HomeMy WebLinkAboutagenda.council.worksession.20150921
CITY COUNCIL WORK SESSION
September 21, 2015
4:00 PM, City Council Chambers
MEETING AGENDA
I. Sketch-up Model Update
II. Valley Health Alliance Update
III. Building and Engineering Office Space Lease Options
SketchUp Model Update, 9.21.15
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MEMORANDUM
TO: Mayor Skadron and Aspen City Council
THRU: Chris Bendon, Community Development Director
Jessica Garrow, Long Range Planner
FROM: Sarah Rosenberg, Special Projects Planner
RE: Work Session: SketchUp Model Update
WORK SESSION DATE: September 21, 2015
REQUEST OF COUNCIL:
The purpose of this work session is to provide City Council with an update of the ongoing 3D modeling work of
the City. No action is required by City Council.
PROJECT PURPOSE & BACKGROUND:
Staff started the development of the 3D model of the City in 2007 using data gathered from the GIS
(Geographic Information System) Department. The 3D model provides a realistic massing and context model
of the City and can be used in Public Meetings to evaluate projects for compliance under Commercial Design
Standards and other Land Use Code requirements. This data was generated from a flyover which was then
imported into GIS and then imported into SketchUp. Staff chose to create the model in SketchUp due to the
accessibility the program and the user-friendly platform. The 3D model shows the massing and topography of
the City of Aspen.
The Commercial Core (CC) and Commercial (C-1) zone districts along with some neighboring residential areas
were completed in early 2008. With recent development and updated flyovers, the Community Development
Department has received more data to work toward completion of the model. In 2015, Sarah Rosenberg was
hired to continue and finish the 3D model. This presentation to City Council will include an introduction to the
project, what the modeling process involved, and a fly through of the current model.
MODELING PROCESS:
There are four steps to complete the SketchUp Model:
1. Wireframe technology is acquired from a GIS flyover.
2. The wireframes are converted into a form of data that can be opened in GIS.
3. The GIS data is exported as a file that can be opened in SketchUp.
4. Massing is created in SketchUp using the imported data.
Since the city originally began work on the 3D model in 2007, the process to convert the data into SketchUp has
become more difficult. In the previous version of SketchUp that was used for the 2008 model, there was a plug-
in that imported GIS wireframe data into SketchUp, but in the most recent version of SketchUp (version 2015),
the GIS SketchUp plug-in was no longer supported, which required additional and more complicated file
conversions and modeling. A detailed explanation of the current process is attached as Exhibit A.
The 2008 model has most of the downtown and a number of the neighboring residential buildings complete.
Although the massing model that was developed during that time was a good start, it was quickly noticed that
the structures did not line up with the 2012 wireframe data and needed to be updated. Some of the 2008
structures could be used and adapted to fit the 2012 wireframe data, but many had to be completely redone. The
updated 2015 model is accurate to the most recent GIS flyover data from 2012.
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SketchUp Model Update, 9.21.15
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This past August, Staff put out a newsletter to the public requesting if anyone or any firm had worked on a
project and have a file that could be opened up in SketchUp. From this newsletter and an email out to architect
firms, Staff has obtained some 3D models of structures around town that have been placed into the City
SketchUp model which includes the Theater Aspen Tent and the Art Museum.
NEXT STEPS:
The 3D model of the entire City is anticipated to be complete by the end of the year. This will include massing
of every structure from the 2012 fly over as well as the topography of the area. From the 2008 model, there is
imagery on some of the commercial core buildings, however, some of the images on the structures downtown
had to be deleted due to pixilation and/or incorrect massing. If time allows, the imagery of the downtown
commercial core area will be updated and completed by the end of the year. Once the model is completed, it
will be accessible to the public for download on the City’s website.
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SketchUp Model Update, 9.21.15
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EXHIBIT A:
Back in 2007 when this data was acquired, this process
was an easy four step procedure, however, when trying to
import the wireframe data from the 2012 flyover to the
original file from 2008, problems arose that made these
steps more complicated. As stated above, the plug-in that
was used in the 2008 model was no long supported in the
most recent version of SketchUp. Staff researched how to
import the new wireframe data into the 2008 model and
with the help from Esri Support Services, the GIS
wireframe model was able to be converted into a file
which then could be imported to SketchUp. However, the
wireframes had multiple layers on each structure which
caused issues when turning the wireframes into massed
objects. Staff merged all of the wireframe data together
(2004, 2008, and 2012) in GIS and then it was converted
into a file that could be read in SketchUp. Staff then took
that file and imported it into SketchUp and updated the
2008 model with the accurate data.
When the wireframe data is imported into SketchUp, the
model shows the topography of Aspen (placement of
buildings on the landscape, not the actual satellite
imagery), however, it is purely wireframe data and does
not have any sort of massing or faces on each structure (see
Figure 1). In order to create a massed structure, lines have
to be drawn to make a face (see Figure 2). Some of the
structures within the model are quick and easy to make into
a massed entity, however, due to complicated shapes and roof forms of some of the structures, that process can
take longer and be more tedious. There are some cases
where the footprint of the structure can be made into a face
which then can be “pulled up” (a command in SketchUp)
to the height of the building and then the roof form added
on top of that. This is the easiest and cleanest option when
making the wireframe into a massed object.
The wireframe data is not 100% accurate. In order to
construct an accurate mass of a certain structure, it was
sometimes necessary to evaluate it on site and/or within
Google Earth. Some of the wireframe structures were
easily developed into massed structures, however, many
structures were incomplete or skewed. This included lines
that did not match up or were nonexistent, walls that were slanted, or overlapping roof lines (see Figures 3 and
4). On some of the models with skewed rooflines, elements (dormers, chimneys, etc.) were eliminated since it
was next to impossible to determine where they were located, their size, or shape. Nevertheless, the roof form
has remained to give an accurate portrayal of the structure itself.
