Saint Louis Zoo Expansion Framework Plan by SWT Design

Saint Louis Zoo FRAMEWORK PLAN

Framework Plan 2013

Saint Louis Zoo FRAMEWORK PLAN September 2013

Acknowledgements The Expansion Framework Plan reflects the culmination of a nearly six month process to establish the Saint Louis Zoo and community’s vision for the future.

Saint Louis Zoo planning committee Mary Campbell Immediate Past President, Saint Louis Zoo Association Hon. James F. Conway Chairman, Saint Louis Zoo Commission Terry Daugherty Neighborhood Representative Lou Hamilton Government Affairs and Public Communications Consultant Lesley Hoffarth President and Executive Director, Forest Park Forever Bill Kennebeck Neighborhood Representative Peggy Ritter President, Saint Louis Zoo Association Winthrop B. Reed, III Commissioner, Saint Louis Zoo Commission Don Roe Director of Planning and Urban Design, City of Saint Louis James G. Sansone Saint Louis Zoo Commissioner Mark J. Schnuck Saint Louis Zoo Commissioner Dan Skillman Commissioner Parks Division, City of Saint Louis Todd Waelterman Director, Streets Department, City of Saint Louis

Saint Louis Zoo advisory group

Joseph T. Ambrose Board of Directors, Saint Louis Zoo Association JoAnn Arnold Saint Louis Zoo Commissioner G. Andrew Franz former Board of Directors, Saint Louis Zoo Association Jeffrey L. Fox Board of Directors, Saint Louis Zoo Association Walter J. Galvin Past President, Saint Louis Zoo Association Janis G. Goldstein former Board of Directors, Saint Louis Zoo Association Karl Grice Board of Directors, Saint Louis Zoo Association Fred F. Guyton Zoo Planning Strategist, PGAV Destinations Jay G. Henges Vice Chairman, Saint Louis Zoo Commission Bill Holekamp former Board of Directors, Saint Louis Zoo Association Bruce B. Holland Board of Directors, Saint Louis Zoo Association Joseph F. Imbs, III Executive Committee, Saint Louis Zoo Association Todd J. Korte former Board of Directors, Saint Louis Zoo Association Martin J. Lyons, Jr. Board of Directors, Saint Louis Zoo Association John McDonnell Saint Louis Zoo Advisor Patrick J. Moore Board of Directors, Saint Louis Zoo Association Andy Newman Saint Louis Zoo Advisor

Robert F. O’Loughlin Executive Committee, Saint Louis Zoo Association Sally H. Roth Board of Directors, Saint Louis Zoo Association Steve Schankman Chair Emeritus, Saint Louis Zoo Commission John Schaperkotter Former Board of Directors, Saint Louis Zoo Association John Simmons Board of Directors, Saint Louis Zoo Association Thad Simons Board of Directors, Saint Louis Zoo Association Rex Sinquefield Saint Louis Zoo Advisor Robert B. Smith, III Board of Directors, Saint Louis Zoo Association Michael H. Staenberg Board of Directors, Saint Louis Zoo Association Lawrence E. Thomas Executive Committee, Saint Louis Zoo Association Mahlon B. Wallace, III Emeritus Member, Saint Louis Zoo Association

Saint Louis Zoo consultant team SWT Design Jim Wolterman Co-Founder, Principal In Charge Ted H. Spaid Co-Founder, Lead Designer Bonnie C. Roy Principal, Project Manager Derek Don Uhlir Consulting Edward K. Uhlir President, Urban Planner HR&A Economic Advisors Jamie Toress Springer Partner Kate Wittels Director Max Zarin Analyst Vector Communications Jessica Perkins Partner Atia Thurman Lawrence Group Tim Rowbottom Principal Dennis McGrath Senior Associate, Design Director

Crawford Bunte Brammeier Carrie Falkenrath Senior Transportation Engineer Horner and Shifrin Gino Bernardez Vice President Ramin Ashrafzadeh Transportation / Civil Project Manager Cowell Engineering Jean Cowell Principal

Saint Louis Zoo executive staff Jeffrey P. Bonner, Ph.D., Dana Brown President and CEO Dr. Eric Miller, DVM Senior Vice President, Zoological Operations & Director, WildCare Institute Steve Barth Vice President, Business Operations & CFO Jack Grisham Vice President, Animal Collections Wyndell Hill Vice President, Internal Relations Cynthia Holter, CFRE Vice President, External Relations David McGuire, AIA Vice President, Architecture & Planning

Guest Charrette Consultants Jumana Broderson The Jco Greg Dykstra CLR Design Fred Guyton PGAV Destinations Ana Hernandez AFH Design Keith McClintock The Portico Group Craig Rhodes GLMV Architecture

Saint Louis Zoo Expansion Framework Plan

contents

1 2 3 4 5 6

INTRODUCTION Why a Framework Plan? Goals Team

7 10 12 14

PLANNING PROCESS Project Timeline Meetings Public Engagement Open House #1 Open House #2

17 18 19 20 21 24

RESEARCH, PLAN EVOLUTION & Market Analysis Project Kick-off Analysis Charrette Programming / Icons Market Analysis

27 28 30 50 52 58

FRAMEWORK Plan Recommendations Illustrative Plan

69 72 105

NEXT STEPS Framework Plan Implementation Phasing Closing Comments

107 108 108 109

APPENDIX Open House #1 Forms and Feedback Open House #2 Forms and Feedback Plan Evolution Sketches Zoo Expansion Precedents Financing Strategies Fundraising

111 112 116 119 120 122 123

In 2012, the Saint Louis Zoo set an all-time attendance record of over 3.5 million visitors. If the components of the framework plan are implemented over time, it is likely that the Zoo could increase its yearly visitation by 25%.

1 INTRODUCTION

INTRODUCTION

The Saint Louis Zoo is one of the greatest in the world. It is also one of only three large, accredited free zoos in the United States. For more than 100 years, the Saint Louis Zoo has served its community, and its influence has extended across five continents. Today zoos are critical in preserving the Earth’s legacy with wildlife habitats dwindling and species vanishing at an alarming rate. The following mission of the Saint Louis Zoo continues to guide the institution into the future:

process, the Zoo to selected a team of consultants who would be able to create a physical and operational vision for the future – The Framework Plan. The Saint Louis Zoo Expansion Framework Plan explores and evaluates the potential of realizing the strategic plan goals as well as establishes new goals and guidelines for future development.

THE STRATEGIC PLAN GOALS The mission of the Saint Louis Zoo is to conserve animals and their habitats through animal management, research, recreation, and educational programs that encourage the support and enrich the experience of the public. The Saint Louis Zoo, prior to the framework plan, also developed a vision for the next 30 years that focuses on combining service to community and conservation focused program as follows: ANIMALS ALWAYS – our vision for the Saint Louis Zoo is of a seamlessly integrated, world-class conservation organization linking an engaged local audience and high-quality local programs to conservation efforts in the wild, in our region, and internationally. In 2008, the Saint Louis Zoo announced a Strategic Plan for the New Millennium. That plan included seven goals that, if executed, will bring the Zoo well into the 21st century. It is important to restate these goals because the framework plan was developed to suggest ways in which these goals could be advanced. In 2012 the former 13.5-acre Forest Park Hospital site became available and was purchased by the Saint Louis Zoo Association. The association is a private, nonprofit organization with a volunteer board of business and community leaders providing leadership for fundraising and other activities at the Zoo. The property was purchased from Medline Industries, Inc., with funds from the association (and not from taxpayer revenue). Although the former hospital site is across Interstate-64 from the Zoo, it is close to Forest Park, is directly south of the Zoo and is physically not far from the Zoo’s existing south entrance. Purchase of this site offered a once-in-a-lifetime opportunity to fulfill the Zoo’s stated mission and the only opportunity for the Zoo to expand in its 100-year history. It would have been extremely difficult to accomplish the strategic plan goals without the purchase of additional property because the Zoo is effectively landlocked inside Forest Park and cannot expand within the park. Immediately after the purchase of the hospital site, the Zoo Board and leadership decided that they needed a comprehensive exploration of the capabilities of the south expansion site and the modifications, improvements or additions to the existing Zoo within Forest Park. Through competitive 8 | introduction

Saint Louis Zoo Core Values Stewardship: The Zoo is motivated by respect and concern for its

surroundings. The Zoo is constantly improving its ability to sustain animals in its care, serve a range of communities and conserve the world in which we live.

Tradition: The Zoo embraces a unique history and maintains excellence, innovation and community accessibility as hallmarks of its past.

• Provide for the highest standards of animal care and welfare while creating dynamic exhibits that are exciting to the public which link to the Zoo’s conservation message.

Customer Focus: The Zoo provides guests with exciting, enriching and welcoming experiences that make it a fun place to visit again and again.

• Build upon the Saint Louis Zoo’s reputation of the nation’s best visitor experience among zoos and aquariums.

Leadership: The Zoo is an international leader in animal management, research, conservation, exhibits, education and guest experiences.

• Position the Saint Louis Zoo as a world leader in wildlife conservation, research, development and advocacy.

Knowledge: The Zoo is a place of science, learning and education,

encouraging everyone to use this knowledge to promote the conservation of all species.

• Propose developing a new 21st century paradigm of conservation education that connects people of all ages and backgrounds to nature and wildlife.

Integrity: The Zoo fosters an open exchange of ideas and information and

• Focus on the need to upgrade and further develop the physical infrastructure of the Zoo, emphasizing innovative technology and environmentally sensitive design.

Diversity: The Zoo values the importance of diversity in nature—among

• Support the employee and human resources necessary for the Zoo to remain world-class and an innovative workplace of choice. • Provide for generating sufficient financial resources and relationships to build a sustainable institution into the 21st century.

advocates for all members of its team to be leaders in pursuing excellence.

animals and people.

Accountability: The Zoo emphasizes efficiency, quality and the optimal

use of resources in all aspects if its operations, ensuring that it remains a responsible guardian of the trust the community places in it.

Saint Louis Zoo Expansion Framework Plan

OPPORTUNITIES WITH EXPANSION With the opportunity to expand, the Saint Louis Zoo has a unique chance to amplify its conservation, research and educational outreach.

Conservation The Saint Louis Zoo is a world leader in saving endangered species and their habitats. Many of the animals you see at the Zoo are threatened in the wild by shrinking habitats, disease and poaching. The need for conservation is greater than ever, with one vertebrate species disappearing from the Earth every day. Ultimately, there is a need to save the ecosystems on which animals and humans depend. The Saint Louis Zoo WildCare Institute, with the support of its Conservation Fellows, takes a holistic approach to troubled ecosystems by addressing three key ingredients in conservation success: wildlife management and recovery, conservation science and support of the human populations that coexist with wildlife.

Avian Health in the Galapagos Islands: The Zoo is studying the health of the unique birds on these islands to prevent their extinction from diseases, and training Ecuadorian scientists and rangers to recognize and test for diseases. Large Carnivores in Africa: The Zoo is helping survey the health and numbers of wild cheetahs and other large carnivores and working to reduce conflicts with livestock by teaching ranchers how to co-exist with these important predators. Forest Park Conservation: The Zoo is studying native wildlife in its “backyard” of Forest Park. Hellbenders in Missouri: The Center and the Missouri Department of Conservation are breeding Ozark hellbenders in captivity—a first for either of the two subspecies of hellbender. This decade-long collaboration has yielded thousands of baby hellbenders.

Conservation in Peru: The Zoo is working to protect Humboldt penguins by establishing a breeding reserve for them, supporting biological studies and raising awareness of marine conservation issues. Native Pollinators: The Zoo is focusing on the importance and diversity of native pollinators, especially native bees, for the maintenance and survival of wildlife, ecosystems and agriculture. Saharan Wildlife Recovery Center: The Zoo is working to bring attention to the plight of Sahelo-Saharan wildlife and pursuing sustainable solutions to address the decline of critically endangered addax and other species. The Zoo and its partners recently realized a dream when the Republic of Niger decreed the formal establishment of Africa’s largest nature reserve for these animals.

Currently the Zoo has twelve centers actively conserving animals and their habitats. The Zoo is dedicated to creating a sustainable future for wildlife and for people around the world. These 12 centers include: American Burying Beetles: this center and its partners reintroduced Zoobred American burying beetles—for the first time ever in Missouri—across the 4,040-acre Wah’ Kon-Tah Prairie in Southwest Missouri.

Photo by Saint Louis Zoo.

Horn of Africa Conservation: The Zoo is helping raise awareness and support for the wildlife of the Horn of Africa—through cooperative conservation, research and education programs for such species as the Grevy’s zebra, mountain nyala, Speke’s gazelle, hirola, African elephant and Ethiopian wolf. Lemurs in Madagascar: The Zoo is studying the health and genetics of endangered lemurs and teaching local students and rangers how to manage and protect the remaining lemur populations.

Saint Louis Zoo heLLBENDER KEEPER Chawna Schuette, and NATURALIST INSTRUCTOR Michael Dawson, co-leaders of a BioBlitz group, try to identify tadpoles found during A BioBlitz tour Friday, Sept. 7, 2012, in Forest Park.

Fennec fox in Niger. Photo by John Newby courtesy Saint Louis Zoo.

Western Asian Wildlife: Covering a region that includes Cyprus, Turkey, Israel, Lebanon, Syria, Jordan, The Arabian Peninsula, Iraq, Iran, Azerbaijan, Armenia and Georgia, the Center for Conservation in Western Asia is focused on conserving a number of species found nowhere else. These include the Caucasian leopard and black grouse, Bezoar goat, Armenian mouflon, Kaiser’s spotted newt and multiple species of mountain and shieldheaded vipers.

Horned Guans in Mexico and Guatemala: The Zoo is studying the habits of the horned guan in order to develop a recovery plan for this endangered bird and teaching local communities how to farm in more habitat-friendly ways. introduction | 9

Research When animals in the wild are threatened by loss of habitat, zoos can help provide a “safety net” and breeding ground for endangered populations. But providing shelter is just a small part of helping these species. With proper care and management, Saint Louis Zoo curators, keepers, nutritionists and veterinarians make sure the animals have healthy food, adequate space, stimulating activities and the best health possible. The Saint Louis Zoo’s experts conduct research that is used to protect and manage animal populations both in captivity and in the wild. From managing when and what animals breed to studying disease and behavior, the Zoo hopes to gain an understanding of animals at the Zoo and apply this information to the conservation of the species in the wild. By studying the behavior, hormones, reproduction and nutrition of captive animals, Saint Louis Zoo scientists can better help the animals being protected by Zoo WildCare Institute centers. The Zoo’s assisted reproduction studies help augment the populations of endangered species. The Saint Louis Zoo is also one of only a few zoos studying the important effects of animals’ hormones on their reproduction. In addition, the Zoo’s behavior studies are invaluable tools for supplementing data on similar animals in the wild.

in their care receive the very best health care available today. Much of what they learn about Zoo animals can then be applied to animals in the wild.

Education The Saint Louis Zoo’s educational services are an integral part of the institution’s commitment to conservation. Since the 1960s, the Zoo has offered engaging programs, exhibits and materials that educate the community about wildlife, help visitors feel more connected to animals, and motivate them to take action to preserve the natural world. Tens of thousands of school children and adults attend classroom presentations, Zoo tours, overnights and outreach programs. Summer and weekend programs for all ages bring the excitement of learning about wildlife to visitors. Loan materials, like hands-on kits, videos and activity books, available through the Zoo’s Library and Teacher Resource Center, help area educators integrate conservation education into the classroom curriculum. Teacher workshops provide training in science and conservation education in a variety of zoological topics and in the use of the Zoo as an educational resource. Zoo visitors will find opportunities to learn in every corner of the campus, from educational signs and interactives, to encounters with interpreters and naturalists. And of course, just watching the animals is an educational experience unto itself.

The work Zoo scientists do to learn about the nutritional needs of diverse animals can have a great impact on their survival. These scientists use the latest developments in wildlife veterinary medicine to insure that the animals

WHY A FRAMEWORK PLAN? The Saint Louis Zoo’s Expansion Framework Plan is intended to be a dynamic, living document -- a starting point for long-term growth. It will guide the Zoo in its development, providing a tool for making decisions now and well into the future. The framework plan will allow the Zoo to make smarter short-term decisions as it continues to realize the long-term vision. The framework plan is necessary now because the Zoo’s mission has changed over the past century to include research, conservation and education—all to ensure that more of Earth’s species can be saved and protected. Urban zoos have a more difficult time fulfilling that goal because they find it very challenging to grow physically. Financing any expansion can be cost-prohibitive, and continuous funding is unpredictable. This plan will be particularly important in helping the Zoo satisfy multiple goals and respond to a range of diverse needs and stakeholders, providing a mechanism for the Zoo to move beyond its existing boundaries and to share its resources and expertise with the broader community. The Zoo staff, volunteer leadership, consultants and design team worked for several months with the community to define a common vision for the future development of the Zoo. Unlike the existing Zoo campus in Forest Park, the expansion site is next to a residential neighborhood and retail corridor. This site will be developed in partnership with that area’s resident and business communities. The goal is to not only benefit the Zoo but to enhance the economic viability and quality of life for these neighborhoods. Together, the planning team identified the Zoo’s needs and physical and operational challenges and developed a plan that suggests a direction for the next 20 to 30 years.

Photo by Saint Louis Zoo. 10 | introduction

Photo by Saint Louis Zoo.

Saint Louis Zoo Expansion Framework Plan

ZOO VISITATION GROWTH

FRAMEWORK PLAN PRECEDENTS

Portland State University Framework Plan - published in 2010. The

The Saint Louis Zoo reported record attendance in 2012 of just over 3.5

Framework plans are a fairly new approach used by governments and

University, in the heart of Downtown Portland, is a growing urban research

million visitors. “We thank all the many people who came to the Zoo in

organizations as a first step in creating a vision for the future. Here are

2012,” says Jeffrey P. Bonner, Ph.D., Dana Brown President & CEO of the

several very successful examples:

State has developed a strategy that leverages these assets to guide its future

the more people we reach the greater opportunity we have to engage

The Lincoln Park Framework Plan - began in 1991 and published in 1995.

framework for future growth that builds upon the university’s innovative

everyone in conserving animals and their habitats. We are grateful that, with

This document was developed by the Chicago Park District as a tool to make

both public and private support, we can continue to be America’s number

decisions on the future of Lincoln Park, Chicago’s largest park at 1,200 acres

one zoo for years to come.”

including the 36-acre Lincoln Park Zoo. This plan was a guide for the capital

Saint Louis Zoo. “We had a terrific year because the greater our attendance,

improvement budget for the Park, a resource to educate existing and new The framework plan explores ways for the Saint Louis Zoo can build on

staff and a tool to provide public input. Many of the recommendations of

its success and continue to position itself as the region’s top visitor

the plan have been implemented over the last 18 years, and the plan is

destination.

still considered a guideline for future improvements. The framework plan provided an assessment of the impact of each proposed change before

chart below shows how Saint Louis Zoo attendance ranks against other TOPThe LOCAL ATTRACTIONS St. Louis attractions and institutions.

Name

Annual Visitation

Admission

any commitments were made, resulting in a more effective use of limited

sustainable neighborhood development, and world-class transit to realize its vision as a sustainable, urban research university. The Monumental Core Framework Plan - published in 2009. The plan was a joint product of National Capital Planning Commission and the U.S Commission of Fine Arts. It is intended to create vibrant and accessible destinations in the federal precincts surrounding the National Mall. It includes plans to reclaim Washington’s waterfront, especially the Anacostia waterfront.

The Bloomingdale Framework Plan - published in 2011 and managed

specific initiatives, follow-up studies and next steps that are the first practical

Free

by the Chicago Park District with outside consultants. This plan involves

Saint Louis Cardinals

3.1M

$15 and up

a comprehensive proposal to develop a 2.7-mile stretch of an elevated

Gateway Arch

2.6M

Free ($10 for tram)

St. Louis Science Center

1.2M

Free

defines the goals of earlier plans and efforts that would not have been possible

Missouri Botanical Garden

900,000

without the cooperation of five city, state, and federal government agencies,

City Museum

700,000

$12

Saint Louis Art Museum

500,000

Free

Missouri History Museum

360,000

Free

THE SAINT LOUIS ZOO | EXPANSION OPPORTUNITIES

academic environment and partnership opportunities with a commitment to

The framework plan is a flexible tool to guide federal planning, development,

3.5M

N/A

development. The University District Framework Plan provides a physical

resources.

Saint Louis Zoo

World Aquarium

institution and one of the metropolitan area’s most valuable assets. Portland

and investment decisions over the next thirty years. It prioritizes a series of projects in achieving the long-term vision.

abandoned railroad viaduct into a lineal park and bicycle trail connecting a series of very diverse neighborhoods. The framework plan reflects and

the trust for public land, and the community. This plan sets the stage for achieving many goals and is anticipated to continue to be a meaningful guide for the Bloomingdale Trail and Park over time.

$18

The Northerly Island Framework Plan - published in 2011 by the Chicago

Source: Organization websites

Park District and prepared by outside consultants. This plan developed a vision for the 91-acre former site of the Meigs Field airport after analyzing many plans and ideas that were created dating from 1990. With public input the overwhelming response was that the new park should be an inspirational outdoor experience strengthening Chicago’s position as a green city for the 21st century. A framework for future development includes an ecological park experience, offshore islands, a new concert venue, an improved marina and expanded beach with water recreational opportunities. Construction has begun on shoreline improvements, and the other ideas will be fully developed as separate master plans in the future. introduction | 11

FRAMEWORK PLAN GOALS Create a 20- to 30-year vision Support the Saint Louis Zoo’s Mission – Animals Always Create a cohesive Zoo campus experience Engage the community in a public participation process Improve the visitor experience Enhance adjacent neighborhoods and Forest Park Increase visitor parking supply

ATTRACT: draw, entice, interest

community

unique

retail

excite

activate

experience

open space

world-class destination

Strengthen visibility and identity of the Zoo

activity

Develop market-based and mission-based program

play

iconic

Improve wayfinding and traffic congestion

Consider revenue generating concepts

ENHANCE: improve, enrich, develop

hotel art strengthen

exhibit

amenity

Consider funding and donor opportunities Strengthen Zoo operations and employee retention

FRAMEWORK PLAN PRINCIPLES The design team, in consultation with the Zoo staff and board, developed four major principles that would be the basis for building the framework plan as follows:

12 | introduction

ATTRACT – to bring new visitors, repeat visitors and further the Zoo’s

ENHANCE – to improve options for visitors and the community several

conservation mission, several prospects are considered, including new

ideas are explored, including Zoo-themed retail, dining and overnight

indoor and year-round animal exhibits, existing exhibit expansion, Zoo-

opportunities, expanded and enhanced park and public space that could

themed visitor amenities, Zoo rides, expanded Emerson Children’s Zoo

include Zoo-themed adventure play, dog parks, farmers’ markets and outdoor

experiences, event spaces and educational opportunities.

event spaces.

Saint Louis Zoo Expansion Framework Plan

CONNECT: join, link, bring together

SUPPORT: sustain, assist, reinforce

bridge

educate

experience

sustainable

iconic greenway

partnerships

transport

research

integrate

transit

streetscape

management

convenience

conservation

unique

ecology

outreach

SUPPORT – to fulfill and enhance the Zoo’s mission several Zoo CONNECT – to link the expansion site to the existing Zoo campus several

operations could be relocated to the expansion site, including administrative

ideas have been explored including an iconic bridge, a gondola and wheeled

offices, Zoo service and distribution operations, and an employee center.

trolleys or trams. This critical connection will be necessary for staff and

The expansion site could also fulfill an important animal science and

visitors who park on existing lots or in the new garage. Connections from the

conservation mission with an educational component. For the Zoo to

expansion site and the Dogtown community would benefit from an improved

expand in Forest Park, the majority of the parking functions would need

network of pedestrian and bicycle trails. One option that may be considered

to be relocated to the expansion site by renovating an existing parking

is strategic road closures that would improve the streetscape and traffic

structure, building new parking structures and using surface lots, opening

circulation, with minimal inconvenience to local residents.

up space on the existing campus for new animal exhibits.

introduction | 13

PROJECT TEAM The Saint Louis Zoo hired SWT Design to lead a team of diverse consultants and guide them through a rigorous six-month planning process.

The

framework plan team included several local St. Louis firms; Lawrence Horner&Shifrin (Civil Engineering), Cowell Engineering (Structural Engineering) The team also

LLC. and Executive Director of Millennium Park, as well as New York City based HR&A Advisors (Economic Advisors).

mm or vis Ad

included Chicago-based architect Edward Uhlir, owner of Uhlir Consulting,

and Vector Communications (Public Communications).

