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Home My WebLink Aboutcoa.lu.pu.Valley Hi 1000 E Hopkins.A61-94 RIO ClRAHOE IIALL flS..OS Ra.WN. POTeNTW. fOR O\Il!RI'lOW STORM WATER DETEHT10H IF ~OYieReO JOH'j DeNVER SAHCTVARY . POTENJlM. fOR l/APfIOvEO STORU 'NATEPo fAAlv.GEJ.IENT SYSTeM !.lOST UI_ACCESSIIlU: EOGE Al.O>iG MlVEM CORRlOOR "lIlJfFE~ lOll!:. AAOVr..O ~SC INCI.UOES EXISTING !.IEUOfllAI. \..aAJOH PEDESTRIAN C/.)f'(1'~f'CnOH *rweE1i PARK~'IC SmUCTURe AND 5/1/ l.IO.ll4T....PU.ETAJI. OtS'R1C' ;"PORT"", Re....TlOHS..F ;)EOESrRtAkS .-tie., -~ ! ! ....-.1"j[l i !: ,11 Ii; I: '. I i I: -.- "- . "__._ D\~,! .000111 =:..:;~.:~.:..~:.~_.. ,~ FReOUENTt.( TRA"aEO PATH ...--.:--, CONI<ECTS WEST END TO POST OFFICE. ; MALL. ~ SCI WEST. oPPORTUNITY TO ,/ Il.lPROVE PEOESTRJAN OPE/llENCE: :" /' ALOf/Q RoorE. /' ._~~ MILL ST. CCRRIOOlt ~R."l.~ V POOR PEOCSr.:lWl COmllTlOflS. HIGHER SPEED "liTO EN\I~"""'Ellr COHNECT/O.'lS TO WOW 8Jf<EET "'10 RIO GRA.'KlE. PM<~ iNCOMING TRAFFIC FRC'U ~~ OOVINVAUl'Y -----U -"~..:.~-:::-:-~:~_._'''.'' .'-----"l ~. Pl6PCItE ;tARK ,"/hEJ't. EXIT #to F'ArlXll'oIU STRl;CTUkE ~tRSf \lIE\";' r~-...---~- rI h Ii t: ~.; ~ Civic Master Plan: Phase One Report 10 I i I I ;1]. I May; 2001 I J 0 ~ . I '--. ) f _VUA"""'" J . / . ~ ~. Table of Contents Executive Sum.mary 1 Long Range Vision 2 Civic Planning Concepts 3 Participants 4 Project Overview 5 Foundation and Opportunities Plan 6-8 Area History 9-12 . Facility Analysis 13-19 Physical Analysis 20-22 Function Analysis 23-24 Next Steps 25 Appendix: Individual Reports 26 This Community Development Department project was funded and made possible by the Aspen City Council. . Mayor Rachel E. Richards Tony Hershey Jim Markalunas Tom McCabe Terry Paulson Steve Barwick City Manager Gvic Master Plan: Phase One Report May; 2001 Executive Summary Report Master Plan: Phase One Gvic months. These decisions wi then allow the Advisory Group to develop Plans and implementation (Phase Three). Concept strategies resent the greatest possible public and pri- vate benefit. The plan should have support of the community's elected officials Commercia (SCI) Zone District, through a form public/private partner- ship, and the opportunity to enliven under- used public spaces are also included in the project goals -, ndustria of (""l 1 The committee fully recognizes that ~Iect- ed officials may require additional informa- tion. There is an inherent "chicken and egg" dilemma in which questions related to funding, structural capacity, construction methods, etc. may factor into the merit of an idea. The committee has decided that any further development of a Civic Master Plan should only be accomplished if there is actual interest in the concept from offi- cials. Page: This Phase One report summarizes the analysis that has been accomplished to date and serves as the background infor- mation for sound decisions Phase Two of this project requires thresh- old decisions by elected officials. Developing Concept Plans without this crit- ical check-in could result in significant resources being spent pursuing a flawed vision. The City Council and the Board of County Commissioners will be reviewing the various ways the project could proceed n joint work sessions over the next few . This project is seeking to satisfy facility needs of individual organizations in a man- ner that produces community benefits than the sum of the parts. The Plan wi serve as a vision for the The plan will suggest necessary and greater Master futu re of th waht additiona what cooperative partnerships are required for implementation. The project i~volves an advisory group made up of elected and appointed officials, representatives of the various institutions in the project area, and a host of private cit- izens. There are 20 people on the adviso- ry group, and they have been meeting reg.;. ularly since the June 2000 beginning of the project. Possible Directions There are many ways in which the Civic Master Plan could accommodate the vari- ous facilities, institutions, and public spaces. Some of these could be accom'- plished in an elegant manner, adqressing all the various needs, and conveying an appropriate civic expression of community character. The master planning advisory committee is at a crossroads. The many possible direc- tions for t~e plan are varied and the- com- mittee is only interested in developing viable concept plans that are likely to rep- s area actions The Civic Master Plan is a long-range proj- ect to develop a vision for Aspen's "Civic Center" - the area of Aspen between the City Hall block of downtown and the Aspen Art Museum, including some isolated facil- ities located outside of this general area. This is an opportunity to actively determine the future of this highly visible area of town and ensure changes are accomplished in an informed manner. - Significant possible expenditures to reme- dy the Rio Grande Parking Garage drainage problems, ongoing discussions about the future of the Fire Station, the relocation of the Youth Center and possible new uses for that building, the need for the City to adhere to expected new Federal drainage requirements, and the expansion desires of Aspen Theatre in the Park all contributed to the idea of a coordinated master There are many needs that the public and private institutions in this location must address' over the next few decades. A coordinated planning effort among these groups could result in a significant benefit to the entire community. Cultural institu- tions can play an important role in Aspen's changing economic base and may bolster Aspen's desirability as a destination Ensuring the s'ustainability of emergency services, providing interesting mixed-use and "Infill" affordable housing, and addressing tourist needs with a convenient visitor center are being emphasized in this planning effort. The opportunity to encour- age reinvestment in the Service planning process Ma~.2001 -------. Long Range Vision Report Gvic Master Plan: Phase One planning project, each project n confor- mance with the Civic Master Plan can pro- ceed without "reinventing the wheel" this area w money for each nvolved Projects of may sti be required to architectural review to is given to the remaining nec- each project mprementation A comprehensive plan for save significant time and of the institutions more significance go though an Developing a Vision for the Civic Center in the Civic of the com- produce commu- the sum of each The facilities and nstitutions Center are the heart and sou munity, and the future of these Institutions is very important to the character of the town. A unified vision will than nity benefit greater individual project. There exists a significant community bene- fit in developing a vision for this area of town. Aspen's economic base is maturing and there is an interest in being dynamic as a community. The changing traits and needs of our citizens and vistors and how they affect the town's economic sustain- ability can only be addressed through active participation in forming a vision Long Range Vision The defining characteristics of Aspen and its environs are a result of conscious lead- ership and long-range vision. Aspen has a tradition of being very aware of its past, present, and future that started long before much of the formal planning processes that relationship between the Page: 2 ensure appropriate care aesthetics of the area. The essary review steps for should be described in the section of the final plan Developing and approving a concept for the Civic Center will allow the various enti- ties to complete their own capital ment planning. Instead of each project being reviewed as a improve- ndividual significant i" exist today. The natural and built environment, the Impor- tance placed on Aspen's social well-being, the balance between the resort and the community, and Aspen's renowned cultural amenities are a result of careful and per- sistent foresight. Continuing this resolve will ensure informed decisions and a suc- cessful future May; 2001 Gvic Planning Concepts Report One Gvic Master Plan: Phase Civic Organization There are two clear ways to contemplate arranging the Civic area. These are ways to think about the structure of the area and are not necessarily "all or nothing" con- cepts. The eventual plan may have a mix- ture of these two general philosophies as some components can and should be dis- crete items and in other cases there may be benefit to mixing uses the districting of uses This concept would ~reate a government zone, an arts zone, a visitor service zone, distinct com- mercial zones. and a recreation zone is to encourage use zones" One concept into Page: 3 Another concept would encourage the mix- ture of these various uses and concentrate on the area as a whol~, rather than as dis- crete components. This concept can also be extended to uses within a building '") Affordable bility of civic functions and vitality of town. Each decision concerning civic institutions should involve a discussion about affordable housing and the long- term viability of the institution. Housing has the ability to increase vitality of an area and of the public spaces throughout the civic area. Affordable housing is also a topic of civic discourse and the communi- ty's efforts related to affordable housing should be reflected in the physical devel- opment of town 5. Civic planning must address the need for short-term parking while not inducing additional traffic. The ability for the City to facilitate the convenient conver- sion of the driver to the. pedestrian is extremely valuable to the character of the Civic area. Ignoring the various parking demands may result in extra traffic from'" cars circling the area and visitor frustration 6. Public-private partnerships can be very advantageous in achieving pub- lic goals. Private enterprise may signifi- cantly extend the public's ability to reach public goals. While each circumstance needs to be possibility of exploring. HOUSing ensures via- 4. Principles The Civic Advisory Group has been work- ing under a few very basic underlying prin- ciples developed and endorsed by the Group These fundamental principles are n the heart of town. Many communities develop a "big glass box" on the outskirts of town sur- rounded by parking and a drainage feature and call it their Civic Center. Aspen has the fortune of an integrated civic core in the downtown Civic uses belong 1 ndividually considered the "win-win" scenarios are worth 2. Mixed-use buildings and mixed- use areas create active, vibrant, & mem- orable places. Single-use buildings, depending upon their use, can have peri- ods of little activity. Repeated on a large scale, whole single-use areas can see little activity. Civic Centers dominated by gov- ernment institutions, for example, are