HomeMy WebLinkAboutagenda.council.worksession.20151116
CITY COUNCIL WORK SESSION
November 16, 2015
5:00 PM, City Council Chambers
MEETING AGENDA
I. Housing Futures
II. Facilities Replacement Plan Next Steps
III. Property vs Lease for the Building and Engineering Departments
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MEMORANDUM
TO: Mayor and City Council
FROM: Chris Everson, Affordable Housing Project Manager
THRU: Barry Crook, Assistant City Manager
DATE OF MEMO: November 13, 2015
MEETING DATE: November 16, 2015
RE: Planning future affordable housing development
REQUEST OF COUNCIL: Staff seeks Council direction on planning future affordable housing
development.
PREVIOUS COUNCIL ACTION: At a work session on January 6, 2015, staff was directed to
seek community input on future affordable housing development alternatives. At a work session
on September 1, 2015, staff reported results of community outreach and was directed to create
RFP criteria for potential affordable housing development at 802 West Main Street, 517 Park
Circle and 488 Castle Creek Road.
BACKGROUND: In a joint City-County housing work session in 2012, staff submitted a Strategic
Review of Housing study that considered the effects of job growth, neighborhood gentrification and
retirement. The study concluded that 657 new affordable workforce housing units are needed within
the urban growth boundary from 2012 to 2022. At the time, workforce housing was tasked to the City
and senior housing efforts were assigned to Pitkin County. Since 2012, approximately 100 affordable
for-sale units have been created and occupied.
The 2011 AACP states: “The design of new affordable housing should optimize density while
demonstrating compatibility with the massing, scale and character of the neighborhood.” To
achieve any of the density options for the subject properties (items 8-10 below), it will be necessary
for PPP developers to apply for re-zoning. Re-zoning has occurred in the past for publicly-
developed affordable housing projects. Such re-zoning is supported by the public benefit described
in the 2011 AACP, which states, “We believe that a strong and diverse year-round community and
a viable and healthy local workforce are fundamental cornerstones for the sustainability of the
Aspen Area community.”
DISCUSSION: Council directed staff to draft criteria for potential affordable housing
development at 802 West Main Street, 517 Park Circle and 488 Castle Creek Road. Staff has
developed the attached draft RFP (Exhibit A). The RFP may be used to solicit proposals for public
private partnerships (PPPs), which Council could utilize to create affordable housing.
When evaluating housing development PPP proposals, staff would intend to compare the top
proposals to the option of the City acting as the developer. When the City acts as a developer, the
staff must contract with multiple organizations and manage all of the tasks and responsibilities of
a developer, and invest tax dollars for the cost of the entire project. If a PPP is utilized instead,
there are fewer tasks for the staff to manage, may access the private developer’s investment capital,
and the staff can instead focus on enforcement of the PPP contract and ensure that the PPP
developer is delivering as expected. The PPP described in the attached draft RFP may be similar
to the design-build 'developer model' which the City used to create Burlingame Phase I, but a major
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difference would be that it would provide PPP developers with a long-term quality incentive due
to the requirement that the PPP developer include long-term operation of facilities as part of the
PPP contract.
Use of a PPP may result in more efficient project delivery, but it will require a multifaceted staff
oversight approach. Staff proposes the following approach: (1) City Manager's Office housing
development project manager would administer/enforce the overall program of the PPP contract
and maintain project reporting and accounting, (2) Capital Asset Department staff would perform
construction management (3) Housing Office staff would administer/enforce operations and
management, such as ensuring tenant qualification. This multifaceted approach would provide a
high level of overall PPP oversight, without the need to contract for costly additional consulting
services to manage all the tasks of a developer such as procuring building permits, coordinating
surveyors, geotechnical engineers, materials testing, legal filings and recordings, responsibility for
design inaccuracies and necessary corrections as well as management of warranties.
Development Criteria
Below is a summary of the criteria contained within the attached draft RFP (Exhibit A):
1. The City of Aspen is currently seeking PPP development proposals to create new affordable
workforce rental housing at three properties currently owned by the City of Aspen.
2. Proposals may include development of affordable housing at any or all of 802 West Main
Street, 517 Park Circle and/or 488 Castle Creek Road.
3. Any proposed housing developments at the subject sites should demonstrate a balance of the
four major goal areas of community, livability, quality and impact mitigation.
4. Proposals should verify unmet affordable rental housing demand and demonstrate proposal of
housing development to satisfy unmet demand.
5. Income levels to be served should include Category 1 through Category 4, as defined in the
Aspen/Pitkin County Affordable Housing Guidelines.
6. Units may be assigned a fixed income Category of 1, 2, 3 or 4 or may be more flexibly assigned
in a way which would allow a facility to operate with some target average income category.
This may be dependent upon what project financing, such as tax credits or other financing
sources, will allow.
7. Proposals should include an assessment of existing neighborhoods and should provide
conceptual designs which attempt to harmonize with surrounding properties, create an
appropriate balance of housing and neighborhood connection, create neighborhood
enhancements which will become community assets and reintroduce a taste of Aspen’s
historical architecture into existing neighborhoods.
8. 802 West Main Street density scenarios presented to the community included 12 units, 10 units
and 8 units with 1 and 2 bedrooms. The higher density scenarios were generally more supported
by the overall public, but people who live in close proximity to the property had concerns
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which suggested that all of these densities are too high for the neighborhood to comfortably
support.
9. 517 Park Circle density scenarios presented to the community included 16 units, 13 units and
10 units with 1 and 2 bedrooms. The higher density scenarios were generally more supported
by the overall public, and any designs proposed should address the concerns of the neighboring
homeowner, whether by providing separation and height consideration or by other means.
10. 488 Castle Creek Road density scenarios presented to the community included 32 units, 24
units and 16 units with 1 and 2 bedrooms, although designs should consider fulfillment of a
seasonal housing component and/or ‘senior-friendly designs’. There was little to no pushback
on the higher density scenarios, although there may be sensitivity to the appearance of the
development as homeowners further up Castle Creek Road drive past the facility.
11. To achieve housing goals at all properties, it may be necessary to request re-zoning per part
700, Zone Districts, of City of Aspen, Title 26: Land Use Regulations.
12. On-site parking requirement of one parking space per unit.
13. Proposals should include an assessment of existing utilities, access, neighborhood connections,
and site grading and should make reasonable allowances for improvements as needed to
facilitate development.
14. The quality of facilities/structures proposed for development shall be largely defined by the
building codes in place with the City of Aspen Building Department and should consider the
USDOE’s Building America climate specific guidance. High STC ratings should be sought for
separation of dwelling units to mitigate unit-to-unit sound and vibration transmission.
15. Proposals may include site-constructed housing structures or factory-built modular
construction. Designs must include protection from snow and moisture as well as U/V
exposure due to intense sun and should avoid overuse of maintenance-intensive gutters,
downspouts and heat tape. Designs should provide positive drainage away from structures in
a manner compliant with the Urban Runoff Management Plan.
16. Designs should provide a high level of functional livability in affordable workforce housing,
such as:
16.1. Livable Area: 1-bedroom units shall be 700 Sq. Ft. net livable area. 2-bedroom units
shall be 900 Sq. Ft. net livable area.
16.2. Accessibility: Include ADA Type A units as required. Use of ADA Type B and Type
C standards is encouraged and may serve as a standard for ‘senior-friendly’ unit design.
16.3. Townhouses/Flats: Townhouse or flat units may be considered in any combination
including stacked flats or townhouses above or below flats. Use of stacked flats requires
careful consideration for floor/ceiling noise and vibration control.
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16.4. Below-Grade Living: No entire unit should be located below grade, and every effort
need be made to deliver natural sunlight to below-grade levels whether by sloping grade
to provide walk-out or through the use of window wells.
16.5. Minimum Bedroom Dimensions: No bedroom dimension should be less than 10 feet.
Closets should not impede the minimum dimension.
16.6. Bedroom Closets: Each bedroom should have at least one appropriately sized closet.
16.7. Living Areas: Living areas should be no narrower than 11.5 feet.
16.8. Non-Bedroom Storage and Mechanical: Appropriately sized storage space should be
provided.
16.9. Ceiling Heights: Flat ceilings heights of 8.5 to 9 feet are encouraged.
16.10. Bathrooms: 1-bedroom units should include 1 bathroom with tub. 2-bedroom units
should include 1.75-2 bathrooms with tub/shower or tub/tub.
16.11. Durable kitchen countertops and cabinets should be provided in appropriate quality and
quantity for storage, including pantry.
16.12. Appliances: Certified Energy Star clothes washers and dryers are optional. If not
included in each unit, space and plumbing/electrical and ducting should be included
within each unit for clothes washers and dryers to be added in the future. If clothes
washers and dryers are not provided in each unit, clothes washers and dryers should be
provided in a common laundry room, in which case certified Energy Star commercial
washers and dryers should be provided. A freestanding range and a certified Energy
Star refrigerator are required in each unit. Certified Energy Star dishwashers are
optional, but if not provided, dedicated cabinet space should be provided where future
dishwasher may be added. Microwave ovens and garbage disposals are optional.
16.13. Windows/Doors: Certified Energy Star for Northern Climate Zone.
16.14. Flooring: Cost-conscious, responsible, efficient, durable, maintainable and/or
renewable flooring materials, recycled wood or responsibly manufactured wood
flooring products or carpets.
16.15. Trash/Mail: On site trash and mail facilities should carefully consider lighting and
security for presence of black bears. Trash facilities should include ample space for
recycling.
16.16. Patios/Balconies: Outdoor spaces are encouraged and should carefully consider
protection from snow shedding and snow melting as well as rain and sun exposure.
16.17. Indoor Lighting: Energy-efficient lighting should be provided with a combination of
fixtures and switched outlets.
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16.18. Exterior Lighting: Low but safe and energy efficient levels of dark skies compliant site
lighting should be provided.
16.19. Materials: Durable, responsible materials should generally be used. Use low-VOC
materials in indoor spaces.
17. Sustainability: USDOE’s Building America program or other programs where investments
provide measurable benefits for energy-efficiency. Investment in additional sustainability
elements should be prioritized based on meaningful returns.
18. Mechanical Systems: Each unit should have individual space heating and domestic hot water
heating facilities and should be individually metered for water and utilities.
19. Energy Conservation: Consider photovoltaic solar systems to offset fuel cost and energy
consumed through mainly electric space heating and domestic hot water systems.
20. Water Conservation: Consider methodologies to recycle or re-use runoff from impervious area
so that additional benefits may be achieved, given that treatment of runoff is required under
the Urban Runoff Management Plan.
21. Proposals must include long-term operation, management and maintenance of rental facilities
developed. Include an operational plan and propose terms for management and maintenance
of facilities. A capital reserve study and capital savings plan will be required.
22. Include total cost of development estimates, income, operating expenses, sources and uses of
funds including public and private capital contributions, cash flows, profit/loss estimates and
identify any funding gaps. Include sources of external funding such as grants, debt or tax credit
financing and/or where City of Aspen capital is required and letters of interest from lenders,
grant providers, equity investors, and mortgage and investment bankers with description and
analysis of rate(s) of return to equity investors, if any, as well as description and analysis of
rate(s) of return to the City and or APCHA, if any and identification of potential TABOR
implications, if any, with proposed strategies, cures or remedies, if available and/or possible.
23. Include description with diagrams of proposed ownership, development, construction and
operating structures including administrative, legal and financial roles and responsibilities for
all entities named, including citation of legal authority for structures.
24. Provide any land-lease information. Specify whether developer or City would remain owner
of property and improvements during PPP operation of facilities. Specify final transfer and
ownership of facilities at end of PPP.
25. City of Aspen shall maintain opportunity to convert the facility to for-sale condominiums,
whether at the end of a land lease or PPP operation.
26. Proposals should include a summary of anticipated contract terms expected from the City and
should highlight terms dealing with any and all City actions as may be required.
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27. No Affordable Housing mitigation credits shall be part of any agreement.
28. City of Aspen will compare top proposals to the option of the City acting as the developer.
Aspen City Council may choose to engage a PPP developer or may instead choose to act as
the developer.
29. If a PPP proposal is selected and upon execution of a negotiated development agreement, PPP
developer will be expected to initiate a pre-application conference and submit a development
application which may include a request for re-zoning and shall initiate a development review
process. PPP developers should carefully and realistically consider the development review
process in assembling a project timeline.
30. City should provide a lengthy bid period to ensure competitive participation.
FINANCIAL/BUDGET IMPACTS: At a budget work session on October 20, 2015, staff
presented projected 150 Housing Development fund balance to be $20+ million in 2016 and $30+
million in 2017. If the City were to provide all capital needed to build out the three subject
properties, the City’s capital outlay would be some $15 to $20 million. Depending upon PPP
financing models which may be proposed, the City’s up-front contribution may be significantly
less than this and may instead require an annual loan payment or operating subsidy. Financ ing
plans should be evaluated upon receipt of proposals.
