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MEMORANDUM
TO: Mayor Ireland and Council
FROM : Aspen Arts Grants Review Committee
CC: Wheeler Board of Directors
DATE OF MEMO: 17 January 2008
DATE OF MEETING: 29 January 2008
RE: Direction for City Arts Grants
SUMMARY: The arts grants review committee has identified two key concerns regarding the
arts grants program for Council to provide direction 1) The mission statement regarding the
purpose of the review committee and the percentage of grant allocations, 2) the inability of
currently-identified Wheeler funding sources to sustain annual increases in arts grants. These are
issues that the committee requires a timely decision on, in order to implement any and all such
decisions for the upcoming 2009 round ofgrant funding.
PREVIOUS COUNCIL ACTION: When the Arts &Non-Profits Review Committee was
established in 1996, the following was part of the mission statement,
"The purpose of this review committee is not to overhaul or make major
modifications to the existing allocation formulas which are well established, but
to evaluate new grant proposals and make recommendations to Council".
The Committee has operated under that general assumption for the past 11 years. The mission
statement and goal is Attachment A.
Each year City Council gives budget direction regarding the anticipated level of arts grants
funding increase and then reviews and takes action on the grants review committee
recommendations for grant amounts to each organization. The 2008 grant amounts are attached
as Attachment B.
BACKGROUND: In 1979, City voters approved a .5% Wheeler Opera House Real Estate
Transfer Tax (RETT) that went into effect in 1980. The ballot language stated that RETT funds
could be used "only for the purpose of renovation, reconstruction, and maintenance of the
Wheeler Opera House or for the payment of principal and interest on bonds issued for such
purposes and for the purpose of supporting the visual and performing arts. However, the City
Council cannot appropriate in excess of one hundred thousand dollars ($100, 000) in any single
calendar year for the purpose of supporting the visual and performing arts without obtaining the
approval of sixty percent (60%) of the electors ... " The 1992 TABOR Amendment to the
Colorado Constitution prohibited any new Real Estate Transfer Taxes and in effect capped the
amount of RETT funds available for arts funding at the $100,000 level.
The City of Aspen has been funding arts, non-profit and human service groups since the 1970's,
mainly out of the general fund. The Wheeler Opera House has been responsible for funding
100% of the arts portion of the annual not-for-profit grants requests since 1999. Prior to that
date, the Wheeler contributed $100.000 from the Real Estate Transfer Tax, with the remainder
from the City's General Fund. Since 1999, the Wheeler has contributed the $100,000 from the
RETT, with the balance comine from non-RETT Wheeler operating revenues.
DISCUSSION: For the 2008 granting cycle, the arts grams review committee was asked to
consider a record number of applicants and fairly distribute available funds to our area's arts not-
for-profits. The grant requests total $487,600, versus 5392,200 in available granting funds, or
nearly 25% more in requests than there were funds to award. In years past, requests have been as
high as 50% more than budgeted. Three new ass not-for-p_ofits applied for 2008 funding. Only
one past applicant dropped out. The $392,200 amount represents a 6% increase over 2007's
funding pool of $370,000. 2007 grant awards were 6% over 2006 as well, per City Council
direction. Prior to 2007, the arts grants amiual increase or decrease was tied to the projected
annual increase or decrease in sales tax revenues. Available funds from Wheeler sources are not
growing at 6% per year, and there are no funding sources identified to provide revenue to support
new grant applicants. This divergence of funds available vs. requests raises questions that the
committee needs direction on from City Council for the purposes of moving forward.
Purpose of Arts Grants Proeram: The first issue for Council direction is a determination of the
purpose and percentage of the grant awards. As presently administered, it is an all-embracing
system wherein each arts group is given equal consideration, no matter whether it is a group in its
early establishing years, in its middle growth phase, or a mature community institution with a
healthy endowment (reference a sample arts grant application, Attachment C).
The committee considers the profit and loss statements and budgets of each arts group; their
financial acumen (good or bad); the strength of the Board of Directors and importantly, what
percentage of a group's budget will the city's grant represent. The committee has always been
concerned about being a major support of any art ornon-profit group.
The committee requests guidance in award amounts; whether past allocation percentages should
continue; whether new groups should be encouraged financially; whether the impact on the city s
economy should be considered; whether an organization receives "in-kind" or other support from
the city. In the past, the committee has funded start up groups at a minimum level to make sure
they are a viable organization and that there is not too much reliance on the city's grant.
In other municipalities, public monies for the arts are used primarily to provide a reliable basis of
funds during a group's fledgling and growth years, and that after an arts group has became a
well-supported institution, civic support may be curtailed and given mostly as a sign of local
government support for attracting other grants and gifts. This philosophy assures that public
funds go where they are arguably needed most, and grow a healthy arts envirorunent. Other
municipalities address the problem through a cap on how much any one organization may receive
out of the total amount of funding available. Over the past 11 years, the arts committee has
reviewed a core of 16 arts groups; of the 3 new groups requesting funds this year, 2 of them have
been in existence for 5 years.
Arts Grants Funding Sources: An equal concern is that since 1999 all arts grants funding comes
only from Wheeler RETT and Wheeler operating revenue. Through the enabling legislation for
the Real Estate Transfer Tax that is the primary revenue stream for the Wheeler it is cleazly stated
that not more than $100,000 of RETT funds can be used in any one year for awards to arts
groups, thereby presently leaving the rest of the arts grants funding to be derived from self-
generated operating revenues not in any way affected by the RETT. For the 2008 cycle, this
means that the Wheeler must find $292,200 in non-RETT operating revenue. Staff has identified
the following relatively narrow list of available annual Wheeler revenue sources that include:
• Rents from the G17~eeler's two lease spaces (Bentley's and Valley Fine Arty,
at approximately S2Z0,000;
• Ticketing fees, at approximately $17, 000
• Theab-e rentals, at approximately $30,550;
• Artists' merchandise percentage, at approximately $2, 000
This makes a total self-generated, non-RETT affected budgeted amount for 2008 of $269,550
(see Attachment D). Other revenue areas, such as baz sales and incremental amounts from
Wheeler Film Society screenings, potentially add another $14,000, but could be considered
"affected'' by the RETT if ever legally challenged (as could the theatre rental revenue, possibly).
Even with this additional amount included, it's clear that the Wheeler is bumping against the
ceiling of what it can provide, as Wheeler staff interprets the RETT and its revenue streams.
Further impacting this will be the expected closure in May 2009 of the larger rental space
currently occupied by Bentley's, in order to implement replacement of its utilities and systems
which, afrer 25 years of heavy use, are in unacceptable condition and need total replacement.
This will require taking the rental space offline for between three and six months, for a loss of
revenue of between $32,000 and $64,000 that would have gone into the granting pool for that
year.
In the discussion of the 1999 budget, the then-finance director stated "Ms. Miller said one issue
is additional funding for arts, non-profits and human services organizations. There is enough
money in the general fund and Wheeler budget to add funding. Ms. Miller noted only arts grants
can be funded from the Wheeler. Ms. Miller suggested looking at the extra funding next year,
that it be done retroactively and based on how well sales tax or the real estate transfer tax do and
this money is `'given back". This will not be adding a growth factor but will be passing on
additional revenues to arts, non-profits and human service groups". Because of this advice, non-
profits and human services organizations were funded from the general fund and the arts grants
were separated and then funded by Wheeler funds.
Arts funding could be sustained at its cun-ent level by having the City General Fund make up the
difference between what the Wheeler can provide through its RETT and operating revenue
sources, and what Council would like the annual granting pool to be or the general fund can fund
anything over the $100,000 allowable by the RETT. One consideration to hold funding could be
the establishment of ceiling limits for grants awards, based on percentage of available funds, that
one group not get more than X% of the total pool available. The committee wanted City
Council to be aware of this funding challenge, and seeks cleaz direction on how to proceed going
forward. v V
The committee has always considered in-kind and other support that not-for-profits receive and
will include a financial column on the application which when considering arts support might
redraw how the available funds are distributed. There are various types of city support, reduced
rent (Red Brick), no rent (Mountain Rescue, Art Museum), parks department maintenance of
grounds, and these should be added to the information available.
By example, one of the mandates given to the new Executive Director of the Wheeler Opera
House upon amval in 2005 w as to make the .`acility more affordable and user-friendly to Aspen's
arts community. This resulted in reduced rents (formalized in 2006 through a revised rental rate
schedule) and other fees and percentages, which directly benefits those arcs groups using the
Wheeler; however, it also diminished the revenue funds that feed the overall grants funds pool.
In like fashion, there have been special one-time initiatives that hate benefited individual arts
not-for-profits that should be taken into account with granting requests. Recent examples would
include the City's aid in brokering and financing the purchase of the Isis Theatre by Aspen Film,
the co-funding by the Wheeler of Aspen Music Festival's simulcast of "Carmen" in Wagner
Park, and the City's possible assistance to Aspen Music Festival in financing for the main
campus construction project that will result in several million dollars in savings to the Music
Festival.
The committee will require each group should report full data regarding special agreements, in-
kind sernices, and fmances that hate supported these groups by means other than arts grants.
The challenges facing the committee in fairly supporting and awarding the arts community
require recognition of these challenges and direction from City Council.
RECO11IVIENDATION: The arts grants review committee recommends the following:
• That City Council clearly state the policy direction and funding level for its arts
grants award program;
• That City Council recogni-e the challenge in continuing to annually increase the
amount of funds legally available solely front Wheeler funding sources, due
primarily to the cap on the amount of RETT funds that can be used to support the
arts, and either resolve to cap the pool of available funds to the available sources,
or supplement those funds with monies out of, the City's General Fund.
List of.~'ttachments:
• Attachment A: Arts Grant Committee mission statement
• Attachment B: Fina12008 Arts Grant Awards
• Attachment C: Current Arts Grant Application (blank)
• Attachment D: 2008 Wheeler Revenue (by budget) and Applicable Funding Lines
-c
~~~~~ ~° ~~t S ~_~. ° tic
The mission of the Arts 8t Non-Profits Review
Committee is to review the operations and
finances of arts and non-profit organizations
requesting grants, with the purpose of providing
the City Council with solid recommendations on
grant amounts.
The purpose of this review committee is ~ to
overhaul or make major modifications to the
existing allocation formulas which are well
established, but to evaluate new grant proposals
and make recommendations to Council. The
commitee may also make suggestions for condi-
tions that-must be met by grantees before funds
will be released.
~.~ The City Council will establish maximum dollar
amounts that will be available for the year. The
committee's recommendations must stay within
these limits.
~.~ The City Council has final approval on all grant
applications.
~, ,. .
The overa(I goal of the City's grant program is to
enhance the spirit, character, vitality and well-being of
the Aspen community.
In reviewing an organization's grant request, we find that
the following questions are helpful:
~:~ How does the group directly benefit our community?
Does it make Aspen a better place to live and visit?
Do its activities reflect the values of the Aspen
community?
Does the group add to the creative vitality of the
community?
-.~ Does the group educate our youth - or provide our
youth with needed recreational opportunities?
Does the group reinvest its grant in community
programs?
Does the group engender wide community
participation? Because its activities are valuable,
interesting, stimulating and/or fun, does the group
engage a large portion of our citizens in its audience
and its volunteer staff?
Does the organization have Aspen roots? (...as
opposed to a national organization with no deep
Aspen connection.)
~.~ Does the organization offer a vital community service
in an efficient manner which the government might
otherwise have to provide?
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MEMORANDUM
TO: Mayor Ireland and City Council
FROM Gram Slaton, Wheeler Executive Director
THRU: ACM Randy Ready; Wheeler Board of Directors
DATE OF MEMO: 14 January 2008
MEETING DATE: 29 January 2008
RE: Wheeler Opera House Work Session, to include
21" Century Master Plan, Leased Spaces, Endowment, and Arts Grants
SUMMARY: The attached packet material presents a considerable amount of information about the need and
very conceptual plan for an expansion of the Wheeler Opera House. Staff is requesting Council direction
regarding the next steps for advancing the Wheeler's 21'" Century Master Plan to its next stage of
development, specifically regarding design Charrettes, assembling of a design team, and advancing the design
process for a sister facility to be constructed on the Wheeler Parcel. Wheeler staff and the Wheeler Board of
Directors recommend approval of the request, to proceed with [he design process.
As part of the Master Plan discussion, staff is requesting Council direction on the future disposition of the two
leased spaces (currently occupied by Bentley's and Valley Fine Art), and investment options for the Wheeler
endowment fund.
Finally, the Arts Grants Review Committee requests a discussion of Wheeler budget issues and policy
direction on the future of the arts grants program. Currently, all arts grant funding comes solely from Wheeler
resources, including $100,000 from the Real Estate Transfer Tax and the remaining funds from non-RETT
Wheeler operating revenue. These issues are summarized in a separate memo from the Arts Grants Review
Committee (attached).
