Wasatch Choices 2040

weber

davis
WASATCH CHOICES 2040
A Four County Land-Use and
Transportation Vision
salt lake

Wasatch Choices 2040: A Four County Land-Use & Transportation Vision

A FOUR COUNTY LAND-USE AND
TRANSPORTATION VISION


ENVISION UTAH GRATEFULLY THANKS THE FOLLOWING
FUNDERS OF THE WASATCH CHOICES 2040 PROCESS:

FEDERAL HIGHWAY ADMINISTRATION

WASATCH FRONT REGIONAL COUNCIL

MOUNTAINLAND ASSOCIATION OF GOVERNMENTS

UTAH DEPARTMENT OF TRANSPORTATION

UTAH TRANSIT AUTHORITY
GEORGE S. & DOLORES DORÉ ECCLES FOUNDATION
THE CHURCH OF JESUS CHRIST OF LATTER-DAY SAINTS FOUNDATION
STAKER PARSON COMPANIES
MARRINER S. ECCLES FOUNDATION
MERIT MEDICAL
ROCKY MOUNTAIN POWER
CARTER & BURGESS, INC.
SMITH’S FOOD & DRUG STORES
FRIENDS OF THE COALITION FOR UTAH’S FUTURE

Envision Utah also thanks Staker Parson Companies for sponsoring
the printing and distribution of this report.


TABLE OF CONTENTS
INTRODUCTION ..................................................................................1
What Is the Future We Want to Create? .......................................................................................1
Wasatch Choices 2040: A New Destination ................................................................................2
1) What is the future we want to create? ............................................................................................. 2
2) What will help us create that future? ............................................................................................... 2
We Function as a Region ................................................................................................................2
Overview of Report.........................................................................................................................4
1) The Wasatch Choices 2040 Process .................................................................................................. 4
2) Growth Principles and Objectives for Transportation Planning ............................................ 4
3) The Wasatch 2040 Vision Scenario .................................................................................................... 4
4) Implementation of Strategies ............................................................................................................ 4
Steering Committee .......................................................................................................................5
Workshops ........................................................................................................................................5

WASATCH CHOICES 2040 PROCESS ...................................................5
Workshop Analysis..........................................................................................................................6
Staff analyzed the workshop land-use ideas in three ways:.......................................................... 6
Staff analyzed workshop transportation ideas in two primary ways:........................................ 7
Common Themes ...........................................................................................................................7
Desire for Land Recycling .......................................................................................................................... 7
Preference for a Variety of Housing ........................................................................................................ 7
Wasatch Choices 2040: Developing Scenarios .........................................................................9
Scenario A – “Business as Usual”.............................................................................................................. 9
Scenario B – “Transit Station Villages”.................................................................................................... 9
Scenario C – “Interconnected Network of Complete Streets”....................................................... 9
Scenario D – “Centers of Employment”...............................................................................................10
Lessons Learned from Scenarios .............................................................................................. 10
Surveying the Most Popular Elements of the 4 Scenarios ................................................... 13
Ideal Mix of Transportation .....................................................................................................................13
Overall Scenario Preference ....................................................................................................................13
Preamble ........................................................................................................................................ 14

v


GROWTH PRINCIPLES AND OBJECTIVES FOR TRANSPORTATION
PLANNING ........................................................................................14
Growth Principles and Objectives............................................................................................. 15
Relevant Principal: Provide Public Infrastructure that is Efficient and Adequately
Maintained ....................................................................................................................................................15
Relevant Principal: Provide Regional Mobility through a Variety of Inter-connected
Transportation Choices ...........................................................................................................................15
Relevant Principle: Integrate Local Land-Use with Regional Transportation Systems ....16
Relevant Principle: Provide Housing for People in all Life Stages and Incomes ................16
Relevant Principle: Ensure Public Health and Safety ...................................................................16
Enhance the Regional Economy ..........................................................................................................17
Promote Regional Collaboration ..........................................................................................................17
Strengthen Sense of Community .........................................................................................................18
Protect and Enhance the Environment ..............................................................................................18
Overview of the Vision Scenario ............................................................................................... 19
The Vision and Development Patterns..................................................................................... 19
The Vision and Critical Lands ..................................................................................................... 19

WASATCH CHOICES 2040 Scenario ..................................................19
The Vision and Transportation................................................................................................... 22

THE ROLE OF THE VISION SCENARIO .............................................22
The Vision Illustrates a Plausible Future .................................................................................. 22
The Vision Communicates the Benefits of Implementing the Growth Principles. ......... 22
How Does the Vision Perform? ................................................................................................. 22
Why Does the Vision Perform so Well? ................................................................................... 22
What Is the Role of Transportation in the Vision Scenario? ............................................... 23

IMPLEMENTATION STRATEGIES FOR LOCAL GOVERNMENT .........24
Strategy I: Develop a Local Land Reuse Strategy .................................................................. 24
Planning Steps for Strategy I ..................................................................................................................24
Considerations for Strategy 1 .................................................................................................................25

vi


Example Plans and Ordinances ................................................................................................. 25
Strategy II: Provide Incentives for Contiguous Growth and Infill ....................................... 26
Planning Steps for Strategy II .................................................................................................................26
Considerations for Strategy II .................................................................................................................27
Strategy III: Preserve Future Transportation and Utility Corridors ..................................... 28
Planning Steps for Strategy III ................................................................................................................28
Considerations for Strategy III ................................................................................................................29
Strategy IV: Create Walkable Commercial and Mixed-Use Districts ................................... 30
Planning Steps for Strategy IV ................................................................................................................30
Strategy V: Plan for Transit Oriented Development .............................................................. 32
Planning Steps for Strategy V .................................................................................................................32
Strategy VI: Plan for and Build Neighborhood-friendly Elementary Schools................... 36
Planning Steps for Strategy VI ................................................................................................................36
Considerations for Strategy VI ................................................................................................................37
Strategy VII: Create a Plan for Workforce Housing ................................................................. 38
Planning Steps for Strategy VII ...............................................................................................................38
Strategy VIII: Interconnect Roadways and Pedestrian Paths ............................................... 40
Planning Steps for Strategy VIII..............................................................................................................40
Strategy IX: Plan for Job Centers and Economic Development Readiness ....................... 42
Planning Steps for Strategy IX................................................................................................................42
Strategy X: Plan to Minimize Development and Maximize Conservation on and near
Critical Lands................................................................................................................................. 44
Planning Steps for Strategy X .................................................................................................................45

vii


CONCLUSION ....................................................................................46
Getting from the Vision to the Regional Transportation Plan and Implementation....... 46
Making the Transition ................................................................................................................. 46
Project and System Evaluation Criteria.................................................................................... 46
Local Government Visits ............................................................................................................. 46
Refining the “Vision” .................................................................................................................... 46
Implementation Strategies ........................................................................................................ 47
Regional Thinking, Local Action ................................................................................................ 47

Notice
This document is disseminated under the sponsorship of the Department of Transportation in the interest
of information exchange. The United States Government assumes no liability for the contents or the use
thereof.
The United States Government does not endorse products or manufacturers. Trade or manufacturers’
names appear herein only because they are considered essential to the objective of this document.

viii


Introduction
I NTRODUCTION
What Is the Future We Want to Create?
Over the coming years, the Wasatch Front is expected to annually add
a population comparable to the city of Murray, or about 34,000 people.
Growth in our region is largely inevitable; over two-thirds of this popu-
lation will come from our children and grandchildren. Our challenge is
to preserve or even enhance quality of life in the face of growth.

We create the future with decisions we make today. As we look to the
year 2040, what is the quality of life that we can pass on to future gen-
erations? Wasatch Choices 2040 aims to answer the question: “What is
the future we want to create?” with actions we can take today to bring
about that future. The city and county governments of Davis, Salt Lake,
Utah, and Weber Counties co-sponsored Wasatch Choices 2040 (known
hereafter as “WC2040”) to explore potential futures relative to growth
patterns, transportation solutions, and the environment. By under-
standing the needs of the future, we can work backward to the deci-
sions we need to make today. That is, we begin with the end in mind.

Introduction 1

Introduction

Wasatch Choices 2040: We Function as a Region
A New Destination
Our community leaders face the challenges of
promoting much needed economic and business
The Wasatch Front Regional Council (WFRC) and
development while simultaneously preserving the
the Mountainland Association of Governments
other elements of quality of life that we value. An
(MAG) are tasked with creating our region’s official,
important key to striking this balance is for munici-
federally-recognized regional transportation plan.
pal officials and economic development practitio-
In the past, they started this planning effort by first
ners and planners to begin thinking, acting and
estimating future patterns of development accord-
planning for growth as a unified region.
ing to adopted city and county general plans, then
responding to projected growth patterns with
recommended transportation solutions that would
best meet the needs of this new growth.

WC2040 is a new approach to creating a regional
transportation plan. It approaches transportation
planning with a different set of questions:

1) What is the future we want to create?
WC2040 establishes goals or principles for the The Greater Wasatch Region is a crucial crossroads in inter-
future of our region. WC2040 makes it official: we state and global trade.
want clean air, quick access to natural recreation,
housing that we can afford, short commutes, and
In our increasingly competitive economy, regional
we want to make decisions with these ends in
thinking and action are essential to successful eco-
mind.
nomic development. Metropolitan regions reflect
how we live and work. Our daily patterns—in both
2) What will help us create that future? work and social life—are regional: we live in one
municipality, work and run errands in another, visit
What growth patterns and transportation invest- our friends in a third, and dine out in a fourth! Met-
ments will help create our desired future? WC2040 ropolitan regions are the central unit of economic
recognizes that it is futile to project patterns of activity in today’s global economy. Businesses tend
growth without thinking about the various types to cluster in metropolitan areas where they can
of transportation investments we make. Freeways draw upon regional resources, such as transporta-
and boulevards support auto-oriented forms of tion infrastructure, research and technology, skilled
commerce and land development, while transit labor, and supplier networks.
tends to support more walkable forms of develop-
ment. As we try to create a livable future, we need
to think about growth patterns and transportation In the context of the Greater Wasatch Area, it is im-
investments as well as how they interact. portant for leaders to recognize that the essential
level of competition they face is regional. It is not a
question of Sandy competing with Ogden, or Salt
Lake City competing with Provo; rather, it is a ques-
tion of the Greater Wasatch Area competing with

2 Introduction


Introduction
other metropolitan regions, such as Silicon Valley,
Denver, Austin, Singapore and New Delhi, for high-
skill, high-wage employment.

As global competition accelerates, regional assets
and liabilities become more and more central to
economic development. Businesses that seek to
relocate or expand look for healthy regions with:
• efficient transportation infrastructure

• strong education systems

• affordable housing options near
employment centers
A multi-modal transportation system is a foundation for
sustained economic development in our region. • a vibrant urban core

• strong cultural and recreational amenities.

