HomeMy WebLinkAboutagenda.council.worksession.20140819
CITY COUNCIL WORK SESSION
August 19, 2014
4:00 PM, City Council Chambers
MEETING AGENDA
I. Site-visit 301 Lake Avenue
II. Work Session - Facilities Master Plan Update
III. Introduction of Proposed Wheeler Improvement Projects for 2015
Page 1 of 4
MEMORANDUM
TO: Mayor and City Council
FROM: Jack Wheeler, Project Manager
THRU: Scott Miller, Capital Asset Director
DATE OF MEMO: August 11, 2014
MEETING DATE: August 19, 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 direction on space needs threshold questions.
PREVIOUS COUNCIL ACTION: Staff updated Council on April 8, 2014. This project aligns
with Councils 2014 Top Ten Goal number 5.
BACKGROUND: The Facility Master Planning Team has completed most of the field work
and are working diligently on compiling and developing the actual Master Plan document, which
will include Space Needs Analysis and solutions, Site and Facility Assessments for our
properties as well a comprehensive 20 year Capital Maintenance Plan. The first draft will be
presented to Council in September. Some critical issues that affect timing of space needs in the
downtown core are as follows:
Prior to the start of this project a memo of understanding (MOU) was put forward by the
County outlining that the Aspen Police Department will vacate their current County
owned location by early 2018.
This same MOU gave the County the ability to give the APCHA housing office one year
notice to vacate the offices they are housed in in Courthouse annex building, allowing the
County to move forward with a renovation of that building. This notice was given in
April and APCHA has since relocated to a leased space in downtown Aspen.
Spring 2014 the building that houses the City Hall Annex (Building and Engineering
Departments) was purchased and the new owner has let us know that the building will be
going through re-development and we should be prepared to move out in the next
eighteen months.
The FMP team has done a comprehensive space needs analysis of the city departments and has
identified a shortfall of about 50,000 square feet in the downtown core operations. The bulk of
this space shortfall is the need for an appropriately sized Police facility and replacement of
leased space, a lot of which we are currently losing. Growth of department services only
accounts for about 3000 square feet the overall need reaching to 2029. Identified downtown core
Functions have immediate needs and the steering committee has identified three threshold
questions that we need input from Council on to help us move forward.
P1
II.
Page 2 of 4
DISCUSSION: The attached space needs summary (Attachment A) outlines the needs by
department. The staff and consultant team has vetted these needs with HR, and the manager’s
office as well as the steering committee, and agree that these are the appropriate square foot
calculations that should be used for site selection and planning purposes. During the interview
and information analysis portion of this project the team had to look at our operations internally
as well as public facing services, this led us to look at what affinities there were between
departments operationally, and what would best serve our customers. If we are going to let our
operations dictate what space is best and how we can best serve the customer there were some
natural relationships that we felt need to be looked at. The chart below shows three circles of
relationship that have strong affinities to each other as well as make sense for public service as
well. In a perfect world the three circled affinity groups would be located in the same facility,
this combined with the need to build a new 15,153 square foot Police Facility led the steering
committee to three threshold questions that will lead us naturally into a solution using our
currently held assets in the downtown core.
1. What is the best location for City Hall functions?
2. How important is the Armory Building to the identity of City? And. City Hall
functions?
3. How important are the key department affinities?
P2
II.
Page 3 of 4
For all of the above departments it was the consensus of the team that all of these departments’
best serve the public by being located in the downtown core, preferably next to each other. This
led us to the answer of question one, which seems to be that City Hall needs to be in the
downtown core, close to where it is currently located. As we drill down on questions two and
three we realize that we can’t maintain the current size of the armory building and accommodate
the affinities so we show the following options outlined in the attached slides (Attachment B).
Option 1 - Armory two story addition and develop 15,153 sf Police facility and 13,331 sf city
offices at Zupancis: This scenario shows our strong tie to the Armory Building being the seat of
City Government and a two a story addition that would accommodate our operational affinities
that provide our services in the best way possible for the public, maintain the best operational
practices internally and also activate the park and create a new civic entrance to the City Hall.
Option 2 – Armory without addition and develop 15,153 sf Police Facility and 43,337 sf of city
offices at Zupancis: this scenario shows our strong tie to the Armory as being the seat of City
Government while only maintaining the Mayor and Council functions, City Managers, and the
closest operational affinities, all other functions would be located in the new Zupancis building.
