Canyons Specially Planned Area Transportation Master Plan Report

Prepared by:

December 2015

Table of Contents Page Executive Summary ...... i Vision and Goals ...... i Vision ...... i Goals ...... i Canyons SPA Profile ...... i Transportation Profile ...... ii Existing Transportation Assessment ...... iii Implementation of Trip Reduction Strategies ...... iv Monitoring Program ...... v Chapter 1 Introduction ...... 1 Chapter 2 Vision and Goals ...... 2 Vision ...... 2 Goals ...... 2 Chapter 3 Canyons SPA Profile ...... 3 Chapter 4 Transportation Profile ...... 7 Transportation History Overview ...... 7 Road Network & Average Daily Traffic Volumes ...... 9 Transit System ...... 16 Public Services ...... 16 Complimentary Lodge Shuttles ...... 19 Private Shuttle Services ...... 20 Lift Access ...... 21 Car Share ...... 21 Parking ...... 21 Bike and Pedestrian Network ...... 24 Chapter 5 Existing Transportation Assessment ...... 25 100th Highest Hour Travel ...... 25 Travel Demand Model ...... 27 Chapter 6 Canyons SPA Development ...... 30 Chapter 7 Evaluation of Trip Reduction Strategies ...... 32 RVMA Transportation Coordinator ...... 33 Incentives and Disincentives ...... 33 Development Coordination ...... 34 Guest Transportation Information Initiative ...... 35 Enhanced PC – SLC Connect Service ...... 36

Car and Bike Share Programs ...... 36 Employee Shuttle Service Expansion ...... 37 Average Vehicle Occupancy Increase ...... 38 Snyderville Basin Vanpool Program & Carpool Match Services ...... 38 Additional Transit Service and Transit Amenities ...... 39 Enhanced Park City Transit Service ...... 39 Real-time Passenger Information ...... 39 Shelters and Passenger Amenities ...... 39 Guaranteed Ride Home ...... 39 Other Overnight Guest Transportation Options ...... 40 Coordinated Demand Responsive Shuttle Service ...... 40 Taxi/Ride Share Services ...... 40 Other Considerations ...... 41 Chapter 8 Monitoring Program ...... 42 Initial Monitoring Procedure ...... 42 Monitoring Program Data Collection ...... 46 Traffic Counts ...... 46 Average Vehicle Occupancy Counts ...... 46 Skiers and Skier Parking – Both Confidential Data ...... 46 Overnight Guest Information ...... 46 Employees ...... 47 Chapter 9 TMP Implementation ...... 48

List of Appendices Appendix A. SPA Property Shuttle Data Appendix B. Development Transportation Checklist Appendix C. Trip Generation Spreadsheet Tool Appendix D. Comprehensive Mitigation Strategies Summary Table Appendix E. Canyons Resort Drive Traffic Counts

List of Tables Page Table 1. Annual 6/Lime/Canyons Route Boardings by Stop in Canyons Village ...... 18 Table 2. Guest and Parking Data Summary – January through March 2013 ...... 22 Table 3. Activity and Ranking Statistics for 2013 and February 16, 2013 ...... 27 Table 4. Trip Generation Analysis for February 16, 2013 ...... 28 Table 5. Canyons SPA Growth Forecasts* ...... 30 Table 6. Transportation Management Options ...... 33 Table 7. Incentives and Disincentives ...... 34 Table 8. Transportation Checklist Option ...... 35 Table 9. Guest Transportation Information Options ...... 36 Table 10. Enhanced PC – SLC Connect Service Option ...... 36 Table 11. Car Share Program Option ...... 37 Table 12. Employee Shuttle Service Option ...... 37 Table 13. Average Vehicle Occupancy Increase Options ...... 39 Table 14. Additional Transit Service and Transit Amenities ...... 40 Table 15. Other Overnight Guest Transportation Options ...... 41

List of Figures Page Figure 1. Vicinity Map ...... 4 Figure 2. Study Area ...... 5 Figure 3. 2014 Built and Planned Development ...... 6 Figure 4. Canyons Village Resort Base Map ...... 8 Figure 5. Roadway Classifications ...... 10 Figure 6. 2012 Volumes ...... 11 Figure 7. Average Daily Traffic by Year on SR 224 and Canyons Resort Drive ...... 12 Figure 8. Average Percent Traffic by Month on SR 224 ...... 13 Figure 9. Average Daily Traffic by Day of Week March 2014 on SR 224 ...... 14 Figure 10. Average Weekday Hourly Traffic by Direction during March 2014 on SR 224 North of Canyons Resort Drive ...... 14 Figure 11. Average Weekend Hourly Traffic by Direction during March 2014 on SR 224 North of Canyons Resort Drive ...... 15 Figure 12. Volumes and Level of Service at SR 224/Canyons Resort Drive Intersection on February 16, 2013 ...... 16 Figure 13. Transit System Map ...... 17 Figure 14. Parking Capacity and Maximum Occupancy ...... 23 Figure 15. Daily Activity Rankings ...... 26 Figure 16. Hourly Activity Rankings ...... 26 Figure 17. Illustrative Key Metrics and Trends ...... 45

Executive Summary Summit County approved an Amended Development Agreement for the Canyons Specially Planned Area (SPA) in 1999. The Amended Agreement includes transportation goals for Canyons SPA’s development to mitigate the development’s impact on the County’s adjacent road network and assure a high level of service for area residents, guests, and employees. In addition, Summit County, the resort, and the Canyons Resort Village Association, Inc. (“RVMA”) implemented a service agreement in December 2010 that states that the RVMA will complete a Transportation Master Plan (TMP) by the end of the term (including any renewals) of such agreement. This Transportation Master Plan summarizes the existing transportation conditions observed and recorded over the 2012–2013 season and recommends strategies to mitigate traffic impacts resulting from Canyons development. It is intended to be a living document that is referenced frequently by RVMA and Summit County. While RVMA has limited resources and enforcement methods, they are leading this effort to develop a plan for mitigating traffic impacts associated with Canyons development. RVMA will continue to emphasize the importance of a coordinated approach with all partners and create a positive working relationship to achieve the goals identified in this plan. Vision and Goals The following vision and goals have been identified for the Canyons SPA transportation system. While not explicitly included in the SPA Development Agreement, previous analysis efforts by Summit County indicated that Canyons SPA should achieve a 27 percent reduction in vehicular travel to be compliant. Vision Provide a high level of transportation service to guests and residents through a seamless, comprehensive, and sustainable transportation system serving the internal, sub-regional, and regional needs of guests and employees. Goals 1. Reduce average daily traffic to/from the resort, consistent with the Amended Development Agreement and the pace of development. 2. Support a variety of well-used, coordinated, efficient transit services that are convenient and time competitive with private automobile travel for guests, day skiers, residents, and employees. 3. Provide convenient alternative modes of transportation for guests to/from the Salt Lake City airport and for use throughout their stay at Canyons SPA. 4. Provide alternative transportation for employees to/from the resort. 5. Implement travel demand strategies to help incentivize carpooling, vanpooling, use of transit and other non-private automobile travel for guests, day skiers, and employees. 6. Create a network of internal connections to the regional bicycle and pedestrian paths that, to the extent practical, are used year round. 7. Monitor transportation impacts associated with development annually. Canyons SPA Profile Canyons SPA is located on the southwest quadrant of the Snyderville Basin in Summit County, Utah near Deer Valley and Park City ski areas. Primary development efforts have been concentrated in three subareas (the Resort Core, Frostwood, and Red Pine Road). The figure below shows the total planned development (in square feet) for each subarea with the largest development being concentrated in the

i resort core. Four of these subareas (The Cove, Red Pine Village, Tombstone, and On Mountain) are included in the master plan for the resort, however minimal detailed planning, approvals, or developments have occurred to date. Overall, Canyons SPA has completed less than 25 percent of its planned development.

Source: Canyons Resort Village Association, Inc. Transportation Profile The majority of Canyons guests and employees use interstate I-80 and the adjacent regional state highway network to access Canyons. However, the transportation network is supported by a robust public transit network operated by UTA and Park City Transit as well as lodge and private airport shuttles. Internally, Canyons has implemented numerous improvements to provide guests and employees opportunities to move around Canyons Village without a private auto. These include: Cabriolet connecting the transit center to the resort base Substantial lift capacity from the resort base Construction of the transit center near the Cabriolet Pedestrian pathways Numerous hotel shuttles that provide service within Canyons Village

ii

Existing Transportation Assessment The 10th busiest skier day of the season is often used in resort transportation planning. Summit County Public Works Department evaluates roadway system operation on the 100th highest hour of vehicular activity. Both of these benchmarks are used to evaluate how the system operates on a relatively busy day but not the busiest day or hour of the year understanding that some level of congestion is expected and tolerated on the busiest days. Saturday, February 16, 2013 was chosen as the design day for this analysis. This was the 8th highest skier day of the season and also included the 88th highest hour of vehicular activity on SH 224 and Canyons Resort Drive. This is slightly more conservative than Summit County’s 100th highest hour.

Source: UDOT

The next step of the assessment was to determine how well Canyons SPA is currently meeting its trip reduction goal of 27 percent. This was done by calculating daily vehicle trips for each land use in Canyons Village and comparing it to recorded vehicle volumes on Canyons Resort Drive. Today, Canyons has approximately 2,000 lodging units and 265,000 square feet of commercial space. Trip generation rates for these land uses came from Summit County adopted Ordinance No. 652A1. The daily traffic volume recorded on Canyons Resort Drive on Saturday February 16, 2013 was 12,777. Given the limited data currently available, it was necessary to make several assumptions for this comparison. Implementing the monitoring program and collecting accurate data will help to refine these assumptions. It is estimated that approximately 2,400 trips are taking place by a mode other than single occupant vehicle (carpool, bus, etc.). This indicates that Canyons is currently achieving an estimated 16 percent vehicle trip reduction. Canyons is expected to grow to approximately 7,400 lodging units and 1.3 million square feet of commercial space. At buildout (without trip reduction strategies in place) it is estimated that this level of development would generate approximately 48,200 vehicle trips on the design day. To achieve the 27 percent vehicle trip reduction goal identified in the SPA agreement, approximately 13,200 trips would need to occur by a mode other than single occupant vehicle. The recommended strategies below provide opportunities for Canyons to achieve this goal.

iii

Implementation of Trip Reduction Strategies Specific trip reduction strategies have been separated into three tiers based on priority and appropriate sequencing of implementation. While the tiered strategies provide guidance for transportation investments, it will be necessary to maintain flexibility within this plan to alter, add to, and/or remove recommended strategies to take advantage of current conditions and opportunities as they arise. While the primary purpose of these strategies is to address the impacts of trip generation by day skiers, overnight guests, and employees many of these strategies will also help to reduce parking demand at Canyons. Programs that will help reduce day skier and/or employee parking demand include: Parking management programs (day skier and employee) Improvements to the PC-SLC Connect service (day skier and employee) Expanded employee shuttle program (employee) Increased vehicle occupancy (day skier and employee) Enhanced real-time transit passenger information (day skier and employee) Promote off-site parking (day skier and employee) Enhanced Park City transit service (day skier and employee) Guaranteed ride home (employee) The recommended implementation plan is summarized below. This is intended as an example and is not all inclusive. 1) Trip Reduction Strategies – Canyons SPA will continue to pursue the following recommended transportation mitigation strategies by expanding existing programs and initiating new ones. Additional or alternative strategies will be evaluated each time the Canyons SPA TMP is updated. a. Canyons RVMA will hire a Transportation Coordinator, initially half-time, to manage transportation programs specific to Canyons Village, to oversee the monitoring program and participate in the Park City area TMA. (Tier 1) b. Canyons RVMA will continue to provide financial support for Park City Transit services connecting the resort to local and regional origins and destinations. (Tier 1) c. Canyons RVMA will work with the resort, existing lodges and property management companies to improve messaging that encourages car-free vacations on lodging websites, in rooms, and through employees. (Tier 1) d. Canyons RVMA lead an effort to ensure that SPA employers are educating employees on bus, shuttle, vanpool, and carpool travel options available to guests and have employees encourage guests to use these modes. (Tier 1) e. Canyons RVMA will also work with existing transportation providers to improve messaging and encourage car-free vacations for visitors including car and bike share programs. (Tier 1)

