HomeMy WebLinkAboutLand Use Case.GE.Civic Master Plan.2006-GE1To remember Aspen's history is to recognize a heritage
of innovation — Aspen is always at a crossroads that has
never been encountered.
— Civic Master Plan Advisory Group
The Aspen community has a rich history of generating powerful ideas that are well ahead of their time — and an equally compelling
Preamble history of individual passion, energy and risk - taking that broke new ground, and created a one -of -a -kind community.
From the Goethe Bicentennial to the Aspen Institute and Aspen Music Festival, from the campaign to establish unparalleled
Wilderness Areas to the seeding of a wide range of now -vital arts institutions, the Aspen Idea took hold and defined the community
as a model for innovation — a community that dreams bigger and reaches further to create a unique sense of place.
If imitation is the ultimate flattery, then other mountain
communities have steadily and relentlessly paid Aspen the
highest respect. As others have tried to re -create the model,
Aspen continues to reinvent itself.
Our powerful resort environment has sometimes over-
whelmed a sense of local community, and the City of Aspen
has responded over the years by adopting an ambitious set of
civic obligations.
Aspen was the first mountain resort to establish a major
affordable housing program, and the first to establish a sales
tax for child care. We've subsidized The Thrift Shop and
local arts groups, and found a way to help redevelop locally -
serving businesses in the downtown area.
To remember Aspens history is to recognize a heritage of
innovation - Aspen is always at a crossroads that has never
been encountered. We need to find out what's going on in
the city's trajectory, and should - once again - have a clear
intention to do new things first. Aspen is about memory
and prophecy.
In the Civic Master Plan process, we have used the 2000
Aspen Area Community Plan and eight Core Principles
as a guiding compass. If we can implement goals and prin-
ciples at many sites around the Civic Core, we can realize
a cascading series of seemingly small steps that add up to
great strides.
We can take steps to overcome the pedestrian barrier that
our Main Street has become; we can create a new and pedes-
trian- friendly Galena Street Extension that invites people
to Galena Plaza and Rio Grande Park; we can revitalize the
un -used open space at Galena Plaza; we can help find a new
home for the Aspen Art Museum in the downtown that
reaffirms our identity as a leader in the arts; we can expand
the popular Thrift Shop; we can renovate our downtown Fire
Station to improve public safety and maintain the invaluable
culture of the Aspen Volunteer Fire Department.
We can strike a balance to reach a myriad of goals. We are
now learning that projects such as Obermeyer Place can
preserve locally- serving businesses and bring affordable
housing to the downtown area. We can create a respectful
edge which frames the beautiful picture that is Rio Grande
Park and bring complementary uses to the Park; we can
clean storm water and re- create the riparian environment
along the Roaring Fork River with streams & waterfalls; we
can retain the traditional civic functions of local government
in the downtown and maintain a year-round feeling within a
powerful resort environment; we can explore the possibilities
for the Wheeler Parcel that show the community is alive and
evolving - and continuing to celebrate its core identity as a
center for arts and culture.
As the Civic Master Plan Advisory Group has applied its
Core Principles to one site after another - grounded in the
Aspen Area Community Plan - it has steadily built a larger
vision.lhe Advisory Group has explored numerous ways for
the community and the City of Aspen to live up to its civic
obligations: To maintain a world -class resort and a healthy
year-round community.
"We hope the Civic Master Plan will become a powerful hybrid
-not just a spoken philosophy, and notjust a brick and mortar
exercise, but a working vision and a strategy in progress."
—
Civic Master PlanAdvisory Group.
Introduction.. .......................... 2
Section I .. ............................... 5
Locally Serving, Locally Owned Business
Section 11 . ............................... 7
The Arts in Aspen
Section III .............................
11
Local Government
Section IV .............................
15
Public Open Space
Section V ..............................
18
Pedestrian Movement
Supporting Documents..........
21
Resolution No. 31 and Ordinance No. 46
Appendix .............................. 27
Purpose
J
7
O
n
O
N
U)
The Civic Master Plan provides guidance for the future use
of publicly -owned properties between Aspen Mountain
and the Roaring Fork River. The Civic Master Plan Advi-
sory Group relied upon the 2000 Aspen Area Community
Plan, and eight "Core Principles" to generate and adopt
numerous findings and recommendations.
The Civic Master Plan attempts to sketch out a series of
memorable places - and ultimately paints a "big picture" for
the civic core of Aspen that is intended to be greater than
the sum of its parts. Future land use applications for any
site evaluated in the Civic Master Plan must demonstrate
"consistency' with the Civic Master Plan, pursuant to Sec-
tion 26.100.104(A) of the City of Aspen Municipal Code.
This document is also available online at w .aspenpitkinxom, 1
City of Aspen Community Development Department / Long Range Planning
3'
00
0
0
d
T
a
m
0
T
L
m
0
0
a
a
A
m`
m
u
T
a
L
0
0
L
0_
PEOPLE
The Civic Master Plan Advisory Group
The people who have served as members of the Civic Master
Plan Advisory Group ( CMPAG) represent a wide array of
government agencies, non -profit groups and locaUrserving
businesses. To understand why this particular mix of groups
was chosen to generate the Civic Master Plan, it's important
to briefly explore the meaning of the word civic.
Civ -ic
Latin: civicus, derived from civis, meaning "townsman"
or citizen.
1. Relating to the government of a town or city.
2. Relating to the duties and obligations of belonging to a
community; civic pride.
lire first definition of civic, above, is the strict definition,
relating only to the functions of local government, and the
functions and duties of citizens within that government.
Historically, those civic functions have been located in
Aspen's urban core, including the Courthouse, the original
City Hall on Durant Street, the Fire Station on Hopkins
Street — and Armory Hall on Galena Street, which became
City Hall in the 1950s.
After Aspen became a world class ski resort in the second
half of the 20th century, the downtown sprouted lodges,
condos and shops that cater to tourists — but the functions
of local government, the courts and public safety remained
in the heart of the downtown.
While those who live here may take them for granted, the
presence of these buildings and the activity that surrounds
them has become an important part of the community's
year-round character. Many communities build a "glass box"
outside of town and call it a Civic Center. In Aspen, those
civic functions are integrated into the downtown, retain-
ing the traditional elements of a small community within a
powerful resort environment.
But there is a broader meaning of the word civic, as found
in the second definition: "The duties and obligations of
belonging to a community; civic pride."
Over many years, the Aspen community has created a
unique set of civic obligations — the City and the County
have steadily taken on responsibilities beyond simply pro-
cessing building permits and dog licenses.
In a very general sense, this unique set of civic obligations
are intended to maintain a healthy year-round community
and a world -class resort at the same time.
Over the years, the City has bought and operated the
Wheeler Opera House; provided low -cost space to a wide
range of arts and cultural groups; provided low -cost space
John Rowland,
Aspen Planning & Zoning Commission
r.
to the Aspen Chamber Resort Association and the Visi-
tor Center; subsidized affordable housing and daycare;
provided low -cost space to The Thrift Shop; entered into a
public - private partnership to redevelop space for locally -
serving non - retail businesses; and established public parks
& pedestrian paths. And this is only a partial list.
The Civic Master Plan was generated by a 24- member Ad-
visory Group made up of local organizations that represent
many of these different interests. The overriding goal was to
ensure that all of these interests remain healthy and capable
of continuing to play the vital roles they play in forming
and preserving the identity of the Aspen community — to
live up to the civic obligations the City has established for
itself.
The Civic Master Plan was based on a representative com-
mittee process: Each CMPAG member provided updates to
the board and/or constituents they represented, and subse-
quently brought feedback to the CMPAG as a whole.'Ihis
representative process literally encompassed hundreds of
people as part of the development of the Civic Master Plan.
In addition to the members of the CMPAG that repre-
sented specific groups, there were seven citizens -at -large
who served as members: Charles Cunniffe, Pat Fallin, Jackie
Kasabach, Bill Lipsey, Sue Smedstad, Bennett Bramson and
Stan Clausen.
1, .
2 This document is also available online at v .aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
The Civic Master Plan
As Catalyst
CATALYST
Starting in 2000, the Civic Master Plan process was lengthy
and unpredictable. Each organization had a different vision,
schedule and financial capability. Each site had unique assets
and liabilities. Issues of timing sometimes created delays in the
work of the Advisory Group.
Perhaps most importantly, the CMPAG recognized early on
that it could not simply tell any given organization what it
should do. Instead, the CMPAG steadily grew into a valuable
role — as a catalyst. During its six-year tenure, the CMPAG
grew skilled at creating the context for organizations to make
informed decisions.
One of the most valuable elements of the Civic Master Plan
was its ability to spawn important civic projects almost from
the very beginning. It has been a living plan — a work in
progress.
Not long after the CMPAG adopted its Core Principles in
2000, the Advisory Group offered its input to the Aspen
Consolidated Sanitation District (ACSD) Master Plan, for its
headquarters property on N. Mill Street. In 2005, when the
City Council approved the ACSD Master Plan, it reflected
the CMPAG's input regarding bike /pedestrian paths and the
restoration of natural grades along the Roaring Fork River.
In 2001, the CMPAG identified the Obermeyer Place area not
only as a dilapidated neighborhood badly in need of renovation
and redesign — but as a non - retail, locally- serving business
park that was critically important to preserve as part of Aspen's
year-round community. In addition, the CMPAG found that
due to the low rents inherent in this non -retail business park,
a public - private partnership would be needed if a renovation
project were to proceed. By simply providing this context, the
CMPAG acted as a catalyst for the City of Aspen and Ober -
meyer Redevelopment Co. to form a public - private partnership
that resulted in the construction of Obermeyer Place.
Similarly, the CMPAG focused on the need for an expanded
and more visible Visitor Center, and staff outreach resulted
in an opportunity for the City to gain free space for a new
Visitor Center on Main Street. Although a public referen-
dum ultimately defeated this proposal, the CMPAG again
acted as a catalyst, and helped create a unique opportunity
for the civic core.
In 2005, the CMPAG recommended an information- gathering
effort entitled the Arts Sector Facilities Analysis to help answer
the question: Is a new shared -use arts facility needed in Aspen?
Again, this represented a catalytic effort by the CMPAG.
Rather than establishing philosophical guidance — which is
already provided by the Aspen Area Community Plan — the
CMPAG has been a working group, using its Core Principles
to focus on a wide range of actual sites in the civic core. And
this document is intended to be a living and working document,
continuing to provide important context for informed decision -
making in the future.
This document is also available online at vmv.aspenpitkin.com, 3
City of Aspen Community Development Department I Long Range Planning
CORE PRINCIPLES
Implementation of the Civic Master Plan
Regulatory Application
On Dec. 11, 2006, the Aspen City Council passed Ordi-
nance No. 46, Series of 2006, approving the Civic Master
Plan.
Pursuant to Section 26.100.104 and Section
26.100.104(A) of the Aspen Municipal Code, the Civic
Master Plan is a regulatory document that requires
future land use applications for any site evaluated in the
Civic Master Plan to demonstrate "consistency"with its
findings and recommendations. If a land use applica-
tion cannot demonstrate consistency with the findings
and recommendations, the application must demonstrate
consistency with the eight Core Principles, and the rel-
evant portions of the Aspen Area Community Plan cited
in the Civic Master Plan.
How to Read the Document
In each of the five sections, the reader will find a sum-
mary that includes a reference to relevant portions of the
2000 Aspen Area Community Plan.
Geography
The Civic Master Plan focused on the civic core — from
Aspen Mountain to the Roaring Fork River. Within that
region, two sub -areas emerged — north of Main Street,
and south of Main Street.
South of Main Street, the focus was on those vital civic
buildings such as the Fire Station, the Wheeler Opera
House and the Wheeler Parcel. With most of the urban,
compact downtown already built and largely following
the principles of sound urban design, the CMPAG spent
a great deal of time on the area north of Main Street.
Historically, the City of Aspen treated the land along
the Roaring Fork River no differently than most other
American cities and towns treated their riverfronts — it
Following the summary are two or more sub - sections
that address specific sites. These sub - sections reference
the relevant Core Principles relied upon by the CMPAG.
The findings and recommendations for each site are
embedded into the narrative, along with photographs and
renderings.
In these sub - sections, the report often says, "the CM-
PAG found that ... "This refers to a finding, which is a
statement based on Core Principles that was adopted by
the CMPAG.
In the sub - sections, the report often says, "The CMPAG
recommended that..." This refers to a recommendation
that was adopted by the CMPAG.
Instead of prescribing only one use for each site, the
Civic Master Plan may identify a range of appropriate
uses. The findings and recommendations in the Civic
Master Plan may also indicate priorities for various sites
that can be found in the main narrative. When multiple
uses are identified, the reader will find a NOTE ON
MULTIPLE USES.
was an industrial zone, including an old dump. Over the
last several decades it has been rehabilitated, largely with
Rio Grande Park and associated pedestrian/bike trails
through the river corridor.
Beginning with the Aspen Consolidated Sanitation Dis-
trict headquarters site and Obermeyer Place, the CM-
PAG discovered there are further steps that can be taken
to create memorable places in this important area between
Main Street and the Roaring Fork River.
A 19th- century view of the Rio
Grande Railroad terminal area
in what is now Rio Grande Park.
4 This document is also available online at www.aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
Summary
Ms section focuses on a sector of the business commu-
nity that has steadily drained out of the City of Aspen,
often to the Aspen Airport Business Center, but also
further downvalley.
These are the painting contractors, auto repair shops,
glass repair, landscaping firms and commercial bakeries —
non -retail service businesses that are often owned by local
people and tend to serve either local people or other local
businesses.
Certainly, some of these businesses may serve tourists, but
they are largely locally serving.
Within the civic core, there are only two non - retail small
business parks remaining — they are located in two Ser-
vice/Commercial/Industrial (SCI) Zone Districts. One is
at Obermeyer Place, which is now being completed. The
other is described as "SCI West "in this document. SCI
West is located on N. Mill Street between Puppy Smith
St. and the bridge over the Roaring Fork River. This
parcel of land is the only privately owned property that is
evaluated in the Civic Master Plan.
In addition to the SCI Zone District, the Land Use Code
offers a second zone district for locally serving busi-
nesses:'Ihe Neighborhood Commercial Zone District.
Tlis district allows for retail stores, restaurants and other
uses, but only those intended to serve the neighborhood
area. Retail stores targeting the tourist population are not
........ ............................... I .............................
Obermeyer Place
When the Civic Master Plan Phase I Report was issued
in 2001, the Obermeyer and adjacent properties featured a
haphazard street and parking layout interrupted by a series
of dilapidated buildings. The Phase I Report described the
area as a pedestrian barrier between Main Street and Rio
Grande Park. Because the relatively low rents in the SCI
Zone District would not be able to finance a major rede-
velopment, the Phase I Report suggested a public/private
partnership that could provide a number of public benefits.
In 2001, CMPAG member Bill Lipsey met informally with
city staff and Klaus Obermeyer. All parties recognized a set
of shared goals for the Obermeyer property and neighbor-
ing SCI -zoned properties.
permitted. Obermeyer Place includes a small piece of
Neighborhood Commercial zoning, closest to Rio Grande
Park.
SECTION ONE WILL REVIEW THE
FOLLOWING THREE SITES:
+Obermeyer Place
+The SCI West parcel
+The City -Owned Parking Lots
at Rio Grande Place
@io
ASPEN AREA COMMUNITY PLAN
Encourage a more balanced
permanent community.
Local ownership of business helps
maintain our community's unusual
character, tends to return more money to
the local economy, and provides additional
Opportunities for upward mobility of
working people.
Locally serving businesses ... should be
supported because they make commerce
more convenient and strengthen the local
economy by causing transactions to take
place in the community that otherwise
would take place elsewhere.
Eddie Liebowitz, owner of Ski Service Center/ Board
Werks, will be located at Obermeyer Place in the Service/
Commercial/Industria/ Zone District.
Obermeyer Place, before & after: The renderings at right
show how the five new buildings at Obermeyer Place cre-
ate a distinct 'positive" interior space, which establishes
strong pedestrian routes. At the same time, the buildings
relate directly to Rio Grande Place and to Rio Grande Park,
creating well - defined "edge" between the urban block Before
and the park. After
In April 2002, the City Council voted to form the Ober -
meyer Place Task Force, made up of citizens and a va-
riety of stakeholders. The Task Force worked with City
staff and Obermeyer's planning and architectural team
to design a project via a public /private partnership. In
April 2003, the City Council unanimously approved the
redevelopment project, which included:
• the redevelopment of 38,000 square feet of SCI space;
• two levels of underground parking
(including 20 spaces for City use);
• a series of pedestrian ways, including a connection
between Main Street and Rio Grande Park;
• 22 free - market residential units;
• 22 deed - restricted affordable housing units.
Obermeyer Place is a strong example of designing "urban
edges. "'Ihe redevelopment created "positive" interior space via
the lay -out and the shape of five buildings on the site; it cre-
ated clear pedestrian pathways both internally and through
the site (between Main Street and Rio Grande Park); and
it created a defined edge for Rio Grande Place. This well-
defined edge creates a stronger identity for both the urban
site on one side and for the adjacent Rio Grande Park and
riverside trail.
-- Pedestrian -only walkways in the interior of Obermeyer Place.
Of course, Obermeyer Place is not only about shapes and layout
— the mixed uses at the sites will =ate a sense of vitality, filling
the ground -level pedestrian walkways with people, and creating
the kinds of interactions that make for a distinct and interesting
neighborhood.
RELEVANT CORE PRINCIPLES
Mixed -use buildings and mixed -use
areas create active, vibrant and memorable places.
Affordable Housing and Affordable Commercial
space ensures the viability of civic functions and
vitality of town.
Civic planning must address the need for parking
while not inducing additional traffic.
Partnerships between and among the public and
private sectors can be very advantageous in achieving
public goals.
1 rim uucurnent is also available online at vrww.aspenpitkln.com, 5
City of Aspen Community Development Department / Long Range Planning I
LOCALLY SERVING, LOCALLY OWNED BUSINESS
SCI West
The SCI West parcel is located on N. Mill Street, between
Puppy Smith St. and the bridge over the Roaring Fork River.
It is home to dozens of non -retail, service- oriented business-
es including a landscaping firm, a stone and tile business, an
interior lighting design studio and a consignment shop.
The property is privately owned and its condition is similar
in several ways to the former Obermeyer Place property: The
placement of the buildings, interior roads and parking areas
is somewhat haphazard, the relationship to N. Mill Street is
not well defined and the pedestrian experience is subpar.
'Ihe SCI West parcel is located on sloping land, which may
mitigate the impacts of additional building height and
may allow for underground parking as well. The CMPAG
found that, "The Obermeyer Place project was a successful
public/private partnership that could be used as a model
for redevelopment at SCI West."
The CMPAG recommended that, "City staff should hold
discussions with property owners in the SCI West area to
determine if there is interest in a redevelopment project,
using Obermeyer Place as a model. Public benefits identi-
fied by the CMPAG could include:
the renovation of SCI space
underground parking
pedestrian links
affordable housing
aesthetic improvements
Looking up N. Mill Street,
with SCI West at right.
&
City -Owned Parking Lots
At the intersection of Rio Grande Place and N. Mill Street,
the CMPAG examined the future potential of the City-
Owned Parking Lots in front of the Aspen Chamber Resort
Association and Community Banks buildings.
The CMPAG found that the City-owned parking lots
currently serve as "an unraveled edge that does not clearly
demarcate the end of an urban block and the beginning of a
public park."
The CMPAG also found that this site may be ideal for uses
defined in the Neighborhood Commercial Zone District,
including retail stores intended to serve the neighborhood.
A tourist- oriented retail store would not be allowed in this
district.
The CMPAG found that, "Neighborhood Commercial
(NC) zoning is a rare commercial use in the City of Aspen
and is primarily intended to serve the local, year -round
population. Neighborhood Commercial uses tend to be
successful in areas that locals frequent, including the North
Mill Street corridor." In addition, the 2002 EPS Housing
Study rated this site #1 out of 11 sites for the development
of affordable housing, largely because of reduced costs due to
City ownership and because of its walk -to -work potential.
'Ilse CMPAG recommended a mixed -use project with
Neighborhood Commercial uses on the ground floor and
affordable housing on upper floors.
The CMPAG also found that there is no "compelling need"
to develop the parking lots in the short-term, adding that
the replacement of the short -term parking now provided
on the site would need to be addressed as part of any future
development.
NOTE ON MULTIPLE USES-.the CMPAG has identi-
fied more than one potential use for this site. In Section II,
the CMPAG identified a shared -use arts facility as a poten-
tial use, if it is determined that such a facility is needed.
Inside SCI West, looking
toward N. Mill St.
dahl
RELEVANT CORE
PRINCIPLES
Mixed -use buildings and
mixed -use areas create active,
vibrant and memorable places.
