Loading...
HomeMy WebLinkAboutagenda.council.worksession.20140408 CITY COUNCIL WORK SESSION April 08, 2014 4:00 PM, City Council Chambers MEETING AGENDA I. Old Power House Property Discussion II. Facilities Master Plan Page 1 of 6 MEMORANDUM TO: Mayor and City Council FROM: Mitzi Rapkin, Community Relations Director THRU: Barry Crook, Assistant City Manager DATE OF MEMO: April 4, 2014 MEETING DATE: April 8, 2014 RE: Repurposing of Old Power House Building and Public Process REQUEST OF COUNCIL: This is to get clear direction on the next steps of the public process on future use(s) of Old Power House. PREVIOUS COUNCIL ACTION: Council has a top ten goal to determine a use for the Old Power House by September 1, 2014 that results in the greatest benefit to the community. Council had a visionary session to discuss values around the project on January 21, 2014. BACKGROUND: The Aspen Art Museum is set to move into its new facility this summer. After that the organization has one year to vacate the property according to the lease. Since this is a City owned facility, it is up to City Council to determine a future use for the property. Inherent in the top ten goal of identifying a use for the building is the notion that the process will include heavy public participation and input. In Attachment A you will find a summary of the visionary meeting we held with Council and public input from an open house meeting on the topic that was held January 23, 2014. There have also been 586 visits to the topic on Open City Hall with 90 comments. DISCUSSION: This discussion will be made up of four parts. 1. Information previously requested by Council a. Are there other examples of public buildings being repurposed for public use? b. Facilities Master Plan Information as it relates to Old Power House 2. Results and themes from last meetings with council and public 3. OPH Use scenarios and process for moving forward 4. Threshold question and next steps P1 I. Page 2 of 6 Information previously requested by Council While community development staff found no similar examples of public buildings being reused for public uses similar to what we are exploring here, they did find examples of public buildings staying in the public realm in their new capacities. Examples: Attachment B. The Facilities Master Plan team is currently working on site and facility assessments for the Old Power House as well as 13 other city-owned facilities. The site assessment will address access, zoning, and physical constraints. The facility assessment will address the current condition of the exterior envelope, interior envelope, and mechanical/electrical/plumbing systems. This information for the Old Power House will be available in draft form by the end of April. Staff’s initial assessment of this facility is that the building needs the following repairs, at a minimum: • Replace corrugated metal roof, underlayment, sheathing, insulation. • Upgrade structural weight bearing capacity of roof structure. • Upgrade insulation and water intrusion systems in entire exterior envelope. • Improve or replace all exterior windows and doors. • Replace all mechanical systems including: boilers, air handlers, a/c equipment, and ventilation systems. • Replace all plumbing systems. • Replace all electrical systems, and upgrade the service equipment. • Drywall interior of building where appropriate. Expose interior brick where possible. • Paint exterior of building. Our preliminary assessment of the cost of these repairs is $900,000 to $1,200,000. This work would bring the shell of the building up to current standards, but would not include any interior finishes or partitions. This work cannot be estimated until the use of the building is determined and preliminary architectural design is completed. We strongly urge, regardless of use, the addition of a commercial kitchen. There are a variety of uses and needs it could fulfill, from special events to kitchen rentals and more. Depending on the size and level of finishes, the cost of a commercial kitchen would be $300,000 to $600,000. A question for council to consider is whether to delay the conversion of the building to its ultimate use, and use it on an interim basis to meet some of the city’s operational needs while other facilities are being renovated or built. Possible temporary uses could include: police facilities, office space, or meeting space. With the police vacating the current location within four years, and the possible need to find a new location for the Building and Engineering Departments sooner than expected, the need for a large amount of interim space is imminent. P2 I. Page 3 of 6 Results and themes from last meetings with Council and public The visioning session with Council in January was meant to explore values and goals around the future use of the building, not to hone in on any specific use(s). Based on the responses Council gave during the visioning session as well as input from the public, we need to push the discussion deeper to determine a greater sense of what, more specifically, you would like to see in this space. Major themes that emerged from the exercise with Council and the public, of which there is little dispute, include total agreement among all parties that: • The site has a high public and social value • The property should be used for a public use • The interior should be a flexible space so that it can easily change to fit various needs (i.e. theater space, dinner party, lecture, exhibit, etc.) • The use at the building should NOT require a high need for parking or cars • It is more important that the use fits our values as opposed to being an economic generator for the City While no differences are very dramatic, the areas where Council and the public differed include: • There was slightly more interest on the part of Council to target the use to a specific age demographic where the public unanimously said targeting an age bracket is a low priority • The Council was more concerned that people walk/bike/use public transit to access the site than the public • The Council was generally in the middle about City v. new user paying for ongoing operations of the building and the public had a greater spread of interest with the highest number wanting the new user to pay but also a significant number of individuals who were in the middle and some who felt the City should pay • Public is very interested in determining a use for the building now as opposed to waiting whereas Council was split on this • Members of the public indicated it was less of a priority that the new use is compatible with AACP than Council indicated The area with the most conflict, both with Council and the public is: • Single versus multiple uses for the building and property This is a significant issue that needs more exploring during the work session. On one hand the unanimous desire from the public and Council to have a flexible interior space might indicate a multi-purpose use, the message is mixed given the numbers, particularly from Council. While the sample of people who showed up for the open house is not a scientific representation of the views of the public, that meeting and Open City Hall are all we have. Of the people who voted at the open house, 23 wanted multiple use and 6 were in the middle between multiple and single use. Council (strangely has seven votes, so more than one vote per person) indicated that 5 are in the middle of single and multiple use and two prefer multiple use. The message is further mixed due to the fact three or more Council members expressed interest in a use that fit these P3 I. Page 4 of 6 categories: art, culture, environment, education, community center, meeting space, mixed. Regarding the public, there was high interest in art, culture, education, non-profit, community center, mixed and black box rehearsal space. Significantly with the public there were 18 no votes for a science center and 12 yes votes. When we walked away from the Council visioning session there was a high level of enthusiasm for a “memory maker” with a “wow” factor. There was also a high level of enthusiasm for STEAM (Science, Technology, Engineering, Arts, Math). What does this mean more specifically given the information we have now? This is something we need to dig deeper into. Process for moving forward In an effort to be as open as possible and guide the discussion, it is helpful to investigate a few scenarios in which the decision can proceed. By no means is this exhaustive of how creative thought could be applied to this issue; however, three potential forms the future use could take include: 1. Single use by an outside entity 2. Multiple use by outside entity or entities 3. True community center run by non-profit or City; Community center that is shared with one or multiple operators Let’s look deeper at these possibilities. Single use by an outside entity This would most likely be determined by a request for proposal process and one user would be selected and have exclusive use of the building and grounds. So far, parties with a single use interest have emerged. Pros Strong sense of ownership Simplicity Requires least City funding Cons Putting all