PREVIOUS COUNCIL ACTION AND BACKGROUND: Wheeler facility master planning efforts have
been underway for several years, with City Council funding and approval for the latest concerted effort to
involve the local arts groups in planning for the future of the Wheeler, beginning in 2004 under the previous
Executive Director. Wheeler staff approached City Council on October 29, 2007, as part of the budget review
process, with the request to make a full presentation on the status of the 21" Century Master Plan and other
relevant issues early in 2008. The remaining background is summarized in the first sections of the attached
report and memorandum regarding arts grant funding.
DISCUSSION: From what Wheeler staff can cull from existing Wheeler records, discussion of developing
the two parcels immediately west of the historic Wheeler building have been ongoing since at least 1975.
While development of that land was an intrinsic part of plans for the restoration of the Wheeler building in the
late 1970s and early 1980s, eventually those plans were shelved for a variety of reasons, including lack of
available funds and disagreements about the design process and proposed use of the space.
At the direction of City Council and the Wheeler's Board of Directors, staff was requested in 2004 to revive
the discussion regarding opportunities and possibilities for [he Wheeler parcel, which were carried out as a
series of arts community discussions until the resignation of the Wheeler's Executive Director in the spring of
2005. Upon the appointment of a new Executive Director, those discussions were again revived, with full
research into the Wheeler archives to glean a thorough historical perspective. To staff's knowleAge, this
research and its findings have rendered the first comprehensive report on the Wheeler Parcel, which is
attached here.
Also during this time, Wheeler staff retained outside consultants to make comprehensive reviews of the
historic building, the soils under the Parcel, the needs in the arts community for additional facilities, and the
possibility for realizing opportunities for a sister facility in terms of uses, construction phasing, impacts to the
central core, and financing. These consultants' reports are included as supporting documents in the report.
Wheeler staff and Board believe that they have completed due diligence as regards needs assessment,
conceptual program planning, and identification of potential opportunities, constraints, and impacts. Upon the
successful conclusion of the next stage of design, Wheeler staff and Board would again approach City Council
with a full report and recommendation regarding proceeding to final design and construction.
FINANCIAL IMPLICATIONS: The second stage of development for the 21 "' Century Master Plan would
incur costs for architectural and theatre consultants, group facilitators, and other needs usually associated with
design-stage activity. The Wheeler has $260,000 budgeted for this for the 2008 fiscal year. The Wheeler also
has $228,000 in carryforward savings for this line item from its 2007 operating budget. As discussed in the
"Project Financing" section of the attached report, the Wheeler has over $22.5 million i^ RETT monies in its
endowment account that could be leveraged in a number of different ways to complete facility improvements
and expansion.
The cost of the overall project is anticipated to be as high as $30 million, provided an expansion could begin in
the next three to five years. Given the double-digit escalation of construction costs that we are experiencing in
the upper Roaring Fork Valley, construction delays will likely result in significantly increased costs to
complete the project.
On a different but related note, changes to the physical space or of use of either or both of the Wheeler leased
spaces will require taking one or both of these spaces offline for extended periods, which will affect the
Wheeler operating revenues and the pool of funds available for arts grants awards.
Finally, Council direction regarding the purpose and amount of arts grant funding in future years will have
financial implications for the Wheeler fund and possibly for the City's General Fund.
ENVIRONMENTAL IMPLICATIONS: None at this stage of development. Planning for any expansion
facility would be done with full attention to maximizing [he green features of the building and minimizing its
environmental impact.
RECOMMENDATION: Staff and Board recommend approval to advance the 21" Century Master Plan to
its next stage of planning. The Board finds that there is sufficient documentation of need in support of the
performing arts and current lack of sufficient facilities that proceeding to the next step toward development of
expanded facilities is warranted immediately.
ALTERNATIVES: The report notes [ha[ the Wheeler has several options [ha[ could be considered, including
continued deferment of further development, development of a far smaller facility, or retention of the Wheeler
Parcel for future needs while developing the Crystal Palace property as a sister facility, should such property
come back on the open market.
I
THE WHEELER OPERA HOUSE 21ST CENTURY MASTER PLAN
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JANUARY 2008
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Asp The purpose of this document is to summarize the history of efforts to expand and address
9~ the facility needs of the Wheeler Opera House. Through this assessment, Wheeler staff
hopes to bring a clear understanding of facility needs and opportunities and receive
direction regarding next steps for the building's future.
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TABLE OF CONTENTS
21st Century Master Plan Presentation:
Part One: HOW WE GOT HERE - A Brief History of the 21st Century Master Plan ............... Page 5
Part Two: A THIRTY YEAR CONVERSATION - A History Of The Wheeler Parcel .......................... 6
Part Three: WHY KEEP TALKING? - A Discussion Of Needs And Opportunities ........................... 9
Part Four: THE NEXT STEPS -Project Development ........................................................ 10
Part Five: CAN WE AFFORD IT? -Project Financing ........................................................ 12
Part Six: THE DOWNSIDE -Project Impacts .................................................................... 13
Part Seven: FURTHER CONSIDERATIONS ....................................................................... 14
Part Eight: ALTERNATIVES ....................................................................................... 16
Part Nine: RECOMMENDATION .................................................................................. 17
Supporting Documents:
Reports:
Yeh £t Associates Report (soil samples) ........................................................................ 21
Reno Smith Structural Assessment Review 1* Update ....................................................... 29
Farewell Mills Gatsch Architects (Michael Schnoering) Report ............................................ 34
Jones £t Phillips Associates (Van Phillips) Report ........................................................... 42
Design Ideas:
Arts Development Associates Suggested Remodel (1979) .................................................. 66
Jon Busch Suggested Auxiliary Building (1989) .............................................................. 72
Wheeler-Generated "Colorforms" Spatial Design -First Draft (2006) ................................... 78
Wheeler-Generated "Colorforms" Spatial Design -Second (Conservative) Draft (2006) ............. 84
Wheeler-Generated "Colorforms" Spatial Design -Third Draft (2007) .................................. 89
Financng:
Wheeler Opera House Real Estate Transfer Tax Collections, 1983 - 2018 .............................. 96
Loan (Bond) Amortization Schedule ............................................................................ 97
Wheeler Endowment Fund Projection #1 ..................................................................... 98
Wheeler Endowment Fund Projection #2 ..................................................................... 99
3
" ... We are of the opinion that a renovation program that
does not include the construction of new ancillary facilities in
a tower core or underground, will not increase production
capabilities to meet the communities' desire for expanded
usage."
- Christopher Jaffe, Jaffe Acoustics, Inc.,
in a letter to Edgar Stern dated January 23, 1975
regarding the possible renovation of the historic
Wheeler Opera House
d
Part One: HOW WE GOT HERE - A Brief
In November 2003, the Wheeler Opera House had
the opportunity to acquire the Motherlade prop-
erty adjacent to its historic theatre and expansion
parcel, but an inability to articulate what the
property would be used for resulted in a defeat
when voters were asked for their support.
Shortly after this, in early 2004, Aspen's Civic
Master Plan {CMP) Committee moved into a third
phase of its planning process to make the
downtown core more active. The Committee
adopted the following statement at its February
meeting:
e pursuit of excellence in the arts and
ure is an Integra! part of Aspen's historical
~acter. The display and presentation of
and cultural events is a core element of'~
en's identity as a unique community in a
petitive resort environment, and Aspen
-ld build upon this intrinsic asset at every k.
~rtunity. A sustained cultivation of the
and culture in Aspen wilt further enrich
Aspen community, reinforce its interns- `~
~( profile and strengthen its economy over "
The CMP Committee made this statement in part
because of several expansion projects under
discussion, specifically a new and permanent home
far Theatre In the Park, an expanded or new space
for the Aspen Art Museum, and the Rio Grande
Master Plan which potentially could incorporate
one or both into its final plan.
Parallel to this, the Wheeler Board in March 2004
began to actively discuss and identify issues
associated with a Wheeler addition as well as
improvements to the historic structure. Titled the
21st Century Master Plan (21 CMP) it sought to
address the expressed need in the arts community
for more available space for rehearsals, offices,
shops, and performances -which the Wheeler
Board and staff confirmed were identical to needs
identified in the mid-1970s when the Wheeler
renovation was first being planned.
Subsequent to this, Tom Baker of the consulting
firm Baker !t Associates was hired to initiate and
steer acommunity-based discussion of physical
plant needs and future direction for the Wheeler.
The plan was to move through a conceptual stage
into a design exploration stage, then into aland-
use approval stage that would incorporate a
COWOP process before final implementation and
physical execution of the construction project.
However, through the process of many arts
community discussions, done singly with repre-
sentatives from the various arts user groups,
Wheeler Board members, and Wheeler staff, a
majority of the identified "needs" centered on
complaints about the existing structure and its
management. This discussion phase took place
from summer 2004 through March 2005. In March
2005, the Wheeler's Executive Director tendered
her resignation, and the 21CMP was suspended.
In July 2005, the consulting firm of Genovese
Vanderhoof ft Associates submitted its organiza-
tional audit of the Wheeler, with sixteen
recommendations for reorganization and
improvement. None of these recommendations
approached any area of the 21CMP other than
several key improvements recommended for the
existing structure:
• replacement of old and undersized seating
" replacement of dysfunctional phone system
'replacement of pit support system
'replacement of ticketing system and website
With a new Executive Director in October 2005,
the 21 CMP and a parallel Wheeler Marketing Plan
were each resurrected. It was found that, while
stated in different ways, the needs of each could
be answered through addressing the above-
stated problems, all of which were addressed
over the subsequent 18 months. With existing
facility issues now out of the way, Wheeler staff
could again address a possible needs-driven
development plan for the Wheeler parcel.
The Wheeler parcel is a double-lot parcel,
identical in size to the historic Wheeler lot and
measuring ti0 feet wide by 100 feet deep. It was
purchased in 1981 with Wheeler funds after years
of negotiation, with the specifically-stated
purpose of offering an expansion site for the
historic Wheeler either during the 1483-1984
restoration (if funds were available} or at some
future time (when funds could be available).
The earliest memo from the Wheeler files
specifically regarding the Wheeler parcel is dated
March 14, 1977, from Edgar Stern, chairman of the
Aspen Community Facilities Board, to the Board of
County Commissioners and the Aspen City Council.
The memo apparently served as a resolution
request, with the following language:
"NOW 7~HEREFORE BF !T RESOLVED, that the
Community Facilities Board recommends the ~~~
Wheeler Opera House be desio~~ated far future
,,;;tile as one element in a community/cutturai
mplex, that a master plan for the building be
evetaped and that the master plan include
~_ e purchase of the two tats adjacent to the
heeler l~pera House far an addition to the
y'tructure thereby increasing its usefulness and
,unction as a performing facility.
"BE IT i"'URTHER RESOLVEl3, that while the
Wheeler Opera House will solve many of the
present and immediate needs of community
and cultural organizations in the Aspen
Community, the recommendations are such
that they should nut be considered the total
solution to the future needs of t0ie con~n-unity
and that the City Council Continue its efforts
to provide a larger and more adequate facility
in the future. "
Five years after this, in 1982, the two lots that
comprise the Wheeler parcel were purchased
expressly for the future needs of the Wheeler and
the Aspen arts community.
A 113-page study in October 1979 by Arts
Development Associates Inc. (Minneapolis) pres-
ents an exhaustive list of development options for
Aspen's arts community, including recommenda-
tion fora 900-seat facility at the Rio Grande
property. Restoration and development of the
Wheeler was a very intrinsic part of this study.
The study presents two options for redevelopment
of the Wheeler:
"QPTlON !: EXPANDED WHEELER PLUS St1MMER
ONLY BAl~LFT THEATRE. The Wheeler restored
and remodeled with a three story addition an
the two adjacent tots, similar to the plan
consider by the original V4'heeler Task Farce
'=~'~ LUS a sumrrrer-only 1,200-seat facility with
~utl stake pause, primarily for use by Baflef
est ....
t1PTlON !l: A minima{ty restored and
remodeled Wheeler without additions, similar
to the plan recommended by the vrigina! Task
Force. PLt15 a new 900-seat year-round
theater with tufty equippers stage house and
production support facilities.
[In 1977, as it was again in 2006, it seemed that
development of the Wheeler parcel was expressed
tied to the creation of a far larger facility at the
Rio Grande Park location.]
The study presented the following recommenda-
tion:
18LE WITH APPROPRIATE DRESSING ROOM
REHEARSAL SPACE, AND THAT SIMULTANE-
tr
"(Zj A S,OOfI SQUARE FOt7T BASEMENT,
CAAABLE OF SUPPORTING FUTURE ADDI -I7ON5
AND PROVIDING lti1MED/ATELY NEEDED PRO-
DUCTION SUPPORT FACILITIES, BE CON-
STRUCTED +ON 7NE TWO ADJACENT LOTS,
CONNECTED TO THE UPPER FLOORS OF THE
V~HEELER WITH A COMBINATION PASSENGER
AND FREIGHT ~'LEVATOR, AND COVERED W1TN
~ I.AN~scaPFn OurnoOR TERRACE FoR coN-
TINUED U5E BY 'THE MOTHER LODE' RESTAU-
RANT IN THE IMMEDIATE FUTURE ....