Saint Louis Zoo

Planning

Group (Architecture), Crawford, Bunte, Brammeier (Traffic Engineering),

itte e/S takeholders y Gr oup

SWT Design Project Lead

“We have assembled a great team to move forward in developing this site and believe with their guidance, this property will help the Zoo further its mission of enhancing the visitor experience and will nearby communities,”

well as an Expansion Advisory Group. These committees included Zoo

Principal in Charge

Bonnie Roy

Project Manager

Le ad D

The Saint Louis Zoo organized both an Expansion Planning Committee as

Jamie Springer Economic Market Analysis

aid

- Jeffrey P. Bonner, Ph.D., Dana Brown President & CEO, Saint Louis Zoo.

HR&A Advisors

Ted Sp

significantly improve the site to the benefit of the city, region and

Landscape Architecture / Urban Design Jim Wolterman

esigner

Uhlir Consulting Edward Uhlir Project Visionary

Commissioners, members of the Association, representatives from various park and planning departments of the City of St. Louis and select members of the community. Both committees met with the design team throughout the planning process to provide feedback and direction on the framework plan as it was developed. At the heart of the process was the Saint Louis Zoo’s Strategic Operations Committee. Consisting of the Zoo’s executive staff, these leaders challenged,

Cowell Engineering

Vector Communications

Jean Cowell Structural Engineering

Jessica Perkins Public Engagement

supported, and embraced the framework plan as an integral and critical step towards to the future.

Lawrence Group Tim Rowbottom Planning & Urban Design

Horner & Shifrin Crawford Bunte Brammeier

Genovevo Bernardez Civil Engineering

Carrie Falkenrath Transportation TEAM ORGANIZATION 14 | introduction

Saint Louis Zoo Expansion Framework Plan

SWT Design

hr&A advisors

horner & Shifrin

SWT Design is comprised of a team of diverse

HR&A Advisors, Inc. is an industry leader in economic

Horner & Shifrin, Inc. is a professional engineering firm

professionals, including landscape architects, planners,

development, real estate and public policy consulting.

with offices in St. Louis, Poplar Bluff and Springfield,

and urban designers. SWT Design’s diverse project

HR&A brings extensive experience advising on some

Missouri, and O’Fallon and Springfield, Illinois. With

portfolio and design professional team brings an

of the most complicated real estate and economic

a staff of over 70 engineers, technicians and support

integrated, interdisciplinary approach to provide creative

development projects in communities across the country.

personnel, Horner & Shifrin, Inc., performed an analysis

and comprehensive solutions. SWT Design approaches

Equipped with a unique understanding of the intersection

of the existing utilities/infrastructure and provided input

design challenges with the understanding that there is

of the public and private sectors, HR&A excels in matching

regarding site infrastructure concepts.

a range of possible solutions that must be explored to

the organizational goals of our clients to market-oriented

ensure the client receives the greatest value driven results.

pragmatism. HR&A’s approach has allowed hundreds of

The firm has earned a reputation for its environmentally-

public and private clients to transform public infrastructure,

responsible design solutions. SWT Design led the

real estate and economic development concepts first into

framework plan consultant team bringing expertise in the

actionable plans, then into job-producing, community-

fields of urban design, landscape architecture, planning

strengthening assets.

construction. They use their knowledge and experience

the lawrence group

underlying needs. For this project they drew on their

and project management. Through inclusive public engagement and design workshops, the design team developed a framework plan that will serve as a living document to guide the production of the Zoo’s revised strategic plan.

is an architectural, interior design and planning firm organized into studios, with each studio specializing The group’s expertise

balances the often opposing needs of program, design,

UHLIR Consulting Ed K. Uhlir is the President of Uhlir Consulting LLC, which is an independent architectural and planning design consultancy. Mr. Uhlir has over 35 years experience designing and constructing parks. As the Project Design

budget, and schedule for complex mixed-use commercial, entertainment, and retail projects. LGA provided design leadership on the complex mixed-use commercial, entertainment and retail components of the framework plan.

and was the liaison between the philanthropic community and the Mayor of Chicago. He is the Co-Chair of the City Parks Alliance, a national organization that supports urban parks. He is also a Professor in Architecture at the Illinois Institute of Technology. His expertise in the creative design and funding of major urban public spaces is sought by cities around the world.

firm located in St. Louis, Missouri. Cowell Engineering creates and implements solutions for commercial

knowledge of engineering, sustainability and neighborhood dynamics to assist the team in understanding the challenges of the site and its physical and emotional relationship to the Dogtown neighborhood and Forest Park.

vector communications Vector Communications Corporation, whose motto is “advancing learning, dialogue, and positive change,” is an award-winning public engagement and communications consulting firm. Vector involves citizens in public policy

Director for Chicago’s Millennium Park, he prepared the master plan, coordinated the design teams and artists

Cowell Engineering is a structural engineering consulting

to look past their discipline to understand their clients’

Lawrence Group, founded in 1983 in St. Louis, Missouri,

in a particular market sector.

cowell engineering

crawford, bunte, brammeier (cbb) Established in 1973, CBB is a regional leader in the highly specialized fields of traffic engineering and transportation planning. CBB’s staff includes traffic engineers, transportation planners, and designers with extensive experience in a vast array of projects. For the framework plan, CBB made recommendations related to four significant areas of focus: access, circulation, parking and connectivity.

dialogue, decision-making and community planning in many issue areas, including transportation, education, health and human services, economic development, the environment and parks and recreation. Vector’s other core competencies include strategic planning; event planning; communications (planning, media relations and social media); and video production. For the Saint Louis Zoo framework plan, Vector helped the client and design team build relationships with key community groups; provided outreach and facilitation for two open house events; and obtained and analyzed public input for the plan.

introduction | 15

The process for the framework plan lasted 6 months, included participation from over 500 individuals within the community and included two public open houses. The framework plan will be a guiding tool for the Zoo OVER the next 30 years.

2 PLANNING PROCESS

ACQUISITION OF EXPANSION PROPERTY

FALL 2012 - The Saint Louis Zoo Association closed on the purchase of the 13.5-acre Forest park Hospital site at 6150 Oakland Avenue in the City of St. Louis. The association is a private, nonprofit organization with a volunteer board of business and community leaders providing leadership for fund-raising and other activities at the Zoo. The property was purchased with funds from the association (and not from taxpayer revenue).

PLANNING COMMITTEE

EXPANSION FRAMEWORK PLA

Kick-Off Meeting and listening session with Expansion Planning Committee.

PLANNING COMMITTEE

CHARRETTE

Project Meeting

Zoo staff and volunteers, community representatives, regional leaders, consultants and experts in zoological design participated in a design workshop/ visioning charrette. A charrette is an intensely focused session that uses a collaborative approach to create realistic and achievable designs that work. The Zooâ&#x20AC;&#x2122;s day-long charrette was a cooperative effort among diverse participants and generated many unique ideas and concepts.

EXPANSION ADVISORY GROUP

Presentation and Workshop with Saint Louis Zoo Expansion Advisory Group.

FOCUS GROUP - ANIMAL DIVISION Brainstorming session with Zoo departments.

PROJECT INITIATION DATA COLLECTION FOREST PARK ADVISORY BOARD

Review of planning process and framework plan goals.

PLANNING COMMITTEE Meeting to review data collection, define project goals, and prepare for research / analysis phase.

RESEARCH / ANALySIS / PRELIMINARy FRAMEWORK

FOCUS GROUP - HUMAN RESOURCES Brainstorming session with Zoo departments.

FOCUS GROUP - EDUCATION / VETERINARY / RESEARCH

Brainstorming session with Zoo departments.

FOCUS GROUP - BUSINESS OPERATIONS Brainstorming session with Zoo departments.

SELECTION OF CONSULTANT TEAM

The Saint Louis Zoo selected SWT Design to lead a team of diverse consultants, including Millennium Park Executive Director Ed Uhlir. Project team professions also include architects, economic advisors, civil engineers, traffic engineers, structural engineers and public relation specialists.

STRATEGIC OPERATIONS COMMITTEE Project Meeting

PUBLIC OPEN HOUSE #1

The Zoo and its consultant team hosted an open house to obtain public input on the expansion project.

LOCAL ALDERMEN PREVIEW

Meeting with Aldermen of Wards 17, 24, and 28.

Saint Louis Zoo

18 | planning process

CHARETTE

ANNING PROCESS

Saint Louis Zoo Expansion Framework Plan

MEETINGS The rigorous 6-month planning process engaged participants and leaders of the Zoo on a regular basis. Through multiple

STRATEGIC OPERATIONS COMMITTEE

presentations, workshops and face-to-face discussions with

Project Meeting

the planning committee, focus groups and the Zoo Advisory

EXPANSION ADVISORY GROUP

PLANNING COMMITTEE

Presentation and Workshop with Saint Louis Zoo Expansion Advisory Group.

Project Meeting

SAINT LOUIS ZOO IMPLEMENTATION COMMITTEE

Board, the design team received continuous feedback throughout the process. The design team also met with the Forest Park Advisory Board on an information-only basis twice as a courtesy and partnership opportunity.

Project Meeting

The project timeline presented on these pages illustrates the number of meetings, presentations, and work sessions. It was shared with the public at the May open house to illustrate the wide-spread involvement.

STRATEGIC PLAN UPDATE / FACILITIES MASTER PLAN PLAN EVOLUTION / FINAL FRAMEWORK PLAN

PUBLIC OPEN HOUSE #2 PLANNING COMMITTEE Project Meeting

STRATEGIC OPERATIONS COMMITTEE Project Meeting

SAINT LOUIS ZOO FACILITIES & GROUNDS COMMITTEE Project Meeting

The Zoo and its consultant team hosted an open house to exhibit the framework plan and obtain public input on the expansion project.

FOREST PARK ADVISORY BOARD

Review of planning process and framework plan goals.

PLANNING COMMITTEE Project Meeting

STRATEGIC OPERATIONS COMMITTEE Project Meeting

project timeline MAy 2013

planning process | 19

Saint Louis Zoo Expansion Framework Plan Open House #2 Comment Form Summary Respondents ENGAGEMENT PROCESS / PUBLIC OUTREACH The Saint Louis Zoo and itscame design from team sought to maximize at Although respondents more than 30 zipattendance codes throughout the St. the public openapproximately houses by using half the following outreach methods: this question reside in the Louis area, of those who answered 63139 zip code, which covers most of the Dogtown area. Similarly, about 50% of those who completed form indicated thatbusinesses they were residents in • Postcard mailed a to comment approximately 1,400 residents and neighborhoods the Zoo. within a ½near mile radius of the expansion site • Open house announcement posted on the Zoo’s website

Which best describes you? Please select from one.the first open house • Email broadcast distributed to attendees (who provided their email information)

Resident near the Zoo • Email announcements and phone calls to Dogtown neighborhood 5% Interested citizen association representatives 3% 5% • Email messages with event flyer sent to the Dogtown Business Zoo member Association, 8% the Dogtown Historical Society and local schools

OPEN HOUSE #1, DECEMBER 2012

• Printed announcements hand-delivered to Cheltenham and HiOwner/employee of nearby business Pointe neighborhood associations for 48% distribution to their residents 11% • Email notice sent to Zoo board members and donorsZoo employee

• Announcement circulated to Zoo employees • Press releases distributed to media contacts 20%

Zoo volunteer Other

The graph below illustrates the frequency of outreach methods noted on open house participants comment forms:

How did you hear about this open house? Please select all that apply. 36 29

ADVISORY GROUP MEETING, JANUARY 2013

PUBLIC OUTREACH METHODS

Did you attend 20 | planning processthe first open house in December 2012?

Charrette, JANUARY 2013

Saint Louis Zoo Expansion Framework Plan

PUBLIC OPEN HOUSE #1 Participation

34% No

66% Yes

84% Dogtown

Participants residing NEAR THE ZOO

NEIGHBORHOOD

The majority of open house participants live near the Zoo and the expansion

Ninety-nine (99) people, or almost half of the respondents, reported living in

site. The project has attracted the interest from citizens living throughout the

Dogtown, which includes the neighborhoods of Cheltenham, Clayton/Tamm,

metropolitan region and beyond.

Franz Park, Hi-Pointe and Ellendale. Approximately 20 people attended from other nearby neighborhoods, including the Central West End, Clifton Heights, Skinker-Debaliviere, South Hampton, The Hill, Kings Oak, Wydown/ Skinker and Richmond Heights.

planning process | 21

PUBLIC OPEN HOUSE #1

Genova Aquarium Italy

Music Experience Project Seattle, Washington

As part of the framework plan’s public engagement process, the Saint Louis Zoo and its consultant team hosted an open house on Tuesday, December

exhibit

New St. Petersburg Zoo (proposed) St. Petersburg, Russia

unique

11, 2012, at the Zoo’s Living World from 4:00 p.m. to 7:00 pm. The purpose

attract

Gardens By the Bay Marina Bay, Signapore

Adelaide Zoo Australia

of the open house was to introduce the framework study and to obtain input and ideas for expansion.

Montreal Biodome Montreal, Canada

community

recreation

More than 180 people participated, including

Montreal Biodome Montreal, Canada

local elected officials, residents of nearby neighborhoods, Zoo volunteer

biodome

leadership and staff, and interested citizens. This first public engagement

expand

opportunity allowed the project team to gain community input on the variety

amenity

of plan components being considered.

Wolf Pen Amphitheater College Station, Texas

enrich

Gardens By the Bay Marina Bay, Signapore

entice

At the open house, attendees viewed a slideshow, visited informational

art

hotel

Morris Arboretum Philadelphia, Pennsylvania

activity

displays at multiple stations, and interacted with Zoo leadership and

Gardens By the Bay Marina Bay, Signapore

feature

Morris Arboretum Philadelphia, Pennsylvania

Monterey Bay Aquarium Monterey, California

consultant team members. Image boards were created to generate ideas and discussion at stations specifically focused on the four design principles: attract, enhance, connect and support. Participants were able to provide Gardens By the Bay Marina Bay, Signapore

input and feedback by completing comment forms (shown in the Appendix),

Gardens By the Bay Marina Bay, Signapore

Opryland Hotel Nashville, Tennessee

drawing on maps and/or placing post-it notes on a board. Following the event, the open house presentation and display boards were placed on the Zoo’s website. Citizens had about a month to complete the online comment form, also accessible on the website. More than 200 comment forms were submitted to the project team, either at

The National Aquarium Baltimore, Maryland

Philadelphia Zoo Philadelphia, Pennsylvania

the open house or on the website form. Additional information was collected from the open house post-it note activity, and several attendees provided Georgia Aquarium Atlanta, Georgia

suggestions on aerial maps that were provided.

aquarium

Atlanta Botanical Garden Tree Walk Atlanta, Georgia

activate

Bali Zoo Indonesia

connect

Jamison Square Portland, Oregon

Brooklyn Botanic Garden Visitors Center Brooklyn, NY

iconic

unique

hotel

Tree Top Walk Bavarian National Forest, Germany

Philadelphia Zoo Animal Trail Philadelphia, Pennsylvania

services

Animal Kingdom Lodge Orlando, Florida

Atlanta Botanical Garden Tree Walk Atlanta, Georgia

excite London Eye London England

Eastern Market Washington DC

open space

Philadelphia Zoo Animal Trail Philadelphia, Pennsylvania

animals

amenity

California Academy of Sciences San Francisco, CA

destination London Eye London England

California Academy of Sciences San Francisco, California

experience California Academy of Sciences San Francisco, California

22 | planning process

Tree Top Walk Bavarian National Forest, Germany London Zoo Aviary London, England

world-class

California Academy of Sciences San Francisco, California

Cumberland Park Nasvhille, Tennessee

play

Cumberland Park Nasvhille, Tennessee

retail

Farm-in-the-Zoo Lincoln Park Zoo

strengthen

Saint Louis Zoo Expansion Framework Plan Zub Zuri Footbridge Bilbao, Spain

OPEN HOUSE #1 CONCLUSION

Criagieburn Bypass Bridge Melbourne, Australia

According to the 200-plus people who completed a comment form, there is a general feeling of support and excitement for the Saint Louis Zoo Expansion

Solar Parking Shade Cincinnati Zoo Solar Parking Shade Cincinnati Zoo

Project. Many attendees remarked on the potential for exciting, new exhibits

Orthwein Animal Nutrition Center Saint Louis Zoo

outreach

join

iconic

management

Hellbender

Tianjin Eye Tianjin, China Novus International St. Charles, Missouri

Saint Louis Zoo

Criagieburn Bypass Bridge Melbourne, Australia

Beckman Center San Diego Zoo

and landmark facilities that could support the Zoo’s mission, attract more visitors, improve the visitor experience and elevate the Zoo’s profile. Citizens recognize that this is an opportunity for the Zoo to grow and add greater value

improve

link

bridge

to the St. Louis region. Residents of nearby neighborhoods expressed their

Transit Station Portugal

I-70 Landbridge Competition Helix Bridge Marina Bay, Singapore

Helix Bridge Marina Bay, Singapore

desire for the expansion to also add value to their community – aesthetic

preserve 18 Kowloon East Garage Kowloon, Hong Kong

value (complementary building design, landscaping, lighting, signage and

Greenway Self Park Chicago, Illinois

experience

public art), economic value (new business opportunities, such as cafes and

sustainable

restaurants) and community value (a dog park, community garden, bike and

transit

pedestrian trails). As the Zoo continues to develop the framework plan and

Transit Station Croatia

research

eventually a master plan, the public will continue to be engaged and have the opportunity to share their ideas, suggestions and feedback.

BP Bridge - Millenium Park Chicago, Illinois

greenway

BP Bridge - Millenium Park Chicago, Illinois

Novus International St. Charles, Missouri

Cultural Trail Indianapolis, Indiana

Saint Louis Zoo

Existing MOB Building

Trolley Disney

Kansas City Public Library Parking Garage Kansas City, Missouri

transport Olympic Sculpture Park Seattle, Washington

assist

partnership

Streetcar Portland, Oregon

iconic

convenience Aerial Tram Portland, Oregon

experience

conservation

streetscape

Peace Bridge Calgary, Canada

Novus International St. Charles, Missouri

educate

Oakland Zoo Oakland, California

sustainable

integrate Tram Disney

employ

Research Building University of Washington

Green Street Project Portland, Oregon

Swirling Art Bridge Des Moines, Iowa

traffic ecology

Saint Louis Zoo

planning process | 23

PUBLIC OPEN HOUSE #2 In keeping with the goal to create a transparent public engagement process for the framework plan, the Saint Louis Zoo and its consultant team hosted a second open house on May 1, 2013, approximately five months after its first open house event. More than 170 people attended this open house to tour displays, view a presentation by the design team and provide input on the plan. The open house was held from 4:00 p.m. to 7:00 p.m. in The Living World at the Saint Louis Zoo. After registering, attendees entered the lower rotunda of The Living World where they could view display boards, two slideshows (playing continuously) and a large table model of the framework plan. Facilitated presentations in the auditorium were offered at 4:30 p.m. and 6:00 p.m. Attendees were encouraged to provide feedback via comment forms. The visual graphics and formal presentation showed the planning process

OPEN HOUSE ATTENDEES VIEWING THE MODEL

REVIEWING THE PROJECT TIMELINE

PRESENTATION INSIDE THE Anheuser BUSCH THEATER

FRAMEWORK EXPANSION MODEL ON DISPLAY

and framework plan recommendations. The framework plan, which reflects months of data collection, analysis, visioning and stakeholder engagement, broadly outlines goals and guidelines for future development. Its completion is the launching point for the Zooâ&#x20AC;&#x2122;s strategic and master planning initiatives.

Did you attend the first Open House in December 2012?

59% no

24 | planning process

41% yes

Saint Louis Zoo Expansion Framework Plan

PROVIDING FEEDBACK VIA THE COMMENT FORM

JIM WOLTERMAN, SWT DESIGN, EXPLAINS THE MODEL TO ATTENDEES

REVIEWING THE DISPLAY BOARDS

OPEN HOUSE #2 CONCLUSION Based on the comment form data, there is a general sense that people favor the framework plan and have a strong interest in remaining involved in Zoo expansion planning. The topics of greatest interest, importance, and concern, among both residents (of nearby neighborhoods) and non-residents, were: • Connections • Access to the Zoo and arrival experience • Vehicular circulation and parking distribution These represent key topics the Zoo may want to address and engage the public around, as it moves forward with site development. DR. BONNER GIVING AN INTERVIEW WITH A LOCAL RADIO STATION

OPEN HOUSE ATTENDEE COMPLETING A COMMENT FORM

planning process | 25

For the first time in the history of the Zoo, the boundary of the Zoo will extend outside of Forest Park. The framework plan will help establish a physical and economic connection with Dogtown and serve as a catalyst for neighborhood improvement and job creation.

3 RESEARCH, PLAN EVOLUTION & MARKET ANALYSIS

PROJECT KICK-OFF

WHAT DOES IT MEAN TO BE A WORLD CLASS ZOO?

At the beginning of the process, a kick-off meeting was held to familiarize the planning committee with the scope of the project, introduce the design team,

Attracting people from around the world to St. Louis

discuss project goals, and allow for an open discussion regarding thoughts and ideas for the expansion site.

Engaging and interactive

The opportunity to acquire 13.5 acres adjacent to the current Zoo’s campus

Excellent visitor experience

is a once-in-a-lifetime opportunity. The importance of creating a visionary

Innovative

yet flexible plan for future development was discussed during the kick-off

Known internationally

meeting.

“World Class” zoos inspire

At the conclusion of the preliminary discussions, members of the Planning

Leader in conservation and medicine

Committee and design team collectively visited the former Forest Park Hospital site for a site tour / observation. After the site tour, the design team met with the Saint Louis Zoo leadership team and asked a series of questions during a brain-storming session to steer project thinking. The responses to questions were documented and initiated

KICK-OFF MEETING SITE TOUR

WHAT DOES THIS PROJECT MEAN TO THE NEIGHBORHOOD / REGION?

dialogue among the leadership group and design team. The questions and

A new start for Dogtown

associated answers are on this page and the following pages.

It will make a great Zoo even better Will promote St. Louis as a city Economic growth Positive publicity for St. Louis As the neighborhood and Forest Park go, so goes the Zoo Educational opportunity for families A revival to the neighborhood Increased property values

28 | research, plan evolution & MARKET ANALYSIS

KICK-OFF MEETING

Saint Louis Zoo Expansion Framework Plan

WHICH ZOOS DO YOU ADMIRE AND WHY? A simple yet thought provoking question was posed to the leadership group of the Saint Louis Zoo. This question was asked during the brain-storming

SAINT LOUIS ZOO St. Louis, Missouri 106.5 Acres Free Admission

LINCOLN PARK ZOO Chicago, Illinois 35 Acres Free Admission

BRONX ZOO Bronx, New York 265 Acres $17 Admission

session to gain a better understanding of what others zoos are doing to distinguish themselves around the world. This activity allowed the design team to compare the various zoos in size, admission fees, and exhibit types, while identifying admirable qualities. The zoos mentioned most often were Bronx Zoo (Bronx, New York), Lincoln Park Zoo (Chicago, Illinois),

San Diego Zoo (San Diego, California),

Woodland Park Zoo (Seattle, Washington) and Leipzig Zoo (Leipzig, Germany). The main reason these zoos are admired is for the overall visitor experience. Other reasons varied from the types of exhibits, programs offered, cost of admission and educational components. Reference the Appendix for zoo expansion precedent studies.

SAN DIEGO ZOO San Diego, California 100 Acres $42 Admission

WOODLAND PARK ZOO Seattle, Washington 92 Acres $18 Admission

LEIPZIG ZOO Leipzig, Germany 56 Acres $24 Admission

research, Plan evolution & mARKET aNALYSIS | 29

ANALYSIS A REGIONAL ATTRACTION The Saint Louis Zoo is located within Forest Park, a 1,293-acre park, in the heart of the City of St. Louis. Forest Park is centrally located and positioned along Interstate 64. The image below illustrates a 300-mile radius (approximately, a five-hour drive) capture area that positions the Saint Louis Zoo as a regional attraction. 70

iles 0m

30 L in k

m is si ss ip pi

M e tr o

riv er

170

REGIONAL MAP

i R iv

St. Louis City

St. Clair

Franklin

i c R

Madison 44

St. Louis County e am

i i R

iss

r ou

St. Charles Warren

Jefferson

30 | research, plan evolution & MARKET ANALYSIS

Monroe

METROPOLITAN MAP

Saint Louis Zoo Expansion Framework Plan

west end

Delmar Bl

visitation park

DISTRICT The image to the left illustrates institutions and districts that are close to

academy

Forest Park and the Saint Louis Zoo. Both the park and Zoo are positioned for success with nearby institutions like Washington University in St. Louis, BJC Washington University Medical Center and St. Louis Community

re Ave

skinker debaliviere

DeBalivie

the loop

College at Forest Park and the established neighborhoods of the Central

debaliviere place

West End and Dogtown, along with the urban entertainment areas of The Grove and The Loop in University City. The public infrastructure serves the park well, with direct access to Interstate 64, proximity to Interstate 44 and

Forest Pa

rk Parkway

the MetroLink light rail system.