iv

f. Canyons RVMA will work with the resort, lodging partners, and Summit County to identify opportunities for offsite satellite park and rides which integrate into the resort transit system (Tier 1). g. Canyons RVMA will review SPA trip reduction requirements with developers to gain their acceptance and support for implementing trip reduction measures and to ensure development of a cohesive and integrated transportation network. (Tier 1) h. Canyons RVMA will review expansion potential and enhancement of the PC-SLC Connect to encourage day skiers and employees to use this service. (Tier 2) i. Canyons RVMA and Vail Resorts will work together to implement, continue, or increase bus pass and vanpool subsidies or incentives for employees. (Tier 1) j. Canyons RVMA will encourage lodges and commercial businesses to subsidize or incentivize employee travel on alternative transportation. (Tier 1) 2) Monitoring Program a. Canyons RVMA will monitor and report on development activity, transportation impacts, and trip reduction achieved on an annual basis. (Tier 1) b. Canyons RVMA will update the SPA TMP regularly (every five years) to reflect updates in planned development activity and the transportation network. c. Canyons RVMA will work closely with the resort as well as individual lodges to clarify what and how often parking data should be collected. (Tier 1) d. Canyons RVMA will evaluate existing parking requirements against actual parking demand after two seasons of new parking data have been collected. (Tier 1) Canyons RVMA will identify shared and valet parking opportunities, as well as the feasibility of pay parking to manage demand and maximize parking use within the resort. (Tier 1) Monitoring Program A key product of the Canyons SPA TMP is an ongoing monitoring program for the resort transportation system. The RVMA is largely responsible for the data collection and monitoring efforts. To ensure that reduction strategies keep up with the pace of development, RVMA is committed to conducting the annual monitoring program outline in Chapter 8 of this document. The monitoring program is designed to assess the effectiveness of strategies implemented and to develop a plan for strategies in the coming year. Each year, RVMA will meet with the County to discuss the results of the monitoring program and work collaboratively with the County to develop the plan for the coming year. Four key metrics have been identified to evaluate performance of the trip reduction strategies as Canyons develops. Chart 1 illustrates a desired steady increase in average vehicle day skier occupancy. Chart 2 illustrates the desired steady increase in the percentage of occupied units without a car. Chart 3 illustrates the desired steady decrease in employees arriving by private auto. Chart 4 illustrates the desired trend in vehicle trip volumes as development occurs.

v

It is worth noting, however, that several assumptions were made to develop these trend lines and the initial calibration should be checked during the next transportation plan update and after the data collection efforts have been in place for several years (2019).

vi

The table below provides an overview of strategy measurement techniques. This is intended as an example and is not all inclusive. Measurements will be evaluated for accuracy and may change to provide improved data analysis. Strategy Implementation Summary

Strategy Measurement RVMA staff will attend scheduled meetings of the Greater Participate in the GPCTMA Park City Transportation Management Association Hire part-time transportation Transportation Coordinator will provide quarterly and annual coordinator transportation reports to RVMA Management Staff will complete transportation checklist with key Transportation checklist development staff and submit to Summit County as part of the application for certificate of occupancy Transportation Coordinator will develop/revise materials as Guest transportation info initiative needed at the beginning of each season; Maintain current resort contacts to assist with information dissemination Employee training for guest Provide seasonal trainings to SPA employees on guest transportation transportation options # of subsidized passes provided to employees per month; # of Increase ridership of PC-SLC Connect employee rides per month Meet (at least) quarterly with UTA, Summit County, Park City Enhance PC-SLC Connect Transit Car Share Program # of hours per month; # of expanded vehicles per month # of riders per month; % increase over previous years in Expanded employee shuttle riders and hours Vanpool program (30 vans, 10 pass per # of riders per month; % increase over previous years in van) riders and hours # of riders per month originating in/around Canyons Village Enhance Park City Transit services area Annual review of conditions and amenities, prior to meeting Shelters and passenger amenities with PCT and Summit County Guaranteed Ride Home # of uses per month; two informational contacts per month Implement coordinated shuttle # of riders per month; % increase over previous years in services riders and hours

vii

Chapter 1 Introduction Summit County approved an Amended Development Agreement for the Canyons Specially Planned Area (SPA) in 1999. The Amended Agreement includes transportation goals for Canyons SPA’s development to mitigate the development’s impact on the County’s adjacent road network and assure a high level of service for area residents, guests, and employees. In addition, Summit County, the resort, and the Canyons Resort Village Association, Inc. (“RVMA”) implemented a service agreement in December 2010 that states that the RVMA will complete a Transportation Master Plan (TMP) by the end of the term (including any renewals) of such agreement. The Amended Development Agreement Recitals Item N states the following regarding Canyons SPA transportation: Implementation of a comprehensive transportation plan, which includes the following components: 1. Cooperation and creation of a regional transportation system 2. Linkages to the Salt Lake City area, including the airport via various forms of transit for employees and guests 3. Internal transportation system within the Resort and Resort Community including valet service, shuttle buses, and a people mover 4. Comprehensive pedestrian trail system 5. Incentives to encourage the implementation of this policy This report summarizes the existing transportation conditions observed and recorded over the 2012–2013 season. This information will be used to estimate the impact that planned development will have on the transportation system and to identify recommendations that will mitigate those impacts. It includes the following: Chapter 2: Vision and Goals – Sets out the vision and goals identified for the Canyons SPA transportation network Chapter 3: Canyons SPA Profile – Describes Canyons SPA in relationship to other activity centers and regional origins and destinations, as well as existing activities Chapter 4: Transportation Profile – Describes the existing road network, transit system, parking areas, as well as lodging transportation and private providers Chapter 5: Existing Transportation Assessment – Assesses how well the existing transportation system meets the items outlined in the Amended Development Agreement Chapter 6: Canyons SPA Development – Describes development planned in the Canyons SPA Chapter 7: Trip Reduction Strategies – Describes various transportation measures available to mitigate traffic impacts associated with Canyons SPA development Chapter 8: Monitoring Program – Describes data collection and analysis needed to monitor the progress of Canyons SPA toward achieving the trip reduction needed to meet the County’s requirements and maintain acceptable travel Chapter 9: TMP Implementation – Describes the highest priority efforts that Canyons SPA should consider for implementation as development occurs

1

Chapter 2 Vision and Goals The following vision and goals have been identified for the Canyons SPA transportation system. They are consistent with and complementary to language in the Canyons SPA Development Agreement. While not explicitly included in the SPA Development Agreement, previous analysis efforts by Summit County indicated that Canyons SPA should achieve a 27 percent reduction in vehicular travel to be compliant. The reduction is determined in relation to the Institute of Transportation Engineers’ (ITE) nationally measured trip generation rates. The intent is to reduce traffic impacts to the transportation system in the Snyderville Basin. Vision Provide a high level of transportation service to guests and residents through a seamless, comprehensive, and sustainable transportation system serving the internal, sub-regional, and regional needs of guests and employees. Goals 1. Reduce average daily traffic to/from the resort, consistent with the Amended Development Agreement and the pace of development. 2. Support a variety of well-used, coordinated, efficient transit services that are convenient and time competitive with private automobile travel for guests, day skiers, residents, and employees. 3. Provide convenient alternative modes of transportation for guests to/from the Salt Lake City airport and for use throughout their stay at Canyons SPA. 4. Provide alternative transportation for employees to/from the resort. 5. Implement travel demand strategies to help incentivize carpooling, vanpooling, use of transit and other non-private automobile travel for guests, day skiers, and employees. 6. Create a network of internal connections to the regional bicycle and pedestrian paths that, to the extent practical, are used year round. 7. Monitor transportation impacts associated with development annually.

2

Chapter 3 Canyons SPA Profile Canyons SPA is located on the southwest quadrant of the Snyderville Basin in Summit County, Utah (see Figure 1). This area has convenient access to the Greater Salt Lake City area. Interstate 80 (I-80) is less than 3 miles north of the resort; State Route (SR) 224, a four-lane arterial roadway, connects the resort to I-80 via the Kimball Junction Interchange (Exit 145). SR 224 also provides a connection to Park City and the Park City and Deer Valley ski areas to the southeast. SR 224 connects to SR 248 in Park City. East of Park City, SR 248 connects to US Highway 40 (US 40). US 40 provides an additional connection to I-80 north of Park City, and to Heber City south of Park City. The Heber City connection is an important commuting route for resort employees. The resort provides outdoor activities during all seasons. During the winter, downhill skiing and snowboarding are the main focus. The resort is adjacent to the Utah Olympic Park, where many events of the 2002 Winter Games were held. During the summer, visitors to Canyons SPA can take advantage of many activities including golf, scenic gondola rides, zip-lining, mountain biking, and hiking. Canyons SPA has been subdivided into subareas for ease of analysis and reporting (see Figure 2). The primary development efforts have been concentrated in three subareas (the Resort Core, Frostwood, and Red Pine Road). Figure 3 shows the subareas and the existing level of complete or in-progress development as of 2014. Figure 3 also shows the total planned development (in square feet) for each subarea. Four subareas have experienced some level of development: The Resort Core (38.4 percent), Frostwood (52.9 percent), Red Pine Road (42.9 percent), and the Lower Village (1.0 percent). Four of these subareas (The Cove, Red Pine Village, Tombstone, and On Mountain) are included in the master plan for the resort, however no detailed planning, approvals, or developments have occurred to date. The Willow Draw subarea is anticipated to start development in the next 24 months. The Lower Village has seen only minor development since the completion of the fire station. Overall, Canyons SPA has completed less than 25 percent of its planned development.

3

Figure 1. Vicinity Map

4

Figure 2. Study Area

Source: Canyons Resort Village Association, Inc.

5

Figure 3. 2014 Built and Planned Development

Source: Canyons Resort Village Association, Inc.

6

Chapter 4 Transportation Profile Transportation History Overview The Canyons SPA was created by Ordinance in 1999. The Ordinance outlined the SPA’s transportation responsibilities as the resort developed over the next 14 years. Development has occurred at a slower rate than originally anticipated. The Canyons SPA currently has achieved less than 25 percent of its potential development. RVMA has focused on determining the right amount of regional transit participation, internal circulation, and overall transit demand management strategies. Improvements implemented to date include: Expanded lift capacity from the resort base – Examples include Cabriolet, Frostwood Lift, relocation of the Red Pine gondola, and installation of the Orange Bubble Express Chairlift. (See Figure 4) Installation of a transit center (shown on Figure 4) near base camp by the Cabriolet, first in the Summit County hub and spoke system idea. Expanded pedestrian pathways, including Canyons Resort Drive, Frostwood Drive, Lower Village Road, and Red Pine to Forum access. Internal circulator shuttle operated by Park City Transit – Due to the cost of service and negotiations with Summit County, this service was later replaced with a regional bus driving up through the resort to the Grand Summit bus stop. Providing an annual financial contribution to the regional bus system. Programs to provide incentives to employees to carpool, bike, or ride a bus to and from work. Participation in the Utah Transit Authority Salt Lake City-Park City Express bus system. Summit County agreed to the above improvements, participation efforts, and programmatic contributions to serve as the basis of a multi-year agreement with Canyons SPA. This agreement allowed the Canyons SPA time to meet obligations of the Development Agreement, and develop a Master Transportation Plan. This multi-year Agreement will expire at the end of 2015 (subject to a renewal term) when the new Canyons SPA transportation plan will be issued. The Transportation Master Plan (TMP) will guide transportation planning and traffic demand management for the Canyons SPA for many years to come. The resort is a member of the National Ski Areas Association (NSAA) and has adopted the Sustainable Slopes Environmental Charter. The Environmental Charter includes the following elements: Provide employee transportation benefits, including shuttles, bus passes or discounts, van pools, and ride-share incentives Provide and promote ski area guest transportation through shuttles or buses Offer and promote carpooling or high occupancy vehicle (HOV) incentives for guests such as discounts or preferred parking in proximity to lodges Offer and promote non-peak travel incentives for guests such as Sunday night stay discounts Increase density in base area development when appropriate to reduce the need for vehicle use Support and participate in transit initiatives in the community and region Work with travel agents to market and promote “car free” vacation packages

7

Figure 4. Canyons Village Resort Base Map

Source: http://fairwayskiandgolf.com/main/wp-content/uploads/2015/03/Resort-Village-Map.png