Several possibr'litles exist for future usage of
the space above the new basement, If the
new 900-seat theater were not built, the rec
ommended three story addition cnutd fie
added above the new basement. „
As an addendum to this report, the consultant
included a first draft of plans for an expanded
Wheeler that would have incorporated use of the
new Wheeler parcel. While impractical as a
working theatre design, it does offer many of the
same elements that were developed independently
by present Wheeler staff, to be discussed later.
By late 1979 a Wheeler Renovation Commission had
been formed. At its meeting of 8 January 1980,
significant discussion was spent on what total
available square footage should be targeted for
development, as there apparently was a City
ordinance in place that limited development to
four thousand square feet in the existing structure
without inclusion of housing - clearly a forerunner
of Aspen's present downtown core construction
code. While this was most likely not enough in
itself to shut down consideration of an expanded
Wheeler, it may have dampened the inclination to
push the Wheeler's development as far as it might
have gone.
By spring 1980 William Kessler t* Associates had
been awarded the contract as architect for the
Wheeler project. By September of that year, drafts
and illustrations of the "new" Wheeler had
reached a sufficient stage to create controversy
and public outcry, including dissociation by Fritz
.lust one floor of the first set of possibilities for the
Wheeler parcel, October 1979
Benedict's firm from the project. Benedict's firm
withdrew from the Wheeler renovation in part
because the "waving flag" design for the expansion
into the Wheeler parcel was a radical design shift
from the Victorian building, but also because it
was still largely assumed that there would be a
900-seat theatre constructed at the Rio Grande
location and therefore it was not necessary to
develop the Wheeler beyond an historical renova-
tion. These twin strikes certainly blunted support
for a significant expansion into the Wheeler parcel
(which at this point the Wheeler still did not own).
A downturn in real estate sales, and concomitant
1055 of RETT income, further exacerbated the
situation.
The parcels that now comprise the Wheeler parcel
were finally purchased in May 1982 for $550,000.
[By contrast, the City of Aspen paid $1,188 for the
Wheeler land and building in 1918.] By then,
despite numerous complaints from potential user
groups that the "Plan B" version of the Wheeler
renovation (without an addition onto the Wheeler
parcel) was not satisfactory, plans for expansion
into the new land beyond the inclusion of a fire-
tower stairway and passenger elevator appear to
, Page 3
have been dropped, and the topics for debate seem
to be at this point all internal to the historic
structure. Only Jon Busch, who had operated a
film program in the unreconstructed venue,
continued to advocate for a new, albeit smaller,
wing that would house shop and raw storage space,
as well as space fora 130-seat cinema and live
event usage.
There is no evidence of any further direction
regarding the Wheeler parcel from 1982 until 1989,
when City Council candidate Jon Busch unveiled a
51.5 million plan for a building expansion in April
1989. No subsequent action was taken, and it can
be presumed that, except for periodic review
purposes, no serious consideration was given to
development of the Wheeler parcel until the
development of the 21st Century Master Plan.
;.pp± ha4 iL~O indicntx! Nr. intrcal 'n
as 6;f.KC. 7.uE:h x'a
~u>'L .,.: ~ ao•< lei,.. ~..: t"~....
wa's,M he F:iA f~v~I~kc 1'A7•C can Is?p
mss from 591?' Nu.ch, i fiSm
(rmnv. IGc p'ojec:.
a~ai:nc ~o11d c::t+hw n uhSi:-.mod
mcoda~ef c+ d. >
rya L» ~n:li1• ~ Fus -~~. qey
uhcrc his molih 9.
Ilr Pl~,a wa 1n•~~ikd la ~ n:~W :h
vt:~d,a Ynz.m 6ef~rz 'he 4exN
Mayor Herman Edel
31 August 1980
Page Three
.....
As to the additions at the west of the Opera House, I dare say
that it is an ugly extension, foreign not only to the dignified
architecture of the Opera House, but to the city of Aspen as
well. It looks more like a battleship then an extension of
a Victorian building.
Respectfully
`~ `' - /
Herbert Bayer
HB/zb
Copy of letter written in longhand and signed by Herbert Bayer
is in Benedict-Mularz Office.
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~~.~~
- ;~ sksei,d d1es~Alsce dR+e / aj,r~Naueeey Jm
~~~~~
Busch Wants Wheeler Expansion
Would Include Theater, Circerrui Space
.•~ marvelous Ihlrp is
K could b. built for so
much cheaper--~ .~ susc+?
Co„f>G~ Candidate
Dating back to 1975,
need in the Aspen
following agenda:
Part Three: WHY KEEP
there has been an expressed
community to fulfill the
wntown core; r ----` . ~. ~..`
Expand the physical resources of the
eeler Opera Nouse to better serve the
rall community's needs;
'uit0 and maintain the reputation of the
~eler Opera House as one of the nation's
~st and most responsive performance
„~..
As Aspen has changed, the vision of what the
Wheeler parcel should be used for has also
changed; however, even at their best, these visions
were not entirely focused. By example, in 1982
much of the argument of the user groups was that
the Wheeler would never be successful without a
scene and costume shop being located on site. In
many ways, the arguments of the 1980s served as
an extremely valuable first draft, and we can be
thankful that none of the several sets of plans for
the Wheeler parcel were ever carried beyond the
modeling and discussion phases.
Twenty-three years after the reopening of the
historic venue, many of the same basic concerns
still remain, and there may be more need to
answer them now than there was at that time.
• REHEARSAL SPACE: Even with the addition of
the District Theatre and its black box sister
facility, there is a tack of rehearsal space for
Aspen's performing arm groups.
• PERFORMANCE SPACE: Practical performance
or screening spaces in the downtown core have
continued to shrink. For example, in the past
year Aspen has Lost four of its eight permanent
movie screens, and many of the secondary or
tertiary spaces that groups from Theatre Under
The Jerome (now Theatre Aspen) to the U.S.
Comedy Arts Festival would utilize are now
gone entirety, in trasition (such as the St. Regis
remodel) or impractical for limited budgets.
• ARTIST HOUSING: Artist housing, particularly
at the peak times of the winter and summer
seasons, are prohibitively high and can limit
the ability of arts groups to maximize their
~.
EMPLOYEE NOUSIIVG: The number-one
concern for all employers in Aspen, and even
`~ more so for arts groups such as the Wheeler.
• OFFICE SPACE for Wheelerstaff is extremel
' confined and in need of expansion. y
The ability to remedy these considerable needs
through the efficient construction of a sister
facility would result in a major breakthrough for
the Wheeler and Aspen's arts community. As well,
vacating the Wheeler's basement offices would
create an opportunity for other Aspen not-for-
profits to relocate to a more expansive location
and a much closer relationship with the Wheeler.
Moving the Wheeler's box office operation into a
new facility specifically designed for that purpose
would allow the ground-floor location in the
historic structure to become valued rehearsal
space that would be open to all Aspen arts groups.
r~ ;~~
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projects typically follow the
• Feasibility Study
• Identification of Opportunities
and Constraints
• Consultations with Architects
and Theatre Consultants
• Charrettes with Applicable and
Interested Parties
. AssembdaQe of the Project Team
• Design Process
• Construction Scheduling and Execution
• Coordinated Opening
Feasibility Study: Wheeler staff and board feel
that they have long completed the feasibility
portion of this schedule, having engaged in
multiple conversations with Aspen arts groups,
funded reports from several consultants, and
assembled a list of clearly identified needs from
user groups. The Wheeler also has overcome what
is typically the more considerable hurdle, with the
property previously acquired and sufficient funds
in place to pay expenses immediately, or use as
guarantee of payment for any bond principle and
interest.
clearly indicate
needs identified
~.n ability to answer the multiple
during the feasibility period.
A third set of plans (Attachment C} was developed
about one year later, in anticipation of a more
conservative City Council as regards construction
in the central care. This plan radically departs
from the previous two, calling for a subterranean
theatre of approximately 300 seats, but preserves
a top level dedicated solely to employee and
guest-artist housing. The box office operation,
Wheeler offices, and expanded lobby more or less
remain as they were in the first and second sets of
plans. There is no call for change of any kind to
the existing stagehouse.
While there are several elements from the initial
ideas that Wheeler staff and board, in a perfect
world, would choose to keep, it is believed that
the third set would be that found most desirous by
the present City Council and supportable by all
parties in moving forward.
Consultations: The Wheeler's Executive Director
attended two industry convocations in August
2007, wherein he invested considerable time in
conversations with participating construction pro-
fessionals about the possibilities for the Wheeler's
expansion.
p ortunities And Constraints: As regards
constraints, these are defined primarily by the
codes and expectations for construction in the
central core of Aspen. The Wheeler parcel is
boxed in on all four sides, and Wheeler staff and
board do not intend at this time to ask for an
exemption to the height restriction of 44 feet.
This creates a defined envelope, which can only be
maximized by drilling down and creating a
significantly subterranean structure. Since this
"box" is so limited in terms of square footage, the
emphasis must be on creating a structure than
offers the very best opportunities through flexible
technology. Production advancements such as light
curtains for the creation of virtual scenery and
spiral lifts for the instant reconfiguration of the
stage and audience spaces should be considered an
absolute necessity.
Over the course of the past year and a half, the
Wheeler's Executive Director has developed three
different sets of "Colorforms:" Spatial definitions
as requested by the Wheeler board that would
Subsequent to that, site visits were arranged for
Michael Schnoering of Farewell Mills Gatsch
Architects LLC (Princeton NJ), and for Van Phillips
of Jones Et Phillips Associates, Inc., a theatre
consultation firm (Lafayette IN). It was staff's
belief that the points of view of an architect and a
theatre consultant would be substantially differ-
ent, but with enough overlap to render a sound
common opinion.
Prior to this, Wheeler staff had contracted for soils
analysis, based on three core drillings in the
Wheeler parcel to 40' below grade, and a review
and update of the Andrews fZ Anderson 1999
structural analysis report on the historic building.
The core drilling, done by Yeh >t Associates
(Glenwood Springs), was predicated on a below-
grade depth of 20', or roughly identical to the
depth of the new construction on the Motherlode
project; however, the evidence in the report and
subsequent further discussion with Yeh Ft Associ-
ates indicates that there would be no problem with
Theatre construction
below schedule:
~uuaeyuen[ io tnat, site visits were arranged for
Michael Schnoering of Farewell Mills Gatsch Archi-
tects LLC (Princeton NJ), and for Van Phillips of
Jones & Phillips Associates, Inc., a theatre
consultation firm (Lafayette IN). It was staff's belief
that the points of view of an architect and a theatre
consultant would be substantially different, but with
enough overlap to render a sound common opinion.
Prior to this, Wheeler staff had contracted for soils
analysis, based on three core drillings in the
Wheeler parcel to 40' below grade, and a review and
update of the Andrews $ Anderson 1999 structural
analysis report on the historic building. The tore
drilling, done by Yeh & Associates (Glenwood
Springs), was predicated on a below-grade depth of
20', or roughly identical to the depth of the new
construction on the Mothertode project; however,
the evidence in the report and subsequent further
discussion with Yeh lY Associates indicates that there
would be no problem with soils to the full 40' that
was drilled. The structural analysis review, which
was done by Reno Smith Architects (Aspen),
confirmed that the historic structure remains sound
and should be able to withstand the impact of
construction on the Wheeler parcel. It further
reports that both the historic building and the new
Motherlode building would benefit through develop-
ment of the Wheeler parcel, thanks to the seismic
stability that an abutting building would provide.
The Schnoering report verified the viability of the
work conducted by Wheeler staff in developing
ideas for the Wheeler parcel, while also identifying
such a project as an ideal opportunity for the City
and Wheeler to construct its first LEED-certified,
sustainable building in the core. Schnoering noted
the downsides of construction-staging space,
noise, interruption of services, and costs associ-
ated with building shoring that would result from
undertaking such a project; however, ultimately
the project is seen as sufficiently viable that he
recommended moving to a concept design stage.
The Phillips report also verified this work by the
Wheeler staff, and further described opportunities
for excavation and below-grade construction that
could be accomplished with minimum impact to
the historic building and its busy production
schedule through the use of ground staples and a
five-foot setback from the historic structure's west
side during this work. The Phillips report further
references new technologies being integrated into
new theatre construction that would extend the
flexibility of the limited amount of square footage
available far the theatre, its support spaces, offices,
and housing.
Charrettes: Subsequent to receiving a positive
directive from Council on continuing this process,
the next step would be to more deeply engage the
Aspen arts community in the definition of the
proposed facility. This step would also bring in
neighbors and other vested parties for their
feedback and concerns.
