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Home My WebLink Aboutagenda.apz.20030415 AGENDA ASPEN PLANNING & ZONING COMMISSION REGULAR MEETING TUESDAY, APRIL 15, 2003 4:30 PM SISTER CITIES ROOM I. COMMENTS A. Commissioners B. Planning Staff C. Public II. MINUTES III. DECLARATION OF CONFLICTS OF INTERESTS IV. PLANNING AND ZONING COMMISSION PUBLIC HEARINGS A. DANCING BEAR LODGE MINOR PUD, REZONING, MOUNTAIN VIEW PLANE, TIMESHARE, SUBDIVISION, AND GMQS EXEMPTIONS FOR LODGE PRESERVATION AND AFFORDABLE HOUSING, James Lindt- contd from 4/8 B. ST. REGIS PUD AMENDMENT, TIMESHARE, Scott Woodford, contd from 3/18 C. CENTENNIAL PUD AMENDMENT, James Lindt V. BOARD REPORTS VI. ADJOURN imin !� IH1H�iiil�Hfl��i�ii�lff>flN11fM�9� = '3 GB ; MMOMP / IN elbow= ,. r ilk .mu.n� �■MEN � r C � �! i♦I i ��f1��f>Yfl•��i5t��i/fl•fl•Git�lY�..,�,..� i ' ' NliillllUNl " I t iUiN#IIiIIJ • it ' IUI!i�lllllf I .. I - � �� IILL..IIIillilllliili.I�. II 4ltlilllflli#ili.l.1=..IIi. iiltlllfliltlil 1 I !�. 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WAIF fm w ZdUvw Idyl' law& vain NP two low — Pik MAR map IN; z �i ��_ I mlyk, monall ■NNOil ■move, MMI lvml �M�m ai �t--f- -� mm mw mono moss mall® im m= 4/15 Dancing Bear Resolution Changes Staff has made several changes to the resolution that was reviewed during the previous hearing. The changes to the resolution are based on the comments made by the Commission at the last hearing in regards to the mix of employee housing units and the leasing of on -street parking for a loading zone. The changes to the resolution also accommodate the reduction in the number lodging bedrooms that has occurred as part of the fourth floor revisions. To reflect the change in the affordable housing unit configuration to two 2-bedroom units, Section 2 of the resolution has been amended as follows: Section 2: Pursuant to the procedures and standards set forth in Title 26 of the Aspen Municipal Code, the Planning and Zoning Commission fiu-ther recommends that City Council approve the Dancing Bear Timeshare Lodge Minor PUD, which includes application for Minor PUD, Subdivision, Timeshare, Mountain View Plane, and Growth Management Quota System Exemptions (GMQS) for Lodge Preservation and Affordable Housing for the development of a timeshare lodge consisting of twenty Afine-{l} twenty-seven (27) lodging bedrooms and two (2) affordable housing units (ram y r of Sti„g f o stud .+ Consisting of two 2-bedroom units), subject to the following conditions: The dimensional requirements have also changed as a result of the plan changes. Therefore, the dimensional requirements table in Condition No. 4 has been amended as follows: 6,000 Square Feet llillin'll1Ti �Ot l�lf'ec1i.e' Dwelling UuYt No requirement One lodge or residential (29L27 lodge rooms and 4 affordable housing) bedroom per -360-385 square feet of lot area. 1V1Xll71i:Yi1,'�1tG,i ;UVe"�l�e No Requirement 57 feet from existing grade to the midpoint of the 'Maximu121 1 lg roof on the rooftop Gazebo. 1)iStanee °heTeen Building on' a lot No Requirement min: Percentof Open :Space 9 Percent i,raSn:ACCesS,Area. 35 square feet, plus loading area A.ilo'c'vable Eterril:FAR 3.5:1 1�illilrilllWeet.Parking5-0.77 spaces per bedroom (24 spaces for 331 bedrooms) Condition No. 25 has also been amended to reflect the change in lodging bedrooms and the affordable housing unit configuration as follows: 25. The Applicant shall adequately mitigate for employee generation by providing affordable housing mitigation for at least 5-46 4.77 FTEs in the form of constructing two (2) deed restricted units (a studio @,,,a a unit two 2-bedroonn units) on -site, and by paying a cash -in -lieu fee to be determined by the Housing Authority based on the average price for a Category 2 and 3 unit as stated in the Housing Guidelines at the time of building permit issuance. The required employee housing mitigation shall be completely satisfied prior to issuance of a certificate of occupancy for the proposed development. In addition, staff has added Condition No. 39 that requires that the applicant lease two (2) parking spaces on Monarch Street from the City for a loading zone based on P & Z's coinments at the previous hearing. The proposed condition reads as follows: 39. The Applicant shall lease two (2) on -street parking spaces on Monarch Street fi°om the City to act as a loading and unloading zone. IV,* at MEMORANDUM TO: The Aspen Plani- ing & Zoning Conilnission THRU: Joyce Allgaier, Deputy Director-.34*— FROM: Scott Woodford, City PlanneiqNr*, RE: ST. REGIS HOTEL: PUBLIC HEARING, PLANNED