be carbon modes of transportation facilities,the Plan includes an deliver significant community vibrant street life with spaces for ensure a walkable environment designed to heal the site,restoring via low-stress pedestrian and Arts Campus plaza,a place for benefits to support a more shops and restaurants along 300 while promoting compact urban the land back for all living things bicycle facilities that are seamlessly temporal art,cultural events, equitable,resilient urban fabric and South and the Green Loop.New development. with native plants,fostering connected to the Salt Lake performances and maker spaces for ensure that historically marginalized development consists of an array biodiversity,cleaning air,and water Central Station. emerging artisans. and underrepresented communities of different land uses ranging from conservation. are the recipients of this new district. residential,to tech office,to civic and cultural. O 9 Champion the Green Loop Ensure Functional Roadways Lead with Shared Parking Maximize the TOD Potential Design Sustainable Buildings A critical part of the neighborhood's While the Plan leads with people- The shared parking strategy includes The Rio Grande District is the best The design standards promote mobility network is the Green first streets,it is critical that streets progressive parking ratios for new transit-oriented development occupant connections to nature, Loop on 500 West.The Green also serve as functional roadways development,a shared,unbundled (TOD)site in the state of Utah, preservation of key buildings Loop is more than just an urban with two way vehicle travel lanes, garage for all neighborhood and therefore development has to preserve embodied carbon; trail,it's envisioned as an inclusive on street parking,pick up/drop off uses,and opportunities to broker downtown height allowances to conserving water through outdoor community open space that points,and ingress and egress for agreements to utilize existing but capitalize on this optimal location. irrigation and greywater systems, activates the neighborhood at parking and loading. underutilized parking supply within and harnessing the power of sun different times of the day and year. the Depot District. through high performing buildings, and renewable energy. 18 Rio Grande District Vision and Implementation Plan 19 Introduction Ch6mpi the Greein •�' '=�,� . \\� nsure c rat Pla M '� Functional #� R n 'r.. - ------ ----- M ® ;�• �� mmmmm a� ways e an Road r orm c M k� % Restor the Site for All Li v' g Things V, \ ► / � JK h t 1A o r \mil n1 d M .00 _ Enable Low Carbon Mobility �! '♦y\ ` �� Catalyze Street Life and -Use Development �� _ _ ;y� a-- Establish Compact, U o,� Walkable Blocks _ ' y- Figure 1.4: Human-Centered Public Realm Diagram ' �• 20 Rio Grande District Vision and Implementation Plan 21 \ Design Su tai le /� _ trengt ci c ti �,a \_ > ✓ W I mmmm Vq � mm \\\O\�� M M k ►t,, ..'S M �, r-�: rr►-�\ ......... //� M M � F4 M / I ki aximize the •• ' TOD Potential- Lead with Shared Parking k\ i g � \ Catalyze Street Life and o k M M ,-�/ �- -Use Development \ -'o o / , M Figure 1.5: Mixed-Use Transit-Oriented Downtown District Diagram i 22 Rio Grande District Vision and Implementation Plan 23 Introduction 1 .5 Stakeholder Engagement Stakeholders representing a diverse cross-section of the _ SLC community helped shape the Plan. ' The engagement process led by Industry Anchors Government Partners the Redevelopment Agency of Salt Recursion Pharmaceuticals State of Utah Lake City(RDA)included a variety Denali Therapeutics Utah Transit Authority(UTA) + of outreach touchpoints including PIVOT Center Utah Department of Cultural and stakeholder advisory meetings, Community En a ement one-on-one and small group work Altitude Lab Y 9 g sessions,and an update to the Intermountain Health y RDA Board.These conversations University of Utah Health Non-Profits . revealed a series of common themes Stena Center for Financial USA Climbing and observations that were critical TechnologyDowntown Alliance to the users and neighbors of the o 9 Urban Food Connections of Utah Rio Grande District.This input Industry Partners z p y Pt Utah Arts Alliance ranging from streets,open space, BioHive Make Salt Lake programming,and urban form ��- BioUtah Slug Magazine/Craft Lake City ideas,guided the development of ram_ the urban design framework and Governor's Office of Economic NeighborWorks Salt Lake Opportunity(GOEO) _ s placemaking strategy.Stakeholder Community Development Finance engagement included the World Trade Center Utah Alliance of Utah — i r lam. • EDCUtah - E_- d following parties: ff,ll Elected Officials Development/Real Estate Salt Lake City I i _ r I Mayor Erin Mendenhall W3 Partners p, BCG Holdings Salt Lake CityCouncil Planning • Transportation Gardner Batt � G: � ® _— ,,,�� ..• Engineering Hamilton Partners Property Owners Public Lands dbUrban Artsace p Arts Council Stack Real Estate(lessee) I `' Economic Development University of Utah Neighborhood Councils Police Poplar Grove Fire Educational Partners Fairpark Public Utilities Capitol Hill Utah System of Higher Education II • Housing Stability = �• Utah State University Salt Lake Community College Figure 1.6: Photographs from the Rio Grande District Stakeholder Engagement Worksessions STEM Action Center Salt Lake Education Foundation 24 Rio Grande District Vision and Implementation Plan 25 Introduction 1 .6 Plan Document Structure Chapter Title Section Number and Section Title Figure This document contains six chapters, each containing descriptive text, figures, and precedent images to explain and visualize the proposed redevelopment of the Rio Grande District. 3.1 Development Blocks The layout of development blocks at Station Center is critical to establishing a fine grain, - human-scaled neighborhood. - - Introductory Text - - Chapter 1:Introduction details the Each new open space,street,and °"°w°°. y d ea ape" project vision for the Vision and buildings within the Rio Grande Implementation Plan including the District must meet the standards design framework big moves and and guidelines prescribed in these Standards and sta d ds community engagement. chapters unless modifications to Guidelines Chapter 2•The Site provides an these standards and/or guidelines x= 3 overview of Downtown Salt Lake City are approved by the RDA.An O" context,the historical significance annotated example of a typical "_ � � •�`' �� of existing buildings on the site,and design standards spread is featured existing site conditions including on the right in FIGURE 1.7. ownership and zoning. Chapter 6:Implementation describes a high level development Chapters 3,4,5:Design Standards 2. .0 ,a OSe.c °_ °" ,°° =r °° °° and Guidelines outlines phasing strategy,RDA's role in gh_ ,,=OOS. hfr. g.r..dt..cc.mm.d.t.f "r.UA N °� re1opmen1e1«k �mm 0 0 requirements that govern the governing the long-term success of <<< e —d��,on_a °...°o"°o=== 0 re�•"m construction and modification of the district including programming, °°s°^°„ 0 open spaces,streets,and buildings funding,and staffing. eo s°,°"°"° °"° p °""° °" 41 within the Rio Grande District. Standards are quantifiable or objective requirements whereas guidelines are qualitative or subjective requirements. Figure Number and Caption Figure Legend and North Sign Figure 1.7: Design Standards and Guidelines User Guide 26 Rio Grande District Vision and Implementation Plan 27 The Site 2.1 Downtown Context 2.4 Site Ownership 30 38 2.2 Transportation Context 2.5 Site Today 32 40 2.3 Site History 2.6 Site Zoning 36 42 The Site 2.1 Downtown Context sarnako arr Temple Square The Rio Grande District is one of Downtown's key ; Union Pacific Depot'— — — — --- opportunity sites due to its central location. Delta Center i -------- i j The Gateway i Site Location 210-unit apartment building i r °°�°°<^ Salt Palace i Gallivan Center j with ground floor retail and The j The Rio Grande District is located ; Nest @Rio Grande,a 220-unit i '� zooso�rh ! in the Depot District on the western Rio Grande Depot err a apartment building. Salt Lake Central Station c°r j edge of Downtown Salt Lake City. j ' R o e 16 City and The Rio Grande District is bounded Central Station Plan(UTA) ^ r 3oa5o°N County Library 111111 by 400 South to the south,200 15 Grande 1 In 2019,UTA and RDA led an area sh,rwoatl Park District _�• Building Square South to the north,600 West and j Pioneer Park ! plan for 38 acres of land in and ; _ +ae°°ra.°.d Salt Lake Central Station to the west, around Salt Lake Central and North 't qhre°ook , and 500 West and the Rio Grande Temple Transit Stations.The parcels 5005°°rh ! Depot to the east. are identified in yellow in FIGURE 2.1. '� The Rio Grande District is within Rio Grande Depot Renovation ` 100So°rhw - - a 10-minute-walk of major ` ! destinations such as the Delta In 2020,an earthquake and its �t " Center,The Gateway,Pioneer Park, subsequent aftershocks damaged t • i � 700 South the West Quarter,and the Salt the 114-year-old Rio Grande t i Palace Convention Center. Depot.The building is currently :« undergoing seismic upgrades and ` 0O5aut^ r Recent Development: ` 1 a major renovation with a target ` City Fleet Block Within Downtown,The Depot reopening in 2026. 900 SO h --- --- - --- - - - - -- District,The Granary,and Central pioneer Park Vision Plan 9th neighborhoods have seen Po,k _ ........... .... significant development and Pioneer Park has undergone investment over the past few a comprehensive vision plan ` years,building thousands of new encompassing the northern end °a Park housing units and new jobs.On of the park to include a new l the 500 West segment of the Rio playground,plaza,pavilion, Figure 2.1: t ranger station,shade lawn,mist GrandeDistrict,twoprojectsare g Downtown Context Map Project Site Parks Central Station Properties � Major Destinations either under construction or in the fountain,and habitat area.Phase 1 1 pipeline-The Rio,a seven-story, construction is anticipated in 2025. Depot District 5-Minute Walkshed . National Historic Register Sites ODowntown Boundary 10-Minute Walkshed Local Historic Register Sites 30 Rio Grande District Vision and Implementation Plan 31 The Site 2.2 Transportation Context The site is located at the convergence of extensive existing F", and future multi-modal transportation. _._._._._._._._._._._._._._._._._._ i ; TemPle 59ua,e i Transit Connectivity existing Green Line or proposed ;� I• _ Folsom Trail Strategic Blue Line operation.Due The Rio Grande District is currently E i to the 400 South viaduct approach i served by the TRAX Blue Line, Frontrunner(Ogden to Provo), crossing the Frontrunner and Union Amtrak,Greyhound Bus at Salt Lake Pacific tracks,there are limited Central Station;TRAX Blue Line at options at this location. = i Rio the Old Greektown Station, and Connection to Westside Grande UTA local bus service on 400 South 15 District _ e, Salt Lake City is currently divided and 200 South. by Interstate 15 and Union Pacific ......•..•^ .,MllburN)yewbrctl ,,,,,,, The Green Loop Railroad(UPRR)mainline and intermodal terminal,a regional �� i The Downtown Neighborhood Plan 8 o f i proposes a series of major long- north-south corridor that has bi- �•� # f f 3 m i ran e active transportation cap ital furcated east-west connectivity, `.` 9 - - P p projects.The most prominent is a altered community cohesion, t` proposed linear park called the and embedded socio-economic t i and environmental Green Loop.500 West is currently inequities, 'Jordan River trail �t injustice. the western alignment for the Loop, oP,k i i serving as a north-south connection Existing connections to the Westside through Downtown. neighborhoods adjacent to the Rio Grande District include: 9Line Trail Future of Light Rail Study .......................... 400 South via Viaduct �'•,� ,•' The Future of Light Rail(FOLR)Study developed a concept design for the 200 South at grade d-P' _ -.-.-. .---- - Granary District Ballpark Spur to Salt The Folsom Trail via 600 West and Lake Central via 400 South and 600 North Temple '., Aff West.This allows through running operation,such as interlining of Figure 2.2 the proposed Orange Line with the Transportation Context Map Project Site � TRAX Lines Folsom Trail ' Critical Connections:Healing Salt Lake City's East-West Divide The Green Loop Depot District 1111111111 Tech Link Corridor 9 Line Trail L _ _ Downtown Boundary Frontrunner """"" Jordan River Trail 32 Rio Grande District Vision and Implementation Plan 33 The Site 2.2 Transportation Context The Vision Plan takes into consideration transportation capital projects that are currently being implemented or planned in both Salt Lake City and UTA's Capital Plans. e .�•'��• 0 0 PROJECT ID CORRIDOR SEGMENT PROJECT NAME DESCRIPTIONS T Complete Street b 100 South 400 West to 900 Transit improvements.Buffered Bicycle Lanes,Pedestrian 1 200 South /Transit Corridor East Improvements,Curbside Parking and Loading Zones H ...... ....... ..-...-.--.-.-.-. Reconstruction / o '� z 200 South �....................1 ...� �J •••aolllvon Post Street(900 Two-way multi-use trail for pedestrian and bicyclist on south side —�'*� o c.nror 2 400 South Viaduct Trail O West)to 400 West of 400 South.New barricades between motor vehicles and trail a .. .. ...South.......... ..........................................♦ Salt Lake Central ID 600 West to 300 Provide bikeway connection between Salt Lake Central station 15 n r;oeeer 3 300 South Station Bikeway j P rk West and existing 300 South bicycle facilities. oo University Boulevard Connection 2 ........ —�1 :. :.................:: ......::;............................... 300 West to 1000 400 South w.:nley en 4 300 South n/a Pavement maintenance and bike lane upgrades saga cro.k East 500 South 300 West to Main 400 South Bicycle o 0 0 o o pN 5 400 South Bicycle Lanes are currently in design by Salt Lake City t3 0 0 0 a 0 Street Lanes �� » a rn 600 South 3 3 North Temple to Buffered Bike v $ 6 600 West Buffered or Protected Bike Lanes 300 South Lanes ` O Convert existing street space to include more green space and 700 South 7 Multiple Multiple Green Loop active transportation options Improve east-west Downtown and regional transit connectivity. ` 800 South UTA TechLink 8 n/a n/a Realign the TRAX Red Line TRAX Line New TRAX Orange line along 400 South 900 South Increased Increase train frequency:Peak from 30 minutes to15 minutes; 9 n/a n/a Frontrunner Off-peak from 60 minutes to 30 minutes. fen nark Frequency Table 1: Figure 2.3 Relevant Transportation Capital Projects Relevant Transportation Capital Projects Project Site The Green Loop .......... Project ID Segments O 34 Rio Grande District Vision and Implementation Plan 35 The Site 2.3 Site History , The Vision and Implementation Plan acknowledges and celebrates the site's rich history. �I _ - Ire ■ �� .�-t._ — - - -- -- The area around the Rio Grande In 1911,the Rio Grande Depot Businesses located on the two . District was originally settled by the opened its doors and became blocks of the Rio Grande District Fremont Tribe of Native Americans the city's central rail station for included Utah Ice&Storage,The V, t who benefited from the fertile soils transporting people,industrial Jensen Creamery Companies, -0, in the area. goods,minerals,and agricultural J.I.Case Implement,Z.C.M.I.General n Mormon Pioneers arrived in the products.This new building replaced Warehouse,Western Macaroni Great Salt Lake Basin in 1847 and two smaller Rio Grande depots that Manufacturing Company,Salt Figure2.4 drew up a plat of the City a couple existed where the Salt Lake Central Lake Mattress and Manufacturing Historic Photographs of Rio Grande Depot and Salt Lake Mattress Building.Credit:Utah State Historical Society months later,which brought the Rio Station now stands.The new Depot Company and the Z.C.M.I.Stables. Grande District blocks into existence. connected Salt Lake City to Denver By 1949,the rail boom had hit its There were eight original owners and to the west coast.This building peak and Interstate 15 was built just on each block,equally divided into also had the effect of further to the west in the 1960's.By 1977, i . dividing the City's more affluent passenger rail ceased operations 1.25-acre segments.In 1870,the railroad was built on the west side residents on the East from the at this location.This marked a of Salt Lake City,bringing with it a immigrant communities to the west. steady decline in the area until 6 the Gateway and Central Station r� regional commerce connection while The direct connection to the railroad .: �. A r , were built in the early 2000's and - also creating a demarcation line in the district spurred a transition ��" �► � - ,��\ s/ between east and west in the City from residential land uses towards signaled a new future for this part that still exists today. manufacturing and industrial uses, of the city.' which resulted in a jumbled mix By 1900,the area had been densely of residential residential and industrial uses settled by a large number of Greek a o families and other immigrant intermixed with rail spurs and roads. /�- workers who were mainly laborers for the railroad.Greek-owned \ businesses began to spring up along S_ 200 South at that time and the area A ' became known as Greek Town. Figure 2.5 Historic Site Map from 1911.Credit:History of The Hub,Salt Lake City Brick Iron * Summary of Site History from Station Wood Frame Adobe/Fire Proof Center Design Standards and Guidelines(2015) O Stone 36 Rio Grande District Vision and Implementation Plan 37 The Site Artspace Artspace Salt Lake Mattress City Center Macaroni Flats Building The Blue Warehouse 2.4 Site Ownership > " Today, the Rio Grande District consists of a consortium of property owners and businesses. -- \� PROPERTY OWNERS ACREAGE PARCELS BUILDINGS ON PROPERTY SDI Warehouse Redevelopment Agency of SDI Printex = �� 10.8 acres 29 \_ o Salt Lake City Salt Lake Mattress Building Blue Warehouse Nicholas&Co. 3.3 acres 1 Nicolas&Co.Building Artspace City Center �`y Y' Artspace 1.6 acres 3 Artspace Macaroni Flats r Q Artspace Bridge University of Utah 1.9 acres 7 None � Foundation Property ownership is subject to change. d p Table 2: C Site Ownership Matrix d C Figure 2.6: Site Ownership Diagram RDA Owned Properties University of Utah Properties Site Boundary Nicolas&Co.Properties Parcel Lines ----• Buildings to be Replaced Artspace Properties Salt Lake Central Station O 38 Rio Grande District Vision and Implementation Plan 39 The Site 2.5 Site TodayIgo i � / O View of Artspace City Center and Macaroni Flats looking north-east O4 View of the Rio Grande Depot looking east from 300 South. from 300 South. / i o Figure 2.7: Key Map for Site Existing Condition Photographs O View of 400 South underpass parking area looking O View of WRR Industries building to the east,TRAX on 600 West to the east from 600 West. west,and the 400 South viaduct in the background. Ji 1 O View of 500 West and 400 South looking west O View from Artspace parking lot looking south-east toward 500 O View of the existing Salt Lake Mattress Building looking O View of Eccles Avenue and the Artspace Bridge and City Center toward the Blue Warehouse. West and the Rio Grande Depot south from 300 South.. buildings looking east toward 500 West. 40 Rio Grande District Vision and Implementation Plan 41 561 W 200 South Western Macaroni Manufacturing Company Factory Rio Grande Railroad Station Historic Register:National Historic Register:National Historic Register:National and Local The Site 2.6 Site Zoning The two primary blocks are zoned Gateway Mixed- \ Use. The site is home to three buildings on the historic register. The Rio Grande District area is zoned The areas closest to the Salt Lake % G-MU Gateway Mixed-Use District. Central Station and its extensive �- The intended purpose of the G-MU transit infrastructure are envisioned District is as follows: to become an office employment ryoo "to...encourage the mixture of center due to the ease of commute residential,commercial and via transit from all areas of the >/ city and from large portions of the assembly uses within an urban Y 9 P - neighborhood atmosphere...the Wasatch Front. 500 West corridor is intended to The Zoning Ordinance intends for be a primary residential corridor the 500 West corridor to be primarily r �` \\_Y' from North Temple to 400 South. p Y Y s� Development in this district is residential in nature,and requires �� 0 \intended to create an urban structures fronting 500 West to neighborhood that provides contain residential units that occupy _ \ employment and economic at least 50%of the structure's gross 1 . �.`\ development opportunities that square footage. are oriented toward the pedestrian All ground-level floors of buildings o with a strong emphasis on a safe facing onto the Festival Street at and attractive streetscape.The 300 South Street are required to be j standards are intended to achieve ` ; established objectives for urban occupied with retail uses,including o50 and historic design,pedestrian restaurants and bars,in order to amenities and land use regulation." encourage activity and liveliness along this important corridor. ZCMI General Warehouse The land use intent in the Design n Historic Register:National __J \ The uses,densities,and design Standards and Guidelines is \ 60 components envisioned in the Rio to balance the site with both FST r Grande District Design Standards residential and commercial uses. and Guidelines are intended to Figure 2.8: conform with objectives outlined Site Zoning and Historic Properties Map in the Salt Lake City Downtown Master Plan(2016),and all proposals must comply with the Salt Lake City G-MU:Gateway Mixed-Use Zoning OS:Open Space Zoning Ordinance.' D-3:Downtown Warehouse/Residential District Landmark Sites * Summaryof Site History from Station O Y � CG:General Commercial Center Design Standards and Guidelines(2015) 42 Rio Grande District Vision and Implementation Plan 43 3 The Public Realm 3.1 Development Blocks 3.4 Stormwater Management 46 69 3.2 Open Spaces 3.5 Paving 48 70 3.3 Planting, Ecology, Habitat 3.6 Site Furnishing 68 71 The Public Realm 3.1 Development Blocks The layout of development blocks at the Rio Grande District is critical to establishing a fine r� - grain, human-scaled neighborhood. The development blocks contribute to a successful urban fabric with a h functional network of connected public rights-of-way and urban open spaces that provide people with a variety of engaging routes to choose from and encourage pedestrian accessibility and movement.Development blocks are the foundation for well-proportioned,visually engaging,and high-performing architecture. As illustrated in FIGURE 3.1.the Rio Grande District has 7 blocks,each �9p j � � O AIR Identified by a letter for reference within the document. Standards 1. Land Parcelization:New development blocks shall adhere to the following specifications: SQUARE EASEMENT ---------- FOOTAGE DIMENSIONS REQUIRED OR STREET BLOCK ID ACREAGE (SF) (FEET) OPEN SPACE VACATION I 4,��.�,{I �I I \ \ / �� moo- p> 3- O - A 3.27 acres 142,500 SF 450'x 320' Yes Yes 470'x 300' B 1.96 acres 85,500 SF 300'x 285' Yes Yes C 1.79 acres 78,375 SF 275'x 285' No Yes _ D 1.65 acres 72,000 SF 240'x 300' No No E 1.03 acres 45,000 SF 130'x 300' No Yes I I U p F 2.06 acres 90,000 SF 300'x 300' No Yes j60 0; o o G 1.89 acres 82,500 SF 275'x 300' No Yes Green Loop 6.5 acres 286,150 Sf 1475'x 194' Yes No ' Table 3:Development Block Matrix - Figure 3.1: 2. 400 South Frontage Easement:Blocks C and G shall adhere to a 25 foot Development Blocks Diagram easement along 400 South frontage road to accommodate future UTA light rail extension. Development Block ® Easement 3. 300 South Street Vacation:New development on Blocks A,B,E,F Required Open Space Area ® Street Vacation development can build in the 23.5 feet street vacation on either side of O 300 South. 46 Rio Grande District Vision and Implementation Plan 47 The Public Realm 3.2.1:The Green Loop 3.2 Open Spaces The integration of various types of public open 3.2.2:The Festival Street spaces is critical for successful placemaking and urban development at the Rio Grande District. The public realm sets out a vision for a thriving and healthy community open and engaging for all. The following principles are intended to guide all future public agencies, developers,and designers in the creation of Rio Grande District public spaces: ° Scale and Rhythm:Fully respect the scale and rhythm of historic buildings and the neighborhood �K' while providing a diversity of open space types. Indoor-Outdoor Interface:Promote active / r rM edges between open spaces and buildings for a f vibrant community. "a Biophilia:Consider biophilic design approaches ST for all the open space areas from programs to Cr material selection. Integrated Infrastructure:Showcase • , innovative stormwater treatment and other \ J sustainability elements in the public realm for educational purposes. \ M 3.2.3:The Arts Campus Adaptability and Resiliency:Create resilient landscapes to support a thriving and healthy long-term development. The following spreads provide design standards and guidelines for four major public spaces: Figure 3.2: 3.2.1:The Green Loop Rio Grande District Open Spaces Diagram 3.2.2:The Festival Street 3.2.4:The Underpass Park 3.2.3:The Arts Campus 3.2.4:The Underpass Park 48 Rio Grande District Vision and Implementation Plan 49 The Public Realm 3.2.1 The Green Loop \� 0 ............... 500 West is the preferred alignment for the Green Loop, .� a proposed 5.5 mile urban trail and linear park that connects the Rio Grande District to Downtown SLC. / s The Rio Grande District segment of 5. Intersections and Gateways:The the Green Loop is envisioned to be a intersections of 200 South and 400 lush urban forest providing biophilic South at 500 West are designated respite within a dense urban setting. as gateways to the Rio Grande \�` It will foster community wellbeing by District via the Green Loop.Design of 0 promoting alternate modes of mobility intersections shall consolidate various to navigate through Downtown and transportation modes for safe and 0 provide options for active outdoor efficient crossing. activities.It will create vibrancy with 6. Rio Grande Depot:A civic plaza, pockets of recreational and passive \ / measuring 150 feet by 101 feet, congregate spaces designed to cultivate shall be positioned in front of the a sense of community,support local / y Rio Grande Depot,ensuring clear businesses,and celebrate the arrival to O visibility and access to the depot the Rio Grande District. structure.It will serve as agateway / Standards to cross over 500 West Street into the / Rio Grande District on 300 South, / 1. Dimensions and Siting:The park also known as Festival Street.The space is 1450 feet long and 101 feet ground floor of the central bay of the wide and aligned to the eastern edge depot structure shall be made public of 500 West right-of-way. for greater east west porosity on 300 Figure 3.3: Green Loop Standards Diagram 2. City Coordination and Approval: South. The street,park and utility design 7, Active Edges:All ground floor uses Green Loop Park Area Rio Grande Plaza O' Parking/Service Access for the green loop shall be in along 500 West shall adhere to the Open Spaces Along Green Loop Green Loop Shared Trail Crossings coordination and reviewed by City Parkfront Zone Ground Floor Use. departments. Refer to Section 5.3. T Open Space Boundary �u•`� Improved Intersections .o' Vehicular Access 3. Pedestrian Promenade:A shared .'. 8. Secondary Open Spaces:The path at least 20 feet wide shall be site design,materiality,and plant incorporated into the park design. selection of secondary open 4. Vehicular Access:Vehicular access spaces along 500 West,such as shall be provided to existing the spectator plaza on Block 2,the developments on the east side of spaces in front of the Blue Warehouse the park.Vehicular access for new building,and Artspace City Center on development on the eastern edge of Blocks 1 and 3,respectively,shall be 500 West is prohibited. designed as extension of the Green Loop. 50 Rio Grande District Vision and Implementation Plan 51 The Public Realm 3.2.1 The Green Loop �. to M The Green Loop programming ensures that Rio Grande District residents, workers, and visitors enjoy the benefits of sustainable urban life by having convenient access to a wide array of outdoor spaces e and activities. Guidelines 1. Retail Cluster:The park should 3. Programming:The Green Loop may feature outdoor retail kiosks and include but are not limited to the `''. F •'� `-. ` additional spaces for shopping and following events and activities: dining,strategically clustered around O ` > EVENTS FREQUENCY the Rio Grande Depot. �S ` '•�.. 2. Outdoor Recreation Facilities:To Fitness Class complement the urban trail,the park Sports Demonstrations should include other active uses such Street Performers and Musicians as an outdoor gym and sports courts, Daily / playground,and dog run.All uses Recharge stations should be located with consideration Community Gardening Classes to adjacent land uses. ` Community Volleyball Youth Sports Club Figure 3.4: _ Parenting Lunch and Play Green Loop Guidelines Diagram / •` Movie Night Weekly Live Music __7_., �— Mobile Health Clinic Youth,Elite,Collegiate, Para-competitions Monthly Symphony Night Night at Rio Grande Depot State,National,International _ `r"— — •� Competitions Annual Film Festival l Winter Clothing Drive Figure 3.5: Figure 3.6: Table 4:Green Loop Programming Table Photograph of the historic Ferry Building in San Francisco,which has spill out Photograph of a community playground in Philadelphia which provides space for outdoor dining and a Saturday farmers'market. outdoor space for families living in the neighborhood. 52 Rio Grande District Vision and Implementation Plan 53 vOr ,�The Publ'l Z ':..y •tr' - � IA ` ` * t r''` yam+"`�'"'' '�7;ir� `', "--' . - - 'yr�i��t?�J^��`' ` A �� - ` � yes !A a- ,.� •l,�.j... � � .4►t:�'» , tea, •, "� t I �•k,�� ,. •. +�`` �_ -u_ �4. r ,s,. w"! `Z�' r F.rs .M 7.�.> . • •�� >� .'F•-y �h, *; +•�' � per,.. ..�% ng(ti �5S��y 'L'ti`�''- iSM s i r�y� ia. �(` fir/ f_'t ri ��''�_�� i' � i- i •� ° � -�°y�� 4 aj r`t w � ...^ •.'4 ,s. -�� - tee•. .. i� ..� OT�-:h ,'S .i��C�l11��~ •i3.► p � ,��w�..@ �F :a ��Ir�� ` r � �I� � � �z _ 4, %I _ _ _ h. k r �.� �3`'� „• !'�it..l. a 1 � �_, ' . � 1 ;1� .I�FA to Na. �. �"�.t�-�.-_�-'�+► �:). �_ �`»,.\�e s�1 .�t- '!�y�� c�., ,..•r - �� _ � Alt,. ��;G.,�F .. }� ��- Me _ „tier i."r� Kr •'� � a� ��'�/�, k. ,r.r� 1sa1.'y�'r' .,�. i .,*F��•••'j•r'— �. y -L J � i•.,p r � �i -,t'�y��4 , . +yp ham' � stR.,Y�;. .... —. _ _ +��-Y. _ - �. - IATTf y:s ''x` �t s ■� \` - tr I� ll+ �� i Y.3. _ Ii. coffir b1 .1. I F -7 .• __ I'y�'„ � �I y� •� oil ror"""�K �S � � - ; �a s � - '� -� �. i, .�.-,. Y'�� .e �-r j 3 Cw• � � 1.. yC � !.�� -'� t '�{' r""_ ay�P , _ = � I �3 y fit_ 1 ,,�: t �'•k. � i;��jrtf'i 7/ - -rr3a i"T The Public Realm 3.2.2 The Festival Street The 300 South Festival Street is a curbless central urban square flanked by shops and restaurants - spilling out at the edges. Year-round,the street prioritizes people with generous tree lined pathways ' and clear views to the historic depot. 0 -y Standards 0 1. Dimensions and Siting:The Festival 5. Intersections:Pedestrian safety at O Street is 660 feet long and 84 feet the intersections of Festival Street wide segment of 300 South right- with 600 West and 500 West shall o- of-way between 500 West and 600 implement well-marked crosswalks, �. West. pedestrian-friendly signals,and O raised intersections for traffic 2. City Coordination and Approval: calming. ` The street and utility design for the festival street shall be in coordination 6. Preserve View of the Rio Grande 3 and reviewed by City departments. Depot:Direct visual access to the ` �0 3. Pedestrian Promenade:A 23.5-foot Rio Grande Depot building shall be y street vacation is approved along preserved from the Salt Lake Central both edges of the 300 South right- Station. of-way.Building construction is 7. Active Edges:Retail frontage that _ permitted in these spaces,on the directly interfaces with the public is condition that ground floor uses required on both sides.It may include Figure3.8: shall be active and contribute to the storefront,windows,entrance, Festival Street Standards Diagram street-level vibrancy.Uses that deter and any displays or signage.The pedestrian engagement and street frontage shall be designed to be Pedestrian Priority Areas Rio Grande Plaza Intermodal Hub activity are prohibited. inviting,visually appealing,and Open Spaces Along Festival Street fictive Edges � Crossings 4. Vehicular Access:The eastern half of strategically organized to showcase products or services.The design shall 300 South,extending from Woodbine � Open Space Boundary � Curbless Street Improved Intersections contribute to the overall character Court to 500 West,shall feature a curbless design with restricted and vitality of Festival Street. Ground Floor Recess O vehicular access.To enforce this 8. Gateway on 600 West:To establish restriction,traffic control measures, a distinctive gateway at 300 South including retractable bollards,shall and 600 West intersection,the be placed at each end of this section. ground floors of buildings along 600 West shall be recessed as illustrated in FIGURE 3.8.In the defined recess zone,the upper floorplates of the building podium can extend to the property line. See FIGURE 4.12,4.13 for additional information. 