St. Louis Zoo Expansion Framework Plan (2013)

7/29/2019 St. Louis Zoo Expansion Framework Plan (2013)

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S a i n t L o u i s

FRAMEWORK P

Framework Plan 2013


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S a i n t L

FRAMEW


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cONtENts

INtRODUctION

Why a Framework Plan?

Goals

Team

PLANNING PROcEss

Project Timeline

Meetings

Public Engagement

Open House #1

Open House #2

REsEARcH, PLAN EVOLUtION & MARK

Project Kick-off

Analysis

Charrette

Programming / Icons

Market Analysis

FRAMEWORK

Plan Recommendations

Illustrative Plan

NEXt stEPs

Framework Plan Implementat ion

Phasing

Closing Comments

APPENDIX

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

AcKNOWLEDGEMENts

The Expansion Framework Plan reects the culmination of a nearly six month process to

establish the Saint Louis Zoo and communitys vision for the future.

sAINt LOUIs ZOO PLANNING cOMMIttEE

Mary CampbellImmediatePast President, Saint Louis ZooAssociation

Hon. James F. ConwayChairman, Saint Louis ZooCommission

Terry DaughertyNeighborhoodRepresentative

Lou Hamilton Government Affairs andPublic CommunicationsConsultant

Lesley HoffarthPresident andExecutive Director, Forest Park Forever

Bill KennebeckNeighborhoodRepresentative

Peggy RitterPresident, Saint Louis ZooAssociation

Winthrop B. Reed, IIICommissioner, Saint Louis ZooCommission

Don RoeDirectorof Planning andUrban Design, City of Saint Louis

James G. SansoneSaint Louis ZooCommissioner

Mark J. SchnuckSaint Louis ZooCommissioner

Dan SkillmanCommissionerParks Division, City of Saint Louis

Todd WaeltermanDirector, Streets Department, Cityof Saint Louis

sAINt LOUIs ZOO ADVIsORy GROUPJoseph T. AmbroseBoardof Directors, Saint LouisZoo Association

JoAnn ArnoldSaint Louis ZooCommissioner

G. Andrew FranzformerBoard of Directors, Saint LouisZoo Association

Jeffrey L. FoxBoardof Directors, Saint Louis ZooAssociation

Walter J. GalvinPast President, Saint LouisZoo Association

Janis G. GoldsteinformerBoard of Directors, Saint Louis ZooAssociation

Karl GriceBoardof Directors, Saint Louis ZooAssociation

Fred F. Guyton ZooPlanning Strategist, PGAV Destinations

Jay G. HengesViceChairman, Saint Louis ZooCommission

Bill Holekamp formerBoard of Directors, Saint LouisZoo Association

Bruce B. HollandBoardof Directors, Saint LouisZoo Association

Joseph F. Imbs, IIIExecutiveCommittee, Saint Louis ZooAssociation

Todd J. KorteformerBoard of Directors, Saint LouisZoo Association

Martin J. Lyons, Jr.Boardof Directors, Saint Louis ZooAssociation

John McDonnell Saint Louis ZooAdvisor

Patrick J. MooreBoardof Directors, Saint LouisZoo Association

Andy Newman Saint Louis ZooAdvisor

Robert F. OLoughlinExecutiveCommittee, Saint Louis ZooAssociation

Sally H. RothBoardof Directors, Saint Louis ZooAssociation

Steve SchankmanChairEmeritus, Saint Louis ZooCommission

John SchaperkotterFormerBoard of Directors, Saint Louis ZooAssociation

John SimmonsBoardof Directors, Saint Louis ZooAssociation

Thad SimonsBoardof Directors, Saint Louis ZooAssociation

Rex Sinqueeld Saint Louis ZooAdvisor

Robert B. Smith, IIIBoardof Directors, Saint Louis ZooAssociation

Michael H. StaenbergBoardof Directors, Saint Louis ZooAssociation

Lawrence E. ThomasExecutiveCommittee, Saint Louis ZooAssociation

Mahlon B. Wallace, III Emeritus Member, Saint Louis ZooAssociation

sAINt LOUIs ZOO cONsULtANt tEAM

SWT DesignJim Wolterman Co-Founder, PrincipalIn Charge

Ted H. Spaid Co-Founder, LeadDesigner

Bonnie C. Roy Principal, Project Manager

Derek Don

Uhlir Consulting

Edward K. UhlirPresident, UrbanPlanner

HR&AEconomic Advisors

Jamie Toress SpringerPartner

Kate Wittels Director

Max ZarinAnalyst

Vector Communications

Jessica Perkins Partner

Atia Thurman

Lawrence Group

Tim Rowbottom Principal

Dennis McGrath SeniorAssociate, DesignDirector

Crawford Bunte Brammeier

Carrie Falkenrath SeniorTransportation Engineer

Horner and Shifrin

Gino Bernardez VicePresident

Ramin Ashrafzadeh Transportation/ CivilProject Manager

Cowell Engineering

Jean Cowell Principal

sAINt LOUIs ZOO EXEcUtIVE stAFF

Jeffrey P. Bonner, Ph.D., DanaBrownPresident andCEO

Dr. Eric Miller, DVM SeniorVice President, ZoologicalOperations & Director,

WildCareInstitute

Steve Barth VicePresident, Business Operations & CFO

Jack Grisham VicePresident, AnimalCollections

Wyndell Hill VicePresident, InternalRelations

Cynthia Holter, CFRE VicePresident, ExternalRelations

David McGuire, AIA VicePresident, Architecture& Planning

GUEst cHARREttE cONsULtANts

Jumana Broderson TheJco

Greg Dykstra CLRDesign

Fred GuytonPGAV Destinations

Ana Hernandez AFHDesign

Keith McClintock ThePorticoGroup

Craig Rhodes GLMV Architecture


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INtRIn 2012, the Saint Louis Zoo set an all-timeattendance record of over 3.5 million visitors.

IF tHE cOMPONENts OF tHE FRAMEWORK

PLAN ARE IMPLEMENtED OVER tIME, It Is

LIKELy tHAt tHE ZOO cOULD INcREAsE

Its yEARLy VIsItAtION by 25%.


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8 | INTRODUCTION

conervaion

establishing a

raising awaren

Naive Pollina

native pollinato

of wildlife, ecos

saharan Wild

to the plight of

to address the

Zoo and its pa

decreed the fo

animals.

Avian Healh in he Galapago Iland: The Zoo is studying the health of

the unique birds on these islands to prevent their extinction from diseases,

and training Ecuadorian scientists and rangers to recognize and test for

diseases.

Large carnivore in Afria : The Zoo is helping survey the health and

numbers of wild cheetahs and other large carnivores and working to reduce

conicts with livestock by teaching ranchers how to co-exist with these

important predators.

Fore Park conervaion: The Zoo is studying native wildlife in its

backyard of Forest Park.

Hellender in Miouri: The Center and the Missouri Department of

Conservation are breeding Ozark hellbenders in captivitya rst for either

of the two subspecies of hellbender. This decade-long collaboration has

yielded thousands of baby hellbenders.

INtRODUctIONThe Saint Louis Zoo is one of the greatest in the world. It is also one of only

three large, accredited free zoos in the United States. For more than 100

years, the Saint Louis Zoo has served its community, and its inuence has

extended across ve continents. Today zoos are critical in preserving the

Earths legacy with wildlife habitats dwindling and species vanishing at an

alarming rate. The following mission of the Saint Louis Zoo continues to

guide the institution into the future:

T missin t Saint Lis Z is t cnsrv animals and tir

abitats tr animal manamnt, rsarc, rcratin, and

dcatinal prrams tat ncra t spprt and nric t

princ t pblic.

The Saint Louis Zoo, prior to the framework plan, also developed a vision

for the next 30 years that focuses on combining service to community and

conservation focused program as follows:

ANIMALS ALWAYS r visin r t Saint Lis Z is a samlssly

intratd, wrld-class cnsrvatin ranizatin linkin an nad lcal

adinc and i-qality lcal prrams t cnsrvatin rts in t wild,

in r rin, and intrnatinally.