UNIT DEVELOPMENT AMENDMENT, GMQS EXEMPTIONS, SUBDIVISION, AND TIMESHARE; RESOLUTION NO., SERIES 2003 DATE: April 15, 2003 Attached is the Economic Impact Report that was conducted as part of the approval for the original Ritz Carlton Hotel. The reason for including the report is in response to Planning and Zoning Commission's request for additional information at the first public hearing for the St. Regis Hotel, on March 18, 2003. At that meeting, several members of the Commission requested background information that would help demonstrate how the hotel was "sold" to the community when it was originally approved by a vote back in the 1980's. The applicant has indicated to staff that they will have some experts on hand at the April 15th meeting to try to address the major issues that were raised by the Commission at the March 18 meeting. Please bring your original staff report. If you need a new copy, please contact me. . •via �;f`." �.�� :.�,.d:,rxe:rn-.ems`OV ' Holdings, Inc. March 1, 1988 Mayor William Stirling The Aspen City Council The Aspen Planning & Zoning Commission The Community of Aspen This report is respectfully submitted for your information by Hadid Aspen Holdings, Inc. In considering the impact of the Ritz -Carlton Hotel, the community must be aware of the economic benefits for the citizens of Aspen which will accrue annually once the Hotel is in operation. During the lengthy and eventful approval process for the PUD, the analytical emphasis was on the front-end improvements provided to the community as conditions of approval. The approach has been, "What will be the immediate benefits to the Town and to the lodge district infrastructure if we grant approval?" This report answers the question, "What community improvements will Aspen be able to fund due to the increased tax revenues generated by the Ritz -Carlton over the next ten years?" This report is designed to assist the City, the Planning and Zoning Commission and the Council to plan future capital improvement programs for the community as a result of having a Ritz -Carlton Hotel at the base of the mountain. Sincerely, Perry Harvey, Dire for Hadid Aspen Holdings, Inc. 600 East Cooper Street Suite 200 Aspen Colorado 81611 (303) 925-4272 Fax: (303) 925-4387 L .M The Ritz -Carlton Aspen Hotel Economic Impact Report TABLE OF CONTENTS Introductory Statement Executive Summary Lodge District Improvements Table I, Physical Improvements Tax Revenue Analysis . Table II, Tax Projections Aspen Budget and Ritz -Carlton Impact Table III, Revenue Effects Capital Improvements Program Table IV, Capital Improvements Conclusions PAGE 3 4 5 7 8 9 11 12 14 . 15 INTRODUCTION Aspen has reached a crossroad and has a far-reaching opportunity to control the future. While Aspen is recognized world wide as the premier ski resort with the finest community, the master planning studies and Goals Task Force Report in 1971 and 1983 have addressed the community's economic dependence on skiing, the economic imbalance between winter and summer and the need to create business in. the shoulder seasons. The 1983 Goals Task Force Report states that 60% to 80% of the cash in -flow to the Aspen economy comes during the four winter months while the remaining eight months generate only 20% to 40%. The primary economic goal of the 1983 report is to develop the June to October time period to generate 50% of annual income by 1995. The report goes on to say that winter will no longer subsidize the summer, and winter may, therefore, be more price competitive. An economic balance allowing for more competitive winter pricing and increased summer business is certainly a top priority of this community. Conference and meeting business is specifically mentioned as a summer activity generator in keeping -with Aspen's plan for a more balanced economy. Since 1983, this theme has been restated by. the community. Aspen, rather than concentrate on expanding resort capacity, should strive to better utilize the existing capacity during "shoulder seasons". Not only has the community correctly identified the problem of relying too much on the winter to subsidize the entire economy, but the problem each year is becoming more acute. During the last several years Aspen has lost ground in terms of Colorado skier market share. To date, in the 1987-1988 ski season, the Aspen Skiing Company is down 6.6% in skier days from the previous year. Over the last few years we have, as a community, advanced the cause of arts as an industry to help enhance our economy. Unfortunately, to support the arts through