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6A - Public hearing and consideration of approval of Master Plan and renovation option for the re-de~ CITY OF BOULDER PARKS AND RECREATION ADVISORY BOARD AGENDA ITEM MEETING DATE: Aori123, 2001 (Agenda Item Preparation Date: Anril 17, 2001) AGENDA TITLE: Pablic Hearing and coasideration of approval of a Master Plan and renovation option for the re-development of the former Angel Pines Counhy Club at Flatirons Golf Course. REQUESTED BY: Chris Andersen, Deputy City Manager Douglas Hawthorne, Acting Co-Director, Parks and Recreation Department Linda Kotowski, Acting Co-Director, Parks and Recreation Depardnent Chase Weir, Golf Professional, Flatirons Golf Course ~„", '`.- , FISCAL IMPACT: The estunated development costs and warranted investment for each option is idennfied in 2001 dollars Estimated Development Costs for Option #1= $ 3,216,000 Estimated Warranted Investment for Option #1 =$1,351,000 Estimated Development Costs for Option #2 =$ 3,922,000 Estimated Warranted Investment for Opnon #2 =$3,590,000 Estunated Development Costs for Option #3 =$ 5,072,000 Estimated Warranted Investment for Option #3 =$3,585,000 I. PURPOSE: The purpose of this memo is to provide specific mformanon and cost analysis for three potential future planning and development options of the Angel Pmes facility at Flahrons Golf Course The Depamnent has contracted with Odell Architects who is presenting econonuc data includmg potential revenues and expenditures of each option, and capital costs of implementing the improvements idennfied in each option. The Parks and Recreation Advisory Board is bemg asked to review the informanon and make a recommendation as to the option ~ for future development '"~,~ II. COLTNCIL GOAL: "° The Master Plan and re-development of the former Angel Pmes Country Club is consistent with the 2000/2001 Council Goal on Economic Sustau~ability. The renovation of these facihties furthers the community goals and chancter, and encourages a strong sustainable economy to fund qualiry city services for all citizens Adduionally, this renovation is consistent wrth the goal of maintaming and improving existing Ciry assets. III. BACKGROiJND: The Pazks and Recreation Advtsory Board has had previous discusstons wrth staff and the consultant, Odell Architects, concemmg this topic. Dunng the October 2000 meehng, the Board discussed potential mmimum improvements and six broad desigi ophons Afrer further diswssions wrth the Design Advisory Committee, and comments rece~ved at a public meehng, the Pazks and Recreation Advisory Boazd m December 2000 discussed two potenhal des~gn ophons (which were narrowed from the ongmal six) for the re-development of the former Angel Pmes Country Club After reviewmg the two ophons with staff and Odell Architects, it appeazed that the former Ophon #I could not be economically supported Ophon #1 was the plan that preserved the swimmmg pool and locker room fac~hries and remodeled the mtenor of the buildmg, only to tear down the eastem pomon of the renovated facility when the swimmmg pool is removed It was decided to develop an ophon that preserves the swimmmg pool for an extended penod of hme as well as provide a sepazate ophon that keeps the pool for a shorter ~ penod of hme. ""` IV. ANALYSIS: Staff is recommendmg consideration of the followmg three options. The guiding theme of these options are: Optron 1- util~ze and renovate exishng facilities and preserve the pool for an extended penod of time; Option 2- remove every fac~hty and build new, and; Opnon #3 - utilize existmg facilities, mcludmg the pool, for a short time penod, then build new. As was discussed m previous discussions, each of the options recommends minunum unprovements, no matter which of the three options the Board decides to approve. The mmunum improvements are as follows: 1) Improved amval and departure at Arapahoe Avenue This w~ll mclude conductmg a traffic study analysis of Arapahoe Avenue and explorahons of mcludmg a traffic hght on Arapahoe Avenue at the golf course entrance 2) Construct a 55 foot height fencmg along both sides of the dnvmg range 3) Improve pazkmg layout and signage/wayfindmg/lighUng 4) Improved serv~ce and dehvery areas 2 ~ ~..~ 5) Remove the two tenms courts and use azea for a different purpose , +... The Board previously asked staff for mformatron pertammg to tenms court facihries m the surroundmg area. Staff surveyed local park and recreahon facilit~es and pubhc school fac~lines withm one mile of Flatirons Golf Course. Based on our analysis, we have found there are I 1 public tenms courts withm one m~le of Flat~rons Golf Course Additionally, there aze 11 tenms courts m pnvate homeowner associarion azeas m Meadow Glenn, located south of the golf course. A map showuig the locahon of the pubhc tenms courts is shown m Anachment A A. Description of Opaons An Execuhve Summary of the Master Plan outhmng the three ophons m a conceptual plan, idenhfymg key financial pro~echons and summary cost eshmates m 2001 dollazs as well as assumphons of potenhal development phases is idenhfied m Attachment B. tion #1 (Phased approach - utilize and renovate existing facilities) Assumes ezisting pool remains [onger than 5-7 years Assumes costs associated with pool improvemenu are responsibility of lessee, except for minimum capital improvements to the pool in Phase 1A. Phase lA • Implement mmunum improvements outlmed above and provide an addihonal $500,000 to ~. address ADA and deferred mamtenance of the pool ',~, Phase 1B • Remodel exishng east portion of Angel Pmes bmldmg (extenor and mtenor) wrth improvements for golfers, banquet and catenng. Remodel fac~hty to address ADA and life/safety issues • Mmor tmprovements to existmg pro shop - fimsh upgrades, new office and storage space located at exishng outdoor deck Pha 1 • Remove existmg pool facihty m its enurety • Utihze former pool area for golf dining/pavil~on expansion, outdoor deck and prachce azea • New outdoor event azea where tenms courts were located • Prachce facility improvements Option #2 (Remove every building, develop new facilities which complement golf functions only) • Implement amval and departure improvements, fencmg along the dnvmg range as part of the mmimum improvements outlmed above • Remove all existmg facilrties (pro-shop, entire Angel Pmes buildmg, Tenms Courts, Pool) 3 • Construct a new, approximately 14,000 gsf golf clubhouse and separate car[ storage building and some covered dnvuig range stahons w/landscapmg ,^~, • New prachce facihries ad~acent to clubhouse and dnvmg range --- • Widen and lengthen dnvmg range to accommodate 8-10 new stahons • Reconfigure the pazkmg lot Option #3 (Phased approach - Combination of New and Existing Facilities) Assumes existing pool remains no longer than 2 years Assumes any costs associated with pool improvements to be the responsibiliry of lessee Phase 3A • Implement mmunum improvements outlmed m Option lA, except there is no cap~tal fundmg for the pool improvements Pha e B • Remove east port~on of exishng Angel Pmes Buildmg (approximately 5,000 gs fl to allow for construchon of new golf clubhouse faciliry • Remove exishng pro shop buildmg • Construct a new, 6,500-gsf-golf clubhouse w/landscapmg Bmldm~'y'§vould house a pro shop, bar-gnlle, k~tchen (design rough for future expansion of banquet program), rest rooms, office • Construct a new 5,000 s f cart storage buildmg • New pracrice facihties ad~acent to new golf clubhouse ~, Phase 3C °~ • Remove the remamder of exishng Angel Pmes Buildmg (after Sp~ce of Life Operahng Agreement ends m 12 years, or when Spice of Life gives City nohce to termmate the~r Agreement) • Construct a 2,500 gsf event dmmg space to new