To: Chuck Schneider Burlington S&S, LLC 225 West Washington Street Indianapolis, IN 46204 From: Patrick Dunford, P.E. Senior Project Manager Date: Project #: 13482.01 Re: Burlington Mall Retail Collection Transportation Evaluation Burlington S&S, LLC (the Proponent) is proposing to reposition portions of the Burlington Mall (the Project) located on Middlesex Turnpike in Burlington, Massachusetts (the Site ). Specifically, the Proponent is seeking to redevelop the former Sears Auto Center ( TBA ) building to include a mixture of restaurant and retail uses. This work also will involve minor Site revisions to accommodate new outdoor dining areas and improvements to the Site layout, parking, and access. The building space currently occupied by the Sears anchor store at the northern end of the Burlington Mall also is planned to be redeveloped to include a similar mixture of retail and restaurant space. The following memorandum summarizes the potential changes in traffic generation associated with the Project and evaluates potential Project impacts. Existing Conditions In total, the Burlington Mall currently contains 1,348,040 square feet (sf) of permitted building area, including the currently vacant Sears TBA outparcel building. The parking needs for the mall are currently accommodated by approximately 5,573 on-site parking spaces. Burlington Mall Site Access Access to the mall currently is provided by multiple driveways on the abutting roads. A full-access signalized driveway is located at the approximate midpoint of the property s Middlesex Turnpike frontage. A right-turn, enter-only driveway is located immediately south of the signal, and a driveway restricted to entering/exiting right-turns only is located roughly 850 north of the signal (and 400 feet to the south of Burlington Mall Road). Two separate signalized driveways are provided on Burlington Mall Road. The first is located approximately 800 feet to the east of Middlesex Turnpike. The mall driveway is slightly offset from Meadow Road on the opposite side of the roadway, with both approaches operating under the same signal controller. Approximately 750 feet further to the east, Burlington Mall Road is intersected by the mall driveway from the south and Lexington Street from the north. Sears TBA Access The currently vacant Sears TBA building is located at the northwest corner of the overall Burlington Mall property. This parcel also is located at the southwest corner of Burlington Mall Road s signalized intersection with the mall driveway opposite Meadow Road. Extending to the south from Burlington Mall Road, the mall driveway features two lanes in each direction separated by an approximately eight-foot wide landscaped median. Access to the former Sears TBA parcel currently is provided by a full-access unsignalized driveway intersecting the median-divided mall driveway approximately 195 feet to the south of Burlington Mall Road. Access to this parcel also is provided via two driveways on the mall east/west circulation aisle extending from Middlesex Turnpike to the median-divided mall driveway noted above. The first driveway is located just west of the above-mentioned drive aisle, and a second driveway is located 135 feet to the west of that.
Page 2 Proposed Project The proposed Project will involve the redevelopment of the vacant Sears TBA building, and the reoccupancy of soonto-be vacated building space currently occupied by the Sears anchor store. In addition to these improvements, some of the existing tenant space within the mall will be converted from retail to new restaurant uses. The following sections summarize the proposed Project components. Sears TBA The currently vacant Sears TBA building contains 28,460 sf of former auto-service/retail space, with an additional 19,756 sf of below-grade storage space. The development proposal involves the existing TBA building being redeveloped as approximately 35,000 sf of total outparcel building space to be occupied by retail/restaurant uses. Current plans call for approximately nine retail tenant spaces and five restaurants, generally to be positioned at the corners of the building. Of the 35,000 sf of total building area, these restaurants will occupy 11,337 sf of building area and will include 316 seats with an additional 157 patio seats. The remainder of the building will be used for approximately 21,831 sf of leasable retail space, with additional space to be used for storage, mechanical space, etc. Sears anchor store repositioning The repositioning of the existing first-floor Sears anchor store space will consist of retenanting that space to include a mixture of retail and restaurant space. This work will involve improvements to the exterior of the building and sidewalk areas, which also will allow for outdoor patio restaurant seating. Following this work, there will be roughly 39,011 sf of restaurant space provided including 1,107 seats (and an additional 335 outdoor patio restaurant seats). The remainder of the former Sears space will be occupied by multiple retail tenants with a total gross leasable area (GLA) of 124,299 sf. A 5,365-sf section of the northeasterly end of the Sears building will be demolished to allow for this and other landscape amenity space. A 140 sf kiosk located just north of the building in the Sears parking lot also will be removed as part of this Project. The upper story space including the Primark tenant space will remain unchanged. With the former Sears space being replaced by multiple smaller stores and restaurants occupying the former Sears space, there now will be newly-created common space serving these individual tenants similar to that which exists throughout the rest of the mall. Accordingly, there now will be multiple tenants within the former Sears footprint, but with a reduced total leasable area due to the introduction of this common space. Burlington Mall Retenanting As with any shopping center, there periodically are changes to existing tenant spaces proposed within the existing mall area. These changes will not involve any changes to the mall building area but, rather, just the introduction of new tenants. In this instance, the former 6,569 sf, 188-seat Pizzeria Uno restaurant space and two other retail tenants with a combined GLA of 2,941 sf will be converted to restaurant space. Two restaurants will occupy this area, with a total of 286 seats provided, and an additional 90 patio restaurant seats. Table 1 provides an overall summary in the proposed changes to the mall categorized by the newly created uses and associated changes to the existing Burlington Mall.
