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HomeMy WebLinkAboutagenda.council.worksession.20141117 CITY COUNCIL WORK SESSION November 17, 2014 5:00 PM, City Council Chambers MEETING AGENDA I. Work Session - Burlingame Phase II Single Family Home Discussion: II. Work Session - Building Replacement Update III. Community Forestry Update Page 1 of 4 MEMORANDUM TO: Mayor and Council THROUGH: Barry Crook, Assistant City Manager FROM Chris Everson, Affordable Housing Project Manager DATE: November 14, 2014 MEETING DATE: November 17, 2014 RE: Burlingame Phase II Single Family Homes REQUEST OF COUNCIL: Staff seeks direction on Burlingame Phase II Single Family Homes PREVIOUS COUNCIL ACTION: Previous Council direction has been to sell the SF homes at Burlingame Phase2 as Category RO deed restricted units with no subsidy, at a sale price equal to the City’s total cost to develop. At a work session on June 24, Council directed staff to determine what size home with a 2-car garage could be created for a total cost of $750,000 to $850,000. BACKGROUND: Six single family (SF) homes are required at Burlingame Ranch Phase II as part of the 2010 density agreement, required in Burlingame Phase II land use ordinance 22 of 2011. Four of six homes (#1, 2, 3 & 4) are at the north end of the neighborhood, scheduled for 2015. Two of six homes (#5 & 6) are at the south end of the site, tentatively scheduled for 2020-2021. DISCUSSION: The homes are currently designed to the DD level. Staff procured construction estimating services for the six homes as currently designed: SF#1&2: 3-bedroom, 2-1/2 bath, duplex 1,825 SQ FT finished living area 911 SQ FT unfinished basement (expandable to 5 or 6 bdrms) 484 SQ FT 2-car garage Estimated total cost to develop: $1,125,281 per each home SF#3&4: 3-bedroom, 2-1/2 bath, duplex (not expandable) 1,783 SQ FT finished living area 484 SQ FT 2-car garage Estimated total cost to develop: $1,042,619 per each home SF#5&6: 3-bedroom, 2-1/2 bath, free standing 1,825 SQ FT finished living area 911 SQ FT unfinished basement (expandable to 5 or 6 bdrms) 484 SQ FT 2-car garage Estimated total cost to develop: $1,256,576 per each home Based on the commissioned estimate, answers to Council questions from June 24 are:  Finished livable area of home with a 2-car garage at total cost of $750,000: 1,125 sq ft  Finished livable area of home with a 2-car garage at total cost of $850,000: 1,360 sq ft Staff does not recommend this direction because the buyers we have been in contact with (and likely any buyers in this price range) would not be interested in SF homes of these sizes. P1 I. Page 2 of 4 The updated market data below suggests - due in part to higher volumes downvalley - that single family home supply is limited in Aspen in the price ranges shown. Aspen/Pitkin County Housing Authority staff has recently been in contact with five potential buyers who have inquired about the single family homes at Burlingame Phase2 and who are seeking homes in the price ranges shown: Staff has no evidence to suggest that developing the homes as designed and selling the homes at a sale price equal to the City’s total cost to develop would be a significant risk. A decision to subsidize or decrease the sizes of the homes does not need to occur immediately. It would be possible for staff to develop and submit building permit applications for the homes as currently designed, and if no buyers showed interest up until a time when permits were received but construction had not yet begun, Council could then choose to (1) lower the sale prices and keep the homes at the current sizes or (2) decrease the sizes of the homes and lower the prices commensurate with the size decrease or (3) decrease the sizes of the homes and lower the prices further. Alternatively, Council could decide now to subsidize the homes. Up to now, the Burlingame Phase2 project has not anticipated any subsidy for these homes, thus any subsidy added would be added 100% to the project. The Aspen/Pitkin County Housing Authority Guidelines do not prescribe sales prices for Category RO SF homes. In case Council wishes to consider a subsidy, the graph below shows subsidy levels for 3-bedroom condos at Burlingame Phase 2 and may help provide some context for considering a subsidy. The graph plots the subsidy per square foot at each Category level and also extrapolates what would be subsidy levels at categories higher than what actually exist. Below the graph is a table which calculates what the SF home sales prices would be for each subsidy level data point on the graph. This can be used for benchmarking what Council may feel would be an appropriate subsidy, if any. (Detail: The calculation of the sales prices in the table are based on the per square foot dollar amount subsidy at each data point, and since the per square foot cost basis for the homes is a bit higher than for the condos, the % subsidy is proportionally lower in the table as compared to the graph.) P2 I. Page 3 of 4 Burlingame Phase II It is worth noting that SF homes #1 & 2 can be expanded up to 5 or 6 bedrooms due to the optional unfinished basement opportunity, whereas homes #3 & 4 do not provide the same opportunity. Staff suggests that this key difference be utilized as a price point differentiator between homes #1 & 2 as compared to homes #3 & 4. Staff suggests that Council consider the following alternatives when considering whether or not to subsidize the SF homes: Alternative A: “Stay the course” Develop the homes as currently designed and initially market the homes at a sale price equal to the City’s total cost to develop. If it turns out that there is not enough buyer interest, consider lowering the prices (subsidize) later in the process to attract buyers. P3 I. Page 4 of 4 Alternative B: “Reduce and react” Pare down the sizes of the homes, lower the prices commensurate with the size decrease, and initially market the homes a sale price equal to the City’s total cost to develop. A 10% reduction in home size along with some other reduction measures would still provide a livable product and would bring the total cost to develop each home below $1 million. If it turns out that there is not enough buyer interest, consider lowering the prices (subsidize) later in the process to attract buyers. Alternative B: “Jumpstart the market” Develop the homes as currently designed and use the graph and table shown above to decide what price point and subsidy level Council feels may be appropriate for initially marketing the homes. In doing so, keep in mind the key expandability difference between homes #1&2 versus homes #3&4. If it turns out that there is not enough buyer interest at the initial subsidy level, Council could consider further lowering the prices later in the process if necessary. CONCLUSION: Although there are numerous alternatives for Council to weigh, staff requests the opportunity to maintain schedule and contain project costs (which are by their nature tied together). To do this, staff’s main need at this time is to know the sizes of the homes to bring forward and complete construction plans and specs and to assemble those into appropriate building permit application packages and submit those into the permit application process. While the permit applications are in the application review process, staff can seek construction bids and gauge buyer interest so that we will be able to determine what the sales process will be – whether reservation agreements will be sought as was done with the condos or whether a lottery will be needed for the sake of fairness. At any time prior to construction, Council could decide to downsize the homes or change the price points. As has been done in every previous step in the Burlingame Phase II development process, staff can schedule a worksession prior to construction for a final go/no-go decision on all these matters. ATTACHMENTS: Exhibit A: PowerPoint Presentation Exhibit B: DD Plans and renderings for single family homes #1-4 P4 I. City of Aspen - Work Session Burlingame Phase II Single Family Homes Aspen City Council Chambers Date: November 17, 2014 P 5 I . Why Are We Here?.. Quick Background 2 Resolution 69-2008, City Council adopted recommendation from Citizens Budget Task Force to increase density at Burlingame Ranch Referendum question on November 2008 ballot on increasing the unit count at Burlingame from 236 total units to “up to 300 units.” This passed by a vote of 56% to 44%. Density increase required HOA approval since PUD was already recorded, and staff negotiated with Phase1 HOA throughout 2009 Density Agreement finalized early 2010, increased density from 236 to 258 units and requires 6 Single Family Homes in Ph2 Phase2 Land Use Ordinance 22 of 2011 requires completion of items in Density Agreement P 6 I . June 24 Work Session 3 Questions from Council: 1.What size home with a 2-car garage could be created for a total cost of $750,000? 2.What size home with a 2-car garage could be created for a total cost of $850,000? Based on an commissioned estimate since June 24, from a qualified local general contractor: 1. $750,000: Home Size = 1,125 SQ FT 2. $850,000: Home Size = 1,360 SQ FT *RISK* Buyers are unlikely to pay these prices for single family homes of these sizes. P 7 I . Market Data – Updated October 2014 4 Single family home supply is limited in Aspen in the price ranges shown. P 8 I . Burlingame Phase II - SF Home Locations 5 Location of Phase 2 Single Family Homes 1-4 Scheduled for 2015 5-6 Scheduled for 2021 P 9 I . Current Designs - Important Differences 6 Homes #1 & 2 3-bedrooms, 2 ½-bath, kitchen, living, dining, den, 2-car garage Optional basement: unfinished space for up to 3 additional bedrooms Finished living area: 1,825 SQ FT Optional unfinished basement 100% below grade: 911 SQ FT 2-Car Garage: 484 SQ FT 2-levels above grade on all sides Potential to expand from 3 bedrooms up to 5 or 6 bedrooms Total estimated cost to develop: $1,125,281 per each home Front and Back: 2-Level P 1 0 I . Current Designs - Important Differences 7 Homes #3 & 4 3-bedroom, 2 ½-bath, kitchen, living, dining , den, 2-car garage No optional basement (because lower level is a daylight walk-out basement) Front: 1-Level Facing Paepcke Drive Back: 2-Level Facing Park/River Finished: 1,783 SQ FT Garage: 484 SQ FT Walk-out unit due to sloping site 1-level facing the street 2-levels facing the river 3 Bedrooms Max No opportunity to expand Total estimated cost to develop: $1,042,619 per each home P 1 1 I . Subsidy of Burlingame Phase 2 Condos 8 Category 2 3 4 5 $133 $95 There are no units over category 5, but these are estimates if they existed 6 7 See below % Subsidized 75% 65% 50% 34% 26% 19% 56% Subsidy per Square Foot for 3-Bedroom Condo Units at Burlingame Phase II P 1 2 I . Calculating Single Family Home Subsidy 9 Categories 4-7 Price Range RO Price Range Can we use the information in the graph to come up with what could be a basis of calculation for single family home subsidy for RO homes? * Home price calculation based on dollar amount, % of total cost recalculated % subsidy 61% 53% 46% 41% 28% 21% 15% P 1 3 I . Alternatives to Consider 10 Alternative A: “Stay the course” Develop the homes as currently designed and initially market the homes at a sale price equal to the City’s total cost to develop. If it turns out that there is not enough buyer interest, consider lowering the prices (subsidize) later in the process to attract buyers. Alternative B: “Reduce and react” Pare down the sizes of the homes, lower the prices commensurate with the size decrease, and initially market the homes a sale price equal to the City’s total cost to develop. A 10% reduction in home size along with some other reduction measures would still provide a livable product and would bring the total cost to develop each home below $1 million. If it turns out that there is not enough buyer interest, consider lowering the prices (subsidize) later in the process to attract buyers. Alternative B: “Jumpstart the market” Develop the homes as currently designed and use the graph and table shown above to decide what price point and subsidy level Council feels may be appropriate for initially marketing the homes. In doing so, keep in mind the key expandability difference between homes #1&2 versus homes #3&4. If it turns out that there is not enough buyer interest at the initial subsidy level, Council could consider further lowering the prices later in the process if necessary. P 1 4 I . N Staff requests the opportunity to maintain schedule and contain project costs (which are by their nature tied together) per the following process: Conclusion 11 Permit Applications Permit Approval Process Construction Early 2015 Worksession Permits RFP/BIDS Buyer Interest Proposed Sales Process Home Sizes Construction Drawings Y Alternative Plan P 1 5 I . PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 BUILDINGG-CARPORT ASPEN,COLORADO 3/16" = 1'-0"BURLINGAME RANCH 809003.00 JSM WH 09-02-2010 100% DETAIL DESIGN RETAINING CARPORT FLOOR PLANS A2.02GBURLINGAME RANCHEIBURLINGAME RANCH ASPEN, COLORADO PROJ. NO: ;ͶͿͶͶ͹ .ͶͶ DATE: ͹ͷ MAR ͸Ͷͷͷ BURLINGAME RANCH ISSUED FOR: PUD SUBMITTAL A-15 SI N G L E F A M I L Y R E S I D E N C E L O C A T I O N S SF R 1 / 2 - AD J A C E N T T O P H A S E I SF R 3 / 4 SF R 5 / 6 RO ͷ RO ͸ RO ͹ RO ͺ RO ͻ RO ͼ RO - 1 a n d R O - 2 RO - 3 a n d R O - 4 RO - 5 a n d R O - 6 P16I. OC T O B E R 2 0 1 4 - E S T I M A T E O F D E V E L O P M E N T C O S T S F O R B U R L I N G A M E P H A S E 2 S I N G L E F A M I L Y ( D U P L E X ) U N I T S Es t i m a t e d C o s t t o D e v e l o p p e r C u r r e n t D e s i g n RO 1 R O 2 R O 3 R O 4 R O 5 R O 6 Li v i n g A r e a 18 2 5 . 0 1 8 2 5 . 0 1 7 8 3 . 0 1 7 8 3 . 0 1 8 2 5 . 0 1 8 2 5 . 0 Co s t p e r L i v i n g A r e a s q f t $3 2 6 $ 3 2 6 $ 3 4 2 $ 3 4 2 $ 3 8 2 $ 3 8 2 Li v i n g A r e a S u b t o t a l $5 9 4 , 9 5 0 $ 5 9 4 , 9 5 0 $ 6 0 9 , 7 8 6 $ 6 0 9 , 7 8 6 $ 6 9 7 , 1 5 0 $ 6 9 7 , 1 5 0 Ga r a g e A r e a 48 4 . 0 4 8 4 . 0 4 8 4 . 0 4 8 4 . 0 4 8 4 . 0 4 8 4 . 0 Co s t p e r G a r a g e A r e a s q f t $1 1 8 $ 1 1 8 $ 1 3 5 $ 1 3 5 $ 1 1 8 $ 1 1 8 Ga r a g e S u b t o t a l $5 7 , 1 1 2 $ 5 7 , 1 1 2 $ 6 5 , 3 4 0 $ 6 5 , 3 4 0 $ 5 7 , 1 1 2 $ 5 7 , 1 1 2 Un f i n i s h e d B a s e m e n t A r e a 91 1 . 5 9 1 1 . 5 0 . 0 0 . 0 9 1 1 . 0 9 1 1 . 