Figure 1: Wireframe Model
Figure 2: Massed Model
Figure 3: Incomplete wireframes
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SketchUp Model Update, 9.21.15
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When creating massing from the wireframe model, the
skewed and warped wireframes made it so that the faces of
the structure were made up of multiple small lines rather
than a clean face with minimal lines (see Figures 5 and 6).
This issue causes the face of the wall to have multiple small
faces. This proves to be a complicated issue when adding
imagery on the structure. There are ways around this to
make it so that there can be an image placed, but it adds to a
level of complexity to constructing the building or makes it
so that not every building will have an image. This has been
more of an issue on residences rather than the commercial
buildings since they have more complicated roof lines and
walls.
From the 2008 model, there were a number of buildings in the downtown area and the residential outskirts that
were completed and it was quickly noticed that the structures did not line up with the 2012 wireframe data (see
Figure 7). Some of the 2008 structures could be used and adapted to fit the 2012 wireframe data, but many had
to be completely redone. The 2008 model was a good start, however, this newer model depicts the buildings
and massing more accurately.
Figure 7: Old massing model with new wireframe that does not
line up
Figure 6: Multiple lines to make a face solid
Figure 4: Warped wireframe
Figure 5: Solid face on each wall.
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VHA+YOU = Making Our Health A Priority
Kathleen Killion, Executive Director
Valley Health Alliance
June 2015 Proprietary and Trademarked Property of
Valley Health Alliance 2014/2015
Version 8
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Who is the Valley Health Alliance?
The five largest self-insured employers in Pitkin County:
Aspen School District
Aspen Valley Hospital
City of Aspen
Pitkin County
The Skiing Company
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VHA Covered Lives and Employee
Population
Aspen School District
•212 employees
• 66 dependents
•278 Total lives covered
Aspen Valley Hospital
•278 employees
•360 dependents
•638 Total lives covered
City of Aspen
•262 employees
•254 dependents
•516 Total lives covered
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VHA Covered Lives and Employee
Population (cont’d)
Pitkin County
•232 employees
•192 dependents
•424 Total lives covered
The Skiing Company
•1,065 employees
• 861 dependents
•1,926 Total lives covered
Total VHA Covered Lives:
•Total employees: 2,049
•Total dependents: 1,733
•Total population: 3,782
*Data reported as of September 15, 2014
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Why Did We Form This Unique
Alliance?
Improve the experience of healthcare for our
employees and their families.
Improve the health of our vast community.
Enhance efficiency, leverage our collective size and
scale.
Disrupt the status quo.
Reduce healthcare costs.
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Valley Health Alliance Mission
Statement:
“We promote the health and well-being of
our communities by collaborating to
provide healthcare that is accessible,
affordable and high quality.”
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Valley Health Alliance Vision
Statement:
“We meet people where they are in their
journey to improve their personal health
and well-being --- through trusted
partnerships with their employers and
providers.”
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Valley Health Alliance Values:
Caring – We display kindness and concern for our employees, their
families and our community.
Resilience – We foster the ability of our employees to remain strong,
healthy and successful, despite challenges.
Accountability – We promote personal responsibility for one’s health
and well-being.
Engagement – We nurture the emotional involvement and
commitment of our employees and our community.
Trust – We inspire confidence and reliance within our employee
population and our community at large.
Collaboration – We work together with key stakeholders to achieve
shared goals.
Stewardship – We protect and guide our most valued asset – our
workforce.
Sustainability – We commit to diversity, productivity and to enduring
the political economic or cultural challenges placed before us.
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The Valley Health Alliance Value
Proposition:
“The Valley Health Alliance provides a
unique vehicle for collaboration among
employers, employees and providers to
improve the health and well-being of our
communities.”
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“What Does Success Look
Like for the Valley Health
Alliance in 2014/2015?”
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VHA Goals and Objectives
2014/2015
Launch VHA Branding and Image Campaign
Conduct VHA Focus Groups for Employees, Physicians and
Community Leaders
Implement VHA+YOU.com Health Assessment, Healthy
Living On-Line and Rewards Program in Partnership with
Mayo Clinic
Implement VHA Coordinated Health Fairs
Develop and Implement VHA Health Coaching
Certification Program with The Cooper Institute
Assemble the VHA Mental Health Consortium – VHA
Mental Health Continuum of Care Tool and Pilot Project
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Serve as the “Alpha Site” and Proof on Concept for OTTO:
A Telephonic Medicine Platform Promoting Local
Physicians in Pitkin County
Develop and Implement the VHA Interactive Website
Develop and Implement the VHA Performance Scorecard
Develop the VHA Data Warehouse
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VHA Goals and Objectives
2014/2015 (cont’d)
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“What Gets Measured - - - Gets
Managed!”
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BMI Tobacco Blood Pressure
Blood Sugar /
Hgba1c Lipids Alcohol Depression Physical Activity Nutrition Stress
Overall
Rating of
Health
L/M/H Mayo
clinic Risk
Group
Valley Health Alliance n =540 245 (45%)26 (5%)322 (60%)70 (13%)114 (21%)117 (22%)50 (9%)115 (21%)119 (22%)268 (50%)
L-174 (33%)
M-95 (18%)
H - 265 (50%)
Aspen Skiing Company n= <30
Aspen Valley Hospital n = 219 88 (40%)6 (3%)127 (58%)36 (17%)36 (16%)27 (12%)N/A (see stress)35 (16%)28 (13%)100 (46%)
L- 88 (41%)
M- 36 (17%)
H - 91 (42%)
City of Aspen n=141 70 (50%)8 (6%)82 (58%)17 (13%)36 (26%)42 (30%)N/A (see stress)33 (23%)39 (28%)80 (57%)
L- 28 (20%)
M- 36 (26%)
H - 75 (54%)
Aspen School District n=32 12 (38%)1 (3%)20 (63%)1 (3%)6 (18%)11 (34%)N/A (see stress)10 (31%)10 (31%)20 (63%)
L- 11 (34%)
M-3 (9%)
H - 18 (56%)
Pitkin County n=145 74 (51%)11 (8%)92 (63%)15 (11%)35 (24%)37 (26%)N/A (see stress)36 (25%)42 (29%)67 (46%)
L - 46 (32%)
M - 20 (14%)
H - 79 (54%)
TOTAL: 540
Valley Health Alliance 2014 Risk Scorecard
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“What Gets Measured - - - Gets
Managed!”
