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Home My WebLink AboutPackets - Council Packets (1755)Town Council Meeting Regular Session November 16, 2022 Town Council Meeting Announcements Upcoming Meetings Meetings are subject to change. Check the Town website for meeting status. Stormwater Utility Commission Meeting November 17 at 4 p.m. Hopi Conference Room Board of Adjustment –CANCELED November 22 at 3 p.m. Council Chambers Planning and Zoning Commission December 6 at 6 p.m. Council Chambers Town Council Regular Session December 7 at 6 p.m. Council Chambers 4 Town Council Meeting Regular Session November 16, 2022 Spotlight on Youth Laine Brchan 7th grade Casas Christian Church Finn Gardea-Gregg 4th grade Casas Christian Church 6 Town Council Meeting Regular Session November 16, 2022 Town Council Meeting Regular Session November 16, 2022 Fiscal Year 2022/23 Financial Update Through September 2022 November 16, 2022 Overview/Reminders All amounts are preliminary, unaudited and subject to change. Year -end estimates may not include adjusting audit entries required at year-end. Year -end estimates should not be relied upon as precise predictors of year-end balances; they are fluid, informational, and based on currently available data. The Town’s financial performance throughout the fiscal year is best indicated by comparing actuals to the adopted budget. Overall, revenues are performing well compared to budget, and expenditures are trending as expected. 11 GENERAL FUND REVENUES REVENUE SOURCE Budget Actuals Thru 9/2022 % of Budget Year -End Estimate Notes Local Sales Taxes $ 25,270,959 $ 6,404,411 25.3%$ 26,528,407 Higher than expected growth in contracting sales tax, retail, restaurant & bar, hotels, and remote seller State Shared Revenues 17,605,693 4,095,624 23.3%18,246,957 Trending higher than expected in state sales tax Charges for Services 3,046,515 751,672 24.7%2,953,483 Trending as expected Licenses & Permits 2,223,824 421,839 19.0%2,483,824 Year -end estimate reflects revised commercial permit revenue Grant Revenue 455,000 127,384 28.0%472,000 Year -end estimate reflects transit federal grant revenue All Other 2,137,000 614,875 28.8%2,476,845 Includes other intergovernmental revenue, interest income and miscellaneous revenue. Revised upward due to $320K AMRRP rebate. TOTAL GENERAL FUND REVENUES $ 50,738,991 $ 12,415,805 24.5%$ 53,161,516 Favorable budget variance of $2.4 million projected at this time 12 GENERAL FUND EXPENDITURES EXPENDITURE CATEGORY Budget Actuals Thru 9/2022 % of Budget Year -End Estimate Notes Personnel $ 34,876,210 $ 7,018,471 20.1%$ 34,907,842 Trending as expected; percentage of budget reflects timing of payrolls as well as pension contributions pending updated actuarial reports. Year-end estimate attributable to Town Manager turnover, partially offset by expected vacancy savings. Operations & Maintenance 11,809,548 3,223,864 27.3%12,811,256 Actuals and year-end estimate include $885K claim settlement payment for the Vistoso Trails Nature Preserve. Year-end estimate also includes on-call plan review services tied to commercial development. Capital 1,387,725 78,245 5.6%1,387,725 Budget includes Westward Look improvements, IT needs, and various departmental equipment and capital needs Transfers Out 16,446,977 2,048,965 12.5%16,446,977 Actuals reflect the budgeted transfer for debt service TOTAL GENERAL FUND EXPENDITURES $ 64,520,460 $ 12,369,545 19.2%$ 65,553,800 Budget variance of $1 million attributable primarily to Vistoso settlement payment 13 Budgeted Use of Fund Balance: ($13.8M) Estimated Use of Fund Balance: ($12.4M) Estimated Ending Fund Balance: $18.0M 37.4% of budgeted expenditures Exceeds Council 25% Policy by $6.0M GENERAL FUND $9.4M $18.9M $12.4M $12.4M $50.7M $64.5M $M $10M $20M $30M $40M $50M $60M $70M Revenues Expenditures General Fund FY 22/23 Through September PY Actual CY Actual CY Budget 14 HIGHWAY FUND REVENUES REVENUE SOURCE Budget Actuals Thru 9/2022 % of Budget Year -End Estimate Notes Licenses & Permits $ 25,000 $ 8,548 34.2%$ 25,000 Trending higher than expected, year-end estimate may be revised as fiscal year progresses State Shared Revenues 4,127,100 968,170 23.5%4,127,100 Trending slightly less than expected All Other 11,000 22,434 203.9%15,000 Favorable budget variance of $4,000 due to a vendor refund TOTAL HIGHWAY FUND REVENUES $ 4,163,100 $ 999,152 24.0%$ 