vacant during weekends. Integrating com- uses can result in a more resu Ited to build upon the substantia has heart of and community character that This planning effort attempts that tradition. Galena Plaza could and should be a better public place. The forecourt of the Pitkin County Library is an untapped resource and opportunity for the communi- ty. This space should be fun nteresting and lively. Ma~ 2001 nteresting environment. plementary active and more 3. Partic ip ants CIVIC Advisory Group Harley Baldwin Citizen Don Bird Director, Pitkin County Ja Jon Busch Commercial Core & Lodging Commission Tom Bracewell Superintendent, Aspen Sar:litation District Stan Clauson, ASLA, AICP Citizen Cathy Chandler Director, Pitkin County Library Matt Fields Aspen Youth Center Blake Fitch Parking Garage Director, City of Aspen. Darryl Grob Fire Chief, Aspen Fire District Roger Haneman Aspen Planning & Zoning Commission Carole Hershey Aspen Chamber Resort Association Mary Ann Igna Assistant Director, Aspen Art Museum Jackie Kasabach Chair, Aspen/Pitkin County Housing Board William Lipsey, AlA Citizen Alan Osburn Director, Aspen Theatre in the Park Loren Ryerson Police Department, City of Aspen Gilbert Sanchez, AlA ~istoric Preservation Commission Rebecca Shickling Assistant Parks Director, City of Aspen Sue Smedstad Aspen Youth Center Dean Soble Director, Aspen Art Museum Nida Tautvydas Wheeler Opera House Director, ,City of Aspen Tim Ware Parking Director, City of Aspen Robert Zupancis Property Owner & Citizen Page: 4 Report Gvic Master Plan: Phase One Team Management Team Project City of Aspen Steve Barwick City Manager Ed Sadler Asset Manager Community Development Dept. Julie Ann Woods, AICP, MLA Planning Director 970.920.5090 ju I iew@ci .aspen .co. us Pitkin County Hilary Smith County Manager Manager Project Chris Bendon, AICP Long Range Planner, 970.920.5072 ch risb@ci .aspen .co. us rector Brian Pettet Public Works D Historical Research Sarah Oates Curator of Collections Aspen Historical Society Professional Design Services OHM Design Corporation Dave Carpenter, Vice President Jason Jaynes, Project Designer 580 Main Street Carbondale, CO 81623 ^ 970.963.6520 carbondale@dhmdesign.com May; 2001 Proofreading Sara Garton Overview Project Report One Gvic Master Plan: Phase Foundation & Opportunities There are a multitude of ways in which the civic the could quality outdoor its vitality. signage, and transit elements improve this area and how spaces contribute to nstitutions, and public The shear number of items and scenarios to plan could accommodate ities, master various fac spaces. "if-then' consider requires The Civic some level of categorization Advisory Group has mapped the progress of the planning effort in two categories: "Foundation" and "Opportunities." arize master Project Area The Civic Master Planning area is general- ly the portion of Aspen including the Fire station and City Hall blocks of downtown north to the Roaring Fork River and includ- ing the Aspen Art Museum. In addition, a few isolated cultural/nonprofit facilities have been included in the planning effort. Those additional facilities are the Red Brick Arts and R.ecreation Center and the Wheeler Opera House Foundation Plan The Foundation Plan represents decisions the Group believes are important to a suc- cessful Civic Master Plan. These deci- sions are not dependant upon other deci- sions and can be viewed' independently. These decisions may also represent less- sensitive issues.. The Foundation' Plan includes items associated with specific locations (mapped) and items with no spe- cific location, such as a way-finding pro- gram Page: 5 Opportunities Plan The Opportunities Plan represents the substantive decisions required for the proj- ect to proceed. These are decisions that are dependant upon other decisions. This is the bulk of the plan and possibly the more controversial issues. Each mapped location includes a series of choices with town this planning effort could ease the learning curve. . Many of the Group members have thorough first- hand knowledge of how visitors struggle with finding their way upon arriving in Aspen. A comprehensive way-finding pro- gram and the development of a true visi- tors center could significantly 'improve the current situation. This is a topic that has much broader physical boundaries than the formal planning area but which affects the civic area immeasurably. Design Charrette In December of 2000, a design charrette was conducted to investigate possible solutions for the Civic Area. The Civic Master Planning Group'divided into three teams with two teams concentrating on the Galena Plaza area and the remaining team concentrated on the SCI East area. Each group was provided with a design profes- sional to sketch ideas The exercise realized severa ways n which the Civic Area could evolve. The concept plans generated by the Advisory Group were refined by DHM Design, proj- ect consultants, and presented to the Group for discussion. It became evident that greater direction from elected officials regarding the possible' ways for the Civic Area to evolve would be necessary prior to furthering any of the concept plans Planning Process In June of 2000, an Advisory Group made up of City .and County representatives, members of volunteer boards with certain purview or interest in the project, represen- tatives of the various facilities and institu- tions n the planning area, propert)' own- ers, and citizens were brought together to contemplate the problems and opportuni- ties for this area of town. Group members shared their experiences and individual thoughts regarding the civic area as well as some initial ideas for improvement. The Group conducted a walk through in which each of the facilities and institutions were. toured while a representative dis- cussed various challenges, shortcomings, and ideas for physical improvements. The Group contemplated outdoor areas between buildings and the relative suc- cesses as good public places. Each of the tour locations was discussed in relation to the Civic planning area and the manner in which the locations are easy to find, are hidden, etc. This led to discussions on how linking elements. such as better walkways how locals themselves Finally, the Group discussed and visitors come to fam and how on The Aspen City Council initiated this plan- ning effort and an advisory group has been meeting on a regular basis since June, 2000. The idea of a concentrated master planning effort came from several sources: Drainage problems with the Rio Grande Parking Garage; an indication that the Fire District facilities could soon be inadequate; continued deficiencies of government facil- ities; possible affects of new Federal regu- lations for storm water; facility planning for Aspen Theatre in the Park; and, the relo- cation of the Youth Center. ntroducti -I The premise of the project is that these problems can be addressed in a way that creates significantly greater community benefit if approached in a comprehensive manner. These benefits include the opportunity to create an interesting public place in the current Galena Plaza, the opportunities .to redevelop the City parking lots below the Community Banks building with affordable housing or mixed-use building, the rede- velopment opportunities of the Service/CommerCial/Industrial (SCI) lands, the opportunity to address visitor functions, and the opportunities for "backfilling" the current fire station site with a new use Ma~ 2001 D A I d CJ l' E ~~I14J Al~~ ~ =0 CC8d~~ Q [J O. ~[] . nnll J ~ j ~dt) ~~;;;R ~ ~l DD~ ~ Al ~l MAIN :om :] SCI West Mixed-Use - SCI/Affordable Housing/Parking. Possible Nelghbomood Commercial (NC) Uses. Possibility of extending project to Clark's parking lot p A M II N ....;: o T N ~ u o F Aspen Art Museum Building: The Aspen Art Museum should be relocated doser to, or in, downtown Aspen. If this move is feasible, a replacement operation should be arts or reaeation related to compliment the historic resourc~ and unique setting of this building. - c:: )~ Red Brick Arts and Recreation Center: Building is a historically significant resource. Opportunities for Visiting Artists Housing. Community scene building shop. o '0 o o Theatre In the Park: This facility needs to be relocated to accommodate future drainage improvements. Theatre in the Park is seeking a pennanent year~und facility. L recyding facility. Rio Grand Pari<: Keep as a recreation facility. Accommodate drainage needs in an aesthetic and environmentally sensitive manner. Consider altemate locations far snow melter. Consider curb-side recyding program or improved aesthetics of existing Galena Plaza: Address current drainage problems. Opportunity to create an interesting public place. Encourage pedestrians to crass Main Street SCI East Mixed-Use SCI/Affordable HousinglParking. Possible location for government offices (flex with need) Good opportunity far public-private partnership. "".. Courthouse: Police/Sheriff operations need additional facilities within general area. Need to accommodate additional cOurtroom adjacent or attadled to existing court system. Basement may be best opportunity for new courtroom. Hili's Building: Remove building. Possibly replace with a ciVic or accessory civic use, sudl as a visitor center. Plaza Building Primary County Building. At capacity. bE: ~ ~trl ~ Fire Station Parcel: Fire District will outgrow the current facility (not the location) in the near future. Opportunity for a redeveloped Fire Station or a cultural facility. n n o. " " " r (0 ( Wheeler Lot Opportunity for developmenUexpansion of an arts facility. Could be an arts-related function such as a rehearsal facility with administrative offices. Site may adequately serve as a perfonnance venue. Delivery functions along alley need to remain. City Hal Primary City Building. At Capacity. Connor Cabins: Buildings are historically significant Location is important in context of Ovic Planning. Connor Park is a community asset Isis Theater: Should remain a cultural facility (pending public vote) Cannot currently rely on future use of building. i 1 3QQ I~lb :; m z ::J J: ~ "-l < z UJ c;! <:) AS PEN ':C I V I C CENTER MASTER PLAN 1 1 J: CJ a: < z o :E ~ RQ11 tJD\J ot] ~ ] o HOPKINS JrJ~~a Q ~~~ HYMAN ...J c Elements f on-Spec' Non-Locat P I a n on Foundat . . ..:-~. Public Restrooms: c Plan needs to address need for public restrooms c Location near or in a visitor center is important. c Location serving Rio Grande Park and Skateboard Park is important. to from edges of town Way-Finding c General need for better s and through Civic area. Facilitate conversion of driver to pedestrian ignage c Auto/Parking: c Plan needs to address both temporary and long-term parking of automobiles in a responsible manner by meeting