City revenues we need added tax revenue. In drawing from the 1983 report, to continue economic growth in our community several options are available; we can continue to raise prices; we can add capacity to make more during the periods of high demand; or, we can consciously create the mechanisms to utilize our capacity during the shoulder seasons, and thereby reduce our dependence on skiing. The Ritz -Carlton Conference Hotel will help achieve Aspen's stated economic goals. The conference facilities, combined with the quality lodging, will provide the needed physical plant for the shoulder seasons; 1 The Ritz -Carlton will bring high -quality meeting groups to Aspen during the periods from Thanksgiving to mid - December, January, April 1 to April 15th, June, September and October; The meeting facilities will be able to accommodate groups larger than the lodging capacity, creating business for other hotels and. lodges,, as well as the entire business community; - The Ritz -Carlton will provide facilities for winter programs for the Institute and other Aspen cultural events. Currently Aspen relies on marketing by the ARA and the Skiing Company. The ARA has a budget of $435, 000 to market Aspen's summer and winter seasons. While the Ski Company spends an estimated $1.2 million annually, it is all allocated to winter promotion. The Ritz -Carlton Hotel Company spends upward of $10 million annually in marketing. In addition, the Ritz -Carlton Aspen projects over $ 1 .5 million for the sales and marketing budget in the first year of operation and over $2 million in the f i ft,h year . This is private marketing that will. maintain and enhance Aspen's reputation as a year round center of cultural and intellectual -activities and seminars. Locating a Ritz -Carl -ton Hotel on Lot 1 of the Aspen Mountain PUD will benefit the immediate lodge district. This is the only parcel in Aspen which i-s zoned for and will accommodate a meaningful facility for meetings with lodging attached. Further, this,is the area of Aspen most in need of infrastructure and road upgrading, a benefit of the Ritz -Carlton construction. Finally, this is the only location in town which adequately ensures that the majority of guests'wi11 not use their cars but will walk into town or use a form of public transportation. There has been concern in the community that circumstances have changed since the PUD was originally submitted. Certainly our lodge inventory has been upgraded and new lodge units have been added at the Jerome, The Sardy House and the Crestahaus. Since 1983 there has been a net decline of 11 units (see page 16 of the Ritz amended PUD submission), However, the increase or decrease in lodging capacity is not really the issue. The issue is that Aspen depends on the four months of winter to support the annual economy. While this continues, ,Aspen's share of the ski market in Colorado is declining and the ski industry is leveling off. The successful creation of a conference hotel will do more that any other single action to stabilize our economic future, preserve the quality of our lives and enhance the cultural, intellectual and artistic aspects of our community. N EXECUTIVE SUMMARY The Aspen community has an identified need to increase shoulder season utilization of the resort capacity. the Ritz -Carlton will accomplish this goal with conference business. The Ritz -Carlton will spend $10 million in annual corporate marketing and $1.5 - $2.0 million at the Aspen hotel to market shoulder seasons. The Ritz -Carlton has provided over $4 million in direct improvements to the Lodge District. Some $3 million more will be installed during construction. During the final ten years of the 20th century the Ritz - Carlton will contribute an estimated $24 million in tax revenue with almost $12 million flowing directly into the City of Aspen. The City General Fund will realize a 13� increase in tax revenue in 1990, the first year the Ritz is open. The ten year total will be $5 million. The Land Fund revenues from 6th penny sales tax will increase by 22% in 1990. In ten years over $6 million will be available for punch-ase and upgrade of open space. RFTA will receive $5 million over ten years with the City Mall and Transportation Fund receiving $714,000. - The City of Aspen will receive benefits from the Ritz Carlton that will strengthen tne.economy and provide for the capital improvements needed and wanted by the community. 