Proiect Team and Design Process: Unlike other kinds
of projects, theatre construction is a specialized
field that requires significant (and often separate)
expertise in three areas: architectural design,
theatre technology and functionality, and acoustic
design and execution. Assembling a team of
experienced and internationally-respected profes-
sionals that can address these three areas and work
together cooperatively is the most essential key to
an expeditious, fully-realized project. Once these
are secured and, in concert with Wheeler staff and
appropriate City departments, can assemble an
acceptable representation of the final product, the
Project Team would follow the next stage of the
public process, making adjustments as deemed
necessary for public and City Council approval.
Construction Scheduling and Ex cution: Because
this is a project that will predominantly be side-by-
side with the historic structure, it is likely that the
Wheeler can remain functional throughout much of
the construction time period, with a possible
extended downtime at the beginning (during
excavation and needed historic building shoring) and
much shorter downtimes during shoulder-season
punch-throughs. Because the Wheeler already has
the property and financing immediately available,
the problems that typically hinder theatre construc-
tion scheduling would not apply and the Wheeler and
City can have far greater leeway in drafting a
construction schedule that works with the rhythm of
the Wheeler and the downtown core.
Coordinated Opening: Upon approval to proceed
by City Council into the next phase of this project,
and assuming areasonably-paced public approvals
process, it is estimated that the opening of the
new building could be as early as Summer 2011.
11
The Wheeler currently has approximately $22.5
million in its endowment account, fed exclusively
from unused funds generated annually by the Real
Estate Transfer Tax {RETT) and interest earnings on
those funds from the kinds of very conservative
investment vehicles allowed by the City of Aspen's
investment policy.
Wheeler staff and Board feel strongly that these
funds should be separated from the City of Aspen's
investment pool and deposited into a true 501(c}(3)
not-far-profit endowment, which would allow
these funds to grow in a more accelerated fashion
and thus provide a stronger foundation for the
long-term life and welfare of the Wheeler whether
or not the RETT is extended in 2019.
Even if the Wheeler's excess RETT funds continue
to be deposited and invested exactly as they
currently are, it is anticipated that the Wheeler
could finance the construction of a $30 million
sister facility through borrowing vehicles that the
City has successfully employed previously, without
in any way endangering the flow of funds for
annual operations or completely depleting the
existing endowment account.
Illustrations attached to this report as supporting
documents indicate that an unaltered endowment
structure with a minimum of 51 million added to its
principal base every year from excess RETT funds
through the end of the current RETT's life, can
successfully finance a construction project and
still maintain a balance of approximately $31
million dollars at the end of the payments on a 15-
year bond issue {based on a bond issue emanating
in 2010 and ending in 2025). However, the cost of
operating the Wheeler at that time may require a
subsidy of $4.3 million or more per annum, which
would be more than the balance of funds would be
able to spin off given its current restrictions.
By comparison, using the same assumptions for
construction cost, start of project and life of bond
issue, the Wheeler endowment as a 501 {c)(3)
entity can emerge at the end of debt payments in
2025 with a balance of approximately $71 million,
which after 2025 could generate sufficient funds to
not only support Wheeler operations but also
continue to grow annually.
A working figure of $30 million is used for the
the new facility, based on the anttc~paLea scope u.
work and cost of construction in Aspen. This figure
was deemed appropriate by both outside consultants
as well as Wheeler staff. It is important to note that
no financial impact, positive or negative, of the sister
facility is included in these numbers, since there is no
firm designation of what those spaces wilt be, and
therefore what operating costs they may incur or
revenues they might generate.
.,
This table chronicles RFTT fund co(tectians from 1983
tp the present, with future year projections courtesy at
former City Finance Manager Paut Menter.
,~
~,;~
Part Six:
As with any project that offers signifi..,,,,~ ,.,,Q„sC,
development of the Wheeler parcel would not be
without considerable impact, if only for the short
term. In brief, a few of these to consider would
include:
• Temporary closing of the historic Wheeler
bui_ ld!nr~. This would be a necessary part of the
excavation and shoring work that would be
required at the outset of the project. Whether the
final project plans involve excavating to forty feet
below grade or a depth far less than that, because
of the 1984-era extensions to the historic building
for its passenger and freight elevators and fire
stair tower, there is no way that the building can
be open for public presentations until such time as
the historic building is deemed stable and these
service areas are ready for operation again.
Architectural consultant By stepping the below-
grade footprint of the new building slightly away
from the historic structure and using ground
staples, the downtime could be greatly minimized
with possibly no significant loss to the Wheeler's
public presence. Certainly the optimum plan
would be to begin excavation in the early spring,
spilling into the summer and fall of the project
launch year if needed, but clearly any complica-
tions will require denying access to the Aspen
Music Festival's Opera Theatre program, and could
possibly negatively impact Aspen Film's FilmFest,
Aspen Skiing Company's early fall industry event,
the John Denver Tribute concerts, and may even
extend into the cold weather months.
• Loss of theatre rental revenue for arts rants
pvrooSeS- Because of the limitation in the amount
of annual arts grant funding that can be awarded
through the Real Estate Transfer Tax, approxi-
mately 75% of the present arts grants amount
comes from pure revenue sources from annual
operations, including theatre rentals and conces-
sions sales. This would require lowering the
annual pool during the Wheeler's downtime or
finding funds from other City resources.
• Staff la offs or reductions. In conversation with
other theatres that have been through this
process, each has related that because of the tack
of activity in their venues, layoffs and/or
reductions were deemed essential. The Wheeler
may or may nvt be significantly impacted by this,
since as part of the City of Aspen we could loan
• Impact to Hvman Avenue and the public
a(leJCwav Because the Wheeler parcel is boxed in
on all sides, excavation and staging will require
impact portions of Hyman Avenue and the alleyway
servicing businesses between Hopkins and Hyman.
Hyman Avenue is a RFTA bus and shuttle route, and
the alleyway is constantly busy with deliveries for
the concentration of restaurants and bars in the
Milt Street Mall.
• Possible de letion of Wheeler endowment
account Should City Council or the public decide
that the best manner of funding for the project is
to spend down the funds generated through the
RETT over many years, it would most likely
completely deplete those funds and leave the
Wheeler financially vulnerable if the RETT were
not renewed again in 2019.
• Construction impact Typical of any large
construction project in the core, there would be
noise and dust impacts related to the project that
would need to be carefully mitigated.
vut start to other City departments.
The two leased spaces in the historic Wheeler
Opera House building will by necessity be impacted
by development of the Wheeler parcel. Both
spaces have the termination of their present lease
arrangement scheduled for May 2009.
The larger of these, presently occupied by
Bentley's Restaurant, is in need of a complete
makeover, as no real major maintenance or
improvements have been made by the tenant since
the reopening of the Wheeler in 1984. (The
Wheeler did complete a rest room remodel in 2004
for the leased space, however.) Wheeler staff
estimates that a total tear-out and r lumbers enand
the kitchen, storage appliances, p g,
electrical should be undertaken, as well as
acoustical treatments for the walls and floor to
reduce or eliminate the very substantial sound
intrusion problem.
Further, if the Wheeler parcel is to be developed,
part of the construction burden could be
eliminated by suspending use by the current lessee
and using the space for site offices for the
engineering and construction team, at least until
such time as these personnel could be relocated
into the under-construction new building.
on Lnls is5uc.
• Conduct a remode! of the space as it currently
!s, in concert with the tenant, and maintain it as a
moderately-priced bar with restaurant service.
The City of Aspen and the Wheeler could actively
preserve this space for this use through a strict set
of guidelines included in the lease document, and
maintain the lease rates at terms that would be
favorable to a lessee undertaking this business.
• Redesignate the first-floor space for a different
retail purpose and relocate amoderately-priced
bar in the basement area. There is precedent here
in The Pub, the long-lived bar that filled the area
presently used for Wheeler administrative offices.
Relocating the bar business would require a fair
amount of downtime for the transition, and could
not be undertaken until the new building allowed
for Wheeler staff to move its offices.
• Redefine the public-eatery type and usage for
the tease space. While Bentley's has served as a
community institution over the past two-plus
decades, its patronage has created some negative
impact for the programs of the Wheeler Opera
House. The noise from inside the bar can be heard
inside the theatre during performances and can be
City Council may find this an appropriate time to extremely detrimental to a patron's ability to
reconsider the possible designated use for this shouteds conversation d between bar~tpat ons and
space after the expiration of Bentleys present
lease. Aspen has over the course of the past two recorded t mus ce played ant ahehighstvolumues a~e
years lost two of its most significant affordable bar
and restaurant establishments, and the loss of r nd I atrons endure~Smokers,sand the aftermath
Bentley's or a similar successor business that a p
targets and serves this same clientele would leave ti monk Avenuemanrdl Millf Streetkan hundesieable
very few moderately-priced restaurant/bars m y
town. However, in conversation with one longtimed Thereoareomembers of ~thetcommunity whouhave
local who is a member of the arts community an
remembers the original intent for the Wheeler ~ on like the~Whee er,ewhQChai snot~onlysa~world-
ancillary spaces, the bar space occupied by
Bentley's was originally conceived as Aspen's class performan ortunitiestforsyoung children and
version of Sardis, the legendary theatre bar teens t should deploy one of its few non-theatrical
located in mid-town Manhattan and frequented by
artists as well as theatergoers. If this is indeed the Council maylwant to consderr edefiningtthe lease
case, then perhaps a return to that vision of a
theatre restaurant and after-show bar that is slace,as a more family-friendly, affordable dining
somewhat more upscale and family-friendly than p
the present occupant should be considered.
Wheeler staff identifies three scenarios that City
Council may want to consider for future direction
Additionally, Wheeler staff asks that City Council
consider the possibility of the Wheeler Opera
House taking over management of the Bentley's
~~
space as a separate wbsidiary corporation, for the
following reasons:
• !t would ensure the affardabitity of the food
and beverage service;
• Haring this space as a Wheeler/City-
controlled business wilt better ensure compli-
ance with City codes and standards;
• t3rofits generated from the business could be
used as a pure and reliable revenue stream for
funding the City's arts grants program;
r
r Complaints and other negative impacts to
Wheeler programs can be dealt with more
immediately;
, • Catering for visiting artists can be done much
~ more cost effectively by having it in-house,
rather than catered by an outside concern.
The second lease space, currently occupied by
Valley Fine Art, would encounter increased noise,
dust, and alley access issues during any excavation
or construction associated with development of
the Wheeler parcel; however, the Wheeler has
done extensive renovation work to this small space
over the course of the past eighteen months and
sees no reason not to continue the relationship
with the current client for the foreseeable future.
The location of this space is furthest away from
any impact to the historic building and should be
able to remain operational throughout.
15
Clearly, the first alternative would be to continue
to delay development of the Wheeler parcel. The
Wheeler is amuch-beloved community asset that is
in use over 350 days of the year, every year. The
building has been professionally deemed to be in
very gaod physical shape, and there are no
concerns about its ability to continue operating
exactly as it has been for decades to come.
The second alternative would be to pursue
purchase of The Crystal Palace property, as that
facility has operated as a cabaret-style theatre for
over fifty years. Unlike the Motherlode property
opportunity from 2003, The Crystal Palace has
"good bones" as a stage space without need of
major and imposing construction. Some renova-
tion and cosmetic work would be needed to
upgrade the building, particularly in its electrical
and plumbing throughout the building, and
conversion of its upstairs offices and other spaces
into Wheeler offices, and guest and employee
quarters, but the impact of this as opposed to full-
fledged construction in the Wheeler parcel would
be minimal by comparison. The Wheeler would
also be preserving an historic Aspen property and
using it in a manner similar to how it has been used
over the past half-century. It is likely, if City
Council wanted to pursue this alternative, that any
purchase of The Crystal Palace would require a
ballot measure, as it is not a property contiguous
to the historic Wheeler and therefore possibly not
eligible for purchase using Wheeler RETT funds.
A third alternative would be to return to the
reduced-scope envisioning that was considered in
the late 1970s and early 1980s, wherein a much
smaller structure with limited purposes (such as
offices and storage) would be built on a portion of
the Wheeler parcel, thereby providing a much
smaller impact and answering a portion of the
needs that have been identified.
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Wheeler Opera House staff and Board support the idea of moving into the next stage of plannin
for the Wheeler parcel. Staff and Board see this possible expansion of the historic Wheeler as
an exceptional opportunity for the City of Aspen to not only answer the considerable needs of
its world-renowned arts community, but also to be the first City property in the central core to
be planned from the ground up with the goal of minimizing its environmental impact. Given
exciting new developments in construction and energy technolo ies ha the
Aspen's pledge to stay in the vanguard of earth-Friendly initiatives, ~ here is nonreasondwh~ the
Wheeler cannot create a sister venue that can stand as a model for new, low-im act y and
environmentally-conscious theatre construction. p
The discussion process for the Wheeler expansion has gone on for over 33 years, and iven
the resources now available plus the needs of the arts community, the time has come to
support a move forward into the next stage of this project. We respectfully ask that Cit
Council allow Wheeler staff and Board to move forward into the next three phases of thiy
project's development, specifically a) design charrettes with all interested and affected
parties, b) assembling of the design team, and c) development of the design process.