56 Rio Grande District Vision and Implementation Plan 57 The Public Realm 3.2.2 The Festival Street M The Festival Street is a major shopping street for the Depot District framed by Salt Lake Central Station to the west and the historic Rio Grande Depot to M M� the east. + k` Guidelines 1. Outdoor Spillout Spaces.The Festival 3. Programming:The Festival Street Street should be designed to include may include but are not limited to the outdoor dining areas,spaces for following events and activities: a y s outdoor farmers market stalls,and EVENTS FREQUENCY 0 outdoor work environments. Sidewalk Retail and Dining U 1 M 2. Public Art:To convey an innovative Daily i and iconic downtown main street,the Public Art Displays ' design of the festival street should Farmers Market +` / include signature urban furnishing, li htin and UbIlCgrt. Downtown Arts&Craft Market Weekly 9 g p (; Food Truck Fridays Urban Flea Market Monthly _ rr Holiday Market Figure 3.9: Illuminate Salt Lake Festival Street Guidelines Diagram Slug Magazine Brewstillery Annual Skiswap .y.C .. - Craft Lake City SLC Table 5:Festival Street Programming Table '-- U-w P Figure 3.10: Figure 3.11: Photograph of the neighborhood street converted into a farmers market in Photograph of the Pitt Street Pedestrian Mall,a curbless street with unique London,England. paving and retail spill out spaces in Sydney Australia. 58 Rio Grande District Vision and Implementation Plan 59 The Public Realm 3.2.3 The Arts Campus Bounded by the Artspace Macaroni Flats and the Salt Lake Mattress Building, the Arts Campus is a temporal public canvas where SLC artists, makers, students and non-profit organizations come together. Standards@o qo 1. Dimensions and Siting:Situated on 4. Intersections and Gateways:The O c4X the east side of Woodbine Court,The intersection of 300 South and Arts Campus plaza encompasses a Woodbine Court shall be designed to O- a 180-foot segment on the Southwest clearly delineate vehicle,freight,and O part of Block A and a 300-foot pedestrian movement. segment on the Northwest part of 5. View to Salt Lake Mattress and Block B.For precise dimensions and Artspace:Design of plaza shall placement details,refer to FIGURE maintain visual connectivity . 3.12 illustrating the campus layout. between Festival Street,Salt Lake O 2. City Coordination and Approval: Mattress Building(South),and \ The plaza,street and utility design Macaroni Flats(North).Plaza design for the Arts Campus and Woodbine shall utilize public art,materiality, e Court shall be in coordination and and vegetation to reinforce the reviewed by City departments. connection between Salt Lake Mattress and Artspace. Figure 3. Curbless Street:Woodbine Court The Artss Campus Standards Diagram Street segment between Pierpont 6. Ground Floor Uses and Active Edges: Avenue and Market Street shall be All ground floors shall be curated by Curbless Zone Existing buildings curbless prioritizing pedestrians but the RDA to foster the optimal Arts Open Spaces Active Edges maintain slow vehicular access.The Campus environment. design shall provide designated O Open Space Boundary �� View Corridor loading zones and services spaces to cater to commercial and maker's needs while fostering a pedestrian- friendly environment. 60 Rio Grande District Vision and Implementation Plan 61 The Public Realm M �o��s •r"1 �L�•��'1'T� ��Q,. 11M � M ,^ 3.2.3 The Arts Campus The flexible open grounds create a canvas for surreal !Yj� ' 0 sculptures, dynamic art installations, open-air studios, °✓ and interactive exhibits. It is also a comfortable hang- ' -F out spot for locals with shaded outdoor seating, affordable food options and an eclectic crowd. This ® M artistic hub invites students and visitors to collaborate, and immerse themselves in a vibrant cultural tapestry. M J�' * M\ j Guidelines 1. Public Art:Public art installations 2. Programming:The Arts Campus may and events should be curated by include but are not limited to the organizations like the Salt Lake City following events and activities: Arts Council. EVENTS FREQUENCY Kids Arts Day camp Daily M . r; 1 ',M Adult Art Classes and Workshops M Kids Storytime Trivia Night and Happy Hour Weekly Figure 3.13 Private Events and Receptions The Arts Campus Guidelines Diagram Studio ToursMir- r, — I Young Innovators Night 0 fit If{ 1 { Writers Workshop Monthly Flo Open Zen Meditation = Rotating Sculpture Installations All International Arts FestivalAlp Ice Sculpture Festival Annual �_!�, Craft Lake City DIY Fest _ S' Table 6:The Arts Campus Programming Table A�T Figure 3.14: Figure 3.15: Photograph of temporal public art installations in Aarhus,Denmark that serve Photograph of urban plaza space that can accommodate larger community as cultural destinations. festivals. 62 Rio Grande District Vision and Implementation Plan 63 The Public: W.— Lt VWNI —� 000 k � )men Gad �. .� � -_ .r,� ��1 ��.� - t ,'�%ty� ri>,[s-, �:.1.� y _� kr �� E.^�� .0 �r r!N�� • ,� �_�I-'�c_i~ -� � `�� i� ;�� _ �_ {�% �:' 1 -�� }"'�`��'`" *� � I� �� fix, rl F 4.. `�►� e ♦ a I®(�,,� W.— I— � ��c� � s rf(;{�- Y a u " �'t'. <Q t,.. c" .,ci .,•k�� ... , �.. Ju.T ro '!'<.: _C a�� wit �;ifi�� ► '�' `a 1 � �. w:r �`'` � �� i•s i�rlt t�i I y 1 !J - "",� I c�y + - ALT LAME MATTRESS.M-11 The Public Realm o 3.2.4 The Underpass Park M - The Underpass Park infuses new life in abandoned -�- " < 0 0' infrastructure, providing an active recreation focused "D community park. The park is a programmatic bridge between the Rio Grande District and the industrial areas south of 400 South. a Standards Guidelines CGS 1. City Coordination:All programs 1. Design Elements:Elements may '� and activities shall comply with the include dog park,rock climbing City Transportation Department area,skate park,sports courts,art standards for access to roadway installations with lights and murals. infrastructure. 2, Programming:The Underpass Park may include but are not limited to the I -; following events: \' EVENTS FREQUENCY After school Urban Sports M ' Dailyb - 11 Strength Training/Exercise Classes Basketball Tournaments Weekly Skateboarding Clinic Figure 3.17 Skateboarding or BMX Events The Underpass Park Guidelines Diagram Rotating Mural Event Monthly Parkour Workshops Street Art Festival Annual ' Table 7:The Underpass Park Programming Table Figure 3.18: Figure 3.19: Photograph of a revitalized underpass park in Toronto with public murals and Photograph of an urban skatepark in Venice Beach which is very conducive basketball courts. and can activates these types of underutilized spaces. 66 Rio Grande District Vision and Implementation Plan 67 The Public Realm 3.3 Planting, Ecology, and Habitat 3.4 Stormwater Management Planting elements are integrated in part to support the biophilic design approach Stormwater management and water conservation is a critical part of supporting of the public realm, to help protect and feed local habitat, to frame public open landscape resiliency to climate change. spaces, and enhance pedestrian comfort. Standards s as 1. City Coordination:Selection of urban }; Standards forestry and plant palettes for public ens aces shall be coordinated 1. City Coordination:Design of o p p stormwater facilities for Rio Grande with appropriate SLC departments District public open spaces and + , and other regulatory agencies. ^�— „j, streets shall be coordinated with Guidelines SLC Public Lands,Public Utilities,and h, all other appropriate regulatory - 1. Native Planting:Native plant species agencies. that are well-adapted to an urban Guidelines site and non-potable irrigation are strongly recommended for the g y _ 1. Preferred Treatment Methods: planting palette.Avoid any invasive Figure 3.zo: Preferred treatment methods should Figure 3.22: species.Low water-use plants are Tree canopy provides welcome shade in the summer months and critical include green roofs,rain gardens, Rain gardens and bioswales help to manage Stormwater on site,while also strongly preferred. habitat area for local fauna. bioswales and flow-through providing new habitat areas. 2. Habitat Support:Plant species bioretention planters. throughout the site should provide 2. Water Storage Basin:Design of new T habitat for biodiverse local wildlife, public spaces such as the Green Loop " including food and nesting/shelter should consider an underground 1 sources. stormwater storage tank dedicated Y, n 3. Urban Agriculture:Edible gardens, for irrigation. p. community gardens and other 3. Educational Features:Educational edible plants should be located in �y zones of imported clean soil and/ I and interactive water features should _ be integrated with public realm r or implemented with raised beds = design for community engagements �' isolated from soil with sustainable practices. , ' 4. Canopy Trees:Canopy trees I - and shade structures should be Figure 3.21: Figure 3.23: strategically located to ensure Landscape that provides habitat for insects and other fauna helps sustain a Landscapes with low-drought plantings will support district resilience and more robust ecosystem. water conservation. shaded plaza areas and streets for comfortable pedestrian movement in the hot summer. 68 Rio Grande District Vision and Implementation Plan 69 The Public Realm 3.5 Paving 3.6 Site Furnishing Paving design and materials should be the primary element that give identity to Site furnishings should help to establish the unique identity of the Rio Grande the open spaces and help integrate the various parts of outdoor spaces into a District and help create an inviting, comfortable, and biophilic environment distinctive whole. for users. Standards Guidelines Standards Guidelines " 1. ADA Compliance:ADA compliance 1. Historic Character:The Green Loop, 1. City Coordination:All site furnishings 1. Complementary Contrast to Existing r A shall be required for paving design Festival Street,and The Arts Campus such as exterior light fixtures or Buildings:Site furnishings such as and materials in all public areas. should include pedestrian paving benches in the right-of-way shall benches,trash bins,and exterior light ; `w 2. Emergency Vehicles:All paving and "Which relates to the character of the meet Salt Lake City standards and fixtures should consider compatibility routes which must accommodate historic buildings and respect their be approved by all relevant City or complementary contrast with emergency vehicles shall comply with geometry and alignment. departments. the character of adjacent historic SLC Fire Department load-bearing 2. Permeable Pavers:To promote 2. Full Shielded Exterior Light Fixtures: buildings such as the Rio Grande requirements. stormwater infiltration,permeable All exterior light fixtures shall be Depot or the Salt Lake Mattress pavers should be used where fully shielded to minimize glare, Building. appropriate,specifically along the Figure3.24: light trespass and light pollution 2. Material Reuse:Site furnishings Figure3.26: Green Loop. Paving design and material helps create a sense of throughout the Rio Grande District. should provide an opportunity Site furnishings can be designed to enhance the place and distinct identity to an open space. for material reuse and Carbon character of an existing place. 3. High Albedo:Paving should utilize 3. Dark Sky Compliance:Exterior high-albedo content to reduce the ; } light fixtures shall meet or exceed sequestering within salvaged urban heat island effect and promote i applicable energy-efficiency materials.This could include concrete from old building foundations or cooling of the site. standards while adhering to 4. Local Sourcing:Local sourcing ' specifications of the International interior building materials. of paving materials should be �� Dark Sky Association to prevent 3. Green Loop Coordination:Site encouraged to take advantage of l` „ ' negative health impacts on humans furnishings such as light post banners local manufacturers and suppliers � _ F and wildlife. and wayfinding along 500 West -�-�and reduce embodied carbon. � f� , ��< � 4. Key Pedestrian Lighting:Exterior should incorporate the Green Loop E� light fixtures shall reinforce key active branding and select elements of 5. Intersection Paving:Major crossings f' the linear park design palette to such as 600 West and 300 South f' transportation pathways and shall be "'' provide accessible navigability for from Salt Lake Central Station to the scaled to the pedestrian and bicycle d, experience. pedestrians and cyclists along the Festival Street or 500 West and 300 urban trail.However,the Rio Grande Figure 3.25: Figure 3.27: South to the Rio Grande Depot should Permeable pavers can help with stormwater District segment of the Green Loop Exterior street lights that adhere to dark sky incorporate a special paving pattern infiltration and reduction of urban heat island. should celebrate design elements standards help mitigate light pollution and to emphasize pedestrian rlorit disruption of circadian rhythms. P P priority. that make it distinctive and unique. 70 Rio Grande District Vision and Implementation Plan 71 (1AZ Mobility Network 4.1 Mobility Overview 4.4 Street Sections 74 80 4.2 Active Transportation 4.5 Shared Parking 76 96 4.3 Vehicles 78 The Mobility Network 4.1 Mobility Overview Transportation and circulation are critical components of the safe and effective movement of people and goods within the Rio Grande F / District. The mobility network accommodates all .,g modes of travel with an emphasis on people- powered modes directly connecting to transit. • o ,o I A J By concentrating high-density development around Salt Lake Central Station with a diversity of uses and a multi-modal network,the Vision and ��•� Implementation Plan aims to reduce the reliance on private vehicles,helping to minimize traffic congestion and the amount of land dedicated to parking. O The mobility network envisions the following: _ 1 Q Pedestrian Priority:An integrated pedestrian network G� of generous sidewalks,plazas,and curbless streets that �! put people first. Low Stress Bike Network:Bicycle network that builds upon the existing City plans and capital projects,with Q routes to Downtown as well as connections to westside neighborhoods via 400 South,the 9-Line Trail,and the Folsom Trail. \ !• Transit Connectivity:A circulation plan that prioritizes transit access over private vehicles and supports Figure 4.1: O O options such as car share and ride share. Mobility Network Hoop _ 300 South(84'R.O.W.) 500 West(93'R.O.W.) Pierpont Avenue(70'R.O.W.) Functional Roadways:A vehicular circulation plan that 0 o serves the needs of on-site development and connects Woodbine Court Green Loop Park Area(101'Wide) Eccles Avenue(60'R.O.W.) to the surrounding arterials and freeways. (50'R.O.W.-North of Pierpont Ave.) (60'R.O.W.-South of Pierpont Ave.) Market Street(70'R.O.W.) Alleyways O 74 Rio Grande District Vision and Implementation Plan 75 The Mobility Network 4.2 Active �( Transportation All streets and pathways are designed with people ` - _ _,f/ and place in mind. The layout and design of streets include generous sidewalks, buffered bike 'V lanes, and slow streets to improve the safety and convenience of pedestrians and cyclists. © _ Standards 1. Public Rights-of-Way:All public 5. Mobility Hubs:Mobility hubs are rights-of-way shall comply with SLC places in a community that brings Roadway Design Standards. together public transit,GREENbike, 2. Sidewalks: All existing and new scooters,car sharing,and other ways for people to get where they want to , streets shall include a minimal go without a private vehicle.Refer to sidewalk width of eight(8)feet. Figure qs for the location of future 3. Pedestrian Priority Zones:Specific mobility hubs. portions of 500 West,300 South, 6. Rio Grande Depot:The Rio Grande Woodbine Court,and 600 West are designated as pedestrian priority Depot shall provide public pedestrian access through the main concourse ~' zones.Refer to""�for the to create a seamless east-west zones of pedestrian priority. connection on 300 South.Bicyclists Figure 4.2: 4. Bikeways:The mobility network shall shall be allowed to dismount within Active Transportation Network Map establish a bike network link between the Depot to connect to the existing the Salt Lake Central Station to 500 300 South buffered bikeway. West and the Rio Grande Depot. 7, Intersections and Traffic Calming: 500 West shall include a low-stress, All signalized intersections shall separated bike facility as part of the Comply with SLC Intersection Design future Green Loop and bi-directional Pedestrian Priority Zone Pedestrian Priority Intersections Signalized Intersection Standards.Where crosswalks bike facilities within the reconfigured at uncontrolled intersections111111111 Curbless Shared Streets •'• Mobility Hub � Pedestrian and Bike Shared Path roadway.600 West shall include bi- are proposed,an appropriate directional bike facilities for north- combination of traffic calming Alleyways Key Pedestrian Connections Bike Lanes south connections to the 9-Line Trail strategies shall be employed and the Folsom Trail. to maximize visibility and safe 00 Transit Stops Transit Lines External Pedestrian Connections O pedestrian crossing. 76 Rio Grande District Vision and Implementation Plan 77 The Mobility Network 4.3 Vehicles The street network has been laid out to serve the `a_ / needs of the private development blocks for access, -® parking, servicing, and loading. Standards 1. Vehicle Circulation:All streets shall 3. Curb Zone:The curb zone consists have two-way traffic circulation,with of areas within the roadway for the exception of 400 South Frontage on-street parking,loading,and Road,which shall have one-way pick-up/drop-off with the intent traffic in the westbound direction that each of these zones is close to L �.iiY1 only. the travelers'intended destination. Refer to Figure 4.3 for locations 2. Emergency Vehicle Access: In and recommended lengths of these coordination with the Salt Lake City �� > zones. ,. Fire Department,the vehicle network shall be laid out to ensure emergency 4. Service and Loading:Streets vehicle access to all necessary points. within the mobility network have Emergency vehicles shall be allowed been laid out with sufficient width to traverse non-vehicle sections on and turning radii at corners to curbless streets to ensure a rapid allow service vehicles to access all response. portions of the site and buildings Figure 4.3: that are likely to need servicing and Vehicie Network Map loading facilities.These facilities are restricted to certain sides of buildings and areas of open spaces to minimize their visual intrusion into the public realm.Refer to iigl &A for portions of the site where � Pedestrian Pathways Curb Zone � Signalized Intersection servicing and loading is allowed. ® Curbless Shared Streets 01#0 Parking/Service Access . Preferred Vehicular Ingress/Egress Locations Alleyway U24 Transit Lines = Proposed Transit Line Extensions 00 Transit Stops U214 Green Loop Shared Trail 10 78 Rio Grande District Vision and Implementation Plan 79 Street Description Key Map Typical Street Section The Mobility Network 4.4 Street Sections The mobility network proposes to redesign existing streets and build new streets in order to align with Salt The Moblllty Network Lake City's goals of creating a complete network of ' 4.4.3 Market Street people-friendly streets. Market Street is a bi-directional east- west local street which connects 600 West to 500 West. This includes the reconfiguration of existing public streets within the project The street provides two-way vehicular site,including 500 West,300 South,600 movement and loading/service access West,and 400 South Frontage Road,as to adjacent blocks.Market Street is the primary entry to the muncipal parking well as extension of public streets such structure. as Market Street,Woodbine Court,and Pierpont Avenue. The proposed typical street sections are based on the standards and guidelines provided in the Salt Lake City Street and y� f Intersection Typologies Design Guide. The typical street sections have been Street Dimensions modified to accurately adapt to the o.oaw Site's context. Standards: Pedestrian Clea,Zone 8 Feet Green/Stationary Zone 6Feet � Lf Vehicle Travel Lanes 11 Feet YV salt Lake City Np INTERSECTIO with Bike Sharrows one Lane In Each Directionn 41 STREET A DESIGN GUID curb Zane 9Feet TYpp�pGlEs Frontage/Setback 0 Feet p ^l �■ - �� Ihpl TIllu, Building Entries New development evelopent shall provide de ent on Market Street Table 10;M.,w SI-15fa .,,n1P ' 4411I111�"teu 11111. q�P:4 1 Figure 4.4: Street Standards Guide Standards Matrix Typical Street Plan 80 Rio Grande District Vision and Implementation Plan 81 The Mobility Network 4.4.1 500 West ® 3 500 West is a north-south complete street which accommodates the Green Loop park area on the eastern edge of the street. A double alley of trees shades generous pedestrian and bike paths. The street provides two-way vehicle movement and on-street parking. v Standards: — Pedestrian Clear Zone 8 Feet r4 I II 1 Green/Stationary Zone 7 Feet Between Clear Walkway and Southbound Bike lane 8 7' 65_5' 9' 1 11' e s esTi'�-a for O �S� �= N _ �� N '�'� .p. Bicycle Facility Separated Buffered Raised Bike Lanes g 02 90 oo N� a i « u 6.5 Feet Bike Lane 5 Feet Buffer with Tree bed Vehicle Travel Lanes 11 Feet One Lane in Each Direction 1 Curb Zone 9 Feet Frontage/Setback O Feet Building Entries New development shall provide a primary entry or entries on 500 West. r Table 8:500 West Street Standards Figure 4.5: 500 West Typical Street Section-Looking North 82 Rio Grande District Vision and Implementation Plan 83 0 The Mobility Network � '\ �\ ► 4.4.2 300 South \ 300 South is a east-west festival street �\D which links Salt Lake Central Station to *1 0 &� ILL the Rio Grande Depot. 86•R.O.W. 8' 8' 6 10' 11' 11' 10 6' 8' 8 It is designed as a slow street with two- A % Uo -= way vehicular lanes flanked on both 2 sides with generous flexible spaces for parklets, market stalls, on-street parking or loading. Segment 1 between 500 West and Woodbine Court is curbless. Section 2 between Woodbine Court and 600 Figure 4.6: West has typical curbs. -Lo South Street Section l Looking East O Standards: L. Ground Floor Spillover 8 Feet _ 86'R.O.W. 8' 8'— 6 10' 11'- __11' 10' 6' _ _8;-_ 8. Pedestrian Clear Zone 8 Feet "S �j F� duo '� $ t.N e N C- Green/Stationary Zone 6 Feet Curb Zone 10 Feet Vehicle Travel Lanes with Bike 11 Feet Sharrows One Lane in Each Direction Building Entries New development shall provide a primary entry or entries on 300 South. '' Table 9:300 South Street Standards Figure h I /q 300 South Street Section 2 -Looking East 84 Rio Grande District Vision and Implementation Plan 85 The Mobility Network i< 's 4.4.3 Market Street 0 A Market Street is a bi-directional east- west local street which connects 600 West to 500 West. The street provides two-way vehicular movement and loading/service access to adjacent blocks. Market Street is the primary entry to the shared parking structure. 70'R.O.W. 9. 6. y. - 11' 111 - 9' 6. 9. Standards: x; Q�e $s` ems` 1 goyim a°� 13m �- aa 8 3 Wot 3 H ac Pedestrian Clear Zone 9 Feet Green/Stationary Zone b Feet Vehicle Travel Lanes 11 Feet with Bike Sharrows One Lane in Each Direction T Curb Zone 9 Feet cob r Z Frontage/Setback O Feet Figure 4.8: � Building Entries New development shall provide entries on Market Street Market Typical Street Section -Looking East Table 10:Market Street Standards 86 Rio Grande District Vision and Implementation Plan 87 0 The Mobility Network _0¢ E v 2 Ty _ _0 4.4.4 Woodbine CourtFF Woodbine Court is a north-south localLL street that runs parallel to the Arts 50R.o.W. - - 9 S 11' 11' T 8' Campus on the western edge of the .28 t $s gs plaza. The street connects Eccles Avenue 9 and the 400 South Frontage Road. There are two typical cross sections for Woodbine Court determined by adjacency to the Arts Campus plaza. T Standards: {y O Figure 4.9: J, Woodbine Court Street Section I �1YIX Pedestrian Clear Zone 8 Feet -Looking North Green/Stationary Zone Alternatively on Eastern or Western Edge:5 Feet Vehicle Travel Lanes 11 Feet O with Bike Sharrows One Lane in Each Direction Curb Zone Alternatively on Eastern or Western Edge:7 Feet �. Frontage/Setback None � r Building Entries Ground Floor Makers Spaces shall have primary entries on Woodbine Court O 1 _ Pedestrian Clear Zone 7 Feet _ bo'R.o.w. B' 11' 11' 8' 4' T 30-90' Green/Stationary Zone 4 Feet o ��s 0 8 8 o =m �s doe :Q 3 °o Vehicle Travel Lanes 11 Feet with Bike Sharrows One Lane in Each Direction Curb Zone 8 Feet Frontage/Setback Western Edge:none Eastern Edge:0-90 Feet(Arts Campus Plaza) Building Entries Ground Floor Makers Spaces shall have primary entries on Woodbine Court Figure4.10: Woodbine Court Street Section 2 �qr� Table 11:Woodbine Court Standards -Looking North '1f' 88 Rio Grande District Vision and Implementation Plan 89 The Mobility Network \r1 j 4.4.5 Pierpont Avenue <J Pierpont Avenue is a east-west local street which connects 600 West to Woodbine Court. — - 7VR.O.W. 9' b' v- 11' 11' 9" 6' 9' Standards: afr H Pedestrian Clear Zone 9 Feet Green/Stationary Zone 6 Feet Vehicle Travel Lanes 11 Feet 0 with Bike Sharrows One Lane in Each Direction Curb Zone 9 Feet y i1 Frontage/Setback 0 Feet Building Entries New development shall provide entries on Pierpont Avenue Table 12:Pierpont Court Standards Figure 4.11: Pierpont Avenue Section-Looking East 90 Rio Grande District Vision and Implementation Plan 91 i The Mobility Network 4.4.6 600 West 600 West is a major north-south street connecting the Granary District to the I Depot District. The Rio Grande District I segment of 600 West is in front of Salt Lake Central Station and includes TRAX infrastructure within the right-of-way. The standards only apply to curb zone to building edge. all Standards: Pedestrian Clear Zone 8 Feet Landscape/Furniture Zone 7 Feet tt Bicycle Facility Separated Buffered Bike Lanes 1 6.5 Feet Bike Lane,3 Feet Buffer Vehicle Travel Lanes 11 Feet,One Lane in Each Direction Curb Zone Eastern Edge:9 Feet Frontage/Setback Eastern Edge:0 Feet(at Eccles Ave)to 20 Feet(at 300 South)Ground Floor Recess from j t. Property Line. 0'-20' B' 7' 6.5' 3' 9' 0'-20' - 3' 7' 6.5' 3'_ Building Entries New development shall provide a primary entry or entries on 600 West. ;N g o ; �N 1 g g =S a3 Standards: as z� On Zm n dV 2 ■ ■ zm Pedestrian Clear Zone 8 Feet Landscape/Furniture Zone 7 Feet Bicycle Facility Separated Buffered Bike Lanes ,o 6.5 Feet Bike Lane,3 Feet Buffer Vehicle Travel Lanes 11 Feet,One Lane in Each Direction , � I Frontage/Setback Eastern Edge:0 Feet(at Market St.)to 20 Feet(at 300 South)Ground Floor Recess from ■ ■ Property Line. Building Entries New development shall provide a primary entry or entries on 600 West. Table 13:600 West Standards Figure 4.12: Figure 4.13: 600 West Street Section 7-Looking South 600 West Street Section 2-Looking South 92 Rio Grande District Vision and Implementation Plan 93 *Eccles Avenue The Mobility Network �. .- ` �� T 4.4.7 400 South Frontage g 4.4.8 Alleyways 400 South Frontage Road is a 'Ile Alleyways are shared publicly accessible westbound street connecting 500 pathways between buildings without West to 600 West. The street includes curbs. These pathways create a a required 25 foot easement to safe mixing area for all modes of accommodate the potential for a future transportation and loading and light rail extension. servicing. * Eccles Avenue is a special condition I and will be designed to seamlessly j connect with the eastern segment of `j the street. of d� Standards: Standards: Pedestrian Clear Zone 8 Feet Shared Path 20 Feet Green/Stationary Zone 5 Feet Landscape/Furniture Zone 3 Feet Bicycle Facility n/a j Bicycle Facility n/a Vehicle Travel Lanes 11 Feet Parking/Loading No On-Street Parking Parking/Loading n/a 25Eoc. M Frontage/Setback n/a 21' B' S' 11' 3' 20 3' o�. i 2 Easement 25 Feet(Northern Edge) x� o� Building Entries n/a v` u.: Building Entries n/a I I Table 14:400 South Frontage Standards Figure 4.14:400 South Frontage Street Section-Looking Table 15:Alleyway Standards Figure 4.15:Alleyway Section East 94 Rio Grande District Vision and Implementation Plan 95 The Mobility Network 4.5 Shared Parking To leverage the Rio Grande Districts location to the Salt Lake Central Station and support the RDA's sustainable development policy, the design �\ ' framework outlines a shared parking strategy, J including a centralized shared parking garage. A successful approach for district parking at the Rio Grande District adheres to the `\ following: Park Once:A shared parking garage Depot District Parking Agreement:RDA on the southern edge of the site will proposes a shared parking agreement J reduce the presence of automobiles and with surrounding underutilized parking encourage people to use sustainable garages within the larger Depot District, ` y` modes of transportation such as walking, which can ensure that near-term biking,and transit. parking demand is provided without O over parking the site. Shared Parking:Accommodating O on-site demand in a shared parking Shuttle Connector Service:If a shared \\ -\ pp0 2jS garage supports the utilization of parking agreement is successful within parking spaces at different times of the the Depot District,the Rio Grande day and night. District may provide a shuttle connector L` Productive Land Use:The proposed service to connect the district to parking strategy transforms land available off-site parking.Future studies traditionally designated for cars,into will confirm the route,frequency,and Gi more productive spaces for housing, provider of a sustainable and convenient commerce,and community life. shuttle service.This is also a future opportunity for an autonomous vehicle shuttle system. i �? Z Figure 4.16: Shared Parking District Diagram Parking Structure / Shuttle Line OParking O 96 Rio Grande District Vision and Implementation Plan 97 The Mobility Network 4.5 Shared Parking Guidelines CATEGORY STRATEGIES DESCRIPTION BENEFITS Standards 1. Floor Slabs:Floor slabs that are set at a slope,such as speed ramps,should Cost of parking spaces Ensure reserved 1. District Parkin Garage Location: 4. Pedestrian Connections:The district not be expressed at the fa ade of the Unbundled 9 9 P 4 is separate from cost to spaces are being The primary district parking garage parking garage shall allow at least parking structure.Where the occur, Parking P Y P 9 9 9 P 9 9 9 P 9 Y lease building space. utilized. shall be located on Block C with one walkway connecting through the _ they should be visually screened. access on Market Street,400 South building at grade for frontages on Floor slabs visible from the street Reduce parking Utilize parking ratios Lower supply can Frontage Road,and Woodbine Court. Market Street,Woodbine Court,and -r must be flat. ratios lower than maximum lead to lower - Parking requirement. demand 2. Parking Garage Orientation 400 South Frontage Road. 2_ . Ground Floor Materials:Higher Enter shared parking and Height: The parking garage 5. Facade Screening:Due to it's l � �y.. quality building materials should be P g rectilinear footprint shall have the prime location along 400 South Shared Parking emphasized in the fagade design agreement to Way to provide 1.