short-term parking needs while not inducing additional traffic. Shuttle c Pedestrian-friendly shuttle useful as a linking element. c Look for opportunities to link surrounding neighborhoods to Civic area. Bus Parking: c Related to visitor center. c May also require drop-off area Pedestrian Links: c Maintain and improve existing links c Acquire easements where necessary. c Improve "access" to remote facilities by improving walking experience. Short-Term Storage/Library: c Area facilities could benefit with a combined "library" to house public documents, files, etc. in one central location rather than within each department. t Meeting Hall: c Public meeting facilities are over capacity. A meeting room to accommodate 75-100 people is needed within the Civic Area. Pitkin County "drainage" parcel Possible snow melter andJor recycling facility p A M s ~ N u T R o ~ p p o Aspen Art Museum Site 1. Theatre in the Pam- 2. Arts/Rec. Facility - feasibility study for converting the structure has not been completed. Flood plain restrictions may also affect theatre location -- II City Pari(ing Lots 1. Mixed Use: Neighborhood Commercial/Gov. 2. Arts Facility - Performance Venue 3. Ancillary Arts facility functions (could also be part of mixed-use bldg.) Offices/Atf'. Housing y - ~, ~ ~, ~\~ Parking Garage 1. Mixed Use: Retailf'secondary" Gov. daycare facility) 2. New City Hall - primary city functions 3. Possible arts venue 4. Visitor center (All scenarios may indude relocating Rio Grande Place northward depending upon building configuration.) ~/ !Ji~ ACRA offices and/or a (could also incl Offices/meeting hal ~ o l:::J c:::: )~ } o [l o o .-........ Police/Sheriff) Youth Center Building 1. "High-traffic" Gov. Department (Housing, Building, 2. Meeting Hall + ACRA Offices + Visitor Center (All scenarios require retrofit of building's interior for new use.) ~ ~ o ~ ~ Open Area North of Jail 1. Additional Gov. admin. Offices with lower level par1<ing 2. Police/Sheriff facility with lower level parking 3. Incident Command Center (combined with another facility) / .~ ~ Jail Building 1. May present opportunity to add another level to building Jail Pari(ing Lot 1. Additional Gov. admin. Offices with lower level par1<ing 2. Police/Sheriff facility with lower level par1<ing 3. Incident Command Center (combined with another facility) ~ ..--- ~ Hines/Hills buildings 1. Visitor Center 2. ACRA Offices + Visitor Center 3. Galena Plaza Extension (Open Space) 1 r larger project public vote) Zupan cis parcel 1. Fire Station + Incident Command Center 2. Mixed Use development 3. Possibility of using Plaza Building site for Isis Cultural facility (assumes successful Secondary locations for Fire Station City Hall 1. City Hall - Primary City functions 2. Arts Facility + Aft. Housing @ ~ ~~ f( B;: ; Grl..Jj oon ~ ~aTYl ) ~ ~1fI ~ " r JiQIr DD~ 01] HOPKINS MAIN ] ..., o Fire Station Property 1. Redeveloped Fire Station 2. Art Museum 3. Arts Facility - Performance Venue 4. Mixed Use: Retail/Aff. Housing Wheeler First Floor 1. Continue commercial leases 2. Visitors Center Cl z ~ a.. UJ , 3ClO '~DDO ~ClJ;J ~ ~ o 75 150 a:: ~ :J J: .... mE] ~ _ .J NanH " ~ w ~ Cl I J: (J a:: < z o ~ ]{ J~ ~~ G ~ l ~~~ HYMAN 8 Wheeler Parcel 1. Rehearsal Facility or perfonnance venue 2. Ancillary Arts functions (admin., affordable housing) 3. Mixed Use: Retail/Ancillary Arts functions/ Nt. Housing 4. Visitors Center + ACRA Offices :E 1 ASPEN CIVIC CENTER MASTER PLAN Area History Report Civic Master Plan: Phase One This land now includes the kayak course and the John Denver Memorial. The man- ner in which the lands were purchased is important in that significant deviation from the intended use may require a public vote Rio Grande Master Plan The City of Aspen adopted the Rio Grande Master Plan in 1993 to set forth the future development character for the parcel. This is the current guiding document for a large 'portion of the Civic planning area. A signif- icant number of decisions related to this Master Plan assumed the terminus of a regional rail system along the Rio Grande Railroad right-of-way. In . fact, the north faCfade of the parking garage (currently ACRA offices) was designed with the con- cept of providing ticketing and transfer services for regional rail, local bus service and the possible cross-town trolley. Considerable achievements have been accomplished that were set forth as action 'items in this 1993 plan. The riverwalk and kayak course were completed, an alternate location for the snow dump was found and the snow melter was relocated to the recy- paths cling fC!,cility, additiona pedestrian replaced a vehicular access to the park, better access and handicapped parking was provided for the Theatre in the Park, bins for recycling were provided, and the basketball court and skateboard park were developed.' The 1993 plan endorsed con- tinuing the recreation activity on the play- field, only to be replaced with a regional rail facility. the manner in which they were acquired In 1973 the majority of the Rio Grande Parcel was purchased from Jim True with "7th penny funds" preserving the land for future transportation needs. This land includes the playing field, the "Art Park," the Youth Center building, the City parking lots, the Rio Grande Parking Garage, lands bordering the Bass and Obermeyer build- ings, Aspen Theatre in the Park, the skate- board park and basketball court parcel, the snow melter, and recycling operations. Additional lands along the. Roaring Fork River were purchased with "6th penny funds." preserving the land as open space competitor, the Colorado Midland, disman- tled its tracks to Aspen in the 1920s. I n the 1930s and 1940s, the D&RG operated a ski train, bringing skiers up from Denver to enjoy a weekend in the mountains. By 1969, the Q&RG was only used as a freight train. According to an Aspen Times article dated January 16, 1969, "When first requesting permission to withdraw the tracks the railroad also stated that it would develop the railroad yards by the old sta- tion into a large shopping center. " The Rio Grande parcel consists of two sep- arate but interactive to Rio Grande Park The Denver and Rio Grande Railroad arrived in Aspen on November 1, 1887 to much fanfare by the citizens of Aspen, beating out the Colorado Midland'Railroad by several months. The D&RG's arrival began an 81-year history of today's Rio Grande Park being used as a rail depot for the train, and the Smuggler Concentrator was located north of the depot. Although silver was demonetized in '1893 and large quantities of silver were no longer being freighted out 'of Aspen, the DR&G remained in service until January 1969 ts , ) Page: 9 - - 1948.... Circa -...--:'*'" -- ---- ~ -~~ --.... '. ~ - -'I~' - ~ __ -.... ~ -........." ""- - .......... ...... .. ~ pieces according .- .. .~.... .... ". - - - ~~-- .J..... --- ~ ~ ..-4IMIIIIIi.. - . -- ~ - .........,~ /' - ....... - . - .-- ~ .. -.... ~ ~- .. . ./ -.. -...,.. ~ - ............. <.. May; 2001 Area History Report Gvic. Master Plan: Phase One 10 The Zupancis Property This parcel is located on Main' Street on axis with Hunter Street. The property is the Zupancis Family "homestead" and has been in. the family for nearly 110 years. John Zupancis, born in Yugoslavia, and Mary Zupancis, born. in Austria, came to Aspen in 1893 where they raised six ~ons and daughters in the old hort:1e on the prop- erty. John was employed by the Colorado Midland Railroad Company, while the rail- road was being constructed up the Roaring Fork Valley. He also helped lay the water mains to supply the City of Aspen with water. With the assistance of Louis Zupancis (current property resident), their son, Julius, owned and ran the Mesa Grocery Store on Main Street during the "Quiet Years." Their daughter, Elizabeth, was a nurse at Aspen Valley Hospital for 50 years. A historic log cabin and miner's cot- tage (which are attached) are on the north edge of the property. Page: .... As part of this plan, a "Civic Center" was identified for the lands north of Main Street on both sides of Galena Street as a way to "enhance the focal point of Aspen as the dominant center of the resort complex." Specified for this area was a significant remodel of the County Courthouse, includ- ing removal of the jail function from the courthouse proper, development of a new City Hall adjacent to the courthouse, con- struction of a new Fire Station on the loca- tion of the County maintenance building (now Galena Plaza), and removal of County road maintenance facilities from the core of Aspen. In 1973, the City and County updated the 1966 General Plan with the adoption of the Aspen Land Use Plan. This plan contemplated additional civic uses in the "Civic Center" by placing the U.S. Post Office and public parking in the area Zupancis Cabin Genera In 1966 Pitkin County and the City of Aspen adopted the first comprehensive plan guiding the general patterns of future development in the upper Roaring Fork Valley. It is this plan that initiated more thoughtful discussions regarding the change in character of Aspen and its envi- the loca with Ma~ 2001 Area economy changed Aspen 1966 Plan rons as time Unresolved issues from the 1993 plan are the trolley system and associated facilities (although City Council is currently enter- taining purchase bids for the system), regional rail (although the current plan d,oes not use the Rio Grande parcel), and the consideration of relocating the recycle the corner of Spring and East to streets center Bleeker Area History ;~- .. ~ ~:~v ~~ Aspen Art Museum, circa 1975 .. I" ~.. -..i . I 1 . Aspen Art Museum Exhibition Hall Page: 11 Report Master Plan: Phase One Gvic .; ... - CitY Hall, circa '~ IJ.P! . . Aspen Art Museum Aspen was one of the first cities in the state of Colorado to have electric residential and street lighting. In May of 1885, the Aspen Electric Light Company, using hydroelec- tric power, illuminated forty businesses in the City of Aspen for the first time. In 1886, the Consumer Light and Power Company was formed, and a power plant was built on Hunter Creek. The two companies were merged in 1887 to become the Roaring Fork Electric Light and Power Company, and in 1888 the Hunter Creek Power Plant, which today houses the Aspen Art Museum, was built. By 1 e91, the plant had to use coal as a backup to the hydroelectric power because of the low water levels during certain times of the year. In 1892, the Castle Creek Power Plant was built, and the operations were consolidated at that plant in the early 1900s. Later in its history, the ,Hunter Creek Power Plant was used as a ware- house for Holy Cross Electric. In 1976, by a voter mandate, the City of Aspen acquired the building and in 1979 the Aspen Art Museum, originally called the Aspen Center for the Visual Arts, opened City Hall Located at the corner of Galena Street and Hopkins Avenue, today's City Hall was originally Armory Hall, a gathering place for a fraternal lodge and the community at large. Built in 1892, over the years the building has been used for dances, con- certs, a roller rink and gymnasium. In 1893, the "Silver Queen" statue paid a visit to the building and City residents could view the statue for 25 cents apiece before she made her journey to the 1893 Ch icago World's Fair. After the demolition of the original City Hall, the building was used for municipal meetings in the 1950s. The ,City purchased the building in 1956 .