Upon completion of these three phases, Wheeler staff and Board would again approach Cit
Council for further direction. At that time, we should be able to present afully-realized lan
for movement into the third and final phase of developing the Wheeler parcel. p
,~
SUPPORTING DOCUMENTS
.,,
The Yeh Ft Associates report is o b n~tmaps and
report form only, without the supp i;
scientific analysis back-up.
These documents are available upon request.
Geotechnical Engineering Investigation
Wheeler Opera House Addition
Aspen, Colorado
Project No. 26-195
November 27, 2006
Prepared for:
Mr. Scott Wilson
Wheeler Opera House
320 East Hyman Avenue
Aspen, Colorado 81611
Prepared by:
Yeh and Associates, Inc.
0170 Mel Ray Road
Glenwood Springs, Colorado 81601
Phone: 970-3841500
Fax: 970-384-1501
Wheeler Opera House Addition
Project No. 26-195
PURPOSE AND SCOPE
This report presents the results of our geotechnical investigation for design and
construction of an addition to the Wheeler Opera House in Aspen, ColoradoioTh desb n rfand
investigation was conducted to provide recommendations for foundat 9
construction of a commercial building. The findings of our investigation and recommendations
for construction of the proposed building on the subject site are presented in this report.
The site investigation consisted of geologic reconnaissance and drilling of exploratory
borings to investigate subsurface conditions. The test hole drilling wld exblorateon were
representative of Yeh and Associates. Samples obtained during the f e p
examined by the project personnel and representative samples were subjected to laboratory
testing to determine the engineering characteristics of materials encountered.
Based on our investigation, Yeh and Associates completed an engin he resultsl of our
the subsurface conditions. This report summarizes our field investigation, t
analysis, and our conclusions and recommendations based on the proposed construction, site
reconnaissance, subsurface investigation, and results of the laboratory testing.
PROPOSED CONSTRUCTION
We understand the proposed construction will consist of a two to three story structure
with two levels below grade. The building will likely be supported on a footing foundation. Cuts
on the order of 20 feet below existing grade are planned to achieve foundation elevation. We
anticipate minor grading around the building to establish drainage and flatwork.
SITE CONDITIONS
The site is located on East Hyman Avenue between the Wheeler Opera House and the
Mother Lode building in Aspen, Colorado (Figure 1). The site was a green space area and
parking lot at the time of our investigation. The northern portion of the he siteawas covered
staging area for the Mother Lode construction. The southern portion of t
with grass and trees. The adjacent properties are developed. The site is bordered on the north
by an alley and to the south by East Hyman Street.
Wheeler Opera House Addition
Project No. 26-195
SUBSURFACE CONDITIONS
Subsurface conditions were investigated by drilling three exploratory borings at the
approximate locations presented on Figure 1. Alf test holes were advanced using a Diedrich D-
50 track mount drill rig utilizing 4-inch dual wall percussion drilling to pre-determined depths
where a modified California sampler or split spoon sampler was used to record blow counts and
obtain samples.
To perform the modified California penetration resistance tests, a 2.0-inch inside
diameter sampler was seated at the bottom of the bore hole, then driven up to 12 inches with
blows of an standard hammer weighing 140 pounds and falling a distance of 30 inches utilizing
a "cat head" (ASTM D1586). The split spoon samples were obtained the same way but with a
1-3/8 inch I.D. sampler. The number of blows (Blow Count) required to drive the sampler 12
inches or a fraction thereof, constitutes the N-value. The N-value, when properly evaluated, is
an index of the consistency or relative density of the material tested. The results are shown on
the figures in Appendix A.
The subsoils encountered in the borings consisted of 4 to 6.5 feet of fill underlain by
slightly silty to gravelly sand with abundant cobbles and boulders. Boulders up to 3 feet in
diameter were encountered. The fill consisted of silt and sand and was loose to medium dense.
The sand was medium dense to very dense. The natural sand samples tested had 3 to 16
percent fines (material passing the No. 200 sieve) and were non-liquid and non-plastic. The
sand classified as silty sand (SM) in the upper portions of boring TH-1 and as slightly silty sand
(SP and SP-SM) in the remaining borings based on the Unified Soil Classification System
(USCS). The laboratory test results are presented in Appendix B and are summarized in the
Summary of Laboratory Test Results table.
Groundwater was not encountered in the test holes during drilling or when checked
several days after drilling. The subsoils were slightly moist to moist. Variations in groundwater
conditions may occur seasonally. The magnitude of the variation will be largely dependent upon
the amount of spring snowmelt, duration and intensity of precipitation, local landscape irrigation
practices, site grading changes, and the surface and subsurface drainage characteristics of the
surrounding area. Perched water tables may be present, but were not encountered in these
borings.
~~
Project No. 26-195
Wheeler Opera House Addition
SITE DEVELOPMENT
We understand cuts of up to 20 feet may be necessary to reach foundation level.
Existing fill was encountered during our investigation. Based on the anticipated construction
depths, we anticipate the fill will be removed. Existing fill can be reused in new fills provided the
materials are free of organics and debris. Very large boulders were encountered during our
investigation. Excavation of large boulders may require heavy ripping and/or blasting. The
removal of large boulders in the base of the excavation may result in an irregular excavation
base. We recommend depressions or low areas at foundation level be backfilled with CDOT
Class 6 aggregate to the specifications presented below.
Areas to receive fill should be stripped of vegetation, organic soils and debris. The on-
site soils free of organic matter, debris and rocks larger than 3 inches can be used in fills. Fill
should be placed in thin, loose lifts of 8 inches thick or less, moisture conditioned within 2
percent of optimum moisture content and compacted to at least 95 percent of maximum
standard Proctor dry density (ASTM D 698). Lift thicknesses may need to be thinner if smaller
hand operated equipment is used. Placement and compaction of fill should be observed and
tested by a geotechnical engineer. A representative of the geotechnical engineer should
observe the base of all excavations.
Compaction within deep narrow trenches may be difficult. Settlement is likely to occur in
areas where inadequate compaction was obtained. As an alternative, trenches can be
backfilled with a clean granular material with less than 5 percent fines passing the No. 200
sieve. The material should be compacted to at least 70 percent maximum relative density
(ASTM D 4253 and 4254).
Temporary Excavations
Excavations should be sloped or braced to meet Occupational Safety and Health
Administration (OSHA) standards. Bracing of excavations will be necessary where excavations
cannot be sloped. We believe the soils encountered during our investigation classify as Type C
soils based on OSHA criteria. Excavations deeper than 5 feet and above groundwater levels
should be sloped no steeper than 1.5H:1 V according to OSHA standards. The contractor's
"competent person" should classify soils during the excavation process.
3
Wheeler Opera House Addition Project No. 26-195
Excavation Retention and Shoring
Based on the anticipated construction, excavation depths on the order of 20 feet will be
required to reach foundation elevation. The excavation will likely extend laterally from property
line to property line. A shoring or retention system will be required to maintain stability of the
adjacent properties during construction. We understand the client will utilize a temporary
shoring system that maintains stability only during construction. We believe there are several
systems that can be used to temporarily stabilize the excavation that include: ground nails,
ground anchors, micropiles and/or soldier pile and lagging. The appropriate system or
combination of systems will depend on whether elements can be installed beneath adjacent
properties and the construction tolerances (allowable movements) of adjacent structures.
The natural soils can be modeled with a ~ = 35°, C = 50 psf and a moist unit weight of
130 pcf. The pressures for soldier pile walls in pounds per square foot can be determined using
20 to 25H where H is the height of the wall in feet.
FOUNDATION RECOMMENDATIONS
Based on the materials encountered in the test holes and our laboratory test results, we
anticipate foundation soils would consist of slightly silty, gravelly sand. We believe the structure
can be supported on a footing foundation constructed on the undisturbed natural soils and/or
properly placed fill. Improvements and foundations should not be placed on existing fill
materials. Recommended design and construction criteria for footing and wall on grade
foundations are presented below.
1. Foundations should be constructed on undisturbed, natural soils. Foundations
should not be placed on existing, uncontrolled fill. Loose, disturbed soils
encountered at foundation level should be removed and replaced with compacted fill
or the foundation should be extended to undisturbed soils.
2. Footing foundations can be designed for a maximum allowable soil pressure of 5,000
psf. The design pressure may be increased by 1/3 or as allowed by local code when
considering total loads that include wind or seismic conditions.
3. Continuous wall footings should have a minimum width of at least 16 inches.
Foundation pads for isolated columns should have a minimum dimension of 20
inches.
4. Resistance to sliding at the bottom of the footing can be calculated based on a
4
~~
Wheeler Opera House Addition Project No. 26-195
coefficient of friction of 0.40. Passive pressure against the side of the footing can
also be considered for the sliding resistance if it is properly compacted. Passive
pressure can be estimated based on an equivalent fluid density of 350 pcf for a level
backfill.
5. Grade beams and foundation walls should be reinforced to span undisclosed loose
or soft soil areas. We recommend reinforcement sufficient to span an unsupported
distance of at least 10 feet.
6. The soils below exterior footings or exterior edges of slabs should be protected from
freezing. We recommend the bottom of footings be constructed at least 4 feet below
finished exterior grade or as required by local municipal code.
7. All foundation excavations should be observed by a representative of the
geotechnical engineer prior to placement of concrete.
FOUNDATION WALLS
The shoring system will likely be temporary. Foundation walls will be cast directly
against the shoring system or the foundation walls will be constructed separate from the shoring
system with backfill placed between the shoring and the foundation walls. For both scenarios,
the foundation walls should be designed to resist lateral earth pressures. Walls that can deflect
or rotate about 0.5 to 1 percent of the wall height can be designed for "active" earth pressure
conditions. For a very rigid wall where negligible deflection will occur, an "at-rest" lateral earth
pressure condition can be used. Typically, retaining walls can rotate under normal design
loads, and deflections result in acceptable performance.
If on-site soils are used as backfill, we recommend using an equivalent fluid density of
40 pcf for design of below grade walls for "active" conditions. This value assumed that some
minor cracking is acceptable. If negligible deflections are desired, an "at-rest" equivalent fluid
density of 55 pcf should be used for design. These equivalent densities do not account for
sloping backfill, surcharges or hydrostatic pressure.
SLABS-ON-GRADE
Sandy and gravelly soils were encountered below anticipated floor slabs and drives.
These materials are generally favorable to support slab-on-grade floors and flatwork. Slab-on-
grade construction is considered acceptable for use when subgrade soils consist of the on-site
soils, provided that design and construction recommendations are followed.
Wheeler Opera House Addition Project No. 26-195
The on-site soils, free of organics and debris, an; suitable to support lightly loaded slabs-
on-grade. Slabs should be separated from all load bearing walls and columns with expansion
joints that allow minor vertical movement. Plumbing and utilities that pass through slabs should
be constructed such that movement of the slab is not transferred to the utility. Control joints
should be used to reduce damage from shrinkage cracking. All fill below slabs should be
compacted to at least 95 percent of maximum standard Proctor dry density at 0 to 3 percent
above optimum moisture content.
SURFACE DRAINAGE
Surface drainage is crucial to the perfornance of foundations and flatwork. We
recommend the ground surface surrounding the building be sloped to drain away from the
structure. We recommend a slope of at least 6 inches in the first 10 feet for landscape areas
and a minimum slope of 0.5 percent for paved areas. Backfill around foundations should be
moisture conditioned and compacted as recommended in the SITE DEVELOPMENT section.
Roof downspouts and drains should discharge beyond the backfill area.
LIMITATIONS
The analyses and recommendations presented in this report are based upon our data
obtained from the test holes at the indicated locations, field observations, laboratory testing, our
understanding of the proposed construction and other information discussed in this report. it is
possible that subsurface conditions may vary between or beyond the points explored. The
nature and extent of such variations may not become evident until construction. If variations
appear, we should be contacted immediately so we can review our report in light of the
variations and provide supplemental recommendations as necessary. We should also review
the report if the scope of the proposed construction, including the proposed loads, finished
elevations or structure locations, change from those described in this report. The conclusions
and recommendations contained in this report shall not be considered valid unless Yeh and
Associates reviews the changes and either verifies or modifies the conclusions of this report in
writing.
The scope of services for this project did not include, specifically or by implication, any
environmental or biological (e.g., mold, fungi, bacteria) assessment of the site or ident~cetion or
prevention of pollutants, hazardous materials or cenditions or biological conditions. If the owner
27
Wheeler Opera House Addition
Project No. 26195
is concerned about the potential for such contamination, conditions or pollution, other studies
should be undertaken.