RECOMMENDED ACTION:
Staff recommends that Council choose to issue the attached RFP, revised to serve one of the two
conditions listed below, or with similar direction to be determined by Council:
(1) Leave all three of the density options (items 8-10 above) in the RFP, and require that PPP
developers choose which density option they can confidently propose based on their ability to
demonstrate compatibility with the massing, scale and character of the neighborhood in their
conceptual designs. This would allow Council to move forward with the RFP and evaluate
density at a later date when conceptual design drawings are available; or,
(2) Specify densities consistent with a 62.5% utilization level per Council’s recent fee-in-lieu of
housing mitigation decision and require neighborhood-sensitive conceptual designs at this
density level.
CITY MANAGER COMMENTS:
ATTACHMENTS:
Exhibit A: Draft RFP for Public Private Partnership Affordable Housing Development
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DRAFT REQUEST FOR PROPOSALS
Sealed proposals will be received at the City of Aspen Purchasing office until TBD Time and Date at which time
the proposals will be opened and reviewed, for the following City of Aspen project: 2015-XXX Public Private
Partnership Affordable Housing Development
Project may include, but is not necessarily limited to planning, development, financing, management, operation
and maintenance of affordable rental housing at three development sites.
Complete proposal packages are available to download from www.rockymountainbidsystem.com Vendors must
be registered to view the bid packages. There is no charge to register. Call 1-800-835-4603 if you need assistance
registering.
A pre-proposal conference will be held in the TBD Location at TBD Time and Date. Attendance at the pre-proposal
conference is mandatory.
The City reserves the right to reject any or all Proposals or accept what is, in its judgment, the Proposal which is
in the City's best interest. The City further reserves the right, in the best interests of the City, to waive any technical
defects or irregularities in any and all Proposals submitted.
Pursuant to the Colorado Open Records Act, C.R.S. Section 24-72-200.1 (CORA), any and all of the documents that
are submitted to the City of Aspen may be deemed public records subject to examination and inspection by third
parties. The City of Aspen reserves the right, at its sole discretion, to release for inspection or copying any
document, plan, specification, proposal or other writing submitted pursuant to this request.
The Proposal must be placed in an envelope securely sealed therein and labeled: “Proposal for 2015-XXX Public
Private Partnership Affordable Housing Development”. The City cannot accept late, faxed, or emailed proposals.
Discussion may be conducted with responsible offerors who submit Proposals determined to be reasonably
susceptible to be selected for award for purpose of clarification to assure full understanding of, and
responsiveness to the solicitation requirements.
In addition to price, the criteria set forth in the included RFP document may be considered in judging which
Proposal may be deemed to be in the best interests of the City of Aspen.
BY ORDER OF THE CITY OF ASPEN, COLORADO
Rebecca Hodgson, Purchasing
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TABLE OF CONTENTS
Introduction ................................................................................................................................................... 4
Purpose and Goals ............................................................................................................................ 4
Affordable Housing Need .............................................................................................................................. 5
Housing Market Conditions .............................................................................................................. 5
Income Levels Served ....................................................................................................................... 5
Affordable Housing Development Sites ........................................................................................................ 6
802 West Main Street, Aspen, CO .................................................................................................... 6
517 Park Circle, Aspen, CO ............................................................................................................... 7
488 Castle Creek Road, Aspen, CO ................................................................................................... 7
Design Considerations ................................................................................................................................... 9
Neighborhood Sensitivity ................................................................................................................. 9
Site Improvements ........................................................................................................................... 9
Construction Quality......................................................................................................................... 9
Regional Climate ............................................................................................................................... 9
Livability .......................................................................................................................................... 10
Sustainability .................................................................................................................................. 12
Energy Conservation....................................................................................................................... 12
Water Conservation ....................................................................................................................... 12
Operation, Management, Maintenance...................................................................................................... 13
Capital Planning .............................................................................................................................. 13
Required Proposal Elements ....................................................................................................................... 13
Proposed Development .................................................................................................................. 13
Developer Qualifications ................................................................................................................ 14
Financial .......................................................................................................................................... 14
PPP Structure .................................................................................................................................. 15
Proposal Process .......................................................................................................................................... 16
Procurement Timeline .................................................................................................................... 16
Intent to Participate ....................................................................................................................... 16
Questions ........................................................................................................................................ 16
Proposal Submission and Format ................................................................................................... 16
Evaluation Criteria .......................................................................................................................... 17
Interviews ....................................................................................................................................... 18
Selection / Post-Selection Process ................................................................................................. 18
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Contract/Legal ............................................................................................................................................. 18
Confidentiality ............................................................................................................................................. 18
List of Attachments...................................................................................................................................... 18
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INTRODUCTION
A thriving workforce who live in the community where they work is a fundamental cornerstone of the year-round
Aspen-area community. But the gap between free market home prices and rents in the Aspen area as compared
to what local workers can afford to pay still precludes many local workers from living in the same community
where they work. Planning for new development of affordable workforce housing is necessary to not only stem
the loss of workforce housing in the free market, but also to offset the effects of job growth and workforce
retirement as well.
The City of Aspen is committed to supporting affordable workforce housing because it supports a stable local
community that is invested in the present and the future. Opportunities for people to live in the community where
they work foster improved year-round vitality in Aspen’s neighborhoods, a more resilient local economy, reduced
transportation impacts, increased citizen participation in civic affairs, non-profit activities and recreation
programs. In turn, this adds value to Aspen’s tourism-based economy in the form of an overall improved visitor
experience – enhanced by an appreciation of Aspen’s genuine, year-round, lights-on community and diverse mix
of people – which keeps visitors coming back to the Aspen area year after year.
Through the use of a Public Private Partnership (PPP) to develop affordable workforce housing, the City of Aspen
expects to achieve benefits for the community, such as better value and more efficient project delivery with a
high level of certainty and minimized public subsidies. It is important that any affordable workforce housing
proposed suit the workforce housing need at the time, fit the fabric of the neighborhood, respect the
environment, address transportation impacts, address impacts on public resources, and be responsive to Aspen’s
history as well as to site-specific considerations. The criteria established in this request for proposals (RFP)
document shall be used to guide the development of PPP proposals for development of new affordable workforce
housing in Aspen.
PURPOSE AND GOALS
The City of Aspen is currently seeking PPP development proposals to create new affordable workforce housing at
three properties currently owned by the City of Aspen. Proposed housing developments at the subject sites should
demonstrate a balance of the following four major goal areas:
Community:
Create an appropriate balance of affordable housing and neighborhood connection
Enhance the fabric of the neighborhood and harmonize with surrounding properties
Create neighborhood enhancements which will become community assets
Reintroduce a taste of Aspen’s historical architecture into existing neighborhoods
Livability:
Accommodate a range of income levels consistent with current workforce housing need
Design sites and facilities in a way that responds to residents’ needs for a highly-functional, comfortable and
safe, sustainable living environment
Create a flexible living environment which meets the needs of active workforce and simultaneously may
accommodate retired workforce who may wish to downsize their dwelling needs
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Quality:
Specify high-quality construction, building materials, assemblies and systems that deliver comfortable,
reliable, durable, efficient and safe homes that will endure throughout time
Achieve a high level of environmental sustainability which prioritizes investments based upon meaningful
returns
Utilize a construction methodology that will address the need for efficient, high-quality construction while
balancing concerns about project cost and utilization of local labor
Impact Mitigation:
Minimize neighborhood impacts by harmonizing with surrounding neighborhood
Conserve use of public resources through modern infill development principles
Minimize long-term total cost of ownership by providing facilities and systems which will not require intensive
levels of operational and/or capital maintenance
Minimize impacts of construction on residents and visitors
AFFORDABLE HOUSING N EED
Through the use of community outreach performed in 2015 by City of Aspen staff, and as has been confirmed by
Aspen City Council, the current need to be fulfilled consists of primarily long-term (>6 months) affordable rental
housing for active workforce and secondarily for seasonal (3-6 months) affordable rental housing for active
workforce, as well as for potential integration of ‘senior friendly’ designs into the long-term component at these
sites, to potentially accommodate retired workforce.
HOUSING M ARKET CONDITIONS
Community outreach performed by City of Aspen, local media articles in recent months/years as well as recent
anecdotal evidence suggest that there are significant levels of unmet demand for affordable rental workforce
housing in the Aspen area. PPP development proposals are expected to verify such unmet demand and
demonstrate proposal of housing development to satisfy unmet demand.
INCOME LEVELS SERVED
Although grant funding may require some modification due to inconsistency of income ranges, household income
levels proposed to be served should be based in part upon Tables I and II in Part II of the Aspen/Pitkin County
Housing Authority Guidelines (“the Guidelines”, available at www.APCHA.org). Although grant funding may
require some modification due to inconsistency of affordable rent ranges, rents proposed should be based in part
upon Table IV in Part III of the Guidelines. The current need to be served should include Category 1 through
Category 4 income levels as defined in the Guidelines.
Aspen City Council is interested in serving the Category 1 through Category 4 income levels in potentially two
ways: (1) Deed restrictions may be placed upon individual units such that each unit is assigned a specific Category
of 1, 2, 3 or 4 or an otherwise specifically defined income level to be served, and which is not flexible once
established, or (2) Deed restrictions may be placed upon individual units such that each unit is assigned a specific
Category of RO (see the Guidelines) or an otherwise defined wide range of income levels to be served, and which
may be further governed by written agreement or development order that the facility may or may not have a
specific average target Category or similarly defined average income level to be served, in order to maintain a
certain business plan. The former of the two methodologies is included to potentially accommodate grants or tax
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credits while the latter of the two methodologies is included to allow for the potential of a more flexible solution
which would serve income levels as they fluctuate from year to year. Other reasonable methodologies may also
be considered. PPP development proposals with any of the above described methodologies should provide
rationale for any programs proposed and should describe how the proposed program benefits the Aspen
community.
AFFORDABLE HOUSING DEVELOPMENT SITES
Proposals may include development of affordable housing at any or all of the locations discussed below.
802 WEST MAIN STREET , ASPEN, CO
802 West Main Street is a 9,000 square foot property located at 802 West Main Street in Aspen at the “s-curves”
entrance to Aspen on Colorado State Highway 82 at the northwest corner of 7th and West Main Streets. Access
to the site is challenged by through traffic on SH82 and is on an existing bus route. The site is a corner lot wi th
two-story neighboring residential property adjacent to the west and three-story neighboring residential property
to the north across an alley which is used for vehicular access and parking. The grade of the site is level, and there
is an existing single family residence which will need to be deconstructed and replaced. It is believed that the
existing utility services will need to be upgraded, although this is yet to be verified. Diagonally across the street
from 802 West Main is an affordable housing facility known as “7th and Main”, a three-story condo facility which
is nicely suited to the neighborhood architecturally and which provides a hint of historical relevance, but which
does not have the same constraints in terms of adjacent neighboring property heights.
There are numerous nearby mixed-use and residential developments. Homeowners in some nearby residential
facilities have expressed concerns about potential neighborhood impacts caused by any density to be proposed
at the 802 West Main site. The City of Aspen presented three utilization scenarios to the community with 12 units,
10 units and 8 units, all 1-bedroom rental units of 700 square feet each, although there has been some interest in
mixing in a few 2-bedroom units of 900 square feet each. Feedback received was mixed. Whereas the higher
density scenarios were generally more supported by the overall public, people who live in close proximity to the
property had concerns which suggested that all of these densities are too high for the neighborhood to
comfortably support. On-site parking requirements are expected to be one parking space per unit, which may be
best located in the alley and with perhaps some on-site parking also on West Main Street if necessary. Other
proposed parking solutions are also welcome.
The 802 West Main Street property is currently zoned R-15, Moderate-Density Residential. To achieve housing
goals as described, it may be necessary to request re-zoning per part 700, Zone Districts, of City of Aspen, Title 26:
Land Use Regulations. Requests for re-zoning should include information for use by City Council which would
provide an understanding of the increased amount of residential floor area and quantity of dwelling units above
the maximum allowed under the property’s current zoning.
The City of Aspen is seeking a thoughtful design concept which will allow the 802 West Main property to be utilized
for a high level of taxpayer value while also addressing the concerns of nearby neighbors by comfortably fitting
into the fabric of the existing neighborhood. Any conceptual designs presented should demonstrate consideration
for these concerns as well as concerns related to access, parking, transportation and other impacts associated
with increased population in the neighborhood and connections to surroundings.
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517 PARK CIRCLE , ASPEN, CO
517 Park Circle is a 14,458 square foot property located near the top of a hill at 517 Park Circle near Aspen’s north-
east boundary. Access to the site is challenged by a curve in the narrow roadway where a local bus passes the
property every 20 minutes, 7 days a week. Proposals should consider addition of a bus stop near the top of the
hill to provide access to the bus and to calm the speed of the bus as it passes the facility.
