HomeMy WebLinkAboutagenda.council.worksession.20260504AGENDA
CITY COUNCIL WORK SESSION
May 4, 2026
4:00 PM, City Council Chambers
427 Rio Grande Place, Aspen
I.Work Session
I.A Board and Commission Interviews
I.B Armory Hall Adaptive Reuse - Project Update
I.C Golf Clubhouse Area/Facilities Master Plan - Data Sharing and Update
II.Council questions and comments related to items published in the most recent
information update, as needed
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Board & Commission Interviews Memo - 5.4.26.pdf
1_2026.05.04_Work sesson memo_Armory_Hall_Final.docx
Golf_Clubhouse_Facilities_Master_Plan_Update_Staff_Report_final.docx
Attachment A Public Involvement Feedback Summary - PHASE I CITY
COUNCIL.pdf
Attachment B Golf Data Survey Results.pdf
Attachment C Golf MP 2026-04-22 Open House Collage.pdf
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Page 1 of 4
STAFF REPORT
TO: Mayor Richards and Aspen City Council
FROM: Jen Phelan, Development Manager and Ben Levenson, Senior
Project Manager
THROUGH: Rob Schober, Capital Asset Director
MEETING DATE: May 4, 2026
SUBJECT: Armory Hall Adaptive Reuse – Project Update
INTENDED OUTCOME: Staff is updating City
Council, as project owner, on the continued pre-
construction progress for the adaptive reuse of
Armory Hall which is a priority project for Council.
Staff’s intent is to inform council on where the
project stands as well as outlining next steps and
the planned timeline for getting the construction
phase of the project underway.
EXECUTIVE SUMMARY: As part of a 2025
competitive bid process, Shaw Construction was
selected as the Construction Manager/Contractor
at Risk to provide preconstruction services. Shaw
has since been included in weekly meetings with
the design team and is informing decisions based
on constructability and revised cost estimates.
In January 2026, City Council approved Resolution No. 7 (Series of 2026), authorizing
Shaw to engage additional subconsultants to complete engineering for the building lift of
Armory Hall, temporary shoring design, and structural bracing for selective demolition
after the lift. This work facilitates installation of a new foundation along the building
perimeter, increased basement head height, and demolition of the interior and specific
portions of the exterior. To date, the building lift engineering and shoring design are
complete, and the structural bracing system design is in progress.
Lifting the building is classified as a relocation by the land use code. The project is
scheduled for review by the Historic Preservation Commission on May 13 to consider the
lift request, finalize stage structure materials, and review design modifications to the
Galena Street parkway.
Figure 1: Courtesy of The Aspen Historical Society
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Page 2 of 4
Asset staff have received an initial Guaranteed Maximum Price (GMP) proposal from
Shaw for construction. This proposal is currently under review and will be finalized over
the coming month. The GMP proposal, along with two additional contracts, are expected
to be presented to Council in early summer.
In parallel, initial permit review comments have been received; vacating of the Armory
remains on schedule; the required IT work at the Armory is underway; asbestos
remediation is being planned; and a request for proposals (RFP) for a building operator
is in preparation.
DISCUSSION: The project team is advancing multiple tasks to prepare for the
construction of Armory Hall. Key activities currently underway are summarized below:
Building Lift and HPC Review: The existing unreinforced
sandstone foundation requires replacement to
accommodate basement expansion, comply with current
seismic and building code requirements, and support the
building’s updated occupancy classification. The Historic
Preservation Commission is reviewing the proposed
method for installing a new foundation as it is considered a
relocation under the land use code. The project team has
conducted a comprehensive, multidisciplinary, evaluation
of available construction methodologies for installing a new
foundation.
Based on this analysis, lifting the structure has been
determined to be the most appropriate and effective
approach. This method minimizes the risk of undermining
the existing exterior walls, reduces the potential for
structural failure within potentially compromised brick
wythes, and maintains the building’s established vertical
load paths throughout construction. Additionally, lifting
enables the installation of a continuous, monolithic cast-in-
place concrete foundation, which provides superior long-term structural performance
compared to segmented alternatives with multiple cold joints.