4,167,100 Favorable budget variance of $4,000 or 0.1% due to a vendor refund 15 HIGHWAY FUND EXPENDITURES EXPENDITURE CATEGORY Budget Actuals Thru 9/2022 % of Budget Year -End Estimate Notes Personnel $ 1,202,574 $ 260,768 21.7%$ 1,202,574 Trending as expected; percentage of budget reflects timing of payrolls Operations & Maintenance 823,615 177,280 21.5%823,615 Trending as expected Capital 2,619,000 -0.0%2,619,000 Pavement preservation program to begin in October TOTAL HIGHWAY FUND EXPENDITURES $ 4,645,189 $ 438,049 9.4%$ 4,645,189 No budget variance projected at this time 16 Budgeted Use of Fund Balance: ($489,000) Estimated Use of Fund Balance: ($485,000) Estimated Ending Fund Balance: $722,000 HIGHWAY FUND $1.0M $.6M $1.0M $.4M $4.2M $4.7M $.0M $.5M $1.0M $1.5M $2.0M $2.5M $3.0M $3.5M $4.0M $4.5M $5.0M Revenues Expenditures Highway Fund FY 22/23 Through September PY Actual CY Actual CY Budget 17 COMMUNITY CENTER FUND REVENUES REVENUE SOURCE Budget Actuals Thru 9/2022 % of Budget Year -End Estimate Notes Contracted Operating Revenues $ 3,980,149 $ 755,148 19.0%$ 3,980,149 Trending as expected Town Operating Revenues 887,800 187,033 21.1%887,800 Recreation program revenue is seasonal; member dues slightly below budget and less than prior year actuals Other Revenues 3,639,386 830,217 22.8%3,766,005 Includes ½ cent sales tax revenues, HOA contributions, interest income and other miscellaneous revenues. Trending slightly higher than expected due to ½ cent sales tax. TOTAL COMM. CENTER FUND REVENUES $ 8,507,335 $ 1,772,399 20.8%$ 8,633,954 Favorable budget variance of $126,619 due to sales tax revenue 18 COMMUNITY CENTER FUND EXPENDITURES EXPENDITURE CATEGORY Budget Actuals Thru 9/2022 % of Budget Year -End Estimate Notes Contracted Operating Expenditures $ 4,723,618 $ 1,102,054 23.3%$ 4,723,618 Trending as expected Town Operating Expenditures 1,695,573 361,569 21.3%1,695,573 Trending as expected Capital Outlay 2,666,700 220,615 8.3%2,666,700 Projected on budget at this time Transfers Out 4,085,380 2,028,066 49.6%4,408,520 Actuals reflect the budgeted transfer for debt service; year-end estimate includes transfer out of all estimated fund balance in excess of $1 million to Capital Fund for golf irrigation project TOTAL COMM. CENTER FUND EXPENDITURES $ 13,171,271 $ 3,712,304 28.2%$ 13,494,411 Budget variance of $323,140 or 2.5% due to transfer out for golf irrigation project 19 COMMUNITY CENTER FUND Budgeted Use of Fund Balance: ($4.7M) Estimated Use of Fund Balance: ($4.9M) Estimated Ending Fund Balance: $1M$1.8M $1.6M$1.8M $3.7M $8.5M $13.2M $M $1M $2M $3M $4M $5M $6M $7M $8M $9M $10M $11M $12M $13M $14M Revenues Expenditures Community Center Fund FY 22/23 Through September PY Actual CY Actual CY Budget 20 MONTHLY FINANCIAL UPDATE QUESTIONS? 21 Town Council Meeting Regular Session November 16, 2022 Intergovernmental Funding Agreement between the RTA and Oro Valley for Naranja Drive Multi-Use Path La Cañada Drive to First Avenue November 16, 2022 Overview This intergovernmental transportation funding agreement (IGA) between the Regional Transportation Authority (RTA) of Pima County and the Town of Oro Valley will provide funding in the amount of $208,417 for the Naranja Multi-Use Path project. This project is funded by Federal Regional Transportation Alternatives Grants (RTAG) in the amount of $3,448,017 or 94.3% of the total project cost. The RTA will provide funds in the amount of $208,417 or 5.7%, which are the required local matching funds. In accordance with the requirements regarding the use of federal funds, the Arizona Department of Transportation (ADOT) will administer the implementation of the Naranja Multi-Use Path project (design, construction and overall administration). 