8

Vail Resorts’ EpicPromise environmental stewardship program is a multi-faceted effort involving all aspects of the forests where the resorts are located as well as company and resort operations. There is a company-wide commitment to natural resource conservation, waste minimization and environmental best practices. For example, Heavenly Mountain Resort transports nearly 300,000 guests and employees each ski season on Blue Go Buses, including a large fleet of Compressed Natural Gas (CNG) buses. These efforts save over 1.5 million vehicle miles traveled annually and vastly helps protect the sensitive Lake Tahoe environment. Vail Resorts’ "IdleWise" program imposes tough rules on idling vehicle engines and promotes the cleanest burning technologies for mountain terrain vehicles. Vail Resorts’ award winning energy reduction program “The Next 10” focuses on continuous improvements through aggressive efficiency and conservation program in all operations. Road Network & Average Daily Traffic Volumes The existing Snyderville Basin roadway network is well developed and serves the area well. Summit County’s most recent TMP (Snyderville Basin Transportation Master Plan, Summit County, 2009) classifies each roadway in the study area as shown on Figure 5. I-80 is a freeway that connects the Snyderville Basin to the rest of Utah and serves as the primary transportation link to Salt Lake City and the SLC airport. US 40, SR 224, and SR 248 provide the primary means of access and circulation within the basin. These three arterials have four-lane divided cross sections. US 40 has a higher level of access control and an interchange connection with SR 248. Several Major Collectors intersect with SR 224 and SR 248, including Canyons Resort Drive. Many of these intersections have been signalized to better serve traffic volumes. Summit County prepares an annual report describing the progress made for the transportation system in the previous year. The most recent report is 8th Annual Transportation Report Summit County, Utah, Public Works Department, Engineering Division, 2012. Snyderville Basin average daily traffic volumes from 2012 were compiled based on this report and information available on the Utah Department of Transportation (UDOT) website (see Figure 6). As expected, Figure 6 shows that I-80 experiences the highest daily volumes in the Basin: 47,100 vehicles per day (vpd) west of the Kimball Junction Interchange coming from Salt Lake City. I-80 volumes are 14,300 vpd east of the US 40 Interchange (Exit 148), and reflect how much economic activity there is in the Snyderville Basin. SR 224 is the next most active arterial with an average daily traffic volume between I-80 and Canyons Resort Drive of 28,300 vpd. Canyons Resort Drive reaches an average daily volume of 9,400 vpd during the winter months (January, February, and March). Average daily volumes on US 40 and SR 248 were as high as 25,700 vpd and 21,400 vehicles per day in 2012, respectively. UDOT maintains Automatic Traffic Recorders (ATRs) on SR 224 (0.1-mile north of Canyons Resort Drive) and on Canyons Resort Drive. The ATR on SR 224 has been in place for many years, while the ATR on Canyons Resort Drive was installed in late 2010. Figure 7 illustrates the trend in traffic volumes on these two roadways between 2003 and 2013. The volumes on SR 224 show the impact of the 2007/2008 recession on resort activity: the peak daily volume reached 33,200 vpd in 2007 and fell to 31,900 vpd in 2009. Since 2009, there has been a slow increase in volumes on SR 224, reaching 33,400 vpd as of 2013.

9

Figure 5. Roadway Classifications

10

Figure 6. 2012 Volumes

Source: Summit County

11

Figure 7. Average Daily Traffic by Year on SR 224 and Canyons Resort Drive

Source: Summit County

The effects of the recession were not as pronounced on Canyons Resort Drive. However, only the 2011 through 2013 volumes are based on continuous counts. Volumes for the previous years are based on peak hour turning movement counts. Figure 8 shows the monthly variation in average daily volumes at the ATR on SR 224. These statistics for 2009 through 2013 show the current traffic volume patterns since the recession. January experiences the highest monthly volumes (121 percent of the annual average daily volume). December (109.6 percent), February (113.0 percent), and March (110.7 percent) indicate consistently high traffic volumes occurring throughout the winter. July (110.3 percent) and August (107.7 percent) reflect a similar range for summer activity. The lowest volumes occurred in May (78.9 percent).

12

Figure 8. Average Percent Traffic by Month on SR 224

Source: Summit County

March 2014 hourly volumes from the ATR on SR 224 reveal several interesting traffic patterns. Figure 9 shows the average daily volume by day of week. Mondays were the slowest day of the week with an average of 32,400 vpd, while Saturday (45,700 vpd) and Sunday (39,300 vpd) were the busiest days of the week. The general increasing volumes from Monday to Thursday reflect traffic volumes ramping up for the weekend on Fridays. Figure 10 shows the average hourly volumes on weekdays between 7:00 AM and 8:00 PM when the highest volumes are experienced. These volumes have been separated by southbound and northbound directions. There is a definite pattern of peak hour movements with the southbound peak occurring in the morning and the northbound peak occurring in the afternoon. The traffic undoubtedly consists of both commuters and day skiers. The peak period reach a similar magnitude with the evening peak period lasts somewhat longer. Figure 11 shows similar data for weekends (Saturday and Sunday). The weekend morning peak period starts a little later, lasts longer and experiences higher volumes than the weekday peak period. The weekend evening peak period also has higher volumes and also lasts longer. UDOT has provided multi-year traffic volume information available for SR 224 and Canyons Resort Drive. The SR 224 ATR located just north of Canyons Resort Drive provides directional hourly volume data for 2012 through May 2014.

13

Figure 9. Average Daily Traffic by Day of Week March 2014 on SR 224

Source: Utah Department of Transportation Figure 10. Average Weekday Hourly Traffic by Direction during March 2014 on SR 224 North of Canyons Resort Drive

Source: Utah Department of Transportation

14

Figure 11. Average Weekend Hourly Traffic by Direction during March 2014 on SR 224 North of Canyons Resort Drive

Source: Utah Department of Transportation

The Canyons Resort Drive ATR, located just west of SR 224, provides direction hourly volume data for 2012 through April 2014. The Canyons Resort Drive data more specifically provides daily volumes for each of the five lanes just west of the SR 224 intersection (three eastbound [outbound] and two westbound [inbound] lanes). Daily skier data and daily public parking usage data (at the Cabriolet free lot and Sundial pay lot) for the 2012–2013 and 2013–2014 ski seasons were made available on a confidential basis. The 100th highest hour of the year is utilized by Summit County in the Snyderville Basin to determine how well the roadway system is operating. Hourly ATR traffic data has been used to determine that the hourly volumes (3:00 PM to 4:00 PM) for the Saturday of the Presidents’ Holiday weekend (February 16, 2013) are reasonably close to the 100th highest hour (88th highest hour for SR 224 and 82nd highest hour for Canyons Resort Drive). Therefore, February 16, 2013 has been chosen as the design day for traffic analyses. Saturdays are generally experience some of the highest traffic volumes during the ski season and more complete data is available for the 2012-13 ski season. The hourly volumes (3:00 PM to 4:00 PM) for February 16, 2013 were analyzed to develop hourly turning movement volumes at the intersection of SR 224 and Canyons Resort Drive. The turning movement volumes at this intersection were determined from the total directional volumes from the ATRs, the lane volumes on Canyons Resort Drive, and turning movement patterns observed from counts that were collected in February 2008 (see Traffic Impact Analysis for The Canyons Resort Drive, Project Engineering Consultants, May 2008). Traffic operations were evaluated according to techniques documented in the Highway Capacity Manual (Transportation Research Board, 2010). LOS is a qualitative measure of traffic operational conditions, based on roadway capacity and vehicle delay. Levels of service are described by a letter designation ranging from LOS A to LOS F, with LOS A representing the best possible conditions and LOS F representing congested conditions. Synchro, a

15 traffic operations analysis software package, determined that the intersection operated at LOS C (29.7 seconds of delay) during this hour. This is an acceptable LOS. Figure 12 shows the calculated PM turning movement volumes and the calculated level of service (LOS) for this intersection. Figure 12. Volumes and Level of Service at SR 224/Canyons Resort Drive Intersection on February 16, 2013

Transit System This section provides information about the various public and private transit operators that provide service to, from, and within the resort and their service areas. Public Services Today, two public transit providers serve the resort: Park City Transit Utah Transit Authority

Figure 13 presents the current Park City Transit map. Service provided to the resort by Park City Transit and Utah Transit Authority is described below.

16

Figure 13. Transit System Map

Source: http://www.parkcity.org/Modules/ShowDocument.aspx?documentid=3729

17

Park City Transit Park City Transit operates two routes that serve the resort. All buses are free of charge and are Americans with Disabilities Act (ADA) compliant. The 7/Pink/Kimball Junction West Route West route connects the Jeremy Ranch Park and Ride, Pinebrook, and Kimball Junction to Canyons Village, Park City, and Deer Valley. It runs every 30 minutes between 7:40 AM and 10:00 PM during the shoulder season. For Winter 2015/2016, Park City Transit will increase frequency, providing service from 5:40am to 12:45am during peak seasons. West early morning service connects Pinebrook and Kimball Junction to Canyons Village, Park City, and Deer Valley. It operates one run starting at 7:00 AM. Both routes serve Canyons Village at the Canyons Transit Hub located near the 7-Eleven at the intersection of SR 224 and Canyons Resort Drive. The 6/Lime/Canyons Route Connects Canyons Village and Park City. This route serves the Canyons Transit Hub near the 7/11 and the Silverado, Sundial Lodge, and Grand Summit lodges located along Canyons Resort Drive. It runs every 40 minutes from approximately 7:30 AM to 5:30 PM. Ridership on this route was approximately 88,500 boardings in 2013. The route experiences the highest ridership in January, February, and March. During these months the route carries 15,000 to 20,000 riders per month. The Grand Summit experiences the highest boarding volume with approximately 8,000 boardings annually. The other stops within Canyons Village experience between 100 and 1,000 boardings annually as illustrated in Table 1.

Table 1. Annual 6/Lime/Canyons Route Boardings by Stop in Canyons Village Property 2014 Annual Boardings Frostwood 115 Ambush 550 Redpine N 408 Silverado Up 318 Grand Summit 8178 Silverado 1170 Redpine 463 Chalet 916 Cabriolet 115 Source: Park City Municipal Corporation

18

Utah Transit Authority Utah Transit Authority operates the Route 901 and 902 connecting Salt Lake City to Canyons Village and Park City. The service operates on a slightly different schedule during the summer and winter but the one- way fare is $4.50 during both seasons. 902 Summer – There are four round trips daily during the summer period, two in the AM peak period and two in the PM peak period. Travel time is 70 to 85 minutes during both periods. During the summer, the bus operates Monday through Friday only, without holiday or weekend service. 902 Winter – There are four round trips daily during the winter period. The first bus departs Salt Lake City at 5:34 AM, about one hour earlier than the first summer departure. Travel time schedules are somewhat longer, between 80 and 90 minutes one way during both peak periods. Two round trips are operated on Saturdays, Sundays, and holidays. 901 Winter – A second route connecting Salt Lake City to Park City is operated in the winter with very limited service. The route is initiated from the South Meadowbrook TRAX station and then travels along I-80 and SR 224 similar to the 92 service. A single round trip leaves Salt Lake City at 6:14 AM and returns at 5:10 PM. These routes also carry the highest ridership in January, February, and March with more than 6,000 riders each month in 2013. Complimentary Lodge Shuttles Accommodations often provide complimentary shuttles to transport visitors to and from nearby destinations, or the heart of the resort. Providing this service can reduce the need to bring a private automobile to the resort and can subsequently reduce traffic volumes and demand for parking. Four lodges responded to a request for information on guest shuttle services. One lodge provided additional information on their employee shuttle. An online search was conducted to supplement information provided. Shuttle service information was collected for nine properties. Nearly all properties provide a seasonal complimentary shuttle service to their guests. About one-third of the properties provide shuttle service year round. Only one lodge reported that they do not provide any shuttle service for guests (Sundial). Based on the information collected, there appears to be a minimal amount of coordination of transportation services among the various lodges. It is estimated that the nine properties currently own or lease between 10 and 15 shuttle vehicles to provide these services to guests. None of the lodges reported providing complimentary guest service to and from the Salt Lake City Airport. Alternatively, they provide information on private shuttle companies that offer this service. One lodge reported operating a relatively sizeable employee shuttle program to and from Salt Lake City (Hyatt Escala – additional information about this service is provided in Appendix A). The service is operated year round and is designed to accommodate the work shift of employees. Employees are charged a small fee for this service.

19

Private Shuttle Services Several private companies provide service between Salt Lake City and the resort, and connect Canyons SPA to local destinations and nearby resorts. These services reduce the need for visitors to bring a private automobile to the resort and have the potential to reduce traffic volumes and parking demand. There are many private transportation providers in the area. Information on a few of the providers is included below.