eggs in one basket Flexibility of space for other uses Significant times of “dark” period where it sits unused Multiple uses by outside entity or entities This might be the result of an RFP process where groups are asked to apply together or apply for a portion of the building or a portion of the year or even a portion of the day. How groups split up the space could come from a proposal they provide or from the RFP the City issues or perhaps in the decision making process on the RFPs submitted. Another idea that could fit either here or in the true community center category below would be to “time-share” the space where the City owns it and can put out RFPs for individual months or segments of the year or spaces within the building. So far some non-profits and entities have discussed working together to share the space. P4 I. Page 5 of 6 Pros Still can have anchor tenant(s) Fewer dark nights May appeal to more diverse audience Cons Complexity Questions as to control and oversight May require City funding True community center run by non-profit or City The City either puts out an RFP for a non-profit to run a full-fledged community center or the City runs it. (The City can apply through RFP process). If the City runs the community center, it would entail a director and funds for special programming. As an asset the City already has The Wheeler which has expertise in facility management, including capital improvements, regular and special maintenance, complex calendar scheduling and event coordination, and could play a role in the community center operations. In the interest of serving many desires the public has expressed, the community center could cater to all those who have an interest by also “time- sharing” the space whether that is a month dedicated to science twice a year, mind-body-spirit programming every week, dedicated nights for theatre, etc. Please see Attachment C for further explanation of what a community center might look like. This option may help all the disenfranchised citizens who aren’t part of a non-profit or group but still passionately want to see some type of multi-use, community center emerge. Whereas non-profits and entities with money and organization can more easily fill out an RFP, the individuals in the community who may all want a shared space cannot and this option may be a way to support their needs in the RFP process. Pros Will appeal to most diverse audience Consistent programming, little down time Easily convertible for events Can try a variety of things and see which stick Cons Complexity Will require City funding, capital and operational Threshold question and next steps • Dig deeper into Council’s thoughts on multi-use • Explore what memory maker and wow factor mean • Is there one of the three scenarios you prefer to proceed with? A combination of them or something different? • Financial viability? • How do we optimize asset and for whom? • How much desire for Council to pay to change the space? • If you are interested in community center, do you want City to draft an RFP response to represent this option? • The public has expressed a desire to have time in front of Council to present their ideas. Should we move forward with scheduling a public input work session? P5 I. Page 6 of 6 • Are you in agreement with using an RFP approach to receive proposals for building use/management? FINANCIAL/BUDGET IMPACTS: If the City Council decides to fund the repairs to the building shell described above, the estimated cost is $900,000 to $1,200,000. A commercial kitchen would cost an additional $300,000 to $600,000. If City Council is interested in pursuing an idea where the City runs or co-operates a community center, we can research specific numbers for operations, staff and programming. ENVIRONMENTAL IMPACTS: None. RECOMMENDED ACTION: Council offers direction on how staff should proceed with decision making. We recommend a work session solely for public input so those who are interested can present their ideas and thoughts to Council and fellow citizens. ALTERNATIVES: Council directs staff in some other manner. CITY MANAGER COMMENTS: ATTACHMENTS: A – Summary of Council and Public Comments from visioning session B – Examples of public building reuse for public purposes C – Examples of community center and mock schedule P6 I. 1 Attachment A COUNCIL COMMENTS P7 I. 2 Repurposed Buildings Repurposed buildings or adaptive reuse refers to the process of reusing an old site or building for a purpose other than which it was built or designed for. There are repurposed buildings all over the world and likely you have been in one. What are some examples of repurposed buildings you have been in? REI Denver, First building I was in was in the Army campus, Faneuil Hall in Boston, Army Barracks in Marfa, Texas What are your favorites? Can you pinpoint why? Someplace everyone can engage with P8 I. 3 What is Aspen missing from its public spaces? Facilities/Buildings • Locally serving Retail • Bakery (eg. Baked in Telluride) +1 • Outdoor swimming pool • Cool “science/geek” lab • Adequate/sufficient public safety + facilities • Outdoor community ice skating facility + summer water park (seasonal outdoor uses) Cultural opportunities • Science/Math Center + ditto • More environmental ed venues • Black Box Theater Gathering spaces • Meeting spaces Educational events • MSE Programs = Cool geeks + children’s science education + agree P9 I. 4 What is Aspen missing from its public spaces? Community programs • Tech/Start up workspace with badass presentation and/or meeting space which could double as theatre or lecture hall • Next new math/science/engineering/engagement/programs/thought leadership (think youth) • Next generation of visitors/guests have a memorable experience to keep them coming back to Aspen • Quirky, organic stuff • Nutritional Education – classes, lectures, studies • A research center • Scientific discourse beyond physics • Tech incubator communal work space Social Needs • Community hang out • Next generation gathering venue Functions • Large group meeting space (not here) • Youth Hostel P10 I. 5 Public Value of Site Low --------------------------------------------------------------------5--High Social Value of Site Low --------------------------------------------------------------------5--High Single Use Multiple Use ]---------------------------------3 --------------2-----------------------2-----[ Static Space Flexible Space (Can’t change interior configuration) (Can change interior configuration) ]-------------------------------------------------------------------------5---[ Public Use Private Use ]--5 ----------------------------------------------------------------------------[ Targeted to Specific Age Demographic Low Priority--1------------2---------------------------1-----------High Priority If you are interested in targeting the use to specific demographic, please specify Kids Teens Adults Seniors -4--------------------4------------------------2--------------------------2---- P11 I. 6 In terms of costs for renovation/rehabilitation construction if needed, I want City to pay --------------1---------2--------1------------------New user to pay Depends on use for above and below questions In terms of costs for ongoing operations of building, I want City to pay -------------------------3---------------------- 1----New user to pay How important is it to you that the use in the building be related to the need for auto/parking? Low Priority---5--------------------------------------------------High Priority How important is it to you that the use in the building be related to the need for walking/public transit? Low Priority----------------------------------------------------5--High Priority How important is it to you that use is compatible with Aspen Area Community Plan? Low Priority-----------------------2---------------------------3--High Priority I think it is very important to… Determine use now-2----2--Leave space empty/flexible now and see how it goes I am interested in a Use that fits my values-4-------------------A use that generates revenue for City P12 I. 7 I am interested in seeing a use that fits this category: Art 5 yes Culture 5 yes Environment 3 yes Health 2 yes Education 5 yes Non-Profit 2 yes Food Lodging Community Center 4 yes Business/Commercial Housing Offices Meeting Space 3 yes Mixed 3 yes Other (please fill in) Science I am interested in seeing the grounds outside: Developed more as a park 1 yes Innovative gathering space 5 yes Having a separate operator- purpose than indoor use NO Mixed 1 yes Other (please fill in) mse = cool P13 I. 8 What uses, if any, are unacceptable in this space? It would be a disaster if this space…duplicated something already in town or in the valley, was a private entity, restaurant, offices, retail, lodging, business, commercial or incubator space It would be totally awesome if this space…became an even greater community meeting space, used by a large variety of people including locals and visitors, something like the next Wheeler, next jewel, next public facility that works year round I could live with… I think if we did this, it would be a defining space for Aspen…memory maker P14 I. 