golf clubhouse • Reconfigure pazkmg lot to allow for expansion of dnvmg range • Enlazge dnvmg range by 8-10 new stahons B. Financial Analysis Attachment B mcludes potennal financial mformation regardmg potential net income to the City, warranted mvestment, estimated development costs for each opnon and phase. It is assumed that after each development in Option lb and c, Option 2 and Option #3b and c that additional revenues will be generated from mcreased banquet and food service sales and mcreases in greens fees and merchandise spendmg. Page 1.1-6 of Attachment B provides an overall summary of mvestment opt~ons. As the summary concludes, m terms of projected warranted level of mvestment versus development costs, Oprion 2 is the most cost effectrve. The spreadsheet below identifies and compares the summary of option development costs m 2001 dollars and development costs m the assumed start year of construcnon based on the phasmg of two of the proposed opnons. J Flatirons Golf ~~ Course Financial summary of Improvement Options Option Development Costs Development Costs in 2001 Dollars in Assumed Construction Start Year(a) 1a $1,613,00000 $1,713,00000 ~b $1,240,00000 $1,426,00000 1 C $363,000 00 $526,000 00 Total $3,216,000.00 $3,665,000.00 2 $3,922,000 00 $4,510,000 00 Total 53,922,000.00 a4,570,000.00 3a $1,113,000 00 $1,213,000 00 3b $2,147,000 00 $2,5ss,ooo 00 3C $1,812,000 00 $3,062,000 00 Total 55,130,000.00 $6,873,000.00 ,,r... Footnot~s ~v„ (a) Pro~ect Start Yeaz Opnon Ophon la Fall-2002 2 Fall-2003 Ib Fall-2003 3a Fali-2002 Ic Fall-2008 3b Fali-2004 3c Fall-2012 V. PUBLIC COMNIENT AND PROCESS: The public has had many opportumties to provide comments and direction for this project. There have been two public meenngs associated wrth the Master Plan process, which occuned on September 26, 2000, and December 14, 2000 Additionally, the Design Advisory Committee, consishng of inembers of key public groups such as the Poseidon's Swim Team, and Boulder Golf Associanon has had 6 meetings Finally, the PRAB has discussed this rtem at two regularly scheduled and advertised board meetmgs in October and December 2000. This public heanng was nonced in the Daely Camera. VI. POLICY ISSUES WITH THE THREE OPTIONS AND QUESTIONS FOR THE BOARD 'µ' S `~. Pool and associated locker room facilities - All of the ophons ident~fy removmg the pool, -'"~ locker room and support facilities at some future tune period. Ophon fil is the long-term ~-~' option wtuch extends the penod beyond 5-7 years, Option #2 removes the pool and locker rooms immediately (upon avazlable funding) and Option #3 is the short term option wh~ch removes the pool and locker rooms after 2 years. Based on the previously outhned mformahon from the business plan discussed with the Board pnor to the sale, it appears there are ma~or issues with the pool facility. There are ADA and deferred mamtenance issues. The Poseidon's Swim Team leases the pool facility and assumes all of the costs associated with mamtenance and operations. Does the PRAB agree with the recommendation to remove the pool and locker room facilities at this sue~ 2. Banquet and Catenn~- a. Option Ml preserves the banquet and outside catenng facilines m~ts' current size and use. While Option #1 does not affect the Operatmg Agreement with Spice of Life, a portion of the renovations identified are in the leased space and may be dependent on Spice of Life providing financial assistance with the Ciry to make improvements to their lease area. Opnon #1 does not address contmuing parkmg issues associated with large banquet events occurring at the same tune as prime time demand by the golfmg public ~ b Opaon #2 removes the kitchen facihty necessary for off-s~te cateruig and develops a ,,.,~, facihty wrth a smaller banquet area and krtchen devoted to on-site acavities only. Removwg all of the facilities and building new will elimmate the opportumty to host larger banquets and catering events at the facihty. Removmg all of the facilities unmediately after funding is secured will impact the exisang Operating Agreement with Spice of Life. Option #3 keeps the banquet and catenng facilides in its location and size through the remainder of the Spice of Life Operahng Agreement, then removes the ability for off- site catering and develops a facility with a smaller banquet space in the expanded clubhouse buildmg. Does the Board agree that some type of banquet facihry is necessary for the econonuc sustainability of the facility dunng the off season? Should the banquet and/or catermg function and size be limited to on-site acrivrties only based on the parkmg availabihty which will not impact the golfing pubhc? 3. Golf Dming and Associated Pavil~on Space - Option #1 provides for mmimal expansion of the golf dining area (400 s.~ and pavilion space (except for the area where the tennis courts were located) until the swimming pool and related facilihes are removed (after 5-7 years) Ophon #1 does not address key needs of the golfing public which is the lack of sit down 6 ~ ~.f food service or tournament pavihon area if the pool remams 5-7 years or longec Option If2 ~ provides immediate abilities for these functions to occur. Option #3 provides for these functions after the pool and related facilities are removed after a short nme penod (2 years) Does the Board agree that golfer dining and outdoor pavilion space should be provided and expanded from current levels? Golf Pracrice and Driving Range Space - Option #1 does not provide for any expansion of the dnvmg range but may allow for some pracnce space areas after the swimming pool and related facilities are removed m 5-7 years. Option #2 provides for immediate expansion of the dnvmg range (10 stalls) and provides for addit~onal practice areas. Opnon 113 does not provide space for expansion of the dnvmg range, nor addihonal pracrice space unril the west end of the Angel Pmes Buildmg is removed after the Spice of Life Operahng Agreement ends (maximum of 12 years) and the Angel Pmes Buildmg is totally removed and parkmg is reconfigured. 5. Golf Cart Storaee - Option #1 does not provide any expansion of golf cart storage facilit~es to store all of the golf cafts (75) near the pro shop Option #2 provides adequate storage for a1175 golf carts in a separate structure which houses an approximate 10 heated drivmg range stalls and golf tniners o~ce and storage. Option #3 provides adequate storage for a1175 golf carts in a separate structure which houses about 6 heated driving range stalls. ~ While having all golf carts stored near the operations center is not necessary, there are many times during toumaments where staff are called upon to move addrtional golf carts from the maintenance facility. It is more efficient to have all carts near the area where they are to be rented. Other pohcy issues to consider are as follows. O tion 1 • As the Board has seen with other renovations to existmg improvements (South Boulder Recreation Center), there are many unknowns when it comes to remodeling exishng facilines The clubhouse buIIdmg is approachmg 50 years old, has much deferred mamtenance, and contau~s some asbestos that will need further study before renovanons occur. O non • Removmg all of the facihties at once will cause disruption and a potenhal loss of busmess dunng the construchon phase that would extend mto the summer months • Option J{2 converts the facility to a smgle focus, versus the mulh-purpose facihry that currently exists. tion li3 ~..