Lifting the building also provides a greater level of safety for construction workers,
simplifies increasing basement depth, and reduces the overall project duration relative to
the alternative approach of underpinning and phased excavation methods. A shorter
construction timeline will lessen disruptions to adjacent properties, the commercial core,
the public right-of-way, the WeCycle station, and the Aspen Saturday Market supporting
broader public welfare considerations.
As a publicly funded project, fiscal responsibility is a priority for Asset staff. The reduced
construction duration associated with lifting the structure results in measurable cost
Figure 2: Courtesy of The Aspen
Historical Society
94
Page 3 of 4
savings for a publicly funded project while delivering a higher-quality outcome. Although
lifting a historic brick structure is a new approach for a downtown building, the City has
retained a nationally recognized firm with specialized expertise (Wolfe House & Building
Movers) in structural lifting to perform this work and feels confident in the abilities of the
team we have assembled.
Upcoming Contracts For Council Approval: Asset staff are currently reviewing a
Guaranteed Maximum Price (GMP) proposal from Shaw Construction for the project. As
it currently stands, the proposal value remains within the budget created and presented
to Council at the end of last year. Once the review is complete and the proposal is finalized
it will be presented to Council for consideration and approval. Staff are targeting a regular
meeting in early June for this agenda item.
During the same meeting two additional contract amendments will also be presented for
approval. These amendments will include construction administration for CCY Architects
and its project team and authorize additional project phases of construction and closeout
of the Construction Manager as Advisor (CMa).
Building Permit: CCY Architects has received most first round comments (as of April
24th) from the building department and referral agencies related to the building permit
application. Comments are being sent to the appropriate design consultants to provide a
response and will be resubmitted as one package to the building department. Based upon
discussions with the Community Development department, Asset staff anticipate the
permit being issued in phases.
Vacating of the Armory & Project Readiness: In early May, right-of-way work will
commence allowing the fiber service into the building to be capped. Departments
currently housed in Armory Hall are expected to vacate the building in June. As the
building is vacated, IT systems and equipment will be disconnected and relocated,
remaining miscellaneous items will be removed, and minor asbestos remediation will be
completed to prepare the building for construction. The current project schedule has
Shaw taking control of the site in late June.
Operator RFP: Since an initial operator RFQ was issued in late 2025, Asset staff have
provided updates to interested parties every two months. The team plans on issuing the
operator RFP once a firm construction start date and project timeline are established, as
greater project certainty will improve the quality and reliability of responses from potential
operators. We are anticipating a July issuance of the RFP at this time.
FINANCIAL IMPACTS: The total budget appropriated for this project in 2026 is just over
$15 million dollars, allowing for construction to begin in 2026.
ENVIRONMENTAL IMPACTS: The design and engineering work associated with this
project has minimal direct environmental impact. While construction activities can
generate environmental impacts, the rehabilitation approach reduces overall impacts by
preserving and reusing the existing structure.
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Page 4 of 4
The project is being designed as an all-electric facility and will incorporate upgrades to
meet current building codes, improving overall energy efficiency and long-term
performance. These measures support the objectives of the Climate Action Plan and align
with Council’s carbon reduction goals. This project will adhere to the City of Aspen
Construction & Demolition Debris Program. The waste management plan will be designed
to minimize the volume of waste directed to the Pitkin County Landfill while maximizing
material diversion through recycling. In addition, lifting the building is expected to shorten
the construction timeline, thereby reducing the duration of impacts to the surrounding
commercial core.
RECOMMENDATIONS: Asset staff have evaluated input from Wolfe, ANA, and other
relevant trades to determine the best approach for installing a new foundation and
deepening the basement for additional head height. HPC will review the relocation in mid
May and provided the project receives a recommendation of approval from HPC, staff will
be in front of council in early June with multiple contracts to advance the project to the
construction stage. Staff would like to confirm with Council the current outlined activities
and project schedule as we continue to advance this priority project.