0 Co s t p e r U n f i n i s h e d B a s e m e n t A r e a s q f t $9 5 $ 9 5 $ 9 5 $ 9 5 $ 1 0 1 $ 1 0 1 Un f i n i s h e d B a s e m e n t S u b t o t a l $8 6 , 5 9 3 $ 8 6 , 5 9 3 $ 0 $ 0 $ 9 2 , 0 1 1 $ 9 2 , 0 1 1 A. S U B T O T A L V E R T I C A L C O N S T R U C T I O N $7 3 8 , 6 5 5 $ 7 3 8 , 6 5 5 $ 6 7 5 , 1 2 6 $ 6 7 5 , 1 2 6 $ 8 4 6 , 2 7 3 $ 8 4 6 , 2 7 3 B. S O F T C O S T S , F E E S , C O N T I N G E N C Y @ 2 2 % $1 6 2 , 5 0 4 $ 1 6 2 , 5 0 4 $ 1 4 8 , 5 2 8 $ 1 4 8 , 5 2 8 $ 1 8 6 , 1 8 0 $ 1 8 6 , 1 8 0 C. L A N D , I N F R A S T R U C T U R E , O T H E R S U N K C O S T S $ 2 2 4 , 1 2 3 $ 2 2 4 , 1 2 3 $ 2 1 8 , 9 6 5 $ 2 1 8 , 9 6 5 $ 2 2 4 , 1 2 3 $ 2 2 4 , 1 2 3 A+ B + C = T O T A L E S T I M A T E D C O S T $1 , 1 2 5 , 28 1 $ 1 , 1 2 5 , 2 8 1 $ 1 , 0 4 2 , 6 1 9 $ 1 , 0 4 2 , 6 1 9 $ 1 , 2 5 6 , 5 7 6 $ 1 , 2 5 6 , 5 7 6 Bu r l i n g a m e P h a s e 2 F l o o r A r e a a n d S h a r e d C o s t A l l o c a t i o n ( I T E M C A B O V E ) Bu r l i n g a m e P h a s e 2 C o s t s s h a r e d a m o n g a l l u n i t s Bu i l d i n g Un i t s F l o o r A r e a % o f T o t a l s h a r e d c o s t s 19 9 7 - 2 0 0 4 L a n d C o s t - P h a s e 2 A l l o c a t i o n $1,038,058 1 13 1 3 0 3 0 7 . 2 2 % $ 1 , 6 0 0 , 1 7 5 20 0 4 - 2 0 0 7 O f f s i t e A c c e s s & I n f r a s t r u c t u r e $4,295,377 2 14 1 4 9 4 0 8 . 2 7 % $ 1 , 8 3 4 , 7 3 7 20 0 4 - 2 0 0 7 R e q u i r e d M i t i g a t i o n P r o j e c t s $3,563,104 3 8 8 7 2 0 4 . 8 3 % $ 1 , 0 7 0 , 8 7 7 20 0 8 - 2 0 0 9 P u b l i c O u t r e a c h , C o n c e p t D e s i g n s $ 1 , 0 8 0 , 9 5 3 4 13 1 3 0 3 0 7 . 2 2 % $ 1 , 6 0 0 , 1 7 5 20 1 0 P u b l i c O u t r e a c h , M a s t e r P l a n , S i t e $ 1 , 7 4 9 , 4 4 3 5 4 4 9 6 0 2 . 7 5 % $ 6 0 9 , 1 2 3 20 1 1 D e s i g n , E n g i n e e r i n g , L a n d U s e $879,652 6 15 1 5 4 2 0 8 . 5 4 % $ 1 , 8 9 3 , 6 8 4 20 1 2 D e s i g n , E n g i n e e r i n g , P u b l i c P r o c e s s $ 4 2 5 , 7 2 7 7 15 1 5 4 2 0 8 . 5 4 % $ 1 , 8 9 3 , 6 8 4 20 1 2 A c c e s s & I n f r a s t r u c t u r e C o n s t r u c t i o n $ 9 , 1 4 0 , 0 0 0 8 12 1 2 5 5 0 6 . 9 5 % $ 1 , 5 4 1 , 2 2 8 * S H A R E D C O S T S $22,172,314 9 12 1 2 5 5 0 6 . 9 5 % $ 1 , 5 4 1 , 2 2 8 * D o e s n o t i n c l u d e v e r t i c a l c o n s t r u c t i o n o f s t r u c t u r e s , l a n d s c a p e 10 6 6 6 1 0 3 . 6 6 % $ 8 1 1 , 7 5 4 11 6 6 6 4 0 3 . 6 8 % $ 8 1 5 , 4 3 9 12 15 1 5 4 2 0 8 . 5 4 % $ 1 , 8 9 3 , 6 8 4 13 12 1 2 5 5 0 6 . 9 5 % $ 1 , 5 4 1 , 2 2 8 14 10 1 1 2 0 0 6 . 2 0 % $ 1 , 3 7 5 , 4 3 8 15 6 6 6 4 0 3 . 6 8 % $ 8 1 5 , 4 3 9 RO 1 1 1 8 2 5 1 . 0 1 % $ 2 2 4 , 1 2 3 RO 2 1 1 8 2 5 1 . 0 1 % $ 2 2 4 , 1 2 3 RO 3 1 1 7 8 3 0 . 9 9 % $ 2 1 8 , 9 6 5 RO 4 1 1 7 8 3 0 . 9 9 % $ 2 1 8 , 9 6 5 RO 5 1 1 8 2 5 1 . 0 1 % $ 2 2 4 , 1 2 3 RO 6 1 1 8 2 5 1 . 0 1 % $ 2 2 4 , 1 2 3 To t a l 16 7 1 8 0 5 4 6 1 0 0 . 0 0 % $2 2 , 1 7 2 , 3 1 4 P17I. 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NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1 : 1BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION COVER SHEET T-1BURLINGAME - SFR 1Approver 01 - G E N E R A L T- 1 C O V E R S H E E T 09 - A R C H I T E C T U R E A0 . 0 1 B U I L D I N G C O D E P L A N S A N D A N A L Y S I S A2 . 0 1 . 1 B A S E M E N T F L O O R P L A N A2 . 0 2 . 1 L E V E L 1 F L O O R P L A N A2 . 0 3 . 1 L E V E L 2 F L O O R P L A N A2 . 0 4 . 1 R O O F P L A N A4 . 0 0 . 1 P E R S P E C T I V E S A4 . 0 1 . 1 B U I L D I N G E L E V A T I O N S A4 . 0 2 . 1 B U I L D I N G E L E V A T I O N S A5 . 0 1 . 1 B U I L D I N G S E C T I O N S A5 . 0 2 . 1 B U I L D I N G S E C T I O N S A7 . 0 0 S C H E D U L E S A8 . 0 1 D O O R S C H E D U L E , D O O R & D O O R F R A M E T Y P E EL E V A T I O N S A1 0 . 0 1 S T A N D A R D M O U N T I N G H E I G H T S A1 0 . 0 2 S T A N D A R D P A R T I T I O N T Y P E S AB B R E V I A T I O N S GE N E R A L N O T E S GR A P H I C S T A N D A R D S PR O J E C T T E A M VI C I N I T Y M A P DR A W I N G I N D E X PR O J E C T NO R T H ST L ST E E L ST O R S T O R A G E ST R U C T S T R U C T U R E o r S T R U C T U R A L SU S P S U S P E N D ( E D ) SY M S Y M M E T R I C A L SY S S Y S T E M T TR E A D T& B T O P A N D B O T T O M T& G T O N G U E A N D G R O O V E TB TO W E L B A R TB C T O P O F B A C K O F C U R B TE L E T E L E P H O N E TE M P T E M P O R A R Y o r T E M P E R A T U R E TG TE M P E R E D G L A S S TH E R M T H E R M O S T A T TH K T H I C K o r T H I C K N E S S TH L D T H R E S H O L D TO TO P O F TO C T O P O F C O N C R E T E TO S T O P O F S T E E L TO W T O P O F W A L L TP D T O I L E T P A P E R D I S P E N S E R TP T N T O I L E T P A R T I T I O N TS TU B E S T E E L TV TE L E V I S I O N TY P T Y P I C A L UL UN D E R W R I T E R ' S L A B O R A T O R Y UN F I N U N F I N I S H E D UO N U N L E S S O T H E R W I S E N O T E D UO S U N L E S S O T H E R W I S E S P E C I F I E D UR . 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O . B Y O W N E R B. O . F . B Y O W N E R , F U T U R E BD BO A R D BI T BI T U M I N O U S BL D G B U I L D I N G BL K G B L O C K I N G BM BE A M o r B E N C H M A R K BO T B O T T O M BR G B E A R N I N G BS M T B A S E M E N T CC A U L K I N G C. L . CE N T E R L I N E CA B C A B I N E T CA T V C A B L E T E L E V I S I O N CC D C O N S T R U C T I O N C H A N G E DI R E C T I V E CC T V C L O S E D C I R C U I T T E L E V I S I O N CD O T C O L O R A D O D E P A R T M E N T O F TR A N S P O R T A T I O N CE M C E M E N T I T I O U S CF L CO U N T E R F L A S H I N G CG CO R N E R G U A R D CI P CA S T I N P L A C E CI R C C I R C U M F E R E N C E CJ CO N T R O L J O I N T CK CO R K T I L E CL CO L U M N L I N E CL G C E I L I N G CL O S C L O S E T CL R C L E A R CM CE N T I M E T E R S CM U C O N C R E T E M A S O N R Y U N I T CO CH A N G E O R D E R o r C L E A N O U T CO L C O L U M N CO N C C O N C R E T E CO N F C O N F E R E N C E CO N N C O N N E C T I O N CO N S T R C O N S T R U C T I O N CO N T C O N T I N U O U S CO N T R C O N T R A C T O R CO R R C O R R I D O R o r C O R R U G A T E D CP T C A R P E T CT CE R A M I C T I L E CT R C O U N T E R CU CU B I C CY CU B I C Y A R D DA M P D A M P R O O F I N G DB L D O U B L E DE G D E G R E E DE M O D E M O L I S H o r D E M O L I T I O N DE P T D E P A R T M E N T DF DR I N K I N G F O U N T A I N DI A DI A M E T E R DI A G D I A G O N A L DI M DI M E N S I O N DI S P D I S P E N S E R DI V DI V I S I O N DN DO W N DR DO O R DS DO W N S P O U T DT L DE T A I L DW G D R A W I N G DW R D R A W E R (E ) EX I S T I N G E EA S T EA EA C H EB EX P A N S I O N B O L T ED EX H A U S T D U C T EF EX H A U S T F A N o r E A C H F A C E EJ EX P A N S I O N J O I N T EL EL E V A T I O N EL E C E L E C T R I C A L EL E V E L E V A T O R EM E R E M E R G E N C Y EN G R E N G I N E E R EO S E D G E O F S L A B EQ EQ U A L EQ U I P E Q U I P M E N T ES EA C H S I D E ES T ES T I M A T E EW EA C H W A Y EW C E L E C T R I C W A T E R C O O L E R EW H E L E C T R I C W A T E R H E A T E R EX T E X T E R I O R F FA R E N H E I T FA FI R E A L A R M FA C F I R E A L A R M C A B I N E T FA C P F I R E A L A R M C O N T R O L P A N E L FB O F U R N I S H E D B Y O T H E R ( S ) FD FL O O R D R A I N o r F I R E D A M P E R FD N F O U N D A T I O N FE FI R E E X T I N G U I S H E R FE C F I R E E X T I N G U I S H E R C A B I N E T FF FI N I S H E D F L O O R FF L FI N I S H E D F L O O R L I N E FH FI R E H Y D R A N T FH C F I R E H O S E C A B I N E T FH M S F L A T H E A D M A C H I N E S C R E W FH V F I R E H O S E V A L V E FH W S F L A T H E A D W O O D S C R E W FI N FI N I S H ( E D ) FI X T F I X T U R E FL G F L A S H I N G FL R FL O O R ( I N G ) FL U O R F L U O R E S C E N T FO C F A C E O F C O N C R E T E FO F F A C E O F F I N I S H FO M F A C E O F M A S O N R Y FO S F A C E O F S T U D FR FI R E R E S I S T I V E o r F I R E R A T E D FR P FI B E R G L A S S R E I N F O R C E D PA N E L ( I N G ) FR T F I R E R E T A R D A N T T R E A T E D FT FO O T ( F E E T ) FT G F O O T I N G FU R N F U R N I S H ( E D ) FU R R F U R R E D o r F U R R I N G FU T F U T U R E FV C F I R E V A L V E C A B I N E T GA GA U G E GA L V G A L V A N I Z E D GB GR A B B A R GC GE N E R A L C O N T R A C T O R GC M U G L A Z E D C O N C R E T E M A S O N R Y UN I T ( S ) GI GA L V A N I Z E D I R O N GL GL A S S o r G L A Z I N G GN D G R O U N D GR GR A D E GR T G R O U T GT GL A S S T I L E GW B G Y P S U M W A L L B O A R D GY P G Y P S U M GY P . B D . G Y P S U M B O A R D HA S H E A D E D A N C H O R S T U D HB HO S E B I B HC HO L L O W C O R E o r H A N D I C A P P E D HD A S H E A D E D D E F O R M E D A N C H O R ST U D HD R H E A D E R AS P E N , C O L O R A D O BU R L I N G A M E R A N C H NO T F O R C O N S T R U C T I O N 03.02.2011 RO - 1 a n d R O - 2 Du p l e x wi t h o p t i o n a l un f i n i s h e d ba s e m e n t P19I. UP UP FD F D FD FD F D FD F 31 2 4 5 6 9 A B D K J H 7' - 0 " 12 ' - 1 1 1 / 4 " 21 ' - 0 3 / 4 " 21 ' - 0 3 / 4 " 12 ' - 1 1 1 / 4 " 7' - 0 " 1'-6"10'-43/4"12'-81/4"22'-6"7 I G 8 10 E C 1 A5 . 0 1 . 1 1 A5 . 0 2 . 1 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 CR WH 03.02.2011 NOT FOR CONSTRUCTION BASEMENT FLOOR PLAN A2.01.1BURLINGAME - SFR 1EI 1 / 4 " = 1 ' - 0 " 1 BA S E M E N T L E V E L F L O O R P L A N ** * B a s e m e n t i s O p t i o n a l * * Fo r t h e p u r p o s e s o f e s t i m a t i n g , t h e b a s e m e n t i s t o b e a n o p t i o n a l ad d - a l t e r n a t e i n p l a c e o f s l a b o n g r a d e . T h e b a s e m e n t f i n i s h l e v e l sh o u l d b e s o m e c o d e - c o m p l i a n t u n f i n i s h e d l e v e l w h i c h m a y in c l u d e a m i n i m u m o f p l u m b i n g a n d e l e c t r i c a l , d r y w a l l , b a s e c o a t an d l o w - e n d c a r p e t i n g . P20I. UPDN DW RE F UPDN DW RE F A4.02.1 1 A4 . 0 1 . 1 A4 . 0 2 . 1 A4 . 0 1 . 1 1 2 2 F 31 1 2 4 5 6 9 A B D K J H 7 I G 8 10 E C 7' - 0 " 9' - 6 " 9' - 9 " 14 ' - 8 1 / 2 " 1/ 2 " 1 / 2 " 14 ' - 8 1 / 2 " 9' - 9 " 9' - 6 " 7' - 0 " 1 A5 . 0 1 . 1 1 A5 . 0 2 . 1 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 CR WH 03.02.2011 NOT FOR CONSTRUCTION LEVEL 1 FLOOR PLAN A2.02.1BURLINGAME - SFR 1EI 1 / 4 " = 1 ' - 0 " 1 LE V E L 1 F L O O R P L A N P21I. DN DN D E C K 2" / 1 2 " 2" / 1 2 " 2" / 1 2 " RO O F BE L O W F 31 1 2 2 4 5 6 9 A B D K J H 7 I G 8 10 E C 1 A5 . 0 1 . 1 1 A5 . 0 2 . 1 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION LEVEL 2 FLOOR PLAN A2.03.1BURLINGAME - SFR 1Approver 1 / 4 " = 1 ' - 0 " 1 LE V E L 2 F L O O R P L A N P22I. 2 " / 1 2 " 2 " / 1 2 " 2" / 1 2 " 2" / 1 2 " 2 " / 1 2 " 2" / 1 2 " 2" / 1 2 " 2" / 1 2 " F 31 1 2 2 4 5 6 9 A B D K J H 7 I G 8 10 E C 1 A5 . 0 1 . 1 2' - 0 " 2 ' - 0 " 1 ' - 0 " 2 3 / 8 " 1 ' - 0 " 2 ' - 6 " 1 A5 . 0 2 . 1 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION ROOF PLAN A2.04.1BURLINGAME - SFR 1Approver 1 / 4 " = 1 ' - 0 " 1 RO O F P L A N P23I. PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION PERSPECTIVES A4.00.1BURLINGAME - SFR 1Approver P24I. LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " F A B D K J H LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " I G E C LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " 1 A5 . 0 1 . 1 F A B D K J H LEVEL 1 100' - 0"LEVEL 2 110' - 8" T. O . P L A T E 120' - 0" RO O F M A X 125' - 0" I G E C LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " 1 A5 . 0 1 . 1 Te m p . L e v e l 1 11 0 ' - 8 " Te m p . L e v e l 1 12 0 ' - 0 " PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION BUILDING ELEVATIONS A4.01.1BURLINGAME - SFR 1Approver 1 / 4 " = 1 ' - 0 " 1 NO R T H E L E V A T I O N 1 / 4 " = 1 ' - 0 " 2 SO U T H E L E V A T I O N P25I. 3 1 2 4 5 6 9 LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " 7 8 10 LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " 1 A5 . 0 2 . 1 3 1 2 4 5 6 9 LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " 7 8 10 LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " 1 A5 . 0 2 . 1 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION BUILDING ELEVATIONS A4.02.1BURLINGAME - SFR 1Approver 1 / 4 " = 1 ' - 0 " 1 EA S T E L E V A T I O N 1 / 4 " = 1 ' - 0 " 2 WE S T E L E V A T I O N P26I. LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " BA S E M E N T 89 ' - 4 " 3 1 2 6 LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " BA S E M E N T 89 ' - 4 " 7 LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " BA S E M E N T 89 ' - 4 " Te m p . L e v e l 1 11 0 ' - 8 " Te m p . L e v e l 1 12 0 ' - 0 " 1 A5 . 0 2 . 1 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION BUILDING SECTIONS A5.01.1BURLINGAME - SFR 1Approver 1 / 4 " = 1 ' - 0 " 1 BU I L D I N G S E C T I O N 1 P27I. LEVEL 1 100' - 0"LEVEL 2 110' - 8"T.O.PLATE 120' - 0"ROOF MAX 125' - 0"BASEMENT 89' - 4" F A B D K J H LEVEL 1 100' - 0"LEVEL 2 110' - 8"T.O.PLATE 120' - 0"ROOF MAX 125' - 0"BASEMENT 89' - 4" I G E C LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " T. O . P L A T E 12 0 ' - 0 " RO O F M A X 12 5 ' - 0 " BA S E M E N T 89 ' - 4 " 1 A5 . 0 1 . 1 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 1 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION BUILDING SECTIONS A5.02.1BURLINGAME - SFR 1Approver 1 / 4 " = 1 ' - 0 " 1 BU I L D I N G S E C T I O N 2 P28I. PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 BUILDINGG-CARPORT ASPEN,COLORADO 3/16" = 1'-0"BURLINGAME RANCH 809003.00 JSM WH 09-02-2010 100% DETAIL DESIGN RETAINING CARPORT FLOOR PLANS A2.02GBURLINGAME RANCHEIBURLINGAME RANCH ASPEN, COLORADO  Ǥǣ;ͶͿͶͶ͹ǤͶͶ ǣͷͻ ͸Ͷͷ͹     ǣ  SI N G L E F A M I L Y R E S I D E N C E L O T S 3 / 4 ͹ͺMASTER SUITE ** * * I N T E R I O R A N D E X T E R I O R M A T E R I A L S A N D F U R N I T U R E F O R I L L U S T R I A T I V E P U R P O S E S O N L Y NOT FOR CONSTRUCTION A-10 SF R 3 / 4 LI V I N G LIVING KITCHENDININGDEN BR 1 BR 2 KI T C H E N DE N DI N I N G MA S T E R SU I T E BR1 BR2 ͹ͺ P29I. OW N E R NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X DE V E L O P E R AR C H I T E C T OZ A R C H I T E C T U R E 18 0 5 2 9 T H S T R E E T SU I T E 2 0 5 4 BO U L D E R , C O , 8 0 3 0 1 VO I C E : 30 3 . 4 4 9 . 8 9 0 0 FA X : 30 3 . 4 4 9 . 