- Option #3 extends the phasmg period to 12 years that will dnve up costs of renovations and construcdon of the vanous phases. Based on informanon previously reported, the phasing ~1 costs over a 12 year penod adds $1.8 million of additional costs due to inflation to the pro~ect. `°' VII. STAFF RECOMNIENDATION: Flatirons Golf Course is the only public golf course m the Ciry of Boulder. The golf course generates approxunately one-fifrh of the total revenue produced by this Department. The revenues generated at the golf course pay for all of its' duect costs, raises an additional $200,000/year for the expansion fund for capital and major mamtenance of the golf course and gves back to the general fund excess dollars that support other park and recreation programs. The Board has previously recerved information pertauung to the overall regional golf market and market trends for public golf in the Denver Metropolrtan area. The region has seen a dramanc increase of pubhc golf courses during the past decade. Many of these new public access courses are built with high qualiry support services that are attractmg many new golfers due to the population growth m the area and are also attrachng existing golfers from other communihes. Staff believes that we are at a ma~or crossroads as it relates to the future of this golf course. Flatirons Golf Course is approachmg fifty years old. In discussions from stakeholders and the general public m the two workshops, it appears that the golf course grounds itself are an asset based on the outstandmg maintenance of the course and numbers of mature trees but the other support facilrties are severely lacking and are old. In 2000, Flanrons Golf Course experienced ~ a net decrease of 6,402 rounds of golf. It is too early in this year to deternune if this decrease -.~ of golfers was a one-rime anomaly or will continue to be the trend. The Boazd and Council took a ma~or step in 1999 when it approved the purchase of Angel Pmes Commtry Club. This provided the Department with an opportucuty to provide a"whole" golfmg expenence, el~mmated pubhc confusion over ownership and responsibihty of the facilities and provided for consistent management and mamtenance of the facilihes. Staff believes that in order to provide a quality golfing expenence for the public, the facility needs to be re-developed prunarily as a golf-oriented facility. Some of the management issues that existed with the former owners of Angel Pines Country Club were based on their need to maacmvze revenues by being aggressive m their scheduhng and marketing of facilines like the swimmmg pool and banquet facilities duruig prime times coinciding with prune nme golf use This created issues surroundmg the lack of available parkuig to handle these mulhple uses. While it would be preferable if a ma~onty of users to this site would either carpool to the facility, or use public transportarion, the facts seem to mdicate that the pubhc attending formal banquet and catering functions and golfers bnngmg clubs and pull carts to play golf do not use alternate modes of transportation. Thus, the greatest factor m detemumng the future of the facility relates to the amount of parkmg space and traffic circularion ava~lable to support the pnmary uses. The tight des~gn of the golf course does not allow ma~or expansion of the parkmg area ~ ...1 Based on the economics of the three options, and the need to preserve the golf course as the ~""' . pnmary facility at this site, staff recommends the Board consider the following decisions: `w.. The muumum improvements consistmg of the modificanons to the entrance area and parku-g lot, new signage and higher fencing along the dnving range should be funded and unplemented as soon as possible. There is currently about $1.0 milhon allocated in the Capital Improvement Budget for golf improvements. In 2001, we anticipate spending $70,000 to fund existing projects outside the scope of the renovation project. Staff has not been spending the majonty of the dollars collected m the golf expansion fund each year during the past couple of years in order to have sufficient dollars for renovahon of some kind. The Board allocated approximately $375,000 in 1998 for the expansion of the existing pro-shop that was deferred for potential renovation of Angel Pines facilities. Additional dollars have been bonowed from future golf expansion revenues in 2002 and 2003 to provide for the ability to complete some renovations now 2 The tennis courts should be immediately removed and the area reclaimed for outdoor space for golf toumament events and to mamtain v~ews. Staff beheves there are suffic~ent pubhc and pnvate teiuus courts available within a one-mile radius of the golf course. 3 The swimming pool should be phased out sooner rather than later. There appears to be no compelling reason to extend the life of this swimming facility after the renovation of North Boulder Recreation Center is completed. The swimmmg pool is m need of extensive ~ renovation and defened maintenance. If the City were to assume the management and maintenance of the pool, we would be requued to address ADA issues. The physical site cannot accommodate the use and any improvements to the swimming pool and locker rooms would only mcrease the attendance and further exacerbate the parkuig and traffic circulation situation. 4. The area currently leased to Spice of Life mcludes event spaces of 6,360 n s.f , krtchen of 2,475 n.s.f., and a pre-funcnon lobby of 715 n.s.f. The banquet area has the capacity to hold 270 people at one time Staff believes there is a conrinumg need to provide for event d'uung and banquet space for golfmg and civic groups, but the square footage size for event spaces and kitchen facilities does not need to be as large as currently exists. A smaller event d'uung, golfmg bar-grille facility will solve an unmet need for golfers while still providing opportunines for most of the small civic and/or private orgazuzaaons that utilize the existing banquet facility Keepmg a banquet space in future re-development will also provide for revenues and unl~zation of the facility during evemngs or winter months when the golf course would be closed or amount of play would be less. 5 The current pro shop and golf operations center should not be separated from food and beverage and banquet opentions The current division of funcrions is based on the histoncal division of land ownership. Since the Ciry now owns the enhre fac~liry, there is no need to provide for these functions m separate buildmgs. Staff believes there are potenhal sales and merchandismg opporhuuties with all functions provided m one building ~ 9 ~..- and further efficiencies havmg all functions under one roof. . '"~1 Staff believes that the master plan option which provides for the greatest economic ~`~ opportumties, provides for more immediate dimng facilines for the golfmg public and preserves space for civic organizahons,solves parking and circulation issues and provides for an expanded dnvmg range and practice faciliries is Option 2. Option 2 provides for a better physical location of the future clubhouse facility, enhances views of the Flanrons and results m a more efficient clubhouse when constructed. Option 2 actually decreases the number of parkmg spaces due to less parkuig demand with smaller facilities. The issue still to be deterntined with this option is the development cost. While the other two options can be phased, it appears ffiat this development probably can not be phased. Some mmimum improvements can be phased before the major building development occurs, but the parking lot and west side driving range fencmg can not be done until the existing facilities are demolished As was previously mennoned, the Capital Improvement Program for the golf course has approximately $1 milhon for improvements to the golf course. If the Board agrees wrth Option 2, staff will do the followmg 1. Research and be prepared to come back to the board at a future date to provide mformation for financing the development costs of this option. 