The report was prepared in substantial accordance with the generally accepted
standards of practice for geotechnical engineering as exist in the site area at the time of our
investigation. No warranties, express or implied, are intended or made. The recommendations
in this report are based on the assumption that Yeh and Associates will conduct an adequate
program of construction testing and observation to evaluate compliance with our
recommendations.
Respectfully Submitted,
YEH AND ASSOCIATES, INC.
~.~~'~,
Richard D. Johnson, P
Senior Geotechnical E
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28
`WHEELER OPERA HOUSE
BUILDING ASSESSIViENT L'PD:~TE
JULY 2, 2007
"I'he intent of this repott is to provide an updated summary' to the Building
Assessment conducted in I9y9 by Aneiersen !Andrews and aecompanyhtg
stnrc[ural report. The initial section of this report addresses architectural
issues, with the stnrctural issues addressed in the latter section.
For tltc purpose of this report the existing building w•as assessed with regards
to nevv architecnual code rcquircntcuts.
ARCHI'1'1':C'1'l;KA1: OVF,RVITW
This significant, historic building, origutalh• constructed in ] 859, has endurrAl
structure tires, and has been renovated multiple times over the course of its
118 year history. The most significant renovation occurred in 198=f, which
included life safer}' improvements to the eeress elenrentx and complete fire
sprinkler system.
Since the building predates the original Bui Iding Code, it would no[ be
subject to comply with current code requireanents unless the use of the
building is changed or cx;cupancy load increased.
Other recent renovations include remodcliog the Fust Floor (street level)
ticket lobby ;md ;rddition of hvo toilet rooms in 3004, and new scaling
(including handicap accessible seating) added in 2006.
As such, if an addition is construe-red adjacent to the existing building, dte
new building should be separated from the existing building with afour-hoar
rated separation wall as defined by the current version of t}te International
Building Cnde (i:B.C j. In discussion with the Aspen Building Department it
was determined that there are no new code requirement updates that would be
required otherwise, imder the LB.C. (International Building ecxie). The
L13.C. has been adopted by the Aspen Building Dcpt. sod replaces the
previous U,13.(:. Code (lJniform Buildin4 Code).
The building is classified by earlier cede analysis as having none-hour fire
resistive rating, based on use and construction classification. The currem
building satisfies (hose reynirements except for the unprotected cast iron pipe
eohunns throughout Ute interior and unprotected steel tie-mds in the roof
trusses. If this has not been upcgadcd. the required one-hour fire jru>tection
amki be accomplished by the addition of fire retardant paint coating. The
previous assessment identified a list of additional upgrades, and
recommendations (which are not repeated here) in order to make the building
more compliant with the current building codes.
Other building life-safety systems that were identified as acceptable iu the
previous assessment include exiting (widths, doors, travel distance, etc.),
exterior walls/apenings ratings, fire sprinklerlalarms, stairwell. and elevators.
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The previous Building Assessment listed the following aspn existing building area summary:
BUII.UII\G AREA SU111~fARY
Basement bevel..........._ ......................................................5,948 s. f.
b'irst Flc>nr ........................................................................5.948 s.f.
Second Floor ....................................................................5.948 s.f.
Orchestra Pil. Level ............................................................ x.337 s.f.
Thea[er Floor LeveL ...........................................................5.448 s.l'.
Balcony Level Mezzaltine .....................................................1.271 s.f.
Attic [.evel (Machine Room) ..................................................1,[140 s. f.
Attic L.eve]~Proi~tion Bcmdt) ................................................. 240 s.f
GRO55FLOOR:11[isA 2R,1l111s.f.
The previous assessment also lists occupant load and exit width summaries, and additional bt$Idutg code
criteria which is not repeated here.
ZONING REGULA'['[ONti
'Che new proposed planning cafe amendments have several areas that wrould impact new dcvclopnteut adjacent
to the Wheeler, as defined in [he Commercial Cure Historic District sections (p.105; section 6.33). These
requirements address height and scale issues ut conjunction with the list of classified, iconic historic structures,
of which the Wheeler is included. Some of these requirements for proposed new adjacent buildings include:
• Setting back of the third floor a minintnm of 15 ft. Lom the front facade
• Stepping a building down in height adjucenl. to an iconic structure
• Lcx ate an amenity space adjacent to an iconic building
if these design standards create a hardship for a project, they can be appealed on the basis of the
broader City Design Objectives.
30
STRUCTURAL ASSESSh1ENT
Bob Pattillo, Principal Engineer of Pattillo Asscxiates Engineers in Glenwood Springs, inspected
portions of the \V'heeler Opera Hottse and reviewed both dtc Lucent gastechnical raporl by Yeh anti
Assrx tares, dated Nvvember 37; ?005, and the previous Stmetural Conditions Report by ]VA
Consulting Engineers of Nnulder Ihat was prepared in 1999. The purpose for eevicw wac to sumntarizc
mtd update any structural cnncemx rclatetl to the existing building and to address the genera] feasibility
of constructing various conwived addition, to the nosh and west. of the structure. bor. Pattillo is
familiar with the building as the investigator for the 1977 Collins Engineers report and from his
involvement with various stage equipment improvements in the 1990`s and the second floor Lobby
expansion of 20(X1.
Inspection Observations
The historic building and 1984 addition appear to have functioned well over the past eight years since
the JV A assessment. There arc no reports of structure-related distress. such as crscking or agging,
within the huilding interior, and rntr inspection of the theater and lobby areas confirmed the saute.
Two small vertical masonry cracks were observed on the north exterior wall that extended from the
alley grade to about the elevation of the second floor. These may indicate minor differeoti:d movement
of the foundation in the vicinity of the nortluves[ comer oC the original building and were likdy
observed and noted by 1 V A (p. I 1 I ). There was no correspondhtg distress within the building interior,
and. the foundation within the boiler rornn did not show any cracking c>r bulging. The cracks should be
sealed with an injection of clear epoxy, as preciously recommended by JVA.
There were reports that the theater balcony exhibit; tome deflection and "bounce" during pertain
performances, but this is characteristic of awood-framed cantilever structure, and there were no signs
of any distress or crscking of the plaster ceiling below. It should be noted that the Tranting and support
details of the balatny were not disarvered for the original simchtral evaluation in 1977, mtd uo
quantitative analysis of this portion of the building has been made, to our knowledge,
Soil Conditions
To summarize the Yeh report of November, 2005, duet: borings were trade in lire lot W the west of the
Wheeler, all to a depth of about 40 feet. Below a depth of 7 feet the soils were found to cmtsist of
dense sands and gravels with abundant arhhles and houlden (tppiu~] of the Aspen area), No ground
water was encountered to the depth drilled, nor was evidence oC any mining found.
The sub-surfactn .oils will provide excellent support for building foundations, although difficulties in
excavation may be cncountcrul. 'fentporary shoring fitr excavations. will almost certainly be required,
and additional testing and analysis will be uc~ded for that design. if underpinning of the exising
huilding foundation were considered, the geotcchnical engineer would play a key role in determining
dte mctttods of temporary and permanent support to minimize risk of vertical turd lateral growtd
movement.
Stntcture Conditions
The 1999 J VA report describes the overall structural condition of the building as excellent, and in our
opinion, it remains in generally excellent condition. 'this is especially Into for support of gravity
(vertical) pads, where the floors were shown to have excess capacity Cor support of current cale-
required design Io:uls; such as office or assembly or stage uses. Thcrc is sonrcwhat greater am~Yrn,
however, for dte existing building's resistance to lateral forces, especially from seismic events, due to
recent changes iu building code rcquirevtents.
31
Since 1999. the prevailing buitdiug standards have changed from provisions of [he IIniform Building
Code (l1BC) to those of the International Building Code QBC). Althuugtt must of ttte structural design
standards, such as allowable stresses xn<I deflections, hate remained generally unchanged, significant
increases of loads that a:cur from scivnic events have been implemented for our area. Previously, we
were located within a large western region designated as "Elute 1", which indicated a relatively low
risk. fur seismic activity and correspondingly low equivalent lateral design Purees. The 1BC adopted
new design slundartls which are much more. detailed and arc based on cazthquake monitoring data
collected across the country. to hrieF, because of Aspen's proximity ro geologic faulting and periodic
slipping in the Elk M1lountains, the code-required lateral design lirrces have substantially increased.
With this background, the following excerpt from theJVA report ma_y be rc-interpreted with somewhat
greater concern:
"As with nuzst historic masonry herildmgs, the K7teeler Opera House does not /rave a farnzal structural
svsrem specifically designed to resist Inuxal londs.jrom wind orsetsrnic fitrees... Historically these
kinds o{buildings are quite trzrtrsive and perlbrm well in resisting wind fonds... Unfi~rtunately, their
tnrtss works against tFrenz in seismic events. E.rperience Izas sHown that tntreinjorcrd masonry
buildings do tint perform well in major earthgtuzkes. Hon=ever, it is (brtz,nate that Colorado is
generally considered ro have a (nw• risk afdarnpge from eurtheptrtkes.
Of course, this is not to say the building is ut imminent danger of collapse, because seismic loading is
transitory and variable in nahrre, but in light of ihz recent detailed studies that are now incorporated
into building codes, the existing structure may be understtxsd to stand a sreater risk for damage or
possible instability in a seismic event.
iylaintenaucc
btaintsnance of the building stmcttue is important to preserve and protest its integrity. There are tw•o
specific area. where vigilance is required:
1. Exterior ~Yalls nxd periodic tuck-pouuing and replacement of any damaged bricks. The
parapet areas are especially vulnerable to deterioration from weathering. Note that mortar
used T"or repair must be compatible with the historic Lime-sand mortar for both stntchtral and
historic preservation putyoscs. Jealinz exterior surfaces by chemical methods is not
recommended.
2. The Roof Structure has insufficient capacity to support fill 75 psf design. snow loading
presently required by local building cafes. The three &tllowing maintenance issues should
assure that the building remains safe during winter:
a) Nlonit<rr snow loads and remove snow in excess of 40 pounds per square font.
b) Keep attics empty to reduce loads un tnrsses.
c) Avoid adding ceiling or roof insulation to pmrnole snow melt, or it' heat loss
improvements are considered, implement rigorous load maniuxing nzettr«Is.
Building Expansion Feasibility
We are aware that discussion continues about adding ancillary space to dtc existing 1~'heeler Opera
House to accomnuxlate increasing dem:md for performing arts. A few of the addition scenarios are
addressed below. ht consideration of structural feasibility.
32
Multi-,Story Nest Addition: 'phis would likely consist of an independently founded and framed
building located directly adjacent to the Wheeler- Such a stmcnlre would offer an opportunity [o
improve the seismic resistance of the historic building if horii.ornal links U.ere to connect [he new with
the old and if the addition were designed to resist the lateral forces generated for both buildings. If the
addition included a single level basement, construction would be relatively conventional and should
pose no unusual risk to the Wht:cler. if the addition included amulti-level basement, constnictiat
would need to include temporary shoring and permanent sup}mrt of the undermined Wheeler
foundation along its west side, a substantially more difficult project, but feasible whit "ofGlhe-shelf'
technology.
Subterranean Addition: As we understand the concept, a deep underground addition would he
constructed that would underlie the entire footprint of the Wheeler anel the adjacent lot to the west.
Above-grituud conslrudinn would probably also be included to the west. Depths of axcavatiun tnuy
approach 40 feet from existing: grade. 'I his would be a challengine and demanding project from
geotechnical, stntctural, and eonsintction perspective that would require specialized design and
building technique,. Reinforcement of the existing foundation by adding heavily reinforced u>ncrete
compaltion walls on the interior and exterior sides of the sub-surface masonry would probably be
required, along with malty drilled pile tamparary supports. Once the building was undettnined, the
shoring piles would be replaced with larcc concrete beams and columns that need incorporated in the
intal architectural design. The work would likely he phased, and the exis[ittg building may have to he
vacated during critical periods. The below-grade pttrtiuns of the addition would not inherently improve
the seismic resistance of dtc historic building, but if [he alwve-gnnmd portion were to extend at least
hvo stories ;utd he tied laterally to the Wheeler, improved lateral stability could bc. realized.
ipper Floor North Extension: To increase back-stage support facilities, it has been suggested that an
extension of one or two upper flours be made on the north side of the existing building, ever Lhe
allcywa}•. This is not feasible as a cantilevered structure, in our opinion; a steel frame would be needed
near the north edge of the extension, with preferably two suplxtn columrts tbunded on the north side of
the alley.
SUMMARY
In conclusion, based upon previous and current reviews, the Wheeler Opera House appears to have been well
maintained and is in relativel}' good strucmtral and architectural condition. The findings of these Assessments
clcaz•ly indicate that a new adjacent building addition would provide valuable architectural and structural
support to the existing building. As discussed in the previous stmctural section seismic reinforcement would be
;m important improvement for the existing building.
