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HomeMy WebLinkAboutagenda.council.worksession.20180619 CITY COUNCIL WORK SESSION June 19, 2018 4:00 PM, City Council Chambers MEETING AGENDA I. Adding Bus Service in August II. JAS Center discussion P1 MEMORANDUM TO: Mayor and City Council FROM: John Krueger and Lynn Rumbaugh, Transportation THRU: R. Barry Crook, Assistant City Manager DATE OF MEMO: June 11, 2018 DATE OF MEETING: June 19, 2018 RE: Additional Transit Service – Castle Creek Bridge / Hallam Street Construction Phase 3 SUMMARY Staff is seeking Council direction regarding the funding of up to 280 additional hours of transit service to be utilized as needed between August 20 and October 8, 2018 to mitigate delays and/or provide additional capacity during the third phase of the Castle Creek Bridge/Hallam Street Improvement Project at an estimated cost of $28,000.00. PREVIOUS COUNCIL ACTION In February of 2018, Council approved a $52,000.00 expenditure for operating additional service between the Brush Creek Intercept Lot and the Rubey Park Transit Center during the Castle Creek Bridge/Hallam Street Improvement Project’s first and second phase April 2 – June 8. BACKGROUND The Castle Creek Bridge/Hallam Street Improvement project commenced in April of 2018. From May 1 to June 8 of 2018, the City of Aspen contracted with the Roaring Fork Transportation Authority to operate two additional buses between the Brush Creek Intercept Lot and the Rubey Park Transit Center during peak morning and afternoon commute hours. The goal of the service was to provide additional frequency and capacity, encouraging commuters to park at the Intercept Lot during Phase One and Two of the project. P2 I. Staff has not received full ridership data as of the date of this memo, but Intercept Lot parking counts in April and May did increase by 34% (30-40 per day) over 2017, indicating that more commuters may have chosen this option over driving into Aspen. During Phases 1and 2, reports from RFTA drivers and supervisors indicated that City of Aspen services traveling through the roundabout experienced significant delays at times. This was particularly impactful to the Castle/ Maroon and Burlingame routes, which sometimes missed entire time points due to being so far off schedule. Excerpts from operations logs reporting typical delays are included in this memo as Attachment A. DISCUSSION The Castle Creek Bridge / Hallam Street Improvement Project has continued Phase 2 and as of June 12, the Bridge is open to traffic in both directions. However, Phase 3 of the project, beginning on August 20 requires detours that could again create delays and/or generate additional transit demand. Based on experience and feedback from Phases 1 and 2 of the project, RFTA and City staff are interested in budgeting for additional service hours to be deployed during peak morning and/or afternoon hours on the Castle Maroon bus as a means of keeping the City’s highest ridership route on schedule during the busy late summer and early fall season. An important note is that due to school being back in session, fall colors attracting many visitors, the attraction of the Marron Bells and several special events along Maroon Creek Road, this period is also a time of peak congestion along the road and into the roundabout. Providing extra service to the Castle/Maroon corridor at this time could play a role in alleviating the issues that have occurred over the past few summers. This service could also be deployed to other routes as needed based on peak hour delays. FINANCIAL IMPLICATIONS Staff has developed the scenario below, assuming a maximum of approximately 280 additional transit service hours to be budgeted between August 20 and October 8. These funds for these additional service hours are not currently available in the 2018 budget and would require a supplemental appropriation. Service Description · August 20-October 8 · 280 Total Hours · $28,000.00 Total Estimated Cost for Additional Service P3 I. ENVIRONMENTAL IMPLICATIONS The provision of reliable, on-time transit service is key to the City’s environmental goals. Additional service on the Castle/Maroon route was also identified as a high priority by the Short-Range Transit Plan. RECOMMENDATION Staff recommends the approval of $28,000.00 for approximately 280 hour of transit service to be applied to the Castle Maroon and other City routes as a means of maintaining schedule and capacity during Phase 3 of the Castle Creek Bridge/Hallam Street Improvement Project as needed. ALTERNATIVES Council could choose not to approve the additional service hours. ATTACHMENTS Attachment A: RFTA operations logs – excerpt P4 I. ATTACHMENT A – Operations Log Excerpts 5/4/18 1615 C/M buses are both running about 8 minutes late. 5/7/18 800am Heavy traffic; CM off schedule, threw T006 into the mix starting at 820a. 5/9/18 12:00 C004 is still west of the Castle Creek bridge in construction traffic on his inbound 11:40 run from highlands. 