9 Mad Libs Worksheet In twenty years when Aspenites approach me at _________________ to comment on the decision we made about (location in Aspen) The Old Power House, they will say ______________________ (their feelings about project) and that I was a _____________________ thinking council (adjective) member. When guidebooks and magazines report on Aspen, they will say that using the space as ______________________ (noun/use) contributed to placemaking in Aspen because it added _________________ , _______________ and _____________ (adjective or noun) (adjective or noun) (adjective or noun) to our city. I will say I am glad the new user contributed this quality to our community: ___________________________. (noun) I will also be able to say we came to the decision in a ________ (adjective) fashion with the community. P15 I. 10 PUBLIC COMMENTS P16 I. 11 Repurposed Buildings Repurposed buildings or adaptive reuse refers to the process of reusing an old site or building for a purpose other than which it was built or designed for. There are repurposed buildings all over the world and likely you have been in one. What are some examples of repurposed buildings you have been in? Red Brick Center for the Arts, Tate Modern, Third Street in Carbondale, Kennedy School Portland (Repurposed to theater, hotel, community tub tub), Highline in New York City, Aspen Armory Building (Current City Hall), Seventh Street Playhouse Steamboat Springs, Seattle Waterworks, Salida Steamplant What are your favorites? Musee d’Orsay in Paris, Kennedy School Can you pinpoint why? Combining history and culture with needs of present, great incorporation of historic elements into new purposes, strong and active community center, diverse uses, honoring historical building and diverse uses P17 I. 12 What is Aspen missing from its public spaces? Facilities/Buildings Unprogrammed space that could be used for a variety of purposes Facility designed for science and related education. This is the future. Kids need hands-on, teachers can gain resources, it will be a visitor magnet for families and offer our kids global opportunities Adequate space for community access TV station Community incubator space, program space, meeting space Pot grow house to raise money for city Senior Center Youth Hostel New Climbing gym Outdoor swimming public pool Science research center Entrepreneurial Recording studio of Ideas Festival etc. P18 I. 13 Cultural opportunities Affordable Black Box Theater for small productions and rehearsal space for all theater companies in town Community Performing Arts center Youth Hostel/meeting an array of people from around the world, affordable lodging for interesting people, not just millionaires Mutli-use Black Box, high ceilings at site great for performances, also Wheeler is so booked that the art film program is gone. Black Box could also be used for films School District black box also less available as school population grows Economic Equality Center (meaning a place that shows affordable films, theater, events because even non-profits in town that offer events are very expensive) Place for the numerous small performing organizations to have a home YES! Cultural education opportunities with a diverse coalition of performing arts organizations Spontaneous, occasional performances that don’t fit in elsewhere Gathering spaces Performance venues Outdoor science park for exploring motion, energy, sound, light, etc. Place where kids can play while adults hang out Performing arts park DITTO Winter market, crafts, food, etc. Senior Space Kids need a place to learn in an active, hands-on way. Science and math and tech and computer programming- Don’t they teach science and math in our schools? Where do the schools fit in? A: school’s need outside resource, especially computer programming P19 I. 14 Educational events Locally oriented gatherings that promote education and are accessible for all are rare, empty bowls is the best one I can think of that exists An entity that the Aspen Science Center could create brings all these things together P20 I. 15 What is Aspen missing from its public spaces? Community programs Aspen Center for Mindfulness/Consciousness – ACMC works with community and partners both locally and nationally to enhance human potential through the therapeutic use of mindfulness. ACMC will extend its reach to include training and education, clinical services and engagement, advocacy, development and outreach, promoting the benefits of mindfulness both locally and nationally. Picture a building filled with people, interactive education, a buzz of activity, progressive, cool, cutting edge, sustainable agriculture, animals, idea exchange, classes, fun, hands-on, tangible, socratic, joy, love, creativity and diplomacy. Platform/space to discuss, express, create sustainable/consciousness/wellness with performance, art, science, environment, economics, law, music, research, experimentation, clinical research, music, parenting, family, energy, cooking, nutrition, financial literacy, yoga, meditation, computer science, leadership, entrepreneurship World class and entrepreneurism learning center for STEM (Science, Technology, Engineering, Math) Adaptable space that can grow and evolve as needs and trends change: collaborative space Learning center for the sciences Something like the Third Street Center in Carbondale Community Incubator for muti-use nonprofit organization P21 I. 16 A science center – this community loves science, has intellectual curiosity and a legacy of science vitality A large community center for local artists, theater productions, live music and dancing events and children’s science and art events, it should be multi-purpose Aspen needs a place where people of all ages can learn all aspects of sciences and create any type of science-based creation and YES have access ot our long history of scientists and world-quality learning. A science center for locals and visitors Really like the idea of a science center. It would provide community programming and new resource for science in our community, welcoming the whole valley and beyond into the word of science A science center would be a great new perspective from which visitors and locals could appreciate events and the surrounding natural environment. Tie into events. Huge need for rehearsal/performance/classroom space for youth performing arts/educational programs Community center for cross pollination of non-profits, NGOs, especially with an education or environmental/ecological center Children’s museum/science center Something that brings multi-generations together Social Needs Arts are a huge part of our local culture and tourism offerings; Local arts groups, theater, music, visual, etc. provide community engagement and are a breeding ground for work that graduates to other levels with funded spaces. A place to rent that’s affordable, flexible and multi-purpose would serve many needs. Black Box. Community incubator Mutli-purpose community center like Woody Creek Community Center with membership but open to all Insert the creativity of the arts into STEAM – Science, Technology, Engineering, Arts, Math P22 I. 17 Fun, learning, innovation, community gathering, science center would do all this Functions Large AFFORDABLE event space Youth Hostel Meeting room and classrooms Community incubator for non-profit and for-profit collaboration DITTO yes, yes, yes WALD (forest) kindergarden Senior Center Movie night, kids play, poetry readings Another collaborative space like the Red Brick, art, non-profits, education, gathering spaces out and in, meeting space Other If we want to be true to the Aspen IDEA we need to do more than physics, we need a science center P23 I. 18 Public Value of Site Low ------------1-------------------------------------------------------25-High Social Value of Site Low --------------------------------------------------8-----------------14-High Single Use Multiple Use ]--------------------------------------6-----------------------------------23---[ Static Space Flexible Space (Can’t change interior configuration) (Can change interior configuration) ]-------------------------------------3--------------------------------------22-[ Public Use Private Use ]-29-------------------2--------------------------------------------------------[ Targeted to Specific Age Demographic Low Priority--26---------------------------------------------------High Priority If you are interested in targeting the use to specific demographic, please specify Kids Teens Adults Seniors ----6----------------6-----------2------------8--------------------------1---- P24 I. 19 In terms of costs for renovation/rehabilitation construction if needed, I want City to pay -----6--------10----------10----------2------- --3--New user to pay In terms of costs for ongoing operations of building, I want City to pay ---------3----------------9---------------------14---New user to pay How important is it to you that the use in the building be related to the need for auto/parking? Low Priority--24-----------------------3-----------------------1--High Priority How important is it to you that the use in the building be related to the need for