Page 3 Table 1 Development Program Existing Overall Burlington Mall (GSF) a Existing Burlington Mall Retail a (GLA): 1,348,040 sf Retail Proposed New Restaurant Automotive Building Area Seats 967,451 sf Sears TBA redevelopment Existing TBA demolition -28,460 sf Existing TBA storage demolition -19,756 sf Proposed TBA retail 21,831 sf Proposed TBA restaurant 11,337 sf 316 (+157 patio seats) Sears TBA subtotal +21,831 sf +11,337 sf 316 (+157 patio seats) -48,216 sf Sears repositioning Building demolition (northeast corner) -5,365 sf Sears space converted to common area -23,242 sf Existing retail to be removed -49,038 sf New restaurant space 39,011 sf 1,107 (+335 patio seats) Sears subtotal -77,645 sf +39,011 sf 1,107 (+335 patio seats) Mall retenanting Pizzeria Uno removal (vacant) -6,569 sf - 188 seats Retail removal (2 tenant spaces) -2,941 sf Proposed restaurant space 10,027 sf 286 (+90 patio seats) Mall subtotal -2,941 sf +3,458 sf 98 seats (+90 seats) Net change -58,755 sf 53,806 sf 1,521 seats (+582 seats) -48,216 sf Total Proposed Burlington Mall 908,696 sf +53,806 sf 1,521 seats (+582 seats) 0 sf Proposed Overall Burlington Mall (GSF) a 1,329,319 sf (18,721 sf reduction) GSF GLA a = Gross Square Footage. = Gross Leasable Area. Total Burlington Mall includes gross leasable area for tenants and additional non-leasable area (office spaces, common areas, mechanical rooms, etc.)
Page 4 As shown in Table 1, the Project will result in an overall 18,721 sf reduction in the total building area at the Burlington Mall. The following sections discuss how traffic generation was estimated for the Project considering this reduction, as well as the new uses proposed within the Site. Trip Generation Potential traffic increases associated with the Project were estimated using standard Institute of Transportation Engineers (ITE) data 1, considering the difference between the existing and proposed Burlington Mall building area and uses. The following sections discuss the three different methodologies considered for this analysis to estimate the potential changes in Project trip generation. Method 1 ITE Shopping Center With the overall reduction in building area it reasonably could be assumed that there will be a corresponding reduction in trip generation. However, to provide for a conservative analysis, trip generation was evaluated also considering the unique nature of the former Sears TBA use. While the Project will revitalize and renovate a significant portion of the mall, the Burlington Mall still will remain as a standard regional shopping center, though one with an increased amount of restaurant space. Therefore, the trip generation for the proposed conditions was compared to the current Burlington Mall using ITE Shopping Center data consistent with industry practices. The definition for this ITE land use code notes that shopping centers can include retail, restaurant, and other uses, as well as outparcel developments similar to that present at the Burlington Mall. ITE also notes that trip generation should be estimated based on the gross leasable area of the mall, and not including common areas, mechanical rooms, etc. For this analysis, trip generation for the former Sears TBA use was calculated separately using ITE data independent from the remaining overall Burlington Mall Shopping Center space. The resulting change in trip generation for the overall Burlington Mall using this methodology is shown in Table 2. 1 Trip Generation Manual (10 th edition), Institute of Transportation Engineers, Washington DC, 2017.