To build and maintain these important elements
in a region requires cooperation and collaboration
among businesses, governments, and communi-
ties. This is challenging because a fundamental
disconnect exists in the United States between
how the market operates and how we govern.
Our economy operates regionally, but our units of
Our research universities attract talent and foster econom-
ic development for our state.
government operate locally. However, if we have
a common vision, we can overcome this hurdle by
working together with shared objectives for a bet-
ter future.

We need to continue to capitalize on our world
class recreational areas.

Historic urban centers and main streets need to be
revitalized as cultural and economic assets.

Introduction 3

Introduction

Overview of Report
The Wasatch Choices 2040 report is divided into
four main sections:

1) The Wasatch Choices 2040 Process
How community leaders and interested citizens in
four counties explored the long-term future of our
region.

2) Growth Principles and Objectives for
Transportation Planning
These principles are a “common sense founda-
tion” for actions that can be implemented both
locally and regionally to foster high quality of life
and help our region compete with other regions.
The Growth Principles were unanimously adopted
in late 2005 by the mayors and county elected
officials who govern the Wasatch Front Regional
Council, while the Mountainland Association of
Governments approved the principles as guide-
lines to follow.

3) The Wasatch 2040 Vision Scenario
An illustration of how the region could grow if the
Growth Principles are implemented.

4) Implementation of Strategies
A “Toolbox of Ideas” that explain various strategies
that public and private sector leaders could use to
incorporate the Growth Principles to enhance qual-
ity of life indicators such as regional transportation
facilities, air quality, land conservation, and quality
neighborhoods.

4 Introduction


W ASATCH CHOICES 2040 PROCESS

Wasatch Choices Process
Steering Committee a map of their county to express their growth
and transportation preferences, resulting in the
A Steering Committee composed of mayors, coun- production of 119 maps for the four county area.
ty commissioners and other stakeholders from Each group received chips representing different
Davis, Salt Lake, Utah and Weber Counties guided types of residential, commercial, and mixed-use
the Wasatch Choices 2040 process. Non-elected development. The total number of chips equaled
stakeholders on the Steering Committee included the area’s projected population out to 2040. Each
representatives from conservation groups, bicycle- group was asked to accommodate the projected
pedestrian advocates, growth through current
transit agencies, busi- types of development
ness transport interests or through alterna-
and others. The Steer- tive approaches, such
ing Committee pro- as mixed-use activity
vided oversight of the centers that absorb
process by directing housing and employ-
the scenario planning ment growth. Work-
efforts and by develop- shop groups also used
ing the Growth Prin- tapes of different colors
ciples and Objectives to to indicate where they
guide future transpor- The Wasatch Choices 2040 Steering Committee was made up wanted new transit,
tation planning in the of elected officials and other community leaders. roadways, and trails.
region.
Workshop participants completed surveys about
the key environmental, growth, and transportation
Workshops issues that our region faces. Those surveyed gen-
erally enjoy their quality of life but are concerned
Between February and March, 2005, over one thou- with the effect that growth will have on that
sand residents of Weber, quality over time. Most
Davis, Salt Lake and Utah residents supported
Counties voiced their adopting and integrating
preferences for future de- quality growth principles
velopment, open spaces, into future planning deci-
and transportation by sions to help guide suc-
participating in one of 13 cessful development and
public workshops. transportation efforts for
our communities.
At each workshop, small, One thousand residents attended 13 public workshops.
randomly assigned
groups of citizens used

Wasatch Choices 2040 Process 5


Workshop Analysis Staff analyzed the workshop land-use ideas in
three ways:
The planning staff from Envision Utah, MAG and
WFRC reviewed workshop maps and survey 1) Where did groups desire new development?
results to identify common themes. The process’ 2) What type of development did they desire
next step, scenario development, reflected these

- residential, commercial, or mixed use?
themes, and was influenced by three key ques-
tions: 3) How dense or intense did groups want
“Where do we want growth to occur in our region?” development to be?
“What type of growth do we prefer?”
“What type of transportation infrastructure is nec- Staff identified “hot spots” in each county repre-
essary to support the amount and type of growth senting popular areas for development, the degree
we prefer?” of intensity of new development, and redevelop-
ment areas in each county. Generally, citizens
desired strong growth in older urban areas and
along heavily used transportation corridors and
nodes. Citizens also encouraged mixed-use in ex-
isting commercial centers, such as the Layton Hills
Mall area and Orem. Staff also analyzed maps to
identify the most preferred type of development in
any given area: residential, commercial, mixed-use,
or open space. “Hot spots” where intense employ-
ment centers would be appropriate were also
catalogued.

Map used in workshops to identify common themes.

Identification of popular areas for development in each county.

6 Wasatch Choices 2040 Process


Staff analyzed workshop transportation ideas of a mixed-use center, such as a village, town cen-
in two primary ways: ter, or city center. This may signify a desire to have
job centers in each part of the region; a desire to
1) Where did groups desire new or expanded have a focal point or “heart” for each community;
roads, public transportation, or bike/ and/or an interest in a walkable form of develop-
pedestrian routes? ment that mixes jobs, shopping and housing.

2) What specific type of transportation was
desired? Desire for Land Recycling
In addition to having more mixed-use centers in
The Planning Staff identified major corridors in all our communities, workshop participants preferred
counties where residents desired expanded road- that these centers generally grow in existing com-
ways. Further analysis identified corridors suitable mercial areas adjacent to major transportation
for transit ways, such as 3500 South and Redwood facilities. They placed about 50% of the proposed
Road in Salt Lake County and the Lehi Main Street housing and 45% of the proposed employment on
corridor in Utah County. Residents in Utah County land that is currently built. Perhaps this signifies an
felt strongly about expanding their trails system, interest in the gradual evolution of some commer-
particularly around Utah Lake and between Utah cial areas.
Lake and the Wasatch Mountains.

Common Themes
Analysis of the 119 maps showed some striking
similarities as well as some diverging ideas. The
following themes emerged after extensive review
of workshop maps:

Many communities can reuse older industrial or commer-
cial sites to their benefit and the benefit of the region as a
whole.

Preference for a Variety of Housing
Workshop attendees preferred that neighborhoods
should feel much as they do today, but with a
notable increase in the variety of housing options.
Residential chips placed on workshop maps

New and revitalized growth centers can absorb much of
the needed future residential and commercial develop-
ment.

Emphasis on Growth Centers
On average, 40% of all housing development envi-
sioned by workshop participants came in the form



As our population grows and changes, we will need a va-
riety of housing types for all ranges of household incomes
and sizes. An extensive trail system will greatly enhance our future
quality of life.

averaged 60% detached, stand-alone homes, 25%
townhouses, and 15% apartments or condomini-
ums. (Our region currently consists of 67% stand-
alone homes.) Although participants expressed
an interest in a greater variety of housing, they still
wanted detached single-family homes in most of
our future communities.

Emphasis on Bike and Pedestrian Routes
Thirty percent of all transportation routes placed
on workshop maps represented bike and pedes-
trian routes, indicating the popularity of these op-
tions. Clearly, citizens feel that an extensive system
of bike trails and pedestrian routes is important to
help people get around, stay healthy, and recreate.

Sample of summary maps showing bike and pedestrian
routes



Four 2040 Scenarios
The four 2040 scenarios, when compared to each
other, incorporated the same total population
Scenario B – “Transit Station Villages”
and employment figures. While each scenario
highlighted different transportation choices, the Scenario B emphasized urban development in
cost for each approach was essentially the same. transit station villages. In this scenario, more
development centers were clustered near transit
By eliminating differences in population,
stops. The suburbs generally remained at the same
employment and transportation expenses, the

densities as found in the “Business as Usual” scenar-
four scenarios illustrated the benefits of different
io - with some occasional neighborhood villages
growth and transportation strategies.
that mixed apartments, condos and neighborhood
shopping. Scenario B significantly increased the
amount of rail transit by emphasizing rail exten-
Wasatch Choices 2040: Developing sions and bringing light rail and commuter rail to
Scenarios more communities than currently planned.

Planning staff from Envision Utah, WFRC and MAG
(with the assistance of other planners throughout
the region) developed four scenarios, or pictures,
of what the region could grow to be in 2040 based
on the common themes and notable differences
identified in the workshop results. Digitally recre-
ated workshop maps and survey results guided
the scenario creation process. To test how various
growth and transportation ideas might affect the
future, staff created four 2040 scenarios.
Transit station villages maximize proximity of residences
Scenario A – “Business as Usual” and other destinations.

Scenario A, the “Business as Usual” scenario, is
based on the existing city, county and multi-coun- Scenario C – “Interconnected Network of
ty plans to guide future growth and transportation. Complete Streets”
To let us know how the impacts of each scenario
might differ from the path we are on today, staff Rather than encouraging development around
compared Scenarios B, C and D against Scenario A. transit nodes (like Scenario B), Scenario C
intensified mixed-use development along

Existing long-range plans from our metropolitan planning Mixed-use boulevards encourage biking and walking and
organizations, MAG and WFRC. maximize transportation infrastructure.



boulevards that support a complete set of Lessons Learned from Scenarios
transportation choices: walking, biking, transit
and auto use. These boulevards would be lined After examining the scenarios and evaluation
with townhouses, shopping, and employment. criteria, staff learned some interesting lessons.
New suburban neighborhoods in Scenario C Different patterns of development can make it
remained largely residential and lower density in easier to get around or exacerbate the mounting

character. Scenario C’s boulevards would be an transportation challenges we face in our growing
interconnected network of complete streets that region. Alterations to future development pat-
welcome streetcars, biking and walking. terns can help solve our transportation challenges
and reduce the high cost of needed transportation
Scenario D – “Centers of Employment” infrastructure.

Scenario D envisioned stronger suburban centers • Mixed-use development reduces driving
of employment in closer proximity to housing ar- distances and congestion. The distance we
eas. Suburban neighborhoods in the scenarios had travel to work, shopping, schools or parks
a greater mix of lot sizes. Scenario D emphasized is partly a function of the distance between
construction of new interstates and major roads to these destinations and our homes. The
serve our region’s growing areas. distance we travel per person directly affects
the collective time it takes us to get where
we need to go and the traffic congestion
we face. Scenario C mixed more homes
with destinations; this significantly reduced
average driving distances, which in turn
reduced traffic congestion and improved air
quality.