5/15/18 745 AMF Traffic is backed up to the Airport inbound. CM are starting to run late. Ran T006 Bill Clancy at 820am and T005 Juan Cabrera at 920am to help out. 5/16/18 Run T6 for 820 & 920 CM runs from Rubey 5/18/18 Yesterday we ran an extra CM almost the entire day until after 6PM. Our day supe did backup Cemetery Lane midday. I know we had a missed CL run around 500PM. Not enough backup help to throw in there. I rode the 505 Burlingame bus. I was picked up 11 minutes late. I watched the bus on the tracker and he was at 7th Street for about 12 minutes. 5/21/18 Castle Maroon buses had a particularly hard time staying on schedule through the morning and into the late afternoon. As late as 13:00 both buses were on top of each other at highlands. P5 I. TO: Mayor and City Council FROM: Gena Buhler, Wheeler Executive Director THRU: Sara Ott, Assistant City Manager DATE OF MEMO: June MEETING DATE: June 19, RE: Jazz Aspen Snowmass (JAS) Center Proposal REQUEST OF COUNCIL: Jazz Aspen Snowm funded through the Wheeler Real Estate Transfer Tax F of the new JAS Center. The project will be a new, flexible multi education space near the Wheeler Opera House balance to support this partnership will need to be appro The JAS proposal has three components in exchange for a $5 million The components are: 1) acquiring a building and constructing performance, event and rehearsal space 2) provide programming space for Wheeler Presented programming and City of Aspen event use (public meetings, open houses, etc.) and 3) provide subsidized space for community arts programming, performances and events. City staff have work with JAS representatives to refine the proposal to include a estate investment in exchange for a $15 million to address the first component plus $1 million for 10 years to address components 2 and 3. BACKGROUND OF WHEELER EXPANSION expansion needs assessment was completed in September 2010. assessment of Aspen’s cultural facility needs, physical and operational plans, and a forecast of the economic impacts associated with the addition and improvements of facilities. conclusions are attached. The 2010 the arts and non-profit groups, many of which depend on the Wheeler Opera House for event space. Following the 2010 recommendations, City Council directed staff to pursue plans for a Wheeler expansion. From 2011 – 2015, staff and City Council reviewed expansion to the Crystal Palace building at Wheeler parcel adjacent to the existing theater. Various proposals ranged from $18M to $27M MEMORANDUM Mayor and City Council Gena Buhler, Wheeler Executive Director Sara Ott, Assistant City Manager June 14, 2018 June 19, 2018 Jazz Aspen Snowmass (JAS) Center Public-Private Partnership Proposal Jazz Aspen Snowmass (JAS) is proposing a public-private partnership, Wheeler Real Estate Transfer Tax Fund balance, be established in support of the new JAS Center. The project will be a new, flexible multi-use performance and arts education space near the Wheeler Opera House in the Aspen core. Use of the Wheeler fund balance to support this partnership will need to be approved by voters. has three components in exchange for a $5 million in a one 1) acquiring a building and constructing performance, event and rehearsal space 2) provide programming space for Wheeler Presented programming and City of Aspen event use (public meetings, open houses, etc.) and 3) provide subsidized space for community arts programming, performances and events. City staff have work with JAS representatives to refine the proposal to include a in exchange for a 30% equity share in real estate valued at approximately $15 million to address the first component plus $1 million community use guarantee / pre for 10 years to address components 2 and 3. BACKGROUND OF WHEELER EXPANSION ASSESSMENT: The most recent Wheeler Opera House was completed in September 2010. The study included an s cultural facility needs, physical and operational plans, and a forecast of the economic impacts associated with the addition and improvements of facilities. 2010 Aspen Area Community Plan reaffirmed the importance profit groups, many of which depend on the Wheeler Opera House for event space. Following the 2010 recommendations, City Council directed staff to pursue plans for a 2015, staff and City Council reviewed expansion options, including purchase and to the Crystal Palace building at 308 E Hopkins Ave. as well as a new building on the Wheeler parcel adjacent to the existing theater. Various proposals ranged from $18M to $27M Private Partnership private partnership, ablished in support use performance and arts Use of the Wheeler fund in a one-time payment. 