OCTOBER 2020 WORKING GROUPS REPORT SPONSORED BY THE POINT OF THE MOUNTAIN STATE LAND AUTHORITY TABLE OF CONTENTS THE POINT 1 POINT OF THE MOUNTAIN STATE LAND AUTHORITY 2 THE POINT WORKING GROUPS 3 WORKING GROUP MEETINGS 4 SUMMARIES OF WORKING GROUP CONCLUSIONS 7 APPENDIX A-D 2 THE POINT The Utah Legislature has directed the repurposing of the approximately 700-acre Draper Correctional Facility site following the move of the inmates to a new location in 2022. This site, known as The Point, is in the heart of Silicon Slopes, one of the most dynamic high-tech centers in the United States. Sitting at the intersection of major highways, served by a young, educated workforce, surrounded by more than 20,000 acres of undeveloped land in area communities, and with easy access to the majestic Wasatch Mountains, this development project has rightfully been called a “once-in-a-generation” opportunity. Widely recognized as one of the most important economic development opportunities in state history, The Point offers unprecedented potential to create an innovation hub that fosters technological advancement, includes vibrant and iconic mixed-use urban areas, demonstrates environmentally sustainable practices, and encourages active living through recreational amenities and welcoming open space. The Point will drive Utah’s economy and enhance quality of life statewide. 1 POINT OF THE MOUNTAIN STATE LAND AUTHORITY The Utah Legislature created the Point of the Mountain State Land Authority (“Authority”) in 2018 to oversee planning and development of The Point (Utah Code 11-59). The legislation creates an 11-person board with decision-making and land-use authority for The Point. It also directs the Authority to focus on job creation, workforce development, quality of life for residents, workforce housing, environmental sustainability, high-quality transit, recreational opportunities, and creating a nationally recognized research center. To ensure it fulfills its responsibilities consistently with legislation and public expectations, the Authority adopted the following guiding principles: 1. Promote the Public Interest – We are dedicated to making life better—economically and socially—for all Utahns. We advance the public welfare ahead of any individual interest. 2. Set the Standard – We are building a high-quality community; a leading example of thoughtful, sustainable, and creative development that helps advance residents’ interests. 3. Think Regionally – Regional success is paramount. While our focus is on the site, we analyze the broader impact of our actions, seeking to catalyze regional opportunity and solve regional challenges. 4. Take the Long View – Committed to Utah’s enduring success, we build for the future. We invest our resources for sustained, not just quick, returns. 5. Be Open and Transparent – Because all Utahns own the site, all have a stake in its development. We respect and seek input from all stakeholders, recognizing that our actions affect others. We conduct the public’s work in public and keep them informed. 6. Act with Integrity – We base our decisions on sound data and the law, and act with uncompromising integrity, always. Promote Be Open and the Public Think Regionally Transparent Interest GUIDING Set the Take the Long View Act with Integrity PRINCIPLES Standard 2 WORKING GROUPS To advance the guiding principles and inform the master-planning process, the Authority created five working groups focused on priority areas: • Stakeholder (local elected officials) • Education, Research & Innovation • Environment & Air Quality • Infrastructure & Land Use • Economic Development, Recruitment & Investment Two Authority board members chaired each of the Working Groups, with the exception of the Environment & Air Quality Working Group, chaired by Scott Baird, executive director of the Utah Department of Environmental Quality and Kerry Kelly, assistant professor of Chemical Engineering at the University of Utah and former chair of the Utah Air Quality Board and Air Quality Policy Advisory Board. Each Working Group is composed of members carefully selected for their experience, diversity, expertise, and commitment to Utah’s future. The chairs and members of each Working Group are listed in Appendix A. The members of these Working Groups are an extension of the board, contributing additional knowledge, key relationships, and vision. They are also an extension of the public, promoting a broader range of priorities and perspectives. Members of the Working Groups participated conscientiously and dedicated significant time and thought to help achieve The Point’s significant potential. WORKING GROUP PRIMARY TASKS Identify a short list of Key Vision Elements to be addressed in the 1 framework master plan for The Point Identify