Growth in Mixed Use Areas
25%
C
20%
Suburban employment centers can reduce commuting B
distances for some workers. 15%

10% D

5%
A
0%
% of growth in mixed use areas
Scenario A Scenario C
Scenario B Scenario D



• Growth near transit opportunities growth on undeveloped land. Development
encourages people to ride public patterns and transportation solutions affect
transportation. Scenario B shows that if the availability of recreational land, housing
transit stations or bus stops are within costs, etc. Scenario B’s emphasis on high
walking distance of homes or businesses, capacity transit coupled with transit villages
more people would find riding transit to be created more opportunities for reuse of land

convenient. or “redevelopment.” Scenario B exhibited
the highest rate of redevelopment and,
• People will walk and bike if the trip is short not surprisingly, also exhibited the lowest
and the design is right. If commercial amount of development on vacant land.
destinations, like an office or restaurant,
are very close to each other and are set in a • Transportation choices help determine
pedestrian-friendly setting, some people will where growth will occur and how much
choose to walk rather than drive their car. land area will be developed. The type of
transportation solutions we employ has
• Transit-oriented development is a key an impact on the way our cities grow and
strategy to increase redevelopment in develop. New roadways and transit facilities,
existing built areas and to reduce demand for wherever they are built or expanded,

Growth Near Transit Use % Increase
Public Transportation
340% B
60% 330%
B
50% 320%
C
310%
40% A
A 300% C
30% 290%
D
280%
20% D
270%
10% 260%

0% 250%
% Increase in Transit
% Growth within short
walk of transit Ridership, now to 2040
Scenario A Scenario C Scenario A Scenario C
Scenario B Scenario D Scenario B Scenario D

Expansion of Developed % Growth (employment and
Land Area, now to 2040 housing averaged) through
400 D Land Re-use
B
350 C A 27
300 C
B 26
250 25
200 A
24
150 D
23
100
22
50
0 21
Square Miles % of Households and Employees



increase accessibility, which, in turn, attracts congestion mean that if our region develops
growth. As we think about where we want consistent with the strategies embodied in
to spend our transportation dollars, we Scenario C, we will have more time to spend
should ask the question, “Where do we want doing what we want. The scenarios showed
to encourage new growth: re-utilization of that people who ride rail or fixed guide-way
industrial land, vacant land near existing transit to bypass congestion.

communities, or new undeveloped areas?”
• Transit is a key means to reduce congestion
• Interconnected streets help keep short during the all-important rush hour. Even
trips off highways, reducing congestion. if transit carries only a small percentage of
Interconnected streets also facilitate free overall trips, it plays an important role in
traffic flow, provide more direct routes and relieving rush-hour congestion. In Salt Lake
promote neighborhood cohesion. County, TRAX carries the equivalent of one
lane of the interstate freeway.
• The length of time it takes us to reach various
destinations is a function of distance as well
as congestion. Shorter driving trips and less

Traﬃc Congestion Vehicle Miles of Travel (auto)
Average Weekday Delay Per Household
B 76
30 D
(2040)
A 74
25 D (2040)
C (2040) 72 B
20 (2040) A
70 C
15
2005
2005 68
10

5
66

0 64
Average Weekday Vehicle
Minutes Per Day Miles Traveled Per Household

Commute Time (auto) Vehicle Hours of Travel
21.5 2.2 B
A A D
21 2005 D
B 2.1
20.5 C
20 2
19.5
19 1.9
2005
18.5 C
1.8
18
17.5 1.7
17
16.5 1.6
Home-based Trip to Work Per Average Weekday Vehicle
Household (in minutes) Hours of Travel Per Household



• Strategic changes make a big difference. are summarized in the following matrices. (These
Surprisingly, the benefits of Scenarios results do not represent a random sample.)
B, C and D, when compared to Scenario
A (the “Business as Usual” scenario) are
the result of relatively minor changes to Ideal Mix of Transportation
the density of our region’s housing. For
1st 2nd 3rd 4th

example, Scenario C has around 27% percent Scenario
Choice Choice Choice Choice
townhouse and multifamily development,
Business as
only 6% more than the “Business as Usual” 4% 16% 50% 30%
Usual
scenario . The strategic placement of this
development in walkable/mixed use settings Transit oriented
growth 60% 24% 10% 7%
adjacent to transit is largely responsible
emphasis
for the advantages that C could provide:
almost a 10% reduction in congestion and Walkable
boulevards 36% 45% 13% 6%
3% reduction in vehicles miles traveled.
emphasis
Strategic changes carried out throughout
our region can vastly improve our individual Decentralized
employment
quality of life without negatively impacting 10% 13% 21% 57%
centers
existing single-family neighborhoods to emphasis
the degree of a more sprawling pattern of
development.
Overall Scenario Preference
1st 2nd 3rd 4th
Scenario
choice choice choice choice
Business as
10% 24% 44% 23%
Usual
Rail transit
55% 27% 10% 8%
emphasis
Inter-
connected
25% 44% 17% 5%
roads and
transit
Free
9% 10% 23% 57%
emphasis

Surveying the Most Popular The survey results and the lessons learned from the
Elements of the 4 Scenarios scenarios are the basis for the Vision Scenario that
is outlined in part IV: The Wasatch Choices 2040
Staff incorporated these scenarios and their Vision Scenario.
projected development patterns and travel char-
acteristics into a survey and made it available to all
workshop participants, members of city councils,
planning commissioners, and others. The survey
was available online. The 521 collected responses



G ROWTH PRINCIPLES AND OBJECTIVES FOR
TRANSPORTATION PLANNING
As a result of the Wasatch Choices 2040 process, imperative that this growth be well planned and
WFRC and MAG adopted the following Growth accommodated in the most efficient and cost ef-
Principles and Objectives in late 2005. The adop- fective way. As the Wasatch Front Regional Council
tion of the growth principles means that over time and Mountainland Association of Governments de-
our region will make key transportation decisions velop regional transportation plans and programs,
after considering their impact on long-term quality these Growth Principles will provide a context for
growth goals and calculations of cost effectiveness. these plans. Additionally, the Principles may also
Growth Principles &

The Preamble below is part of the adopted text of provide a context for plans that are developed by
the Growth Principles and provides a more specific local, state, and other entities, such as special util-
Objectives

overview for how they will be used. ity and school districts, cities, counties, and private
development companies.

These Growth Principles will be applied to the
regional transportation planning process and the
Regional Transportation Plan. Along with other
required transportation factors, the Growth Prin-
ciples will be the foundation and framework for
developing performance criteria, such as those
dealing with environmental quality, economic
growth, cost effectiveness, enhanced mobility,
safety, and other like criteria. These criteria will
then be used as a tool in identifying projects for
the RTP (Regional Transportation Plan) that best
Growth principles repre- fulfill the objectives of the Growth Principles.
sent values expressed by
workshop attendees.
The framers of these Principles recognize that
collaboration will be needed among the region’s
Preamble local governments and others if these Principles
are to be implemented and their potential benefits
realized. These Principles are intended to assist
The following Growth Principles embody many of
the many entities involved in making plans for the
the values held by people of the region. They were
future by providing a context that applies to the
adopted after reviewing input from community
region as a whole. As a consequence, it is hoped
workshops, open houses, committee deliberations,
that the region’s transportation and other services
surveys and polling. They are intended to promote
will become more efficient, and that its quality of
quality growth throughout the region. Because
life, as defined by the Principles, will be enhanced.
the Greater Wasatch Region is experiencing rapid
growth and is expected to do so in the future, it is

14 Growth Principles & Objectives for Transportation Planning


Growth Principles and Objectives employment, housing, educational and
activity centers.
Relevant Principal: Provide Public • Encourage future commercial and residential
Infrastructure that is Efficient areas within close proximity of each other to
and Adequately Maintained reduce travel distances.
• Promote redevelopment to better utilize • Encourage a balance of jobs and housing
existing infrastructure. in each part of the region to reduce travel
distances.
• Optimize use and maintenance of existing
infrastructure. • Support actions that reduce growth in per
capita vehicle miles of travel.
• Promote compact development consistent
with market demand.

Growth Principles &
• Encourage contiguous growth to reduce
infrastructure expenses.

Objectives
• Develop long term funding sources
for infrastructure development and
maintenance.

• Encourage cooperation and coordination in
the use of transportation and utility corridors
and rights-of-way.

Relevant Principal: Provide Regional
Mobility through a Variety of Inter-
connected Transportation Choices

• Develop a balanced, multi-modal
transportation system.

• Coordinate transportation with regional

Growth Principles & Objectives for Transportation Planning 15


Relevant Principle: Integrate Local Land-
Use with Regional Transportation Systems

• Land-use planning and decisions remain a
function of local communities.

• Preserve corridors for future infrastructure
needs.

• Coordinate regional transportation with
centers of development.

• Coordinate transportation decisions with
schools and educational centers.

• Make land-use and transportation decisions
Growth Principles &

based on comprehensive understanding of
Objectives

their impact on each other.

Relevant Principle: Provide Housing for
People in all Life Stages and Incomes

• Encourage an adequate supply of
moderately priced housing near regional job
centers.

• Encourage land use and housing policies
to accommodate the need for a variety of
housing types throughout the region.

• Encourage housing and other development
near transit to maximize the efficiency of the
public transportation system.

Relevant Principle: Ensure
Public Health and Safety

• Encourage communities to develop
transportation facilities that promote
physical activity and healthy living.

• Encourage accessibility
of housing to other
destinations to
enable the routine
use of walking
and bike paths.



• Provide for a safe and adequate water supply
for culinary, sanitation and fire protection
needs.

• Promote interconnected streets to reduce
travel distances.

• Provide efficient police and emergency
access.

• Provide safe access to, and use of, all modes
of transportation.

Enhance the Regional Economy

Growth Principles &
• Improve mobility to foster a robust economy.

Objectives
• Use transportation investments and land use
decisions to develop the regional economy.

• Transportation and land use decisions should
lead to improved quality of life to help retain
and recruit businesses and labor.

• Transportation and land use decisions should
help keep our region an affordable place to
live and do business.

Promote Regional Collaboration
• Encourage collaboration among
government, business, education, civic and
community organizations.

• Coordinate development and maintenance
of regionally significant utilities and
transportation facilities.

• Include a broad base of involvement in the
planning process.

• Coordinate local and regional planning
efforts.

• Promote the sharing of information and
expertise.

Growth Principles & Objectives for Transportation Planning 17


Strengthen Sense of Community

• Preserve environmental, cultural, and
historical assets.

• Promote unity and cohesiveness while
valuing diversity.

• Avoid physically dividing communities.

• Use transportation to bolster town centers.

Protect and Enhance the Environment

• Protect and enhance the natural
Growth Principles &

environment.
Objectives

• Enhance the aesthetic beauty of our built
environment.

• Promote conservation of energy, water, and
regionally significant critical lands.

• Enhance air and water quality.

• Encourage conservation of open space and
irreplaceable natural resources in land use
decisions.

• Create and enhance access to areas of
natural beauty and recreation.

• Encourage community trails coordinated
with regional/state trail systems.