There azc several architectwal aspects of the existing building that could be improved b}• a new building
addition adjaccut to the existing Vb7teeler Opera House. 'these would include improving energy efficiency by
having a new, w•etl insulated building as a thermal buffer on the Nest side. Vertical circulation systems (stairs,
elevators), as wet l as cx>rnmon !service spaces could also possibly be shared.
The building is badly in need of additional space for support. functions and storage. The lack of adequate space
has created a iutation in which functions overlap and overload existing spaces. The lack of storage space is
evident as certain existing areas (htdlways, stairways) are reduced in order to accommodate the overflow. This
obviously creates a public safety compromise in the event of an emergency evacuation,
With continued care and planning for the future, the VJficcicr Opera House, spanning into its thirst century as
Aspen's most visible public and cultural icon, will continue to serve as an in'eplaeeablc ccnwtpica of the
commtmity.
33
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arc~~i~fects,<-
19 Septemher 2007
Wheeler Opera House
Aspen, Colorado
Report of Findings -Site, Building, and Proposed Facility
ERpanSlOn RevieR'
BacltEronnd
In mid-August 2007, Farewell Mills Gatsch, Architects, LI,C (FMG) was cantacted
by Cram Slatan, Executive Director of the N'hcclcr Upcra House to request PMG s
assistance in evaluating the possible expansian of the Wheeler. FMG proposed to
provide consulting services to the City of Aspen wherein FMG would visit the
Wheeler to review existing documentation (including 1Vheeler-generated block
diagrams of prtterttial new building), visually review the existing building and site
conditians, and meet with representative members of ttte community and the City to
discuss a possible pmject. The goal of these services was to identify oppariunities and
challenges associated with passible expansion and to develop rewmmcndations far
next steps. Site visits and meetin¢s were conducted front September 5, 2007 through
September 7, 2007, with preliminary and. fallow-np conversations and review
occurring before and after this period.
Relevant Contacts and llocutoenls
71te following individuals participated in this effort, praviding insight on approvals
processes, te~;hnical planning expertise, and physical building knowledge:
• Randy L. Ready, assistant City Mmmger, City of Asgen
• Pamela Cunningham, Viec Chair, Board of Directors, Wheeler Opera Hiwse
• Ben Gagttan, Special Projects Planner, Community Development, City of
Aspen
• Gram Slaton, Executive Director, Wltccler Uptva House
• Scott Wilson, Building Manager, Wheeler Opera House
• IlelenKlandentd,FormerMayorofAspcn
'Ihe following documents were identified or supplied for reference and review:
• Draft Copy of Wheeler Opera House 21~` Century Master Plan - 2007
Comprehensive Review and Ltpdnre, not dated (raeivcd August 2UU7)
Farewell MiOs Gaach Mchitectt, ll.C
Proj~xl!A724
Wlxxler Opera IlousY
Page I of 8
34
• Wheeler Opera Rouse Building Assessment Update by Reno-Smith
Amhita;ts, July 2, 2UU7 (received August 20U?)
• Geotechnical Engineering Investigation, Whceler Opera. House Addition by
Yeh and Associates, November 26, 2006 (received September 2007)
• Wheeler Color Block Plans and Sections Expaztsion Options, not dated
(received August 2007)
• City of Aspen Zoning Chapter 2bS7S -Misc. Supplemental Regulations and
Chapter 26.710 -'Lone DisUicls
• City of Aspen Historic Preservation Design Guidelines, April 2000
• City of Aspen Cormnercial, Lodging, atuj Historic llistrict Design Objectives
and Guidelines, June 2007
Foisting Condlt~ns
Site Ob~ervatitms
The Wheeler Optxa House is situated on the Corner of East Hyman Avenue and Saudt
Mill Strcct. A 20' wide public allcc along the north side and a partially paved open lot
(approximately 60' x 110') on the wesr side border the building. This open parcel is
owned by the City of Aspen, The frotrt half of the Int is landscaped, and the rear half
is utilized hY the Wheeler for loading activities. Amixed-use, three-story buikling is
under wnstrucxion (Maherlode Property) next to tbe open parcel, and two-story
mixed-use buildings exist along the north side of the public alley. Across South Mill
and East Hyman are one and two story commercial properties and the edge of the
Aspen Mall. Viewsut every dQCChon arc to the surrounding mountains.
A city-owned transformer is located at the northwest corner of the building,
approximately one foot from the west wall, and building electrical meters are kx;ated
on the west wall. Gas service to the building is located directly behind the
transformer. Other miscellanonus utility services were observed in tfre alley. Some of
the on-grade services apptxtred to have protection that has born damaged due to
ve#ticuhu traffic, and other services appeared to be unprotected. Additional protectiat
is recommended.
The capacity of existing public utilities is unknonm. It is assumed that sutf'iciem
public utility infrastructure is available to supptnt potential. construction in the area.
The public alley was heavily used for deliveries to local bnainesses, and by passeneer
vehicles to access parking areas and as a shortcut through the block. While loadmg
operatitms for the Wheeler were not reserved, the position of the loading dour facing
the alley would indicate that direct load-in from semi-trucks is not possible, and that
road hazes, equipment, etc., must be unloaded to grade and then placed on Ifie freight
elevator without praection from the elements. This situation is not ideal fur theater
ltwd-in and toad-out, and adds tune to loading operations and exposure to fire
elements that can be hazardars. Parking fior show tau buses is limited to the adjacent
pari~tg area, which would dictate disphtcemcrrt of Wheeler staff cars, depending on
the number of buses requiring space.
Farzwz0 Mills tiersch Architects, LI.C: Wheeler Opera I louse
Project #0721 Pxgc 2 of 8
35
Site Assessment
The vuant parcel represents a prima location fbr development within the City of
Aspen. The property is readily serviced by public utilities, has good loading access,
and is eccecciblc to shopping, dmin~ and ertha Aspen amenities. Given its proximity
to the Wheeler, the site lends itself well to an accessory or support use for the
performing arts programming that is ongoing and planned for the future. Due to the
parcel's limited size and kxation, construction staging, access, and potential
disruption of ongoutg uses in adjacent buildings must be considered and carefully
planned. Futtlter, f'ouudation and other structural systems must be designed to respect
and enhance existing systems in adjacent buildings where feasible while causing no
harm to these facilities. Some disruption of existing parking and loading operations
should be expected during construction, and opportunities for mitigation of adverse
effects due to construction and enhancement of loading and pazking facilities should
be explored.
Suildin~ Ubservarions
The Wheeler thtera House is a historic three-story plus basemem building faced with
Colorado sandstone with beaded johns on the east and south elevations and brick nn
the north and west elevations. The building has a sloped roof with flat areas at the
ridge and running along the west side. Sloped areas are futishexl with spending seam
metal and flat areas have built-up roofing.
There are three additions to the original 1889 structure dating from 1984 consisting of
an elevator and stair towarlfreigbt elevator on the west side and an interior access
stair, projecting approximately five few on the north side over the alley nt the second
and thirdl7oors. The west additions are finished in brick and are separated from the
Wheels with. an aluminum framed glazing system. 'The north addition is finished in
stucco. Various interior renovations carried out at the same nine improved finishes,
lighting, toilet facilities, and MEPlFP systems. A new control booth was added in the
theater bakcmy for film projection and lighting c«ttrot. Sound control is performed at
the on:hestra level in a mood "pit" krcated undw the balcony at the back of the
seating.
Building uses are as follows:
• Basement: Wheeler administrative offices, shop, storage
• Gmund and First Fkxrrs; Wheeler entry, box office, bazlrestauraM {tenant), art
gallery {tenant}
• Second Fkwr: Wheeler lobby, toilet rooms, dressing rooms, and storage
• Thnd Floor: Wheeler orchestra level seating and stage
• Balcony: Wheeler belwny level seating
• Attic; Dimmers, AV racks, me[;hanir;al, and storage.
7'lre theater patron entry is through either the box oft'ice or main doors from East
Hyman. Stage {actor} emry is from Soutb Mill. Stage loading is accomplished from
the alley via the 8,000 lb. capacity freight elevator. Wheeler administrative offices are
primarily accessed from an areaway stair nt the southead corner of the building along
South Mill, and the original main entry stair for rite building affords access to the first
floor barhestaurant. A second entrance to the bar/restara~ant is Ingted further north on
Farewell 1vTilla Gaasch Architats, Ll,l; Wheekr Opera Hasse
rn>iaY sons r~;e 3 of 8
36
South Mill. An art gallery occupies a storefront reuurl space adjacent to the
bar/restaurant on South Mill. The passenger elevator is accessible from the main
lobby, and provides barrier-lice aceess to the basement offices, second floor lobby,
and the third floor theater- There is no separate barrier-free access to the buildings fix
actors with disabilities, who must use either the freight elevator or the public elevator.
Barrier-free access for the lrarhestaurant is available solely for its lower dining room
from South Mi1L
The 1984 frre stair addition on the west side ofthe building provides emergency
egress from both patron areas arxi the back-of=house with an arrangement of'siairs and
landings joining the disparate keels. 11te exterior doer for this stair is on the south
side of the tower, allowing occupants to exit out to the adjacent vacant parcel. A
second interior frre stair, added at the same time, provides egress from. the eastern side
of [he building to grade nn South Mill Street,
Record drawings of building renovations dating from 1984 and 2001 were reviewed at
the Wheeler. These drawings included constrtction documents for signifteartt
mechanical, electrical, plumbing, and fire protection upgrades that were performed. A
tour of the building and a visual review of the MJ;Y/F'P systems indicate that they are
in good condition overall, and evidence of a consistent maintenance and upgrade
program was noted. There were no significant comfixt or operational problems
reported. Iluwever, it was reported that the north wall of the building at the s7age level
allows significantly cold temperatures to occur inside due to a lack of insulation, poor
iofill of a previous loading doa, and possibly a lack of sufficient heating in this area.
Supplemental constmction should be considered to mitigate heat loss 6t this area.
Building Assessmc~tt
Building Exterior: The Wheeler Opera House is in generally good condition. Some
exterior repairs are required to mortar joints in limited areas at the base of the
building, and more extensive reparrs shouts be addressed at the north and west walls
at the roof coping, at a portion of the existing brick wail below the coping, and at tlu;
chimney. In these locations, mortar joints are failing and bricks are spetling. The
condition ofthe brick in these locations would seem to point to moisture penetrating
the e:oping through open Joints or dashing. A comprehensive investigation and repair
approach to address water infiltration and briek/joiat repay is recommended as a bng-
term solution to masonry degradation. On the root; heat tracewiring should be
adjusted and reattached, and loose bird screens Located on the underside of the central
ridge vent should he repaired.
Building Interior Interior finishes are generally in good condition, except at the
barfrestatuant, where some 6nishea are worn encl. in Woad of replacement. 7'he art
gallery appears ib be in good condition- Public and prnate theater spaces appear clean
and well maintained overall. 't'he bar/restanrartt xps reported and observed to tense a
significant level of noise in the administrative oiFices below. If the bar/restaurent use
is to continue in the building, steps should he taken to mitigate sound transmission
through the fluor through the use of sound attenuation in the lloorJeeiling
construction.
Theater sy~-tems appeared to be well mnimairted and were reported to be adequate for
current and planned productions. The corrtrnl booth, added in 1984, appears visually
Farexcll f+TiAs c~tsch Architects, Id,C wheeler Otwra House
Proled tl0'124 Page 4 of 8
37
oversized. for the balcony; however, much of Ute interiur booth sPac~e is utilized for
film pmjeetion and fighting control equipmem. A study of Ute booth requirements and
possible fuWre renovations should be undertaken to ascertaut if renovations to reduce
the size of the booth and gain more patron seating are feasihte.
Several corridors and egress stairs were observed where theater supplies, construction
materials, and otTicc equipmem aze stored. Storage within egress elements such as
these could cr~be a fire hazard and should be eliminated. to general, adequate storage
in the building is lacking.
Fixture cwrnts in cheater restraom facilities appeared to be insufficient for the existing
seating count, and long tines at inteRnission were reported.
New Constroctlou
Given the availability of adjacent land and the reported need for expanded facilities
for the arts in Aspen, there is a significant opportunity to design and construct an infill
project on the open parcel that would serve to enhance Ute Wheeler's patron
experience and operations, as welt as serve the greater Aspen artd through expanded
program offerings.
Potential Program
The folbwing needs have been identified as potential program spaces that should be
explored for theu suitability in a new adjacent building.
New Lobbv and Box Office, facilitating expansion of the W'heeler's lobby
and enltancemern of Aox Office operations.