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Member count Total PMPM Plan Paid PMPM
Member Paid
PMPM
High Cost Claimants
(>$50K in claims) Plan
Paid PMPM
Non-emergent %
ED Visits
%Generic Drug
Utilization
Scripts/1000 for Narcotic /
Depression / Sleep
PMPM Costs For Musculoskeletal
(MS) Injuries and Illnesses MRI / 1000 PT Visits / 1000
Aspen Skiing Company 1850 $585.00 $516.00 $68.00 $146.00 14.9%81.9%320.00 $6.72 80 366
Aspen Valley Hospital 641 $731.37 $610.47 $120.90 $281.86 20.6%77.3%1887.68 $29.82 95 274
City of Aspen 547 $656.49 $507.87 $148.62 $281.57 17.6%80.8%1425.96 $5.52 51 400
Aspen School District 281 $763.00 $616.00 $147.00 $66.69 28.2%78.2%286.73 $158.19 103 473
Pitkin County 419 $688.34 $573.20 $115.14 $271.28 9.0%83.9%1840.10 $4.77 69 317
TOTAL:
Valley Health Alliance 2014 Costs Scorecard
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“What Gets Measured - - - Gets
Managed!”
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Participation %
Covered Lives
Screened
% Who Identify
a PCP
Lo/Mod/High Risk
with MD visit in
past 12 mos.Flu Shots %
% with Any
Readiness to
Change
Preventive
Office Visits /
1000
Behavioral
Health / EAP
Visits / 1000
Women >49y/o with
mammogram in last
12 month
Women > 20 y/o with
pap smear in last 2 yrs
Patients >49 y/o with any
colorectal cancer screening
in last 2 yrs
Participation in
VHA Rewards
Program
Employer
Performance on
HERO Scorecard
Physician
Engagement
Employee
Engagement
Valley Health Alliance n=2049 540 (26%)88.70%
Low - 29.4%
Mod - 15.6%
High -43.7% 69.40%535 76 31%
Aspen Skiing Company n=1065 >30 N/A N/A 124 20%
Aspen Valley Hospital n=278 219 (79%)N/A N/A 66.60%553 422 41%53%39%119 102 38%
City of Aspen n=262 141 (54%)N/A N/A 72.30%461 144 49%52%30%124 68 34%
Aspen School District n=212 32 (15%)N/A N/A 78.10%32 37 40%
Pitkin County n = 232 145 (63%)N/A N/A 69.60%594 234 46%62%40%143 47 39%
TOTAL: 540
Valley Health Alliance 2014 Engagement Scorecard
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VHA Opportunities For Improved
Quality and Cost
50% of VHA Members Participating in the VHA+YOU.com
Health Assessment report “Stress” as their primary lifestyle risk
factor
High Blood Pressure and Hyperlipidemia are reported to be
the highest medical risk factors using the VHA+YOU.com Tool
75% of VHA Members either do not access primary care
annually or do not have a medical home
Advanced Imaging is 35% higher than the national average
Improve access to prescription drug management
(generics, narcotics abuse, high-cost prescriptions, specialty
medications)
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VHA Opportunities For Improved
Quality and Cost (cont’d)
Improve access to primary care (VHA is 15% lower than the
national average)
Promote evidenced-based Cancer Screening (Prostate,
Breast and Colon – Colon Screening is below the national
average for age appropriate screening)
Behavioral Health Promotion Screening, Education, Training
and Access (VHA is 10% higher than the national average
for depression)
Low back pain and neck pain present in 66% of the VHA
population
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Lessons Learned…
Transformation is not for the Faint of Heart!
Be prepared to face resistance!
Staying the course takes individual and organizational
courage
Promote “Resilience” within your population (Spiritual, Mental,
Dental, Physical, Life-Skills)
Use trusted data as your “Compass”
Identify non-negotiables – hold tight!
Trusted relationships are critical to success – engage and
partner with local providers and critical stakeholders
“White Knuckles” --- are normal!