In 2008, the Saint Louis Zoo announced a Strategic Plan for the New

Millennium. That plan included seven goals that, if executed, will bring the

Zoo well into the 21st century. It is important to restate these goals because

the framework plan was developed to suggest ways in which these goals

could be advanced.

In 2012 the former 13.5-acre Forest Park Hospital site became availableand was purchased by the Saint Louis Zoo Association. The association

is a private, nonprot organization with a volunteer board of business and

community leaders providing leadership for fundraising and other activities

at the Zoo. The property was purchased from Medline Industries, Inc., with

funds from the association (and not from taxpayer revenue).

Although the former hospital site is across Interstate-64 from the Zoo, it

is close to Forest Park, is directly south of the Zoo and is physically not

far from the Zoos existing south entrance. Purchase of this site offered

a once-in-a-lifetime opportunity to fulll the Zoos stated mission and the

only opportunity for the Zoo to expand in its 100-year history. It would have

been extremely difcult to accomplish the strategic plan goals without the

purchase of additional property because the Zoo is effectively landlocked

inside Forest Park and cannot expand within the park.

Immediately after the purchase of the hospital site, the Zoo Board and

leadership decided that they needed a comprehensive exploration of the

capabilities of the south expansion site and the modications, improvem ents

or additions to the existing Zoo within Forest Park. Through competitive

sAINt LOUIs ZOO cORE VALUEs

Stewardship: The Zoo is motivated by respect and concern for itssurroundings. The Zoo is constantly improving its ability to sustain animals

in its care, serve a range of communities and conserve the world in which

we live.

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

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

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

Knowledge: The Zoo is a place of science, learning and education,encouraging everyone to use this knowledge to promote the conservation

of all species.

Integrity: The Zoo fosters an open exchange of ideas and information andadvocates for all members of its team to be leaders in pursuing excellence.

Diversity: The Zoo values the importance of diversity in natureamonganimals and people.

Accountability: The Zoo emphasizes efciency, quality and the optimaluse of resources in all aspects if its operations, ensuring that it remains a

responsible guardian of the trust the community places in it.

OPPORtUNItIEs WItH EXPANsIONWith the opportunity to expand, the Saint Louis Zoo has a unique chance to

amplify its conservation, research and educational outreach.

Conservation

The Saint Louis Zoo is a world leader in saving endangered species and

their habitats. Many of the animals you see at the Zoo are threatened in the

wild by shrinking habitats, disease and poaching. The need for conservation

is greater than ever, with one vertebrate species disappearing from the Earth

every day. Ultimately, there is a need to save the ecosystems on which

animals and humans depend.

The Saint Louis Zoo WildCare Institute, with the support of its Conservation

Fellows, takes a holistic approach to troubled ecosystems by addressing

three key ingredients in conservation success: wildlife management and

recovery, conservation science and support of the human populations that

coexist with wildlife.

Currently the Zoo has twelve centers actively conserving animals and their

habitats. The Zoo is dedicated to creating a sustainable future for wildlife and

for people around the world. These 12 cen ters include:

Amerian buring beele: this center and its partners reintroduced Zoo-

bred American burying beetlesfor the rst time ever in Missouriacross

the 4,040-acre WahKon-Tah Prairie in Southwest Missouri.

process, the Zoo to selected a team of consultants who would be able to

create a physical and operational vision for the future The Framework

Plan.

The Saint Louis Zoo Expansion Framework Plan explores and evaluates

the potential of realizing the strategic plan goals as well as establishes new

goals and guidelines for future development.

tHE stRAtEGIc PLAN GOALs Provide for the highest standards of animal care and welfare while creating

dynamic exhibits that are exciting to the public which link to the Zoos

conservation message.

Build upon the Saint Louis Zoos reputation of the nations best visitor

experience among zoos and aquariums.

Position the Saint Louis Zoo as a world leader in wildlife conservation,

research, development and advocacy.

Propose developing a new 21st century paradigm of conservation education

that connects people of all ages and backgrounds to nature and wildlife.

Focus on the need to upgrade and further develop the physical infrastructure

of the Zoo, emphasizing innovative technology and environmentally sensitive

design.

Support the employee and human resources necessary for the Zoo to

remain world-class and an innovative workplace of choice.

Provide for generating sufcient nancial resources and relationships tobuild a sustainable institution into the 21st century.

SAINT LouIS Zoo heLLBeNDeR KeePeR ChAWNA SChueTTe, AND

NATuRALIST INSTRuCToR MIChAeL DAWSoN, Co-LeADeRS of A BIoBLITZ

gRouP, TRY To IDeNTIfY TADPoLeS fouNDDuRINg A BIoBLITZ TouR

fRIDAY, SePT. 7, 2012, INfoReST PARK.

Horn of Afria conervaion: The Zoo is helping raise awareness

and support for the wildlife of the Horn of Africathrough cooperative

conservation, research and education programs for such species as the

Grevys zebra, mountain nyala, Spekes gazelle, hirola, African elephant and

Ethiopian wolf.

Lemur in Madagaar: The Zoo is studying the health and genetics of

endangered lemurs and teaching local students and rangers how to manage

and protect the remaining lemur populations.

Horned Guan in Mexio and Guaemala : The Zoo is studying the habits

of the horned guan in order to develop a recovery plan for this endangered

bird and teaching local communities how to farm in more habitat-friendly

ways.

PhoTo BYSAINT LouIS Zoo.

Weern Aia

Israel, Lebanon

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focused on co

include the Ca

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feNNeCfox IN

Zoo.


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10 | INTRODUCTION

WHy A FRAMEWORK PLAN?The Saint Louis Zoos Expansion Framework Plan is intended to be a

dynamic, living document -- a starting point for long-term growth. It will guide

the Zoo in its development, providing a tool for making decisions now and

well into the future. The framework plan will allow the Zoo to make smarter

short-term decisions as it continues to realize the long-term vision.

The framework plan is necessary now because the Zoos mission has

changed over the past century to include research, conservation and

educationall to ensure that more of Earths species can be saved and

protected. Urban zoos have a more difcult time fullling that goal because

they nd it very challenging to grow physically. Financing any expansion can

be cost-prohibitive, and continuous funding is unpredictable.

This plan will be particularly important in helping the Zoo satisfy multiple

goals and respond to a range of diverse needs and stakeholders, providing a

mechanism for the Zoo to move beyond its existing boundaries and to share

its resources and expertise with the broader community.

The Zoo staff, volunteer leadership, consultants and design team worked for

several months with the community to dene a common vision for the future

development of the Zoo.

Unlike the existing Zoo campus in Forest Park, the expansion site is next to

a residential neighborhood and retail corridor. This site will be developed in

partnership with that areas resident and business communities. The goal is

to not only benet the Zoo but to enhance the economic viability and quality

of life for these neighborhoods. Together, the planning team identied the

Zoos needs and physical and operational challenges and developed a plan

that suggests a direction for the next 20 to 30 years.

FRAMEWORK PLAN PREcEDENtsFramework plans are a fairly new approach used by governments and

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

several very successful examples:

the Linoln Park Framework Plan - began in 1991 and published in 1995.

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

decisions on the future of Lincoln Park, Chicagos largest park at 1,200 acres

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

improvement budget for the Park, a resource to educate existing and new

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

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

still considered a guideline for future improvements. The framework plan

provided an assessment of the impact of each proposed change before

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

resources.

the bloomingdale Framework Plan - published in 2011 and managed

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

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

abandoned railroad viaduct into a lineal park and bicycle trail connecting

a series of very diverse neighborhoods. The framework plan reects and

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

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

the trust for public land, and the community. This plan sets the stage for

achieving many goals and is anticipated to continue to be a meaningful guide

for the Bloomingdale Trail and Park over time.

the Norherl Iland Framework Plan - published in 2011 by the Chicago

Park District and prepared by outside consultants. This plan developed a

vision for the 91-acre former site of the Meigs Field airport after analyzing

many plans and ideas that were created dating from 1990. With public input

the overwhelming response was that the new park should be an inspirational

outdoor experience strengthening Chicagos position as a green city for the

21st century. Aframework for future development includes an ecological

park experience, offshore islands, a new concert venue, an improved marina

and expanded beach with water recreational opportunities. Construction has

begun on shoreline improvements, and the other ideas will be fully developed

as separate master plans in the future.