Page 5 Table 2 Method 1 Trip Generation Summary Shopping Center Proposed Retail/ New Restaurant a Existing Retail a Former Sears TBA b = Existing Total Retail/ TBA a Change 962,502 sf c 967,451 sf c 48,216 sf c 1,015,667 sf c Weekday Daily Enter 14,019 14,068 572 14,640-621 Exit 14,019 14,068 572 14,640-621 Total 28,038 28,136 1,144 29,280-1,242 Weekday Evening Enter 1,393 1,399 61 1,460-67 Exit 1,509 1,515 67 1,582-73 Total 2,902 2,914 128 3,042-140 Saturday Daily Enter 18,142 18,199 572 18,771-629 Exit 18,142 18,199 572 18,771-629 Total 36,284 36,398 1,144 37,542-1,258 Saturday Midday Enter 1,926 1,933 61 1,995-69 Exit 1,778 1,785 67 1,851-73 Total 3,704 3,718 128 3,846-142 a Source: Trip Generation Manual 10 th Edition, Institute of Transportation Engineers (ITE), Washington D.C. (2017). Land Use Code 820 b (Shopping Center). Estimates based on 908,696 sf of proposal retail GLA and 53,806 sf of new restaurant use. Source: Ibid. Land Use Code 942 (Automobile Care Center). Trip generation data not available for Saturday midday peak hour. Trip generation during this time period is assumed to be equal to that during the weekday evening peak hour. The proposed Project involves an 18,721 sf reduction in physical building space, as well as a reduction in the total leasable space. With that reduction in GLA there should be a corresponding reduction in trip generation. As shown in Table 2, the total traffic generated by the site should be reduced by 140 and 142 trips during the weekday evening and Saturday midday peak hours, respectively. This procedure follows industry standards for estimating shopping center traffic generation, and is the most reasonable means of estimating trip generation as it also considers the former TBA use as a separate entity. While the Project involves the introduction of new restaurant space, it will not change the overall function of the Burlington Mall as a regional shopping center. The proposed new mixture of casual and finer dining establishments
Page 6 can be found at any shopping mall, and are consistent with the current and former use of the Site. In addition to the food court area, the mall already includes multiple restaurants, and until recently also included a Pizzeria Uno and Rainforest Café. The new restaurant space proposed as part of this Project will represent only six-percent of the total GLA in the Burlington Mall, so the overall dynamic of the mall will not be changing significantly. Method 2 ITE Shopping Center Retail and Restaurant (Building Area) Components VHB also evaluated trip generation using an alternate procedure focusing on the increase in restaurant building space. While the Burlington Mall still clearly meets the ITE definition of a Shopping Center under proposed conditions, the increased amount of restaurant space was considered separately for this exercise. The existing restaurant space within the mall will remain unchanged, but the additional restaurant space proposed was estimated as an overall new entity. Specifically, for the proposed condition the changes in retail and restaurant building space were considered separately, with the resulting difference being compared to the existing Burlington Mall. A detailed description of each step in this process is provided as follows. Method 2 Retail As discussed earlier, the amount of leasable retail space within the Site will be reduced by 58,755 sf. With that reduction, there will be a corresponding reduction in retail trips, but that area will be replaced by new restaurant space generating traffic as discussed in the following section. Method 2 Restaurants Exact tenants for each of the new multiple restaurant tenant spaces are currently not known. However, based on information provided by mall ownership, approximately 75-percent of the new restaurant space is being marketed towards casual restaurant uses, with the remaining 25-percent of the leasable area devoted to more formal, finer dining establishments. To account for this mixture of restaurant styles, trip generation estimates for the new restaurant components were based on ITE data for a standard High-Turnover (Sit-Down) Restaurant. ITE also recently added a new Fast Casual Restaurant land use code which has a definition similar to the style of restaurants proposed. However, that ITE database is very limited, with only three studies available for Saturday midday peak hour conditions. Accordingly, trip generation for 75-percent of the planned restaurant space was based on the ITE High-Turnover (Sit- Down) Restaurant land use code. The remaining 25-percent of the leasable restaurant space is expected to be more formal in nature, similar to the ITE Quality Restaurant land-use description. Trip Sharing Use of the ITE Shopping Center land use code is the most appropriate means of estimating mall traffic as it accounts for the internal trip sharing that is inherent to any regional shopping center. The ITE data shows that external trip generation rates decrease as a mall s size increases. This is due to the increased internal trip sharing that occurs between the multiple businesses within a given site. In this instance, the new restaurant space will simply be another attraction to mall shoppers and will not function as an entirely new, independent entity. The restaurants obviously will attract new visitors to the Site, but a substantial portion of the restaurant patrons already will be visiting the Site as