� shorter expanse along Market Street the district parking garage shall be � on the ground floor,as well as at Agreement utilize underutilized additional parking to minimize impact on the Salt Lake architecturally or artistically screened pedestrian touch points and in parking at nearby inventory for site. Mattress building. and designed with attention to detail circulation areas. developments. compatible with adjacent buildings. Connects the Rio 3. Rooftop Recreation Area:The 3. Light Trespass:Light spillage from rooftop of the district parking garage The facades are an ideal location for within the district parking garage Grande District to interpretive elements,environmental Figure Shuttle Provide first/last mile other destinations shall be used as a publicly accessible g should be minimized impacts to the signage,public art,and green walls. The Central Parking Garage at the University of Utah Connector connection to near-by recreational facility such as a soccer is a prime example of rooftop recreation on top ofa surrounding development,especially Can be utilized to Service destinations field or outdoor gym.As such,public parking structure. residential.Parapet edges of the connect with off-site access to the field shall be provided Credit:Hunt Electric parking trays should be higher than parking. by elevator and stairs during hours the vehicle headlights. of public use.Signage that is clearly Utilize shared Convenient mode �- 4. Wayfinding:Take opportunities when traveling visible shall be posted,directing the �-= micromobility public to the field,and indicating to be playful and creative with Micromobility across the Rio wayfinding and environmental (e-scooters,e-bikes) its hours of operation and means of � TDM Grande District or to access. services graphics,particularly on the southern near-by destinations. fagade facing 400 South and signage directing the public to the roofto Provide discounted P P Discounted _ recreational area. or Subsidized or subsidized transit Encourage use of passes for residents or transit 5. Parking and Transportation Demand Transit Pass employees Management(TDM)Strategies: In order to significantly reduce the Provide financial parking demand for Rio Grande Financial incentives for residents/ Encourages use of District development,the RDA and Incentives employees for using other modes development partners should employ other modes Figure 4.18: parking and transportation demand The Parking Garage Facade P22a designed by Wulf Architekten in Koln Germany successfully creates a Table 16:Parking and Transportation Demand facade that is light,transparent,and playful,both during the day and night. management(TDM)strategies. Management(TDM)Strategies Menu Credit:Tobias Vollmer 98 Rio Grande District Vision and Implementation Plan 99 Land Use and Urban Form 5.1 Urban Form Overview 5.5 Podiums 702 114 5.2 Land Use 5.5 Building Massing and 106 Orientation 116 5.3 Ground Floor Uses 108 5.6 Sustainable Design 720 5.4 Building Heights 712 Land Use and Urban Form 5.1 Urban Form Overview \- The Rio Grande District is a gateway site and a landmark destination serving Salt Lake City and the Wasatch Front. As a highly visible location in Downtown that embraces the future, building design •. - ;\ shall embody a bold and expressive urban identity. An inviting urban form,well-balanced between high-density development and a 4P �� ] pedestrian-friendly public realm,is critical to the success of delivering a welcoming and Inclusive place.The vision for the public and private buildings within the M` �o Rio Grande District is to create a distinctive,pedestrian-oriented,high-density, t r, sustainable neighborhood that embodies the following fundamental values: ¢' r t O " Create a distinct sense of place:Celebrate the _� " r, e / unique aspects of the site by designing a memorable f.k destination. ��-:�� M I\ Capitalize on transit investments:The existing and future transit investments will generate long-term ,\. returns on investments for surrounding transit-oriented \ development. Celebrate the history:Showcase the history of the Rio � M Grande District by integrating the existing architectural heritage into an inspiring new development. Maximize the development potential:Establish Figure 5.1: a balanced mix-of-uses and a high-quality urban Urban Form and Land Use Overview Diagram �© environment while maximizing the development potential of the site. Establish a vibrant district:The mix-of-uses,ground Q v floor activation and public realm will provide the stage for a 24/7 vibrant,engaging,and safe new district. 102 Rio Grande District Vision and Implementation Plan 103 — J . - •.all •.aaA.� _ — ,�_-.� - 11 _ _ _ �..:F �_. � T t "' _ /. �{ eat ^ . �-y �j - J.�,.:��"�•' 'y��'1 -'.-••� _ - Ito e_1.-4 �� _ ��i "� - _ •*f., _ Il. Ir .ate'�t�"� y` t�, _� •/ •4, ��o �.. _ _ � _ -__ -_ �1� +� "__-. -f "'e —II C Mr�.._ f: - �s a�P�itu� - _- '>�1+- •`> `..,✓!��, Ww,pjr �•_ S - • , �.✓ �i R ,/-. ice,'' 1 ^� 4. SY'•.i�'. _ ` ��. �` _•s7.- �J f - ..T=ro6�7 !4. ,•,e.... tic"T - ��' C:!-. AlliM Will �' Ak ,' i+l ' n � 3 ';r'• /-= - y.,f� �i... - s t �1'' -r/1 IBM's,+iitl - �, lip i►r 1.1 I 1 I ,ylll 1" I, Irl DIIp A'I�DIIh _� - •�''�� jM '. ��III,1 111,I 1i611 ,:11 IIIlhllillllll,lu!!d,jl,,.!+ic 1•i. Via: '.�.5->��• - t '. t- \ . � ' � �'+'' 1111IIILII II 11 ,I�IY• .,.: W Jlgll�l!.;� : ��'.� ... - - - ..�� ,� 4 + li 11 11 1� ,.NI DD II11 111 1+ I 'Il �` i. r N li IIIN II^plll 'f�111�1 N' +c` II III II a'^ -� 8:�.. ��„_ D i IIiIIi�IIIIIq�1,� o �J`ul !•!y.l�� +�--- .y �/n.t, IR: - +' .�,�. � f�—� '� -�'<_ _ \ � , . i�(l � �11 ( (n l I �.�. �; ,^: uu iuw .�ar �;y1Y. "• I I - � - Yt1,1'III r�Ij4C 1j1 I IIII IIL y �1, gnl !rnu"'Tty+fy +a ��11� 1j1 I/ p 111 IIII C �. u a l ' ill ('1 I"q I 111 I . o '< �. t • ,mob /+ 111 11'1 �II+I ,\ ` ,,, fr Y�q� + Aft .• n... �. ` � - � \�� 'litlj1�'1^II1'A/1 - ,`�``•,�. � �A�w"u4•ra 4 (/�l��' '�; • ,:n �..� t \L or +!!III+rrl gfl)r�Y .I I 1 e Figure 5.2: Illustrative rendering ofthe Rio Grande District at full buildout .�- Land Use and Urban Form .. 5.2 Land Use ....... The Rio Grande District aims for a diverse, balanced mix-of-uses that invites more people to live, work, play, and learn in the Depot District. Standards Guidelines 6 1. Permitted Uses:The Rio Grande 1. High-intensity Employment Hub: District site is within the Gateway Aligned with the G-MU zoning,Blocks Mixed-Use Zoning District.,All E and F bounded by 600 West and permitted and conditional land uses 300 South,should be high-intensity shall be governed by 21A.33.060 ail6 commercial use to capitalize on the ilibafiadilihake.Gity Zoning Code. direct proximity to Salt Lake Central 2. Open Spaces:Proposed parks and Station.This can include a wide range of commercial uses,including plaza spaces are included within the land use categories in filik"M tech headquarters,lab spaces,and 5.3.Applicants shall adhere to the creative office. / � � © '`=a _,_\� open space specifications outlined in 2. 500 West Residential Corridor: SEG;&QN6&2. Per the G-MU zoning district,the 3. Parking Garage:The preferred site 500 West corridor is intended to for the district parking garage is on be a primary residential corridor the west portion of Block C.Refer to from North Temple to 400 South,as for more information on such,Blocks A and C should be high shared parking. intensity residential mixed-use. 3. Enhancing the Rio Grande Depot: The State of Utah is planning to re-locate several state departments into the renovated Rio Grande Depot as well as potential spaces for high education and cultural programming. To support this civic node,Block B is identified as a civic anchor/regional attraction. 4. Transitioning to the Neighborhood: Figure 5.3: To support a smooth land use Land Use Diagram transition to the existing multi-family Residential Mixed-Use Park residential along 200 South and Commercial Mixed-Use Artspace,Block D is identified as 12 Parking residential mixed use. Potential National Governing Body 0 106 Rio Grande District Vision and Implementation Plan 107 Land Use and Urban Form 5.3 Ground Floor Uses ::j The ground floor is where the activity of a building meets the public realm, and therefore plays the greatest role in shaping the pedestrian experience. Each building frontage has a role to play in the definition and activation of streets and open spaces. Standards 1. Active Uses:Regardless of building 3. Parkfront Zone:The Parkfront Zone type or use,ground floor active uses shall provide a high level of activity shall be required where indicated inr with a mix of building lobbies for &Q rs<< upper floor uses,retail,residential, �.The complete table of PP permitted and conditional ground entertainment and sports recreation floor uses in the Gateway District are venues,that enlivens the Green Loop. found in 21A.33.060a&Wbe Salt Lake 4. Maker Spaces Zone:The Maker onin Code.Rio Grande District P — �"Z g Spaces Zone fronting on the Arts -_� — active uses are organized by the Campus Plaza shall include light -T, ",.C' following character zones:Festival industrial,production,fabrication, —� Retail Zone,Parkfront Zone,Transit manufacturing,and studios for local Street Zone,Maker Spaces Zone, artists and artisans. Tech Lake Zone,and Neighborhood Street Zone. 5. Transit Street Zone:The Transit Street Zone shall create a welcoming, — o� 2. Festival Retail Zone: The Festival pedestrian friendly environment on _ .r Retail Zone located along 300 600 West for transit patrons.Primary . " South represents the highest level of lobbies for upper floor uses shall be i �F intensity of shops,cafes,and retail at sT placed on 600 West.Ground floors the Rio Grande District.The Festival shall include neighborhood uses such Street and the street corners on 600 as medical offices,daycares,hotels, West and 500 West shall have a among other uses. required retail use.A corner shall be measured from the first 30 feet from 6. Tech Lake Zone:The Tech Lake Zone Figure 5.4: building edge on either side. shall apply to frontages indicated in Ground Floor Edges Diagram Festival Retail Zone Neighborhood Street Zone Transit Street Zone Figure 5.4 which allows for ground floor commercial uses such as offices, Parkfront Zone Tech Lake Zone Potential National Governing Body dry and wet labs,and common spaces and amenities. Makers Spaces Zone Loading/Services Green Loop UTA Redevelopment Area O 108 Rio Grande District Vision and Implementation Plan 109 Land Use and Urban Form 5.3 Ground Floor Uses 7. Neighborhood Street Zone: —IPW Guidelines The Neighborhood Street Zone . shall apply residential frontages 1. Permeable Openings: Active Edges along streets that are quieter in should consider permeable openings character,and serve to makeup such as sliding and folding doors to the neighborhood feeling of the '•,r ;• y encourage activity spill out onto the Rio Grande District.If the ground sidewalk and plaza spaces.Roll up L floor residential has individual doors or other large doors are highly entries,the units shall have elevated encouraged along the Arts Campus stoops.Refer to for more �, plaza to provide views into makers information on elevated ground floor spaces. residential units. �-�� 2. Proximity to National Governing S. Building Servicing and Loading Body:Uses along the Parkfront Zone Zone:To minimize the visual should allow for outdoor spaces impact of back of house operations Figure 5.5: that enable event viewing in the Figure 53: Elevated stoops create a semi private space for an intimate social setting. Sliding or roll up doors can facilitate the movement of people,equipment,and of buildings such as deliveries, National Governing Body spectator goods in and out of the ground floor. maintenance,and parking shall be plaza.Ground floor spaces along the located in areas indicated in iirig� Green Loop have the opportunity i� to spill out into the park,activating 9. Combine Building Services: the edge and taking advantage of Wherever possible,servicing entries the park and view of the Rio Grade shall be combined such as combining Depot.The proximity to the National a parking entry with a loading dock. Governing Body means that food and entertainment uses should be 10.Corner Zone:To minimize pedestrian, designed to anticipate larger crowds bike,and vehicular conflicts with of pedestrians. WORKSHOP servicing activities,servicing entries shall not be located within 30 feet of - a block corner. Figure 5.6: Active ground floor uses can also include internal uses such as conference/ assembly spaces where passerbys can look in from the sidewalk. Figure 5.8: Well defined lobby entries can help provide visual interest and activity along major streets. 110 Rio Grande District Vision and Implementation Plan 111 Land Use and Urban Form 5.4 Heights Maximum height limits establish a neighborhood fabric that is sculpted, with heights ramping up to the Festival Street y '.J and stepping down to the surrounding 4P dP K neighborhood. dp Standards -i 2� r� o 'ti f `` ` '.� 1. Maximum Height:The height of 2. Ground Floor Heights:Ground floor y buildings shall not exceed the with non-residential uses shall be ylS dP applicable maximum height as shown a minimum of 15 feet,clear height in Figure 5.9 and Table 17. between finished floor and finished ceiling.Ground floor residential BLOCK MAXIMUM HEIGHT units shall be a minimum of 2 feet ID ENVELOPES above the adjacent sidewalk,with 0. ADA compliant access provided for A 400 Feet 150 Feet I y accessible units. B 75 Feet y C 150 FeetQ y z D 200 Feet Z E 260 Feet F 300 Feet 200 Feet G 180 Feet/120 Feet Table 17:Maximum Heights Table Figure 5.9: Maximum Height Diagram Allowable Height Envelope 0 112 Rio Grande District Vision and Implementation Plan 113 Land Use and Urban Form 5.5 Podium The building podiums are intended to respect \ and complement the existing historic structures \ while creating visual interest and encouraging \ a diversity of experiences. / Standards Guidelines ' � Oq 1. Podium Heights:Development 1. Balconies and Terraces:The adjacent to existing structures such inclusion of balconies and terraces as Artspace Macaroni Flats,Salt are encouraged adjacent to public Lake Mattress Building,and the Rio open spaces such as the Green Loop, Grande Depot shall have a podium Festival Street,and Arts Campus height that matches the roof datum plaza to take advantage of views \ - M 1 \ of the adjacent structure.The and allow greater programmatic and ' M M podium height shall be measured to visual connection between uses in the Mt the highest point on the identified buildings and the public realm. structure.Block B,C,and G are 2. Terrace Access:All terraces resulting exempt. from stepbacks should be accessible 2. 600 West Ground Floor Recess: and well-landscaped with amenities Ground floors along 600 West shall such as seating,greenery,and be recessed as per i OURE 3&The gathering spaces to complement the l resulting space shall be publicly vibrancy on the ground plane. - \ accessible and be used for amenities 3. Podium Modulation:The mass of the for improved pedestrian experience. x podium should be broken down into smaller masses.These massing moves should relate to the overall building design,upper building design,and \ to other prominent building elements such as fenestration patterns and \\ building entries. ®\� Figure 5.10: Building Podium Diagram ® Stepdowns � Match Podium Heights ® Important Open Spaces of Human Scale ® Existing Buildings O 114 Rio Grande District Vision and Implementation Plan 115 Land Use and Urban Form 5.6 Building Orientation l and Massingr-- _�, The upper portions of buildings are important contributing elements to the SLC skyline and project a strong urban identity. i Standards = I. Tower Orientation:The longer axis of mid-rise and high-rise building floor 7 plates shall be oriented east-west for maximum solar performance. The exception is Block A,which is designed to be a point tower. g `oc `;�% 2. Maximum Tower Bulk Controls: yrQ Tower floorplate shall adhere to the Q�oc 1 following controls: TOWER MAX DIAGONAL TOWER MAX PLAN LAND USE DIMENSION DIMENSION \ , Typical 260 Feet 100 Feet Residential Tower Typical Commercial 270 Feet 130 Feet o - _ Lower Tower Typical l`� \� ,n' � Commercial 180 Feet 100 Feet } ^`� ,pro O Upper Tower Mixed-Use Point u O 130 Feet 100 Feet Tower Table 18:Maximum Tower Floorplate Table Figure 5.11: Building Orientation and Massing Diagram 7 Typical Residential Tower Mixed-Use Point Tower Typical Commercial Lower Tower Typical Commercial Upper Tower O 116 Rio Grande District Vision and Implementation Plan 117 Land Use and Urban Form 5.6 Building Orientation J ...... and Massing ........... e; t Guidelines ...•. :... .................... .. ... i 1. 600 West Stepdowns:The western �- % � _,. •. - facades of towers along 600 West that exceed 200 feet should step s` .......... """ down as it approaches the street and Salt Lake Central Station. These stepdowns should serve as r vegetated,occupiable terraces which provide a biophilic entry into the City. l 2. Views to Natural Environs:Towers exceeding 200 feet should carve out observation balcony areas to -- \ "•��. i, � I /`•.,,,�` _ surrounding natural features such as the Wasatch Mountains,the Orquirrh II, I �- ``,� j ' .' \ Range,and the Great Salt Lake. 3. Preserve view of the Rio Grande Depot from 400 South:Development on Block G should be sculpted to X 7'\ provide a peek of the Rio Grande Depot sign from the 400 South Viaduct. Figure 5.12: Building Orientation and Massing Diagram 2 Green Roofs View Corridor O 118 Rio Grande District Vision and Implementation Plan 119 Land Use and Urban Form 5.8 Sustainable Design To support the goals and targets of Salt Lake r City's Climate Plan, the design framework focuses on strategies to shape the urban form for a more comfortable, energy-efficient, and 0 high-performing district that has a rich biophilic s {" experience. y t I A. Standards 1. RDA Sustainable Development 4. Green Roofs and Terraces:Terraces Policy:All new development shall shall be designed to manage o ••"• �� adhere to the RDA Sustainable stormwater,alleviate heat islando _ •�� `•.. Development Policy which provides effect,and create aesthetically ;••r, r• requirements for enhanced energy pleasing and biodiverse outdoor % performance,emission free building spaces.Rooftop vegetation should operations,and net zero building optimize building energy efficiency \ • Q00 standards. with increased thermal insulation, providing natural shading,and o<o 2. Stormwater Management:New cooling through evapotranspiration `L +•• �, horizontal and vertical development and prevent excessive heating and shall employ decentralized r cooling in buildings. I strategies to address runoff such as �- permeable surfaces,green roofs, and rain gardens,to manage and r absorb stormwater at its source. This approach minimizes strain on centralized systems,promotes biophilia,mitigates urban flooding ` and water pollution. 3. Embodied Carbon:Vacant r- existing structures such as the Salt i Lake Mattress Building and Blue Figure 5.13: Warehouse shall be preserved and Sustainable Design Diagram Renewable Energy � Retrofit Existing Buildings --� Net Zero Building Systems retrofitted for new uses. Decentralized Stormwater O Native Landscaping Green Roofs Management O p"r Active Mobility Q Mobility Hubs O 120 Rio Grande District Vision and Implementation Plan 121 Land Use and Urban Form - 5.8 Sustainable Design 1 k; Guidelines 1. Bird-Safe Building Design:The Great 4. Photovoltaic Panels:Portions of the Salt Lake is part of a vast Great Basin roof area with direct solar access haven for shorebirds migrating along should be considered for solar energy the Pacific Flyway.The vast amount of or heating systems(including PV bird-species in the region paired with panels).Wherever possible,mount n' a more vegetated public realm and solar energy or heating systems over - the addition of reflective glass towers mechanical equipment,or structures ' can lead to a high risk of bird-strikes. over green roofs,or structures used ` To mitigate the risk of bird-strikes, for human shading.Where solar all development that has facades energy systems are combined with exceeding 30 percent glazing should green roofs,incorporate shade utilize bird safe design strategies on tolerant species. �+ the first 60 feet measured from the i 5. Mass Timber Construction:Changes ground plane.This includes fritted in modern building codes are making glass,etched glass,UV coated glass, mass timber structures as tall as frosted glass,and exterior apparati 18 stories possible.Development such as louvers,fins,and mullions. r r should explore utilizing mass timber 2. Natural Daylight:Passive lighting elements like cross-laminated timberi' '� and access to natural daylight should panels(CLT).Mass timber structures Y' be used where possible.Access to offer significant environmental ; natural daylight can improve human benefits including long-term carbon health and artificial lighting can sequestration,reduced greenhouse be one of the largest demands on gas emissions,reduced embodied - building energy. and operational energy footprint. 3. Solar Control and Exterior Shading: 6. Building Amenities for Wellness: Facades that are south-or west- Building amenities should include . facing can be exposed to greater fitness rooms that are close to and " amounts of thermal energy from the visible to outdoor spaces,indoor bike sun,causing heat gain to the building parking and showers for commercial and requiring energy for cooling. development. �- Consider using passive means of shading including less glazing, louvers.This will support the bird-safe - building design strategy. Figure 5.14: At 40 stories,Canada's Earth Tower will become the world's tallest hybrid wood tower,dramatically reducing the project's greenhouse gas emissions through carbon sequestration. 122 Rio Grande District Vision and Implementation Plan 123 0 Implementation 6.1 Phasing Plan 126 6.2 RDA Role in Rio Grande District 732 6.3 Governance Framework 738 6.4 Next Steps 746 Implementation 6.1 Phasing Plan This ambitious Plan will be built in phases over many years and will be influenced by changing market conditions and funding sources. This section describes a potential phasing scenario. / 1 1 Phase 1 Infrastructure Development Market Street Potential National Governing Body Headquarters and Training Center Woodbine Court(South Segment) Salt Lake Mattress Renovation Phase 1 300 South Shared Parking Garage Arts Campus Plaza(South Blue Warehouse Renovation Segment) Potential National Governing Body Spectator Plaza i Pierpont Avenue Rio Grande Depot Renovation j Phase 2 Woodbine Court(North Mixed-Use Residential Development ' Segment) Renovation of Blue Warehouse 500 West Commercial Mixed-Use Phase 3 Green Loop Development Residential Mixed-Use Landmark I /1 Arts Campus Plaza(North Segment) Tower G Phase 4 g ) Underpass Park Commercial Mixed-Use Development Table 19:Phasing Plan Infrastructure and Development - Figure 6.1: Phasing Plan Diagram Phase 1 Phase 4 Phase 2 Phase 3 O 126 Rio Grande District Vision and Implementation Plan 127 Implementation 6.1 .1 Phase 1 6.1 .2 Phase 2 Phase 1 infrastructure investment and development is Phase 2 infrastructure investment and development is focused on the re- focused on the southeastern portion of the site. opening of the Rio Grande Depot and adding housing onto the site. New infrastructure investment includes the following: Vertical development includes the following: New infrastructure investment includes the following: New multi-family residential projects on Block C and Block Construction of Market Street and a segment of Potential National Governing Body Headquarters and Construction of Pierpont Avenue from 600 West to D,with active uses on the ground floor. Woodbine Court. Training Facility on Block B. Woodbine Court and the northern segment of Woodbine Anticipated construction of commercial mixed-use high- Major mobility and access improvements to the existing The Salt Lake Mattress Building is proposed to be Court from 300 South to Eccles Avenue. rise tower on Block E.The project can accommodate a 300 South(Festival Street)and 400 South Frontage Road renovated in Phase 1 as part of the potential National Vertical development includes the following: tech anchor tenant in an urban campus setting or multiple rights-of-way. Governing Body project. tenants including allowances for new wet and dry lab Completion of the Rio Grande Depot renovation with State spaces to support Tech Lake City initiative. Construction of the southern portion of the Arts Campus A RDA-owned shared parking garage on Block C. of Utah departments and additional civic tenants moving plaza and the potential National Governing Body Renovation of the existing Blue Warehouse with an active into the Depot along with a publicly accessible grand spectator plaza fronting along 500 West. use such as a brewery or commercial space for workforce concourse with new active uses. Re-opening of the Rio Grande Depot development,educational programming. Construction of transit supported commercial high rise towers Potential National Governing Body Headquarters and Training Facility Shared Parking Garage I _ _ ` Renovation of the Blue Warehouse Multi-Family Residential Development 1' Potential National Governing Body Spectator Plaza Improvements to 400 South Frontage Road f Arts Campus jSouthern portion o Southern portion of Woodbine Court \ Construction of 300 Construction of Market Renovation of Salt Lake Multi-Family Residential Construction of Pierpont Avenue and South Festival Street Street Mattress Building -'\ / \� Development Northern Segment of Woodbine Court. / \ Figure 6.2: Figure 6.3: Phase 1 Proposed Infrastructure and Development Phase 2 Proposed Infrastructure and Development Phase 1 O Phase 2 O 128 Rio Grande District Vision and Implementation Plan 129 Implementation 6.1 .3 Phase 3 6.1 .4 Phase 4 Phase 3 infrastructure investment and development is focused on the parcels Phase 4 infrastructure investment and development is focused on the landmark adjacent to Salt Lake Central Station and the Green Loop. mixed-use residential tower on 500 West and the mixed-use development along the 400 South Overpass. New infrastructure investment includes the following: Vertical development includes the following: New infrastructure investment includes the following: Vertical development includes the following: Reconfiguration of 500 West as a multi-modal Anticipated construction of commercial high-rise towers Construction of the northern portion of the Arts Construction of the landmark residential mixed-use tower street,including improved intersections at 400 South on Block F.These buildings can accommodate a tech Campus plaza. along 500 West and 300 South on Block A. and 200 South. anchor tenant in an urban campus setting or multiple Construction of permanent park programming at the 400 Construction of commercial and residential development The construction of the Green Loop urban trail and linear tenants including allowances for new wet and dry lab South underpass such as dog park and soccer courts. on Block G. park on the eastern portion of 500 West. spaces to support Tech Lake City initiative. Construction of landmark residential tower 500 West redesign and Green Loop urban trail and park I i I Construction of park programming at 400 South underpass <_ i- �� I I Y Construction of transit supported commercial high rise towers \\ / UT" 7 Construction of commercial and residential development - -� Figure 6A Figure 6.5: Phase 3 Proposed Infrastructure and Development Phase 4 Proposed Infrastructure and Development Phase 3 O Phase 4 O 130 Rio Grande District Vision and Implementation Plan 131 Implementation \\ 1 6.2 RDA Role in the Rio Grande District M F� The development of the Rio Grande District has the potential to cultivate a vibrant urban district that exemplifies what makes Salt Lake City special and stamps its position as the best transit-oriented district in the State. 1 Several key goals for the development,programming, The RDA will play a pivotal role in the development T Sf+ i and positioning of the Rio Grande District have emerged operations,and long-term success of the Rio Grande through conversations with stakeholders.Governance District.The RDA is slated to serve four primary roles: • �,�� can facilitate the following goals: `�+ ¢ r4 : a • Land Owner:As the primary landowner,the RDA should • Development:Establish the Rio Grande District as the manage and optimize development on the land in standard for sustainable transit-oriented development in perpetuity. Salt Lake City and the State of Utah. • Infrastructure Developer:The RDA and the City willF • Programming:Create a new urban scale development develop,own,and operate infrastructure and public that leverages local organizations to create a space throughout the district in alignment with its vision r ;, �• M programmed and activated district for art,community of walkability and transit orientation. 1 health and wellness,and organic economic growth for • Programming Manager: The RDA will lead the activation SEC. and programming of the Rio Grande District,with 1 1 — -,•; _N r r • Positioning:Foster a walkable community that takes collaboration from nearby partners and property owners. advantage of density to create a mixed-use,mixed- The RDA will maintain ownership of ground-level space `� 1 income,and inclusive district. when able. `r`�*' is�' x • District Curator: The RDA may provide incentives to private parties,including developers and space users,to advance RDA policy goals,such as discounted space fors. . start up businesses,participation in programming and activation,and dedicated public space. Figure 6.6: Close up of Arts Campus plaza.RDA will lead the activation and programming of the Rio Grande District such as maintaining ownership of ground level spaces and curating programming in spaces like the Arts Campus plaza. 132 Rio Grande District Vision and Implementation Plan 133 Implementation 6.2.1 Land Owner 6.2.2 Infrastructure Developer As the primary landowner, the RDA should The RDA and the City will develop, own, operate infrastructure manage and optimize development on the and public space throughout the district in alignment with its land in perpetuity. vision of walkability and transit orientation. • Responsibilities Risks and Limitations Responsibilities Opportunities • Function as the master developer,crafting RDA assumes some ongoing risk related to the Oversee and implement vision and implementation By maintaining ownership of the infrastructure, design guidelines,executing ground leases and success of development activity(i.e.susceptibility to planning efforts,including identifying the funding the RDA and City can ensure principles of shared development agreements,oversee vision and changes in the real estate market). sources,executing bonds,and budgeting for parking and shared utilities are maintained implementation planning and site planning RDA remaining involved in land ownership means maintenance and repairs. throughout the Rio Grande District. • efforts,and monitoring the execution of vertical that it will need staff capacity in perpetuity to Develop a plan for overseeing the physical assets The RDA and City can capture parking revenue and development. provide oversight of ground lease terms,negotiate and hire workers to execute maintenance and additional revenue from shared agreements and • Initiate solicitations for development parcels,in future ground leases,and facilitate other land repairs. use that revenue to reinvest into Rio Grande District line with a strategic phasing strategy that logically ownership tasks. Collect and manage revenues from shared facilities infrastructure. advances development throughout the district. and ensure proper debt service. Risks and Limitations • Manage ground leases,including ensuring Related Policies The RDA and the City assumes the responsibility for compliance and collecting ground lease revenue. Tax Increment Reimbursement Program Policy: all infrastructure improvements and incurs the cost • • Refresh district vision and implementation plan for all development and repairs. Provides a mechanism for the RDA to partner with periodically to ensure highest and best use of land private developers to support on-site infrastructure RDA will need to hire staff or third-party support to and optimal development outcomes. and other improvements. oversee and maintain certain infrastructure. • Related Policies Facilitate ONE* Manage long- Real Property Disposition Policy:Determines the development term ground process and method for deploying RDA-owned land partnerships leases for redevelopment. Loading • Sustainable Development Policy:Sets guidelines on O Build and Servicing the sustainability metrics RDA-supported projects lei 101 Zones must meet. 1 11110101 _S`l�'2_ Open 101110101 Design g}r Space • Granary Adaptive Reuse Policy:Provides a �d w AIM precedent for how the Rio Grande District Update Vision and Land District Street- development can preserve existing structures. Implementation Owner Plan Operate Plan to identifyCollect ground Parking scape lease income Infrastructure • Opportunities new development Developer _ opportunities. Finance Utilities • RDA will receive ground lease revenue that can support infrastructure investment and other key investments in the district. Public Invest ground Maintain Realm • RDA maintains control and influence regarding the lease income types of programming and development that occurs in strategic on-site,enabling the RDA to meet policy goals initiatives related to affordability,sustainability,etc. Figure 6.7: Figure 6.8: RDA as Land Owner Diagram RDA as Infrastructure Developer Diagram 134 Rio Grande District Vision and Implementation Plan 135 Implementation 6.2.3 Programming Manager 6.2.4 District Curator The RDA will lead the activation and programming of the Rio Grande District, with The RDA may provide incentives to private parties, including developers and collaboration from nearby partners and property owners. The RDA will maintain space users, to advance RDA policy goals, such as discounted space for startup ownership of ground-level space when able. businesses, participation in programming and activation, and dedicated public space. • Responsibilities RDA Art Policy:Provides guidelines for portion of Responsibilities Opportunities • The RDA will work with Rio Grande District RDA investments to contribute to art installation and Because the RDA will oversee the development and The RDA gets to establish its vision for how the stakeholders to establish a vision for the types of for incentives for private partners that provide art programming of the Rio Grande District,they will Rio Grande District serves Salt Lake City residents, programming and activation efforts at the Rio investment. play an outsized role in attracting new tenants and including the types of jobs created,small business Grande District,develop a plan with responsible Opportunities companies to the Rio Grande District. growth,availability of affordable space,and parties for executing that vision,and oversee the workforce development programming. • The RDA can shape programming and activation The RDA will either own or master lease space planning of events and placemaking efforts at the efforts to align with its vision for the Rio Grande throughout the Rio Grande District to provide The RDA can utilize ground lease revenue and Rio Grande District. District. sub-leases with discounted rents for space users, earned revenue from the Rio Grande District to • Oversee booking of event space to public and The RDA can partner with other Salt Lake City including non-profits,startup organizations,and increase the economic vitality of Salt Lake City. • private participants. government departments,such as SLC Parks Division mission-oriented partners. The RDA has incentive and funding programs at • Install and maintain public art exhibits. and the Arts Council,to host events and advance Negotiate ownership or master leasing of space, its disposal to support attracting new firms and • Related Policies broader Salt Lake City initiatives. prioritizing ground-level space,with the goal of businesses to the Rio Grande District. • Risks and Limitations maximizing the RDA's ability to sub-lease space at Risks and Limitations • Procurement Policy:Sets guidelines for the a discounted rate for mission-driven and vision- process to contract third-party entities to support • The RDA will need to ensure it has the staffing aligned partners. While Rio Grande District can drive economic programming and activation efforts at the Rio capacity to oversee and execute district-wide development efforts in a portion of Downtown Grande District. programming and activation activities,including Related Policies Salt Lake City,it cannot replace city-wide developing a programming schedule,procuring Tax Increment Reimbursement Program Policy: economic development initiatives,but rather must third-party vendors,managing event space and Leverages tax increment to attract developers to complement them. bookings,facilitating planning event set-up and support redevelopment of Rio Grande District. The RDA will need to expand its staffing capacity to tear-down,etc. Housing Development Loan Program Policy and oversee sub-leasing activity. Housing Allocation Funds:Provides a mechanism rVI for the RDA to meet public policy goals,namely, affordable housing,by leveraging Housing Programming Allocation Funds for redevelopment efforts. Manager Loan Program Policy:Directs the RDAs use of gap financing to support private development that advances the RDAs goals. Outdoor Local public Art Climbing Dining Food Space Exhibits Events Figure 6.9: RDA as Programming Manager Diagram 136 Rio Grande District Vision and Implementation Plan 137 Implementation 6.3 Governance Framework w =t s - The RDA should establish a governance framework for the Rio Grande District r - that reflects its four key roles in the project and organizes them to drive the vision - nv Win* ► , for the district. An RDA-led governance will require a comprehensive organize of component parts to ensure the district is successfully developed and operated. RDA-led governance should be framed with three distinct -*L�f�f�V1 lenses to ensure that the development and operations of t !I - -1i' 3 [[I the Rio Grande District successfully address the project's 1 vision. • Funding:The RDA will need to consider short-term and long-term cash encumbrances reflecting the capital and operating needs of the Rio Grande District(in the form of annual and 5-year budgets that are approved by the Board). • Staffing and Support:The RDA will need staff dedicated ` Y to the Rio Grande District that is built out over time,with initial support from third parties. - r • Functional Goal:The RDA should consider itself the ,, master developer of the Rio Grande District with a focus w$ '> j '� _ �►-• T on the real estate and economic outcomes listed in the j vision. Funding Staffing and Support Functional Goal `4� i. �1�Ipppp �� • iI Capital Funding Real Estate Development Staff Strategy k IIII �I Land Owner and Technical Experts a � p Planning Coordination Investment Partnerships Infrastructure Developer Entitlements Job Creation =� Programming Operational Funding Activation and Programming Community Engagement g g Manager g Staff and Partners � rV v District Curation Staff and ..