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University, in th

institution and

State has deve

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Research

When animals in the wild are threatened by loss of habitat, zoos can help

provide a safety net and breeding ground for endangered populations. But

providing shelter is just a small part of helping these species. With proper

care and management, Saint Louis Zoo curators, keepers, nutritionists and

veterinarians make sure the animals have healthy food, adequate space,

stimulating activities and the best health possible.

The Saint Louis Zoos experts conduct research that is used to protect

and manage animal populations both in captivity and in the wild. From

managing when and what animals breed to studying disease and behavior,

the Zoo hopes to gain an understanding of animals at the Zoo and apply

this information to the conservation of the species in the wild. By studying

the behavior, hormones, reproduction and nutrition of captive animals, Saint

Louis Zoo scientists can better help the animals being protected by Zoo

WildCare Institute centers.

The Zoos assisted reproduction studies help augment the populations of

endangered species. The Saint Louis Zoo is also one of only a few zoos

studying the important effects of animalshormones on their reproduction.

In addition, the Zoos behavior studies are invaluable tools for supplementing

data on similar animals in the wild.

The work Zoo scientists do to learn about the nutritional needs of diverse

animals can have a great impact on their survival. These scientists use the

latest developments in wildlife veterinary medicine to insure that the animals

in their care receive the very best health care available today. Much of what

they learn about Zoo animals can then be applied to animals in the wild.

Education

The Saint Louis Zoos educational services are an integral part of the

institutions commitment to conservation. Since the 1960s, the Zoo has

offered engaging programs, exhibits and materials that educate the

community about wildlife, help visitors feel more connected to animals, and

motivate them to take action to preserve the natural world.

Tens of thousands of school children and adults attend classroom

presentations, Zoo tours, overnights and outreach programs. Summer and

weekend programs for all ages bring the excitement of learning about wildlife

to visitors. Loan materials, like hands-on kits, videos and activity books,

available through the Zoos Library and Teacher Resource Center, help area

educators integrate conservation education into the classroom curriculum.

Teacher workshops provide training in science and conservation education

in a variety of zoological topics and in the use of the Zoo as an educational

resource.

Zoo visitors will nd opportunities to learn in every corner of the campus,

from educational signs and interactives, to encounters with interpreters

and naturalists. And of course, just watching the animals is an educational

experience unto itself.

PhoTo BY SAINT LouIS Zoo. PhoTo BY SAINT LouIS Zoo.

TH I L I | I I I

TT T

Name Annual Visitation A dmission

Saint Louis Zoo 3.5M Free

S ai nt L ou is C ar di na ls 3 .1 M $ 15 a nd u p

Gateway Arch 2.6MFree

($10 fortram)

St. Louis Science Center 1.2M Free

Missouri Botanical Garden 900,000 $ 8

City Museum 700,000 $12

SaintLouis ArtMuseum 500,000 Free

MissouriHistory Museum 360,000 Free

WorldAquarium N/A $18

Source: Organizationwebsites

ZOO VIsItAtION GROWtHThe Saint Louis Zoo reported record attendance in 2012 of just over 3.5

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

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

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

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

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

both public and private support, we can continue to be Americas number

one zoo for years to come.

The framework plan explores ways for the Saint Louis Zoo can build on

its success and continue to position itself as the regions top visitor

destination.

The chart below shows how Saint Louis Zoo attendance ranks against other

St. Louis attractions and institutions.


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12 | INTRODUCTION

FRAMEWORK PLAN GOALs

Create a 20- to 30-year vision

Support the Saint Louis Zoos Mission Animals Always

Create a cohesive Zoo campus experience

Engage the community in a public participation process

Improve the visitor experience

Enhance adjacent neighborhoods and Forest Park

Increase visitor parking supply

Improve waynding and trafc congestion

Strengthen visibility and identity of the Zoo

Consider revenue generating concepts

Develop market-based and mission-based program

Consider funding and donor opportunities

Strengthen Zoo operations and employee retention

sUPPORt: sustain, assist, reinforcecONNEct:join, link, bring togetherENHANcE: improve, enrich, developAttRAct: draw, entice, interest

FRAMEWORK PLAN PRINcIPLEsThe design team, in consultation with the Zoo staff and board, developed

four major principles that would be the basis for building the framework

plan as follows:

ATTRACT to bring new visitors, repeat visitors and further the Zoos

conservation mission, several prospects are considered, including new

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

themed visitor amenities, Zoo rides, expanded Emerson Childrens Zoo

experiences, event spaces and educational opportunities.

ENHANCE to improve options for visitors and the community several

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

opportunities, expanded and enhanced park and public space that could

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

event spaces.

CONNECT to link the expansion site to the existing Zoo campus several

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

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

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

expansion site and the Dogtown community would benet from an improved

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

is strategic road closures that would improve the streetscape and trafc

circulation, with minimal inconvenience to local residents.

SUPPORT to fulll and enhance the Zoos mission several Zoo

operations could be relocated to the expansion site, including administrative

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

The expansion site could also fulll an important animal science and

conservation mission with an educational component. For the Zoo to

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

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

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

up space on the existing campus for new animal exhibits.


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14 | INTRODUCTION

PROJEct tEAMThe Saint Louis Zoo hired SWT Design to lead a team of diverse consultants

and guide them through a rigorous six-month planning process. The

framework plan team included several local St. Louis rms; Lawrence

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

Horner&Shifrin (Civil Engineering), Cowell Engineering (Structural Engineering)

and Vector Communications (Public Communications). The team also

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

LLC. and Executive Director of Millennium Park, as well as New York City

based HR&AAdvisors (Economic Advisors).

We have assembled a great team to move forward in developing

this site and believe with their guidance, this property will help the

Zoo further its mission of enhancing the visitor experience and will

signicantly improve the site to the benet of the city, region and

nearby communities,

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

The Saint Louis Zoo organized both an Expansion Planning Committee as

well as an Expansion Advisory Group. These committees included Zoo

Commissioners, members of the Association, representatives from various

park and planning departments of the City of St. Louis and select members

of the community. Both committees met with the design team throughout the

planning process to provide feedback and direction on the framework plan

as it was developed.

At the heart ofthe process was the Saint Louis Zoos Strategic Operations

Committee. Consisting of the Zoos executive staff, these leaders challenged,

supported, and embraced the framework plan as an integral and critical step

towards to the future.

TeAMoRgANIZATIoN

Advis

ory

Group

Saint Louis ZooPlanning

Comm

ittee/Stakeholde

rs

UhlirConsulting

Edward Uhlir

Project Visionary

HR&AAdvisors

Jamie SpringerEconomic

Market Analysis

Crawford

Bunte

Brammeier

Carrie FalkenrathTransportation

Vector

Communications

Jessica PerkinsPublic Engagement

Horner & Shifrin

GenovevoBernardez

Civil Engineering

LawrenceGroup

Tim RowbottomPlanning &

Urban Design

Jim WoltermanPrincipal in Charge

Bonnie RoyProject Manager

TedSpaid-Lea

dDesigner

SWT Design

Project Lead

Landscape Architecture /Urban Design

CowellEngineering

Jean CowellStructural

Engineering

sWt DEsIGN

SWT Design is comprised of a team of diverse

professionals, including landscape architects, planners,

and urban designers. SWT Designs diverse project

portfolio and design professional team brings an

integrated, interdisciplinary approach to provide creative

and comprehensive solutions. SWT Design approaches

design challenges with the understanding that there is

a range of possible solutions that must be explored to

ensure the client receives the greatest value d riven results.

The rm has earned a reputation for its environmentally-

responsible design solutions. SWT Design led the

framework plan consultant team bringing expertise in the

elds of urban design, landscape architecture, planning

and project management. Through inclusive public

engagement and design workshops, the design team

developed a framework plan that will serve as a living

document to guide the production of the Zoos revised

strategic plan.