3 8 8 6 CI V I L NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X ST R U C T U R A L NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X ME C H A N I C A L EL E C T R I C A L LA N D S C A P E NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X SO I L S NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X SP E C I F I C A T I O N S CO N T R A C T O R NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X NA M E ST R E E T A D D R E S S ST R E E T A D D R E S S 2 CI T Y , S T A T E , Z I P VO I C E : XX X . X X X . X X X X FA X : XX X . X X X . X X X X PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1 : 1BURLINGAME - SFR 2 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION COVER SHEET T-1BURLINGAME - SFR 2Approver 01 - G E N E R A L T- 1 C O V E R S H E E T 09 - A R C H I T E C T U R E A0 . 0 1 B U I L D I N G C O D E P L A N S A N D A N A L Y S I S A2 . 0 1 . 2 B A S E M E N T F L O O R P L A N A2 . 0 2 . 2 L E V E L 1 F L O O R P L A N A2 . 0 3 . 2 R O O F P L A N A4 . 0 0 . 2 P E R S P E C T I V E S A4 . 0 1 . 2 B U I L D I N G E L E V A T I O N S A4 . 0 2 . 2 B U I L D I N G E L E V A T I O N S A5 . 0 1 . 2 B U I L D I N G S E C T I O N S A7 . 0 0 S C H E D U L E S A8 . 0 1 D O O R S C H E D U L E , D O O R & D O O R F R A M E T Y P E EL E V A T I O N S A1 0 . 0 1 S T A N D A R D M O U N T I N G H E I G H T S A1 0 . 0 2 S T A N D A R D P A R T I T I O N T Y P E S S1 S I T E P L A N AB B R E V I A T I O N S GE N E R A L N O T E S GR A P H I C S T A N D A R D S PR O J E C T T E A M VI C I N I T Y M A P DR A W I N G I N D E X PR O J E C T NO R T H ST R U C T S T R U C T U R E o r S T R U C T U R A L SU S P S U S P E N D ( E D ) SY M S Y M M E T R I C A L SY S S Y S T E M T T R E A D T& B T O P A N D B O T T O M T& G T O N G U E A N D G R O O V E TB T O W E L B A R TB C T O P O F B A C K O F C U R B TE L E T E L E P H O N E TE M P T E M P O R A R Y o r T E M P E R A T U R E TG T E M P E R E D G L A S S TH E R M T H E R M O S T A T TH K T H I C K o r T H I C K N E S S TH L D T H R E S H O L D TO T O P O F TO C T O P O F C O N C R E T E TO S T O P O F S T E E L TO W T O P O F W A L L TP D T O I L E T P A P E R D I S P E N S E R TP T N T O I L E T P A R T I T I O N TS T U B E S T E E L TV T E L E V I S I O N TY P T Y P I C A L UL U N D E R W R I T E R ' S L A B O R A T O R Y UN F I N U N F I N I S H E D UO N U N L E S S O T H E R W I S E N O T E D UO S U N L E S S O T H E R W I S E S P E C I F I E D UR . U R I N A L US G S U . S . G E O L O G I C A L S U R V E Y VV O L T VA R V A R Y o r V A R I E S VB V A P O R B A R R I E R VC T V I N Y L C O M P O S I T I O N T I L E VE N T V E N T I L A T I O N VE R V E R I F Y VE R T V E R T I C A L VE S T V E S T I B U L E VI F V E R I F Y I N F I E L D VI N V I N Y L o r S H E E T V I N Y L VO L V O L U M E VT R V E N T T H R O U G H R O O F VW C V I N Y L W A L L C O V E R I N G W W E S T o r W I D E W. O . W H E R E O C C U R S W/ W I T H W/ C W A T E R C L O S E T W/ O W I T H O U T W/ R W A T E R R E S I S T A N T WC W A L L C O V E R I N G WD W O O D WD O W I N D O W WF . W I D E F L A N G E o r W O O D F L O O R I N G WG L W I R E G L A S S WP W A T E R P R O O F ( I N G ) WP T W O R K I N G P O I N T WS C T W A I N S C O T WT W E I G H T WW F W E L D E D W I R E F A B R I C YD Y A R D HR H O U R HT H E I G H T HT R H E A T E R HV A C H E A T I N G , V E N T I L A T I O N a n d A I R CO N D I T I O N I N G HW H O T W A T E R HW H H O T W A T E R H E A T E R HW Y H I G H W A Y IB C I N T E R N A T I O N A L B U I L D I N G C O D E o r IN S T A L L E D B Y C O N T R A C T O R ID I N S I D E D I A M E T E R IN I N C H ( E S ) IN C A N D I N C A N D E S C E N T IN C L I N C L U D ( E D ) IN F O I N F O R M A T I O N IN S U L I N S U L A T I O N o r I N S U L A T E D IN T I N T E R I O R IN T M E D I N T E R M E D I A T E IN V I N V E R T JC J A N I T O R C L O S E T JS T J O I S T JT J O I N T KD K N O C K D O W N KI T K I T C H E N KO K N O C K O U T KP K I C K P L A T E LA B L A B O R A T O R Y LA M L A M I N A T E LA V L A V A T O R Y LB L L A B E L LD R L E A D E R LH L E F T H A N D LK R L O C K E R LL H L O N G L E G H O R I Z O N T A L LL V L O N G L E G V E R T I C A L LP L I G H T I N G P A N E L o r L I G H T P R O O F LT L I G H T LT L L I N T E L LV R L O U V E R MA C H M A C H I N E R Y MA G M A G N E T I C MA S M A S O N R Y MA T L M A T E R I A L MA X M A X I M U M MB M O I S T U R E B A R R I E R ME C H M E C H A N I C A L ME D M E D I U M ME M B M E M B R A N E ME P M E C H A N I C A L , E L E C T R I C A L a n d PL U M B I N G ME Z Z M E Z Z A N I N E MF R M A N U F A C T U R E R MH M A N H O L E MI N M I N I M U M MI R R M I R R O R MI S C M I S C E L L A N E O U S MM M I L L I M E T E R S MO M A S O N R Y O P E N I N G MT D M O U N T ( E D ) MT L M E T A L MU L M U L L I O N (N ) NE W NN O R T H NI C NO T I N C O N T R A C T NO NU M B E R NO M N O M I N A L NR C NO I S E R E D U C T I O N C O E F F I C I E N T NT S N O T T O S C A L E OA OV E R A L L OC ON C E N T E R OD OU T S I D E D I A M E T E R O F OU T S I D E F A C E OF F O F F I C E OH OP P O S I T E H A N D OP N G O P E N I N G OP P O P P O S I T E OT O O U T S I D E - T O - O U T S I D E P PA I N T ( E D ) P/ L PR O P E R T Y L I N E PA C P R E V I O U S L Y A W A R D E D C O N T R A C T PA R P A R A L L E L PB O P R O V I D E D B Y O T H E R S PC PR E C A S T PE R F P E R F O R A T E D PE R I M P E R I M E T E R PK G P A R K I N G PL PL A T E PL A M P L A S T I C L A M I N A T E PL A S P L A S T E R PL B G P L U M B I N G PL Y W D P L Y W O O D PN L P A N E L PO L P O L I S H E D PR PA I R o r P R O P O S A L R E Q U E S T PR E F A B P R E F A B R I C A T E D PR E F I N P R E F I N I S H E D PR E S T R P R E S T R E S S E D PR I M P R I M A R Y PR O J P R O J E C T PS F P O U N D S P E R S Q U A R E F O O T PS I PO U N D S P E R S Q U A R E I N C H PT PO S T T E N S I O N E D o r P O R C E L A I N T I L E PT PO I N T O F T A N G E N C Y PT D P A P E R T O W E L D I S P E N S E R PT D R P A P E R T O W E L D I S P E N S E R A N D RE C E P T A C L E PT N P A R T I T I O N PT R P A P E R T O W E L R E C E P T A C L E PV C P O L Y V I N Y L C H L O R I D E PV M T P A V E M E N T QT QU A R R Y T I L E QT Y Q U A N T I T Y (R ) RE M O V E R RI S E R RA D R A D I U S RB RU B B E R B A S E RB C R U B B E R B A S E C O V E RB S R U B B E R B A S E S T R A I G H T RB T R U B B E R T I L E RD RO O F D R A I N o r R O A D RE RE F E R T O o r R E F E R E N C E RE C R E C E S S ( E D ) RE C P T R E C E P T A C L E RE F R E F R I G E R A T O R o r R E F R I G E R A T E D RE I N F R E I N F O R C E D RE Q D R E Q U I R E D RE S I L R E S I L I E N T RE V R E V I S E , R E V I S E D o r R E V I S I O N ( S ) RF RE S I L I E N T F L O O R I N G RF G R O O F I N G RF L RE F L E C T E D RH RI G H T H A N D RL RA I N L E A D E R RM RO O M RO RO U G H O P E N I N G RO D R O O F O V E R F L O W D R A I N RO W R I G H T O F W A Y RP M R E V O L U T I O N S P E R M I N U T E RV S R E V E R S E ( S I D E ) RW C R A I N W A T E R C O N D U C T O R S SO U T H o r S E A L E D SC SO L I D C O R E SC D S E A T C O V E R D I S P E N S E R SC H E D S C H E D U L E SD SO A P D I S P E N S E R SE C S E C T I O N SF SQ U A R E F E E T SH T S H E E T SH T G S H E A T H I N G SH W R S H O W E R SI M SI M I L A R SN C S A N I T A R Y N A P K I N C A B I N E T SN D S A N I T A R Y N A P K I N D I S P E N S E R SN R S A N I T A R Y N A P K I N R E C E P T A C L E SO F F S O F F I T SP E C S S P E C I F I C A T I O N ( S ) SP K L S P R I N K L E R SP K R S P E A K E R SP R T S U P P O R T SQ SQ U A R E SR SI N K R E C E P T A C L E SS ST A I N L E S S S T E E L SS K S E R V I C E S I N K ST A S T A T I O N ST D S T A N D A R D ST L ST E E L ST O R S T O R A G E # PO U N D ( S ) o r N U M B E R &A N D <A N G L E @A T A/ V AU D I O / V I S U A L AB AN C H O R B O L T AB V A B O V E AC O U S A C C O U S T I C A L AC T A C C O U S T I C A L C E I L I N G T I L E AD AR E A D R A I N o r A C C E S S D O O R AD D A D D E N D U M AD J AD J A C E N T o r A D J U S T A B L E AF F AB O V E F I N I S H E D F L O O R AG G A G G R E G A T E AH U A I R H A N D L I N G U N I T AL T AL T E R N A T E AL U M A L U M I N U M AN O D A N O D I Z E D AP PR O X A P P R O X I M A T E AR C H A R C H I T E C T U R A L AS I AR C H I T E C T ' S S U P P L E M E N T A L IN S T R U C T I O N S AS P H A S P H A L T AU T O A U T O M A T I C AV E A V E N U E AV G A V E R A G E AW P A C O U S T I C A L W A L L P A N E L B BA S E B. O . BY O W N E R B. O . F . B Y O W N E R , F U T U R E BD BO A R D BI T BI T U M I N O U S BL D G B U I L D I N G BL K G B L O C K I N G BM BE A M o r B E N C H M A R K BO T B O T T O M BR G B E A R N I N G BS M T B A S E M E N T CC A U L K I N G C. L . CE N T E R L I N E CA B C A B I N E T CA T V C A B L E T E L E V I S I O N CC D C O N S T R U C T I O N C H A N G E D I R E C T I V E CC T V C L O S E D C I R C U I T T E L E V I S I O N CD O T C O L O R A D O D E P A R T M E N T O F TR A N S P O R T A T I O N CE M C E M E N T I T I O U S CF L CO U N T E R F L A S H I N G CG CO R N E R G U A R D CI P CA S T I N P L A C E CI R C C I R C U M F E R E N C E CJ CO N T R O L J O I N T CK CO R K T I L E CL CO L U M N L I N E CL G C E I L I N G CL O S C L O S E T CL R C L E A R CM CE N T I M E T E R S CM U C O N C R E T E M A S O N R Y U N I T CO CH A N G E O R D E R o r C L E A N O U T CO L C O L U M N CO N C C O N C R E T E CO N F C O N F E R E N C E CO N N C O N N E C T I O N CO N S T R C O N S T R U C T I O N CO N T C O N T I N U O U S CO N T R C O N T R A C T O R CO R R C O R R I D O R o r C O R R U G A T E D CP T C A R P E T CT CE R A M I C T I L E CT R C O U N T E R CU CU B I C CY CU B I C Y A R D DA M P D A M P R O O F I N G DB L D O U B L E DE G D E G R E E DE M O D E M O L I S H o r D E M O L I T I O N DE P T D E P A R T M E N T DF DR I N K I N G F O U N T A I N DI A DI A M E T E R DI A G D I A G O N A L DI M DI M E N S I O N DI S P D I S P E N S E R DI V DI V I S I O N DN DO W N DR DO O R DS DO W N S P O U T DT L DE T A I L DW G D R A W I N G DW R D R A W E R (E ) EX I S T I N G E EA S T EA EA C H EB EX P A N S I O N B O L T ED EX H A U S T D U C T EF EX H A U S T F A N o r E A C H F A C E EJ EX P A N S I O N J O I N T EL EL E V A T I O N EL E C E L E C T R I C A L EL E V E L E V A T O R EM E R E M E R G E N C Y EN G R E N G I N E E R EO S E D G E O F S L A B EQ EQ U A L EQ U I P E Q U I P M E N T ES EA C H S I D E ES T E S T I M A T E EW EA C H W A Y EW C E L E C T R I C W A T E R C O O L E R EW H E L E C T R I C W A T E R H E A T E R EX T E X T E R I O R F FA R E N H E I T FA FI R E A L A R M FA C F I R E A L A R M C A B I N E T FA C P F I R E A L A R M C O N T R O L P A N E L FB O F U R N I S H E D B Y O T H E R ( S ) FD FL O O R D R A I N o r F I R E D A M P E R FD N F O U N D A T I O N FE FI R E E X T I N G U I S H E R FE C F I R E E X T I N G U I S H E R C A B I N E T FF FI N I S H E D F L O O R FF L F IN I S H E D F L O O R L I N E FH FI R E H Y D R A N T FH C F I R E H O S E C A B I N E T FH M S F L A T H E A D M A C H I N E S C R E W FH V F I R E H O S E V A L V E FH W S F L A T H E A D W O O D S C R E W FI N FI N I S H ( E D ) FI X T F I X T U R E FL G F L A S H I N G FL R FL O O R ( I N G ) FL U O R F L U O R E S C E N T FO C F A C E O F C O N C R E T E FO F F A C E O F F I N I S H FO M F A C E O F M A S O N R Y FO S F A C E O F S T U D FR FI R E R E S I S T I V E o r F I R E R A T E D FR P F I B E R G L A S S R E I N F O R C E D P A N E L ( I N G ) FR T F I R E R E T A R D A N T T R E A T E D FT FO O T ( F E E T ) FT G F O O T I N G FU R N F U R N I S H ( E D ) FU R R F U R R E D o r F U R R I N G FU T FU T U R E FV C F I R E V A L V E C A B I N E T GA GA U G E GA L V G A L V A N I Z E D GB GR A B B A R GC GE N E R A L C O N T R A C T O R GC M U G L A Z E D C O N C R E T E M A S O N R Y U N I T ( S ) GI GA L V A N I Z E D I R O N GL GL A S S o r G L A Z I N G GN D G R O U N D GR GR A D E GR T G R O U T GT GL A S S T I L E GW B G Y P S U M W A L L B O A R D GY P G Y P S U M GY P . B D . G Y P S U M B O A R D HA S H E A D E D A N C H O R S T U D HB HO S E B I B HC HO L L O W C O R E o r H A N D I C A P P E D HD A S H E A D E D D E F O R M E D A N C H O R S T U D HD R H E A D E R HD W R H A R D W A R E HM HO L L O W M E T A L HO R I Z H O R I Z O N T A L AS P E N , C O L O R A D O BU R L I N G A M E R A N C H NO T F O R C O N S T R U C T I O N 03.02.2011 RO - 3 a n d R O - 4 Du p l e x w w a l k - ou t b a s e m e n t P30I. UP UP F D F D F 31 2 4 5 6 9 A B D K J H 7' - 0 " 12 ' - 1 1 1 / 4 " 21 ' - 0 3 / 4 " 21 ' - 0 3 / 4 " 12 ' - 1 1 1 / 4 " 7' - 0 " 1'-6"10'-43/4"12'-81/4"22'-6"7 I G 8 10 E C 2 A5 . 0 1 . 2 1 A5 . 0 1 . 2 BE D R O O M # 1 00 2 BE D R O O M # 2 00 3 MA S T E R B A T H 00 4 BA T H R O O M 00 1 HA L L W A Y 00 7 MA S T E R BE D R O O M 00 5 ME C H A N I C A L 00 6 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 2 809003.00 CR WH 03.02.2011 NOT FOR CONSTRUCTION BASEMENT FLOOR PLAN A2.01.2BURLINGAME - SFR 2EI 1 / 4 " = 1 ' - 0 " 1 BA S E M E N T L E V E L F L O O R P L A N Fo r t h e p u r p o s e s o f e s t i m a t i n g , t h e s e u n i t s R O - 3 a n d R O - 4 h a v e wa l k - o u t f i n i s h e d b a s e m e n t a s i n t e g r a l p a r t o f t h e h o m e , w h i c h is d i f f e r e n t f r o m t h e o t h e r u n i t s R O - 1 , R O - 2 , R O - 5 , R O - 6 . P31I. DN DW RE F DN DW RE F A4.02.2 1 A4 . 0 1 . 2 A4 . 0 2 . 2 A4 . 0 1 . 2 1 2 2 F 31 1 2 4 5 6 9 A B D K J H 7 I G 8 10 E C 2 A5 . 0 1 . 2 5 ' - 0 " 1 A5 . 0 1 . 2 DE N 10 1 EN T R Y 10 0 DI N I N G R O O M 10 2 PO W D E R R O O M 10 6 KI T C H E N 10 3 LI V I N G R O O M 10 4 GA R A G E E N T R Y 10 5 GA R A G E 10 8 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 2 809003.00 CR WH 03.02.2011 NOT FOR CONSTRUCTION LEVEL 1 FLOOR PLAN A2.02.2BURLINGAME - SFR 2EI 1 / 4 " = 1 ' - 0 " 1 LE V E L 1 F L O O R P L A N P32I. F 31 2 4 5 6 9 A B D K J H 7 I G 8 10 E C PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 2 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION ROOF PLAN A2.03.2BURLINGAME - SFR 2Approver 1 / 4 " = 1 ' - 0 " 1 RO O F P L A N P33I. PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO BURLINGAME - SFR 2 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION PERSPECTIVES A4.00.2BURLINGAME - SFR 2Approver P34I. LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " F A D K H 2 A5 . 0 1 . 2 LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " F A B K J I G E C 2 A5 . 