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GLOBAL BUSINESS SOLUTIONS
Valley Health Alliance 2015 Annual Review
Wednesday, April 29, 2015
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GLOBAL BUSINESS SOLUTIONS
Mayo Clinic
Powerpoint Title
•2014 HERO Scorecard overview
and highlights
•2014 Mayo Clinic Healthy Living
online highlights
•Outcomes data
•Key strategies for success
•Recommendations and
next steps
Agenda
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HERO Scorecard Summary
Personalized approach to achieving
collective goals
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HERO Scorecard: Sections
4
Sections Max
Score
Section Components
Strategic planning 20 Needs assessments, measurable goals, population
health strategy, targeted eligible populations
Organizational and
Cultural Support
50 Health values, policies, physical work environment,
leadership support, employee involvement, wellness
champions and manager support
Programs 36 Health assessment, biometric screenings, lifestyle and
disease management programming, disability
management, EAP and on-site medical clinics
Program Integration 16 Program integration (lifestyle management, disease
management, disability management and safety) and
access to health care coverage
Participation
Strategies
54 Social strategies, technology resources,
communications, incentive design
Measurement and
Evaluation
24 Data capture, use and reporting
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GLOBAL BUSINESS SOLUTIONS
Scorecard Sections School
District
Ski
Company
Aspen
Valley
Hospital
City of
Aspen
Pitkin
County
Section
Total
Strategic planning 5 18 12 6 10 20
Organizational and Cultural
Support 15 33 22 17 13 50
Programs 6 30 29 22 10 36
Program Integration 1 1 2 1 0 16
Participation Strategies 10 30 22 17 14 54
Measurement and
Evaluation 0 12 15 5 0 24
TOTAL SCORE 37 124 102 68 47 200
VHA 2014: HERO Scorecard Results
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GLOBAL BUSINESS SOLUTIONS
Employer *2014 Health Fair
participation
**2014 Biometric
Screening
participation
2014 Health
Assessment
participation
Aspen Valley Hospital
(Eligible=638)
259 [41%] 258 [40%] 219 [34%]
Aspen School District
(Eligible=274)
152 [55%] 152 [55%] 32 [12%]
City of Aspen
(Eligible=516)
195 [38%] 195 [38%] 141 [27%]
Pitkin County
(Eligible=424)
175 [41%] 175 [41%] 145 [34%]
SkiCo
(Eligible=1,926)
600 [31%] 584 [30%] <30
Valley Health Alliance
(Eligible=3,778)
1,381 [43%] 1364 [36%] 540 [14%]
VHA 2014: Participation
*Health fair participation data provided by VHA,
**Biometric Screening participation data provided by Lockton biometric report.
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GLOBAL BUSINESS SOLUTIONS
Mayo Clinic Healthy Living online
VHA-YOU.com
2014 Health Assessment Campaign
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GLOBAL BUSINESS SOLUTIONS
Mayo Clinic Healthy Living online:
2014 Engagement Analysis
0 1000 2000 3000 4000
Online Tools Utilization
Completed Health Assessments
Registered Members
Eligible Population
Number of Participants
15.6%
3778
591
540
555
Program engagement can be a good indicator of your population’s readiness to change,
motivation, and the confidence individuals have to make healthy changes.
As an organization, you can impact engagement through culture, communication, visible
leadership support and the use of meaningful incentives.
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14.3%
14.6%
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GLOBAL BUSINESS SOLUTIONS
2014 Health Assessment: Participation
7%
Completion by
Employee Status
Employees
Spouses
Other383
71%
129
24%
Completion by Age
18-29
30-39
40-49
50-59
60+
86
16%
166
31%
124
23%
125
23%
39
7%
46%
47%
Completion by
Gender
Male
Female
175
32%
365
68%
28
5%
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GLOBAL BUSINESS SOLUTIONS
Completion by Affiliation
AVH [638]
City [516]
Pitkin [424]
School [274]
SkiCo [1926]
3
219
41%
141
26%
145
27%
32
6%
2014 Health Assessment: Participation
10
540 Completed Health Assessments
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GLOBAL BUSINESS SOLUTIONS
2014 Health Assessment – Lifestyle Risk Data
Risk Factor VHA
N= 540
AVH
N= 219
City
N= 141
Pitkin
N= 145
School
N= 32
SkiCo
N=<30
Mayo Clinic
2014
Benchmark
Nutrition 119 [22%] 28 [13%] 39 [28%] 42 [29%] 10 [31%] 29%
Weight* 245 [45%] 88 [40%] 70 [50%] 74 [51%] 12 [38%] 56%
Drinking & Driving 7 [1%] 3 [1%] 2 [1%] 2 [1%] 0 [0%] 1%
Physical Activity 115 [21%] 35 [16%] 33 [23%] 36 [25%] 10 [31%] 26%
Tobacco 26 [5%] 6 [3%] 8 [6%] 11 [8%] 1 [3%] 5%
Alcohol 117 [22%] 27 [12%] 42 [30%] 37 [26%] 11 [34%] 20%
Stress* 268 [50%] 100 [46%] 80 [57%] 67 [46%] 20 [63%] 45%
Sleep* 186 [34%] 69 [32%] 49 [35%] 55 [38%] 12 [38%] 31%
(%
R
i
s
k
)
Top lifestyle risk factors for Valley Health Alliance are stress, weight, and sleep.
This is consistent for all VHA employers with 2014 health assessment data.
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GLOBAL BUSINESS SOLUTIONS
2014 Health Assessment – Medical Risk Data
Risk Factor VHA
N= 540
AVH
N= 219
City
N= 141
Pitkin
N= 145
School
N= 32
SkiCo
N=<3
Mayo Clinic
2014
Benchmark
Blood Pressure 322 [60%] 127 [58%] 82 [58%] 92 [63%] 20 [63%] 43%
Triglycerides 76 [14%] 29 [13%] 22 [16%] 20 [14%] 5 [16%] 11%
HDL Cholesterol 41 [8%] 15 [7%] 14 [10%] 9 [6%] 3 [9%] 9%
LDL Cholesterol 69 [13%] 20 [9%] 21 [15%] 25 [17%] 2 [6%] 12%
Cholesterol 4 [1%] 1 [0%] 1 [1%] 1 [1%] 1 [3%] 1%
Blood Sugar 55 [10%] 30 [14%] 12 [9%] 11 [8%] 1 [3%] 7%
A1C 15 [3%] 6 [3%] 5 [4%] 4 [3%] 0 [0%] 4%
(%
R
i
s
k
)
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Top medical risk factor for Valley Health Alliance is blood pressure.
This is consistent for all VHA employers with health assessment data.