UHLIR cONsULtING

Ed K. Uhlir is the President of Uhlir Consulting LLC, which

is an independent architectural and planning design

consultancy. Mr. Uhlir has over 35 years experience

designing and constructing parks. As the Project Design

Director for Chicagos Millennium Park, he prepared the

master plan, coordinated the design teams and artists

and was the liaison between the philanthropic community

and the Mayor of Chicago. He is the Co-Chair of the

City Parks Alliance, a national organization that supports

urban parks. He is also a Professor in Architecture at

the Illinois Institute of Technology. His expertise in the

creative design and funding of major urban public spaces

is sought by cities around the world.

HR&A ADVIsORs

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

development, real estate and public policy consulting.

HR&A brings extensive experience advising on some

of the most complicated real estate and economic

development projects in communities across the country.

Equipped with a unique understanding of the intersection

of the public and private sectors, HR&Aexcel s in matching

the organizational goals of our clients to market-oriented

pragmatism. HR&As approach has allowed hundreds of

public and private clients to transform public infrastructure,

real estate and economic development concepts rst into

actionable plans, then into job-producing, community-

strengthening assets.

tHE LAWRENcE GROUP

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

is an architectural, interior design and planning rm

organized into studios, with each studio specializing

in a particular market sector. The groups expertise

balances the often opposing needs of program, design,

budget, and schedule for complex mixed-use commercial,

entertainment, and retail projects. LGA provided design

leadership on the complex mixed-use commercial,entertainment and retail components of the framework

plan.

cRAWFORD, bUNtE, bRAMMEIER (cbb)

Established in 1973, CBB is a regional leader in the

highly specialized elds of trafc engineering and

transportation planning. CBBs staff includes trafc

engineers, transportation planners, and designers with

extensive experience in a vast array of projects. For the

framework plan, CBB made recommendations related to

four signicant areas of focus: access, circulation, parking

and connectivity.


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plaNNINGThe process for the framework plan lasted 6months, included participation from over 500

individuals within the community and included

two public open houses.

The fRamewORk plaN wIll be a

GUIDING TOOl fOR The ZOO OveR TheNexT 30 yeaRs.


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18 | planning process

ACQUISITION OF EXPANSION PROPERTYFALL2012 - The Saint Louis Zoo Association closed on thepurchase of the 13.5-acre Forest park Hospital site at 6150

Oakland Avenue in the City of St. Louis. The association isa private, nonprot organization with a volunteer board of

business and communit leaders providing leadership for

fund-raising and other activities at the Zoo. The propert waspurchased with funds from the association (and not from

taxpayer revenue).

SELECTION OF CONSULTANT TEAMThe Saint Louis Zoo selected SWT Design to lead ateam of diverse consultants, including Millennium Park

Executive Director Ed Uhlir. Project team professions

also include architects, economic advisors, civilengineers, trafc engineers, structural engineers and

public relation specialists.

PLANNING COMMITTEEKick-Off Meeting and listening session

with Expansion Planning Committee.

PLANNING COMMITTEEMeeting to review data collection,

dene project goals, and preparefor research / analysis phase.

FOREST PARK ADVISORY BOARD

Review of planning process and framework plan goals.

PLANNING COMMITTEEProject Meeting

PUBLIC OPEN HOUSE #1The Zoo and its consultant team hosted an open house

to obtain public input on the expansion project.

STRATEGIC OPERATIONS COMMITTEEProject Meeting

FOCUS GROUP - BUSINESS OPERATIONSBrainstorming session with Zoo departments.

FOCUS GROUP - EDUCATION /

VETERINARY / RESEARCHBrainstorming session with Zoo departments.

EXPANSION ADVISORY GROUPPresentation and Workshop with Saint Louis Zoo

Expansion Advisory Group.

FOCUS GROUP - ANIMAL DIVISIONBrainstorming session with Zoo departments.

FOCUS GROUP - HUMAN RESOURCES

Brainstorming session with Zoo departments.

CHARRETTEZoo staff and volunteers, communit representatives,

regional leaders, consultants and experts inzoological design participated in a design workshop/

visioning charrette. Acharrette is an intensel focused

session that uses a collaborative approach to createrealistic and achievable designs that work. The Zoos

da-long charrette was a cooperative effort amongdiverse participants and generated man unique

ideas and concepts.





SAINT LOUIS ZOO FACILITIES &

GROUNDS COMMITTEEProject Meeting

SAINT LOUIS ZOO

IMPLEMENTATION COMMITTEEProject Meeting



EXPANSION ADVISORY GROUPPresentation and Workshop with Saint Louis Zoo

Expansion Advisory Group.

PUBLIC OPEN HOUSE #2The Zoo and its consultant team hosted an openhouse to exhibit the framework plan and obtain

public input on the expansion project.

FOREST PARK ADVISORY BOARDReview of planning process and framework plan goals.

LOCAL ALDERMEN PREVIEWMeeting with Aldermen of Wards 17, 24, and 28.

DATA COLLECTION RESEARCH / ANALySIS / PRELIMINARy

FRAMEWORK

CHARETTE PLAN EVOLUTION / FINAL FRAMEWORK PLAN

STRATEGIC PLAN

UPDATE / FACILITIES

MASTER PLAN

PROJECT

INITIATION

project timeline


11/63


11

2 2 36 7 7

810 11

16 17

29

36

pUBlicoUtreAcH metHoDS

ENGAGEMENT PROCESS / PUBLIC OUTREACH

Th st lu Z d t d tm uht t mxmz ttd t

th ub hu by u th fw uth mthd:

Postcard mailed to approximately 1,400 residents and businesses

wth m du f th x t

Open house announcement posted on the Zoos website

Email broadcast distributed to attendees from the rst open house

(wh vdd th m fmt)

Email announcements and phone calls to Dogtown neighborhood

t ttv

Email messages with event yer sent to the Dogtown Business

Association, the Dogtown Historical Society and local schools

Printed announcements hand-delivered to Cheltenham and Hi-

pt hbhd t f dtbut t th dt

Email notice sent to Zoo board members and donors

Announcement circulated to Zoo employees

Press releases distributed to media contacts

openHoUSe #1, DecemBer2012

ADViSorYGroUp meetinG, jAnUArY2013

cHArrette, jAnUArY2013

Th h bw utt th fquy f uth mthd td

hu tt mmt fm:

PARTICIPANTS RESIdING NEAR THE ZOO

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t. Th jt h tttd th tt fm tz v thuhut th

mtt d byd.

NEIGHBOR

nty- (99

Dogtown, whic

Franz Park, H

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Heights, Skinke

Skinker and Ri

66%Y

34%n

PUBLIC OPEN HOUSE #1 PARTICIPATION


12/63


OPEN HOU

According to th

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and landmark

visitors, improv

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vu (m

ub t),

tut)

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transport

experience

convenience

streetscape

integrate

trafc

iconic

PeaceBridge Calgary, Canada

OlympicSculptureParkSeattle, Washington StreetcarPortland, Oregon

Trolley Disney

AerialTramPortland,Oregon

TramDisney

SwirlingArt Bridge DesMoines, Iowa SwirlingArt Bridge DesMoines, Iowa

GreenStreet Project Portland, Oregon

join

linkbridge

greenway

experience

iconic

Helix Bridge MarinaBay, Singapore

HelixBridge MarinaBay, Singapore

BPBridge-MilleniumPark Chicago, Illinois

BPBridge-MilleniumPark Chicago, Illinois

ZubZuriFootbridge Bilbao, Spain

TianjinEye Tianjin, China

CriagieburnBypassBridge Melbourne, Australia

CriagieburnBypassBridge Melbourne, Australia

CulturalTrail Indianapolis, Indiana

I-70LandbridgeCompetition

assist

educateconservation

partnership

ecology

employsustainable

ExistingMOB BuildingSaint LouisZoo

Kansas CityPublicLibrary ParkingGarage KansasCity,Missouri

NovusInternational St. Charles, Missouri

Saint LouisZoo

OaklandZoo Oakland, California

ResearchBuilding Universityof Washington

sustainable

research

management

preserveimprove

outreach

transit

OrthweinAnimalNutritionCenter Saint Louis Zoo

Novus International St. Charles, Missouri

Hellbender

SolarParkingShade CincinnatiZoo

SolarParkingShade CincinnatiZoo

Saint LouisZoo

Novus International St. Charles, Missouri

GreenwaySelf Park Chicago, Illinois

BeckmanCenterSanDiegoZoo

Transit Station Portugal

Transit Station Croatia

18KowloonEast Garage Kowloon, HongKong

PUBLIC OPEN HOUSE #1

As part of the framework plans public engagement process, the Saint Louis

Zoo and its consultant team hosted an open house on Tuesday, December

11, 2012, at the Zoos Living World from 4:00 p.m. to 7:00 p m. The purpose

f th hu w t tdu th fmwk tudy d t bt ut

and ideas for expansion. More than 180 people participated, including

local elected ofcials, residents of nearby neighborhoods, Zoo volunteer

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

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f mt b dd.

at th hu , ttd vwd dhw, vtd fmt

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and discussion at stations specically focused on the four design principles:

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drawing on maps and/or placing post-it notes on a board. Following the

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Zoos website. Citizens had about a month to complete the online comment

fm, b th wbt.