1) acquiring a building and constructing performance, event and rehearsal space 2) provide programming space for Wheeler Presented programming and City of Aspen 3) provide subsidized space for community arts programming, performances and events. City staff have work with JAS representatives to refine the proposal to include a $4 million real in real estate valued at approximately uarantee / pre-pay The most recent Wheeler Opera House The study included an s cultural facility needs, physical and operational plans, and a forecast of the economic impacts associated with the addition and improvements of facilities. The study Aspen Area Community Plan reaffirmed the importance of profit groups, many of which depend on the Wheeler Opera House for event space. Following the 2010 recommendations, City Council directed staff to pursue plans for a expansion options, including purchase and as well as a new building on the Wheeler parcel adjacent to the existing theater. Various proposals ranged from $18M to $27M P6 II. in projected building costs, plus annual operational subsidy. No option was selected for advancement. In March 2015, City Council encouraged the Wheeler Board of Directors to review the needs and future proposals with the incoming Executive Director. In May 2018, City Council directed staff to complete a new Wheeler Opera House expansion needs assessment study in 2019 to determine if the community need still exists, and at what approximate size and cost. BACKGROUND OF JAZZ ASPEN SNOWMASS: Jazz Aspen Snowmass, a 501(c)(3) organization, was launched in June 1991. Currently in their 27th year, the mission of JAS is to present and preserve jazz and related forms of music through world-class events, performances, and education programs. The JAS June and Labor Day Experience events take place annually at the Benedict Tent and Snowmass Town Park respectively. Programming for the JAS Cafes occurs in rented venue space across Aspen on weekends in the winter and summer seasons. The goal of the JAS Center is to have a permanent home for their JAS Café and JAS Education programs, as well as offer event and educational space to the community. DISCUSSION: Currently the Wheeler Opera House is operating close to full capacity, including dual space programming during the summer months through utilization of lobby performance space created during the 2016 remodel. Staff review of Wheeler availability reveals that approximately 300 days per year are not available for new venue usage requests. Current community usage accounts for 71% of the year (45% community, 26% Aspen Music Festival and School lease). Staff believes that between 60 – 100 days per year are requested that cannot be accommodated inside the existing Wheeler space. Usage requests range from multiple day performance and rehearsals to meetings, film screenings, local concerts, etc. Currently JAS does not have a permanent home, and is seeking support from the City of Aspen as a financial partner to purchase a building and provide support for community use/access to the space in the Aspen core. City staff have participated in the discussion, recognizing the benefits to the community including 1) avoiding the construction activity of a new building for performance arts adjacent to the Wheeler, 2) minimizing the capital outlay for new space by leveraging municipal funds with private sector donors, and 3) foregoing the Wheeler’s expense of operating and staffing an additional theater. Through the partnership, JAS and City staff have secured these preliminary terms to start the City Council’s consideration of the request. JAS DELIVERABLES Wheeler Presents guaranteed space JAS to allow The Wheeler the use of the JAS Center for at least fourteen days to present the following annual events for a mutually agreed upon rate for house charges: o LAFF Festival (the week following President’s Day weekend annually) o Mountain Film in Aspen Festival (the week before Labor Day weekend annually) o Membership parties (estimated 2 per year) P7 II. o Educational space for workshops, masterclasses, etc. as well as better cohesion between outreach and education programs o Co-Presenting opportunities City of Aspen proposed space o JAS to allow COA the JAS Center complex of space for ten annual events for a mutually agreed upon rate for public meetings, open houses, etc. Wheeler/Aspen Show Tix Box Office o Aspen Show Tix will be the box office operator of JAS Center (taking a mutually agreed upon commission + staffing + fees as with other clients) o Wheeler Box Office phone and walk up daily o JAS to handle on-site event box office duties Community Event, Meeting Space & Rehearsal Space o Community Non-Profit Rates that match Wheeler subsidized rate structure for a minimum of 40 days per year. These dates would be made available with the intention of offering/holding Mondays and Tuesdays for non-profit use in prime seasons, and more access as the market bears in the “off” seasons. o Educational space, rehearsal space, and meeting space accessible for local artists and nonprofits at JAS rates Set Up of Space o JAS to install a film projection system equivalent to the system at the Belly Up in Aspen o Option for the Wheeler/COA to assist JAS in the purchase of a theatre quality system CITY OF ASPEN DELIVERABLES COA to provide to JAS a $5 million contribution to include: o (10) years of