Utah Limousine Utah Limousine specializes in airport transportation. The rates are $120 for one to three passengers and $140 for four to seven passengers. Service is available 24 hours a day, 7 days a week, year round, but a premium is charged for service during off peak hours.

All Resort Express All Resort Express provides shuttle or limousine service between the Salt Lake City Airport and resorts throughout Utah, including Canyons Village, Park City, and Deer Valley. In addition, All Resort Express provides service within the region to entertainment venues, business meetings, ski resorts, bars, or restaurants. The rates for a shared van range from $13 to $44 per passenger depending on the total number of passengers in the party. The rates for a private van and private SUV are $220 and $170 each way, respectively, between the resort and the Salt Lake City Airport.

Silver Mountain Transportation Silver Mountain Transportation is a car and limousine service in northern Utah that provides service between the Salt Lake City Airport and resorts in Utah, including Canyons Village, Park City, and Deer Valley. In addition, Silver Mountain Transportation provides service within the region to key destinations. The one-way rate for a shared ride between the Salt Lake City Airport and the resort is $40 per passenger. The one-way rate for a private ride (up to five people) is $135. Rides between the resort and local destinations (for up to seven people) range between $15 and $35 one way.

Canyon Transportation Canyon Transportation offers several transportation options between the Salt Lake City Airport and resorts in Utah including Canyons Village, Park City, and Deer Valley. In addition, Canyon Transportation provides shuttle services between resorts and local destinations. The rate is $39 per person one-way for a shared ride. A van accommodating up to eight passengers is $250 one-way.

20

Lift Access In addition to the vehicular transportation options described above, two lifts currently provide access to the base of the mountain: Cabriolet and Frostwood. The Cabriolet Lift has a capacity of approximately 2,400 riders per hour. The Cabriolet Lift provides a connection to the base of the mountain for visitors and employees who arrive by car and park in the Cabriolet lot. The lift also serves visitors and employees arriving by bus at the Canyons Transit Hub. The Frostwood Gondola has a current capacity of approximately 160 riders per hour. The lift primarily serves the Frostwood area, which currently includes Waldorf Astoria, Wyndham Vacation Club, Miners Club, and two multi-family projects (Juniper Landing and Fairway Springs). On the busiest days of the year, demand exceeds capacity and the lodges supplement the lift with shuttles to the base of the mountain. Car Share Park City Municipal Corporation has partnered with UhaulCarShare to implement a car sharing program. The cars are located in Park City but can be used to access Canyons SPA through a reservation-based system. The cost is $4.95 per hour, plus mileage. Parking Parking data from each of the five largest hotels/lodges within Canyons SPA were reviewed to determine the lodging occupancy and parking utilization for the 2012–2013 winter ski season (December through April): Occupancy rate (number of nightly guests divided by the maximum number of guests reported for each property during the winter season) Percentage of guests checking in with a personal vehicle parked on-site Parking utilization percentage (number of parked vehicles divided by the total number of marked spaces available)

Based on a review of the data, the three-month period of January through March was found to be the busiest in terms of number of guests and parking activity. Table 2 summarizes the data for the peak months of the 2012–2013 winter ski season. Figure 14 illustrates the peak parking occupancy at each of these five lodges. Confidential parking data for the Cabriolet Lot and the pay Sundial Lot were also provided by Vail Resorts. This information was used to help understand parking and day skier patterns.

21

Table 2. Guest and Parking Data Summary – January through March 2013 Grand Waldorf Silverado Miner’s Property Westgate Summit Astoria Lodge Club Number of Units 291 215 102 98 30 Number of Doors to 417 365 205 232 30 Hall Avg. Weekday 30% 55% 64% 46% 85% Occupancy Avg. Weekend 48% 60% 65% 44% 89% Occupancy Percentage of Guests 20% 52% 50% 45% 84% Arriving with a Vehicle Number of Parking 350 184 98 100 45 Spaces Maximum Parking 35% 67% 139% 32% 80% Utilization Avg. Parking Utilization 30% 29% 107% 8% 71%

As expected, analysis revealed that occupancy rates for each of the five hotels/lodges are generally higher on weekends compared to weekdays. The occupancy rates stay fairly consistent during the months of January, February, and March. The Miner’s Club maintained occupancy rates of 80 to 90 percent through January, February, and March. At the Grand Summit, Friday appeared to be the most popular day to check-in, and that is reflected in a weekend occupancy rate that is 5 percent higher than the weekday occupancy rate. The Silverado Lodge and Westgate properties also showed significantly higher weekend occupancy rates compared to weekdays, and Saturday was generally the day with the greatest number of check-ins. Average parking utilization data shows that all of the properties, with the exception of the Waldorf Astoria, have excess parking capacity. Most of the resort properties reported an average parking utilization of close to 30 percent, although the maximum day is much higher. Silverado Lodge had the lowest parking utilization at about 8 percent, and the Waldorf Astoria showed parking demand exceeding available supply by close to 7 percent (about 10 vehicles). With a total of 98 spaces, the Waldorf Astoria had fewer parking spaces than all but the Miner’s Club, which has significantly fewer rooms available.

22

Figure 14. Parking Capacity and Maximum Occupancy

23

Bike and Pedestrian Network Snyderville Basin has an extensive network of bike and pedestrian routes that function as both recreational and transportation facilities. The Millennium Trail is a paved multiuse path that parallels I-80 and SR 224, effectively connecting Jeremy Ranch, Kimball Junction, and Canyons SPA. South of the resort, a new portion of the Millennium Trail runs parallel to Lower Village Road and connects to White Pine Canyon Drive, Farm Trail, and McLeod Creek Path to tie the resort to Park City. Routes also connect to the US 40 junction with I-80 and run parallel to US 40. This network enables bicycling and walking to be viable transportation options. At this time, no bicycle or pedestrian counts are available; however, anecdotal evidence suggests that bike and pedestrian activity in the winter months is relatively limited but becoming an increasingly important mode of transportation during the fall, spring, and summer seasons. Within Canyons SPA, Canyons Resort Drive has an attached sidewalk near the resort entrance and the transit hub. Crosswalks are delineated with brick pavers at several key cross streets. West of the Frostwood Drive roundabout, the road has no sidewalk, but a narrow striped shoulder can be used for bicycling. There is a relatively new pedestrian and bicycle facility connecting the Lower Village Parking area to the Resort Core. Within the Resort Core, sidewalks are typically provided along at least one side of the road. Areas within the heart of the resort and the core itself have very limited vehicular access and are generally limited to pedestrian access.

24

Chapter 5 Existing Transportation Assessment Canyons SPA has made great strides towards meeting the items identified in the Amended Development Agreement Recitals Item N as documented in the Existing Conditions Report (October 2014): Cooperation and creation of a regional transportation system – The resort and RVMA provide an annual financial contribution to the regional transportation system. Linkages to the Salt Lake City area, including the airport via various forms of transit for employees and guests – The resort and RVMA typically provide an annual financial contribution to the regional transportation system that provides service to Salt Lake City; some lodges are operating employee shuttles to Salt Lake City. In addition, Park City Resort subsidizes the cost of SLC – PC bus passes for employees. Internal transportation system within the Resort and Resort Community, including valet service, shuttle buses, and a people mover – RVMA lodges operate several shuttle services within the resort and between the resort and other regional destinations. The Cabriolet and Frostwood Gondola have been installed and have capacity to serve over 2,500 people per hour. Comprehensive pedestrian trail system – RVMA and the Master Developer have contributed to the design and construction of several key pedestrian and bicycle facilities connecting the resort with the surrounding Snyderville Basin. These improvements include the design and construction of the portion of Millennium Trail that parallels Lower Village Road and the connection between the Lower Village Parking area and the Resort Core. Incentives to encourage the implementation of this policy – On peak days, the resort provides employees incentives to carpool, park offsite and use transit. As a result of these efforts and other travel demand management measures, preliminary calculations indicate that Canyons Village is achieving a nearly 16 percent reduction in private automobile travel. The methodology used to determine this reduction is described below. 100th Highest Hour Travel Discussions with Summit County Public Works Department staff revealed that the level of service for the 100th highest hour of the year is used to determine how well the roadway system is operating in the Snyderville Basin. The 100th highest value was determined by sorting the hourly data for the following metrics in descending order: SSR 224 total daily volumes, Canyons Resort Drive total daily volumes, total daily skiers, total daily public parking (Cabriolet Parking Lot and Sundial Lot), SR 224 hourly volumes, and Canyons Resort Drive hourly volumes. The highest value for each metric represents 100 percent; each data entry can then be ranked as a percentage of the individual maximum. This provides a perspective of how rapidly volumes decrease from the highest value. Figure 15 shows that the number of total daily skiers and daily public parking decline most rapidly. The daily volumes on SR 224 and Canyons Resort Drive exhibit more moderate declines. As expected, the hourly volumes on the two roads decrease at the slowest rate due to the number of hourly data points (Shown on Figure 16). SR 224 declines the least rapidly because it serves the entire Snyderville Basin, and traffic volumes are not tied to a single resort.

25

Figure 15. Daily Activity Rankings

Source: Canyons Resort Village Management Association, Summit County and UDOT

Figure 16. Hourly Activity Rankings

Source: UDOT

26

The hourly and daily traffic volume data revealed that Fridays and Saturdays are generally the busiest days of the week. Saturday, February 16, 2013 (the Saturday of the three-day Presidents’ Day Holiday), was identified as the representative day for more detailed analyses. This Saturday included hours close to the 100th highest hour for 2013 at both ATRs. The daily volumes on SR 224 and Canyons Resort Drive both represent 80 percent of the maximum hour. Both of the hourly volume rankings are above the 100th highest hour of the year. The data points corresponding to February 16, 2013 have been identified on Figure 15 and Figure 16. Table 3 provides specific statistical information related to each volume measure for February 16, 2013. Table 3. Activity and Ranking Statistics for 2013 and February 16, 2013 SR 224 Canyons Canyons SR 224 Total Daily Highest Resort Drive Resort Drive Total Daily Total Daily Public Hourly Total Daily Highest Hourly Skiers Volumes Parking Volumes Volumes Volumes Maximum 45,111 3,518 16,153 1,421 Confidential Confidential Daily or 36,067 3,020 12,777 1,028 Confidential Confidential Peak Hour Percent 80.0% 85.8% 79.1% 72.3% 90.0% 47.1% of Maximum Ranking 33 88 10 82 8 14 Source: Summit County and Vail Resorts Travel Demand Model The next step of the analysis of existing traffic conditions was to determine how well Canyons SPA is currently meeting its trip reduction goals. Recorded volumes on Canyons Resort Drive for February 16, 2013 were compared with estimated traffic volumes that would have been generated by the development using standard trip generation rates. Summit County adopted Ordinance No. 652A in 2008 to provide a policy for determining impact fees for transportation facilities in the Snyderville Basin. In general, impact fees are calculated to cover the cost of planned system improvements necessary to accommodate traffic generated by a new development. Page 7 of the Ordinance provides two hourly trip generation rate tables: one for the general Snyderville Basin service area that excludes the Canyons SPA, and the other specifically for the Canyons SPA. The Snyderville Basin rates are based on trip generation rates found in Trip Generation, published by the Institute of Transportation Engineers (ITE). Since the Ordinance was developed in 2008, the rates are most likely based on the 7th Edition of Trip Generation, published in 2003. The 9th Edition of Trip Generation was published in 2012. Canyons SPA rates are generally lower (but not always) than the general Basin rates. This recognizes the contributions of the trip reduction obligations found in the Canyons SPA Amended Development Agreement. Table 4 illustrates the analysis methodology and assumptions that were used to estimate the impacts of current trip reductions that can be attributed to existing trip reduction strategies. Trip generation for the Canyons SPA was separated into five categories: guest lodging, day skiers, commercial/retail activity, ski area and resort employees, and other activities using Canyons Resort Drive.