0 1 . 2 LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 2 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION BUILDING ELEVATIONS A4.01.2BURLINGAME - SFR 2Approver 1 / 4 " = 1 ' - 0 " 1 NO R T H E L E V A T I O N 1 / 4 " = 1 ' - 0 " 2 SO U T H E L E V A T I O N FLAGNOTES - ELEVATION / SECTION P35I. BA S E M E N T 89 ' - 4 " 3 1 4 6 9 7 10 LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " 1 A5 . 0 1 . 2 BA S E M E N T 89 ' - 4 " 1 2 5 9 8 10 LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " 1 A5 . 0 1 . 2 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 2 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION BUILDING ELEVATIONS A4.02.2BURLINGAME - SFR 2Approver 1 / 4 " = 1 ' - 0 " 1 EA S T E L E V A T I O N 1 / 4 " = 1 ' - 0 " 2 WE S T E L E V A T I O N FLAGNOTES - ELEVATION / SECTION P36I. LEVEL 1 100' - 0"LEVEL 2 110' - 8"BASEMENT 89' - 4" F A B D K J H I G E C 2 A5 . 0 1 . 2 LEVEL 1 100' - 0"T.O. PLATE 110' - 8"BASEMENT 89' - 4" LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " LE V E L 1 10 0 ' - 0 " LE V E L 2 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " 3 1 2 4 6 7 LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " LE V E L 1 10 0 ' - 0 " T. O . P L A T E 11 0 ' - 8 " BA S E M E N T 89 ' - 4 " 1 A5 . 0 1 . 2 PROJ. NO.DRAWN:CHECKED:DATE:REVISIONS © OZ ARCHITECTURE SCALE:SHEET NUMBERSHEET TITLE:ISSUED FOR:APPROVED:1805 29th Street Suite 2054 Boulder, Colorado 80301 phone 303.449.8900 ASPEN,COLORADO 1/4" = 1'-0"BURLINGAME - SFR 2 809003.00 Author Checker 03.02.2011 NOT FOR CONSTRUCTION BUILDING SECTIONS A5.01.2BURLINGAME - SFR 2Approver 1 / 4 " = 1 ' - 0 " 1 BU I L D I N G S E C T I O N 1 1 / 4 " = 1 ' - 0 " 2 BU I L D I N G S E C T I O N 2 P37I. Page 1 of 5 MEMORANDUM T O : FROM: THRU: DATE OF MEMO: MEETING DATE: RE: Mayor and City Council Jack Wheeler, Project Manager Scott Miller, Capital Asset Director November 14, 2014 November 17, 2014 City of Aspen Building Replacement Project REQUEST OF COUNCIL: Staff to update Council on progress of the development of the Aspen Building Replacement Project, and our Temporary Facility Plan. PREVIOUS COUNCIL ACTION: Staff updated Council on August 19, 2014 at which time council chose to move Option One forward to a greater level of detail and start an informative public process. This project aligns with Councils 2014 Top Ten Goal number 5. BACKGROUND: The Building Replacement Project Planning Team presented the City Downtown space needs and challenges on August 19, 2014. The presentation updated Council on the specific findings from the project team on our space needs and the specific challenges. The team presented Council four options that the project team identified as the best use of our currently owned assets to solve our space need problems, reaching out fifty years. These four options brought us to the three threshold questions that we presented to Council to help them point in one direction. The questions were. 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 relationships? Council preferred option one by a vote of 3 in favor and 1 against and 1 absent. Staff was directed to expand a bit on Option One to see if the programming would work which has been completed and attached (Exhibit A) for your review. Staff has held one internal open house and two public open house’s to gain feedback from our stakeholders which include staff, customers and the citizens of Aspen. A couple critical time sensitive milestones that has led us to prioritize the space planning in the city core are as follows Aspen Police Department lose their current County owned location April 2018. Spring 2014 the building that houses the City Hall Annex (Building and Engineering Departments, Canary Initiative, and Managers Office staff) was purchased and the new P38 II. Page 2 of 5 owner has let us know that the building will be going through re-development and we should be prepared to move out by end of year 2015. DISCUSSION: Staff has received the following feedback from the open houses that we facilitated. 1. The problem is understood 2. The options presented (attached Exhibit A) are good solutions there seems to be the most interest in option one and option four. 3. Just because we point in the direction of one option we should not discount a hybrid solution 4. No tax increase is very important 5. Must reach into the future 6. City Hall under one roof is appealing, but we must utilize all of our assets 7. People like option four’s ability to enhance and vitalize the plaza. 8. Civic Campus idea works well for ease of use The four options (attached Exhibit B) all have great attributes and some significant constraints we have looked at the pros and cons of each of the sites with the preliminary information that we have. We have attached (attached Exhibit C) the tables showing the Pros and Cons of each option. The ongoing analysis and feedback we have received have led us to the opinion that it may be responsible to take two options, one and four, to the next level of conceptual design. Option One: Option one does speak to who we are and the importance of the historic nature of Aspen. The community knows this as “City Hall”. It is the center of town. We have looked as closely as possible at constructability and we see some financial and structural risk with a complete renovation of an historic structure that includes adding an addition with internal connection and a lower level that would dictate the need to shore the existing structure. The inevitable unforeseen conditions that are always prevalent with older buildings are difficult to plan for. There will be logistical challenges that we would face with continuing operations in a building that is under total reconstruction. We will have noise, safety, interior comfort, and access issues that can be managed but not without some impact to our customers and staff. It is possible to build the addition and move operations into it, then finish the renovation of the existing, while the outlined issues present challenges that can be managed. Option Two: carries with it most of the same financial and structural risks and logistical challenges as outlined above, they are offset by the fact that we can contain the construction operations to the interior of the building. The department relationships are stressed further due to the new programming in the building that includes accessibility compliance, we will not be able to house as many key departments in the building as we do now. We do not see any great attributes to this scenario as it does not enhance the departmental relationships or public use. P39 II. Page 3 of 5 Option Three: Option three allows for the Armory building to be repurposed for public use. This option would put most City operations under one roof. There are some significant cost concerns, as we need to deal with the historic nature of the 540 Main property and to build a 70,000sf building on this site would make it difficult to retain the existing historic structures on site and our Historic Preservation Officer has said that the preference is to keep the historic structures on site. Retaining them and restoring them on site creates constraints that add challenges to the project at this scale. To give some scale to what a comparable structure is in Aspen the Jerome Annex is about 60,000 sf., The Armory is 19,000sf and the Pitkin County Courthouse and Plaza buildings are 20,000 sf. We also have the added costs of shoring the surrounding properties at the lot lines to construct the required underground parking facilities. Option Four: This was briefly discussed in the original memo and we thought the risk with ground water and structural tie in was greater than what it is. We believe, after discussions with the building department, that with a constraint of only one level below grade we do not have the significant risk of ground water and the structural tie, while difficult, can be addressed efficiently. This option allows most city functions to operate under one roof, and does a great job repurposing some of our assets for the solution. The Plaza/ Rio Grande site allows us to use the underutilized (currently full only a few weeks per year) Rio Grande Parking Garage to its potential. Development of a civic campus at this location would enhance the vitality of the plaza, and offers the best site for sustainable design. The Armory would be repurposed for public use. Based on the above info and the direction we have received we believe that in order to make a fully informed decision we recommend issuing the design RFP, (attached in draft form Exhibit D) and an RFP requesting Program Manager/ Owners Agent services for response and selection in January 2015. The first milestone for the team would be to develop two options to conceptual level design to include conceptual elevations, conceptual building programing, conceptual estimates and feasibility analysis. The team would bring the results back to council in early March for an informed selection. We have developed a project schedule (attached Exhibit E) that will deliver a solution by mid-2018 that includes this conceptual design process through early 2015. The projects also shows regular check in with council, constructability review, estimating and user group outreach, at all design milestones. The two options would be option one and option four, but the direction to the team would contain criteria that would open up the options to “best design” for the organization i.e. if option four worked best with a 16,000sf police facility on 540 Main and land banking the lot on Mill St., the team would bring that back to Council in one of the options. If as we progressed on option one if we found too many constraint on the larger building at 540 Main we may look at the Police facility on 540 main and but the main city hall functions would remain at the Armory and Rio Grande. The team feels that this type of open approach will allow us to come back to Council with two option that deliver the best value at a broader level. P40 II. Page 4 of 5 Staff will continue an informational process with the public and internal within the organization and will be back in front of council throughout the process for decision points and direction. The team has developed a Temporary facility to plan to address our space needs as the need arises throughout the above outlined process. The major milestones are outlined below.  Tasters has been given notice that it is likely that the space is no longer available after April 2015  Team will discuss whether the development plan should include making a restaurant space available as park amenity moving forward.  Rio Grande meeting room will take no reservations for events after April 2015  Rio Grande is vacated April 2015  Annex tenants Building, Engineering, Canary, and Managers staff, move out by Dec 2015  Asset and Water department staff move out of Rio Grande, early 2015, to Mt. Rescue building until mid-year 2018  Canary and Managers staff move to City Hall IT. 2015  Rio Grande undergoes interior and access renovation complete November 2015 (staff would be back to Council for approval of specifics on consent agenda early 2015)  Building Department and Engineering department move into the Rio Grande December 2015 until mid-year 2018.  Parking would move from 540 Main into the lower level of Rio Grande December 2015. We would either move them into a new facility in 2018 or add more space to their operations within the Rio Grande in 2018. FINANCIAL/BUDGET IMPACTS: Staff has currently budgeted $37,104,750 in the AMP beginning in 2105, this budget is conceptual and will be further defined as we move forward with design and will be brought to Council for budget and procurement approval at each phase. The Rough Order of Magnitude Estimates at this point in time ranges from $35 million to $42 million with reasonable contingencies built in, based on initial evaluation of each options risk. Design and PM  APD                 $1,667,936  Budget 2015   Design and PM 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     P41 II. Page 5 of 5 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 at each phase of design as outlined in the attached schedule. THIS IS A CONCEPTUAL BUDGET AND WILL CHANGE AS THE PROJECT MOVES FORWARD. RECOMMENDED ACTION: Council to direct staff to move forward with implementation of the Temporary Facility Plan, and move forward with the Design and Program Manager/ Owners Agent Request for Proposals. City Manager Comments: ______________________________________________________ Attachments: A. Schematics Option One B. Options slides C. Pro and Con slides D. Draft RFP E. Project Schedule P42 II. Option 1 - Conceptual Site Layout 18 Proposed Armory Addition Armory Building entry level plan 0 1 5 10 25 Conner Cabins Existing Armory Building Conner Lofts St. Mary’s Catholic ChurchSt. Mary’s Catholic Church Annex St. Mary’s Catholic Church Residence Conner Memorial Park Conner Cabins East Hopkins Ave. So u t h G a l e n a S t r e e t Existing Mechanical Pad Alley Armory Building 540 Main Street Building Proposed City Hall Annex Proposed Police Department 540 main street site plan 0 5 10 25 Historic house Barn Shed Obermeyer Place Pitkin County Jail Pitkin County Courthouse Courthouse Plaza Concept 600 BuildingVeteran’s Park Main Street P 4 3 I I . 19 Walkout, daylighted lower level Engineering Department 3,284~ 4,058 sq. ft. Armory Building lower level plan 0 1 5 10 25 City Council Chambers Building Common, Meeting Rooms 3,375~ 4,565 sq. ft. Community Development Department Building Department 2,520~ 2,704 sq. ft. Armory Building entry level plan 0 1 5 10 25 Conner Cabins City Clerks Department 2,274~ 2,472 sq. ft. Community Meeting Rooms 2,024~ 2,478 sq. ft. Conner Lofts St. Mary’s Catholic ChurchSt. Mary’s Catholic Church Annex St. Mary’s Catholic Church Residence Conner Memorial Park Conner Cabins East Hopkins Ave. So u t h G a l e n a S t r e e t City Hall Entry & Lobby Existing Mechanical Pad Alley Armory Building second level plan 0 1 5 10 25 Community Development Department Planning & Historic Preservation Departments 3,490~ 3,866 sq. ft. City Manager 2,817~ 2,289 sq. ft. Legal 870~ 1,200 sq. ft. Finance Department 2,024~ 2,478 sq. ft. Armory Building third level plan 0 1 5 10 25 Human Resources Department 1,592~ 1,935 sq. ft. Public Roof Deck/ gathering space Potential Green Roof Armory Building loft level plan 0 1 5 10 25 Common Area Meeting Rooms & Mechanical 2,500 sq. ft. Basement Level Main Level Loft Level Third Level & Public Roof Deck Second Level Option 1 - Conceptual Programming at Armory P 4 4 I I . 