operating subsidies for community nights, valued at $1 million o 30% equity in real estate valued at $4 million, based upon real estate valued at approximately $15 million total o City of Aspen will be a capital investor and does not intend to participate in further building maintenance expenditures o City of Aspen to have first right of refusal on a future purchase of the building, should JAS elect to sell at any time o Conversely, JAS reserves the right to buy out the City of Aspen’s full investment portion at five for its pro-rated percentage of market value as mutually agreed upon, while still guaranteeing the same number of community nights usage to COA annually. o After initial (10) year agreement sunsets, COA & JAS will re-negotiate, including amount of ongoing operating subsidies going forward and number of community nights JAS is obliged to provide RECOMMENDATION: Staff recommends City Council seek community feedback and consider this investment opportunity. Staff believes that there is viability to meet the current and ongoing community needs through this partnership in lieu of building another government run/subsidized theater in the Aspen core in the next decade. P8 II. City Council may find the following questions helpful to its discussion on the JAS proposal. · Does the City Council desire to explore this partnership opportunity? · Are there any parameters members of Council find important to the partnership? · Is there feedback on any specific terms at this time? · Does the Council wish to proceed with community input and re-examine the request later this summer with that input? If City Council is interested in seeking more community input on this possible partnership, staff recommends referring the need and value of community use for $1 million to the Wheeler Advisory Board of Directors for discussion with JAS and Aspen’s performing arts community. The Board of Directors has an understanding of the performing arts community requests as well as the value and costs of performance and rehearsal space in Aspen. The Wheeler Board should return to City Council with a recommendation in the next 30 days, to facilitate a November ballot question discussion with City Council by the end of July. FINANCIAL/BUDGET IMPACTS: Staff recommends that the funds required for this partnership come from the current WRETT fund balance. Use of the funds would require voter approval. Further, this partnership option would delay the construction disruption and cost of an expanded Wheeler for at least the initial 10-year period. CITY MANAGER COMMENTS: ATTACHMENTS: 2010 Wheeler Study Conclusions; JAS Center Proposal P9 II. 2010 Wheeler Opera House Expansion Conclusions Wheeler Opera House Expansion Needs Assessment 6. Conclusions Our needs, assessment, preliminary physical and operational plant, as well as an economic impact analysis, lead us to a series of conclusions: · Demand on part of users, propensity for additional attendance on part of residents, second homeowners and visitors, the lack of available small-scale performance space, and the community’s vision affirm the need for an improved Wheeler Opera house as well as additional facilities. · Our physical planning suggests that improvements within the existing Wheeler Opera House, some expansion onto the adjacent site and the development of new facilities through the adaptive reuse of existing facilities at a nearby location provides a cost-effective means to achieve these new facilities. · Operational plans suggest that there are reasonable additional costs associated with the improvement and expansion of the Wheeler Opera House and the additional of new facilities nearby. · New and improved facilities will have significant economic impacts (both quantitative and qualitative) on the community and County, strengthening the argument for these capital investments. P10 II. P11 II. 2 While JAS has been creative in finding venues for both the JAS Café and the JAS In-School Education programming, there have been times it has been challenging. With sold-out shows and increased enrollment in music education programs, the demand for expanded programming is evident. JAS has the opportunity to establish a permanent home “The JAS Center”, across from the Wheeler Opera House, for JAS’ rapidly growing JAS Café performance and JAS In-School music education programs, as well as offering a home for special/private events and other non-profit organization usage. The JAS Center will be a multi-use space that features flexible rooms with year-round community uses. • Music education programs for students & adults year-round • JAS Café winter & summer performances with expanded dates to include more weekend nights, holidays and prime time, which previously were not feasible through the partnerships. • A community gathering space for JAS, collaborations and other non-profits; as well as, an event space for corporate or private events generating a continuous stream of attendees and visitors; as well as, everyday