27

Because Summit County uses ITE trip rates to determine development impact fees, ITE trip rates were used as the starting point for determining the existing trip generation. Estimated vehicle trips associated with the development were reduced to account for internal trips that occur within Canyons SPA. These reduced trip rates are referred to as the modified trip generation rates. Discussions with RVMA indicated that during early stages of development restaurant and retail patrons are almost exclusively resort guests and/or skiers. As a result, the modified trip generation rates for Canyons SPA include an internal trip reduction that results in rates that are approximately 5 and 6 percent of the ITE rates. The modified ITE rates can then be used to estimate total trip generation to and from the resort in the absence of trip reduction strategies. Determining the baseline trip generation to and from the resort is essential to measuring the effectiveness of the trip reduction strategies recommended in this plan. Canyons SPA reduced approximately 2,400 vehicle trips (15.9 percent) on February 16, 2013 when comparing the recorded vehicle volumes on Canyons Resort Drive to the vehicle trips calculated for the development using these modified 2012 ITE trip rates. Given the limited data currently available, it was necessary to make assumptions to determine these modified trip generation rates. The modified trip generation rates yield a very conservative estimation of trip generation without trip reduction strategies. The monitoring program (discussed in Chapter 8) outlines a procedure for measuring the effectiveness of the proposed trip reduction strategies, verify the trip generation assumptions, and re-calibrate the assumptions, if necessary. It should be noted that without applying an internal trip reduction as discussed above, Canyons SPA would already be achieving a 64 percent trip reduction. Table 4. Trip Generation Analysis for February 16, 2013 Activity/Land Use Village Core Lodging

Total Units (Doors to Halls) 1,894 A February 16, 2013 Occupancy 72.9% B

Occupied Units 1,381 C = A × B Daily Trip Generation Rate ITE Hourly to Daily Conversion: 0.49 / 0.0785 6.24 D

Total Daily Trips 8,621 E = C × D Day Skiers *Daily Skier Information is Confidential* Analysis assumes 75% of resort guests are day skiers Day Skier Vehicle Occupancy 2.3

Total Daily Day Skier Trips 2,834 F Ancillary Activities Using Canyons Resort Drive (Summit County Spreadsheet)

28

Total Daily Trips 1,488 G Commercial Activity Total Size of Commercial Development 253,503 SF H Assume 50% Restaurants and 50% Retail Shops Total Size of Restaurants 126,752 SF I Total Size of Retail Shops 126,752 SF J Daily Restaurant Trip Generation Rate ITE Restaurant Hourly to Daily Conversion: 9.85/0.0775 (per 1000 sf) 127.15 K Percent of Trips Coming from Outside Canyons 5.7% L

Total Daily Restaurant Trips 919 M = (I/1000) × K × L Daily Retail Trip Generation Rate ITE Retail Hourly to Daily Conversion:2.71/0.061 (per 1000 sf) 44.32 N Percent of Trips Coming from Outside Canyons 5.7% P Total Daily Retail = (J/1000) × N × Trips 320 Q P Ski Employees

Number of Employees 566 R Percent of Employees working on February 16, 2013 95% S

Employee Vehicle Occupancy 1.07 T

Employee Trips per Day 2 U

Total Daily Employee Trips 1,005 V = (R × S × U) / T

= E + F + G + M + Total Calculated Daily Trips 15,187 W Q + V Actual Daily Count on Canyons Resort Drive on February 16, 2013 12,777 X

Daily Trips Saved 2,410 Y = W - X

Existing Approximate Trip Reduction Percentage 15.9% Z = Y / W

29

Chapter 6 Canyons SPA Development For 2014, the total Canyons SPA development represents under 25 percent of the total development area allowed by the SPA. As shown in Table 5, there are a total of 2,017 units (doors) and over 265,000 square feet of commercial / retail space completed. Phased buildout of the development has been forecasted for 60 percent, 80 percent, and 100 percent of buildout. These growth forecasts are based on the premise that the five areas at the base of the mountain (Resort Core, Frostwood, Red Pine Road, Willow Draw, and Lower Village) would be built out first before any of the areas on the mountain (The Cove, Red Pine Village, Tombstone, and On Mountain) are developed. Table 5 provides a summary of development associated with each subarea for each of these benchmarks. At 60 percent of total build out, the Resort Core and Frostwood are projected to be close to completion, 90 percent complete and 80 percent complete respectively; Willow Draw and the Lower Village would be at approximately 40 percent complete. The completion of five lower areas is projected to occur at 80 percent of total buildout. The development of the four on-mountain subareas is projected to coincide with the last phases of the overall development (80 to 100 percent of total buildout). Table 5. Canyons SPA Growth Forecasts LODGING 60% of 80% of 100% of Existing (2014) Buildout Buildout Buildout % Built Units % Built Units % Built Units Units Frostwood 45.4% 392 80.0% 690 100% 862 862 The Cove 0 0.0% 0 0% 0 205 Red Pine Road 58.3% 7 100.0% 12 100% 12 12 Willow Draw 0 40.0% 130 100% 324 324 Lower Village 0 40.0% 379 100% 948 948 Resort Core 43.3% 1618 90.0% 3364 100% 3736 3,736 Red Pine Village 0 0.0% 0 0% 0 1,235 Tombstone 0 0.0% 0 0% 0 99 On Mountain 0 0 0 - TOTAL 27% 2,017 61.6% 4,575 79.3% 5,882 7,421 Note: Total unit forecast is based on existing development designs. Number of units/doors to hall will change based on actual configuration of future developments. Combined lodging and commercial development has not reached 25% of the total potential development within the SPA.

30

Table 5. Canyons SPA Growth Forecasts (continued) COMMERCIAL SPACE 60% of 80% of 100% of Existing (2014) Buildout Buildout Buildout % Square % Square % Square Square Built Feet Built Feet Built Feet Feet Frostwood 80% 32,279 80.0% 32,279 100% 40,000 40,000 The Cove 0 0.0% 0 0% 0 5,000 Red Pine Road 0 0 0 - Willow Draw 0 0 0 - Lower Village 7.4% 11,300 40.0% 61,380 100% 153,450 153,450 Resort Core 30.7% 221,513 90.5% 652,340 100% 721,065 721,065 Red Pine Village 0 0.0% 0 0% 0 386,200 Tombstone 0 0.0% 0 0% 0 22,000 On Mountain 0 0 0 - TOTAL 19.9% 265,092 56.2% 745,720 69% 914,515 1,327,715

31

Chapter 7 Evaluation of Trip Reduction Strategies Canyons SPA is committed to achieving additional reductions in private automobile travel by providing comprehensive support for and implementing travel demand management strategies. This chapter evaluates strategies to reduce day skier vehicle trips, overnight guest vehicle trips, and employee trips. The goal of this program is to reduce vehicle trips for Canyons SPA by 27 percent. While the primary purpose of these strategies is to address the impacts of trip generation by day skiers, overnight guests, and employees many of these strategies will also help to reduce parking demand at Canyons. Specific trip reduction strategies have been separated into three tiers based on priority and appropriate sequencing of implementation. Strategies are associated with future development and the pace of development is highly correlated to market demand and economic conditions. However, to create a solid foundation and achieve the goals identified in this plan, the RVMA is committed to leading the implementation of the Tier 1 strategies in the next 36 months. While the tiered strategies provide guidance for transportation investments, it will be necessary to maintain flexibility within this plan to alter, add to, and/or remove recommended strategies to take advantage of current conditions and opportunities as they arise.

Tier 1 Strategy - Considered a top priority that will be implemented in the near term (before 30 percent development or in the next 36 months) and is expected to provide measurable reduction in vehicle trips. Once Implemented, Tier 1 strategies will be evaluated and reported on annual basis as part of the monitoring program to determine their effectiveness. An in-depth evaluation of Tier 1 trip reduction strategies will be conducted in 2019 and will include three seasons of data. See Chapter 8 for specifics. Tier 2 Strategy - A mid-range implementation period. These strategies could be implemented as pilot projects to test logistics, evaluate viability and reveal deficiencies prior to investing a significant amount of time, energy or money. Once implemented, Tier 2 strategies will be evaluated and reported on annually as part of the monitoring program along with pilot projects to determine their effectiveness to reduce vehicle trips. It is projected Tier 2 Strategies will be initiated between 30 to 60 percent development as defined by Certificates of Occupancy. The RVMA will consider implementation prior to 30% based on annual reporting/monitoring data. Tier 3 Strategy - A longer implementation period. Once implemented, Tier 3 strategies will be evaluated and reported on annually as part of the monitoring program along with pilot projects to determine their effectiveness to reduce vehicle trips. It is projected Tier 3 Strategies will be initiated between 60 to 100 percent development as defined by Certificates of Occupancy. The RVMA will consider implementation prior to 60% based on annual reporting/monitoring data. The strategies and programs implemented may not actualize exactly as outlined in this document. In addition, implementation of strategies will be dependent upon RVMA’s ability to fund the program within budget. The RVMA is committed to proactively working toward achieving the 27 percent reduction. To ensure that reduction strategies keep up with the pace of development, the RVMA is committed to conducting the annual monitoring program outlined in Chapter 8 of this document. The monitoring program is designed to assess the effectiveness of strategies implemented. Starting in June of 2017, the RVMA will meet annually with the County to discuss the results of the monitoring program and work collaboratively to achieve future success.

32

RVMA Transportation Coordinator In other concentrated employment areas around the country, Transportation Management Associations (TMAs) have achieved great success in reducing vehicle trip making. TMAs are normally non-profit, member-controlled organizations that provide transportation services and education for a particular area. They are often public-private partnerships, consisting primarily of area businesses with local government support. As an initial step, Canyons RVMA has initiated efforts to join and participate in a TMA that is being formed for the Greater Park City Area. Participating in this organization will help align Canyons SPA investments in transportation mitigation measures with those being made in other parts of the County. RVMA is currently in the process of hiring a Transportation Coordinator to manage transportation programs specific to Canyons Village and to coordinate with the TMA. The Transportation Coordinator will focus on Tier 1 strategies initially and help determine when additional strategies should be put in place. The position could transition to full-time in the next five years as demand for such services increases. An annual full-time salary of $80,000 is assumed for the Transportation Coordinator position. Potential trip reductions associated with the hiring of the Transportation Coordinator could come from measures coordinated through the TMA. It is anticipated that the Transportation Coordinator will have a lead role in implementing and maintaining many of the following trip reduction strategies. The RVMA will continue collaborating with other stakeholders to achieve targeted transportation objectives. Implementation: RVMA will create a part-time position for a Transportation Coordinator and move forward to find and hire this individual. This plan provides detailed information about the responsibilities of this position. See Table 6. Table 6. Transportation Management Options

Potential Tier for Transportation Responsible Design Day Trip Estimated Strategy Initiating User Group Party Reduction at Annual Cost Strategy Buildout Participate in Supports Transportation Canyons Village All RVMA Tier 1 0 Management Reduction Association Goals Hire Part Time Supports Transportation Canyons Village All RVMA Tier 1 $40K Coordinator Reduction Goals

Incentives and Disincentives The number of vehicle trips generated by Canyons SPA could also be reduced by a number of incentive and disincentive based services and programs. Subsidizing fares, increasing frequency and coverage, and providing monetary incentives such as cash or coupons will help encourage employees and skiers to use vanpools, carpools, and transit more often. Active management of parking spaces, such as designating free, close-in parking for vanpools and carpools for employees and Day Skiers, will also provide an incentive for mode shifts. Pay Parking initiatives and strategies will be reviewed by the RVMA and stakeholders.

33

Coupled with incentives, disincentives are an effective way to encourage a reduction in the use of private vehicles. Disincentives could include charging for low occupancy vehicle day skier and employee parking and locating this parking farther from the lift and Cabriolet. Overnight guests would be encouraged to reduce their use of personal vehicles by charging for parking, limiting the availability of parking, or charging to park more than one vehicle per unit. Implementation: The Transportation Coordinator will work closely with parking providers (ski area, lodges, etc.) to implement a uniform and equitable approach to these measures and will ensure that information about incentives and/or disincentives is included in the appropriate guest information. See Table 7. Table 7. Incentives and Disincentives Potential Tier for Design Day Estimated Transportation Strategy Responsible Party Initiating Trip Annual Cost User Group Strategy Reduction at at Buildout Buildout Supports Ski Area / Lodges / Canyons SPA Parking All Tier 1 $0 Management RVMA Reduction Goals

Development Coordination Another overarching strategy to mitigate vehicle trips is to ensure that all development (planned, under construction, and operating) actively supports the Canyons SPA goal to reduce single occupant vehicle traffic and is designed to encourage safe and efficient mobility of guests and employees by walking, shuttle, and transit. The Checklist included in Appendix B provides a list of actions that must be considered for each development. Canyons RVMA will work with Summit County to incorporate the aforementioned trip reduction measures into the County’s development code. In addition, RVMA will work with Replay on transportation plan components included in the Lower Village Master Plan and other developments in Canyons, when appropriate, to ensure development of a cohesive and integrated transportation network. Implementation: Canyons RVMA will work with the county to review Impact Fees and guideline changes for new developments to facilitate compliance with the Transportation Checklist. See Table 8.