- ,,.., ~--, 1, .....->,~ ........ i - -,r~' ~_.. - .~....z:- -- - ..... Pitkin County Courthouse The Pitkin County Courthouse was com- pleted in 1891, despite accusations of mis- appropriations of funds and controversy over what some residents felt was an out- dated design. The building was designed by a prominent Denver architect, William Quayle, and 'is one of the oldest court- houses in Colorado still being used for its original intent. Both the 1893 Bird's Eye View of Aspen and the 1904 Sanborn fire map show the area north and west of the Courthouse relatively undeveloped. There are several small buildings located behind the Courthouse on both maps, which may have served as residences. Both maps show Galena Street as a through street leading to the D&RG depot, although the 1893 map is not entirely accurate and the 1904 map shows the access terminating just north of the Courthouse. In the early 1970s, temporary trailers behind the Courthouse housed several government offices, including the Department of Motor Vehicles. During the 1970s and part of the 1980s, the plaza area was used as a sta- ble to house the horses for the in-town car- riages 1960 u - _........,- II l Pitkin County Courthouse May; 2001 Area History Report Master Plan: Phase One Gvic was arson, but nothing was ever pro The first two floors were used for various purposes. after the fire, but the opera house was not fully operational again until Walter Paepcke, Herbert Bayer and other renovated it in 1949, and again in 1956. Their remodel deviated from the original Victorian decor. The City of Aspen purchased the Wheeler from the Paepcke Family with a voter- approved . Real Estate Transfer Tax (RETT). In the 1980s, the Wheeler was again given a badly needed renovation and the interior was returned it to its more orig- inal Victorian character. the fire ven Wheeler Opera House The Wheeler 'Opera House was built n 1889 at a cost of $80,000. The gala open- ing performance of the opera house, housed on the third floor, was "The King's Fool," performed by Conreid's English Comic Opera Company. The building orig- inally housed the J.B. Wheeler Bank on the first floor (currently Bentley's Restuarant ). There was a grocery store on the ground- floor space on M ill Street from the early 20th century to the mid-1960s. In 1912, the building'survived two fires. The first fire was easily extinguished, but the second, nine days later, caused substantial dam- age. .Authorities suspected the cause of Street Railway Company has been given additional time to develop a plan for their use in Aspen or elsewhere. The Galena Street shuttle currently serves transportation needs to and through the Civic planning area. Service includes the Rio Grande parking garage, the Gondola, the Post Office and the Hunter Creek Condominiums Street n 1978 six J.G. Bri Co narrow-gauge trolleys. were purchased by the Aspen Street Railway Company and brought to Aspen. They were later donated to the 'City of Aspen. Several studies were conducted exploring the needs for a north-south transportation route to serve the Post Office, Rio Grande Park, government facil- ities near Galena Plaza, Rubey Park Center, and the base of Various Mountain routes and accessory facilities, such as a trolley barn, were included in the studies. The planning' for these trolleys eventually resulted in the development of the Galena Street Shuttle. Galena & Trolleys Shuttle Transportation Aspen 12 Page: The City of Aspen has recently been mar- keting these trolleys to other communities who have expressed interest. The Aspen Ma~ 2001 Facility Analysis Report One Gvic 'Master Plan: Phase Iy occupying space to fit approximately six offices. The storage areas are not serv- iced by the current HVAC system and have no electrical service, but the current sys~ tems have the capacity to serve these areas Pitkin County Plaza Buildin.g The Plaza Building, located on Main Street, is the primary County government building. The building is heavily used and the County has no additional space to accom- modate additional services or personnel. The building is approximately 16,000 square feet, on four levels Just over 90 City personnel in 14 Departments are housed in City Hall. The building houses all files related - to City business as well as historical documents, is the pri.mary information dissemination point, and receives all payments related to utility billing, parking tickets, building per- mits, and administrative functions Plaza First Floor. The Clerk and Recorder's offices take up the majority of space on: the first floor (Plaza I). There are currently 10 employ- ees and 13 workstations. The work envi- ronment is comfortable for the most p~rt. The other areas of Plaza I are the Board of County Commissioner's conference room, the file room and research area for public use. Staff meets in the research room and sometimes in the BOCC conference room, depending on availability. There is a noticeable conflict caused by the proximity of County Staff with the Clerk and Recorder office and meetings of the Board of County Commissioners. Noise is easily transmitted between the two, and foot traf- fic can impact the Clerk and Recorder employee's productivity. Plaza Basement Level. The .Pitkin/Aspen Housing Authority (APCHA) is located in the Basement of the Plaza Building. They have 15 employees and 10 workstations. It is an extremely crowded work environment. Many of the services provided by the Housing Office involve discussing personal financial infor- mation or confidential property acquisi- tions. A crowded and open office environ- ment is not conducive to these types of dis- cussions. Adequate workspace, a confer- ence room, and individual office space are needed in order for the staff to function effi- ciently. The building is roughly 18,500 square feet (on four floors) and is typically used 7 a.m. through 9 p.m. most days of the week. The building is a City of Aspen Historic Landmark and is listed on the National Register of Historic Places. Many func- tions are accommodated in limited space. Several workspaces have been retrofitted for two and sometime three' employees, and short and long-term storage is accom- modated throughout the building Many City Departments already experi- ence difficulty staffing positions due to lack of physical space. This may affect expect- ed levels of service. The City's space limi- tations require a long-term solution to ensure quality service 13 The BOCC conference room is a marginal conference room for public forums. The configuration and size makes it difficult to hold effective meetings, especially when the meetings exceed 20 members of the public. The large load-bearing post is poorly located in the room. Many times the conference room is well over capacity for effective public meetings. The conference room is heavily used throughout the day and into the evening by various depart- ments and advisory committees of the County. Additionally, the conference room Page: r n addition, the basement location may not reflect the importance of affordable hous- ing in Aspen. The high public profile of the Housing Program, the number of people served with weekly lotteries and ongoing rental waitlists, and the magnitude of the planning for new development warrant an enhanced location and facility. The nine APCHA Building Maintenance employees have one workstation and a small shop in the basement. It is JL" quate space to complete efficient bl maintenance work File storage is Cl inaad- City Hall City Hall houses the primary functions of City government. The facility is currently at, or beyond, its reasonable capacity. All formal meetings of the City Council, the Planning and Zoning Commission, the Historic Preservation Commission, the Board of Adjustment, and Municipal Court are held in the building as well as occa- sional meetings of the Pitkin County Board of County Commissioners, the Pitkin County Planning and Zoning Commission, the Aspen/Pitkin County Housing Authority, and the Sister Cities organization. On numerous occasions, formal meetings of these Boards must be scheduled in alter- nate locations such as the Pitkin County Library or the Fire Station meeting room. On occassion, official business cannot be conducted due to insufficient meeting facil- ities. Pitkin County has experienced a sim- ilar proble, and an additional meeting room to accommodate large groups is a signifi- cant community need Ma~ 2001 Facility Analysis Report Gvic Master Plan: Phase One Conner Cabins The Conner Cabins are located just east of the Aspen City Hall on the corner of Hunter Street and Hopkins Avenue. These struc- tures date back to the early 1900's and help compose Aspen's oldest block. The block consists of City Hall, St. Mary's and and the Conner Community Relations, CR, occupies one office between HR and Finance. The CR Director is the only employee and enjoys the location of her office, but notes many of her daily contacts are on the third floor. cannot be used during elections. Each County election occupies approximately one month of conference room time. Some years this occupation can reach three months out of the year. rectory, The location of these structures are also important in that the possible adaptive re-use of these buildings will have an effect upon the character of the Civic Area Church Cabins St. Mary's Church St. Mary's Church i~ located on Main Street between Galena and Hunter streets. The congregation is currently constructing employee housing along the alleyway between the rectory and the Church. The Church does not envision additional facility needs beyond this current expansion Plaza Third Floor. The administrative functions of the County are housed on the third floor (Plaza III), including risk-management functions, the Budget Director, the Administrative Services Director, the Emergency Management Coordinator, the Board of County Commissioners, and the Attorney's office. General administrative functions have 10 employees and 10 workstations and the working environment is comfort- able from a space standpoint, however, there is no meeting room on this floor. The five members of the Board of County