Affordable Housing and
Affordable Commercial space
ensures the viability of civic
functions and vitality of town.
Partnerships between and
among the public and
private sectors can be very
advantageous in achieving
public goals.
O
RELEVANT CORE PRINCIPLES
Mixed -use buildings and mixed -use areas create
active, vibrant and memorable places.
Affordable Housing and Affordable Commercial
space ensures the viability of civic functions and
vitality of town.
Partnerships between and among the public
and private sectors can be very advantageous in
achieving public goals.
While Rio Grande Park contributes to a positive
pedestrian experience along Rio Grande Place, the
presence of parking lots on the other side of the
street detracts from that experience.
6 4 This document is also available online at www.aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
The CMPAG found that the City-owned parking lot in
the foreground currently serves as "an unraveled edge
that does not clearly demarcate the end of an urban
block and the beginning of a public park."
Summary
A variety of recent reports, studies and initiatives regard-
ing the arts sector in Aspen represent a rare opportunity
to improve the function of the Aspen arts community as
a whole.
"'Ihe Economic Impact of the Arts on Aspen and Snow-
mass, "prepared for the Red Brick Center for the Arts
in July 2004 found that the direct expenditures of arts
groups and their audiences totaled $53.1 million in 2003
— approximately 1/3 of the value of construction in the
City of Aspen that same year.
According to three separate surveys conducted since
2004, an overwhelming majority of people indicated that
arts and cultural events in Aspen play a critical role in
their decision- making process.
Arts and culture influenced or greatly influ-
enced decision to visit Aspen (summer) = 83%
Arts and culture influenced or greatly influ-
enced decision to visit Aspen (winter) = 68%
PitCo 2nd homeowners who believe arts and
culture are important or very important= 69%
PitCo 2nd homeowners who intend to increase
the use of their property = 61 %
PitCo 201 homeowners who intend to retire
here = 14%
The Wheeler
Opera House
PRESERVING CHARACTER,
CELEBRATING VITALITY
Ed,
RELEVANT CORE
PRINCIPLES
Focus on creating
'great people places.'
Improving pedestrian
orientation.
Arts and culture is an
intrinsic asset.
SECTION II REVIEWS
THE FOLLOWING TOPICS:
+The Wheeler Opera House
+The potential for development of
the Wheeler Parcel
+The potential for a new arts facility
in Aspen
+The potential relocation of the Aspen
Art Museum to a downtown location
..
ASPEN AREA COMMUNITY PLAN
Arts, culture, and education are acknowledged as
essential to Aspen's thriving year -round economy,
its vibrant international profile, and its future as a
unique place to live, work, and learn.
Ensure the provision of public facilities and
services to sustain arts, culture and education in
the community.
Poet Christopher Merrill, Aspen Writer's Foundation
Aspen Summer Words 2003
the CMPAG found that, As a signature historic building,
the Wheeler Opera House engages people by creating a pow-
erful sense of character that reflects Aspen's roots and history.
the installation of a modest lighting array on the Wheeler
building to call attention to the historic structure at night,
and celebrate its iconic status.
As the city's focal point for arts and culture, the Wheeler
• 'Ihe continuation of commercial uses, and/or support
conveys an equal sense that the community is alive and evolv-
for future commercial uses adjacent to the Wheeler that
ing, and continues to celebrate its core identity as a center for
contribute to the vitality of the area both during the day
arts and culture."
and at night.
'Ihe CMPAG recommended the following concepts to build
upon the character and vitality of the Wheeler Opera House:
• "Ihe use of temporary banners on the Wheeler Opera
House that enhance the historic nature of the building,
create a sense of vitality and celebrate upcoming events.
Improvements to public spaces around the Wheeler,
including sidewalks, streets and the pedestrian mall,
which enhance the pedestrian experience.
This document is also available online at w .aspenpitkin.com, I 7
City of Aspen Community Development Department / Long Range Planning
,..
THE ARTS IN ASPEN
The Wheeler Opera House
Future of the Wheeler Parcel
The Wheeler Opera House staff and Board of Directors are
currently working on a 21st Century Master Plan, which
includes a needs assessment of arts organizations regarding
their use of the Wheeler.
In 2005, The CMPAG recommended that City staff gen-
erate an Arts Sector Facilities Analysis to gather informa-
tion on the space /seasonal needs of local arts organizations,
and the existing supply /capacity of performing arts venues."
This effort was coordinated with Wheeler staff, and began
with a survey of local arts groups and event producers to
evaluate existing arts facilities and explore the need for a
new facility The survey was completed in February 2006,
and showed a relatively low score regarding the "availability"
of existing arts venues: 60 out of 100.
'Ihe Wheeler Opera House hired arts consultant Michael
Strong to complete the Arts Sector Facilities Analysis,
which included the following statement: Any plans to ex-
pand the Wheeler into the'Wheeler Parcel'should only be
done in conjunction with a comprehensive plan for explor-
ing all possible redesign and expansion of the existing facil-
ity, and with an eye towards partnerships that will severely
limit or eliminate the threat of significant dark periods for
all of its performance and usage spaces."
In addition to studying the needs of arts groups, the
Wheeler's 21st Century Master Plan will also examine po-
tential development on the Wheeler Parcel; a vacant 3,000
square foot City-owned lot located directly adjacent to the
Wheeler Opera House.
The Wheeler Opera House, with the vacant
Wheeler Parcel at left.
In 2005, the CMPAG found that, A downtown loca-
tion for arts - related events and activities tends to reinforce
Aspens identity as a center for arts and culture, and tends to
make such events more economically viable."
The CMPAG recommended that the development of the
Wheeler Parcel should:
Accommodate as many additional needs of the local arts
community as possible.
Improve the operational function of the Wheeler
Opera House.
Contribute to improvements in the daytime
administrative office and box office.
Contribute to the Wheeler's ability to present more
live performances and to improvements in production
capabilities.
'Ire CMPAG found that, "Future development at the
Wheeler Parcel may increase operational flexibility and
the number of annual productions at the Wheeler Opera
House. Increased production capability could add a new
element to the upcoming Arts Sector Facility Analysis."
If there is determined to be a need for a new performing
arts facility, that need may be met — at least in part — by
potential development of the Wheeler Parcel.
Potential New Arts Fa e i I i ty Galena Plaza & Rio Grande Place Location
As part of the Civic Master Plan process, at least three local
non -profit arts groups with representatives on the CMPAG
expressed interest in a new, shared -use performing arts facil-
ity The three groups were Theatre Aspen, Aspen Filmfest and
the Aspen Writers Foundation. Informal discussions with
other arts groups and event producers showed potential inter-
est in a new downtown arts facility.
During the Civic Master Plan process, the CMPAG dis-
cussed the potential of locating a performing arts facility
between Rio Grande Place and Galena Plaza.
Civic Master Plan consultant and architect Gilbert Sanchez
conducted a feasibility study and found there was adequate
space and structural capability to locate a performing arts
venue with at least one theatre as well as classrooms and of-
fices in this location.
The CMPAG recommended that, "The north edge of
Galena Plaza be considered in the future for a shared -use
arts facility, with the bulk of the building extending down to
Rio Grande Place, pending the outcome of the Arts Sector
Facilities Analysis."
The CMPAG found that "Future development at the
Wheeler Parcel may increase operational flexibility and the
number of annual productions at the Wheeler Opera House.
Increased production capability could add a new element to
the Arts Sector Facility Analysis."
(Toward the end of the Civic Master Plan process in 2006,
the three arts groups mentioned above stopped pursuing a
new performing arts center at the Galena Plaza/Rio Grande
place site, and Theatre Aspen began focusing on replacing its
existing tent.)
NOTE ON MULTIPLE USES: A potential performing
arts facility on a portion of the City-owned parking lots
along Rio Grande Place is one option for the parking lot
site. Another option is for Neighborhood Commercial uses
and affordable housing. (See Section I).
A performing arts facility at the north edge of Galena Plaza
is one option for this site. The CMPAG recommended that,
"If a shared -use arts facility is not constructed at Galena
Plaza/Rio Grande Place, a one -story building at the north
edge of Galena Plaza could be a welcoming and interactive
destination point that capitalizes on the vista, creates vitality
and could feature a range of civic and/or cultural uses."
The CMPAG further recommended that either a shared
Public Meeting Hall or a future Visitors Center would be an
"appropriate" use for the north edge of Galena Plaza.
8 This document is also available online at vrxw.aspenpitkin.com,
City of Aspen Community Development Department t Long Range Planning
"Bubble map" showing
potential art center between
Galena Plaza and Rio
Grande Place.
The CMPAG recommended that, "In the event that a new
shared -use facility is deemed necessary, the Civic Master
Plan Core Principles should be used as guidelines to evalu-
ate proposed locations."
RELEVANT CORE PRINCIPLES
Civic and arts/cultural uses belong in the
heart of town.
Mixed -use buildings and mixed -use areas
create vibrant, memorable places.
Focus on creating 'great people places.'
Partnerships among and between the
public and private sectors can be very
advantageous in achieving civic goals.
Arts and culture is an intrinsic asset.
R 1 F,
A sectional rendering of a potential arts facility. Rio
Grande Place is at left, Galena Plaza at top right.
Existing garage in yellow
RELEVANT CORE PRINCIPLES
Civic and arts/cultural uses belong in the
heart of town.
Mixed -use buildings and mixed -use areas
create vibrant, memorable places.
Focus on creating 'great people places.'
Civic planning must address need for parking
while not inducing additional traffic.
Partnerships among and between the public
and private sectors can be very advantageous
in achieving civic goals.
Arts and culture is an intrinsic asset.
THE ARTS IN ASPEN
The Aspen Art Museum
An exhibition at the Aspen Art Museum from December 2002
to February 2003; Louise Bourgeois: The Early Work,
n
I
The Aspen Art Museum has been contemplating a major
expansion for several years.
An expansion would allow for a substantially larger exhibi-
tion space, an expanded lobby and reception area, space for
classrooms, a larger bookstore and food services such as a
small cafe.
All of these amenities would help bring the Aspen Art Mu-
seum into a more competitive position with its peer institu-
tions regarding its ability to attract world -class exhibits.
The Aspen Art Museum staff and Board of Tmstees have
explored locations in or close to the downtown, including
publicly -owned and privately -owned sites. A downtown
location would allow for the design of a new "signature"
building that could result in a stronger identity and interna-
tional profile for the Aspen Art Museum.
The Civic Master Plan Phase I Report stated in 2001 that
the museum "should be relocated to, or in, downtown Aspen."
In 2005, the CMPAG made the following recommenda-
tion:-The CMPAG supports the Aspen Art Museums
The CMPAG recommended that, "If the Zupancis
property is not used for civic purposes, the site would be
appropriate for arts and cultural uses or a mixed -use build-
ing with affordable housing." (See Section III regarding the
recommended civic uses for the Zupancis Property.)
The CMPAG recommended that, "If a shared -use per-
forming arts facility is not constructed at Galena Plaza/Rio
Grande Place, a building at the north edge of Galena Plaza
could be a welcoming and interactive destination point that
capitalizes on the vista, creates vitality and could feature a
ter building be considered for renovation or replacement in
the future. A new or renovated building could be a welcom-
I
Fri
I.
ing and interactive destination point that capitalizes on the
vista, creates vitality and could include mixed uses and/or a
range of civic and/or cultural uses."
'Ihe CMPAG has also recognized that a downtown site
may not be viable, and that the Art Museum may seek to
expand at its current site.
When the Art Museum was exploring the potential of
expanding at its current site in 2003, the CMPAG recom-
mended the implementation of various pedestrian improve-
ments to increase the viability of the current Art Museum
site.The CMPAG reiterated its support for a range of
pedestrian improvements to encourage more movement
between the downtown and the Roaring Fork River /Art
Museum site.These improved pedestrian movements are
fully outline in Section V, including:
The implementation of the N. Mill Street corridor
redesign, to improve aesthetics in the area and to
encourage pedestrian movement;
RELEVANT CORE PRINCIPLES
Civic and arts/cultural uses belong in
the heart of town.
Mixed -use buildings and mixed -use areas
create vibrant, memorable places.
Focus on creating 'great people places.'
Civic planning must address need for parking
while not inducing additional traffic.
Partnerships among and between the public
and private sectors can be very advantageous
in achieving civic goals.
Arts and culture is an intrinsic asset
• The implementation of the Rio Grande Master Plan,
including aesthetic improvements and pedestrian
amenities;
• 'Ihe implementation of pedestrian improvements in
conjunction with the future redevelopment of the
Zupancis Property, Galena Plaza and the City-owned
parking lots to improve the north -south movement of
pedestrians.
The CMPAG also anticipated possible future uses of the
Aspen Art Museum site, if the Art Museum relinquishes its
lease in the future.
the CMPAG recommended that if the Art Museum
relinquishes its lease in the future, the City "should identify
a new use that allows for public interaction; that builds on
the intrinsic assets of the site and the building; and that
recognizes the challenges of the site.
This document is also available online at w .aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
Summary
"Aspen was a traditional mining town that ultimately
evolved into a resort, and the traditional functions of a
small municipality still remain in the heart of the down-
town."— CMPAG Finding.
As discussed in the introduction of this report, this state-
ment is one of the key elements of the Civic Master Plan.
The CMPAG went on to make the following finding,
As noted in Core Principle #1, a primary goal of the
Civic Master Plan process is to build upon the intrinsic
asset of a civic core that remains integrated into down-
town Aspen."
Core Principle #1 (at right) is at the heart of the "Local
Government" section, and is the guiding philosophical
position of the CMPAG today and for the future. The
upcoming narrative explores the need for local govern-
ment offices and public meeting space, but also examines
some non - traditional civic functions such as The Thrift
Shop and the Visitors Center.
Space Needs & Current
Planning Efforts:
Pitkin County
SECTION III REVIEWS THE
FOLLOWING TOPICS:
+ Space Needs
+Shared Meeting Hall
+Zupancis Property
• Former Youth Center
• Aspen Fire Protection District
Headquarters Station & Thrift Shop
+Pitkin County Library
• Visitors Center
+Aspen Sanitation District
Office & Housing
.................................................... ...............................
In recent years, both the City of Aspen and Pitkin County.
have remodeled and renovated the interior of their primary
office buildings (City Hall and the County Plaza Build-
ing), continually creating smaller offices for staff. In some
cases, staff are working out of what used to be closets. At the
same time, both the City and County have moved staff and
some departments to other locations due to a lack of space.
This creates inefficiencies both internally and with regard to
& The City of Aspen
customer service.
In 2005, Pitkin County began a Facility Feasibility Study,
led by county staff and RNL Design of Denver. Questions
Shared Civic Meeting Hall
Providing adequate offices for the City of Aspen and
Pitkin County was not the only space issue discussed
by the CMPAG.
The CMPAG made the following findings:
1. The existing meeting space for the City of Aspen and
Pitkin County is not adequate.
2. The design of meeting space currently used by the
City and the County do not reflect the importance of
the discussions, debates and decisions being made.
3. A City-County Meeting Hall is an appropriate
shared use, considering the existing need and the
similar purpose of the use. A shared Meeting Hall
would avoid a duplication of costs.
The CMPAG found that a meeting hall should
be "adjacent to outdoor public space and at a
prominent site that conveys a sense of signifi-
cance. " This is a view of Rio Grande Park.
4. A Civic Meeting Hall should be close to downtown
government offices, adjacent to outdoor public
space and at a prominent site that conveys a sense
of significance.
5. A Civic Meeting Hall should be designed so that it
can be available for a variety of uses by the general
public as well as government meetings.
6. Logistical issues between the City and the County
regarding a shared Meeting Hall will need to
be addressed.
The CMPAG recommended that, As part of the collabo-
ration between the City of Aspen and Pitkin County regarding
civic space needs, the City and County should identify an
appropriate downtown space and design a shared -use Meeting
Hall, considering the following Desired Elements:
• Inspirational
• Design of space should reflect the importance
of discussions and decisions made there
• Dignity afforded to the public
• Elevate the debate
• Flexibility
• Appropriate technology"
Considering the fourth finding (above), the CMPAG
recommended the following sites as "appropriate for a
Meeting Hall":
• The former Youth Center
• The north edge of Galena Plaza
• The Zupancis Property
10 This document is also available online at vivnv aspenpitkin.com,
City of Aspen Community Development Department I Long Range Planning
CORE PRINCIPLE #1
Civic and arts/cultural uses belong in
the heart of town. Many communities
develop a "big glass box" on the
outskirts of town surrounded by
parking and a drainage feature and
call it their Civic Center. Aspen has
the fortune of an integrated civic
core in the heart of downtown and
the substantial community character
that has resulted. This planning
effort builds on that tradition.
........................................ ...............................
to be answered were: 1) Does the County need a new facil-
ity? 2) If so, when should it be located ?; and 3) Assuming
that some county agencies will be split up, where should
each county agency be located?
Also in 2005, The CMPAG found that, "The City of As-
pens space limitations require a long -term solution to ensure
quality service. "In early 2006, the City of Aspen began to
coordinate with Pitkin County to explore a possible shared
facility.
A civic meeting
hall in Washing)
State.
The CMPAG also recommended that "a meeting room
could be located on the ground level of the library expansion, to
allow for public access to the meeting room at any time, and to
increase the use and vitality of Galena Plaza.
NOTE ON MULTIPLE USES• The former Youth Center,
the north edge of Galena Plaza and the Zupancis property
are sites that have been recommended for more than one
possible future use.
Former Youth Center
• Appropriate for a Visitors Center
• Appropriate for a range of civic and/or cultural uses
North Edge of Galena Plaza
Appropriate for a Visitors Center
Appropriate for a range of civic and/or cultural uses
Zupancis Proper
• Priority for a civic building
• Arts and cultural uses as second priority
Mixed uses and affordable housing as third priority
LOCAL GOVERNMENT
Zupancis Property At left is the County Plaza Building.
at center is the Zupancis Property.
View is from across Main Street.
In 2000, at the beginning of the Civic Master Plan process,
all local government agencies conducted space needs stud-
ies. Both the Aspen Fire Protection District (AFPD) and
Pitkin County identified a significant need for additional
space, with the City of Aspen also identifying a need for
additional space.
In 2001, the City of Aspen bought a 27,500 square-foot
lot called the Zupancis Property, directly adjacent to the
County Plaza Building on Main Street. The City informally
gave the AFPD the first option to buy the property for a
new Headquarters Station — while also recognizing Pitkin
County's space needs.
In 2005, the AFPD and the City of Aspen jointly an-
nounced that the AFPD Headquarters Station would
remain at its current location on Hopkins Street. Also in
2005, Pitkin County began a Facility Feasibility Study and
expressed an interest in the Zupancis Property.
In December 2005, The CMPAG recommended that, "the
City of Aspen collaborate with Pitkin County during the
Facility Feasibility Analysis process in order to review and
evaluate the scope of potential civic uses at the Zupancis
property."
NOTE ON MULTIPLE USES- The CMPAG further
recommended that, "If the Zupancis property is not
used for civic purposes, the site would be appropriate
for arts and cultural uses or a mixed -use building with
affordable housing."
The wording in these two recommendations shows that
the CMPAG's priority for the Zupancis Property is for a
civic use, with a specific focus on a City-County facility. In
March 2006, the Aspen City Council and Pitkin County
Board of County Commissioners directed staff to collabo-
rate in order to explore the use of the Zupancis Property for
a joint civic facility.
The Nature of a Civic Building
The CMPAG conducted an exercise in 2005 to
identify the elements that a new civic building
should include. They are:
Humanistic
Inclusive
Inviting
Welcoming
Inspirational
Functional
Easy to navigate
Customer oriented Contains civic symbols
Handicapped accessibility General accessibility
Approachable
Sense of pride
Community spirit
Projects professionalism
Reflects professionalism
Relocating County Offices Out of Town
The Pitkin County Facility Feasibility Analysis has gener-
ated an alternative option that would locate a substantial
amount of County offices just west of the Aspen Airport
Business Center, along Highway 82.
The CMPAG found that, "Removing civic functions from
the downtown will tend to reduce the kind of community
character that still makes the core of Aspen a'traditional'
downtown, surrounded by a resort environment."
The CMPAG also found that, "The City of Aspen and
Pitkin County have a long history of considering both
quantitative measurements and qualitative elements in their
decision - making processes — both function and character
are important in shaping the future."
The CMPAG recommended that, "the Pitkin County
Facility Feasibility Analysis consider qualitative elements as
well as quantitative measurements. For example, in addi-
tion to measuring the quantity and length of car trips and
the cost of land and construction, the study should consider
the qualitative impacts of various alternatives on the charac-
ter of the civic core in downtown Aspen."
Former Youth Center
'The former Youth Center is a City-owned building
that currently houses City employees, including the
Asset Management Department and the GIS Depart-
ment —with meeting space on the top floor. (The
ground floor is leased as a restaurant.)