„� District Curator Partners --------------------- - - - - - - - - - - - - - - - - - - - > r Components of Rio Grande District Governance L-------------------- - - - - - - - - - - - - - - - --- � ` Table 20:Components of Rio Grande District Governance Matrix Figure 6.10: Close up of the Rio Grande District.RDA governance framework will coordinate funding and operations for horizontal infrastructure like the Green Loop,vertical development like a shared parking garage,and mixed-use development. 138 Rio Grande District Vision and Implementation Plan 139 Implementation 6.3.1 Funding 6.3.2 Staffing and Support The RDA will need consider short-term and long-term cash encumbrances The RDA will need staff dedicated to the Rio Grande District that is built over time, reflecting the capital and operating needs of the Rio Grande District. with initial support from third parties. Land Owner Infrastructure Developer Programming Manager District Curator Real Estate Director:Manages Capital Projects Manager: Activation Manager: Director District Curation: Rio Grande District portfolio Identifies capital Programs and oversees Identifies and attracts and development phasing improvements and plans maintenance of public spaces potential Rio Grande District funding and sequencing partners Sources Uses Finance Director:Oversees Maintenance Staff:Maintains Events Manager:Plans and Property Manager:Attracts accounting and budgeting of and operates all public space executes events and supports Rio Grande Capital Build Infrastructure Rio Grande District District tenants and facilitates Land Owner Land Operate and Maintain Infrastructure tenant improvements • Ground Lease Income Oversee Shared Parking • Bond Funding Staff Programming and Activation Parking Manager:Provides Marketing Manager:Builds Infrastructure Developer Tax Increment Manage and Maintain Leased Space day-to-day operational awareness of Rio Grande • Provide Incentives and Subsidies support of shared parking District and maintains the Rio structure Grande District brand Operations Programming Manager Assessment Parking Revenue Table 22:Rio Grande District Dedicated Staffing • • Ground Floor Subleases District Curator Event Revenue RDA Board of Directors • Philanthropic Donations Key Roles:Approve policy,vision,and budget for Rio Grande District;Conduct periodic reviews of project status and metrics. RDA Director Table 21:Funding Sources and Needs Key Roles:Oversees team and ensures alignment with RDA and project vision;Coordinates between Rio Grande District staff and other RDA and City resources. Rio Grande District Director Key Roles:Oversees day-to-day implementation of Rio Grande District vision and manages staff;Responsible for project metrics. Operations Staff Key Roles:Executes day-to-day tasks;Provides regular updates to Rio Grande District and RDA directors. Real Estate Director Capital Projects Manager Activation Manager Director of District Operations Finance Director Maintenance Staff Events Manager Property Manager Parking Manager Marketing Manager Table 23:Rio Grande District Staffing Org Chart 140 Rio Grande District Vision and Implementation Plan 141 Implementation 6.3.3 Functional Goal 6.3.4 Phase 1 Action Items and Goals The RDA is overseeing the design process, master planning, deployment of land, and activation of the Rio Grande District. Each phase will include a set of goals needed to successfully implement the redevelopment. The RDA should consider Phase 1: Start Up r Phase 2: itself the master developer of the Rio Grande District with a focus on the real estate and economic outcomes listed in the vision. JLand Owner Infrastructure Developer Programming Manager 1 District Curator _ Funding Staffing and Support Functional Goal • Conduct master planning Assess existing Identify Rio Grande Attract key anchor Capital Funding Identify 1-2 full-time staff Complete vision and efforts infrastructure capacity District brand to guide industry partners to locate Land Owner dedicated to moving implementation planning and needs programming and at Rio Grande District Prepare initial project • Establish and maintain the development work process. design guidelines Plan capital improvements activation vision Create guidelines for budgets forward with a focus on Establish design staging Formulate programming providing discounted Determine level of bond earl stage financial and • Execute CC&Rs and Infrastructure Developer y g guidelines. development agreements Float bonds to support and activation strategy, leased space to non- p funding necessary and development planning. including cadence of profit and start-up seek legislative approval Craft developer • Craft solicitation infrastructure investment Advance design,planning, solicitation requests e. events organizations q ( g•, documents Develop upgraded Operational Funding and development strategy RFPs,RFIs,etc.) utilities,streets,shared Leverage adjacent Ensure economic to facilitate development • Solicit developers property owners to development efforts align Provide annual partnership. Solicit development district parking and public artner s • Deploy land in the form of advance programming with Rio Grande District appropriations from p () P Y space efforts vision RDA to Rio Grande Confirm legal advisory ground leases. mechanism to support Negotiate development • Maintain shared district District to fund catalytic parking and public spaces organizational operations transactions transaction. (i.e.staff and 3rd party Execute CC&Rs and/or consultants) development agreements. Table 24:RDA Key Tasks as Master Developer Table 25:Phase 7 Start Up Action Items and Goals 142 Rio Grande District Vision and Implementation Plan 143 Implementation 6.3.5 Phase 2 Action Items and Goals 6.3.6 Long Term Growth Action Items and Goals Phase 7: Start Up Phase 2: Stabilization ' Long Term G— l" Phase 7: Long Term Growth Funding Staffing and Support Functional Goal Funding Staffing and Support Functional Goal Capital Funding Identify 2-3 real estate Initiate additional building Land Owner Leverage expanded development staff and development Capital Funding Identify 1-2 real estate Design and implement third-party technical Land Owner p g y g p ground lease income from Continue programming tt developmen staff and infrastructure changes, development to invest in experts and activation of • Float initial bond backed t t p by ground lease income procure third-party including new streets, Infrastructure Developer new capital projects undeveloped parcels and technical experts utilities,and parking public s and TIF resources. Float additional bonds p aces p Infrastructure Developer structure • Appropriate RDA as necessary funding for Begin coordination with funding for other capital Develop first building and other capital requirements surrounding parcels for requirements. plaza future infrastructure • Conduct programming on improvements such as undeveloped parcels and Programming Manager Operational Funding Identify 3-5 activation and transit,parking,and programming staff and Operational Funding Identify 1-2 activation and other public area Transition from RDA partners public space Programming Manager programming staff and appropriations to • Appropriate annual RDA assessments and earned budget for Rio Grande partners District Curator income from Rio Grande District Curator District operations District • Initiate district assessment. Identify 2-4 economic • development staff and Collect and earmark Identify 1-2 district curation partners. earned income. staff and partners Table 27:Long Term Growth Action Items and Goals Table 26:Phase 2 Stabilization Action Items and Goals 144 Rio Grande District Vision and Implementation Plan 145 Implementation • 6.4 Next Steps Here are three steps to initiate governance and advance A comprehensive governance structure P g district vision: y should provide clarity of leadership, decision-making, and resource Step 1-Align Stakeholders:Begin formalized discussions 1 between industry,academic,and regional partners alignment in order to drive towards regarding involvement in a governance structure. �. desired outcomes for the Rio Grande __ - �.•r '` ' : .� • Step 2-Conduct Governance Business Planning: District. Establish the core functions and processes required to R %. manage a successful governance structure at Rio Grande4. District. 1x. �t s • t,.:: • Step 3-Develop Rio Grande District Policies:Develop policies specific to Rio Grande District to ensure the Rio Grande District goals and vision are codified. ,d+'' ,�, ,�: T•r•3w fig M. Funding Staffing and Support Functional Goal Adjacent Land Owners t �u • Potential land easements Coordinate Facilitate successful and development development efforts development and + " • Artspace partnerships to support a cohesive design of Rio Grande • Private Developers district District • University of Utah ,• • a '' • Utah Transit Authority ' z • State of Utah • Capital and operating RDA Staff oversee Leverage public dollars ;A Infrastructure Developer investments b r t of for shared infrastructure - nfrastrastructure �, 1+ — 1wr i • Private Developers ¢i _ Other City Agencies • Event Space Participate in activation Expand organization's and programming presence and impact in 1 H Plan and support Rio _ Programming Partners Grande District events partnerships Salt Lake City =_ • Support activation Participation in Attract space users, c = • Artspace efforts by leveraging workforce and employees,and _ ment customers • Urban Food Connections existing resources economic develop f • • National Governing Body Workforce development efforts Establish permanent -- programming location in premier Salt Lake City district _ r District Curation • Industry Anchors Table 28:Next Steps to Initiate Governance Figure 6.11: Close up of the Green Loop outdoor coffee kiosk.Activating 500 West with infrastructure improvements and temporal programming could be a part of next steps in partnership with the potential National Governing Body. 146 Rio Grande District Vision and Implementation Plan 147 Implementation 6.4.1 Step 1: Align Stakeholders Each core stakeholder within the respective groups brings unique resources and organizational needs that translate to a range of potential benefits from a successful Rio Grande District project. Organization Resources Needs Potential Benefit from Rio Grande Organization Resources Needs Potential Benefit from Rio Grande District District Land Owners Infrastructure Developer Redevelopment Quasi-governmental Partners to foster Funding to support RDA and City goals Agency(RDA) organization with the ability development and and initiatives via ground lease revenue Private Access to capital Support reducing Participation in shared parking structure to float bonds and distribute programming at Rio Grande and increased tax increment. Developers Land infrastructure costs to and/or share facilities public resources District increase feasibility of vertical development Other City Bond financing Partners to share the load of Expansion of departmental programming. Arts ace Established programming Programming partners and Opportunities for Artists in residence to infrastructure development For example,agencies such as the SLC P Agencies Public funding strategy opportunities for artists-in- contribute to programming and activation Parks Division and the Arts Council could • Talented artists in residence residence Increased visibility that could support support programming at Rio Grande increased philanthropic funding District • Influence on the structure of the public- Programming private partnership facilitating the district Partners Private Experienced real estate Anchor tenants for Programmatic partnerships to drive Developers developer commercial uses demand for commercial space,creating Urban Food Established local food Increased space to support Permanent home base with built-in a steady revenue source and de-risking Connections programming and presence their farmer's market infrastructure needs for vendors • Access capital for real development near Rio Grande District estate development velopment p Permanent space for vendors Less"build-up,tear-down"expenses • Development fee to transition to storefront • Public subsidy to facilitate development space UniversityOf State funding Resources to expand their Downtown Salt Lake City presence National State funding Below market rate land A new home base for Olympic training Governing Body Unique activation offering offering facility Utah Research programming Downtown presence Connection of students to economic and g y 9ue g Co-development of shared Affordable housing for athletes workforce development programs spaces Office space for staff and supportive Utah Transit Land Cohesive development to Catalytic development that demonstrates Access to shared facilities industries Authority Transit Infrastructure support increased ridership the benefit of transit-oriented Potential coordination with Pioneer Park development(TOD)and drives ridership. District Curation State of Utah Land Development and Development activity on adjacent parcels Public Funding programming partners to to drive interest and increase value of drive activation of the site. publicly-owned land. Industry Employees who will drive Talent to drive employment Opportunity to share cost of establishing Anchors retail consumers to Rio and organizational growth workforce development programs Grande District Interesting office space and New home base to establish Downtown • Workforce Development amenities to attract workers presence in a trendy neighborhood opportunities Table 29:Step 1:Align Stakeholders 148 Rio Grande District Vision and Implementation Plan 149 Implementation 6.4.2 Step 2: Conduct Business Planning 6.4.3 Step 3: Develop Rio Grande District Policies As the RDA advances implementation efforts at the Rio Grande District, it will need The RDA should develop a set of policies specific to the Rio Grande District to to establish key business functions that facilitate day-to-day operations. codify its goals and vision for redevelopment. Operating Budget Programming Strategy Development Partnerships Bonding Strategy Budgeting Policy Procurement Policy Equity Investments • Outline budgeting process, Determine procurement Provide direction on whether including length of approved goals specific to Rio Grande the RDA will provide funding • Develop the initial Create a programming Gauge developer Estimate capital operating budget to be strategy,including interest by cost for catalytic budgets,guidelines on District's mission. as an equity investor in reviewed by the RDA planning events and sharing vision and infrastructure. budget amendments,and projects and in what cases it Board. identifying partner implementation plan Determine level accounting practices. will do so. organizations. and governance • Budget of bond funding Categories: strategy and collecting necessary to support Staff feedback catalytic infrastructure. Incentives Revenue Generation Rio Grande District Activities • Identify potential Seek legislative Establish what types of Create guidelines for how Identify what types of • Programming and developer business incentives will be provided earned revenue will be used, programming,activation, events authority and approval p p g g� terms necessary for for bond. and the criteria for providing the degree to which the and development activities • Third-party successful partnership incentives. Rio Grande District needs are prioritized. support Establish RDA business to be revenue neutral,and terms guidelines for what degree of subsidies future development are allowed and under what partnerships and seek circumstances. RDA Board approval Table 30:Step 2:Conduct Business Planning Table 31:Step 3:Develop Rio Grande District Policies 150 Rio Grande District Vision and Implementation Plan 151 'A — J . - •.� •�aA.� _ — ,�--.� - 11 _ _ _ �..:F �_. � T t _ J, /. �{ eat ^ . �-y �j _ J.�,.:��"�•' 'y��'1 Ito e_1.-4 �� _ ��i "� - _ •*f., _ Il. 1 '�t�":� y�•r t�, _� •/ •4, vT IVM jr 7. �•_ S - • , �.✓ R ,/-. ice,'' 1 ^� 4. yam''../'. AlliM Will �' Ak 17, +i +• 1�+'1- rl-" 1 ;,111`gt T ti A ��14 //'- _ •i j. IBM's,+iitl ".' II.',II „! - �, `` .. 1 I 1 I , f,l �' n!L• _ v Qi• _ +x _! o�ii �►► M I. ',� IIIp A'1111Ih _ mot yA `� - ��III,1 111,I 1i611 ,:11 IIIIIIIIillllll,lu!!d,jl,,.!+ic 1•i. 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Sk RDA Rio Grande District A] Transportation, Parking, and Circulation Analysis Appendix f/• SouthDesign Workshop Summary APRIL 2024 N-7 60 •gay TRANSPORTATION, PARKING, AND CIRCULATION ANALYSIS RIO GRANDE DISTRICT VISION & IMPLEMENTATION PLAN �L I LHY\C CITY, u i Hn JANUARY 2024 Kimley))) Horn TRANSPORTATION, PARKING, AND CIRCULATION ANALYSIS for RIO GRANDE DISTRICT VISION & IMPLEMENATION PLAN SALT LAKE CITY, UTAI January 2024 Prepared for. Redevelopment Agency of Salt Lake City 451 S State Street Salt Lake City, UT 84111 Perkins & Will 2 Bryant Street, Suite 300 San Francisco, CA 94105 Prepared by: Kimley-Horn and Associates, Inc. 111 East Broadway, Suite 600 Salt Lake City, UT 84111 KH Project#09369003 Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis i 1.0 Introduction .....................................................................................................................1 Purpose............................................................................................................................................ 1 ProjectDescription........................................................................................................................... 1 ReportOrganization.........................................................................................................................3 2.0 Infrastructure Analysis.....................................................................................................4 Salt Lake City Parking Requirements ..............................................................................................4 Transportation Projects....................................................................................................................4 3.0 500 W Opportunites.......................................................................................................12 UtilitiesConflicts.............................................................................................................................12 TrafficAnalysis............................................................................................................................... 12 4.0 Parking & Mobility Framework.......................................................................................17 ParkingDemand ............................................................................................................................ 17 Potential Parking Demand Strategies............................................................................................ 19 Appendix...................................................................................................................................23 AppendixA: Synchro Outputs..........................................................................................................A Appendix B: Shared Parking Outputs..............................................................................................B Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis ii Table 1: Land Use Concept Quantities....................................................................................... 2 Table 2: Station Center Parking Garages Summary................................................................... 4 Table 3: Salt Lake City Parking Requirements........................................................................... 5 Table 4: Relevant Salt Lake City or UTA Transportation Plans or Projects................................. 6 Table 5: Station Center Trip Generation....................................................................................14 Table 6: Roadway Segment Capacity Summary.......................................................................16 Table 7: Level of Service Summary...........................................................................................16 Table 8: Shared Parking Summary (Baseline, No TDM Reduction)...........................................17 Table 9: Potential Parking and Transportation Demand Management (TDM) Strategies...........20 Table 10: Shared Parking Summary (Reduced Parking Demand).............................................21 Table 11: Approximate Percent Occupancy for The Gateway Garages by Level.......................21 Figure1: Site Plan ..................................................................................................................... 1 Figure 2: Relevant Transportation Projects ................................................................................ 7 Figure 3: 200 S Project Boundary .............................................................................................. 8 Figure 4: Green Loop Concept..................................................................................................10 Figure 5: TechLink Study Area Map..........................................................................................10 Figure 6: UTA Future of Light Rail Study Concept Design.........................................................11 Figure 7: Existing Utilities..........................................................................................................13 Figure 8: Weekday Parking Demand by Hour (Baseline, No TDM Reduction) ..........................18 Figure 9: Weekend Parking Demand by Hour (Baseline, no TDM Reduction)...........................18 Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis iii 1 .0 INTRODUCTION PURPOSE This report documents the parking, transportation, and circulation analysis for the proposed Station Center development in Salt Lake City, Utah. The analysis consists of an overview of potential utility conflicts, an evaluation of traffic impacts and opportunities on 500 W street, and a parking & mobility framework development. PROJECT DESCRIPTION The proposed Station Center project site is located between Eccles Avenue and 400 S and between 500 W and 600 W in Salt Lake City, Utah. The Station Center land use concept organizes the site into seven (7) blocks as shown in Figure 1. The blocks are numbered and are referred to in subsequent analysis. f500 w I _ r7l Block 2 Block 3 Block 4 Block 5 �� I Block 6 Block 7 --4 1 Ll I I - ---j- Figure 1:Site Plan The Station Center land use concept proposes a combination of residential, office, retail, restaurant, hotel, among other uses. The traffic and parking analysis,documented in this memorandum, is based on land use quantities provided to Kimley-Horn on January 4, 2024, summarized in Table 1. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 1 Table 1:Land Use Concept Quantities Office ResidentialBlock •. •r Retail Restaurant Grocery Space HotelRecreation • (DU)A Office Science Spaces (SF) (SF) Store (SF) (RooM)B (SF) (Spaces) 1 542 - - - - 23,000 - 16,000 - - 300 2 - 5,000 - - 2,500 2,500 - - - 80,000 - 3 156 - - 14,000 - - - - - - 510 4 309 - - - 7,000 - - - - - 215 5 - 316,000 - - - - 27,000 8,000 - - - 6 - 524,000 318,500 - 27,000 - - 16,000 - - - 7 212c - - 82,000 - - - - 358 - - Total 1,219 845,000 318,500 96,000 36,500 25,500 27,000 40,000 358 80,000 1,025 Note: A Assumed approximately 1,000 square feet per residential units B Assumed approximately 500 square feet per hotel room. C Anticipated to be student residential housing. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 2 REPORT ORGANIZATION This report is divided into the following chapters: • Chapter 2: Infrastructure Analysis—reviews the City's parking requirements and identifies planned transportation projects that may affect the Station Center site. • Chapter 3: 500 W Opportunities—evaluates the impacts of a reconfiguration of 500 W between 200 S and 400 S. • Chapter 4: Parking & Mobility Framework—evaluates parking demand for the Station Center site and potential parking management strategies that can be implemented to serve all modes of transportation. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 3 2.0 INFRASTRUCTURE ANALYSIS The infrastructure analysis two elements: • Reviews Salt Lake City parking requirements • Identifies planned transportation projects that may affect the Station Center site. SALT LAKE CITY PARKING REQUIREMENTS The Station Center land use concept includes both on-street parking and off-street parking. On-street parking will be on Eccles Avenue, Woodbine Court, 300 S, and Market Street and will be metered, short- term parking. Long-term parking will be available in three (3) off-street parking structures located in Block 1, 3, and 4 and will provide approximately 1,025 spaces as summarized in Table 2. Table 2: Station Center Parking Garages Summary Block Square Footage Parking Levels Estimated Garage Sp!_T� 1 120,000 3 300 3 204,000 6 510 4 86,000 2 215 Total 410,000 - 1,025 Chapter 21A.44.040A from Salt Lake City's Municipal code stipulates minimum and maximum off-street parking spaces requirement. For minimum parking, the City follows a contextual approach, where parking requirements vary based land use and zoning. The Station Center site is zoned as Gateway-Mixed Use District(G-MU),which is considered a"Transit Context"and does not have a minimum parking requirement but does have a maximum parking allotment. The minimum and maximum parking requirements are summarized in Table 3.The Station Center land use concept proposes 1,025 off-street parking stalls, significantly less than the maximum allowed range of 6,149- 7,368 spaces. TRANSPORTATION PROJECTS Kimley-Horn reviewed information Salt Lake City and Utah Transit Authority (UTA) to identify planned transportation projects that may affect the Station Center site. Transportation projects are shown in Figure 2 and summarized in Table 4. Projects or plans/studies that will potentially benefit the Station Center site: • 200 S Complete Street/Transit Corridor Reconstruction • Salt Lake Central Station Bikeway Connection to 300 S • 400 S Bike Lanes/Viaduct Trail • Green Loop • UTA TechLink TRAX Line Additional details for these projects are discussed in the next sections. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 4 Table 3:Salt Lake City Parking Requirements N Min Max• Size Units SLC Code • Use Parking Requirements Maximum spaces Residential 1,219 Dwelling Unit(s) Residential Use-Multi- No Min. Studio/1 bed: 2 spaces per DU 2,438—3,657 family 2+ bed: 3 spaces per DU Hotel 358 Rooms Lodging Facilities No Min. 1.5 spaces per guest bedroom 537 Office 845.000 1,000 Sq Ft Office, Business, & No Min. 2 spaces per 1,000 SF 1,690 Professional Services Incubator Spaces 96.000 1,000 Sq Ft Office, Business, & No Min. 2 spaces per 1,000 SF 192 Professional Services Life Science Labs 318.500 1,000 Sq Ft Office, Business, & No Min. 2 spaces per 1,000 SF 637 Professional Services Retail Sales & Services- Retail 36.500 1,000 Sq Ft Retail good/service No Min. 2 spaces per 1,000 SF 73 establishment Restaurants 25.500 1,000 Sq Ft Food & Beverage No Min. 5 spaces per 1,000 SF indoor 128 Services - Restaurant tasting/seating area Maker Spaces 40.000 1,000 Sq Ft Community& Cultural No Min. 2 spaces per 1,000 SF 80 Facilities- Studio, Art Retail Sales & Services- Grocery Store 27.000 1,000 Sq Ft Retail good/service No Min. 2 spaces per 1,000 SF 54 establishment Recreation & Indoor Recreation 80.000 1,000 Sq Ft Entertainment-Health & No Min. 4 spaces per 1,000 SF 320 fitness facility TOTAL 6,149—7,368 Supply 1,025 Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 5 Table 4:Relevant Salt Lake City or UTA Transportation Plans or Projects Corridor Segment • Description Status • Transit improvements Complete Street/ e Buffered bicycle lanes, Phase 1 under construction 200 S 400 W—900E Transit Corridor Pedestrian improvements (mid-block Phase 2 completed by Spring 2024 Reconstruction crossings, sidewalk improvements) • • Curbside parking and loading zones 300 W— 1000 E Pavement Maintenance & Bike Lane Upgrades 300 S Salt Lake Central Bikeway connection between Salt Lake 600 W—300 W Station Bikeway Central station and existing 300 S bicycle - Connection facilities Redwood Rd— Surface treatment • Transit improvements Post St 900 W / Buffered or Under construction ( ) Protected Bike Buffered Bicycle lanes • 2-way multi-use trail for pedestrian and Post St0(0900 W)— Viaduct Trail bicyclist on south side of 400 S Construction late 2024 400 S New barricades between motor vehicles &trail 400 W—300 W - Bicycle Lanes - 300 W— Main St 400 S Bicycle Bicycle lanes are currently in design by Salt Lanes Lake City 600 W N Temple—300 S - Buffered or Protected Bike Lanes - Convert existing street space to include more • Fall 2023: Design alternatives for green space and active transportation Winter 2023/24 Preliminary design Multiple Multiple Green Loop options; final design focus is 200 E. Other concepts segments will be designed in the future. 