walking/public transit? Low Priority--2-------------------15------------------9-------2----High Priority How important is it to you that use is compatible with Aspen Area Community Plan? Low Priority----3-----------------14--------------------------6----High Priority I think it is very important to… Determine use now-15----5-Leave space empty/flexible now and see how it goes I am interested in a Use that fits my values--13--------------3--A use that generates revenue for City P25 I. 20 I am interested in seeing a use that fits this category: Art 17 yes 2 no Culture 19 yes 2 no Environment 9 yes 8 no Health 3 yes 4 no Education 22 yes 3 no Non-Profit 20 yes 0 no Food 3 yes 9 no Lodging 3 yes(Youth Hostel)13 no Community Center 14 yes 2 no Business/Commercial 1 yes 12 no Housing 0 yes 12 no Offices 4 yes (non-profit) 11 no Meeting Space 9 yes 2 no Mixed 13 yes 0 no Science Museum 12 yes 18 no Black Box Rehearsal space 22 yes 1 no I am interested in seeing the grounds outside: Developed more as a park 4 y 1 n Innovative gathering space 7 y 2n Having a separate operator - purpose than indoor use 3 no Mixed 10 yes 1 no Other (please fill in) Fit use of building 2 yes P26 I. 21 What uses, if any, are unacceptable in this space? It would be a disaster if this space… Replicated an existing entity/organization in town; wasn’t open to the community; retail; government space; anything to do with government or RFTA; Police station; was dedicated to one purpose; was a science center; ended up a financial burden to the community It would be totally awesome if this space… Was made available for performing artists/theater companies who struggle to find adequate space to rehearse and perform. A need currently exists in the community for such a venue; Youth hostel; science center; community access TV station/media center; empowerment; event space – interior and grounds; performing arts/rehearsal space for all; was left as flexible as possible; community “hive” – incubator space for collaboration and innovation; it is the perfect solution for providing space for performing artists - the Wheeler expansion was intended to provide this but was too costly. There is a dire need for rehearsal space; Multi-use-science center/education facility and space for other groups that are community oriented I could live with… I think if we did this, it would be a defining space for Aspen… Multi-use, science center would add to total value of Aspen experience for locals and tourists alike if we decided on a use collaboratively, it would inspire Aspen kids to excel in science where the future jobs are P27 I. 22 What Do You Want to Happen in the Old Power House? • A healing center, rejuvenation center, community center, inspiration center for massage, yoga, classes on healthy living, mindfulness classes or groups, any kind of support groups or therapy, healthy cooking classes, health practices of any sort • The Old Power House is unique in having a very high ceiling making it suitable for a “black box” space. Also the Wheeler is now booked so heavily with live events that the art film program needs another space. So I call this a black box space but really it needs to be multi-use for all kinds of public events. It could be run by Wheeler in scheduling and operation • I have thought for a long time the Power House Building should be returned to the community for multiple uses. Let the long term use(s) happen organically. Science, yoga, dances, art, picnics, a COMMUNITY CENTER call all work together. Maybe office uses upstairs and event and daily use downstairs. Torre • Event space both interior and exterior. Aspen needs more space to host events. The galleries are good open spaces to house a good amount of people. The grounds are amazing for events. (I got married there). Interior could be amended to have kitchen space for food prep on site or to better partner with caterers. Parking is a challenge but we could coordinate with public parking garage and walk across Rio Grande or offer some sort of electric car shuttle service. • It would be so wonderful to have the space used by the science center. The kids of the community need it. There is basically no science taught at the elementary school and kids love science. • I really want the parking issue(s) to be addressed. NO MORE illegal parking on the roadway(s). Thank you!! Patty Clapper • Small theatre groups have no place for rehearsal, sometimes can’t afford district theater or Wheeler, can’t obtain Black Box because of school use and compete for Red Brick Studio Space. There are many quantity theater groups in and around Aspen who lack sufficient space to create and perform • Adequate space for our community access TV station, non-profit community hub serving all non-profits and citizens of the RFV, as well as creating a living archive of Aspen for the last 40+ years • Aspen Jewish Congregation – We promote interfaith understanding and cooperation and spiritual guidance for all who seek it. I can envision a scenario where we are the main tenant but the building’s spaces (social, sanctuary, meeting rooms) are open to the public for use by other non-profits and community groups in the valley. We could host interfaith and civic events as well. We are invested in the broadminded project of making Aspen healthier in body, mind and spirit that is perfectly compatible with our own mission. We are financially stable with an infrastructure of staff and leadership and equipped to manage a resource like this P28 I. 23 • A science center where families can all enjoy and experience science to promote Aspen’s legacy for interest in science. It could be a magical place where families bring their kids, set’s us apart from other ski/hiking resorts • Above answer in conjunction with a children’s museum that engages “kids” of all ages and inspires volunteerism for middle/high schoolers and older • Support the idea of a science center, good for the community and great interactive use for the building and grounds • A space that continues to pull in locals and visitors as a way to build community (like AAM does) but offers something new (science, hike/bike welcome, etc.) that isn’t offered through another space or organization • Multi-purpose – diverse organizations, synergy in ideas and programs • Ski museum • A science center benefits everyone in the community as well as visitors • Keep or maintain a historical record (display) of past use, ie. Hydro-electric and mine history of this historic site – Jim Markalunas • Multi-purpose, eco-education/community space for sharing ideas, resources, etc. between non-profits/NGO/etc. • Black Box/rehearsal space/performing arts space for small productions to be used by all theater companies in town • Science museum for families, kids and adults • River ‘energy’ science center (coordinate with RMI), combination of users/uses: science center; performing arts, river center, focus on exterior and interior P29 I. 24 Mad Libs Worksheet In twenty years when I am relaxing in Aspen, hanging out at the river thinking about the input the community (location in Aspen) gave about The Old Power House, I will say I’m so glad I said this was my top priority for the project: environment/eco education (what value project exemplifies) at the City’s Open House meeting. When guidebooks and magazines report on Aspen, they will say that using the space as an eco think tank, multi use sustainability in action project contributed to placemaking (noun/use) in Aspen because it added innovation , leadership and (adjective or noun) (adjective or noun) heart to our city. I will say I am glad the new (adjective or noun) user contributed this quality to our community: innovative environmental stewardship in Action by sustainable building (a biophilic would be great) filled with exo-non-profits working to solve global and local environmental problems. Aspen CAN DO THIS!!! P30 I. 25 Mad Libs Worksheet In twenty years when I am relaxing in Aspen, hanging out at Highlands bowl thinking about the input the community (location in Aspen) gave about The Old Power House, I will say I’m so glad I said this was my top priority for the project: awesomeness! (what value project exemplifies) at the City’s Open House meeting. When guidebooks and magazines report on Aspen, they will say that using the space as Aspen Center for Mindfulness and consciousness contributed to placemaking (noun/use) in Aspen because it added vitality , curiosity and (adjective or noun) (adjective or noun) Progressive thinking to our city. I will say I am glad the new (adjective or noun) user contributed this quality to our community: LOVE! P31 I. 26 Mad Libs Worksheet In twenty years when I am relaxing in Aspen, hanging out at The community hot tub thinking about the input the community (location in Aspen) gave about The Old Power House, I will say I’m so glad I said this was my top priority for the project: diversity/arts/environ/youth/education (what value project exemplifies) at the City’s Open House meeting. When guidebooks and magazines report on Aspen, they will say that using the space as the Community Hive contributed to placemaking (noun/use) in Aspen because it added diversity , inter-disciplinary experience and (adjective or noun) (adjective or noun) connection to our city. I will say I am glad the new (adjective or noun) user contributed this quality to our community: Partnership. P32 I. Attachment B P3 3 I. Bryant Arts Center - Granville, OH former Cleveland Hall gymnasium at Denison University Lower Manhattan Cultural Council Arts Center - New York, NY former munition storage and military offices 1 P3 4 I. Jefferson Market Library - New York, NY former Jefferson Market Courthouse City Hall Annex - Cambridge, MA former Harvard Grammar School 2 P3 5 I. Children’s Museum of Phoenix - Phoenix, AZ former Monroe School Des Moines County Heritage Center - Des Moines, IA former Burlington Public Library 3 P3 6 I. Greater Cleveland Aquarium - Cleveland, OH former Cleveland FirstEnergy Powerhouse Red Brick Center for the Arts - Aspen, CO former Red Brick School 4 P3 7 I. Attachment C Community Center Mock Calendar and Ideas As a pure community center, along with programming as seen below, there are other things the center could offer.  