Lindell Blvd

the central west end central west end

bjc / wash u medical center

wydow

n skin

ker

Kingshigh

way Blvd

washington university in st. Louis

the saint louis zoo

Oakland Av

e I_64 / 40

Clay

ton A ve

cheltenham

hi-pointe

kings oak

clayton-tamm

st. louis community college

dogtown

Hampton

Ave

franz park

e r Av este nch a M ellendale

forest park southeast

the highlands

the hill

I-44

the grove

research, Plan evolution & mARKET aNALYSIS | 31

missouri history museum

FOREST PARK

Delmar Bl

Forest Park is home to five of the region’s major institutions: the Saint Louis Art Museum, the Saint Louis Zoo, the St. Louis Science Center, the

grand basin

Missouri History Museum and The Muny outdoor theater. The Metropolitan

re Ave

Zoological Park and Museum District – the Zoo Museum District – was formed

DeBalivie

in 1972. Through the District, the taxpayers of St. Louis City and County make possible the extraordinary quality of these five civic institutions that are essential to life in St. Louis. Forest Park also has several recreational facilities, including Dwight Davis Tennis Center, Steinberg Skating Rink, the Boathouse Restaurant and dozens of ball fields and trails. The park attracts more than 12 million visitors a year and serves as an active core of

Forest Pa

rk Parkway

the saint louis art museum

Lindell Blvd

Forest Park is owned and operated by the City of St. Louis under the jurisdiction of the Department of Parks, Recreation and Forestry. In preparation for the 1904 World’s Fair Centennial celebration, the park underwent a $100 million face-lift detailed by the Forest Park Master Plan and continues to thrive and

the muny

Kingshigh

way Blvd

community activities.

improve with dedicated funding sources for improvements. dual path

Behind the restored Forest Park is a uniquely successful public-private partnership, Forest Park Forever, dedicated to restoration, preservation and education. Forest Park Forever assists with the park’s maintenance,

the saint louis zoo

financial sustainability and visitor experiences. the boathouse Oakland Av

e I-64 / 40

Clay

ton A ve

ter

hes

nc Ma

Ave

Hampton

Ave

government hill

I-44 PROJECT AREA | SAINT LOUIS ZOO EXPANSION

32 | research, plan evolution & MARKET ANALYSIS

st. louis science center

Saint Louis Zoo Expansion Framework Plan Delmar Bl

west end

DISTRICT CONNECTIVITY

visitation park

There are multiple existing transit options for Zoo visitors.

academy

There are

several MetroBus stops nearby on Skinker Boulevard (Route 16), Oakland and Clayton Avenues (Route 59) and Fine Arts/Concourse/Government Drives within Forest Park (Route 90).

re Ave DeBalivie

skinker debaliviere

There are two area MetroLink

stations: “Skinker” located at the Forest Park Parkway / Skinker Boulevard

debaliviere place

intersection and “Forest Park” at the Forest Park Parkway / DeBaliviere Avenue intersection; however, they are both over a mile walk to the Zoo. From the Forest Park-DeBaliviere Avenue station, patrons can access the

Forest Pa

rk Parkway

Forest Park Trolley (Route 3) which runs every 20 minutes from 9 AM to 7

Lindell Blvd

PM Memorial Day weekend through Labor Day and with limited service in major park attractions, including the Zoo; a one-day ticket costs $2 for adults and $1 for children, seniors, and people with disabilities. The potential for central west end

an additional transit connection exists with the development of the proposed Loop Trolley, which would connect the Delmar Boulevard and the Loop to Forest Park via a station at the Lindell Boulevard / DeBaliviere Avenue

n skin

ker

Kingshigh

way Blvd

April, May, September and October. The trolley includes stops near most

wydow

intersection. There is also a significant network of pathways within Forest Park, providing pedestrian and bicycle access to both existing Zoo entrances. These trails within the park connect in all directions to an urban trail network that is continuously being strengthened. From either MetroLink station, it is an approximately 1.2-mile walk along sidewalks and pathways to the north entrance of the Zoo. Although Interstate 64 creates more of a pedestrian

Oakland Av

and bicycle barrier at the south edge of the park, there are sidewalks on both

the Tamm and Hampton Avenue interstate overpasses. The framework plan

I-64 / 40

Clay

addresses these concerns.

ton A ve

hi-pointe

kings oak

clayton-tamm

forest park southeast

LEGEND

Neighborhood Boundaries MetroLink

cheltenham

Bus Routes Bus Stops Great Rivers Greenway Trails

r este

franz park

Ave

nch Ma ellendale

Hampton

Ave

Great Rivers Greenway Proposed Trails the hill

Bike STL Proposed Loop Trolley

I-44

Forest Park Trolley Forest Park Dual Path System research, Plan evolution & mARKET aNALYSIS | 33

NEIGHBORHOOD CONTEXT Unlike the existing Zoo property within Forest park, the south expansion

To that end the community has been invited to participate in, and comment on, the development of the framework plan. It is the intent of the Saint Louis

n skin

consider its edges with the adjacent residential and business community.

wydow

corridor. The development of the expansion site requires that the Zoo

ker

site is directly adjacent to an urban residential neighborhood and arterial

Zoo to strengthen its relationship with Dogtown and adjacent communities. The expansion site should become an asset for the community, Forest Park and the Zoo. Important considerations for implementation include reduced traffic and parking impact, improved access to Forest Park, increased retail opportunities for the community, enhanced park spaces and activities, improved streets and streetscapes and expanded bicycle and pedestrian

Oakland Av

amenities. The framework plan proposes concepts that could enhance the

I-64 / 40

infrastructure of Dogtown and benefit its residents and businesses. Specific improvements to the expansion site and the surrounding community will be defined as a part of the future strategic planning and master planning process. What will be included is dependent upon building a consensus and

Clay

hi-pointe

ton A ve

identifying funding sources. It is important to the Zoo that the development of the community. clayton-tamm

cheltenham

Hampton

Ave

the expansion site benefit the Zoo, expand upon its mission and strengthen

the hill

franz park ter

hes

nc Ma

Ave

I-44

ellendale

34 | research, plan evolution & MARKET ANALYSIS

Saint Louis Zoo Expansion Framework Plan

DOGTOWN DEMOGRAPHICS

.95 sq mi land area of Dogtown

6,000+

TAMM AVENUE LOOKING SOUTH

residents of Dogtown

3,200 households

INTERSECTION OF CLAYTON AVENUE AND TAMM AVENUE

40%

of Dogtown residents are between the ages of 20-34 For the purposes of the framework plan, Dogtown is defined as including the neighborhoods of Hi-Pointe, Clayton-Tamm and Franz Park. TURTLE PLAYGROUND

research, Plan evolution & mARKET aNALYSIS | 35

VEHICULAR ACCESS Existing Zoo access is provided through both multi-modal and vehicular facilities. The existing Zoo campus is located within the greater entity of Forest Park and located centrally within the St. Louis region. Forest Park is generally bounded by Interstate 64 to the south and major arterial roadways on the remaining sides. I-64 is the main east-west highway for Missouri and Illinois drivers in the metropolitan region. There are four principal arterials that surround and offer access to Forest Park as well: Hampton Avenue, Skinker Boulevard, Kingshighway Boulevard and Forest Park Parkway. The most prominent vehicular entrance to Forest Park is Hampton Avenue, which intersects I-64 at an interchange within Forest Park and adjacent to the Zoo; sixty percent of the park’s vehicular traffic utilizes this entrance. Efforts have been made in the past to de-emphasize the Hampton Avenue entrance and encourage patrons to use Kingshighway Boulevard and Skinker Boulevard, but the location and contiguity of Hampton Avenue to the park attractions is convenient. This is especially pertinent to the Zoo, whose main (south) entrance is located roughly 1,500-feet to the west of where

Kingshighway Boulevard is also hampered during peak hours with traffic accessing the Central West End and BJC/Washington University Medical Center. The fourth principal arterial bordering Forest Park is Forest Park Parkway, which parallels the northwestern boundary and crosses the northeast corner of the park. Forest Park Parkway provides quality arterial access to the north side of the park. However, the park road network between Forest Park Parkway and the Zoo is circuitous and not easy to maneuver due to wayfinding inadequacies. There are additionally four minor arterials that offer access to Forest Park. Two are east-west routes: Lindell Bouelvard along the north perimeter and Oakland Avenue along the south perimeter. Two others offer northsouth access to the north side of the park: DeBaliviere Avenue and Union Boulevard. Of these, Oakland Boulevard is the only roadway offering direct access to the Zoo via Tamm Drive, which connects Oakland Boulevard and Wells Drive via a bridge over I-64. Tamm Drive is also a prime pedestrian

Hampton enters the park.

gateway to Forest Park and the Zoo due to the abundance of parking on

Two other principal arterials intersect I-64 in proximity to Forest Park. Skinker

proximity to the Dogtown neighborhood.

Boulevard, the western border of Forest Park, becomes McCausland Avenue at the park’s southwest corner and intersects I-64 west of its interchange with Hampton Avenue. There is a Forest Park entrance at this corner of the park via Wells Drive, which is just north of the congested Skinker and Clayton Road intersection. Wells Drive, between Skinker and the Zoo’s south parking lot, has on-street parking that serves the adjacent park picnic areas and is heavily used by Zoo patrons who wish to avoid parking fees at Zoo lots. East of the park entrance, Wells Drive intersects Government Drive, another park road that feeds the Zoo’s north parking lot and offers an abundance of on-street parking utilized by Zoo visitors. The third adjacent I-64 interchange with a principal arterial bordering the park is with Kingshighway Boulevard, east of Hampton Avenue. There is a Forest Park gateway at Kingshighway Boulevard and Clayton Avenue, just north of I-64, although the path to the Zoo is much less intuitive than from the other I-64 interchanges. The Zoo can be reached via Clayton Avenue to Wells Drive (crossing the connection to Hampton Avenue mid-route). 36 | research, plan evolution & MARKET ANALYSIS

Oakland Avenue and at Turtle Playground (adjacent to Tamm Drive) and the

In total, there are nine Forest Park gateways from the surrounding arterial network with a web of local two-lane roads connecting them to park destinations.

Forest Park’s road network is governed by a Master Plan

(formally adopted in 1995) and proposed changes to the network are reviewed by the Forest Park Advisory Board as well as the City of St. Louis Parks Department.

Saint Louis Zoo Expansion Framework Plan

Delmar Bl

DeBalivie

re Ave

Forest Pa

rk Parkway

Lindell Blvd

10%

3 e

LEGEND

way Blvd Kingshigh

Ave ter

I-64 / 40

ton A ve

hes

4% 60%

Clay

nc Ma

Oakland Av

Hampton

Ave

I-44

Interstate 64 / Hampton Avenue

Wells Drive / Tamm Avenue

Wells Drive / Skinker Boulevard

Forsyth Boulevard / Skinker Boulevard

Lindell Boulevard / DeBaliviere Avenue

Lindell Boulevard / Cricket Drive

Lindell Boulevard / Union Boulevard

Grand Drive / West Pine Drive

Clayton Avenue / Kingshighway Boulevard research, Plan evolution & mARKET aNALYSIS | 37

EXISTING CIRCULATION

There have been recent efforts to relieve congestion in the park, including

Wells Drive, Skinker can be between five and six lanes wide due to turning

Although there is good interstate connectivity and a strong network of

implementation of the Forest Park Trolley (discussed on page 33) and a

lanes. Due to these conditions, the westbound to southbound left-turn from

arterials surrounding Forest Park, the varying traffic demands on the network

traffic relief plan that is employed during large events. When in operation,

Wells Drive to Skinker is prohibited. Therefore, although Zoo visitors may be

have the potential to greatly impact access to the Zoo. Due to their central

both efforts have lessened park congestion somewhat; however, weekend

able to utilize Skinker to enter the park from I-64, they cannot exit the area

location, Interstate-64 and the major arterials are heavily congested during

traffic can still be overwhelming.

and go south on Skinker. They must turn right and go north on Skinker from

most commuter peak periods and on weekends â&#x20AC;&#x201C; especially those periods

Wells Drive.

of high Forest Park visitation. Within the park, there is a large volume of

The traffic relief plan is a joint effort between Zoo Rangers, Forest Park

pedestrian and bicycle traffic as well as parking maneuvers that create

Rangers, the St. Louis Metropolitan Police Department (SLMPD) and the

conflicts to efficient vehicular movements.

Missouri Department of Transportation (MoDOT). When the Zoo lots reach capacity, the Zoo Rangers notify the remaining partners that the relief plan is

Hampton Avenue and the I-64 Interchange

warranted. The Forest Park Rangers monitor the Hampton roundabout and

The most intuitive point of access for the Zoo parking lots is the Hampton

close its approaches as traffic queues on them (typically between 10:00 and

Avenue entrance to Forest Park; Hampton Avenue directly connects to

11:00 am on busy park days). When the roundabout fully closes, traffic is

both Interstate 64 and Interstate 44, which is one mile south of Forest Park

diverted to eastbound Wells toward alternate parking areas. MoDOT monitors

via Hampton Avenue. Hampton Avenueâ&#x20AC;&#x2122;s interchange with I-64 currently

the Hampton interchange and ramps and posts congestion warnings on

operates at or near capacity during peak travel times (morning and afternoon

the interstate information boards as needed. Although a rare occurrence,

commuter periods and weekend afternoons). Likewise, the segment of

MoDOT will also contact the SLMPD to close exit ramps at Hampton if the

Hampton south of I-64 has multiple, closely-spaced signalized intersections:

traffic queues on the ramps reach I-64. Forest Park Rangers continue to

Oakland, Clayton, and Berthold Avenues all intersect Hampton within 800

monitor traffic and coordinate with Zoo Rangers, removing road closures as

feet of the I-64 interchange. A fourth signalized intersection at West Park

park congestion tapers off (typically between 2:00 and 4:00 pm).

Avenue is roughly 1000 feet south of the Berthold Avenue intersection. These intersections are also near capacity in the peak periods and create

Oakland Avenue at Tamm Avenue Overpass

additional congestion on Hampton, resulting in slow-moving queues.

The Tamm Avenue overpass, from a pedestrian perspective, is an ideal place to cross the highway as both adjacent alternatives, Skinker Boulevard

Forest Park Road Network

and Hampton Avenue, are far less approachable. Due to available parking

Due to congestion on I-64 and its connecting routes, many commuters elect

on Oakland Avenue and at Turtle Playground as well as the proximity of the

to utilize the local roads within Forest Park. These peak hour volumes are

Dogtown neighborhood, Tamm is indeed a significant pedestrian gateway to

especially apparent at the roundabout intersection of Hampton Avenue, Wells

Forest Park. However, there are no sidewalks on the north side of Oakland

and Concourse Drives where queues stemming from the I-64 interchange

Avenue west of the Tamm overpass, or east of Turtle Playground. There are

back traffic up through the roundabout and for significant distances upstream

also no pedestrian crosswalks across Oakland near the overpass, the only

on Concourse and Wells. These queues have become a daily occurrence at

crosswalks are east of that connection at the entrance to Turtle Playground.

the roundabout. In addition, internal vehicular circulation within Forest Park

In addition, many pedestrians destined for the Tamm overpass enjoy a walk

can become very congested and overwhelming on weekends. On weekends,

through Turtle Playground along the way despite the fact there is no path or

congestion is caused by internal vehicular circulation within Forest Park. With

sidewalk connection from the park to the overpass.

large numbers of visitors coming to the Zoo and other park attractions, traffic can slow to a crawl due to both the volume of vehicles and their on-street

Wells Drive at Skinker Boulevard

parking maneuvers. Specifically, queues often build during the morning on

Wells Drive intersects Skinker Boulevard approximately 325 feet north of the

Wells, Government, Fine Arts, and Washington Drives approaching the Zoo.

congested Skinker and Clayton Road intersection. At its intersection with

38 | research, plan evolution & MARKET ANALYSIS

Forest Park Access, Circulation, and Parking Study; February 2008

Saint Louis Zoo Expansion Framework Plan

I-64 / I-40

Oakland Av

Clay

Hampton

Ave

ton A ve

LEGEND ter

hes

nc Ma

Ave

Hampton Avenue and the I-64 Interchange

Forest Park Road Network

Oakland Avenue at Tamm Avenue Overpass

Wells Drive at Skinker Boulevard

I-44

research, Plan evolution & mARKET aNALYSIS | 39

PARKING Vehicular parking for the Zoo is formally provided in two lots.

First, a

476-space lot serves The Living World entrance on the north side of the Zoo, accessed via Government Drive. Second, a 953-space lot for the south entrance, adjacent to Wells Drive on the south side of the Zoo. Parking in both lots is free for Zoo members with some limitations; parking a vehicle costs $15 during the peak season for non-members. The off-season charge drops to $10 per vehicle. Parking for oversized vehicles (buses, motor

2008 Forest Park Access, Circulation and Parking Study Findings • There is inadequate parking near the Zoo to meet the Zoo’s parking demands. • The north and south lots fill or approach capacity on average seventy days out of the year according to the Parking & Circulation Analysis Final Report

homes, RVs) is available on the south lot only at higher fees.

by L.E. Haefner (2007).

Additional parking opportunities within a 5-minute walk of the Zoo’s north

• The Zoo estimates that they need approximately 600 additional parking

entrance are afforded through free parking lots at the Art Museum less than a quarter-mile walk via Fine Arts Drive and on-street parking on Fine Arts and Government Drives north, west and east of the North Entrance. A new 300-space parking garage has been constructed at the Art Museum and opened June, 2013. The fee at this location is $5 for museum members and $15 for non-members. Near the south entrance of the Zoo, parking within a 5-minute walk includes on-street parking is available to the west on Wells Drive and to the south on Oakland Avenue. An inventory performed to support the Forest Park Access, Circulation and Parking Study (St. Louis Board of Public Service, February 2008) identified roughly 900 spaces within ½-mile of a Zoo entrance. The Forest Park Access, Circulation, and Parking Study also evaluated the parking utilized during a typical Saturday for Forest Park visitation and found that the Zoo and Art Museum parking lots as well as all on-street parking surrounding these facilities was fully occupied during peak visitation. Onstreet parking further north and east in Forest Park was partially occupied during the same time period.

spaces according to the Parking & Circulation Analysis Final Report by L. E. Haefner (2007). • Traffic congestion is heightened due to searching for available parking, and patrons become frustrated once the free on-street parking is full. • Pedestrian conflicts occur along Government Drive due to the lack of sidewalks along the roadway; therefore, pedestrians either walk in the grass or in the roadway which adds to the already congested area and impacts parking efficiency around the Zoo. • Picnic areas along Wells Drive and Government Drive compete for parking with Zoo’s patrons due to the fact the picnic areas do not have designated parking areas or drop- off zones near the pavilions. • Parking in the neighborhoods near the Tamm Bridge is heavily used by Zoo patrons. • Approximately 300 to 400 daily employees park in the western portion of the Zoo’s north parking lot during week days and off-season times.

40 | research, plan evolution & MARKET ANALYSIS

Saint Louis Zoo Expansion Framework Plan

ROAD NETWORK OPPORTUNITIES The local arterial and road network adjacent to, and within, the Zoo expansion site is robust. Because of the quantity and type of roads and their multiple connections to each other, the network could be modified to better serve the needs of the Zoo and existing users. These concepts could be combined or phased. The following pages illustrate the possibilities.

Oakland Av

I-64 / I-40

Clay

Hampton

Ave

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ter

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nc Ma

LEGEND

Ave

Hampton Avenue Wells Drive I-44

Graham Street Berthold Avenue Clayton Avenue Oakland Avenue research, Plan evolution & mARKET aNALYSIS | 41

CIRCULATION CONSIDERATIONS The Zoo expansion will not only provide new parking volume and a new entrance for the Zoo, but could potentially provide a new point of access and parking facilities for Forest Park if visitors elect to utilize the Zoo parking and/or pedestrian crossing to enter the park. Access to and from proposed parking on the site would be provided via the Hampton Avenue arterial corridor, which connects to both Interstates 64 and 44. Shifting parking from the existing Zoo lots to the expansion will reduce the volume of traffic utilizing the northbound Hampton Avenue interchange with I-64, reducing congestion and queuing and improving operations at those intersections. This shift of Zoo patron vehicular and parking traffic is likely to provide a benefit to the internal circulation of Forest Park, most significantly on Concourse, Washington, Government and Wells Drives.

PEDESTRIAN ACCESS Pedestrian access and circulation will be enhanced by the proposed pedestrian bridge connection between the expansion site and the existing Zoo campus. This link and its connections to local paths and trails will additionally improve community and residential pedestrian access. Any modifications to the road network provide the opportunity to enhance both vehicular and pedestrian wayfinding for both the Zoo and Forest Park. Wayfinding should be incorporated at all levels, from a regional perspective (paths to and from the interstates) to specific paths (Iâ&#x20AC;&#x2122;ve parked my car, which direction do I walk?). The following pages explore various circulation considerations, impacts and suggested changes.

HAMPTON AVENUE Hampton Avenue is a major north-south arterial bordering the expansion site on the east side. Hampton connects Forest Park, Interstate 64, Interstate 44, and, eventually, Interstate 55 further south. Although Hampton has five to six travel lanes within the study area, the combination of high signal densities and significant peak period traffic volumes result in congested conditions and long queues (sometimes reaching the full distance between signals). The interchange of Hampton and I-64 serves as the primary gateway to Forest Park; the interchange accommodates a significant volume of traffic and is highly congested during peak periods, primarily due to spillover congestion adjacent to the interchange (on I-64, at the park entrance, or at signals to the south). There are three adjacent signalized intersections within roughly 500 feet of the I-64 interchange at Oakland, Clayton and Berthold. Due to the nature of the streets and the congestion on Hampton, various movements are

TRAFFIC

prohibited at these signalized intersections, which can be confusing for local

In addition, expansion-related site improvements could modify traffic patterns

drivers and present difficulties for planning modifications and improvements

within the network surrounding the expansion site, resulting in improved

to the corridor. During peak periods these signals add tremendous delay

traffic operations for neighborhood residents and visitors. Ultimately the

to the through movements on Hampton. On weekends, similar queuing

Zoo expansion has the potential to benefit Zoo patrons, by offering faster

and congestion on northbound Hampton at the I-64 interchange and on

access to parking; Forest Park visitors, by reducing the volume of traffic on

northbound Hampton is caused by traffic queues extending out of Forest

the parkâ&#x20AC;&#x2122;s road network; and local residents, by modifying and enhancing the

Park.

local road network. Congestion on Hampton is especially apparent during peak visitor weekends TRANSIT

for the Zoo and for Forest Park. On these days, congestion into the park is

Generally, any improvement in vehicular circulation will also enhance transit

so great that queues spill out to Hampton creating congestion and queuing

circulation. In addition, the reduction of traffic volumes within the park,

on northbound Hampton and on the I-64 exit ramps. Vehicular queues on the

improvements to local intersections, and new or improved access stations

interchange ramps often reach the I-64 mainline lanes.

will translate to faster bus and trolley service as well. MetroLink service will not be impacted.

Planning for the road network surrounding the Zoo expansion should consider any potential to improve the operations of Hampton Avenue. Consideration should be given to signalization changes, lane widths and turning bays, for example. Because the traffic operations on Hampton are so dependent on the signals, any planning should include a thorough investigation of the signalization opportunities and impacts.

Modifications to Hampton will require close

coordination with the City of St. Louis and the Missouri Department of Transportation (MoDOT). Modifications to the I-64 interchange would also require formal documentation and approval from the Federal Highway 42 | research, plan evolution & MARKET ANALYSIS

Administration (FHWA).

Saint Louis Zoo Expansion Framework Plan

WELLS DRIVE Wells Drive is a two-lane road located in Forest Park primarily serving park circulation. Wells connects three park entrances (the main gateway entrance at Hampton, the Tamm Drive entrance and the south Skinker Boulevard entrance) with a number of other park roadways, the south entrance of the Zoo and the Jewel Box. On busy park weekends, Wells is often overwhelmed by the volume of traffic. The roundabout intersection of Wells, Hampton, and Concourse is especially problematic due to its function as the main park gateway and its proximity to I-64 and the Zoo’s south parking lot.