34

Table 8. Transportation Checklist Option Potential Tier for Design Day Estimated Transportation Strategy Responsible Party Initiating Trip Annual Cost User Group Strategy Reduction at at Buildout Buildout Supports Overnight Canyons SPA Transportation Guests/ RVMA/Developments Tier 1 $0 Reduction Checklist Employees Goals

Supports Replay Master Overnight Canyons SPA RVMA/Replay Tier 1 $0 Plan Guests Reduction Coordination Goals

Guest Transportation Information Initiative When guests first begin researching a vacation or holiday at Canyons SPA, they will be made aware of the various transportation options for getting to Canyons Village from the Salt Lake City Airport. A comprehensive and consistent message will be developed to ensure guests that bringing a car is not necessary. Specific information may include airport shuttle services, lodge services, public transit schedules, as well as the ways in which guests benefit from not bringing a vehicle. Lodge lobbies and rooms will be encouraged to provide hard copy information on car-free transportation options. This initiative is estimated to cost $55,000 annually. Ensuring that lodge, commercial, and ski area employees are well-versed in car-free travel options and able to present viable transportation solutions to guests would contribute to successfully implementing a guest’s car-free visit. Under this initiative, employees would be able to show guests how, when, and where to access transportation services. The cost to train new and existing employees is estimated at $50,000 (assumes approximately 5,000 employees at buildout for one hour of training at $10/hour/employee). Implementation: Canyons RVMA (utilizing the Transportation Coordinator) will develop an informational campaign to promote the message that guests can enjoy a car-free visit at Canyons Village. Advertising, websites, brochures, reservation confirmations, etc. should emphasize this message.

In addition, the Transportation Coordinator and/or an outside training firm will develop an informational campaign for employees that will allow them to be well–versed in car-free travel options to be presented to guests. See Table 9.

35

Table 9. Guest Transportation Information Options Potential Design Tier for Estimated Transportation Responsible Day Trip Strategy Initiating Annual Cost User Group Party Reduction at Strategy at Buildout Buildout Guest Transportation Info Overnight Guests RVMA Tier 1 10K $25K Initiative Employee Training Supports Guest for Guest Overnight Guests RVMA Tier 1 Transportation $50K Transportation Initiative

Enhanced PC – SLC Connect Service Utah Transit Authority (UTA) currently operates UTA Bus (Route 902) on a daily basis. Tier 1 and Tier 2 steps will work to develop a program to increase utilization of this existing service by employees and day skiers. As ridership grows, increasing the frequency and span of service for the PC – SLC Connect as part of the Canyons Village development is one way to enhance the service. At 30 percent to 60 percent buildout of Canyons Village, this service should operate twice as many round trips. This service is identified as a Tier 2 strategy. To attract additional ridership, service improvements could focus on reducing travel time, subsidizing fares, and providing incentives such as discounts in and around the Canyons Village. Implementation: The Transportation Coordinator will work with UTA staff to determine appropriate measures to improve the utility of the existing service for employees and day skiers (Tier 1). Working in coordination with UTA, a joint information campaign should be developed to increase ridership. Schedule modifications to improve effectiveness should be considered. As ridership increases, enhancements to the service will be considered (Tier 2). See Table 10. Table 10. Enhanced PC – SLC Connect Service Option

Potential Design Tier for Estimated Transportation Responsible Day Trip Strategy Initiating Annual Cost User Group Party Reduction at Strategy at Buildout Buildout Increase Ridership of PC – SLC All UTA/RVMA Tier 1 50 $10K Connect Enhance PC – SLC All UTA/RVMA Tier 2 400 $160K Connect

Car and Bike Share Programs While the existing and proposed transit and shuttle services could provide transportation for nearly every trip purpose, guests will occasionally need to use a private automobile. For these occasional needs, a car share program can be an effective measure in reducing vehicle trips. Similar to the Park City car share program, it would consist of several vehicles that could be rented on an hourly basis.

36

This would also provide guests peace of mind that a car is available in case of emergency. A bike share program is another way to provide guests with on-demand transportation options. Implementation: The Transportation Coordinator will contact private car share companies (Enterprise CarShare, Car2go, Zipcar, etc.) to elicit interest in working with lodging properties to provide this service. Reserved parking spaces for these cars will be identified at participating lodging facilities. The strategy will be evaluated as a pilot program in a few lodges to determine the appropriate number of cars to be available in each lodge. Canyons RVMA will also participate with stakeholders in a bike share program that integrates into UTA’s regional program. See Table 11. Table 11. Car Share Program Option Potential Design Tier for Estimated Transportation Responsible Day Trip Strategy Initiating Annual Cost User Group Party Reduction at Strategy at Buildout Buildout Supports Guest Private Overnight Guests Tier 1 Transportation $0 Car Share Program Operator Initiative

Supports Guest Private Bike Share Overnight Guests Tier 1 Transportation $0 Operator Program Initiative

Employee Shuttle Service Expansion The existing Hyatt Escala employee shuttle program (see Appendix A) serves as a successful example that other lodges and employers at Canyons Village should emulate or expand. Keys to the success of this service include coordinating the shuttle schedule to employees’ work schedules and arranging convenient pickup points. Shuttle vans should also be used to transport employees who live in Salt Lake City or the Synderville Basin to/from work. Trip reduction and cost estimates assume 140 days of service annually, 6 hours of service a day at $60 per hour. Each lodge that participates is expected to take approximately 50 vehicle trips per day off the system (25 employees). Five lodges are assumed to participate. This service would require five vans at approximately $50,000 each. The cost to purchase these vans is not included in the annual cost. Implementation: The Transportation Coordinator will work with lodging partners to identify several properties to include in an initial pilot program. This effort will be closely coordinated and evaluated in conjunction with UTA’s PC-SLC Connect bus service to minimize duplication and inefficiencies. See Table 12. Table 12. Employee Shuttle Service Option Potential Estimated Tier for Transportation Responsible Design Day Annual Strategy Initiating User Group Party Trip Reduction Cost at Strategy at Buildout Buildout Expanded Employee RVMA Tier 2 100–250 $250K Employee Shuttle

37

Average Vehicle Occupancy Increase It is important to educate and encourage employees and day skiers to carpool or vanpool when traveling to the resort. Snyderville Basin Vanpool Program & Carpool Match Services Vanpool and programs will be initiated and evaluated on the ability to connect Canyons Village employees to various areas throughout the Snyderville Basin and beyond. Ways to create incentives for vanpooling/carpooling include subsidizing fares to encourage mode shift and designating free, close-in parking for vanpools and carpools. The RVMA will lead efforts to identify opportunities for off-site park and ride facilities. Another way is to provide monetary incentives such as cash or coupons to carpools and vanpools. Coupled with incentives, disincentives can be an effective way to encourage mode shift. Disincentives include charging for low occupancy vehicle day skier/employee parking and designating spaces that are farther from the lift and Cabriolet for single-occupant vehicles. Trip reduction estimates for vanpooling assume 30 vans with 10 passengers per van would operate during the ski season. If fares are fully subsidized, the operating cost would be approximately $170,000 annually and would mitigate approximately 500 vehicle trips daily at buildout. The cost to purchase vans is not included in the annual cost. Ways to educate and encourage employees to carpool include providing carpool matching services, such as the one currently provided by UTA. Trip reduction estimates assume approximately 1,200 people would carpool, thereby mitigating about 1,000 vehicle trips. If incentives of $5.00 to $10.00 (coupons, cash, etc.) per car were offered for the busiest 20 days of the season, this would cost approximately $90,000 annually.

38

Implementation: Since both of these services are currently provided by UTA, the Transportation Coordinator and the Resort will provide more information to employees about these existing services in addition to working with employers to better accommodate ridesharing. The Transportation Coordinator, in conjunction with the Resort, will closely monitor and report on these programs to determine ways to provide improved services. See Table 13. Table 13. Average Vehicle Occupancy Increase Options Potential Tier for Estimated Transportation Responsible Design Day Strategy Initiating Annual Cost User Group Party Trip Reduction Strategy at Buildout at Buildout Increase AVO Day Skier/Employee RVMA Tier 2 1,750 $450K

Additional Transit Service and Transit Amenities Enhanced Park City Transit Service One way to enhance the Park City transit service is to increase the frequency and span of service for the Lime Route (6) and the Pink Route (7). Headways on the Lime Route (6) are currently 40 minutes. As demand increases in the future, peak period headways could decrease to 30 minutes (at 60 percent and 80 percent of buildout) and possibly 15 minutes at buildout. Headways on the Pink Route (7) are currently 30 minutes and could decrease during peak periods to 15 minutes at 60 percent and 80 percent of buildout, and possibly 10 minutes at 100 percent buildout. Real-time Passenger Information Guests will be more likely to rely on transit service if real-time passenger information is readily available at boarding locations. This addition could come in the form of variable message signing at key bus stations, real-time arrival information at each bus stop, and next bus information in lodge lobbies, restaurants, and base area destinations. This technology would supplement Park City’s existing real- time bus tracking system. Shelters and Passenger Amenities Guests will be more inclined to ride transit if transit facilities, i.e., shelters, benches, lighting, and other passenger amenities are provided to ensure the comfort, safety, and convenience of guests. For example, heated areas, Wi Fi, and real time schedule information will be considered. Guaranteed Ride Home A guaranteed ride home program could be available to take employees home in case of emergency or an unexpected late workday that extends beyond the regular bus hours or causes the user to miss their vanpool or carpool. Implementation: All of these services will involve Park City Transit and/or the TMA. The Transportation Coordinator will work closely with these other agencies/organizations to promote the expansion/implementation of these measures. RVMA currently assists Park City Transit financially and will equitably participate in these programs in the future. See Table 14.

39

Table 14. Additional Transit Service and Transit Amenities Potential Design Estimated Transportation Responsible Tier for Initiating Strategy Day Trip Reduction Annual Cost User Group Party Strategy at Buildout at Buildout Enhance Park City All PCT/RVMA Tier 2/3 650 $275K Transit Day Supports improved Real-time Skiers/Overnight PCT/RVMA Tier 2 NA transit information Passenger Info Guests/Employees Day Shelters and Supports improved Skiers/Overnight RVMA Tier 2 NA Passenger transit service Amenities Guests/Employees Supports improved Guaranteed Ride Employees RVMA Tier 3 $20K Home transit service

Other Overnight Guest Transportation Options Coordinated Demand Responsive Shuttle Service Today, some of the lodges provide their guests a van service to access destinations within Canyons Village. Others provide service to key destinations in the Snyderville Basin. A cooperative shuttle for all guests could be operated as a regularly scheduled and on demand service to provide rides to designated areas throughout Summit County. This would require identifying a dispatch location and several vehicles (these could be the lodges’ existing fleets). This cooperative effort would likely be more cost-effective for the lodges. Taxi/Ride Share Services Ride share services typically use smart phone applications to connect passengers with drivers of vehicles for hire. Traditional taxi service and ride share services are currently available in Canyons Village and should be promoted more comprehensively as part of the car-free visit. Implementation: The existing taxi and ride share services will be promoted as part of the guest information initiative. Working closely with Canyons Village lodges, the Transportation Coordination should seek ways that existing shuttle services could be used to accommodate guests’ travel needs more effectively and determine means for consolidating services to improve efficiency. See Table 15.

40

Table 15. Other Overnight Guest Transportation Options Potential Estimated Transportation Tier for Initiating Design Day Strategy Responsible Party Annual Cost User Group Strategy Trip Reduction at Buildout at Buildout Coordinated Supports Guest Demand Overnight Guests RVMA Tier 2/3 Transportation NA Responsive Shuttle Initiative Supports Guest Taxi/Ride Share Overnight Guests RVMA Tier 1 Transportation $0 Services Initiative

Other Considerations Employers would not incur federal or payroll tax (Social Security, Medicare, etc.) on money spent on a program offering transit passes and vanpool incentives to employees. Utah imposes no state or local taxes on such a program either. Employers can subsidize as much or as little of the program as deemed appropriate. There are three options: Fully Subsidized – The employer picks up all the cost, up to $130 per month for transit and vanpooling expenses. Partially Subsidized – The employer picks up part of the cost, including employee contribution up to $130 per month. Pre-tax Withholding from Salary – Much like a 401K or Cafeteria plan, employees can have money withheld from their salaries to pay for transit or vanpools expenses.