The site topography slopes downward to the west and provides opportunity for magnificent west -facing views
which overlook the adjacent tennis facility. On-site parking requirements are expected to be one parking space
per unit, and the sloping site may provide an opportunity to provide such parking on the lowest level of the west
boundary of the property, perhaps under a podium structure and perhaps with access around such structure via
the north or south property boundary. Other means of providing on-site parking may be considered as well. There
appears to be little or no opportunity for on-street parking. The grade of the site is currently organized as two
benches, and the western property boundary awkwardly interrupts the lower of the two. Soils testing is yet to be
performed, and given the grading of the site there may be engineering challenges related to fill. It has also been
rumored that soil contamination remediation may be necessary, but this is yet to be verified. It is believed that it
will be necessary to provide new utility services to the site, although this is yet to be verified.
The neighborhood is a mix of affordable housing facilities and private residential dwellings. There is an existing
home immediately adjacent to the southwest at 515 Park Circle, and the owners of that home have expressed
concerns about any development at the 517 site. Any conceptual designs proposed should address the concerns
of the neighboring homeowner, whether by providing separation and height consideration or by other means.
The City of Aspen presented three utilization scenarios to the community with 16 units, 13 units and 10 units, all
1-bedroom rental units of 700 square feet each, although there has been some interest in mixing in a few 2 -
bedroom units of 900 square feet each. Feedback received was mixed. Whereas the higher density scenarios were
generally more supported by the overall public, people who live in close proximity to the property had concerns
which suggested that all of these densities are too high for the neighborhood to comfortably support.
The 517 Park Circle property is currently zoned R-15, Moderate-Density Residential. To achieve housing goals as
described, it may be necessary to request re-zoning per part 700 – Zone Districts, of City of Aspen, Title 26: Land
Use Regulations. Requests for re-zoning should include information for use by City Council which would provide
an understanding of the increased amount of residential floor area and quantity of dwelling units above the
maximum allowed under the property’s current zoning.
The City of Aspen is seeking a thoughtful design which will allow the 517 Park Circle property to be utilized for a
high level of taxpayer value while also addressing the concerns of nearby neighbors by comfortably fitting into the
fabric of the existing neighborhood. Any conceptual designs presented should demonstrate consideration for
these concerns as well as concerns related to access, parking, transportation and other impacts associated with
increased population in the neighborhood and connections to surroundings.
488 CASTLE CREEK ROA D , ASPEN, CO
488 Castle Creek Road is a 35,895 square foot property located on Castle Creek Road, south of the traffic circle at
the entrance to Aspen. Access to this site is challenged by a curve in the roadway on Castle Creek Road. Site
topography consists of a large benched area, believed to be composed of fill, with steep slopes around the edges
of the property. These features may pose significant engineering challenges, and soils testing is yet to be
performed. There was previously a single family home on the site, and it is believed that utility services will need
to be upgraded to the site, although this is yet to be verified. On-site parking requirements are expected to be
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one parking space per unit, and there appears to be space enough for this to be served via surface parking,
although alternative parking solutions are welcome. There appears to be no opportunity for on-street parking.
There is a transit stop across the street at the entrance to the HHS facilities, but access from the 488 Castle Creek
site will require improvement, perhaps via the walking path which exists today coming from the Marolt site up
the hill and across Castle Creek Road toward the HHS parking area.
The neighboring property to the northeast is the Marolt seasonal housing facility, which has dorm-like units and
which sits lower than the 488 Castle Creek site. Across Castle Creek Road to the west is an existing affordable
rental facility known as Castle Ridge. Located further up the hill from Castle Ridge is yet another affordable housing
facility known as Water Place. Nearby to the northwest are the Pitkin County Health and Human Services (HHS)
facilities as well as Aspen Valley Hospital (AVH), including affordable housing on the hospital property. Because of
the proximity to the Marolt seasonal housing facility, it has been discussed that it may be a good idea to create a
seasonal rental housing component at the 488 Castle Creek site. To fulfill the seasonal component, it has been
discussed that the City should consider the use of 4-bedroom rental units, with bedrooms at each corner
surrounding a central living, kitchen, dining area. Units of this nature have been successful at fulfilling the seasonal
rental housing need at a some area facilities, but it should also perhaps be considered that the use of 2-bedroom
units might be an equally successfully manner to house seasonal workers while also providing operational
flexibility as long-term rental units. Proposals should consider both approaches, make recommendations and
provide rationale. To a lesser intensity, it has also been suggested that due to the proximity to the nearby HHS
and AVH facilities, the site may be well suited for workforce retirees. Rather than purpose -built housing for
independent seniors, it has also been discussed that ‘senior-friendly’ rental housing may be achievable, if
appropriate, by utilizing the ADA Type B and Type C standards, providing on-grade access to units with few, if any,
stairs and with units which may be later upgraded to Type A if necessary. Mixing these user groups as
contemplated would be a challenge and may require separation of facilities via some means, if possible, otherwise
perhaps the ‘senior-friendly’ component may be better served at the other properties described herein.
The City of Aspen presented three utilization scenarios to the community with 32 units, 24 units and 16 units, all
1-bedroom rental units of 700 square feet each. There was little to no pushback on the higher density scenarios,
but it has been suggested that there may be some concerns from residents further up Castle Creek Road who may
be sensitive to the appearance of the development as they pass by on Castle Creek Road.
The 488 Castle Creek property is currently zoned R-15A, Moderate-Density Residential. To achieve housing goals
as described, it may be necessary to request re-zoning per part 700, Zone Districts, of City of Aspen, Title 26: Land
Use Regulations. Requests for re-zoning should include information for use by City Council which would provide
an understanding of the increased amount of residential floor area and quantity of dwelling units above the
maximum allowed under the property’s current zoning. The 488 Castle Creek property is also currently subdivided
into two lots which may also need to be combined, either as a separate action or as part of the same request.
The City of Aspen is seeking a thoughtful design which will allow the 488 Castle Creek property to be utilized for a
high level of taxpayer value while addressing the uses and density concerns discussed. Any conceptual designs
presented should demonstrate consideration for these concerns as well as concerns related to access, parking,
transportation and other impacts associated with increased population in the neighborhood and connections to
surroundings.
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DESIGN CONSIDERATION S
Conceptual designs should take into consideration the information provided in this section.
NEIGHBORHOOD SENSITI VITY
It is imperative that any housing designs proposed harmonize with surrounding properties, create an appropriate
balance of housing and neighborhood connection, create neighborhood enhancements which will become
community assets and reintroduce a taste of Aspen’s historical architecture into existing neighborhoods. PPP
proposals should include an assessment of existing neighborhoods and should provide conceptual designs which
attempt to balance these considerations.
SITE IMPROVEMENTS
The subject sites have varying levels of readiness in terms of utilities, access, neighborhood connections, site
grading and the like. PPP proposals should include an assessment of existing conditions, to the extent possible,
and should make reasonable allowances for improvements as needed to facilitate development. Upon notification
of Intent to Participate, non-intrusive site visits are encouraged.
C O NSTRUCTION Q UALIT Y
The quality of facilities/structures proposed for development shall be largely defined by the building codes in place
with the City of Aspen Building Department at the time of building permit application. In recent projects, the City
of Aspen has chosen to utilize a strategy of site-constructed low-air-infiltration building envelopes with blown-in
insulation and with a rain screen application, where an air gap exists between exterior rigid insulation and cladding
- in a manner consistent with the USDOE’s Building America climate specific guidance. In the same recent City
projects, STC ratings of 60+ were sought for separation of dwelling units to mitigate unit-to-unit sound and
vibration transmission, and STC ratings of 45+ were sought for interior partition walls for in-unit privacy.
Appropriate ventilation need also be considered. The City of Aspen recognizes that there may be benefits to the
local economy if local labor is used to site-construct housing structures. The City likewise recognizes that there
may be benefits in terms of efficiency and quality assurance if factory-built modular structures are constructed.
PPP proposals should include appropriate recommendations and describe what is proposed along with rationale.
REGIONAL CLIMATE
Aspen, Colorado sits at 7,890 feet elevation amid the Elk Mountain range within the North American Rocky
Mountains and averages nearly 180 inches of snowfall and 300 days of intense sunshine annually. Any built
environment must consider protection from these elements. This includes a safe and effective snow shed (or
storage) strategy for roofs over living areas, parking structures, porches, balconies and the like as well as
protection of materials using finishes which can withstand intense U/V radiation. Snow piling and daily freeze-
thaw cycles in south and west facing exposures must be considered as should more often shaded east and north
facing exposures, where snow piles tend to linger, sometimes frozen until spring. Consider use of extra-durable
cladding materials, such as corrugated metal or the like, in areas where snow will pile up against buildings. South
and west facing window exposures require proper awning or roof overhang consideration for winter and summer
sun angles to avoid overheating. To avoid high annual maintenance costs, it is important to avoid overuse of
maintenance-intensive quantities of gutters, downspouts and heat tape, and it is critical to provide positive
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drainage away from structures in a manner compliant with regulations governed by the City of Aspen Engineering
Department Urban Runoff Management Plan. PPP proposals should include appropriate recommendations and
describe what is proposed along with rationale.
LIVABILITY
The City of Aspen is committed to providing a high level of functional livability in affordable workforce housing.
With almost 3,000 affordable housing units in the Aspen/Pitkin County Housing Authority (APCHA) program
inventory, the City of Aspen has received significant feedback regarding what works and what doesn’t work in
affordable housing facilities and units.
Livable Area: In the past, APCHA program standards allowed lower income housing to be smaller than higher
income housing. For the purpose of social equity and to allow for income categories to more readily be modified
from unit to unit when necessary, APCHA’s unit size minimums were recently modified such that all 1 -bedroom
units shall be no less than 700 Sq. Ft. net area, and 2-bedroom units shall be no less than 900 Sq. Ft. net area.
Going more than 5% above the minimums is not recommended for the purposes of cost-control. Standardization
of units to some degree, for enhanced repeatability during construction, may also be utilized to provide additional
cost control opportunity.
Accessibility: Include ADA Type A units as required. The use of ADA Type B and Type C standards is encouraged,
as appropriate and where achievable, and to perhaps serve as standards for ‘senior-friendly’ designs, if
appropriate. Be sure to carefully coordinate access and doorway thresholds along with structural and dimensional
requirements related to accessibility.
Townhouses/Flats: Townhouse or flat units may be considered in any combination including stacked flats or
townhouses above or below flats. Use of stacked flats requires careful consideration for access. Sloping sites can
help provide access to upper and lower level stacked flats. Use of stacked flats also requires careful consideration
for floor/ceiling noise and vibration control. Townhouse units often require careful consideration of width of living
space due to stairwells and often must carefully consider use of space under stairs so space is not wasted.
Below-Grade Living: Living space which is below grade can be a valuable way to utilize limited lot area, but no
entire unit should be located below grade, and every effort need be made to deliver natural sunlight to belo w-
grade levels whether by sloping grade to provide walk-out or through the use of window wells, even in locations
where not required for bedroom egress. On flat lots, partially below grade garden level units can save on overall
building height and valuable floor area while still maintaining sunlight, but require careful planning for access.
Minimum Bedroom Dimensions: No bedroom dimension should be less than 10 feet, preferably no less than 10.5
feet. Closets should not impede the minimum dimension.
Bedroom Closets: Each bedroom should have at least one closet, appropriately sized at roughly 10-20% of the
usable bedroom area.
Living Areas: Living areas should be no narrower than 11.5 feet, with preference for 13-14 feet.
Non-Bedroom Storage and Mechanical: Whether in a dedicated space within the unit or in an exterior
weatherproof lockable space, storage space should be provided and should be appropriately sized at roughly 10-
20% of the livable unit area. Storage space should be conveniently located, such as inside or adjacent to the unit
or adjacent to an assigned parking space or a combination of all of these. Storage space may be combined with
mechanical space, as long as appropriate clearances exist for safety and usability. If storage space is provided
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within the unit, this is typically considered part of the livable area of the unit. If space allows, coat closets are
desirable, even if small or even if a hanging bar in a corner of a larger storage/mechanical room.
Ceiling Heights: It is unlikely that vaulted interior spaces can be provided in a manner which responsibly utilizes
space, ensures constructability, efficiently utilizes energy for space heating and does not make it extremely
difficult to change lightbulbs. If included, please explain how these factors are managed. Flat ceilings should
generally be no less than 8 feet in height, however heights of 8.5 to 9 feet are encouraged to provide users with
a greater sense of commodiousness where possible and appropriate. Flat ceilings may be reasonably interrupted
by soffits where necessary or to facilitate greater constructability. For the purposes of cost-control, ceiling surface
mount light fixtures are encouraged over ceiling fan fixtures.
Bathrooms: Where possible and appropriate, it is preferred that 1-bedroom units include 1 bathroom with tub
and 2-bedroom units include 1.75-2 bathrooms with tub/shower or tub/tub. Avoid plumbing on exterior walls and
exhaust in a manner consistent with envelope strategy.
Kitchen/Living/Dining: For efficiency, open plans often work well, although some useful kitchen partitioning is
sometimes seen in affordable housing to facilitate additional cabinet space. Durable kitchen countertops and
cabinets should be provided in appropriate quality and quantity for storage, including pantry.
Appliances: In each unit, an appropriate freestanding range is required as is a certified Energy Star refrigerator.