Commissioners are also located on this floor. While each has a workstation, the working environment is crowded and ineffi- cient. Because there is no meeting room, privacy of the BOCC's constituents is an issue Plaza Second Floor. The second floor (Plaza ) County Finance Department, Relations, and the Human Department for the City (City HR wi be relocated, opening up two offices) and the County. The finance Department has eight employees and eight workstations. One office is currently being used for file stor- age. Finance also has--a small conference room that is used for meetings and by County staff from other departments to complete financial. The work environment in finance is comfortable Stored files are The Clerk to the BOCC is located appro- priately close to the BOCC meeting room houses the Community Resources 14 Page: Aspen Fire District The current fire station on Hopkins Avenue will need to be significantly upgraded in the near future. The District will soon outgrow its current facility (not necessarily the loca- tion). Additional apparatus, equipment, storage, maintenance areas, training facili- ties, ready room, administrative facilities, and housing are al to fulfill long- term service District is interested needed demands. The in satisfying their needs for a significant period of time and is employing the Civic Master Planning process as a means of making some threshold deci- has six employees most of the The attorney's office and six workstations. While time the environment is comfortable in the attorney's area, it has become more crowded during busy periods. Adequate file storage space is an issue and many files are taking up valuable space in the main office. Again, there is no meeting room, and meetings are .convened in the BOCC conference room on the first floor, in individual offices or the County Manager's Office HR has six and one-half employees and six workstations. Four employees are County and two and one-half are City. The work environment is comfortable. HR also has a small multiple-purpose small confer- ence room. The conference room is used for staff meetings, orientations, interviews, meetings (where employee's right to priva- cy is an issue), and photo 10, among other uses. Additionally, the conference room is used by administration when other meeting rooms are not available. HR and Finance are centrally ocated for effective opera- tions occupying valuable space Ma~ 2001 Facility Analysis Report Gvic Master Plan: Phase One and a small conference room that receives occasional use. The Jail needs a detox facility to handle special cases. Pubsis has four employees. Each has their own workstations and the employees complete work for the City arid the County. The work environment is crowded and file storage is needed. has 14 work communication in need Center u comfortable Wheeler Parcel The City of Aspen owns the parcel of land adjacent to the Wheeler Opera House. This land extends nearly to the building edge of the Mother Lode Restaurant. Several ideas have been discussed in the past for this parcel including an addition to the Opera House. facility to accommodate rehearsal needs. The 6,000-square-foot lot may be adequate to serve as a per- formance venue, although Wheeler service requirements pose some limitations along the alley. These service needs are essen- tial to the Wheeler operation and reduce th~ effective size of this parcel and Arts Center ck Red Br Recreat A District strategic planning and prog~amming process will also be necessary to determine the exact needs for a neW facility. A central location is very beneficial to the provision of emergency service to the high demands of the Commercial Core and the location is strategic for the volunteer force. The District's interaction with other related departments of local government requires close proximity to the Civic Center. There also exists a social and cultural benefit to the continued presence of the District in or near the Commercial Core sions capital mmediate reno- planned and is In need of vation " 15 Page: There may exist an opportunity to expand the jail building to a second floor to accom- modate some of these needs. Pitkin County Jail Along with the normal correctional portion, the jail houses Communications, Pubsis (information systems for police and sheriff operations), and technical services. A jail operation has adequate operational space Wheeler Opera House The Wheeler is a local Historic Landmark and is listed on the National Register of Historic Places. The Wheeler is extremely busy with over 360 days booked per year for over 450 events/activities. The first floor of the building houses the box office and an ACRA visitor desk as we as two The current location can be used to satisfy the District's needs with a complete rede- velopment. A Main Street location east of the Mill Street intersection is highly' prefer- able as the ability to meet the various serv- ice standards decrease with locations out- side of this general location. Moving from the Hopkins location may also accommo- date advanced concepts being contem- plated by' the broader emergency service community. These advanced concepts include an' in-town ambulance service, a ncident Command Center, ty of a relocated county-wide and the posslb Police/Sheriff facility. Parking area between Pitkin County Jail and Plaza Building reta tenants No changes are necessary to the building per se, although some inte- rior modifications will be occurring. The Wheele'r operation could benefit with ancil- lary facilities such rehearsal space, meeting space and adequate office space as storage Severa sites have been dentified as potential relocation sites in addition to the currerit location. Sites with "fatal flaws," from the District's perspective, have not been shown. An in-depth analysis of;each site would determine any operational adjustments that would be required for a successful facility. May; 2001 on The Red Brick building houses the City's Recreation Department and several non- profit arts groups. The non-profit space is in high demand and many of the groups operate in limited quarters. The site has development potential, especially on the north side of the property where surface parking now exists. The building may also accommodate an additional floor, although structural studies would need to confirm this capability. Development along the south side (front) of the building may need to be balanced with the historic qualities of the building. A community scene shop to support local performing arts groups, addi- tional administrative. offices, and housing for visiting artists are possible additions Facility Analysis Report Master Plan: Phase One Gvic l-- The first floor of the Courthouse has a small to moderately sized confere'nce room, which can effectively serve 15 peo- ple in a meeting situation. . Public forums are less effective in this room because of its size and configuration. This is a com- mon place for County staff to meet throughout the day and serves as the BOCC spare meeting room when elections are taking place in their primary confer- Next to the conference room is City Parking Garage The City-owned Rio Grande Parking Garag~ has reached its functional capaci- ty. The garage is fully utilized and is often filled by 10:30 a.m. during peak seasons. The Garage lacks adequate drainage and a protective membrane on Galena Plaza. Landscaping and irrigation add to this problem. The uncovered bay of parking requires waterproofing at a cost of $45,000 - $50,000 every 3-4 years. Estimated costs for repairing the Galena Plaza drainage condition is $1.5 million to 2 mil- lion. This represents a simple replacement of the existing materials with no additional areas have and SIX employees. The work .environment is com- fortable from a space standpoint for both employees a[ld customers Their near the Courts :, two offices an< ited multiple times during each day. The District Attorney and the Probation six workstations location of these location .s a requirement their current serves this purpose needs such as evidence lockers and pro- Within 3-5 years the wi The location of the S.O./A.P.D offices is convenient to the jail and the Courts. Many operational efficiencies and advan- tages are gained by maintaining the S.D. and the A. P.O. operations together. These facilities may need to be relocated, howev- er, to accommodate an. additional court- room If such an action is necessary, the general vicinity and co-location are impor- tant aspects to maintain cesslng rooms departments occupying this space need new space to stay effective amenity. used only as a storage room 16 Page: Galena Plaza and source of leaks into Rio Grande Parking Garage Courthouse Second Floor. The Second Floor of the Courthouse hous- es the Courtrooms. The Court facilities are adequate, but are slowly being outgrown. Each year the Court Clerk asks for the County to look for additional space. The Jury room is small and difficult to meet in at times. A Jury deliberation room is needed. They have requested an additional court- room. State law requires th~ County to the needs of the Courts ence room a large room for the Courts Courthouse First Floor. The first floor of the Courthouse houses the Assessor, District Attorney, Treasurer and Probation. The Assessor has 10 employees and 12 workstations. One of the workstations is for the public ahd one is vacant. Whi'le they do have a vacant workstation, the working environment is very crowded and the nature of the Assessor's work makes privacy an issue The Assessor's location is conveniently access n the public ocated for Courthouse Pitkin County Courthouse Courthouse Basement. The Courthouse Basement Sheriffs Office Personnel Police houses the and the Aspen Department Between the two departments there are 60 people working out of the Courthouse basement, 27 with the S.D. and 33 with the A.P.D. Many of these employees work shifts, and this dis- tributes the requirement for space of the 60 people. There are 49 workstations and many are shared between employees. The basement has one moderately sized conference room, which is used regularly by public safety groups and departments outside the agency. It is used as a break room and the Incident Command Center. provide The Courtrooms are conveniently located near the Jail with the A.B.D and S.D. downstairs facility The Treasurer's office has three employ- ees and three workstations. The employ- ees have a comfortable work environment with adequate space. However, their cus- tomers have very little space with which to complete transactions with the Treasurer. The Treasurer's office location is strategi- cally located across the hall from the Assessor's office and next door to the Clerk and Recorder's office. which are vis- of the offices and the