27 Funding Detailed Information Federal law delegates PAG to serve as grant administrator for the Federal Transportation Alternatives program, known regionally as “Regional Transportation Alternatives Grants (RTAG).” On May 3, 2022, PAG announced a Call for Projects for the PAG Fiscal Year 2023-2026 competitive Regional Transportation Alternatives Grants (RTAG). Projects had to meet both eligibility criteria for federal requirements for the RTAG program and the RTA categorical #41 (greenways, pathways, bikeways and sidewalks). RTAG federally funded projects must be selected through a competitive process. The RTA would fund the 5.7% matching fund. Staff applied for the Naranja Drive Multi-Use Path project between La Cañada Drive and First Avenue. Project was selected and awarded $3,448,017 in RTAG funding and $208,417 in RTA funding to be used as part of the 5.7% non-federal matching funds. Because the Town of Oro Valley is not a federally fund certified agency, the Arizona Department of Transportation (ADOT) will administer projects on behalf of a non-Certification Acceptance applicant. This includes implementation of the project (design, construction, and overall administration), in accordance with the requirements regarding the use of federal funds. Therefore, a separate Intergovernmental Agreement (IGA) between the Town of Oro Valley and the Arizona Department of Transportation (ADOT) will be brought to the Town Council for approval later this year. This IGA must be executed prior to the authorization of federal funds and initiation of the project. 28 Naranja Drive Multi-Use Path Project 29 Detailed Project Information Approximately 2 miles long from La Cañada Drive to First Avenue 10’ wide asphalt multi-use path Path will be on the north side of Naranja Drive (within public right-of-way) Several major cut and fill areas Culvert extensions New multi-use path will link to the multi-use paths on La Cañada Drive and First Avenue Provide access to Naranja Park Total cost estimate: $3,656,434 30 Questions? 31 Town Council Meeting Regular Session November 16, 2022 Vistoso Trails Nature Preserve Master Plan November 16, 2022 Master Planning Background Vistoso Trails Nature Preserve July 15, 2022, Town of Oro Valley hosts ribbon cutting ceremony for the Vistoso Trails Nature Preserve. Request for Proposal for Master Plan services was published in July 2022; three submittals were received in August 2022. Sites Southwest was awarded the contract in September 2022. Sites Southwest Project Managers: Liz Cole and George Radnovich 34 Master Plan Goals and Objectives Vistoso Trails Nature Preserve Create a plan based on input received from the community. Develop a plan that is a dynamic document and fully compliant with the requirement of the conservation easement. Create a plan that can be implemented in phases. Develop a habitat management plan. Develop education programs that celebrate the site’s cultural and environmental resources; focus on development of a volunteer docent program. Provide access for a variety of users that include walkers, cyclists, bird watchers, school groups, eco-tourism, etc. 35 Community Engagement Vistoso Trails Nature Preserve Stakeholder meetings Town Council Town staff Parks and Recreation Advisory Board School Principals Community groups Conservation groups •Community Meetings •Parks and Recreation Advisory Board meeting (11/25/22) •Community workshop (11/16/22) •Town Council meeting (11/16/22) •Community meeting (11/17/22) •Community survey (11/4 –30/22) •Community workshop (January 2023) •Parks and Recreation Advisory Board meeting (February and April 2023 •Town Council meeting (March and May 2023) 36 Vistoso Trails Nature Preserve Master Plan Sites Southwest was founded in 1997 in Albuquerque,New Mexico to provide clients throughout the Southwestern United States with planning,landscape architecture,and urban design services.We are an SBA- certified small business based in New Mexico with offices in Albuquerque,El Paso,and Bend,Oregon. We believe that great places are created by carefully and collaboratively integrating site,environment,and culture.We understand and value our region’s diverse ecosystems,cultures,traditions,and environments. Our mission is to significantly improve the communities in which we work. OUR TEAM Blending the skills of planners,designers,and educators,The Acorn Group offers award-winning services in interpretive planning and design.Part art,part science and history,accented with storytelling and design,our interpretive master plans,exhibits,panels,and programs create sensory-rich experiences that bring content to life.Established in 1990 and nationally certified as a Woman Business Enterprise,The Acorn Group works with a range of clients from government agencies to private and non-profit institutions.Project sites include visitor centers,museums,public gardens,ecological reserves,parks,and educational institutions.Our greatest satisfaction comes from seeing plans and drawings become reality and watching visitors