ALTERNATIVES: City Council may direct staff to pause the project and reevaluate the
current approach.
CITY MANAGER COMMENTS:____________________________________________
______________________________________________________________________
______________________________________________________________________
96
STAFF REPORT
TO: Mayor and City Council
FROM: Jim Pratt, Golf Manager
Scott Chism, Director of Business Services
THROUGH: Austin Weiss, Parks and Recreation Director
MEETING DATE: May 4th, 2026
SUBJECT: Golf Clubhouse Area Master Plan – Data Sharing and Update
__________________________________________________________________
INTENDED OUTCOME: The Golf Department and Business Services Division are
providing Council with an update on the Golf Clubhouse Area Master Plan with the intent
to receive further direction from Council relative to scale of Master Plan
recommendations. Master Plan pathways forward for Council to consider include:
Update (no increase in size, focus on repairs and retain functionality as-is)
Upgrade (modernize to meet today’s needs and add some new amenities)
Reimagine (extensive redevelopment, considers new opportunities and
anticipates growth)
Additionally, staff requests Council’s guidance/interest regarding potential employee
housing initiatives at the Golf Clubhouse area. These decisions will guide the project team
in planning, designing, and budgeting for the scale of Master Plan recommendations.
EXECUTIVE SUMMARY: In 2025, the City hired Sirius Golf Advisors, a golf industry
consulting firm, to update the Golf Business Plan, offering insight and identifying improved
business opportunities for the facility. In 2026, the City is collaborating with the planning
and design consultant, DTJ Design, who is working to develop the Golf Clubhouse Area
Master Plan, which includes insights from recent community surveys, stakeholder
meetings and engagement sessions. The scope of this Master Plan includes all lease
holder zones including, the Nordic center, Tennis facilities and the restaurant.
Recommendations from two community meetings and an online community survey have
provided valuable user group perspectives that are being used to guide the Master Plan
recommendations.
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DISCUSSION: The Aspen Clubhouse Area has seen a significant increase in its year-
round usage since its construction in 2002. Specifically, during the busiest summer
months, the Aspen Golf Clubhouse area can see daily usage of close to 1,000 people per
day. To initiate future planning recommendations of the Master Plan, an extensive
information gathering campaign has been underway since 2025. Public input to date has
been gathered through four primary sources. Ongoing staff input has been informed by
daily operational experience and regular feedback from facility users. Current facility
shortcomings contribute to significant operational challenges. Stakeholder meetings
have been conducted with City of Aspen department heads and staff, leaseholders
representing tennis, Nordic, and restaurant operations, as well as the Aspen Golf
Advisory Committee through feedback sessions and discussions. A digital community
survey was conducted throughout the month of March to collect broader public
perspectives and priorities. On April 22, a public open house was held at the Golf
Clubhouse to gain additional community input. A detailed summary of public input
received to date is attached (attachments A and B).
Consistent themes emerged from stakeholder groups around inclusivity, expanded year-
round activation, and stronger community connection. Users identified the following
outcomes to be included in the Master Plan:
Design a campus that allows for additional year-round uses to encourage
community gathering;
Create modern and more functional facilities including flexible interior spaces;
Expand tennis facility to include indoor racquet programming;
Preserve what makes the place special, including affordability, open space
quality and public accessibility;
Make it work operationally, including adequate work, mechanical, retail, and
storage spaces;
Improve revenue generating/business opportunities;
Usage at the Aspen Golf Clubhouse Area has steadily increased, since the current
facilities were completed in 2002. The facility is challenged to provide fundamental
necessities like proper number of restroom facilities, operational storage needs, public
spaces, and staff work areas. Additionally, there is an opportunity to look at the facility’s
character and consider how it aligns with the community’s expectations regarding quality
and services offered.