The CMPAG found that, "The former Youth Center
building was designed as a Youth Center and is rela-
tively inflexible in accommodating new uses. The future
renovation or replacement of this building could allow
for new uses that could increase vitality at Galena
Plaza. The size of the building was limited by funds
available, and a future structure could be larger, if funds
are availabl6 to address engineering issues related
to topography."
The CMPAG recommended that, "the City of Aspen
collaborate with Pitkin County with regard to the
Facility Feasibility Analysis process in order to review
and evaluate the scope of potential civic uses in the
downtown area, including but not limited to the
Zupancis property and the former Youth Center."
Although the joint City Council -County Commis-
sioners vote in March 2006 did not request that the
former Youth Center be explored as a joint civic facil-
ity, one of the options generated by the Pitkin County
Facility Feasibility Analysis in January 2006 included
the former Youth Center as a potential County
building site.
NOTE ON MULTIPLE USES• The CMPAG
also recommended that, "A new or renovated Youth
Center building could be a welcoming and interactive
destination point that capitalizes on the vista, creates
vitality and could include mixed uses and/or a range
of civic and/or cultural uses."The CMPAG further
recommended that both a Public Meeting Hall or a
Visitors Center were "appropriate" uses for the former
Youth Center.
The former Youth Center,
top right, the east edge
of Galena Plaza.
This document is also available online at w .aspenpitkin.com, i 11
City of Aspen Community Development Department / Long Range Planning i
LOCAL GOVERNMENT
Aspen Fire Protection District
Headquarters Station
A current view (above) of the Fire Station and The Thrift Shop, at right.
In 2005, the Aspen Fire Protection District (AFPD) and
the City of Aspen agreed to conclude their joint planning
efforts regarding the potential relocation of the AFPD
Headquarters Station from Hopkins Street to the Zupancis
Property on Main Street.
In March 2006, the City Council approved a conceptual plan
to replace the Hopkins Street Station and approved a new
40 -year lease. When this document went to press in February
2008, the Council was scheduled to consider final approval.
The CMPAG found that, "The civic nature and iconic
quality of the Aspen Volunteer Fire Department — and
its location in the downtown core — is an immeasurable
asset to both the year-round community and visitors. " The
CMPAG recommended that, "during the design process
for the renovation of the Hopkins Street Headquarters Sta-
tions, the AFPD should consider:
• The civic nature and central location of the building;
• The iconic quality of the AFPD and its members;
• The value of pedestrian and public interaction.
Below is an architectural rendering of a new Headquarters Station at the existing Hopkins Street site for the Aspen Fire Protection
District and The Thrift Shop. This rendering, by Studio B Architects, was scheduled for final approval by City Council in March 2008.
12 This document is also available online at vi w.aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
Volunteers sort donations
at The Thrift Shop.
The Thrift Shop
For many years, The Thrift Shop has been interested in
expanding to include a second floor, based on the consis-
tent high volume of business it enjoys.The Thrift Shop
currently re- distributes a substantial amount of clothing to
other groups, such as The Salvation Army, because it has no
room for additional displays. By adding a second floor,The
Thrift Shop could keep a much larger inventory on -site, and
believes it could substantially increase its business — and
the amount it donates to local non - profits and for student
scholarships.The project to replace the fire station includes
replacing The Thift Shop building, and adding a second
floor.
The CMPAG found that:
• The Thrift Shop is an Aspen institution that provides
an important service for lower income residents and
workers that no one else provides, while donating
proceeds to local non - profits and student scholarships.
• The central location of The Thrift Shop supports
its overall mission, as many of its customers use
public transit.
• The Thrift Shop relies on subsidized rent and could not
carry out its mission if it had to pay retail rental rates.
• The simultaneous renovation of the AFPD
Headquarters Station and The Thrift Shop is an
opportunity to create a vibrant mixed -use area.
i,
LOCAL GOVERNMENT
Visitors Center
Following the November 2004 ballot election that defeated
the proposal to relocate the Visitor Center to the Galena/
Main intersection, no further discussions regarding a new
location have taken place.
Although the Aspen Chamber Resort Association signed a
five -year lease with the City in 2005 for its current site on
Rio Grande Place, several problems remain. the CMPAG
found that:
The constrained office space and lack of basic amenities
remain challenges at the existing Visitor Center.
• The lack of visibility, lack of wayfinding and
inconvenient location of the existing Visitor Center
remain major obstacles to providing optimal services
to visitors.
Pitkin County Library
When the Rio Grande Garage was built in the mid- 1990s,
the City of Aspen and Pitkin County exchanged land at the
Galena Plaza site.
Part of that agreement set aside 44 -feet of land to the
east of the library — into Galena Plaza — for a future
library expansion.
The Pitkin County Library had not planned to expand
for 5 -10 years, but the Board of Directors has expressed
concern that if the roof of the garage is replaced in the next
several years, the library may need to coordinate the instal-
lation of additional support pillars to accommodate
future expansion.
The CMPAG recommended that, "Staff representatives of
the Pitkin County Library, Pitkin County and the City of
Aspen meet to discuss the Library's short-term infrastruc-
ture planning and long -term facility goals, and identify an
appropriate public review process that will address both
short-term and long -term goals."
the CMPAG supports an expansion of the Pitkin County
Library to the east, and recommended that "the design of
the building be coordinated with other built edges around
Galena Plaza, to the extent possible."
The CMPAG also recommended that "a meeting room
be located on the ground level of the library expansion, to
allow for public access to the meeting room at any time, and
to increase the use and vitality of Galena Plaza."
In addition,'Ihe CMPAG found that, An optimal loca-
tion for a Visitor Center would be close to parking and the
downtown, and recommended that appropriate sites for a
Visitor Center include:
• The former Youth Center
• The north edge of Galena Plaza
NOTE ON MULTIPLE SES:'Ihe former Youth Center
and the north edge of Galena Plaza are sites that have been
recommended for more than one possible future use.
Former Youth Center
• Appropriate for a Shared Meeting Hall
Appropriate for a range of civic and/or cultural uses
North Edge of Galena Plaza
Appropriate for a Shared Meeting Hall
• Appropriate for a Performing Arts Facility
• Appropriate for a range of civic and/or cultural uses
Aspen Sanitation District Office
and Housing
The Aspen Consolidated Sanitation District (ACSD)
agreed in 2002 to consider Civic Master Plan Core Princi-
ples as it drafted a Master Plan. The CMPAG endorsed the
Sanitation District Master Plan in May 2003. The Sanita-
tion District Master Plan was approved, with conditions, by
City Council in 2005.
The ACSD is a quasi - municipal organization responsible
for wastewater treatment for Aspen's urban area. It is located
on a 3.8 -acre property at the base of N. Mill Street. The
property includes a 400 -foot stretch of the Roaring Fork
River and section of the Rio Grande Trail. It is adjacent to
the Aspen Center for Environmental Studies
(ACES) property.
the existing condition of the District's river corridor fea-
tures a series of man -made berms on the south side of the
This rendering shows
the Master Plan for the
Aspen Consolidated
Sanitation District site,
located at the base of
N. Mill Street.
The Pitkin County Library
on N. Mill Street.
The Aspen Chamber Resort Association
Visitor Center on Rio Grande Place.
public river trail, as well as non -native plants. The north side
of the trail, directly adjacent to the river, is a more natural
riparian environment.
The District's Master Plan would establish a sense of con-
tinuity on both sides, removing the berms, planting native
grasses and reaffirming the elements of an open, natural
river corridor on both sides of the trail.
There are currently nine affordable housing units on the site,
with the District Master Plan calling for a total of 14 units.
The area between a series of proposed new townhouse units
and the river corridor would feature a lowered stormwater
retention area, including native plantings. This aesthetic buf-
fer zone ranges from 120 feet to 180 feet, greatly exceeding
the citl/s 100 -foot stream margin requirement.
This document is also available online at www.aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
Summary
As part of its focus on the area north of Main Street, the
CMPAG examined two public open spaces: Rio Grande
Park and Galena Plaza.
There is a fundamental difference between rural open
space and urban open space. Urban parks or plazas are not
just about the open space itself, but about the borders that
define them — including quality streets, and the buildings
and uses surrounding the open space.
'Ihe public open space contributes to the identity of the
buildings mound it, and the surrounding buildings con-
tribute to the identity of the public open space.
For both Rio Grande Park and Galena Plaza, the
CMPAG made findings and recommendations intended
to better define these important public open spaces by
creating stronger edges. That could mean improved bor-
dering streets, pedestrian ways and/or built edges.
Wagner Park, with the Mountain
Chalet in the background.
4 ♦:�
In the picture above, the Mountain Chalet creates a
border, or built edge, that helps define Wagner Park,
while creating a varied and interesting visual experience
for pedestrians walking on Durant. Pedestrian pathways
and buildings also create an edge for Wagner Park at its
northeast corner, as shown at right.
ASPEN AREA COMMUNITY PLAN
'There is widespread agree -ment that open space is vital to Aspen's sense of itself.... The natural
environment is one of the community's greatest assets and the reason many people choose to
visit or make the Aspen area their home.'
Rio Grande Park
Urban Edges
A beautiful picture deserves an attractive frame.
The CMPAG found that, "In the downtown area south
of Main Street, both urban blocks and public parks have
clearly defined edges and are easily recognizable.... Creat-
ing a clear edge and demarcation between urban blocks
and public parks is a widely recognized and sound urban
design concept."
When the Civic Master Plan process began in 2000, the se-
ries of buildings at what is now Obermeycr Place reflected
an unraveled southeast edge for Rio Grande Place and Rio
Grande Park The buildings and parking areas were located
on the site in a haphazard manner, with no defined interior
space and little relationship to the street or the park
At the southwest edge of Rio Grande Park,1he CM-
PAG found that, "the City-owned parking lots along Rio
Grande Place are an unraveled edge that do not clearly
demarcate the end of an urban block and the beginning of a
public park" Would the Aspen community tolerate a puk-
ing lot next to Wagner Park?
Finally, the west edge of Rio Grande Park is bordered by a
relatively thin sidewalk along N. Mill Street, with a mini-
mal buffer between pedestrians and the busy traffic along
the street. Again, this does not represent a strong edge or
border for the park
The CMPAG made a series of findings and recommenda-
tions that would better define these three edges of Rio
Grande Park
II
Imagine if instead of the Mountain Chalet, or instead of
the pedestrian malls, there was a parking lot next to Wag-
ner Park.'Ihis would significantly alter the identity of the
Park Today, this is the case for Rio Grande Park, where a
City-owned parking lot forms one of the important and
prominent boundaries of the park
THIS SECTION REVIEWS
THE FOLLOWING TOPICS:
+ Improved edges around Rio Grande
Park & Galena Plaza
+ Future uses surrounding Galena
Plaza & Rio Grande Park
+ Internal improvements to Rio
Grande Park
The northeast corner of Wagner Park.
Southwest Edge
'Rte CMPAG recommended various potential uses for the
City-owned parking lots that would establish a demarcated
southwest edge for Rio Grande Park, creating a visually
compelling and inviting pedestrian experience in this area.
Potential uses include an Arts Center (See Section II), or
Neighborhood Commercial uses with affordable housing on
upper floors (See Section I).
Conceptual rendering of N. Mill St. redesign.
Southeast Edge
The design and placement of the new buildings at Obermeyer
Place create a stronger and more defined southeast edge to Rio
Grande Park The park contributes to the identity of the build-
ings, and the curving building fronts respect the street and park
edge and contribute to the identity of the park— much like
the frame around a picture. In addition, the interior pedestrian
mutes and descending stairs at Oberinneyer Place lead directly
to the Park
14 This document is also available online at vmv.aspenpitkin.com,
City of Aspen Community Development Department I Long Range Planning
The West Edge
An urban -park edge does not have to be a building. For ex-
ample, the hard - scaped pedestrian wal1cwayjust to the west
of Wagner Park creates an interesting and defined edge.
'Ilse CMPAG found that a redesign of N. Mill Street could
include " ... a larger buffer between pedestrians and traffic
that will increase safety and improve the pedestrian experi-
ence and visual aesthetic of the area. "A wider sidewalk
area treated with landscaping would form a more visually
interesting border to the west edge of Rio Grande Park
i ► PUBLIC OPEN SPACE
Galena Plaza
Urban Edges
The Galena Plaza site played a critical role in the formation
of the Civic Master Plan process: While a leak in the roof
of the Rio Grande Parking Garage demanded attention,
a clear consensus was emerging that the plaza was a failed
public space.
After extensive discussion, the CMPAG reached a comcn-
sus to maintain open space at the center of the plaza, while
supporting "built edges" that would frame the open space
and introduce new uses to the site — increasing the vitality
and enjoyment of the plaza.
The West Edge
The CMPAG supports an expansion of the Pitkin County
Library, and found that, "in combination with other new
'built edges'the library expansion would contribute to a
vibrant and memorable mixed -use area."
The library expansion was anticipated as part of a transfer
of land between the City and the County in 1995 (See
Section III).
The CMPAG recommended, "that the design of the build-
ing be coordinated with other built edges around Galena
Plaza, to the extent possible."
The North Edge
The CMPAG found that, A built north edge, with a
medium -high intensity use, would increase vitality at
Galena Plaza."
Preliminary engineering studies have shown that the Rio
Grande Garage could support a one -story building without
the need for any additional pillars or support structures
inside the garage.
The CMPAG recommended that, "the north edge of
Galena Plaza be considered in the future for a shared -use
arts facility, with the bulk of the building extending down
to Rio Grande Place, pending the outcome of the Arts
Sector Facilities Analysis (please see Section II). However,
the CMPAG anticipated that a new arts facility may not
become a reality.
In Section III (Loral Government), The CM PAG recom-
mended that the north edge of Galena Plaza is an "appropri-
ate site" For a Visitor Center or a shared Public Meeting Hall.
But the CMPAG did not rule out other uses, and also
recommended that, "If a shared -use arts facility is not
constructed at Galena Plaza/Rio Grande Place, a building
at the north edge of Galena Plaza could be a welcoming
and interactive destination point that capitalizes on the
vista, creates vitality and could feature a range of civic and/
or cultural uses."
The East Edge
Today, the east edge of Galena Plaza is largely open, with
the exception of the former Youth Center building at the
northeast corner, and the stairwell/elevator feature.
The CMPAG recommended that, "The former Youth Cen-
ter building be considered for renovation or replacement in
the future. A new or renovated building could be a welcom-
ing and interactive destination point that capitalizes on the
vista, creates vitality and could include mixed uses and/or a
range of civic and/or cultural uses."
The CMPAG also recommended that the east built edge
should extend "to the existing stairwell/elevator feature, and
feature compelling architectural elements intended to draw
pedestrians across Main Street."
Open Space
During its deliberations, the CMPAG considered simply
building over the entire Galena Plaza site. However, the
CMPAG ultimately reached a strong consensus that what is
now a failed public space could become a vital and interest-
ing public space.
The CMPAG recommended that, "In conjunction with fu-
ture built edges at Galena Plaza, the open space at the center
of Galena Plaza should be designed to animate the site in
relation to new uses."
Galena Plaza on a
typical afternoon. This
public open space is not
well used.
Pedestrian Movement
The CMPAG recommended that, "the design of a dramati-
cally improved pedestrian way from Main Street, through
the Galena St. Extension, Galena Plaza and stairway down
to and through Rio Grande Park."
Please see Section V (Pedestrian Movement) for more infor-
mation on the CMPAG's findings and recommendations for
a pedestrian route through Galena Plaza.
Short -Term Planning
Although the CMPAG supports future "built edges "For
Galena Plaza, these structures may not be built in the near
future. Therefore, the CMPAG made several "short-term
recommendations," as follows:
• As part of the garage roof repair and replacement, the
design of the new Galena Plaza use materials that
are easily removed in the future, especially in areas
anticipated for built edges.
• The Parks Department should work with the Asset
Management and Parking departments to design
an interim open space use for Galena Plaza that is
consistent with the values and philosophy of the
Aspen community, to be implemented following the
replacement of the garage roof.
• The City should consider methods for accommodating
tents at Galena Plaza as part of the replacement of the
garage roof, to increase vitality at the site (see rendering
above).
• As part of planning for the garage roof repair,
City staff should explore potential infrastructure
improvements related to future uses, especially along
potential built edges.
0
m
r
o'
This document is also available online at w .aspenpitkinxom, 15
City of Aspen Community Development Department / Long Range Planning
i ?UBLIC OPEN SPACE
Rio Grande Park Creating Urban Edges
Internal Improvements
In 2001, the CMPAG reviewed the Rio Grande Park
Master Plan, which sought to implement new federally -
mandated drainage and water quality improvements in an
aesthetic and environmentally sensitive manner.
Today, untreated storm water runs into a series of brackish
ponds in the Park, and then into the Roaring Fork River.
The new design would treat the storm water in under-
ground "vaults," and then release the treated water into the
Roaring Fork River through water quality outlet structures
that have been designed as "park architecture."
The playing field would be slightly lowered, providing de-
scending edges where people can sit on the bank to watch
sporting events.
The plan also featured the development of more formal
entryways for various sub -areas of the park.
The character intent of the wetland ponds will be riparian,
similar to the backwaters and low areas within the Roaring
Fork River meanders prior to mining and town development
in the late 1800s.
The CMPAG endorsed the Rio Grande Park Master Plan
in 2001.
This rendering shows a
new pedestrian bridge
as part of the new ripar-
ian area planned at Rio
Grande Park.
This rendering shows a
proposed entrance to the
John Denver Sanctuary.
The comer of Hyman and Monarch illustrates the concept of the urban edge in a grid layout.
Towards the end of the Civic Master Plan process, after
the CMPAG had evaluated mom than a dozen sites, a
theme emerged regarding the creation of "urban edges."
Although the CMPAG did not formally adopt this as
a Core Principle, the Group supported the concept of
creating urban edges at several critical sites.The concept
is perhaps best described in the book Pattern Language,
which is paraphrased here:
16 This document is also available online at w .aspenpitkin.com,
city of Aspen Community Development Department t Long Range Planning
• Buildings are not merely placed into the outdoors,
they actually shape the outdoors.
Buildings create two fundamentally different kinds
of outdoor space: negative space and positive space.
• Outdoor space is negative when it is shapeless, the
residue left behind when buildings are haphazardly
placed on the land.
An outdoor space is positive when the buildings
around it create a distinct and definite shape, as
definite as the shape of a room.
This public square, in Gaithersburg,
Maryland, is an example of a suc-
cessful urban open space. The build-
ings contribute to the identity of the
park, and the park contributes to the
identity of the buildings. Also, there is
a clear pedestrian route into and out
of the park, at right.
• People feel comfortable in spaces which are "positive"
and tend to use these spaces; people feel relatively
uncomfortable in spaces which are "negative" and
such spaces tend to remain unused.
For example, the downtown core of urban blocks created
a defined grid — "a distinct and definite shape " —where
people feel comfortable walking the sidewalks.
In cities across the modern world, successful downtowns
often feature a piazza or a town square — these features
form a distinct shape where people tend to gather.
Another important element of such spaces is an easily
recognizable entrance and exit, creating a path through
the space, from one side to another.
These concepts were utilized by the CMPAG during its
review of Galena Plaza, the City-Owned Parking Lots,
Rio Grande Park and other sites.
Summary
Previous sections have included recommendations on
pedestrian and bike paths connected to specific sites.
"Ibis section is intended to paint the "big picture," show-
ing how pedestrian/bike paths at different sites combine
together to improve pedestrian movement in the civic
core. The overall focus is improving pedestrian movement
between the downtown, across Main Street and down to
Rio Grande Park and the Roaring Fork River corridor.
A theme running throughout this section is the need to
establish pedestrian routes that are both clearly visible
and inviting to pedestrians.
The Big Picture
'Ihe CMPAG recommended that the piecemeal recom-
mendations in the Civic Master Plan should be collected
and outlined in a Pedestrian Connections Map that
shows existing conditions, and proposed pedestrian con-
nections included in various sub -area master plans and
in CMPAC recommendations."
Main Street As Barrier
l
PEDESTRIAN ROUTES
+ Obermeyer Place Route
+ Galena Plaza Route
+ N Mill Street Route
I
ASPEN AREA COMMUNITY PLAN
Aspen's future should be one in which the automobile plays a smaller role in people's
everyday lives. Other modes of travel should be made as safe and convenient as
possible to facilitate that goal.... the level of investment in ... more and better bikeways
and walkways sf)ould increase.
Pedestrians scurry across Main Street traffic.
Obermeyer
Place Route
Viewed from the south side of Main Street and Hunter
Street, there are no visual cues that suggest a pedestrian
route to Rio Grande Park In past years, a limited number
of locals used a narrow alleyjust west of the Concept 600
building to get to the Obermeyer /Smith/Galen properties,
which were a jumble of buildings and parking lots with no
obvious pedestrian route to Rio Grande Park.