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GLOBAL BUSINESS SOLUTIONS
2014 Health Assessment Risk Severity
Lifestyle Risk Factors
Risk Factor VHA Advanced Risk Moderate Risk
Nutrition 119 0 [0%] 119 [100%]
Weight 245 94 [38%] 151 [62%]
Drinking & Driving 7 7 [100%] -
Physical Activity 115 19 [17%] 96 [83%]
Tobacco 26 20 [77%] 6 [23%]
Alcohol 117 117 [100%] -
Stress 268 34 [13%] 234 [87%]
Sleep 186 27 [15%] 159 [85%]
Pregnancy is treated as a special category. Pregnant women are not assessed for individual risk factors.
Total Pregnant Women N=5
For alcohol misuse and drinking and driving, any identified risk is considered to be advanced in severity
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GLOBAL BUSINESS SOLUTIONS
2014 Health Assessment Risk Severity
Medical Risk Factors
Risk Factor VHA Advanced Risk Moderate Risk
Blood Pressure 322 84 [26%] 238 [74%]
Triglycerides 76 32 [42%] 44 [58%]
HDL Cholesterol 41 41 [100%] -
LDL Cholesterol 69 69 [100%] -
Cholesterol 4 1 [25%] 3 [75%]
Blood Sugar 55 15 [27%] 40 [73%]
A1C 15 9 [60%] 6 [40%]
Pregnancy is treated as a special category. Pregnant women are not assessed for individual risk factors.
Total Pregnant Women N=5
For out-of-range HDL and LDL numbers, any identified risk is considered to be advanced in severity.
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GLOBAL BUSINESS SOLUTIONS
Medical Condition VHA 2014
%
Mayo Clinic
2014 Benchmark
%
1. Allergies 22 19
2. High Cholesterol 14 9
3. High Blood Pressure 11 9
4. Asthma 10 5
5. Migraines 9 5
6. Other condition not listed 9 5
7. Depression 8 4
8. Anxiety 8 6
9. Arthritis 7 4
10. Cancer 5 2
2014 Health Assessment
Top 10 Medical Conditions
Top self-reported medical conditions of the Valley Health Alliance include allergies, high cholesterol,
and high blood pressure. This is consistent with Mayo Clinic 2014 Benchmark Data.
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GLOBAL BUSINESS SOLUTIONS
Medical Condition YES NO
Allergies (n=126) 120 [95] 6
Anxiety (n=47) 46 [98] 1
Arthritis (n=39) 36 [92] 3
Asthma (n=56) 53 [95] 3
Cancer (n=27) 27 [100] 0
Chronic back pain (n=21) 19 [90] 2
COPD (n=1) 1 [100] 0
Chronic pain (n=6) 6 [100] 0
Coronary heart disease (n=1) 1 [100] 0
Depression (n=50) 47 [94] 3
Diabetes (n=10) 10 [100] 0
High Blood Pressure (n=62) 62 [100] 0
High Cholesterol (n=81) 79 [98] 2
Migraines (n=51) 47 [92] 4
Stroke (n=2) 2 [100] 0
Other condition not listed (n=49) 45 [92] 4
Of those who self-reported having a medical condition the following data represents those individuals who have
reported I am currently working with a health care provider to treat, monitor or manage my condition.
Health Assessment – Medical Conditions
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2014 Health Assessment – Medical
Conditions
Risk Stratification Yes No
Low risk (n=179) 160 [89] 19
Medium risk (n=95) 85 [89] 10
High risk (n=269) 237 [88] 32
Based on risk stratification after completing the Mayo Clinic health assessment the following
individuals self-reported I am currently working with a health care provider to treat, monitor or
manage my condition.
*Medical Condition vs working with health care provider data ran 1/15/2015.
HA completion n=543
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2014 Health Assessment Stratification
Mayo Clinic
Risk Category 2014 Mayo Clinic
Benchmark
Low 174 [33%] [34%]
Moderate 95 [18%] [14%]
High 266 [50%] [52%]
Pregnant 5 -
174
33%
95
18%
Mayo Clinic
Risk Category
AVH
[N=219]
City of Aspen
[N=140]
Pitkin County
[N=145]
School District
[N=32]
Ski Co
[N<30]
Low 88 [41%] 28 [20%] 46 [32%] 11 [34%] -
Moderate 36 [17%] 36 [26%] 20 [14%] 3 [9%] -
High 91 [42%] 75 [54%] 79 [54%] 18 [56%] -
Pregnant 4 1 0 0 -
Risk stratification is demonstrating an opportunity to address behavior change in the moderate and high risk categories and
encourage continued healthy living with the low risk population.
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2014 Health Assessment - Health Status
Health Status VHA 2014
%
Mayo Clinic Benchmark 2014
%
Poor: 0,1,2 1.4 1.4
Fair: 3,4 2.3 2.9
Good: 5,6 16.5 14.4
Very Good: 7,8 45.4 47.4
Excellent: 9,10 34.4 33.9
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79.8% of the population report their health as very good or excellent.
16.5% of the population report their health as good.
3.7% of the population reports their health as poor.
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2014 Health Assessment - Sleep Risk
Risk Category - Sleep VHA 2014
%
Mayo Clinic Benchmark
2014
%
Sleep Quality = Poor to Fair 6.13 10.5
Amount of Sleep = 6 hours or less 23.1 31.3
Trouble Falling Asleep = Most or several days/week 21.6 21.8
Sleep Quality = Affecting most/several days per week 5.8 14.1
27.8% of the population have reported their sleep quality has affected their ability to perform usual daily
activities several days a month.
37.9% of the population has reported they have had trouble falling asleep or staying asleep several days a
month.
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2014 Health Assessment - Biometric Awareness
Biometric Value participants who entered exact values % at risk
Total Cholesterol 466 [86%] 1%
LDL Cholesterol 456 [84%] 11%
HDL Cholesterol 457 [85%] 6%
Blood Pressure 489 [91%] 59%
Blood Sugar 436 [81%] 10%
Triglycerides 457 [85%] 13%
A1C 30 [6%] 3%
Valley Health Alliance shows a high level of awareness of exact biometric values in 2014.