• New 250 - 300 scat multi-purpose performance and rehearsal space with a
variety of seating and perfonnance options
• New n~strrwm facilities
• A suite m accommodate visiting takxtt
• Affordable Housing units
• Administrative Offices
• Storage
• Loading and Tour Bus Parking
The addition of some or all of thew pmgram spaces would serve to strengthen the
Wheeler's missbn and provide much-ncoded patron, performance, and suPl~ ~+~•
Should a design process be initiated, it should begin with a thorough programming
phase to specifically iderdify space needs, sizes, tcclmical requirements, aad required
spacx adjacencies. Wo recommend interviews with stakeholders. users, and ether key
representatives idemified by the City of Aspen. A formal program document would be
produce! for review and approval prix to beginning design shtdies.
Existing Buildine and Ooerational Issues
Building adjacent to any swcture, particularly a historic structure such as Hie
Wheela~, is a complex undertaking that must be studied in depth to avoid adverse
stresses and damage to existing building fabric. In addition, operational concerns must
be weighed to ascertain rho suitability of phasing, partial or full program shutdowns,
rareuren kLlls Ciatsch Architects, l.l.t' Wheder Opera Hoare
p~~ ll0'F24 Pam 5 of S
38
utility interruptions, and public safety. Tollowing are some key areas of study that
should be considered in pursuit of a building projnet on the vacant parcel.
Construction Staging and. Lay-down: Due to the impacted nature ofthe vacant
parcel, staging and material lay-down opportunities are limited to the
sidewalk and street on East Hyman and the public alley. Connector parking
opportunities dirtxtly adjacent to the site are also limited. Any cvnstrue~tivn
plan must involve discussion with. neighbors and Ivcal officials to identify
alternative loading, parking, traffiq and fine access plans.
b'oundation Underpinning: A review ofthe ~8heeler's block plan diagrams
indicate:; the potcmial to provide below-grade space of a depth of up to ftxty
feet in the new building in an effort to provide sufficient headroom and
technical space for the program, in accordance with height restrictions for
new buildings dicHated by the City's inning ordinance. Given that the
Whceler's basement extends below grade by approximately nine feet, atxl the
Motherlode basement is aC approximately twenty-Five feet below grade,
significant underpinning ofthe existing foundations would be required on
both sides. Uuderpilming essentially involves tfte systematic extension of the
existing building foundations to a depth of the new foundations. Because of
the sensitive nature of working with an existing foundation, underpinning is
most often performed in small set:tions to avoid undermining an adjoining
building causing structural damage. A detailed review of the programmatic
needs, space limitations, and room layouts'locanons should be performed to
ascertain the extern of underpinning required. Qualified structwal and
geotechnical engineering cotnttltanis must he involved in ifie study and design
of'any underpinning that is required, and only qualified contractors,
experienced in this type of work, shtmld be utilized.
Phasing and Existing W heeler Operations: Depending on the extent of
comstruction undertaken. phasing of cottstrnction, and integration ofthe
existing building pmgram with the new building.. some level of disruption of
existitg Wheeler opexations should be expected. Some of [he issues to be
wnsidered areas follows:
- Temporary loading, parking, and building access imermption.
r Daily construction noise.
- Temptxary utility imertvptions.
- Duration of shutdown of the Wheeler due to removal of life safety
elements for integation into new construction.
Careful schedttliug, temporary access and parking facilities, and phasing of
construMion must be part ofthe project to help minimize the impact of the
first three of these issues. The polemist duration of shutdown ofthe Wheeler
should be studied based on the specific design solutions and costs related to
the existing west side fire stair and passenger elevator, as well as the financial
impact on operations through loss of reveaue, cost of ahernative space retrtal,
and other related costs. At this time, it is difficult to predict the length of
possible shutdown ofthe Whcelm. Depending on the sequence of activities
and the impact of construction on existing facilities, a loss of use could be as
little as otte to two weeks for simple utility interruptions ranging up to eight to
twelve months fw major reorganization of program and life safety elements.
Pazewdl Mills Gatsch Arctuteas, l.L.C W'hxler Opefa ttoase
Pmjeii ~72J Page 6 of S
39
Architectural. Significance: Adding to m building next to a landmark such as
the Wheela'requires skillful design study and implementation. The new
dc~sigtt should be sensitive to the historie building and should respect the
surrounding City fabric while attaining an idemity of its own. Cormections to
itte Wheeler must be performed in a way as to not damage existing
architecturall}'significant elements while providing a seamless irdegration of
programmatic parts. The City of Aspen's Historic District Design Guidelines
and the Stxretary of Interior's Standards for Rehabilitation would help guide
the design in terms of historic preservation for the Wheeler.
Sustainable Design
The construction of the expansion of the Wheehx Opera IIouse presems an exciting
opportunity for the City of Aspen to plan and construct an exemplary sustainable
project. Guided by the City's green initiative as well as the US Greet Buildittg
Council's LEED rating system, the proposed project is an ideal candidate to pursue
LEED silver, gold, or platinum certification. There are, of course, cost implications
related to each of the LEED ecrtification levels, and the projoct team should evaluate
and preserrt each of the options to the City for consideration based an the targd budget
and LEED goals.
Zaninp and Code Arralvsis
The subject parcel is located in the Conunercia] Care district, which is overlaid by the
Commercial Core Historic District. The proposed program and building use appears to
be consistem with the ailow'able uses on the site. Specific limitations on height and
azea fbr the site must be takon into consideration when determining program priorities
for the new building.
A [horougfi code study utilizing all applicable building codes should he conducted for
the existing building and the proposed building to ascertain fire ratings, egress
requiremems, construction classification, occupancy, and other related building code
elements.
Next Steps
We recommend that the City of Aspect and the Wheeler Opera (louse proceed with a
concept design phase to study programming, design, budget, phasing, and schedule
options for alt expanded facility.
S
The concept design should be comprehensive in nature, and should address expansion
as well as existing conditions in the Wheeler, A possble list of scope items is as
follows:
1. Yrotgamming [nterviews and Yt'ogram Document Developmem
2. LEED Charrdte and USGBC Checklist DevelapmenY
3. Ruildirtg Survey, Existing DoauneM Review, artd ZoninglCode Study
4. Cnrtcept Desigo Options, including regular review meetings with Wheeler and
City relueseMatives. Deliverables would include floor plans, building
sections, and exterior elevatlotts.
5. Schedule and Phasing Developmettt
Farewell Mills Gatsch Architeps, I.LC: Whcela OPr+'e liousc
Projcxt aona rexe 7 of 8
40
b. Budget Estimating
7. Renderings
The design team would likely include the Architect, Structured Engineering, MEP/FP
Engineers, Estimator, Theater Consuham, and Acoustics and AudiolVisual
C.onsuhants. In addition, the City may consider engaging the services of a
construction manager to provide logistics planning and budget estimating.
A properly executed concept design phase would provide the City with tools,
iochtding presentation drawings, budget estimates, and a schedule model that could be
utilized is determining fcastbility of the project.
Costcept Desi~Schedule
The Concept Design Schedule will ~ affected by many factors, including availability
of stakeholders and oR"icials for programming and design review meetings, schedule
of public presentations, and dte length of Cih^ in-hatse reviews, to name several. We
would arrticipate that the scope noted above could be completed in three to five
months.
Professional Fee Estimate
Professional foes for Concept Design will depend on the achtal scope undertaken..
including the number of options e.Yplored, the number of meetings, type and scope of
drawings and renderings requirt~, the lev~cl of camsuhant input, and the length of the
project A formal proposal process would identify the scope of these services and the
associated fees, which wind range from $75,000 to $115,000.
~oncroston
The next phase in the life of the Wheeler Opera House caa be truly invigorated
through the expansion of its offerings and facilities. The City of Aspen, duough its
support and stewardship of this landmazk, can help to ensure the Wheeler's long term
viability and the vibrancy of the dowrdown area, and continue to strengthen the hnk of
the arts to the community. Programs and buildings must evolve to remain vital, and
the City should embrace the opportunity to be a key player in this endeavor through
the exploration of this exciting project.
I'areeell Mills (iatxh Architects, LL(: Wheeler ($a'a Iiouae
Projwt N1~24 Payrc: S of R
41
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In 1989, while he was a candidate for Aspen City Council,
Jon Busch unveiled a plan fora $1.5 million
two-story addition for the Wheeler on the Wheeler parcel.
72
basement level plan
Wheeler Opera House addition proposal
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m
oan Amortization Schedule
Loon am
Annual interesT
Lopn period in y
Number of payments per
Start dote of
Optional extra ppyn-
Loan summary
- .._
Scheduied payment; $ 1.457,325
Scheduled number of payments; 30 ~!
Actual number of payments j b0
Total early payments' $ -
Total interest i $ 13, 7 i 9, 746 '
Annual Payments (2) $2,914,650
Lender name: _ _
nt Beginning Scheduled Cumulative
o. Payment Date Balance Payment Total Payment Principal Interest Ending Balance , Interest
7/8/2010 $30,000,000 $1,457,325 $1,457,325 5669,825 $787,500 $29,330,175 $787,500
1/8/2011 529,330,175 $1.457,325 $1,457,325 $687,408 5769,917 528,642,767 $1,557,417
7/8/2011 $28,642,767 $1.457,325 $1,457,325 $705,452 5751,873 527,937,315 52,309,290
1/8!2012 $27,937,315 $1,457,325 $1,457,325 $723,970 5733,355 $27,213,345 $3,042,644
7/8/2012 $27,213,345 $1,457,325 $1.457,325 $742,975 5714,350 S26,470,370 $3,756,995
1/8/2013 $26.470,370 $1,457,325 $1,457,325 $762,478 5694,847 S25,707,892 $4,451,842
7/8/2013 $25,707,892 $1,457,325 $1,457,325 $782,493 $674,832 524,925,400 $5,126,674
1/8/2014 $24.925,400 $1,457,325 $1,457,325 $803,033 $654,292 524,122,367 $5,780,966
7/8/2014 524,122,367 $1,457,325 $1,457,325 $824,113 $633,212 523,298,254 $6,414,178
1/8/2015 $23.298,254 $1,457,325 $1,457,325 5845,746 5611,579 522,452,508 $7,025,757
7/8/2015 522,452,506 $1,457,325 $1,457,325 5867,947 $589,378 521,584.562 $7,615,135
1/8/2016 S21,584,562 $1,457,325 $1,457,325 $890,730 $566,595 520,693,831 $8,181,730
7/8/2016 520,693,831 51,457,325 $1,457,325 $914,112 $543,213 519.779,720 $8,724,943
1/8/2017 519,779,720 $1,457,325 $1,457.325 $938,107 $519,218 518,841.612 $9,244,161
7/8/2017 S18,841,612 51,457,325 $1,457,325 $962,733 $494,592 $17,878,880 59,738,753
1/8/2018 517,878.880 51,457,325 $1,457.325 $988,004 $469,321 $16,890,876 $10.208,074
7/8/2018 516,890,876 $1,457,325 $1.457,325 $1,013,939 5443,385 $15,876,936 $10,651,459
1/8/2019 $15,876,936 51,457,325 51,457,325 $1,040,555 $416,770 $14,836,381 511,068,229
7/8/2019 514,836,381 51,457,325 $1,457,325 $1,067,870 5389,455 $13,768,511 $11,457,684
1/8/2020 513,768,511 $1,457,325 $1,457,325 $1,095,901 $361,423 $12,672,610 $11,819,107
7/8/2020 $12,672,610 $1,457,325 51,457,325 $1,124.669 5332,656 $11,547,941 $12,151,763
1/8/2021 $11,547,941 S1,457,325 $1,457,325 $1,154,191 5303.133 $10,393,749 $12,454,897
7/8/2021 $10,393,749 $1,457,325 $1,457,325 $1,184.489 $272,836 $9,209,260 $12,727,733
1!8/2022 $9,209,260 $1,457,325 $1,457,325 51,215,582 $241,743 57,993,678 $12,969,476
7!8/2022 $7,993,678 51,457,325 $1,457,325 $1,247,491 $209,834 56,746.188 $13,179,310
1/8/2023 $6,746,188 $1,457,325 51,457,325 $1,280,237 5177,087 55,465,950 $13,356,397
7/8/2023 $5,465,950 51,457,325 51,457,325 $1,313,844 $143,481 54,152,106 $13,499,878
1/8/2024 $4,152,106 51,457,325 $1,457,325 $1,348,332 5108,993 $2,803,774 $13,608,871
7/8/2024 $2,803.774 $1,457,325 $1,457,325 $1,383,726 $73,599 $1,420,049 513,682,470
1!8/2025 $1,420,049 51,457,325 51,420,049 $1,382,772 $37,276 $0 $13,719,746
AUTHOR'S NOTE: I could not find an electronic template for projecting a bond
issue. This table is predicated on the issuance of a bond identical to that for
the City of Aspen fire station in 2006.
This schedule has been reviewed by City finance staff person Scott Newman.
Scott's only notes are that the issuance term would likely be 20 years and the
rate of interest slightly lower; however, he agrees that variables in the market
and approaches for bond issuance make this a worthy document for illustrative
purposes.
97
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