As part of the redevelopment of Obermeyer Place, a 10-
foot easement was established, starting on Main Street and
running along the east edge of the Zupancis Property. The
easement joins up with a clear pedestrian -only route through
Obermeyer Place and into Rio Grande Park
The CMPAG recommended that, "the easement estab-
lished as part of the Obermeyer Place approval be used to
improve north -south pedestrian movement between Main
Street, Obermeyer Place and Rio Grande Park."
'Ihe CMPAG found that Main Street itself is "intimidat-
ing to pedestrians and has become a barrier to north -south
pedestrian movement."
The CMPAC recommended that the City of Aspen
work with the Colorado Department of Transportation
to explore design changes to Main Street to make it more
pedestrian friendly, including but not limited to:
• Stamped/colored concrete x -walks
• Raised x -walks
• Bulb -outs
• Refuge Islands
In addition to addressing Main Street itself, the Civic
Master Plan calls for physical improvements that would
create three visible and inviting pedestrian routes across
Main Street to Rio Grande Park and beyond: The Ober -
meyer Place Route, the Galena Plaza Route and the N.
Mill Street Route.
a border of the pedestrian route between Main
Street and Rio Grande Park.
This document is also available online at w aspenpitkmxom, 17
City of Aspen Community Development Department / Long Range Planning
PEDESTRIAN MOVEMENT
Galena Plaza Route
Viewed from Main Street and Galena, the Galena Street
Extension is not visually inviting to pedestrians — there is
little indication that this is a pedestrian route.
The CMPAG recommended, "the design of a dramatically
improved pedestrian way from Main Street, through the
Galena St. Extension, Galena Plaza and stairway down to
and through Rio Grande Park"
One of the primary visual barriers to pedestrian movement
from Main Street and Galena Street through the Galena St.
Extension is the extensive parking of public safety vehicles
on the Galena St. Extension. If another location is found
for these emergency response vehicles, there would be a
strong opportunity to transform the Galena Street Exten-
sion into a more pedestrian - friendly area.
Sidewalk on the east side of the Galena St. Extension.
View of the Galena St. Extension from across Main St.
In Section III of this report, The CMPAG recommended
that the City and County collaborate to "review and evalu-
ate the scope of civic uses at the Zupancis Property: "One
advantage of the Zupancis Property is the opportunity for
extensive underground parking, which could accommodate
public safety vehicles. If emergency response vehicles can be
accommodated underground at the Zupancis Property, this
could allow the Galena Street Ext. to be redesigned as a pe-
destrian- only area, with the exception of the Galena Street
shuttle. This could "dramatically improve the pedestrian way
from Main Street through the Galena Street Extension ..."
This "bubble map" shows an ex-
tended east edge, at right, including an
improved stairwelVelevator feature to
attract pedestrians to Galena Plaza and
the Park. This rendering also shows a
potential building at the north edge of
the plaza.
At the east edge of Galena Plaza, the CMPAG specifi-
cally cited an opportunity to make the design of buildings a
method of inviting pedestrians through the Plaza.
The CMPAG recommended that, "In conjunction with
the future renovation or replacement of the former Youth
Center, the CMPAG recommends that the east edge of
Galena Plaza be considered in the future as a built edge,
extending to the existing stairwell/elevator feature, and in-
cluding compelling architectural elements intended to draw
pedestrians across Main Street."
A future one -story building at the north edge of Galena
Plaza might also serve as an architecturally compelling
visual element that could draw pedestrians into Galena
Plaza. The CMPAG recommended that," ... a building at
the north edge of Galena Plaza could be a welcoming and
interactive destination point that capitalizes on the vista
(and) creates vitality ..."
The existing stairs at
Galena P laza.
Another key element of the pedestrian route through
Galena Plaza is the stairway down to Rio Grande Park
The CMPAG recommended "a dramatically improved
pedestrian way from Main Street, through the Galena St.
Extension, Galena Plaza and stairway down to and through
Rio Grande Park
The existing pedestrian experience along the sidewalk next
to the City-owned parking lots is less than welcoming.
Referring to this area, The CMPAG found that, "Creat-
ing a clear edge and demarcation between urban blocks
and public parks is a widely recognized and sound urban
design concept."
Replacing these parking lots with an urban edge would
create a more visible and inviting pedestrian experience that
would serve as an important link between Galena Plaza
and N. NO Street.
This photo shows a pedestrian perspective, walking along Rio
Grande Place, with Rio Grande Park on the right and the City-
owned parking lots to the left.
With regard to creating visible and inviting pedestrian "Every fine street ... is one that invites leisurely, safe walking. It sounds simple and basically it is.
routes, 1he CMPAG also recommended that, "The design There have to be walkways that permit people to walk at varying paces, including most importantly
of buildings within the civic core should incorporate ele- a leisurely pace, with neither a sense of crowding nor of being alone, and that are safe, primarily
ments that are inviting and welcoming, and enhance the from vehicles."
quality of the pedestrian experience." - From Great Streets, Allan B. Jacobs
18 This document is also available online at vmv.aspenpitkin.com,
City of Aspen Community Development Department t Long Range Planning
PEDESTRIAN MOVEMENT
N. Mill Street Route
Another method of improving the north -south pedestrian
experience is the redesign of N. Mill Street, from Mill
Street to the Aspen Art Museum,
The CMPAG found that, "Providing a larger buffer
between pedestrians and traffic will increase safety, and
improve the pedestrian experience and visual esthetic of
the area. These changes will encourage more pedestrian use,
and improve conditions for events and public/private sector
users located in this area of town."
The CMPAG recommended that, "City Council direct
relevant public agencies and private parties to collabora-
tively generate a proposal to design, fund and implement
a plan for the improvement of North Mill St., to focus on
the following:
• A wider buffer between pedestrians and traffic for
the purpose of improving the pedestrian experience,
consistent with Aspen's historical streetscape pattern;
• Accommodating existing traffic flow;
• Improving safety for pedestrians and vehicles;
• Coordination with the local pedestrian - bikeway system;
• Improving the visual aesthetic of the area.
Pedestrian Movement in
Rio Grande Park
The SCI West site shows a poor relationship with pedes-
trians and N. Mill Street. As part of its review of the SCI
West site (please see Section I), the CMPAG recommended
an improved pedestrian experience for this site.
Ultimately, this may be achieved as part of a redesign of N.
NO Street, or as part of a redevelopment of the SCI West site.
Looking up N. Mill
Street, with SCI West at
right. This is not an in-
viting pedestrian route.
This conceptual ren-
dering illustrates one
method of establishing a
larger pedestrian buffer
on N. Mill St.
...... . ........................................................................ ...............................
Downtown Pedestrian Improvements
Another element of encouraging pedestrian movement
between downtown and the Roaring Fork River are the
improvements planned inside Rio Grande Park, as described
in Section IV. The Rio Grande Park Master Plan includes
more formal and visually compelling entryways to different
portions of the Park, including the John Denver Sanctuary.
Pedestrian amenities in relation to the new ponds and water-
falls will also contribute to an improved visual aesthetic and
will invite pedestrians to move throughout the Park
South of Main Street,'Ihc CMPAG recommended that
the City revisit the Downtown Enhanced Pedestrian Plan.
The CMPAG found that, "Only one phase of a multi -phase
DEPP strategy has been implemented, and that two of the
S Goals of the DEPP, adopted by City Council Resolution
in 1997 were:
• To make the downtown core more pedestrian - friendly
and minimize the sense that automobiles dominate the
downtown area.
Wayfinding
In addition to physical improvements to the pedestrian and
bike system in the civic core, the CMPAG also focused on
wayfinding and signage issues.
The CMPAG found that, "There is an important balance
to be struck between providing adequate signage for visitors
and cluttering streets and paths with too many signs. There
i is an important balance to be struck between maintaining a
sense of experience and discovery for visitors vers us treat-
: ing confusion regarding important destinations through
lack of signage."
i The CMPAG found that' Although Aspen and Pitkin
County maintain an excellent regional pedestrian and bike-
: way system, there is a lack of wayfinding signage directing
visitors within the civic core to these outlying amenities."
A pedestrian navigates N. Mill St.
neat to the SCI West site.
• To take greater advantage of opportunities for the
utilization of alleys and pocket parks for pedestrian
circulation, social interaction and commercial activity.
The CMPAG recommended that City staff conduct a
feedback analysis on the outcome of the Phase I DEPP
implementation, and present findings to P&Z and City
Council to determine if further phases of the DEPP should
be implemented.
The CMPAG found enough evidence to suggest that a more
comprehensive evaluation of wayfinding would be useful. The
CMPAG recommended, "that the City of Aspen work with
relevant partners, such as the CCLC, Parks & Rec and Pitkin
County Open Space &Trails to comprehensively review
existing wayfinding conditions and make recommendations
regarding improvements, considering the CAP Fu dings,and
utilizing the CMP Pedestrian Connections Map and other
relevant mapping documents."
A close -up of the sign at Main & Mill,
which does not indicate the location
of destinations.
This document is also available online at www.aspenpitkin.com, 19
City of Aspen Community Development Department / Long Range Planning
/
The CMPAG also found that, "In some cases, existing way-
finding signage appears to be inadequate. Some of the brown
i signs at Main Street intersections simply state the existence of
various destinations without indicating where they are located.
A rendering of a pedestrian bridge and
A sign on the Rio Grande Trail indicates the direction of Basalt,
water feature planned for Rio Grande Park.
but does not mention the Aspen Art Museum."
A pedestrian navigates N. Mill St.
neat to the SCI West site.
• To take greater advantage of opportunities for the
utilization of alleys and pocket parks for pedestrian
circulation, social interaction and commercial activity.
The CMPAG recommended that City staff conduct a
feedback analysis on the outcome of the Phase I DEPP
implementation, and present findings to P&Z and City
Council to determine if further phases of the DEPP should
be implemented.
The CMPAG found enough evidence to suggest that a more
comprehensive evaluation of wayfinding would be useful. The
CMPAG recommended, "that the City of Aspen work with
relevant partners, such as the CCLC, Parks & Rec and Pitkin
County Open Space &Trails to comprehensively review
existing wayfinding conditions and make recommendations
regarding improvements, considering the CAP Fu dings,and
utilizing the CMP Pedestrian Connections Map and other
relevant mapping documents."
A close -up of the sign at Main & Mill,
which does not indicate the location
of destinations.
This document is also available online at www.aspenpitkin.com, 19
City of Aspen Community Development Department / Long Range Planning
Special thanks to all the people who have worked so diligently
on the Civic Master Plan.
Current & Alternate Members
Tim Belinski /Dwayne Romero — Obermeyer Place
Don Bird — Pitkin County Jail
Bennett Bramson - Citizen
Deb Braun — Aspen Chamber Resort Association
Cathy Chandler— Pitkin County Library
Stan Clauson - Citizen
Lisa Consiglio — Aspen Writers' Foundation
Charles Cunniffe — Citizen
Pat Fallin — Concept 600
Blake Fitch/Tim Ware — City Parking Department
Darryl Grob — Aspen Fire Protection District
Jackie Kasabach — Citizen
Helen Kalin Klanderud — Mayor
CONSULTANTS
CIVIC MASTER PLAN ADVISORY GROUP
Sue Kolbe /Lynda McCarthy — The Thrift Shop
Bill Lipsey - Citizen
Susan Marx - Citizen
Lynda McCarthy — The Thrift Shop
David McClendon — Theatre Aspen
Brian Pettet — Pitkin County
John Rowland —Aspen Planning
and Zoning Commission
Loren Ryerson — City of Aspen Police Department
Gram Slaton — Wheeler Opera House
Sue Smedstad — Citizen
Laura Thielen — Aspen Filmfest
Heidi Zuckerman Jacobson — Aspen Art Museum
Former Members
Harley Baldwin - Citizen
Tom Bracewell —Aspen Consolidated
Sanitation District
Jon Busch — Commercial Core & Lodging Commission
Roger Haneman — Planning and Zoning Commission
Carole Hershey — Aspen Chamber Resort Association
Mary Ann Igna — Aspen Art Museum
Bert Myrin — Planning and Zoning Commission
Alan Osburn — Aspen Theatre in the Park
Dean Sobel —Aspen Art Museum
Robert Zupancis — Citizen
CITY OF ASPEN STAFF
Laura Kirk — OHM Design Chris Bandon — Director, Community Development
Dave Carpenter— DHM Design Julie Ann Woods — Former Director, Community Development
Gilbert Sanchez — Studio B Architects Ben Gagnon — Special Projects Planner,
Kenyon Design Works Community Development
Michael Brands Photography
20 This document is also available online at w .aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
SUPPOTLTIV-13 i i u ► CITY OF ASPEN CIVIC MASTER PLAN
Resolution N o . 31 Recommendation of Approval by Aspen Planning and Zoning Commission • November 21, 2006 • Pagel of 2
RESOLUTION N0.31
(SERIES OF 2006)
A RESOLUTION OF THE CITY OF ASPEN PLANNING AND ZONING
COMMISSION RECOMMENDING THAT CITY COUNCIL ADOPT THE CIVIC
MASTER PLAN, CITY OF ASPEN, PITHIN COUNTY, COLORADO.
WHEREAS, the Aspen City Council in June 2000 initiated the Civic Master Plan
process to provide guidance for future development in the Civic Core of the City of
Aspen, and appointed members to the Civic Master Plan Advisory Group; and,
WHEREAS, the Civic Master Plan Advisory Group consists of representatives of
various local organizations and agencies that are, located in the Civic Core of the City of
Aspen, and has held numerous meetings; and,
WHEREAS, upon review of the Draft Civic Master Plan, the Community
Development Department and the 25- member Civic Master Plan Advisory Group
recommended adoption of the Draft Civic Master Plan in June 2006; and,
WHEREAS, a copy of the 20 -page Draft Civic Master Plan was inserted in the
Aspen Daily News and posted on the City website in August 2006 as part of a public
feedback process; and,
WHEREAS, the Aspen Planning and Zoning Commission has the responsibility
to review comprehensive plans or any supplemental plans, guidelines or documents,
pursuant to Section 26.212.010(R); and
WHEREAS, during a duly noticed public hearing on October 24, 2006, the
Planning and Zoning Commission reviewed and considered the development proposal under
the applicable provisions of the Municipal Code as identified herein, and continued the
public hearing to November 14, 2006; and
WHEREAS, during a duly noticed public hearing on November 14, 2006, the
Planning and Zoning Commission opened the public hearing and continued it until
November 21, 2006; and
WHEREAS, during a duly noticed public hearing on November 21, 2006, the
Planning and Zoning Commission reviewed and considered the development proposal under
the applicable provisions of the Municipal Code as identified herein, and recommended by a
vote of 5 -1 that City Council adopt the Civic Master Plan, with conditions; and,
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY OF ASPEN
PLANNING AND ZONING COMMISSION RECOMMENDS THAT THE ASPEN
CITY COUNCIL ADOPT THE CIVIC MASTER PLAN:
Section 1: Adoption of the Civic Master Plan
Pursuant to the procedures and standards set forth in Section 26.104.030 of the Aspen
Municipal Code, the Planning and Zoning Commission recommends that the City Council
adopt the Civic Master Plan as a regulatory document.
This document is also available online at vlww.aspenpitkin.com, ! 21
City of Aspen Community Development Department / Long Range Planning
CITY OF ASPEN CIVIC MASTER PLAN
Resolution N o. 31 Recommendation of Approval by Aspen Planning and Zoning Commission - November 21, 2006
a) Pursuant to Section 26.104.030, the Aspen Area Community Plan was utilized as a
guiding document for the adoption of eight (8) Core Principles contained in the
Civic Master Plan, as well as the findings and recommendations contained in the
Civic Master Plan. Specific reference to portions of the AACP are made in each
section of the Civic Master Plan.
b) When applicants are required to show consistency with the Aspen Area
Community Plan under Title 26 of the Aspen Municipal Code, applicants are also
required to show consistency with the Civic Master Plan.
Section 3: Regulatory application of the Civic Master Plan
a) Pursuant to Section 26.104.030, the Civic Master Plan shall be considered a
regulatory document. Planning and development initiatives for land use
entitlement on the parcels identified in the Civic Master Plan shall demonstrate
consistency with the findings and recommendations in the Civic Master Plan.
Planning and development initiatives for land use entitlement on the parcels
identified in the Civic Master Plan unable to demonstrate consistency with the
findings and recommendations of the Civic Master Plan must demonstrate that the
conceptual plan and/or development proposal is consistent with the eight (8) Core
Principles contained in the Civic Master Plan, and the portions of the Aspen Area
Community Plan referenced in the Civic Master Plan.
b) Upon adoption, the Civic Master Plan shall supercede the City of Aspen Rio
Grande Master Plan of 1993.
Section 4: Planning and Zoning Commission conditions of recommendation to City
Council
During its review and consideration of the Civic Master Plan, the Planning and Zoning
Commission included two (2) conditions as part of its recommendation to City Council;
these conditions were intended to be added to the Civic Master Plan:
a) Like uses should be clustered with like uses whenever possible.
b) The enhancement of existing conditions should be permitted.
Attest: i
3 kie Lothian, Assistant City Clerk , Chpj
fLµW+.� tt�cY
FINALLY, adopted, passed and approved by the Planning and Zoning Commission
this 21" day of November, 2006.
Approved as to form:
City Attorney
22 This document is also available online at w .aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
Page 2 of 2
No
Fk M CITY OF ASPEN CIVIC MASTER PLAN
Ordinance N o . 46 Approval of Aspen City Council • December 11, 2006 • Page 1 of 4
ORDINANCE N0.46
(SERIES OF 2006)
AN ORDINANCE OF THE ASPEN CITY COUNCIL ADOPTING THE CIVIC
MASTER PLAN, CITY OF ASPEN, PITKIN COUNTY, COLORADO.
WHEREAS, the Aspen City Council in June 2000 initiated the Civic Master Plan
process to provide guidance for future development in the Civic Core of the City of
Aspen, and appointed members to the Civic Master Plan Advisory Group; and,
WHEREAS, the Civic Master Plan Advisory Group consists of representatives of
various local organizations and agencies that are located in the Civic Core of the City of
Aspen, and has held numerous meetings; and,
WHEREAS, upon review of the Draft Civic Master Plan, the Community
Development Department and the 25- member Civic Master Plan Advisory Group
recommend adoption of the Draft Civic Master Plan in June 2006; and,
WHEREAS, a copy of the 20 -page Draft Civic Master Plan was inserted in the
Aspen Daily News and posted on the City website in August 2006 as part of a public
feedback process; and,
WHEREAS, the Aspen Planning and Zoning Commission has the responsibility
to review comprehensive plans or any supplemental plans, guidelines or documents,
pursuant to Section 26.212.010(8); and
WHEREAS, during a duly noticed public hearing on November 21, 2006, the
Planning and Zoning Commission reviewed and considered the development proposal under
the applicable provisions of the Municipal Code as identified herein and recommended
pursuant to Resolution No. 31, Series of 2006, by a vote of 5 -1 that City Council adopt the
Civic Master Plan with conditions; and,
WHEREAS, the Aspen City Council has reviewed and considered the Draft Civic
Master Plan under Section 26.104.030 and Section 26.208.010(1) of the Municipal Code as
identified herein, has reviewed and considered the recommendation of the Planning and
Zoning Commission, the Community Development Director, the applicable referral
agencies, and has taken and considered public comment at a public hearing; and,
WHEREAS, during a duly noticed public hearing on December 11, 2006, the
Aspen City Council reviewed the proposal and approved Ordinance No. 46, Series of
2006, by a 4 -1 vote, approving with conditions the Civic Master Plan; and,
WHEREAS, the City Council finds that the Civic Master Plan meets or exceeds all
applicable standards and that the approval of the Civic Master Plan, with conditions, is
consistent with the goals and elements of the Aspen Area Community Plan; and,
WHEREAS, the City Council finds that this Ordinance furthers and is necessary for
the promotion of public health, safety, and welfare.
"" 'wmuem is also available online at w .aspenpitkinxom, j 23
City of Aspen Community Development Department / Long Range Planning !
' ' ; ► . i i u ► CITY OF ASPEN CIVIC MASTER PLAN
Ordinance N o . 46 Approval of Aspen City Council • December 11, 2006 - Page 2 of 4
NOW, THEREFORE, BE IT ORDAINED THAT THE ASPEN CITY COUNCIL
ADOPTS THE CIVIC MASTER PLAN:
Section 1: Adoption of the Civic Master Plan
Pursuant to the procedures set forth in Section 26.208.010(1) City Council powers and
duties of the Aspen Municipal Code, the City Council adopts the Civic Master Plan as a
regulatory document.