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The Aspen Golf Club campus is comprised of different areas besides the Golf clubhouse,
and each area has unique challenges. The Master Plan is evaluating how each area can
be designed to improve flow and bolster operations on the campus for operational
efficiencies and positive user experience for all user groups in the future. Under the
current configuration, areas can feel disconnected and many functions are challenged
due to inadequate space. Moreover, survey responses show that the community feels the
building feels dated and inefficient. The top facility priorities for community use include:
Expand restaurant/bar/social space
Improve golf practice facilities
Create more outdoor gathering space with sunset views
Create indoor racquet facility
Protect open space character
In the current configuration of uses in golf clubhouse area, there are multiple operational
challenges currently impeding staff and user groups from optimal experiences. DTJ
Design’s recent meetings with stakeholders including Golf department staff, lease
holders, and staff from Parks, Trails & Open Space, Nordic, and Recreation departments
concluded that the following facility operational requirements be considered in the Master
Plan:
Separate pro shops for Golf and Nordic
Improve offices & meeting areas
Expand restaurant, kitchen, & storage
Build indoor racquet facilities
Improve and increase golf cart storage capacity
99
Improve golf practice areas
Expand/increase parking capacity
The first phase of the Golf Clubhouse Area Master Plan effort has included a
comprehensive evaluation of current conditions and user experiences. The next phase of
work will synthesize the public, stakeholder and City Council input into recommendations
for both short-term and longer-term planning and design solutions for the Aspen Golf
Clubhouse area’s future.
RECOMMENDATIONS: The current conditions at the Aspen Golf Club are not optimal
and could be improved. Opportunity exists at the golf clubhouse and campus area to
improve operations and respond to community feedback. Staff are seeking City Council’s
direction regarding scale of Master Plan recommendations - should the Aspen Golf Club
be:
Updated: Repaired as is, without any upgrades;
Upgraded: Repaired and modernized to accommodate present needs with
expansions for some additional amenities; or
Reimagined: Redesigned with replaced facilities to meet future needs, implement
additional revenue generating potential;
The City Council's guidance will inform the project team in the design and development
of the Master Plan and also shape future decisions regarding capital planning, resource
allocation, and departmental staffing. This process aims to ensure that Aspen Golf Club
remains committed to offering affordable and accessible recreational opportunities for the
community year-round.
CITY MANAGER COMMENTS:
I would add to the Council’s consideration the large funding question that would need to
be addressed before making a strong recommendation for any direction. Whether or
not the Golf Fund would be responsible, or if the Parks and Open Space Fund is
considered for supporting future development at this site, and/or if there are private
donors that would be able to help advance any improvements still needs to be explored.
If the predominate source of financing would be from the Parks and Open Space Fund,
there may need to be a prioritization discussion to determine how any future
redevelopment at the golf course campus is viewed relative to other capital needs
supported by this fund, or whether a ballot question would need to be considered by
voters.
Additionally, acknowledging the current state of development within the UGB, Council
may likely also want to consider the amount of additional construction and disruption for
the Community that a redevelopment of the campus would generate and how to time
such a project.
100
Given there are a number of variables like these that are not fully explored or outlined
within this summarized write-up, Council input tonight might be most appropriately
accompanied with caveats to reflect how certain any provided direction may be. Or
Council may want to propose additional questions back to staff and request a follow up
work session to discuss this topic further with that additional context, once it is avaiable.
ATTACHMENTS:
Attachment A – Public Survey Feedback Summary results—Aspen Golf Club Facilities
Master Plan
Attachment B – Golf Master Plan Survey Data Results
Attachment C – April 22, 2026 Golf Master Plan Open House Collage
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1
Public Involvement Feedback Summary
Phase I Discovery and Listening
November 2025 – April 2026
Public input to date has been gathered through four primary sources. First, ongoing staff input
has been informed by daily operational experience and regular feedback from facility users.