HAMPTON AVENUE LOOKING NORTH AT BERTHOLD AVENUE

For much of its length, Wells has sidewalk on only one side with the exception

WELLS DRIVE LOOKING WEST

of the east end where there are no sidewalks, and a segment west of Tamm Drive where there are sidewalks on both sides. Parking is allowed along both sides of Wells for most of its length, except for the segment between the roundabout at Hampton/Concourse and Tamm. This segment is also significant because it is sandwiched between the Zoo exhibit grounds and the Zoo south parking lot, creating significant potential for pedestrian and vehicle conflicts. Although there is a pedestrian bridge between the south parking lot and the Zoo entrance, pedestrians still cross at the street level. The concept of relocating all parking from the south parking lot to the Zoo expansion site provides some opportunities to reconfigure Wells and eliminate the potential for pedestrian/vehicular conflicts. One possibility could be to relocate Wells south of the existing Zoo south parking lot (to the southern boundary of the Zoo property). This relocation would require

Wells Dr

careful consideration of the Tamm intersection and the interaction with the existing Forest Park dual path system (“heels” and “wheels”), which is currently located in that area. Other than these concerns, Wells would likely

I-64 / 40

Cla

e Av ton

property and the Forest Park dual path system. It would also have the potential to improve the operations at the problematic Hampton/Concourse/

n Ave

Berthold Av

Hampto

n Ave

Zoo parking lot. This concept would offer more green space to the Zoo

Berthold Av

Wells roundabout by removing one leg of the roundabout. This concept would require special attention be given to Forest Park circulation patterns and vehicular and pedestrian wayfinding.

ve nA

Hampto

Concourse as this segment of Wells primarily provides access to the south

Oakland Av

Graham St

There is also the potential to close Wells drive between Tamm and Hampton/

Tamm Ave

Oakland Av

Graham St

Tamm Ave

function much as it does today.

yto

Cla

research, Plan evolution & mARKET aNALYSIS | 43

GRAHAM STREET

BERTHOLD AVENUE

Graham Street forms the majority of the western boundary of the Zoo

Berthold Avenue is a local street that traverses the Zoo expansion site,

expansion site, and is currently a one-way local road utilized for residential

connecting Graham Street on the west side with Hampton Avenue on the east

access and on-street parking. The street width accommodates parking on

side. In between, Berthold crosses Clayton Avenue in a skewed intersection

both sides of a wide driving lane. There are sidewalks on both sides the full

that is unpopular with local drivers due to the difficult sight distance and

length of Graham.

safety concerns it creates. West of Graham, Berthold enters a residential neighborhood ending at an intersection with Clayton roughly seven blocks to

One concept is to convert Graham Street to a two-way boulevard with

the south. Due to its residential nature, Berthold carries low traffic volumes

enhanced landscaping, parking and pedestrian facilities and a smoother

west of Hampton. One block east of Hampton, Berthold ends at a connection

alignment (by realigning the intersections at Berthold). This modification

to the Highlands development, providing one of the main access points for

provides multiple opportunities to define and soften the site boundaries,

GRAHAM STREET LOOKING SOUTH

enhance external circulation, parking and pedestrian accommodations for

both residents and employees to the site and its parking garages. Therefore, Berthold at Hampton operates near capacity in the evening peak commuter

nearby residents, and improve safety by calming speeds and improving the

time due to its signalized connection that provides the only opportunity for

intersection at Berthold.

drivers headed south on Hampton to make a protected left turn. The potential for any modifications to the intersection at Hampton are minimal due to the

Local residents voiced concern that attractive and available parking and a

significance of and lack of alternatives for the Highlands connection.

strong pedestrian connection to the street may encourage Zoo visitors to park in their neighborhood outside of the expansion site. Careful consideration

Berthold currently provides access to the existing parking garage, but also

would need to be given to those aspects of any modifications.

divides that facility from the majority of the expansion site. Zoo patrons utilizing the existing garage will need to cross Berthold en-route to the main Zoo campus, requiring pedestrian accommodations. Currently there are sidewalks on both sides of Berthold throughout the study area. Because of its multiple connections, there are many opportunities for altering Berthold east of Clayton. The concept is that Berthold would become an Wells Dr

access road to the expansion site or to the existing garage only. This road could originate at either Hampton or Clayton and could terminate within the site or maintain its connection with Graham. It could also be considered to

I-64 / 40

close this portion of Berthold completely. Oakland Av

Graham St

Tamm Ave

on the plans for the other roads in the network. However, consideration

e Av ton

Cla

Hampto

n Ave

should be given to the access and operations of the parking garage and

Berthold Av

44 | research, plan evolution & MARKET ANALYSIS

More than any other study route, modifications to Berthold are dependent

accommodations for both pedestrian access to and circulation within the expansion site. Plans should additionally address, in some way, the troublesome skewed intersection of Berthold and Clayton.

Saint Louis Zoo Expansion Framework Plan

CLAYTON AVENUE Clayton Avenue roughly forms the south and east border of the expansion site. Clayton is also a significant minor arterial within the study area due to its connections â&#x20AC;&#x201C; Clayton is a continuous arterial to far west St. Louis County. Within the study area, Clayton intersects both Berthold Avenue and Hampton Avenue in skewed intersections. Unpopular with local users due to the difficult sight distance, these present difficulties with traffic operations (e.g., signalization and pedestrian accommodations.) Clayton merges at Oakland, east of Hampton.

BERTHOLD AVENUE LOOKING EAST

Because of its skewed nature to the surrounding roadway and termination

CLAYTON AVENUE LOOKING NORTHEAST

at Oakland, Clayton is a natural candidate when considering opportunities to consolidate the local road network. There are two potential segments for closure of Clayton Avenue: Clayton east of Hampton to Oakland, and Clayton west of Hampton to Berthold. Closing either of these segments could be beneficial for the operations on Hampton due to a reduced need for signalized side-street movements. Closing the intersection completely would remove a signalized intersection from Hampton, increasing the capacity of that segment and, ultimately, benefitting the entire network, including the I-64 interchange and access to and from Forest Park. Closure of the west segment would improve the skewed intersection at Berthold. Closure of any portion of Clayton would need to consider the adjacent intersections on Hampton as well as the I-64 interchange. Modifications could be required on Oakland and/or Berthold to accommodate additional

Wells Dr

movements. Closure of the east segment would need to consider access to the adjacent development; closure of the west segment should not create access issues.

ve nA

yto

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n Ave

Berthold Av

ve nA

Hampto

Berthold Av

Oakland Av

Hampto

n Ave

Tamm Ave

I-64 / 40

Graham St

Oakland Av

Graham St

Tamm Ave

I-64 / 40

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research, Plan evolution & mARKET aNALYSIS | 45

OAKLAND AVENUE Oakland Avenue is a minor arterial of local significance because it parallels I-64 and connects three major north-south arterials: Skinker/McCausland, Hampton and Kingshighway. It should be noted that the functional use of Oakland has modified since the reconstruction of I-64 removed ramp connections to Oakland east of Skinker/McCausland. Oakland currently has four lanes of traffic between Skinker/McCausland and Hampton. However, the City of St. Louis is considering narrowing the roadway in this section so that a sidewalk can be constructed on the north side and bike lanes added in both directions. Even with a reduction to two lanes, Oakland is not expected to operate near capacity as the current traffic volumes on the road are low.

OAKLAND AVENUE LOOKING EAST

Although volumes on Oakland are low, its intersection with Hampton is somewhat problematic because it is so close to the I-64 interchange. The proximity impacts traffic flow at the interchange and creates difficult weaving movements for drivers attempting to access Oakland. In an attempt to alleviate this situation, a number of turning movements are prohibited at the intersection of Oakland and Hampton. Although Oakland is the formal northern boundary of the Zoo expansion site, the land between Oakland and I-64 is Forest Park property for its entire length west of Hampton. West of the expansion site, this green space incorporates Turtle Playground. The concept of closing Oakland between Hampton and Tamm Avenues has been discussed in the past. Development of the Zoo expansion site could

Wells Dr

support this idea through careful design and enhanced connections, and the closure could potentially increase the parkland north of the site. However, such a closure would disrupt the continuity of this streetâ&#x20AC;&#x201D;a concern for both

I-64 / 40

Hampton by consolidating signalized movements if Oakland were to connect to a route with an existing signal on Hampton, such as Clayton.

This

n Ave

re-routing Oakland through the site. This concept could offer benefits to

Berthold Av

alternative may also benefit the Zoo and the surrounding residential street network by routing Zoo vehicular traffic to the currently most under-utilized roadway. 46 | research, plan evolution & MARKET ANALYSIS

ve nA

yto

Cla

Hampto

to modify Oakland to retain its continuity yet provide access to the site by

Oakland Av

Graham St

Redevelopment of the Zoo expansion site could also offer the opportunity

Tamm Ave

local residents and regional visitors.

Saint Louis Zoo Expansion Framework Plan

WALKING DISTANCES The Zoo currently has two fee-based parking lots on its campus, the north lot and the south lot. It is no secret that there are many other free parking options for visitors. Many park within Forest Park or just beyond to visit the Zoo. With the Zoo’s footprint now extending south of Interstate 64 and the potential to relocate parking to the expansion site, a study was completed to better understand average walking distances associated with common visitor parking alternatives. The two dashed circles, centered on the two existing Zoo entrances, represent a typical five-minute walk at a moderate pace. Each is a 1/4-mile (1,250 feet) long, which is an established planning standard for an acceptable walking distance. The diagrams on the right graphically compare those walking distances,

EXISTING SOUTH LOT - 2.5 MINUTE WALK / 730’

EXISTING NORTH LOT - 3 MINUTE WALK / 855’

ART MUSEUM - 6 MINUTE WALK / 1,685

OAKLAND AVENUE - 6 MINUTE WALK / 1,700’

GOVERNMENT HILL - 8 MINUTE WALK / 2,160’

GOVERNMENT DRIVE - 9 MINUTE WALK / 2,375’

ranging from a 2.5-minute walk if a visitor would park in the existing South Lot to a 9-minute walk when parking along Government Drive, west of The Living World.

A TYPICAL 5 MINUTE WALKING DISTANCE

research, Plan evolution & mARKET aNALYSIS | 47

WALKING DISTANCES AND PROXIMITY TO SITE The diagram on the right illustrates the potential walking distance from the expansion site to the current south parking lot, which, based on the framework plan, could serve as a location for an animal habitat along with a new entry for the Zoo. The walk from the expansion site, via a connection over the interstate, would be shorter than any other existing routes within the study.

48 | research, plan evolution & MARKET ANALYSIS

Saint Louis Zoo Expansion Framework Plan

OPPORTUNITIES AND CONSTRAINTS After studying components of the expansion site—neighbors, connections, walking distances and vehicular traffic patterns—this opportunity and constraints plan was created to categorize and define areas and how best to utilize them. The diagram on the right illustrates most desirable development areas development and potential conflicts based on current conditions. A summarized list can be found below. OPPORTUNITIES • Interstate 64 as a “front door” for the Zoo • Take advantage of the topography for various types of parking, including structured parking • High point to high point connection • Seamlessly blend the components of the expansion site into the wellestablished urban fabric of the neighborhood • Connections to the existing “downtown” Dogtown retail core at Tamm Avenue and Clayton

ZOO “PUBLIC FACE” ALONG INTERSTATE

CONFLICT

• Utilize Oakland Avenue for access points to the expansion site

INTERSECTIONS

development

64 / 40

UTILIZE O

AKLAND AVENUE FOR SITE ACCESS

• High visibility at the southwest corner of Hampton Avenue and Oakland, ideal for a hotel or other market-based use

reet

Tamm Aven ue

Graham St

PRIME DEVELOP ABLE AREA

EXISTING RESIDENTIAL

HIGH VISIBILITY CORNER

Berthold Av

ton A ve

D NE

EXISTING DOGTOWN RETAIL DISTRICT

POTENTIAL RETAIL NODE

Ave

Clay

Hampton

expansion site

Childress Av

• Interstate 64 is a physical barrier from the Zoo’s current campus to the

Art Hill Plac

enue

• Traffic congestion along Hampton Avenue

OF VIEWS

Sanford Av

CONSTRAINTS

TAKE ADVANTAGE

Oakland Av

research, Plan evolution & mARKET aNALYSIS | 49

CHARRETTE

CONCEPT DEVELOPMENT

A charrette was held on January 31, 2013, when the design team gathered

The Charrette involved both focused and sustained efforts over the course of

at the Zoo with Zoo stakeholders, representatives of the neighborhood, and

the day. The sub-groups produced designs that centered on the four principles

a group of invited consultants who specialize in designing zoo exhibits and

that have become the vision for the framework plan: attract, enhance, connect

animal habitats around the world. A charrette is an intensely focused session

and support. The designs were developed along these four principles to

that uses a collaborative approach to create realistic and achievable designs

create programs embracing existing buildings and grounds while adding

that work. The team divided into three sub-groups and produced layer upon

new, iconic features intended to inspire dialogue. All three options dealt

layer of scaled drawings overlaid on large format aerial photographs of

with Forest Park, Zoo parking strategies, site circulation, expanding exhibit

unlimited opportunities. Each sub-group then presented its work to the full

spaces, adding research facilities, office space and employee amenities,

group as a way of quickly generating three independent design proposals

and of course, confronting Interstate 64 which divides the two Zoo properties

that integrate creative ideas with the pragmatic interests of this diverse group

suggesting the need for an intuitive connection. Other consistent themes

of people. This was the launching point for the conceptual land use planning

are listed below and illustrated in the plan graphics produced during the

and design phase of the Zoo’s expansion project. Outcomes of this charrette

charrette (shown on the next page).

became the baseline for the Expansion Framework Plan.

WE PRODUCED WE STUDIED WE EVALUATED WE REFINED

COMMON THEMES AND SUMMARY • Central Hub of Activity & Circulation • Holistic Experience / One Zoo / One Campus • Verticality / Importance of Layering Program Elements • Maximizing Topographic Conditions (Connections / Panoramic Views) • Mission – Centric Attractions Focused on Research & Conservation • Revenue Driver Events (Gondola, Exhibits / Indoor Exhibits, Rides) • Maintain North Entry Primarily for Educational / Group Entrance

Guest Consultant Participants AFH Design

Jco St. Louis, MO

St. Louis, MO

CLR Design Philadelphia, PA

The Portico Group Seattle, WA

PGAV St. Louis, MO

50 | research, plan evolution & MARKET ANALYSIS

GLMV Wichita, KS

• Expansion of Emerson Children’s Zoo in Existing Location • Minimal Indoor Animal Exhibits South of Highway • Retail Focus along Clayton Avenue • Concern for Third Party Partnership / Protecting the Zoo Brand

Saint Louis Zoo Expansion Framework Plan

WE PRODUCED WE STUDIED WE EVALUATED WE REFINED PROGRAMMING ICONS The concept development drawings illustrated the value of a system of “icons” identifying amenities that were suggested in each of the graphic proposals. Teams developed strategies for moving cars, people and services in and out of the Zoo while preserving habitats, relieving Forest Park’s critical circulation at peak use, and improving the contextual relationship between the Zoo and the surrounding neighborhood(s).

research, Plan evolution & mARKET aNALYSIS | 51

MAJOR ATTRACTION

EXHIBIT EXPANSION

CHILD FOCUS

New Major Attraction

Increased Area for Animal Care

Childrenâ&#x20AC;&#x2122;s Zoo Expansion

Bio-Dome / Layered Exhibit

On-Exhibit Expansion

Nature Play

Research / Orientation Exhibit

New Species / Habitat Display

Education / Field Trip Focused

Revenue Generating

Expansion

OPEN SPACE

STREETSCAPE

RETAIL

Park Land

Streetscape Improvements

Compatible Shopping Venues

Play Areas

Urban Edge Development

Land Bridge Dog Park

CONNECTION

TRAILS / GREENWAY

ROAD NETWORK

Bridge

Pedestrian & Bicycle Connections

Changes to Urban Fabric & Traffic Circulation

Gondola Wheeled Tram / Trolley

OPERATIONS

PARKING

RESEARCH

Administration / Offices

Surface Parking

Veterinary Medicine

Garage Parking

Research Laboratories

Service / Distribution Center Employee Center

52 | research, plan evolution & MARKET ANALYSIS

Road Closure

Public Outreach

Saint Louis Zoo Expansion Framework Plan

FOOD / BEVERAGE

OVERNIGHT EXPERIENCE

Dining Opportunities

Themed Hotel

Zoo CafĂŠ Expansion

Tent Camp / Farmhouse Experience

Fine Dining Themed Dining Event Rental

CONSERVATION

EDUCATION

POINT OF ENTRY

Off-Exhibit Expansion

Educational Outreach Expansion

Point of Public Access

Breeding Area Wild Care Institute Public Outreach

research, Plan evolution & mARKET aNALYSIS | 53

WE PRODUCED WE STUDIED WE EVALUATED WE REFINED

SYNTHESIS OF CONCEPTS

CONCEPT 1

CONCEPT 2

Using the programming icons, each charrette teamâ&#x20AC;&#x2122;s plan was redrawn

Concept 1 proposes to move all parking from the south lot and a majority of the

A major exhibit, atrium, bridge and iconic architecture were explored in

to equalize them graphically and compare them uniformly to one another.

north lot to a parking ramp located on the expansion site. This parking facility

Concept 2 with a one-of-a-kind, multi-functional building proposed to cross

The program opportunities were quantified and tallied and categorized with

can be thought of as an in-ground multi-level, mixed use parking structure

the interstate. This feature would be an attraction within itself. The concept

respect to the framework principles. The tally charts are illustrated on the

that may house civic related amenities (maybe a transit hub and police sub-

seamlessly connects the two Zoo parcels allowing visitors to meander through

next page. The following plan diagrams illustrate the concepts as they were

station) while integrating everyday services that support the development.

an immersionary exhibit while crossing the highway. Limited modifications

redrawn using the icons for easy comparison.

Parking would be designed to work with the sloping grade, accommodate

to the existing campus allow for parking to be maintained on both sides of

peak demand for visitor parking, employee/staff parking needs as well as

the interstate. Sections drawn during the charrette explored the idea of a

parking counts required for any office, hotel or retail development on site.

new water feature element within the bridged architecture, highlighting the

At the core of the parking would be an orientation center that brings visitors to the top level of parking, a green rooftop. Visitors would be welcomed by a new iconic exhibit space centered on world renowned research and leadership in zoological advancement. This could be seen as a different kind of exhibit than currently exists at any zoo, a vertical experience of flora and fauna and a feature to draw researchers from around the world for annual conference events.

lake features of the existing Zoo. This proposal had a significant focus on enhancement of surrounding neighborhoods. The expansion site was reinforced by retail, hotel and dining experiences that would potentially strengthen the Clayton Avenue corridor and build upon the commercial district in Dogtown.

Visitors could choose between an aerial gondola ride to the north lot and

Strong connections to Forest Parkâ&#x20AC;&#x2122;s pathway system and potentially the

The Living World entrance, or a planted walking bridge that leads them over

addition of paths through the Zoo were suggested.

the highway to a Zoo-themed restaurant. These are the distinctive elements that shaped Concept 1.

54 | research, plan evolution & MARKET ANALYSIS

transition in elevation and supporting an opportunity to enhance the central

Saint Louis Zoo Expansion Framework Plan

CONCEPT 1

CONCEPT 2

CONCEPT 3

CONCEPT 3 The underlying theme within Concept 3 was to place the focus on conservation and research while expanding animal exhibits. Concept 3 repurposed the south parking lot to make way for a new, wide open exhibit, similar to an African Safari, while renovating the existing lakes in the center of the Zoo’s campus. Similar to the other concepts, a land bridge would connect the two sides of the interstate; however, the expansion site is organized around a public open space. The team behind this concept was intrigued with the idea of closing adjacent roads to maximize developable areas with efficient building layouts. The idea of conservation and research was again reinforced by locating a Zoo “headquarters,” which would house administration with conservation efforts and the Zoo arrival experience.

research, Plan evolution & mARKET aNALYSIS | 55

EVALUATION OF CONCEPTS The team evaluated all three individual charrette designs. Utilizing the four guiding principles, and using the programming icons developed earlier, the evaluation process scored the design options using three categories positive (+), neutral (-), and not relevant (o). The design team reviewed the program relationships and using their respective expertise assisted in the rating exercise. Concepts were rated based on community impact, ease of phased implementation, traffic impacts, visitor experience, revenue opportunities, parking proximity and the cost or anticipated investment. The results are published graphically with a chart on the next page. Concept 1 had the strongest program relationships for attraction and connection of the two properties. Concept 2 had a significant focus on enhancing the surrounding neighborhood and Concept 3 had significant weight on the integration of support and Zoo mission.

56 | research, plan evolution & MARKET ANALYSIS

Saint Louis Zoo Expansion Framework Plan

WE PRODUCED WE STUDIED WE EVALUATED WE REFINED CONCEPT REFINEMENT Evaluation of the three charrette concepts led the team to create one overlay of a condensed site plan proposalâ&#x20AC;Ś a graphic solution that captures the best of the concepts in one plan. The design team went back to the drawing board to coordinate the principle strengths of each charrette concept into one cohesive design plan. This plan became the basis for framework planning and economic analysis. Additional graphics in the Appendix represent organizational studies explored as the expansion site elements were further studied and the concept of layering program was first considered.

research, Plan evolution & mARKET aNALYSIS | 57

MARKET ANALYSIS

Expansion of zoo-oriented and market-based uses on the site can build upon the Zoo’s popularity with key markets: local and regional

In addition to its residents, Dogtown businesses employ approximately 2,700 individuals. This includes about 500 full- and part-time Zoo employees plus

residents, area workers and visitors to the region.

2,200 employees of other businesses. This compares to roughly 215,000

plan’s

The Saint Louis Zoo is situated in the Dogtown neighborhood of the City

employment base in Dogtown, 30% work in construction or manufacturing,

recommendations. The market analysis was prepared within this context—

of St. Louis, in the center of the St. Louis MO-IL Metropolitan Statistical

that the framework plan is a base and an outline, that specifics will be defined

Area (St. Louis MSA). The current Zoo campus is contained within Forest

later, that the timeline is broad and that the present day market analysis is

Park, which attracts over 12 million visitors annually. Within a 5-minute

rooted in a snapshot of a struggling economy and formulated around a site

driving radius of the site, there are approximately 21,300 residents, of which

that has been a blight and a detriment to the neighborhood.

approximately 8,100 reside in Dogtown and two-thirds of the St. Louis MSA

MARKET CONTEXT & OBJECTIVES

jobs in the City of St. Louis and 1.2 million jobs in the St. Louis MSA. Of the

The following section illustrates the market analysis and economic development

considerations

underlying

the

framework

population reside within a 30-minute driving radius of the site. The average The Saint Louis Zoo ranks among the top zoological attractions in the world

household size in this area is 1.9, which is smaller than the St. Louis MSA,

and is the most frequently visited attraction in St. Louis. The Zoo’s decision

which has an average household size of 2.5. The median household income

to acquire and expand to the former Forest Park Hospital campus marks a

of residents within a 5-minute driving radius of the site is $40,800, compared

pivotal moment in the organization’s history. The expansion will offer the

to $53,000 in the St. Louis MSA. As the local and regional demographic data

Zoo an opportunity to improve the visitor experience through new attractions

shown in Figure 1 suggests, Dogtown is home to a greater portion of singles

and market-based amenities, while expanding its conservation and animal-

or couples without children than the rest of the region and its residents have

science programs and significant contributions to the zoological community.

slightly lower earning than the region. While the demographic profile of Dogtown may be helpful, the Zoo’s potential market includes residents from

Any development on the expansion site could potentially include both Zoo-

27% in retail and dining, 15% in health care and social services and 28% in other industries.