More than 200 comment forms were submitted to the project team, either at

th hu th wbt fm. addt fmt w td

fm th hu t-t t tvty, d v ttd vdd

ut m tht w vdd.

LondonEye LondonEngland

TheNationalAquarium Baltimore, Maryland PhiladelphiaZoo Philadelphia,Pennsylvania

BaliZoo Indonesia

LondonEye LondonEngland

GeorgiaAquariumAtlanta, Georgia

AtlantaBotanicalGardenTreeWalkAtlanta, Georgia

AtlantaBotanicalGardenTreeWalk Atlanta, Georgia

PhiladelphiaZooAnimalTrailPhiladelphia, Pennsylvania

PhiladelphiaZooAnimalTrailPhiladelphia, Pennsylvania

CaliforniaAcademy of Sciences SanFrancisco, California

CaliforniaAcademy of Sciences SanFrancisco, CA

CaliforniaAcademy of Sciences SanFrancisco, California

CaliforniaAcademyof Sciences SanFrancisco, California

LondonZooAviary London, England

TreeTopWalk BavarianNationalForest, Germany

TreeTopWalk BavarianNationalForest, Germany

Monterey Bay Aquarium Monterey, California

GenovaAquarium Italy

AdelaideZooAustralia

NewSt. PetersburgZoo(proposed) St. Petersburg, Russia

MontrealBiodomeMontreal, Canada

MontrealBiodomeMontreal, Canada

MorrisArboretumPhiladelphia, Pennsylvania

MorrisArboretumPhiladelphia, Pennsylvania

GardensBytheBay MarinaBay, Signapore Gardens By theBay MarinaBay, Signapore

Gardens By theBay MarinaBay, Signapore

Gardens By theBay MarinaBay, Signapore

GardensBytheBay MarinaBay,Signapore

connectactivate

strengthen

services

retailplay

open space amenity

hotel

Farm-in-the-ZooLincolnPark Zoo

EasternMarket WashingtonDC

CumberlandParkNasvhille, Tennessee

CumberlandParkNasvhille, Tennessee

BrooklynBotanic GardenVisitors Center Brooklyn, NY

JamisonSquare Portland, Oregon

AnimalKingdomLodge Orlando, Florida

OprylandHotel Nashville, Tennessee OprylandHotel Nashville, Tennessee

Music ExperienceProject Seattle, Washington

Wolf PenAmphitheater CollegeStation, Texas


13/63


PUBLIC OPEN HOUSE #2

i k wth th t t tt ub mt

f th fmwk , th st lu Z d t utt tm htd

a second open house on May 1, 2013, approximately ve months after its

rst open house event. More than 170 people attended this open house to

tu dy, vw tt by th d tm d vd ut

th .

The open house was held from 4:00 p.m. to 7:00 p.m. in The Living World

t th st lu Z. aft t, ttd td th w tud

f Th lv Wd wh thy ud vw dy bd, tw dhw

(y tuuy) d tb md f th fmwk .

Facilitated presentations in the audi torium were offered at 4:30 p.m. and 6:00

.m. attd w ud t vd fdbk v mmt fm.

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and framework plan recommendations. The framework plan, which reects

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is the launching point for the Zoos strategic and master planning initiatives.

Did you attend the frst Open House inDecember 2012?

59%no

41%yes

proViDinG FeeDBAcK ViAtHe comment Form jimWoltermAn, SWt DeSiGn, eXplAinS tHe moDelto AttenDeeS

Dr. BonnerGiVinG AninterVieW WitHAlocAl rADio StAtion openHoUSe AttenDee completinG Acomment Form

openHoUSe AttenDeeS VieWinG tHe moDel

preSentAtioninSiDe tHe AnHeUSer BUScHtHeAter

reVieWinG tHe project timeline

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OPEN HOU

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Access to the

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14/63

ReseaRCh, plaN evO

maRkeT

For the rst time in the history of the Zoo, the

boundary of the Zoo will extend outside of Forest

Park.

The fRamewORk plaN wIll help

esTablIsh a physICal aND eCONOmIC

CONNeCTION wITh DOGTOwN aND seRveas a CaTalysT fOR NeIGhbORhOOD

ImpROvemeNT aND jOb CReaTION.

PROJECTKICK OFF WHAT DOES IT MEAN TO BE A


15/63

28 | research, planevolution& MarKetanalYsis

WHICH ZOOS DO YOU ADMIRE AND WHY?a m y g kg q w d d g

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SAINT LOUIS ZOO

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BRONX ZOO

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$17 adm

SAN DIEGO ZOO

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WOODLAND PAR

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PROJECT KICK-OFFa bgg f , kk-ff mg w d fmz

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

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WHAT DOES IT MEAN TO BE AWORLD CLASS ZOO?

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WHAT DOES THIS PROJECT MEAN TO THE

NEIGHBORHOOD / REGION?

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KICK-OFFMEETING SITE TOUR

KICK-OFFMEETINGKICK-OFFMEETING

DISTRICTANALYSIS


16/63


DISTRICTt mg

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ST. LOUIS

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DOGTOWN

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ST. LOUISCOMMUNITYCOLLEGE

THE GROVE

BJC/ WASHU

MEDICALCENTER

THE CENTRALWEST END

Warren

St. Charles

St. LouisCounty

Jefferson

Franklin

Monroe

St. Clair

Madison

St. LouisCity

300mile

s

METROPOLITANMAP

REGIONALMAP

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ANALYSIS

A REGIONAL ATTRACTIONt s l Z d w F pk, 1,293- k,

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(approximately, a ve-hour drive) capture area that positions the Saint Louis

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MISSOURI HISTORY

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17/63


J EC T E | I T L UI I

GOVERNMENT HILL

ST. LOUISSCIENCE CENTER

DUALPATH

THE MUNY

THE BOATHOUSE

GRANDBASIN

THE SAINT LOUISART MUSEUM

THE

SAINT LOUISZOO

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LEGEND

Forest Park is home to ve of the regions major institutions: the Saint

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make possible the extraordinary quality of these ve civic institutions that

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the Boathouse Restaurant and dozens of ball elds and trails. The park

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1904 Wd F c b, k dw $100 m

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nancial sustainability and visitor experiences.

NEIGHBORHOOD CONTEXT DOGTOWN DEMOGRAPHICS


18/63


.95 sq miland area of Dogtown

6,000+residents of Dogtown

3,200households

40%of Dogtown residents are between

the ages of 20-34

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trafc and parking impact, improved access to Forest Park, increased retail

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infrastructure of Dogtown and benet its residents and businesses. Specic

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be dened as a part of the future strategic planning and master planning

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

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the hill

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Forthe purposes of theframework plan, Dogtownis denedas includingthe

neighborhoods of Hi-Pointe, Clayton-Tammand Franz Park.

VEHICULAR ACCESSe Z d d b d d

Kingshighway Boulevard is also hampered during peak hours with trafc

g c W ed d BJc/Wg uy MdDemrBvd


19/63


10%

3%

4%60%

7%4%

4%4%

4%

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the Zoo; sixty percent of the parks vehicular trafc utilizes this entrance.

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waynding inadequacies.

