YR CAPITAL PROJECTS PLAN OCTOBER 12, 2017 Capital Projects Plan Report 17-10...2017/10/11 · GVR...
Transcript of YR CAPITAL PROJECTS PLAN OCTOBER 12, 2017 Capital Projects Plan Report 17-10...2017/10/11 · GVR...
GREEN VALLEY RECREATION, INC.
3YR CAPITAL PROJECTS PLANOCTOBER 12, 2017
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.
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.
TABLE 2. 3-YR.CAPITAL PROJECTS PLAN - PROJECT PHASING
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GVR Capital Projects Plan 10.11.17 WSM Architects, Inc.
TABLE 3. GVR 3-YR.CAPITAL PROJECTS PLAN - EXPENSE TRENDS
GVR Capital Projects Plan 10.11.17 WSM Architects, Inc.
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