The relatively small employment base in Dogtown

confirms that it is a primarily residential neighborhood, as has been the case historically. The St. Louis MSA attracted approximately 21.5 million total visitors in 2010. Of these visitors, approximately 75% came to the region for leisure, while 25% came for business. The average length of stay in St. Louis was 3.1 days and the average party size was 3.4 visitors; 40% of these visitors reported that they traveled to St. Louis with children. Visitors spent an estimated $4.3 billion in St. Louis, or approximately $200 per visitor per visit, and 85% reported that they stayed in hotels during their stay. With 40% of the visitors traveling with children, a typical family of 4 will likely spend on average $800 during their stay and the Zoo could more than likely be on their itinerary.

the entire 2.8-million St. Louis MSA population.

oriented uses, such as a connection over the highway and linking with Forest Park bike paths, a new indoor attraction or increased parking; and marketbased uses, including an animal-themed hotel, Zoo and neighborhood retail and office or residential uses. To fully understand the development potential

FIGURE 1: SUMMARY OF LOCAL AND REGIONAL DEMOGRAPHICS Figure 1: Summary of Local and Regional Demographics

Figure 2: Visitation Information for Saint Louis and Competitive Markets

of the site and the operating impacts of any development, it is crucial to

FIGURE 2: VISITATION INFORMATION FOR ST. LOUIS AND COMPETITIVE MARKETS

explore the market conditions and financial feasibility of the potential marketbased uses of retail, hotel, residential and office and the operating, financing and pricing considerations for any Zoo-oriented use.

City

Together these

Annual Visitation

considerations will provide the Zoo with the tools and knowledge it needs Saint Louis, MO

to make the important decisions that will shape the future of the Zoo as an organization and a destination for generations to come. In evaluating any future expansion, the Zoo’s current visitation, financial condition and ability to raise funds should be considered as any new

Population

development must help maintain the Zoo’s position as a world class Zoo,

Family households

improve the Zoo’s visitor experience, enhance the Dogtown neighborhood

Average household size

and be independently financially solvent.

Median HH income Entertainment spending

5-minute drive

15-minute drive

30-minute drive

STL MSA

35,700

643,000

1,861,200

2,835,900

7,300

147,000

467,600

731,400

1.9

2.3

2.4

2.5

$40,000

$38,900

$49,200

$53,000

$2,600

Source: ESRI ESRI Business Business Analyst Bureau Source: AnalystOnline, Online,US USCensus Census Bureau

58 | research, plan evolution & MARKET ANALYSIS

$2,800

$3,100

$3,200

21.5M

74% leisure 26% business

10M

Memphis, TN

95% leisure 5% business

Nashville, TN

65% leisure 35% business

Chicago, IL

74% leisure 26% business

Kansas City, MO

86% leisure 14% business

11M

39.3M

Source: Local Source: LocalTourism TourismBureaus Bureau

21.6M

Visitor Spending

Length of Stay

Party Size

% with Children

% in Hotels

$4.3B

3.1 days

3.2

40%

85%

$2.9B

2.9 days

2.4

N/A

$4.3B

3.8 days

3.0

11%

84%

$11.0B

3.4 days

N/A

29%

N/A

$2.6B

2.8 days

2.8

30%

50%

Figure 4: Saint Louis Zoo Revenue, 2012 In comparison to other competitive markets as shown in Figure 2, St. Louis

Saint Louis Zoo Expansion Framework Plan

The Zoo’s business operation is stable, but relies heavily on tax and private

FIGURE 4: SAINT LOUIS ZOO REVENUE, 2011

has a sizable leisure visitor population who are more likely to travel with

Saint Louis Zoo 2012 Revenue: $66M

children and stay in hotels.

contributions. Development on the site needs to be financially viable so that it does not become a burden that would affect the Zoo’s current strong financial position. In 2012, the Zoo received $65.8 million in total revenue.

To maintain its status as a leading cultural destination, it is critical that

As shown in Figure 4, of that revenue, approximately 32% (nearly $21

10%

the Zoo offer new experiences that attract new visitors, compel existing

million) was from the Zoo Museum District Tax; 36% ($23.9 million) came

visitors to come more often and provide more opportunities to generate

32%

earned income from those visitors.

from visitor spending. Contributions represented approximately 22% ($14.2 million), and investments represented 10% ($6.8 million).

22%

The Zoo is the most visited attraction in the region, followed by Busch

As shown in Figure 5, expenses for the Zoo in 2012 totaled $56.9 million.

Stadium (home of the St. Louis Cardinals) and the Gateway Arch. Like

Salaries and fringes accounted for 50 percent ($28.4 million); depreciation

many of St. Louis’ cultural institutions, admission is free of charge and

was 16% (nearly $9 million); and other expenses accounted for 31% ($17.6

expenses are partially subsidized by the Museum District Tax of 28 cents

million).

per $100 of assessed value 2001 on properties in St. Louis City and St. Louis Figure 3: Saint Louis Zoo Visitors, to 2012

while conservation and research expenses represented 1% of the total

36%

($792,000).

FIGURE 3: SAINT LOUIS ZOO VISITORS, 2001 TO 2012

Saint Louis Zoo Visitors (M) 4.0 3.5

Zoo Museum District

Visitor Spending

The Zoo has been highly successful in mobilizing its donor base, enabling

Contributions

Investmetns

meaningful capital investments on the campus. The phasing of the new

Source: Saint Louis Zoo

Figure 5: Saint Louis Zoo Expenses, 2012 Source: Saint Louis Zoo

3.0 2.5

Saint Louis Zoo 2012 Expenses: $57M

1.5

development should leverage the Zoo’s impressive fundraising capabilities, while taking into account potential donor fatigue.

FIGURE 5: SAINT LOUIS ZOO EXPENSES, 2011

2.0

Animal food and purchases accounted for 2% ($1.3 million),

The Zoo is currently in the process of completing The Living Promise

1.0

Campaign, a $120-million effort to support development of new animal

0.5

exhibits, enhance visitors’ experience, upgrade physical infrastructure and

0.0

strengthen the endowment. As of the end of 2012, the Zoo had successfully reached 90% of its Campaign goal. This was driven by substantial family

Source: Saint Louis Zoo

Residents

donations, along with significant corporate and individual contributions. The

31%

Non-residents

Zoo’s largest capital investment recently is the Sea Lion Sound, which was

Source: Saint Louis Zoo

County. In 2012, the Zoo attracted approximately 3.5 million visitors, its

50%

highest annual attendance. As show in Figure 3, this represents a significant increase over average annual visitation for the prior 10-year period which

South Arrival Experience, an Andean/Sun Bear/Painted Dog Preserve and a reconfiguration of the The Living World.

16%

The split between local visitors and out-of-town visitors has historically been

as a result of its loyal and dedicated donor base the Zoo has been able to develop a $2.8 million facilities and maintenance building, a $5.6 million

1% 2%

was approximately 3.0 million visitors per year.

completed in June 2012 and cost approximately $18 million. In addition,

roughly 60-40 in favor of local visitors, who visit on average over 7 times per year. In 2012, approximately 57% of visitors were local and 43% were from out of town. The large increase in visitors is partially attributable to the new 14,000-square-foot, $18-million Sea Lion Sound and the relocation of the employee parking to the newly acquired Berthold Garage.

Labor Animal Food & Purchases Other Expenses

Depreciation Conservation & Research

Source: Saint Louis Zoo

research, Plan evolution & mARKET aNALYSIS | 59

Figure 7: Nearby Retail Nodes

MARKET-BASED USES

FIGURE 7: NEARBY RETAIL NODES

The framework plan includes private non-zoo uses that align the Zooâ&#x20AC;&#x2122;s organizational objectives with market-based opportunities. Building upon the demographic profile of the Zooâ&#x20AC;&#x2122;s visitors and the local and regional markets, the market analysis evaluates the feasibility of market-based uses and sets forth a set of recommendations for size and characteristics of the program. This analysis, summarized in Figure 6, takes into account existing supply, market demand, supportable program and the financial feasibility for each Figureuse. 6: Market-Based Uses Program and Feasibility Summary FIGURE 6: MARKET-BASED USES PROGRAM AND FEASIBILITY SUMMARY

Use

Retail

Program

Design

Opportunity

45,000 to 55,000 SF

Visitor-oriented retail & dining near Hampton; entrance to paid attraction. Neighborhood-oriented retail along Berthold & clayton.

Capitalize on the Zoo visitor and grow as the residential and office markets continue to improve.

Hotel

100 to 150 rooms

National flag hotel cobranded with the Zoo. Placed to maximize visibility from Hampton and Interstate 64.

Cater to traditional Zoo visitor and potential to include unique hotel-condos on upper floors.

Residential

45 to 90 units

Mixed-use apartments and/or townhouses. Apartments tailored to young professionals and couples; townhouses to families.

As project evolves, additional residential opportunities may occur on more internal streets.

Office

4,000 to 8,000

Small office co-located with Zoo space. Preferably built-to-suit.

Additional office users will occur as new Zoo uses emerge

Clayton Rd. Schnucks Zoo expansion site

Source: HR&A Source: HR&AAdvisors, Advisors,Inc. Inc.

Clayton-Tamm Highlands retail

Hampton Ave. retail Source: CoStar, Inc.

Source: CoStar, Inc.

60 | research, plan evolution & MARKET ANALYSIS

Saint Louis Zoo Expansion Framework Plan

RETAIL

a built-to-suit space that meets the needs of such a tenant. Neighborhood

In addition to the nodes of existing retail, based on a retail gap analysis, there is supportable demand for 45,000 to 55,000 square feet (SF) of retail space at the expansion site. This retail should take the form of Zoo-oriented retail and dining, neighborhood services and a grocery. At this scale, private retail development can yield a positive return. The regional recognition of the

retail, on the other hand, should be positioned along Berthold and Clayton. This retail development would benefit from proximity to the dense residential population in Dogtown, as well as from the more intimate, pedestrian-friendly scale, proposed in the preferred plan.

high profile location of this site may be a draw for small footprint retail.

At this scale, private retail development is financially feasible for this site.

There are many nodes of retail activity near to the expansion site that can lend

this analysis is based on market-based assumptions drawn from other

valuable insights into the market for retail development in the area

(Figure

7 on page 60). Hampton Avenue, an arterial street itself, is populated with suburban format retailâ&#x20AC;&#x201D;mainly food and beverage units. In Dogtown, retail has clustered along Clayton and Tamm Avenues as the neighborhood center.

While financial performance for retail will be contingent upon the final plan, comparable projects.

This projection is based on a high-level financial

feasibility model showing that retail will be able to return some net income after debt service, assuming capital costs of roughly $12 million and annual

Figure 8: Retail Demand Analysis

net operating revenue of $650,000.

East of Hampton, the Highlands Development has also introduced new retail product to the area. Slightly farther west, there is a 100,000-square-foot shopping center along Clayton Road that is anchored by a Schnucks grocery store. Within the Dogtown neighborhood, there is an estimated 260,000 SF of retail space. First quarter 2013 rents in the area averaged approximately

FIGURE 8: RETAIL DEMAND ANALYSIS

$13 per square foot triple net, and vacancy was approximately 3%. The retail in the neighborhood is a mix of food and beverage, auto care and other

City residents & workers

miscellaneous tenants. The retail fronting on Oakland at the Highlands has struggled, with much of space remaining vacant.

Zoo patrons

Total

Demand analysis shows support from local residents, regional residents and area workers for 15,000 to 20,000 SF of neighborhood-oriented retail, plus a grocery store as large as 20,000 SF. For Zoo patron spending, analysis

Food & Beverage

0 SF

6,000 to 10,000 SF

20,000 SF

0 SF

20,000 SF

0 SF

3,000 to 5,000 SF

Neighborhood-oriented

15,000 to 20,000 SF

0 SF

15,000 to 20,000 SF

Total supportable space

35,000 to 40,000 SF

9,000 to 15,000 SF

44,000 to 55,000 SF

assumes a 16% increase in per-visitor spending from roughly $6.30 to $7.30, based on the anticipated improvements to the Zoo visitor experience. Assuming stable Zoo visitation of 3.5 million, the increased Zoo visitor spending could support 6,000 to 10,000 SF of additional food and beverage (full and limited service) and 3,000 to 5,000 SF of gift-oriented retail. A

Grocery Visitor-oriented

summary of supportable retail square footage is shown in Figure 8. Retail space will perform best if frontage along Hampton and Clayton is maximized. This is particularly true for destination retail and dining targeting Zoo patrons, which should also take into account proximity to the entrance of the new attraction space. Should the Zoo target a unique, destination restaurant or national brand for the expansion site, it may be necessary to offer

Source: HR&A Advisors, Inc., ESRI Business Analyst Online

research, Plan evolution & mARKET aNALYSIS | 61

Figure 9: Nearby Competitive Hotels HOTEL

FIGURE 9: NEARBY RETAIL NODES

Given the demand generated by out-of-town Zoo patrons and the proximity to Forest Park, a hotel with 100 to 150 rooms could perform well at the

The Cheshire

expansion site. In addition to the Hampton Forest Park located next door to the Highlands, there are several additional nearby hotels and in the region

Hampton Forest Park

that are good precedents for a potential hotel on the expansion site. As shown in Figure 9, there are 4 hotels near the expansion site â&#x20AC;&#x201C; the Cheshire, Hampton Forest Park, Drury Inn Forest Park and Red Roof Inn. Among 10 comparable evaluated properties, the Average Daily Rate (ADR) for 2012 was approximately $120 and the Revenue per Available Room (RevPAR) was approximately $75. Occupancy for the competitive set was approximately 65%.

This is lower than the St. Louis MSA, which has an occupancy

rate of approximately 75%, but the Hampton Forest Park, the best direct comparable for the Zooâ&#x20AC;&#x2122;s property, also has an occupancy rate of 75%. This suggests that immediate proximity to the park can likely boost occupancy to the higher range of the comparable set. Since 2007, occupancy and ADR

Zoo expansion site

have remained fairly constant, with ADR increasing from $114 to $119 and occupancy remaining steady at 65% (Figure 10). The Zoo estimates that roughly 40% of patrons are from out of town, equal to 1.4 million visitors annually or 117,000 per month. Given that the average party size that visits the Zoo is 3.2, approximately 33,000 out-of-town parties visit the Zoo each month. Assuming a conservative capture rate of 7% to 10%, a hotel on the expansion site could support 100 to 150 rooms with an occupancy rate of 75%. This approach does not take into account any

Red Roof Inn

other types of guests, such as visitors to other Forest Park institutions, which would boost the occupancy rate. There is a likelihood that this hotel could capture visitors to the St. Louis Science Center, Art Museum and History Museum, as well as people in town for events such as shows at the Muny or the Great Forest Park Balloon Race. See Figure 11 on page 63 for a summary of the demand analysis.

Drury Inn Forest Park

The Zoo should seek to develop a hotel on the site that is co-branded with the Saint Louis Zoo, a model that has been successful at other animalbased attractions including SeaWorld in Orlando, Florida and Chessington World of Adventure in London, England, and is in the planning stages for the Columbus and Miami Zoos. To maximize the potential of this model, the Zoo should partner with a major national or international hotel operator with experience partnering with cultural institutions. Positioning the hotel 62 | research, plan evolution & MARKET ANALYSIS

Source: STR Global

Saint Louis Zoo Expansion Framework Plan

with frontage along Hampton and visibility from Interstate 64 will also help to capture visitors other than those visiting the Zoo.

RESIDENTIAL

Residential development with approximately 50 units will likely yield a

Dogtown is a strong residential community and could support the development

funding gap. This conclusion is based on a high-level feasibility analysis for

of 45 to 90 units.

a conceptual development program and assumes roughly $11.5 million in

location would be a financially feasible project. The analysis projects that a

The residential market in Dogtown is dominated by single family housing,

gross income cannot cover operating expenses and debt service on capital

hotel development would cost roughly $26 million and return a net operating

though only approximately 55% of housing is owner-occupied.

income of $2 million, which would yield positive net cash flows after debt

significantly lower than the rate of ownership in the St. Louis MSA, which is

capital costs and net operating income of roughly $650,000. At this scale,

High-level feasibility analysis shows that a 100- to 150-room hotel at this

service. Figure 10: Historical Hotel Market Performance, 2007-2012

This is

71%. The Dogtown area has experienced limited activity for new residential development in recent years, with two notable exceptions, shown in Figure 12. This may be due to the lack of available sites for scalable development.

FIGURE 10: HOTEL PERFORMANCE, 2007-2012

The Lofts at the Highlands project includes 200 existing rental residential

Hotel Performance, 2007-2012

units with an additional 278 units in the pipeline. Multifamily units that are

$120

70%

comparable to what may be built on the expansion site have performed well,

$118

60%

achieving rents of $1.20 to $1.30 per square foot per month with an average

50%

$114

40%

$112

30%

$110

20%

$108

10%

is approximately 1,300. The projected annual inventory growth is 130 units,

leaving net demand of 1,170 units. Applying a reasonable capture rate to net

$106 2008

2009

Source: STR Global ADR ($) Figure 11: Hotel Demand Analysis

2010

2011

Average number of non-resident Zoo parties/month Capture of Zoo parties Supportable room nights/month Occupancy Total supportable rooms Source:HR&A HR&AAdvisors, Advisors, Inc., Inc., Saint Saint Louis Louis Zoo, Source: Zoo, STR STR Global Global

In the St. Louis MSA there are currently approximately 13,000 multifamily residential units, and the forecasted annual demand for new multifamily units

period of no more than 1 year. See Figure 13 for a summary of the demand

FIGURE 11: HOTEL DEMAND ANALYSIS

Average party size

site.

Lofts at the Highlands

90 residential units. This assumes that a developer would seek a lease-up

Source: STR Global

Non-resident Zoo visitation

residential and that multifamily product could perform well at the expansion

demand of 4% to 8%, the expansion site could support approximately 45 to

2012

Occupancy (%)

Metric

Zoo expansion site

vacancy rate of 5%. This data suggests that there is pent-up demand for

$116

2007

investment.

Figure 12:FIGURE Recent12: Multifamily ResidentialRESIDENTIAL Development in Dogtown RECENT MULTIFAMILY DEVELOPMENT

analysis.

Value 1.4 million 3.4 33,000 7% to 10% 2,300 to 3,500 75% 100 to 150

Figure 13: Residential Demand Analysis Source: REIS, Inc.

FIGURE 13: RESIDENTIAL DEMAND ANALYSIS

Multifamily apartments or attached townhomes could perform well in this location. Multifamily apartments should have 2-3 stories of residential with 1- and 2- bedroom apartments (roughly 700 to 1,200 SF per unit). This

Metric

Value

type of development is also suitable to ground floor retail space. Attached

Current multifamily inventory

townhouse should offer 2- or 3-story units with 2 to 4 bedrooms, targeting

Forecasted annual demand for new multifamily

1,300 units/year

Projected annual inventory growth

~1% (130 units)

families. These units should be approximately 1,500 to 2,000 SF each.

Net demand Capture Total supportable units

13,100 units

1,170 units 4% to 8% 45 to 70 units

Source: Advisors,Inc., Inc., REIS, Source: HR&A HR&A Advisors, REIS, Inc.Inc.

research, Plan evolution & mARKET aNALYSIS | 63

OFFICE

This development could take the form of traditional office space; however,

Dogtown is not seen as a leading office market in the St. Louis region. The expansion site can only support 4,000 to 8,000 SF of market-based office space. If the Zoo were to create a substantial presence on the expansion site in the form of administrative or research space, it might be possible to attract

offices would likely need to be built-to-suit, as there is virtually no demand in the market to support speculative office space development.

To be

competitive, new traditional offices need to offer Class A amenities and should be developed with open and flexible floor plans. As an alternative to

more office users to the area.

traditional office, the expansion site could offer R&D offices with wet lab space.

The area surrounding the expansion site has not traditionally been a

other building systems, but offers a unique opportunity to create synergies

This type of space requires advanced ventilation, telecommunications, and

destination for commercial offices in St. Louis, though the development of the Highlands has somewhat changed the landscape. In Dogtown, excluding the Highlands, there is approximately 90,000 SF of commercial office space. That office space commands an average of $10 per square foot in rents. There was no net absorption in the area in 2012. The Highlands development is comprised of approximately 300,000 SF of office space, including 80,000 SF of medical office space. It is 100% leased, and rents are in the low- to mid-twenties, similar to downtown Clayton.

with the Zoo’s research functions. High-level financial feasibility analysis shows that office development at this location and of the scale proposed will yield a significant funding gap. The analysis assumes a conceptual program of 100,000 SF, to reflect the Zoo’s desire to build out substantial office space for their own use on the expansion site. To develop this space, the analysis projects that capital expenses will be roughly $30 million, and annual net operating income will be $1.1 million, which is insufficient to cover the debt service on the capital investment.

Zoo-Oriented Uses In addition to the market-based uses, the framework plan includes a number of new Zoo-related elements that will expand the Zoo’s offerings and improve the visitor experience. This market analysis does not consider broader improvements or large-scale reconfigurations of the existing Zoo property but rather focuses on specific improvements proposed for the expansion site. These include a pedestrian bridge, a gondola, a paid attraction on the new site and parking. Additional other revenue-generating uses, such as giraffe feeding, riverboat rides and restaurants, have been considered but are not included in this analysis. To determine the development of Zoooriented uses on the site, one needs to consider operations, pricing and financing opportunities for the Zoo uses. Operating assumptions for the pedestrian bridge, paid attraction and gondola appear in Figure 15 and capital assumptions for the same elements appear in Figure 16 on page 65. A chart showing stabilized year feasibility is shown in Figure 17, also on page 65.

The annual average net absorption for the St. Louis MSA, based on historical data, is approximately 200,000 SF. Of the total labor market, Dogtown represents approximately 1% to 2%. Based on that portion, the expansion site could capture approximately 1% to 2% or annual net absorption, or 2,000 to 4,000 workers per year. Assuming a two-year lease-up period, the expansion site could support a total of 4,000 to 8,000 SF. See Figure 14 for a summary of the demand analysis. Figure 15: Zoo-Oriented Uses Operating Assumptions Figure 15: Zoo-Oriented Uses Operating Assumptions

FIGURE 14: OFFICE DEMAND ANALYSIS

Use

Operating assumptions

FIGURE 15: ZOO-ORIENTED USE OPERATING ASSUMPTION

Use

Operating assumptions

Pedestrian Bridge

15,000 SF. No revenue potential.

Pedestrian Bridge

15,000 SF. No revenue potential.

Gondola

45-6 person cars, 30 trips/day, capture rate varies, 8-12 FTE staff

Gondola

45-6 person cars, 30 trips/day, capture rate varies, 8-12 FTE staff

Paid attraction

120,000 SF. Target 500,000 annual visitors.

Paid attraction

120,000 SF. Target 500,000 annual visitors.

Parking

2,414 stalls (1,772 for Zoo patrons) 15% capture rate of visitors

Parking

2,414 stalls (1,772 for Zoo patrons) 15% capture rate of visitors

Source: HR&A Advisors, Inc., SWT Design, Doppelmayr, Saint Louis Zoo

Source: HR&A Advisors, Inc., CoStar, Inc.

64 | research, plan evolution & MARKET ANALYSIS

Source: HR&A Advisors, Inc., SWT Design, Doppelmayr, Saint Louis Zoo

Figure 16: Zoo-Oriented Uses Capital Cost Assumptions Figure 16: Zoo-Oriented Uses Capital Cost Assumptions

Saint Louis Zoo Expansion Framework Plan

Pedestrian Bridge

FIGURE 16: ZOO-ORIENTED USE OPERATING ASSUMPTION

Component Component

Size Size

Cost per SF Cost per SF Low High Low High

The pedestrian bridge represents a large capital investment with no direct

Capital Cost Capital Cost Low High High Low

revenue potential as it is intended to be a free attraction open to all. At the same time, it is also a critical link to the existing campus if all of the parking

15,000 15,000SF SF

$800 $1,000

$1,000 $1,500

$12 $15MM

$15 $25MM

N/A N/A

$6 MM $5.9

$7 MM $7.0

Paid Paidattraction attraction

120,000 120,000SF SF

$400 $200

$500 $400

$48MM $24.0

$60MM $48.0

The analysis assumes that a 15,000-square-foot bridge would cost $15

Parking Parking Total Total

2,414 2,414stalls stalls

$11,800* $11,800*

$14,900* $14,900*

$28MM $28.4

$36MM $36.0

million to $25 million, depending on the design. This is based on a per-

$90MM $73.3

$132M $116 M

Bridge Bridge Gondola Gondola

is relocated to the expansion site; therefore, the bridge could positively affect spending at the revenue-generating operations of the Zoo.

square-foot all-in cost of $1,000 to $1,500. This is equivalent to an annual capital cost of $1.5 million if the total investment is amortized at 7% across

*Avg cost per stall *Avg cost per stall

a 50-year term.

