YR CAPITAL PROJECTS PLAN OCTOBER 12, 2017 Capital Projects Plan Report 17-10...2017/10/11  · GVR...

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G REEN V ALLEY R ECREATION , INC . 3YR CAPITAL PROJECTS PLAN OCTOBER 12, 2017

Transcript of YR CAPITAL PROJECTS PLAN OCTOBER 12, 2017 Capital Projects Plan Report 17-10...2017/10/11  · GVR...

Page 1: YR CAPITAL PROJECTS PLAN OCTOBER 12, 2017 Capital Projects Plan Report 17-10...2017/10/11  · GVR Capital Projects Plan 10.12.17 WSM Architects, Inc. 2 EXECUTIVE S UMMARY In 2015

GREEN VALLEY RECREATION, INC.

3YR CAPITAL PROJECTS PLANOCTOBER 12, 2017

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GVR Capital Projects Plan 10.12.17 WSM Architects, Inc. 2

EXECUTIVE SUMMARY

In 2015 and 2016, WSM Architects conducted a Strategic Master

Plan exercise for Green Valley Recrea! on, Inc. The Strategic

Master Plan was accepted by the Board in Fall of 2016, and then

referred to the Criteria and Analysis Commi" ee, Planning and

Evalua! on Commi" ee (P&E) and Fiscal Aff airs (FA) Commi" ee for

evalua! on. A$ er undergoing careful considera! on from these

Commi" ees, the projects in Table 1 (below) were iden! fi ed as

top priori! es for Capital Development projects.

1. Pickleball CenterThe Strategic Master Plan recommended the phased

development of a Championship Pickleball Center of 24 courts.

Not surprisingly, this poten! al project scored high with the

Criteria Commi" ee, and GVR would like to pursue it as one of

the top priority Capital Projects. The popular GVR Pickleball

Club had 670 members in 2016, and growing rapidly each year.

Currently, the Pickleball Club has over 750 Members. There are

long wait ! mes for Courts during peak season.

GVR does not currently own a fi ve-acre site that is appropriate for

the development the Championship Center, and is inves! ga! ng

two poten! al parcels available for purchase of a Pickleball

Development. WSM is currently tasked with a Pickleball Study

which will be issued to staff by the end of October 2017. Site

development costs vary, and are currently being evaluated

to develop a probable total project cost. Once GVR is able to

procure a site, the implementa! on of the Pickleball Center

could be through phased construc! on.

2. West Center (WC) Shade CanopyPer the Strategic Master Plan recommenda! ons, GVR Members

desire more social gathering space and exterior shade for events.

The West Center exis! ng Courtyard off ers great opportunity to

achieve these goals. The WC Courtyard, located between the

TABLE 1. GVR 3-YR. CAPITAL PROJECTS RECOMMENDED PROJECTS

PROJECT PROPOSED FY* PROJECTED COST SUMMARY

Pickleball Center (Phase I) 2018-2019 $ 1,342,743 16 Courts

Pickleball Center (Phase II) 2022 $ 422,400 8 Courts

1. Pickleball Center (Total) $ 1,765,143 24 Courts

2. West Center Shade Canopy 2018 $ 150,000 New shade canopy at courtyard

3. Canoa Hills Renova! on 2018 $ 957,375 Renovate fi tness, lockers + rest rooms

4. Lapidary Consolida! on 2019-2020 $ 1,155,688 Building Expansion at WC

5. Member-use Facility at Facili! es

Maintenance Site

2020-2021 $ 442,500 New building at 333 Paseo Del Prado

6. Signage 2018-2022 $ 252,920 15 new bldg. signs over fi ve years

7. Sustainable / Solar Opportuni! es 2018-2022 $ 150,000 $25/K per year over fi ve years

TOTAL PROPOSED OVER 5 YEARS $4,873,626

*See also: GVR 3-Yr. Capital Projects - Expense Trends and Schedule charts for more detailed projected ! meline.

two WC buildings, was designed and built with a wooden

shade structure that was removed by GVR due to ro; ng

wood in the 1990’s. WSM does not recommend replacing

the wooden structure, as wood does not have a long life-span

in the Arizona climate. Instead, we propose that GVR replace

the structure with fabric tensile “Shade Sails” to provide sahde

to the courtyard. This would enhance useability of a popular

gathering area to create a year-round outdoor venue for both

everyday gatherings and large Events (for example, Ar! sans

Fes! val; Health Fair; SoAz CultureFest; Twilight Concerts).

It would be a good place for everyday gatherings - just add

morning coff ee kiosk or news Stand and sea! ng area!

WSM met with Custom Canopies Inc. on site with GVR staff .