take delight in new experience. BACHECHI OPEN SPACE AND TRAIL MASTER PLAN Our Team’s Relevant Project Experience The refuge’s goals include attracting waterfowl and other avian species to xeric and mesoxeric landscape habitats. VALLE DE ORO MASTER PLAN Sites Southwest received three awards for our work onHighDesert,including theAmericanSocietyof Landscape Architects’New Mexico Chapter’s 2006 DesignAward. HIGH DESERT COMMUNITY The Acorn Group’s projects and efforts have beenrecognizednationally,receiving such awards as theExhibitDesignAward,Print and Media Award,andInterpretiveMediaAwardbytheNationalAssociationforInterpretation,Award of Excellence by the American Society ofLandscapeArchitects,Best of Show by theWesternFairsAssociation,Award of Excellence by theCaliforniaParksandRecreationSociety,andNationalEducationAwardbythe Association of ZoosandAquariums. •Big Basin Redwood State Park •Borrego Village Association •Cabrillo Marine Aquarium •Compton Creek Natural Area •George F Canyon Nature Center •North Carolina Botanical Garden •Silver Creek Preserve •Coral Mountain Discovery Park •Anza-Borrego Desert State Park •Holden Forests and Gardens VISTOSO TRAILS MASTER PLAN The goal of the master plan process is to create a working document that addresses: •The long-term protection of the site ecological and cultural resources. •Providing educational opportunities for a wide-range of user groups that is inclusive of all ages and abilities. •Creating site-sensitive passive recreational attributes that blend the built environment within the natural surroundings. The two hundred and two (202)acre Vistoso Trails Nature Preserve presents the beauty of the Sonoran Desert teeming with wildlife and artifacts of the Native Americans who lived and hunted there.The existing 6.2-mile,eight-foot-wide concrete path winds through the property providing visitors with views of the Catalina and Tortolita mountains,examples of varied desert vegetation,and the opportunity to view an abundance of wildlife.With easy access from multiple locations,visitors can stroll the property and connect with the natural world we tend take for granted. Stakeholder Input Received to Date 2022 Stakeholder Interviews Conducted from October 4, 2022 –November 3, 2022 Programming Suggestions: •Create a system of looped walking/biking trails •Provide natural surface trails for running and walking •Create separate areas for wildlife viewing •Provide spaces for family gatherings •Include sculpture and public art •Provide shade and seating areas •Create educational gardens and signage •Provide dispersed parking areas and directional signage •Address wash area erosion and safe crossing concerns •Create areas for nature play •Provide programming for habitat and dark sky viewing •Connect the Preserve trail to the Town trail system •Create natural structures and water features to support habitat •Re-establish native vegetation throughout the Preserve •Develop operations and management protocols Next Steps Community Engagement Timeline •Tuesday, November 15, 2022 Parks and Recreation Advisory Board Meeting at 6 p.m.in the Hopi Room •Wednesday, November 16, 2022 Community Workshop between 10:30 a.m. and 5 p.m. at the Oro Valley Public Library Town Council Meeting at 6 p.m.in Council Chambers •Thursday, November 17,2022 Community Meeting at 6 p.m. in Council Chambers Project Timeline •November -December 2022 1. Site Research and Data Gathering 2. Stakeholder Meetings 3. In-person Meetings and Workshop 4. Questionnaire 5. Findings Report •January –March 2023 1. Draft Master Plan -Presented to Community via Community Workshop and Meeting (January) 2. Draft Master Plan -Presented to Parks and Recreation Advisory Board (February) 3. Draft Master Plan -Presented to Town Council (March) •April –May 2023 1. Final Master Plan -Presented to Parks and Recreation Advisory Board (April) 2. Final Maser Plan -Presented to Town Council (May) For more information, contact: Sites Southwest 505.822-8200 lcole@sites-sw.com Questions & Comments Town Council Meeting Regular Session November 16, 2022 Parks Bond Projects Value Engineering Update November 16, 2022 49 October 5 Council Presentation: Bond Projects Financial Overview At this meeting the following financial summary was presented: The current total cost of all projects associated with the bond is: • Naranja Park Expansion $ 33,665,457 (Contracted & Estimated) • Golf Irrigation Replacement $ 9,153,218 (Contracted) • Tennis Courts Replacements $ 2,921,044 (Contracted) • Community Center Parking Lot $ 2,000,000 (Estimated) • Multi-Use Paths $ 3,620,000 (Contracted & Estimated) Total Cost $ 51,359,719 The current funding sources provide the following: • Parks & Recreation Bond $ 25,000,000 • Community Center Fund $ 2,100,000 • ARPA $ 4,623,498 • RTA $ 420,000 • Federal Grant $ 1,000,000 Total Funding $ 33,143,498 This created a shortfall, between total costs and total funding, of $18,216,221. Current Naranja Park Site Plan 50 Value Engineering/Mitigation Plan to Close Shortfall Naranja Park Expansion: Reductions of $12,037,392: Utility Material Long Lead Items –Reduction in scope of amenities causes reductions in utility mains being installed at this time, as well as elimination of two fields has caused a reduction in construction materials ordered here. Reduces costs by $474,343 Infrastructure Work –same as “Utility Material Long Lead Items.” Reduces costs by $691,606 Musette Road –No work to existing asphalt, replace new asphalt with double shot chip-seal and slurry seal, reductions in curbing and site walls. Reduces costs by $1,886,226 Skate Park, Pump Track, Basketball –Defer basketball courts, limit construction of wheel park to $500K, dirt pump track limit construction to $200K, remove shade sails, relocate to northern pad, curb and parking reductions. Will still require a restroom at the northern pad. Reduces costs by $1,313,162 Splash Pad –Reduced the budget for the splash pad by half and redesign to new budget, reduced the budget for the shade sails by half and redesign to new budget, and removed the restroom and ramada. Reduces costs by $1,496,189 51 Value Engineering/Mitigation Plan to Close Shortfall Naranja Park Expansion Reductions (cont): Pickleball –Reduce the number of courts to be built from 6 to 4, remove ramada, and associated hardscape reductions. Reduces costs by $329,996 Parking -Replace new asphalt with double shot chip-seal and slurry seal except within handicapped parking areas, reductions in curbing and site walls. Reduces costs by $2,087,217 Ops & Maintenance Center –Defer maintenance operations building and associated elements, lighting reductions, pavement reductions and fencing material reductions (replacing masonry wall with chain-link). Reduces costs by $1,155,673 Multi-Use Fields –Defer the construction of fields 7&8, including lighting and associated hardscape reductions, no landscaping, and remove one ramada. Reduces costs by $1,893,300 Dog Park –Do not relocate. Leave as is, no improvements/changes planned as a part of this Bond project. Reduces costs by $709,680 52 Value Engineering/Mitigation Plan to Close Shortfall Golf Irrigation Replacement: Reduces overall cost by $400,000 Phase 1 Contingency savings = $400,000 Tennis Courts Replacement: Reduces overall cost by $172,590 Contingency savings = $172,590 Community Center Parking Lot: Reductions of $1,400,000 Reduce scope to just clearing, regrading, and paving only the dirt lot = $1,400,000 in Bond reductions Multi-Use Paths: Reductions of $3,362,410 La Cañada path –Keep on the west side to utilize RTA funding, only construct the gap area with MUP, defer the remaining MUP = $862,410 in cost reductions Naranja path –Now completely funded by outside sources = $1,000,000 in cost reductions CDO to JDK path –Defer until later = $1,500,000 in cost reductions 53 Summary of Savings The total reductions from all the above measures are $17,372,392 This reduces the overall costs to $33,987,327 Comparing to the following funding: •Parks Bond $ 25,000,000 •Community Center Fund $ 2,100,000 •ARPA $ 4,623,498 •RTA Removed –realized within the savings •Federal Grant Removed –realized within the savings Total Funding $ 31,723,498 The calculated shortfall = $2,263,829 This is without contingency for the Park Project, Parking Lot and MUP’s 54 Staff recommends adding a 5% contingency on: Naranja Park Expansion Community Center Parking Lot Remaining MUP This is an additional $900,000. Shortfall Request: $3,163,829 Note –You may notice that we used exact numbers throughout the presentation and on previous Council Reports. This is easier to follow the data used to create this information. In the end, we should round, such as the Shortfall Request to $3,200,000 as much of the data included to get to