W ASATCH CHOICES 2040 SCENARIO
The Vision Scenario reflects the most popular These villages also help create community gath-
themes from the 13 public workshops held in ering spaces – giving communities a sense of
early 2005. It also reflects results from surveys place. The walkable villages help meet our region’s
that asked people to react to the four scenarios housing needs by creating new opportunities for
of what our region might be like in the year 2040 moderately priced housing, and they create op-
(as outlined on page 9). Three technical advisory portunities for families of moderate means to save
committees, representing planners from the four money by using public transportation.
involved counties, reviewed the Vision Scenario.
The Steering Committee for Wasatch Choices 2040
then formally endorsed the Vision Scenario. The Vision and Critical Lands
The Vision Scenario pictures a comprehensive
Overview of the Vision Scenario system of green corridors connecting communi-
ties with trails and providing green buffers next to
The Vision Scenario aims to represent a pattern of creeks and rivers. Green corridors connect com-
growth and transportation solutions that reflects munities with trails and open space, allowing for
the spirit of the Growth Principles and is plausible increased opportunities for walking, biking, wildlife

Wasatch 2040 Vision
given current development in our region. For viewing and relaxing. Green/natural buffers along
example, the Vision Scenario pictures walkable creeks and rivers provide important critical habi-

Scenario
villages – centers of housing and commercial en- tat for wildlife, while increasing water quality and
terprises arranged in a pedestrian-friendly setting reducing erosion. The Vision also emphasizes the
– developed in areas that are currently used for value of our hillsides for recreation, scenic beauty,
commerce and industry, but not growing in today’s and water supply.
residential subdivisions where such change would
likely not be welcomed by a community. Change
is envisioned primarily in strategic areas of regional
transportation significance – the most central, ac-
cessible and high capacity transportation locations
in our region.

The Vision and
Development Patterns
In the Vision Scenario, the walkable centers of de-
velopment act like a growth sponge; they absorb
future growth that would otherwise occur on the
edge of our suburban cities.

The Wasatch 2040 Vision Scenario 19

Wasatch 2040 Vision
Scenario

20 The Wasatch 2040 Vision Scenario


Wasatch 2040 Vision
Scenario



The Vision and Transportation The Vision Scenario does not prescribe the specific
changes that communities ought to make. There
The Vision Scenario balances a variety of transpor- are many ways that individual jurisdictions could
tation forms: implement the Growth Principles. A public process
in each city that involves local residents, property
• The Vision highlights the role that walking owners, and community leaders results in the best
and bicycling can have in fulfilling some thinking about the best direction for a community.
needed daily trips.

• The Vision recognizes that auto travel The Vision Communicates
will continue to be the dominant form
of transportation. By interconnecting the Benefits of Implementing
boulevards from community to community, the Growth Principles.
the Vision removes the burden of local trips
from cross-county roads like freeways and How do we know that Growth Principles will lead
expressways. to a better quality of life? The Growth Principles
represent an intuitively positive direction. Howev-
• The Vision highlights the value transit has in
er, testing the Vision Scenario using the best avail-
providing a more environmentally-friendly
able methods for projecting development patterns
alternative to auto travel while reducing
and transportation behavior provides additional
household transportation expenses. Transit
support for the value of the Growth Principles. As
is a fundamental component of the Vision.
you’ll see below, the Vision Scenario projects a
As we continue to grow, proper planning and
number of compelling benefits to the quality of life
infrastructure investment will be necessary
Wasatch 2040 Vision

families and individuals would experience in the
to minimize congestion; transit options will
future.
Scenario

also become increasingly important to help
people get to where they need to go.
How Does the Vision Perform?
THE ROLE OF THE When compared to a projection of what 2040
might be like (based on current growth plans and
VISION SCENARIO current planned road and transit projects), the
Wasatch Choices 2040 Vision results in 18% less
congestion, 12% more transit use, and 23 fewer
The Vision Illustrates a square miles of land consumption.
Plausible Future
The Vision Scenario does not intend to predict Why Does the Vision
the future nor pretend to portray the most likely Perform so Well?
future. The long-term future is fundamentally un-
certain. No single long-range scenario should ever In the Vision Scenario, 13% of new growth would
be considered “highly likely.” There are a million occur in a walkable village setting that mixes work-
paths our region could take. However, the Vision force housing with commercial and employment
Scenario does represent a plausible future. destinations, compared to just 4% of new growth
occurring in walkable districts in the “Business

22 The Wasatch 2040 Vision Scenario


as Usual” scenario. This additional walkable de- are forced to take the freeway or commuter rail for
velopment tends to result in shorter auto trips as shorter trips in the Vision Scenario as viable and
commercial destinations are closer to household more cost effective arterials and transitways help
origins. people get where they’re going.

Yet the location of these walkable villages is also
part of the story. In the Vision, 11% of housing and
20% of jobs are within walking distance of high ca-
pacity transit. Currently, about 2% of our region’s
housing and 12% of employment is near high
capacity transit. This helps explain the increase in
transit use in the Vision Scenario, up 260% from
today. The strategic location of this development
at major transportation crossroads also reduces
the driving distance of commutes. Development
located near high capacity transportation facilities
tends to reduce the necessary cross-town driving
distances of residents. This results in more time for
personal interests or endeavors.

Transit-oriented development is also a key mecha-
nism in the Vision Scenario to bring about a

Wasatch 2040 Vision
dramatic increase in the reuse of under utilized
land. Approximately eight percent more future

Scenario
housing development occurs through land reuse
in the 2040 Vision Scenario than in the “Business
as Usual” 2040 scenario. This helps explain the 23
fewer square miles of agricultural and sensitive
lands projected to be consumed through develop-
ment, when compared to the “Business as Usual”
scenario.

What Is the Role of Transportation
in the Vision Scenario?
The Vision Scenario is built on transportation
choice: many more residents have a viable choice
between auto travel, transit, walking ,and bicycling
than under the “Business as Usual” approach to
growth.

The interconnections between roadways are very
important in helping people travel. Fewer people



I MPLEMENTATION STRATEGIES FOR LOCAL
GOVERNMENT
The Growth Principles and Objectives lay the foun- close to existing infrastructure. This can reduce the
dation for maintaining and improving our quality need to build new infrastructure, reducing average
of life as our region continues to grow. Below is a driving distances, and increase transit use, walking
list of ten strategies for local governments to con- and biking.
sider as they think about how to implement the
Growth Principles and Objectives. These strategies
are basic primers intended to highlight initial steps Relevant Principle: Provide Public
and considerations. With each strategy is a list of Infrastructure that Is Efficient and
relevant plans, ordinances, and additional resourc- Adequately Maintained
es to guide implementation efforts.
Objective: Promote redevelopment to better
utilize existing infrastructure
Strategy I: Develop a Local Land Objective: Promote compact development
Reuse Strategy consistent with market demand

Planning Steps for Strategy I
Part A. Identify priority reuse areas in your commu-
nity. Reuse efforts should focus on areas that have
at least three of the following characteristics:
1. The area has under utilized infrastructure.

2. The location includes pedestrian-friendly
Implementation

physical characteristics or the potential for
Strategies

such.

3. Reuse would further other neighborhood
Reusing older buildings and parcels has many benefits for revitalization objectives.
communities: economic revitalization, enhanced aesthet-
ics, reduced development on sensitive lands and greater 4. The area is located close to frequent transit
sense of community character or identity. service and has adequate automobile access.

5. An analysis indicates raw financial potential
Land and building reuse helps cities and towns to for reuse.
remain vital while also protecting urban cores from
deterioration after their first buildings age and 6. An unmet demand for workforce housing
become obsolete. Redevelopment takes growth or compact housing develops in the
pressure off vacant areas and puts people and jobs community.

24 Implementation Strategies for Local Government


7. The area has “character” – a strong identity or
sense of place. Example Plans and Ordinances
MIDVALE CITY
Part B. In the priority reuse areas:
Bingham Junction Redevelopment Area
1. Analyze land-use regulations to see if
Chapter 17-7-9 – BINGHAM JUNCTION ZONE, http://
they allow a sufficient potential return on
www.codepublishing.com/UT/Midvale/midvale17/
investment. If necessary:
midvale177-9.html#17-7-9. Contacts: Planning De-
a. Allow more flexibility in permitted land- partment, Phillip Hill (801) 567-7229 or Lesley Burns
uses; (801) 567-7231)
b. Allow shared parking and reduce MURRAY CITY
minimum parking requirements to free
Transit-Oriented Development District. Chapter
more land for development; and
17.146. Contacts: Community Development Depart-
c. Allow larger buildings (height ment – (801) 270-2420, Ray Christensen, AICP, Senior
requirements or maximum floor-to-area Planner
ratios). OREM CITY
2. Analyze the approval and permitting Midtown Village Zoning. 22-11-36. PD-23 Zone, Page
processes to see if they appropriately 22.10. http://www.orem.org/index.php?option=com_
balance incentives to the private sector wrapper&Itemid=259. Contacts: General Information
(certainty of permitted use, density, and (801) 229-7000
timing) with enough conditional uses to
ensure quality development.
Additional Resources
3. Identify and implement appropriate
redevelopment agency tools to help reduce Envision Utah: Urban Planning Tools for Quality Growth, Chap-
private sector risks and to jump-start market ter 4: Reuse and Infill
interest in a redevelopment area.
Envision Utah: “Brownfield Redevelopment Solutions Toolbox”
4. Maintain an inventory of potential infill sites (available in May 2006)

Implementation
and inform the development community of

Strategies
these locations.

5. Seek to eliminate municipal subsidies for
vacant land development. Ensure that
growth pays its own way, recognizing the
lower public cost of growth through infill and
land reuse.
Considerations for Strategy I
Unused capacity of water and sewer lines should
be part of the consideration in determining prior-
ity reuse areas; if this infrastructure is already used
at capacity, redevelopment costs may be much
higher.

Implementation Strategies for Local Government 25


Strategy II: Provide Incentives for 3. Create and adhere to a phased Capital
Improvement Plan (CIP) for public
Contiguous Growth and Infill infrastructure.

4. Establish an Annexation Boundary in the
General Plan that adequately identifies the
land requirements to accommodate future
growth.

5. Require concurrency in the provision
of local infrastructure (especially water
requirements).
Part B. For Infill:
1. Develop a tiered fee system where fees are
lower for infill development (acknowledging
By growing in a contiguous fashion and encourag- the lower impact of such development).
ing development of isolated vacant parcels (infill
lots), a jurisdiction can reduce the cost of infra- 2. Identify areas on the General Plan
structure, enable the conservation of large tracts of Map where infill development should
land for open space or farming, and avoid the look occur. Development of a “District” or
and feel of hodge-podge development. “Neighborhood Plan” may be necessary.