Center could use office space on second floor to host visiting writers, artists, scientists, engineers, designers, etc. who can work in the OPH for a month and also give public lectures. Community center could program visitors for a year out and have a group of rotating visitors that would add vitality to the center’s offerings.  Room rentals could be a large part of a community center so outside groups can have board meetings or get other business done in the space.  Rental for events such as benefits, weddings, parties, etc.  Use part of the office space for a sort of HIVE space where seamstresses, craftspeople, filmmakers etc. work during the day to collaborate on different projects. Based on feedback on Open City Hall and the open house, there is significant interest in seeing the Old Power House function as a community center. There could be opportunities given the desire and willingness of many organizations to share the space to create a project that meets a majority of the ideas, needs and hopes that have been expressed. These are some basic ideas for how to create a center for all.  Add stipulation in RFP for a certain amount of days for community center with diversity in programming as mandatory and have board oversight on what constitutes community activities  City runs community center but “time shares” the space if others want it for more than two days in a row. Organizations and groups fill out applications for segments of time they want to use the space  City runs community center but divides up the physical space into pieces that different people can use at the same time  City runs community center but divides up the hours of the day for others to bid on for their uses  Partnership between City and a conglomerate of organizations that bid together to create a multi-purpose community center that also highlights bidding organizations’ needs and desires Below you will see two different mock-ups of what a community center might look like. One is programming the space as an exclusive community center. The second is a hybrid scenario. These are by no means exhaustive representations of what a community center might look like but meant to offer some examples and get your imaginations going. P38 I. Sample Month – Pure Community Center Sun Mon Tues Wed Thu Fri Sat 1 2 3 4 5 6 7 New Year’s AA meeting Meditation Tai Chi Room Rental AA Meeting Coffee and Day Potluck Room Rental Kids Dance Tech help Canning AED Training Conversation First Aid Lunch Lecture Kids Music Genealogy Stocks 101 Kids Homework Help Science Hour Youth Leadership Free Yoga Watercolor Free Pop Up Shop Scavenger Hunt Poetry Night Barter Hour Cooking Class Film Appreciation Community Lecture Energy Efficiency Tips Family Dance 8 9 10 11 12 13 14 AA Meeting Meditation Tai Chi Room Rental AA Meeting Bridge Club Room Rental Writing Group Acoustic AM Room Rental Kids Matinee Play Dough Hour Card games Free Yoga Kids Comedy Random Kindness Group Scrabble Tournament Homework Help Pechakucha Teen ping pong Public Service Club Ropes and Pulley Class Kids Math Explosion Health Lecture Music Concert Salon Night Storytelling Night Community Class Travel Club Teen Dance 15 16 17 18 19 20 21 AA Meeting Meditation Tai Chi Room Rental AA Meeting Engineering with Legos Public Speaking Room Rental River Walk Used Book Exchange Altitude Gardening Flea Market Day Mind Body Photo Competition Free Yoga 48 hour film Knitting Club 48 hour film Homework Help Songwriters and Stories Kids Cooking Visiting Resident Talk Mah Jongg Aspen Chess Tournament Parents Night Out Bronco Night Stand-up Comedy Pop-up Gourmet Community Class Swing Dance Motown Night 22 23 24 25 26 27 28 Gospel breakfast AA Meeting Meditation Tai Chi Room Rental AA Meeting Reuse Craft Toy Trade Tech Tips CPR Class Floral Design Event Rental Dog Obedience Room Rental Writing for Kids Free Yoga Sewing Class Senior/kid activity Homework Help Healthy Cooking Class Finance Talk Room Rental Author reading Singles Dinner Teen Bingo Improv Class Family Picnic Bingo Bar Night Community Class Open Mic Night 29 30 31 Bagels and Blues Craft Class Meditation Cookie Bake-off Entrepreneur lecture Nutrition Lecture Homework Help Documentary Night Badminton Tournament Bocce Tournament Visiting Lecturer International Night Drum Circle P39 I. Sample Three Months – Community Center with Major Partnerships Sun Mon Tues Wed Thu Fri Sat 1 2 3 4 5 6 7 Community Community Community Events Events Events Prep for Exhibit Prep for Exhibit Prep for Exhibit Prep for Exhibit Room Rental Room Rental Room Rental 8 9 10 11 12 13 14 Science Science Science Science Science Science Science Exhibit Exhibit Exhibit Exhibit Exhibit Exhibit Exhibit Night Events Night Events Community Night Night Events Community Night Night Events Community Night 15 16 17 18 19 20 21 Science Science Science Science Science Science Science Exhibit Exhibit Exhibit Exhibit Exhibit Exhibit Exhibit Night Events Night Events Community Night Night Events Community Night Night Events Community Night 22 23 24 25 26 27 28 Science Science Science Science Science Science Science Exhibit Exhibit Exhibit Exhibit Exhibit Exhibit Exhibit Night Events Night Events Community Night Night Events Night Events Community Night Night Events 29 30 31 Exhibit Exhibit Exhibit Break Break Break Down Down Down P40 I. Sun Mon Tues Wed Thu Fri Sat 1 2 3 4 5 6 7 Community Community Community Community Community Community Community Center Center Center Center Center Center Center 8 9 10 11 12 13 14 Mind Body Mind Body Mind Body Mind Body Mind Body Mind Body Mind Body Theater Theater Theater Theater Theater Theater Theater 15 16 17 18 19 20 21 Theater Theater Theater Theater Theater Theater Theater 22 23 24 25 26 27 28 Theater Theater Theater Theater Theater Theater Theater 29 30 31 Community Community Theater Center Center P41 I. Sun Mon Tues Wed Thu Fri Sat 1 2 3 4 5 6 7 Community Community Community Community Community Community Community Center Center Center Center Center Center Center 8 9 10 11 12 13 14 Environment Environment Environment Environment Environment Environment Environment 15 16 17 18 19 20 21 Environment Environment Environment Environment Environment Environment Event Rental 22 23 24 25 26 27 28 Local Art Show Local Art Show Local Art Show Local Art Show Local Art Show Local Art Show Local Art Show 29 30 31 Community Community Community Center Center Center P42 I. Page 1 of 5 MEMORANDUM TO: Mayor and City Council FROM: Jack Wheeler, Project Manager THRU: Scott Miller, Capital Asset Director DATE OF MEMO: April 2, 2014 MEETING DATE: April 8, 2014 RE: City of Aspen Municipal Facility Master Plan Update. REQUEST OF COUNCIL: Staff to update Council on progress of the Facility Master Plan Project and request approval for additional services. PREVIOUS COUNCIL ACTION: City Council approved the Facility Master Plan Project contract in the amount of $212,206 on January 17, 2014 for RNL and Charles Cunniffe Architects. This project aligns with Councils 2014 Top Ten Goal number 4 & 5. BACKGROUND: The Council top ten goals for 2014 include development of a comprehensive Facility Master Plan and a close look at the Mountain Rescue and Old Power House properties for repurposing. The Capital Asset department staff is working in conjunction with the hired consultants to move these projects forward. Each defined goal has selected Champions and we have established a staff steering committee for this project. DISCUSSION: Project Update: The project is moving forward rapidly and we are in the process of information gathering and analysis. Twenty four departments have been surveyed and interviewed and the team has toured through existing department facilities. The team is currently putting together program square footage needs for each of the departments, including personnel and support space needs. This will develop a holistic long term space needs platform for the City to plan effective maintenance and strategic asset management for our current operational needs as well as a framework reaching out ten and twenty years. This information will be vetted thoroughly by the team, and the