Microwave ovens are optional, but it may be worthwhile to consider incremental cost of over -the-range
microwave oven to facilitate range exhaust as required. Certified Energy Star dishwashers are optional, but if not
provided, dedicated cabinet space should be provided where future dishwasher may be added. Certified Energy
Star garbage disposals are optional, but if included, consider double sinks. Certified Energy Star clothes washers
and dryers are optional. If not included in each unit, space and plumbing/electrical and ducting should be included
within each unit for clothes washers and dryers to be added in the future. If clothes washers and dryers are not
provided in each unit, clothes washers and dryers should be provided in a common laundry room, in which case
certified Energy Star commercial washers and dryers should be provided.
Windows/Doors: At a minimum, provide certified Energy Star for Northern Climate Zone. In recent projects, the
City of Aspen used low-E, triple glazed windows.
Flooring: Consider the use of cost-conscious, responsible, efficient, durable, maintainable and/or renewable
flooring materials, recycled wood or responsibly manufactured wood flooring products, whether recyclable or
containing recycled content or which use managed forestry. Minimize use of synthetic carpeting to bedrooms, if
included, and minimize products which emit noxious gases. Flooring/trim should be appropriately finished and
caulked.
Trash/Mail: On site trash and mail facilities should carefully consider lighting and security for presence of black
bears. Trash facilities should include ample space for recycling.
Patios/Balconies: Outdoor spaces are encouraged and should carefully consider protection from snow shedding
and snow melting as well as rain and sun exposure.
Indoor Lighting: Energy-efficient lighting should be provided. With the exception of kitchens and bathrooms, it is
expected that interior lighting will consist of a combination of ceiling fixtures along with table and floor lamps.
Thus switched outlets may be provided along with some ceiling fixtures to achieve a blend of lighting alternatives.
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Exterior Lighting: Low but safe and energy efficient levels of site lighting should be considered. Typically not a lot
of additional dark-sky compliant site lighting is needed beyond exterior building fixtures. In recent City projects,
site lighting was over engineered to be far voluminous and intense and needed to be redesigned to provide fewer
sources and lower intensity.
Materials: Durable, responsible materials should generally be used. Use low-VOC materials in indoor spaces.
SUSTAINABILITY
In recent projects, the City of Aspen has utilized the USDOE’s Building America program for guiding principles
regarding energy conservation and sustainability. Consider use of same or other programs which may exist, where
investments provide measurable benefits regarding energy-efficiency. Investment in these and additional
sustainability elements may be considered and should be prioritized based on opportunity for meaningful returns.
ENERGY CONSERVATION
In recent projects, the City of Aspen utilized a natural-gas-fueled high efficiency condensing boiler in each unit,
where each boiler was dual-purposed for both forced-air space heating and domestic hot water. Space heating
occurred via a fan coil in each unit, and each building had a common solar thermal system which brought
preheated hot water to each in-unit boiler. Although the idea was to create simplified systems, it turns out that
equipment, mechanical plumbing connections and controls for such systems became more maintenance-intensive
than originally intended. Given rapidly decreasing costs for photovoltaic equipment and considering maintenance
of solar thermal systems, natural-gas ignition systems, non-renewable fuel, moving parts in fan coils, complex
controls, potential for leaks, noise, vibration and other complications related to mechanical-intensive systems and
also given the progression toward renewable power on the electrical grid in the Aspen area, City of Aspen staff is
considering potential benefits of relatively larger photovoltaic solar systems in an effort to significantly offset fuel
cost and energy consumed through mainly electric space heating and domestic hot water systems. Although
various methodologies may be employed, operational and capital maintenance costs of such systems must be
considered as part of the analysis, and fuel cost alone should not drive the strategic approach to mechanical
systems. Modern electric wall-mount panel heaters and/or modern electric under floor mat heating systems
multi-zoned with modern 7-day programmable electronic thermostats may be able to reliably outperform old-
style baseboard heaters (typically with failing mechanical thermostats) in terms of both energy efficiency and
aesthetic style while also providing much lower installation and maintenance costs as compared to mechanical-
intensive systems which require a great deal of plumbing, ducting, controls, testing and balance, commissioning
and associated maintenance. Along with the use of relatively larger grid-tied photovoltaic systems to offset fuel
costs, and with potential use of modern in-line domestic hot water heaters, significant improvements may be
possible as an alternative to mechanical-intensive systems which attempt to provide the same benefits. In any
case, describe what is proposed and rationale.
Rather than utilizing shared infrastructure, each unit should have individual space heating and domestic hot water
heating facilities and should be individually metered for water and utilities. This will facilitate code-compliance
and will provide incentive to reduce energy use as well as the flexibility to the City of Aspen and the APCHA for
potential condominium conversion in the future. The City of Aspen would like to maintain the opportunity to
potentially condominiumize the units, either initially or in the future, so that the units may potentially be sold to
local workforce – after the units have spent numerous years collecting rents to help pay for their creation – at
lower subsidies than new construction typically requires.
WATER CONSERVATION
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Among other details, the City of Aspen Engineering Department Urban Runoff Management Plan requires water
quality treatment and runoff at historical levels. Consider ways of avoiding additional impervious area where
possible and also consider methodologies to recycle or re-use runoff from impervious area so that additional
benefits may be achieved, given that treatment of runoff will be required anyway.
OPERATION, MANAGEMEN T, MAINTENANCE
The City of Aspen is seeking proposals which include long-term operation, management and maintenance of rental
facilities developed. PPP development proposals should include an operational plan and should propose terms for
management and maintenance of facilities. Part III, Section 6D (1a-1b) of the APCHA Guidelines discusses
operation of rental facilities and should be used to determine rents and qualification of workforce tenants. PPP
development proposals which do not include long-term operation and management of rental facilities by the PPP
developer should seek a third party manager for inclusion in the plan. Given that the City and/or APCHA are not
currently staffed for management and operation of any new facilities developed, only after consideration of third
party management partnerships will the City / APCHA consider self-management and operation of any new
facilities.
CAPITAL PLANNING
A capital reserve study and capital savings plan will be required at some point in the process, surely in its final
form prior to occupancy and perhaps in draft form as part of an entitlements process.
REQUIRED PROPOSAL EL EMENTS
Proposals should include the information requested below. Additional information may be requested at a later
time.
PROPOSED DEVELOPMENT
1. Project narrative with description of overall project vision and rationale along with a short discussion of
how the proposed development meets the City’s goals.
2. Proposed development program(s), clearly illustrated in table or list format, with proposed units, unit
sizes, bedroom mix and income mix along with rationale and short discussion of how this meets the City’s
goals. If the proposal attempts to provide the option of numerous program and financing alternates,
clearly identify alternate programs along with associated alternate financial plans as applicable.
3. Analysis of affordable housing market and need, explaining choices made for unit mix, unit sizes and
affordability mix. Engagement of a market analyst and formal market study is not required at this time; a
narrative description of your understanding of the City’s goals, APCHA’s guidelines and the market and
the rationale that led to those choices will suffice.
4. Provide concept drawings, sketches, renderings or other graphics to illustrate site plans, floor plans,
elevations and contextual illustrations, showing relationship of proposed elevations to existing
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neighborhoods along with short description of neighborhood sensitivities considered and benefits to the
City.
5. Description of processes for solicitation of neighborhood input, decision-making, conflict resolution.
6. Anticipated schedule/timetable showing planning, entitlements, construction and lease-up stages, funds
needed at each stage, sources of funds and roles and responsibilities.
7. Outline project specifications
8. Detailed property management plan, including description of marketing, qualification process and
operations.
DEVELOPER QUALIFICATIONS
1. Developer qualifications, references and reference projects and description of how the projects
referenced as experience illustrate the expertise and financial capacity to complete the project as
described herein.
2. Identification of and résumés for key staff individuals who will have responsibilities and authority for this
undertaking.
3. Identification of named entities – company and/or individual names, résumés, experience, qualifications,
references, insurance capabilities for similar undertakings, etc.
F INANCIAL
1. Include development costs, income, operating expenses and sources and uses of funds including public
and private capital contributions
2. Include total cost of development estimates, income, operating expenses, sources and uses of funds
including public and private capital contributions, cash flows, profit/loss estimates and should identify any
funding gaps.
3. Include sources of external funding sources such as grants, debt or tax credit financing and/or where City
of Aspen capital is required.
4. Letters of interest from lenders, grant providers, equity investors, and mortgage and investment bankers.
5. Description and analysis of rate(s) of return to equity investors, if any.
6. Description and analysis of rate(s) of return to the City and or APCHA, if any
7. Identification of potential TABOR implications, if any, with proposed strategies, cures or remedies, if
available and/or possible
8. Financial statements for entities proposed as sponsor, general partner, development manager, general
contractor and property manager, including statements regarding if those organizations are in the process
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of filing or have filed bankruptcy within the last five years and recent or open lawsuits, liens, etc. and
letter(s) from those firms’ financial institutions noting their financial stability.
9. A letter from a bonding or surety company indicating the bonding capacity and/or level of professional
liability insurance coverage for those organizations.
10. Funds, including predevelopment, construction/bridge, permanent grant, annual subsidies
11. Fee Waivers, if any
PPP STRUCTURE
1. Description (with diagrams) of proposed ownership, development, construction and operating structures
including administrative, legal and financial roles and responsibilities for all entities named, including
citation of legal authority for structures.
2. The City of Aspen may consider proposals where the PPP developer would lease property from the City of
Aspen (whether to facilitate financing or for other reasons) or where the City would remain owner of
property and improvements. Arrangements which provide the PPP developer with long-term quality
incentives may be preferred.
3. The City of Aspen would like to maintain an opportunity to convert the facility to for-sale condominiums
at some point in time, whether at the end of a land lease or operation/maintenance agreement term or
as an option at a point during the term of the agreement.
4. Respondents are required to provide a rationale for their proposed contract structure and a rationale for
any and all special terms and conditions being requested from the City.
5. List of actions and/or responsibilities to be requested from the City.
6. Summary of anticipated contract terms expected from the City. Respondents are required to highlight
terms dealing with any and all City actions as may be required and provide a narrative justification for
those requests and discuss/explain/justify their rationale.
7. Ordinances, applications, letters of support, zoning variances, if any.
8. No Affordable Housing mitigation credits shall be part of any agreement.
9. Additional information necessary to fully describe the proposed PPP structure.
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PROPOSAL PROCESS
A pre-proposal conference will be held in the TBD Location at TBD Time and Date. Attendance at the pre-proposal
conference is mandatory if you intend to submit a proposal.
Proposals are due TBD Time and Date. Upon receipt of PPP development proposals, City of Aspen staff will evaluate
proposals and make recommendations to City Council. In doing so, City of Aspen staff will compare the most
responsible proposals which are most closely aligned with the City’s needs to the option of the City acting as the
developer in place of utilizing a PPP. Aspen City Council may choose to work with a PPP developer or may instead
choose to act as the developer without the engagement of a PPP developer – whichever may be deemed by the
City Council at the time to be in the best interests of the City of Aspen.
In the event that Aspen City Council chooses to engage with a PPP developer over the option of the City serving
as the developer, award shall be made to the responsible offeror whose proposal is determined to be the most
advantageous to the City taking into consideration price, the evaluation criteria listed below, local preference, and
the additional evaluation criteria set forth in section 4.12.020 (f) of the City of Aspen Procurement Code.
PROCUREMENT TIMELINE
The City estimates the following procurement timeline and reserves the right to modify it at any time.
RFP Issued TBD
Mandatory Pre-Bid Conference TBD
RFP Questions Close TBD
Proposals Due TBD
Evaluation period TBD
Notification to proposers TBD
INTENT TO PARTICIPAT E
Interested bidders should attend the mandatory pre-bid conference and must communicate their intent to
participate in this procurement process to Rebecca.Hodgson@cityofaspen.com. Submitting your intent to
participate ensures that you will receive all communication and addendums for this project.
QUESTIONS
Questions may be submitted directly to Rebecca.Hodgson@cityofaspen.com. Any request for additional contact
with staff during the bid period may be determined based upon the complexity of question(s) received and
necessity of direct contact with staff. Questions received, answers and other clarifications will be distributed to
all bidders who have registered their intent to participate and/or posted to the Rocky Mountain Bid System
website, www.rockymountainbidsystem.com.
PROPOSAL SUBMISSION AND FORMAT
Proposal submission requires one (1) hardcopy of the proposal, printed entirely on double-sided 8.5x11 paper,
and one (1) electronic submittal on an accompanying USB flash drive. With the exception of a plastic binding comb
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or spiral, please otherwise refrain from submitting unnecessary plastic binding materials. The electronic submittal
must be compiled into one single pdf file and should be reduced to less than 15MB file size.
Proposal hardcopy and flash drive should be placed in a sealed envelope or box, labeled with your contact
information and clearly labeled on the outside of the envelope or box: “Proposal for 2015-XXX Public Private
Partnership Affordable Housing Development. If using a carrier’s envelope or box, it must be marked on the
outside of it as well.
Proposals must be received by Rebecca Hodgson, Aspen City Hall, 130 South Galena Street, Aspen, Colorado,
81611 before TBD Time and Date.