Option 3 – New 63,000 sf City Hall on Zupancis this scenario allows the entire operation
detailed in the affinities diagram to be house under one roof and it would be one stop shopping
for our customers. This scenario would maximize the development of the Zupancis site and free
up the Armory building for other uses. This scenario represents the easiest option logistically as
we can build the building and then move the operation in. This solution is also the most
economical as we would address most of our downtown needs in one major project.
NOTE: In the scenarios we are using the Zupancis lot, we could substitute the Galena Plaza
building as well, but the cost to develop the Galena Plaza Building would be increased as
compared to Zupancis due to ground water issues and structural tie in issues with the existing
parking garage. Council may feel these expenses are worth it to activate the Plaza area with a
Civic Campus.
P3
II.
Page 4 of 4
FINANCIAL/BUDGET IMPACTS:
Staff has currently budgeted the following in the AMP beginning in 2015.
Design APD
$1,667,936 Budget 2015
Design City offices
$3,897,777 Budget 2015
APD Construction budget
$9,451,635 Start 2016 complete 2018
City office construction budget
$22,087,403 Start 2016 complete 2019
$37,104,750
These are estimates based on use and historic data of similar projects, part of the criteria in the
2015 project will be cost estimating services to accurately estimate the costs of the decided upon
solution.
RECOMMENDED ACTION: Council to answer the three threshold questions and give staff
direction on the preferred solution or solutions to move forward.
City Manager Comments: ______________________________________________________
Attachments:
A. Space Needs Summary
B. Presentation slides
P4
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P17II.
1
MEMORANDUM
TO: Mayor Skadron and Council
FROM: Wheeler Executive Director Gram Slaton
THRU: Assistant City Manager Randy Ready
DATE OF MEMO: 31 July 2014
RE: Introduction of Proposed Wheeler Improvement Projects for 2015
SUMMARY: Through its 2015 Asset Management Plan, the Wheeler is proposing to complete the final leg of a three-
leg remodel and renovation of its 1889-vintage building through a comprehensive remodel of its entire second floor,
including theatre lobby and backstage spaces. Because of the expected construction timeframe through Fall 2015,
Wheeler, City Asset Management, and City Finance staffs believe it would be advantageous to include other, smaller
projects that are already scheduled through its Asset Management Plan into one comprehensive project budget for
City Council review and approval through the regular annual budgeting process. With the completion of all of these
projects, the Wheeler will essentially become re-renovated from roof to basement and should require no major
capital projects for many years to come.
BACKGROUND: Since 2006, the Wheeler has planned and executed a number of small and large renovation and
remodel projects, with the two largest being the basement and first -floor leased spaces remodel (2011) and the
balcony/technology remodel (2013). The Wheeler has now successfully updated and improved the energy efficiency
and usability of nearly all of its physical plant.
DISCUSSION: This comprehensive renovation and remodel project would include the following components:
Complete demolition and remodeling of the Wheeler second floor . Wheeler and City Asset
Management staff have thoroughly reviewed the layout of the existing second floor and its present
usability, versus the predicted usage of the Wheeler as a performance venue during the 1982 –
1984 design and renovation of the historic shell. At that time, all parties involved believed that
the Wheeler would be primarily a home to one or several producing -theatre organizations in town,
which necessitated a certain backstage design based on long hours of rehearsal and multiple
performances. After thirty years of usage, it is clear that the Wheeler actually functions more as a
roadhouse, with a constant, almost daily rotation of users moving in an d out without these kinds
of near-residency concerns. As well, the layout of the entire floor has been dictated by the bank
vault that was the center point of the floor’s original usage, when Jerome Wheeler used this level
for his commercial banking operation. The result in the 1980s renovation was planned around this
massive structure instead of allowing operations to dictate the best use of the space , reducing its
effective use and loss of precious square footage.
By implementing a complete demolition and replaced design of the second floor, Wheeler and City
staff believe it can create backstage spaces that are purpose-drive (rather than improvised),
especially if the masonry of the bank vault is removed and design constraints eliminated. Space
that is freed up can be redeployed for the creation of areas the second floor presently lacks and
which have been frequently called for, including a coat check (integrating the historic vault door),
a warming kitchen for caterers, and a larger lobby area. This last is significant because the present
lobby is rated for only 268 persons occupancy, whereas the theatre chamber holds 504 patrons
maximum. While there will never be sufficient space to provide for all audience members, the
new design may be able to move that capacity much closer towards 300.