this point is estimated. Direction Moving Forward With all the value engineering measures recommended plus a 5% contingency added in for: Naranja Park Expansion Community Center Parking Lot La Canada MUP Note -Golf Irrigation Phase 2 Replacement already has a 10% contingency within the budget The project shortfall has been reduced from $18,216,221 to $3,163,829. This shortfall could be drawn from current available reserves. Any of the unused $900,000 contingency would reduce the amount needed from available reserves. In addition, there are $500,000 in Parks Impact Fees available that could reduce the use of available reserves or be used as additional contingency. What is Council’s direction? 55 Town Council Meeting Regular Session November 16, 2022 Community Center ADA Accessibility Update November 16, 2022 Community Center ADA Access Update During the April 6, 2022, Town Council meeting, staff was directed to bring Town Council a proposal to add an elevator or appropriate technology to the existing building in the most cost-effective way, while keeping the existing entrances, restaurant location and building functions. It was made a priority from existing Community Center funds and the $750,000 set aside for this purpose. Since that direction was given, staff has been working toward the following: Action items discussed at this meeting were for the condition of the rear ramp, second floor back access door and additional handicapped parking Analysis and creation of alternatives to provide a formal ADA accessible routing to all three floor levels 75 Council Immediate Action Items Existing ramp providing access to the second floor from the current ADA parking spaces Have created a sweeping schedule in the interim until the concrete replacement is constructed Have nearly finished the design of a concrete replacement Working with a contractor to execute the concrete replacement Addition of ADA parking spaces Cannot under current parking lot configuration due to non-compliant slope issues Electronically locked door at the top of the current ramp Have check that it both works properly and that it is operationally ADA compliant with correct pull resistance 76 Alternatives to provide ADA accessibility to all three floor levels For review, the Community Center has three levels, with main uses identified: First floor –where the Golf Pro Shop/check-in, locker rooms, Parks & Recreation administration and fitness reside Intermediate level –not a complete floor story height above the first floor, houses the main golf side of the building entrance and golf administration Second floor –where the restaurant and Sunset Room reside The Breckenridge Group (architect), reviewed several conventional methods of routing, sought advice from a Parks & Recreation ADA specialist and conducted focused user group review panels to discuss solutions to create new means of providing ADA accessibility to all three floor levels of the Community Center. 77 Alternatives to provide ADA accessibility to all three floor levels The study was broken down into the following elements: Technology solutions –what is readily available to provide ADA access between floors External access routing -Access from ADA-compliant parking to the building entrance Internal access routing –Access within the building from the entrance to whatever technology is provided to access between floors Because these three study areas are somewhat independent of each other, a summary table will be provided at the end of this presentation for Council to consider the best alternative to implement a total solution. 78 Technology Solutions Council directed staff to provide a proposal to add an elevator or appropriate technology to the existing building in the most cost-effective way Conventional Elevator –Integrated and built into the building structure Pros: •Permanent solution used to provide access to building floors by allowing very flexible and high-capacity use Cons: •Cost –requires major building reconfiguration to create an elevator shaft, sump pit and HVAC LULA -Limited Use/Limited Application Elevator –Two -to-four -person lift, not hard built into the building structure (pictured to right) Pros: •Cost –inexpensive compared to a standard elevator •Requires minimal to no building modification, as it provides its own shaft as a part of the appliance •Can be sized for two-to-four-person use