Figure 17: Zoo-Oriented Uses Stabilized Year Financial Feasibility Source:HR&A HR&AAdvisors, Advisors, Inc., Inc., SWT SWT Design, Source: Design, Saint SaintLouis LouisZoo Zoo Source: HR&A Advisors, Inc., SWT Design, Saint Louis Zoo

The analysis assumes that the bridge has no revenue potential and an annual operating cost of roughly $100,000, so for each of the 50 years after

FIGURE 17: TOTAL P&L IMPACT FOR ZOO-RELATED USES

Millions

Total P&L Impact for Zoo-Oriented Uses

the bridge is built the Zoo will incur total costs of roughly $1.6 million per

$16

year.

$14

While the bridge represents a substantial capital commitment, it is critical to unlocking the potential of the expansion site. A reliable, efficient physical

$12

connection between the existing campus and the site is essential to the successful development of the new site since it will create a viable link

$10

between the two. This will both advance the Zooâ&#x20AC;&#x2122;s organizational mission and help to increase the revenue potential of Zoo uses and market-based

uses on the site.

$6 $4 $2 $-

Bridge Revenue

Gondola* Amortized CapEx

Paid attraction**

Parking***

Expenses

*Assumes 40% occupancy scenario **Revenue shown in break-even scenario ***Parking revenue is only incremental revenue generated from new parking, based on 15% capture of visitors, $15/car Source: HR&A Advisors, Inc., SWT Design, Saint Louis Zoo Source: HR&A Advisors, Inc., SWT Design, Saint Louis Zoo research, Plan evolution & mARKET aNALYSIS | 65

Figure 18: Gondola Financial Feasibility Sensitivity Testing

Gondola

FIGURE 18: GONDOLA FINANCIAL FEASIBILITY SENSITIVITY TESTING

The gondola could represent a more financially advantageous way to move

Best-case scenario

total capital costs at approximately $6 million. The feasibility analysis applies a 15% contingency for a total capital cost of roughly $7 million. Amortizing this cost at 7% across 25 years (the useful life of the system), the investment is equivalent to $430,000 per year. Doppelmayr has suggested that this is a very suitable opportunity to install a gondola system, with a reasonably fast

Capital

straightforward construction process. Doppelmayr USA, Inc. has assessed the potential to construct a gondola spanning Interstate 64 and estimated the

Revenue Occupancy

visitors across the highway, due to the large revenue potential and relatively

60%

High 50%

Low 40%

Worst-case scenario 30%

$11.3M

$9.5M

$7.7M

$5.7M

$430,000

at an average cost (labor and fringe) of $40,000 per staff member plus $100,000 per year for non-labor expenses.

The estimated capital cost for constructing an indoor paid Zoo attraction only a very preliminary concept for the attraction, the analysis uses 120,000 SF as the estimated attraction size. The attraction would likely not be this to the Zoo, the analysis assumes a large-as-possible paid attraction. Based on these assumptions, the total capital cost for the attraction is estimated to

OpEx

$420,000 to $580,000 per year. This is based on an 8- to 12-person staff

gap if earned income is expected to cover both operating and capital costs.

large, but to take a conservative position on the total capital cost exposure

$420,000

$580,000

Surplus

suggests that the Zoo could incur annual operating expenses of roughly

potentially be extremely capital intensive, likely resulting in a sizable funding

is $200 to $400 per square foot, all-in. Since the framework plan includes

and straightforward construction process. On the operating side, analysis of financial data from comparable gondolas

This paid attraction has substantial revenue potential but could also

$10.5M

$8.6M

$6.6M

$4.7M

be $24 million to $48 million, or $2.6 million per year on an amortized basis. Unlike the other zoo-oriented uses evaluated, the financial analysis for this paid attraction presents a break-event analysis, rather than simply projecting financial performance based on market assumptions.

Therefore, this

analysis is more indicative of the operating metrics the Zoo would need to

The range of achievable annual revenue is broad, and could be as low at

achieve to cover costs, rather than the estimated financial performance of the

$2.8 million and as high as $11.3 million. This is dependent on the price per

attraction. The analysis assumes that the new paid attraction could attract

ride, the number of cars, the frequency of trips and the occupancy of the

500,000 visitors per year, with an adult-child split consistent with the Zooâ&#x20AC;&#x2122;s

system. Doppelmayr has proposed a system with 45, 6-person cars that can

current visitation. Based on analysis of comparable indoor animal-based

make roughly 30 trips per day. This analysis assumes $5 per rider, and tests

attractions, such an attraction could cost approximately $80 per square foot

the sensitivity of occupancy and operating costs on net revenue. Results of

per year to operate, or $9.6 million per year.

the analysis are shown in Figure 18.

with amortized capital costs, the Zoo would need to cover $12.2 million per

As the analysis shows, the performance of the gondola is highly dependent on the final plan for the system and the expectations for performance on both the revenue side and operating side. It is important to note that this analysis uses capital cost estimates that are based on an extremely preliminary concept for the Saint Louis Zoo gondola. Without advancing the design for the system, and therefore the capital cost estimate, this high-level framework analysis provides only a directional suggestion of the projectâ&#x20AC;&#x2122;s financial feasibility. Changing the type of system (different number of cars, different size of cars, different speed capacities) will have both capital and operating implications on financial feasibility. Therefore, this analysis should be further refined to create a better estimate of financial performance as the Zoo develops its vision for the system.

66 | research, plan evolution & MARKET ANALYSIS

Combining operating costs

year through earned income to break even. To generate that volume of revenue, the Zoo would need to price tickets at $26 for adults and $21.50 for children. Development of new parking on the site is imperative to the success of the plan. If existing parking revenue needs to be allocated to its existing uses an alternative pricing strategy may be required to cover the cost of relocating the parking to the site.

Saint Louis Zoo Expansion Framework Plan

Based on SWT Designâ&#x20AC;&#x2122;s analysis, the projected cost for developing new parking will be $28.4 million to $36 million. The range is dependent on how much parking is built sub-grade, which is the largest driver of cost. The analysis of parking assumes a mix of surface, above grade, and sub-grade parking. The estimated costs are $5,000 per surface stall, $15,000 per abovegrade stall, and $23,000 per below-grade stall. In addition, the analysis also includes renovation of the Berthold Garage, which Alberici Constructors estimated at $6.2 million. Amortized across 20 years, the analysis projects an annual capital cost for parking of $3 million per year. On the revenue side, the analysis only includes incremental revenue generated from new parking spacesâ&#x20AC;&#x201D;all numbers presented are net of any existing revenue or expenses the Zoo gets from parking. It is assumed that 15% of Zoo patrons will use Zoo parking and that the Zoo can charge $15 per space. The 15% capture rate is derived from the approximate portion of Zoo patrons who report that they would use the new parking. Assuming that visitation stabilizes at 3.5 million, this translates to annual revenue of $2.5 million. Net of 25% operating expenses, annual net operating revenue would be $1.9 million. This revenue is insufficient to cover amortized capital costs, leaving a $1.1 million annual funding gap.

research, Plan evolution & mARKET aNALYSIS | 67

With the purchase of the expansion site, the Saint Louis Zoo consists of 106 acres. The framework plan provides an additional 19 acres of space newly dedicated to animal care, research, education and the overall visitor experience while creating a cohesive campus.

4 FRAMEWORK PLAN

INTRODUCTION TO THE FRAMEWORK PLAN The following pages illustrate the framework plan recommendations developed through rigorous study, consideration and evaluation.

The

framework plan graphics are used to depict general concepts, and are not meant to specify particular dimensions or materials. Instead, the framework plan illustrates layers of potential program relationships and spatial orientation as they relate to the plan components in the context of the Zoo’s existing campus and expansion site.

COMPONENTS OF THE PLAN On the margin of each of the following pages are the programming icons aligned and categorized with the four core principles of the framework plan: attract, enhance, connect, support. As areas of focus vary throughout this chapter, the relevant icons will be highlighted. Due to the complex nature of the framework plan, many icons may be highlighted at one time illustrating the multi-functional aspects of proposed components. Reference the programming/icon section of Chapter 3: Research and Plan Evolution for a more detailed description of each component icon.

FRAMEWORK PLAN COMPONENTS Components of the plan include: •

Parking

•

Connections

•

Major Attraction

•

Market-Based Uses

•

Support

•

Public Realm

•

Exhibits

70 | framework plan

Saint Louis Zoo Expansion Framework Plan

FRAMEWORK PLAN PROGRAMMING DIAGRAM framework plan | 71

PARKING CONTIGUOUS EXPANSION One of the most profound concepts revealed throughout the planning

1:1

no net loss of Forest Park space

process is the consideration of reuse for the existing south parking lot just north of the interstate. Both of the current parking lots within the Zoo campus present areas with the highest potential for animal exhibit expansion. Due to the divide the interstate presents, it is necessary to capitalize on the proximity to existing infrastructure for animal care, veterinary services and other Zoo support services. It would be difficult and costly to adhere to the necessary Association of Zoos and Aquariums (AZA) and U.S. Department of Agriculture (USDA) regulations and barrier requirements for major animal exhibits on the expansion site.

8.6

acres of surface parking removed from the Saint Louis Zoo and Forest Park

The current south parking lot provides approximately 7.5 acres of contiguous expansion opportunity directly adjacent to the existing campus and with high visibility from the interstate. Though Forest Parkâ&#x20AC;&#x2122;s Wells Drive currently divides these parcels, there are many design strategies that could overcome this separation. These strategies would need to be coordinated with the Forest Park Master Plan, maintain a zero net loss in Forest Park property or pervious open space and include opportunities to improve the existing pedestrian/bicycle path system experience. If the existing south parking lot were to be converted to animal habitat and exhibit space, parking demands would need to be redistributed with the

40%

of peak traffic removed from Forest Park road network and Hampton Avenue roundabout

expansion site offering a substantial amount of parking.

70%

reduction of localized carbon emissions in Forest Park given the reduction in overall traffic volumes and relocation of parking

72 | framework plan

Saint Louis Zoo Expansion Framework Plan

CONTIGUOUS EXPANSION DIAGRAM framework plan | 73

PARKING TYPOLOGY The framework plan recommends relocating the majority of visitor parking to the expansion site. Existing Zoo parking spaces number 1,439. Parking to support other proposed uses (market-based, Zoo-support, or other potential drivers) would require approximately another 975 spaces. The 13.5-acre expansion site cannot support this quantity of parking solely with on-grade surface lots. The existing, multi-level Berthold parking garage can park approximately 500 cars.

The framework plan recommends maintaining

this structure for immediate re-use. Analysis of remaining parking demand suggests the need for a new parking structure. The framework plan recommends this structure be partially below-grade, utilizing the siteâ&#x20AC;&#x2122;s topography as an advantage and allowing for underground parking should that become a viable option in the future. Leveraging the siteâ&#x20AC;&#x2122;s topography would allow for on-grade Oakland Avenue street access, while maintaining on-grade pedestrian access along Berthold Avenue. With structured parking the Zoo can layer program uses.

INTEGRATION OF OPEN SPACE

SUSTAINABLE PRACTICES Low-Impact Development Vegetated Roof Solar Array

29%

Open Space

131%

Site Designated Parking

SOLAR PANELS ON A PARKING GARAGE

71%

Parking

CAR CHARGING STATIONS INSIDE A PARKING GARAGE 74 | framework plan

Saint Louis Zoo Expansion Framework Plan

NORTH SURFACE PARKING

SURFACE PARKING

STRUCTURED PARKING BELOW

SURFACE

GRADE

PARKING

SURFACE PARKING

EXISTING PARKING

STRUCTURE

PARKING DIAGRAM framework plan | 75

ARRIVAL / WELCOME By moving the majority of Zoo parking to the expansion site, the arrival experience would significantly change and would rely on improved wayfinding. Whether visitors arrive by foot, bicycle, vehicle or transit, all modes of arrival must be comfortable, accessible and enjoyable. There are many ways to create pleasant public spaces for people with direct connections to underground parking. The images to the right illustrate various ways that access to parking can be located within public spaces and use landscape and architecture to create welcoming spaces.

COMMUNITY IMPACT Underground parking also minimizes potential effects on the surrounding neighborhood community. Layering the parking structure while reducing

PARKING GARAGE ACCESS WITHIN A PUBLIC PLAZA

INTEGRATED BUILDING ENTRANCE

the visual impact of parking lots, environmental heat-island effects and impermeability responds to the Zooâ&#x20AC;&#x2122;s needs and offers a neighborhood amenity.

76 | framework plan

Saint Louis Zoo Expansion Framework Plan

PARKING OPERATIONS Currently Zoo parking lots are managed with attendants at each point of entry. Though this personal interaction creates a welcoming experience, this significantly increases the queuing time which may ultimately frustrate and deter visitors. With the proposal to move parking and the arrival sequence to the expansion site, traffic flows will have a significant impact on the surrounding neighborhoods. Consideration of pay-upon-departure methods are encouraged to maintain an unimpeded flow of arriving vehicles. By allowing guests to immediately enter the lot after pulling a ticket, long lines that sometimes extend south on Hampton Avenue for a considerate distance, or clog the interstate ramps will be reduced or eliminated. These traffic backups present a serious safety hazard for motorists. Various locations will be identified for convenient visitor pay-stations which may simultaneously increase traffic in gift shops, restaurants or other revenue-generating venues within the Zoo. There are also many passive environmental strategies that can be used

PAY STATIONS

to reduce the operational costs and impact of parking structures. These PAY STATIONS

may include, but are not limited to, sky lights, open air ventilation systems, solar panels, wind turbines, recycling rainwater, green roofs and electric car charging stations.

SUSTAINABLE PRACTICES AND SOLAR COLLECTION

GREEN ROOF framework plan | 77

CONNECTIONS If the majority of Zoo visitors arrive at the expansion site south of the interstate, strategies must be implemented to provide adequate connections to support a cohesive Zoo campus. Methods of connection should offer variety, be an experience within themselves and support visitors and parkusers of all ages and abilities. The framework plan recommends two types of primary connection: an aerial experience gondola and a pedestrian bridge crossing or land bridge. These two means of connection would be redundant in the sense that their primary purpose is to connect Zoo visitors and immerse them as quickly as possible into the Zoo experience. However, this redundancy would also provide a variety of options and an alternative route if one were overloaded or out of service. Redundancy would also support growing populations of Zoo visitors. Both major modes of connection have the potential to serve non-Zoo users traveling to or from Forest Park and the surrounding neighborhoods.

CONNECTING NEIGHBORHOODS Secondary modes of connection would include expanded connectivity to the neighborhood and region through trail networks (Forest Parkâ&#x20AC;&#x2122;s Dual Path System, Great Rivers Greenway District, Bike St. Louis), improved streetscape environments, and larger modes of transit (Metro, Forest Park Trolley.) Though not necessarily connecting the proverbial point A to B, these connections are critical to the success and growth for a regional amenity like the Saint Louis Zoo.

ALL IMAGES ON THIS PAGE ARE OF THE PORTLAND AERIAL TRAM 78 | framework plan

Saint Louis Zoo Expansion Framework Plan

CONNECTIONS DIAGRAM framework plan | 79

POTENTIAL VIEW FROM GONDOLA OVERLOOKING THE ZOO

GONDOLA The gondola experience is an attraction within itself. Gondola passengers would be treated to views spanning Forest Park, Downtown St. Louis and the Gateway Arch, while traveling approximately 80 feet above ground. Visitors could also see the Zoo and outside animal exhibits as never before. The gondola cars would likely hold 8 passengers and carry approximately 2,400 passengers per hour. The gondola is a quick, about 5-minute, energy-efficient, pollution-free ride from south of I-64 across the Zoo to the main entrance at The Living World. While available for travel in both directions, the gondola could be used for one-way travel; it is expected that many will use the pedestrian bridge in one direction and the gondola in the other.

ARTIST RENDERING OF THE GONDOLA

ARTIST RENDERING OF THE GONDOLA 80 | framework plan

ARTIST RENDERING OF THE GONDOLA

Saint Louis Zoo Expansion Framework Plan

PEDESTRIAN BRIDGE A pedestrian bridge offers an opportunity to provide a barrier-free connection to Forest Park and the Saint Louis Zoo. Proposed to connect from the highest points of elevation on either side of the interstate, the bridge also would serve as an iconic gateway for the Zoo. This connection would likely be the shortest journey available for arriving visitors with only a 2 1/2-minute walk for the average patron. In contrast, today many Zoo visitors park and walk almost 10 minutes prior to entering the Zoo gates. The pedestrian bridge would offer a fluid connection for cyclists and Forest Park dual path users, while providing a direct linkage from proposed new development of a themed restaurant or major attraction. On the bridge itself, visitors might find interesting vegetation or interpretive exhibits. The bridge could be such an enriching experience that visitors would not be aware they are crossing the interstate.

BP BRIDGE - MILLENNIUM PARK, CHICAGO

INTERSTATE 70 LAND BRIDGE COMPETITION ZUB ZURI FOOTBRIDGE - BILBAO, SPAIN

BP BRIDGE - MILLENNIUM PARK, CHICAGO framework plan | 81

TRAILS AND GREENWAYS The St. Louis region is continuously expanding its trail corridors and greenway networks. Embracing the surrounding trail systems in the neighborhood and within Forest Park will only enhance the user experience and mend the gap the interstate presents between the parcels of Zoo property. Well-designed and complete trail systems provide alternative transportation options for Zoo visitors and employees and increase the number of pedestrians/cyclists to support new development.

STREETSCAPES Streets play an important role in defining the character of neighborhoods and commercial areas. A successful streetscape can create a greener, more friendly environment in which residents and visitors live, work and play.

82 | framework plan

CULTURAL TRAIL - INDIANAPOLIS, IN

FOREST PARK DUAL PATH SYSTEM

CULTURAL TRAIL - INDIANAPOLIS, IN

FOREST PARK DUAL PATH SYSTEM

Saint Louis Zoo Expansion Framework Plan

REGIONAL AND ALTERNATIVE USES

Regional transit alternatives allow the Saint Louis Zoo to extend connections for visitors and employees offering environmentally friendly transportation while expanding commuting options. These may include MetroBus, MetroLink, Bus Rapid Transit, and the Forest Park and Loop Trolleys. Metro Transit operates the public transportation system for the St. Louis metropolitan region. The Forest Park Trolley is a shuttle service that connects visitors from the Metro Transit system to various venues throughout Forest Park. The shuttle was launched to increase connectivity within the park, while relieving traffic congestion. The Loop Trolley is a proposed street car traveling between St. Louis and the adjacent municipality of University City. It would to connect to two MetroLink stations, making it easy for passengers to access destinations throughout the region without using a car. Engaging with these regional transportation systems will not only strengthen regional connectivity, ridership and commuting alternatives, but will also support economic development. METROLINK

Future expansion site development may support the opportunity to create a transportation hub, or multi-modal transit station, to provide additional alternative transportation modes. Short-term or temporary transportation systems may also play a role in the development of the long-term vision. These may include wheeled trams, trolleys, or shuttle buses to transport visitors from one side of the interstate to the other.

EXAMPLE OF THE PROPOSED DELMAR LOOP TROLLEY

FOREST PARK TROLLEY framework plan | 83

MAJOR ATTRACTION

THE DALI MUSEUM - ST. PETERSBURG, FL

The framework plan vision incorporates an opportunity to expand the visitor experience with a major attraction. The expansion site could offer a new destination facility that would lengthen visitor stay and potentially capture additional annual visits from Zoo-going families. It is critical that this major attraction provide a unique experience; something radically different from the Zooâ&#x20AC;&#x2122;s current exhibits. The new attraction could serve as a hub for planned development. Captivating and iconic architecture, like the images on this page, could strengthen the siteâ&#x20AC;&#x2122;s appeal and offer unique experiences to visitors. The following pages describe this in further detail.

CONCEPTUAL ZOO BIODOME

CALIFORNIA ACADEMY OF SCIENCES - SAN FRANCISCO, CA 84 | framework plan

Saint Louis Zoo Expansion Framework Plan

0 0 (0

ri MAJOR ATTRACTION DIAGRAM

-~ eca 0 = 8 00 QG

09 framework plan | 85

“CROSS SECTION EARTH”

MORRIS ARBORETUM - PHILADELPHIA, PA

The design concept for this major attraction has been described as “Cross Section Earth.” This indoor, immersionary exhibit, open 12 months a year, would feature arboreal species from within the tree canopies, terrestrial animals, and subterranean and aquatic species. This major attraction could exhibit animals that are not only specific to an eco-region, but also that cohabitate with species just as they do in nature. Verticality is critical to achieve success and would strengthen the opportunity for iconic architecture. Also as the hub of activity on the expansion site, this facility could serve as a welcome center and orientation point allowing visitors to see the attraction upon arrival and departure. Another option might be an aquarium; usually a vertical structure with a small footprint. It, too, could represent iconic architecture.

CROSS SECTION EARTH CONCEPTUAL DIAGRAM

AVIAN SPECIES

TERRESTRIAL SPECIES

SUBTERRANEAN AND AQUATIC SPECIES

CALIFORNIA ACADEMY OF SCIENCES - SAN FRANCISCO, CA 86 | framework plan

Saint Louis Zoo Expansion Framework Plan

RESEARCH AND CONSERVATION Significant components of the Saint Louis Zoo’s mission, such as research and conservation programs, could be incorporated into the major attraction. Including these, usually hidden programs, would increase their exposure and offer educational opportunities to visitors. The facility may also incorporate laboratory and office space. Inclusion of multiple, key programs would also underscore the Zoo’s commitment to the site and could lead to development of its headquarters there.

CALIFORNIA ACADEMY OF SCIENCES - SAN FRANCISCO, CA

GARDENS BY THE BAY - SINGAPORE framework plan | 87

MARKET-BASED USES

MIXED-USE CONCEPT

The framework plan market study explored four different areas of potential

The efficiency and sustainability of layering market uses points to the need

development: retail, hotel, office and residential. A combination of these

for mixed-use development. Successful mixed-use developments provide

uses could provide added visitor amenities and benefit the surrounding

opportunities for casual social interaction. The sharing of resources, such as

neighborhood. Supportable market-based uses recommended in the

parking and utilities, allow for more compact development, a smaller footprint

framework plan include neighborhood-based retail units, a boutique hotel,

and more green space and public amenities.

limited residential development, a Zoo-oriented office building and a themed restaurant.

LAND USE - INTEGRATION INTO DOGTOWN Unlike the Zoo campus in Forest Park, it is critical to consider the edges of the expansion site property. Future development should be outward-facing and accessible to residents. A wall of bamboo or fenced perimeter is not an appropriate solution within this context.

retail

parking

88 | framework plan

residential

Saint Louis Zoo Expansion Framework Plan

0 0 (0

0~ 0

= 8

MARKET-BASED USES DIAGRAM framework plan | 89

RESTAURANT / WELCOME CENTER A new portal to the Zoo campus could be through a themed restaurant

ZOO HEADQUARTERS EMPLOYEE CENTER / RESEARCH

and/or welcome center. Located at the northern terminus of the pedestrian

Though market-based office space is not in high-demand, exhibit expansion

bridge, this entry point would offer alternative dining options to those already

opportunities on the existing campus may require relocation of administrative

established within the Zoo and Forest Park and would also provide a gateway

and employee facilities to the expansion site. A Zoo headquarters of sorts

to expanded exhibit space on the north side of the interstate. The themed

could be located in a separate office building and/or within a major attraction.

restaurant, estimated at 40,000 SF, could be similar to a Rainforest Cafe or

The headquarters facility could provide much needed offices, conference

it could be an entirely new and unique dining experience, possibly with live

rooms, employee dining and a fitness center. This facility would also create

animal encounters. This unique dining venue could also provide additional

a more secure Zoo with employees arriving and departing through one

rental opportunities for group sales revenue.

controlled point of entry.

THEMED RESTAURANT EXAMPLE

EMPLOYEE CONFERENCE ROOM EXAMPLE EMPLOYEE CENTER EXAMPLE

90 | framework plan

Saint Louis Zoo Expansion Framework Plan

HOTEL A market study of the expansion site (see Chapter 3) suggests that the site could support a 150-bed boutique hotel. Near the major attraction and Zoo headquarters, a hotel could supply additional conference opportunities, entertainment venues and extend the stay of Zoo visitors. A Zoo theme and proximity to the Zoo and Forest Park would distinguish this hotel from others. The hotel could be located strategically at the intersection of the interstate and Hampton Avenue corridor to increase its visibility and ease of guest access. In 2012, the Zoo hosted 273 events and meetings ranging in size from 25 to 4,000 guests. A hotel would expand rental opportunities for the Zoo and allow the institution to host industry conferences.