business operations. OPPORTUNITY FOR JAZZ ASPEN SNOWMASS P12 II. 3 • JAS CENTER THE SPACES AND PROPOSED USAGE P13 II. 4 • JAS GALLERY & WELCOME CENTER (the Former HUB SPACE) JAS intends to re-imagine the former HUB Space as a “Gallery and Welcome Center” hosting a year-round showcase of JAS’ Archive of iconic Artist Photos from JAS Performances. Images would be in a rotating, thematic and interactive manner that illuminate the artists’ musical DNA and the history behind the music, incorporating educational opportunities such as iPads featuring lectures and performances, Artist background info, links to related music, etc. • THE JAS CAFÉ & LEARNING CENTER (currently Aspen Billiards) The JAS Café will take the current Billiards Room and open the ceilings, install a bank of windows over the stage with direct views of Aspen Mountain, and open walls connecting the space to the adjoining bar lounge areas. These improvements will open the area and increase seating capacity from its existing 110 to 175 people, with seating arranged cafe style. With theater-style rows of chairs, up to 250 people can be accommodated. Due to its flexible seating configuration, stage, sound, and lights, JAS can utilize the space for a variety of special events, and private or corporate events/meetings. This is the space that will also function as a classroom and be used primarily for JAS music education programming. P14 II. 5 JAS CAFÉ & LEARNING CENTER View of the JAS Café & Learning Center from NE Corner, from Founders’ Lounge View of JAS Café & Learning Center from North Entry from JAS Bar P15 II. 6 • JAS BAR (currently Eric’s Bar) This would serve as the entrance to the JAS Center. During the JAS Café performances, there would be sightlines to the stage in this space due to the proposed opening of walls. This concept can be found in the clubs in NYC, where the back room serves as a more social setting at a lower ticket price. JAS plans to retain and expand upon the historic appeal of Eric’s Bar to young audiences, with curated music nightly and occasional DJ’s, with the desired outcome to educate and build bridges to younger audiences. On the nights that there are JAS Café performances, which typically end at 10:30pm, it would flow from the JAS Café into its lounge vibe for young adults. View of JAS Café & Learning Space as a Meeting / Lecture Room P16 II. 7 • THE FOUNDERS’ LOUNGE (currently Cigar Bar) The founders’ lounge would maintain its current lounge vibe with opened walls into the JAS Café, expanding the capacity for the performances. With a posh interior feel, this will serve as an area for Founding members to reserve areas during special events, store and access their personal wine, and other exclusive benefits. • COURTYARD AREA In the center of the complex there is a wonderful courtyard that connects all the spaces together and is the entrance of the JAS Center. • THE RESTAURANT (currently Su Casa) The restaurant would be reimagined with a partner operating and renting the space with an agreement to serve as the food provider for the JAS Café and all special/private events. P17 II. 8 JAS’ has a passion for music education and believes that music is a tool of empowerment for so many people and JAS would like to use this new permanent home as an opportunity to create an impactful “Learning Center” that would incorporate the use of all the spaces. This would help JAS bring the educational programs for both students and adults to the next level by developing a music center that will serve as a community resource dedicated to: • Expanding music education from the classroom to the community. • Inspire knowledge in students of all ages 8-80+. • Build a future audience for jazz and related forms of music. Within the new space, there are many opportunities to collaborate and grow our educational messaging and programs with the use of the entire facility. YOUTH (AGES 8 - 18) EDUCATION: Many of the youth JAS serves would not have the means to pursue music, and JAS believes it is an important exploration for growth that shouldn’t be stifled due to economic disadvantages. • Implementation of New After School Programming • A place for our existing Summer Camp sessions and District 8 Honor Jazz workshops and sectionals serving 140+ students • A stage for our existing Student Showcases (District 8 Honor Jazz, JAS Showcase, and the Sonic Showdown) and an opportunity to do more on a regular basis. This is a connective piece for students to be able to perform on a stage in front of an audience, let alone the same stage shared by many Grammy Award-winning performers. • Expansion of our artist/student interaction. Currently, JAS asks artists performing at the JAS Café and in the summer programming to meet the young aspiring students. Some give words of advice and others help teach the class. These interactions give the students inspiration and goals for the future. Having a place to host more of these interactive gatherings would be transformational for many students. • A