2 Meet with representanves of the Boulder Golf Association and other mterested groups to develop a plan for imnanng the recommended mimmum improvements begmning m 2001. ~ ~ 3. Begm discussions wrth Spice of Life to negotiate a settlement to termmate their operatmg agreement or negonate a different deal. We anticipate that future banquet funcnons in Option 2 would be competitively bid and contracted to the private sector. ATTACHMENTS. A- Locahon of the public and pnvate tenms courts. B- Executive Summary of Master Plan mcludmg mformation regarding potennal net mcome to the City, warranted investment, estimated development costs for each ophon and phase H Pubhc hearmg memo to PRAB- redevelopmen[ opnons Por Angel Pmes 10 ~ ANGEL P[NES/FLATIRON GOLF COURSE Locarion of Tennis Courts: Two Courts At Flaarons Golf Course Two Courts At Arapahoe ILdge Four Courts At Burbank ~liddle School Rtvisetl 01-'_ODU Frve Courts :~t East Boulder Recreanon Center City of Boulder Parks 8~ Recreation Map & Facilities Guide ~ 1 2 3 J 5 6 7 8 9 10 ~ ~ ` _-f-__ -' ~ - _D,o / _ I A ~ ~/" ~ ~ ~ ~ ~ ~ I . r_ ~i_' ~, I ~ ~ ~ g ~ ~ ~ • ~ ~ p io ~ ~ ~ ~ ~., o ~ ~~ _ j -~ IC ' I ESEwO~P ^ i ' -`~~'~ -~ ' -~ l I ~ ' ~ /O~ i ~ ~ ~ 1 ~ ~ I ~w~w~u.ee I ~ ` ' -_ - ' 1 i r ' ~~ oi ~ n ` ~ O ~ ;.-~ ~ ~' ~- ~ ~ ~~ I i 0::.E= '~ \ .~,.~~.,o ' ~"'° ,.M _ ~ i o n ° ~ ~ w ~ ( Q ~:'~ ~~ ~ ~ ' ~_ N J6_'~016 GI ~ i `~+- _ __ •µ' ~A __ -7 i ^ , .. ~ I - 05~ qu ~ ; ,• = I ~. , iF u...._ zz J- v A i ~ I_~J F' ~ 3 ~..~~ ~ ~ ° ~pE ~ » _ _ ~ ~ ~ ~ ~s~ ~ ,~ u~ , ~ ~/ c~oo~ ...~„ ~ , G I '~'/l6l~ 6 / • ~~9 ~\Q JSGO~S '`}'~` I ~i~ I ~b ~~ __ _ I. I \ / I ~ ~A`,1~~ \ ~ESEM-W~ R ~ ~ ~ ~ ~ ~~ i HI ~ ~~~ - t ~,F~~p Y~r~~ ~`k ~~., ' I I - - ~O ~p0 i , ~ / ~~ ii ~ 9K. L_~_ .. ~y ~O ~~• -t~+s -~' i , t ( -;,u 's'' ; ~~F>>G \ ` , ~J - ~ ~ 19 I ~ - ~ ~ . ~L^ _ \[ 012~ , ~~ ~ ~ ~rrv.m I ~ ' . ~~y9~'~ ~-~ , n n ~ ~s• ~~.11~~y ~ ~ i \iVt~ t10 ~,95~' ~ ~ ~i ~ ~ '_~ S~- ~~~~C~~e ~, ;i ~i K -- ' ~ Q _-\ ~GO~s,~ ~ ~ !~ ,,i ----- ~ b~ ll City Courts Within One ~I -~ , \ .. , ~``~ ;~,~ ~..~ ,~~ ~ ~ f ~Iile Of Flatirons Golf Course ,~ Attachrr B Flatirons Golf Course Master Plan Report (Summary) City of Boulder Parks and Recreation Department with Odell Architects - Architectural Resource Consultants - Economics Research Associates 23 April 2001 t ~ Definition of a Master Plan E ( ~ DISCOVERY A master plan is a guide, a flexibte framework for future action It articulates a community's or public facility's fundamental land use policies, prinapals, and goals in a broad and general way It plans for the future physical development or redevelopment of an area of the community or particular site, including its functional and arculation systems and its facihties A master plan does not convey approval for particular development proposals or concepts, nor can it be implemented in a short time frame The master plan proposal wdl have to go through rewew and approval processes, including public heanngs and noGces as reqwred by the City of Boulder agencies Executive Summary In the following report, the consulting team of Odell Architects (OA), Economics Research Assoaates (ERA), and Architectural Resource Consultants (ARC), present their analyses and ob~ectrves pertaining to the present conditions at the Flatirons Golf Course facility As presently occupied, the Flatirons faality is in need of "clarity of purpose" The sometimes-conflicting roles of tennis, swimming, catering services, and a golf course takes away from each of these individual activities The golf course, constructed in 1956, remains the backbone of the facdity, and this report focuses primarily on this activity, along with the banquet facilities and catering service currently in operation The existing clubhouse, also constructed 45 years ago, has deteriorated and is not primanly being used for the "club" activities, for which it was origmally designed The purpose of this report is to provide a single body of work, which records a comprehensrve analys~s and documentation of the exist~ng facility, from both a physical and economic basis, and provides a series of options for implementation These range from a"basecase" model that assumes no improvements are made, to a removal of all existing facilities and construction of a new 14,000 SF clubhouse and pro-shop Options are presented with a physical plan, an economic analysis, and capital expenditures for actualizing the work The process to create the design ideas expressed in this report was based on a team approach utilizing in-depth workshops Through this process, integrating the City of Boulder Parks and Recreation Master Plan developed m 1996 as well as the Busmess Plan for the Angel Pines Faalities developed by the Parks and Recreation Department in 1999, specific design ideas were discovered that are incorporated in the three Master Plan improvement opdons This report will help successfully achieve the goals and aspirations put forth in these workshops and within these documents t 1 ~ ( ~~ DISCOVERY ECONOMIC SUMMARY Key Assumptions The following finanaal analysis was conducted in constant year 2001 dollars, thus allowances for inflationary increases were not mcluded The rationale for this approach is that it faalitates a direct companson of the various pro~ections for the golf course and clubhouse with current operations In addition, ~n order to be consistent, development cost estimates were also presented in constant year 2001 dollars (Elsewhere in this report, development cost estimates are presented both with and without inflation) ~~ 2 In the analysis that follows, for each improvement option, economic feasibility was addressed by providing a comparison of the estimated C~ warranted level of investment versus estimated development costs In this case, warranted level of investment is defined as the estimated value of the pro~ected net operating income (NOI) from golf and clubhouse operations (NOI is defined as net profit before taxes, interest, and ~, depreciation) In this report, the warranted level of investment was estimated by apply~ng a ten times mult~ple to pro~ected stabilized-year NOI ., (The use of a ten times multiple is generally considered to be standard in the industry) For each improvement option, a minimum improvement program has been proposed that includes modifications to the main entryway and parking lot, new signage, removal of the existing tennis courts, and addition of higher fencing along the dnwng range For purposes of this report, smce the minimum improvement program relates pnmanly to safety and deferred maintenance issues, we have an incorporated an assumption of no revenue impact ~ ~ ~ t ? ~ 1 r~ ~~ ~f ~~ ~ ~~ ~) ~~ 1? Option 1: Phased Approach, Utilize Existing Facllities • Option 1A As mentioned, the minimum improvement program includes modifications to the main entryway and parkmg lot, new signage, removal of the exishng tenms couRs, and adddion of higher fencing along the dnwng range In addition, an allowance of $500,000 for future pool infrastructure improvement costs was included This work is proposed for Fall 2002 and development costs are estimated at about $1 6 million in year 2001 doliars As mentioned, there is no pro~ected revenue impact, • Option 1 B Complete minor revisions to the existmg clubhouse and pro shop focusing pnmardy on ADA and life safety issues This work is proposed for September 2003 and development costs are estimated at about $1 2 million in year 2001 doliars In terms of revenue impact, the following are key assumptions o Ba~auet Operations increase m the average food and beverage check and average room rentat fee of ten