Cons: •Cost –second most expensive option, behind the Conventional Elevator 79 Technology Solutions LULA Examples 80 Technology Solutions Vertical Platform Lift –Two -person lift, not hard built into the building structure Pros: •Cost –Inexpensive •Requires minimal to no building modificationCons: •Unless treated with an enclosure, has an industrial aesthetic. With an enclosure, this becomes a LULA Elevator. •Limited sizing –generally made to accommodate one to two persons. Chair Lifts –Commercial version of the home use devices one sees in advertisements Pros: •Cost for appliance only •Ease of installationCons: •Single user •Does not provide the ability to have a walker or wheelchair following user •Speed of use •May not be preferred by users in comparison to elevator-type access options 81 Similar to Chair Lifts are Inclined Wheelchair lifts that follow staircases. However, they do not offer as secure a seat as a conventional Chair Lift for non-wheelchair users (Below) Technology Solutions Stair Crawlers –Mechanical device that can traverse a staircase Pros: •Extreme flexibility as it can be moved anywhere Cons: •Single user •Does not provide independent use by ADA persons •Generally used to move bulk cargo rather than passengers •Very industrial aesthetic 82 External Access Routing Alternative #1 –Existing second floor entrance with the existing ramp through the mechanical yard to existing handicapped parking. Pros: •Cost –no real building or grading modifications required. Being cleaned up as a part of the Council’s request, making this the lowest-cost alternative. Cons: •This solution feels like a long ramp for the user and is not easy to traverse for the mobility impaired. •Is not aesthetically pleasing as one traverses through the mechanical/delivery yard. •Users already express dissatisfaction about this option. 83 External Access Routing Alternative #2 –Existing front entrance accessed from existing handicapped parking with a ramp. Pros: •Lower cost than any solution that requires building modifications. Cons: •Slightly more costly than the current ramp option, as it requires the construction of a completely new ramp. •Has a long path of travel from the existing handicapped parking spaces and the elevation difference is similar to the existing ramp. Could be considered a laborious path of travel for building patrons. •Does not allow for the creation of handicapped parking closer to the entrance. 84 External Access Routing Alternative #3 –Existing rear entrance by Golf Pro Shop to new handicap parking within the golf cart staging area. Staff is not suggesting one circulation method over another except - Staff is not recommending this solution as it is problematic from both an ADA functional standpoint and an operational perspective. 85 External Access Routing Alternative #4 –Existing fitness entrance and circulating through the building to the rear entrance by the Golf Pro Shop. Pros: •Lower cost than any solution that requires building modifications. •Path of travel is at relatively the same grade. Cons: •Longest Path of travel for any of the solutions. •Control issues with the fitness center operation as that is a membership control point. •Requires entering and exiting, and then re- entering the building for path of travel. 86 External Access Routing Alternative #5 –Lowering the front entrance to enter at the first floor and connecting to new handicapped parking spaces at the front of the building. Pros: •Provides the opportunity to create new handicapped parking at the front entrance. •With the creation of this new handicapped parking adjacent to the entrance location, renders the least path of travel length. Cons: •Most expensive exterior circulation alternative as it requires building. modification, porte cochere demolition and parking lot grading to allow patrons to enter at the first floor. 