location to implement technology and grow our Beat Lab Program, our newest program where groups of students compose music using the Berklee Plus Program. The program was designed to introduce students to the concepts and creation of electronic music and tracks while simultaneously having them create the music that is being used for these tracks. Currently, it is only available in Glenwood Springs and Carbondale due to access to space and equipment. THE LEARNING CENTER EDUCATIONAL USAGE P18 II. 9 • Collaborate with other non-profit organizations that don’t have facilities of their own to use the space for their education programs. I.e., Science Center, Buddy Program, etc. COLLEGE STUDENT EDUCATION: A national program where around 20 students from around the U.S. apply and get accepted with full scholarships for the opportunity to study with the famed jazz musician, Christian McBride, and other acclaimed Jazz Masters, at the JAS Academy. • The JAS Center would provide a facility for this week-long intense study that culminates with a live performance on the JAS Café stage to the public. This program has been full circle for JAS because students that participated in the JAS Academy have since gone on to have successful careers and have come back to perform at the JAS Café, including: Sarah Gazarek, Ulysses Owens, Ben Williams, and more. • Currently JAS is in discussion to grow the JAS Academy with the critically acclaimed University of Miami, Frost School of Music/Henry Mancini Institute, to incorporate the curriculum and professors, which is exclusive to Frost, and allows students to have real-world experiences performing music across genres, including jazz, film scores, classical and world music. A permanent facility would be game changing with establishing this partnership. ADULT EDUCATION: JAS’ adult education programming targets both local and visitors, patron donors and concert attendees. Currently the JAS Café has over 7,500 attendees over the course of the winter and summer, which will grow exponentially with a permanent home that allows JAS to expand programming and have daily operations. • Expansion of JAS Café performances to include additional weekends, holiday and prime time, which previously were not feasible through the venue partnerships. This program enables JAS to present jazz and related forms of music and exemplify the evolution of jazz, its history and the unique ways in which jazz has interacted with other cultures around the world. • Expansion of Listen UP!, JAS’ new pre-concert talks with JAS Café and Summer Season artists dedicated to the history of the performing artists and the origin of the music they will perform. • Expansion of Our Late Night Dance Parties, a series of 9:15pm JAS Café shows aimed at a younger audience, reinforcing and recreating the early history of jazz when the emergence of radio coincided with jazz establishing itself as a widely loved “dance music.” • Expansion of the Meet the Artist sessions where people get to interact with the artist on a more informal level. • New interactive tools to disseminate the historic context for all of JAS artists past and present through the use of photography and technology (See the JAS Gallery & Welcome Center information) • A place for community members to get on stage with themed nights for amateur performers • A place that bridges that gap and builds the younger generations knowledge about JAS • Ability to do more collaborative performances with other non-profits (AMFS, ATIP, Aspen Institute, Aspen Santa Fe Ballet, etc.) P19 II. JAS HISTORICAL OVERVIEW Jazz Aspen Snowmass (JAS), founded in 1991, is a 501c3 not-for-profit Arts presentation and education organization. This Campaign aims to insure JAS takes a permanent place among Aspen’s established Arts community and envisions a stable future built around a physical presence in Aspen’s core, offering JAS control over its Mission-driven performance & education programs. This project represents an opportunity that is central to JAS’ Board-approved Strategic Plan, adopted in early 2017. JAS has become a well-known and highly regarded series of events that attracts thousands of destination visitors and locals alike to its annual June and Labor Day Experiences. Both these events attract marquee artists annually, from Ray Charles, B.B. King, Tony Bennett, Diana Krall & Harry Connick, Jr. at JAS June Experience to Bob Dylan, Stevie Wonder, Zac Brown, Maroon 5 and many more at JAS Labor Day Experience. Since 1996, JAS has raised and invested over $7 million in its many music-education programs. Since 2011, JAS has presented winter and summer concerts of world-class jazz artists and vocalists at its largely sold-out “JAS Café” series, which spreads its concerts between the rooftop of the Aspen Art Museum and downstairs at the Little Nell and the Cooking School of Aspen. Jazz Aspen Snowmass 110 E. Hallam, Suite 104 Aspen, CO 81611 970.920.4996, jazzaspensnowmass.org JAS is a 501(c)(3) Not-for-Profit Organization P20 II.