The City cannot accept late, faxed, or emailed proposals. Weather conditions often delay carrier package delivery.
It is your responsibility to allow sufficient time for package delivery and to verify that your proposal was received.
Proposals received after the specified closing date may be returned unopened.
EVALUATION CRITERIA
The City reserves the right to select the proposer that it deems, in its sole discretion, to have presented a proposal
that is in the best interests of the City. Evaluation criteria may include and are not necessarily limited to:
1. Extent to which developers are able to demonstrate the capacity to create affordable housing of
appropriate quality, meet the City’s recommended building program and identify and control the financial
impact to the City of Aspen. PPP development proposals should strive to minimize or eliminate up‐front
subsidy from the City, above and beyond the provision of the land, with a limited to no annual operational
subsidy from the City.
2. Developers are expected to seek and include funding opportunities that will achieve the City’s goals in a
timely, realistic and economically feasible manner, given current market, economic, regulatory and
statutory conditions. The extent to which these considerations are met and/or satisfactorily addressed
will weigh heavily in the evaluation process.
3. Demonstrated responsiveness to City’s goals and vision for these properties.
4. Compatibility of developer’s project vision and general development concept with City’s goals and the
quality and breadth of schematic approach to the project.
5. Demonstrated understanding of the City’s goals for these properties clearly and concisely reflected in the
development concept, including qualifications and experience of the development firm and/or principals
and demonstrated experience in the development of comparable housing projects.
6. Experience with complex transactions involving integrated planning, multiple financial sources and
approaches to implementation of proposals, cost estimating, project administration and quality control.
7. Demonstrated ability to manage a development effort from predevelopment to full, qualified stabilized
occupancy.
8. Financial capacity to complete developments in a timely manner and on or under budget without an
external infusion of capital.
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9. Staff capacity and ability to ensure that projects are designed, developed and delivered on time and within
budget.
10. Demonstrated ability to incorporate meaningful public involvement into project design and development
and demonstrated experience working with public agency projects and community groups as well as a
demonstrated ability to design projects to comply with municipal design standards/codes.
Demonstrated ability to successfully operate and manage developed facilities and willingness to maintain a long-
term operational partnership.
INTERVIEWS
City of Aspen reserves the right to interview respondents to clarify proposals as deemed necessary. Notice will be
provided when appropriate.
SELECTION / POST -SELECTION PROCESS
Proposers will be notified if their proposal is selected as a finalist. Specific terms may be created for any
engagement, depending upon the nature of the selected proposal. Upon complete vetting of the selected PPP
proposal (and any negotiated additions, deletions, modifications), and upon execution of a negotiated
development agreement and associated notice to proceed, PPP developer will be expected to initiate a pre-
application conference and submit a development application for any proposed development(s).
The development application may include a request for appropriate re-zoning as needed and shall initiate a
development review process consistent with Part 300 – General Procedures and Regulations of City of Aspen, Title
26: Land Use Regulations. PPP developers should carefully and realistically consider the development review
process in assembling a project timeline, particularly timing of financing mechanisms considered and when
construction could begin after a development review process is completed. The outcome of the development
review process and any development order which may result may further define the remainder of the
development process, and the process may also be additionally defined by the ongoing PPP engagement contract.
The intended process is subject to change, depending upon changing conditions and the best interests of the City
of Aspen.
CONTRACT/L EGAL
A negotiated development agreement may be sought prior to final selection.
CONFIDENTIALITY
Pursuant to the Colorado Open Records Act, C.R.S. Section 24-72-200.1 (CORA), any and all of the documents that
are submitted to the City of Aspen may be deemed public records subject to examination and inspection by third
parties. The City of Aspen reserves the right, at its sole discretion, to release for inspection or copying any
document, plan, specification, proposal or other writing submitted pursuant to this request.
LIST OF ATTACHMENTS
List of attachments TBD.
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MEMORANDUM
TO: Mayor and City Council
FROM: Jack Wheeler, Capital Asset Manager
Thru: Jack Wheeler, Capital Asset Manager
DATE OF MEMO: November 12, 2015
MEETING DATE: November 16, 2015
RE: APD Schematic Design Update and Next Steps for City Hall at
Galena Plaza
REQUEST OF COUNCIL: Two items: 1) One hundred percent schematic design update of the
New Aspen Police Facility at 540 Main Street; and 2) Staff requests Council to reaffirm the
direction to proceed with the City Offices Project at Rio Grande Place/Galena Plaza (the Galena
Option).
PREVIOUS COUNCIL ACTION: In a worksession on July 14, 2015, staff presented the
Armory Option, the Galena Option, and the Galena Alternate conceptual designs. Council
discussed each design and was in favor of the staff recommendation for the Galena Option 3-2.
In an effort to get more unanimity council requested that the team come back with the following
information on the Galena and Armory option on August 3rd.
• Additional architectural views of each option
• Story pole and staking at Armory and Galena Plaza side of Galena option.
• More comprehensive architectural presentation on each option, including review of
architectural 3D model.
• Presentation of costs
• Presentation on the public service aspects of each option.
The following direction was received in the work session on August 3, 2015
1. Police programing of 14,900 sf at the 540 Main St site was approved to move to detailed
design by a unanimous vote 5-0.
2. City offices programing of 51,900 sf at Galena Plaza including reuse of the existing
Armory for community use was approved to move to detailed design by a vote of 4-1.
On November 3, 2015 the community was asked in an advisory vote if the Armory building
should be used as city offices, or for community use. Community use was preferred.
BACKGROUND:
Staff received the direction described above on the Police facility and City offices. Since then the
project team has moved the Police facility to 100% schematic design, which includes specific
building programing, architectural material language and major system selection. The team has
considered and incorporated the following core values featured as a common thread in both
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internal and external outreach. The program design team took all of the following criteria into
consideration to develop 100% schematic level design.
• A minimum of a LEED Gold certification; the City should be leaders in sustainable
practices.
• Plan City Hall under one roof
• Utilize all of our currently owned land assets and not rent
• Must be a sustainable solution, we should be leaders in this area
• Far reaching 50 year solution
• Police should have an appropriate facility
• Humble yet exemplary solution is very important to the community
• The Police facility should be at 540 Main St. and we should work collaboratively with
Pitkin County to maximize efficiency with the development of their public safety
building
• We should be innovative and creative to produce the best result in the smallest box
• We should be collaborative with the community
• Most participants preferred Galena Plaza Option
• Architecture should be appropriate to Aspen
• There should be community meeting space in each facility
• We should respect the historic nature of the 540 Main site
DISCUSSION: The project team presented Police Facility 100% schematic design (attached
Exhibit I) at two open houses on November 10 and heard the following comments:
• Adjacent residents and tenants of Concept 600 and Obermeyer Place expressed concerns
about the parking garage egress at the Obermeyer Place alley.
• Concept 600 representatives appreciate the separate presentations that had already been
made to their HOA and the project team is committed to continuing this outreach and
small group presentations or even one-on-one meetings if required.
• It was explained access from Main Street to Obermeyer Place (Hunter Trail connector)
would be reconstructed with remodeled stairs and a new elevator. A request was made to
ensure the solution looking down Obermeyer Alley to the door and elevator is visually
attractive for this complicated connection.
• The public session for the Police facility received generally good feedback regarding the
design, scale and appearance.
• A few comments were made with regard to building characteristics and sustainability
goals:
o Reduce the window areas and size to improve efficiencies.
o Consider insulating the gap between Courthouse Plaza building and APD.
o LEED Platinum should be the goal because government should be a leader.
The project team ensured the participants that all of these issues would be addressed
appropriately in the ongoing design process, and we have a very inclusive process going forward.
The project team is working closely with Mitzi Rapkin and we have a public engagement
calendar that reaches out through the spring. Included below are a draft of public outreach steps
through February.
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December
• Open Houses on materials and visions for look and feel of City Hall
• Open City Hall on questions about design style and materials
• Ads in newspaper for Open Houses and Open City Hall
January
• Open Office Hours with Project Staff – Come ask your questions from 2-5pm
in City Council Chambers
• Possible clicker Session (meant to get at big questions about emotional value
of design elements and slides that ask nothing but educate public about
project) on City Hall with Ted Talks and short films on architecture
• Further Develop website for project
February
• Update Stakeholders (APD)
• New updated question on Open City Hall about project specifics
• Open Office Hours with Project Staff - Come ask your questions from 2-5pm
in City Council Chambers
• Public Open House - Present schematic design of City Hall
The project is now moving into design development phase and soon we will bring a general
contractor and commissioning agent on to the team to help with design criteria, cost containment
and community impacts as well as commissioning these facilities. These contracts will be
brought to Council on consent agenda in January or early February.
The vote on the Armory use has created a delay of three months (schedule attached exhibit III)
between the City Office and Police facility design efforts and we expect a cost increase due to
the now separated schedules. Staff feels that based on Council direction in August and the
outcome of the vote we can minimize this and get both projects on track to maximize efficiencies
moving forward. Staff request Council reaffirms its decision of August 3, 2015 to move forward
with city offices at Galena Plaza and begin detailed design creating the ability to achieve
occupancy by Q1 2019.
FINANCIAL/BUDGET IMPACTS:
The Budget has not changed since August, with $48.3mil overall project total budget.
Galena Option Police @540 Main St City Offices @
Galena
Construction $45.6 mil $16.4 mil $29.2 mil
Site Risk Contingency $0.5 mil $0 $0.5 mil
Owner Costs $2.2 mil $0.7 mil $1.5 mil
TOTAL $48.3 mil $17.1 mil $31.2 mil
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RECOMMENDED ACTION: Staff requests City Council reaffirm the decision of August 3,
2015 to move the city office project at Galena Plaza forward to detailed design. Staff requests
direction to move forward to design development with the Police facility. Staff will be back to
council in March or April work session to discuss the process for the Armory.
CITY MANAGER COMMENTS:
16,439,000
29,200,000
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
POLICE @ 540 MAIN CITY OFFICES @ GALENA
CIVIC SPACE RELOCATION PROJECT - BUDGET BREAKOUT
OWNER - MOVE AND LEASE COSTS
OWNER - FF&E COSTS
COST RISK ITEMS (STRUCTURE)
TOTAL DESIGN AND CONSTRUCTION
$17.1 MIL
$31.2 MIL
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ATTACHMENTS:
Exhibit I: Presentation slides
Exhibit II: City Office Site Plan
Exhibit III: Project Schedule
Exhibit IV: Meeting notes from November 10, 2015 stakeholder and public outreach meetings
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EXHIBIT IV
Stakeholder Meeting Notes (12:00-1:00, Council Chambers)
10-15 attendees
• Concept 600 representatives expressed appreciation for the separate presentations which have
been made to the HOA at the different points of the design process. The design team
expressed commitment to continue these small group presentations and even meet one-on-
one with individual residents and tenants.
• Adjacent residents and tenants of Concept 600 and Obermeyer Place expressed concerns
about the parking garage egress at the Obermeyer Place alley. Questions included:
o Why does the police station need two garage doors?
o Is this an emergency-only door?
o Does this plan allow for 2-way traffic?
o What happens when trash or moving trucks are in the alley?
o How many cars per day will pass through the alley and at what times?
o What is the aesthetic quality of garage door?
o How do people access Obermeyer Place from Main Street?
o Will police cars exit with lights and sirens?
o Can some kind of warning system be installed when vehicles exit the garage?
• Richard Pryor described how the garage doors will be used by the police station. The garage
doors will be used daily by APD. The egress will be a regular exit as well as emergency
response exit. Two to four cars may exit the garage in the morning and evening shift changes.
The garage exit may be used intermittently throughout the day. Best practices for police
facilities recommend two points of egress from the garage in case one egress becomes
blocked. Use of lights and sirens may not be necessary until vehicles are on Main Street.
• APD will establish protocols for speed and management of police car lights and sirens. As
the design progresses, pedestrian warning lights (similar to how some fire truck management
occurs in Denver) will be considered and discussed with residents.
• Bill Linn and Richard Pryor discussed with smaller resident groups that they have exited
Galena St for years with residents living 10 feet from police car parking, as well as the
temporary situation at 540 Main St where response cars are located, working for almost a
year exiting at the western edge of Concept 600 building. Generally patrol cars hit “lights
and sirens” further down Main St, and sirens only when essential to perform their public
safety role. APD commits to being a responsible neighbor, but not at the detriment of their
key role of overall public safety.
• The Obermeyer alley is approximately 18’ wide from parking garage to curb, and therefore
can accommodate two way traffic.
• It was explained access from Main Street to Obermeyer Place (Hunter Trail connector)
would be reconstructed with remodeled stairs and a new elevator. A request was made to
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ensure the solution looking down Obermeyer Alley to the door and elevator is visually
attractive.
• What is the overall cost of the police project? The overall police project cost was explained
to be thirteen to sixteen million dollars depending on final design & materials and cost of
construction at the time.
• What is the size of the parcel? The size of the parcel was explained to be 24,600 square feet.