0 Spring 2024: Final design concepts • Fall 2023: Develop alternatives • Improve east-west downtown & regional 0 Winter 2023/2024: Screening and 400 S, _ UTA TechLink transit connectivity preliminary environmental analysis 600 W TRAX Line a Realign TRAX Red Line 0 Spring 2024: Select preferred alternative • New TRAX Orange line along 400 S 0 Summer 2024: Final environmental report and prepare for NEPA Initiation Increased Increase train frequency: - Frontrunner Peak: 30 min 4 15 min Anticipated schedule change: 2027/2028 Frequency Off-peak: 60 min 4 30 min. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 6 1 Temple Budge Conference Project List Guadalupe Center 1 Starion = o Current 1 ,Q — �, re�P+�gr — 1. 200 S Complete Street/Transit Corridor 1 I — — — — — — — — — — — — 2.400 S Surface Treatment Buffered Bike Lanes 1 3.400 S Viaduct Trail 1 1 TRAX-Temple Proposed TRAX-Arena Square 4.300 Salt Lake Central Bikeway Connection 1 — — — — — — — - 5.300 S Pavement Mainteance&Bike Lane Upgrade 1 6.400 S Bicycle Lanes 1 1 7.400 S Future study for future bicycle improvements 1 Vwlnt Smart City Creek 1 Home Arena 4190fr Center 8.600 W Buffered/Protected Bicycle Lanes 1 The Gateway 9.Green Loop Trax-CttyCenter 10 10.UTATechLinkTRAX line 1 100 s 11.Increased Frontrunner frequency 1 O TRAX-Plane[anum / 1 TRAX Greek Tow 1 Tawn 2005 1 ® I 1 \ Fr La Ws J neral Labe 1 antral Sta >n TRAX Ave V/ -Gallivan 11 Plaza — — —O4 — — — — — — — — — - 0— — +ni — — — — — — — — Project C Site L9 10 � 1 Sa I 1 TRAX-Coup House 1 269 1 1 1 Esri Commurjity Maps Contribugrs,County of Salt Lake,Utah Geospatial Resource Center, Esri, 0 1 HERE,Garmin,SafeGraph,GeoTechnologies,Inc, METI/NASA, USGS,Bureau of Land 0 600 5 � � 1 Management, EPA,NIPS,US Census Bureau,USDA o Figure 2. Relevant Transportation Projects 200 S COMPLETE STREET TRANSIT CORRIDOOR RECONSTRUCTION 200 S is one of the highest frequency transit streets in downtown and is used by 10 routes and 34 buses an hour'. Salt Lake City has initiated a program to reconstruct 200 S to include the following improvements as shown in Figure 3: • Transit priority lanes • In-lane bus stop with floating bus boarding platforms • Buffered bicycle lanes channelized behind bus islands with intersection safety upgrades • Sidewalk and curb ramps repairs to meet ADA standards • Midblock crossing with curb extensions and/or refuge island and flashing crosswalk lights • Curbside parking and loading zones • New landscaping trees and repairs to existing plantings 'x 3 3 3 M NTIL M W W W W W W W W W h I T 2 F 3 z Study Limits -Reconstruction Limits Figure 3:200 S Project Boundary Source:https://www.slc.gov/mystreeb20231021161200south/ The 200 S project is separated into two project phases. Phase 1 improves the eastern segment between 200 E to 900 E and recently completed construction. Phase 2 improves 200 S from 400 W to 200 E and is scheduled to be completed in Spring 2024. SALT LAKE CENTRAL STATION BIKEWAY CONNECTION TO 300 S 300 S is a popular bicycle corridor due to lower traffic volumes and buffered bicycle lanes between 300 W and 600 E. However, 300 S can be inconvenient for those traveling westbound desiring to access Salt Lake Central, as it ends at Rio Grande Street. Previously, a person riding a bicycle could travel through the parking lot north of the Rio Grande building, but that area has been fenced off. The Salt Lake City Pedestrian and Bicycle Master Plan recommends further study to identify potential bicycle improvements to connect Salt Lake Central Station with 300 S. ' 200 South Reconstruction—Transit Priority Corridor&Complete Street I MyStreet(slc.gov) Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 8 400 S BIKE LANES AND VIADUCT TRAIL The Salt Lake City Pedestrian and Bicycle Master Plan recommends the following pedestrian and bicycle improvements on 400 S: • Buffered Bicycle lanes between Redwood Road and Post Street(900 W) • Multi-use viaduct trail between Post Street (900 W) and 400 W • Bicycle lanes between 400 W and 300 W • Buffered or protected bicycle lanes between 300 W and Main Street The first two projects are currently underway while the remaining two have yet to begin. Buffered Bicycle Lanes — Redwood Road and Post Street (900 W) Buffered bicycle lanes will be constructed as part of the 400 South Street Design Change project. This project will also construct in-line boarding islands, improved pedestrian crossings, and pedestrian refuge islands. The project is currently under construction. Multi-use Viaduct Trail — Post Street (900 W) and 400 W The 400 S Viaduct Trail project will construct a two-way multi-use trail on the south side of the viaduct and will connect to bicycle lanes on 900 W and the 300 W shared use path.The project will also include sidewalk and pedestrian ramp improvements and a new physical barricade to the separate vehicle from the trail area. Construction is expected in 2024. GREEN LOOP The Green Loop will construct new trail, park, and green space in the downtown area. Figure 4 shows the concept from the Salt Lake City 2016 Downtown Plan. The concept that shows that 500 W is a potential alignment for the western portion of the loop. Concept study began in Spring 2023. Preliminary design alternatives for 200 E are expected in Fall 2023 and will be completed in Spring 2024. Other segments will be designed in the future. UTA TECHLINK TRAX LINE UTA, in partnership with Salt Lake City, University of Utah, Wasatch Front Regional Council (WFRC), and Utah Department of Transportation (UDOT) is conducting a study to improve east-west TRAX connectivity in downtown Salt Lake City. The TechLink study area is shown in Figure 5. The TechLink study is evaluating a new TRAX Orange Line to connect Salt Lake City International Airport with the University of Utah. Part of the new route would run along 400 S adjacent to Station Center. A potential alignment from UTA's Future of Light Rail Study is shown in Figure 6. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 9 ------------------------ / I LEGEND / I — — — Study Area r; I I„ram, r.�s • I 111 111 Existing TRAX Lines&Stations I ■ I Existing Frontrunner Lines&Stations ' `• I Green Loop Linear Park System 1 I ■ "1O Alignment Study Needed ■ - � I Grand Boulevards Streetscapmg �m GREE%LOOP 1 (" NN�Nw 1 � I I � I o seo r vo Figure 4: Green Loop Concept Source:Salt Lake City Downtown Plan O • Salt Lake City N International Airport North Temple r y ro University of Utah 400 S , 10 10 I• ED Potential New Infrastructure O TRAX Stations ; g w Existing TRAX Lines • FrontRunner $ ,�, 8 0 FrontRunner 0 Stations M — � 130o S - Potential New TRAX Lines Potential TRAX Operational Changes Figure 5: TechLink Study Area Map Source: Techlinkstudy.com Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 10 F r. VON __ r I , - 1 -A � " I a ago* - -I Z • , ti psi >_ I I •m-0 ►� .ter++tot IN x; IIIIIK rt a•rounox ar nc r.crtsvo+xa vc canto n: n�:,m reo�cn uawx vw mn N+r vEnsox+o&TER CONCEPTUAL M nmt ar M AS nOlm M6 OOCNIW+N AN!w'uxll34 IIMI 0/ OF AU1 6•CI.4 V[fA TE PRI�pI OIVxH M:G HK•(0'T A 11fEx6m PRlFL16YlAK TE NOTFOR OIYW"Tf1E _ M+o ¢o n:o r:cu �,,,,,,,,.� CONSTRUCTION SALT LAKE CENTRAL M 'm�m�xduEiO.6 AMIOKD�-n N.-nx,t CONCEPT PLAN-OPTION 1 Wt or nt a+oatwa N13 400W WI CROSSOVER a+ Figure 6: UTA Future of Light Rail Study Concept Design Source:Future of Light Rail Study Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 11 13.0 500 W OPPORTUNITES 500 W adjacent to Station Center is a 4-lane divided roadway with on-street parking on the west side of the street. The median width ranges from 13 feet to 80 feet. Station Center envisions that 500 W will be reconfigured to a 2-lane street with on-street parking on the west side of the street. The reconfigured 2-lane street would be contained within the existing southbound travel way and the remaining right-of-way repurposed for open space and the Green Loop. This section evaluates the potential reconfiguration of 500 W. UTILITIES CONFLICTS Kimley-Horn gathered Salt Lake City Department of Public Utilities data for existing water, storm drain and sewer lines. Existing utilities within and surrounding the Station Center are shown in Figure 7. There are utilities within the right-of-way of 600 W, 500 W, 200 S, 300 S, and 400 S. These include up to 136-inch storm drain, 20-36-inch water lines, and 8-14-inch sewer lines. A large storm drain (85-166 inches) runs on 200 S and 400 S. Depth of utilities information is not available, and will require records research, survey, and potholing. TRAFFIC ANALYSIS Traffic analysis was conducted to evaluate if the proposed 2-lane street can accommodate trips generated by Station Center. TRIP GENERATION Trips to be generated by Station Center were estimated using rates from the Institute of Transportation Engineers (ITE) Trip Generation Manual, 11th Edition. The following ITE land uses were assumed in the analysis: • Residential: ITE Land Use Code 222 (Multifamily Housing, High-Rise, Close to Transit) • Student Housing: ITE Land Use Code 221 (Multifamily Housing, Mid-Rise, Close to Transit) • Office & Incubator Spaces: ITE Land Use Code 710 (General Office) • Life Science Labs: ITE Land Use Code 760 (Research and Development) • Retail: ITE Land Use Code 822 (Strip Retail Plaza, <40ksf) • Restaurant: ITE Land Use Code 932 (High-Turnover Sit-Down Restaurant) • Grocery Store: ITE Land Use Code 850 (Supermarket) • Maker Space: ITE Land Use Code 140 (Manufacturing) • Hotel: ITE Land Use Code 310 (Hotel) • Indoor Recreation: ITE Land Use Code 434 (Rock Climbing Gym) Trip generation calculations assumed trip reductions for internal capture, pass-by, and transportation demand management, which is discussed in additional detail in the next sections of this report. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 12 UWAI • 46 '004 �►` � �`" � � ,,: lam____. . MOP 14 w P I „ l II i Water Storm Drain Sewer N 2-8 INCHES 0-36 INCHES 8- 14 INCHES 0 40 80 160 240 - 8-20 INCHES - 37-84 INCHES 14-30 INCHES Feet 20-36 INCHES 85-166 INCHES 30-60 INCHES Figure 7. Existing Utilities Table 5:Station Center Trip Generation Land Use Size Daily AM Peak PM Pea� Trips Total In Out Outi Residential 1,007 Dwelling Unit(s) 4,111 246 92 154 266 145 121 Student Housing 212 Dwelling Unit(s) 550 49 16 33 55 31 24 Office 845.000 1,000 Sq Ft 9,159 1,284 1,131 153 1,217 206 1,011 Incubator Spaces 96.000 1,000 Sq Ft 1,089 146 129 17 138 23 115 Life Science Labs 318.500 1,000 Sq Ft 3,529 328 269 59 312 50 262 Retail 36.500 1,000 Sq Ft 1,987 87 52 35 240 120 120 Restaurant 25.500 1,000 Sq Ft 2,696 244 134 110 231 141 90 Grocery Store 27.000 1,000 Sq Ft 2,534 77 46 31 242 121 121 Maker Space 40.000 1,000 Sq Ft 190 26 20 6 30 10 20 Hotel 358 Room(s) 2,860 165 92 73 211 108 103 Indoor Recreation 80.000 1,000 Sq Ft 9,376 112 37 75 131 75 56 Parking 410.000 1,000 Sq Ft - - - - - - - GRAND TOTAL 38,081 2,764 2,018 746 3,073 1,030 2,043 Total Internal Capture -6,267 -462 -231 -231 -626 -313 -313 Retail Pass-by Reduction -130 0 0 0 -28 -16 -12 Restaurant Pass-by Reduction -452 0 0 0 -38 -29 -9 Grocery Store Pass-by Reduction -164 0 0 0 -31 -18 -13 Total External Trips 31,068 2,302 1,787 515 2,350 654 1,696 TDM Reduction(50%) -15,536 -1,155 -896 -259 -1,179 -329 -850 Total External Vehicle Trips 15,532 1,147 891 256 1,171 325 846 Internal Capture Trips generated internal to the development recognizes that some users are visit more than one land use while on site at Station Center. These trips do not add trips to the adjacent street network. Trips expected to be generated internally were calculated using methods outlined in ITE Trip Generation Handbook, 3rd Edition which applies the NCHRP 684 Internal Trip Capture Estimation Tool spreadsheet. NCHRP 684 spreadsheet does not calculate daily internal capture, therefore the average percentages of the AM and PM peak hour were assumed. As shown in Table 5, the overall internal capture ranged from 16%to 24%. Pass-By Many commercial land uses attract pass-by trips, that is,trips that are already on the adjacent roadway but visit the site while already traveling, or as a pass-by,to their destination. Unlike new trips that are assumed to be added to the local roadway network, pass-by trips do not add traffic volume in the study area. As shown in Table 5, pass-by percentages from Pass-by Rates and Data for ITE Trip Generation Manual, I Ith Edition were referenced. It should be noted that the Pass-by Rates and Data for ITE Trip Generation Manual, IIth Edition does not have pass-by percentages for ITE Land Use Code: 822, therefore pass-by percentages for a similar use, ITE Land Use Code: 821, Shopping Center were used. In addition,the pass- by rates and data does not include pass-by reduction for daily trips; therefore, the average percentages of the AM and PM peak hour were assumed. Pass-by percentages were applied after accounting for internal capture reduction. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 14 Transportation Demand Management Reduction A Transportation Demand Management (TDM) reduction was applied to account for trips made by non- auto modes of transit, walking, or bicycling. Given Station Center's proximity to transit, it is assumed that TDM strategies will result in 50% of trips to and from Station Center will be completed by non-auto modes including, walking, or bicycling. Total External Trips As shown in Table 5, it is estimated that Station Center will generate 31,068 daily trips, 2,302 AM peak hour trips and 2,350 PM peak hour trips.Accounting for a TDM reduction, it is estimated that Station Center will generate 15,532 daily trips, 1,147 AM peak hour trips, and 1,171 PM peak hour vehicle trips. VEHICLE TRIP DISTRIBUTION The distribution of vehicle trips to and from Station Center was based on a review of traffic volumes on the surrounding roadway network and recognizing that new residential and commercial space in the area is likely to draw proportionally from existing local patterns. The vehicle trip distribution consists of: • 10%to/from North • 40%to/from South 0 5% via 600 W 0 5% via 600 W 0 5% via 500 W 0 35% via 500 W • 25%to/from East • 25%to/from West 0 10%via 200 S 0 5% via 200 S 0 15%via 400 S 0 20%400 S ROADWAY SEGMENT ANALYSIS Roadway segment analysis reviewed the volume-to-capacity(V/C) ratio for two (2) segments of 500 W: • 500 W north of 300 S • 500 W south of 300 S The analysis used roadway capacity guidance published in the Florida Department of Transportation (FDOT) 2023 Multimodal Quality/Level of Service Handbook. This reference recommends roadway capacity traffic volume thresholds for characteristics such as area type, number of lanes, speed, etc. This analysis assumed the peak hour direction capacity of a 1-lane urban center roadway as 1,080 vehicle per hour. The roadway analysis considered existing AM peak hour(8-9 AM) and PM peak hour(4-5 PM) hour traffic volumes extracted from Replica, a mobility data source provider, and added the estimated number of trips generated by the site. As a conservative approach, Station Center vehicle trips were added to the existing volumes, which is summarized in Table 6. Following construction of Station Center, the one-directional volumes on 500 W range from 110 to 880 vehicles per hour. Table 6 also summarizes the V/C for roadway segments. With the proposed reconfiguration of 500 W and Station Center trips, the V/C on 500 W ranges from 0.10 to 0.81 (V/C less than 1.0), indicating that the proposed 2-lane roadway will accommodate the projected vehicle trips. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 15 Table 6:Roadway Segment Capacity Summary Northbound • • • • Segment North of Existing Trips 60 0.06 120 0.06 60 0.11 280 0.26 300 S Project Trips 50 - 130 - 150 - 60 - Total Trips 110 0.10 190 0.18 270 0.25 340 0.31 Existing Trips 70 0.06 100 0.05 50 0.09 290 0.27 South of 300 S Project Trips 630 - 230 - 180 - 590 - Total Trips 700 0.65 280 0.26 280 0.26 880 0.81 Note: Volume/Capacity (V/C) ratio is based on 1-lane urban center peak hour directional roadway capacity of 1,080 vehicles per hour. INTERSECTION LEVEL OF SERIVCE ANALYSIS Intersection level of service (LOS) analysis was conducted for the AM and PM peak hour for the following intersections: • 200 S & 500 W • 400 S &500 W LOS is a qualitative measure used to describe operational performance of the intersection. LOS ranges from A (best), with minimal delay, to F (worst), that represents functional capacity. Levels of service were calculated using Highway Capacity Manual, 6t" Edition (HCM 6) methods within Synchro 11 software. The analysis converted available existing segment volumes into turning movement volumes using the Furness method within Turns W32 software. Station Center turning volumes were added to existing turning movement counts and analyzed in Synchro 11. Table 7 presents results for the analysis that reflects the Station Center project. It is expected that the two intersections will perform at LOS E or better with the addition of Station Center traffic. Synchro outputs are included in Appendix A. Table 7:Level of Service Summary IntersectionAM Peak PM Peak • • 200 S &500 W 10.5 B 10.4 B -J 400 S & 500 W 34.6 C 70.3 E Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 16 4.0 PARKING & MOBILITY FRAMEWORK This section summarizes anticipated Station Center parking demand and management strategies that can be implemented to reduce parking demand. PARKING DEMAND Kimley-Horn estimated baseline parking demand by applying the Urban Land Institute(ULI) Shared Parking Calculation Model, which calculates shared parking demand based on methods in ULI's Shared Parking, 3rd Edition. Parking based is estimated based on land use and parking fluctuation based on month and time of day for each land use. Parking demand results are included in Appendix B. BASELINE DEMAND Table 8 summarizes baseline shared parking demand for each block. The peak weekday parking demand of 3,962 spaces occurs between 10 AM and 11 AM. The peak weekend demand of 1,661 spaces occur between 11AM and 12 PM. Both weekday and weekend peak exceed the proposed Station Center supply. Table 8:Shared Parking Summary(Baseline, No TDM Reduction) WeekdayPeak • Peak Weekend Demand • 1 531 418 2 53 102 3 118 108 4 180 213 5 747 173 6 1,850 298 7 483 349 Total 3,962 1,661 Supply 1,025 Figure 8 and Figure 9 illustrate weekday and weekend hourly parking demand, respectively. Weekday parking demand in the early morning is associated with residential uses. This is followed by office uses as the main contributor during the morning and midday. In the evening, parking demand is associated with residential, retail, and restaurant uses. During the weekend, residential parking demand is more consistent throughout day with demand for retail and restaurant uses between midday and nighttime. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 17 4,000 3,500 3,000 2,500 2,000 N 1,500 1,000 500 _ ■ co 0 ■ ■ ■ oPoPoPoPoPoPoQoQoQoQoQoQoQoQoQoQoQoQoP Obo 00 �o �o �o �o �o �o 'bO loO A- (bO CjO Retail(over 2,000 ksf) �Supermarket/Grocery Active Entertainment Office<25 ksf Office 100 to 500 ksf Office>500 ksf Fine/Casual Dining �Hotel Residential, Urban ————Total Supply Figure 8: Weekday Parking Demand by Hour(Baseline, No TDM Reduction) 1,800 1,600 1,400 1,200 1,000 — — — — — — — — — — — — — — — 800 U) 600 co 400 200 d 0 OP OP OP OP OP Q 000O OO Q O Q O � � ti � � � � Q OOQ OQ OQ OQ OQ OP (bO �O OO ^O ti0 Retail(over 2,000 ksf) �Supermarket/Grocery Active Entertainment Office<25 ksf Office 100 to 500 ksf Office>500 ksf Residential, Urban Fine/Casual Dining Hotel ————Total Supply Figure 9: Weekend Parking Demand by Hour(Baseline, no TDM Reduction) Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 18 POTENTIAL PARKING DEMAND STRATEGIES Station Center baseline parking demand significantly exceeds the proposed parking supply. As such, the Station Center will implement aggressive parking and transportation demand management (TDM) strategies to manage and reduce parking demand. This section highlights strategies that may be implemented. Potential strategies are summarized in Table 9. UNBUNDLE PARKING Unbundled parking separates the cost of a parking space from the cost to lease occupied building space. In an unbundled parking approach, parking spaces are leased separately from the building lease itself. This strategy reduces under-utilized reserved parking, as those who use the stalls pay for them separately from building leases. A research study conducted by Arlington County, Virginia found that where parking is bundled, or included in the cost of renting or leasing, people driving alone is 12.5 percent higher for commute trips and 40 percent higher for non-commute trips.2 The study concludes that parking cost at work is strongly correlated with choosing to drive alone rather than choosing other modes such as such bus, walking, bicycling, carpooling, or teleworking. Developers may express concern that under an unbundled approach, tenants will feel uncomfortable without a guaranteed reserved space. REDUCED PARKING RATIOS Salt Lake City will not require minimum parking requirements for Station Center. Station Center proposes lower parking ratios to encourage residents, employees, and patrons to use other transportation modes, in this transit-rich urban environment. Table 10 summarizes peak weekday and weekend parking demand assuming various levels of transportation demand reductions and reduced residential and office parking. The analysis shows that Station Center will need to establish a reduced residential parking ratio to 0.50 spaces per unit, and a reduced office ratio of 0.75 spaces per 1,000 square feet, for parking demand to be less than the proposed parking supply. Furthermore,to reduce weekday peak parking demand to the proposed 1,025 spaces, Station Center would establish a non-auto mode (transit, walking, bicycling) goal of a 50%. Note that Table 10 focuses on reducing residential and office space ratios, as these uses generate the highest parking demand. In addition, these users are most sensitive and responsive to transportation demand management-focused strategies. Station Center will also encourage reducing parking spaces and active mode use for retail and restaurant uses. z https://mobilitylab.org/research/building-studies/unbundling-parking-costs-is-a-top-way-to-promote-transportation- options/ Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 19 Table 9:Potential Parking and Transportation Demand Management(TDM) Strategies Category Strategies Description Benefits Considerations Notes Unbundle Cost of parking spaces is Tenants may be hesitant to Parking Parking separate from cost to lease High use of reserved spaces lease if they do not have - building s ac guaranteed spaces Reduce Parking Utilize parking ratios lower Lower supply can lead to Too little parking may make it 0.75 space per DU is used in Parking Ratios than maximum requirement lower demand difficult to find tenants Astra Towers • Parking may be Enter shared parking inconvenient, especially Shared Parking agreement to use Supplies additional parking during inclement The Gateway development Parking Agreement underutilized parking at inventory for site weather could be a potential partner nearby developments • No control over shared parking inventory • Further study needed to • Connects Project to determine#stops or Potential shuttle providers: Shuttle Provide first/last mile other destinations frequency of to make . Golf carts TDM Connector connection to near-by • Can be used to connect shuttle viable and . Glydways Service destinations convenient with off-site parking • Shuttle may require is • UTA Circulator own dedicated lane • Guidance on where Current companies operating Utilize shared micromobility Convenient mode when devices can be parked in SLC: TDM Micromobility (e-scooters, e-bikes) traveling across Project site • Potential conflicts with • GREENbike services or to near-by destinations pedestrian and bicyclist • Spin • Cost to use service • Line Discounted or Provide discounted or Who pays (owner/tenant) for Salt Lake Central Station is TDM Subsidized subsidized transit passes Encourage use of transit Transit Pass for residents or employees passes part of UTA's Free Fare Zone Parking/ Financial Provide financial incentives Encourages use of other Who pays (owner/tenant) for TDM Incentives for residents/employees for modes incentives using other modes Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 20 Table 10: Shared Parking Summary(Reduced Parking Demand) Office Ratio Peak Weekday Peak Weekend Residential • (spaces per 1,000 Concept • • (spaces per unit) SF) Demand (parking Demand (parking •. •. No TDM 0.90 (base) 2.0 (base) 3,962 1,661 Reduction 0.75 2.0 (base) 3,541 1,497 0.50 2.0 (base) 3,312 1,287 2.0 (base) 1,902 0.9 (base) 1.5 1,594 873 1.0 1,283 2.0 (base) 1,835 50% TDM 0.75 1.5 1,526 810 Reduction 1.0 1,216 2.0 (base) 1,719 0.50 1.5 1,410 704 1.0 1,098 0.75 949 SHARED PARKING AGREEMENT Station Center may also explore shared parking agreements with nearby developments to optimize use of nearby underutilized parking inventory, such as The Gateway. The Gateway has two parking garages accessible from 400 W or 100 S. On November 1, 2023, Kimley-Horn visited The Gateway garages to observe occupancy during the assumed Station Center peak period of 11:45 AM and 1:00 PM. Field observation showed that overall, The Gateway parking structure was approximately 30% occupied. It was observed that upper levels of below-ground parking have higher occupancy than lower levels. Lower below-ground levels were highly under-utilized. It is estimated that parking occupancy in both the North and South garages is 30% of capacity. Estimates of individual levels are summarized in Table 11. Table 11:Approximate Percent Occupancy for The Gateway Garages by Level Level North Parking Garage South • Garage Spaces % Occupied Spaces % Occupied Level 3 0% - Level 2 10% - Level1 100% - Ground 90% 100% Sub Level 1 15% 50% Sub Level 2 - 10% Sub Level 3 - 15% Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 21 SHUTTLE CONNECTOR SERVICE If a shared parking agreement is successful with the Gateway, Station Center may provide a shuttle connector service to connect Station Center to available off-site parking. Future studies will confirm the route, frequency, and provider of a sustainable and convenient shuttle service. MICROMOBILITY GREENbike, Spin, and Lime currently operate in Salt Lake City and provide shared e-scooters or e-bicycle that can be rented to travel within downtown. The Station Center development will include new GREENbike stations. DISCOUNTED OR SUBSIDIZED TRANSIT PASS Discounted or subsidized transit passes will encourage residents or employees to use transit in the area. It is important to consider who (owner or tenants) will be responsible for the cost of these passes. Note the Salt Lake Central Station is within UTA's Free Fare Zone. Station Center will encourage residents, employees, and patrons to make use of transit within the Free Fare Zone. FINANCIAL INCENTIVES Financial incentives could be provided to tenants that use non-motorized modes. These incentives could include reduced rent, or the possibility of "parking cash-out," the choice to receive the cash value of the space rather than the space itself. Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 22 A. Synchro Outputs B. Shared Parking Outputs Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis 23 APPENDIX A: SYNCHRO OUTPUTS Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis A HCM Signalized Intersection Capacity Analysis 50% TDM Reduction 1: 500 W & 200 S } Timing Plan:AM Peak Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations tt r* t t r* Traffic Volume(vph) 0 174 57 121 112 5 20 12 35 14 48 12 Future Volume(vph) 0 174 57 121 112 5 20 12 35 14 48 12 Ideal Flow(vphpl) 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 Total Lost time(s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 Lane Util. Factor 0.95 1.00 1.00 0.95 1.00 1.00 1.00 1.00 1.00 Frt 1.00 0.85 1.00 0.99 1.00 0.89 1.00 1.00 0.85 Flt Protected 1.00 1.00 0.95 1.00 0.95 1.00 0.95 1.00 1.00 Satd. Flow(prot) 3539 1583 1770 3518 1770 1655 1770 1863 1583 Flt Permitted 1.00 1.00 0.95 1.00 0.72 1.00 0.72 1.00 1.00 Satd. Flow(perm) 3539 1583 1770 3518 1347 1655 1348 1863 1583 Peak-hour factor, PHF 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Adj. Flow(vph) 0 189 62 132 122 5 22 13 38 15 52 13 RTOR Reduction(vph) 0 0 49 0 2 0 0 31 0 0 0 11 Lane Group Flow(vph) 0 189 13 132 125 0 22 20 0 15 52 2 Turn Type NA Perm Prot NA Perm NA Perm NA Perm Protected Phases 2 1 6 8 4 Permitted Phases 2 8 4 4 Actuated Green, G (s) 7.6 7.6 9.0 21.1 6.6 6.6 6.6 6.6 6.6 Effective Green, g(s) 7.6 7.6 9.0 21.1 6.6 6.6 6.6 6.6 6.6 Actuated g/C Ratio 0.21 0.21 0.25 0.57 0.18 0.18 0.18 0.18 0.18 Clearance Time(s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Lane Grp Cap(vph) 732 327 434 2022 242 297 242 335 284 v/s Ratio Prot c0.05 c0.07 0.04 0.01 c0.03 v/s Ratio Perm 0.01 0.02 0.01 0.00 v/c Ratio 0.26 0.04 0.30 0.06 0.09 0.07 0.06 0.16 0.01 Uniform Delay,d1 12.2 11.6 11.3 3.4 12.5 12.5 12.5 12.7 12.4 Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Incremental Delay,d2 0.2 0.0 0.4 0.0 0.2 0.1 0.1 0.2 0.0 Delay(s) 12.4 11.7 11.7 3.5 12.7 12.6 12.6 12.9 12.4 Level of Service B B B A B B B B B Approach Delay(s) 12.2 7.7 12.6 12.8 Approach LOS B A B B Intersection Summary HCM 2000 Control Delay 10.5 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.31 Actuated Cycle Length(s) 36.7 Sum of lost time(s) 18.0 Intersection Capacity Utilization 30.5% ICU Level of Service A Analysis Period(min) 15 c Critical Lane Group RDA Station Area Plan Synchro 11 Report Kimley-Horn Page 1 HCM 6th Signalized Intersection Summary 50% TDM Reduction 2: 500 W & 400 S Timing Plan:AM Peak Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations ) tt ) ttt r* t r* Traffic Volume(veh/h) 231 2682 50 12 613 146 11 313 12 87 88 95 Future Volume(veh/h) 231 2682 50 12 613 146 11 313 12 87 88 95 Initial Q(Qb),veh 0 0 0 0 0 0 0 0 0 0 0 0 Ped-Bike Adj(A pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus,Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No Adj Sat Flow,veh/h/In 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate,veh/h 251 2915 54 13 666 159 12 340 13 95 96 103 Peak Hour Factor 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2 Cap,veh/h 501 3212 59 81 2904 901 229 365 309 158 195 209 Arrive On Green 0.07 0.62 0.62 0.01 0.57 0.57 0.01 0.19 0.19 0.05 0.24 0.24 Sat Flow,veh/h 1781 5162 95 1781 5106 1585 1781 1870 1585 1781 825 886 Grp Volume(v),veh/h 251 1916 1053 13 666 159 12 340 13 95 0 199 Grp Sat Flow(s),veh/h/In 1781 1702 1853 1781 1702 1585 1781 1870 1585 1781 0 1711 Q Serve(g_s),s 9.0 75.9 77.6 0.5 10.1 7.5 0.8 27.9 1.0 6.5 0.0 15.7 Cycle Q Clear(g_c),s 9.0 75.9 77.6 0.5 10.1 7.5 0.8 27.9 1.0 6.5 0.0 15.7 Prop In Lane 1.00 0.05 1.00 1.00 1.00 1.00 1.00 0.52 Lane Grp Cap(c),veh/h 501 2118 1153 81 2904 901 229 365 309 158 0 403 V/C Ratio(X) 0.50 0.90 0.91 0.16 0.23 0.18 0.05 0.93 0.04 0.60 0.00 0.49 Avail Cap(c_a),veh/h 501 2149 1170 176 3223 1000 326 390 330 183 0 403 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 Uniform Delay(d), s/veh 12.0 25.5 25.8 32.0 16.7 16.1 49.6 61.8 51.0 48.1 0.0 51.6 Incr Delay(d2),s/veh 0.8 5.9 10.8 0.9 0.0 0.1 0.1 28.3 0.1 4.1 0.0 0.9 Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/In 3.6 30.8 35.8 0.3 4.0 2.8 0.4 16.2 0.4 3.1 0.0 6.9 Unsig. Movement Delay, s/veh LnGrp Delay(d),s/veh 12.7 31.4 36.6 32.9 16.7 16.2 49.7 90.1 51.0 52.2 0.0 52.5 LnGrp LOS B C D C B B D F D D A D Approach Vol, veh/h 3220 838 365 294 Approach Delay, s/veh 31.6 16.9 87.3 52.4 Approach LOS C B F D Timer-Assigned Phs 1 2 3 4 5 6 7 8 Phs Duration(G+Y+Rc), s 6.7 101.6 6.5 41.3 15.0 93.2 12.9 34.9 Change Period (Y+Rc), s 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 Max Green Setting(Gmax),s 10.5 98.5 10.5 31.5 10.5 98.5 10.5 32.5 Max Q Clear Time (g_c+l1), s 2.5 79.6 2.8 17.7 11.0 12.1 8.5 29.9 Green Ext Time(p_c),s 0.0 17.5 0.0 0.9 0.0 5.9 0.0 0.5 Intersection Summary HCM 6th Ctrl Delay 34.6 HCM 6th LOS C Notes User approved pedestrian interval to be less than phase max green. RDA Station Area Plan Synchro 11 Report Kimley-Horn Page 4 HCM Signalized Intersection Capacity Analysis 50% TDM Reduction 1: 500 W & 200 S } Timing Plan: PM Peak Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations tt r* t t r* Traffic Volume(vph) 0 108 56 240 182 37 21 40 89 8 20 3 Future Volume(vph) 0 108 56 240 182 37 21 40 89 8 20 3 Ideal Flow(vphpl) 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 1900 Total Lost time(s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 Lane Util. Factor 0.95 1.00 1.00 