3. Create infill development guidelines in the
Relevant Principle: Provide Public General Plan (i.e. “Higher densities may occur
Infrastructure that Is Efficient and when certain conditions exist such as a long-
Adequately Maintained term vacant lot in an existing residential area,
a burned-out building, or a non-conforming
Objective: Optimize use and maintenance of lot.”)
existing infrastructure
4. Identify areas with excess water and sewer
Objective: Encourage contiguous growth to infrastructure capacity.
reduce infrastructure expenses
Implementation

5. Create an “Existing Lot of Record Amnesty
Strategies

Ordinance,” allowing development on
Planning Steps for Strategy II existing lots that do not meet the current
zoning requirements. Use the standard,
Part A. For Contiguous Growth: “Could this lot reasonably be assumed to
develop given current standards?” If the
1. Phase-in planned up-zoning of vacant fields
answer is no, grant the lot amnesty.
to encourage contiguous growth.
6. Develop a strategy to encourage infill:
2. Establish a maximum number of vacant
lots or percent of vacant subdivided land a. Alter regulations to enable development
as a ratio of the developed footprint that on otherwise non-conforming
can exist in the community before new properties. For example, minimum
subdivisions are approved. required yard setbacks may preclude
infill development. Adjusting these yard



Example Plans and Ordinances
requirements proportionally to the size of 1. Managing Maryland’s Growth: Models and
the lot may enable development. Guidelines for Infill Development, http://www.
b. In commercial areas, consider reducing mdp.state.md.us/mgs/infill/InfillFinal_1.pdf
parking requirements. Reducing parking
requirements will typically increase 2. Dane County, Wisconsin, Better Urban Infill
development intensities more than Development (BUILD) Information, http://www.
increasing height limits. co.dane.wi.us/plandev/build/default.asp

c. Establish an “overlay” or “floating zone” 3. Resources for Traditional Neighborhood
in the zoning ordinance that modifies Development Ordinances, http://www.asu.
physical requirements, such as minimum edu/caed/proceedings02/OHM/ohm.htm
lot size or required minimum setbacks, to
enable more infill development. 4. Sioux Falls, SD 2015: A Growth Management
Plan, http://www.asu.edu/caed/proceedings02/
d. Expedite the review of infill projects (i.e. SCHMITT/schmitt.htm
allow administrative approval to speed
the process). SANDY CITY, UTAH
e. Use city investments in infrastructure Traditional Neighborhood Development Zone,
improvements to create more Chapter 15-04, http://www.sandy.utah.gov/
opportunities for development of infill UpDownload+index-req-getit-lid-57.html. Contacts:
lots. A special service district is one Planning and Zoning Department, George Shaw,
technique to fund improvements to Planning Director, (801) 568-7261
jump-start development activity. SUMMIT COUNTY, UTAH
Concurrency Standards, Snyderville Basin General
Considerations for Strategy II Plan, 2002. http://www.co.summit.ut.us/communi-
tydevelopment/downloads/snyderville/GeneralPlan.
1. Ensure that there is adequate sewer and pdf. Contact: Summitt County Community Develop-
water infrastructure capacity for the infill ment Michael Barille, Planning Director, ext. 3117
development. MARYLAND
2. Mitigate negative impacts on parking, storm Amnesty Standards, Maryland Department of Plan-

Implementation
drainage, light and air, etc. ning. “Models and Guidelines for Infill Development”

Strategies
(Section III – Components of a Successful Infill Strate-
3. Avoid inappropriate changes of scale gy), http://www.mdp.state.md.us/planningact/down-
between new buildings and existing load/infill.pdf
buildings.
AUSTIN, TX
4. Ensure harmony with historic buildings.
Amnesty Standards, City of Austin , “Special Use Infill
5. Eliminate subsidies for green field Options & Design Tools”. http://www.ci.austin.tx.us/
development, such as road subsidies or zoning/downloads/infill_tools.pdf
utility subsidies.

Massachusetts’ Preservation through Bylaws and Ordinances.
http://commpres.env.state.ma.us/content/ptbo.asp#



Strategy III: Preserve Future corridors. Incorporate those corridors
shown in the Regional Transportation Plan
Transportation and Utility into General Plans. Also incorporate local
Corridors corridors to be preserved. Use a corridor
preservation map to delineate the location
The preservation of of corridors and
corridors has many inform all private
benefits. First, it and public parties
reduces the cost of in the development
providing new or process.
expanded transpor-
3. Local governments
tation facilities and
should learn as much
utilities. It also helps
as possible about
communities mini-
a transportation
mize or avoid envi-
corridor’s location,
ronmental, social, and
width, the properties
economic impacts
that it affects,
from future transpor-
and the available
tation projects and
funding processes
reduces the displace-
and resources.
ment of homes and
The metropolitan
businesses.
planning
organization is
Relevant Principle: Provide Regional usually a good resource for information on
Mobility through a Variety of corridor preservation.
Interconnected Transportation Choices 4. Integrate corridor preservation/access
Objective: Preserve corridors for future management into local development review
infrastructure needs process.

Objective: Encourage cooperation and 5. Use local government regulations and
negotiated development agreements before
Implementation

coordination in the use of transportation and
steps are taken to acquire property.
Strategies

utility corridors and rights-of-way
a. Promote the transferring of development
Objective: Coordinate development and rights out of the corridor. This transfer
maintenance of regionally significant utilities may be coupled with density bonuses to
and transportation facilities compensate for the loss of development
value.
Planning Steps for Strategy III b. Use time-limited conservation
easements.
1. Contact the metropolitan planning
organization if a proposed development falls 6. Utilize both the Corridor Preservation
in a planned corridor. Revolving Loan Fund and the Local Corridor
Preservation Funding programs.
2. Identify future transportation and utility



7. Coordinate approval and permitting actions
with MPO’s, UTA, UDOT and utility companies Example Plans and Ordinances
to maximize the preservation of needed
corridors. WEST VALLEY CITY
Considerations for Strategy III West Valley City General Plan: Vision 2020. http://
www.wvc-ut.gov/comdev/zoning/documents/GPRe-
1. Government agencies should explore the poten-
vised8-30-05.pdf. Contact: Planning Department
tial of collecting some type of compensation from
Main, (801) 963-3312 or Steve Lehman, Senior Plan-
beneficiary property owners, who gain increased
ner, (801) 963-3311
land value as the result of a planned transportation
project. This could take the form of a public/pri-
vate partnership if both sides benefit.
2. Coordinate with adjacent communities the FHWA Transportation Corridor Preservation Annotated
widths and alignments of corridors. Bibliography, May 2000, http://www.fhwa.dot.gov/reales-
tate/cp_bib.htm
Bluegrass Corridor Management Planning Handbook, http://
3. Plan for inter-jurisdictional street and trail con-
www.kytc.state.ky.us/multimodal/Bluegrass/final.exe
nectivity in conjunction with corridor preservation.
(See the strategy “Interconnect Roadways and Methods and Techniques of Corridor Preservation by Gary R.
Pedestrian Paths on page 40.”) Crane, Layton City Attorney
STATE OF UTAH
Statutes on Corridor Preservation
WFRC – Corridor Preservation Committee, http://www.wfrc.
org/committee/corridor.htm
UDOT – Local Corridor Preservation Funding (2005 SB8)
http://www.udot.utah.gov/index.php/m=c/tid=1404

Implementation
Strategies



Strategy IV: Create Walkable Objective: Encourage accessibility of housing
to other destinations to enable the routine
Commercial and Mixed-Use use of walking and bike paths
Districts
Objective: Encourage communities to
develop transportation facilities that
Walkable communities are places where walk-
promote physical activity and healthy living
ing is a viable transportation choice to get from a
home or business to another destination, such as Objective: Enhance the aesthetic beauty of
the store, a park, the bus stop, or school. Exercise our built environment
doesn’t need to be scheduled for people in walk-
able districts; it simply happens as part of individu-
als’ weekly routines. Walkable districts near transit
help transit use to flourish because every transit
trip starts and ends on foot. And walkable districts
give communities an identity, a sense of place that
differentiates them from monotonous forms of
development.

Planning Steps for Strategy IV
Identify vacant or built areas (walkable districts)
where many or all of the following elements exist
or can be created. Develop a plan to create these
characteristics:
Implementation
Strategies

Relevant Principle: Strengthen Sense of 1. The walkable district will have direct
Community pedestrian access to high frequency or high
capacity transit stops and stations.
Relevant Principle: Provide Regional Mobil-
ity through a Variety of Interconnected Trans- 2. There will be more than 3000 total residents
portation Choices and employees within 1/2 mile radius of the
area.
Objective: Encourage future commercial and
residential areas within close proximity of 3. The district will have access to high
each other to reduce travel distances frequency or high capacity transit.

Objective: Support actions that reduce 4. The district will have interconnected streets
growth in per capita vehicle miles of travel and small blocks.



5. The district will have a mix of more than one
land-use (residential and one other). The Example Plans and Ordinances
land-use mix could be from one building
to the next or from one block to the next. SANDY
Mixed-use development does not necessarily
mean residences above commercial 15-04-07 Mixed Use Zone, http://www.sandy.utah.
development. gov/UpDownload+index-req-getit-lid-111.html.
Contacts: Planning and Zoning Department, George
6. The district will have buildings fronting Shaw, Planning Director, (801) 568-7261.
the street. Parking will not be between PROVO
the building and the primary walking
routes; rather, it is on the side or behind the Village at Riverwoods, Chapter 14.49A, http://www.
building. (This does not refer to on-street provo.org/files/comdev/1449.pdf. Contact: Commu-
parking, which is never between a sidewalk nity Development Department, (801) 852-6400, Jim
and a building.) Bryan, Senior Planner.
AUSTIN, TX
7. Architecture will be at “human scale” with
windows and doors facing public walkways. Traditional Neighborhood District, Mixed-Use Zone.
Structures will be architecturally diverse and http://www.ci.austin.tx.us/tnd/
avoid being monotonous. OREGON
8. The district will have traffic speeds that don’t Commercial & Mixed-Use Development Handbook,
negatively impact the walking environment Prepared by the Oregon TGM Program http://www.
(typically 30 mph or less). lcd.state.or.us/LCD/docs/publications/commmixe-
dusecode.pdf
9. The Right of Way will be pleasant for walking.
(Some questions to consider include: How SALT LAKE COUNTY
wide will the sidewalks be? Will there be Neighborhood Commercial Zone, Chapter 19.56 C-1
street trees? Will there be on-street parking? COMMERCIAL ZONE http://ordlink.com/codes/saltlk-
Will crosswalks be present and frequent? Will co/_DATA/TITLE19/Chapter_19_56_C_1_COMMER-
crosswalks be signalized or protected? What CIAL_Z.html. Contact: Planning and Development,
amenities will there be for pedestrians, such (801) 468-2000 , Jeff Daugherty, Division Director.
as benches or fountains?)