percent (over the basecase model) o Golf Oueration increase m the average greens fee of ten percent (over the basecase model) t ~ ( ~ ~ DISCOVERY • Ophon 7C Remove the existing swimming pool and replace it with an outdoor event area and outdoor patio for golfers In addition, complete mmor improvements to golf course pract~ce faalities This work is proposed for September 2008 (or iater} and development costs are estimated at about $363,000 in year 2001 dollars In terms of revenue impact, with a new outdoor event area, it is pro~ected that the number of banquet facility attendees will mcrease from 45,000 to 54,000 per year €, (~ ~) f~ c~ The following is a summary of key finanaal pro~ections pertainmg to Optio~ 1 Improvemenf Option Marginal Increase m Net Income ($ Thousands) Warranted Investment @ 10% ($ Thousands) Estimated Development Costs {$ Thousands) Thousands) Oatron lA 1/ Opt~on 1B Option 1C Total $0 $106 $29 $135 $0 $1,061 $290 $1,351 1 613 1 240 363 3 216 ($1,613) ($179) ($73) ($1,865 1l Mirnmum improvement program mcluding an allowance of $500,000 for future pool improvement costs t ~ 4 3 ~r~~it•i~Ei~i•~~i ~•1'I~--i~1~4rFi~a~~fi,~-~-i.,~~:r:~. ~ ~, ti ~ ~ ~~ t~ ~, (`~ f ~ DISCOVERY Option 2: Build New Golf C/ubhouse Ophon 2 improvements include the following 1) as mentioned, implement minimum improvements to the entryway and parking lot, remove the ~~ existmg tennis courts, and add higher fenang to the dnving range, 2) remove all existmg facilities, i e pro shop, clubhouse, tennis, and pool, 3) bwld a ~ new clubhouse of about 14,000 square feet, 4) expand the driwng range by 8-10 tee-stations, and 5) upgrade the golf practice facilities This work is # proposed for Fall 2003 and development costs are estimated at about $3 9 mdhon in year 2001 dollars (} ~~ In terms of revenue impact, the following are key assumptions • Food and Beveraqe Operations again, increase in the average food and beverage check and average room rental fee of ten percent (as compared to the basecase model) In addition, in order to account for the decreased banquet capaaty, decrease in the number of annual attendees from 45,000 to 25,000 Also, inclusion of net income from a snack bar operation • Golf Ooeration in order to account for golf operations in a new clubhouse, mcrease in the average greens fee of 20 percent and increase in average merchandise spending of ten percent In addit~on, inclusion of additional net income from an expanded dnving range operation The following is a summary of key finanaal pro~ections pertain~ng to Option 2 Pro~ected Net Income to City ($ Thousands) Warranted Investment @ 10% ($ Thousands) Estimated Development Costs ($ Thousands) Difference ($ Thousands) Min. Improve. Opt~on 2 Total $0 $359 $359 $0 $3,590 $3,590 1 113 2 809 3 922 ($1,113) $781 ($332) f~ , ~ ISCOVERY ~ ~ Option 3: Phased Approach, Combination of New and Existing Facilities • Option 3A Minimum improvement program (not including an allowance of $500,000 for future pool infrastructure improvement costs, due to short term operations of pool facility) • Option 36 Remove the east portion of the existing clubhouse (about 5,000 square feet), remove the existing pro shop, buiid a new golf clubhouse of about 6,500 square feet and cart storage building of about 5000 square feet, and complete ma~or improvements to the practice facdities This work is proposed for Fall 2004 and development costs are estimated at about $2 1 mdlion in year 2001 dollars In terms of revenue impact, the following are key assumptions o Food and Beveraae Operations no change to Spice of Life operation, however, inclusion of net mcome from a snack bar operation o Golf Operation in order to account for golf operations in a new clubhouse, increase in the average greens fee of 20 percent and increase m average merchandise spending of ten percent • Option 3C Remove the existing clubhouse, add-on a 2,500 square foot banquet room expansion to the new clubhouse, and enlarge the driving range by 8-10 tee-stations This work is proposed for Fall 2012 and development costs are estimated at about $1 S million in year 2001 dollars In terms of revenue impact, the followmg are key assumptions o Food and Beverape Operations m the same manner as Option 2, increase in the average food and beverage check and average room rental fee of ten percent and decrease m the number of annual attendees from 45,000 to 25,000 Also, inclusion of net income from a snack bar operation o Golf Ooeration inclusion of additional net income from an expanded drrving range operation The following is a summary of key finanaal pro~ections pertaining to Option 3 Improvement Option• Margmal Increase in Net Income ($ Thousands) Warranted Investment @ 10% ($ Thousands) Estimated Development Costs ($ Thousands) Difference ($ Thousands) Option 3A $0 $0 1 113 ($1,113) Option 38 $233 $2,325 2 147 $178 O~tion 3C Total $126 $359 $1,260 $3,585 1 812 5 072 ($552) ($1,487) t, Financia/ Summary of Improvement Options Option: Marginal Net Income ($ Thousands) Warranted Investment ($ Thousands) Less Development Costs ($ Thousands) Difference ($ Thousands) KEY CONCLUSIONS: t ,~ ~ ~ DISCOVERY 1 2 3 $135 $359 $359 $1,351 $3,590 $3,585 3 216 3 922 5 072 ($1,865) ($332) ($1,487) • In terms of pro~ected warranted level of investment versus development costs, the Option 2(new clubhouse option) is clearly the most cost effective This is pnmanly due to the fact that with the various renovation scenarios, the incremental approach is inherently inefficient. • From a purely economic standpomt, there is a compelling case for a clubhouse option that consists of a tear-down of the existing facility and the bwlding of a new clubhouse facdity In addition, as compared to Option 3, Option 2 results in a better clubhouse location and an operationally more efficient clubhouse when constructed (mcludmg improved sight-Imes and better access) Overall, it is ERA's opmion that Option 2 is clearly supenor, even if the City has to wait for the Spice of Life contract to expire in due course , ~ ~.. ~ ~ EXISTING ~ . PLAN ~'" ~ ~ , Arap~hoe Avenue , - - ~ . ~f ~ ' ' ;, . ~~#9T ; " ~ . , ~ ~ , ~~ / l ~.~ ~r ~' ~ ~ '~' ~ _ ~` r . . 11 ~~k, ~ r ' . --;-#8G; j ~:~~" . ~" `,J . ~~ r Private golf instructional area ~ ~ ' ,:~ ~ ~ ~ I . Floodplain 'high hazard' zone /' ' ~ ~ , f~:~ . y /' ,+; ~ , ` ' ~ ' Floodplain 'conveyance' zone ~ ~ ,;:~'` ~ ~ t o r~ ~,~ ~ ~, ( M ~ ~:~~ ~-; ~ ~~ ~ Parking lot; approx. 221 spaces `~X `~ ~ ~ ,~ , ,. ` ~r~~ Driving range - 21 stalls . 4~ f ~ I ::~` , ~ _.~ ` \ ~ . t~ _ ' , ~ .` `~' 3 I . ~ ~ .~ ~, Golf snack bar ~ ' r / ,,( ` \ ~ Banquet & Catering Event Center ~ ~ ~ ::;; ~ ~ ' ~ • ' . r~ . I,j `~j. t 180' ~\ ~/ POO~ , '' ~y ~ Yi ~~ :af ~ , / a • 9 r ~ ~.. Y ._, ~ w, ^ / * ,- -, Tennis courts (#s~. ~` ~.-- _ ,'i Pro-Shop building w/ cart storage ~ _~ ~ 1 ~~~~ I.~~, -~~ ~ ~ , - ~ ~ ~ ~ ~'~ % ~ ~~~~ ~~:o `#2<~at~ ~ ~ : ' ' , ~ 1T ~ `~ ' i > ~~~, ~~ ~ '~ ~ 1 ~ r ~ ? ~ ,"(#18G` . ~-~`" _- ~ . Practice putting green / ~~~~ r . ~ -~.