41

Chapter 8 Monitoring Program A key product of the Canyons SPA TMP is an ongoing monitoring program for the resort transportation system. Knowing the current status of the resort’s transportation system and the utilization of its individual components is essential to maximizing its efficiency and effectiveness. Monitoring is very similar to an annual physical to tell what’s working well and where improvement is necessary or possible. Increasing the validity and timeliness of the Canyons Village data collection efforts through the monitoring program is crucial to the success of all of the transportation elements. Canyons RVMA currently provides an annual report to Summit County. This annual report already includes a significant amount of information about guests and employees. Skier data is provided on a confidential basis. The recommended monitoring program developed here focuses more directly on measuring transportation impacts and transportation mitigation measures. The RVMA is largely responsible for expanding data collection and monitoring efforts. The goals established under the monitoring program are intended to assist the RVMA in assessing the effectiveness of programs and strategies implemented and to guide the evolution of the plan over time. Three data collection days have been identified: Saturday of Presidents’ weekend: historical data indicates that this day is typically among the top 20 day-skier days Saturday after Christmas: historical data indicates that this is also one of the busiest day-skier days. If the Saturday of Presidents’ weekend is not in the top 20 skier days, it is recommended that the monitoring program evaluation use data collected on the Saturday following Christmas (when Christmas falls on a weekend, data should be collected on the Friday before). First Thursday of March: historical data indicates that this day would be representative of an average volume skier day. Consistent data collection will be important because resort activity is highly dependent on economic conditions, snow accumulation, and weather. Long-term trends will become apparent as the annual ups and downs are smoothed. This section describes the suggested initial monitoring program and information on each data collection effort. Initial Monitoring Procedure Step 1. Beginning immediately, collect 24-hour, directional vehicle counts by hour on the Saturday following Christmas Day (when Christmas falls on a weekend, collect data on the Friday before), Saturday of Presidents’ weekend, and first Thursday of March at the following locations: 1. Canyons Resort Drive (from automated traffic recorder) 2. SR 224 north of Canyons Resort Drive (from automated traffic recorder) 3. Cooper Lane just south of Sun Peak Drive 4. Frostwood Drive just north of White Pine Canyon Drive Confirm Saturday of Presidents’ weekend is in the 20 highest traffic days. Add daily counts from Canyons Resort Drive, Cooper Lane, and Frostwood Drive to determine total traffic to and from the resort on the three data collection days.

42

Step 2. Obtain skier data and skier parking data by day for every day of the season. Confirm that Saturday of Presidents’ weekend is in the 20 highest skier days. Step 3. Collect average vehicle occupancy data from 8 AM to 10 AM at the Cabriolet Lot and the preferred parking lot, on the Saturday following Christmas Day (when Christmas falls on a weekend, collect data on the Friday before), Saturday of Presidents’ weekend, and first Thursday of March. Calculate average vehicle occupancy (to be entered into the monitoring spreadsheet). Estimate the number of day skiers by multiplying the average vehicle occupancy by the day skier parking count. Step 4. Collect overnight parking data between 11pm and 4 AM and obtain lodging data for the Saturday following Christmas Day (when Christmas falls on a weekend, collect data on the Friday before), Saturday of Presidents’ weekend, and first Thursday of March: Calculate occupancy rate. Compare the number of recorded vehicles per occupied unit to number of parked vehicles observed overnight on the three data collection days. Step 5. Input data from each collection day into the monitoring spreadsheet and compare collected data to key metric charts. Compare day skier average vehicle occupancy to average vehicle occupancy metrics chart. Compare occupied units arriving without private auto to occupied units metrics chart. Compare results from annual employee transportation survey to employee mode shift metrics chart. Compare design day vehicle trips to design day vehicle trip metrics chart. Compare recorded daily traffic counts to the estimated trip generation estimates from the monitoring spreadsheet to estimate trip reduction due to transportation mitigation strategies. Figure 17 illustrates the trends anticipated for several key metrics as the resort develops and implements various transportation mitigation strategies. Chart 1 illustrates a desired steady increase in average vehicle day skier occupancy. Observed and recorded average vehicle occupancy should be charted annually to illustrate its growth as development occurs and transportation mitigation measures are implemented. Chart 2 illustrates the desired steady increase in the percentage of occupied units without a car. Recorded and calculated no-vehicle-unit data should be charted as a percentage of total units annually to illustrate its growth as development occurs and transportation mitigation measures are implemented. Chart 3 illustrates the desired steady decrease in employees arriving by private auto. Results from the annual employee transportation survey should be charted annually to illustrate the decline in percentage of employees arriving by private auto as development occurs and transportation mitigation measures are implemented. Chart 4 illustrates the desired trend in vehicle trip volumes as development occurs. Canyons Village can compare recorded vehicle trips to and from the resort on the Saturday following Christmas Day (when Christmas falls on a weekend, collect data on the Friday before), the Saturday of Presidents’ weekend,

43 and the first Thursday of March against these trend lines to help determine the impact of implemented mitigation strategies. It is worth noting, however, that several assumptions were made to develop these trend lines and the initial calibration should be checked during the next transportation plan update and after the data collection efforts have been in place for several years (2019). Another tool to estimate the expected level of traffic without mitigation measures has been provided as an Excel spreadsheet (see Appendix C). The spreadsheet tool allows RVMA to enter information about the current level of development in Canyons Village (i.e. total number of lodging units, total lodging employment, number of day skiers, parking counts, etc.) to determine the projected number of vehicle trips generated by Canyons Village in the absence of mitigation measures. The spreadsheet uses the previously discussed modified ITE trip generation rates to estimate the baseline trip generation associated with the resort. Daily traffic counts from Canyons Resort Drive, Cooper Lane and Frostwood Drive would also be entered into the spreadsheet tool and compared to the baseline trip generation calculations to estimate the total trip reduction as the result of the implemented transportation mitigation strategies.

44

Figure 17. Illustrative Key Metrics and Trends

A three-year in-depth evaluation of the trip reduction strategies will be conducted in 2019 in addition to the annual report submitted to Summit County. This more robust evaluation would be used to re-assess the existing and potential trip reduction programs. This evaluation should provide adequate time to implement the proposed data collection program (summarized below). By conducting a more comprehensive assessment of the trip reduction strategies, the evaluation will help prioritize and guide the implementation of Tier 2 programs.

45

Monitoring Program Data Collection Traffic Counts Automatic Traffic Recorders (ATRs) are currently located at SR 224 and Canyons Resort Drive. These ATRs provide a continuous source of hourly, directional vehicle counts every day all day long. UDOT and Summit County should continue to closely monitor these traffic counters and address maintenance issues quickly to minimize gaps in traffic data. For the monitoring program, the two ATR count locations will be supplemented with directional 24-hour daily vehicle counts on Cooper Lane just south of Sun Peak Drive and on Frostwood Drive just north of White Pine Canyon Drive. Each year it is recommended that Canyons RVMA count each of these locations three times: (1) Saturday following Christmas Day (when Christmas falls on a weekend, collect data on the Friday before), (2) Saturday of Presidents’ weekend, and (3) the first Thursday of March. RVMA can contract with a transportation consulting firm to collect this data. Video data (over tube counters) collection is recommended. Average Vehicle Occupancy Counts On the same days that vehicle counts are being recorded, Canyons RVMA will observe and record vehicle occupancy for day skiers. It is recommended that one or two people be stationed at the access to the Cabriolet parking lot and record the number of people in each vehicle. Vehicle occupancy data collection should occur between about 8 AM and 10 AM on each of the three data collection days. Skiers and Skier Parking – Both Confidential Data Canyons RVMA will request Park City resort to confirm that the Saturday of Presidents’ weekend is in the top 20-day skier days, that the Saturday after Christmas is one of the busiest days, and that the first Thursday of March is an average volume skier day. If the Saturday of Presidents’ weekend is not in the top 20 skier days, it is recommended that the monitoring program be based on data collected on the Saturday following Christmas (when Christmas falls on a weekend, data should be collected on the Friday before). Public parking data should be collected for the three data collection days. Ideally, this information would differentiate between day skier vehicles and employee vehicles and will capture the maximum number of day skier and employee vehicles parked in the public lots on the three data collection days. Overnight Guest Information The Lodging pay Statistics form (Exhibit E – Lodging Parking Statistics in the Canyons Resort Specially Planned Area Annual Report to Summit County, 2013) should provide sufficient data for ongoing parking analyses. The 2013 report included only five of the properties. All properties should be encouraged to provide this data to get a more complete record. As background, Canyons RVMA would need the total number of doors to hallway and total parking spaces available for each facility.

46

Canyons RVMA should request the following data be recorded on the three collection days by each lodge: Occupied units Number of vehicles for each occupied unit Number of occupied units that arrived without a private auto Total parking spaces occupied by guests overnight in the parking garages/lots. These data should be recorded on the three data collection days between 3 AM and 6 AM. Total number of employees scheduled to work on the three data collection days and the number of vehicles that drove a private auto to work that day. Every five years, Canyons RVMA may also find it useful to conduct a supplemental overnight guest survey to monitor transportation patterns. Surveys could ask about the number of vehicles associated with each unit, trips made during the day, mode used to make a trip, and the number of people skiing on a particular day. This type of survey should be implemented only after the rest of the monitoring program has been fully implemented. Data from the monitoring program will be used to craft questions for the survey and ensure that the data collected is useful. Employees Annually, Canyons RVMA will conduct an employee transportation survey. It could be combined with the housing survey, as was done in 2013. The survey should be made available to all Canyons SPA employees. Creating a survey with skip logic and conditional branching will yield responses that provide specific information and understanding of why employees make the transportation decisions they do. The survey should also include a question about which industry each employee works in (i.e. lodging/tourism, retail, bar and restaurant, etc.). This information will provide a better understanding of the composition of the commercial portion of Canyons SPA for estimating retail versus restaurant trip generation.

47

Chapter 9 TMP Implementation The recommendations included in this plan will be most effective if implemented, administered, and encouraged in a systematic and coordinated manner. The recommended implementation plan is summarized below. In addition, Table 16 has been created to provide an overview of strategy measurement techniques. This is intended as an example and is not all inclusive. Measurements will be evaluated for accuracy and may change to provide improved data analysis. 1) Trip Reduction Strategies – Canyons SPA will continue to pursue the following recommended transportation mitigation strategies by expanding existing programs and initiating new ones. Additional or alternative strategies will be evaluated each time the Canyons SPA TMP is updated. a. Canyons RVMA will hire a Transportation Coordinator, initially half-time, to manage transportation programs specific to Canyons Village, to oversee the monitoring program and participate in the Park City area TMA. (Tier 1) b. Canyons RVMA will continue to provide financial support for Park City Transit services connecting the resort to local and regional origins and destinations. (Tier 1) c. Canyons RVMA will work with the resort, existing lodges and property management companies to improve messaging that encourages car-free vacations on lodging websites, in rooms, and through employees. (Tier 1) d. Canyons RVMA will lead an effort to ensure that SPA employers are educating employees on bus, shuttle, vanpool, and carpool travel options available to guests and have employees encourage guests to use these modes. (Tier 1) e. Canyons RVMA will also work with existing transportation providers to improve messaging and encourage car-free vacations for visitors including car and bike share programs. (Tier 1) f. Canyons RVMA will work with the resort, lodging partners, and Summit County to identify opportunities for offsite satellite park and rides which integrate into the resort transit system (Tier 1). g. Canyons RVMA will review SPA trip reduction requirements with developers to gain their acceptance and support for implementing trip reduction measures and ensure a cohesive and integrated transportation network. (Tier 1) h. Canyons RVMA will review expansion potential and enhancement of the PC-SLC Connect to encourage day skiers and employees to use this service. (Tier 2) i. Canyons RVMA and Vail Resorts will work together to implement, continue, or increase bus pass and vanpool subsidies or incentives for employees. (Tier 1) j. Canyons RVMA will encourage lodges and commercial businesses to subsidize or incentivize employee travel on alternative transportation. (Tier 1)

48

2) Monitoring Program a. Canyons RVMA will monitor and report on development activity, transportation impacts, and trip reduction achieved on an annual basis. (Tier 1) b. Canyons RVMA will update the SPA TMP regularly (every five years) to reflect updates in planned development activity and the transportation network. c. Canyons RVMA will work closely with the resort as well as individual lodges to clarify what and how often parking data should be collected. (Tier 1) d. Canyons RVMA will evaluate existing parking requirements against actual parking demand after two seasons of new parking data have been collected. (Tier 1) e. Canyons RVMA will identify shared and valet parking opportunities, as well as the feasibility of pay parking to manage demand and maximize parking use within the resort. (Tier 1)