• What is the project schedule? The schedule was explained as design and approvals
continuing from now until fall 2016 or spring 2017. Construction would begin then with
preference for construction start in fall 2016.
• What is the proposed use of the historic structures? The uses of the historic structures were
explained as having two possibilities. Either some type of public use or as employee housing
units.
• How many building stories are above and below grade? The building is 2 stories above grade
and one story below grade.
• How will the site be fenced off during construction? The excavation will have a large impact.
Post Meeting Note - OSHA protocols will be strictly adhered to for safety and fencing etc for
the general contractor. Noise, working hours and vibration standards are set by the CoA
Engineering Dept. which will also be strictly adhered to. Being a “City Project” construction
protocols are no different than and private developer project and the City has adhered to
stipulated Engineering Dept Construction Management Plan (CMP) standards for the
significant Burlingame Ranch project, as well as the Galena Plaza project…both with access
constraints and neighbors very close.
Public Open House Notes (5:00-6:45, Aspen Police Station)
12-15 attendees
• Many overall positive comments were received over the course of the evening including:
o Looks good, fantastic and nice.
o The police station worked previously, but police have outgrown this space. This
project is needed.
• Make sure the police station is welcoming to the public. A “comfort dog program” would be
one example of a welcoming presence.
• A few comments were received about the site location of the historic buildings:
o Historic buildings should be removed and relocated. They are falling down and an
eye sore.
o The historic buildings are too close to the employee housing units at Obermeyer Place
(from a homeowner).
o There should be a landscape screen along the employee housing side of Obermeyer
Place.
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• A couple of comments described the need for the police to have a parking garage. If any
place should afford to have a parking garage, it is here.
• What will the roof space be used for? What will the top of the roof look like from residential
units looking over?
• A few comments were made in regards to building characteristics and sustainability goals:
o Reduce the window areas to improve efficiencies.
o Insulate gap between Courthouse Plaza building and APD.
o Use smaller windows.
o LEED Platinum should be the goal because government should be a leader.
• Will the drunk tank be in this building? It was explained this is moved to AVH with four
beds and is not proposed at this site.
• Can APD use the Obermeyer gym?
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CITY OF ASPEN
CIvIC SPACE rElOCATION PrOjECT
POlICE ANd CITY OFFICES
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WOrK SESSION TOPIC:
PrESENT THE SCHEMATIC dESIGN FOr THE ASPEN POlICE dEPArTMENT
ANd SEEK dIrECTION ON THE CITY OFFICES/CITY HAll FOr THE GAlENA
OPTION
ASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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POlICE AT 540 MAIN ST.
ASPEN POLICE DEPARTMENT AT 540 MAIN STREET16 NOVEMBER 2015
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ASPEN POLICE DEPARTMENT AT 540 EAST MAIN STREET | SCHEMATIC SITE PLAN
SCHEMATIC DESIGNNOVEMBER 2015
Police Station
Courthouse Plaza Building
Obermeyer
Crescent
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Concept 600
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0 10 10SITE PlANASPEN POLICE DEPARTMENT AT 540 MAIN STREET16 NOVEMBER 2015
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ASPEN POLICE DEPARTMENT | PARKING DIAGRAM
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PArKING dIAGrAMASPEN POLICE DEPARTMENT AT 540 MAIN STREET16 NOVEMBER 2015
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PErSPECTIvE FrOM MAIN STrEETASPEN POLICE DEPARTMENT AT 540 MAIN STREET16 NOVEMBER 2015
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• PROGRAMMED AT 14,900 SF PLUS BELOW GRADE PARKING. DESIGN
DEVELOPMENT REVEALED THE NEED TO BRING LARGE EVIDENCE/
vEHIClE EvIdENCE INTO THE CONdITIONEd ArEA.
• OTHER DESIGN PROGRESS AND SPACE NEEDS REVEALS THE CURRENT
APPROVED PROGRAM AT 15,800 SF A 6% INCREASE.
• THE PARKING GARAGE SPACE IS CURRENTLY DESIGNED AS 15,200 SF,
DOWN FROM THE BUDGETED 20,000 SF.
• BUDGET REMAINS AT $17.1 MIL OF THE OVERALL $48.3 MIL PROJECT
BUDGET
• TARGET LEED GOLD MINIMUM AND WELL BUILDING STANDARD
POlICE SUMMArY
ASPEN POLICE DEPARTMENT AT 540 MAIN STREET16 NOVEMBER 2015
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• COMMISSIONING AGENT RFQ IS CURRENTLY PUBLISHED
• GENERAL CONTRACTOR FOR PRECONSTRUCTION RFQ IS PUBLISHED
• PUBLIC OUTREACH: CONTINUE STAKEHOLDER MEETINGS WITH
OBERMEYER AND CONCEPT 600 HOA’S, AND CONDUCT A PUBLIC
OPEN HOUSE UPdATE AFTEr dETAIlEd dESIGNS ArE rEFINEd.
• HPC APPLICATION MID DECEMBER FOR MEETING IN FEBRUARY 2016
• DESIGN DEVELOPMENT CONTINUES, WITH VALUE ENGINEERING AND
IMPrOvING EFFICIENCY
NExT STEPS
ASPEN POLICE DEPARTMENT AT 540 MAIN STREET16 NOVEMBER 2015
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CITY OFFICES AT GAlENA PlAzA
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New City Office
Plaza
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SITE PlANASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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ENGINEERING
DEPARTMENT
MECHANICAL
ENGINEERING
FILE STORAGE
IT- DATA
ROOM
BUILDING
DEPARTMENT
BLDG. PLAN
FILE STORAGE
ACRA
CAPITAL ASSET
DEPARTMENT
MAIL
TRASH
RECYCLE
lOWEr lEvEl FlOOr PlANASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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HUMAN RESOURCES
DEPARTMENT
CITY CLERK
DEPARTMENT
COMMUNITY DEVELOPMENT
PLANNING DEPARTMENT
INFORMATION
TECH. DEPT.
CITY CLERK
FILE STORAGE
SPECIAL EVENTS
DEPARTMENT
PARKING
DEPARTMENT
TRANSPORTATION
DEPARTMENT
ATRIUM-
OPEN TO BELOW
SECONd lEvEl FlOOr PlANASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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LEGAL
DEPARTMENT
CITY MANAGER
DEPARTMENT
SISTER
CITIES
ROOM
ATRIUM-
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FINANCE
DEPARTMENT
COUNCIL CHAMBERS ENVIRONMENTAL
HEALTH DEPARTMENT
HOUSING
DEPARTMENT
LOBBY
BREAK
ROOM
THIrd lEvEl FlOOr PlANASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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GAlENA PlAzA MASSING STUdYASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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• PUBLIC OUTREACH IN DECEMBER REGARDING BUILDING FABRIC/STYLE
• ONGOING OUTREACH THROUGH EARLY 2016
• COUNCIL UPDATE AFTER SCHEMATIC DESIGN IN LATE JANUARY
NExT STEPS
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QUESTIONS?
ASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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16,439,000
29,200,000
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
POLICE @ 540 MAIN CITY OFFICES @ GALENA
CIVIC SPACE RELOCATION PROJECT - BUDGET BREAKOUT
OWNER - MOVE AND LEASE COSTS
OWNER - FF&E COSTS
COST RISK ITEMS (STRUCTURE)
TOTAL DESIGN AND CONSTRUCTION
$17.1 MIL
$31.2 MIL
ASPEN CIVIC SPACE RELOCATION PROJECT16 NOVEMBER 2015
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1
5
15
De
s
i
g
n
D
e
v
e
l
o
p
m
e
n
t
21
w
k
s
Mo
n
1
0
/
2
6
/
1
5
Fr
i
3
/
1
8
/
1
6
16
50
%
D
D
8
w
k
s
Mo
n
1
0
/
2
6
/
1
5
Fr
i
1
2
/
1
8
/
1
5
17
VE
2
1
w
k
Mo
n
1
1
/
2
3
/
1
5
Fr
i
1
1
/
2
7
/
1
5
18
10
0
%
D
D
9
w
k
s
Mo
n
1
2
/
2
1
/
1
5
Fr
i
2
/
1
9
/
1
6
19
10
0
%
D
D
e
s
t
i
m
a
t
e
4
w
k
s
Mo
n
2
/
2
2
/
1
6
Fr
i
3
/
1
8
/
1
6
20
Co
n
s
t
r
u
c
t
i
o
n
D
o
c
u
m
e
n
t
s
36
w
k
s
Mo
n
2
/
2
2
/
1
6
Fr
i
1
0
/
2
8
/
1
6
21
25
%
C
D
8
w
k
s
Mo
n
2
/
2
2
/
1
6
Fr
i
4
/
1
5
/
1
6
22
VE
3
1
w
k
Mo
n
3
/
2
8
/
1
6
Fr
i
4
/
1
/
1
6
23
50
%
C
D
4
w
k
s
Mo
n
4
/
1
8
/
1
6
Fr
i
5
/
1
3
/
1
6
24
50
%
C
D
e
s
t
i
m
a
t
e
3
w
k
s
Mo
n
5
/
1
6
/
1
6
Fr
i
6
/
3
/
1
6
25
95
%
C
D
f
o
r
p
e
r
m
i
t
7
w
k
s
Mo
n
5
/
1
6
/
1
6
Fr
i
7
/
1
/
1
6
26
VE
4
1
w
k
Mo
n
6
/
1
3
/
1
6
Fr
i
6
/
1
7
/
1
6
27
Su
b
m
i
t
P
e
r
m
i
t
0
w
k
s
Fr
i
7
/
1
/
1
6
Fr
i
7
/
1
/
1
6
28
Fi
n
a
l
i
z
e
1
0
0
%
C
D
8
w
k
s
Mo
n
9
/
5
/
1
6
Fr
i
1
0
/
2
8
/
1
6
29 30
EN
T
I
T
L
E
M
E
N
T
S
(
P
O
L
I
C
E
A
T
5
4
0
)
28
.
6
w
k
s
We
d
1
2
/
1
6
/
1
5
Fr
i
7
/
1
/
1
6
31
Su
b
m
i
t
H
P
C
P
a
c
k
a
g
e
0
w
k
s
We
d
1
2
/
1
6
/
1
5
We
d
1
2
/
1
6
/
1
5
32
HP
C
R
e
v
i
e
w
a
n
d
D
R
C
10
w
k
s
We
d
1
2
/
1
6
/
1
5
Tu
e
2
/
2
3
/
1
6
33
HP
C
M
e
e
t
i
n
g
1
d
a
y
We
d
2
/
2
4
/
1
6
We
d
2
/
2
4
/
1
6
34
HP
C
a
n
d
C
i
t
y
C
o
u
n
c
i
l
r
e
v
i
e
w
a
n
d
A
p
p
r
o
v
a
l
18
.