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Risk Factor Readiness - Planning Confidence – Very to
Completely
Importance – Very to
Completely
Alcohol N= 17 30% - -
Physical Activity N=211 71% 47% 68%
Nutrition N=119 61% 44% 56%
Stress Management N=268 68% 40% 61%
Tobacco N=27 56% 37% 67%
Weight N=239 75% 49% 74%
Sleep N=217 59% 26% 63%
2014 Health Assessment
Planning for Change
Research shows that health promotion programs can be much more effective if they are targeted toward an
individual’s stage of readiness to change. Individuals who are not ready to change can receive an intervention that
simply helps move them along the continuum of readiness.
Confidence and importance questions are not asked for alcohol risk as Mayo Clinic Healthy Living online does not offer tools or
online programs in this area.
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•Average number of health risks for VHA is 3
which aligns with Mayo Clinic’s average book
of business.
•Highest prevalence risks are:
–Stress
–Weight
–Sleep
–Blood pressure
•Top three medical conditions for VHA are
allergies, high cholesterol, and high blood
pressure.
•33% of the population are stratified at low-
risk, while 50% are stratified at high-risk.
2014 Health Assessment: Results
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•Health assessment participants are
preparing or taking action to address
weight, exercise and stress risks
•Health assessment participants are most
confident they can make changes in the
areas of weight, exercise, and nutrition.
•Weight, physical activity and tobacco are
of highest importance to participants.
•Weight and exercise score highest
among readiness, confidence, and
importance.
2014 Health Assessment:
Readiness and Taking Action
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Health Assessment: Custom Questions
Question Responses (%)
My company supports my health and well-being.
Strongly Agree 56% Somewhat Disagree 3%
Somewhat Agree 26% Strongly Disagree 1%
Neither Agree or Disagree 11%
My immediate manager or supervisor supports my health and
well-being.
Strongly Agree 52% Somewhat Disagree 5%
Somewhat Agree 23% Strongly Disagree 2%
Neither Agree or Disagree 18%
Overall, I feel as though my health is a priority to my
supervisors, managers and company as a whole.
Strongly Agree 41% Somewhat Disagree 7%
Somewhat Agree 32% Strongly Disagree 1%
Neither Agree or Disagree 19%
My company’s wellness program is part of our company’s
culture.
Strongly Agree 49% Somewhat Disagree 5%
Somewhat Agree 30% Strongly Disagree 1%
Neither Agree or Disagree 14%
My work environment (policies, workplace, resources)
supports my ability to be as healthy and productive as
possible.
Strongly Agree 38% Somewhat Disagree 10%
Somewhat Agree 35% Strongly Disagree 2%
Neither Agree or Disagree 15%
How satisfied are you with the wellness program provided to
you?
Very Satisfied 46% Somewhat Dissatisfied 7%
Somewhat Satisfied 30% Very Dissatisfied 1%
Neither Satisfied or Dissatisfied 16%
572 Responses through March 2015
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Question Responses (%)
How can your company help you achieve your health goals?
I do not need any help achieving my health goals – 22%
Health improvement programs at the worksite – 20%
Health improvement programs outside the work site (online, telephonic, gyms, etc.) – 17%
Time Management – 5%
Work/life balance – 29%
Please select the program areas of interest to you
Adolescent health – 9%
Aging Parent/Elder Care – 14%
Alternative/complementary medicine – 34%
Back health – 27%
Blood sugar screening – 12%
Cholesterol Management – 23%
Elder Care – 6%
Exercise – 70%
First Aid – 13%
Nutrition – 56%
Parenting – 20%
Sleep Health – 37%
Stress Management – 38%
Tobacco Cessation – 1%
Walking Program – 26%
Weight management – 32%
Work/life balance – 47%
Health Assessment: Custom Questions
572 Responses through March 2015
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82% of health assessment participants reported they strongly or somewhat
agree that the company supports their health and wellbeing.
79% of health assessment participants reported they strongly or somewhat
agree that the company’s wellness program is part of the company culture.
76% of health assessment participants reported they are very or somewhat
satisfied with the wellness program provided to them.
Top 5 program areas of interest:
1.Exercise
2.Nutrition
3.Work/Life Balance
4.Stress Management
5.Sleep Health
Health Assessment: Custom Questions
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Ten Strategies of Highly Effective
Companies
•All levels of leadership actively
support health and productivity
goals
•Health and productivity is defined
broadly
•Engagement in health and
productivity is part of the
company’s business priorities
•Measurement strategy is holistic
•Continuous improvement is
emphasized
•Worksite programs and activities
are aligned with local culture
•Health and productivity programs
are customized to individual needs
•Target interventions for population
segments are implemented
•Regular communication is
provided to employees, spouses
and dependents
•Business partner services,
communication, and performance
objectives are actively managed
and integrated
2013/2014 Staying@Work Survey Report, NBGH & Towers Watson
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•Based on health assessment risk results, we
recommend that Valley Health Alliance target
weight, stress, and/or exercise this year. Create
a detailed work plan to outline specific initiatives.
•Blood pressure remains a risk for the population
by focusing on the lifestyle areas of weight,
stress and exercise this risk area can be
positively impacted.
•Continue to focus on a strong culture of health
within the VHA. Engage the families and
spouses of employees.
•Identify 1-3 key initiatives for 2015 that impact
the culture and demonstrate strong
organizational support for health.