Implementation
Strategies
10. Residential areas within walking distances
of the district should have different types of
housing with a variety of sizes and number
Envision Utah Urban Planning Tools for Quality Growth,
of bedrooms, appealing to people within
Chapter 7: “Strategies for Walkable Commercial,” and Chap-
various family cycles and family incomes. ter 3, “Making Our Community a Good Place to Walk.”
Right of Way characteristics: Valley Transportation Author-
ity, “Community Design and Transportation: A Manual of
Best Practices for Integrating Transportation and Land-Use,”
Chapter 5, “Model Places,” 2003.



Strategy V: Plan for Transit
Oriented Development
When work destinations or homes are integrated
with the design of transit stations into a walkable
setting, transit ridership flourishes, the need to
transfer from bus to rail or car to rail is reduced,
and the overall transit experience becomes more
pleasant and convenient. People who live or work
in a pedestrian friendly TOD have been shown to
ride transit at least five times as much as other
people.

Existing conditions without transit oriented development.
Relevant Principle: Integrate Local Land-
Use with Regional Transportation Systems

Objective: Coordinate transportation with
regional employment, housing, educational
and activity centers

Objective: Encourage housing and other
development near transit to maximize the
efficiency of the public transportation system

Planning Steps for Strategy V
Part A. Recognize Scale
1. Regional Issues: The best locations for
transit-oriented development are near: Simulation of the first phase of transit oriented development.
Implementation

a. Rail or bus rapid transit stations
Strategies

b. Intersections with two or more frequent
bus lines

2. District Issues:
a. Extend approximately a quarter-mile
radius around the station (about the
distance most people will walk).
b. Focus on a core – the “bull’s eye” – of the
TOD.
c. Radiate intensity and density out from
the core.
Simulation of the second phase of transit oriented development.



d. Ensure good street and pathway spaces than less efficient isolated private
interconnectivity in the TOD and with parking lots.
adjacent development.
Part B. Site Planning and Quality Design Strategies:
e. Give retail a chance to succeed:
1. Orient buildings to the street.
i. Maximize housing within walking
distance (rooftops). 2. Place entrances to support pedestrian access.

ii. Remember that auto traffic is still 3. Minimize building setbacks.
important for retail at a TOD.
4. Use windows and doors to animate walking
3. Neighborhood Issues: routes and public spaces and avoid blank
a. TOD’s must be walkable. (Refer to the walls.
strategy: “Create Walkable Commercial
5. Hide and screen off street parking. (Parking
and Mixed-Use Districts.”)
activities shouldn’t conflict with primary
b. Mix complementary uses to create more walking routes.)
of a self-sufficient community where
many destinations can be reached on 6. Provide high quality walking and bicycling
foot. amenities (benches, bus shelters, trash cans,
sidewalks, bike paths, and bike racks).
c. Significant minimum densities must be
achieved to help justify investment in 7. Connect with adjacent projects.
transit where it is otherwise less feasible.
(See the table “Appropriate TOD Land- 8. Avoid passive landscaping areas in areas that
Uses” on page 34.) are not intended to accommodate human
use.
d. Design roadways for:
9. Utilize active plazas.
i. Multiple forms of travel, such as auto,
bus, walking, or bicycling; 10. Provide human-scale detail for pedestrians.
ii. Slower traffic speeds (by possibly using
traffic calming devices);

Implementation
iii. Ample on-street parking; and

Strategies
iv. Street trees.
e. Manage Parking. Overall, less parking
is needed in a TOD as more trips are
accomplished by transit, walking and
bicycling. Communities should consider
lower parking requirements in TODs
to help spur private development and
lower housing costs for home buyers.
Generally, parking should be provided
in more efficient forms such as on-street
parking and shared public parking lots
that meet parking demand with fewer



Major Transit
Intersection of
Appropriate TOD Land Uses Station or
Frequent Bus Lines
Intersection
Single-family residential No No
Town-house residential or low-density attached
No Yes
housing (12 to 25 d.u./acre)
Medium density residential (24 to 40 d.u./acre) No Yes

High density residential (>40 d.u./acre) Yes Yes

Offices (public and private) Yes Yes
Regional retail (comparison shopping, long-lasting
purchases, chef restaurants, specialty retail with a Yes No
limited clientele)
Community retail and services (groceries, drugs,
day-to-day purchases, chain restaurants, or retail with Yes Yes
regular, broad clientele)
Neighborhood retail (convenience stores, beauty
Yes Yes
parlors, neighborhood restaurants, etc.)
Institutional uses (hospitals, universities and colleges,
Yes No
museums, sports venues, live performance theaters)
Community amenities (recreation centers, libraries,
Yes Yes
bowling alleys, movie theaters, high schools and
(larger) (smaller)
junior high schools)
Manufacturing/Service industries No In close proximity
Yes Yes
Implementation

Park & Ride Parking (shared with hotel, (shared with retail,
Strategies

retail, other) churches, other)
Kiss & Ride Drop-Off Yes Yes



MIDVALE, UTAH
Transit Oriented Development Zone (TOD),
Chapter 17-7-8. http://www.codepublishing.
com/UT/Midvale/midvale17/midvale177-8.html.
Contact: Planning Department, Phillip Hill, (801)
567-7229.

MURRAY, UTAH
Transit Oriented Development District, Chapter
17.146. http://www.murray.utah.gov/PDF/Rede-
velopment/RDA%20Plan%20for%20public%20r
eview%209_13_2005.pdf. Contact: Community
Development Department, (801) 270-2420, Ray
Christensen, AICP, Senior Planner.

PORTLAND, OREGON
Cascade Station. http://www.portlandonline.
com/shared/cfm/image.cfm?id=53362

Driving Urban Environments: Smart Growth Parking Best
Practices, http://www.smartgrowth.state.md.us/pdf/
Final%20Parking%20Paper.pdf
Alice Larkin Steiner, “Relating Land Use Planning to

Implementation
Transit Accessibility”. http://utah-apa.org/newsletter/

Strategies
News2004/04%20nov.pdf
ENVISION UTAH. Wasatch Front Transit-Oriented Devel-
opment Guidelines
CALIFORNIA. Transit-Oriented Development Study: Fac-
tors for Success in California http://www.dot.ca.gov/hq/
MassTrans/tod.htm
MARYLAND. Driving Urban Environments: Smart
Growth Parking Best Practices. http://www.smart-
growth.state.md.us/pdf/Final%20Parking%20Paper.pdf



Strategy VI: Plan for and preserve their locations at the center of neigh-
borhoods. Doing so improves pedestrian safety,
Build Neighborhood-friendly encourages more active transportation, reduces
Elementary Schools needed automobile travel, which in turn improves
air quality, and provides a greater sense of com-
munity.

Relevant Principle: Ensure Health and Safety

Objective: Encourage accessibility of housing
to other destinations (schools) to enable the
routine use of walking and bike paths.

Relevant Principle: Integrate Local Land-Use
with Regional Transportation Systems.

Objective: Coordinate transportation decisions
Elementary schools can be integrated into the with schools.
fabric of a neighborhood: a place where kids can
walk to school or a community gathering place
that is also available for adult education programs, Planning Steps for Strategy VI
evening civic events, or weekend sports competi-
tions. By doing so, auto trips are made shorter and Part A. Local Government Action Steps:
are reduced in number. In addition to having an 1. Work with school districts to develop
impact on travel patterns within a community, the elementary school siting standards that
location of schools affects home-buying decisions, marry the needs of the school and its
which, in turn, affect travel patterns more broadly. programs with the goal of a complete,
Schools that are located beyond existing develop- school-centered neighborhood (such
ment can encourage inefficient leap frog growth. as by reducing the minimum acreage
requirements).
Implementation

To be at the heart of neighborhood life, elemen-
2. Work with school districts to ensure that
Strategies

tary schools must be sited or renovated as part of
construction funding formulas fairly
a complete neighborhood plan. Unfortunately,
balance renovation of existing schools with
the large minimum acreage requirements for
construction of new facilities.
new schools established by many school districts
are often in conflict with the goal of a neighbor- 3. Work with school districts to select sites for
hood-friendly school. These standards, together future schools.
with a reluctance to consider renovation of exist-
ing schools, often leave little choice but to build 4. Integrate plans for complete neighborhoods
schools on the fringe of existing communities focused on these school sites.
and in such a way that they are difficult to walk to.
These efforts result in a school that has less of an 5. Aim to locate or renovate schools to
integral relationship to neighborhood life. encourage contiguous growth and infill
where possible.
Jurisdictions must plan ahead for school sites to



6. Co-locate community parks with public
schools. Example Plans and Ordinances
7. Consider collaboration among various SOUTH CAROLINA
governmental agencies to encourage
Neighborhood and Community Schools Act – H.
multiple- use schools, including community
3608. http://www.scstatehouse.net/sess115_2003-
centers and libraries.
2004/bills/3608.htm
NORTH CAROLINA
Part B. Neighborhood design strategies that can Good Schools – Good Neighborhoods; The Impacts
encourage safe routes to schools: of State and Local School Board Policies on the
1. Improve pedestrian and bicycle Design and Location of Schools in North Carolina,
infrastructure near schools to promote Center for Urban and Regional Studies (University
physically active travel. of North Carolina at Chapel Hill). http://curs.unc.
edu/pubgrowt.html
2. Connect cul-de-sacs by creating paths and MILWAUKEE, WISCONSIN
short cuts for students (sidewalk easement).
“Neighborhood Schools Plan – Final Report” (August
3. Require new subdivisions to have 14, 2000), Milwaukee Public Schools. http://www2.
interconnected streets, e.g., a grid that milwaukee.k12.wi.us/supt/temp/Neighborhood-
improves the directness of pedestrian routes. SchoolsInitiative/Documents/PDF%20files/NSIFinal-
MAIN.PDF
4. Install sidewalk connections on all sides of
schools.
5. Repair infrastructure that may inhibit walking
or bicycling to schools. Safe Routes to School, Federal Highway Administration.
http://safety.fhwa.dot.gov/saferoutes/

Considerations for Strategy VI Schools for Successful Communities: An Element of Smart
Growth, Council of Educational Facility Planners Internation-
Locate schools on appropriate streets, such as col- al and U.S. EPA, September 2004 http://www.cefpi.org/pdf/
lectors (not too busy for walking and pedestrian SmartGrowthPub.pdf

Implementation
crossings). The Rural School and Community Trust. http://www.rura-

Strategies
ledu.org/newsroom/landforgranted.htm
U.S. EPA. “Travel and Environmental Implications of School
Siting,” October 2003. EPA-231-R-03-004. http://www.epa.
gov/smartgrowth/pdf/school_travel.pdf
PICTURE SMART GROWTH. http://www.picturesmart-
growth.org/schools.html
THE NATIONAL TRUST. http://www.nationaltrust.org/issues/
schools/
BUILDING SCHOOLS ON BROWNFIELDS. http://www.cpeo.
org/pubs/crob/crob-IV-1.html