P18
III.
2
Replacement of HVAC-7. In the 2011 remodel, over 80% of the Wheeler’s 1980s HVAC system was
removed and replaced with a far more efficient design. HVAC-7, which drives the audience
chamber, was left out because it was at a distance from the rest of the system, and instead was
scheduled for replacement in 2014 at a cost of $200,000. Ultimately, the Wheeler’s new building
manager believed that the 2014 plan was not in the Wheeler’s best interests and proposed a
simpler and less expensive design that took advantage of roof space where a redundant unit of
equipment presently resides. Because this work, and the roof work stated below, would require a
working timeframe of about four full weeks or slightly more, it would r equire a shutdown of the
audience chamber and thus makes sense to integrate into the timeframe of the second floor
remodel.
Replacement of heating and cooling software. Wheeler staff, at the direction of its building
manager, believes that it is not best served by its present heating and cooling software for proper
and efficient comfort and ventilation of the building. Replacement of this software would not only
make for a more pleasant patron and staff experience, but also result in utility and maintenance
savings at all times of year.
Roof membrane replacement and other roof work. The life of the existing rubber membrane on
the Wheeler roof has been long exhausted and leaks simply patched for many years now. This is
scheduled for replacement in 2016 but the Wheeler’s building manager feels strongly that we are
at risk of systematic failure and it cannot wait until that time. There is also uncertainty about what
problems may exist below the membrane, in part from this constant leakage and repair. As well,
the Wheeler is without an acceptable guardrail system for safe maintenance and inspections to
the HVAC components situated there, and because of other work (noted above), all equipment
located on the roof will need to be moved anyway, making this an ideal time to replace the
membrane and any substrate issues. The northeast corner of the roof area has always been
subject to ice damming and subsequent risk to sidewalk traffic below, which requires reframing of
the substrate, coping of the sandstone cap, and repointing.
Box office lobby remodel. The Wheeler box office lobby has gone through three designs since 1984,
with the latest being completed in 2004; however, with the changes in technology and patron
traffic flow, as well as the quality of materials used through these various remodels, the box office
lobby does not serve either staff or the patron experience well. The sales counters, designed to
emulate the historic teller area when the Wheeler first floor was home to the retail portion of the
Wheeler Bank (actually located in the restaurant space), are cramped and awkward, with poor
runs for technology hardware and information sharing. The flooring used was an inexpensive
laminate that cannot be revived or improved. The ACRA desk is a remnant of the second sales-
counter layout and oversized for its present usage. One of t he historic front doors is warped
beyond repairing, allowing extremely cold air in constantly during the winter season, and requires
replacement. The interior entry doors are warped and require correction. The walls are without
acoustic treatment, creating a room ring when filled with patrons that makes communication
extremely difficult.
Wheeler staff proposes a comprehensive makeover of this important space that properly
introduces patrons to the Wheeler performance experience, with acoustic wallpaper to absorb the
ring of a full lobby, new flooring from lumber reclaimed from the 2013 balcony remodel (old joists
that supported the balcony structure), a flat-counter sales desk that allows for maximum
purposing and use of technology, a new and fully-sealed historic entranceway, and a smaller ACRA
station that is purpose-designed and situated across from its present location, between the two
sets of interior doors.
Wheeler staff expects that the timeframe for undertaking and completing all phases of this project would follow the
same schedule as for the successful balcony/technology remodel; that is, initiating immediately after Labor Day and
completing on or about December 11, 2015. Staff recommends this project be implemented to enhance the Wheeler
and protect this important community asset.
P19
III.
3
FINANCIAL IMPACT: Wheeler and City staff have conducted sufficient cost investigation to be comfortable
designating a $3 million placeholder in the 2015 Capital Planning Budget that would be a comprehensive total bud get
for these projects. As well, and separate from that $3 million figure, because $200,000 was approved as part of the
2014 Asset Management Plan, Wheeler and City staff would suggest that part of these funds be utilized now in order
to begin securing components of the project team through an RFP for general construction services. This would
better allow Wheeler and City staff to ensure that all phases of the project can be properly driven and coordinated
in advance of and during the construction phase in Fall 2015.
CONCLUSION: Completion of these five projects would deliver a fully -renovated and remodeled Wheeler that
should remove the need for large projects for the 1889 building for at least several decades.
CITY MANAGER COMMENTS:
P20
III.