Page 7 shoppers. These trips will occur as walking trips within the mall, or between the mall and redeveloped Sears TBA building, but will not show up as additional vehicle trips at the Site driveways or on the adjacent streets. If the new restaurant space is to be considered separately, it is important that this internal trip sharing be quantified. ITE 2 has an established methodology for estimating trip generation for scenarios where two or more distinct land uses exist on a site. The ITE database includes trip sharing data between multiple land uses including retail and restaurant for peak-hour conditions. The percent of retail customers that may visit a restaurant after shopping is summarized, as well as diners than may shop before leaving the site. For instance, the ITE database indicates that half of restaurant patrons may shop after dining as part of their same trip before leaving the site. Similar interactions also will occur involving shoppers dining before or after shopping as part of their primary purpose for being on Site. The results of the trip generation estimates based on the proposed retail and restaurant components being considered separately (Method 2) are summarized in Table 3. 2 Trip Generation Handbook 3 rd edition, Institute of Transportation Engineers, Washington DC, 2017.
Page 8 Table 3 Method 2 Trip Generation Summary Proposed Shopping Center by Component (using restaurant building area) Retail Space Proposed New Restaurant Space Total - shared trips b Casual c + Quality d = Total Restaurant - shared trips b Total External Trips Size 908,696 sf a 40,355 sf 13,452 sf 53,806 sf 962,502 sf Weekday Evening Enter 1,335-129 244 70 315-53 1,468 Exit 1,447-53 150 35 184-129 1,449 Total 2,782-182 394 105 499-182 2,917 Saturday Midday Enter 1,840-129 230 85 315-81 1,945 Exit 1,699-81 221 59 280-129 1,769 Total 3,539-210 452 144 595-210 3,714 a Source: Trip Generation Manual 10 th Edition, Institute of Transportation Engineers (ITE), Washington D.C. (2017). Land Use Code 820 b c d (Shopping Center). Source: Trip Generation Handbook 3 rd Edition, Institute of Transportation Engineers (ITE), Washington D.C. (2017). Internal trip-sharing estimated based on methodology summarized in Chapter 6. Saturday midday peak hour trip sharing percentages assumed to equal those for weekday evening peak hour (Saturday data unavailable). Source: Trip Generation Manual 10 th Edition, ITE, Washington D.C. (2017). Land Use Code 932 (High-Turnover (Sit-Down) Restaurant). Approximately 75% of total new leasable restaurant area assumed to be non-formal, high-turnover/fast-casual oriented. Ibid. Land Use Code 931 (Quality Restaurant). Approximately 25% of total new leasable restaurant area assumed to be fine dining/quality restaurant in nature. The peak-hour trip generation estimates shown in Table 3 represent the total trip generation for the Site retail components, and the additional proposed restaurant uses. Table 4 compares the resulting new external Site trips to the existing Burlington Mall.
Page 9 Table 4 Method 2 Trip Generation Comparison Proposed vs. Existing Total Proposed External Trips a Total Existing External Trips b Difference Weekday Evening Enter 1,468 1,460 8 Exit 1,449 1,582-133 Total 2,917 3,042-125 Saturday Midday Enter 1,945 1,995-50 Exit 1,769 1,851-82 Total 3,714 3,846-132 a Source: Table 3. b Source: Table 2. As shown in Table 4, even considering the new restaurant uses separately from the retail space, there still will be a reduction in external trips appearing at the Site driveways. Specifically, the Project should result in a decrease of 125 and 132 trips during the respective weekday evening and Saturday midday peak hours. However, the Project is expected to increase the interaction between the restaurants and other retail space within the Site in the form of internal pedestrian activity. As with existing conditions, not all of the external traffic generated by the Project will be new to the area roadways. For example, a portion of the external vehicle-trips generated by the retail and restaurant uses likely will be drawn from traffic already travelling past the Site, which is attracted to the new uses as the motorists are passing through the area. The primary origin and destination for these trips is elsewhere and the primary trip will be resumed following the visit to the site. Pass-by rates also are provided by ITE in the Trip Generation Manual. Traffic count and survey data from nationwide retail locations have been collected by ITE for the purposes of pass-by trip calculation. Based on the ITE data, approximately 34- and 26-percent of peak-hour retail traffic on a respective weekday and Saturday is in the form of pass-by trips. Likewise, while Saturday information is not available, ITE indicates that a high-turnover restaurant will have a pass-by rate of approximately 43-percent during the weekday evening peak hour. Method 3 ITE Shopping Center Retail and Restaurant (Seats) Components The final trip generation methodology considered is the same as Method 2, with the exception that the proposed number of new seats was used to estimate restaurant trip generation instead of the associated building area. The resulting trip generation estimates are summarized in Table 5.