Recommendations
GLOBAL BUSINESS SOLUTIONS
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Recommendations
GLOBAL BUSINESS SOLUTIONS
•Develop an annual communications plan with the goal of at least quarterly
communication to the population. Healthy Living online Examples: E-
Newsletter, and Highlight an online tool or tracker of Healthy Living online or
the Mayo Clinic Health Information content library.
•Consider developing a VHA Wellness Ambassador network comprised of
employees and family members from each of the VHA employers. Utilize
these ambassadors to help with communication and roll out of the upcoming
initiatives.
•Identify groups not being reached and structure communications to meet
the population needs.
•Complete the HERO Scorecard V4 in 2015/2016 to assess improvements
and use of best practices. Also use the scorecard to determine what key
practices serve as opportunities to improve your efforts.
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•Identify strategy or key focus areas for 2015
•VHA to meet and discuss 2015/2016 goals
and future direction
•Discuss with Mayo Clinic team how they
can assist in reaching your goals.
•HERO Scorecard completion 2016.
Next Steps
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Mayo Clinic
Healthy Living online
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•Personalized e-newsletter
•Based on user health risks and
health interests
•Incorporating client-specific
messaging
‒Campaigns
‒Events
‒Programs
•Engaging tips and content
•Primary brand from client site
will be included
•Weekly delivery on Wednesday
Mayo Clinic Healthy Living
This Week
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•Step challenge
•Client able to:
−Set dates
−Create multiple teams
−Select up to 5 charities
to support
−Determine name
−Select “perfect day” steps
−Incentivize
•Additional challenges in 2016
Mayo Clinic Healthy Living
Challenges
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•Participants can access step
challenge page via link on top
of each page
•From Challenge page, user can:
−Manage device
−View individual activity, motivation and
daily tip
−Follow team members’ progress and
motivation
−See overall leaders by team and
individual
−View “Perfect Day” status
Mayo Clinic Healthy Living
Step Challenge
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Mayo Clinic Healthy Living
2015 Roadmap
•Team challenge platform
‒Team competitions
•Expanded list of integrated health devices and apps
‒Based on popularity (market share)
•Additional languages and countries
‒Global health questionnaire and coaching expansion
•Enhanced stress and resiliency emphasis
‒Content and tools
•Additional client customization
‒Based on client input
‒Client Administration tool
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BECAUSE BETTER
HEALTH LOOKS
GOOD ON EVERYONE
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Page 1 of 5
MEMORANDUM
TO: Mayor and City Council
FROM: Jack Wheeler - Capital Asset Manager
THRU: Scott Miller, Public Works Director
DATE OF MEMO: September 18, 2015
MEETING DATE: September 21, 2015
RE: Building Department Interim Space
REQUEST OF COUNCIL:
Staff requests City Council to give direction on the replacement space for the Building
and Engineering Department
PREVIOUS COUNCIL ACTION:
Council approved a temporary space plan as the result of a work session on November
17, 2014.
The temp plan outline is below extracted from that work session memo.
The team has developed a Temporary facility to plan to address our space needs as the need
arises throughout the above outlined process. The major milestones are outlined below.
• Tasters has been given notice that it is likely that the space is no longer available after
April 2015 -
• Team will discuss whether the development plan should include making a restaurant
space available as park amenity moving forward.
• Rio Grande meeting room will take no reservations for events after April 2015
Rio Grande is vacated April 2015
• Annex tenants Building, Engineering, Canary, and Managers staff, move out by Dec
2015
• Asset and Water department staff move out of Rio Grande, early 2015, to Mt. Rescue
building until mid-year 2018
• Canary and Managers staff move to City Hall IT. 2015
• Rio Grande undergoes interior and access renovation complete November 2015 (staff
would be back to Council for approval of specifics on consent agenda early 2015)
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• Building Department and Engineering department move into the Rio Grande December
2015 until mid-year 2018.
• Parking would move from 540 Main into the lower level of Rio Grande December 2015.
In a work session on August 3, 2015, council approved the Galena option in a vote of 4 to
1of Council as the long term solution to our space needs. Council also unanimously
approved the Police facility moving forward at 540 E Main.
BACKGROUND:
The Building Department and the Engineering department have lost their lease and
originally the new owner of the building had asked us to vacate the building by end of
year 2015, we have since negotiated with the Owner and he has extended our deadline
until March 2016. The 5400 sf space they are in on Hopkins Street is currently leased at
a cost of $35 – $40 per square foot.
Based on decisions made on the long term space solutions for the City the interim space
plan has been impacted in the following ways
• Tasters has been given notice that it is likely that the space is no longer available after
April 2015 - We have extended Tasters deadline until spring 2016
• Team will discuss whether the development plan should include making a restaurant
space available as park amenity moving forward. – This will happen in a work session in
November.
• Rio Grande meeting room will take no reservations for events after April 2015
Rio Grande is vacated April 2015 – The Rio Grande Meeting Room will be available
until spring 2016
• Annex tenants Building, Engineering, Canary, and Managers staff, move out by Dec
2015 – Canary, Managers staff have been relocated and Building and Engineering must
be relocated by March 2016
• Asset and Water department staff move out of Rio Grande, early 2015, to Mt. Rescue
building until mid-year 2018 - Done
• Canary and Managers staff move to City Hall IT. 2015 – Done
• Rio Grande undergoes interior and access renovation complete November 2015 (staff
would be back to Council for approval of specifics on consent agenda early 2015) - This
is no longer feasible as Council direction of the “Galena Option” includes complete
redevelopment of this site starting in early 2017
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• Building Department and Engineering department move into the Rio Grande December
2015 until mid-year 2018. The initial date for move in would be March 2016 and will
require two moves and two Tenant finishes as the departments would have to vacte this
space in 2017 to allow the Galena project to proceed.
• Parking would move from 540 Main into the lower level of Rio Grande December 2015.
– This will no longer work with the Galena option and we are currently evaluating
options.