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LEGEND

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EXISTING CIRCULATIONag gd y d g wk f

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

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20/63


ag gd y d g wk f

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

gy m Z. D

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f g F pk . W k, g m f

pedestrian and bicycle trafc as well as parking maneuvers that create

conicts to efcient vehicular movements.

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a F pk; hm a dy

b i 64 d i 44, w m f F pk

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okd, cy, d Bd a hm w 800

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back trafc up through the roundabout and for si gnicant distances upstream

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large numbers of visitors coming to the Zoo and other park attractions, trafc

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

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mm f F pk ty (dd g 33) d

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

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trafc can still be overwhelming.

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

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M Dm f t (MDot). W Z

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

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

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hm g d m d g wg

fm bd dd. ag ,

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

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

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Dogtown neighborhood, Tamm is indeed a signicant pedestrian gateway to

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LEGEND

1

2

3

4

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W D.

1 Forest Park Access, Circulation, andParking Study; February 2008

ROAD NETt

PARKINGv kg f Z fmy dd w . F, 2008 F pk a, c d pkg sdy Fdg


21/63


b.

connections to

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d $10 . pkg f zd (b, m

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add k g w 5-m wk f Z

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300- kg gg b d a Mm d

d J, 2013. t f $5 f mm mmb

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F pk a, c d pkg sdy (s. l

Board of Public Service, February 2008) identied roughly 900 spaces within

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dg m m d.

There is inadequate parking near the Zoo to meet the Zoos parking

dmd.

The north and south lots ll or approach capacity on average seventy days

f y dg Parking & Circulation Analysis Final Report

by l.e. hf (2007).

The Zoo estimates that they need approximately 600 additional parking

dg Parking & Circulation Analysis Final Reportby l. e.

hf (2007).

Trafc congestion is heightened due to searching for available parking, and

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Pedestrian conicts occur along Government Drive due to the lack of

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parking efciency around the Zoo.

Picnic areas along Wells Drive and Government Drive compete for parking

w Z d f d dgd

kg d- ff z .

Parking in the neighborhoods near the Tamm Bridge is heavily used by Zoo

.

Approximately 300 to 400 daily employees park in the western portion of

Z kg dg wk dy d ff- m.

okndave

clytonave

Mnch

estera

ve

h m p

t o n

a v e

i-64/i-40

i-44

h

W

G

B

c

o

LEGEND

WELLS DRIVEW D w- d d F pk my g k

HAMPTON AVENUEhm a mj - bdg x

CIRCULATION CONSIDERATIONSt Z x w y d w kg m d w

PEDESTRIAN ACCESS

pd d w b d by d


22/63


. W k ( m gwy

hm, tmm D d skk Bd

) w mb f k dwy, f

Z d Jw Bx. o by k wkd, W f wmd

by the volume of trafc. The roundabout intersection of Wells, Hampton, and

c y bm d f m k

gwy d xmy i-64 d Z kg .

F m f g, W dwk y d w x

f d w dwk, d gm w f tmm

D w dwk b d. pkg wd g

b d f W f m f g, x f gm bw

db hm/c d tmm. t gm

signicant because it is sandwiched between the Zoo exhibit grounds and

the Zoo south parking lot, creating signicant potential for pedestrian and

vehicle conicts. Although there is a pedestrian bridge between the south

kg d Z , d .

t f g kg fm kg

Zoo expansion site provides some opportunities to recongure Wells and

eliminate the potential for pedestrian/vehicular conicts. One possibility

d b W f xg Z kg (

bdy f Z y). t wd q

f d f tmm d w

xg F pk d ym ( d w), w

y d . o , W wd ky

f m d dy.

t W d bw tmm d hm/

c gm f W my d

Z kg . t wd ff m g Z

y d F pk d ym. i wd

m bm hm/c/

W db by mg g f db. t

wd q b g F pk

and vehicular and pedestrian waynding.

d. hm F pk, i 64, i 44,

and, eventually, Interstate 55 further south. A lthough Hampton has ve to six

w dy , mb f g g d

and signicant peak period trafc volumes result in congested conditions and

g q (mm g f d bw g). t

g f hm d i-64 my gwy F

Park; the interchange accommodates a signicant volume of trafc and is

gy gd dg k d, my d g

dj g ( i-64, k , g

). t dj g zd w gy 500

f f i-64 g okd, cy d Bd. D

f d g hm, mm

bd gzd , w b fg f

drivers and present difculties for planning modications and improvements

d. Dg k d g dd md dy

g mm hm. o wkd, m q g

d g bd hm i-64 g d

northbound Hampton is caused by trafc queues extending out of Forest

pk.

cg hm y dg k wkd

f Z d f F pk. o dy, g k

g q hm g g d qg

bd hm d i-64 x m. v q

g m f i-64 m .

pg f d wk dg Z x d d

y m f hm a. cd

d b g gz g, wd d g by, f

xm.

Because the trafc operations on Hampton are so dependent on the signals,

y g d d g g f gz

opportunities and impacts. Modications to Hampton will require close

d w cy f s. l d M Dm f

Transportation (MoDOT). Modications to the I-64 interchange would also

q fm dm d fm Fd hgwy

adm (FhWa).

f Z, b d y d w f

d kg f f F pk f z Z kg

d/ d g k. a d fm d

kg wd b dd hm a

d, w b i 64 d 44. s fg kg fm

the existing Zoo lots to the expansion will reduce the volume of trafc utilizing

bd hm a g w i-64, dg g

d qg d mg . t f

of Zoo patron vehicular and parking trafc is likely to provide a benet to

the internal circulation of Forest Park, most signicantly on Concourse,

Wg, Gm d W D.

TRAFFIC

In addition, expansion-related site improvements could modi fy trafc patterns

w wk dg x , g md

trafc operations for neighborhood residents and visitors. Ultimately the

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

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

k d wk; d d, by mdfyg d g

d wk.

TRANSIT

Gy, y mm w

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

mm , d w md

w f b d y w. Mlk w

b md.

I-64/40

okndave

Berthdave

clyto

nave

h m p

t

a v

Gr ahamst

tmm

ave

Wells Dr

Be

tmm

ave

HAMPTONAVENUE LOOKING NORTHAT BERTHOLDAVENUE

d bdg bw x d xg

Z m. t k d d w

ddy m mmy d d d .

Any modications to the road network provide the opportunity to enhance

both vehicular and pedestrian waynding for both the Zoo and Forest Park.

Waynding should be incorporated at all levels, from a regional perspective

(paths to and from the interstates) to specic paths (Ive parked my car,

w d d i wk?).

t fwg g x d, m d

ggd g.

CLAYTON AVENUEcy a gy fm d bd f x

BERTHOLD AVENUEBd a Z x ,

GRAHAM STREETGm s fm mjy f w bdy f Z


23/63


site. Clayton is also a signicant minor arterial within the study area due

cy f w s. l

cy. W dy , cy b Bd a d

hm a kwd . u w d

to the difcult sight distance, these present difculties with trafc operations

(.g., gz d d mmd.) cy mg

okd, f hm.

B f kwd dg dwy d m

okd, cy dd w dg

d d wk. t w gm

f f cy a: cy f hm okd, d

cy w f hm Bd. cg f gm

could be benecial for the operations on Hampton due to a reduced need for

gzd d- mm. cg my wd

m gzd fm hm, g y f

that segment and, ultimately, benetting the entire network, including the

i-64 g d d fm F pk. c f w

gm wd m kwd Bd.

c f y f cy wd d d dj

intersections on Hampton as well as the I-64 interchange. Modications

d b qd okd d/ Bd mmd dd

mm. c f gm wd d d

dj dm; f w gm d

.

g Gm s w d w hm a

d. i bw, Bd cy a kwd

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

fy . W f Gm, Bd d

gbd dg w cy gy bk

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

w f hm. o bk f hm, Bd d

hgd dm, dg f m f

b d d my d kg gg. tf,

Bd hm y g k mm

m d gzd d y y f

d dd hm mk d f . t

for any modications to the intersection at Hampton are minimal due to the

signicance of and lack of alternatives for the Highlands connection.