BOUTIQUE HOTEL EXAMPLE EMPLOYEE DINING EXAMPLE EVENT / RENTAL OPPORTUNITY EXAMPLE

BOUTIQUE HOTEL EXAMPLE

CONFERENCE SPACE EXAMPLE framework plan | 91

RESIDENTIAL The expansion siteâ&#x20AC;&#x2122;s proposed mixed-use development could offer integrated residential development. It is critical that the new development blend in scale and character with existing housing stock, while being competitively priced. Apartment style units above retail or other uses (office buildings, parking, etc.) and townhouse style units would be most appropriate. The market study supports approximately 45-70 residential units. Incorporating residential development into the long-term vision illustrates the Zooâ&#x20AC;&#x2122;s dedication to being fully integrated within the neighborhood while enhancing the vitality of public spaces and shared uses before and after traditional Zoo hours.

TOWNHOUSE STYLE RESIDENTIAL

TOWNHOUSE STYLE RESIDENTIAL 92 | framework plan

TOWNHOUSE STYLE RESIDENTIAL

Saint Louis Zoo Expansion Framework Plan

NEIGHBORHOOD RETAIL Retail development is obviously the most sought after amenity for neighbors and Zoo employees. The market analysis suggests approximately 50,000 SF of retail units could be supported, but the scale and type is critical. Neighborhood-based food and beverage, grocery, hardware, laundry and automotive services would be useful additions to the area.

NEIGHBORHOOD RETAIL EXAMPLE

NEIGHBORHOOD GROCERY EXAMPLE

NEIGHBORHOOD RETAIL EXAMPLE

OUTDOOR DINING framework plan | 93

SUPPORT

VETERINARY HOSPITAL EXPANSION

With primary goals of the framework plan focused on animal care, education,

The Zoo’s 17,000-squre-foot veterinary hospital complex provides the Zoo

research, conservation and enhancing the visitor’s experience, support

with a central treatment area, research laboratories, an animal quarantine

services become even more critical. The Zoo currently can support 24,000

wing and administrative space. The framework plan proposes a physical

visitors each day. Often in peak season and ideal weather conditions, the

expansion of this facility to support growing animal populations and additional

Zoo entertains over 30,000 visitors daily stretching its capacity and risking

species. Improvements to this facility could include newer technology and

visitor discomfort. With the desire for attendance growth and the expansion

equipment, expanded laboratories and renovated quarters for quality animal

of available visitor experiences, support services will be in high demand.

care.

These services include all Zoo operations, such as catering, food/beverage operations, retail units, gift shops, rest-room facilities, facility management and expanded animal care.

ADMINISTRATION DISTRIBUTION CENTER Currently the Zoo’s administration building and distribution center occupy approximately 50,000 SF of potential animal habitat. The 1969 administration building houses departmental offices for Zoo operations. The over-crowded facility is long overdue for renovation and does not have the capacity to fulfill all operational needs of the Zoo. As previously mentioned, the framework plan suggests relocating this facility to the expansion site and broadening its operational services. Refer to Zoo Headquarters / Employee Center / Research discussed in Market-Based Uses (Chapter 3).

EXISTING SAINT LOUIS ZOO VETERINARY HOSPITAL

DISTRIBUTION CENTER The distribution center receives, stores and distributes all of the Zoo’s physical resources, including office supplies, mail, animal care products, etc. The framework plan proposes relocating this facility to the expansion site. Housed within the parking facility, a relocated distribution center would make additional land available for expanded exhibit space as well as limit delivery truck traffic within Forest Park. The suggested new location would be more closely situated with proposed Zoo administration operations.

EXISTING SAINT LOUIS ZOO VETERINARY HOSPITAL 94 | framework plan

EXISTING SAINT LOUIS ZOO VETERINARY HOSPITAL

Saint Louis Zoo Expansion Framework Plan

0 0 (0

.. I

â&#x20AC;˘

ri SUPPORT DIAGRAM

-~ eca 0 = 8 00 QG

00 framework plan | 95

PUBLIC REALM The public realm is the fabric that holds all the components of the framework plan together. Green space can be used to successfully integrate the site with the surrounding community. These multifunctional spaces are designed to welcome the influx of Zoo visitors, employees, Forest Park visitors and residential neighbors. If well-designed, executed and maintained, the public realm will provide the welcoming, intimate spaces that will encourage public use and a sense of pride. These spaces may support farmersâ&#x20AC;&#x2122; markets, play areas, plazas, dog parks, sculpture and gathering/event spaces.

COMMUNITY SPACE - JAMISON SQUARE - PORTLAND, OR

DOG PARK EXAMPLE - CHICAGO, IL

MOVIE NIGHT - OLD POST OFFICE PLAZA - ST. LOUIS, MO

PUBLIC ART - INDIANAPOLIS ART MUSEUM

FARMERS MARKET EXAMPLE

PAVILION EXAMPLE - MYRIAD BOTANICAL GARDENS - OKLAHOMA CITY, OK

COMMUNITY SPACE - DIRECTORS PARK - PORTLAND, OR

ADVENTURE PLAY EXAMPLE 96 | framework plan

Saint Louis Zoo Expansion Framework Plan

PUBLIC REALM DIAGRAM framework plan | 97

EXHIBITS

NEW EXHIBIT OPPORTUNITY

If support functions, administration offices and, most critically, parking are

With property available with the use of expansion site parking areas to

relocated to the expansion site, nearly 15 acres of property would be made

replace the Zoo’s south parking lot, options open up for potential exhibit

available for attractions and animal exhibits. With the Zoo’s historically

opportunities. Currently the Zoo has a number of exhibits displaying similar

landlocked condition, animal habitat and exhibits are a high priority. These

taxa or same animal species (i.e., all cats together). The River’s Edge

enhancements would allow the Zoo to continue its international leadership in

exhibit demonstrates a variety of species known to cohabit the same eco-

animal management, research, conservation, exhibits, education and guest

zone shown in more realistic natural habitats. The Zoo is most interested in

experiences.

creating more experiences with a blend of species demonstrating eco-zones. Many of the existing Zoo exhibits are quite segregated and sub-divided as a result of maximizing use of limited space. A relatively flat, open and large parcel, the south parking lot, could become an expansive exhibit illustrating an open African savannah. It could offer open vistas and roaming animals

SAVANA EXHIBIT EXAMPLE - SAN DIEGO ZOO

unlike any exhibit now at the Saint Louis Zoo. This large exhibit could offer opportunities for animal encounters like giraffe-feeding or safari rides. This exhibit could be visible from the interstate adding excitement for potential visitors.

SAVANA EXHIBIT EXAMPLE - SAN DIEGO ZOO

SAVANNA EXHIBIT EXAMPLE - SAN DIEGO ZOO 98 | framework plan

Saint Louis Zoo Expansion Framework Plan

0 0 (I)

-~ C CI 0

= 8

QG : EXHIBIT EXPANSION DIAGRAM

09 "'~ framework plan | 99

CHILDREN’S ZOO EXPANSION

EMERSON CHILDREN’S ZOO - SAINT LOUIS ZOO

Relocation of parking and reconfiguration of the Zoo’s north parking lot allows for the direct expansion of the Emerson Children’s Zoo. One of the most popular Zoo exhibits and strongest educational opportunities, the Children’s Zoo provides child-focused experiences and opportunities. Expansion ideas include nature play areas, additional animal encounters, overnight events and a Zoo farm with domestic animals and homestead experiences.

OVERNIGHT EXPERIENCE EXAMPLE

EMERSON CHILDREN’S ZOO - SAINT LOUIS

EXPLORING NATURE EXAMPLE

NATURE PLAY EXAMPLE 100 | framework plan

Saint Louis Zoo Expansion Framework Plan

THE WILD EXPANSION

RIVER’S EDGE EXPANSION

RED ROCKS RENOVATION

Relocation of the administration building allows for potential expansion of

Relocation of the Zoo’s distribution center would make additional land

Red Rock Territory is one of the largest exhibit zones within the Zoo and

The Wild zone, with current exhibits ranging from penguins to bears to great

available adjacent to River’s Edge—home to a growing Asian elephant herd.

home to some of the world’s most powerful predators living near some of

apes. This area’s close proximity to The Living World and the Zoo’s main

The additional square footage may support additional animal care spaces.

the world’s most graceful prey. Big Cat Country tigers, jaguars, lions and

entrance ensures a high visitor traffic.

Off-exhibit space is incredibly important to the animals’ health and well-

leopards are near the antelope habitat, home to zebra, camel, giraffe, okapi,

being.

takin and more. These species are significant to the Zoo experience, but the facilities are somewhat dated and need repair and renovation.

These

exhibits are sheltered by some of the densest tree canopy within the Zoo, providing relief during St. Louis’ hot summer days. As one of the oldest areas of the Zoo, the framework plan proposes the Red Rocks area be updated.

framework plan | 101

SUMMARY The design team studied the spatial relationships of the program

components through cross-section and modeling. Mixed-use development

Mixed Use / Retail

and layering of development and parking indicate the scale and complexity

peDeStriaN A B BriDGe

i-64/40

Dual path

puBlic Space

parkiNG

peDeStriaN BriDGe

Dual path

parkiNG

oaklaND aVeNue

i-64/40

BertholD aVeNue

eXiStiNG reSiDeNtial

reSiDeNtial claytoN aVeNue

NORTH / SOUTH

t L o u i s Z oNorth o / South SectioN MEWORK PLAN A

Scale: 1” = 40’

0’

tioN

102 | framework plan

20’

40’

80’

may 2013

eXiStiNG reSiDeNtial

reSiDeNtial

GoNDola

miXeD uSe

80’

puBlic Space

40’

miXeD uSe

20’

GoNDola

0’

maJor attractioN

Scale: 1” = 40’

Graham Street

key plaN

eaSt / WeSt SectioN

WellS DriVe

parkiNG

puBlic Space

themeD reStauraNt

parkiNG

80’

miXeD uSe

puBlic Space

eXiStiNG reSiDeNtial

oFFice

reSiDeNtial

miXeD uSe

creSceNt aVeNue

40’

EAST / WEST

parkiNG

GoNDola

puBlic Space

claytoN aVeNue

20’

puBlic Space

0’

hamptoN aVeNue A

48%

parkiNG

Scale: 1” = 40’

key plaN

BertholD aVeNue

creSceNt aVeNue

North / South SectioN A B

GoNDola

claytoN aVeNue

34%

Surface Parking

Other

maJor attractioN

WellS DriVe

BertholD aVeNue

parkiNG

oaklaND aVeNue

miXeD uSe

GoNDola

Major Attraction

puBlic Space

the advantage of structured and below-grade parking that capitalizes on the

miXeD uSe

themeD reStauraNt

and neighborhood enhancements. The sections illustrated below illustrate

GoNDola

amenities allows the site to maintain a good percentage for public realm

existing topography.

11%

key plaN

Layering of support services and

maJor attractioN

of the framework recommendations.

creSceNt aVeNue

Saint Louis Zoo Expansion Framework Plan

framework plan | 103

FRAMEWORK PLAN MODEL The design team produced a physical model to help stakeholders visualize the recommendations of the framework plan. The model was on display at the second public open house and helped stimulate discussion and provide a glimpse of what the future of the expansion site could be. The model has been used occasionally for other framework planning discussions, such as at Clayton-Tamm neighborhood and Forest Park Advisory Board meetings, and will continue to serve the Zoo as a working tool to aid expansion discussion. The architectural massing of the various buildings and components of the framework plan are representational only.

NORTH / SOUTH

MODEL CREDIT: SILVER WING STUDIOS

104 | framework plan

Saint Louis Zoo Expansion Framework Plan 1

MAJOR ATTRACTION

ANIMAL EXHIBIT OPPORTUNITY

MIXED USE

OFFICE BUILDING

HOTEL

GONDOLA

THEMED RESTAURANT

EXISTING PARKING GARAGE

2 16 6 2

2 14

RESIDENTIAL

DISTRIBUTION CENTER

PARKING P%

15 12

PUBLIC SPACE

* 17

10 12

12 1

VETERINARY HOSPITAL EXPANSION

EXISTING FOREST PARK DUAL PATH

THE LIVING WORLD

EXISTING TURTLE PLAYGROUND

11 3

PEDESTRIAN BRIDGE *

3 9

framework plan | 105

The Saint Louis Zoo has been in existence for over a century. THE EXPANSION FRAMEWORK PLAN WILL BE A CATALYST FOR FUTURE GROWTH OVER MANY DECADES TO COME.

5 NEXT STEPS

107

FRAMEWORK PLAN IMPLEMENTATION

PHASING

The Saint Louis Zoo plans to move seamlessly into a strategic plan update.

How the many options proposed in the framework plan will be phased in

The planning team will also revisit the facilities master plan. This next step

as the site is developed depends on the Zoo’s Strategic Plan update and a

in the planning process will allow the Zoo to more accurately define priorities, review of the Facilities Master Plan. The planning team must explore each Saint Louis Zoo Expansion Framework Plan determine critical path components and identify financial feasibility. option in greater detail and consider the feasibility of each approach. Here Open House #2 Comment Form Summary are some questions that should be answered to determine phasing: Public Involvement The Zoo’s 2011 Strategic Master Plan involved literally hundreds of advisors to redefine the historic tension between the need to serve the area and When presented with three statements about public involvement throughout the conserveplanning species across theattendees globe. The Saint Louis Zoo is comment a strong, highly framework process, who completed the form effective as organization, responded follows: a treasured local visitor attraction and an important player in conservation.. Public Involvement Statements

Neutral/ Neither Strongly Weighted Disagree Agree Disagree Agree Average initial thoughts and ideas. Future planning or Agree

Strongly Disagree

The framework plan includes the

•

Why this project?

•

Is it feasible?

•

What is the cost?

•

What is the funding source?

•

Is there a donor opportunity?

•

Will it provide revenue?

effortsI was will satisfied build upon Overall, with existing strategic goals and objectives with a focus on public involvement 6 26 57 21 3.79 the Zoo’s enlarged footprint. 2 opportunities throughout the framework planning process.

•

Who are possible partners in this project?

•

What should the results be?

•

Will it be the catalyst for other development?

I was adequately of of all planning will be the continued involvement of Critical to theinformed success 5 12 11 57 26 3.78 the open house meetings.

•

Will it enhance the Zoo’s attendance?

•

How will it impact the neighborhood?

I would like to be informed of will public continue to engage the public, maintaining an appropriate level of future involvement 1 0 2 48 62 4.50 opportunities related to Zoo transparency as decisions are being made. The framework plan open houses expansion planning.

•

What are the boundaries of this project?

•

What is its priority as it relates to the Zoo’s mission?

•

How quickly can it be implemented?

the community and Saint Louis Zoo stakeholders. The Saint Louis Zoo

prompted participants to identify their top three preferences for involvement

future Zoo planning The top was threeslightly choiceshigher were among open house Theinweighted average forinitiatives. these statements meetings, email announcements andhouse website updates.(3.88, 4.15, and 4.76 respondents who attended both open meetings respectively).

Projects should be selected that will both affect the greatest change on the site and build momentum for implementing the framework plan in its

entirety. Separate master plan efforts can be implemented independently as The final comment form question prompted respondents to choose their top three funding and opportunities arise. The choice for a particular project should be preferences for involvement in future Zoo planning initiatives. The top three choices were: open house meetings; email announcements; and website determined by its anticipated results. The planning team must also consider updates. matters of maintenance and operational management. It is also critical to Preferences for future public involvement consider strategies that reinforce previously implemented projects and to limit duplication or waste of resources. Open house meetings

Email announcements

Website updates

Neighborhood association meetings/ presentations

37 26

Focus groups Online surveys

Additional Comments There a section on the comment form for additional comments, however 108 | was next not steps several attendees added statements throughout their forms. There was a wide-

Saint Louis Zoo Expansion Framework Plan

CLOSING COMMENTS The expansion framework plan offers a 30-year vision that will help guide

It will also help the Zoo continue to advance its mission to conserve animals

decision-making for years to come. Developed with the help of dozens

and their habitats through animal management, research, recreation and

of community leaders and experts, the framework plan sets the stage for

educational programs that encourage the support and enrich the experience

organizational and physical changes in the Zoo’s existing structure and

of the public.

campus and for the expansion site. “The Saint Louis Zoo cares about animals and their future. We also care These plan recommendations will also serve as a baseline for analysis,

about the people who connect with them. Connecting visitors with the

discussion and consideration as the Zoo develops its next strategic plan.

animals they see right in front of them is the best service zoos can provide. In the end, that’s what this expansion is all about.”

Eventually, full development of the 13.5-acre expansion site will spur economic development in neighborhoods near the site and provide enriching

Jeffrey P. Bonner, the Dana Brown President and

recreation and retail opportunities.

CEO of the Saint Louis Zoo.

Expansion of the Zoo’s footprint will

enhance the Zoo visitor’s experience and significantly improve the site to the benefit of nearby communities, the city and region.

FRAMEWORK PLAN

STRATEGIC / MASTER PLAN

IMPLEMENTATION

next steps | 109

6 APPENDIX

111

PUBLIC OPEN HOUSE OUTREACH

Youâ&#x20AC;&#x2122;re Invited . . . The Saint Louis Zoo invites you to join us as we explore options for the Saint Louis Zoo Expansion Project. This project and the opportunity to expand is a result of the Saint Louis Zoo Associationâ&#x20AC;&#x2122;s recent purchase of a 13.5-acre site (formerly Forest Park Hospital) at 6150 Oakland Avenue in the City of St. Louis. The open house is part of a six- to eight-month process that represents the first steps in creating a vision and framework for the Zoo expansion.

Saint Louis Zoo Expansion Project

Open House Wednesday, May 1, 2013 4:00 p.m. to 7:00 p.m.

The Living World Please join us at an Open House on Tuesday, December 11, 2012. See the other side of this postcard for more information.

Come he lp the Zoo plan for growth The Saint Louis Zoo and its planning team are hosting an open house to share information about its expansion project and to get your input on how the Zoo can transform the former Forest Park Hospital site.

Please jo in us for an open house . . . The Saint Louis Zoo invites you to provide feedback on the expansion framework plan for the 13.5-acre Forest Park Hospital site.

SAINT LOUIS ZOO EXPANSION WEBSITE

When: Tuesday, December 11, 2012, anytime between 4:00 p.m. and 7:00 p.m. Where: The Living World at the North Entrance of the Zoo, One Government Drive in Forest Park.

Where: The Living World in the Saint Louis Zoo (at the North Entrance, One Government Drive in Forest Park)

Parking: Free parking beginning at 3:30 p.m. in the north parking lot next to The Living World. Please inform parking attendants that you are attending the public meeting.

For more information, please visit our website: www.stlzoo.org/expansion. We look forward to seeing you on December 11th!

Website: www.stlzoo.org/expansion

POSTCARD FROM OPEN HOUSE #1

112 | APPENDIX

When: Wednesday, May 1, 2013, anytime between 4:00 p.m. and 7:00 p.m. Formal presentations at 4:30 p.m. and 6:00 p.m.

POSTCARD FROM OPEN HOUSE #2

Saint Louis Zoo Expansion Framework Plan

PUBLIC OPEN HOUSE #1 COMMENT FORMS AND FEEDBACK Saint Louis Zoo Expansion Project Open House Comment Form

Enhance: improve, enrich, develop What types of amenities do you think would enhance the new site and/or benefit the surrounding neighborhoods?

Welcome and thank you for taking the time to share your ideas, thoughts, and information with us. Your zip code: __________________ Do you live in one of the neighborhoods near the Saint Louis Zoo?

q Yes

q No

If yes, in which neighborhood do you live? _____________________________________ Do you own or rent a home in this neighborhood?

q Own

q Rent

q Other: ___________

Which of the following best describes you: q Resident of a neighborhood near the Zoo q Owner/manager of a business near the Zoo q Employee of a business located near the Zoo q Employee of the Zoo q Member of the Zoo q Interested citizen q Other (please explain): ________________ How did you find out about the open house? Please check all that apply. q Flyer q Postcard q Neighborhood Association announcement q Other (please explain): _____________________________________

Connect: join, link, bring together Please indicate your top three choices for the type of connection between the new expansion site and the main Zoo campus. Put an “x” next to your three selections. ___ Boulevard ___ Enclosed walkway ___ Gondola

___ Greenway/park/trail ___ Land bridge ___ Streetcar/Trolley

___ Tram ___ Other (please explain): ________________________ What would make the connection between the two sites a unique and memorable experience?

Community: neighborhood, group, shared space and values What do you value most about the neighborhoods surrounding the Zoo and its new property located at the site of the former Forest Park Hospital? This includes the Dogtown area, Clayton-Tamm, Cheltenham, Franz Park, Hi-Pointe, and other nearby communities.

What, if anything, would you improve or change about the neighborhoods surrounding the Zoo?

When Forest Park Hospital (previously Deaconess Hospital) operated at this site, what type of influence or impact did it have on the surrounding neighborhoods?

How might the Zoo expansion site connect with the surrounding neighborhoods?

Support: sustain, assist, reinforce Science, research, education and conservation are important functions of the Zoo, as much as the exhibits and visitor experiences. If facilities for these services were located on the new property, how might they fit in with the surrounding neighborhoods?

What are the potential benefits or impacts of locating Zoo parking facilities on the expansion site?

Attract: draw, entice, interest What attractions, activities, and/or exhibits could draw more visitors, provide a unique experience, and/or help contribute to the Zoo’s status as a world-class zoo?

Please turn over to complete

Comments: ideas, concerns, suggestions Do you have any additional comments that you would like to share with the project team?

Thank you for your input. Please turn in your form to a project team member or comment form box. APPENDIX | 113

PUBLIC OPEN HOUSE #1 FEEDBACK The follow represents feedback received via submitted comment forms.

When Forest Park Hospital (previously Deaconess Hospital) operated at

What types of amenities do you think would enhance the new

this site, what type of influence or impact did it have on the surrounding

site and/or benefit the surrounding neighborhoods?

neighborhoods?

What do you value most about the neighborhoods surrounding

Positive Impacts:

Major Themes:

the Zoo and its new property located at the site of the former

• Contributed to the general economic development of the area (mostly due

• Restaurant, Zoo-themed or roof top

Forest Park Hospital? This includes the Dogtown area,

to visitors and employees patronizing local businesses) and provided jobs

• Parking, that is permeable, controlled, safe and secure

Clayton-Tamm, Cheltenham, Franz Park, Hi-Pointe and other

• Provided convenient access to health care and medical services (including

(and does not contribute to increased parking on residential

nearby communities.

emergency room services and a pharmacy)

streets)

• Helped to support property values, create stability and serve as an

• Dog park

• Sense of community – close-knit, family-oriented, small-town feel,

“anchor” in the neighborhood (before the hospital complex began to

• Green space, streetscapes, trails

and charming, friendly, welcoming atmosphere

decline)

• Neighborhood services, such as pharmacy, cleaners, veterinarian

• Location – central location, proximity to Forest Park, and convenient

Negative impacts:

• Café or coffee shop

access to highways, recreational opportunities, amenities and other areas

• Maintained poorly, unattractive building, occupied too much space,

• Community or urban garden

of St. Louis

“wasted space” or an “eye sore”

• Boutique hotel

• Walkability – pedestrian and bike friendly streetscapes and neighborhoods

• Added traffic through neighborhoods, particularly vehicular traffic

• Farmers’ market

being able to walk to Forest Park and area businesses

• Integrated poorly into the community’s fabric, did not feel like a part of the

• Traffic congestion mitigation

• Stable business community and access to neighborhood businesses –

neighborhood

especially restaurants

• Increased noise and crime due to its presence

• Historic value – community history, historical buildings/architecture

Please indicate your top three choices for the type of

• Safe, low-crime neighborhoods

What attractions, activities, and/or exhibits could draw more

connection between the new expansion site and the main Zoo

visitors, provide a unique experience, and/or help contribute

campus.

What, if anything, would you improve or change about the

to the Zoo’s status as a world-class zoo?

neighborhoods surrounding the Zoo?