20 Patrol officers, records, interview rooms Environmental Health & Sustainability Department 1,314~ 1,755 sq. ft. Housing Department 1,691~ 1,905 sq. ft. Police Department 14,170~ 15,107 sq. ft. 7,669 sq. ft. this floor 540 main street entry level plan 0 5 10 25 Police Museum, Reception & Lobby Community safety officers Community meeting room, Media Rooms Historic house Barn Shed Obermeyer Place Pitkin County Jail Pitkin County Courthouse Courthouse Plaza Concept 600 BuildingVeteran’s Park Main Street Special Events Department 1,467~ 1,722 sq. ft. Police Department 14,170~ 15,107 sq. ft. 8,100 sq. ft. this floor 540 main street second level plan 0 5 10 25 Information Technology 1,085~ 1,278 sq. ft. Transportation Department 1,195~ 1,428 sq. ft. Investigations/ Detectives, evidence, interview rooms, conference rooms, records Briefing rooms, report writing rooms, records Fitness, lockers, bunk rooms, equipment storage Obermeyer Place Pitkin County Jail Pitkin County Courthouse Courthouse Plaza Concept 600 Building Capital Asset Management 1,264~ 1,560 sq. ft. 540 main street third level plan 0 5 10 25 Obermeyer Place Pitkin County Jail Pitkin County Courthouse Courthouse Plaza Concept 600 Building Proposed City Hall Annex above Proposed Police Department above 540 main street site plan 0 5 10 25 Obermeyer Place Pitkin County Jail Pitkin County Courthouse Courthouse Plaza Concept 600 BuildingVeteran’s Park Main Street Parking Garage Entry City Hall Parking Garage Entry Police Department First Level Plan Second Level Plan Third Level Plan Basement Plan Option 1 - Conceptual Programming at 540 E. Main Street Building P 4 5 I I . Renovate Armory with 2 Story AdditionThe Questions City Council Considered Functions in Armory & Additions • City Clerk • City Manager • Environmental Health • Finance • HR Functions in 540 E. Main Street Building • Aspen Police Dept. • Housing • Capital Assets • Special Events • Transportation New Building - At 540 E. Main Street Site City Council Preferred Option - Armory with Addition at 540 E. Main Street Site • Legal • Planning Dept. • Building Dept. • Engineering • IT Assumes re-use of: • Galena Plaza Building - ACRA/SAS • Rio Grande Building - Parking Dept. 14 • What is the best location for City Hall functions? • How important is the Armory Building to the identity of the City and City Hall functions? • How important are the key departmental relationships? Option 1 * Rough Order Magnitude $37 Million St. Mary’s Church Plaza Building Pitkin County Jail Library Ober- meyer Rio Grande Concept 600 Court House Hopki n s A v e . G a l e n a S t . Main S t . City Hall/ Armory Building Proposed City Hall Extension - Conceptual Massing Proposed 540 Main St. Building - Conceptual Massing P 4 6 I I . Renovate Armory New Building - At 540 E. Main Street Site Armory without Addition and 540 E. Main Street Site 15 Functions in Armory • City Clerk • City Manager • Environmental Health • Finance • H.R. • Legal Functions in 540 E. Main Street Building • Aspen Police Department • Planning Dept. • Building Dept. • Engineering • IT • Housing • Capital Assets Note: • Existing conditions need to be upgraded to address ADA and code compliance issues, circulation and building common deficiencies and other building systems, materials and infrastructure issues. • Special Events • Transportation Assumes re-use of: • Galena Plaza Building - ACRA/SAS • Rio Grande Building - Parking Dept. Option 2 * Rough Order Magnitude $37 Million St. Mary’s Church Plaza Building Pitkin County Jail Library Obermeyer Rio Grande Concept 600 Courthouse Hopki n s A v e . G a l e n a S t . Mai n S t . City Hall/ Armory Building Proposed 540 Main St. Building - Conceptual Massing P 4 7 I I . New City Hall and Police Department at 540 E. Main Street Site 16 Functions in 540 E. Main Street Building as City Hall • Aspen Police Department • City Clerk • City Manager • Environmental Health • Finance • Special Events • H.R. • Legal • Planning Dept. • Building Dept. • Engineering • IT • Capital Assets • Housing • Transportation Assumes re-use of: • Galena Plaza Building - ACRA/SAS • Rio Grande Building - Parking Dept. • Repurposement of the Armory for public benefit (rough order magnitude + $6-9 M) Option 3 * Rough Order Magnitude $40 Million Mai n S t . Courthouse Plaza Pitkin County Jail Library Obermeyer Place Rio Grande Concept 600 Courthouse Proposed 540 Main St. Building - Conceptual Massing P 4 8 I I . 17 New City Hall at Galena Plaza with Police department at Mill St. Lot or 540 E. Main St. Site Functions in Galena Plaza and Mill Lot Building • Aspen Police Department • City Clerk • City Manager • Environmental Health • Finance • Special Events • H.R. • Legal • Planning Dept. • Building Dept. • Engineering • IT • Capital Assets • Housing • Transportation Assumes re-use of: • Galena Plaza Building - ACRA/SAS • Rio Grande Building - Parking Dept. • Repurposement of the Armory for public benefit (rough order magnitude + $6-9 M) Option 4 * Rough Order Magnitude $40 Million Library Rio Grande Galena Plaza Proposed Admin - Conceptual Massing Proposed Police Department - Conceptual Massing Rio Grand e D r . P 4 9 I I . Page 1 of 4 PROS and CONS City of Aspen   Facilities Master Plan   PRELIMINARY OPTIONS   OPTION 1 ‐ HISTORIC CAMPUS Armory with addition APD at 540 Main        Description:  Construct an addition to the existing City Hall to accommodate growth and consolidation of most City Hall  functions        City offices and  Police facility at  540 E. Main                    Re‐use Rio Grande Building with interior remodel only for Parking and public meeting room         Re‐use Galena Plaza Building for current ACRA  functions              Group/Site PROS CONS  Armory Admin functions fit in City Hall with existing  efficiencies  Impacts adjacent park‐ rezoning required  Community Development consolidated to Armory  Need HPC approval for proposed addition  City Hall remains at "Armory" Construction may eliminate city vehicle parking  Single location for all core City Hall functions Unforeseen conditions major risk  Familiar location for citizens Very difficult logistically lots of shuffling    Changes the historic nature of the building   Rio Grande Repurpose building  Restaurant operation lost, this is an amenity to the park  Provides location to consolidate dispersed smaller  City functions    Utilizes currently held asset better       Galena Plaza  Building    ACRA is not relocated and can continue to use the  short term RV parking etc. that has been established  ACRA cannot grow in its current location  Does not encroach on Galena Plaza Does not contribute to activation of Galena Plaza        Police Bldg.  Creates public safety core with Sheriff & County  Courts  Requires cooperation from County for PD vehicle access  A) 540 Main Adjacency to Jail and County Courts     Less complex construction process shoring at lot lines   Better direct public access hard to develop below grade in two phases may increase  costs   Leaves growth potential for the future     P50 II. Page 2 of 4 City of Aspen   Facilities Master Plan   PRELIMINARY OPTIONS   OPTION 2 ‐ HISTORIC CAMPUS renovate Armory and City offices  and APD at 540 Main     Description: Remodel City Hall to add a loft                       Construct a the balance of City offices, and a new Police facility at  540 E. Main St.             Re‐use Rio Grande Building with interior remodel only for Parking Department &  public meeting room             Re‐use Galena Plaza Building for current ACRA/SAS functions              Group/Site PROS CONS  Armory Admin functions fit in City Hall with existing  efficiencies  Departmental adjacencies are broken, with portions at two  sites   Familiar location for citizens         Moderate organizational  changes to current City  Hall  May be more difficult for the public to know which  building to go to          Very difficult logistically lots of shuffling    Unforeseen conditions major risk    Would need to come up with 20,000sf of temp space  Rio Grande Re‐use building without modifying exterior  footprint  Restaurant operation lost this is an amenity to the park  Parking Department is well located at parking  structure     Public meeting room is reopened      Galena Plaza  Building    ACRA can continue to use the short   term RV  parking etc. that has been established adjacent to  the building  ACRA cannot grow in this  location                Creates public safety core with Sheriff & County  Courts  Mixed use of PD and City departments, site division may be  confusing for the public  540 E. Main Adjacency to Jail and County Courts       One new building for most City departments separates Council and Managers office from organization  Better direct public access           P51 II. Page 3 of 4 City of Aspen   Facilities Master Plan   PRELIMINARY OPTIONS   OPTION 3 ‐ MAIN STREET                      Description:  Construct new City Building for PD and City Hall functions at 540 E.  Main               Reuse Rio Grande Building for Parking and public meeting  room                 Reuse Galena Plaza Building ACRA / SAS                                               Group/Site PROS CONS  Armory The building is given repurposed for public use. Does not utilize existing available City owned s.f. for  office use   Minimizes impact on historical nature of City Hall need to replace 19000 sf  premium is the diff between     renovation cost and new construction  Rio Grande Provides appropriate square footage and location  for    Parking Services     Provides visitors with close proximity to public  parking     Keeps public meeting room           Galena Plaza  Building  Re‐use building without modifying exterior  footprint     Allows ACRA/SAS expansion/growth space  required     ACRA can use existing RV parking adjacent to  Galena Plaza     Activates Galena Plaza with visitor entrance at  plaza and lower levels       540 E. Main Creates a single city core presence for City offices,  with minor exceptions       Adjacency to Jail and County Courts for PD Scale of building may be out of context    Potential issues with utility corridor and access to    historic buildings at rear of site    All on‐site parking has to be below grade shoring at lot lines   Consolidates most City functions into only two  locations     P52 II. Page 4 of 4 City of Aspen   Facilities Master Plan   PRELIMINARY OPTIONS   OPTION 4 ‐ CIVIC CAMPUS                     Description:  Expand Galena Plaza Building as new City  Hall                     Construct a new Police facility at either Mill Street or 540 E. Main sites               Re‐use Rio Grande Building in new  programing                    re use Galena plaza in new programing                   Group/Site PROS CONS  Armory The building is given repurposed for public use. Does not utilize existing available City owned s.f. for  office use  Minimizes impact on historical nature of City Hall need to replace 19000 sf  premium is the diff between   renovation cost and new construction     Rio Grande Reuse in new programing                  Galena Plaza  Building   Reuse in new programing  GSF requires for City Hall expansion functions requires   maximum build out for the site which may impact view  shed from Galena Plaza  Creates civic campus Potential loss of ACRA RV/Short term parking based on  build out     City Hall expansion building will have close proximity  to public parking  Impact on parking garage capacity may create shortage  of spaces  Potential to activate Rio Grande Street  Potential to activate Rio Grande street   Activates Galena Plaza             Police Bldg.  Creates public safety core with Sheriff & County  Courts  we will not develop to site potential  A) 540 E. Main  St.  Adjacency to Jail and County Courts     Less complex construction process difficult expansion below grade in phased construction   Better direct public access     possible building efficiency with Sheriff’s office      B) Mill St Creates Civic Campus Not as close to Jail and County Courts  Less complex construction process very difficult site with current ROW's  Possible option to sell or land bank part of the parcel Significant shoring for a small below grade area.   Possible option to combine All into one building     P53 II. FINAL DRAFT2 Page 1 of 16    DRAFT City of Aspen Building Replacement Project Request for Proposals – Architect/Design Services City of Aspen, Colorado November 13, 2014     130 South Galena Street  Aspen, CO 81611  (970)920‐5000  www.aspenpitkin.com    P54 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 2 of 16    Table of Contents 1.0 Introduction 3 1.1 Invitation to Proposers 3 1 . 2 P r o j e c t D e s c r i p t i o n 3 1 . 3 P r o j e c t A p p r o a c h 3 2.0 RFP Process 6 2 . 1 P r o c e s s 6 2.2 Schedule 6 2 . 3 S e l e c t i o n C r i t e r i a 7 2 . 4 C o n t r a c t s 7 3.0 Scope of the Project 8 3.1 Background 8 3.2 3 . 3 3 . 4 D e s i g n P r o c e s s 1 0 4.0 Scope of Services 1 2 4.1 Collaborative Project Delivery Team Approach 1 2 4 . 2 D e t a i l e d D e s c r i p t i o n o f S e r v i c e s 1 2 5.0 Proposal Requirements 1 8 5 . 1 Q u a l i f i c a t i o n s 1 8 5.2 Proposal Elements 1 9 5.3 Proposal Format 2 1 6.0 Owner’s Language 2 2 6.1 Interests of the City of Aspen 2 2 6.2 Insurance Requirements 2 2 7.0 Exhibits 2 2 7 . 1 C o n t r a c t s 2 2 7 . 2 C o n c e p t u a l P l a n s 2 2 P55 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 3 of 16    1.0 Introduction The purpose of this Request for Proposals (RFP) document is to solicit complete Architectural design services proposals from qualified firms or teams for the Aspen Building Replacement Project. 1.1 Invitation to Proposers Sealed proposals will be received at the City of Aspen Purchasing office until 2:00pm, Monday January 5, 2015, at which time the proposals will be opened and reviewed, for the following City of Aspen project: CITY OF ASPEN BUILDING REPLACEMENT PROJECT To allow the City of Aspen (Owner) to fully understand your firm or team’s intended approach to the project, carefully prepare a response based on the information required in this Request for Proposals. 