3 LODGE DISTRICT IMPROVEMENTS ACCORDING TO THE ASPEN MOUNTAIN PLANNED UNIT DEVELOPMENT As an integral part- of the approval process the Aspen Mountain PUD promises to perform many improvements to the lodge area utility system, to the roads and streetscapes and to governmental programs such as transit studies and employee housing. These improvements fall into two main categories with a third one of miscellaneous programs. Table I has broken these out and it shows the following; To date $4,703,434 has been spent on physical improvements and studies in reliance on the approval for a conference hotel. During construction another $3 million will be spent on physical improvements and a new home for the Aspen Ski Club. These expenditures will dramatically upgrade the six block area from Durant to the Mountain base and from Galena to Monarch. Construction will also mean estimated tap fees of $575,000 for the Water Department and $1114,000 to the Sanitation Department. 4 TABLE I PHYSICAL IMPROVEMENTS % COMPLETE I. Utility Improvements and Undergrounding A. Electrical 1. City Lines Undergrounded 90% 2. Holy Cross Lines Undergrounded 1000p 3. Temporary Relocation 100% B. Telephone. 1. Cable Underground/Relocation 90% 2. Temporary Relocation 100% C. Cable 1. Cable Underground/Relocation 90% 2. Temporary Relocation 100% D. Natural Gas 1. Relocated & New Gas Lines 100% E. Sanitary Sewer 1. Sewer Main Rerouting, Lot 1 100% 2. Sewer Along Durant 0% F. Water Lines 1. Main Line Disconnects, Lot 1 100% 2. 12" Main Galena to Mill 0% G. Storm Sewer 1. 18" Galena/36" Durant 0% H. Drainage Study Aspen Mountain p% and work Sub Total AMOUNT TO BE SPENT SPENT $2002000 -0-* $3452000 -0- $1 7, 900 -0- $68,966 -0-* $13,068 -0- $15;000 -0-* $.5 , 000 -0- $1 2, 000 -0- $28,500 -0- -0- $65,000 $1 4, 200 -0- -0- $120,000 -0- $2052000 -0- $250, 000 $7192634 $640,000 5 II. Roads, Parking and Landscaping A. Galena Realignment 0% B. Landscaping 0% C. Park on block in front of Grand Aspen 0% D. Parking lot west of Grand Aspen 55% Sub Total III. Other Programs -0- $315,000 -0- $1,700,000 -0- $150,000 $607000 $50,000 $60,000 $2,2151000 A. Demolition of Aspen Inn 100% $200,000 -0- B. Tree Relocation 100% $8, 800 -0- C. Grand Aspen Renovation (1985) 100% $750,000 -0- D. Grand Aspen Renovation (1987) 100% $1,500,000 -0- E. Employee Housing Commitments 1. Alpina Haus (Purchase and Upgrade) $7502000 -0- 2. Copper Horse (Purchase and Upgrade) $500,000 -0- 3. Hunter Longhouse (Sub -equity Invest.) $250,000 -0- F. Park Dedication Fee 0% -0- $25,000 G. Rubey Park Study 100% $257000 -0- H. Aspen Ski Club 070 -0- $167,000 Sub Total $37983,800 $192,000 GRAND TOTALS $4,703,434 $3,047,000 * Paid 100% in advance. Completion pending due to construction time. The costs in the to be spent column are still estimates. to change through negotiation with the City. They are subject n TAX REVENUE ANALYSIS To provide an analysis of the sales tax and real and personal property taxes generated by the Ritz -Carlton certain assumptions have been made. Property taxes are based upon meetings with the County Assessor's Office and are broken down to the various agencies. The estimates of gross revenue upon which sales taxes are based are from Ritz-Carlton's internal projections for the Aspen hotel combined with their nationally accepted industry multipliers to calculate the dollars -guests will spend in the community for meals, shopping and activities. This analysis considers only the direct benefits of guest expenditures. Undeniably there will be further sales tax generation from employee spending and secondary and tertiary effects as these dollars circulate through the economy. These effects are more difficult to project so we have chosen to use only those dollars which can be most accurately measured. The sales tax of 7.2% is divided between Pitkin County and the City with several specific allocations. The State of Colorado Tourism Board receives .2%. The State receives 3% of the total directly. 'Two percent is currently divided 57% to Pitkin County and 43% to the City of Aspen. The City receives 1 % for the Land Fund. Finally, 1% is divided 87.97o directly to RFTA and 12.1 % to the City. Table II includes a ten-year projection of sales tax revenue as it is allocated according to the above formula. 