Section 2: Relationship to the Aspen Area Community Plan
a) Pursuant to Section 26.104.030, the 2000 Aspen Area Community Plan was
utilized for the adoption of eight (8) Core Principles contained in the Civic Master
Plan, as well as the findings and recommendations contained in the Civic Master
Plan. Specific references to portions of the AACP are made in each section of the
Civic Master Plan.
b) When land use applications are required to demonstrate consistency with the
Aspen Area Community Plan under Title 26 of the Aspen Municipal Code, land
use applications shall also be required to demonstrate consistency with the Civic
Master Plan.
j
a) Pursuant to Section 26.104.030, the Civic Master Plan shall be considered a
regulatory document. Planning and development initiatives for land use
entitlement on the parcels identified in the Civic Master Plan shall demonstrate
consistency with the findings and recommendations in the Civic Master Plan.
Planning and development initiatives for land use entitlement on the parcels
identified in the Civic Master Plan unable to demonstrate consistency with the
findings and recommendations of the Civic Master Plan must demonstrate that the
conceptual plan and/or development proposal is consistent with the eight (8) Core
Principles contained in the Civic Master Plan, and the portions of the Aspen Area
Community Plan referenced in the relevant section(s) of the Civic Master Plan.
b) Upon adoption, the Civic Master Plan shall supercede the City of Aspen Rio
Grande Master Plan of 1993.
Section 4: Code Amendment
Section 26.104.030 of the Aspen Municipal Code, which section relates to the
"Comprehensive Community Plan and other Plans, Guidelines or Documents," is hereby
amended as follows, to read:
Section 26.104.030, Comprehensive Community Plan and Other Plans, Guidelines,
or Documents.
The city shall from time to time adopt and update a comprehensive community plan
(known as the Aspen Area Community Plan or AACP) which shall establish and project
the city's land use and development planning philosophy, goals, and policies. The
comprehensive community plan shall be broad in scope, and serve as a guide to all land
use development and planning. The plan shall encourage and incorporate regional
(4 In,s document Is also available online at W .aspenpitkmxom,
'.I City of Aspen Community Development Department / Long Range Planning
' ' i ; ► . i i u ► CITY OF ASPEN CIVIC MASTER PLAN
Ordinance N o. 46 Approval of Aspen City Council - December 11, 2006 • Page 3 of 4
planning as well as land use development cooperation and coordination between the city
and neighboring communities and jurisdictions.
From time to time the city may re- adopt, amend, extend, or add to its comprehensive
community plan, or carry any part of its subject matter into greater detail through the
development of supplemental plans, guidelines, or documents. Within the text of these
plans, guidelines, or documents it shall be de- scribed how the material shall be used in
relation to the AACP, land use development, and planning. Specifically, there shall be a
determination of whether the document shall be used as a guiding or regulatory
document. The document shall be adopted by resolution or ordinance, as provided in
Chapter 26.200, Administration — Decision Making Bodies.
Before the adoption of a plan or any such part, amendment, extension, or addition by an
adopting body, at least one (1) public hearing shall be conducted, notice of the time and
place of which shall be given by one (1) publication in a newspaper of general circulation
in the city as outlined in Section 26.304.060 E.3.a., Publication of notice. (Ord. No. 50 -a,
2005 §1)
Section 26.104.030(A) Civic Master Plan. The Civic Master Plan, adopted per
Ordinance No. 46, Series of 2006, shall be considered a regulatory document. Planning
and development initiatives for land use entitlement on the parcels identified in the Civic
Master Plan shall demonstrate consistency with the findings and recommendations in the
Civic Master Plan. Planning and development initiatives for land use entitlement on the
parcels identified in the Civic Master Plan unable to demonstrate consistency with the
findings and recommendations of the Civic Master Plan must demonstrate that the
conceptual plan and/or development proposal is consistent with the eight (8) Core
Principles contained in the Civic Master Plan, and the portions of the Aspen Area
Community Plan referenced in the relevant section(s) of the Civic Master Plan.
Section 5:
This Ordinance shall not affect any existing litigation and shall not operate as an abatement
of any action or proceeding now pending under or by virtue of the ordinances repealed or
amended as herein provided, and the same shall be conducted and concluded under such
prior ordinances.
Section 6•
If any section, subsection, sentence, clause, phrase, or portion of this ordinance is for any
reason held invalid or unconstitutional in a court of competent jurisdiction, such portion
shall be deemed a separate, distinct and independent provision and shall not affect the
validity of the remaining portions thereof.
Section 7:
A public hearing was opened on the 11th day of December, 2006, at 5:00 PM in City
Council Chambers, Aspen City Hall, Aspen, Colorado, fifteen (15) days prior to which
hearing a public notice of the same was published in a newspaper of general circulation
within the City of Aspen.
This document is also available online at w . aspen pitkin.com, ',, 25
City of Aspen Community Development Department / Long Range Planning
CITY OF ASPEN CIVIC MASTER PLAN
Ordinance N o . 46 Approval of Aspen City Council • December 11, 2006 • Page 4 of 4
INTRODUCED, READ AND ORDERED PUBLISHED as provided by law, by the City
Council of the City of Aspen on this 27`" day of November, 2006.
Attest:
Kathryn K b, City Clerk elen Ka ' Klan yor
FINALLY, adopted, passed and approved by the Aspen City Council this 11ei day of
December, 2006.
Attest:
w
i
Approved as to form:
'IM i..
26 This document is also available online at w .aspenpitkin.com,
'.. City of Aspen Community Development Department I Long Range Planning
h
m 9
The following document contains historical and other background information on sites and
topics reviewed by the Civic Master Plan Advisory Group. The Table of Contents tracks with
the five sections in the main Civic Master Plan document.
How to Read the Appendix
In each of the five sections, the reader will find a summary that includes a reference to
relevant portions of the 2000 Aspen Area Community Plan. Each topic in this document
includes up to eight (8) sections:
STATUS: This section provides the latest information on the topic, as of December 2006.
ORGANIZATION: This section identifies the organization(s) relevant to the topic.
SITE: This section describes the site or sites that were reviewed.
VI S 10 N: This section includes information generated by the Phase i Civic Master Plan Report,
issued in May 2001, and outlines the goals of relevant organizations.
RIO GRANDE MASTER PLAN: This section reviews any recommendations for this site in
the Rio Grande Master Plan 1993. Not all sites in the Civic Master Plan were reviewed as
part of the Rio Grande Master Plan (RGMP).
RELEVANT CORE PRINCIPLES: This section identifies the Core Principles relevant to
the topic.
FINDINGS: This section lists the Findings made by the Civic Master Plan Advisory Group
(CMPAG). At the end of each finding, the relevant Core Principle(s) may be noted.
RECOMMENDATIONS: This section lists the Recommendations made by the Civic Master
Plan Advisory Group (CMPAG). At the end of each finding, the relevant Core Principle(s)
may be noted.
This document is also available online at vmvw.aspenpitkin.com, I 2]
City of Aspen Community Development Department, Long Range Planning
a0 ► CITY OF ASPEN CIVIC MASTER PLAN
Obermeyer Place
STATUS: Obermeyer Place is entitled, and construction was completed in fall 2006.
SITE: At the time the CMP Phase I Report was issued in May 2001, the Obermeyer
Place site consisted of four adjacent private properties bordering Rio Grande Place,
Spring Street and Bleeker Street, as well as four small City -owned properties directly
adjacent to Rio Grande Place.
In spring 2002, the Obermeyer Redevelopment Company purchased the Bass Building,
adjoining the Obermeyer property, and reached agreement with two other adjacent
landowners, Bill Murphy and Galen Smith, to pursue a public /private redevelopment
project. As part of the COWOP project approval, the City is leasing its holdings to
Obenneyer at a nominal rate in exchange for 20 underground parking spaces in the
new project. The City also holds a 10 -foot easement along the edge of the Zupancis
property, to be developed as a pedestrian access from Main Street to the project.
ORGANIZATIONS: Obermeyer Redevelopment Company; City of Aspen.
VISION: The genesis of the Obermeyer Place redevelopment project was a set of
shared goals: The City of Aspen and Klaus Obenneyer found themselves aligned in a
vision to revitalize one of the last small business parks in the city.
The CMP Phase I Report's Physical Analysis section identified some of the potential
public benefits of redevelopment in Service /Commercial /Industrial (SCI) Zone
Districts, including the SCI zone that encompassed the Obermeyer property and
adjacent properties:
"Increased and revitalized SCI space."
"Reinvestment in an area that has not experienced capital improvement"
"Parking in excess of required that could be used to augment the parking
garage for municipal vehicles, or to serve as `remote' parking for infill
projects."
"Resolution of (city) ownership discrepancies ... "
R10 GRANDE MASTER PLAN: The RGMP Site B map (p. 13) shows City-owned
land to the north and east of the "Bass /Obermeyer Building" as purchased with 7th
Penny Transportation Funds. The RGMP identifies the small piece of city -owned land
directly east of the Obermeyer building along Rio Grande Place as a site for "Essential
Community Facilities."
Under "Recommended Land Use /Activities," the RGMP states that, "Publicly -owned
land adjacent to the Obermeyer building may also be considered for the location of
essential community oriented services"
Under, "Recommended Action Plan Summary for Site B," the RGMP states that, `The
City should continue negotiations with the property owners of the Bass /Obermeyer
building to settle the use of the publicly -owned land that is adjacent to the building and
being used by customers and tenants of that building."
Through the COWOP entitlement, these small city -owned parcels were traded to
Obermeyer Redevelopment Co. in exchange for underground parking spaces to be
used for municipal purposes, and to open up space in the Rio Grande Parking Garage
for public use.
RELEVANT CORE PRINCIPLES:
2. Mixed -use buildings and mixed -use areas create vibrant, memorable places
4. Affordable Housing and Affordable Commercial space ensures viability of
civic functions and vitality of town
5. Civic planning must address need for parking while not inducing additional
traffic
6. Public- private partnerships can be very advantageous in achieving public
goals.
Subsequent to the publication of the 2001 CMP Phase I Report, CCMPAC member
and 2000 Aspen Area Community Plan Oversight Committee member Bill Lipsey
met informally with city staff and Klaus Obermeyer. Both parties recognized a set of
shared goals for the Obermeyer property and surrounding SCI -zoned properties, and
initial conceptual plans were developed.
28 This document is also available online at www. aspen pitkin.com,
City of Aspen Community Development Department / Long Range Planning
In April 2002, the City Council voted to form the Obermeyer Place COWOP Task
Force, made up of citizens and a variety of stakeholders. The Task Force worked with
City staff and Obermeyer's planning and architectural team to design a project via a
public /private partnership. In April 2003, the City Council unanimously approved the
redevelopment project, which featured the redevelopment of 38,000 square feet of SCI
space, a nominal amount of square footage of Neighborhood Commercial (NC) space,
surface parking, two levels of underground parking (including 20 space for City use), a
series of pedestrian ways, 21 free market units and 21 deed restricted units.
Findings /Recommendations: The Obermeyer Place project was proceeding through
the COWOP process by the time the CMPAG began generating draft findings and
recommendations. There are no draft findings or recommendations for this site.
SCI West
STATUS: This site was discussed by the CMPAG as a possible site for an Obermeyer
Place -type redevelopment of SCI space.
SITE: SCI West is a Service Commercial Industrial Zone District located on N. Mill
Street, just north of the Puppy Smith Street intersection. The SCI Zone District allows
for service - oriented commercial business, with a limited amount of retail space.
ORGANIZATIONS: Private property owners, City of Aspen
VISION: The Physical Analysis section of the CMP Phase I Report states that the
"parcels west of Mill Street primarily house traditional SCI businesses and have
significant development potential. These parcels also sit on sloping land and appear to
have potential for underground parking."
"Due to the ... limited lease rates expected for SCI space, significant redevelopment
by the private sector is unlikely in the SCI District. There is however, the possibility to
establish "win -win" public /private partnerships that achieve community goals"
RELEVANT CORE PRINCIPLES:
2. Mixed -use buildings and mixed -use areas create active, vibrant and
memorable places.
4. Affordable Housing and Affordable Commercial space ensures the viability
of civic functions and vitality of town.
6. Public- private, public - public and private - private partnerships can be very
advantageous in achieving public goals.
FINDINGS:
1. The Obermeyer Place project achieved a myriad of public benefits, including
the renovation of SCI space, the provision of affordable housing, underground
parking and pedestrian links, and a dramatic aesthetic improvement to
properties adjacent to Rio Grande Park. (CP #2, CP #4, CP #6)
2. The Obermeyer Place project was a successful public /private partnership that
grew out of the Civic Master Plan and its Core Principles, and could be used
as a model for redevelopment at SCI West. (CP#2, CP #4, CP #6)
RECOMMENDATIONS:
1. City staff should hold discussions with property owners in the SCI West area
to determine if there is interest in a redevelopment project, using Obermeyer
Place as a model. Public benefits could include:
The renovation of SCI space
Underground parking
Pedestrian links
Affordable housing
Aesthetic improvements
s
' ' ► I CITY OF ASPEN CIVIC MASTER PLAN
City Owned Parking Lot
STATUS: This area is utilized as short-term parking and as a staging area for special
events in Rio Grande Park.
SITE: The parking lot north of the Community Banks and Rio Grande Parking
Garage buildings are owned by the City. The parking lots were designed in a non-
standard configuration.
ORGANIZATION: The City of Aspen owns the property, and has the ability to move
forward with planning at this site in the short -term, mid -term or long -term.
VISION: The CMP Phase I Report/ Opportunities Map lists the following potential
uses:
Mixed Use: Neighborhood Commercial /Gov. Offices / Aff. Housing;
Arts Facility — Performance Venue;
Ancillary Arts facility functions (could be part of mixed -use building).
The CMP Phase I Report Physical Analysis — "Urban Edge" subsection states, "Both
the river /park open space and downtown would gain from a stronger edge to the built
environment. The current transition area between these two distinct areas consists
of surface parking and outdoor storage that creates an unraveled characteristic. New
mixed -use infill buildings at ... the comer of Rio Grande and Mill St. (currently a City
parking lot) ... would better define the character of both urban and open space."
The 2002 Aspen Affordable Housing Strategic Plan identified this site for infill
affordable housing. City Council has talked about the potential for Service/
Commercial /Industrial or Neighborhood Commercial uses on the first floor.
R10 GRANDE MASTER PLAN: The RGMP Site B map (p. 13) shows the parking
lots were purchased with 7th Penny Transportation Funds. Under "Goals," the RGMP
says: "Satisfy transportation related needs first when considering the use of Site B."
The RGMP does not recommend any uses aside from the existing parking lot, All
maps in the RGMP show the parking lots as unchanged, including the "Scenario
Maps" in Appendix A. The parking lots were to be located between the future
"Transportation Center" (now the ACRA Office /Visitor Center) and the future
"Regional Rail Facility" (now the playing field at Rio Grande Park.)
RELEVANT CORE PRINCIPLES:
I. Mixed -use buildings and mixed -use areas create vibrant, memorable places.
2. Focus on creating great people places.
3. Affordable Housing and Affordable Commercial space ensures viability of
civic functions and vitality of town.
4. Civic planning must address need for parking while not inducing additional
traffic.
5. Public- private partnerships can be very advantageous in achieving public
goals.
6. Improved pedestrian orientation.
FINDINGS:
I . In the downtown area south of Main Street, both urban blocks and public
parks have clearly defined edges and are easily recognizable. In contrast, the
City -owned parking lots along Rio Grande Place are an unraveled edge that
do not clearly demarcate the end of an urban block and the beginning of a
public park. (CP #2, CP #3, CP #7)
2. Creating a clear edge and demarcation between urban blocks and public parks
is a widely recognized and sound urban design concept. (CP #2, CP #3)
3. Neighborhood Commercial (NC) zoning is a rare commercial use in the City
of Aspen and is primarily intended to serve the local, year -round population.
Neighborhood Commercial uses tend to be successful in areas that locals
frequent, including the North Mill Street corridor. (CP #2, CP #3, CP #4, CP
#6)
4. Infill affordable housing is a rare and valuable commodity that decreases
traffic congestion by creating walk -to -work opportunities, and creates year -
round vitality in the downtown area. (CP #2, CP #3, CP #4)
5. Using a wide range of criteria, the 2002 EPS Housing Study rated this site #1
for the development of affordable housing. (CP #2, CP #3, CP #4)
6. If a building that includes the north edge of Galena Plaza, and descending
to Rio Grande Place is not constructed, the urban /park edge can be defined
through development of stand -alone buildings along Rio Grande Place. (CP
#2, CP #3, CP #4)
7. If development occurs on the City -owned parking lots, the need for short-
term parking must be addressed. (CP #5)
S. The parking lots along Rio Grande Place and North Mill Street are owned by
the City, and there is no compelling need to develop them in the short-term.
RECOMMENDATIONS:
1. The CMPAG supports the urban design concept of establishing a clear edge
or demarcation between urban blocks and public parks, reinforcing the
identity of both the urban area and the park.
2. The CMPAG supports Neighborhood Commercial uses and affordable
housing in the area where city -owned parking lots currently exist along Rio
Grande Place. The CMPAC does not support the development of free market
housing on this city -owned property.
The Arts In Aspen:
Painting The Big Picture
STATUS: During the Civic Master Plan process, the CMPAG recognized that some
arts groups in Aspen had identified space needs, ranging from performing arts space to
space for educational programming. During work sessions on the Civic Master Plan,
the City Council expressed conceptual support for a new shared -use arts facility, while
asking for additional information gathering.
The CMPAG explored the potential of a new performing arts facility, with a one -story
building at the north edge of Galena Plaza, and the bulk of the building along Rio
Grande Place.
The CMPAG also identified the Wheeler Parcel as a potential location for performing
arts and /or rehearsal /educational space. In November 2006, the local performing arts
groups that had expressed interest in the Galena Plaza/Rio Grande Place site were
more focused on the Wheeler Parcel. Theatre aspen was focused on upgrading the tent
in Rio Grande Park.
Staff has undertaken the Arts Sector Facilities Analysis, as recommended by the
CMPAG, to evaluate the need for a new arts facility. Staff suggests that a range of
reports, including ongoing studies, be considered as part this analysis, including:
The 2005 Wheeler Opera House Organizational Audit.
The Wheeler 21 st Century Master Plan, which includes a needs assessment of
arts organizations as relates to their use of the Wheeler.
The Snowmass Village Cultural Arts Assessment Study by Webb
Management Services Inc. in 2003, which contains extensive research on the
regional arts industry and suggests there is additional capacity for performing
arts is the Aspen area.
"The Arts in Aspen: Do We Need More Space?" by consultant Michael
Strong in 2006, which includes various pros and cons for developing
additional arts sector space. This study was commissioned by the Wheeler
Opera House.
This document is also available online at ~.aspenpitkin.com, 29
City of Aspen Community Development Department / Long Range Planning
PJWF11 . CITY OF ASPEN CIVIC MASTER PLAN
"The Economic Impact of the Arts on Aspen and Snownri report in 2004 RECOMMENDATIONS:
has helped to characterize the important role of the arts in the local economy. I. Considering the information and reports outlined in this section, the CMPAG
'The Economic and Social Impact of Second Homes in Four Mountain Resort recommends that City staff should coordinate an in -house effort – the Arts
Counties of Colorado" of 2005 illustrates that second homeowners are strong
supporters of the arts.
S ITES: Galena Plaza/Rio Grande Place; Wheeler Parcel.
ORGANIZATIONS: Range of arts groups and venue managers.
V I S 10 N: The 2000 Aspen Area Community Plan devoted one of its eight chapters to
Arts, Culture & Education. The Philosophy of this chapter in the AACP stated:
"Walter Paepcke's vision created an enlightened community in which arts, culture,
and education provide essential cornerstones of our lifestyle, character, and economy.
Today, these cornerstones are increasingly vital to the uniqueness of our community
and to our economic and spiritual well being. Therefore, arts, culture, and education
are acknowledged as essential to Aspen's thriving year -round economy, its vibrant
international profile, and its future as a unique place to live, work, and learn."
The staff and consulting team believe that this "Painting the Big Picture" approach
represents a necessary step in answering the question posed by Downtown Consultants
Henry Beer & Ford Frick during their meeting with the CMPAG in January 2004:
"What does Aspen have in its DNA that could be manifested in a `Center'?
What is Aspen's intrinsic asset that can be built upon ?"
R10 GRANDE MASTER PLAN: The RGMP Site B map (p. 13) shows that the
north edge of Galena Plaza and the parking lots where an arts facility may be located
were purchased with 7th Penny Transportation Funds. Under "Goals," the RGMP says:
"Satisfy transportation related needs first when considering the use of Site B."
The RGMP does not recommend any new or different uses for Galena Plaza or the
existing parking lot. All maps in the ROMP show Galena Plaza and the parking lots as
unchanged, including the "Scenario Maps" in Appendix A. None of the RGMP maps
identify Galena Plaza with any text, and do not show or discuss any recommended use
for Galena Plaza in the map or text. The Scenario Maps show that the parking lots were
to be located between the future `Transportation Center" (now the ACRA OfficeNisitor
Center) and the future "Regional Rail Facility" (now the playing field at Rio Grande
Park.)