1.2 Project Description The City of Aspen is in the process of developing a Plan to add a new facility 14,000 – 16000 sf facility for the Aspen Police Department and about 40,000 – 49,000 sf of city offices on currently held real estate assets in the City of Aspen core. The schedule we have included breaks the project into 5 phases, as follows Conceptual Design Schematic Design Design Development Final Design Construction Administration Please define your approach and team in each of the phases with a clear list of deliverables for each phase. 1.3 Project Goals MISSION – Design and construct a project that is responsible, sustainable, efficient, civically connected and reaches decades into the future. OBJECTIVES: 1. Usability – Design the project to be flexible, comfortable, inviting, easy to find and use. 2. Program – Develop a timeless design for approximately 55 – 66,000 sf shown in the two options attached. 3. Cost – Comprehensive cost analysis and budget tracking throughout the project design process to keep the ownership informed and avoid budget creep. 4. Design Schedule – as attached. P56 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 4 of 16    5. Construction Impact – Develop a viable construction phasing and sequencing plan that maximizes construction efficiency while minimizing the impact of construction on residents, visitors and the operations of the city services. 6. Quality – Specify high-quality building materials and systems that deliver comfortable, reliable, durable, efficient and sustainable product. 7. Sustainability – Sustainability in product specification and ongoing operations will be an important goal in the approved design with the possibility of a “net zero” footprint. 8. Safety – Adopt and implement a safety program that provides a safe construction environment for all workers, visitors and the public. 9. Stakeholder Participation – Adopt and implement a comprehensive stakeholder review process that solicits extensive user group input and effectively incorporates feedback into the design and construction plan. 1.3.1 Collaborative Project Delivery The City will pursue, a collaborative project development team, including design services, program management, owners agent services, commissioning service, and stakeholders group. The early formation of the group provides an open and collaborative process involving input from all parties – designers understand the ramifications of decisions when they are made, decisions are not made solely on a first-cost basis, time value design (estimated budgeting) allows for cost feedback and early total project cost commitments. The values we are looking for on this team are as follows:  Mutual Respect and Trust  Mutual Benefit and Reward  Collaborative Innovation and Decision Making  Early Involvement of Key Participants  Early Goal Definition  Intensified Planning  Open Communication  Appropriate Technology  Organization and Leadership” The collaborative Aspen Building Replacement Project Team will consist of the following:  Development Program Manager / Owner’s Agent  Architect/Engineer Design Team  Contractor at Risk  Commissioning Agent  City of Aspen staff  Stakeholder Groups (see section 5.2.5.4) P57 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 5 of 16    1.3.2 Team Structure The collaborative Aspen Building Replacement Project Team will consist of the following:  Development Program Manager / Owner’s Agent  Architect/Engineer Design Team  Contractor at Risk  Commissioning Agent  City of Aspen staff  Stakeholder Groups 2.0 RFP Process 2.1 Process If your firm intends to submit a response to this RFP, you must send an email to rebecca.hodgson@ci.aspen.co.us indicating that you are the contact person for your firm/team. The purpose of this registration is to make sure that your firm/team receives all of the addenda published subsequent to the initial RFP release. You must direct all questions via email to rebecca.hodgson@ci.aspen.co.us. The City reserves the right, at its sole discretion as deemed in the best interests of the City of Aspen, to disqualify any candidate for phone calls or other direct contact with City staff other than via the email address provided in this section. The purpose for this Q&A procedure is so that the City may track all questions, issue addenda and make sure that all respondents have access to all questions and all answers related to this RFP. While there is no specific Q&A schedule, City staff will collect questions as they come in and attempt to publish answers to questions in addenda each Friday during the RFP period. Sealed proposals will be received at the City of Aspen Purchasing office until 2:00pm, Monday January 5, 2015, at which time the proposals will be opened and reviewed, for the following City of Aspen project: The deadline for submitting responses to this RFP is 2:00pm, January 5, 2015. Submit RFP responses to: Ms. Rebecca Hodgson City of Aspen 130 S Galena Street Aspen, CO 81611 Proposals may be delivered in person, by courier, Federal Express or any other delivery service. The use of any delivery service, including registered mail, does not relieve the Respondent of the responsibility that proposals be received by prior to the deadline. The selection process will consist of selection committee proposal evaluations followed by oral Interviews. See section 2.2 for the anticipated evaluation and selection schedule. The selection committee will develop final evaluations and will create a prioritized ranking of the top three (3) most desired design teams. P58 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 6 of 16    Your firm will be notified as to whether or not they have been selected to attend the oral interview. Please make tentative arrangements for your team to be available for oral interviews which will be conducted in Aspen, CO. 2.2 Schedule The proposal, evaluation and selection schedule is as follows: November 24, 2014: Issue Request for Proposals December 14, 2014: Project pre proposal meeting December 16, 2014: Final Questions Due from candidates December 19, 2014: Final Addendum Issued January 5, 2015: Proposal packages due from candidates by 2:00PM January 8 – 13 2015: Oral Interviews January 21, 2015: Selection Rankings Announced January 27, 2015: Signed Contracts Due 2.3 Selection Criteria The criteria for selection shall include but may not be limited to the following:  Firm Experience:  Experience with Similar Projects  Experience with Law Enforcement facilities  Design Team Leader Experience  Design Team Experience  Sustainable Design Experience  References & Other Experience  Quality of Consultants:  Structural Engineer  Mechanical Engineer  Electrical Engineer  Civil Engineer  Law Enforcement Architect  Sustainable practices  Land Planner  Landscape Architect  Acoustics Consultant  Waterproofing Consultant  Interior Designer  Project Approach:  Project Understanding  Alignment with Project Goals  Process Controls / Quality Control  Team Coordination  Understanding of Process  Fees & Schedule:  Fee Worksheet  Ability to Meet Schedule P59 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 7 of 16    Weightings for categories will not necessarily be related to the number of line items in each category. Categories and weightings are subject to change by the selection committee based on the best interests of the City of Aspen. 2.4 Contracts The selected firm will be required to execute and perform work subject to the attached AIA B101 form of agreement between the Owner and Architect and the AIA A201- 2007 General Conditions. The contract documents included provide a working framework for the overall project approach and should be considered part of the scope of work required by this RFP. Initial contract amount will include only design phase fees. If City deems it in the City’s best interests, construction phase fees will be added by addendum. 3.0 Scope of the Project 3.4 Design Process 3.4.1 Project Delivery Conceptualization (Expanded Programming) Schematic Design (Expanded Schematic Design) Design Development (Expanded Design Development) Construction Documents (Final design) Construction Administration 3.4.2 Schedule A tentatively proposed Phase II project schedule is as follows: Conceptual Design: 9 weeks Schematic Design: 10 weeks Design Development: 10 weeks Bid Submitted: January 22, 2016 Final Design CD: 38 weeks Construction & Closeout: 107 weeks 4.0 Scope of Services (Delete 4.1) 4.2 Detailed Description of Services P60 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 8 of 16    4.2.1 Conceptualization Development Program Manager / Owner’s Agent  A/E Design Team, Contractor at Risk, Commissioning Agent evaluations & selection  Overall facilitation, coordination, organization and direction of the integrated team  Team’s compliance with owner’s requirements  Overall project schedule  Completeness of necessary project information  Conceptual analysis of stick-built versus modular or panelized construction Architect/Engineer Design Team  Contractor at Risk, Commissioning Agent evaluations & selection  Validation of opportunities and options of the business proposition to the physical outcome of the project  Confirm space program meets code requirements and applicable standards and is aligned with overall project goals  Visualize massing of building and adjacency concerns on its site  Identify sustainable design outcomes that have a cost impact to the project  Design schedule  Feedback on building systems relative to achieving project performance goals  Identify unique project and system requirements that will effect project outcomes  Conceptual analysis of stick-built versus modular or panelized construction  Cost information: comprehensiveness and integration into model.  Constructability review  Initial procurement and construction schedule, including integration into model  Initial cost data  Value Engineering  Constructability for applicable scope of work  Initial schedule data for applicable scope of work  Specific cost data  Identification of long lead items  Product data sheets  Life cycle and energy efficiency data  Conceptual analysis of methodology Commissioning Agent  Work closely with the IPD team to develop the overall vision for the project and conceptual criteria for building/systems commissioning for heating and ventilating systems, fire alarm and suppression systems, domestic (hot) water systems and solar and/or ground-source preheating systems, PV systems and the remainder of building controls systems  Provide input on commissioning-related design considerations among project team members and work to develop and communicate project goals  Ensure, through communication with the IPD team, that the design being pursued by the IPD team follows and meets the overall vision for the project  Conceptual analysis of stick-built versus modular or panelized construction P61 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 9 of 16    4.2.2 Schematic Design Development Program Manager / Owner’s Agent  Overall facilitation, coordination, organization and direction of the integrated team  Coordinate assignment of responsibilities, actions and completion requirements  Coordinate and track integrated team’s performance  Coordination of overall project schedule  Final analysis of stick-built versus modular or panelized construction Architect/Engineer Design Team  Integration of design input from all team members  Confirm user experience of building as it relates to project goals  Form, adjacencies and spatial relationships of the project  Coordinate selection of major building systems and performance requirements  Regulatory requirements for the building (i.e.: fire/life safety plan)  Sustainability targets and proposed systems  Outline or Performance Specification  Refinement of design schedule  Selecting major building systems and setting performance requirements  Locate major pieces of equipment and routing in the project  Identify unique conditions that need to be addressed in the next phase as the systems are being detailed  Final analysis of stick-built versus modular or panelized construction  Validate lead times for long-lead items  Provide input for tolerances, prefabrication opportunities  Final analysis of stick-built versus modular or panelized construction Commissioning Agent  Work with the IPD team to further develop conceptual criteria for building/systems commissioning into working criteria  Work with the IPD team to establish and document the owner’s criteria for building/systems function, performance, and maintainability  Address, in design reviews, first-cost and long-term cost considerations, potential system performance problems, energy-efficiency improvements, indoor environmental quality issues, operation and maintenance considerations  Work with the IPD team to identify potential problems early, before they can affect later phases of the project and cause delays or require corrections  Final analysis of stick-built versus modular or panelized construction 4.2.3 Design Development Development Program Manager / Owner’s Agent  Overall facilitation, coordination, organization and direction of the integrated team  Coordinate alternative options for presentation to Owner  Coordinate and track integrated team’s performance  Ensure compliance with project requirements  Lead performance checking of building systems from the Integrated Team’s stakeholders P62 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 10 of 16     Final direction on stick-built versus modular or panelized construction Architect/Engineer Design Team  Coordinate and integrate input from project stakeholders and ensure compliance with project requirements  Detail concept ideas into constructible form  Code compliance  Complete design of building systems  Estimating and cost contaiment  Verify system performance  Final direction on construction methods Commissioning Agent  Formally review and comment on the design from a building/systems commissioning perspective and make design recommendations to facilitate commissioning and improve building performance  Develop, with input from the project team, a detailed commissioning plan for each building and each building system  Develop, with input from the project team, commissioning-related requirements that will be the contractor’s responsibility, including equipment installation and start-up, documentation and functional testing  Final direction on stick-built versus modular or panelized construction 4.2.4 Construction Documents Development Program Manager / Owner’s Agent  Overall facilitation, coordination, organization and direction of the integrated team  Coordinate complete information for legal requirements of project as it relates to the owner’s procurement method  Coordinate team input and facilitating team buy-in for overall project schedule and budget Architect/Engineer Design Team  Finalize model for architecturally related design intent for construction  Provide descriptive information for fabrication and construction of architecturally related scope  Finalize specifications  Finalize model for consultant’s related design intent for construction  Provide descriptive information for fabrication and construction of consultant’s related scope  Finalize specifications Commissioning Agent P63 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 11 of 16     Develop, with input from the design team, detailed commissioning specifications from the information developed in Design.  