Second, initial stakeholder meetings were conducted with City of Aspen department heads and
staff, leaseholders representing tennis, Nordic, and restaurant operations, as well as the Aspen
Golf Advisory Committee through feedback sessions and discussions. Third, a community
survey was conducted throughout the month of March to collect broader public perspectives and
priorities. Finally, additional community input was received during the public open house held
on April 22.
Initial Stakeholder Meetings
The Aspen Golf Club Facilities Master Plan is being studied now because the existing
clubhouse and campus no longer function efficiently for the volume and diversity of users it
serves. What was once primarily a seasonal golf facility evolved into a multi-use community
campus supporting golf, Nordic skiing, tennis, dining, events, recreation, and year-round public
use. The infrastructure is aging, circulation and flow are limited, storage and gathering spaces
are inadequate, and several user groups lack basic amenities such as restrooms, shelter,
modern lockers, and dedicated program space. At the same time, the site represents one of
Aspen’s most visible gateways and public assets, creating an opportunity to think beyond short-
term fixes and establish a long-range framework for future investment over the next 25 -30
years. The community’s direction is clear: protect the open space, preserve affordability and
accessibility, and create a welcoming facility that better serves all users, generations, incomes,
and recreational interests. Improve what we have, but don’t change what it is.
Across stakeholder groups, consistent themes emerged around inclusivity, year-round
activation, and stronger community connection. Residents and users want a campus that
functions like a social gathering place—with improved food and beverage spaces, sunny
outdoor decks and patios, better parking, safer and more accessible circulation, and flexible
indoor spaces for meetings, events, youth programs, and daily use. Recreation priorities
include indoor tennis, improved golf facilities, Nordic gathering and storage space, improved
pro shop functionality, and better support spaced for camps and training programs.
There is also interest in exploring employee housing, transportation connections, and ways to
make the facility work more cohesively as one campus rather than disconnected uses.
Attachment A
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2
Moving forward, the master plan process should help the community understand current
challenges, identify future needs, and create a practical roadmap for phased improvements that
strengthen Aspen’s recreation system while preserving what already works.
Digital Survey – Aspen Community Voice
The Aspen Golf Club Facilities Master Plan survey generated strong community participation,
with 534 responses and broad representation led primarily by Aspen residents (64%),
followed by Snowmass Village, Basalt, and surrounding valley communities. Results confirm the
Golf Club is already a heavily utilized and valued public asset, with 92% of respondents
reporting use of the facilities in the last 12 months. While golf remains a core draw (65%),
the strongest overall use category was the restaurant and bar (72%), followed by Nordic
skiing (46%), walking (35%), and tennis (23%). Satisfaction with the current experience is
generally positive, with two-thirds rating the facility a 4 or 5 out of 5, but the data also suggests
room for meaningful improvement as one quarter rated the experience average and smaller
groups rated it below satisfactory. Most notably, respondents overwhelmingly view the
campus as more than a golf course—76% rated it important or very important that the Aspen
Golf Club function as a year-round community gathering place.
When asked about future priorities, respondents favored practical enhancements that
strengthen daily use, year-round activation, and community experience over formal event
uses. Top-ranked priorities included an expanded restaurant and bar, improved golf practice
facilities, more outdoor gathering space with sunset views, indoor tennis, and improved
golf spaces. Lower priorities included banquet facilities and meeting rooms, indicating the
public prefers amenities that serve regular users over occasional programmed events.
Sustainability expectations were also clear and consistent, with the highest support for healthy
indoor spaces, water efficiency, responsible landscaping, renewable energy, and
environmentally responsible operations. Taken together, the survey shows the community
wants a modernized, multi-use social recreation campus that respects Aspen’s
environmental values while improving comfort, functionality, and year-round relevance.
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3
Open House Feedback
The open house provided the project team with an opportunity to lead tours of the facility,
including operational back-of-house and mechanical areas. These tours helped participants
better understand the existing building conditions, operational constraints, and challenges with
current spaces.