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LJ Z 41 EL L Ln ej Q O m Un M 41 •R 4+ 4-1 L Lo '6 M u >> >L >- >1 N C -41 t0 ••- . r i Q 1- x 4--L > a)U O L O 1- tY Lo C c0 a r Lpj 4, i W 't Li' to L vU C Ln G. O LO Q 4J O N •� •r- F- O >1 U • O N r U 'O _J LY ce -1i M , 4- •r 10 z C W a L c ro 0 10 2 1 >1 LZ w nU L ,j O -V O O 0 .Y O >1 L3/ a � O C w W 4j U r 4-) L to C -0 .0 :3 d. r--I n. d U L I) U W S Ln Q Ln U J ca Q i h- O O V H ASPEN'S BUDGET AND RITZ-CARL.TON IMPACT The City and community of Aspen support a large infrastructure of services relative to it's permanent population. The community wants underground utilities, efficient streets and public transportation systems, a comprehensive and well maintained network of pedestrian trails for summer and winter use, open space parks for residents and visitors alike and a romantic and clean environment, all of which are costly. Maintenance and acquisition of these elements are funded primarily by sales tax revenue and to a lesser extent by real estate taxes and other revenue raising avenues. In 1986 Aspen's City Council adopted the City's first comprehensive five, year budget plan. Each annual operating budget adheres to this plan. In addition, Council approved a Five -Year Capital Improvement Plan. In this analysis of the increased revenue to the City from the Ritz -Carlton Hotel we will look first at the effect on the annual operating budgets in the separate categories that can be most easily predicted. These are the General Fund, Land Fund and Transportation and Mall Fund. While the Water, Electric, Golf and Ice Garden Funds will benefit greatly from increased City revenues, allocation between these funds will be properly determined by City Council. In analyzing the effect of the Ritz -Carlton on the revenue of the City we use 1990 budget proJections by the City and revenue projections from the Ritz -Carlton. 1990 is presumed to be the first year of full operation for the Ritz -Carlton. Aspen's General Fund is established to account for the revenues and expenditures necessary to carry out the basic governmental services of the City. The major revenue source is the City's share of a 2% Pitkin County sales tax, which share is projected to be*$2,809,000 for 1990. Added revenues bring the City's 1990 total to $5,022,000. After operational expenses, transfers'froLgi the fund total $503, 000 or exactly 10% of total revenues for streets and housing debt and the Golf, -Ice Garden and Wheeler Funds. In 1990, the Ritz -Carlton guests will account for $363,000 in direct added sales tax revenue to' 'the City's General Fund, a 13% increase. The ten year total for this fund will reach $5 million. The Land Fund has as its primary revenue source the sixth penny sales tax. Uses are restricted to the acquisition of open space through direct purchase or repayment of bonding, capital improvements and maintenance of these assets. 1990 projections show the sixth penny revenue at $1,928,000, park dedication fees at $35,000 and other revenues at $114,000, for a total, exclusive of Red Roof sale proceeds, of $2,0772000. Direct expenditures will be $816,000 and debt payments total $1,446,000. Ritz -Carlton guests are projected to provide a ($422,000) in 1990 Land Fund revenues exclusiv dedication fees. Over a ten year period a total will be generated for Aspen's Land Fund. 22% increase e of any park of $6 million 4 The third direct beneficiary of the Ritz -Carlton guest expenditures is the Transportation/Mall Fund. This fund shows 1987 revenues of $440 , 700 from sales taxes. The Ritz -Carlton will, in 1990, generate an additional $51.,000, or 11.6% with a ten year total of $715,000 for purchase of transportation equipment, debt retirement, mall acquisitions, improvements and operations. 10 TABLE #III TOTAL FINANCIAL EFFECTS OF RITZ-CARLTON OVER 10 YEARS 1989 - 1999 I. Construction -related improvements Lodge district improvements $82000,000 Tap fees - water $575,000 Sanitation $114,000 Sub Total $87689,000 II. 10-year tax revenue summary ARA pillow tax $103,350 Real and personal, property tax $1,298,494 Sales Tax: A. City of Aspen (General Fund) $5,058,479 B. Open space (6th penny) $5 , 905 , 209 C. RFTA $5,190,680 D. City mall/transportation $714,530 Sub Total $18, 270, 742 TOTAL -, $262959,742 11 CAPITAL IMPROVEMENT PROGRAM On December 15, 1986, the City Council approved a Five -Year Capital Improvement Plan. The renovation of City Hall and the formytion of the Lodge Area Special Improvement District were identified as projects to be accomplished. The renovation was to be funded with no increase in taxes. The lodge district and a downtown improvement district would be funded through increased mill levies and special assessments. Currently the lodge district has been rejected by the voters but may be revived in the future. The capital improvement projects considered by Council are listed on a table IV with cost estimates. Because Aspen has a high self-image and desire