Page 10 Table 5 Method 3 Trip Generation Summary Proposed Shopping Center by Component (using restaurant seats) Total Retail Space - shared trips b Casual c + Quality d Proposed New Restaurant Seats (1,521 seats + 582 patio = 2,103 total) = Total Restaurant - shared trips b Total External Trips Size 908,696 sf a 1,577 seats 526 seats 2,103 seats 962,502 sf Weekday Evening Enter 1,335-186 378 75 453-93 1,509 Exit 1,447-93 285 37 322-186 1,490 Total 2,782-279 663 112 775-279 2,999 Saturday Midday Enter 1,840-214 443 78 521-130 2,017 Exit 1,699-130 393 54 447-214 1,802 Total 3,539-344 836 132 968-344 3,819 a Source: Trip Generation Manual 10 th Edition, Institute of Transportation Engineers (ITE), Washington D.C. (2017). Land Use Code 820 b c d (Shopping Center). Source: Trip Generation Handbook 3 rd Edition, Institute of Transportation Engineers (ITE), Washington D.C. (2017). Internal trip-sharing estimated based on methodology summarized in Chapter 6. Saturday midday peak hour trip sharing percentages assumed to equal those for weekday evening peak hour (Saturday data unavailable). Source: Trip Generation Manual 10 th Edition, ITE, Washington D.C. (2017). Land Use Code 932 (High-Turnover (Sit-Down) Restaurant). Approximately 75% of total new leasable restaurant area assumed to be non-formal, high-turnover/fast-casual oriented. Ibid. Land Use Code 931 (Quality Restaurant). Approximately 25% of total new leasable restaurant area assumed to be fine dining/quality restaurant in nature. The peak-hour trip generation estimates shown in Table 5 represent the total trip generation for the Site retail components, and the newly proposed restaurant uses (based on seating). Table 6 compares the resulting new external Site trips to the existing Burlington Mall using this methodology.
Page 11 Table 6 Method 3 Trip Generation Comparison Proposed vs. Existing Total Proposed External Trips a Total Existing External Trips b Difference Weekday Evening Enter 1,509 1,460 49 Exit 1,490 1,582-92 Total 2,999 3,042-43 Saturday Midday Enter 2,017 1,995 22 Exit 1,802 1,851-49 Total 3,819 3,846-27 a Source: Table 5. b Source: Table 2. Table 6 presents the potential changes in Site traffic as estimated considering the total amount of proposed retail space and the number of new restaurant seats. In total, there will be 1,521 new restaurant seats, and an additional 582 patio seats. As these seats generally would only be in use in warm conditions, the trip generation is conservative in that over 25-percent of the seats incorporated into the analysis would only be in use for part of the year (and not during peak winter holiday shopping conditions). Even with these conservative assumptions, there still would be an overall reduction in trip generation during the weekday evening and Saturday midday peak hours. Based on this methodology, the Project would result in a decrease of 43 and 27 trips during the respective weekday evening and Saturday midday peak hours. Conclusion VHB has evaluated the potential changes in traffic generation resulting from the repositioning of the Burlington Mall. This assessment considered multiple different methods for estimating potential changes in trip generation. These involved considering the overall reduction in building area resulting from the Project, as well as the somewhat unique former Sears TBA use and the additional restaurant uses being introduced to the Site. Following these industry-accepted methodologies, the Project will result in a reduction in the volume of peak-hour traffic visiting the Site under weekday and Saturday conditions. This conclusion is the same whether the mall is considered as a single overall entity including restaurants (which is the standard industry practice), or if the restaurants are considered separately based on either building