amount workstations for each room have created a crowded work environment that can be extremely inefficient during busy periods. Additionally, given the type of work completed by the public safety groups, privacy is sometimes a problem with daily operations in the basement. There are additiona operationa space The configuration of ~y; 2001 Facility Analysis Report Master Plan: Phase One Gvic Resort Visitor's The Aspen Chamber Resort Association (ACRA) is currently located in the Rio Grande Parking Garage building. This building was originally designed as the regional rail terminus and transfer point for local buses and was converted to offices. Currently ACRA occupies 1,300 square feet and Aspen Central Reservation (ACR) occupies'the remaining 2,000 square feet. Aspen Chamber Association & Center Pitkin County Library The Pitkin County Library, located on the western edge of the Galena Plaza has expansion plans, and an easement, extending onto Galena Plaza. This planned expansion area is expected to accommodate the future needs of the Library and no additional facility require- ments have been forwarded to this plan- ning effort. ACRA Offices Grande Master Plan contemplated the enclosure of this facility in combination with a possible trolley barn to address the gen- eral unsightliness and propensity for stray recylables. Replacing this facility would create an additional operational burden estimated at approximately $175,000 per Maintaining a collection facility near the Commercial year. requires a location Core in order to maintain the convenience of recycling. A remote collection facility would drastically reduce the effectiveness of the program The mits the daily operation the location is not convenient for visiting guests. ACRA serves a high number of visitors and lacks basic amenity, such as public restrooms. In addition, its location next to the parking garage poses some air-quality concerns for an office environment. 17 Recycling Facility Page: deally, the ACRA offices would be expand- ed to approximately 2,500 square feet and remain co-located with the visitor's center which, ideally, should be 400 to 500 square feet, include public restrooms, and be in a more obvious ocation ACR should remal rni- ty to s Recycling Center Pitkin County's recycling program is cur- rently operated out of the Rio Grand Park location. This serves as the primary col- lection and transfer point for residential and commercial establishments The Rio constrained space of ACRA and The Library Board has, however, expressed concerns about the structural capabilities of the parking garage and the possibility of this planning effort affecting this capacity. Initial studies have indicated the parking garage can sustain an addi- tional 7,000 square feet of structure. This assumes normal office building loads and not the increased loads associated with library stacks. Additional analysis is sug- gested for anything beyond this limit. Youth Center Building The Youth Center operation will be vacat- ing the current location (late 2002) with the completion of the Iselin Pool and ice facili- ty approved for construction adjacent to the public school complex The Youth Center building total of approximately 5,000 square split between two floors. This space, how- ever, will require retrofitting and cannot automatically accept any use. represents a feet level, currently occu- by Aspen Underground. The approvals for this building included several limitations on the use of this commercial space, and it should not be considered analogous to other commercial spaces in Aspen. The restaurant provides amenity to the recreational facilities at Rio Grande Park and to the area's institutions This building also contains a commercia space on the lowest pied within close proxi", requ r's center and approximately 2.000 square feet. n adjacent to or the visito Pitkin County Library Youth Center building May; 2001 .-.- Facility Analysis Report Gvic Master Plan: Phase One nate locations for the Theatre that fit within the overall Civic Master Plan. These loca- tions range' from sites that are currently vacant to existing structures that could be renovated for theater use Aspen Theatre in the Park The Aspen Theatre in the Park facility is currently located within Rio Grande Park just west of the John Denver Memorial and functions during summer months only. The theatre seats approximately 150 and park- ing for the facility is entirely off-site except for those spaces necessary for disabled a.ccessibility. . The current location is also within the general area that will likely be nee~ed to accommodate drainage and debris flow for the drainage basin extend- ing through town and from the base of Aspen Mountain " Skateboard Park The Skateboard Park is ocated n Rio Grande Park north of the Youth Center building. The facility was completed in the fall of 2000 and is extremely popular with local youth~ The skateboard park, and the entire recre- ational program for Rio Grande Park, would benefit with the provision of public restrooms Currently, temporary facilities used this function. Close and drink is also an the recreational activities of the to serve of food are proximity amenity to area 18 Page: Aspen Theatre in the Park Snow Melter The Theatre has a desire to develop a more substantial facility with the ability to hold performances on a year-round basis. An expanded facility could include 350 seats and address administrative function needs of the operation. Due to the drainage condition, the current location is probably not suitable for the facility being contemplated by the Theatre. Therefore, the Group has been contemplating alter- Snow Melter The snow melter is located next to the recycling center and is necessary to aug- ment snow removal operations, especially during large snow events. The facility sig- nificantly reduces snow removal truck trips to the remote snow dump located near the RFTA bus barn, downvalley from the MBC. The snow melter is also unsightly and should be properly screened or relo- cated. If the facility remains in town, it ide- ally should be upstream of a body of water or. a wetland. This significantly reduces sediment from entering the river. Ma~ 2001 Facility Analysis Report Gvic Master Plan: Phase One has been responsive to local land-use con- cerns. State statutes limit housing built with District funds to those employees of the District. The District's interest in this planning effort is to acc'ommodate their future needs in an adopted master plan, thereby reducing or eliminating the necessity for land-use review on each expansion. The public's interest in the District's participation is to understand the long-term facility needs of the District, encourage their affordable housing efforts, and to further explore opportunities for joint housing needs. on District District offices are located This facility was treatment facility for the The 3.B-acre site currently contains admIn- istrative functions, vehicle. storage and maintenance, and nine affordable housing units, accommodating 50 percent of the District's total staff. Future plans include the conversion of two studio units to office of Sanitati The Sanitation along ~orth Mill Street. the original wastewater and still serves as a collection point "original townsite" portion of Aspen an location high pedestrian traffic and the ability to host larger groups. An in-town location would be expected to attract a greater number of visitors. The ability to offer art history classes and proper storage add to the expansion desires of the museum. Food service is also an amenity not available in the current facility but often associated with museums and providing more amenities, such as a cafe and a larger bookstore The museum desires "in-town with Aspen Art Museum The Aspen Art Museum is located along the Roaring Fork River .and within the floodplain. The building itself is not within the "floodway" and is not thought to be in danger of being structurally comprom~sed by a 1 DO-year flood event. Being in the floodplain, however, does indicate that the building could be inundated with flood waters This has had consequences on ity to exhibit some the Art Museum's abi collections Ilousir,~ The Museum has aspirations of expand- ng relocating to a more prominent site Page: 19 The "large grassy area" .contains the old sewage-treatment plant and contains underground basins that were demolishing in place. A flow equalization basin is planned for this area, extending the capac- ity of the treatment facility located below the Aspen Business Center. The District believes this location is essen- tial to their operation both from a customer service perspective and from a physical infrastructure standpoint. Because the majority of town drains to this point, relo- cating the facility is highly unrealistic and would eliminate the opportunity for a flow equalization basin The District is a quasi-municipal organiza- tion and is not necessarily subject to local and-use restrictions However, the District May; 2001 Analysis Physical Report Gvic Master Plan: Phase One "Urban Edge" Both the river/park open space and down- town would gain from a stronger edge to the built environment. The current transi- tion area between these two distinct areas consists of surface parking and outdoor storage that creates an unraveled charac- ter. New mixed-use infill buildings at SCI West, Clark's Market parking lot, the corner of Rio Grande and Mill Street (currently a City parking lot), in front of the Parking Garage and at SCI East would better define the character of both urban and open space Page: 20 Aspen's Main Street has a heavy volume of traffic both auto and pedestrian. A visitor immediately recognizes that he or she is in the heart of a vibrant community. However, way-finding (particularly in an automobile) to visitor's facilities or parking is extremely challenging for visitors and as a result pedestrians are often unnoticed. Improved signage is key at intersections with Monarch, Mill and Spring streets. The opportunity to begin orienting drivers as they enter town and travel along Main Street (from both the east and west) should also be explored., Improving driver way- finding and pedestrian Grossings will improve pedestrian comfort and could help reconnect Galena Plaza to the Commercial Core. Main Street Roaring Fork. River Roaring Fork River Corridor The river area is made up of benches or level areas stepping down to the river. Rio Grande Park is on one such bench. New Federal regulations soon to be in place will require the City to detain a significant amount of stormwater/snowmelt before it enters the river. This will require new detention areas in the lower elevations along the river. Additionally, . the City's Parks Department has expansion plans for