FINDINGS:
1. The fact that a variety of reports, studies and initiatives regarding the arts
sector in Aspen have either been recently completed or are ongoing represents
a rare opportunity to improve the function of the Aspen arts community as a
whole. These reports, studies and initiatives include: the Organizational Audit,
the 21st Century Master Plan and the Marketing Plan for the Wheeler Opera
House; the internal strategic goals of at least three local arts groups to explore
a new facility; four supporting studies (Arts Economic Impact/Second Homes/
ACRA Summer Survey /Aspen Retail Analysis); the Arts, Culture & Education
section of the AACP; and the report and recommendations of the Civic Master
Plan Advisory Group. (CP #6, CP #8)
2. Gathering information on inventory/capacity of performing arts venues
and space /seasonal needs of local arts groups for the purpose of supporting
a collaborative effort to better coordinate the use of existing facilities and
explore the need for a new facility could be very advantageous in achieving
civic goals. (CP #6, CP #8)
3. Considering the CMP's #1 Core Principle of locating civic and arts/
cultural facilities in the downtown area, a qualitative approach is important
for decision - making rather than merely a quantitative needs -to- inventory
matching exercise. A downtown location for arts - related events and activities
tends to reinforce Aspen's identity as a center for arts and culture, and tends to
make such events more economically viable. (CP #I, CP #8)
30 '.. This document is also available online at w .aspenpitkinxom,
City of Aspen Community Development Department / Long Range Planning
Sector Facility Analysis -- to gather information on the space /seasonal needs
of local arts organizations, and the existing supply /capacity of performing arts
venues.
2. City staff should initiate a Task Force made up of representatives of arts
groups and venues, in order to:
Review the space + seasonal needs of local arts groups;
Review the supply + capacity of performing arts venues;
Evaluate potential upgrades of existing performance arts venues;
Evaluate the need for a new shared -use arts facility;
Outline a collaborative process to coordinate the events and activities of local
arts organizations + venues.
If a facilitator and /or consultant is hired, the City and participants should
share the costs.
3. The CMPAG recommends that the Task Force consider qualitative elements
such as venue location, as well as quantitative measurements, such as
matching arts programs to adequate venues.
4., In the event that a new shared -use facility is deemed necessary, the CMPAG
recommends that the CMP Core Principles be used as guidelines to evaluate
proposed locations.
Wheeler Opera House
+ Parcel
STATUS: The Wheeler Opera House and City staff may explore the potential for a
Wheeler COWOP regarding the future development of the Wheeler Parcel.
SITE: The Wheeler Opera House was built in 1889 and is located at the corner of
Mill St. and Hyman Ave. It is a City of Aspen Historic Landmark and is listed on the
National Register of Historic Places. After the City of Aspen purchased the Wheeler
from the Paepcke Family, the City financed an extensive renovation in 1984, returning
it to its original Victorian character. The first floor of the building houses the box office,
an ACRA visitor desk and two retail tenants.
The parcel of land owned by the City of Aspen directly adjacent to the Wheeler Opera
House — the "Wheeler Parcel" — is a 6,000 square -foot lot with a bench and aspen
trees along the street and a parking area and waste storage toward the alley.
ORGANIZATION: The Wheeler Opera House has an appointed advisory Board of
Directors, and is a department of the City of Aspen.
VISION: In the CMP Phase I Report, the Facilities Analysis section stated that future
operations of the Wheeler could benefit from ancillary facilities such as rehearsal space,
meeting space, storage, and adequate office space, and identifies the Wheeler Parcel as
a logical location for these uses.
In addition, the Foundation Map and Opportunities Map explored other alternatives,
and identified various potential functions for the Wheeler Parcel, including:
An opportunity for development / expansion of an arts facility
Mixed Use: Retail & ancillary arts functions & affordable housing
Visitors Center & ACRA offices
In 2002, the City Council decided to set aside the Wheeler Parcel for the exclusive
future use of the Wheeler Opera House.
" ► i CITY OF ASPEN CIVIC MASTER PLAN
RELEVANT CORE PRINCIPLES:
1. Civic uses, and arts and cultural uses, belong in heart of town.
2. Mixed -use buildings and mixed -use areas create memorable places.
3. Creating great "people places" will build vitality.
6. Public- private partnerships can be advantageous in achieving public goals.
7. Improving pedestrian orientation.
8. The pursuit of excellence in the arts...
FINDINGS:
I. As a signature historic building, the Wheeler Opera House engages people by
creating a powerful sense of character that reflects Aspen's roots and history.
As the city's focal point for arts and culture, the Wheeler conveys an equal
sense that the community is alive and evolving, and continues to celebrate its
core identity as a center for arts and culture. (CP #I CP #7 CP 98)
2. The Wheeler Opera House is a natural destination and point of orientation for
visitors and locals alike.
3. The view from the Wheeler Opera House towards Wagner Park and Aspen
Mountain is a valuable resource and is protected in the City of Aspen Land
Use Code.
4. The Wheeler Opera House enjoys a dedicated and healthy funding stream
from the RETT.
5. Future development at the Wheeler Parcel may increase operational flexibility
and the number of annual productions at the Wheeler Opera House. Increased
production capability could add a new element to the upcoming Arts Sector
Facility Analysis. (CP #8)
6. The Wheeler Opera House building itself, the neighboring commercial uses
and the public spaces surrounding the building are critical resources that
have an impact on the movement of people between the Wheeler and the
commercial core, and the vitality and vibrancy of the neighborhood. (CP #2,
CP #3, CP #6, CP V, CP #8)
RECOMMENDATIONS:
1. The CMPAG supports the ongoing public process regarding the future use of
the Wheeler Parcel.
2. The CMPAG recommends that future uses at the Wheeler Parcel should:
Accommodate as many additional needs of the local arts community as
possible.
Improve the operational function of the Wheeler Opera House;
Contribute to improvements in the daytime administrative office and box
office;
Contribute to the Wheeler's ability to present more live performances and to
improvements in production capabilities. (CP #2)
3. The CMPAG supports concepts for maintaining and /or enhancing the Wheeler
Opera House building, adjacent commercial uses and the public spaces
surrounding the Wheeler in order to contribute to the vitality of the area, such
as:
The use of temporary banners on the Wheeler Opera House that enhance
the historic nature of the building, create a sense of vitality and celebrate
upcoming events.
The installation of a modest lighting array on the Wheeler building to call
attention to the historic structure at night, and celebrate its iconic status.
The continuation of commercial uses, and/or support for future commercial
uses adjacent to the Wheeler that contribute to the vitality of the area both
during the day and at night.
Improvements to public spaces around the Wheeler, including sidewalks,
streets and the pedestrian mall, which enhance the pedestrian experience.
Aspen Art Museum
STATUS: The Aspen Art Museum Board hired Executive Director Heidi Zuckerman
Jacobson in 2005, and is continuing to evaluate its options regarding a long -term
location.
ORGANIZATION: Founded in 1979, the Aspen Art Museum (AAM) is a non -profit
institution governed by a board directors, with a staff of eleven. AAM is recognized
internationally for presenting outstanding exhibitions with a particular emphasis
on contemporary art. The museum offers year -round programming, including art
workshops for children, teens and adults, free public lectures, docent tours, site rentals,
special events, and members' art trips. AAM offers a variety of memberships. The
website address is www.aspenartmuseum.org.
SITE: The AAM building is located in a riparian area along the Roaring Fork River,
with vehicular access from Mill Street to the small museum parking lot, and pedestrian
access from city sidewalks and the Rio Grande Trail. The building is a City of Aspen
Historic Landmark.
In 1888, the structure that currently houses the AAM was built as the Hunter Creek
Power Plant, drawing on hydroelectric power generated at Hunter Creek, and serving
as headquarters of the Roaring Fork Electric Light and Power Company. In the early
1900s, operations were consolidated at the Castle Creek Power Plant, and the Mill St.
building was later used as a warehouse for Holy Cross Electric. By voter mandate in
1976, the City of Aspen acquired the building, and the AAM opened at the site in 1979.
A "sprung floor" allowing for dance uses was installed in the early 1980s, and still
remains in place.
The AAM is currently operating under a 30 -year lease for $ 10 per year; the lease
expires in 2029.
V I S 10 N: As part of the CMP process, the AAM generated a Facility Needs
Assessment in 2001, and found that a major expansion would allow the AAM to pursue
the following opportunities:
A larger exhibition space
An expanded lobby and reception area
Offering food services, including a cafe, and other amenities that are typically
offered in peer institutions
A larger bookstore
Consolidating the 60 art classes at the AAM site
The Facility Needs Assessment stated that the Museum is located on the "wrong side
of Main Street," and also noted that an "in- town" location could result in increased
attendance and more vitality for the downtown core. The CMP Phase I Report/
Foundation Map stated that the AAM "should be relocated to, or in, downtown Aspen."
In August 2005, new Executive Director Heidi Zuckerman Jacobson began serving
as the AAM's representative on the CMPAC. At the August 31 CMPAC meeting, she
stated that the Board of Directors and National Council now support the exploration of
a downtown site for the AAM.
This document is also available online at w .aspenpitkinxom, 31
City of Aspen Community Development Department / Long Range Planning
" ► i , CITY OF ASPEN CIVIC MASTER PLAN
RELEVANT CORE PRINCIPLES: City of Aspen / City Hall
1. Civic and arts uses belong in the been of town. 1.
2. Focus on creating great people places.
3. Civic planning must address the need for parking while not inducing
additional traffic.
4. Public- private partnerships can be very advantageous in achieving public
goals.
5. Pursue excellence in the arts.
FINDINGS:
The Aspen Art Museum holds a lease for its current site through 2029. If the
Aspen Art Museum decides to relinquish the lease, the City would have an
opportunity to identify a new user for a unique public property.
2. The site features the following assets:
The serenity and beauty of a river -side, park setting
The environmental significance of a river -side setting
The AAM is located on a regional pedestrian- bikeway system
A building listed on the National Register of Historic Places
Spacious interior rooms with high ceilings
A spacious lawn for summer uses that could complement interior uses.
The site poses the following challenges:
Parking limitations are a challenge to the viability of major events, especially
in winter; and can have an adverse impact on the neighborhood with regard to
safety and access.
The historic designation of the building requires a regulatory process
regarding new building on -site.
The floodplain and environmental issues are challenges to significant building
expansion.
The location at the north edge of the civic core is a challenge for wayfinding.
RECOMMENDATIONS:
1. The CMPAG supports the Aspen Art Museum's exploration of downtown
locations in collaboration with the City of Aspen.
2. If the Aspen An Museum relinquishes its lease in the future, the City should
identify a new use that:
Allows for public interaction
Builds on the intrinsic assets of the site and the building
Recognizes the challenges of the site.
32 _ This document is also available online at www. aspen pitkin.com,
City of Aspen Community Development Department / Long Range Planning
STATUS: In recent years, the space limitations at City Hall have resulted in the
relocation of some departments to other sites, including the Yellow Brick School, the
former Youth Center, the Zupancis Property and a private office building above Asie
Restaurant. Some offices in City Hall have been further divided into smaller spaces to
accommodate staff.
SITE: The City of Aspen offices are mostly located in City Hall, on Galena Street,
with some functions located in the former Youth Center, the Yellow Brick School,
the City Parking Garage, the Golf Course, the Aspen Recreation Center (ARC), the
Zupancis Property and offices above Asie Restaurant on Main Street.
ORGANIZATIONS: CityofAspen.
V1 10 N: The Phase 1 Report / Facility Analysis of 2001 stated that, "The facility
is currently at, or beyond, its reasonable capacity." The Facility Analysis noted that
meeting space is insufficient, short- and long -term file storage is accommodated
throughout the building, and many work stations have been retrofitted to accommodate
two or three employees.
In addition, the Facility Analysis stated that, "Many City Departments have already
experienced difficulty staffing positions due to lack of physical space. This may affect
expected levels of service. The City's space limitations require a long -term solution to
ensure quality service:'
RELEVANT CORE PRINCIPLES:
I. Civic and arts /cultural uses belong in heart of town.
2. Civic planning must address the need for parking while not inducing
additional traffic. -
3. Public- private, public - public and private - private partnerships can be very
advantageous in achieving public goals.
FINDINGS:
1. Aspen was a town that eventually evolved into a resort, meaning that the
typical functions of a small municipality still remain in the heart of the
downtown. (CP #1)
2. As noted in Core Principle #1, the goal of the Civic Master Plan process is
to build upon the intrinsic asset of a civic core that remains integrated into
downtown Aspen. (CP #1)
3. The City of Aspen's space limitations require a long -temr solution to ensure
quality service.
RECOMMENDATIONS:
1. The CMPAG recommends that any additional office space for the City of
Aspen be located in the downtown area.
2. The CMPAC recommends that the City of Aspen collaborate with Pitkin
County with regard to the Facility Feasibility Analysis process in order to
review and evaluate the scope of potential civic uses in the downtown area,
including but not limited to the Zupancis property and the former Youth
Center.
J"arkrUMCITY OF ASPEN CIVIC MASTER PLAN
Pitkin County, Various Offices RELEVANT CORE PRINCIPLES:
I. Civic and arts /cultural uses belong in the heart of town.
STATUS: Pitkin County begun a comprehensive Facility Feasibility Study in 2005,
led by county staff and RNL Design of Denver. The goal of the process is to craft a
strategy for improved operational efficiency and customer service efficiency.
Questions to be answered are: I) Do we need a new facility? 2) If so, where should
it be located ?; and 3) Assuming that some county agencies will be split up, where
should each county agency be located? The study included substantial public outreach
and public process, including a survey regarding customer service needs.
In summer 2006, the Board of County Commissioners made a threshold decision to
expand its offices in the downtown area, adjacent to existing County facilities in the
Courthouse and the Plaza I Building.
In October 2006, the Board of County Commissioners and City Council directed
staff in a work session to begin the process of establishing a public process that
encompasses an area between the Zupancis Property to the east and the Library to the
west. This process is intended to explore potential civic buildings for city and county
government as well as a potential library expansion, replacement of the garage roof at
Galena Plaza and other potential users.
SITE: Pitkin County Government operates from several different buildings
located throughout the County, including the Courthouse Plaza Building (County
Administration), Library, Courthouse, Jail, Health & Human Services, Public Works,
Fleet, Airport, Senior Center, Landfill and two departments are located in other
buildings (one in Aspen City Hall and another in the Town of Basalt).
ORGANIZATIONS: Pitkin County.
VISION: The 2001 CMP Phase I Report Facility Analysis describes the working
conditions at some, but not all County buildings:
County Plaza Building: The work environment for the Commissioners and
the County Attorney are "crowded."
County Plaza Building: The Aspen /Pitkin Housing Authority is "extremely
crowded." [Pitkin County is responsible for the space needs of the Housing
Authority.]
Courthouse: The working environment for the County Assessor, District
Attorney, County Treasurer and Probation are "very crowded."
Courthouse: The court facilities on the second floor are "slowly being
outgrown" [Pitkin County is responsible for the space needs of the 21st
Judicial District.]
The Pitkin County Facility Feasibility Analysis of 2005 was intended create a 20 -year
strategic plan that will include an analysis of:
Current and future County space requirements;
Efficient interconnections between departments;
Various alternatives for facility locations;
Financial implications for each alternative.
Through a decision - making process that includes extensive public participation, the
study will culminate in choosing a preferred alternative for facilities and an action
plan for implementation. Among the goals of the study are:
To reflect and support the County's unique requirements, goals, culture,
philosophy and community;
To fit within the timeframe and budget parameters of the County;
To create a living plan that will be a guide through on -going change over
time;
To ensure that recommendations arrived at through the planning process are
trusted and embraced by county residents.
2. Civic planning must address need for parking while not inducing additional
traffic.
3. Public- private, public - public and private - private partnerships can be very
advantageous in achieving public goals.
4. Improving pedestrian orientation.
FINDINGS:
1. Aspen was a traditional mining town that ultimately evolved into a resort,
and the typical functions of a small municipality still remain in the heart of
the downtown. (CP # 1)
2. As noted in Core Principle #1, a primary goal of the Civic Master Plan
process is to build upon the intrinsic asset of a civic core that remains
integrated into downtown Aspen. (CP #1)
3. Removing civic functions from the downtown will tend to reduce the kind
of community character that still makes the core of Aspen a `traditional"
downtown, surrounded by a resort environment. (CP #1)
4. The City of Aspen and Pitkin County have along history of considering both
quantitative measurements and qualitative elements in their decision - making
processes — both function and character are important in shaping the future.
RECOMMENDATIONS:
1. The CMPAG recommends that the Pitkin County Facility Feasibility
Analysis consider qualitative elements as well as quantitative measurements.
For example, in addition to measuring the quantity and length of car
trips and the cost of land and construction, the study should consider the
qualitative impacts of various alternatives on the character of the civic core
in downtown Aspen.
2. The CMPAG recommends that the City of Aspen collaborate with Pitkin
County with regard to the Facility Feasibility Analysis process in order to
review and evaluate the scope of potential civic uses in the downtown area,
including but not limited to the Zupancis property and the former Youth
Center.
This document is also available online at vmv.aspenpitkin.com, :: 33
City of Aspen Community Development Department / long Range Planning
CITY OF ASPEN CIVIC MASTER PLAN
Public Meeting Hall
STATUS: In 2005, the CMPAC broached this topic, as part of discussions regarding
new civic spaces.
SITE: The primary meeting space for the City of Aspen is the Council Chambers,
which is used by City Council, the Planning and Zoning Commission, the Historic
Preservation Commission, the Board of Adjustment, the Municipal Court and for
meetings of City employees. The Council Chambers is currently the subject of a study
to improve the function of the space for public meetings, including improvements in
audio, sight lines, and orientation of the Council, presenters and the public. The adjacent
smaller Sister Cities Room is also used by a wide range of groups. Lack of availability
of both these rooms is not unusual, and boards, committees and City employees use
alternate sites such as the Rio Grande Meeting Room, the Fire Station Conference Room
and the Pitkin County Library Meeting Room. The Phase I Report / Facility Analysis of
2001 stated that, "meeting space is insufficient ..."
The Pitkin County Board of Commissioners and other County boards, committees
and groups currently use the Conference Room on the 1st floor of the County Plaza
Building. The Phase I Report Facility Analysis described this room as "a marginal
conference room for public forams. The size and configuration makes it difficult to hold
effective meetings, especially when the meetings exceed 20 members of the public."
The Conference Room is heavily used throughout the day and evening, and County
boards, committees and groups also use the Firkin County Library Meeting Room
and the small former County Commissioners Meeting Room, on the Ist floor of the
Courthouse.
ORGANIZATIONS: City of Aspen, Pitkin County.
VI S I ON: The Phase I Report Facility Analysis stated that, "an additional meeting
room is a significant community need." The Phase I Report Function Analysis states
that, "a large capacity meeting facility ... should be centrally located and be able to
accommodate approximately 100 people ... The space should be able to accommodate a
variety of meeting types and incorporate the latest technological capabilities ... "
The Phase I Opportunities Map identified the north edge of Galena Plaza and the former
Youth Center as potential sites for a Meeting Hall.
RELEVANT CORE PRINCIPLES:
1. Civic uses belong in heart of town
1 Mixed -use buildings and mixed -use areas create memorable places.
FINDINGS:
1. The existing meeting space for the City of Aspen and Pitkin County is not
adequate.
2. The design of meeting space currently used by the City and the County do not
reflect the importance of the discussions, debates and decisions being made.
3. A City- County Meeting Hall is an appropriate shared use, considering the
existing need and the similar purpose of the use. A shared Meeting Hall would
avoid a duplication of costs.
4. A Civic Meeting Hall should be close to downtown government offices,
adjacent to outdoor public space and at a prominent site that conveys a sense of
significance.
5. A Civic Meeting Hall should be designed so that it can be available for a
variety of uses by the general public as well as government meetings.
6. Logistical issues between the City and the County regarding a shared Meeting
Hall will need to be addressed.
34 ',, This document is also available online at w .aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
RECOMMENDATIONS:
1. As part of the collaboration between the City of Aspen and Pitkin County
regarding civic space needs, the City and County should identify an appropriate
downtown space and design a shared -use Meeting Hall, considering the
following Desired Elements:
Inspirational
Design of space should reflect the importance of discussions /decisions made
there
Or afforded to the public
Elevate the debate
Flexibility
Appropriate technology
2. Appropriate sites for a Meeting Hall include:
The former Youth Center
The north edge of Galena Plaza
The Zupancis Property
Zupancis Property
STATU S: In August 2005, the City of Aspen and the Aspen Fire Protection District
agreed to end the joint planning process that had focused on Zupancis Property as
the home for a new AFPD Headquarters Station. The City is currently leasing the site
to the Obermeyer Redevelopment Co., which is sub - leasing to its SCI tenants while
Obermeyer Place is under construction.