49

Table 16. Strategy Implementation Summary

Strategy Measurement RVMA staff will attend scheduled meetings of the Greater Participate in Summit County TMA Park City Transportation Management Association Hire part-time transportation Transportation Coordinator will provide quarterly and annual coordinator transportation reports to RVMA Management Staff will complete transportation checklist with key Transportation checklist development staff and submit to Summit County as part of the application for certificate of occupancy Transportation Coordinator will develop/revise materials as Guest transportation info initiative needed at the beginning of each season; Maintain current resort contacts to assist with information dissemination Employee training for guest Provide seasonal trainings to SPA employees on guest transportation transportation options # of subsidized passes provided to employees per month; # of Increase ridership of PC-SLC Connect employee rides per month Meet (at least) quarterly with UTA, Summit County, Park City Enhance PC-SLC Connect Transit Car Share Program # of hours per month; # of expanded vehicles per month # of riders per month; % increase over previous years in Expanded employee shuttle riders and hours Vanpool program (30 vans, 10 pass per # of riders per month; % increase over previous years in van) riders and hours # of riders per month originating in/around Canyons Village Enhance Park City Transit services area Annual review of conditions and amenities, prior to meeting Shelters and passenger amenities with PCT and Summit County Guaranteed Ride Home # of uses per month; two informational contacts per month Implement coordinated shuttle # of riders per month; % increase over previous years in services riders and hours

50

Appendix A. SPA Property Shuttle Data Hilton Sunrise Westgate Hyatt Escala Hyatt Escala Employee Shuttle Guest Shuttle Guest Shuttle Guest Shuttle Does your lodge provide Yes Yes No Yes for employees shuttle service into and out of Canyons? How many guest shuttles does 1 Typically 2, n/a Two (15) passenger vans in the winter your lodge provide to guests seasonally One (1) passenger van in summer for transportation into and out dependent of Canyons? What are the destinations of Kimball Junction Park City Area n/a these guests? Deer Valley From SLC to Canyons How many passengers do you Varies with Shuttles carry 14 n/a Winter generally take and what time seasons, Runs passengers and runs Average 25 daily from SLC at 830am returning to SLC at 5pm of day is the guest shuttle use? shuttle from on-call Approx. 7 daily from SLC at 4pm returning to SLC at 12am 7:30AM-10:30PM Approx. 2 daily from SLC at 10pm returning to SLC at 7am. Summer Average 8 daily from SLC at 830am returning to SLC at 5pm Approx. 2 daily from SLC at 4pm returning to SLC at 12am

Do you share this service with Sometimes with Westgate does not n/a Not at this time, but we'd be happy to share any other lodging facilities or Waldorf, but share service to likewise? generally on own guests of other resorts, likewise other resorts do not offer shuttles to Westgate guests Is there a charge for this No Charge n/a We charge a small fee to our employees service or is it complimentary?

Appendix B. Development Transportation Checklist One strategy to mitigate vehicle trips is to ensure that all development actively supports the Canyons Village goal to reduce single occupant vehicle traffic and is designed to encourage safe and efficient mobility of guests and employees by walking, shuttle, and transit. This Checklist provides a list of actions that should be considered by each development. Canyons RVMA will coordinate with each development to the extent possible to encourage inclusion of these actions. Canyons RVMA will also track and report which mitigation actions are included for each development.

Action Achieved? Provide a FREE year-round shuttle service from a variety of near site parking facilities to the ski resort as well as employee destinations. Provide employee transportation benefits, including free shuttles, bus passes or discounts, van pools, and ride-share incentives. Provide sidewalk and amenities (lighting, way-finding) connecting all facilities and shuttle bus routes. Provide access (by shuttle, sidewalk etc.) to public bus lines Provide facility-wide amenities that encourage alternate modes (lighting, safety features, sweeping/plowing etc.) Participate in cooperative Canyons Village lodging shuttle service.

Provide visitor incentives for riding the shuttle (drink tickets, raffle prizes).

Offer and promote non-peak travel incentives for guests.

Support and participate in transit initiatives in the community and region.

Work with travel agents to market and promote “car free” vacation packages. Train employees to promote shuttle system and other non-private auto travel to guests. Provide preferred parking for carpool (three or more individuals) that equals 5% of the total provided parking spaces. Provide preferred parking for low-emitting fuel efficient and fuel efficient vehicles for 5% of the total provided parking spaces. Size parking capacity to not exceed minimum local zoning requirements. Minimize parking lot/garage size. Limit the number of allowable vehicles to not exceed one vehicle per room by charging for parking of additional vehicles.

Appendix C. Trip Generation Spreadsheet Tool

Appendix D. Comprehensive Mitigation Strategies Summary Table Specific trip reduction strategies have been separated into three tiers based on priority and appropriate sequencing of implementation. While the tiered strategies provide guidance for transportation investments, it will be necessary to maintain flexibility within this plan to alter, add to, and/or remove recommended strategies to take advantage of current conditions and opportunities as they arise. RVMA is committed to proactively working toward achieving the 27 percent trip reduction. To ensure that reduction strategies keep up with the pace of development, RVMA is committed to conducting the annual monitoring program outline in Chapter 8 of this document.

Potential Design Tier for Estimated Transportation Day Trip Strategy Responsible Party Initiating Annual User Group Reduction at Strategy Cost Buildout Participate in Supports Summit All RVMA Tier 1 Canyons Village $0 County TMA Reduction Goals Hire Part Time Supports Transportation All RVMA Tier 1 Canyons Village $40K Coordinator Reduction Goals

Supports Ski Area / Lodges / Parking All Tier 1 Canyons Village $0 RVMA Management Reduction Goals

Supports Overnight Guests/ Transportation RVMA/Developments Tier 1 Canyons Village $0 Employees Checklist Reduction Goals

Replay Master Supports Plan Overnight Guests RVMA/Replay Tier 1 Canyons SPA $0 Coordination Reduction Goals Guest Transportation Overnight Guests RVMA Tier 1 10K $25K Info Initiative Employee Supports Guest Training for Overnight Guests RVMA Tier 1 Transportation $50K Guest Initiative Transportation Increase Ridership of All UTA/RVMA Tier 1 50 $10K PC – SLC Connect Supports Guest Car Share Overnight Guests Private Operator Tier 1 Transportation $0 Program Initiative

Potential Design Tier for Estimated Transportation Day Trip Strategy Responsible Party Initiating Annual User Group Reduction at Strategy Cost Buildout Supports Guest Bike Share Overnight Guests Private Operator Tier 1 Transportation NA Program Initiative

Supports Guest Taxi/Ride Overnight Guests RVMA Tier 1 Transportation $0 Share Services Initiative

Enhance PC – All UTA/RVMA Tier 2 400 $160K SLC Connect Expanded Employee Employee RVMA Tier 2 100–250 $250K Shuttle Day RVMA Tier 2 1,750 $450K Increase AVO Skier/Employee

Day Supports Real-time Skiers/Overnight PCT/RVMA Tier 2 improved transit NA Passenger Info Guests/Employees information

Shelters and Day Supports Passenger Skiers/Overnight RVMA Tier 2 improved transit NA Amenities Guests/Employees service

Enhance Park All PCT/RVMA Tier 2/3 650 $275K City Transit Supports Guaranteed Employees RVMA Tier 3 improved transit $20K Ride Home service

Coordinated Supports Guest Demand Overnight Guests RVMA Tier 2/3 Transportation NA Responsive Initiative Shuttle NA – Annual cost estimate not available at this time.

Appendix E. Canyons Resort Drive Traffic Counts Canyons Resort Drive Traffic Counts - 2012 - 2013 Season Total Daily Volume Total Daily Volume Friday, November 23, 2012 8068 Saturday, February 02, 2013 12853 Saturday, November 24, 2012 6698 Sunday, February 03, 2013 10125 Friday, November 30, 2012 6219 Monday, February 04, 2013 3386 Saturday, December 01, 2012 6210 Wednesday, February 06, 2013 9245 Sunday, December 02, 2012 4755 Thursday, February 07, 2013 10082 Monday, December 03, 2012 5760 Friday, February 08, 2013 11170 Tuesday, December 04, 2012 5709 Saturday, February 09, 2013 10464 Wednesday, December 05, 2012 5889 Sunday, February 10, 2013 11135 Thursday, December 06, 2012 6232 Monday, February 11, 2013 9334 Monday, December 10, 2012 6290 Tuesday, February 12, 2013 9072 Tuesday, December 11, 2012 6136 Wednesday, February 13, 2013 9413 Wednesday, December 12, 2012 6555 Thursday, February 14, 2013 10252 Thursday, December 13, 2012 6829 Friday, February 15, 2013 12141 Friday, December 14, 2012 7943 Saturday, February 16, 2013 12777 Saturday, December 15, 2012 9228 Sunday, February 17, 2013 11990 Sunday, December 16, 2012 8146 Monday, February 18, 2013 11428 Monday, December 17, 2012 7441 Tuesday, February 19, 2013 9544 Tuesday, December 18, 2012 7807 Wednesday, February 20, 2013 8882 Wednesday, December 19, 2012 8226 Thursday, February 21, 2013 9549 Thursday, December 20, 2012 8245 Friday, February 22, 2013 10572 Friday, December 21, 2012 9368 Saturday, February 23, 2013 10576 Saturday, December 22, 2012 9751 Sunday, February 24, 2013 11778 Sunday, December 23, 2012 9138 Monday, February 25, 2013 9328 Monday, December 24, 2012 9856 Tuesday, February 26, 2013 8965 Tuesday, December 25, 2012 8171 Wednesday, February 27, 2013 9598 Thursday, December 27, 2012 12601 Thursday, February 28, 2013 11065 Friday, December 28, 2012 13248 Friday, March 01, 2013 12249 Saturday, December 29, 2012 13533 Monday, March 04, 2013 9778 Sunday, December 30, 2012 12357 Tuesday, March 05, 2013 9335 Monday, December 31, 2012 13635 Wednesday, March 06, 2013 9190 Tuesday, January 01, 2013 10928 Thursday, March 07, 2013 9697 Wednesday, January 02, 2013 10751 Friday, March 08, 2013 11641 Thursday, January 03, 2013 10350 Sunday, March 10, 2013 12268 Saturday, January 05, 2013 10401 Monday, March 11, 2013 9637 Sunday, January 06, 2013 8505 Tuesday, March 12, 2013 9603 Monday, January 07, 2013 7248 Wednesday, March 13, 2013 9757 Tuesday, January 08, 2013 7597 Thursday, March 14, 2013 10154 Wednesday, January 09, 2013 8059 Friday, March 15, 2013 11307 Thursday, January 10, 2013 7414 Saturday, March 16, 2013 11418 Friday, January 11, 2013 9771 Sunday, March 17, 2013 8766 Saturday, January 12, 2013 10344 Monday, March 18, 2013 8207 Sunday, January 13, 2013 7979 Tuesday, March 19, 2013 8168 Monday, January 14, 2013 7376 Wednesday, March 20, 2013 7670 Tuesday, January 15, 2013 7274 Thursday, March 21, 2013 8824 Wednesday, January 16, 2013 8309 Friday, March 22, 2013 10122 Thursday, January 17, 2013 10726 Saturday, March 23, 2013 13687 Friday, January 18, 2013 14306 Sunday, March 24, 2013 10616 Saturday, January 19, 2013 16153 Monday, March 25, 2013 9560 Sunday, January 20, 2013 15061 Tuesday, March 26, 2013 9709 Monday, January 21, 2013 14606 Wednesday, March 27, 2013 9849 Tuesday, January 22, 2013 12038 Thursday, March 28, 2013 10087 Wednesday, January 23, 2013 10596 Friday, March 29, 2013 10702 Friday, January 25, 2013 11759 Saturday, March 30, 2013 12233 Tuesday, January 29, 2013 7651 Sunday, March 31, 2013 8169 Wednesday, January 30, 2013 8961 Monday, April 01, 2013 7443 Thursday, January 31, 2013 9552 Tuesday, April 02, 2013 4078 Thursday, April 11, 2013 5568 Friday, April 12, 2013 6688 Saturday, April 13, 2013 6328 Sunday, April 14, 2013 6602