0.95 1.00 1.00 1.00 1.00 1.00 Frt 1.00 0.85 1.00 0.97 1.00 0.90 1.00 1.00 0.85 Flt Protected 1.00 1.00 0.95 1.00 0.95 1.00 0.95 1.00 1.00 Satd. Flow(prot) 3539 1583 1770 3450 1770 1669 1770 1863 1583 Flt Permitted 1.00 1.00 0.95 1.00 0.74 1.00 0.67 1.00 1.00 Satd. Flow(perm) 3539 1583 1770 3450 1384 1669 1244 1863 1583 Peak-hour factor, PHF 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Adj. Flow(vph) 0 117 61 261 198 40 23 43 97 9 22 3 RTOR Reduction(vph) 0 0 50 0 12 0 0 80 0 0 0 2 Lane Group Flow(vph) 0 117 11 261 226 0 23 60 0 9 22 1 Turn Type NA Perm Prot NA Perm NA Perm NA Perm Protected Phases 2 1 6 8 4 Permitted Phases 2 8 4 4 Actuated Green, G (s) 6.8 6.8 11.5 22.8 6.8 6.8 6.8 6.8 6.8 Effective Green, g(s) 6.8 6.8 11.5 22.8 6.8 6.8 6.8 6.8 6.8 Actuated g/C Ratio 0.18 0.18 0.30 0.59 0.18 0.18 0.18 0.18 0.18 Clearance Time(s) 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 Vehicle Extension (s) 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 Lane Grp Cap(vph) 623 278 527 2037 243 294 219 328 278 v/s Ratio Prot c0.03 c0.15 0.07 c0.04 0.01 v/s Ratio Perm 0.01 0.02 0.01 0.00 v/c Ratio 0.19 0.04 0.50 0.11 0.09 0.20 0.04 0.07 0.00 Uniform Delay,d1 13.5 13.2 11.2 3.5 13.3 13.6 13.2 13.3 13.1 Progression Factor 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Incremental Delay,d2 0.1 0.1 0.7 0.0 0.2 0.3 0.1 0.1 0.0 Delay(s) 13.7 13.2 11.9 3.5 13.5 13.9 13.3 13.3 13.1 Level of Service B B B A B B B B B Approach Delay(s) 13.5 7.9 13.9 13.3 Approach LOS B A B B Intersection Summary HCM 2000 Control Delay 10.4 HCM 2000 Level of Service B HCM 2000 Volume to Capacity ratio 0.41 Actuated Cycle Length(s) 38.6 Sum of lost time(s) 18.0 Intersection Capacity Utilization 35.3% ICU Level of Service A Analysis Period(min) 15 c Critical Lane Group RDA Station Plan Synchro 11 Report Kimley-Horn Page 1 HCM 6th Signalized Intersection Summary 50% TDM Reduction 2: 500 W & 400 S Timing Plan: PM Peak Movement EBL EBT EBR WBL WBT WBR NBL NBT NBR SBL SBT SBR Lane Configurations ) tt ) ttt r* t r* Traffic Volume(veh/h) 90 1334 112 92 1969 70 33 114 18 228 302 349 Future Volume(veh/h) 90 1334 112 92 1969 70 33 114 18 228 302 349 Initial Q(Qb),veh 0 0 0 0 0 0 0 0 0 0 0 0 Ped-Bike Adj(A pbT) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Parking Bus,Adj 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Work Zone On Approach No No No No Adj Sat Flow,veh/h/In 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 1870 Adj Flow Rate,veh/h 98 1450 122 100 2140 76 36 124 20 248 328 379 Peak Hour Factor 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 Percent Heavy Veh, % 2 2 2 2 2 2 2 2 2 2 2 2 Cap,veh/h 160 2645 223 238 2818 875 101 378 320 370 199 230 Arrive On Green 0.04 0.55 0.55 0.04 0.55 0.55 0.03 0.20 0.20 0.08 0.25 0.25 Sat Flow,veh/h 1781 4798 404 1781 5106 1585 1781 1870 1585 1781 791 914 Grp Volume(v),veh/h 98 1029 543 100 2140 76 36 124 20 248 0 707 Grp Sat Flow(s),veh/h/In 1781 1702 1798 1781 1702 1585 1781 1870 1585 1781 0 1706 Q Serve(g_s),s 3.3 26.6 26.7 3.3 44.3 3.1 2.2 7.8 1.4 10.5 0.0 34.5 Cycle Q Clear(g_c),s 3.3 26.6 26.7 3.3 44.3 3.1 2.2 7.8 1.4 10.5 0.0 34.5 Prop In Lane 1.00 0.22 1.00 1.00 1.00 1.00 1.00 0.54 Lane Grp Cap(c),veh/h 160 1877 991 238 2818 875 101 378 320 370 0 429 V/C Ratio(X) 0.61 0.55 0.55 0.42 0.76 0.09 0.36 0.33 0.06 0.67 0.00 1.65 Avail Cap(c_a),veh/h 229 2395 1265 305 3592 1115 189 470 399 370 0 429 HCM Platoon Ratio 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Upstream Filter(I) 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 Uniform Delay(d), s/veh 26.7 19.8 19.8 15.9 23.7 14.5 44.4 46.8 44.2 43.4 0.0 51.3 Incr Delay(d2),s/veh 3.7 0.3 0.5 1.2 0.7 0.0 2.1 0.5 0.1 4.6 0.0 301.9 Initial Q Delay(d3),s/veh 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 %ile BackOfQ(50%),veh/In 1.9 10.4 11.0 1.4 17.3 1.1 1.0 3.7 0.6 3.2 0.0 50.7 Unsig. Movement Delay, s/veh LnGrp Delay(d),s/veh 30.5 20.0 20.3 17.1 24.4 14.5 46.5 47.3 44.3 48.0 0.0 353.2 LnGrp LOS C C C B C B D D D D A F Approach Vol, veh/h 1670 2316 180 955 Approach Delay, s/veh 20.7 23.8 46.8 274.0 Approach LOS C C D F Timer-Assigned Phs 1 2 3 4 5 6 7 8 Phs Duration(G+Y+Rc), s 9.8 80.1 8.2 39.0 9.7 80.2 15.0 32.2 Change Period (Y+Rc), s 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 Max Green Setting(Gmax),s 10.5 96.5 10.5 34.5 10.5 96.5 10.5 34.5 Max Q Clear Time (g_c+l1), s 5.3 28.7 4.2 36.5 5.3 46.3 12.5 9.8 Green Ext Time(p_c),s 0.1 17.1 0.0 0.0 0.1 29.4 0.0 0.7 Intersection Summary HCM 6th Ctrl Delay 70.3 HCM 6th LOS E RDA Station Plan Synchro 11 Report Kimley-Horn Page 4 APPENDIX B: SHARED PARKING OUTPUTS Station Center Vision and Implementation Plan Transportation, Parking and Circulation Analysis B Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: Base Demand(No TDM Reduction),0.9 Residential Shared Parking DePeak Month: APRIL-- Peak Period: 10 AM,mand Summary Land User. rProject Unit For rCaptive �Base Ratio Parking ®�ve Ratio ®� Estimated Estimate Quantity Unit Ratio Ratio I Ratio Ad Ratio Demand 11 AM April Demand Retail(over 2,000 ksf) 36,500 sf GLA 2.00 100% 78% 1.55 ksf GLA 2.00 100% 89% 1.78 ksf GLA 60% 67% 23 100% 67% 44 Employee 0.70 100% 96% 0.67 0.80 100% 94% 0.75 75% 77% 14 100% 77% 22 Supermarket/Grocery 27,000 sf GLA 2.00 100% 78% 1.55 ksf GLA 2.00 100% 89% 1.78 ksf GLA 60% 92% 23 100% 92% 44 Employee 0.75 100% 96% 0.72 0.75 100% 94% 0.71 90% 100% 18 100% 100% 20 Food and Beverage Fine/Casual Dining 25,500 sf GLA 5.00 100% 10% 0.50 ksf GLA 5.00 100% 10% 0.50 ksf GLA 15% 94% 2 15% 94% 2 Employee 2.25 100% 96% 2.15 2.50 100% 94% 2.35 90% 100% 50 75% 100% 45 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 100% 81% 1.22 ksf GLA 1.80 100% 82% 1.48 ksf GLA 25% 100% 37 65% 100% 116 Employee 0.15 100% 96% 0.14 0.20 100% 94% 0.19 75% 100% 13 100% 100% 23 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 100% 100% 0.15 key 0.15 100% 100% 0.15 key 100% 100% 54 100% 100% 54 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restauant/Meeting Employees sf GLA 0.00 100% 100% 0.00 ksf GLA 0.00 100% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 100% 100% 0.85 unit 0.85 100% 100% 0.85 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.90 100% 100% 0.90 unit 0.90 100% 100% 0.90 unit 60% 100% 659 69% 100% 758 2 Bedrooms units 1.65 100% 100% 1.65 unit 1.65 100% 100% 1.65 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 100% 100% 2.50 unit 2.50 100% 100% 2.50 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 100% 100% 0.00 unit 0.00 100% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 100% 100% 0.10 unit 1 0.15 100% 100% 0.15 unit 1 20% 100% 24 1 20% 100% 37 Office Office Q5 ksf 101,000 sf GFA 0.30 100% 100% 0.30 ksf GFA 0.03 100% 100% 0.03 ksf GFA 100% 100% 31 100% 100% 4 Reserved empl 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 2.00 100% 98% 1.95 0.35 100% 98% 0.34 100% 100% 197 100% 100% 35 Office 100 to 500 ksf 316,000 sf GFA 0.22 100% 100% 0.22 ksf GFA 0.02 100% 100% 0.02 ksf GFA 100% 100% 71 100% 100% 8 Reserved emp 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 2.00 100% 100% 2.00 0.29 100% 100% 0.29 100% 100% 632 100% 100% 91 Office>500 ksf 842,500 sf GFA 0.20 100% 100% 0.20 ksf GFA 0.02 100% 100% 0.02 ksf GFA 100% 100% 169 100% 100% 17 Reserved emp 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 2.00 100% 98% 1.95 0.26 100% 98% 0.25 100% 100% 1,646 100% 100% 215 Additional Land Uses Customer/Visitor 505 Customer 396 Employee/Resident 3,283 Employee/Resident 1,262 Reserved - Reserved - Total 3,788 Total 1,658 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: Base Demand(No TDM Reduction),0.75 Residential Shared Parking DePeak Month: APRIL-- Peak Period: 10 AM,mand Summary Land User. rProject Unit For rCaptive �Base Ratio Parking ®�ve Ratio ®� Estimated Estimate Quantity Unit Ratio Ratio I Ratio Ad Ratio Demand 11 AM April Demand Retail(over 2,000 ksf) 36,500 sf GLA 1.30 100% 66% 0.86 ksf GLA 1.20 100% 83% 0.99 ksf GLA 60% 67% 13 100% 67% 24 Employee 0.70 100% 96% 0.67 0.80 100% 94% 0.75 75% 77% 14 100% 77% 22 Supermarket/Grocery 27,000 sf GLA 1.25 100% 66% 0.82 ksf GLA 1.25 100% 83% 1.03 ksf GLA 60% 92% 12 100% 92% 26 Employee 0.75 100% 96% 0.72 0.75 100% 94% 0.71 90% 100% 18 100% 100% 20 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 100% 10% 0.28 ksf GLA 2.50 100% 10% 0.25 ksf GLA 15% 94% 1 15% 94% 1 Employee 2.25 100% 96% 2.15 2.50 100% 94% 2.35 90% 100% 50 75% 100% 45 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 100% 82% 1.23 ksf GLA 1.80 100% 83% 1.49 ksf GLA 25% 100% 37 65% 100% 117 Employee 0.15 100% 96% 0.14 0.20 100% 94% 0.19 75% 100% 13 100% 100% 23 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 100% 100% 0.15 key 0.15 100% 100% 0.15 key 100% 100% 54 100% 100% 54 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restauant/Meeting Employees sf GLA 0.00 100% 100% 0.00 ksf GLA 0.00 100% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 100% 100% 0.85 unit 0.85 100% 100% 0.85 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.75 100% 100% 0.75 unit 0.75 100% 100% 0.75 unit 60% 100% 549 69% 100% 631 2 Bedrooms units 1.65 100% 100% 1.65 unit 1.65 100% 100% 1.65 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 100% 100% 2.50 unit 2.50 100% 100% 2.50 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 100% 100% 0.00 unit 0.00 100% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 100% 100% 0.10 unit 1 0.15 100% 100% 0.15 unit 1 20% 100% 24 1 20% 100% 37 Office Office Q5 ksf 101,000 sf GFA 0.30 100% 100% 0.30 ksf GFA 0.03 100% 100% 0.03 ksf GFA 100% 100% 31 100% 100% 4 Reserved empl 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 1.70 100% 98% 1.66 0.35 100% 98% 0.34 100% 100% 168 100% 100% 35 Office 100 to 500 ksf 316,000 sf GFA 0.22 100% 100% 0.22 ksf GFA 0.02 100% 100% 0.02 ksf GFA 100% 100% 71 100% 100% 8 Reserved emp 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 1.78 100% 100% 1.78 0.29 100% 100% 0.29 100% 100% 562 100% 100% 91 Office>500 ksf 842,500 sf GFA 0.20 100% 100% 0.20 ksf GFA 0.02 100% 100% 0.02 ksf GFA 100% 100% 169 100% 100% 17 Reserved emp 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 1.80 100% 98% 1.76 0.26 100% 98% 0.25 100% 100% 1,482 100% 100% 215 Additional Land Uses Customer/Visitor 484 Customer 359 Employee/Resident 2,910 Employee/Resident 1,135 Reserved - Reserved - Total 3,393 Total 1,494 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: Base Demand(No TDM Reduction),0.5 Residential Shared Parking DePeak Month: APRIL-- Peak Period: 10 AM,mand Summary Land User. rProject Unit For rCaptive �Base Ratio Parking ® Estimated Estimate ®� Quantity Unit Ratio Ratio I Ratio Ad Ratio atlo Demand 11 AM April Demand Retail(over 2,000 ksf) 36,500 sf GLA 1.30 100% 66% 0.86 ksf GLA 1.20 100% 83% 0.99 ksf GLA 60% 67% 13 100% 67% 24 Employee 0.70 100% 96% 0.67 0.80 100% 94% 0.75 75% 77% 14 100% 77% 22 Supermarket/Grocery 27,000 sf GLA 1.25 100% 66% 0.82 ksf GLA 1.25 100% 83% 1.03 ksf GLA 60% 92% 12 100% 92% 26 Employee 0.75 100% 96% 0.72 0.75 100% 94% 0.71 90% 100% 18 100% 100% 20 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 100% 10% 0.28 ksf GLA 2.50 100% 10% 0.25 ksf GLA 15% 94% 1 15% 94% 1 Employee 2.25 100% 96% 2.15 2.50 100% 94% 2.35 90% 100% 50 75% 100% 45 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 100% 82% 1.23 ksf GLA 1.80 100% 83% 1.49 ksf GLA 25% 100% 37 65% 100% 117 Employee 0.15 100% 96% 0.14 0.20 100% 94% 0.19 75% 100% 13 100% 100% 23 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 100% 100% 0.15 key 0.15 100% 100% 0.15 key 100% 100% 54 100% 100% 54 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restauant/Meeting Employees sf GLA 0.00 100% 100% 0.00 ksf GLA 0.00 100% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 100% 100% 0.85 unit 0.85 100% 100% 0.85 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.50 100% 100% 0.50 unit 0.50 100% 100% 0.50 unit 60% 100% 366 69% 100% 421 2 Bedrooms units 1.65 100% 100% 1.65 unit 1.65 100% 100% 1.65 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 100% 100% 2.50 unit 2.50 100% 100% 2.50 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 100% 100% 0.00 unit 0.00 100% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 100% 100% 0.10 unit 1 0.15 100% 100% 0.15 unit 1 20% 100% 24 1 20% 100% 37 Office Office Q5 ksf 101,000 sf GFA 0.30 100% 100% 0.30 ksf GFA 0.03 100% 100% 0.03 ksf GFA 100% 100% 31 100% 100% 4 Reserved empl 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 1.70 100% 98% 1.66 0.35 100% 98% 0.34 100% 100% 168 100% 100% 35 Office 100 to 500 ksf 316,000 sf GFA 0.22 100% 100% 0.22 ksf GFA 0.02 100% 100% 0.02 ksf GFA 100% 100% 71 100% 100% 8 Reserved emp 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 1.78 100% 100% 1.78 0.29 100% 100% 0.29 100% 100% 562 100% 100% 91 Office>500 ksf 842,500 sf GFA 0.20 100% 100% 0.20 ksf GFA 0.02 100% 100% 0.02 ksf GFA 100% 100% 169 100% 100% 17 Reserved emp 0.00 100% 100% 0.00 0.00 100% 100% 0.00 100% 100% - 100% 100% - Employee 1.80 100% 98% 1.76 0.26 100% 98% 0.25 100% 100% 1,482 100% 100% 215 Additional Land Uses Customer/Visitor 484 Customer 359 Employee/Resident 2,727 Employee/Resident 925 Reserved - Reserved - Total 3,210 Total 1,283 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TDM Reduction,0.9 Residential,1.0 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL--Peak Period: 10 AM, Land User. rProject Unit For r ® Estimated Estimate Captive �Sase Ratio Parking Ratio Ratio Ad Ratio "Apri Quantity Unit Ratio I Ratio 10 AM Aprill D- Demand Re Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 0 % 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 65% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaumnt/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.90 50% 100% 0.45 unit 0.90 50% 100% 0.45 unit 60% 100% 329 69% 100% 379 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.70 50% 98% 0.34 0.35 50% 98% 0.17 100% 100% 35 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.78 50% 100% 0.39 0.29 50% 100% 0.14 100% 100% 123 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.80 50% 98% 0.39 0.26 50% 98% 0.13 100% 100% 329 100% 100% 107 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 891 Employee/Resident 631 Reserved - Reserved - Total 1,195 Total 873 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TOM Reduction,0.9 Residential,1.50 Office Shared Parking Demand Summary Peak Month: APRIL -- Peak Period: 10 AM,WEEKDAY Land User rNon- Pmject Unit For r ®� ® Parking � Quantity Unit Ratio Ratio r Demand Retail Retail(1,000 ksf to 2,000 ksf) 2,500 sf GLA 1.10 50% 66% 0.36 ksf GLA 1.00 50% 83% 0.41 ksf GLA 60% 67% - 90% 67% 1 Employee 0.90 50% 96% 0.43 1.00 50% 94% 0.47 75% 77% 1 95% 77% 1 Retail(over 2,000 ksf) 34,000 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 11 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 10 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 1-1% 94% - Employee 2.25 50% 96% 1.08 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 65% 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 100% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaurant/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.90 50% 100% 0.45 unit 0.90 50% 100% 0.45 unit 60% 100% 329 69% 100% 379 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 20% 100% 12 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.20 50% 98% 0.59 0.35 50% 98% 0.17 100% 100% 60 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.28 50% 100% 0.64 0.29 50% 100% 0.14 100% 100% 202 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 300% - 300% 100% - Employee 1.30 50% 98% 0.63 0.26 50% 98% 0.13 100% 100% 535 100% 100% 107 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 1,201 Employee/Resident 631 Reserved - Reserved - Total 1,506 Total 873 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TDM Reduction,0.9 Residtential,2.0 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL--Peak Period: 10 AM, Land User. rProject Unit For r ® Estimated Estimate Captive �Sase Ratio Parking Ratio Ratio Ad Ratio "Apri Quantity Unit Ratio I Ratio 10 AM Aprill D- Demand Re Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 0 % 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 65% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaumnt/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.90 50% 100% 0.45 unit 0.90 50% 100% 0.45 unit 60% 100% 329 69% 100% 379 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.70 50% 98% 0.83 0.35 50% 98% 0.17 100% 100% 84 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.78 50% 100% 0.89 0.29 50% 100% 0.14 100% 100% 281 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.80 50% 98% 0.88 0.26 50% 98% 0.13 100% 100% 741 300% 300% 307 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 1,510 Employee/Resident 631 Reserved - Reserved - Total 1,814 Total 873 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%Reduction,0.75 Residential,1.0 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL-- Peak Period: 10 AM, Land User. rP.ject Unit For Captive Ratio Ratio �Base Ratio Ad tve DrivingCapon- at. ® Estimated Estimate �Ratio ® Parking "Quantity Unit Ratio I Ratio 10 AM Aprill r- Demand Retail Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 0 % 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 65% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaurant/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.75 50% 100% 0.38 unit 0.75 50% 100% 0.38 unit 60% 100% 275 69% 100% 316 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.70 50% 98% 0.34 0.35 50% 98% 0.17 100% 100% 35 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.78 50% 100% 0.39 0.29 50% 100% 0.14 100% 100% 123 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.80 50% 98% 0.39 0.26 50% 98% 0.13 100% 100% 329 100% 100% 107 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 836 Employee/Resident 568 Reserved - Reserved - Total 1,140 Total 810 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TDM Reduction,0.75 Residential,1.50 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL-- Peak Period: 10 AM, Land User. rP.ject Unit For Captive Ratio Ratio �Base R.O. Ad tve rCapon- af. ® Estimated Estimate �Ratio ® Parking "Quantity Unit Ratio I Ratio 10 AM Aprill r- Demand Retail Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 0 % 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 65% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaumnt/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.75 50% 100% 0.38 unit 0.75 50% 100% 0.38 unit 60% 100% 275 69% 100% 316 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.20 50% 98% 0.59 0.35 50% 98% 0.17 100% 100% 60 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.28 50% 100% 0.64 0.29 50% 100% 0.14 100% 100% 202 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.30 50% 98% 0.63 0.26 50% 98% 0.13 100% 100% 535 100% 100% 107 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 1,146 Employee/Resident 568 Reserved - Reserved - Total 1,450 Total 810 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TOM Reduction,0.75 Residential,2.0 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL--Peak Period: 10 AM, Land User. rProject Unit For r Parking Ratio Ratio Ad ad ® Estimated Estimate Captive �Sase Ratio "Apri Ratlo Quantity Unit Ratio I Ratio 10 AM Aprill r- Demand Re Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 0 % 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 65% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaumnt/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.75 50% 100% 0.38 unit 0.75 50% 100% 0.38 unit 60% 100% 275 69% 100% 316 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.70 50% 98% 0.83 0.35 50% 98% 0.17 100% 100% 84 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.78 50% 100% 0.89 0.29 50% 100% 0.14 100% 100% 281 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.80 50% 98% 0.88 0.26 50% 98% 0.13 100% 100% 741 300% 300% 307 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 1,455 Employee/Resident 568 Reserved - Reserved - Total 1,759 Total 810 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TOM Reduction,0.5 Residential,0.75 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL - Peak Period: 2 PM, Land User. rProject Unit For Captive Ratio Ratio �Base Ratio Ad r ® Estimated Estimate �Ratio ® Parking "Quantity Unit Ratio I Ratio 2 PM Aprill D- Demand Retail Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 95% 67% 10 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 100% 77% 10 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 95% 92% 10 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 100% 100% 10 100% 100% 30 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 65% 94% 2 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 95% 100% 70 65% 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 100% 100% 9 100% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 33% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 65% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 65% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 65% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaurant/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 50% 100% - 69% 100% - 1 Bedroom 1,219 units 0.50 50% 100% 0.25 unit 0.50 50% 100% 0.25 unit 50% 100% 153 69% 100% 210 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 50% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 50% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office OfficeQ5 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 95% 100% 15 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.45 50% 98% 0.22 0.35 50% 98% 0.17 95% 100% 21 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 95% 100% 34 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.53 50% 100% 0.26 0.29 50% 100% 0.14 95% 100% 79 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 95% 100% 80 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.55 50% 98% 0.27 0.26 50% 98% 0.13 95% 100% 215 100% 100% 107 Additional Land Uses Customer/Visitor 359 Customer 242 Employee/Resident 548 Employee/Resident 462 Reserved - Reserved - Total 907 Total 704 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TDM Reduction,0.5 Residential,1.0 Office WEEKDAYShamd Parking Demand Summary Peak Month: APRIL - Peak Period: 2 PM, Land User. rProject Unit For Captive Ratio Ratio �Base Ratio Ad r ® Estimated Estimate �Ratio ® Parking "Quantity Unit Ratio I Ratio 2 PM Aprill D- Demand Retail Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 95% 67% 10 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 100% 77% 10 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 95% 92% 10 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 100% 100% 10 100% 100% 30 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 65% 94% 2 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 95% 100% 70 65% 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 100% 100% 9 100% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 33% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 65% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 65% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 65% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaurant/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 50% 100% - 69% 100% - 1 Bedroom 1,219 units 0.50 50% 100% 0.25 unit 0.50 50% 100% 0.25 unit 50% 100% 153 69% 100% 210 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 50% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 50% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office OfficeQ5 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 95% 100% 15 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.70 50% 98% 0.34 0.35 50% 98% 0.17 95% 100% 33 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 95% 100% 34 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.78 50% 100% 0.39 0.29 50% 100% 0.14 95% 100% 117 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 95% 100% 80 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 0.80 50% 98% 0.39 0.26 50% 98% 0.13 95% 100% 313 100% 100% 107 Additional Land Uses Customer/Visitor 359 Customer 242 Employee/Resident 695 Employee/Resident 462 Reserved - Reserved - Total 1,054 Total 704 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TOM Reduction,0.5 Residential,1.50 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL-- Peak Period: 10 AM, Land User. rP.ject Unit For Captive Ratio Ratio �Base R.O. Ad tve rCapon- at. ® Estimated Estimate �atlo ® Parking "Quantity Unit Ratio I Ratio 10 AM Aprill mand 11 AM D- Demand Retail Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 0 % 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 65% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaumnt/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.50 50% 100% 0.25 unit 0.50 50% 100% 0.25 unit 60% 100% 183 69% 100% 210 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.20 50% 98% 0.59 0.35 50% 98% 0.17 100% 100% 60 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.28 50% 100% 0.64 0.29 50% 100% 0.14 100% 100% 202 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.30 50% 98% 0.63 0.26 50% 98% 0.13 100% 100% 535 100% 100% 107 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 1,054 Employee/Resident 462 Reserved - Reserved - Total 1,359 Total 704 Copyright©2020 All rights reserved.The Urban Land Institute,International Council of Shopping Centers,and National Parking Association. Project: RDA Station Area Plan Description: 50%TDM Reduction,0.5 Residential,2.0 Office WEEKDAYShared Parking Demand Summary Peak Month: APRIL--Peak Period: 10 AM, Land User. rProject Unit For r Parking Ratio Ratio Ad ad ® Estimated Estimate Captive �Sase Ratio "Apri Ratio Quantity Unit Ratio I Ratio 10 AM Aprill D- Demand Re Retail(over 2,000 ksf) 36,500 sf GLA 1.30 50% 66% 0.43 ksf GLA 1.20 50% 83% 0.50 ksf GLA 60% 67% 6 100% 67% 12 Employee 0.70 50% 96% 0.33 0.80 50% 94% 0.38 75% 77% 7 100% 77% 11 Supermarket/Grocery 27,000 sf GLA 1.25 50% 66% 0.41 ksf GLA 1.25 50% 83% 0.52 ksf GLA 60% 92% 6 100% 92% 13 Employee 0.75 50% 96% 0.36 0.75 50% 94% 0.35 90% 100% 9 100% 100% 10 Food and Beverage Fine/Casual Dining 25,500 sf GLA 2.75 50% 10% 0.14 ksf GLA 2.50 50% 10% 0.13 ksf GLA 15% 94% 1 15% 94% - Employee 2.25 50% 96% 1.07 2.50 50% 94% 1.18 90% 100% 25 75% 100% 23 Entertainment and Institutions Active Entertainment 120,000 sf GLA 1.50 50% 82% 0.62 ksf GLA 1.80 50% 83% 0.75 ksf GLA 25% 100% 19 0 % 100% 58 Employee 0.15 50% 96% 0.07 0.20 50% 94% 0.09 75% 100% 6 65% 100% 11 Hotel and Residential Hotel-Business keys 1.00 59% 100% 0.59 key 1.00 69% 100% 0.69 key 60% 100% - 60% 100% - Hotel-Leisure 358 keys 1.00 50% 100% 0.50 key 1.00 50% 100% 0.50 key 70% 100% 125 70% 100% 125 Hotel Employees 358 keys 0.15 50% 100% 0.08 key 0.15 50% 100% 0.08 key 100% 100% 27 100% 100% 27 Restaurant/Lounge sf GLA 6.67 63% 90% 3.78 ksf GLA 7.67 54% 30% 1.24 ksf GLA 10% 92% - 5% 92% - Meeting/Banquet(0 to 20 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(20 to 50 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Meeting/Banquet(50 to 100 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 0.00 68% 70% 0.00 ksf GLA 60% 100% - 60% 100% - Convention(100 to 200 sq ft/key) sf GLA 0.00 68% 60% 0.00 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Convention(>200 sq ft/key) sf GLA 5.50 68% 60% 2.24 ksf GLA 5.50 68% 70% 2.62 ksf GLA 100% 55% - 100% 55% - Restaumnt/Meeting Employees sf GLA 0.00 50% 100% 0.00 ksf GLA 0.00 50% 100% 0.00 ksf GLA 100% 100% - 100% 100% - Residential,Urban 0% Studio Efficiency units 0.85 50% 100% 0.43 unit 0.85 50% 100% 0.43 unit 60% 100% - 69% 100% - 1 Bedroom 1,219 units 0.50 50% 100% 0.25 unit 0.50 50% 100% 0.25 unit 60% 100% 183 69% 100% 210 2 Bedrooms units 1.65 50% 100% 0.83 unit 1.65 50% 100% 0.83 unit 60% 100% - 69% 100% - 3+Bedrooms units 2.50 50% 100% 1.25 unit 2.50 50% 100% 1.25 unit 60% 100% - 69% 100% - Reserved res spaces 0.00 50% 100% 0.00 unit 0.00 50% 100% 0.00 unit 100% 100% - 100% 100% - Visitor 1,219 units 1 0.10 50% 100% 0.05 unit 1 0.15 50% 100% 0.08 unit 1 20% 100% 12 1 20% 100% 18 Office Office<25 ksf 101,000 sf GFA 0.30 50% 100% 0.15 ksf GFA 0.03 50% 100% 0.02 ksf GFA 100% 100% 16 100% 100% 2 Reserved empl 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.70 50% 98% 0.83 0.35 50% 98% 0.17 100% 100% 84 100% 100% 18 Office 100 to 500 ksf 316,000 sf GFA 0.22 50% 100% 0.11 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 36 100% 100% 4 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.78 50% 100% 0.89 0.29 50% 100% 0.14 100% 100% 281 100% 100% 46 Office>500 ksf 842,500 sf GFA 0.20 50% 100% 0.10 ksf GFA 0.02 50% 100% 0.01 ksf GFA 100% 100% 85 100% 100% 9 Reserved emp 0.00 50% 100% 0.00 0.00 50% 100% 0.00 100% 100% - 100% 100% - Employee 1.80 50% 98% 0.88 0.26 50% 98% 0.13 100% 100% 741 300% 300% 307 Additional Land Uses Customer/Visitor 305 Customer 242 Employee/Resident 1,363 Employee/Resident 462 Reserved - Reserved - Total 1,668 Total 704 SU RDA 100 South Design Workshop February 2024 000 10, -00 !�Oy` 41 10 00 ".00, 100 South Design Workshop Introduction - y � ' - � ��x �=.w ,� The Redevelopment Agency of Salt The western edge of the site �!�_-`t-` `'' --_ �-• _ Lake City(SLC RDA)owns a collection is adjacent to rail tracks for of parcels totaling over 4 acres Frontrunner,Amtrak,and other rail focused around the segment of 100 service as well as Interstate 15,which " �� ._ - _ South bounded by 600 West and serves vehicle and freight movement South Dansie Drive. across the state. The project site is adjacent to The parcels are zoned for Gateway �_ C,O :;� +� `: City-Owned and notable cultural uses such as the Mixed Use(G-MU)which allows for / 'VOL_ ,;' Available for Access Use . Metro Music Hall,the Sun Trapp, 'a mixture of residential,commercial, Utah Arts Alliance-Art Factory, and assembly uses within an urban '�'� Jo Make Salt Lake,and the Wasatch neighborhood atmosphere.' The Community Gardens. G-MU zone requires buildings to be at least 75 feet,with a maximum allowable height of 180 feet. g� - ` 74 b.137 1 1 r 94 h I F ' .`• ` 'O � � � I � � �, ` s�..._;• - •.r.� % .may 0.3371 :0.2(}.0555 746, ❑. �' ".` `� i• -p -1 ��•..`r ; a:t 7 - a ` Y r . - - 10 - - - - - - - J * � * Ak 100 South ie "per 0.25 i i I 'YI 0.2188 i i r 1 • � - -!•'i i0.1611 0.3448 n 187.y �• ' 3 155'a - 0. 50 s Map of RDA owned parcels O O Wasatch Community Garden O3 Utah Arts Alliance O5 Metro Music Hall G O2 BWP Communications O4 Make Salt Lake O6 The Sun Trapp 2 Rio Grande District Vision and Implementation Plan 3 Key Connections •' Green Loop • 100 South Design Workshop Transit _ Site Area ..........: -Cultural Landmarks and Amenities COMPLEX District Context FNCR IRER. GREEN LOOP INETRA% - - MUSIC HALL Downtown Connections:The 100 Cultural Amenities:The site Residential Development:In recent South parcels are located within is located at the heart of the years,this portion of the Depot -- { walking distance to a wealth of Downtown entertainment and night District has experience a boom of existing and future transportation life including venues such as The multi-family residential development. �Si RA ARENAVILLAOE'IAPANToWN infrastructure including both Salt Metro Music Hall,The Complex,The The scale of these buildings are �R T :� ----- Lake Central Station and North Gateway,and the Delta Center. typically in the 4-6 story range. I DOWNTOWN s/ _ Temple Station,the Folsom Trail,and This is complemented by important 1 �- ,_ 1 �► - — the future Green Loop on 500 West. cultural sites such as the Sun Trapp q bar for the LGBTQIA community and ----------- Centro Civico for the Hispanic and • ' I 300 EOUIH �Rq ORANDEOVOT LatinX community. SALTLARE � CENIRALSEATION - uu Existing and proposed cultural landmarks and amenities in proximity to 100 South parcels. O NORTHTEMNE ERONTRUNNERa •',GREEN LOOP NORTH IEMNE RIt FRONTRUNNERS: ♦LtJ - /�TRA% GREEN LOOP i T'� • �- L' �I• I_ FOIsoM TRAIL 100, 2: 1 'II1 _ FOLEOM TRAIL O TRA%RIUE LINE I-E-L� MRSXER.I 1 ��•-- -` DOWNTOWN �' r` ITE; AREC GE - -- I THE TEWn: -------------I o C _SIT4 _ MMN� - -a; 4YRAA E .......... •• THE WESTSIDF Sao SOUTH 1 I � RIO(rRANRE DEPOT TtNTRALSTATION 00SOUTH -�T ----------------- I 'ECH LINk CORRIDOR wrz .3(ID_$OIRN.� I�R106RANDE DEPOT LT IAKE Sr Q STATION V r �F I Key Connections L - Green Loop G _+oo sowm P Transit Key Connections �l(' Site Area Green Loop Transit Site Area •"• F_J Multi-Family Housing Map of major infrastructure in proximity to the 700 South parcels. O Map of recently built and proposed multi-family housing in proximity to the 700 South parcels. O 4 Rio Grande District Vision and Implementation Plan 5 100 South Design Workshop • Design Preliminary Design Options Workshop Comments Workshop Option 1 -d - _ �s Option 3On September 12th,2023,SLC RDA, Itl a alk y �•.A. " - Salt Lake City,and Perkins&Will conducted a work session to explore All ^w..•r Housing I-IOUS and vertical the potential site layout,land Housing r Harvest uses,and programming for these F E A ' r. 3 parcels.Perkins&Will presented 4 preliminary design options to / initiate ideation and refinement of a preferred concept. 