findings presented in May as we move into phase two of this project and start looking at some planned solutions to our immediate space needs of a new facility for the Aspen Police Department (APD) in the next five years and an achievable solution bringing the tenants of the Annex into City owned and operated facilities. Along with the space needs summary by department, a write up for each department will be written, noting: operational issues the department is facing, affinities with other departments and programs, visitors to the group, conferencing requests, vehicle/parking needs, security and privacy concerns, and location survey on public service. P43 II. Page 2 of 5 Seventeen site assessments are being produced, a portion, primarily for the downtown core, (Draft attached) have been completed. These assessments are looking at development potential, zoning constraints including maximum FAR, maximum building height, and building setbacks. This information will allow the team to determine the maximum developable land and space (GFA) for future development. Between the site assessments and the facility assessment (below), the information will give us a clear asset inventory to base current and future space needs planning on. Fourteen facility assessments are in the process of being completed. The level of detail in the assessments will include the condition and maintenance of: exterior envelope, interior finishes, code compliance, life safety, ADA, mechanical, electrical, and plumbing systems. Once these assessments are completed this information will be developed into facility specific twenty year Capital Maintenance Plans (see sample attached) that will give us a comprehensive decision making and budgeting tool to maintain City assets. We have upcoming meetings April 9th and 10th to update the Police department on program findings, April 30th and May 1st we will discuss development opportunities, Police department final program needs and alternatives, and internal informational outreach to City staff. We are working with Mitzi Rapkin to go on the TV with her to introduce the project at that level. We understand that the process needs to be informative and transparent and we will work closely with the Champions, the Managers office and the steering committee to discuss public outreach as we start seeing deliverable’s and move into looking at the solutions to our most pressing needs. There have been a number of areas that have become clear that needed to be added to the original scope of work as we have gleaned information on this project. Staff has requested an additional service Change Order from RNL / CCA to include the Wheeler Opera House, The Aspen Ice Garden, Aspen Electric Puppy Smith Street Location, The Streets Department and the Recycle Lot to the project. In order to have a complete understanding of our real estate portfolio and the investment needed to maintain these facilities they should be included in the project. The additional services cost is $80,000.00 which will increase the approved project budget by $33,206. The Wheeler Opera house would contribute $10,250.00. If council agrees we will bring a contract amendment to the spring supplemental process along with placing the contract amendment on a future consent agenda. The attached table shows the original scope matrix and added scope. The project is progressing closely to the original project schedule and an updated milestone schedule is attached. P44 II. Page 3 of 5 FINANCIAL/BUDGET IMPACTS: The council-approved budget for 2014 is $317,000. The revised budget including the additional services recommended will increase the approved budget by $33,206. The Wheeler Opera House will contribute $10,250, the balance of $22,956 which will be addressed in a Spring Budget Supplemental. See attached Table     RECOMMENDED ACTION: Staff recommends approval of the add service of $80,000 CITY MANAGER COMMENTS: ATTACHMENTS: Draft Site Analysis  Sample 5 year Cap Plan  Draft Rio Grande Facility assessment  Updated schedule   Process Matrix  Project Budget Table                                                        P45 II. Page 5 of 5 Facility Master Planning Project Description Amount Proposed Funding - AMP Fund Police Facility Project (Police) $100,000 Master Planning Project (Asset) $100,000 Offices, Storage, and Housing Dev. Project (ARC) $100,000 Capital Payroll - (Staff) $17,000 Subtotal $317,000 Project Estimate Contract for Service $212,206 Additional Services per Council Direction $0 Contingency (10%) $21,000 Staff Time (Staff)* $37,000 Subtotal $270,206 Available Funding for amendments $46,794 *Jeff and Jack are currently allocated to other projects in 2014 Amendments - Additional Facilities as of 3/26/2014 $80,000 Funding Shortfall With/contingency of $21K ($33,206)     P46 II. CITY OF ASPEN FACILITIES MASTER PLAN Aspen Colorado Site Analysis and Zoning Review April 2014 DRAF T P4 7 II . 0 100 2000 4000 Site Locations (1) Aspen Recreation Center (2) Aspen Golf Course (3) Truscott Office Building (4) Aspen Parks Department (5) Mountain Rescue Property (6) Aspen Art Museum (7) Yellow Brick Building (8) Aspen City Hall (9) Rio Grande Building (10) Office at the Parking Garage (ACRA) (11) Lift 1A Park Property (12) Lot at Mill and Rio Grande Place (13) Zupancis Property (14) Wheeler Opera House (15) Ice Garden (16) Aspen Electric Puppy Smith (17) Recycle Lot (18) Streets Department (1) (2) (3) (4) 1/4 Mile Radius (18) (5) (6) (11) (13) (14) (15) (16) (17) (7) (8) (9) (10) (12) C i t y o f A s p e n L i m i t s P4 8 II . Legend towns DISTRICT A AH C C-1 CC CL L MU NC OS P PUB R-15 R-15A R-15B R-3 R-30 R-6 R/MF R/MFA RR SCI SKI WP notzoned Legend towns DISTRICT A AH C C-1 CC CL L MU NC OS P PUB R-15 R-15A R-15B R-3 R-30 R-6 R/MF R/MFA RR SCI SKI WP not zoned 0 100 2000 4000 Zoning Map (1) Aspen Recreation Center (P, SPA) (2) Aspen Golf Course (ACS, PUB, P, OS ) (3) Truscott Office Building (RMF) (4) Aspen Parks Department (PUB) (5) Mountain Rescue Property (PUB) (6) Aspen Art Museum(PUB, SPA) (7) Yellow Brick Building (R-6) (8) Aspen City Hall (PUB, P) (9) Rio Grande Building (PUB, P, SPA) (10) Office at the Parking Garage (ACRA) (PUB, SPA) (11) Lift 1A Park Property (P ) (12) Lot at Mill and Rio Grande Place (PUB, SPA) (13) Zupancis Property(SCI, CC, C-1) (14) Wheeler Opera House(CC) (15) Ice Garden (PUB) (16) Aspen Electric Puppy Smith(R-15 ) (17) Recycle Lot (PUB, SPA) (18) Streets Department(PUB) P4 9 II . 0 50 100 200 As p e n G o l f C o u r s e P r o p e r t y L i n e Maroon Creek Wetlands Golf Cart Barn Tennis Club House Golf Club House Golf and Tennis Parking Arrival Plaza Truscott Housing Parking Junior Golf Club Golf Administration Truscott Detention Pond Golf Course Truscott Bus Stop Steep Slopes Maroon Creek Hwy 82 P5 0 II . 0 50 100 200 (2) Aspen Golf Course Truscott Parking Lot View to Golf Club House Un-programmed Area Golf Cart Barn Golf Parking Lot/ View to Highlands Parking Lot Snow Storage Area Utilities Pedestrian Trail to HWY 82 Snow Storage/ View to Buttermilk Entry Plaza Detention Pond Pedestrian Underpass P5 1 II . 0 50 100 200 As p e n G o l f C o u r s e P r o p e r t y L i n e Maroon Creek Wetlands Golf Cart Barn Tennis Club House Golf Club House Golf and Tennis Parking Truscott Housing Parking Junior Golf Club Golf Administration Truscott Detention Pond Golf Course Truscott Bus Stop City o f A s p e n L i m i t s Steep Slopes Maroon Creek Hwy 82 Legend Parcel Line Pedestrian Walk View Shed Views to Buttermilk and Highlands Views over Golf Course to Red Mountain Arrival Plaza P5 2 II . 0 50 100 200 (2) Aspen Golf CourseSite Analysis The Aspen Golf Course Site is composed of a golf course, golf club house, golf cart barn, tennis club and 6 courts, parking lot and pedestrian trails. The site receives significant cross-country skiing in the winter. A parcel of land within the property boundary is dedicated to Truscott Housing and Truscott Parking. The site (not including golf course) is approximately 5 Acres. Only a small portion of the site is currently undeveloped (approximately .15 Acres). No other site areas would be considered for redevelopment without altering or deleting golf, tennis, parking or the Truscott Housing. Parking Lot - A large portion of the parking lot was dedicated to snow storage with orange construction cones. Much of the parking lot is under utilized portions of the year, but events would require at least this many surface parking. Grade Change - The Golf Club House is set 3’ - 4’ above surrounding grades, accessed by stairs. Other topography is less severe and does not present access challenges. Views - The site hosts significant views towards Buttermilk, Highlands and Red Mountain. North-west and South-east building orientations capture these views. Noise - Portions of the site are impacted by the noise of Highway 82. Mitigation would be valuable if sites were to be considered for redevelopment. Utilities - The site contains several large utilities including the gas utilities at the northern, Highway 82 property edge and the transformers west of the Golf Club House. Pedestrian Connectivity - The site contains several connections to several City