~~ ~, t~:J ; , Pool pumphouse (~ ~ ~ 1 1 ~ , ~ . • . •~. ~ i~ ~ ~ t= 4, (~ OPTION 1 Option 1 Narrative: (Phased approach, utdize existing faalities) Phase A: Minimum Improvements ~~ ~ ~~ ~~ Establish a minimum level of improvements that wdl enhance the golfing, banquet & catering and pool experience at the site The recommended minimum site improvements include but are not limited to new acceleration and deceleration lanes along Arapahoe Avenue at the main entry, improved landscaping 8 signage at the main entry, improved/ redesigned parking layout, new site signage & wayFinding, improved service & delivery at banqueUcatering, new bag drop off at the golf pro- shop access, and a 55' height minimum fence along both sides of the existing driv~ng range The existing tennis courts to be removed from the site in their entirety to ailow for an outdoor event area Phase B Remodel The exis6ng banquet and catenng event center shall be remodeled to improve exterior and interior esthetics, upgrade finishes, address ADA and life safety issues where remodeling occurs New spaces such as a meeting room, men's/women's restrooms and expanded dming are proposed to enhance the golfing expenence The ex~sting pool facility would remain and would be evaluated for reqwred short-term mechanical upgrades as necessary to maintain the facility for approximately 5-6 more years ADA and Life Safety issues have not been addressed at the pool area The existing pro-shop bwlding receives interior finish upgrades and ublizes existing deck area for new office space programming Phase C Remove Existing Pool Remove existing outdoor pool facddies in their entirety and uhhze the former pool area for new outdoor decking, cart path, putting and chipping pract~ce areas for golfers MASTER PLAN OP': .N 1- PHASE A ~ ~ Arapahoe Avenue - ' ~- ------- . ~ ~ ~~,.. - ~ Improved main entry w1 new ; ~; landscaping, signage, & acceleration/ ~ % ~ ~~ ~ ,, - deceleration lanes ~ ~ ' ~..~ . x ~ l~ ~ ~ ..~~~~~~~~~ ' ~ ~~ ~ ..~,-::~ I:', ~ ~ 1. . , ~~~-~ ~ ~rr~~ 1:'~., ,~' / New 35'-ht. fencing New parking lot layout; approx. 265 spaces Improved service & delivery Remove existing tennis courts - new outdoor event area :~~~ ~~' ~- .~..- , 4 , `#a~ ~ ~`` ` ~ ~ ' ~ ~~_':~ J l ~l ::,~ .. ,. ~ ~ ~: t ~ ,i~~ ^\/ cE~ ` ~ ~~ a ctice Area) ~ Tj ` _ ..._- ~ `J ~ ~ _ #f7~,' -:.~; New 55'-ht. fencing along driving range New bag drop-off area (E) = Existing • ~ ~ •~• '~ /1 ~ ~ ~ MASTER PLAN . ~ION 1- PHASE B Banquet 8 Calering Main Entry ~ Egress i ~ ~ ; ~ L . ` ~: ~- ~ :w~„~'.. . r t. , _ ,----• t,,o_:,71` t) l1. I , ' ~ iCh ~'~" ~ (E) ldUcFten ._ ,.,~ ~E~ ~ ~- i ~`~ Lobhy ~ ~ ( ibOf.l} , } ~,~,, _~' ~ -asax~ 1000 Sf ~ ~~ ~~ ~ ~ ~~i i Sto1'. ~~~ ~ ~. i ~ r ~ ~ w ~ v ~ ~ ~"~1T~ ~~~ ~ ~ rr. ~,1! ~'rL~_ . .......... . . . ~l ~ Slor. s ~{E) S~ E~trY r Y~~. ~ ~ ~ i t ~__~~~ MeeGr~g (i'"°_..:._~....v.~~. ,,~..- i ~I Men ~1 Room n n GoHer ~ ; ~~---_ •~==~~ 964 sf ~i ~~~ ii Meeting Roam' ~(E} 5~. ~ Outdocx ~ 575 af ~ ~ PaUo Trel4is ~-. .- 1~1 Sior~ ~i ~i G30 sf ~ E fB35 E 650 sf ~ ~..1ra.r~~s.~r_ay»~-t:=,..,{ I! ~ -,.~~ ~. ~ ~ _ __ ~_.~ _ _. _ _ ... Meeting Ronm __._~~ -- (E} (E)Fatchen Egress ~l~1 0 5 10 20 R ~ Remodeled E~dsdng Spaoe New Program Space ~ Nevv C~rc~~laUon ~ New Restrooms ~ New Sborage ~ Mew Ou6door Gatherin9 SPac'.e ~ Indoor Dining 900 sf Conceptual Plan - Remode/ ~ ~' MASTER PLAN OP'~ .~N 1- PHASE C Arapahoe Avenue '~ i~~1 F New concrete cart path; 8' wide ~ one-way, 12' wide @ two-way New outdoor event area; sodded with perimeter landscaping New Practice Putting Green - approx. 14,700 s.f. / • .~ / , Remove existing pool - new patio/deck New golf signage kiosk & bag racks New Practice Chipping Green - approx. 4,900 s.f. Existing #17 tee modified to allow for new adjacent practice green (E) = Existing l 3 {~ C ~ t OPTION 2 Option 2 Narrative: (tvew Goif Ciubhouse Fac~i~nes) All ex~sting faatities (event center, pro-shop, tennis courts, and pool) shall be removed in their entirety to allow for a new golf clubhouse and cart storage faalities New acceleration and deceleration lanes along Arapahoe Avenue at the main entry are proposed to address safety concerns for mgress and egress to and from the site The parking lot would be designed to accommodate approximately 200 cars and landscaped to meet current City of Boulder landscape standards The drroing range would be widened at the south end to allow for approximately 8-t0 additional dnving stalls, widening the range at the south end would improve safety, enhance trairnng, and provide potential for additional revenue A 55' height mmimum fence along both sides of the existing driving range is required Additional fencing at approx 35' m height is proposed along the northwest corner of the parkmg lot to provide protection from errant golf balls A new modern golf clubhouse (approx 9,000 gs~ is proposed complete with pro-shop, bar-grille, event dming and outdoor decks for golfers The new facility would capture the outstanding qualities of the golf course and views of the FlaGron Mountams that are not currently taken advantage of A detached golf cart storage facility (approx 5,000 gsf) is proposed to accommodate up to 75 carts, golf trainers office and storage The outdoor practice areas would be upgraded and addibonal space provided for putting, and chipping practice ~ ~ ~. ~ ~ MASTER F .N OPTION 2 Improved main entry w/ new landscaping, signage, & acceleration/ deceleration lanes New 35'-ht. fencing New parking loi layout; approx. 194 spaces Round-about island with concrete paving & landscaping Kitchen Service & delivery Snack window Event Dining Bar/Grill \ ~~ /'_`° ~ ~ :~~ , ~;~ ~ h l ~ .~ , [~ t~, a .~ ;~~ ~ ~~' ~ q . 1 i (~ 4`~ . -- \ - ~ 1#2G i ~/~ ~i' 4 /~ ~ , _ ~ ~~. ~~ . : ~ ~~ i`y New 55'-ht. fencing along driving range Previous edge of driving range - new range expanded to 28 stalls Bag drop-off area Cart Storage bldg. w/ approx. 10 covered & heated driving range stalls Main entry pavilion Pro-Shop Restrooms & lockers Outdoor patio/deck New Practice Putting Green - approx. 14,400 s.f. New Practice Chipping Green - approx. 5,000 s.f. New concrete cart path; 8' wide cLD ~ ~~ ` l~'~\ ) I ( \ ` ~ 1 \ one-way, 12' wide @ two-way e ~ ~ ••~ "• ~b (; ~ ~ ~, (~ OPTION 3 OptlOn 3 Na~~Btiv@: (Phased Approach - Combination of New and Existing Facdihes) C~ ~} ~~ Phase A: Mmimum Improvements Establish a minimum level of improvements that will enhance the golfing, banquet & catering and pool experience at the site The recommended minimum site improvements include but are not limited to new acceleration and deceleration lanes along Arapahoe Avenue at the main entry, improved landscaping & s~gnage at the main entry, improved/ redesigned parkmg layout, new site signage & wayfmding, improved service & delivery at banqueUcatering, new bag drop off at the golf pro- shop access, and a 55' height minimum fence along both sides of the existing driving range The existing tennis courts to be removed from the site in their entirety to allow for an outdoor event area Phase B• Demo Existing - New Golf Clubhouse The existing golf pro-shop, outdoor pool faalities and approximately 5,000 sf of area from the East side of the existing event center bwlding shall be removed in their ent~rely A new approx 6,500 gsf golf clubhouse building with Pro-Shop, BarlGrille, Kitchen (designed w/ rough in for future eqwpment), restrooms, and offices is proposed approximately where the current pool exists A detached golf cart storage facility (approx 5,000 gsf) is proposed ad~acent to the driving range to accommodate up to 75 carts, golf tramers office and storage The outdoor practice areas would be upgraded and additional space provided for putting, and chipping practice Phase 38 assumes that there would be no improvements to remaining existing event center budding as a part of this master plan Parking and golf bag drop-off improvements would be implemented The outdoor practice areas would be upgraded and additional space provided for putting, and chipping practice Phase C: Remove Remaining Event Center and Add Event Dining to Clubhouse) The remaining Event Center structure shall be removed ~n its entirety to allow for new parking lot reconfiguration, landscaping, and driving range expansion Expand the existmg clubhouse with a new approximately 2,500 sf event dining space for golfer and community uses ~~ ~ ~. MASTER PLAN OP . ~N 3- PHASE A ,---- Arapahoe Avenue I;. _ ----- Improved main entry w/ new ,% ~, ~ landscaping, signage, & acceleration/ ~ '4J: - ~ deceleration lanes ~ ~ ,' r~ ..:r; .