area or seating. While the Project will reduce the peak-hour trip generation it is possible that other times of day could see minor increases or changes in patterns resulting from the new restaurants uses. These would most likely occur during the midday lunchtime period, or later into the evening after retail activity already has peaked. These minor changes in traffic patterns should be readily accommodated by the primary signalized Site access driveways. The signals at these locations are part of a recently-installed adaptive signal system along the Middlesex Turnpike and Burlington Mall
Page 12 Road corridors. With this system, each of the signals operates in a coordinated manner, and now also responds to actual traffic conditions on a cycle-by-cycle basis without strictly relying on more rigid pre-established timing plans. This system will be able to readily handle the minor changes noted above through its ongoing adaptive changes to timings throughout the day. With this infrastructure in place, and the critical peak-hour Project trip generation being reduced, additional off-site analysis or improvements are not necessary. As part of the Project the proponent will be making changes to the mall access drive extending from Burlington Mall Road to the east of the former Sears TBA building. These improvements will involve eliminating the median on this roadway and providing only a single entering lane from Burlington Mall Road into the Site. The existing exclusive leftand right lanes for exiting traffic will remain unchanged so that the overall signal operation will not be affected. A new crosswalk also will be provided across this access aisle immediately south of the Sears TBA curb cut. Improved signage and striping will be provided at the internal four-way, Stop-controlled intersection between Sears and the former Sears TBA building. The existing curbline on the westerly side of this aisle will be shifted to the east by approximately 18-feet, which will provide a more-pedestrian-friendly environment. As noted earlier, the Sears TBA parcel currently has two curb cuts on the east/west circulation aisle extending from Middlesex Turnpike to the corner of the Sears building. These will be consolidated into a single driveway to be located approximately 120 feet to the west of the four-way Stop intersection noted above. Eliminating the easterly driveway, which is in close proximity to this intersection, will help minimize conflicts at that location. Likewise, the westerly driveway for this parcel currently is slightly offset from another internal mall circulation aisle extending to the south to the main mall parking area. Eliminating that curb cut also should help to improve conditions at that location by eliminating conflicting traffic associated with the Sears TBA redevelopment.
ATTACHMENTS Trip Generation o Method 1 o Method 2 o Method 3 Internal Trip Sharing 101 Walnut Street PO Box 9151 Watertown, MA 02472-4026 P 617.924.1770
Page 14 Trip Generation
Page 15 o Trip Generation Method 1
Proposed: proposed mall GLA retail 908,696 proposed mall GLA restaurant 53,806 6% new restaurants represent this percent increase in total Burlington Mall leasable area total mall GLA 962,502 Existing: existing mall GLA 967,451 existing TBA 48,216 Total existing mall GLA + TBA 1,015,667-53,165 Considering Burlington Mall as a single overall shopping center; existing restaurants to remain unchanged. Proposed Existing Difference Retail/Restaurant Retail Auto Total LUC 820 820 942 SIZE 962,502 967,451 48,216 1,015,667 Weekday Daily Enter 14,019 14,068 572 14,639-621 Exit 14,019 14,068 572 14,639-621 Total 28,037 28,135 1,144 29,279-1,242 Weekday Morning Peak Hour Enter 392 394 72 466-73 Exit 241 241 37 278-38 Total 633 636 108 744-111 Weekday Evening Peak Hour Enter 1,393 1,399 61 1,460-67 Exit 1,509 1,515 67 1,582-72 Total 2,903 2,914 128 3,042-139 Saturday Daily Enter 18,142 18,199 572 18,771-630 Exit 18,142 18,199 572 18,771-630 Total 36,283 36,399 1,144 37,543-1,259 Saturday Midday Peak Hour Enter 1,926 1,933 61 1,995-69 Exit 1,778 1,785 67 1,851-74 Total 3,703 3,718 128 3,846-143 1 Trip generation estimate based on ITE LUC. \\MAWALD\ld\13482.01 Simon Burlington\ssheets\Traffic\Trip Generation Method 1 - mall 4/3/2018