In July 2005, Pitkin County began a Facility Feasibility Analysis that is expected
to generate a 20 -year strategic plan. The Zupancis property is one of the sites to be
assessed as part of the study.
In October 2006, the Board of County Commissioners and City Council directed staff in
a work session to begin the process of establishing a public process that encompasses an
area between the Zupancis Property to the east and the Library to the west.
This process is intended to explore potential civic buildings for city and county
government as well as a potential library expansion, replacement of the garage roof at
Galena Plaza and other potential users.
SITE: 540 East Main Street, next to the County Plaza Building. The property includes
historic cabins at the back end of the property. The topography of the site allows for
underground parking, and a link to underground parking at Obermeyer Place,
ORGANIZATION: The City of Aspen purchased this property in 2001 using general
funds.
V I S I ON: The CMP Phase 1 / Opportunities Map identified the Zupancis property as
a potential Fire Station, Mixed Use Building or to be used in combination with the
adjacent County Plaza building for a larger civic project.
In past discussions, non -profit groups such as Theatre Aspen and the Aspen Art Museum
had expressed some interest in the Zupancis parcel.
RELEVANT CORE PRINCIPLES:
1. Civic and arts & cultural uses belong in the heart of town.
2. Focus on creating great people places.
3. Affordable Housing and Affordable Commercial space ensures the viability of
civic functions and vitality of town.
4. Civic planning must address need for parking while not inducing additional
traffic.
5. Public- private partnerships can be very advantageous in achieving public
goal s.
6. Improve pedestrian orientation.
CITY OF ASPEN CIVIC MASTER PLAN
FINDINGS:
1. Aspen was a traditional mining town that ultimately evolved into a resort, and
the traditional functions of a small municipality still remain in the heart of the
downtown.
2. As noted in Core Principle #1, a primary goal of the Civic Master Plan process
is to build upon the intrinsic asset of a civic core that remains integrated into
downtown Aspen.
3. Both Pitkin County and the City of Aspen are experiencing space needs.
4. The Zupancis Property has the potential to establish and improve north -south
pedestrian connections from Main Street to Obermeyer Place and Rio Grande
Park, as well as east -west connections between Obermeyer Place and Galena
Plaza.
RECOMMENDATIONS:
1. The CMPAC recommends that the City of Aspen collaborate with Pitkin
County during the Facility Feasibility Analysis process in order to review and
evaluate the scope of potential civic uses at the Zupancis property.
2. If the Zupancis property is not used for civic purposes, the site would be
appropriate for arts and cultural uses or a mixed -use building with affordable
housing.
3. The CMPAC recommends that the easement established as part of the
Obermeyer Place approval be used to improve north -south pedestrian
movement between Main Street, Obermeyer Place and Rio Grande Park.
Former Youth 'Center
STATU S: The former Youth Center currently houses City employees, including the
GIS Department, and several employees from the Asset Management Department and
Community Development Department -- -- with meeting space on the top floor. (The
ground floor is leased as a restaurant.)
Although the joint City Council- County Commissioners vote in March 2006 did not
request that the former Youth Center be explored as a joint civic facility, one of the
options generated by the Pitkin County Facility Feasibility Analysis in January 2006
included the former Youth Center as a potential County building site.
S I TE: The former Youth Center is at the northeast edge of Galena Plaza, descending
down to Rio Grande Place. It was used as a Youth Center until 2003, when the Aspen
Recreation Center opened adjacent to the public school complex on Maroon Creek
Road.
ORGANIZATION: The City of Aspen owns this site.
V I S 10 N: The CMP Phase 1 / Opportunities Map identified the former Youth Center as a
potential location for "high traffic" government departments such as Housing, Building,
Police /Sheriff, and /or a Meeting Hall, ACRA offices, Visitor Center.
RELEVANT CORE PRINCIPLES:
1. Civic and arts & cultural uses belong in the heart of town.
2. Focus on creating great people places.
3. Civic planning must address need for parking while not inducing additional
traffic.
4. Public- private partnerships can be very advantageous in achieving public
goals.
5. Mixed -use buildings create memorable places
6. Improve pedestrian orientation.
AM11JU
1. The former Youth Center building was designed as a Youth Center and is
relatively inflexible in accommodating new uses. The future renovation or
replacement of this building could allow for new uses that could increase
vitality at Galena Plaza. The size of the building was limited by funds
available, and a future structure could be larger, if funds are available to
address engineering issues related to topography.
2. A built east edge as part of a potential future renovation or replacement of the
former Youth Center, extending to and encompassing the existing elevator/
stairwell features, could increase vitality at Galena Plaza through new uses,
and draw pedestrians across Main Street through the use of compelling
architectural elements. (CP #1, #3, #7)
RECOMMENDATIONS:
I. The CMPAG recommends that the former Youth Center building be considered
for renovation or replacement in the future. A new or renovated building could
be a welcoming and interactive destination point that capitalizes on the vista,
creates vitality and could include mixed uses and/or a range of civic and /or
cultural uses.
2. In conjunction with the future renovation or replacement of the former Youth
Center, the CMPAG recommends that the east edge of Galena Plaza be
considered in the future as a built edge, extending to the existing stairwell/
elevator feature, and including compelling architectural elements intended to
draw pedestrians across Main Street.
3. The City of Aspen (should) collaborate with Pitkin County with regard to the
Facility Feasibility Analysis process in order to review and evaluate the scope
of potential civic uses in the downtown area, including but not limited to the
Zupancis property and the former Youth Center. "
4. Appropriate sites for a Visitor Center include: the former Youth Center
5. Appropriate sites for a Public Meeting Hall include: the former Youth Center.
This document is also available online at www.aspenpitkin.com, 35
City of Aspen Community Development Department / Long Range Planning
CITY OF ASPEN CIVIC MASTER PLAN
Visitor Center
STATUS: Following the November 2004 ballot election that defeated the proposal
to relocate the Visitor Center to the Galena/Main intersection, no further discussions
regarding a new location have taken place. In 2005, the Aspen Chamber Resort
Association signed a five -year lease with the City for its current site.
Site: The Visitor Center is located on Rio Grande Place, next to ACRA offices.
Organizations: City of Aspen and ACRA.
VIS ION: The CMP Phase I Report/Facility Analysis states that "constrained space
limits the daily operation of ACRA and the location is not convenient for visiting
guests. ACRA serves a high number of visitors and lacks basic amenities such as
public restrooms."
The Aspen Retail Analysis (the Frick & Beer Report) identified a relocated and
revamped visitor center as a pressing need: `The current Visitors Center is difficult
to find and too far from the downtown ... What is most important is that the center's
location, appearance and operations all signal the community's genuine appreciation
for guests, and that the center assist visitors in accessing and understanding the
downtown."
The Phase I Report/Opportunities Map identified several potential sites for a Visitor
Center, including the Hines /Hills buildings at Main St., and the Galena St. Ext., the
first floor of the Wheeler Opera House, the Wheeler parcel, the former Youth Center
building and Galena Plaza. Of those sites, Hines /Hills was rejected by voters; the
Wheeler Opera House was determined to be appropriate only for a satellite Visitor
Center; and the Wheeler Parcel was reserved for uses related to the Wheeler Opera
House. The sites remaining are the former Youth Center building and Galena Plaza.
However, the Visitor Center COWOP did review and evaluate a longer list of potential
sites.
RELEVANT CORE PRINCIPLES:
1. Civic and arts uses belong in heart of town.
2. Mixed -use buildings and mixed -use areas create vibrant, memorable places.
3. Focus on creating great people places.
4. Civic planning must address need for parking while not inducing additional
traffic.
5. Public- private partnerships can be very advantageous in achieving public
goals.
6. Improving pedestrian orientation.
FINDINGS:
I. The constrained office space and lack of basic amenities remain challenges at
the existing Visitor Center.
2. The lack of visibility, lack of wayfinding and inconvenient location of the
existing Visitor Center remain major obstacles to providing optimal services
to visitors. (CP #3, #7)
3. An optimal location for a Visitor Center would be close to parking and the
downtown. (CP #1, #5, #7)
RECOMMENDATIONS:
1. Appropriate sites for a Visitor Center could include:
the former Youth Center
the north edge of Galena Plaza
2. The CMPAG recommends that the Visitor Center and ACRA offices be co-
located, and could be part of a mixed -use building.
3. The CMPAG recommends that if ACRA begins a search for a new Visitor
Center site, the evaluation of sites under the 2004 Visitor Center COWOP
process be used as a resource.
36 This document is also available online at w ,aspenpitkinxom,
!. City of Aspen Community Development Department / Long Range Planning
Pitkin County Library
STATUS: Although the Pitkin County Library has an easement to expand
approximately 44-feet eastward onto Galena Plaza, there are no immediate plans for
expansion. However, the library wants to insure a potential expansion in the future as
the Civic Master Plan focuses on this area.
SITE: The Library is located between N. Mill Street and Galena Plaza,
ORGANIZATIONS: Pitkin County Library.
VIS ION: The CMP Phase I Report/Facility Analysis states that if the library wishes
to expand eastward, the Rio Grande Parking Garage cannot sustain "increased loads
associated with library stacks" without pillars that extend into the garage below.
The library has funded plans that show the number and location of pillars in the
garage necessary to sustain bookweight as part of the expansion. City staff has held
preliminary meetings with the Library Board to discuss the potential for shifting
programming inside the library so that the expansion does not include extensive
library stacks.
RELEVANT CORE PRINCIPLES:
1. Civic and arts uses belong in heart of town.
2. Mixed -use buildings and mixed -use areas create vibrant, memorable places.
3: Focus on creating great people places.
4. Civic planning must address need for parking while not inducing additional
traffic.
5. Improving pedestrian orientation.
FINDINGS:
1. An expansion of the Pitkin County Library is appropriate for this downtown
site, and in combination with other new built "edges" at Galena Plaza would
contribute to a vibrant and memorable mixed -use area. (CP #1, #2, #3)
2. A ground -level meeting room as part of the library expansion would allow
for public access to the meeting room at any time, and would increase the
use and vitality of Galena Plaza. (CP #I, #2, #3)
RECOMMENDATIONS:
1. The CMPAG recommends that staff representatives of the Pitkin County
Library, Pitkin County and the City of Aspen meet to discuss the Library's
short -term infrastructure planning and long -term facility goals, and identify
an appropriate public review process that will address both short-term and
long -tens goals.
2. The CMPAG supports an expansion of the Pitkin County Library, to the
east. The CMPAC recommends that the design of the building be coordinated
with other built edges around Galena Plaza, to the extent possible.
3. The CMPAG recommends that a meeting room be located on the ground
level of the library expansion, to allow for public access to the meeting room
at any time, and to increase the use.
► i , CITY OF ASPEN CIVIC MASTER PLAN
Aspen Fire Protection District The Thrift Shop
STATUS: In August 2005, the City of Aspen and the Aspen Fire Protection District
agreed to end the joint planning process that had focused on Zupancis Property as the
home for a new AFPD Headquarters Station. The Aspen Fire Protection District is
currently engaged in a COWOP process regarding the replacement of the Fire Station
on Hopkins Street.
SITE: The Aspen Fire Protection District has been located on Hopkins Street
since 1961, and has served as the Headquarters Station for all District functions. In
conjunction with outlying satellite facilities, the Headquarters Station has served as the
base for all Aspen Volunteer Fire Department operations. The AFPD leases this site
from the City for a nominal fee, with the lease contract extending through 2021.
ORGANIZATION: The Aspen Fire Protection District was established in 1953 by
an election of voters within the proposed district boundaries. It is an independent
government district, funded primarily by a property tax levy and operated by an
elected Board of Directors.
V IS 10 N: The CMP Phase I Report/Foundation Map stated that, "The Fire District
will outgrow the current facility (not the location) in the near future," and stated that
the Hopkins St. site represents an, "Opportunity for a redeveloped fire station or a
cultural facility."
After the City Council purchased the Zupancis site on Main Street, the Fire District
established a Headquarters Station Steering Committee, which issued a final report
in Sept. 2003. While the committee voted 10 -7 in favor of relocating to the Zupancis
site, the vote did not reach the 2/3 majority required by the recommendation process.
Not long after the vote, the AFPD began to focus on a more fundamental, District -
wide redistribution of equipment and apparatus.The AFPD located a parcel adjacent
to the North 40 development at the Aspen Airport Business Center, and determined
that it could accommodate a substation that could address the longstanding problem of
ensuring rapid response to the populated area west of the City. Adequate response time
from the downtown station across the Castle Creek Bridge during commuting hours
has been a major AFPD concern.
At the same time, this potential redistribution of equipment and apparatus reduced the
need for a significantly larger Headquarters Station in the downtown. Although the
Headquarters Station Steering Committee did not reach agreement regarding relocation
to the Zupancis Parcel, the committee unanimously agreed that if the Zupancis
relocation did not occur, the Hopkins Street site required renovation.
While the AFPD is engaged in a COWOP process for the Hopkins Street station,
construction has begun on the new sub - station at the Aspen Airport Business Center.
RELEVANT CORE PRINCIPLES:
Civic and arts & cultural uses belong in the heart of town.
3. Focus on creating great people places.
6. Public- private partnerships can be very advantageous in achieving public
goals.
FINDINGS:
1. The civic nature and iconic quality of the Aspen Volunteer Fire Department —
and its location in the downtown core -- is an immeasurable asset to both the
year -round community and visitors.
RECOMMENDATIONS:
1. The CMPAC recommends that during the design process for the renovation of
the Hopkins Street Headquarters Stations, the AFPD considers:
The civic nature and central location of the building;
The iconic quality of the Aspen Volunteer Fire Department and its members;
The value of pedestrian + public interaction.
f ��
STATUS: The Thrift Shop is currently engaged in a COWOP process with the Aspen
Fire Protection District to build a second floor.
SITE: The Thrift Shop is located on Hopkins Street, adjacent to the AFPD
Headquarters Station. The Thrift Shop leases its space from the AFPD for a nominal
amount per year.
There is approximately 1,000 square -feet of space on the 1 st floor, and 1,000 s.f, in the
basement, which is used partly for storage. The location in the downtown core is ideal,
as many clients use public transit The original Thrift Shop was located on Main Street,
moved to S. Mill Street and moved to its current location in the early 1980s.
O R G A N I ZAT 10 N: The Thrift Shop was established as a non -profit in 1949, and is
run by a 5- member Board of Directors. There are approximately 80 volunteers that
put in more than 10,000 hours per year; all happen to be women. There are no paid
employees. In 2004, The Thrift Shop donated $270,000 to local non - profits as well
as college scholarships for those who embody the spirit of volunteerism. The Thrift
Shop also regularly donates materials to Indian reservations, Good Will Industries, the
Salvation Army and disaster relief efforts. The mission of The Thrift Shop is to make
affordable clothing available to the community; it is a high - volume business that is
open from 9:30 am - 4 pm six days a week. The Thrift Shop accepts clean clothing
in good condition, preferable in- season, as well as small household appliances in
working order, in- season sporting equipment, artwork and toys.
V I S 10 N: For many years, The Thrift Shop has been interested in expanding, based
on the consistent high volume of business it enjoys. The Thrift Shop currently re-
distributes a substantial amount of clothing to other groups, such as The Salvation
Army, because it has no room for additional displays. By adding a second floor,
The Thrift Shop could keep a much larger inventory on -site, and believes it could
substantially increase its business -- and the amount it donates to local non -profits and
students.
RELEVANT CORE PRINCIPLES:
2. Mixed -use buildings and mixed -use areas create vibrant, memorable places.
4. Affordable Housing and Affordable Commercial space ensures viability of
civic functions and vitality of town.
5. Civic planning must address need for parking while not inducing additional
traffic.
6. Partnerships can be very advantageous in achieving civic goals.
FINDINGS:
I. The Thrift Shop is an Aspen institution that provides an important service
for lower income residents and workers that no one else provides — while
supporting local non - profits and students. (CP #4)
2. The central location of The Thrift Shop supports its overall mission, as many
of its customers use public transit. (CP #5)
3. The Thrift Shop relies on subsidized rent and could not carry out its mission
if it had to pay retail rental rates.
4. The simultaneous renovation of the AFPD Headquarters Station and The
Thrift Shop is an opportunity to create a vibrant mixed -use area. (CP #2)
RECOMMENDATIONS:
1. The CMPAC recommends that The Thrift Shop remain in the downtown core,
and remain a subsidized use.
2. The CMPAC supports the expansion of The Thrift Shop.
This document is also available online at v ,aspenphkin.com, 37
City of Aspen Community Development Department / Long Range Planning
CITY OF ASPEN CIVIC MASTER PLAN
Aspen Sanitation District Offices
STATUS: The Aspen Sanitation District agreed in 2002 to consider Civic Master
Plan Core Principles as it drafted a Master Plan. The CMPAG endorsed the
Sanitation District Master Plan in May 2003. The Sanitation District Master Plan was
subsequently approved by City Council.
ORGANIZATION: The Aspen Consolidated Sanitation District is a quasi-municipal
organization, governed by an elected Board of Directors. The Sanitation District is
responsible for wastewater treatment for Aspen's urban area.
S ITE: The administrative offices of the Aspen Consolidated Sanitation District are
located on the district's 3.8 -acre property along North Mill Street, which includes
nine affordable housing units and a 400 -foot stretch of the Roaring Fork River and
section of the Rio Grande Trail. The property is adjacent to the Aspen Center for
Environmental Studies (ACES) property.
VISION: The CCMP Phase I Report Facility Analysis states that, "The Sanitation
District's interest in this planning effort is to accommodate their future needs in an
adopted master plan, thereby reducing or eliminating the necessity for land -use review
on each expansion."
The existing condition of the District's river corridor features a series of man -made
berms on the south side of the public river trail, as well as non - native plants. The north
side of the trail, directly adjacent to the river, is a more natural riparian environment.
The District's Master Plan would establish a sense of continuity on both sides,
removing the berms, planting native grasses and reaffirming the elements of an open,
natural river corridor on both sides of the trail.
The plan includes a new section of public trail running south to north, roughly
perpendicular to Mill Street.
There are currently nine affordable housing units on the site, with the District Master
Plan calling for a total of 16 units.
The area between a series of proposed new townhouse units and the river corridor
would feature a lowered stormwater retention area, including native plantings. This
aesthetic buffer zone ranges from 120 feet to 180 feet, greatly exceeding the city's 100 -
foot stream margin requirement.
The District Master Plan was presented to the CMPAG in 2003, to positive response.
RELEVANT CORE PRINCIPLES:
2. Mixed -use buildings and mixed -use areas create vibrant, memorable places.
4. Affordable Housing and Affordable Commercial space ensures viability of
civic functions and vitality of town.
FINDINGS/RECOMMENDATIONS: The District Master Plan was presented to the
CMPAG in 2003, before the CMPAG made findings and recommendations. However,
the CMPAG and ACSD officials met and discussed the Master Plan and the CMPAG
informally endorsed the Master Plan.
38 1. This document is also available online at v .aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
rtf�"
Rio Grande Park
STATUS: The planning, design and engineering phases for the Rio Grande Park
Master Plan are complete. The CMPAG and City Council both endorsed the Rio
Grande Park Master Plan.
ORGANIZATION: The City of Aspen owns and manages the park, Pitkin County
operates the recycling facility, Theatre Aspen operates within the park with a lease
from the City.
SITE: North of Rio Grande Place to the Roaring Fork River. The 7 -acre Park includes
an active recreational field, the City's skate board park, a basketball court, a recycling
facility, snowmelt facility, the John Denver Sanctuary, and the Theater Aspen tent. The
field is also used to stage special events such as Jazz Aspen, winter polo, and Aspen
Rotary's Ducky Derby.
VISION: The CMP Phase I Report encouraged the retention of the playing fields,
accommodation of federally- mandated drainage and water quality improvements
in an aesthetic and environmentally sensitive manner, development of more formal
entryways, and the removal or upgrading of the recycle/snowmelt complex.
The Phase I Report also stated that the recycling facility needs to be located close to
the Commercial Core to remain effective and suggested either an enclosed facility or
a curb -side pick -up system. A joint City /County staff task force evaluated alternate
sites for the facility and recommended the facility remain in its current location. The
Obermeyer Redevelopment Company is currently leasing the land for commercial
tenants displaced by the construction of Obermeyer Place. A Recycling Center
COWOP recommended a partial enclosure and roof in 2006, but this proposal was the
subject if a referendum in November 2006, which rejected the COWOP proposal.
The Rio Grande Park Master Plan calls for the Park and Jenny Adair Wetlands area
open space areas to function as "water quality detention facilities" for the Aspen
Mountain watershed. The design was developed by a consulting water engineer, the
City's Engineering Department, the City's Parks and Recreation Department and a
citizen task force.