WSM’s Structural Engineering sub-consultant reviewed

the exis! ng drawings for structural feasibility. The exis! ng

archways are hollow masonry walls, and poten! ally do not

have the weight to withstand the tensile forces. However,

this obstacle can most likely be overcome through founda! on

or building a" achment engineering alterna! ves. Custom

Canopies has off ered several conceptual design op! ons

for GVR’s considera! on (one shown above) that could be

developed further when this project moves forward.

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GVR Capital Projects Plan 10.12.17 WSM Architects, Inc. 3

3. Canoa Hills Renova� onThe Strategic Master plan recommended a Canoa Hills building

expansion to accommodate more fi tness center func" ons.

This Capital plan recommends that this be accomplished

through a renova" on rather than a footprint expansion. The

exis" ng under-u" lized lobby and pool area can be re-captured

to provide program space for fi tness, including cardiovascular

equipment and spin cycling. The exis" ng fi tness room can then

be renovated to add areas for stretching and strength training.

In addi" on, lobby upgrades can be made at CH to enhance

security and fi tness center monitoring per the Strategic Master

Plan recommenda" ons for all Centers. CH can be a prototype for

these improvements. Moreover, GVR has 2018 funds reserved

to renovate the exis" ng out-dated locker and shower rooms and

rest rooms at CH. This is an opportunity for GVR to combine

projects to maximize value.

4. Lapidary Consolida� on at West CenterThe Lapidary Club has experienced growth in recent years as it

is a popular ac" vity among the Baby Boomers - Club numbers

have grown 250% since 2003. However, Club growth is currently

restricted due to lack of space and crowded workspace

condi" ons. In addi" on to the crowding, noise and ven" la" on

issues exist at Lapidary’s three exis" ng spaces at Desert Hills

(DH), East Center (EC) and WC. In order to provide a safe and

enjoyable experience, Lapidary needs purpose-built space that

is designed specifi cally for jewelry-making equipment and Club

ac" vi" es. The Strategic Master Plan, as well as this Capital

Projects Plan, propose to consolidate the Lapidary spaces into

a single building expansion at WC. This would allow Lapidary to

vacate DH and EC, opening up these spaces to other Clubs.

5. Member-use Facility at Facili� es Maintenance SiteGVR recently acquired the site at 333 W. Paseo Del Prado to

u" lize for offi ce and storage for the Facili" es Maintenance

func" ons. There is poten" al to develop a member-use building

at this site in the future, and has been included in this Plan.

6. Signage

A Signage sub-commi$ ee of the P&E was established in

Fall 2017. WSM is currently working with the Signage sub-

commi$ ee who will make recommenda" ons on signage. WSM

recommends that signage design and engineering be completed

as one exercise so that “Sign Types” be developed. For Center

exterior site signage (monument signs and/or wall-mounted

iden" fi ca" on and address signs), Pima County Zoning Code and

Ligh" ng Code is required. Once the signs are designed, GVR can

construct and implement them in phases over the next fi ve years.

WSM recommends beginning with the Major Centers and then

phasing into the Satellite Centers. Centers that are included in

the 3-Yr. Capital Projects (WC, CH, etc.) would receive their new

signage at the same " me as a large construc" on project.

EXECUTIVE SUMMARY - CONTINUED

7. Sustainability and SolarPer the Strategic Master plan goals, Sustainability is included

in the Capital project plan as an allowance throughout the

dura" on of the Plan. This allowance is assigned for GVR to

invest in “green” building projects with life-cycle cost benefi t,

such as renova" ng light fi xtures from fl uorescent to LED, or

solar hot water heaters.

As a sub-commi$ ee of P&E, the Renewable Energy sub-

commi$ ee was recently formed. They are currently exploring

the viability of a Power Purchase Agreement through a local

solar contractor, which would be at no-cost to GVR.

Project Phasing ScheduleThe list of projects with sub-tasks were used to create a

Gan$ chart to explore project phasing. Some tasks were

inter-dependent to a greater cri" cal path, but the projects

are largely independent. Most projects can be implemented

separately, as funding allows. Please reference Table 2 -

Project Phasing.

Cost Es� matesThe basis of the cost data was largely obtained from

Compusult’s 2016 Master Plan Cost Es" mate. The cost for

the West Center Canopy project was obtained directly from

Custom Canopies Inc. In conjunc" on with Compusult, we

escalated the costs forward to this Capital Projects plan for

2018 -2022. Escala" on is applied using historical data, and

for this report, we have used an escala" on factor of 1% per

quarter (4% per year). As of comple" on of this report, we

are post- three hurricanes that will aff ect the construc" on

market in yet unknown ways through possible materials and

labor shortages. Please reference Table 3 - Expense Trends.

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TABLE 2. 3-YR.CAPITAL PROJECTS PLAN - PROJECT PHASING

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TABLE 3. GVR 3-YR.CAPITAL PROJECTS PLAN - EXPENSE TRENDS

GVR Capital Projects Plan 10.11.17 WSM Architects, Inc.

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