0 o D UANVERTlCA ur t 1 Attendees A a SLC RDA SLC Planning Division SLC Department of Economic Development Option I focuses on multi-family residential development with Option 3 focuses on multi-family residential development on buildings oriented to provide a mid-block walkway in the the northern portion of the site with commercial development SLC Arts Council interior the site. on the southern portion,including Urban Vertical Farming Use Perkins&Will and space for food trucks. U Option 2 / Option 4 \ Mitl-BI k W Ikw y i` / M tl a aIX W kway 7 !f' Housing 3sv All and Vertical I-IOUSIng Harvest M I. I om.. i k,,am A A Option 2 focuses on multi-family residential development Option 4 places multi-family residential on both the northern I with buildings oriented to provide common green spaces for and southern segment of the site;Urban Vertical Farming residents.The mid-block walkway goes through the ground Use is anchored in the northwest corner to buffer the rail and Photographs of comments on the floor of new buildings. freeway;The ground floor is lined with active uses. design options from the 9/72 workshop. 6 Rio Grande District Vision and Implementation Plan 7 100 South Design Workshop Key Takeaway 7: oc A� Establish a 000 Development 10 • 000 � \ Framework s ♦ / ;#00 N 11 1 t: it t 1. 100 South:The existing right-of-way for the segment of 100 0"c� / \ '�\\ /' of t South between 600 West to Danzie Drive is approximately TFF'O 120 feet and underutilized.There is an opportunity to reconfigure the street to provide vehicle access,on-street CT� parking,usable open spaces and community programming. �%// ��fly 2. Mid Block Walkway:In alignment with the Salt Lake City , �� \• '� ' Downtown Master Plan concept for mid block walkways, �j "/ \� /• \ the framework proposes a north-south walkway along the 6q. western edge of the Metro Music Hall and proposed multi- family residential project along 600 West. 3. 600 West:In the future,600 West could be redesigned to fitA ensure a safer,more comfortable multi-modal connection to Salt Lake Central Station,North Temple Station,and thee Folsom Trail N�%/C 4. Loading/Access Zones:Provide loading access routes /\\ \ ��/ 9�� ./ in the interior of the parcels to service future mixed-use �"�� A. 1' / development and provide adequate access for fire trucks. ,�OJ 00y 5. Open Spaces:Identify opportunities for new open space such as the terminus of 100 south as an event plaza, internal green spaces to support future residents,and the easy conversion of the mid-block walkway to support events at the Metro Music Hall. Conceptual bird's eye diagram of proposed street O connections and open spaces. 8 Rio Grande District Vision and Implementation Plan 9 100 South Design Workshop Key Takeaway 2: Housing is a 000 Priority • .� 10 00 �O "O� 00 1. Affordable Housing:Housing development should adhere /�// �F�T, ��•/ _ i,�i// �. 1f It I /d ~ to RDA's housing priorities including deeply affordable units,opportunities for home-ownership,with a focus on 0 / 1 local artists. 2. 5-Over-1:Emphasis on supporting mid-rise development, specifically 5 over 1 multi-family residential.This common , �� \•\" � \��\ / ♦ �tcy construction type is aligned with recent multi-family ♦ //j \� / \ ' / \ �9 development within the Depot District and could help60 facilitate greater affordability. \\` / 3. Family Size Housing:There was a question about whether \\ � it f' 1 �� ♦ family size housing would be appropriate in this section of ftl \� ��' ♦ '�. \\�� \ Downtown as it is in the heart of a growing entertainment t '' ♦ and night life district in addition to its proximity to heavy 9 P Y Y / \ rail and 1-15.This topic will require further consideration by �/the RDA. �/\ ' ,,BOOS\\\\\ ��/ yTF�A\� Q- `ems '♦ \ -_ 40 10 000 0. \ 10 F Conceptual bird's eye diagram of proposed multi-family O residential development. 10 Rio Grande District Vision and Implementation Plan 11 100 South Design Workshop Key Take away 3: Arts, Music, and Farming s `c9r��: 4 Fti oti 00 11 q 1 / o - 1. Music Education and Events:Workshop attendees sited / � � tiT �ti� /• -.. � 1 11 a multi-purpose entertainment complex at the terminusFF,/ \\ Il of 100 South that could include indoor and outdoor �� performance spaces,rehearsal rooms,and other relevant music programming.This typology is based on Stage AE located in Pittsburgh,Pennsylvania.The right-of-way at the end of the street would be transformed into an outdoor concert venue.Additionally,to better support the Metro I CT Music Hall,the mid-block walkway should be designed to be temporarily closed off for outdoor events. \ 2. Arts Programming:In lieu of traditional retail spaces lining \\�� 11 tf 1 1 N \ 100 south,a portion of the ground floor of new residential \ / development could be designated for artist and artisan spaces. *� � �•� �� J0��` 3. Urban Vertical Farming Use:Due to the nature of the site, it was determined that this could be a good location for an urban vertical farming use that could contribute to the mid- '�� \\\ rise density of the neighborhood while providing access OJ to fresh produce and potential workforce development opportunities.There are groups across the country that run these types of programs,some of which have expressed interest in establishing a location in Salt Lake City.This type of facility could be sited at the northern end of the property \�\\�� 9�00 as a way to effectively buffer residential from noise coming Q \\\� , NI- from the rail and freeway. �O Conceptual bird's eye diagram of proposed arts,music, O and vertical farming programming. 12 Rio Grande District Vision and Implementation Plan 13 \\ ,c" ^- 100 South Design Workshop0000 G , 00 Wt C3 Itt t 4w NIO 110 10 a lllrl - �O Conceptual bird's eye diagram of the preferred design concept. O 14 Rio Grande District Vision and Implementation Plan 15 \00 ////I MAYOR ERIN MENDENHALL =\\\\~ / DANNY WALZ Executive Director °� ��° Director REDEVELOPMENT AGENCY of SALT LAKE CITY STAFF MEMO DATE: March 29, 2024 PREPARED BY: Danny Walz,RDA Director RE: Renaming of the Redevelopment Agency of Salt Lake City REQUESTED ACTION: Consider adoption of a resolution to rename the Redevelopment Agency of Salt Lake City to the Salt Lake City Community Reinvestment Agency POLICY ITEM: N/A BUDGET IMPACTS: N/A EXECUTIVE SUMMARY: The Redevelopment Agency of Salt Lake City("Agency")is seeking the Board of Director's("Board")consideration on a Resolution that would rename the Agency to the Salt Lake City Community Reinvestment Agency. This name change would align with the legal terminology used in Utah Code Title 17C and more accurately reflect the mission,values, and project prioritization strategy defined within the Agency's Guiding Framework. ANALYSIS &ISSUES: In 1969,the Agency was founded with a charge to revitalize Utah's Capital City by fostering economic growth and development. Over the past 55 years,the Agency has invested in more than 300 projects to achieve that goal. During that span of time and especially within the last eight years,the Agency's goals,priorities, development strategies and overarching mission have undergone significant evolution. During the 2016 Utah Legislative session, SB 151 was successfully enacted, amending section 17C of Utah Code and thereby formally redesignating entities previously referred to as"redevelopment agencies" as"community reinvestment agencies." The amendment also states that any newly created entity will be regarded as a community reinvestment area, and any existing redevelopment agency may change its name through resolution, State noticing, and County recording. In 2019,the Board adopted a Guiding Framework to serve as the Agency's updated strategic and operational document. This Framework established a new mission statement clarifying the Agency's purpose, creating core values articulating intended economic, social, and physical project outcomes, and defining livability benchmarks to measure public benefits. It also represented a formalized shift towards prioritizing projects that produce the most public benefits for the community. SALT LAKE CITY CORPORATION 451 SOUTH STATE STREET,ROOM 115 WWW.SLC.GOV•WWW.SLCRDA.COM P.O.BOX 145518,SALT LAKE CITY,UTAH 84114-5518 TEL 801-535-7240-FAX 801-535-7245 1 Integrating the Guiding Framework into its day-to-day operations and communications,the Agency has subsequently created strategies,policies, and programs to further support investment in community- minded projects and initiatives. The proposed renaming now provides an opportunity to reflect these legislative, aspirational, and operational progressions in a context that acknowledges the Agency's ongoing forward direction. NEXT STEPS: • Upon approval of the resolution,Agency staff will provide notice to the State and County as per statutory requirements and begin implementing the new name in communications, website, materials, etc. ATTACHMENTS: Attachment A—Resolution: Changing the name of the Redevelopment Agency of Salt Lake City to the Salt Lake City Community Reinvestment Agency Attachment B—Resolution: Guiding Framework for Mission and Values 2 Attachment A: Changing the name of the Redevelopment Agency of Salt Lake City to the Salt Lake City Community Reinvestment Agency Resolution 3 REDEVELOPMENT AGENCY OF SALT LAKE CITY RESOLUTION NO. Changing the name of the Redevelopment Agency of Salt Lake City to the Salt Lake City Community Reinvestment Agency. RESOLUTION OF THE BOARD OF DIRECTORS OF THE REDEVELOPMENT AGENCY OF SALT LAKE CITY CHANGING THE NAME OF THE AGENCY TO THE SALT LAKE CITY COMMUNITY REINVESTMENT AGENCY. WHEREAS,the Salt Lake City Council established the "Redevelopment Agency of Salt Lake City" (Agency)by resolution on June 10, 1969. WHEREAS, the Agency was created to transact the business and exercise the powers provided for the Agency in state law. WHEREAS,pursuant to Utah Code Section 17C-1-201.5, the Board of Directors of the Agency(Board)now desires to,by resolution, rename the Agency to be the "Salt Lake City Community Reinvestment Agency." NOW THEREFORE, BE IT RESOLVED BY THE BOARD: Section 1. Pursuant to Utah Code Section 17C-1-201.5, the Board approves changing the name of the Agency to the "Salt Lake City Community Reinvestment Agency." Section 2. All references to the "Redevelopment Agency of Salt Lake City" in previously adopted Board resolutions shall be replaced with "Salt Lake City Community Reinvestment Agency." Additionally, all references to the "Redevelopment Advisory Committee" or "Advisory Committee of the Redevelopment Agency of Salt Lake City" shall be replaced with "Reinvestment Advisory Committee" or"Advisory Committee of the Salt Lake City Community Reinvestment Agency." Section 3. The Agency bylaws are hereby amended such that the name of the Agency is changed to the "Salt Lake City Community Reinvestment Agency." Additionally, the bylaws are hereby amended such that the name of the Redevelopment Advisory Committee is changed to "Reinvestment Advisory Committee." A redlined version of the bylaws showing the changes is attached to this resolution as Exhibit A. A clean and updated version of the bylaws, adopting all redline changes, is attached to this resolution as Exhibit B. Section 4. Section 1 of this resolution is effective as of the date it this resolution is passed by the Board. Sections 2 and 3 of this resolution do not take effect until all legal requirements under 17C-1-202.5 have been met, including submitting a notice of name change with the lieutenant governor and recording the notice and certificate of name change with the Salt Lake County Recorder, but in no case may Sections 2 and 3 take effect more than three months from the passage of this resolution. 4 Passed by the Board of Directors, this day of 2024. Chairperson Approved as to form:�—� Salt Lake City Attorney's Office Allison Parks The Executive Director: does not request reconsideration requests reconsideration at the next regular Agency meeting. Erin Mendenhall, Executive Director Attest: City Recorder 5 Exhibit A 6 AMENDED AND RESTATED BYLAWS OF THE SALT LAKF CITYS 0MMUNITY RENVESTMENTAGENCY, Deleted:REDEVELOPMENT Deleted: OF SALT LAKE CITY Amended and restated on April 16,2024 Amended on December 12,2023 Amended on January 10,2023 Amended and restated on May 10,2016 7 Table of Contents ARTICLE I—THE AGENCY....................................................................................................................................1 Section1. Name of Agency..................................................................................................................I Section 2. Governing Board.................................................................................................................1 Section 3. Executive Director...............................................................................................................I Section4. Seal of Agency....................................................................................................................I Section5. Office of Agency.................................................................................................................1 ARTICLE II—GOVERNANCE.................................................................................................................................1 Section1.Governance...............................................................................................................................I Section 2. The Board of Directors........................................................................................................I Section 3. Executive Director...............................................................................................................1 ARTICLE III—OFFICERS AND EXECUTIVE DIRECTOR................................................................................2 Section1. Officers................................................................................................................................2 Section2. Chairperson..........................................................................................................................2 Section 3. Vice-Chairperson.................................................................................................................2 Section 4. Additional Duties.................................................................................................................2 Section5. Election................................................................................................................................2 Section6. Vacancies.............................................................................................................................2 Section 7. Executive Director...............................................................................................................2 ARTICLE IV—MEETINGS.......................................................................................................................................3 Section1. Annual Meeting...................................................................................................................3 Section 2. Regular Meetings;Special Meetings...................................................................................3 Section3. Quorum................................................................................................................................3 Section 4. Resolutions and Contracts...................................................................................................3 ARTICLE V—ADVISORY COMMITTEE.............................................................................................................3 Section 1. Advisory Committee Created..............................................................................................3 Section2. Purpose................................................................................................................................3 Section 3. Appointment-Oath of Office.............................................................................................4 Section 4. Removal from Office...........................................................................................................4 Section5. Members;Ethics..................................................................................................................4 Section 6. Eligibility for Membership..................................................................................................4 Section7. Meetings..............................................................................................................................4 Section9. Subcommittees....................................................................................................................5 Section10. Responsibilities....................................................................................................................5 i 8 Section11. Staff Support........................................................................................................................6 ARTICLE VI—AMENDMENTS.............................................................................................................................6 Section 1. Amendments to Bylaws.......................................................................................................6 ii 9 ARTICLE I—THE AGENCY Section 1. Name of Agency.The name of the agency shall be the"Salt Lake City Community Reinvestment Agency,'(also_referred to herein as the"AgencyL). -- Deleted:Redevelopment Section 2. Governing Board.The governing board of the Agency shall be known as the Deleted: of salt Lake City Board of Directors of the Salt Lake Citygommunity Reinvestment Agency Board of Directors'D..The Deleted:Redevelopment Board of Directors shall be comprised of the members of the City Council of Salt Lake City,Utah. Deleted:of salt Lake City Section 3. Executive Director.The executive director("Executive Director")of the Agency shall be the duly elected or appointed Mayor of Salt Lake City Corporation. Section 4. Seal of Agency.The Agency shall have a seal in a form which it shall approve. Section 5. Office of Agency.The office of the Agency shall beat such place in Salt Lake City,Utah,as the Agency may from time to time designate by resolution. ARTICLE II—GOVERNANCE Section 1.Governance.The governing body of the Agency shall be the Board of Directors. Section 2. The Board of Directors.The powers and duties of the Board of Directors shall include,but shall not be limited to,the following policy-making functions: A. Adopt all resolutions,policies and Bylaws of the Agency. B. Approve annual budgets. C. Review all acts of administration. D. Make and enforce any additional rules and regulations for the governance of the Agency, the preservation of order at its meetings,and the transaction of business of the Agency as may be necessary. E. Perform all other duties that may be required by the Board of Directors not inconsistent with these Bylaws or as may be required by law. Section 3. Executive Director.The powers and duties of the Executive Director shall include,but are not limited to,the following executive and administrative functions: A. Implement the resolutions of the Board of Directors. B. Execute the policies adopted by the Board of Directors. C. Utilize such City personnel as may be necessary to exercise the powers,duties,and functions of the Agency as prescribed by the laws of the State of Utah.The selection and compensation of personnel shall be determined by the Executive Director,subject to the policies established by the Board of Directors. D. Attend all meetings of the Board of Directors with the right to take part in all discussions and the responsibility to inform the Board of Directors of the condition and needs of the Agency and to make recommendations and give advice to the Board of Directors.The Executive Director shall not have the right to vote in Agency meetings. 1 10 E. Furnish the Board of Directors with reports periodically as determined by the Board of Directors,setting forth the amounts of all budget appropriations,the total disbursements to date from these appropriations,and the amount of indebtedness incurred or contracted against each appropriation,and the percentage of the appropriation encumbered to date. F. Negotiate and execute agreements or contracts within budget appropriations on behalf of the Agency. G. Establish reporting and management structures for the Agency. H. Perform all other duties that may be required by law. ARTICLE III—OFFICERS AND EXECUTIVE DIRECTOR Section 1. Officers.The officers of the Agency shall be a Chairperson and a Vice- Chairperson who shall be elected from the Board of Directors. Section 2. Chairperson.The Chairperson shall preside at all meetings of the Agency.At each such meeting,the Chairperson shall submit such recommendations and information as the Chairperson may consider proper concerning the business,affairs,and policies of the Agency. Section 3. Vice-Chairperson.The Vice-Chairperson of the Agency shall perform the duties of the Chairperson in the absence or incapacity of the Chairperson;and in case of the resignation or death of the Chairperson,the Vice-Chairperson shall perform such duties as are imposed on the Chairperson until such time as the Agency shall elect a new Chairperson. Section 4. Additional Duties.The officers of the Agency shall perform such other duties and functions as may from time to time be required by the Agency or the Bylaws or rules and regulations of the Agency. Section 5. Election.The Chairperson shall be elected at the Annual Meeting of the Agency from among the members of the Board of Directors of the Agency.The Chairperson shall hold office for a term of one year or until their successor is elected and qualified.The Chairperson shall be eligible for reelection and may serve a second successive term as Chairperson.A Chairperson shall not be eligible for reelection for a third term until two years after the expiration of their second successive term. The Vice-Chairperson shall be elected by members of the Board of Directors of the agency at the organization meeting,and thereafter shall be elected at the annual meeting of the Agency from among the members of the Board of Directors of the Agency.The Vice-Chairperson shall hold office for a term of one year or until his or her successor is elected and qualified.A Vice-Chairperson shall be eligible for reelection and may serve one or more successive terms. Section 6. Vacancies.Should the offices of Chairperson or Vice-Chairperson become vacant,the Board of Directors of the Agency shall elect a successor from among the Board of Directors of the Agency at the next regular meeting,and such election shall be for the unexpired term of the vacant office.Should the office of Executive Director become vacant,the office of Executive Director shall be filled with the appointment or election of the new Mayor.Officers elected to fill an unexpired term shall be eligible for election immediately upon completion of the unexpired term. Section 7. Executive Director.The Mayor of Salt Lake City shall serve as the Executive Director and shall exercise his or her executive powers to perform such duties on behalf of the Agency as more fully described in Article III herein and shall,subject to the policy direction of the Board of 2 11 Directors,have general supervision of the administrative and business affairs of the Agency.In order to be effective against the Agency,all resolutions and bylaws must be countersigned by the Executive Director. The Executive Director or his or her designee shall sign all contracts,deeds,orders,and other instruments made by the Agency.The Executive Director may designate in writing the person other than the Executive Director who shall have authority to sign contracts,deeds,orders,and other instruments made by the Agency on behalf of the Executive Director.Such designee must be employed by the City.The Executive Director shall give bond for the faithful performance of the duties of the Executive Director and his/her signatory designee in such amounts as the Board of Directors may determine. ARTICLE IV—MEETINGS Section 1. Annual Meeting.The annual meeting of the Agency shall be held commensurate with the first Regular Meeting of each calendar year. Section 2. Regular Meetings_Special Meetings.Regular meetings of the Agency shall be held monthly by official notice.Any special meetings may be called pursuant to the requirements in the Utah Open and Public Meetings Act,Utah Code 52-4-2,and its successor or replacement. Section 3. Quorum.Four members shall constitute a quorum for the purpose of conducting the Board's business and exercising its powers and for all other purposes.Action may be taken by the Agency upon a vote of a majority of Board of Directors present at a meeting at which a quorum is present. Section 4. Resolutions and Contracts.All resolutions shall be in writing and designated by number,reference to which shall be inscribed in the minutes and an approved copy filed with the Salt Lake City Recorder's Office.All contracts executed by the Agency shall be filed with the Salt Lake City Recorder's Office. ARTICLE V—ADVISORY COMMITTEE Section 1. Advisory Committee Created.There is created the Advisory Committee of the Salt Lake City Community Aeinvestment Agenc}�,which_body shall consist of not less than seven(7)nor Deleted:Redevelopment more than nine(9)persons appointed as voting members.Members shall be appointed without regard to Deleted: of Salt Lake City partisan political affiliation from among citizens of the highest integrity,attainment,and competence. Members appointed to the Advisory Committee may include,but shall not be limited to,the following vocational classifications:finance,construction,law,architecture,and planning.Members shall be appointed on the basis of their individual expertise and not their affiliation with particular groups or organizations or geographic areas.Members of the Advisory Committee shall be residents of the City except that two(2)members may reside outside the boundaries of the City,and providing that a majority of the Advisory Committee members are City residents,an additional two(2)members of the Advisory Committee may reside outside the boundaries of the City provided however,that they own or are employed by an entity holding a current City business license. The Chief Administrative Officer,the Executive Director,and the Director of Economic Development of the City,and such other experts as the Board of Directors may from time to time deemed necessary shall be ex officio,non-voting members of the Advisory Committee. Section 2. Purpose.The purpose of the Salt Lake City Reinvestment Advisory Committee_is_ . --- Deleted:Redevelopment to advise the Board of Directors concerning the Agency's redevelopment programs,activities and project areas undertaken under the provisions of the Utah Community Development and Renewal Agencies Act 3 12 and the Utah Residential Rehabilitation Act as requested by the Board of Directors.The Reinvestment Deleted:Redevelopment Advisory Committee shall serve only in an advisory role and shall have no power or authority other than that delegated to it by the Board of Directors. Section 3. Appointment-Oath of Office. All appointments of members of the Zeinvestment Advisory Committee shall be made by the Executive Director with the advice and consent Deleted:Redevelopment of the Board of Directors.All appointments to the reinvestment Advisory Committee shall be-made for a Deleted:Redevelopment four-year term.No member shall serve more than two full four-year terms.Each member's term of office shall expire on the applicable third Monday in January.Each member shall perform service on a voluntary basis and shall serve without compensation.Members shall be immune from liability with respect to any decision or action taken during the course of those services as provided by Section 63-30b-2,Utah Code Annotated 1953,as amended,or its successor.Members of the Reinvestment Advisory Committee shall ..-- Deleted:Redevelopment sign the oath of office and file the same in the office of the Agency.Every Member who shall fail within a reasonable time after notification of such Member's appointment to file with the Agency such member's oath of office to perform faithfully,honestly,and impartially the duties of his or her office,shall be deemed to have refused such appointment,and thereupon another person shall be appointed in the manner prescribed.Vacancies occurring in the membership of the&investment Advisory Committee shall be — Deleted:Redevelopment filled by appointment as described herein for the unexpired term. Section 4. Removal from Office.Members of the Aeinvestment Advisory Committee may Deleted:Redevelopment be removed from office by the Executive Director for cause,prior to the normal expiration of a term for which such member was appointed.Members of the Reinvestment Advisory Committee may also be Deleted:Redevelopment removed from office if they are absent without excuse from three consecutive regular meetings of the Reinvestment Advisory Committee. - Deleted:Redevelopment Section 5. Members;Ethics.Persons to be considered for appointment as members of the A.einvestment Advisory Committee shall submit to the Agency a public disclosure statement in a form Deleted:Redevelopment approved by the Agency.Members of the Remvestment Advisory Committee shall be deemed to be public Deleted:Redevelopment officers and shall be subject to and bound by the provisions of the Utah Public Officers and Employees Ethics Act,Section 67-16-1,et seq.,Utah Code Annotated 1953,as amended,or its successor legislation. Any violation of the provisions of such act,or as the act shall be from time to time amended,shall be grounds for removal from the reinvestment Advisory Committee for cause.Members shall not participate .- Deleted:Redevelopment in any discussions of the�ieinvestment Advisory Committee which will create-a direct or substantial Deleted:Redevelopment conflict of interest between his or her private interests and his or her public duty as a member of the Reinvestment Advisory Committee. - Deleted:Redevelopment Section 6. Eligibility for Membership.To be eligible to be appointed as a member of the ,Reinvestment Advisory Committee,a person shall meet the following prerequisites: Deleted:Redevelopment A. Be not less than twenty-one years of age; B. Be a resident of the State of Utah;and C Not also serve as a member of another appointed authority,board,advisory board, council,committee,or commission of the City. Section 7. Meetings.The Reinvestment Advisory Committee shall convene regular Deleted:Redevelopment meetings to be held not less than monthly throughout the year.Meetings of the&investment Advisory Deleted:Redevelopment Committee shall be in accordance with the provisions of the Utah Open and Public Meetings Act insofar as applicable to the Reinvestment Advisory Committee.-Special meetings may be called by a majority of _ .-- Deleted:Redevelopment 4 13 the Members of the Zeinvestment Advisory Committee,the chairperson of the Reinvestment Advisory Deleted:Redevelopment Committee,the Executive Director,the Chief Administrative Officer,or the Chairperson of the Board of Deleted:Redevelopment Directors.The call for a special meeting must be signed by the members,the chairperson of the reinvestment Advisory Committee,the Executive Director,the.ChiefAdministrative Officer,or -- Deleted:Redevelopment Chairperson of the Board of Directors calling such meeting.Unless waived in writing,each member not joining in the order for such special meeting must be given not less than twenty-four(24)hours'prior notice of the date,time,and place of the meeting.The notice of special meetings shall be served personally or left at the member's residence or business office.Meetings shall be held at the office of the Agency or at such other place as may be designated by the Reinvestment Advisory Committee.Half of Deleted:Redevelopment the members of the Reinvestment Advisory Committee then appointed and having signed the oath of Deleted:Redevelopment office shall constitute a quorum for the transaction of business.The Aginvestment Advisory Committee...... __ Deleted:Redevelopment .. may take official action by an affirmative vote of a majority of its members present at any meeting at which a quorum is present. The Reinvestment Advisory Committee shall cause a written record of its proceedings to be kept Deleted:Redevelopment which shall be available for public inspection in the office of the Agency.The Remvestment Advisory — Deleted:Redevelopment Committee shall record in the record the yea and nay votes on the voting of any action taken by it. The,Reinvestment Advisory Committee shall adopt a system of rules of procedure under which its - .-- Deleted:Redevelopment meetings are to beheld.The Reinvestment Advisory Committee may suspend the rules of procedure by a .............