The water quality detention features designed for the Rio Grande Park include a series
of wetland ponds and a re -graded playing field. Stored stormwater would be slowly
released into the Roaring Fork River through water quality outlet structures that have
been designed as "park architecture."
The character intent of the wetland ponds will be riparian, similar to the backwaters
and low areas within the Roaring Fork River meanders prior to mining and town
development in the late 1800s.
RIO GRANDE MASTER PLAN: Considerable achievements have been
accomplished that were set forth as action items in the 1993 ROMP. The riverwalk
and kayak course were completed, an alternate location for the snowdump was found
and the snowmelter was relocated to the recycling facility, additional pedestrian paths
replaced the vehicular access to the park, better access and handicapped parking were
provided for Theatre in the Park, bins for recycling were provided and the basketball
court and skateboard park were developed.
The RGMP Site B map (p. 13) shows the parking lots along Rio Grande Place adjacent
to the southwest edge of the Park were purchased with 7th Penny Transportation
Funds. Under "Goals," the RGMP says: "Satisfy transportation related needs first when
considering the use of Site B."
The RGMP does not recommend any uses aside from the existing parking lot, All maps
in the RGMP show the parking lots as unchanged, including the "Scenario Maps" in
Appendix A. The parking lots were to be located between the future "Transportation
Center" (now the ACRA Office /Visitor Center) and the future "Regional Rail Facility"
(now the playing field at Rio Grande Park.)
The 1993 RGMP does not address the future use of land along N. Mill Street, along the
western edge of the Park.
CITY OF ASPEN CIVIC MASTER PLAN
RELEVANT CORE PRINCIPLES:
3. Focus on creating great people places
7. Improved pedestrian orientation
FINDINGS: (The Rio Grande Park Master Plan was presented to the CMPAG in
2003, before the CMPAG generated findings. However, the CMPAG informally
endorsed the Rio Grande Master Plan in 2003, and subsequently adopted findings
related to establishing improved "edges to the southwest edge and west edge of the
Park, listed below.)
1. In the downtown area south of Main Street, both urban blocks and public
parks have clearly defined edges and are easily recognizable. In contrast, the
City -owned parking lots along Rio Grande Place are an unraveled edge that
do not clearly demarcate the end of an urban block and the beginning of a
public park. (CP #2, CP #3, CP #7)
2. Creating a clear edge and demarcation between urban blocks and public parks
is a widely recognized and sound urban design concept. (CP #2, CP #3)
3. Providing a larger buffer between pedestrians and traffic (on N. Mill Street)
will increase safety, and improve the pedestrian experience and visual esthetic
of the area. These changes will encourage more pedestrian use, and improve
conditions for events and public /private sector users located in this area of
town. (CP #3, CP#7)
RECOMMENDATIONS: (The Rio Grande Park Master Plan was presented to the
CMPAG in 2003, before the CMPAG generated recommendations. However, the
CMPAG informally endorsed the Rio Grande Master Plan in 2003, and subsequently
adopted recommendations related to establishing improved "edges to the southwest
edge and west edge of the Park, listed below.)
1. The CMPAC supports the urban design concept of establishing a clear edge or
demarcation between urban blocks and public parks, reinforcing the identity
of both the urban area and the park.
2. The CMPAG recommends that City Council direct relevant public agencies
and private parties to collaboratively generate a proposal to design, fund
and implement a plan for the improvement of North Mill St., to focus on the
following:
A wider buffer between pedestrians and traffic for the purpose of improving
the pedestrian experience, consistent with Aspen's historical streetscape
pattern;
Accommodating existing traffic flow;
Improving safety for pedestrians and vehicles;
Coordination with the local pedestrian- bikeway system;
Improving the visual aesthetic of the area.
7 ��
rd$.",
-4
F
Galena Plaza
STATUS:
The Galena Plaza site played a critical role in the formation of the Civic Master Plan
(CMP) process: While a leak in the roof of the Rio Grande Parking Garage demanded
attention, a clear consensus was emerging that the plaza was a failed public space. The
goal was to find a way to re- energize the plaza and coordinate the solution with the
repair of the roof.
An engineering consultant has recently determined that the roof must be repaired by
the spring/summer of 2008, or serious structural problems will result. At the same
time, recent in -house discussions have revealed that the repair of the roof can go
forward at any time, with construction atop the plaza proceeding at a later date without
a substantial duplication of costs.
The CMPAG reached a consensus that creating modest built "edges" that introduce
new uses to the site will increase the use and enjoyment of the open space that will be
retained at the center of the plaza.
SITE: Galena Plaza is located between the Pitkin County Library and the Courthouse
at the terminus of the Galena St. Extension. It was constructed in 1989, serving as a
roof section of the Rio Grande Parking Garage and as a public gathering place.
ORGANIZATIONS: The City owns this property. The northeast portion of the plaza
was purchased with 7th Penny Transportation funds; the southwest portion of the
plaza was acquired via land trade with the County. The Pitkin County Library holds an
easement for a future expansion at the west end of the plaza.
VISION: The CMP Phase I Report/Foundation Map stated that drainage problems
must be addressed, while noting an opportunity for the plaza to become "an interesting
public place" that "encourages pedestrians to cross Main Street."
The CMP Phase I Report Physical Analysis section states that, "this public space does
not have a presence on Main Street, or strong pedestrian circulation routes running
through it, nor does it benefit from enlivened architectural edges. As a result, the
space is somewhat disappointing and does not function as a quality public place. This
public space is of paramount importance in the Civic planning effort. Initially limited
to curing drainage problems, the 'fix' for this ailing public space could create a very
interesting and successful public place ... "
RIO GRANDE MASTER PLAN: Although Galena Plaza is shown as part o £Site
B in the 1993 RGMP, there are no recommendations for the use of this site. Under
"Goals," the RGMP states, "Satisfy transportation related needs first when considering
the use of Site B."
RELEVANT CORE PRINCIPLES:
1. Civic and arts uses belong in heart of town.
2. Mixed -use buildings and mixed -use areas create memorable places.
3. Focus on great people places.
4. Affordable Housing and Affordable Commercial space ensures the viability of
civic functions and vitality of town.
5. Civic planning must address need for parking while not inducing additional
traffic.
6. Public- private partnerships can be very advantageous in achieving public
goals.
7. Improving pedestrian orientation.
8. The pursuit of excellence in the arts.
This document is also available Online at isvlW.aspenpuKin.com, s9
City of Aspen Community Development Department / Long Range Planning
CITY OF ASPEN CIVIC MASTER PLAN
FINDINGS:
I. The repair and replacement of the roof of the Rio Grande Parking Garage is
needed to avoid further damage to the structure and costs to the City. (CP #5)
2. The use of easily replaceable materials on Galena Plaza will reduce the cost
of future construction on the site. (CP#I, #2, #3)
1 The accommodation of tents at Galena Plaza as part of an interim open space
solution could increase vitality at the site. (CP#1, #2, #3, #6, 97, #8)
4. The groundplane at the center of Galena Plaza is an opportunity to animate
the site in relation to future built edges.
5. An expansion of the Pitkin County Library is appropriate for this downtown
site, and in combination with other new built "edges" at Galena Plaza would
contribute to a vibrant and memorable mixed -use area. (CP# I, #2, #3)
6. A ground -level meeting room as part of the library expansion would allow
for public access to the meeting room at any time, and would increase the
use and vitality of Galena Plaza. (CP #1, #2, #3)
7. A built north edge, with a medium -high intensity use, would increase vitality
at Galena Plaza. (CP -ALL)
8. The former Youth Center building was designed as a Youth Center and is
relatively inflexible in accommodating new uses. The future renovation or
replacement of this building could allow for new uses that could increase
vitality at Galena Plaza. The size of the building was limited by funds
available, and a future structure could be larger, if funds are available to
address engineering issues related to topography.
9. A built east edge as part of a potential future renovation or replacement
of the former Youth Center, extending to and encompassing the existing
elevator /stairwell features, could increase vitality at Galena Plaza through
new uses, and draw pedestrians across Main Street through the use of
compelling architectural elements. (CP #I, #3, #7)
10. A dramatically improved pedestrian way from Main Street, through the
Galena St. Extension, Galena Plaza and the stairway down to and through
Rio Grande Park will help form a connection between the downtown and the
north side of Maln Street. (CP #7)
SHORT -TERM RECOMMENDATIONS:
I. The CMPAG supports the repair of the roof of the Rio Grande Parking
Garage as soon as possible.
2. The CMPAG recommends that as part of the garage roof repair and
replacement, the design of the new Galena Plaza use materials that are easily
removed in the future, especially in areas anticipated for built edges.
3. The CMPAG recommends that the Parks Department work with the Asset
Management and Parking departments to design an interim open space use
for Galena Plaza that is consistent with the values and philosophy of the
Aspen community, to be implemented following the replacement of the
garage roof.
4. The CMPAG recommends that the City consider methods for
accommodating tents at Galena Plaza as part of the replacement of the
garage roof, to increase vitality at the site.
.5. As part of planning for the garage roof repair, the CMPAG recommends that
City staff explore potential infrastructure improvements related to future
uses, especially along potential built edges.
6. The CMPAG recommends that staff representatives of the Pitkin County
Library, Pitkin County and the City of Aspen meet to discuss the Library's
short-term infrastructure planning and long -term facility goals, and identify
an appropriate public review process that will address both short-term and
long -term goals.
40 1 ms document is also available online at w .aspenpitkinxom,
City of Aspen Community Development Department / Long Range Planning
LONG -TERM RECOMMENDATIONS:
7. The CMPAG supports an expansion of the Pitkin County Library, to
the east. The CMPAC recommends that the design of the building be
coordinated with other built edges around Galena Plaza, to the extent
possible.
8. The CMPAG recommends that a meeting room be located on the ground
level of the library expansion, to allow for public access to the meeting room
at any time, and to increase the use and vitality of Galena Plaza.
9. The CMPAG recommends that the north edge of Galena Plaza be considered
in the future for a shared -use arts facility, with the bulk of the building
extending down to Rio Grande Place, pending the outcome of the Arts Sector
Facilities Analysis. (Please see section titled: Arts in Aspen: Painting the Big
Picture.)
10. If a shared -use arts facility is not constructed at Galena Plaza/Rio Grande
Place, a building at the north edge of Galena Plaza could be a welcoming
and interactive destination point that capitalizes on the vista, creates vitality
and could feature a range of civic and /or cultural uses.
11. The CMPAG recommends that the former Youth Center building be
considered for renovation or replacement in the future. A new or renovated
building could be a welcoming and interactive destination point that
capitalizes on the vista, creates vitality and could include mixed uses and/or
a range of civic and /or cultural uses.
12. In conjunction with the future renovation or replacement of the former Youth
Center, the CMPAG recommends that the east edge of Galena Plaza be
considered in the future as a built edge, extending to the existing stairwell/
elevator feature, and including compelling architectural elements intended to
draw pedestrians across Main Street.
13. In conjunction with future built edges at Galena Plaza, the CMPAG
recommends the design of a dramatically improved pedestrian way from
Main Street, through the Galena St. Extension, Galena Plaza and stairway
down to and through Rio Grande Park.
14. In conjunction with future built edges at Galena Plaza, the CMPAG
recommends that the open space at the center of Galena Plaza be designed to
animate the site in relation to new uses.
CITY OF ASPEN CIVIC MASTER PLAN
Pedestrian Movement
STATUS: Improving pedestrian connections is one of the Civic Master Plan's Core
Principles,
SITE: Pedestrian circulation is a combination of City sidewalks, pedestrian & bicycle
trails, bicycle routes on City streets, the pedestrian mall, City parks, informal pedestrian
routes, City /County /US. government pedestrian & bicycle trails, and the linkage areas
between any and all of these areas.
ORGANIZATION: The City of Aspen Community Development Department,
working with elected officials, is primarily responsible for planning for an improved
pedestrian experience. Planning is implemented in every land use project at both the
private and public level.
Public improvements are also the general responsibility of the City Engineer and the
Asset Management Department.
VISION: The CMP Phase l Report Function Analysis- Pedestrian /Bicycle subsection
states that, "A component of the Civic Master Planning efforts is to provide useful
connections to the existing pedestrian and bicycle system. There are also unique
opportunities to improve the quality of pedestrian links to fulfill other goals, such as the
vitality of public spaces. Pedestrian paths through Rio Grande Park, along both sides
of the Park and crossing North Mill Street, through Galena Plaza, through the SCI East
area, and crossing Main Street have been identified as those opportunities."
In addition, the Physical Analysis section of the CMP Phase I Report identified various
areas that could benefit from improved conditions for pedestrians, including Mill Street,
Main Street and Rio Grande Park.
Since 2001, CMPAC has adopted draft findings and recommendations that address
many of the areas identified in the Phase I Report. Also during that time, pedestrian
links have been an important element of sites reviewed by the CMPAG and
subsequently entitled or endorsed by City Council, such as Obermeyer Place, the
Rio Grande Park Master Plan and the Aspen Sanitation District Master Plan. Staff
and the consulting team expect to rely on these existing plans as well as CMPAG
recommendations to create a pedestrian connections map.
RELEVANT CORE PRINCIPLES:
3. Creating great people places.
5. Civic planning must address need for parking while not inducing additional
traffic.
7. An effective pedestrian and bicycling system creates vitality and supports the
goal of limiting automobile traffic in the City of Aspen.
MAIN STREET FINDINGS: Main Street is intimidating to pedestrians, and has
become a barrier to north -south pedestrian movement.
MAIN STREET RECOMMENDATIONS:TheCMPAC recommends that the City
of Aspen work with CDOT to explore design changes to Main Street to make it more
pedestrian friendly, including but not limited to:
Stamped /colored concrete x -walks
Raised x -walks
Bulb -outs
Refuge Islands
BUILDING DESIGN FINDINGS: The design of buildings can eitherenhanceor
detract the visibility and accessibility of pedestrian routes.
BUILDING DESIGN RECOMMENDATIONS: The designof buildings within the
civic core should incorporate elements that are inviting and welcoming, and enhance
the quality of the pedestrian experience.
DOWNTOWN ENHANCEMENT & PEDESTRIAN PLAN (DEPP) FINDINGS:
I. Only one phase of a multi -phase DEPP strategy has been implemented.
2. Two of the 8 Goals of the DEPP, adopted by City Council Resolution in 1997
were:
To make the downtown core more pedestrian - friendly and minimize the sense
that automobiles dominate the downtown area.
To take greater advantage of opportunities for the utilization of alleys and
pocket parks for pedestrian circulation, social interaction and commercial
activity.
DOWNTOWN ENHANCEMENT & PEDESTRIAN PLAN (DEPP)
RECOMMENDATIONS: The CMPAC recommends that City staff conduct a
feedback analysis on the outcome of the Phase I DEPP implementation, and present
findings to P &Z and City Council to determine if further phases of the DEPP should be
implemented.
CIVIC MASTER PLAN PEDESTRIAN CONNECTIONS MAP FINDINGS:
The Civic Master Plan encompasses many sub -areas within the civic core that include
unbuilt pedestrian elements as part of endorsed master plans (i.e. Rio Grande Park
Master Plan, DEPP) -- or within CMP findings and recommendations.
CIV)C MASTER PLAN PEDESTRIAN CONNECTIONS MAP
RECOMMENDATIONS:
1. The CMPAG recommends that staff and the consulting team draft a Pedestrian
Connections Map that shows existing conditions, proposed pedestrian
connections included in various sub -area master plans and in CMPAG
recommendations.
2. The CMPAG recommends that as sites and sub -areas within the civic core
are redesigned and redeveloped, the CMP Pedestrian Connections Map be
consulted in order to ensure pedestrian connectivity within the civic core.
This document is also available online at vmv.aspenpitkin.com, 41
City of Aspen Community Development Department / Long Range Planning
CITY OF ASPEN CIVIC MASTER PLAN
North Mill Street Corridor
STATUS: The CMPAC reached consensus to redesign Mill Street by improving the
pedestrian experience while preserving the operational function of the road. This
proposed conceptual redesign was generated by DHM Design in coordination with City
Engineer Nick Adeh and Police Chief Loren Ryerson.
SITE: North Mill Street, from Main Street to the Aspen Art Museum.
ORGANIZATION: City of Aspen. Adjacent property owners would need to be involved
in the development of specific designs, as well as emergency service providers.
VISION: In the Foundation Plan: Non - Location- Specific Elements in the CMP Phase I
Report, there is a goal to "Improve access to remote facilities by improving the walking
experience."
The Physical Analysis section of the CMP Phase I Report states that, "It is
uncomfortable for pedestrians to walk along Mill Street and dangerous for pedestrians
to cross. Traffic - calming measures are needed to improve the Mill Street environment.
Street trees, improved sidewalks and clearly defined crosswalks at intersections are
important." The proposed Mill Street redesign intends to accommodate existing traffic
flow while providing a wider buffer between pedestrians and the street.
RELEVANT CORE PRINCIPLES:
3. Focus on Creating Great People Places.
7. Improve Pedestrian Orientation.
FINDINGS:
I. Providing a larger buffer between pedestrians and traffic will increase safety,
and improve the pedestrian experience and visual esthetic of the area. These
changes will encourage more pedestrian use, and improve conditions for events
and public /private sector users located in this area of town. (CP #3, CP #7)
2. Preliminary design work and discussion under the CMP process have resulted
in a consensus that the goals of a wider buffer zone for pedestrians and the
accommodation of existing traffic flow can both be achieved. (CP #3, CP #7)
3. Preliminary design work and discussion have brought to light various details
that need to be addressed and various issues that must be resolved, and these
tasks are best handled by relevant public agencies in a design process. (CP #3,
CP#7)
RECOMMENDATIONS:
2. The CMPAG recommends that City Council direct relevant public agencies
and private parties to collaboratively generate a proposal to design, fund
and implement a plan for the improvement of North Mill St., to focus on the
following:
A wider buffer between pedestrians and traffic for the purpose of improving the
pedestrian experience, consistent with Aspen's historical streetscape pattern;
Accommodate existing traffic flow;
Improve safety for pedestrians and vehicles;
Coordinate with the local pedestrian- bikeway system;
Improve the visual aesthetic of the area.
3. The CMPAG recommends that initial work by the CMP consulting team and
advisory group, including draft designs and points of concern, be utilized as
part of project design and review.
42 i This document is also available online at vmv.aspenpitkin.com,
City of Aspen Community Development Department / Long Range Planning
Wayfinding
STATUS: N /A.
SITE: City ri ght -of -way areas.
ORGAN IZAT10 N: The City of Aspen owns ri ght of way areas within the civic core.
VISION: The CMP Phase I Report Function Analysis section states that
"Aspen and the institutions in the civic planning area could substantially benefit by
providing better directions and information to first -time visitors. Arriving at the Mill
and Main intersection, visiting drivers are typically attracted to Aspen Mountain and the
activity of the Commercial Core and instinctively proceed south. Mill Street terminates
at the pedestrian mall and the driver turns west on Hyman Ave. Where the driver feels
the initial stages of being lost, stops at the big building, and goes inside to ask for
directions, As a result, the ACRA has staffed an information booth in the first floor of
the Wheeler Opera House. A comprehensive way- finding program in combination with
a true visitor center could address this necessary visitor function in a better manner."
Since 2001, the City has installed additional signs on Main Street, directing vehicles to
the Rio Grande Parking Garage and Visitor Center.
In the spring of 2006, the City plans to replace the existing manned information booth
on the pedestrian mall at Cooper and Galena, and install an additional unmanned kiosk
that advertises special events.
RELEVANT CORE PRINCIPLES:
3. Focus on Creating Great People Places.
5. Civic planning must address need for parking while not inducing additional
traffic.
7. Improve Pedestrian Orientation.
FINDINGS:
1. There is an important balance to be struck between providing adequate signage
for visitors and cluttering streets and paths with too many signs. There is an
important balance to be struck between maintaining a sense of experience
and discovery for visitors versus creating confusion regarding important
destinations through lack of signage.
2. Although Aspen and Pitkin County maintain an excellent regional pedestrian
and bikeway system, there is a lack of wayfinding signage directing visitors
within the civic core to these outlying amenities.
3. In some cases, existing wayfinding signage appears to be inadequate. Some
of the brown signs at Main Street intersections simply state the existence of
various destinations without indicating where they are located. A sign on the
Rio Grande Trail indicates the direction of Basalt, but does not mention the
Aspen Art Museum. '
RECOMMENDATION:
The CMPAG recommends that the City of Aspen work with relevant partners, such
as the Commercial Core & Lodging Commission, City Parks & Recreation and Pitkin
County Open Space & Trails to comprehensively review existing wayfinding conditions
and make recommendations regarding improvements, considering the CMP Findings,
utilizing the CMP Pedestrian Connections Map and other relevant mapping documents.