87 Internal Access Routing Option #1 –Uses two dual-stop LULA Elevators. One located near the Golf Administration offices that accesses the first floor and the intermediate floor. The other LULA Elevator is near the Golf Pro Shop and accesses the first and second floors. This option works with exterior access alternatives: Alternative 1 -Existing second floor entrance with the existing ramp through the mechanical yard to existing handicapped parking. Alternative 2 -Existing front entrance accessed from existing handicapped parking with a ramp. Alternative 4 -Existing fitness entrance and circulating through the building to the rear entrance by the Golf Pro Shop. 88 Internal Access Routing –Option 1 89 Internal Access Routing Option #2 –uses a singular three-stop LULA Elevator near the Golf Administration that accesses all three floors and can be used with the following exterior access alternatives: Alternative 1 -Existing second floor entrance with the existing ramp through the mechanical yard to existing handicapped parking. Alternative 2 -Existing front entrance accessed from existing handicapped parking with a ramp. Alternative 3 -Existing fitness entrance and circulating through the building to the rear entrance by the Golf Pro Shop. 90 Internal Access Routing –Option 2 91 Internal Access Routing Option #3 –similar to option 1, except the LULA Elevator is moved from next to the Golf Pro Shop to behind the Hearth with all the same exterior access alternatives: Alternative 1 -Existing second floor entrance with the existing ramp through the mechanical yard to existing handicapped parking. Alternative 2 -Existing front entrance accessed from existing handicapped parking with a ramp. Alternative 3 -Existing fitness entrance and circulating through the building to the rear entrance by the Golf Pro Shop. 92 Internal Access Routing –Option 3 93 Internal Access Routing –Lowered Front Entry –Option 1 94 Internal Access Routing –Lowered Front Entry –Option 2 95 Internal Access Routing –Lowered Front Entry –Option 3 96 Community Center ADA Access Update -Costs None of the options have been estimated yet because preliminary designs have not been completed for most. This is a preliminary study to evaluate the best means for handicapped persons to enter and circulate between the three floors of this facility. One of the solutions presented: Alternative 5 exterior access (lowered front entrance entering at the first floor and connecting to new handicapped parking spaces at the front of the building) with a LULA 3-stop Elevator with interior circulation. Option 2 does have a preliminary estimate created by a professional estimator. Preliminarily this is estimated at $1.3M. Staff had the estimator concentrate on this approach to confirm that whatever option and configuration are selected, the Town will be able to afford the project within the Council stipulated budget of $1.5M. 97 Summary Table -Relative Costs Comparison 98 Lift Device Interior Access Routing Exterior Access Routing Conventional Elevator LULA Elevator ($200 to $400K) Vertical Lift ($75 to 150K) Chair Lift Stair Crawler Alternative 5 Lower Front ($700K to $1M) Alternative 2 Ramp to Front ($150 to 300K) Alternative 3 Parking in Rear Alternative 1 or 4 Existing Routes ($0) Option 3 2 Lift Devices Option 2 1 Lift Device Option 1 2 Lift DevicesCost Represents the Consultant Estimator’s $1.3M initial assessment Community Center ADA Access Update –Public Outreach Staff conducted two focused user group interviews. The alternatives were reviewed, and both rendered the same conclusion: install one LULA elevator accessing all three floor levels and lower the front of the building. Reasoning offered: Offered closest parking Ease of entering the building Singular lift/LULA makes the most sense and is the nicest to use independently Aesthetically pleasing for the facility It was stated that this was the most inclusive option and most sense of belonging to the disabled community However, this represents one of the most expensive configurations, less building a conventional elevator. 99 Community Center ADA Access Update Summary 100 There has been a standing budget CIP allotment of $750,000 for the installation of an elevator into the Community Center. During the April 6, 2022, Council Meeting, another $750,000 was added to the project from the Community Center Fund, making the total project budget $1,500,000. There is a balance between cost and ease of use. One of the most expensive options, which still should be able to be contained within the budget allotment, is the easiest and most useful for the patrons we asked. The lesser viable cost options require longer travel distances and ramps, which has been historically problematic for this ADA focus user group. Staff is seeking Council direction to move forward and construct the desired solution. Town Council Meeting Regular Session November 16, 2022