to implement so many improvements to the quality of life of the deserving residents additional capital improvements have recently come to the fore. These include: Purchase of Zoline Property $1 400 000 Solution of Snowdump $200,000 More Efficient Snow Removal and Sanding Koch Lumber Park Improvements $100,000 Rio Grande and Greenway In actuality for 1987, $250, 000 was allocated for capital improvements with $75,000 for trails, $50,000 for the ice garden and a parking study and $125, 000 for snow removal. Given the scope of the wish list this allocation will not keep up with annual demand. In the final ten years of the twentieth century, Aspen's Ritz -Carlton will contribute an estimated $24 million in tax revenue to Pit -kin County, with almost $12 million flowing directly to the City of Aspen. $5 million will be added to the General Fund, available for transfer to other funds or for - capital improvements. $5.9 million will be available for purchase of open space, the trails program and park improvements, $3.8 million more than the current five-year plan projects for these areas of capital improvement. During this same period, $715,000 will be available for the transit and mall fund over and above the $5 million which will flow directly to RFTA. In the General Fund alone the Ritz related revenue could provide for the City Hall renovation, Moore pool improvements, Ice Garden # improvements, golf course improvements and expansion and Wheeler improvements with enough left to provide for a solution to the snow dump and institution of a more efficient plan for street 12 r- sanding and cleaning and to provide some $50,000 annually in added funds for art and non-profit organization funding. The Land Fund revenue could purchase the Zoline Property and provide for trails and park improvements and would still provide $3.2 million for the Red Roof or Marolt property or for future open space acquisitions. 13 Projects Considered TABLE #IV CAPITAL IMPROVEMENT PROGRAM (taken from 1987 Aspen Budget) 1987 1988 1989 1990 $ $ $ $ f Total 1991 Project City Hall $ Renovation 1,6007000 0 0 0 0 11600,000 Street Dept. Building 300,000 21500,000 0 0 0 2,800,000 Moore Pool Improvements 500,000 0 0 0 0 500,000 Ice Garden Improvements 300,000 200,000 0 0 0 500,000 Parking Structure 400,000 31600,000 0 0 0 420007000 Trails Program Open Space 1007000 100,000 150,000 100,000 100,000 550,000 Acquisition Parks 200,000 150,000 150,000 150,000 150,000 800)000 Improvements Wheeler 150,000 150,000 150,000 150,000 1507000 750,000 Improvements Parks/Golf 91,300 140,000 452000 30,000 30,000 336,000 Mnt Facility 385,000 0 0 0 0 385,000 Lodge Area SID 800,000 0 0 0 0 800,000 Street Serial Levy Maroon 130)000 130,000 130,000 130,000 130,000 650,000 Hydropower 541,000 20,000 0 0 0 561,000 Water Mgmt. ' Projects 11026,700 1,333,350 0 0 0 22360,000 Golf Course Improvements 801000 757000 125,000 45,000 451000 3701000 6,604,000 8,398,350 740,000 605,000 605,000 16,9622,360 PROJECTS, AS SHOWN ABOVE, WITH IDENTIFIED FUNDING SOURCES Project Description Parking Structure Street Serial Levy Parks/Golf Maintenance Facility Water Management Projects Golf Course Improvements Funding Source Downtown Development Authority Property Tax Partial funding from Golf Course revenues, up to half Improvement Districts Golf Course Revenues TOTAL PROJECTS WITH -IDENTIFIED FUNDING SOURCES 14 Total Cost $42000, 000�� 650,000 192,500 2,360,000 370,000 $7,572,550 i CONCLUSION This report has shown some of the economic benefits the Ritz - Carlton will have for the Aspen community. 1 . An immed iat-e upgrade to the street system and - utility infrastructure of the area adjacent to the Ritz -Carlton. 2. Creation of assembly space for local events and groups in the Aspen community. 3. A facility which will attract visitors in the shoulder seasons which will relieve our dependency on the four winter months to support the entire year. 4. Immediate and long term increases in revenue for the County and City which will allow realization of capital improvement projects and support of worthy community groups. The completion of the Ritz -Carlton Hotel at the base of Aspen Mountain will provide an economic legacy for the future generations of Aspen enabling Aspen to maintain and improve upon the natural beauty and lifestyle of the Roari-ng Fork Valley. 