Schedule:
The deadline to have a new space ready is March 31, 2016. With this in mind we have to
have secured a space no later than January 1, 2016 this will give us three months to
prepare the space for occupancy. Any time we can gain prior to January 1, will help.
Options:
Staff has identified several option for the relocation of the departments to solve the space
needs in the interim while the Galena option is designed and built.
1. The Mill Space:
Availability – Available to start tenant improvements December 1, 2015
Size – one space at street level 4000sf and one third floor space 800 sf
Lease duration – 5 years with options
5 Year Cost – $70 per sf = +- $1,730,000 Plus tenant improvements 4800 at $200 sf
$960,000
Use – Office use is permitted
2. Rio Grande / 540 E. Main Space:
Availability – Available to start tenant improvements December 1, 2015
Size – one space at 3907 sf on two levels
Lease duration – Space can be used until April 2017 when the Galena Option is
scheduled to start. We would then have to relocate again possibly to the unfinished
housing space at 540 E Main. St. this is not ideal as it impacts all of our other projects
and has two interruptions in service as we relocate.
5 Year Cost – Tenant improvement on 3907 at $200 sf $781,400 Tenant improvement on
relocation in 2017 on 5000sf at $200 sf $1,000,000
Use – Office use is permitted
3. Truscott Space:
Availability – Available to start tenant improvements December 1, 2015
Size – one space at 5400 sf on two levels
Lease duration – Building is currently owned by the City and is under utilized
Cost – Renovate the building to current codes and accessibility standards 9821 sf at 550sf
$5,401,550 Tenant improvements costs would be very high as we need bring the building
up to ADA standards and build parking. Rough Order of Magnitude to develop this
property is driven by the fact that the building is 9821 sf and we cannot deliver just a
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portion of the building to standard we have to do the entire building. This will include an
intensive design, entitlement, and construction process. The development would also
impact the site long term and APCHA is currently assessing the site for future housing
development.
Use – Currently zoned Residential Multifamily (RMF) which does not include public use.
Public office use would require a temporary use approval or a change in zoning.
4. Purchase The Mill Space:
Availability – Available to start tenant improvements December 1, 2015
Size – one space at street level 4000sf and one second floor space 800 sf
Lease duration – 5 years with options
Cost – List price unit 201, 800 sf – $1,200,000. List price unit 101, 4000 sf $4,000,000.
Recoup of 100% of real estate cost investment if space is sold when we no longer have a
need for the space. Tenant improvement cost 4800sf at $200 sf $960,000
Use – Office use is permitted
Regarding the options, Chris Bendon, Community Development Director offers:
Productivity and Morale: We should expect significant staff morale issues and
frustration with the Truscott option. The existing physical separation creates some staff
alignment issues. These are manageable with the ability to “pop over” for impromptu
meetings. With the distance between Truscott and City Hall, all meetings will need to
be planned, transportation coordinated, etc., virtually eliminating these impromptu
meetings. Impromptu meetings between Planning/Building and Planning/Engineering
are estimated at 10-20 per day. All other department contacts with Building or
Engineering is estimated at another 10-20. Minimizing these contacts leads to a sense
of isolation, a lack of understanding between departments, silo mentality, and
productivity and morale issues. Productivity/Morale issues should be significantly less
with either the Rio or Mill options. A double move with the Rio options does present
some additional productivity/morale issues.
Customer Access. The departments are frequently access by real estate professionals
doing research on properties under transaction or on behalf of a neighbor wanting
information about a nearby project. The vast majority of these customers are located
downtown and currently walk to or bike to our offices. The Truscott option will present
an inconvenience for these customers. The Rio and Mill options will maintain the
current service level.
Split administrative services. ComDev relies on one administrative team with each
member cross-trained. With a short distance between the two sites, this enables
coverage in a moment’s notice for various work interruptions. With the Truscott option,
administrative services would not be as nimble and this would have some effect on
customer service.
Traffic and transportation issues. The Truscott site may present some advantage to
contractors coming from downvalley - an ability to stop in before going to their
construction site. However, a large segment of our customers are coming from in town.
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Most submissions, for example, are from architects who walk over from their
downtown offices. The Truscott option represents an increase in traffic and some
decrease in customer service. There would need to be parking reserved in the existing
lot or newly built to facilitate customer access.
The Jerome site will enable the same or similar walk to, bike to opportunity. There will
likely need to be some parking reserved at the Rio surface lot or along Bleeker Street to
facilitate customer access. The Rio option also maintains adequate customer access. A
30-minute parking allowance within the garage may be desirable for customer service.
Inspection services. The sites are expected to be neutral with regard to inspection
services. Most inspections are linked and require a vehicle or scooter already.
Inspections on downtown developments would be affected as those inspections are
accessed on foot currently. Impromptu inspections, which are requested frequently,
would not occur as easily.
STAFF RECOMMENDATION:
There are pros and cons for each option and some unknown factors in the timing of when
a long term solution will be ready for occupancy. If all went perfectly we could have a
building ready mid-year 2018 or it could be 2021. This leaves our need at somewhere
between two and five years. Staff feels the purchase of The Mill units is the most
responsible fiscally as well as the most flexible alternative.
FINANCIAL/BUDGET IMPACTS:
Assuming we spend the same amount on tenant improvement initially and we stay in the
space for five years the cost difference is about 400 – 500 K better if we purchase the
property as opposed to leasing. This scenario assumes that we can sell the property for
our projection at the end of our use. The real benefit is that we have flexibility of duration
and use if we purchase.
Please note that all numbers are based on negotiated list prices.
REQUESTED COUNCIL ACTION:
Staff recommends the purchase of “The Mill” units as the most fiscally responsible, and
flexible alternative.
CITY MANAGER COMMENTS:
ATTACHMENTS: None
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