Strategy VII: Create a Plan Relevant Principle: Provide Housing for
People in All Life Stages and Incomes
for Workforce Housing
Objective: Encourage an adequate supply of
Recent construction trends show there is a grow- moderately priced housing near regional job
ing gap between the homes that are being built centers.
(the supply) and the
homes that families Objective:
can afford (the de- Transportation and
mand). From 1996- land-use decisions
2002, of the 76,000 should help keep our
new homes built in region an affordable
our region, 24% fell place in which to live
in the category of “af- and do business.
fordable units.” Com-
Objective:
paring that with the
Encourage land use
40% affordable units
and housing policies
needed, there was a
to accommodate the
16% shortfall in the
need for a variety
number of housing
of housing types
units (12,050 units)
throughout the
for our middle and
` region.
lower-income families and
residents. There is market
demand for more moder-
Planning Steps
ately-priced housing, but
in many cases, it is a lack for Strategy VII
of zoned sites for such Part A. Communities can
housing that is limiting provide opportunities for
its construction. (Wood, moderately priced housing
2003: Affordable Housing that will be an asset to the
Report. University of Utah community if they:
Implementation

Economic and Business Re-
Strategies

search). This trend negatively affects the regional 1. Locate moderately
transportation system as more families are forced priced housing near amenities, in a mixed-
to: move further from their places of employment, use setting, or near transit; and
drive longer distances, and take more freeway trips
2. Apply common-sense standards to ensure
than necessary. This, in turn, will decrease their
attractive buildings.
likelihood to use public transportation, worsen air
quality, consume more sensitive lands and force
families to spend more money on transportation
Part B. Jurisdictions should estimate projected
than they may otherwise prefer. The zoning prac-
demographic mix for their portion of the region.
tices of local governments that restrict construc-
tion of a variety of housing options are, in effect,
restricting the market supply of more affordable Part C. Jurisdictions should develop a housing
housing closer to existing activities and employ- inventory:
ment centers.



1. Identify current housing supply. 2. Intersperse moderately priced housing using
innovative building types such as live/work
2. Identify needed supply to accommodate townhouses, manor houses, and accessory
projected demographics and income levels. dwelling units.
3. Identify zoned potential for additional 3. Human scaled architecture should greet the
housing. street. Avoid giving the cold shoulder to
the street, require a minimum percentage
4. Develop a housing strategy to accommodate of windows and doors, have the primary
projected deficit by housing type (if entrance face the street, hide some or all of
necessary). the parking to the side or behind buildings.
5. Include a housing element in a community’s 4. Utilize smaller blocks, configure on-street
general plan, which provides for a wide parking, and locate driveways in such a way
range of housing types and housing costs. to increase on-street parking spaces to avoid
spillover into other neighborhoods.
Part D. Affordability is a problem that affects near-
ly every community. To counteract this problem:
1. Provide an opportunity for people to
maintain residency within the community at WELLSVILLE, UTAH
all stages of the life cycle. 17.12.180 – Multi-Family with Single-Family Appear-
ance. Contact: (435) 245-3686
2. Allow people who work in that community
to afford to live in that community. PARK CITY MUNICIPAL CORPORATION, UTAH
15-4 -7. ACCESSORY APARTMENTS. http://www.
3. Have plans and ordinances that permit a parkcity.org/government/codesandpolicies/title_15_
wide range of housing types and housing c_4.html#15-1%20-7.%20AMENDMENTS%20TO%20
costs. THE%20LAND%20MANAGEMENT%20CODE%20AND
%20ZONING%20MAP. Contact: Planning and Zoning,
4. Adopt ordinances that implement the
(435) 615-5060
housing element of the plan. If a community
(city, town, county) or service provider SANDY, UTAH

Implementation
complies with these requirements, its plan MODERATE INCOME HOUSING. http://www.sandy.

Strategies
will meet the requirements of House Bill 295, utah.gov/communitydevelopment.gp_goals_and_
which encourages communities to provide policies.html
adequate affordable housing.

Part E. Many communities have concerns about
the impact of more dense forms of housing in their Envision Utah Compact Housing Toolkit. http://envisionutah.
community. Design strategies can mitigate many org
of these potential negative impacts:
Quality Growth Communities. http://www.governor.utah.
1. Locate moderately priced housing gov/Quality/Definition.doc (Definitions & Requirements).
opportunities near amenities such as parks, http://www.governor.utah.gov/Quality/Communities.htm
walkable commercial, and transit to help (QGC Website)
create areas that are desirable to live in and
well maintained.



Strategy VIII: Interconnect Road- pedestrian. Traffic is dispersed so that no individual
route becomes overloaded with traffic congestion
ways and Pedestrian Paths and, thus, every route has the potential to be a
pleasant place to walk and bicycle. In a diffused,
In the last few decades, growing suburban areas connected pattern, the most visible and successful
have commonly been building hierarchical street locations for commercial development are at the
systems where local streets, often with extensive intersections, so commercial development tends to
cul-de-sacs, are designed to purposefully prevent concentrate there, helping the street maintain its
through traffic. This means ability to keep traffic flowing.
that many miles of streets
have been built that cannot
effectively be used as transpor- Getting the streets connected is
tation routes, concentrating a fundamental strategy: build-
traffic on to a smaller number ings come and go over time,
of through streets. The high but rights of way can last for
concentration of traffic on these centuries.
arterials makes them desir-
able for commercial develop-
ment, which tends to appear in
Relevant Principle: Ensure
strips along their entire length. Public Health and Safety
The downside of this form of
Objective: Promote intercon-
development is that the numer-
nected streets to reduce travel
ous access points on and off
Connected street pattern. distances.
the arterial greatly reduces the
street’s ability to handle traffic. Objective: Provide efficient
The high concentration of traffic police and emergency access.
helps these commercial devel-
opments thrive, which in turn Objective: Provide safe access
spoils the efficiency of move- to, and use of, all modes of
ment on these arterials. In turn, transportation.
the adjacent collectors and
local streets are incapable of
Implementation

absorbing some of the conges- Planning Steps for Strategy
Strategies

tion because they do not con- VIII
nect. Meanwhile, the pattern of
disconnected streets increases 1. Develop a local
distances for walkers and bicy- transportation plan in
clists. Arterials can present a cooperation with adjacent
downright hostile experience communities and your
for bicyclists and walkers. Disconnected cul-de-sac pattern. metropolitan planning
organization to interconnect
roadways; thus enabling their continuation
In a connected pattern, such as a traditional grid of to serve future growth.
streets, there are a variety of possible routes to get
from point A to point B. Driving distances shrink as 2. Establish maximum block sizes for future
cars move more “as the crow flies,” and walking ac- development to ensure a minimum street
tivity increases as more trips are short enough for a connectivity standard. To handle traffic, the



maximum block size should be inversely
related to density: higher density should Example Plans and Ordinances
have smaller blocks.

3. Develop a strategy for priority modifications
to the existing road and pedestrian travel SPRINGVILLE
system to improve access to transportation 14-5-102: Block Standards. http://www.springville.
facilities. This strategy should examine both org/municipalcode/Title_14.pdf. Contact: Planning &
auto and non-auto access. Zoning Department, Laura Boyd, (801) 491-7804.

4. Plan for wide spacing of nodes, but skinnier
roads. Often the reason traffic is congested Additional Resources
is intersections with insufficient capacity.
Traffic moving capacity is needed more OAKLAND, CALIFORNIA. Pedestrian Master Plan. http://
at the nodes (intersections) to account www.oaklandnet.com/government/Pedestrian/index.html
for turning movements, while the streets
PORTLAND, OREGON. Pedestrian Master Plan. http://www.
between intersections may be narrower if
portlandonline.com/transportation/index.cfm?c=37064
there are minimal turning movements. This
strategy works well with a connected street
system in which most streets are viewed
as not just a route to move people and
goods from place to place, but also a place
that adds to the quality of life of adjoining
neighborhoods.

5. Plan roads to support many forms of travel,
such as auto, bike, pedestrian, transit and
trail systems. With the establishment of a
connected street pattern, walkable street
cross sections on many arterials that fit with
planned walkable development can be
adopted. These include ample sidewalks,
parkstrips with street trees, on-street parking

Implementation
Strategies
to provide a safety buffer for pedestrians
and to slow traffic, sidewalk bulb-outs, and
narrower street widths.

6. Local streets that connect do not necessarily
need to be through streets. Cut-through
traffic can be discouraged with traffic
calming and connected street patterns that
meander or are otherwise not attractive to
cross-town commuters.

7. Seek to link community trail systems with
regional/state trail systems.



Strategy IX: Plan for Job Centers our region’s economic pie. In the long run, this is
more beneficial to all communities than just com-
and Economic Development peting for pieces of a smaller economic pie.
Readiness
Relevant Principle: Enhance the Regional
Economy

Objective: Encourage a balance of jobs and
housing in each part of the region to reduce
travel distances.

Objective: Use transportation investments
and land use decisions to develop the
regional economy.

Planning Steps for Strategy IX

Many jurisdictions focus on attracting retail devel- The survey on the following page will help you
opment to maintain a healthy municipal budget. understand how ready your community is to grow
This is an understandable strategy from a local “traded sector” jobs and understand the basic
perspective, since using retail sales tax revenue planning remedies needed to improve your eco-
may provide immediate benefits to a municipality’s nomic development readiness.
short-term budget. In the long term, concentrat-
ing on retail growth doesn’t contribute significant-
ly to regional wealth creation or competitiveness.
Retail generally serves local residents, moving
money around the region rather than bringing
new dollars into the region.

When export-oriented companies seek to relocate
Implementation

or expand, they look for locations that are central
Strategies

to the labor market and sites with good transporta-
tion access. If prospective companies have only
a limited number of sites in our region that meet
these needs, they are less likely to choose or stay
within our region. Further, such a strategy will
tend to make job sites less accessible to labor mar-
kets over time, thus increasing the distances that
workers must travel to get to work.