4
w
k
s
Th
u
2
/
2
5
/
1
6
Fr
i
7
/
1
/
1
6
35 36
PE
R
M
I
T
T
I
N
G
53
w
k
s
Mo
n
1
0
/
2
6
/
1
5
Fr
i
1
0
/
2
8
/
1
6
37
Ag
e
n
c
y
d
e
s
i
g
n
r
e
v
i
e
w
m
e
e
t
i
n
g
s
(
b
u
i
l
d
i
n
g
,
e
n
g
,
wa
t
e
r
,
s
a
n
,
e
l
e
c
)
4
m
o
n
s
Mo
n
1
0
/
2
6
/
1
5
Fr
i
2
/
1
2
/
1
6
38
Bu
i
l
d
i
n
g
p
e
r
m
i
t
p
r
e
-
s
u
b
m
i
t
t
a
l
m
e
e
t
i
n
g
s
-
r
e
v
i
e
w
1
6
w
k
s
Mo
n
4
/
1
8
/
1
6
Fr
i
5
/
2
7
/
1
6
39
Bu
i
l
d
i
n
g
p
e
r
m
i
t
p
r
e
-
s
u
b
m
i
t
t
a
l
m
e
e
t
i
n
g
s
-
r
e
v
i
e
w
2
6
w
k
s
Mo
n
5
/
1
6
/
1
6
Fr
i
6
/
2
4
/
1
6
40
Bu
i
l
d
i
n
g
p
e
r
m
i
t
s
u
f
f
i
c
i
e
n
c
y
r
e
v
i
e
w
f
o
r
a
p
p
l
i
c
a
t
i
o
n
4
w
k
s
Mo
n
6
/
6
/
1
6
Fr
i
7
/
1
/
1
6
41
{
P
o
t
e
n
t
i
a
l
d
e
m
o
a
n
d
a
c
c
e
s
s
/
i
n
f
r
a
s
t
r
u
c
t
u
r
e
p
e
r
m
i
t
(a
t
5
0
%
s
t
a
g
e
)
}
17
w
k
s
Mo
n
5
/
1
6
/
1
6
Fr
i
9
/
9
/
1
6
42
{
p
o
t
e
n
t
i
a
l
A
/
I
s
t
a
r
t
}
0
w
k
s
Fr
i
9
/
9
/
1
6
Fr
i
9
/
9
/
1
6
43
Pe
r
m
i
t
s
u
b
m
i
t
t
e
d
0
w
k
s
Fr
i
7
/
1
/
1
6
Fr
i
7
/
1
/
1
6
44
Bu
i
l
d
i
n
g
p
e
r
m
i
t
p
r
o
c
e
s
s
i
n
g
(
4
m
o
n
t
h
s
)
17
w
k
s
Mo
n
7
/
4
/
1
6
Fr
i
1
0
/
2
8
/
1
6
45
Pu
l
l
P
e
r
m
i
t
/
C
o
n
s
t
r
u
c
t
i
o
n
s
t
a
r
t
0
w
k
s
Fr
i
1
0
/
2
8
/
1
6
Fr
i
1
0
/
2
8
/
1
6
46 47
GE
N
E
R
A
L
C
O
N
T
R
A
C
T
O
R
16
7
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
1
/
2
5
/
1
9
48
GC
p
r
e
q
u
a
l
a
n
d
s
e
l
e
c
t
i
o
n
o
f
f
S
D
10
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
1
/
2
2
/
1
6
49
GC
c
o
u
n
c
i
l
a
p
p
r
o
v
a
l
2
w
k
s
Mo
n
1
/
2
5
/
1
6
Fr
i
2
/
5
/
1
6
50
GC
p
r
o
g
r
e
s
s
i
v
e
G
M
P
s
/
P
r
e
c
o
n
31
w
k
s
Mo
n
2
/
8
/
1
6
Fr
i
9
/
9
/
1
6
51
PO
L
I
C
E
C
O
N
S
T
R
U
C
T
I
O
N
1
8
M
O
N
T
H
S
(
O
f
f
A
/
I
)
78
w
k
s
Mo
n
9
/
1
2
/
1
6
Fr
i
3
/
9
/
1
8
52
IT
,
F
F
&
E
,
M
o
v
e
I
n
4
w
k
s
Mo
n
2
/
2
6
/
1
8
Fr
i
3
/
2
3
/
1
8
53
Wi
n
t
e
r
2
0
1
6
/
2
0
1
7
17
w
k
s
Th
u
1
2
/
1
/
1
6
We
d
3
/
2
9
/
1
7
54
Po
l
i
c
e
C
o
m
p
l
e
t
e
(
O
p
t
i
o
n
1
w
i
t
h
A
/
I
)
0
w
k
s
We
d
3
/
2
9
/
1
7
We
d
3
/
2
9
/
1
7
55
PO
L
I
C
E
C
O
N
S
T
R
U
C
T
I
O
N
1
8
M
O
N
T
H
S
78
w
k
s
Th
u
3
/
3
0
/
1
7
We
d
9
/
2
6
/
1
8
56
IT
,
F
F
&
E
,
M
o
v
e
I
n
4
w
k
s
Th
u
9
/
1
3
/
1
8
We
d
1
0
/
1
0
/
1
8
57
Po
l
i
c
e
C
o
m
p
l
e
t
e
(
O
p
t
i
o
n
2
)
0
w
k
s
We
d
1
0
/
1
0
/
1
8
We
d
1
0
/
1
0
/
1
8
58 59
CIT
Y
O
F
F
I
C
E
S
A
T
R
I
O
G
R
A
N
D
E
/
G
A
L
E
N
A
50
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
1
0
/
2
8
/
1
6
60
Sc
h
e
m
a
t
i
c
D
e
s
i
g
n
12
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
2
/
5
/
1
6
61
Co
n
f
i
r
m
D
i
r
e
c
t
i
o
n
w
i
t
h
C
o
u
n
c
i
l
0
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Mo
n
1
1
/
1
6
/
1
5
62
10
0
%
S
D
9
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
1
/
1
5
/
1
6
63
10
0
%
S
D
e
s
t
i
m
a
t
e
3
w
k
s
Mo
n
1
/
1
8
/
1
6
Fr
i
2
/
5
/
1
6
64
De
s
i
g
n
D
e
v
e
l
o
p
m
e
n
t
19
w
k
s
Mo
n
1
/
1
8
/
1
6
Fr
i
5
/
2
7
/
1
6
65
50
%
D
D
7
w
k
s
Mo
n
1
/
1
8
/
1
6
Fr
i
3
/
4
/
1
6
66
VE
2
1
w
k
Mo
n
2
/
1
5
/
1
6
Fr
i
2
/
1
9
/
1
6
67
10
0
%
D
D
8
w
k
s
Mo
n
3
/
7
/
1
6
Fr
i
4
/
2
9
/
1
6
68
10
0
%
D
D
e
s
t
i
m
a
t
e
4
w
k
s
Mo
n
5
/
2
/
1
6
Fr
i
5
/
2
7
/
1
6
69
Co
n
s
t
r
u
c
t
i
o
n
D
o
c
u
m
e
n
t
s
26
w
k
s
Mo
n
5
/
2
/
1
6
Fr
i
1
0
/
2
8
/
1
6
70
25
%
C
D
7
w
k
s
Mo
n
5
/
2
/
1
6
Fr
i
6
/
1
7
/
1
6
71
VE
3
1
w
k
Mo
n
6
/
6
/
1
6
Fr
i
6
/
1
0
/
1
6
72
50
%
C
D
3
w
k
s
Mo
n
6
/
2
0
/
1
6
Fr
i
7
/
8
/
1
6
73
50
%
C
D
e
s
t
i
m
a
t
e
3
w
k
s
Mo
n
7
/
1
1
/
1
6
Fr
i
7
/
2
9
/
1
6
74
95
%
C
D
f
o
r
p
e
r
m
i
t
6
w
k
s
Mo
n
7
/
1
1
/
1
6
Fr
i
8
/
1
9
/
1
6
75
VE
4
1
w
k
Mo
n
8
/
8
/
1
6
Fr
i
8
/
1
2
/
1
6
76
Su
b
m
i
t
P
e
r
m
i
t
0
w
k
s
Fr
i
8
/
1
9
/
1
6
Fr
i
8
/
1
9
/
1
6
77
Fin
a
l
i
z
e
1
0
0
%
C
D
8
w
k
s
Mo
n
9
/
5
/
1
6
Fr
i
1
0
/
2
8
/
1
6
78 79
EN
T
I
T
L
E
M
E
N
T
S
(
O
F
F
I
C
E
S
A
T
G
A
L
E
N
A
)
30
w
k
s
Mo
n
2
/
1
5
/
1
6
Fr
i
9
/
9
/
1
6
80
P&
Z
,
D
R
C
,
F
i
r
s
t
a
n
d
S
e
c
o
n
d
R
e
a
d
i
n
g
30
w
k
s
Mo
n
2
/
1
5
/
1
6
Fr
i
9
/
9
/
1
6
81 82
BU
I
L
D
I
N
G
P
E
R
M
I
T
26
w
k
s
Mo
n
9
/
1
2
/
1
6
Fr
i
3
/
1
0
/
1
7
83
Pe
r
m
i
t
r
e
v
i
e
w
a
n
d
P
r
o
c
e
s
s
i
n
g
26
w
k
s
Mo
n
9
/
1
2
/
1
6
Fr
i
3
/
1
0
/
1
7
84 85
CO
N
S
T
R
U
C
T
I
O
N
C
I
T
Y
O
F
F
I
C
E
S
98
w
k
s
Mo
n
3
/
1
3
/
1
7
Fr
i
1
/
2
5
/
1
9
86
Co
n
s
t
r
u
c
t
i
o
n
C
i
t
y
O
f
f
i
c
e
s
2
0
m
o
n
t
h
s
90
w
k
s
Mo
n
3
/
1
3
/
1
7
Fr
i
1
1
/
3
0
/
1
8
87
IT
,
F
F
&
E
,
M
o
v
e
I
n
8
w
k
s
Mo
n
1
2
/
3
/
1
8
Fr
i
1
/
2
5
/
1
9
3.
6
w
k
s
22
w
k
s
AS
P
E
N
P
O
L
I
C
E
D
E
P
T
A
T
5
4
0
M
A
I
N
S
T
65
w
k
s
Sc
h
e
m
a
t
i
c
D
e
s
i
g
n
15
w
k
s
50
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VERSION 2016_11_13 rt
Pa
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1
P54II.
Page 1 of 3
MEMORANDUM
TO: Mayor and City Council
FROM: Jack Wheeler - Capital Asset Manager
THRU: Jack Wheeler – Capital Asset Manager
DATE OF MEMO: November 10, 2015
MEETING DATE: November 16, 2015
RE: Discuss Property Purchase v Lease for Building and
Engineering Department Relocation
REQUEST OF COUNCIL:
Staff requests City Council give staff direction on either leasing for a period of 5 years or
purchasing The Mill unit 201 & 101 for Building and Engineering relocation.
PREVIOUS COUNCIL ACTION:
Council approved a temporary space plan as the result of a work session on November
17, 2014. Council gave direction in a work session on August 3, 2015, 4-1 to move the
City offices project to detailed design with occupancy Q4 2018. In a worksession on
September 21, 2015 Council gave direction that the best alternative seemed to be to
purchase “The Mill units 201 and 101 to relocate the Building and Engineering
Departments”
BACKGROUND:
The Building and the Engineering Department have lost their lease. 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.
The deadline to have a new space ready is March 31, 2016. With this in mind we have to
secure 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.
On August 3, 2015 Council gave direction 5-0 to move the Police Facility to detail design
and 4-1 to move the City Offices at Galena Plaza to detailed design. Also included in the
Galena Option was repurposing the Armory for community use. This decision led staff
to put a ballot question forward to ask the voters if they approved the long term (50 year)
use of the Armory for community use or city offices. The voters were in favor of
community use. The attached schedule shows the delivery and move in of a new city
office building Q1 2019.
P55
III.
Page 2 of 3
DISCUSSION:
Staff has been in negotiations with the owners of the Mill units since Council direction on
September 21, 2015. Staff has identified a lease and a purchase option for the relocation of
the departments to solve the space needs in the interim while the Council direction of
August 3, 2015 to build at Galena Plaza is designed and constructed.
1. The Mill Space Lease:
Availability – Available to start tenant improvements January 15, 2015
Size – one space at street level 4000 sf 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 cost: 4800 sf at $300
sf $1,440,000
Use – Office use is permitted
2. Purchase The Mill Space:
Availability – Available to start tenant improvements January 15, 2015
Size – one space at street level 4000 sf and one second floor space 800 sf
Lease duration – 5 years with options
Cost – offered price unit 201 at 800 sf and 10 at 4800 sf – $5,050,000 Plus Tenant
improvement cost: 4800 sf at $300 sf $1,440,000
Use – Office use is permitted
STAFF RECOMMENDATION:
There are pros and cons for each option and some unknown factors in the timing of when
a longterm solution will be ready for occupancy. This leads us to two scenarios:
Option A: If Council proceeds with the direction given on the City offices project of
proceeding to detailed design allowing occupancy of new offices by first quarter 2019,
then leasing the space for a period of 5 years seems to present the least risk.
Option B: If council choses to revisit the decision of August 3, and the schedule
becomes uncertain for design and occupancy of new city offices, more time will be
needed to move the project through design and construction; then purchasing the property
presents less risk.
Whichever choice Council moves forward, the appropriate lease or purchase contract will
be presented on Consent agenda in the future.
P56
III.
Page 3 of 3
FINANCIAL/BUDGET IMPACTS:
Please table below and attached below prepared by Don Taylor
Please note that all numbers are based on negotiated list prices.
All values on a present value basis
Assumption
Lease
Buy/Sell
Option
Difference
Lease 5 years versus buy@ 5.05 million and
sell @ 6.5 million in year 6 (30% increase)
$
3,400,000
$
1,900,000
$
1,500,000
Lease 5 years versus buy@ 5.05 million and
sell @ 5.5 million in year 6
$
3,400,000
$
2,800,000
$
600,000
Lease 5 years versus buy@ 5.05 million and
sell @$4,850,000( breakeven) in year 6
$
3,400,000
$
3,400,000
$
-
Lease 5 years versus buy@ 5.05 million and
sell @$4,000,000( 20%correction) in year 6
$
3,400,000
$
4,100,000
$
(700,000)
REQUESTED COUNCIL ACTION:
Staff requests direction to purchase or lease of “The Mill” units for relocation of the
Building and the Engineering Departments.
CITY MANAGER COMMENTS:
ATTACHMENTS: Exhibit I Schedule for CSRP Project
P57
III.
ID
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n
5
/
1
6
/
1
6
Fr
i
7
/
1
/
1
6
26
VE
4
1
w
k
Mo
n
6
/
1
3
/
1
6
Fr
i
6
/
1
7
/
1
6
27
Su
b
m
i
t
P
e
r
m
i
t
0
w
k
s
Fr
i
7
/
1
/
1
6
Fr
i
7
/
1
/
1
6
28
Fi
n
a
l
i
z
e
1
0
0
%
C
D
8
w
k
s
Mo
n
9
/
5
/
1
6
Fr
i
1
0
/
2
8
/
1
6
29 30
EN
T
I
T
L
E
M
E
N
T
S
(
P
O
L
I
C
E
A
T
5
4
0
)
28
.