- Deleted:Redevelopment two-thirds vote of the members of the Committee who are present at any meeting.The Reinvestment ,Advisory Committee may suspend the rules of procedure beyond_the duration of the meeting at which the - Deleted:Redevelopment suspension of the rules occurs. Section 8. Election of Officers.Each year,the Reinvestment Advisory Committee,at its first Deleted:Redevelopment regular meeting in February,shall elect one of its members to serve as chairperson and another of its members to serve as vice chairperson.The vice chairperson shall perform the duties of the chairperson during the absence or disability of the chairperson.The Agency shall make available a secretary from to assist the Reinvestment Advisory Committee when required. - Deleted:Redevelopment Section 9. Subcommittees.The Reinvestment Advisory Committee may designate Deleted:Redevelopment subcommittees as it desires to study,consider,and make recommendations on matters that are presented to the Reinvestment Advisory Committee.Subcommittee members may be members of the Reinvestment Deleted:Redevelopment Advisory Committee,but the Reinvestment Advisory Committee shall have the power to designate such- Deleted:Redevelopment subcommittee members as it deems appropriate and advisable even though they may not be members. Deleted:Redevelopment Section 10. Responsibilities.The�ieinvestment Advisory Committee shall have the following..__. Deleted:Redevelopment powers and duties: A. Upon request of the Board of Directors in legislative or policy matters,or upon request of the Executive Director in executive or administrative matters,the Reinvestment Advisory Deleted:Redevelopment Committee shall study,review,or analyze matters or issues affecting the redevelopment programs,activities,and redevelopment project areas and make oral and written recommendations and reports to the Board and the Chief Administrative Officer. B. Determine and establish rules and regulations for the conduct of the Reinvestment Deleted:Redevelopment Advisory Committee as the members shall deem advisable;provided,however,that such rules and regulations shall not be in conflict with these By-Laws,the policies of the Agency,or any other laws. 5 14 C. If requested by the Board of Directors,the power to hold public hearings to obtain public comment. D. The power to meet with and coordinate the activities of theReinvestmentAdvisory Deleted:Redevelopment Committee with the City's Planning Commission and its staff,or other persons or entities. Section 11. Staff Support.Upon request of the, einvestment Advisory Committee and -- Deleted:Redevelopment approval of the Executive Director,the Agency shall make available to the Reinvestment Advisory Deleted:Redevelopment Committee staff support,independent consultants,the Agency's attorney or an attorney designated by the Agency to render legal services and such other assistance as may be necessary. ARTICLE VI—AMENDMENTS Section 1. Amendments to Bylaws. Subject to Article V,Section 5,the Bylaws of the Agency may be amended with the approval of at least a majority of the Board of Directors of the Agency at a Regular or Special meeting at which a quorum is present, but no such amendment shall be adopted unless at least seven days' written notice thereof has been previously given to all members of the Board of Directors of the Agency.Notice shall identify the section or sections of the Bylaws proposed to be amended. 6 15 Exhibit B 16 AMENDED AND RESTATED BYLAWS OF THE SALT LAKE CITY COMMUNITY REINVESTMENT AGENCY Amended and restated on April 16, 2024 Amended on December 12, 2023 Amended on January 10, 2023 Amended and restated on May 10, 2016 17 Table of Contents ARTICLE I—THE AGENCY....................................................................................................................................I Section1. Name of Agency................................................................................................................. 1 Section 2. Governing Board................................................................................................................. 1 Section 3. Executive Director.............................................................................................................. I Section4. Seal of Agency.................................................................................................................... 1 Section5. Office of Agency................................................................................................................ 1 ARTICLE II—GOVERNANCE................................................................................................................................1 Section1. Governance.............................................................................................................................. 1 Section 2. The Board of Directors....................................................................................................... 1 Section 3. Executive Director.............................................................................................................. 1 ARTICLE III—OFFICERS AND EXECUTIVE DIRECTOR................................................................................2 Section1. Officers...............................................................................................................................2 Section2. Chairperson.........................................................................................................................2 Section 3. Vice-Chairperson................................................................................................................2 Section 4. Additional Duties................................................................................................................2 Section5. Election...............................................................................................................................2 Section6. Vacancies............................................................................................................................2 Section 7. Executive Director..............................................................................................................2 ARTICLE IV—MEETINGS......................................................................................................................................3 Section1. Annual Meeting..................................................................................................................3 Section 2. Regular Meetings; Special Meetings..................................................................................3 Section3. Quorum...............................................................................................................................3 Section 4. Resolutions and Contracts ..................................................................................................3 ARTICLE V—ADVISORY COMMITTEE.............................................................................................................3 Section 1. Advisory Committee Created.............................................................................................3 Section2. Purpose ...............................................................................................................................3 Section 3. Appointment- Oath of Office.............................................................................................4 Section 4. Removal from Office..........................................................................................................4 Section5. Members; Ethics.................................................................................................................4 Section 6. Eligibility for Membership .................................................................................................4 Section7. Meetings..............................................................................................................................4 Section9. Subcommittees....................................................................................................................5 Section10. Responsibilities...................................................................................................................5 i 18 Section11. Staff Support.......................................................................................................................6 ARTICLE VI AMENDMENTS.............................................................................................................................6 Section 1. Amendments to Bylaws......................................................................................................6 ii 19 ARTICLE I—THE AGENCY Section 1. Name of Agency. The name of the agency shall be the"Salt Lake City Community Reinvestment Agency"(also referred to herein as the"Agency"). Section 2. Governing. The governing board of the Agency shall be known as the Board of Directors of the Salt Lake City Community Reinvestment Agency("Board of Directors"). The Board of Directors shall be comprised of the members of the City Council of Salt Lake City,Utah. Section 3. Executive Director. The executive director("Executive Director")of the Agency shall be the duly elected or appointed Mayor of Salt Lake City Corporation. Section 4. Seal of Agency. The Agency shall have a seal in a form which it shall approve. Section 5. Office of Agency. The office of the Agency shall be at such place in Salt Lake City,Utah, as the Agency may from time to time designate by resolution. ARTICLE 11—GOVERNANCE Section 1. Governance. The governing body of the Agency shall be the Board of Directors. Section 2. The Board of Directors. The powers and duties of the Board of Directors shall include,but shall not be limited to,the following policy-making functions: A. Adopt all resolutions,policies and Bylaws of the Agency. B. Approve annual budgets. C. Review all acts of administration. D. Make and enforce any additional rules and regulations for the governance of the Agency, the preservation of order at its meetings, and the transaction of business of the Agency as may be necessary. E. Perform all other duties that may be required by the Board of Directors not inconsistent with these Bylaws or as may be required by law. Section 3. Executive Director. The powers and duties of the Executive Director shall include,but are not limited to,the following executive and administrative functions: A. Implement the resolutions of the Board of Directors. B. Execute the policies adopted by the Board of Directors. C. Utilize such City personnel as may be necessary to exercise the powers, duties, and functions of the Agency as prescribed by the laws of the State of Utah.The selection and compensation of personnel shall be determined by the Executive Director, subject to the policies established by the Board of Directors. D. Attend all meetings of the Board of Directors with the right to take part in all discussions and the responsibility to inform the Board of Directors of the condition and needs of the Agency and to make recommendations and give advice to the Board of Directors. The Executive Director shall not have the right to vote in Agency meetings. 1 20 E. Furnish the Board of Directors with reports periodically as determined by the Board of Directors, setting forth the amounts of all budget appropriations,the total disbursements to date from these appropriations, and the amount of indebtedness incurred or contracted against each appropriation, and the percentage of the appropriation encumbered to date. F. Negotiate and execute agreements or contracts within budget appropriations on behalf of the Agency. G. Establish reporting and management structures for the Agency. H. Perform all other duties that may be required by law. ARTICLE III—OFFICERS AND EXECUTIVE DIRECTOR Section 1. Officers.The officers of the Agency shall be a Chairperson and a Vice- Chairperson who shall be elected from the Board of Directors. Section 2. Chairperson.The Chairperson shall preside at all meetings of the Agency.At each such meeting,the Chairperson shall submit such recommendations and information as the Chairperson may consider proper concerning the business,affairs, and policies of the Agency. Section 3. Vice-Chairperson.The Vice-Chairperson of the Agency shall perform the duties of the Chairperson in the absence or incapacity of the Chairperson; and in case of the resignation or death of the Chairperson,the Vice-Chairperson shall perform such duties as are imposed on the Chairperson until such time as the Agency shall elect a new Chairperson. Section 4. Additional Duties.The officers of the Agency shall perform such other duties and functions as may from time to time be required by the Agency or the Bylaws or rules and regulations of the Agency. Section 5. Election. The Chairperson shall be elected at the Annual Meeting of the Agency from among the members of the Board of Directors of the Agency.The Chairperson shall hold office for a term of one year or until their successor is elected and qualified. The Chairperson shall be eligible for reelection and may serve a second successive term as Chairperson.A Chairperson shall not be eligible for reelection for a third term until two years after the expiration of their second successive term. The Vice-Chairperson shall be elected by members of the Board of Directors of the agency at the organization meeting, and thereafter shall be elected at the annual meeting of the Agency from among the members of the Board of Directors of the Agency. The Vice-Chairperson shall hold office for a term of one year or until his or her successor is elected and qualified.A Vice-Chairperson shall be eligible for reelection and may serve one or more successive terms. Section 6. Vacancies. Should the offices of Chairperson or Vice-Chairperson become vacant,the Board of Directors of the Agency shall elect a successor from among the Board of Directors of the Agency at the next regular meeting, and such election shall be for the unexpired term of the vacant office. Should the office of Executive Director become vacant,the office of Executive Director shall be filled with the appointment or election of the new Mayor. Officers elected to fill an unexpired term shall be eligible for election immediately upon completion of the unexpired term. Section 7. Executive Director. The Mayor of Salt Lake City shall serve as the Executive Director and shall exercise his or her executive powers to perform such duties on behalf of the Agency as more fully described in Article III herein and shall, subject to the policy direction of the Board of 2 21 Directors,have general supervision of the administrative and business affairs of the Agency. In order to be effective against the Agency, all resolutions and bylaws must be countersigned by the Executive Director. The Executive Director or his or her designee shall sign all contracts, deeds, orders, and other instruments made by the Agency. The Executive Director may designate in writing the person other than the Executive Director who shall have authority to sign contracts, deeds, orders,and other instruments made by the Agency on behalf of the Executive Director. Such designee must be employed by the City.The Executive Director shall give bond for the faithful performance of the duties of the Executive Director and his/her signatory designee in such amounts as the Board of Directors may determine. ARTICLE IV—MEETINGS Section 1. Annual Meeting. The annual meeting of the Agency shall be held commensurate with the first Regular Meeting of each calendar year. Section 2. Regular Meetings; Special Meetings. Regular meetings of the Agency shall be held monthly by official notice.Any special meetings may be called pursuant to the requirements in the Utah Open and Public Meetings Act,Utah Code 52-4-2,and its successor or replacement. Section 3. Quorum. Four members shall constitute a quorum for the purpose of conducting the Board's business and exercising its powers and for all other purposes.Action may be taken by the Agency upon a vote of a majority of Board of Directors present at a meeting at which a quorum is present. Section 4. Resolutions and Contracts.All resolutions shall be in writing and designated by number,reference to which shall be inscribed in the minutes and an approved copy filed with the Salt Lake City Recorder's Office.All contracts executed by the Agency shall be filed with the Salt Lake City Recorder's Office. ARTICLE V—ADVISORY COMMITTEE Section 1. Advisory Committee Created. There is created the Advisory Committee of the Salt Lake City Community Reinvestment Agency,which body shall consist of not less than seven(7)nor more than nine(9)persons appointed as voting members. Members shall be appointed without regard to partisan political affiliation from among citizens of the highest integrity, attainment, and competence. Members appointed to the Advisory Committee may include,but shall not be limited to,the following vocational classifications: finance, construction, law, architecture, and planning.Members shall be appointed on the basis of their individual expertise and not their affiliation with particular groups or organizations or geographic areas. Members of the Advisory Committee shall be residents of the City except that two(2)members may reside outside the boundaries of the City, and providing that a majority of the Advisory Committee members are City residents, an additional two(2)members of the Advisory Committee may reside outside the boundaries of the City provided however,that they own or are employed by an entity holding a current City business license. The Chief Administrative Officer,the Executive Director, and the Director of Economic Development of the City, and such other experts as the Board of Directors may from time to time deemed necessary shall be ex officio,non-voting members of the Advisory Committee. Section 2. Purpose. The purpose of the Salt Lake City Reinvestment Advisory Committee is to advise the Board of Directors concerning the Agency's redevelopment programs, activities and project areas undertaken under the provisions of the Utah Community Development and Renewal Agencies Act 3 22 and the Utah Residential Rehabilitation Act as requested by the Board of Directors. The Reinvestment Advisory Committee shall serve only in an advisory role and shall have no power or authority other than that delegated to it by the Board of Directors. Section 3. Appointment-Oath of Office. All appointments of members of the Reinvestment Advisory Committee shall be made by the Executive Director with the advice and consent of the Board of Directors.All appointments to the Reinvestment Advisory Committee shall be made for a four-year term.No member shall serve more than two full four-year terms. Each member's term of office shall expire on the applicable third Monday in January. Each member shall perform service on a voluntary basis and shall serve without compensation. Members shall be immune from liability with respect to any decision or action taken during the course of those services as provided by Section 63-30b-2,Utah Code Annotated 1953,as amended, or its successor. Members of the Reinvestment Advisory Committee shall sign the oath of office and file the same in the office of the Agency.Every Member who shall fail within a reasonable time after notification of such Member's appointment to file with the Agency such member's oath of office to perform faithfully,honestly, and impartially the duties of his or her office, shall be deemed to have refused such appointment, and thereupon another person shall be appointed in the manner prescribed.Vacancies occurring in the membership of the Reinvestment Advisory Committee shall be filled by appointment as described herein for the unexpired term. Section 4. Removal from Office. Members of the Reinvestment Advisory Committee may be removed from office by the Executive Director for cause,prior to the normal expiration of a term for which such member was appointed. Members of the Reinvestment Advisory Committee may also be removed from office if they are absent without excuse from three consecutive regular meetings of the Reinvestment Advisory Committee. Section 5. Members; Ethics. Persons to be considered for appointment as members of the Reinvestment Advisory Committee shall submit to the Agency a public disclosure statement in a form approved by the Agency. Members of the Reinvestment Advisory Committee shall be deemed to be public officers and shall be subject to and bound by the provisions of the Utah Public Officers and Employees Ethics Act, Section 67-16-1, et seq.,Utah Code Annotated 1953, as amended,or its successor legislation. Any violation of the provisions of such act, or as the act shall be from time to time amended, shall be grounds for removal from the Reinvestment Advisory Committee for cause. Members shall not participate in any discussions of the Reinvestment Advisory Committee which will create a direct or substantial conflict of interest between his or her private interests and his or her public duty as a member of the Reinvestment Advisory Committee. Section 6. Eli ig bility for Membership. To be eligible to be appointed as a member of the Reinvestment Advisory Committee, a person shall meet the following prerequisites: A. Be not less than twenty-one years of age; B. Be a resident of the State of Utah; and C Not also serve as a member of another appointed authority,board, advisory board, council, committee,or commission of the City. Section 7. Meetings. The Reinvestment Advisory Committee shall convene regular meetings to be held not less than monthly throughout the year. Meetings of the Reinvestment Advisory Committee shall be in accordance with the provisions of the Utah Open and Public Meetings Act insofar as applicable to the Reinvestment Advisory Committee. Special meetings may be called by a majority of 4 23 the Members of the Reinvestment Advisory Committee,the chairperson of the Reinvestment Advisory Committee,the Executive Director,the Chief Administrative Officer,or the Chairperson of the Board of Directors. The call for a special meeting must be signed by the members,the chairperson of the Reinvestment Advisory Committee,the Executive Director,the Chief Administrative Officer, or Chairperson of the Board of Directors calling such meeting.Unless waived in writing, each member not joining in the order for such special meeting must be given not less than twenty-four(24)hours'prior notice of the date,time,and place of the meeting. The notice of special meetings shall be served personally or left at the member's residence or business office.Meetings shall be held at the office of the Agency or at such other place as may be designated by the Reinvestment Advisory Committee. Half of the members of the Reinvestment Advisory Committee then appointed and having signed the oath of office shall constitute a quorum for the transaction of business. The Reinvestment Advisory Committee may take official action by an affirmative vote of a majority of its members present at any meeting at which a quorum is present. The Reinvestment Advisory Committee shall cause a written record of its proceedings to be kept which shall be available for public inspection in the office of the Agency. The Reinvestment Advisory Committee shall record in the record the yea and nay votes on the voting of any action taken by it. The Reinvestment Advisory Committee shall adopt a system of rules of procedure under which its meetings are to be held. The Reinvestment Advisory Committee may suspend the rules of procedure by a two-thirds vote of the members of the Committee who are present at any meeting. The Reinvestment Advisory Committee may suspend the rules of procedure beyond the duration of the meeting at which the suspension of the rules occurs. Section 8. Election of Officers. Each year,the Reinvestment Advisory Committee,at its first regular meeting in February, shall elect one of its members to serve as chairperson and another of its members to serve as vice chairperson. The vice chairperson shall perform the duties of the chairperson during the absence or disability of the chairperson. The Agency shall make available a secretary from to assist the Reinvestment Advisory Committee when required. Section 9. Subcommittees. The Reinvestment Advisory Committee may designate subcommittees as it desires to study, consider, and make recommendations on matters that are presented to the Reinvestment Advisory Committee. Subcommittee members may be members of the Reinvestment Advisory Committee,but the Reinvestment Advisory Committee shall have the power to designate such subcommittee members as it deems appropriate and advisable even though they may not be members. Section 10. Responsibilities. The Reinvestment Advisory Committee shall have the following powers and duties: A. Upon request of the Board of Directors in legislative or policy matters, or upon request of the Executive Director in executive or administrative matters,the Reinvestment Advisory Committee shall study,review, or analyze matters or issues affecting the redevelopment programs, activities, and redevelopment project areas and make oral and written recommendations and reports to the Board and the Chief Administrative Officer. B. Determine and establish rules and regulations for the conduct of the Reinvestment Advisory Committee as the members shall deem advisable;provided,however,that such rules and regulations shall not be in conflict with these By-Laws,the policies of the Agency, or any other laws. 5 24 C. If requested by the Board of Directors,the power to hold public hearings to obtain public comment. D. The power to meet with and coordinate the activities of the Reinvestment Advisory Committee with the City's Planning Commission and its staff,or other persons or entities. Section 11. Staff Support. Upon request of the Reinvestment Advisory Committee and approval of the Executive Director,the Agency shall make available to the Reinvestment Advisory Committee staff support, independent consultants,the Agency's attorney or an attorney designated by the Agency to render legal services and such other assistance as may be necessary. ARTICLE VI—AMENDMENTS Section 1. Amendments to Bylaws. Subject to Article V, Section 5, the Bylaws of the Agency may be amended with the approval of at least a majority of the Board of Directors of the Agency at a Regular or Special meeting at which a quorum is present, but no such amendment shall be adopted unless at least seven days' written notice thereof has been previously given to all members of the Board of Directors of the Agency.Notice shall identify the section or sections of the Bylaws proposed to be amended. 6 25 Attachment B: Guiding Framework for Mission and Values Resolution 26 REDEVELOPMENT AGENCY OF SALT LAKE CITY RESOLUTION NO. 18 Guiding Framework for Mission and Values RESOLUTION OF THE BOARD OF DIRECTORS OF THE REDEVELOPMENT AGENCY OF SALT LAKE CITY REPEALING AND REPLACING THE AGENCY'S GUIDING FRAMEWORK FOR MISSION AND VALUES WHEREAS, the Redevelopment Agency of Salt Lake City ("Agency") was created to transact the business and exercise the powers provided for in the Community Reinvestment Agency Act under Title 17C of the Utah Code; and WHEREAS, on November 12, 2019, pursuant to Resolution R-22-2019, the Board of Directors of the Redevelopment Agency of Salt Lake City ("Board") adopted the Guiding Framework for Mission and Values ("2019 Guiding Framework"); and WHEREAS, the Agency has determined that it is important to amend the 2019 Guiding Framework to modify and clarify the Agency's mission and values to guide the Agency's decision-making on projects and expenditures; and WHEREAS, the Board now desires to repeal and replace the 2019 Guiding Framework. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Redevelopment Agency of Salt Lake City, the 2019 Guiding Framework adopted pursuant to Resolution R-22-2019 is repealed in its entirety and replaced with the Guiding Framework attached to this Resolution as Exhibit A. Passed by the Board of Directors of the Redevelopment Agency of Salt Lake City, this 14 day of December 2021. Dan Dugan(De 2021 20:32 MST) Daniel Dugan, Vice Chairperson of��pMEA/T Transmitted to the Executive Director on Dec 20,2021 r J� r p G�PPOAgTF �2<� Ix The Executive Director: y 5�+ o ❑✓ does not request reconsideration sgcr�Ac�;rr' L requests reconsideration at the next regular Agency meeting. Erin yen enhall(Dec 23,202111:10 MST) Erin Mendenhall, Executive Director 27 Approved as to form: Allisoa1n Parks(Dec 1�T,2021 13:36 1vIST) Salt Lake City Attorney's Office Attest: ( 3-- Cindy Tri ,-in fDec 27,202111:36 MST, City Recorder 28 Exhibit A to the Resolution Guiding Framework SLCRDA This Guiding Framework is a strategic operational document outlining the methodology for evaluating and prioritizing projects requesting RDA financial assistance. The RDA's Mission and Values form the foundation of the Guiding Framework, declaring the RDA's purpose and the intended economic, social, and physical outcomes expected of RDA projects and partnerships. MISSION: The Redevelopment Agency of Salt Lake City strengthens neighborhoods and business districts to improve livability, create economic opportunity and foster authentic, equitable communities, serving as a catalyst for strategic development projects that enhance the City's housing opportunities, commercial vitality, public spaces, and environmental sustainability. VALUES: Economic Opportunity- Equity&Inclusion- Neighborhood Vibrancy- We invest in the long-term prosperity and growth We prioritize people-focused projects and We cultivate distinct and livable places that are of our local economy. programs that encourage everyone to contextually sensitive, durable, connected,and participate in and benefit from development sustainable. decisions that shape their communities. PROJECT EVALUATION PROCESS: The RDA prioritizes projects that demonstrate a commitment to the Mission and Values, evaluating projects via three steps,which answer the following questions: 1.) Does the project meet the minimum THRESHOLDS required for RDA participation?2.)To what degree does the project benefit the public by achieving defined LIVABILITY BENCHMARKS,thereby warranting RDA assistance?3.) Does the project meet the CRITERIA outlined in existing RDA programs and policies, such as the RDA Loan Program or Tax Increment Reimbursement Program? Alignment with adopted City policies&plans THRESHOLDS Step Alignment with RDA Project Area Work Plans* • Financial viability with a demonstrated and reasonable need for public assistance Economic Opportunity Equity&Inclusion Neighborhood Vibrancy Leveraging Transit Opportunities Public Space Step 2: Timeliness Mixed-Income Neighborhoods Public Art LIVABILITY Return of Investment Neighborhood Safety Architecture& Urban Design BENCHMARKS Permanent Job Creation & Retention Community Engagement&Support Sustainability Affordable Commercial Spaces Housing for Everyone Walkability Ownership Displacement Mitigation Building Preservation, rehabilitation,or Affordable Housing Preservation adaptive reuse Missing Middle&Unique Building Types Step 3: PROGRAM Evaluation of project according to respective RDA policies, programs and procedures CRITERIA *Spanning a 1-3 year time frame,Project Area Work Plans identify redevelopment objectives and strategic redevelopment projects for each project area,along with a corresponding schedule&budget for each project. The Project Area Work Plans will be based on relevant City policies and plans and the Project Area Plans that were adopted when the project area was created and will provide direction for the annual RDA budget process. 29 11.24.21 RDA Resolution 18 of 2021 - Potential Revisions to the Guiding Framework Final Audit Report 2021-12-28 Created: 2021-12-17 By: Thais Stewart(thais.stewart@slcgov.com) Status: Signed Transaction ID: CBJCHBCAABAAPOOHITazohB6hFP04yipT5jZ2XPozEej "RDA Resolution 18 of 2021 - Potential Revisions to the Guiding Framework" History 1 Document created by Thais Stewart (thais.stewart@slcgov.com) 2021-12-17-6:47:13 PM GMT Document emailed to Allison Parks (allison.parks@slcgov.com)for signature 2021-12-17-6:49:35 PM GMT Email viewed by Allison Parks (aIIison.parks@slcgov.com) 2021-12-17-8:36:00 PM GMT Document e-signed by Allison Parks (allison.parks@slcgov.com) Signature Date:2021-12-17-8:36:16 PM GMT-Time Source:server E4 Document emailed to Dan Dugan (daniel.dugan@slcgov.com)for signature 2021-12-17-8:36:18 PM GMT Email viewed by Dan Dugan (daniel.dugan@slcgov.com) 2021-12-17-11:50:22 PM GMT dQ Document e-signed by Dan Dugan (daniel.dugan@slcgov.com) Signature Date:2021-12-21 -3:32:06 AM GMT-Time Source:server '► Document emailed to Erin Mendenhall (erin.mendenhall@slcgov.com)for signature 2021-12-21 -3:32:09 AM GMT Email viewed by Erin Mendenhall (erin.mendenhall@slcgov.com) 2021-12-21 -5:31:00 AM GMT dp Document e-signed by Erin Mendenhall (erin.mendenhall@slcgov.com) Signature Date:2021-12-23-6:10:09 PM GMT-Time Source:server , ...' Adobe Sign , 33 24, Document emailed to Cindy Trishman (cindy.trishman@slcgov.com)for signature 2021-12-23-6:10:11 PM GMT Document e-signed by Cindy Trishman (cindy.trishman@slcgov.com) Signature Date:2021-12-28-2:36:14 AM GMT-Time Source:server Agreement completed. 2021-12-28-2:36:14 AM GMT Adobe Sign , 34