the John Denver Sanctuary along the river adjacent to the park. Galena Plaza The open space called Galena Plaza is the roof of the Parking Garage, a forecourt to the Library's East en~ry and little more. It is located between the City's residential neighborhoods to the North and the core of downtown This routes benefit public space does not presence on Main Street, strong circulation running nor does from have a pedestrian through it, it enlivened architectural edges As a result, the space is somewhat di~appointing and does not function as a quality public place Pedestrian Crossing Street Mill The curved road that runs to the south of Rio Grande Park currently works well as a bypass to the traffic light at Mill and Main streets. This street needs to become less of an auto environment and more pedestri- an-friendly. Street trees and sidewalks along both sides of the street creating a boulevard would accomplish both traffic calming and create a comfortable place for pedestrians Rio Grande Place Rio Grande Park The multi purpose fields' are a critical part of Aspen's active recreation facilities and should new Mill Mill Street has heavy auto use t is uncom- fortable for pedestrians to walk along the street and dangerous for pedestrians to cross. Traffic-calming measures are need- ed to improve the Mil Street trees, clea rly defi ned crosswalks at intersections are important. Also, an obvious pedestrian ~onnection through the market complex to the Post Office would benefit many posta patrons Street environment. sidewalks and mproved Street remain. The y constructed skateboard facility has been a great suc- cess as well. The snow melter and recy- cling complex is an eyesore and needs to be mov'ed or upgraded to make a public statement about the community's environ- mental values. The park would benefit by creating three clearly defined entries: across Mill Street from Clark's Market, across Rio Grande Place from the Youth Center, and east of the' snow melter/recy- cling complex. Additionally, a strong phys- ical and visual connection is needed across the park to the Aspen Art Museum May; 2001 Analysis Physical Report Gvic MasterPlan: Phase One Pitkin County Parcel East of the Sanitation District Street is a small parcel owned by County, which is almost entirely in the flood plain. This parcel is likely limited to uses compatible with drainage, although it could possibly serve as a location for a relocated snow melter. before Mil Pitkin Service Commercial Industrial Zone Districts There are two primary areas of town that are zoned Service Commercial Industrial (SCI), both of which have been included in the Civic planning area, due to the physical proximity to civic uses and to explore rede- velopment potential under various partner- ship arrangements between adjacent landowners and the City of Aspen The SCI Zone is intended for the types of businesses that are typically inappropriate for general business and retail areas of town but are important for a mix of servic- es which support both the local and visitor population. With Aspen's escalating land values, businesses that .would typically locate in light-industrial areas of a town find increasing pressure to locate outside of Aspen. This struggle to be both a resort and a community is embodied in the SCI Zone District, and the City has endeavored to protect the zoning from uses that may gentrify the area and force additional serv- ice-oriented businesses downvalley. City Parking Lots The parking lot north of the Community Banks and Rio Grande Parking Garage buildings are owned by the City and func- tion as short-term public parking. These lots also serve some special event func- tions, such as a registration area for the Food and Wine Classic.' These parking lots are configured in a peculiar manner and could be redeveloped with a variety of uses. Some manner of mixed use would be most appropriate for this location. This may include a neighborhood commercial, non profit, or government component (or a combination) with affordable housing on upper levels. Zupancis Property Located on Main Street and on direct axis with Hunter Street, the 25,OOO-square-foot Zupancis Family parcel is very accessible by foot and auto and enjoys spectacular, unobstructed views of Aspen Mountain. The parcel fronts both Main Street and East Bleeker Street. This property is with- in walking distance to Aspen's restaurants and businesses as well as the Parking Garage and the recreational amenities of the Rio Grande Park, the Roaring Fork River, and the City trail system. The Zupancis family believes this property is one of the last large parcels in Aspen's downtown core that has mixed-use poten- could benefit Aspen's local and A miner's cottage and log cabin exist on the north side of the property (the Rio Grande Park side) and hold some value as historic resources. The' buildings are attached and the grade of the surrounding land has been' significantly modified to accommodate vehicles. The single-family residence on Main Street is not considered a historic resource tial that tourist economy. This public space is of paramount Impor- tance in the Civic planning effort. Initially limited to curing drainage problems, the "fix" for this ailing public space could create very interesting and successfu Pitkin County Courthouse The Courthouse is an architecturally signif- icant resource to the and the building and a true surrounding landscape. Preserving respecting not only the building but manner in which the surrounding land- scape is affected by the building is a goal of this planning effort. The court system does have a pending need to expand and the most logical location for that expansion is in proximity to the existing court and jail facilities. Ensuring that future expansion respects the building and 4-1",~ ~"r'r' area is an important con planning effort. public the cur- than the literal and per- the Commercial ceived Core, creating pedestrian routes, providing enlivened architectural edges, and pro- gramming events for the plaza woul9 begin to define Galena Plaza as a quality Civic space a place, much more pleasant rent situation. Improving connection to Page: 21 City Parking Lots Zupancis Property outbuildings 1I1u ~UI' ounding of .this May; 2001 Analysis Physical Report Gvic Master Plan: Phase One m~y - Opportunity to tailor zoning parameters to' achieve financial viability for redevelop- ment Economy of scale and potential for shar- ng design development efforts to SCI property owners Benefits include: Due to the nature of the platting and the limited lease rates expected for SCI space, significant redevelopment by the private sector is unlikely in the SCI District. There is, however, the possibility to establish "win-win" public/private partnerships that achieve community goals. Benefits to the public may include: SCI West. The SCI West area consists of parcels on either side of Mill Street north of the Puppy Smith Street intersection. There are four with two of the four plans - Resolution of ownership discrepancies related to clumsy platting of rights-of-way. The public sector can stimulate revitaliza- tion of this area by working with property owners to identify zoning incentives, land swaps, and opportunities to financially par- ticipate to further community goals Public support for redevelopment revitalized SCI space - Reinvestment in an area that has not experienced capital improvement - Affordable housing in excess of that required for mitigation purposes ncreased and n a condominium arrangement. The two parcels west of Mill Street primarily house traditional SCI busi- nesses and have significant development potential. These parcels also sit on sloping land and appear to have potential for underground parking. The two buildings east of Mill Street have a high proportion of professional offices and are highly con- strained with little to no remaining addition- al development potentia landowners In the area properties owned SCI East. The SCI East area consists of four parcels located on both sides of East Bleeker Street just east of the Pitkin County Jail complex. There are four landowners in this area, plus the City of Aspen owns several interstitial parcels between buildings and roads, and the rights-of-way themselves. The East Bleeker right-of-way was never properly platted and varies in width from under 12 feet to over 75 feet. In fact, there are portions of the road almost outside the platted right-of-way. The buildings in the area include stick frame, masonry, prefab- ricated metal, and a mobile home. The buildings range from fair to poor condition, and there has been limited capital invest- ment in the past decade - Office space that could serve as "over- flow" public offices depending upon the needs of the City and County. Parking in excess of required that could be used to augment the parking garage for municipa! vehicles, or to serve as "remote" parking for infill projects Page: 22 SCI East May; 2001 Function Analysis Report Master Plan: Phase One Gvic Way-Finding Aspen and the institutions in the Civic plan- ning area could substantially benefit by providing better directions and information to first-time visitors. Arriving at the Mill and Main intersection, visiting drivers are typi- cally attracted to Aspen Mountain and the activity of the Commercial Core and instinctively proceed south. Mill Street ter- minates at the pedestrian mall and the driver turns west on Hyman Avenue where the driver feels the initial stages of being lost, stops at the big building, and goes inside to ask for directions. As a result, the Aspen Chamber Resort Association has staffed an information booth on the first floor of the Wheeler Opera House. A com- prehensive way-finding 'program in combi- nation with a true visitor center could address this necessary visitor function in a better manner. Page: 23 Parking The Rio Grande Parking Garage is operat- ing at a very high rate of occupancy and visitors are often redirected to street park- ing (usually with a complimentary permit) during peak summer and winter periods. The Independence Place Plaza (a.k.a. Superblock) project was intended to address the' parking demand. The Rio Grande parking facility could operate more efficiently for visitors if there were an alter- nate location for municipal vehicle parking. In addition, a major component for a suc- cessful program to encourage infill devel- opment is off-site residential automobile short- and long-term storage. The Civic Master Plan could address municipal, visi- tor, and/or infill remote parking needs with redevelopment of. one or both of the SC areas as public private partnerships Bus Parking / Large groups of visitors occasionally arrive n tour buses. Although experiences this occurrence other resort towns, the need for bus