and Open Space amenities including: • Truscott Bus Stop • Maroon Creek Wetlands • Cross Country Skiing • Truscott Housing • Golf and Tennis • Highway 82 Pedestrian Underpass Zoning Review Park (P) Permitted Uses: Open-use recreational facility, park, play field, playground, swimming pool, golf course, riding stable, nursery botanical garden. Conditional Uses: Recreation building, sport shop, restaurant facility, park maintenance building and farmer’s market. Open Space (OS) Permitted Uses: Paved and unpaved walkways, benches, sculpture, water features, architectural down lighting, sculptured or manicured landscape features and fencing. Golf Course Support Overlay Zone District (GCS) This park zone district is designated with a Golf Course Support (GCS) Overlay Zone District. The purpose of this zone district is to provide for the use of public golf courses and adjacent support facilities in the mot compatible manner practicable, with the park character remaining dominant. Permitted Uses: Lodge, conference facilities, restaurant and bar, sport shop, golf maintenance facilities, active recreational facilities such as tennis courts and swimming pools, housing for lodge employees, parking lot and all of the permitted uses of the Park Zone District. Trees - Mature trees contribute to the value of the golf experience and should be preserved. Drainage - Water flows from Highway 82 to the South, South-east over the Golf Course. Golf Administration - Golf Administration is housed in the Truscott Office Building. Future development of the site might look at the efficiency of locating administration closer to the Club House. 1.7 M i l e s P5 3 II . 0 10 20 40 Trash Alley Public Parking Bike Racks Demonstration Garden Utilities Public Parking Entrance ADA AccessSpruce Spruce On Street Parking Grade Change 12-18” Entrance Bike Rack Trash/ Recycling Stage Conner Memorial Park Table Benches Benches Table SpruceUtilities Fountain Basement Entrance Building Encroachment Over Parcel E Hopki n s A v e S G a l e n a S t City Hall P5 4 II . 0 10 20 40 East Utilities, FountainStairs, Lower Building Entrance, 12-15’ GradeConner Memorial Park S Galena St. Entrance Alley, Public Parking, Snow Storage Bike Rack, Snow Storage, ADA Access S Galena St, Sidewalk, Parking, Trees Alley, Utilities Public Parking, Snow Storage Sidewalk, Bike, Trash/Recycling Alley Entrance, ADA Access Demonstration Garden (8) Aspen City Hall P5 5 II . 0 10 20 40 Legend Parcel Line Pedestrian Walk Community Tree Trash Alley Public Parking Bike Racks Utilities Public Parking Entrance ADA Access Spruce Snow StorageOn Street Parking Grade Change 12-18” Entrance City Hall Bike Rack Trash/ Recycling Stage Conner Memorial Park Table Benches Benches Table Spruce Utilities Fountain Stairs Lower Entrance 12-15’ Grade Change Building Encroachment Over Parcel E Hopki n s A v e S G a l e n a S t 3060 SQ FT P5 6 II . 0 10 20 40 (8) Aspen City Hall 1/4 Mile Radius Site Analysis The site of Aspen City Hall, formerly known as Armory Hall, is listed on the National Register of Historic Places. It was originally built to serve as the headquarters for the local militia and as a community gathering space. Today this structure houses many of the City of Aspen and Pitkin County governmental departments. Access - The site is reflective of the typical street grid pattern encouraged by the City of Aspen’s Historical Design Guidelines. Pedestrian sidewalks surround three sides of the building while a 4th side is adjacent to Conners Memorial Park. Access to the main floor occurs in the alley and from the sidewalk parallel to South Galena Street. The basement can also be reached from a series of stairs accessed from Conners Memorial Park. Parking - twelve public parking spaces from the alley can be used for business with the City of Aspen or Pitkin County. On street parking wraps the corner of South Galena and East Hopkins Avenue. Parcel and Setback Encroachment - The structure of City Hall extends beyond setbacks and parcel boundaries. Under Aspen’s Land Use Code (section 26.312.030) historic structures may be extended into front yard, side yard and rear setbacks, may be extended into the minimum distance between buildings on a lot and may be enlarged if the enlargement does not exceed the allowable floor area of the existing structure by more than five hundred square feet. Trees - Characteristic of pedestrian streets of Aspen, deciduous trees line the public sidewalks. Three, large spruce trees are located between the two parcels. A small demonstration garden is located between the alley parking and the walled access to the basement level. Conner Memorial Park is located adjacent to the City Hall building. The park space is used in part for the Saturday morning farmer’s market, and remains a passive space most other times. A stage, picnic table, benches and lawn make up the park program. Zoning Review Public (PUB) The purpose of the Public Zone District is to provide for the development of governmental, quasi- governmental and nonprofit facilities for cultural, educational, civic and other nonprofit purposes. Permitted Uses include: library, museum, post office, hospital, essential government and public utility uses, facilities, services and buildings (excluding maintenance shops), public transportation stop, terminal building and transportation-related facilities, public surface and underground parking areas, fire stations, public and private schools, public park, arts, cultural and recreational activities, accessory buildings and uses, public and private nonprofit uses providing a community service and child care center. Conditional Uses include: maintenance shop and affordable housing. Inventory of Historic Landmark Sites and Structures - Since the site is listed on the Inventory of Historic Landmark Sites and Strucutres, a development application review would be subject to review by the Historical Preservation Commission (HPC). If the Community Development Director deems the deveopment application to generate significant community interest, the application will be reviewed jointly by the Planning and Zoning Commission and the Historic Preservation Commission. The brick building dating back to the 1890s is classified as “Aspen Victorian.” Any development woudl require approval of a development order and either a certificate of no negative effect or a certificate of appropriateness before any permits or work authorization. The historical nature of the site warrants other considerations: • This lot is not required to meet the minimum lot area requirement of its zone district. • Community Development Department may determine neighborhood outreach is required. • Utility encroachments into the alleyways shall be minimized but may be allowed if the historic strucutre dictated such an encroachment. • To preserve and maintain the historic and architectural character of the structure, the HPC or City Council may approve variations from the Utilities - Between the north facade and the alley parking, several large utilities are fenced in to serve utility services and technology needs of City Hall. Snow storage - Snow Storage is limited on the site. Snow can accumulate in the park, however, these areas are limited to man moved snow. Trash and Recycle - The north-east corner of the site (end of the parking lot) is the location for trash and recycling receptacles. Pedestrian Walkability - This site is being considered the “hub” for pedestrian walkability. A quarter-mile is a comfortable walk radius for pedestrians to travel without a bike or vehicle. Other sites will be evaluated in relationship to this pedestrian core. Land Use Code and make recommendations to the Chief Building Official to grant exceptions to the International Building Code. • The structure cannot be demolished unless approved by the HPC. • Park reductions are permitted. The site is subject to the City of Aspen Historic Preservation Design Guidelines; including: • Promote creative, contemporary design that reflects the historic context. • Maintain traditional building scale. • Reflect the variety of building heights seen historically. • Accomodate outdoor public spaces. • Promote variety in the street level experience. • Preserve the integrity of historic resources within the district. P5 7 II . 