Page 16 o Trip Generation Method 2
Proposed: proposed mall GLA retail 908,696 proposed mall GLA restaurant 53,806 total mall GLA 962,502 Existing: existing mall GLA 967,451 existing TBA 48,216 Total existing mall GLA + TBA 1,015,667 Proposed Existing Difference Proposed Retail Proposed New Restaurant Existing Retail - shared trips Total External Trips Total new: 53,806 Restaurant - shared trips Total External Trips Total External Trips Retail Auto Total LUC 820 932 931 Total Total 820 942 SIZE 908,696 40,355 13,452 53,806 962,502 967,451 48,216 1,015,667 Weekday Evening Peak Hour Enter 1,335 129 1,206 244 70 315 53 262 1,468 1,399 61 1,460 8 Exit 1,447 53 1,394 150 35 184 129 55 1,449 1,515 67 1,582-133 Total 2,782 182 2,600 394 105 499 182 317 2,917 2,914 128 3,042-125 Saturday Midday Peak Hour Enter 1,840 129 1,711 230 85 315 81 234 1,945 1,933 61 1,995-50 Exit 1,699 81 1,618 221 59 280 129 151 1,769 1,785 67 1,851-83 Total 3,539 210 3,329 452 144 595 210 385 3,714 3,718 128 3,846-132 \\MAWALD\ld\13482.01 Simon Burlington\ssheets\Traffic\Trip Generation Method 2 4/3/2018
Page 17 o Trip Generation Method 3
Proposed: proposed mall GLA retail 908,696 proposed mall GLA restaurant N/A (seats) total mall GLA 908,696 Existing: existing mall GLA 967,451 existing TBA 48,216 Total existing mall GLA + TBA 1,015,667 Proposed Existing Difference Proposed Retail Proposed New Restaurant Existing Retail - shared trips Total External Trips Total new: 2,103 Restaurant - shared trips Total External Trips Total External Trips Retail Auto Total LUC 820 932 931 Total Total 820 942 SIZE 908,696 1,577 526 2,103 910,799 967,451 48,216 1,015,667 Weekday Evening Peak Hour Enter 1,335 186 1,149 378 75 453 93 360 1,509 1,399 61 1,460 49 Exit 1,447 93 1,354 285 37 322 186 136 1,489 1,515 67 1,582-92 Total 2,782 279 2,503 662 112 774 279 495 2,998 2,914 128 3,042-44 Saturday Midday Peak Hour Enter 1,840 214 1,626 443 78 521 130 391 2,017 1,933 61 1,995 22 Exit 1,699 130 1,569 393 54 447 214 233 1,801 1,785 67 1,851-50 Total 3,539 344 3,195 836 132 968 344 624 3,819 3,718 128 3,846-28 \\MAWALD\ld\13482.01 Simon Burlington\ssheets\Traffic\Trip Generation_seats Method 3 4/3/2018
Page 18 Internal Trip Sharing
SHARED TRIPS RETAIL - RESTAURANT WEEKDAY EVENING SATURDAY MIDDAY RETAIL % # BALANCED # % RESTAURANT RETAIL % # BALANCED # % RESTAURANT EXIT -> 29% 1,447 53 184 29% -> ENTER EXIT -> 29% 1,699 81 280 29% -> ENTER ENTER <- 50% 1,335 129 315 41% <- EXIT ENTER <- 50% 1,840 129 315 41% <- EXIT TOTAL SHARED TRIPS - WEEKDAY EVENING TOTAL SHARED TRIPS - SATURDAY MIDDAY ENTER EXIT TOTAL ENTER EXIT TOTAL Retail 129 53 182 Retail 129 81 210 Restaurant 53 129 182 Restaurant 81 129 210 \\MAWALD\ld\13482.01 Simon Burlington\ssheets\Traffic\Trip Generation Method 2 - Shared Trips 3/31/2018
SHARED TRIPS RETAIL - RESTAURANT WEEKDAY EVENING SATURDAY MIDDAY RETAIL % # BALANCED # % RESTAURANT RETAIL % # BALANCED # % RESTAURANT EXIT -> 29% 1,447 93 322 29% -> ENTER EXIT -> 29% 1,699 130 447 29% -> ENTER ENTER <- 50% 1,335 186 453 41% <- EXIT ENTER <- 50% 1,840 214 521 41% <- EXIT TOTAL SHARED TRIPS - WEEKDAY EVENING TOTAL SHARED TRIPS - SATURDAY MIDDAY ENTER EXIT TOTAL ENTER EXIT TOTAL Retail 186 93 279 Retail 214 130 344 Restaurant 93 186 279 Restaurant 130 214 344 \\MAWALD\ld\13482.01 Simon Burlington\ssheets\Traffic\Trip Generation_seats Medhod 3 - Shared Trips 3/31/2018