~`. , " ~."`;:' '~ ; ~ ~ . ' ~ , ;.i~! ,'~ ~- ' , ~~'i '~' ~ New 35'-ht. fencing ' ~ •, ~ ~~_~ ta ~ ';'; ,? ~ ~ w~,. ~ ~ -• ,~ ~,.:~ .~~, j . New parking lot layout; approx. 265 ,_ ~ ~- . . ~ ;, _s ; spaces ~ ~ ~ ~ ~ ~~i f I~ ~ ~' i .~ ,~,.. . ~ ~' ~r' ~ I ` ~ ~ Improved service & delivery ~ ' ~ ~~ ~ ~~`- ~ ~ ~~ ~ ~~ ~ , . ~ /., ~E~ ~ ` t~„p _ ~ ,.. ~ ;~~ 4~` Driving Range Remove existin tennis courts - new ~"~` `^~. 9 ,~, .;,. ~~y~ ~~,;, ,; ~, outdoor event area i Eyent Cerit~f ~. 'j'~rrr ~..- '' ~ ~ ~t . /'.' S ... i~~~' ~ T' ~ ~_~. ~~~;~~ /~ S ~~ ~ 1~9G ~ ,-`y ; , A ~_` ; < Pro-Sliop ! ~ ~, , ~~- . tE~ ~ ; ~ ' i¢ ~ , I } ' --~ ~ 1 0~ i k . !`~\ ~ #2G~ ~~~~ .., / ~E~ ~ia ~ ,~ ~~ \Practlce Area ~ T~ _ ~ , ~~~ ~,~ ,J ~#1T.I , j#18G,~~. ~_ _ _- ' ~...~~ \ ~ ~ ~ #173'~y ':1 , ; ~ -' . ` ,i ;' \\ ,~. New 55'-ht. fencing along driving range New bag drop-off area (E) = Existing ~ ~ MASTER PLAN TION 3- PHASE B c---~ - - - _ _- --- Arapahoe Avenue :1 `t ~ ---- ~ - ~ -T--- - - - ~ x •. ~ , , ~,~,~ , ,~: •. ~' ~ ~s __ . ~,Js , - -'. . 1 ,.r1 ~~.:.* _ ~ /. ~,,~.-.-r% ~~ • - - • f ' ' ~',~ ~jfJ - . i /;~'~ ~~ 1 . ~. , . ~ . ~,~, ~ ~e• 1 :. !• ~~ r~ ~~ ~ 4' :.-) ~'! ~ ~ R~,l~ ' ~ ~~ ~ ~ .~ . l 1 ~ ~ . ~ '•' S ~} ~ .t#.. . ~-~ ~ J~~ ~ ~~~ .~ .; ~ ~ ~;~ ~ ~ . ; ,.~ ~ ~ ~ ~ ~~ ~~~ ~ ~ ~'~ ~ ~ ` ~ ~' ~'~ , (~ ~ ~, '. sY Pii. , . _ . ~~ ~ I :~ . ' " ~ ~ d~ (E) New concrete cart path; 8' wide @ ~ '~ ~E~ ;,, Driving Range - one-way, 12' wide @ two-way -~ vent Cente~ , ; . _ , ., ._ New Golf Clubhouse New Practice Putting Green - approx. 14,700 s.f. Existing Event Center after demolition of east end New Cart Storage building with 6 covered & heated driving range St8~~5 Outdoor patio/deck New Practice Chipping Green - approx. 4,900 s.f. Existing #17 tee modified to allow for new adjacent practice green (E} = Existing ~ MASTER PLAN OP N 3- PHASE C ~ Existing 35'-ht. fencing relocated for new parking & entry drive layout New parking lot layout; approx. 194 spaces Remove Event Center - new round- about island with concrete paving & landscaping New event dining addition to clubhouse Arapahoe Avenue . . _1 \. Existing 55'-ht. fencing (from Phase A) relocated for driving range expansion Previous edge of driving range - new range expanded to 28 stalls Bag drop-off area (E) = Existing • • ~ -~• '• 11 t l ~ Conceptu l~ost Estimate ~ Option 1a - Su~ ~ary (2001 Dollars) ~ ~ I Description I Building Costs ~ A - Substructure B - Shell C - Intenors D - Services E - Eqwpment and Fumishings F- Special Construction & Demo G - Buddmg Sitework Z - General Conditions Subtotal Direct Costs:l Performance Bond General Liability Insurance Butlding Permit & Fees WatedSewer Tap Fees Gas/Electrical Tap Fees Street CuUPatch Fees Storm Drainage Fees Design Fees @ 10% General Contractor Fees @ 4 5% Contmgency @ 10% Total Not Applicable Not Applicable Not Applicable Not Applicable Not Apphcable Not Applicable 831, 564 62,367 893,932 Excluded Excluded Excluded Excluded Excluded Excluded Excluded 89,393 40, 227 89,393 Subtotal Indirect Costs:ll 219,073 Pool Infrastructure Impovements - Allowance Total Construction Cost:ll 1,612,945 Fladrons Golf Course Master Plan Report 23 Apn12001 1 # ~ Conceptu ~ost Estimate f ~ r Option 1 b- Su~ 1Fary (2001 Dollars) t~ I Description II Cost/SF (I Bwlding Costs ` Gross Building Square Footage 18,800 $/SF A - Substructure 0 54 B - Shell 7 23 C - Interiors 12 00 D - Services 25 00 E - Eqwpment and Furnishings F- Speaal Construction & Demo G - Building Sitework General Conditions Subtotal Direct Costs:l Pertormance Bond General Liabdity Insurance Butlding Permit & Fees Water/Sewer Tap Fees Gas/Electrical Tap Fees Street CuUPatch Fees Storm Drainage Fees Design & Engineering Fees @ 12°/a General Contractor Fees @ 4 5% Contingency @ 10% Subtotal Indirect Costs: ~ 3 79 1 53 2 OS 52.16 6 26 2 35 5 22 13.82 Total Construction Cost:~~ 65.98 - - ~ Total 10,243 135,953 225,602 470, 000 Excluded 71, 341 28,829 38,608 980,578 Excluded Excluded Excluded Excluded Excluded Excluded Excluded 117,669 44,126 98, 058 259,853 1,240,431 Flatirons Golf Course Master Plan Report: 23 Apr~l 2001 1 ~ Conceptu jpst Estimate ~ 4 Option 1c - Su ~ary (2001 Dollars) Description CostlSF Bwlding Costs Gross Bw ldmg Square Footage N/A $/SF Total A - Substructure Not Applicable B - Shell Not Applicable C - Interiors Not Applicable D - Services Not Applicable E- Eqwpment and Furnishmgs Excluded F- Speaal Construction & Demo N/A 71,265 G- Building Sitework N/A 230,881 General Conditions Included Subtotal Direct Costs: N/A 302,146 Performance Bond Excluded General Liabdity Insurance Excluded Building Permit & Fees Excluded Water/Sewer Tap Fees Excluded Gas/Electrical Tap Fees Excluded Street CuUPatch Fees Excluded Storm Drainage Fees Excluded Design & Engmeering Fees @ 10% N/A 30,215 General Contractor Fees @ 4 5°/a Included Contingency @ 10% N/A 30,215 Subtotal Indirect Costs: N/A 60,429 Total Construction Cost: N/A 362,575 ~ ~ Flatirons Golf Course Master Plan Report: 23 Apn12001 1 f ~ i , Conceptu ~ bst Estimate ~ ~ ~ Option 2 - Su ry (2001 Dollars) Description I CosUSF I I Buildmg Costs Gross Bwiding Square Footage 14,000 ..--. . ... $/SF Total A- Substructure 63 92 1,086,693 B - Shell w/Abave C- Intenors 40 22 683,715 D - Services Included E- Eqwpment and Furnishings Excluded I F- Speaal Construction 8 Demo 18 23 309,868 I G- Budding Sitework 69 87 1,187,772 General Conditions Included Subtotal Direct Costs: 792.24 3,268,049 Pertormance Bond Excluded General Liabdity Insurance Excluded Building Permit & Fees Excluded Water/Sewer Tap Fees Excluded Gas/Electrical Tap Fees Excluded Street Cut/Patch Fees Excluded Storm Dramage Fees Excluded Design & Engmeering Fees @ 10°/a 19 22 326,805 General Contractor Fees Included Contingency @ 10% 19 22 326,805 Subtotal Indirect Costs: 38.45 653,610 Total Construction Cost: 230.69 3,921,659 , Flatirons Golf Course Master Plan Repo rt: 23 Apnl 2001 1 ~ 3 ( , Conceptu~ ~ost Estimate Option 3a - Su~i ,rary (2001 Dollars) Description I Buildmg Costs A - Substructure B - Shell C - Intenors D - Services E - Equipment and Furnishings F- Special Construction & Demo G - Buddmg Sdework Z - General Conditions Performance Bond General Liability Insurance Buddmg Permit & Fees Water/Sewer Tap Fees Gas/Electncal Tap Fees Street CuVPatch Fees Storm Drainage Fees Design & Engineering Fees @ 10% General Contractor Fees @ 4 5% Contingency @ 10% Total Not Applicable Not Applicable Not Applicable Not Applicable Not Applicable Not Applicable 831,564 62, 367 Subtotal Direct Costs: 893,932 Excluded Excluded Excluded Excluded Excluded Excluded Excluded 89, 393 40,227 89, 393 rect ts:l 279,013 ubtota Indi _._Cos _ Total Construction 1,712,945 ~ ~ Flatirons Golf Course Master Plan Report 23 Apn12001 1 ~ ` Conceptu~ ~ost Estimate ~,y ~ Option 3b - Su lary (2001 Dollars) p I Description II CosUSF II Building Costs ~ Gross Buddmg Square Footage 11,500 $/SF Total A- Substructure 76 01 874,119 B - Shell w/Above C- Intenors 54 30 624,427 D - Services Included E- Eqwpment and Furnishings Excluded F- Speaal Construction & Demo 5 11 58,769 G- Bwlding Sitework 24 36 280,184 General Conditions Included Subtotal Direct Costs: 159.78 1,837,499 Performance Bond Excluded General Liabdity Insurance Excluded Budding Permit & Fees Excluded Water/Sewer Tap Fees Excluded Gas/Electrical Tap Fees Excluded Street CuUPatch Fees Excluded Storm Dramage Fees Excluded Design & Engineering Fees @ 10% 15 98 183,750 General Contractor Fees Included Contingency @ 10% 15 98 183,750 Subtotal Indirect Costs: 31.96 367,500 Total Construction Cost~ 191.74 ~ 2,204,999 