Bd y d xg kg gg, b

dd fy fm mjy f x . Z

zg xg gg w d Bd - m

Z m, qg d mmd. cy

dwk b d f Bd g dy .

B f m , my f g

Bd f cy. t Bd wd bm

d x xg gg y. t d

d g hm cy d d m w

m w Gm. i d b dd

f Bd my.

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

f d wk. hw, d

d b g d f kg gg d

mmd f b d d w

x . p d ddy dd, m wy,

bm kwd f Bd d cy.

i-64/40

okndave

Berthdave

clyto

nave

h m p

t

a v

Gr aham

st

tmm

ave

Wells Dr

Be

tmm

ave

BERTHOLD AVENUE LOOKING EAST

x , d y -wy d zd f d

d - kg. t wd mmd kg

b d f wd dg . t dwk b d f

g f Gm.

o Gm s w-wy bd w

d dg, kg d d f d m

alignment (by realigning the intersections at Berthold). Th is modication

provides multiple opportunities to dene and soften the site boundaries,

x , kg d d mmd f

by d, d m fy by mg d d mg

Bd.

l d d d b kg d

g d my g Z k

gbd d f x . cf d

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

i-64/40

okndave

Berthdave

clyto

nave

h m p

t

a v

Graham

st

tmm

ave

Wells Dr

GRAHAMSTREET LOOKING SOUTH

WALKING DISTANCESt Z y w f-bd kg m,

d i my f kg

OAKLAND AVENUEOakland Avenue is a minor arterial of local signicance because it parallels

i 64 d mj : skk/Mcd


24/63


d . i my f kg

f . My k w F pk j byd

Z. W Z f w xdg f i 64 d

kg x , dy w md

b dd g wkg d d w mm

kg . t w dd , d w

existing Zoo entrances, represent a typical ve-minute walk at a moderate

. e 1/4-m (1,250 f) g, w bd g

dd f b wkg d.

t dgm g gy m wkg d,

gg fm 2.5-m wk f wd k xg s

l 9-m wk w kg g Gm D, w f t

lg Wd.

ATYPICAL 5MINUTE WALKING DISTANCE

EXISTING SOUTHLOT -2.5 MINUTE WALK / 730

ART MUSEUM- 6MINUTE WALK / 1,685

EXISTING NOR

OAKLANDAVEN

GOVERNMENT

i-64 d mj - : skk/Mcd,

hm d Kggwy. i d b d f

of Oakland has modied since the reconstruction of I-64 removed ramp

okd f skk/Mcd. okd y

four lanes of trafc between Skinker/McCausland and Hampton. However,

cy f s. l dg wg dwy

dwk b d d d bk ddd

b d. e w d w , okd xd

to operate near capacity as the current trafc volumes on the road are low.

ag m okd w, w hm

mw bm b i-64 g. t

proximity impacts trafc ow at the interchange and creates difcult weaving

mm f d mg okd. i m

, mb f g mm bd

f okd d hm.

ag okd fm bdy f Z x ,

d bw okd d i-64 F pk y f g

w f hm. W f x , g

t pygd.

t f g okd bw hm d tmm a

b dd . Dm f Z x d

d g f dg d d , d

d y kd f . hw,

wd d y f f b

d d g .

rdm f Z x d ff y

mdfy okd y y d by

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

hm by dg gzd mm f okd w

w xg g hm, cy. t

alternative may also benet the Zoo and the surrounding residential street

network by routing Zoo vehicular trafc to the currently most under-utilized

dwy.

i-64/40

okndave

Berthdave

clyto

nave

h m p

t

a v

Graham

st

tmm

ave

Wells Dr

OAKLANDAVENUE LOOKING EAST

GOVERNMENT HILL-8 MINUTE WALK / 2,160

OPPORTUNITIES AND CONSTRAINTSaf dyg m f x g b, ,

walking distances and vehicular trafc patternsthis opportunity and

WALKING DISTANCES AND PROXIMITY TO SITEt dgm g wkg d fm

x kg w bd fmwk


25/63


walking distances and vehicular trafc patterns this opportunity and

constraints plan was created to categorize and dene areas and how best to

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areas development and potential conicts based on current conditions. A

mmzd b fd bw.

OPPORTUNITIES

Interstate 64 as a front door for the Zoo

tk dg f gy f y f kg, dg

d kg

hg g

smy bd m f x w-

bd b fb f gbd

c xg dww Dgw tmm

a d cy

uz okd a f x

dm

hg by w f hm a d okd,

d f mk-bd

CONSTRAINTS

Trafc congestion along Hampton Avenue

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x

okndave

clytonave

64/40

Berthdave

Gr m

sree

tmm

avenue

ar

hillple

cildr eavenue

snf or d

avenue

TA

EXISTING

RESIDENTIAL

URBA

NEDG

E

P

DEVE

A

EXISTING DOGTOWN

RETAIL DISTRICT

UTILIZEOAKLANDAVENUEFORSITEACCESS

ZOO PUBLIC FACE

ALONG INTERSTATE

x kg , w, bd fmwk

, d f m b g w w y

f Z. t wk fm x ,

, wd b y xg w dy.

CHARRETTEa w d Jy 31, 2013, w dg m gd

Z w Z kd, f gbd, d

CONCEPT DEVELOPMENTt c d b fd d d ff f

dy. t b-g dd dg d f


26/63


COMMON THEMES AND SUMMARY

Central Hub of Activity & Circulation

Hol istic Experience / One Zoo / One Campus

Verticali ty / Importance of Layering Program Elements

Maximizi ng Topographic Conditions (Connections / Panoramic Views)

Mi ssion Centric Attractions Focused on Research & Conservation

Reven ue Driver Events (Gondola, Exhibits / Indoor Exhibits, Rides)

Mai ntain North Entry Primarily for Educational / Group Entrance

Expan sion of Emerson Childrens Zoo in Existing Location

Minimal Indoor Animal Exhibits South of Highway

Retail Focus along Clayton Avenue

Conce rn for Third Party Partnership / Protecting the Zoo Brand

We p

W

g f d w z dgg z xb d

m b d wd. a y fd

b d b dg

wk. t m ddd b-g d dd y

y f d dwg d g fm g f

md . e b-g d wk f

g wy f qky gg dd dg

g d w gm f d g

f . t w g f d g

d dg f Z x j. om f

bm b f ex Fmwk p.

We PRODUCED

We stuDieD

We evaluateD

We reFineD

bm f fmwk : , ,

d . t dg w dd g f

gm mbg xg bdg d gd w ddg

w, f dd dg. a d

w F pk, Z kg g, , xdg xb

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

d f , fg i 64 w dd w Z

ggg d f . o m

d bw d d g dd dg

(w x g).

PROGRAMt d

dfy

. t

d f

Z d

G c p

Jco

s. l, Mo

CLR Design

pd, pa

PGAV

s. l, Mo

AFH Design

s. l, Mo

The Portico Group

s, Wa

GLMV

W, Ks

MAJOR ATTRACTIONnw Mj a

B D / l d e b

EXHIBIT EXPANSIONid a f am c

o e b e

CHILD FOCUScd Z ex

n p


27/63


FOOD / BEVERAGEDg o

Z cf ex

F Dg

tmd Dg

e r

OVERNIGHT EXPERIENCEtmd h

t cm / Fm ex

CONSERVATIONoff-exb ex

Bdg a

Wd c i

pb o

EDUCATIONed o ex

B-Dm / lyd exb

r / o exb

r Gg

o-exb ex

nw s / hb Dy

n py

ed / Fd t Fd

ex

OPEN SPACEpk ld

py a

ld Bdg

Dg pk

STREETSCAPEs imm

ub edg Dm

RETAILcmb sg v

CONNECTIONBdg

Gd

Wd tm / ty

*

TRAILS / GREENWAYpd & By c

ROAD NETWORKChanges to Urban Fabric & Trafc Circulation

rd c

OPERATIONSAdministration / Ofces

s / Db c

emy c P%

PARKINGsf pkg

Gg pkg

RESEARCHvy Md

r lb

pb o

We proDuceD

We stuDieDCONCEPT 1 CONCEPT 2


28/63


CONCEPT 3t dyg m w c 3 w f

d w xdg m xb. c 3 d

kg mk wy f w, wd xb, m

af sf, w g xg k f Z

m. s m , d bdg wd w

d f ; w, x gzd d

b . t m bd w gd w idea of closing adjacent roads to maximize developable areas with efcient

bdg y. t d f d w g fd

by g Z dq, w wd dm w

ff d Z x.