15 LIST OF SOURCES The Ritz -Carlton Hotel Company Aspen Budget 1987 Aspen/Pitkin County Growth Management Policy Plan, 1976 Aspen Area General Plan, 1966 Goals Task Force Report, 1983 Colorado Ski Country, USA Aubrey Architects City of Aspen Water Department Aspen Metropolitan Sanitation District Pitkin County Assessor's Office Pitkin County Building Department City of Aspen Finance Department American Express Denver Convention and Visitors Bureau Colorado Tourism Board July 13, 1987 Goals Session Memorandum MEMORANDUM TO: Aspen Planning and Zoning Commission THRU: Joyce Ohlson, Conununity Development Deputy Directoz_'� FROM: James Lindt, Planner �T____ RE: Centennial Rental Units PUD Amendment— Public Hearing DATE: April 15, 2003 APPLICANT: Centennial Aspen II Limited Partnership REPRESENTATIVE: Kim Raymond Architects, Inc. LOCATION: Office for Centelulial Rental Units 100 Luke Short Court ZONING: R/MFA (Residential Multi -Family) with a PUD Overlay CURRENT LAND USE: Office and Conference Room for Building H, of the Centennial Rental Units PROPOSED LAND USE: Office and Model Unit for Centennial Rental Units F t\ ? al} Existing Office ,.all Photo Above: The picture above shows the exterior of the existing office area for the Centennial rental units. v x� �1 i ,� kIN SUMMARY:_ r i' The applicant requests to>1 reconfigure the existing office space 1 , and conference room into a lar elr�� g ? Existing Conference Room r office and a model unit. The77- applicant also requests to change�=M the roofline and add a loft area as part of the model unit. Photo Above: The picture above shows the entire area of the proposed remodel 1 REVIEW PROCEDURE The Planning and Zoning Commission may approve, approve with conditions, or deny a request for a PUD amendment after considering a recommendation from the Community Development Director. BACKGROUND: Centennial Aspen II Limited Partnership ("Applicant"), represented by Kim Raymond Architects, is requesting approval of an application for a subdivision and PUD amendment to reconfigure the existing office space and conference room in Building H of the Centeni-lial rental units to create a larger office and a model unit. In addition, the applicant would like to add a loft area and change the roofline as part of the creation of the model unit. The model unit that is requested by the applicant would not be used for residential purposes. The applicant contends that the unit would be used solely to show perspective renters what the units look like on the interior for the time being. The Centeiuzial PUD was originally approved in the County in the early 1980's. The original Centennial PUD included both a section of rental units that to this day have remained under one ownership, and a section of sale units that were condominiumized and sold off. Prior to the time that Centerulial was almexed into the City in 1989, the rental and ownership sections of the PUD were split up into separate PUD's. The rental section that is subject to this amendment currently has an allowed FAR of 104,519 square feet. The applicant is proposing to establish an allowable FAR of 105,326 square feet for the eleven (11) buildings of rental units to accommodate the proposed office changes and the creation to the model unit. In addition, the applicant is proposing to expand the footprint of Building H by approximately 566 square feet. Currently, the office that houses the administration and rental of the units is located on the main level of the eastern-nost portion of the building nearest to Brown Lane. In the basement level, a conference room, laundry facilities, and bathrooms currently exist. The applicant is requesting to move the office down into the basement area and expand it to encompass the area where the conference room, bathrooms, and a stairwell are currently. In addition, the new office is proposed to include a kitchenette and a restroom. The new office would be approximately 930 square feet, whereas the existing office is only about 630 square feet. The model unit is proposed to take up all of the area on the main level that is currently used as the office, including an exterior porch that is to be enclosed. As was mentioned previously, the applicant also wishes to construct a loft in the model unit to make it look like the rental units within the complex that contain lofts. The model unlit is proposed to include approximately 1,250 square feet and contain two (2) bedrooms, a full kitchen, and four (4) bathrooms. STAFF COMMENTS: GMQS Implications: In reviewing the proposal, staff believes that the office and storage space that currently exist are not considered net leasable square footage. Staff feels that the office and conference room facilities are accessory to the on -site administration and rental of the multi-fanuly units; 2