Major Themes: Respondents favor the following attractions either on the Zoo’s current property or on the newly acquired property

• Economic development – respondents would like to see new businesses

(attractions are listed from those most frequently mentioned to

and restaurants established; vacant spaces leased; and overall revitalization

to reduce the quantity and speed of cars on residential streets • Neighborhood beautification – more landscaping, cleaner streets, improved signage and lighting, additions such as public art, fountains and benches • Safety and security – more police patrols, speed enforcement, improved pedestrian safety • Parking – better parking arrangements, additional parking • More green space, park improvements, and a dog park 114 | APPENDIX

• Panda or enhanced bear exhibit • Zoo-themed restaurant, similar to Rainforest Café • Elevated views of Zoo exhibits, including Ferris wheel, gondola or elevated walks • Sustainable ecological research, similar to EPCOT • Tree top/canopy walk

GONDOLA

congestion on and at major intersections (e.g., Hampton and Oakland), and

• Animal conservation research exhibit

TRAM

• Traffic flow improvements – better traffic management to reduce

• Updated and expanded Zoo exhibits

STREETCAR / TROLLEY

more options for connecting to Forest Park

• Boutique or Zoo-themed hotel

LAND BRIDGE

pedestrian trails, bike lanes, streetscape improvements, safer access and

• Aquarium

ENCLOSED WALKWAY

• Pedestrian and cyclist accommodations and connectivity to Forest Park –

those less-often cited)

GREENWAY / TRAIL

and vitality for the neighborhoods increased

BOULEVARD

Saint Louis Zoo Expansion Framework Plan

What would make the connection between the two sites a unique and

Science, research, education and conservation are important

memorable experience?

functions of the Zoo, as much as the exhibits and visitor experiences. If facilities for these services were located on the

Major Themes: Respondents often named several features or

new property, how might they fit in with the surrounding

characteristics that would make the connection unique or memorable.

neighborhoods?

Others expressed certain functions of the connection. • Green theme: build a land bridge, walkway or greenway; include green

Major Themes: Comments were generally positive with regard to

space, parks, trails and landscaping; reflect nature

research/education/conservation facilities being located at the

POST-IT NOTE ACTIVITY The four main expansion areas for the Zoo – attract, enhance, connect and support – were represented at the open house as station areas. After touring these stations, attendees could share their thoughts and ideas on yellow post-it notes, in addition to completing comment forms. There were about 25 to 30 comments per category, and they tended to reflect the general trend of ideas, suggestions and remarks summarized from the comment forms.

expansion site – about 1/5 of the respondents provided general

• Experiential: connection should be an experience with attractions, activities, exhibits and/or interactive features

remarks that support services and activities would be a good fit for the new

• Design and structure: be iconic, striking, beautiful, artistic/grand

site.

architecture

• Support uses should include interactive and educational activities for the

• Informative and educational: inform and educate visitors on Zoo-related

public, such as exhibits and public tours (of the respondents who answered

themes and/or include information regarding Forest Park and/or St. Louis

this question, more than a third mentioned this)

• Artistic: integrate art, sculpture art, animal art, and/or art that is reflective of

• Research, education and conservation activities can help attract jobs and

the Zoo, Forest Park, and/or the City of St. Louis

new residents (Zoo employees) to the area, generate support for local

• The “wow” factor: be new, dynamic, different, unique

businesses and connect the public to Zoo conservation initiatives • Physical structures should blend/fit with/complement the surrounding

How might the Zoo expansion site connect with the surrounding

neighborhoods

neighborhoods?

• Support functions create the potential for partnerships with local schools,

Major Themes: Respondents suggested physical structures and facilities that could connect to the neighborhood, as well as uses and programs that could foster relationships with the nearby communities. Top themes include the following: • Green space/parks; streetscape improvements; landscaping and gardens; art; and facilities that not only connect to the surrounding neighborhoods, but add aesthetic value and beautify them

universities and/or medical institutions, including on-site classrooms and courses • Facilities should be sustainable and include green features, such as renewable energy sources, green roof, solar panels and a composting site What are the potential benefits or impacts of locating Zoo parking facilities on the expansion site?

• Pedestrian/bike trails and bike racks; sidewalks, greenways and

Major Themes: Concerns about increased parking and traffic throughout

walkways

nearby residential communities was mentioned in response to this question

• Opportunities and facilities that would help attract new businesses to

and throughout the comment forms.

the area such as street-level spaces leased to retailers and restaurants

Potential positive impacts and benefits:

Other ideas, issues, or topics:

• Opportunity for expanding animal exhibits on the main/existing campus

• Well-coordinated and adequate traffic flow, access, and parking;

• Decreased traffic congestion to the Zoo and in Forest Park

minimal traffic through and parking in neighborhoods; parking

Potential negative impacts and concerns:

accommodations for Zoo visitors, but more than just parking facilities

• Increased traffic to and through the neighborhood and reduced parking for

at expansion site

residents and business patrons

• Signage, wayfinding and communication tools (e.g., phone apps,

• Additional foot traffic, crime and littering in neighborhoods

neighborhood maps) that attract and direct visitors to Dogtown restaurants and retailers and promote local business districts APPENDIX | 115

PUBLIC OPEN HOUSE #2 COMMENT FORMS AND FEEDBACK Saint Louis Zoo Expansion Framework Plan Open House #2 Comment Form

Question 2 continued from page 1:

Framework Plan Statements

1 2 Strongly Disagree disagree

Welcome and thank you for taking the time to share your ideas, thoughts, and information with us. 1. The framework plan broadly outlines goals and guidelines for future expansion and development. The plan presented today includes several key components. Please rate each component according to how important you think it is to Zoo expansion by placing an “X” in the appropriate box.

Framework Plan Concepts

1 Not important

2 Slightly Important

3 Important

4 Fairly Important

5 Very Important

a. Exhibit expansion (Savannah, Children’s Zoo expansion)

3 Neutral/ Neither Disagree or Agree

4 Agree

5 Strongly agree

6 Don’t know

d. The framework plan explores methods for improving traffic flow and congestion. e. The framework plan highlights opportunities for improving animal conservation and research initiatives. f. The framework plan addresses the Zoo’s need for additional space in order to improve operations. g. The framework plan reflects input from various stakeholder groups.

b. New attraction (Earth Experience)

h. The framework plan provides an excellent foundation on which to base future strategic and master planning initiatives.

c. Connections (Bridge, gondola, trails, multimodal transit) d. Public improvements (Parks, plazas, streetscapes)

3. If you could add or change one thing about the framework plan, what would it be and why?

e. Operational facilities (Administration, employee center, distribution center) f. Research, conservation, and educational facilities g. Overnight experience (Hotel or other) h. Residential/Multi-family housing i. Retail and restaurant opportunities j. Vehicular circulation and parking distribution (Road network)

4. Your zip code: ______________________

k. Overall access to the Zoo and arrival experience (Entry points, proximity to parking)

5. Which best describes you? Please select one.

2. The chart below includes several statements about the framework plan. Please respond to each by placing an “X” in the appropriate box.

Framework Plan Statements

1 2 Strongly Disagree disagree

3 Neutral/ Neither Disagree or Agree

4 Agree

5 Strongly agree

6 Don’t know

a. The framework plan incorporates recommendations for enhancing the visitor experience.

c. The framework plan includes multiple options for connections (between the main campus and expansion site, to Forest Park, to local neighborhoods).

116 | APPENDIX

o Interested citizen o Zoo member

o Owner or employee of a business near the Zoo

o Other: _________________________

o Zoo employee 6. How did you hear about this open house? Please select all that apply.

b. The framework plan identifies various ways for integrating with the neighborhood and providing neighborhood amenities.

St. Louis Zoo Expansion Framework Plan Open House #2, May 1, 2013

o Resident in neighborhood near the Zoo

o Direct mail postcard

o Email announcement from Zoo personnel

o Open house flyer via MarketVolt email

o Zoo employee Sharepoint announcement

o Neighborhood association email

o Neighborhood association meeting

o Media (Newspaper, radio, TV)

o Other: ____________________________

o Facebook post Page 1

St. Louis Zoo Expansion Framework Plan Open House #2, May 1, 2013

Page 2

Saint Louis Zoo Expansion Framework Plan

QUESTION #1 - FRAMEWORK COMPONENTS The first question listed 11 key concepts of the framework plan and asked respondents to rate each one according to how important they think it is to 7. Did you attend the first open house in December 2012

Zoo expansion, from Not Important (1) to Very Important (5). The following

o Yes

chart demonstrates how many responses each component received in the

o No

five categories of importance. The concepts and results are listed from most important to least important, according to their rating average.

8. Please respond to the following statements by placing an “X” in the appropriate box.

Public Involvement Statements

1 Strongly disagree

2 Disagree

3 Neutral/ Neither disagree or agree

4 Agree

5 Strongly agree

The top three components rated most important were: • Connections • Overall access to the Zoo and arrival experience

a. Overall, I was satisfied with public involvement opportunities throughout the framework planning process.

• Vehicular circulation and parking distribution

b. I was adequately informed of the open house meetings.

Components most often rated least important included: • Residential/Multi-family housing

c. I would like to be informed of future public involvement opportunities related to Zoo expansion planning.

• Overnight experience • Retail and restaurant opportunities

St. Louis Zoo Expansion Framework Plan Open House #2, May 1, 2013

Page 3

most important

RESIDENTIAL / HOUSING

CONNECTIONS

Thank you for your input. Please turn in your form to a project team member or comment form box.

OVERNIGHT EXPERIENCE

o Other: ______________________________

RETAIL & RESTAURANT OPPORTUNITIES

o Focus groups

OPERATIONAL FACILITIES

o Neighborhood association meeting

NEW ATTRACTION

o Online surveys

RESEARCH, CONSERVATION, & EDUCATION

o Neighborhood association presentations

EXHIBIT EXPANSION

o Email announcements

PUBLIC IMPROVEMENTS

o Open house meetings VEHICULAR CIRCULATION & PARKING DISTRIBUTION

o Website updates

OVERALL ACCESS & ARRIVAL EXPERIENCE

9. How would you like to be informed and/or involved in future planning initiatives? Please choose your top three preferences.

least important APPENDIX | 117

QUESTION #2 - FRAMEWORK PLAN STATEMENTS

QUESTION #3 - FRAMEWORK PLAN ADDITIONS

The second question instructed respondents to indicate, on a five-point

The third question of the form asked, “If you could add or change one thing

scale, the degree to which they agreed or disagreed with eight statements

about the framework plan, what would it be and why?” Out of 73 responses,

about the framework plan. The weighted average results are displayed in

people most often remarked on three topics – vehicular circulation, parking

the chart below.

distribution and connections.

The majority of respondents either agreed or strongly agreed with each

Some comments included:

statement. The statement that received the most responses in the categories of “Strongly Disagree” or “Disagree” was The framework plan explores

Vehicular circulation and parking distribution:

methods for improving traffic flow and congestion.

• Providing greater detail on traffic circulation and management plans • Minimizing and mitigating adverse traffic impacts on Dogtown • Addressing possible road closures and vehicle entry points • Providing underground parking; minimizing surface lots; designating

agree

north lot for large group drop off IMPROVED TRAFFIC & CONGESTION

CONSERVATION & RESEARCH initiatives

STAKEHOLDER GROUP INVOLVEMENT

NEIGHBORHOOD INTEGRATION

FOUNDATION FOR FUTURE PLANNING

MULTIPLE OPTIONS FOR CONNECTIONS

ADDRESSES THE ZOO’S NEEDS FOR SPACE

ENHANCED VISITOR EXPERIENCE

employee parking (possibly the existing garage); adding parking to the

disagree

Connections: • Integrating multi-modal options, including a connection to MetroLink • Building facilities that encourage cycling and walking • Developing accommodations for the elderly, visitors with disabilities, families with small children and strollers • Suggesting connection types such as a gondola, monorail, moving sidewalk, footbridge, walkway or land bridge Additional topics that were mentioned include the following: • Preserving the historic character and value of the Dogtown neighborhood; the Zoo expansion should not be in stark contrast to existing buildings • Integrating with the neighborhoods in a way that supports and improves them • Providing opportunities for existing local businesses to expand on Zoo property and/or planning for new businesses that will not compete with existing retail/restaurant operations • Incorporating community enhancements and/or employee services, such as a dog park, community garden, day care center and farmer’s market • Advocating for animal conservation, exhibit expansion and research and education

118 | APPENDIX

• Questioning the need or value of a hotel and/or residential housing • Expressing both preferences for, or skepticism to, the gondola • Suggesting new attractions or exhibits (aquarium, American prairie, farm animals) • Indicating general support and enthusiasm for the Zoo, its expansion, and the framework plan

Saint Louis Zoo Expansion Framework Plan

PLAN EVOLUTION SKETCHES

---- -

APPENDIX | 119

ZOO EXPANSION PRECEDENTS As the planet’s animal species are becoming more threatened by diminishing habitat, poaching and pollution, the role of the nation’s zoos is continuously expanding. The conservation of animals and their habitats through animal management, research, recreation, and educational programs has become a part of the mission of most zoos. Many of the urban zoos in the United States are limited in their ability to expand this mission because of a restricted physical plant. These zoos may be constrained from expanding by a number of issues including government restrictions, the cost and availability of land, community opposition or physical barriers. The Saint Louis Zoo’s Framework Plan has examined a number of creative ideas that zoos have used to expand their missions and boundaries both internally and externally. As one of only three free major zoos in the country, the Saint Louis Zoo cannot depend on general admission fees to finance major expansion. The Zoo has made a strategic acquisition of the former hospital site and is planning to continue to distinguish itself as a world class facility. The following examples of existing zoo expansion precedents were examined as a part of the framework planning process.

SAINT LOUIS ZOO AND EXPANSION SITE

120 | APPENDIX

Henry Doorly Zoo – Omaha, NE

Zoo Miami – Miami-Dade County, FL

Released in 2010, Omaha’s Henry Doorly Zoo’s Master Plan details an

In 2002, Miami-Dade County started the groundwork to do something new

ambitious 10-20 year improvement effort that focuses on underdeveloped

with the Miami Zoo, which included rezoning the area and commissioning

areas of the Zoo’s 162-acre campus as well as both older exhibit areas

a 2002 Master Plan. In 2009 the county issued a request for proposals for

and existing spaces in need of redevelopment. With the acquisition of the

the development of vacant land that runs along the sides of the zoo’s main

Rosenblatt Stadium site, once a College World Series and Omaha Royals

entrance, that would include a water park, hotel and family entertainment

minor league baseball stadium, the zoo will be able to expand its parking

center. They only received two responses, neither of which county officials

options and enhance its visitor arrival experience with a new entry complex.

felt would be possible. Now with zoo attendance at an all-time high, another

The plan includes the demolition of the Stadium for $2.5 million and $2

request for proposals has been issued that is less restrictive and includes

million to build 3,000 parking spaces in its place; $13.5 million is being

goals to construct a water-oriented resort and entertainment destination that

spent to create the new entry. Other key initiatives include a 30-acre African

is integrated with the zoo. The proposal includes approximately 120 acres

grasslands exhibit (Phase 1 - $34 million, Phase 2 - $23 million), an exhibit

of zoo property and parking lots and a 39-acre parcel that was once part

featuring animals from the South American Andean Mountain range ($14

of the adjacent U.S. Coast Guard base. There is potential to purchase the

million) and another exhibit showcasing animals from the Asian forests and

entire Coast Guard property which includes 250 acres of vacant land, but

upper highlands ($18 million). These three exhibit zones will bring state-of-

the developer will need to provide a plan to acquire this property as part of

the-art outdoor immersive experiences to the zoo. Many of these projects

the proposal. Another major element of the proposal is the requirement for

are already underway with the stadium being demolished piece by piece

private financing from one or more developers.

over a six-month period to lessen the impact to zoo operations.

Saint Louis Zoo Expansion Framework Plan

Cincinnati Zoo and Botanical Garden – Cincinnati, OH

Columbus Zoo and Aquarium – Columbus, OH

Philadelphia Zoo – Philadelphia, PA

The Cincinnati Zoo and Botanical Garden recently opened a new $19.6

The Columbus Zoo and Aquarium is currently pursuing plans to build an

The Philadelphia Zoo is one of America’s first zoos, and it is also among

million entrance, which was designed in an effort to make the zoo more

“animal adventure” attraction in Downtown Columbus which would either be

the smallest at 42 acres. Because the zoo can’t expand outwardly, in 2011

welcoming to visitors. With increased attendance the zoo also needed a

a stand-alone attraction or become part of the redevelopment plan for Scioto

it developed a more creative use of space—by installing overhead trails and

better parking solution and more exhibit space so it purchased a 12-acre

Peninsula, a 56-acre site owned by the city and county. In 2010 the city

by relocating the children’s zoo to a more centrally located site—to grow,

urban parcel outside of its boundaries to build a new 1,000-car parking

released its strategic plan for the downtown area, which suggested science

both literally and figuratively. The enclosed trails are made of flexible steel

lot. With the relocation of the parking area, 11 new acres of green space

and nature attractions be incorporated into the downtown landscape. A 10-

mesh and provide a suspended path that wind for 700 feet through the zoo’s

opened up to make room for the expansion of the zoo’s Africa exhibit. The

year Strategic Land Use Plan for the Scioto Peninsula will be released soon

treetops, allowing primates and other species to roam far from their indoor

ME Company designed a 25,000-square-foot segmental retaining wall

and will provide more details about the project, including the location for

habitats. The trails and KidZooU are the most dramatic aspects of an ongoing

which raised the site and created enough space to expand the entry plaza. A

the zoo’s new expansion. Financing for the project will most likely involve

master plan priced at roughly $106 million—which includes previous projects

pedestrian bridge was also designed to usher visitors from the new parking

private-public partnerships. The new downtown facility will provide a way for

like Big Cat Falls in 2006—that aims to vault America’s first zoo into the

lot, across a busy street and into the zoo. Construction of the new parking

the zoo to connect and engage with more people.

21st century. At $32 million, KidZooU is the most expensive improvement.

area has already helped increase zoo attendance and provided space for

The development of the animal trail network continued with the opening of a

future facilities and exhibits.

200-foot section for orangutans, and that will expand to connect to the gorilla habitat, while another path is slated for big cats. By 2015, the zoo promises a ground-based trail for animals like hippos, rhinos, giraffes and zebras.

APPENDIX | 121

Figure 20: Summary Parking Pricing Scenarios Assumptions and Analysis

Financing Strategies The Zoo can leverage pricing strategies, private development partnerships, public financing strategies and fund-raising campaigns to cover funding gaps for the market-based and Zoo-oriented uses.

FIGURE 20: SUMMARY PARKING PRICING SCENARIOS ASSUMPTIONS AND

is very sensitive to parking costs, the analysis examines the possibility to

ANALYSIS

feasibility standpoint, are the pedestrian bridge, major attraction and parking, all of which are extremely capital-intensive. In addition, implementation of the residential and office components, in the short term, will likely not produce a positive return based on current market conditions. In order to cover the cost of expanding to the new site, including relocating the parking and creating the pedestrian bridge, the Zoo should leverage an array of financing strategies to ensure success. In weighing these opportunities, the Zoo will need to consider a range of factors, such as timeframe, site control, revenue

item. The analysis lays out four bundles, each of which represents a different

Each of the four bundles includes one parking pass and three tickets to the major attraction. This is based on the average party size for the Zoo, which is 3.2 visitors. As the bundles increase in price, the estimated percentage

and major attraction fee into a single revenue source to generate as much additional revenue as possible. This could offset the parking construction and operating costs and possibly offset the operating costs of the major attraction and the pedestrian bridge.

122 | APPENDIX

10%

7.5%

$15/car

$10/car

$0/car

$2.5M

$2.0M

$1.1M

$0.0M

$15/car

$30/car

$45/car

Attraction revenue

$2.0M

$3.3M

$3.7M

Total bundle price

$15

$30

$40

$45

Total P&L Impact Analysis $4.4M

$3.7M

of visitors willing to purchase them decreases. The four bundles are as

($0.4M)

($0.0M)

follows:

Capital expenses

($3.0M)

Net revenue

($1.1M)

$0.4M

$1.0M

Total bundle revenue

$0.7M

Source: HR&A Advisors, Inc., SWT Design, Saint Louis Zoo

• Bundle 1 - $15: $15 parking, free admission (3 tickets); 15% capture

Source: HR&A Advisors, Inc., SWT Design, Saint Louis Zoo

• Bundle 2 - $30: $15 parking, $5 admission (3 tickets); 12% capture

There are a number of key assumptions that underpin the analysis in Figure

• Bundle 3 - $40: $10 parking, $10 admission (3 tickets); 10% capture

19. The analysis conservatively assumes that the Zoo must finance the

• Bundle 4 - $45: Free parking, $15 admission (3 tickets); 7.5% capture

entire cost of parking construction but will only use 1,772 of the 2,414 total spaces as the balance are dedicated to market-based uses and employee

Program Parking spaces Parking spaces for Zoo patrons Construction Assumptions

of the analysis is to find the best price point and bundle both a parking fee

12%

$15

$4.0M

financially beneficial pricing strategy is to price parking below the $15 that

construction and operations costs for the new parking strategy. The goal

15%

($0.6M)

Metric

enough incremental parking revenue above this $2.3 million to cover both

Bundle 4

$2.5M

incremental revenue to cover the cost of relocating the parking. The most

The pricing strategy is predicated upon the idea that the Zoo must generate

Bundle 3

($0.6M)

FIGURE 19: RESIDENTIAL DEMAND ANALYSIS

The Zoo currently generates approximately $2.3 million in parking revenue.

Bundle 2

Operating expenses

parking could be an advantageous approach for the Zoo to generate sufficient

space, might produce some parking synergies and revenue opportunities.

Parking price Attraction price

A careful pricing strategy of bundling tickets to the major attraction and

major attraction. Other uses on the site, such as the hotel and potential office

Capture Parking revenue

Figure 19: Pricing Strategy Assumptions

the Zoo has been charging, but to charge a higher price of admission for the

Bundle 1

create “bundles” that group the cost of parking and the attraction into one approach to pricing parking and the major attraction.

The three most challenging elements of the framework plan, from a financial

potential, risk and impact on its tax status.

Since the Zoo is free of admission charges, and since the St. Louis market

Parking construction costs Amortization terms Amortized annual costs Operating and Revenue Assumptions Annual Zoo visitors Visitors/party Attraction tickets/bundle Bundle capture base Parking operating expenses Source: HR&A Advisors, Inc., SWT Design, Saint Louis Zoo

Source: HR&A Advisors, Inc., SWT Design, Saint Louis Zoo

parking. The 15% base capture for the least expensive bundle scenario is Assumption

based on the portion of visitors who reported that they were “very likely” to park in a new parking lot or garage assuming the parking fee is less than

2,414 1,772 $32.2 million (midpoint cost of the 2 parking scenarios) 20 years, 7% $3.0 million 3.5 million 3.2 3 15% 25%

the amount charged to park in the existing lots . The revenue generated by the parking must first cover the $2.3 million currently generated annually by parking and produce surplus revenue to cover construction and operations of the new parking plan. The four scenarios summarized in Figure 20 show just a subset of the different pricing strategies that the Zoo could implement. While not exhaustive, this illustrative analysis helps to establish a framework for pricing.

Saint Louis Zoo Expansion Framework Plan

The analysis shows that bundling tickets to the major attraction and parking could be an advantageous approach for the Zoo. The most financially beneficial pricing strategy, as shown by the analysis, is to price parking below the $15 that the Zoo has been charging, but charge a higher price of admission for the major attraction. As demonstrated in the third scenario, if the Zoo can sell a $40 package for 3 tickets to the attraction and parking for 1 car to 10% of Zoo patrons, the revenue will cover all costs associated with parking and can offset $1 million of annual operating costs for the major attraction and pedestrian bridge. This does not take into account additional revenue that can be generated from selling unbundled tickets to the major attraction and parking; unbundled tickets could likely be sold at a premium over the price used in the bundles. The Zoo’s tax-exempt status needs to be considered when selecting an approach.

FUNDRAISING The Zoo’s impressive fundraising abilities should be leveraged to help fund the gap where pricing, public financing and development strategies cannot be implemented. This will be particularly useful for Zoo-oriented components, such as for covering capital costs for the major attraction and gondola. The Zoo has a history of a broad and loyal base of supporters in the St. Louis community. The $120 million The Living Promise Campaign, now nearing completion, is a testament to this fact. As the Zoo considers the capital investment that will be necessary to expand to the new site, the Zoo’s development staff must consider the timing and scale of this next round of major fundraising. The Zoo’s donor base is likely to experience some donor fatigue after the current campaign, so if the Zoo wishes to raise a large portion of the capital from this base, it may delay the timeframe for expansion. However, if the Zoo wants to tap this base for smaller, discreet improvements, it may be able to fund these improvements from contributions on a shorter timeframe. In addition to the Zoo’s traditional donor base, there is the potential to secure a single or a small set of large donations from major individual benefactors. While it is difficult to anticipate when such a donation may become available, the Zoo can assume that the more visionary the expansion approach to the expansion, the more likely a donor will appear.

APPENDIX | 123

Saint Louis Zoo FRAMEWORK PLAN

124 | APPENDIX