We stuDieD

WeEVALUATED

We reFineD

SYNTHESIS OF CONCEPTSug gmmg , m w dw

qz m gy d m m fmy .

The program opportunities were quantied and tallied and categorized with

fmwk . t y d

x g. t fwg dgm y w

dw g f y m.

CONCEPT 1c 1 m kg fm d mjy f

kg m d x . t kg fy

b g f -gd m-, mxd kg

my d m (myb b d b-

) w gg ydy dm.

pkg wd b dgd wk w g gd, mmd

k dmd f kg, my/ff kg d w parking counts required for any ofce, hotel or retail development on site.

a f kg wd b bg

f kg, g f. v wd b wmd

by w xb d wd wd d

d zg dm. t d b dff kd

of exhibit than currently exists at any zoo, a vertical experience of ora and

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f .

v d bw gd d d

t lg Wd , d wkg bdg d m

gwy Z-md . t d m

d c 1.

CONCEPT 2a mj x b, m, bdg d w xd

c 2 w -f--kd, m-f bdg d

. t f wd b w f. t

my w Z wg md g

an immersionary exhibit while crossing the highway. Limited modications

xg m w f kg b md b d f

. s dw dg xd d f w w f m w bdgd , ggg

d g y

k f f xg Z.

This proposal had a signicant focus on enhancement of surrounding

gbd. t x w fd by , d dg

x wd y g cy a d

d bd mm d Dgw.

sg F pk wy ym d y

dd f g Z w ggd.

EVALUATION OF CONCEPTSt m d dd dg. uzg f

gdg , d g gmmg dd ,

d dg g g

We p

W


29/63


d dg g g

(+), (-), d (). t dg m wd gm

d g x d g

x. c w d bd mmy m, f d

implementation, trafc impacts, visitor experience, revenue opportunities,

kg xmy d d m. t

bd gy w x g. c 1 d

g gm f d f w

properties. Concept 2 had a signicant focus on enhancing the surrounding

neighborhood and Concept 3 had signicant weight on the integration of

d Z m.

W

CONCEPTe f

f d

b f

bd d

dg

d m

add g

x

layering progra

i m m mk w Fg 2, s. l

zb w m ky w

d d y .

t Z b

contributions.

d

nancial positio

FIGURE 4: SAINT LOUIS ZOO REVENUE, 2011MARKET ANALYSIS

MARKET CONTEXT & OBJECTIVESt fwg mk y d m

Expansion of zoo-oriented and market-based uses on the site can

build upon the Zoos popularity with key markets: local and regional

residents, area workers and visitors to the region.

i dd d, Dgw b my xmy 2,700

dd. t d b 500 f- d -m Z my

2,200 my f b. t m gy 215,000

jb cy f s. l d 1.2 m jb s. l Msa. of

Saint Louis Zoo 2012 Revenue: $66M


30/63


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

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

visitors to come more often and provide more opp ortunities to generate

earned income from those visitors.

t Z m d g, fwd by B

sdm (m f s. l cd) d Gwy a. lk

my f s. l , dm f f g d

x y bdzd by Mm D tx f 28

$100 f d s. l cy d s. l

a w F

m) w f

fm

m), d

a w F

s d f

w 16% (

m). am

w

($792,000).

t Z b

mgf

dm

w kg

t Z

Campaign,

xb,

g d 90%

donations, alon

Z g

md J

f

d $

s a e

reconguration

cy. i 2012, Z d xmy 3.5 m ,

highest annual attendance. A s show in Figure 3, this represents a signicant

g f 10-y d w

w xmy 3.0 m y.

t bw d -f-w y b

gy 60-40 f f , w g 7 m

y. i 2012, xmy 57% f w d 43% w fm

f w. t g y bb w

14,000-q-f, $18-m s l sd d f

my kg wy qd Bd Gg.

FIGURE 3: SAINT LOUIS ZOO VISITORS, 2001TO 2012

FIGURE 5: SAINT LOUIS ZOO EXPENSES, 2011

t fwg mk y d m

dm d dyg fmwk

mmd. t mk y w d w x

that the framework plan is a base and an o utline, that specics will be dened

, m bd d dy mk y

d f ggg my d fmd d

b bg d dm gbd.

t s l Z k mg zg wd

d m fqy d s. l. t Z d

q d xd fm F pk h m mk

mm gz y. t x w ff

Z y m x g w

d mk-bd m, w xdg d m-

science programs and signicant contributions to the zoological community.

ay dm x d y d b Z-

d , gwy d kg w F

pk bk , w d d kg; d mk-

bd , dg m-md , Z d gbd

and ofce or residential uses. To fully understand the development potential

f d g m f y dm, explore the market conditions and nancial feasibility of the potential market-

based uses of retail, hotel, residential and ofce and the operating, nancing

d g d f y Z-d . tg

d w d Z w d kwdg d

mk m d w f f Z

gz d d f g m.

In evaluating any future expansion, the Zoos current visitation, nancial

d d by fd d b dd y w

dm m m Z wd Z,

m Z x, Dgw gbd

and be independently nancially solvent.

t s l Z d Dgw gbd f cy

f s. l, f s. l Mo-il M s

a (s. l Msa). t Z m d w F

pk, w 12 m y. W 5-m

dg d f , xmy 21,300 d, f w

xmy 8,100 d Dgw d w-d f s. l Msa

d w 30-m dg d f . t g

d z 1.9, w m s. l Msa,

w g d z f 2.5. t md d m

f d w 5-m dg d f $40,800, md

$53,000 s. l Msa. a d g dmg d

w Fg 1 gg, Dgw m g f g

w d f g d d

slightly lower earning than the region. While the demographic prole of

Dgw my b f, Z mk d d fm

2.8-m s. l Msa.

FIGURE 1: SUMMARYOFLOCALANDREGIONALDEMOGRAPHICS

mym b Dgw, 30% wk mfg,

27% d dg, 15% d d 28%

d. t y m mym b Dgw

conrms that it is a primarily residential neighborhood, as has been the case

y.

t s. l Msad xmy 21.5 m 2010.

of , xmy 75% m g f , w

25% m f b. t g g f y s. l w 3.1 dy

d g y z w 3.4 ; 40% f d

y d s. l w d. v md

$4.3 b s. l, xmy $200 , d 85%

d y yd dg y. W 40% f

g w d, y fmy f 4 w ky d g $800

dg y d Z d m ky b y.

FIGURE 2: VISITATIONINFORMATIONFOR ST. LOUIS ANDCOMPETITIVEMARKETS

5-minute

drive

15-minute

drive

30-minute

driveSTLMSA

Population 3 5,700 643, 000 1, 861,20 0 2,83 5,900

Familyhouseholds 7,300 147,000 467,600 731,400

Averagehouseholdsize 1.9 2.3 2.4 2.5

MedianHH income $40,000 $38,900 $49,200 $53,000

Entertainment spending $2,600 $2,800 $3,100 $3,200

1

r c : E R I in n l nl in , n r

CityAnnual

Visitation

Visitor

Spending

Length

ofStay

Party

Size

%with

Children

%in

Hotels

Saint Louis,MO21.5M

74%leisure

26%business

$4.3B 3.1 days 3.2 40% 85%

Memphis,TN10M

95%leisure

5%business

$2.9B 2.9 days 2.4 N/A N/A

Nashville,TN11M

65%leisure

35%business

$4.3B 3.8 days 3.0 11% 84%

Chicago,IL39.3M

74%leisure

26%business

$11.0B 3.4 days N/A 29% N/A

KansasCity,MO21.6M

86%leisure

14%business

$2.6B 2.8 days 2.8 30% 50%

r c : L c l T r i r

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

Saint Louis Zoo Vis

St. Louis Zoo Expansion Framework Plan (2013)

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Transcript of St. Louis Zoo Expansion Framework Plan (2013)