additional ideas to include in this report to inform the Authority 2 board and master planning team 3 Provide ongoing advice and feedback during the master-planning process Help the Authority build relationships with potential target 4 companies and investors 5 Serve as champions of the project with their colleagues and the public 3 WORKING GROUP MEETINGS July The individual Working Groups met the fourth week of each month beginning in July. During the first round of meetings, the Authority provided a detailed description of the project history, legislative direction, public process to date, the status of the Authority’s work, and the proposed role of the Working Groups. In free-flowing discussions, the members then shared a range of ideas for The Point relevant to the group’s particular area of focus. Staff organized the ideas generated during the July meetings and, through an online poll, asked the Working Groups to supplement and prioritize their group’s concepts in preparation for the August meetings. During the August meetings, each group reviewed the results of their ranking exercise, collectively refined their ideas, and identified the ideas most critical to success. Staff coalesced the priorities into six Key Vision Elements: 1. Create an iconic, vibrant, mixed-use community, with a focus on quality of life and healthy living, with a strategic balance of jobs and housing to limit off-site trip generation. Include active, welcoming places for people to gather day and night for recreation, dining, culture and entertainment. 2. Serve the site with a high-quality, future-focused, multi-modal transportation system, with an emphasis on convenience, safety, access, regional traffic reduction, limited parking, emissions reduction, and active transportation. 3. Promote enduring statewide economic development through job creation, workforce development, and revenue generation. Create a community that will attract and nurture top talent and outstanding anchor companies, as well as smaller local businesses. 4. Advance innovation by creating a place that promotes a culture of creativity and ingenuity, attracts outstanding talent and investment, promotes solution-oriented research, fosters the growth of promising early-stage companies, eliminates regulatory barriers, and facilitates interdisciplinary industry and academic partnerships to generate and commercialize new ideas. 5. Create a model of sustainable development that, relative to traditional development, significantly reduces air emissions (including GHG), water pollution, water and energy use, and takes advantage of on- and off-site renewable energy resources (including an on-site 4 geothermal resource). Explore a net-zero-ready development. 6. Coordinate closely with others to ensure the development fits well with regional plans and infrastructure, advancing the interests of the broader community and not just the site. Promote regional trail, transportation, and green infrastructure connections through the area and facilitate thoughtful regional growth. The Authority is in the process of selecting a planning team to create a framework master plan for The Point. Staff incorporated the Key Vision Elements into the solicitation document, which indicated that the Authority will evaluate teams in large part on how well they address the Key Vision Elements. August At the August meetings, the Authority asked for volunteers from some of the Working Groups to form subgroups and meet during September to further refine their priority ideas. The following subgroups formed (coordinator listed in parentheses): Education, Research & Innovation • Innovation District (Brenner Adams) • University and Private Sector Partnerships (Donna Milakovic) Environment & Air Quality • Reducing Pollution (Glade Sowards) • Preserving Resources (Moriah Jackson) • Creating a Livable Community (John Mackey) Infrastructure & Land Use • Placemaking (Ted Knowlton) • Transportation (Hugh Van Wagenen) • Coordinated Non-transportation Infrastructure (Soren Simonsen) September During the September meetings, the subgroups pre sented more detailed descriptions of priority ideas, identified other entities who could help advance the ideas, and outlined next steps. The full Working Group provided feedback to the subgroups and, with some changes, adopted the subgroup reports. Those brief reports are included in Appendix C. The Stakeholder Working Group discussed issues constituents have raised regarding The Point and ways those issues can be addressed. The Economic Development, Recruitment & Investment Working Group heard presentations from the Governor’s Office of Economic Development and the Economic Development Corporation of Utah regarding the industry sectors the state targets to 5 recruit to Utah.