Flatirons Golf Course Master Plan Report: 23 Apnl 2001 1 ~ ' Conceptu~ ~ost Estimate '( . Option 3c - Su~ iary (2001 Dollars) Description CosUSF Building Costs Gross Buddmg Square Footage 2,500 $/SF Total A- Substructure 71 36 178,400 B - Shell w/Above C- Intenors 61 97 154,924 D - Services Included E- Eqwpment and Furnishings Excluded F- Special Construction & Demo 69 83 174,587 G- Building Sitework 400 80 1,001,994 General Condihons Included Subtotal Direct Costs: N/A 7,509,904 Performance Bond Excluded General L~ability Insurance Excluded Budding Permit & Fees Excluded WaterlSewer Tap Fees Excluded Gas/Electrical Tap Fees Excluded Street CuUPatch Fees Excluded Storm Dramage Fees Excluded Des~gn 8 Engineering Fees @ 10% 60 40 150,990 General Contractor Fees Included Contingency @ 10% 60 40 150,990 Subtotal Indirect Costs: N/A 301,981 Total Construction Cost:~~ N/A ~~ 1,811,885 ~~ Flatirons Golf Course Master Plan Report 23 Apnl 2001 1 ;~ ~~ ` i Conceptu~ ~ost Estimate Option 1a - SummaryE #. Project Start Fa Description I ll 2002) Bwlding Costs ~~~ Total A - Substructure Not Applicable B - Sheli Not Applicable C - Interiors Not Applicable D - Services Not Applicable E- Equipment and Furnishings Not Applicable F- Special Construction 8 Demo Not Applicable G - Bwlding Sitework 831,564 Z - General Conditions 62,367 Subtotal Direct Costs: 893,932 Pertormance Bond Excluded Generel Liability Insurance Excluded Building Permit & Fees Excluded Water/Sewer Tap Fees Excluded Gas/Electncal Tap Fees Excluded Street Cut/Patch Fees Excluded Storm Drainage Fees Excluded Design Fees @ 10% 89,393 General Contractor Fees @ 4 5% 40,227 Contingency@ 10% 89,393 Escalation @'/:%/mo (Fall 2002 Start) 100,165 Subtotal Indirect Costs: 319,178 Pool Infrastructure Impovements - Allowance 500,000 Total Construction Cost: 1,713,110 Flatirons Golf Course Master Plan Report 23 Apnl 2001 1 ~ Conceptu~ ~ost Estimate -~ t Option 1 b- Summary [,~. Project Start Fall 2003) ~~ Description II CosUSF I Building Costs Gross Budding Square Footage 18,800 $/SF Total A- Substructure 0 54 10,243 B- Shell 7 23 135,953 C- Interiors 12 00 225,602 D- Services 25 00 470,000 E- Eqwpment and Furnishings Excluded F- Speaal Construction & Demo 3 79 71,341 G- Building Sitework 1 53 28,829 General Conditions 2 05 38,608 Subtotal Direct Costs: 52.16 980,578 Pertortnance Bond Excluded General Liability Insurance Excluded Buildmg Permit & Fees Excluded Water/Sewer Tap Fees Excluded Gas/Electncal Tap Fees Excluded Street Cut/Patch Fees Excluded Stortn Drainage Fees Excluded Design & Engineering Fees @ 12% 6 26 117,669 General Contractor Fees @ 4 5% 2 35 44,126 Contingency @ 10% 5 22 98,058 Escalation @ 1/2%/mo (Fa112003 Start) 9 90 186,065 Subtotal Indirect Costs: 23.72 445,918 Total Construction Cost:~~ 75.88 ~~ 1,426,495 .~ ~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~ ~~~ ~~.~ Flatirons Golf Course Master Plan Report 23 Apn12001 1 ~ ~ Conceptu " ~ost Estimate [, Option 1c - Summary ~ rt. Project Start Fall 2008) Description CosUSF Bwldmg Costs Gross Bwlding Square Footage N/A $/SF Total A - Substructure Not Applicable B - Shell Not Applicable C - IMenors Not Apphcable D - Services Not Applicable E- Equipment and Furnishings Excluded F- Speaal Construchon & Demo N/A 71,265 G- Budding Sitework N/A 230,880 General Conditions Included Subtotal Direct Costs: N/A 302,146 Pertormance Bond Excluded General Liabdity Insurance Excluded Buddmg Permit & Fees Excluded Water/Sewer Tap Fees Excluded Gas/Electncal Tap Fees Excluded Street Cut/Patch Fees Excluded Storm Drainage Fees Excluded Design & Engineering Fees @ 10% N/A 30,215 General Contractor Fees @ 4 5% Included Conhngency @ 10% N!A 30,215 Escalation @ 1/2%/mo (Fall 2008 Start) N/A 163,159 Subtotai Indirect Costs: N/A 223,588 Total Construction Cost. N/A 525,733 F~ Flatirons Golf Course Master Plan Report: 23 Apnl 2001 1 ~~ ~ r ~ ~ Conceptu ~st Estimate ~ ~ (, Option 2- Summary (~ t. Project Start FaN 2003} [~ 1~ !3 (~ 6# ~~ ~~ B1 (# Descnption I I CosUSF I I Budding Costs Gross Bu ilding Square Footage 14,000 $/SF Total A- Substructure 63 92 1,086,693 B - Shell w/Above C- Intenors 40 22 683,715 D - Services Included E- Equipment and Furrnshmgs Excluded F- Special ConstrucGon & Demo 18 23 309,868 G- Building Sitework 69 87 1,187,772 General Conditions Included Subtotal Direct Costs• 192.24 3,268,049 Pertormance Bond Excluded General Liabtlity Insurance Excluded Building Permit & Fees Excluded Water/Sewer Tap Fees Excluded Gas/Electncal Tap Fees Excluded Street CutlPatch Fees Excluded Storm Drainage Fees Excluded Design & Engineenng Fees @ 10% 19 22 326,805 General Contractor Fees Included Contingency @ 10% 19 22 326,805 Escalation @ 1/2%/mo (Fall 2003 Start) 34 60 588,249 Subtotal Indirect Costs: 73.05 1,241,859 Total Construction Cost: 265.29 4,509,907 Flatirons Golf Course Master Plan Report: 23 Apnl 2001 1 ~ ~ 3 ~ ,r Conceptu ~ost Estimate , Option 3a - Summary~ ~t. Profect Start Fall 2002) I Description II Buddmg Costs A - Substructure B - Shell C - Intenors D - Services E - Equipment and Furnishmgs F- Special Construction & Demo G - Budding Sdework Z - General Condit~ons Total Subtotal Direct Costs: Pertormance Bond General Liabddy Insurance Buildmg Permit & Fees Water/Sewer Tap Fees GaslElectncal Tap Fees Street CuUPatch Fees Storm Drainage Fees Design & Engineering Fees @ 10% General Contractor Fees @ 4 5% Contmgency @ 10% Escalation @'/:%/mo (Fall 2002 Start) Subtotal Indirect Costs: Total Construction Cost: Not Apphcable Not Applicable Not Applicable Not Apphcable Not Applicable Not Applicable 831, 564 62,367 893,932 Excluded Excluded Excluded Excluded Excluded Excluded Excluded 89,393 40,227 89,393 100,165 379,178 7,213,110 ~~ Flat~rons Golf Course Master Plan Report 23 Apnl 2001 1 ~ 5 ~ r Conceptu~ '~ost Estimate Option 3b - Summary~ )t. Project Start Fall 2004~ Description II Cosf/SF II Buildmg Costs Gross Bwlding Square Footage 11,500 A - Substructure B - Shell C - Intenors D - Services E - Eqwpment and Furnishings F- Speaal Construction 8 Demo G - Butlding Sitework General Conditions Subtotal Direct Cosi Performance Bond General Liability Insurance " Buddmg Permrt & Fees WatedSewer Tap Fees , ; Gas/Electrical Tap Fees ~~ Street CuUPatch Fees ~ ~ Storm Drainage Fees Design & Engineering Fees @ 10% ' ~ General Contractor Fees ~ Contingency @ 10% ) Escalation @'/%/mo (Fall 2004 Start) Subtotal Indirect Costs: Total Construction $/SF 76 01 54 30 5 11 24 36 159.78 15 98 15 98 40 27 72.22 232.00 Total 874,119 w/Above 624,427 Included Excluded 58,769 280,184 Included 1,837,499 Excluded Excluded Excluded Excluded Excluded Excfuded Excluded 183, 750 Included 183,750 463,050 830,550 2,668,049 ~~ Flatirons Golf Course Master Plan Report: 23 Apnl 2001 1 ~ ~ Conceptu• ~ost Estimate t E Option 3c - Summary ~ R. Project Start Fall 2012) t~ Descnption CosUSF Buildmg Costs Gross Bw lding Square Footage 2,500 $/SF Total A- Substructure 71 36 178,400 B - Shell w/Above C- Interiors 61 97 154,924 D - Services Included E- Eqwpment and Furnishings Excluded F- Special Construction & Demo 69 83 174,587 G- Build~ng Sitewark 400 80 1,001,994 General CondiGons Included Subtotal Direct Costs: N/A 1,509,904 Performance Bond Excluded General Liability Insurance Excluded Bwlding Permit & Fees Excluded Water/Sewer Tap Fees Excluded GasfEiectncal Tap Fees Excluded Street CuUPatch Fees Excluded Storm Drainage Fees Excluded Design & Engineenng Fees @ 10% 60 40 150,990 General Contractor Fees Included Contingency @ 10% 60 40 150,990 Escalation @'/:%/mo (Fall 2012 Start) 500 08 1,250,201 Subtotal Indirect Costs:~~ N/A ~~ 1,552,181 Total Construction Cost:~~ N/A ~~ 3,062,086 Flatirons Golf Course Master Plan Report• 23 Apnl 2001 1