A 30-minute community meeting was also held to provide an overview of the master planning
process, project goals, and next steps. Participants asked thoughtful and constructive
questions, creating a valuable opportunity to establish a shared baseline of project information.
The meeting also helped validate and reinforce themes already identified through the
community survey and earlier stakeholder outreach, while generating additional feedback for the
planning team to consider moving forward.
Aspen Golf Club Facilities Master Plan – Program Summary – Based on current feedback and
defined user groups.
User Groups
Golf
• Golf Proshop
• Golf Pro Office
• Golf Proshop Storage
• Golf Management Staff Offices
• Golf Storage
• Men’s Locker Room
• Women’s Locker Room
• Cart Barn
• Golf Simulator
Nordic
• Nordic Proshop
• Nordic Ski Tune / Wax
• Nordic Storage
Tennis
• Indoor Tennis Courts (6)
• Tennis Proshop
• Tennis Lounge (Social Space)
• Tennis Storage
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4
• Tennis Offices
• Men’s Restroom
• Women’s Restroom
• Pickleball (?)
• Padel (?)
Restaurant
• Restaurant / Bar
• Dining Patio (Covered)
• Commercial Kitchen
• Kitchen Storage
• Men’s Restroom
• Women’s Restroom
General
• Circulation
o Lobby / Foyer
o Horizontal Circulation
o Vertical Circulation (Stairs + Elevator)
• Mechanical
SEE IMAGES EXHIBITS
105
SURVEY RESPONDENTS
SURVEY RESULTS
responses
received
FEEDBACK
-Facility is outdated, inefficient
and disconnected
-Community-building location
-Affordability and accessibility
-Multi-user facility
(golf, tennis, Nordic, public)
-Protect open space
-Plan for the next 50 years
TOP THEMES
- A Year-Round Community Campus
-Modern, Functional Facilities
-Spaces that Bring People Together
-Expand Year-Round Recreation
• Indoor racquet facility
- Preserve What Makes This
Place Special
•Maintain affordability and access
• Protect open space and character
-Make it Work Operationally
•Support staff spaces, storage
and operations
• Improve revenue generating uses
TOP PRIORITIES
-Expanded restaurant / social space
-Improved golf practice facilities
-Outdoor gathering space
-Indoor tennis facility
534
Aspen
locals
64%
used the facility
in the past year
92%
MAJOR THEMES
Attachment B
106
DATA FROM SURVEY RESULTS
RECURRING COMMENTS
• Tired, Cramped, Dated, Too Small
• Flow is bad
• Locker rooms inadequate
• Restaurant undersized
The Aspen Golf Club facility and campus needs improvement.
Users like the facility, its functional, but dated and expectations are high.
There is clear room for improvement.
rated the experience
as 4 or 567%
rated the facility as 3
(middle of the road) 25%
It’s not just a golf course – It’s a social hub.
This is a community campus, whether the design reflects that or not.
Food, views, tennis and casual gathering outranked traditional golf only upgrades.
TOP USES62.5% say it’s Very Important (5/5) to be a
year-round gathering place. The community
sees the Aspen Golf Club as a shared civic
space; food, views, and gathering matter as
much as or more than golf.
Opportunities exist to expand winter and
shoulder season activation.
•
•
Restaurant/Bar
Golf
Nordic
Tennis
Summer Use
Winter Use
72%
65%
46%
35%
23%
59%
31%
TOP RANKED PRIORITIES
• Expanded restaurant and bar
• Improve golf facilities
• Larger outdoor space with sunset views
• Indoor tennis facility
• Golf simulator
• Indoor tennis/all-weather amenities are
lacking; demand is for year-round use that
complements outdoor space. Users prioritize
daily function over operations.
LOWER RANKED PRIORITIES
• Public golf club repair and Nordic ski
tuning area
• Improved locker rooms and golf cart storage
• Separate pro shops for golf and Nordic
• Banquet and event facilities
• Meeting rooms
Walking
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OPEN HOUSE
Attachment C
108