6
w
k
s
We
d
1
2
/
1
6
/
1
5
Fr
i
7
/
1
/
1
6
31
Su
b
m
i
t
H
P
C
P
a
c
k
a
g
e
0
w
k
s
We
d
1
2
/
1
6
/
1
5
We
d
1
2
/
1
6
/
1
5
32
HP
C
R
e
v
i
e
w
a
n
d
D
R
C
10
w
k
s
We
d
1
2
/
1
6
/
1
5
Tu
e
2
/
2
3
/
1
6
33
HP
C
M
e
e
t
i
n
g
1
d
a
y
We
d
2
/
2
4
/
1
6
We
d
2
/
2
4
/
1
6
34
HP
C
a
n
d
C
i
t
y
C
o
u
n
c
i
l
r
e
v
i
e
w
a
n
d
A
p
p
r
o
v
a
l
18
.
4
w
k
s
Th
u
2
/
2
5
/
1
6
Fr
i
7
/
1
/
1
6
35 36
PE
R
M
I
T
T
I
N
G
53
w
k
s
Mo
n
1
0
/
2
6
/
1
5
Fr
i
1
0
/
2
8
/
1
6
37
Ag
e
n
c
y
d
e
s
i
g
n
r
e
v
i
e
w
m
e
e
t
i
n
g
s
(
b
u
i
l
d
i
n
g
,
e
n
g
,
wa
t
e
r
,
s
a
n
,
e
l
e
c
)
4
m
o
n
s
Mo
n
1
0
/
2
6
/
1
5
Fr
i
2
/
1
2
/
1
6
38
Bu
i
l
d
i
n
g
p
e
r
m
i
t
p
r
e
-
s
u
b
m
i
t
t
a
l
m
e
e
t
i
n
g
s
-
r
e
v
i
e
w
1
6
w
k
s
Mo
n
4
/
1
8
/
1
6
Fr
i
5
/
2
7
/
1
6
39
Bu
i
l
d
i
n
g
p
e
r
m
i
t
p
r
e
-
s
u
b
m
i
t
t
a
l
m
e
e
t
i
n
g
s
-
r
e
v
i
e
w
2
6
w
k
s
Mo
n
5
/
1
6
/
1
6
Fr
i
6
/
2
4
/
1
6
40
Bu
i
l
d
i
n
g
p
e
r
m
i
t
s
u
f
f
i
c
i
e
n
c
y
r
e
v
i
e
w
f
o
r
a
p
p
l
i
c
a
t
i
o
n
4
w
k
s
Mo
n
6
/
6
/
1
6
Fr
i
7
/
1
/
1
6
41
{
P
o
t
e
n
t
i
a
l
d
e
m
o
a
n
d
a
c
c
e
s
s
/
i
n
f
r
a
s
t
r
u
c
t
u
r
e
p
e
r
m
i
t
(a
t
5
0
%
s
t
a
g
e
)
}
17
w
k
s
Mo
n
5
/
1
6
/
1
6
Fr
i
9
/
9
/
1
6
42
{
p
o
t
e
n
t
i
a
l
A
/
I
s
t
a
r
t
}
0
w
k
s
Fr
i
9
/
9
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1
6
Fr
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9
/
9
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1
6
43
Pe
r
m
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t
s
u
b
m
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t
t
e
d
0
w
k
s
Fr
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7
/
1
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6
Fr
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7
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6
44
Bu
i
l
d
i
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g
p
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m
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p
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o
c
e
s
s
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g
(
4
m
o
n
t
h
s
)
17
w
k
s
Mo
n
7
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4
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1
6
Fr
i
1
0
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8
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1
6
45
Pu
l
l
P
e
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m
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t
/
C
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n
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t
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n
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t
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t
0
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k
s
Fr
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1
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/
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8
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6
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1
0
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2
8
/
1
6
46 47
GE
N
E
R
A
L
C
O
N
T
R
A
C
T
O
R
16
7
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
1
/
2
5
/
1
9
48
GC
p
r
e
q
u
a
l
a
n
d
s
e
l
e
c
t
i
o
n
o
f
f
S
D
10
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
1
/
2
2
/
1
6
49
GC
c
o
u
n
c
i
l
a
p
p
r
o
v
a
l
2
w
k
s
Mo
n
1
/
2
5
/
1
6
Fr
i
2
/
5
/
1
6
50
GC
p
r
o
g
r
e
s
s
i
v
e
G
M
P
s
/
P
r
e
c
o
n
31
w
k
s
Mo
n
2
/
8
/
1
6
Fr
i
9
/
9
/
1
6
51
PO
L
I
C
E
C
O
N
S
T
R
U
C
T
I
O
N
1
8
M
O
N
T
H
S
(
O
f
f
A
/
I
)
78
w
k
s
Mo
n
9
/
1
2
/
1
6
Fr
i
3
/
9
/
1
8
52
IT
,
F
F
&
E
,
M
o
v
e
I
n
4
w
k
s
Mo
n
2
/
2
6
/
1
8
Fr
i
3
/
2
3
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1
8
53
Wi
n
t
e
r
2
0
1
6
/
2
0
1
7
17
w
k
s
Th
u
1
2
/
1
/
1
6
We
d
3
/
2
9
/
1
7
54
Po
l
i
c
e
C
o
m
p
l
e
t
e
(
O
p
t
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o
n
1
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i
t
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/
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)
0
w
k
s
We
d
3
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2
9
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7
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3
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9
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7
55
PO
L
I
C
E
C
O
N
S
T
R
U
C
T
I
O
N
1
8
M
O
N
T
H
S
78
w
k
s
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u
3
/
3
0
/
1
7
We
d
9
/
2
6
/
1
8
56
IT
,
F
F
&
E
,
M
o
v
e
I
n
4
w
k
s
Th
u
9
/
1
3
/
1
8
We
d
1
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0
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8
57
Po
l
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c
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m
p
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t
e
(
O
p
t
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n
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w
k
s
We
d
1
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/
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d
1
0
/
1
0
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1
8
58 59
CIT
Y
O
F
F
I
C
E
S
A
T
R
I
O
G
R
A
N
D
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/
G
A
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A
50
w
k
s
Mo
n
1
1
/
1
6
/
1
5
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i
1
0
/
2
8
/
1
6
60
Sc
h
e
m
a
t
i
c
D
e
s
i
g
n
12
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
2
/
5
/
1
6
61
Co
n
f
i
r
m
D
i
r
e
c
t
i
o
n
w
i
t
h
C
o
u
n
c
i
l
0
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Mo
n
1
1
/
1
6
/
1
5
62
10
0
%
S
D
9
w
k
s
Mo
n
1
1
/
1
6
/
1
5
Fr
i
1
/
1
5
/
1
6
63
10
0
%
S
D
e
s
t
i
m
a
t
e
3
w
k
s
Mo
n
1
/
1
8
/
1
6
Fr
i
2
/
5
/
1
6
64
De
s
i
g
n
D
e
v
e
l
o
p
m
e
n
t
19
w
k
s
Mo
n
1
/
1
8
/
1
6
Fr
i
5
/
2
7
/
1
6
65
50
%
D
D
7
w
k
s
Mo
n
1
/
1
8
/
1
6
Fr
i
3
/
4
/
1
6
66
VE
2
1
w
k
Mo
n
2
/
1
5
/
1
6
Fr
i
2
/
1
9
/
1
6
67
10
0
%
D
D
8
w
k
s
Mo
n
3
/
7
/
1
6
Fr
i
4
/
2
9
/
1
6
68
10
0
%
D
D
e
s
t
i
m
a
t
e
4
w
k
s
Mo
n
5
/
2
/
1
6
Fr
i
5
/
2
7
/
1
6
69
Co
n
s
t
r
u
c
t
i
o
n
D
o
c
u
m
e
n
t
s
26
w
k
s
Mo
n
5
/
2
/
1
6
Fr
i
1
0
/
2
8
/
1
6
70
25
%
C
D
7
w
k
s
Mo
n
5
/
2
/
1
6
Fr
i
6
/
1
7
/
1
6
71
VE
3
1
w
k
Mo
n
6
/
6
/
1
6
Fr
i
6
/
1
0
/
1
6
72
50
%
C
D
3
w
k
s
Mo
n
6
/
2
0
/
1
6
Fr
i
7
/
8
/
1
6
73
50
%
C
D
e
s
t
i
m
a
t
e
3
w
k
s
Mo
n
7
/
1
1
/
1
6
Fr
i
7
/
2
9
/
1
6
74
95
%
C
D
f
o
r
p
e
r
m
i
t
6
w
k
s
Mo
n
7
/
1
1
/
1
6
Fr
i
8
/
1
9
/
1
6
75
VE
4
1
w
k
Mo
n
8
/
8
/
1
6
Fr
i
8
/
1
2
/
1
6
76
Su
b
m
i
t
P
e
r
m
i
t
0
w
k
s
Fr
i
8
/
1
9
/
1
6
Fr
i
8
/
1
9
/
1
6
77
Fin
a
l
i
z
e
1
0
0
%
C
D
8
w
k
s
Mo
n
9
/
5
/
1
6
Fr
i
1
0
/
2
8
/
1
6
78 79
EN
T
I
T
L
E
M
E
N
T
S
(
O
F
F
I
C
E
S
A
T
G
A
L
E
N
A
)
30
w
k
s
Mo
n
2
/
1
5
/
1
6
Fr
i
9
/
9
/
1
6
80
P&
Z
,
D
R
C
,
F
i
r
s
t
a
n
d
S
e
c
o
n
d
R
e
a
d
i
n
g
30
w
k
s
Mo
n
2
/
1
5
/
1
6
Fr
i
9
/
9
/
1
6
81 82
BU
I
L
D
I
N
G
P
E
R
M
I
T
26
w
k
s
Mo
n
9
/
1
2
/
1
6
Fr
i
3
/
1
0
/
1
7
83
Pe
r
m
i
t
r
e
v
i
e
w
a
n
d
P
r
o
c
e
s
s
i
n
g
26
w
k
s
Mo
n
9
/
1
2
/
1
6
Fr
i
3
/
1
0
/
1
7
84 85
CO
N
S
T
R
U
C
T
I
O
N
C
I
T
Y
O
F
F
I
C
E
S
98
w
k
s
Mo
n
3
/
1
3
/
1
7
Fr
i
1
/
2
5
/
1
9
86
Co
n
s
t
r
u
c
t
i
o
n
C
i
t
y
O
f
f
i
c
e
s
2
0
m
o
n
t
h
s
90
w
k
s
Mo
n
3
/
1
3
/
1
7
Fr
i
1
1
/
3
0
/
1
8
87
IT
,
F
F
&
E
,
M
o
v
e
I
n
8
w
k
s
Mo
n
1
2
/
3
/
1
8
Fr
i
1
/
2
5
/
1
9
3.
6
w
k
s
22
w
k
s
AS
P
E
N
P
O
L
I
C
E
D
E
P
T
A
T
5
4
0
M
A
I
N
S
T
65
w
k
s
Sc
h
e
m
a
t
i
c
D
e
s
i
g
n
15
w
k
s
50
%
S
D
Se
p
1
1
'
1
5
VE
1
Se
p
4
'
1
5
10
0
%
S
D
Oc
t
2
3
'
1
5
10
0
%
S
D
e
s
t
i
m
a
t
e
No
v
1
3
'
1
5
De
s
i
g
n
D
e
v
e
l
o
p
m
e
n
t
21
w
k
s
50
%
D
D
De
c
1
8
'
1
5
VE
2
No
v
2
7
'
1
5
10
0
%
D
D
Fe
b
1
9
'
1
6
10
0
%
D
D
e
s
t
i
m
a
t
e
Ma
r
1
8
'
1
6
Co
n
s
t
r
u
c
t
i
o
n
D
o
c
u
m
e
n
t
s
36
w
k
s
25
%
C
D
Ap
r
1
5
'
1
6
VE
3
Ap
r
1
'
1
6
50
%
C
D
Ma
y
1
3
'
1
6
50
%
C
D
e
s
t
i
m
a
t
e
J
u
n
3
'
1
6
95
%
C
D
f
o
r
p
e
r
m
i
t
Ju
l
1
'
1
6
VE
4
Ju
n
1
7
'
1
6
Su
b
m
i
t
P
e
r
m
i
t
Ju
l
1
'
1
6
Fi
n
a
l
i
z
e
1
0
0
%
C
D
O
c
t
2
8
'
1
6
EN
T
I
T
L
E
M
E
N
T
S
(
P
O
L
I
C
E
A
T
5
4
0
)
28
.
6
w
k
s
Su
b
m
i
t
H
P
C
P
a
c
k
a
g
e
De
c
1
6
'
1
5
HP
C
R
e
v
i
e
w
a
n
d
D
R
C
Fe
b
2
3
'
1
6
HP
C
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Q4
Q1
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Q3
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20
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2019
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VERSION 2016_11_13 rt
Pa
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1
P58III.