4/2/2014 (1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) ( 6 ) ( 7 ) ( 8 ) ( 9 ) ( 1 0 ) ( 1 1 ) (12) Pr i o r i t y Nu m b e r Pr o j e c t # Ca t e g o r y L o c a t i o n / Bu i l d i n g Pr o j e c t T i t l e - N u m b e r o f P h a s e s T o t a l Pr o j e c t Co s t Pr i o r Ap p r o p r i a t io n FY 1 4 / 1 5 Bu d g e t Re q u e s t FY 1 5 / 1 6 Bu d g e t Re q u e s t FY 1 6 / 1 7 Bu d g e t Re q u e s t FY 1 7 / 1 8 Bu d g e t Re q u e s t FY 18/19 Budget Request 5FS F E R Mo d e r n i z e E l e v a t o r s $1 2 1 , 0 0 0 $ 0 $1 2 1 , 0 0 0 1FS Al l  Lo c a t i o n s ‐  As b e s t o s  As s e s s m e n t  &  Em e r g e n c y  Re m o v a l   $3 1 8 , 0 0 0 $ 0 $3 1 8 , 0 0 0 3FS G R Mo d e r n i z e E l e v a t o r s $3 6 6 , 5 7 5 $ 0 $ 3 6 6 , 5 7 5 4FS G J Mo d e r n i z e  El e v a t o r s $5 3 3 , 1 0 0 $ 0 $ 5 3 3 , 1 0 0 2FS Cr i t i c a l  Li f e  Sa f e t y  El e v a t o r  Up g r a d e s ,    Se r v i c e   Bu i l d i n g $5 5 8 , 8 0 0 $5 5 8 , 8 0 0 KJ O Re h a b i l i t a t e  El e v a t o r s $6 9 6 , 3 0 0 $6 9 6 , 3 0 0 8EL K I P UP S T r a n s f e r S w i t c h $2 0 2 , 5 3 8 $ 0 $2 0 2 , 5 3 8 6FS K I P Mo d e r n i z e E l e v a t o r s $2 5 7 , 2 5 0 $ 0 $2 5 7 , 2 5 0 16 F S G J Em e r g e n c y / L i f e S a f e t y U p g r a d e s $3 0 8 , 7 0 0 $ 0 $ 3 0 8 , 7 0 0 9 H V A C K I P HV A C S y s t e m U p g r a d e / V A V B o x e s Re p l a c e m e n t ( 3 P h a s e s ) $1 , 8 5 6 , 8 1 3 $ 0 $3 5 6 , 8 1 3 $7 5 0 , 0 0 0 $ 7 5 0 , 0 0 0 15 F S F E R Re p l a c e F i r e A l a r m $5 1 4 , 5 0 0 $ 0 $ 5 1 4 , 5 0 0 10 F S A N N E X Re p l a c e  ge n e r a t o r $6 3 0 , 7 8 4 $ 0 $ 6 3 0 , 7 8 4 11 F S H S B Re p l a c e  ge n e r a t o r $7 5 1 , 7 5 0 $ 0 $ 7 5 1 , 7 5 0 7HVA C H S B Re p l a c e  Ab s o r b e r  an d  Re p a i r  th e  Ma i n  Ch i l l   Wa t e r  Lo o p  (2  ph a s e s ) $1 , 6 4 3 , 3 0 4 $8 9 3 , 3 0 4 $7 5 0 , 0 0 0 17 S T A N N E X Re p a i r E x t e r i o r W a l l s a n d W i n d o w s L e a k s ( 2 Ph a s e s ) $1 , 8 5 2 , 5 8 0 $ 0 $ 9 2 6 , 2 9 0 $ 9 2 6 , 2 9 0 13 S T C D In f r a s t u r c t u r e  As s e s s m e n t  an d  Re p a i r s $9 5 0 , 0 0 0 $ 0 $9 5 0 , 0 0 0 14 H V A C C D Va r i a b l e A i r V o l u m e B o x e s R e p l a c e m e n t $1 , 0 1 8 , 1 7 7 $ 0 $ 1 , 0 1 8 , 1 7 7 23 F S D R Pr o x i m i t y C a r d R e a d e r s $2 0 0 , 0 0 0 $ 0 $ 2 0 0 , 0 0 0 19 I G F B Re p l a c e H a z a r d o u s P a r k i n g L o t s / S i d e w a l k s $3 3 7 , 3 7 0 $ 0 $ 3 3 7 , 3 7 0 22 R F C D Re p l a c e D e t e r i o r a t e d R o o f $4 1 3 , 8 1 2 $ 0 $ 4 1 3 , 8 1 2 25 R F F O J Re p l a c e R o o f & C C F R o o f A s s e s s e m e n t s $5 1 4 , 5 0 0 $ 0 $ 5 1 4 , 5 0 0 $2 , 5 9 3 , 7 7 5 $ 6 , 8 1 0 , 1 0 6 $ 3 , 8 9 1 , 9 7 2 $ 7 5 0 , 0 0 0 $ 0 $1 4 , 0 4 5 , 8 5 3 (1 2 ) T o t a l s f o r e a c h F i s c a l Y e a r (1 3 ) G r a n d T o t a l o f t h e F i v e Y e a r P l a n 1 of 1P58II. City of Aspen  Master Plan Tentative Meeting Schedule    Updated 4‐02‐14    PHASE 1            ___  February – Tuesday 18   Travel         4 hours   Working lunch RNL & CCA & DW (11:30‐1:00)    1.5 hours   @COA   Project Kick‐Off /Goal Setting   (1:00‐5:00)    4 hours  @COA  February ‐ Wednesday 19   Police Interview and Tours     (8:00‐11:00)    3 hours  @COA‐PD   Internal Outreach   (11:30‐1:00)    1 hour  @COA   Travel         4 hours  ________________________________________________________________________________________  March – Monday 3/ Tuesday 4/ Wednesday 5///Wednesday 12/Thursday 13     Travel           8 hours   Interviews and Tours (Qty. 22 per figure 1.1)     24 hours @ Depts   (Groups under 5 FTE =.5 hour, groups 5‐10 people =1 hour, groups over 10 people =1.5 hours.   Interview includes a review of the completed department questionnaire and a walk‐through of the  office space.)    Travel         8 hours    April –Wednesday 9/Thursday 10   Travel         4 hours   Police Update on Program Findings   (1:00‐5:00)  4 hours  Rio?    Present Preliminary Findings   (8:00‐10:00)  2 hours  Rio?    Travel         4 hours    April/May – Wednesday 30/Thursday 01 (specific meeting times to be determined)   Travel         4 hours   Present Alternatives on Police      2 hours   Review Property Development Potential     2 hours   Internal Outreach       1 hour   Travel         4 hours    May – Wednesday 21/Thursday 22   Travel         4 hours   Workshops/Charette to Develop Options    8 hours  (includes discussion with County)   Public Outreach        2 hours   Travel         4 hours          P59 II. BASE SCOPE OF SERVICES ADDITIONAL SCOPE Develop & Distribute Questionnaires Review Background Information Aspen Complete/ Return Questionnaires Present Revised Alternatives for Preferred Direction Review Questionnaires Review Property Constraints/ Opportunities Compile Draft Property Assessment Aspen Review & Provide Comments Develop Space Needs Program Develop Conceptual Level Plans Develop 20 Year Capital Plan (selected properties) Present Preliminary Findings Development Schedule/ Project Phasing Conceptual Land Use Analysis Identify Grant Opportunities Public Outreach Start Up Program Development Alternatives Development Finalize Master PlanData Collection + Property Inventory (Mar 28 - May 9)(May 9- Jun 20)(July - September)(Feb 17 - Mar 28) Meet week of Feb 10 Meet week of Mar 3 Meet week of Mar 31 and Apr 21 Meet week of May 19 (Feb 10) Draft Master Plan Present Recommendations to City Council Inventory Identied Properties • Establish Aspen’s Planning Steering Committee • Conduct Kick-Off Meeting • Collect and Review Existing Background Information • Confirm specific buildings/ sites to be included in Property Assessment • Confirm specific functions/ key contacts to be included in programming interviews, tours & data collection • Establish a project plan and schedule, with deliverables • Review concepts under consideration Review Property Development Potential with Community Development Workshops (with Break-out Sessions as Required) P H A S E O N E P H A S E T W O Rene Construction Cost Estimates • Conduct high-level conditions assessments of each property to be included: - current uses - underutilized uses - energy eciency - current development potential • Inventory site location, parking, SF and current occupants • Develop space needs questionnaire - review/approve • Distribute questionnaires to all identied functions • Collect completed questionnaires for review by RNL team • Conduct user group interviews to expand on questionnaire information, and tour current spaces occupied by users • Prioritize facility needs and schedule • Develop preliminary basic set of space standards guidelines to be used for planning purposes • Aspen to review and approve prior to applying guidelines to the overall program • Develop macro level space needs program by function, for current and ve years out, summarizing: - number and types of workspaces required for each department, - anities with other departments - citizen accessiblity - consolidation of public/customer facing functions - security and condentiality needs - le and storage needs - short term parking for customers and vehicles and employee parking - meeting and confernce room facilities • Project long-range requirements for each user group based on growth trend assumptions established in the ten year picture • Compare short and long term requirements with available space by specic space types to create a “gap analysis” • Review development potential of each property with Community Development to understand zoning constraints and land use approval process • Develop preliminary alternatives to meet short and long term needs • Conduct workshop to brainstorm overall city-wide needs and alternates at macro level • Revise and rene preliminary alternatives • Develop schematic options including cost estimates to accommodate space needs in the civic core • Propose alternatives to define SF of minimal, moderate, and extensive remodel, possible relocations, consolidations, and expansions, new construction, demolition or disposition (e.g. sale of property) • Develop 20 year Capital plan for indicated properties, including upgrades needed for current local and national energy codes and sustainable practices • Present schematic results and options to council • Develop Conceptual level architectural building plans, including schematic interior programming, architectural renderings, sketches, and responsible sustainable practices • Prepare development schedule, including phasing plans • Present construction estimates for the identied projects • Identify and provide support for possible grant opportunities • Prepare conceptual land use analysis • Formalize and present nal Municipal Facilities Master Plan • Dene and facilitate public outreach campaigns • Present recommendations to City Council • Financial Property Consulting providing services suchs as, property valuation, highest and best development use, etc. • IT/AV/Security recommendations and costs, other than an allowance in base budget numbers • Detailed Property Assessment including full building investigation: - code, ADA, structural, roof etc. - in-depth MEP systems analysis • IT/AV/Security Assessment Aspen Review and Approve Aspen Review and Approve Develop Alternatives Develop Schematic Options Formalize Master Plan and Rene Capital Plan Public Education/ Information Preliminary Cost Estimate Public Presentation Develop Police Space Needs Cost Analysis Draft Property Potential: Old Power House/Mnt Rescue Workshop to Develop Alternatives Early Police Programming/ Interviews Internal Outreach/ Department Heads Internal Outreach/ Department Heads Internal Outreach/ Department Heads Internal Outreach/ Department Heads Present Recommendations to City Council Workshops (with Break-out Sessions as Required) Project Kick-off, Visioning/Goal Setting Interviews and Functional Tours Key Points of Aspen Involvement Programming Team Fast Track: Police, Old Power House, Mountain Rescue Property Assessment Team Programming & Property Assessment Teams Combined LEGEND P6 0 II .