Document responsibilities and systematic procedures for system testing, balancing, fine- tuning, training, owner’s documentation & manuals, acceptance and warranty 4.2.5 Construction Administration & Closeout Development Program Manager / Owner’s Agent  Overall facilitation, coordination, organization and direction of the integrated team Architect/Engineer Design Team  Overall responsibility for Construction Contract Administration from a design perspective  Respond to RFI’s and processing of submittals as required to support trades not part of the initial design activities  Coordinate RFI and submittal responses from all design consultants  Provide updates to BIM as required responding to field conditions and Design Consultant needs  Coordinate any changes due to field conditions not foreseen in the BIM.  Issue design change documents as required to respond to latent conditions and or owner-directed changes  Review change requests to confirm entitlement  Work with prime constructor to ensure the construction is proceeding in conformance with design intent  Issue substantial and final completions documents  Work with owner on user needs to use the BIM for life cycle benefit.  Document and or analyze any Post Occupancy Evaluation feedback  Respond to RFI’s and processing of submittals as required to support trades not part of the initial design activities  Provide updates to BIM as required responding to field conditions  Coordinate any changes due to field conditions not foreseen in the BIM  Issue design change documents as required to respond to latent conditions and or owner directed changes  Review change requests to confirm entitlement  Work with prime constructor to ensure the construction is proceeding in conformance with design intent  Issue substantial and final completions documents Contractor  Coordinate trade contractors, suppliers, and self-performed work to ensure completion of the project according to contracts, budget, schedule and quality goals defined by the project team  Ensure safety of all personnel on the project site  Maintain good relations with neighbors  Coordinate with regulatory agencies for required inspections  Coordinate required testing  Finalize the BIM to correspond with built conditions.  Coordinate trades with the overall project to ensure efficient flow of work.  Coordinate fabrication and delivery of materials/assemblies/equipment to ensure efficient flow of work. P64 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 12 of 16     Provide Operation &Maintenance (O&M) information for applicable scope of work Commissioning Agent  Communicate with the design team and coordinate the systematic execution of the detailed commissioning plan for each building and for each system including installation, start-up, testing, balancing, fine-tuning, training, owner’s documentation/manuals, acceptance and warranty  Verify and document compliance with the building/systems criteria developed throughout the design process  Provide documented confirmation that the facility fulfills the functional and performance requirements 5.0 Proposal Requirements 5.1 Qualifications Firms/teams invited to bid on this RFP have been pre-qualified and, as such, may omit or provide only brief descriptions of the items required in sections 5.1.1 – 5.1.3. Please disclose any information that may have changed since the City last received a statement of qualifications from your firm/team. 5.1.1 Overview of the Firm/Team 5.1.1.1 Please provide your firm’s qualifications via AIA Document B305, Architect's Qualification Statement. 5.1.1.2 Please provide a description of your firm’s financial history including: 5.1.1.2.1 Whether your organization is in the process of filing or has filed bankruptcy within the last five years; 5.1.1.2.2 A letter from you firm’s financial institution noting your firm’s financial stability. 5.1.2 Relevant Team Experience Please provide a list of projects relevant to the program described in this RFP and include the following information:  Size and dollar value of each project;  Contact person and phone number for the Owner and Contractor, or other relevant references for each;  Relevant project experience focused on similar recent municipal and law enforcement projects;  Emphasis on projects located in a mountainous setting, specifically projects in Aspen and/or Pitkin County;  Familiarity and experience with sustainable design;  Detailed outline of project scope as well as your firm’s specific scope of services provided;  Identify if your firm was the Design Architect or Architect of Record for each of the relevant projects listed.  5.1.3 Design Capabilities P65 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 13 of 16    Please describe in detail the firm/team’s overall design capabilities as they relate to each phase of the process. 5.1.4 In-House Personnel Dedicated to the Project Present the qualifications of the in-house design team leader and the design team members as follows:  Proposed role and decision-making capabilities for this project  Current resume  List of projects completed by this individual including specific scope of work  Owner and General Contractor contact person and phone number for each project listed  Key qualifications that make this individual an ideal fit for this project;  Number of hours per week this individual will be dedicated to this project during the design phase (you may refer to section 5.2.3)  Number of hours per week this individual will be dedicated to this project during the construction phase (you may refer to section 5.2.3) 5.1.5 Consultants/Engineers Please list all proposed consultants & engineers referenced in the fee worksheet. For each consultant/engineer, include the following information: 1. Firm Name 2. Address 3. Contact Name, Phone Number & Email Address 4. Firm’s Website Address The following disciplines shall be addressed:  Structural Engineer  Mechanical Engineer  Electrical Engineer  Civil Engineer  Law Enforcement Architect  Sustainable practices  Land Planner  Landscape Architect  Acoustics Consultant  Waterproofing Consultant  Interior Designer 5.2 Proposal Elements 5.2.1 Acknowledgement of Scope of Services 5.2.1.1 Please verify your understanding of the scope of services requested in this RFP as well as described in the contracts. 5.2.1.2 Describe how your firm/team will approach and execute each section of the scope of services and describe how your firm/team can add value to the services requested to create a successful project. 5.2.1.3 Please also describe what elements of efficiency your firm/team will bring to the project approach in order to help the City of Aspen best utilize funds and make suggestions in each P66 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 14 of 16    area of the approach on what your firm will do to ensure that the intended outcomes of the IPD methodology are reached. 5.2.2 Fee Worksheet 5.2.2.1 Fees: Please complete the included fee worksheet. In doing so, please submit lump sum fees to provide the services requested by phase as categorized in the fee worksheet. Click the link below to obtain the fee worksheet: 5.2.2.2 Reimbursables: Clearly identify all categories of reimbursable expenses, their proposed percentage of markup, and anticipated cost. Use comments as needed. The Owner expects to include the reimbursable amount proposed in the final design contract as a top-set to be billed against. Candidates are to assume detailed backup of reimbursable costs will be required with each invoice. 5.2.3 Detailed Schedule 5.2.3.1 Prepare a detailed suggested schedule, based on the design process, that will meet the constraints described in section 3.4.2 and describe the level of effort of each individual or role throughout each phase of the schedule and how, in each phase, your firm/team will integrate with the IPD team. 5.2.3.2 Please illustrate the billing rates associated with each individual or role and the amount of effort by each so that it will be clear how the overall pricing in the fee worksheet has been built up to reach the total for the proposal. 5.2.4 Design Process Coordination / QC Describe how your firm/team will coordinate work during each phase of the schedule and what your firm/team will do to ensure quality. Include the amount of travel and frequency of on and off-site meetings and conference calls suggested for the project. 5.2.5 Additional Requirements In addition to the scope of services described in this RFP and the services described in the attached contracts, be sure that the proposal also addresses the following: 5.2.5.1 The City of Aspen requires that the selected firm/team work as part of the Design team to develop an efficient, sustainable design that exists in harmony with its surrounding environment and shall meet the functional and constructability requirements of a properly completed project. 5.2.5.2 The design team is expected to support the construction cost estimating effort as needed with the Contractor at Risk, Owner’s Agent and Commissioning Agent throughout the design process. 5.2.5.3 The City of Aspen has developed two options for the project these have been developed as a result of significant council and user input. Please describe how your firm/team will utilize these preliminary conceptual building options as a basis for the project’s design in the Conceptualization phase. P67 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 15 of 16    5.2.5.4 During each phase of the design process, the design team will be responsible for presenting the project design to City of Aspen stakeholder groups including, and Aspen City Council. The intent of these stakeholder sessions will be to provide updates and to receive (and to incorporate to the extent possible within the City’s goals and objectives) feedback about the project’s design. Specify in your proposal what level of sketches, renderings, graphics or modeling your proposal includes at each phase and describe how each will be sufficient for presentation at each phase. 5.2.5.5 The design team will be responsible, along with the Contractor at Risk and Owner’s Agent, for presenting documentation that supports the Contractor’s GMP bid for the project to Aspen City Council. 5.2.5.6 Your firm should assume general responsibility for all aspects of sustainable design. 5.2.5.7 As part of the design effort, the design team will need to consider how to approach the construction phase. 5.2.5.8 The selected firm will be required to execute and perform work subject to the attached AIA B101 form of agreement between the Owner and Architect and the AIA A201- 2007 General Conditions. Please make the necessary arrangements with your legal and insurance teams to accommodate this request. The contract documents included provide a working framework for the overall project approach and should be considered part of the scope of work required by this RFP. 5.3 Proposal Format Preferred hardcopy format is 8½” x 11” bound with no single page exceeding 11” x 17”. The selection committee requires six (6) hardcopies of your firm’s response. The selection committee also requires one (1) electronic submittal of your firm’s complete response, provided on a CD or DVD, preferably assembled into in a single .pdf file along with the Excel fee worksheet file in its original .xls format. So that the selection committee may most easily reference sections and pages of the proposal, please number all pages and provide tab sheets to separate sections. Please also provide an index or table of contents. Proposals submitted in response to this solicitation are irrevocable for 60 days following the due date of the proposals. This period may be extended by written agreement between Respondent and the City of Aspen. A transmittal letter for each Respondent’s proposal must be submitted on its official business letterhead. The letter shall transmit the proposal, identify all materials and enclosures being forwarded collectively as a response to this RFP, and must be signed by an individual authorized to commit the Respondent to the scope of work proposed. P68 II. C i t y o f A s p e n N o v e m b e r 1 3 , 2014 Aspen Building Replacement Project Request for Proposals – Architect/Design Services DRAFT Page 16 of 16    6.0 Owner’s Language 6.1 Interests of the City of Aspen 6.1.1 The City of Aspen reserves the right to reject any or all Proposals or accept what is, in its sole judgment, the Proposal which is in the City's best interest. The City further reserves the right, in the best interests of the City, to modify this RFP process as it sees fit or waive any technical defects or irregularities in any and all Proposals submitted. 6.1.2 Proposals received after the deadline may not be accepted or considered. Receipt by the City of Aspen after the deadline shall not be construed as acceptance of the proposal. Proposals will be logged as to date/time received. 6.1.3 The successful Respondent is prohibited from assigning or subcontracting the whole or any part of the contract without the prior written consent of the owner. 