park- ing should be addressed. If a Visitor Center is accommodated in the Civic Master Plan, an adequate drop-off area for buses should be considered. Public places provide a stage for public life, either as formal programmed events such as a 'farmer's market or as an informal place to sit, read, have lunch, meet a friend, people watch, etc. Public places can also be an opportunity for cultural activities or art installations. Public spaces that are being considered are not only the traditiona puplic plazas, such as Galena Plaza streets, pathways, a~d gathering n the entire planning area Good Public Buildings Public buildings reflect the heritage and identity of a community. Public buildings should express dignity, permanence, and importance of civic institutions and should be held to a higher standard. High-quality materials, human scale, and should be required. Too Iity" has results in ittle civic design, thoughtfulness often "fiscal accountabi but places necessarily that don't ntroduction The range of planning topics that are gen~ eral to the entire planning area have been categorized as "functions." Some of these are land uses that are not associated with a exist today. The relate to either acteristics spaces Creati building or remainder of Place" Successfu public spaces wi make or break" Aspen's civic area. Public spaces give identity to a town and reflect the cul- tural values of the society. If successful, people will identify the space as a key com- ponent of the town's structure, on par with other identifying elements such as the river, Aspen Mountain, malls a~d architecturally significant the topics operational char- mprove public the buildings design or that could " ng Aspen actually far less than utilitarian boxes with identity. The opportunity to represent the heritage, identity, and culture of a community lies with public buildings and public spaces. Aspen has an advantage of maintaining its civic buildings in the historic center of town, many of which are impressive, where tradi- tional architecture can be used. The archi- tecture and orientation of civic buildings are very important to the character of Aspen and should not "cheaper is better' be overcome by a approach Public places should be safe, unique, fun, charming, and welcoming, all of which are intangible characteristics that can only be measured by the number of people using the space and by observing how they use it. By observation, it appears that not all the public spaces have all of these charac- teristics. It is difficult to design a space with the intension of not attracting people. However, that has been inadvertently accomplis in some areas'. This plan- ning effort ntended to address the inad- Galena a public hed is il of ' Plaza as space and those opportunities for improv- ing pathways and smaller public gathering places May; 2001 equacies Function Analysis Report Gvic Master Plan: Phase One the Civic planning area The goals of cre- ating interesting vital public places, such as Galena Plaza, could be compromised with substantial amounts of new affordable ,housing. Likewise, the goals of creating attractive living opportunities may be com- promised if significant activity is being encouraged in close proximity to housing Meeting Hall The City and County are In need of anoth- er large capacity meeting facility. This facility should be centrally located and be able to accommodate approximately 100 persons (slightly larger than the City Council chambers). The space should be able to accommodate a variety of meeting types and incorporate the latest technolog- ical capabilities. A meeting hall may also be an opportunity to provide an ncident Command Center. Public Restrooms for public restrooms to uses and activities in the area. The recreational events on Rio Grande Park and the skateboard park gen- ~ erate demands for which "port-a-potties" are currently used. There is also typically a need for public restrooms to be associated with visitor services Affordable Housing The provision of affordable housing in the civic area is a priority and should be con- sidered during any expansion or redevel- opment. Housing for emergency person- nel, nonprofit and cultural facility employ- ees, visiting artists, and for government employees should be considered the hous- ing priorities for this area. Generally, smaller units for singles and young couples should be a priority ~Ithough larger, family- style units could also be considered. There is significant opportunity for afford- able housing to be built. 'Public/private partnerships with existing landowners who may wish' to redevelop represent signifi- cant opportunity for increased affordable housing provision beyond that required for growth mitigation purposes A component of the Civic Master Planning effort is to provide useful connectio~s to the existing pedestrian and bicycle system. There are also unique opportunities to improve the quality of pedestrian links to fulfill other goals, such as the vitality of public spaces. Pedestrian paths through Rio Grande Park (en route to the Aspen Art Museum), along both sides and crossing North Mill Street, through Galena Plaza, SCI East area, and crossing dentified as these There is a need augment the is both a recreationa resource and an opportunity to address storm water management regulations of the Environment Protection Agency in an aesthetic manner. Drainage and settle- ment ponds can be developed in a manner that becomes an amenity to the trail sys- tem and to the playing fields. Successes of the Parks Department in addressing multiple goals such as these could be incorporated in the redevelopment of Rio Grande Park Programming Outdoor Public Spaces The outdoor public spaces may benefit from more organized uses and activities. The City has not actively marketed outdoor spaces in the past although some encour- agement for groups to consider lesser- used sites has occurred in the past few years. For example, Galena Plaza was offered to the Farmer's Market organiza- tion Recreation~1 & Environmental Opportu n ities Rio Grande Park Emergency Services The timely and efficient provision of emer- gency service is an essential component of this planning effort. An Incident Command Center where all vital agencies could coor- dinate resources during an event has been discussed by many of the emergency serv- ice providers. As a combined effort, a truly state-of-the-art facility could be accommo- dated while eliminating redundancy. There are also critical needs for emergency per- sonnel housing and training facilities. A new facility could also address these needs and could include an in-town ambu- lance service for downtown calls Pedestrian/Bicycle Connections Page: 24 however, areas of Affordable housing should not, be considered appropriate for a Programming could be in the form of an active use, such as the Farmer's Market, or a passive use, such as an art installation. This programming could make the outdoor spaces more interesting and attractive to pedestrians through the Main Street have 'been opportunities May; 2001 Next Steps Report Master Plan: Phase One Gvic Adoption Process The Civic Master Ptan will require forma adoption as a supplement to the Aspen Area Community Plan (AACP). This process requires a series of public hear- ings. Ideally, the plan has already been through a series of public sessions to gar- ner public input and support. The required adoption procedures represent a minimum review and elected official may always elect additional methods to gather public nput. t s expected that ntergovernmenta agreement(s) (IGAs) between the City and the County, and possibly with other quasi- governmental agencies, will need to be established. These agreements should outline each party's fiscal responsibility to various projects, any operational or lease agreements that need to be established, and any real property being traded. Agreements with private property owners will also need to be established. The final document should outline the specific type of agreement that is appropriate for each private holding and determine the level of security that is appropriate (Le. ranging from fee ownership to lease agreements to rights of first refusal). & Phase Three: Concept Refinement Implementation Strategies After a general 'plan and approach is selected, further master planning work can be done at a more detailed level. This third phase will determine realistic scenarios in greater detail considering site opportuni- ti~s and constraints and preliminary build- ing programs. The products of this phase will become the' primary graphics for the final plan and will provide enough detail to allow individual entities to proceed with schematic designs. Certain projects, espe- cially high-profile public buildings, may require design review. Phase Two: Determining a Directio~ The Civic Master Plan Advisory Group is seeking input from elected officials in determining the direction for this project to proceed. Based on the direction of elected officials, concept plans can be furthered to explore certain scenarios. The committee is only interested in pursuing a plan that has a strong and agreed-upon philosophi- cal underpinning This second phase will be comprised of joint work sess,ions between the City and 'the County elected officials. The first of these has been scheduled for May 22 2001 This task also requires prioritizing near- term, mid-term, and long-term projects. This task should be done concurrent with the Concept Refinement. Timing and fund- ing of projects, especially those synchro- nized with other necessary actions, may be difficult to schedule. In this case, estab- lishing a project series may be more use- ful. At a minimum, public projects not part of a series should be scheduled as part of the capital improvement plan This portion of the final report will establish the responsibilities for accomplishing the master plan. This task includes investigat- ing the various funding mechanisms that may be necessary, determining if any pub- lic/private partnership arrangements can be established and determining if bonding for capital improvements is necessary and/or feasible in consultation with capital improvement plans for the City and County. The various nonprofit groups will also need to explore their funding capabili- report back to the planning com- This phase may require additional profes- sional services to address specific con- cerns. These may include structural capacity analysis, financial analysis, or other technical analysies. Further investi- gation (which could be costly) should only occur if there is interest in the concept. Otherwise,' good money could be spent answering the wrong questions. This phase could require several iterations Page: 25 ....., ties and mittee May; 2001