Planning for job centers that can house wealth-
generating companies strengthens the regional
economy. Enabling high-paying, wealth-generat-
ing jobs to locate within a community help to grow



INSTRUCTIONS: For each item, please indicate the level of current capacity and capability you feel your community/area
has in place right now to meet the standard indicated. Use the following numerical indicators (you can think of the num-
bers as percentages: 1=10%, 2=20%, 3=30%, etc):

Low (1-3) Medium (4-6) High (7-9)
1 = none, or almost none 4 = some, but not nearly enough 7 = pretty good, feel pretty competitive
2 = a little, but really not much 5 = about half of what’s needed 8 = really in good shape, strong factor
3 = some, but still pretty meager 6 = okay, improving, but need more 9 = almost perfect, extremely strong

I. DIRECT INPUT FACTORS
Land and Buildings
[__] 1. We have sufficient and appropriate types of land, buildings and capital available to sustain the level of
increased economic development we desire over the next 10 years.
[__] 2. There are programs and services in place appropriate to incentivize/support the rezoning, sale and
development of land tracts and buildings to reach our economic development goals.
Labor
[__] 3. There are sufficient amounts of (and incentives for) available labor, training mechanisms for and data on
workforce needs to meet current and future labor force requirements.
[__] 4. There is a regional workforce plan available to coordinate available resources and help develop additional
resources to ensure adequate workers to reach our goals.
Natural Resources
[__] 5. Our community is actively engaged in preserving and regulating its critical natural resources.

II. FACTORS DIRECTLY AFFECTING INPUT COSTS AND OUTPUT REVENUES
Location relative to supplies and markets
[__] 6. Transportation systems are adequate to meet current and expected future growth.
[__] 7. There is a comprehensive transportation plan available to coordinate future development.
Infrastructure and utilities
[__] 8. The community has enough critical infrastructure systems and services for existing and near-term future
development requirements, as well as the means to develop expansion.
[__] 9. There are comprehensive, up-to-date infrastructure development plans in place.

III. FACTORS INDIRECTLY AFFECTING INPUT COSTS
Amenity and other quality of life factors

Implementation
[__] 10. Our area has an adequate supply of housing and personal lifestyle support services.

Strategies
[__] 11. Our area has high quality education, cultural, recreation and business services.
Government policies, regulations and leadership
[__] 12. Local governments have updated comprehensive plans integrated to our development goals.
[__] 13. Our government institutions have the professional staff, local ordinances, administrative
procedures and political ability in place to support land development to reach our goals.
Organization for economic development
[__] 14. Our area has highly qualified economic development professionals, programs and agencies.
[__] 15. We have completely integrated economic development plans for business retention, targeted attraction,
cluster and individual growth, and effective plan monitoring and implementation.

Average your scores:
Low (1-3) Medium (4-6) High (7-9)
1 = Low, almost none, little 4 = Med., under half of need 7 = High, pretty good shape
2 = Low, a little, not much 5 = Med., about half of need 8 = High, very well developed
3 = Low, some, very basic 6 = Med., over half of need 9 = High, top 10% nationwide



Strategy X: Plan to Minimize
Development and Maximize
Conservation on and near Critical
WASHINGTON COUNTY, UTAH Lands
Used in Envision Utah Local Government Economic
Development Toolbox. Contact: Planning Depart- “...The need for breathing spaces and recreation
ment, (435) 634-5701 (Deon Goheen) grounds is being forced upon the attention of
practical men, who are learning to appreciate the
fact that a city, in order to be a good labor-market,
BOX ELDER COUNTY, UTAH must provide for the health and pleasure of the
Community Development 2000; Strategic Plan and great body of workers.” -- Daniel Burnham
Annual Report. http://www.boxelder.org/beced/
stplan/chairman.html. Contact: (435) 734-3300

BRIGHAM CITY, UTAH
Brigham City Economic Development Strategic Plan.
http://www.boxelder.org/beced/stplan/sec1.html.
Contact: (435) 734-6616 Planning & Zoning Dept.,
Mark Teuscher, Supervisor/City Planner.

FUTUREWORKS (ARLINGTON, MA). “Thinking and Acting
Regionally In the Greater Wasatch Area: Implications for
Local Economic Development Practice”. Erin Flynn, Ph.D. The Wasatch Front’s access to incredible natural
(VP, FutureWorks). http://www.futureworks-web.com/pdf/ areas sets it apart from so many other urban areas.
Case%20Book.pdf While the canyons will always be there, we need to
take steps now to ensure that parks, natural areas,
ENVISION UTAH. Local Government Economic Development
and trails are within easy reach of all our communi-
Implementation

Toolbox. http://www.envisionutah.org
ties, not just those near the foothills.
Strategies

Sensitive lands generally fall under three cat-
egories, including, 1) Natural Hazard Areas (land
subject to slope failure, flooding, and wildfire, etc.),
2) Environmentally Sensitive Areas, such as prime
habitat and wetlands, and 3) Open Space or Agri-
cultural Lands.

Often, conserving land can solve many problems.
For example, ground water recharge areas can
couple as critical habitat areas, and absorb ground
water that is routed for culinary water use.



Relevant Principle: Protect and Enhance the 6. Coordinate community trail systems with
Environment adjacent jurisdictions to create regional trail
systems and work with your MPO to connect
Objective: Protect and enhance the natural parks and open space areas.
environment.

Objective: Encourage conservation of open
space and irreplaceable natural resources in
land use and transportation decisions.
MAPLETON CITY, UTAH
Objective: Create and enhance access to areas Transfer of Development Rights Ordinance.
of natural beauty and recreation. http://66.113.195.234/UT/Mapleton%20City/index.
htm. http://landuse.law.pace.edu/landuse/docu-
ments/laws/reg8/UT-ORD-Mapleton-TDR.doc. Con-
Planning Steps for Strategy X tact: Community Development Department, (801)
489-6138.
1. Map critical lands and adopt a critical lands
map. The Governor’s Office of Planning and
Budget has a list of critical lands categories FARMINGTON CITY, UTAH
for consideration in creating your map Cluster Development Ordinance – Chapter 12.
(See http://governor.utah.gov/planning/ http://farmington.utah.gov/index.php?module=ib
CriticalLandsEncyclopedia.htm). cms&fxn=community_development.zoning_ch12 .
Contact: (801) 451-2382 Planning Department, David
2. Communicate with land owners of mapped
E. Petersen, City Planner.
critical lands so that they can make informed
decisions about how to use their land.

3. Enable the private sector to cluster Additional Resources
development to conserve sensitive land
corridors. ENVISION UTAH, Urban Planning Tools for Quality Growth.
http://www.envisionutah.org
4. Enable the private sector to use Transfer of UTAH GOVERNOR’S OFFICE OF PLANNING AND BUDGET .
Development Rights (TDR) to encourage Critical Lands Planning Toolkit, http://www.planning.utah.

Implementation
development away from sensitive areas: gov/CriticalLandsHome.htm. Contact: Laura Bohn, GOPB,

Strategies
(801) 538-1027.
a. Allow developers to increase density
in strategic areas by purchasing
development rights from landowners of
sensitive lands.
b. Explore density bonus incentives
to encourage transfer, or sale of
development rights.

5. Explore purchase of development right (PDR)
funding mechanisms. Consider local sources
to match state and federal grant sources.



C ONCLUSION
Getting from the Vision to the Local Government Visits
Regional Transportation Plan and
Staff presented the approved Regional Growth
Implementation Principles and Vision Scenario to all but a few ju-
risdictions in the Wasatch Front Regional Council’s
Making the Transition region. Each governing body was asked to support
the Growth Principles and Vision. By indicating
support, they gave WFRC the go-ahead to consider
Finding ways to incorporate the Regional Growth
the way the Vision Scenario might impact long-
Principles and the “Vision” into the Regional Trans-
term transportation needs when developing the
portation Plan (RTP) remains a challenge. It is im-
RTP. MAG Staff presented the Growth Principles
perative for the RTP to reflect the Regional Growth
to the Regional Planning Committee, which is
Principles and Vision, since the preamble to the
comprised of a county commissioner and all of the
Regional Growth Principles includes the following:
mayors of the jurisdictions within the Metropolitan
“Along with other required transportation factors,
Planning Organization boundary.
the growth principles will be the foundation and
framework for developing performance criteria,
such as those dealing with environmental quality, The vast majority of WFRC jurisdictions indicated
economic growth cost effectiveness, enhanced their support. Some jurisdictions were hesitant to
mobility, safety, and other like criteria. These make a decision until they could better ascertain
criteria will then be used as a tool in identifying the implications to their jurisdiction and follow-up
projects for the Plan that best fulfill the objectives visits were conducted with them. In a few cases,
of the growth principles.” jurisdictions selected other growth assumptions
than those outlined in the Vision Scenario. MAG’s
Regional Planning Committee approved the
Project and System Evaluation Growth Principles as good planning practices.
Criteria
The Regional Growth Committee and Regional Refining the “Vision”
Council have developed and tentatively approved
for use evaluation/performance criteria. The WFRC staff evaluated the responses from the juris-
criteria will be used on a system and project-level dictions and made the necessary revisions to the
analysis. The WFRC will give greater consideration Vision Scenario. The Vision, which generally calls
– and higher prioritization to – the system and for new or enhanced activity centers coordinated
with high capacity public transportation and road-
Conclusion

projects that best fit the objectives and policies
of the Growth Principles and Vision. While the ways, was translated into a planning database that
Regional Planning Committee of MAG has ac- includes assumptions about future population,
cepted the Growth Principle as guidelines, they will employment and land-use. This database provides
not necessarily rank projects based on the Growth the information required to project future trans-
Principles. portation needs.

46 Conclusion


Implementation Strategies
Cities and counties are encouraged to adopt the
Growth Principles and to incorporate them as they
update their general plans. A few jurisdictions
have adopted the Regional Growth Principles and
are using them as they consider changes to plans
and ordinances.

After the Growth Principles and Vision Scenario
were finalized, the Regional Growth/Steering Com-
mittee developed voluntary strategies to imple-
ment the Growth Principles and Vision Scenario.
These strategies are primarily directed to local
governments, since they are responsible to plan for
the land-use development of their communities.
These voluntary implementation strategies are
included in this document beginning on page 24.

Regional Thinking, Local Action
Wasatch Choices 2040 is really about the “big pic-
ture.” It is about defining our future quality of life
and the future character of our community. We all
live in our individual neighborhoods and homes,
but we are part of something bigger. Our activities
and the activities of those we are connected to cre-
ate a region-wide fabric of community. We depend
on our neighboring communities and surrounding
countryside for jobs, clean air and water, and peace
of mind. The growth principles in this document
are a call to action. We recognize that the chal-
lenge of shaping our future is a regional endeavor
to create a whole that is greater than the sum of
its parts. We can be a conglomeration of isolated
communities at odds with one another, or we can
take action through our local governments and our
public process to enhance and maintain our world
class region for generations to come.
Conclusion

Conclusion 47

KEEP UTAH MOVING

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roads and supplying construction materials for projects throughout Utah.
The Utah Department of Transportation honored Staker & Parson
Companies as its 2005 Large Project Contractor of the Year based on
nominations from Resident Engineers who manage projects throughout
the state. Staker & Parson Companies is honored to partner with UDOT
to help build quality transportation projects in Utah.
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A Four County Land-Use and Transportation Vision

Wasatch Choices 2040

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