6.2 Insurance Requirements Refer to the attached AIA B195 Owner/Architect Agreement and the AIA A295 General Conditions contract attachments for insurance requirements. 7.0 Exhibits Go to the following ftp address to download the exhibits: 7.1 Contracts See link to ftp site above. The following files are available on the ftp site: 7.2 Conceptual Options See link to ftp site above. The following files are available on the ftp site: Conceptual Plans - 258-Unit Site Plan and Buildings.pdf P69 II. ID Task Name Duration Start 1 Aspen Building Replacement Project 2 Consultant Selection 55 days Tue 11/11/14 3 Compile Design RFP 9 days Tue 11/11/14 4 Advertise RFP & Repsonse 23 days Mon 11/24/14 5 RFP Return 1 day Mon 1/5/15 6 RFP Review and selection 15 days Tue 1/6/15 7 Design 45 days Tue 1/27/15 8 Conceptual site and facility design 45 days Tue 1/27/15 9 User group outreach 10 days Thu 2/19/15 10 Conceptual Estimate 21 days Tue 2/17/15 11 Council presentation Conceptual 6 days Thu 3/19/15 12 Schematic Design 50 days Mon 3/23/15 13 Develop prefered option 30 days Mon 3/23/15 14 User group review 14 days Mon 4/20/15 15 Estimate 20 days Mon 5/4/15 16 Constructablity review 20 days Mon 5/4/15 17 Estimate 20 days Mon 5/4/15 18 Council Presentation 13 days Mon 5/11/15 19 Design Development 51 days Fri 5/1/15 20 Develop design 45 days Fri 5/1/15 21 User group review 10 days Fri 5/29/15 22 Constructability review 20 days Mon 6/1/15 23 Estimate 20 days Mon 6/1/15 24 Council Presentation 20 days Mon 6/15/15 25 Final Design 192 days Fri 7/3/15 26 Finalize design 95 days Fri 7/3/15 27 Compile and submit permit docs 10 days Thu 11/5/15 28 Building permit review 95 days Tue 11/3/15 29 Estimate 69 days Thu 11/12/15 30 Constructablitiy Review 46 days Thu 12/10/15 31 Logistical review 40 days Thu 1/21/16 32 Building permit issued 10 days Tue 3/15/16 33 Preconstruciton Services 104 days Thu 11/19/15 34 Compile bid docs 11 days Thu 11/19/15 35 Issue RFP docs for bid 35 days Fri 12/4/15 36 RFP response 1 day Fri 1/22/16 37 RFP review and selection 29 days Mon 1/25/16 38 Contract award 27 days Mon 3/7/16 39 Construction 517 days Wed 4/13/16 40 Site demo and prep 30 days Wed 4/13/16 41 Excavation / Foundation 120 days Tue 6/7/16 42 Structure 120 days Tue 11/22/16 43 Envelope / Roof 75 days Tue 5/9/17 44 MEP / AV rough 75 days Wed 8/9/17 45 Finishes 95 days Fri 11/17/17 46 Completion and Commissioning 15 days Fri 3/16/18 47 Clean and Punch 10 days Fri 3/23/18 48 Move in 23 days Fri 3/30/18 49 IT setup 20 days Fri 3/30/18 50 FF&E 20 days Wed 4/4/18 Consultant Selection Compile Design RFP Advertise RFP & Repsonse RFP Return RFP Review and selection Design Conceptual site and facility design User group outreach Conceptual Estimate Council presentation Conceptual options selection Schematic Design Develop prefered option User group review Estimate Constructablity review Estimate Council Presentation Design Development Develop design User group review Constructability review Estimate Council Presentation Final Design Finalize design Compile and submit permit docs Building permit review Estimate Constructablitiy Review Logistical review Building permit issued Preconstruciton Services Compile bid docs Issue RFP docs for bid RFP response RFP review and selection Contract award Construction Site demo and prep Excavation / Foundation Structure Envelope / Roof MEP / AV rough Finishes Completion and Commissioning Clean and Punch Move in IT setup FF&E D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J Half 1, 2014 Half 2, 2014 Half 1, 2015 Half 2, 2015 Half 1, 2016 Half 2, 2016 Half 1, 2017 Half 2, 2017 Half 1, 2018 Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Progress Manual Progress Page 1 Project: Aspen Building Replace Date: Fri 11/14/14 P 7 0 I I . Page 1 of 2 MEMORANDUM TO: Mayor and City Council FROM: Chris Forman, Operations Manager THRU: Tom Rubel, Parks and Open Space Director DATE OF MEMO: November 12, 2014 MEETING DATE: November 17, 2014 RE: Community Forestry Update REQUEST OF COUNCIL: There is no formal request of Council. This memo and presentation is designed to provide a brief update on where the community forest stands today, as well as how the Parks Department manages this resource now and into the future. PREVIOUS COUNCIL ACTION: A community forestry update such as this was presented to Council in February 2008. There were no requests of Council at that time either. BACKGROUND: The Parks Department, specifically the City Forester, oversees the management of over 9,000 publicly owned trees within the City of Aspen. The community forest is a dynamic living part of our infrastructure and changes to this system are ever evolving. The Parks Department feels that it is beneficial to periodically provide status updates to Council and the citizens of Aspen regarding changes within the forest as well as changes in management. DISCUSSION: The Parks and Open Space Department is dedicated to providing the highest level of professional management of the community forest. The department has two arborists, certified by the International Society of Arboriculture, and both hold Bachelor degrees from Colorado State University in forestry and natural resource management. We have a community forest management plan, which provides details regarding goals, objectives, hazard trees, insect/disease, pruning cycles, implementation schedules, inventories, tools, and many other key elements of successful forest management. As noted earlier, change is a large part of the forest, not only in terms of individual tree resources, but also in the field of arboriculture. We strive to implement the latest and most technologically proven methods of management within our profession. Safety of persons and property is our highest priority, which sometimes requires the removal of large hazard trees within our community. A hazard tree is defined by a significant defect in the tree coupled with the potential for causing damage to persons or property if the tree, or parts of the tree, should fail. The removal of such trees comes only when extensive inspections have occurred and no P71 III. Page 2 of 2 other mitigating efforts are possible, such as pruning, moving potential targets, cable/bracing systems, etc. There are currently 141 cottonwood trees with diameters of 34 inches or greater along our city right of ways, all of which have various levels of defects that require monitoring. Though not all of these trees are hazards, they represent the majority of our over mature tree population that requires continual monitoring on at least an annual basis. On average, we remove anywhere from 5 to 10 of these large trees annually due to deteriorating, dangerous conditions. Due to the typical lifespan of a narrowleaf cottonwood (90 to 100 years), it is expected that many of the 141 cottonwoods described above will require removal over the next 5 to 10 years. There are 5 removal needs identified this year, based upon the results of our annual evaluations. We communicate with the public via signage and individual conversation when large trees are found to be hazards and slated for removal. An aggressive approach to planting (both new and replacement trees) has provided us with a well-stocked community forest that is continually improving via age class, size class, and species diversity. Over the past 15 years, based upon the size classes of trees in our inventory, it is estimated that more than 3,500 trees have been planted in the right of way and in our parks system. This has resulted in a positive shift in the community forest towards an uneven aged, diverse canopy which will provide long term benefits. FINANCIAL/BUDGET IMPACTS: The financial impact of trees has been documented extensively through various research projects around the world. Heating and cooling cost reductions, lowered storm water treatment costs, increased real estate values, and even shorter recovery time in hospital rooms with views of trees are all good examples of how our forest has a positive financial impact on the community. ENVIRONMENTAL IMPACTS: Our community forest provides many qualitative as well as quantitative benefits. Actual numbers have been placed upon our forest via a program called iTrees. Attachment A shows a few of the quantitative benefits the forest silently provides to our community. RECOMMENDED ACTION : Staff is recommending that Council continue their support of the forestry program. ALTERNATIVES : Without ongoing, careful management of this resource, the future can be very expensive and the safety of our citizens and guest alike will be at risk due to the natural progression and lifecycle of trees. PROPOSED MOTION : N/A. CITY MANAGER COMMENTS: ATTACHMENTS Attachment A: iTrees report for street trees P72 III. Aspen Avg. $/treeSpecies Total rainfall interception (Gal) Total ($) % of Total Trees % of Total $ Annual Stormwater Benefits of Public Trees by Species 7/2/2013 Standard Error Narrowleaf cottonwood 3,321,604 35,876 32.8 53.5 22.08(N/A) Quaking aspen 655,083 7,075 19.7 10.6 7.26(N/A) Blue spruce 1,217,349 13,148 14.0 19.6 18.97(N/A) Crabapple 36,819 398 6.0 0.6 1.34(N/A) Green ash 91,214 985 4.8 1.5 4.10(N/A) Norway maple 133,781 1,445 4.8 2.2 6.07(N/A) Pine 165,771 1,790 3.0 2.7 12.02(N/A) Maple 21,358 231 2.8 0.3 1.65(N/A) White ash 17,267 187 1.9 0.3 1.96(N/A) Silver maple 153,482 1,658 1.7 2.5 19.50(N/A) Spruce 119,929 1,295 1.2 1.9 22.33(N/A) OTHER STREET TREES 274,032 2,960 7.3 4.4 8.15(N/A) Citywide total 100.0 100.0 13.53(N/A) 6,207,688 67,048 1 P73 III. Aspen Annual CO Benefits of Public Trees by Species 7/2/2013 Species Sequestered (lb) Avoided (lb) Total ($) % of Total Trees % of Total $ Avg. $/tree 2 Maintenance Release (lb) Net Total (lb) Standard Error Decomposition Release (lb) Sequestered ($) Avoided ($) Total Released ($) 413,709 -58,650 -21,375 527,384 861,069 6,458 32.8 60.1 3.97Narrowleaf cottonwood (N/A) 3,103 3,955-600 102,027 -4,295 -5,596 108,580 200,716 1,505 19.7 14.0 1.55Quaking aspen (N/A) 765 814-74 71,483 -4,851 -5,439 71,534 132,727 995 14.0 9.3 1.44Blue spruce (N/A) 536 537-77 15,814 -559 -1,194 9,773 23,835 179 6.0 1.7 0.60Crabapple(N/A) 119 73-13 15,378 -524 -883 15,653 29,624 222 4.8 2.1 0.93Green ash (N/A) 115 117-11 21,396 -844 -1,182 22,181 41,551 312 4.8 2.9 1.31Norway maple (N/A) 160 166-15 6,274 -290 -962 9,876 14,898 112 3.0 1.0 0.75Pine(N/A) 47 74-9 4,358 -93 -301 4,464 8,428 63 2.8 0.6 0.45Maple(N/A) 33 33-3 2,876 -53 -196 3,631 6,257 47 1.9 0.4 0.49White ash (N/A) 22 27-2 27,499 -1,504 -924 28,013 53,084 398 1.7 3.7 4.68Silver maple (N/A) 206 210-18 6,585 -478 -506 7,219 12,820 96 1.2 0.9 1.66Spruce(N/A) 49 54-7 22,690 -2,165 -1,698 27,920 46,747 351 7.3 3.3 0.97OTHER STREET TREES (N/A) 170 209-29 Citywide total 710,090 -74,306 -40,256 836,228 1,431,756 10,738 100.0 100.0 2.17(N/A) 5,326 -859 6,272 1 P 7 4 I I I . Annual Air Quality Benefits of Public Trees by Species 7/2/2013 Total ($) % of Total Trees Avg. $/tree O Deposition (lb) NO PM SO Avoided (lb) NO PM VOC SO32102210 2 Aspen Total (lb) BVOC Emissions (lb) Standard ErrorSpecies Total Depos. ($) Total Avoided ($) BVOC Emissions ($) 5,723 3.52Narrowleaf cottonwood 0.0 32.8 2,866.6 830.0 205.0 206.3 89.4 577.9 123.1 115.5 719.4 (N/A) 3,055 2,668 0 476 0.49Quaking aspen -83.4 19.6 296.1 31.2 7.6 10.2 3.5 129.0 26.0 24.3 147.8 (N/A) 116 578 -218 -447 -0.64Blue spruce -404.7 14.0-87.9 61.6 15.4 17.3 7.7 84.9 17.1 15.9 96.9 (N/A) 229 380 -1,056 95 0.32Crabapple-0.2 6.0 48.7 11.8 2.9 3.6 1.5 11.6 2.3 2.2 13.1 (N/A) 44 52 -1 101 0.42Green ash 0.0 4.8 55.0 5.5 1.4 1.7 0.6 17.8 3.7 3.4 21.0 (N/A) 21 80 0 93 0.39Norway maple -17.5 4.8 58.5 5.5 1.3 1.8 0.6 26.3 5.3 4.9 30.1 (N/A) 20 118 -46 -5 -0.03Pine-37.0 3.0 10.1 11.3 2.8 3.2 1.4 11.0 2.3 2.1 13.0 (N/A) 42 50 -97 23 0.17Maple 0.0 2.8 13.1 0.5 0.1 0.2 0.1 4.8 1.0 0.9 5.5 (N/A) 2 22 0 20 0.21White ash 0.0 1.9 11.4 0.2 0.0 0.1 0.0 4.4 0.9 0.8 4.9 (N/A) 1 20 0 144 1.69Silver maple -24.8 1.7 86.0 17.2 4.3 4.8 1.8 31.8 6.6 6.2 38.1 (N/A) 64 145 -65 -41 -0.72Spruce-39.9 1.2-7.4 6.6 1.6 1.8 0.8 8.5 1.7 1.6 9.8 (N/A) 24 38 -104 135 0.37OTHER STREET TREES -49.2 7.3 85.2 32.9 8.2 8.6 3.7 31.2 6.5 6.1 37.3 (N/A) 122 142 -128 Citywide total 1,014.3 250.7 259.5 111.1 939.2 196.4 183.9 1,136.9 6,318 1.27 100.0-656.7 3,435.2 (N/A) 3,740 4,292 -1,714 1 P 7 5 I I I . Aspen Species Total Stored CO2 (lbs) Total ($) % of Total Trees % of Total $ Avg. $/tree Stored CO2 Benefits of Public Trees by Species 7/2/2013 Standard Error Narrowleaf cottonwood 12,217,179 91,629 (N/A) 32.8 79.0 56.39 Quaking aspen 891,430 6,686 (N/A) 19.7 5.8 6.86 Blue spruce 1,009,109 7,568 (N/A) 14.0 6.5 10.92 Crabapple 114,490 859 (N/A) 6.0 0.7 2.89 Green ash 107,218 804 (N/A) 4.8 0.7 3.35 Norway maple 173,920 1,304 (N/A) 4.8 1.1 5.48 Pine 60,274 452 (N/A) 3.0 0.4 3.03 Maple 17,580 132 (N/A) 2.8 0.1 0.94 White ash 9,751 73 (N/A) 1.9 0.1 0.77 Silver maple 313,362 2,350 (N/A) 1.7 2.0 27.65 Spruce 99,451 746 (N/A) 1.2 0.6 12.86 OTHER STREET TREES 203,074 3,358 (N/A) 7.3 2.9 9.25 Citywide total 15,461,464 100.0 100.0 23.39(N/A) 115,961 1 The value of stored carbon dioxide is calculated as the total amount of carbon dioxide sequestered annually over the life of each tree, summed for the population. This value should not be added to the Replacement Value or double -counting of the carbon dioxide storage benefit will occur. P76 III. Aspen Species Total Electricity (MWh) Total Natural Gas (Therms) Total ($) % of Total Trees % of Total $ Avg. $/tree Annual Energy Benefits of Public Trees By Species 7/2/2013 Standard Error Electricity ($) Natural Gas ($) Narrowleaf cottonwood 238.7 20,664.7 33,914 32.8 58.7 20.87(N/A) 15,179 18,735 Quaking aspen 49.1 6,045.1 8,606 19.7 14.9 8.84(N/A) 3,125 5,480 Blue spruce 32.4 3,984.1 5,671 14.0 9.8 8.18(N/A) 2,059 3,612 Crabapple 4.4 554.6 784 6.0 1.4 2.64(N/A) 281 503 Green ash 7.1 775.3 1,153 4.8 2.0 4.81(N/A) 451 703 Norway maple 10.0 1,244.7 1,767 4.8 3.1 7.42(N/A) 638 1,128 Pine 4.5 506.8 744 3.0 1.3 4.99(N/A) 284 459 Maple 2.0 222.3 330 2.8 0.6 2.36(N/A) 128 202 White ash 1.6 222.7 306 1.9 0.5 3.22(N/A) 104 202 Silver maple 12.7 1,285.4 1,972 1.7 3.4 23.19(N/A) 806 1,165 Spruce 3.3 387.1 559 1.2 1.0 9.63(N/A) 208 351 OTHER STREET TREES 12.6 1,293.5 1,976 7.3 3.4 5.44(N/A) 804 1,173 Citywide total 378.4 37,186.2 100.0 100.0 11.66(N/A) 57,781 24,068 33,713 P77 III.