SitZMark properiteS MaSter Site plan

SITZMARK PROPERITES MASTER SITE plan
winter park colorado
NOVEMBER 2013
prepared For:
The TOWN OF WINTER PARK
SITZMARK PROPERTIES MASTER SITE plan
Table of Contents
I
PROJECT OVERVIEW & EXISTING CONDITIONS
5
A. Background
7
B. Location and Context
8
C. Existing Land Use and Zoning
9
II
PROJECT PRINCIPLES13
III
DESIGN ALTERNATIVES17
A. Design Alternative A
19
B. Design Alternative B21
C. Design Alternative C23
IV
PREFERRED ALTERNATIVE45
V
DATA ANALYSIS29
A. Grocery Market
31
B. Residential Market33
C. Event Facilities35
VI
MASTER SITE PLAN39
A. Illustrative Site Plan
41
B. Prototype Images 42
C. Development Phasing
43
D. Perspective Renderings
48
VII NEXT STEPS49
A. Implementation50
B. Next Steps
53
VIIIAPPENDIX55
A. Complete Neighborhoods
56
B. Project Timeline
57
C. Economic Report
59
List of Figures
06
09
FIGURE 3 - Town of Winter Park Current Zoning Map
10
FIGURE 4 - Design Charrette Sketch
14
FIGURE 5 - Design Alternative A 18
FIGURE 6 - Design Alternative B20
FIGURE 7 - Design Alternative C 22
FIGURE 8 - Preferred Alternative 26
FIGURE 9 - Forecast by Store Graph 30
FIGURE 10 - Forecast by Spending Type Graph
30
FIGURE 11 - Overall Residential Graph 32
FIGURE 12 - Condo Market Graph
32
FIGURE 13 - Donavan Pavilion 34
FIGURE 14 - Silverthorne Pavilion
34
FIGURE 15 - Breckenridge Riverwalk
36
FIGURE 16 - Telluride Conference Center 36
FIGURE 17 - Illustrative Plan
40
FIGURE 18 - Existing Conditions Perspective 43
FIGURE 19 - Phase 1 Perspective 44
FIGURE 20 - Phase 2 Perspective
44
FIGURE 21 - Phase 3 Perspective
46
FIGURE 22 - Phase 4 Perspective
46
FIGURE 23 - Illustrative Rendering Perspective North
48
FIGURE 24 - Illustrative Rendering Perspective South
48
FIGURE 1 - Sitzmark Properties Location Map
FIGURE 2 - Town of Winter Park Existing Land Use Map
4
Project overview & existing conditions
5
project overview &
existing conditions
s Rd
ezvou
Pio
ne
er
Tra
il
Rend
nNorth
Re
Parcel
- 8.43 acres
- Current Use: Campground
and Trailhead
- Zoning: Residential
Commercial Service District
nSouth Parcel
- 6.3 acres
- Current Use: Vacant
- Zoning: Destination
Center District
nde
zvo
S
Main
us
Rd
t (US
Hwy
40)
r Dr
Rive
.
Telemark Dr
r Dr
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Kings Crossing Rd
ry Dr
r
ill D
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Hi Country Dr
Kin
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rail
Sk
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Millers Dr
Ski Idlewild
Rd
Kings Crossing Rd
Main
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Midtown Dr
)
y 40
S Hw
St (U
Vasquez Rd
FIGURE 01 - Sitzmark Properties location Map
0
100’
200’
SITZMARK PROPERTIES AERIAL
6
ild
ew
l
i Id
WINTER PARK, CO | OCTObER 03, 2013 | TOWN OF WINTER PARK
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A. BACKGROUND
The Sitzmark Properties - Master Site Plan presents a community vision for the Town of Winter
Park’s future development potential in the downtown. The Plan is intended as both an overall
framework for growth and a guide for local decision making for the two properties. The plan
is conceptual in nature, to determine the practicability of development on the parcels, the
feasibility of public funding mechanisms for both public and private property and a general market
analysis. To ensure positive change for the whole Town, it is paramount that stakeholders work
together on future developments.
Project overview &
Existing conditions
The ultimate vision of Winter Park is to be a small real town that includes a world class ski
resort. The desire is to be an attractive, convenient destination resort for Front Range visitors.
Development of the Sitzmark Properties can strategically respond to the Town’s vision. Located
at the North end of downtown Winter Park, the two Sitzmark Properties total over 14 acres [12.3
buildable acres] along US Highway 40 and are referred to as the Sitzmark North and Sitzmark
South properties. Both properties will act as catalysts for development in the Town.
The North Property, purchased in 2010, will serve as the gateway entrance for visitors traveling
south on Highway 40. Totalling 8.43 acres with 5.8 acres of developable land, the property is
bound by the Fraser River on the east, residential and commercial development on the south, US
Highway 40 on the west and a sanitation district augmentation pond on the north. It also contains
3.63 acres of wetlands that reach out from the Fraser River that limit the development potential.
The South Property, purchased early in 2013, is a generous 6.3 acres of primarily flat landscape.
Similar to the North Property, it is bounded by US Highway 40 on the west, residential and
commercial development to the north, Nob Hill Drive to the east and a commercial development to
the south. This site has no environmental limitations and is currently vacant.
At the conclusion of this explorative project, the Town Council will have a development concept
that will guide future recommendations for potential short (5yr timeframe) and long term (10-30yr
timeframe) development in addition to financing strategies. This will further the Town mission
to create a vibrant downtown with diverse retailers, night life and a high quality pedestrian
environment.
7
B. LOCATION AND CONTEXT
Project overview &
Existing conditions
n The planning process was
initiated in August 20, 2013
n Discovery Meeting -
September 3, 2013
n Design Charrette -
1. Project Overview
In August 2013 the Town of Winter Park solicited proposals from qualified professional urban
design and planning firms to prepare a conceptual Master Site Plan for the redevelopment of the
Stizmark Properties. This conceptual site plan will address the feasibility of development on the
parcels. Due to favorable market conditions in recent years, the properties were obtained at low
risk by the Town which spurred this Master Site Plan process. The North Parcel was acquired
three years ago and the South Parcel was purchased earlier this year. The north parcel purchase
completed the Fraser River trail linking the Rendezvous development to downtown and the south
property purchase was a move to get the property out of stagnate hands in order to have more
control over what type of development gets implemented in downtown.
October 3, 2013
n Stakeholder Workshop -
October 4, 2013
n Community Workshop -
October 4, 2013
n Design Alternatives
Workshop -
October 25, 2013
n Preferred Alternatives
Workshop -
November 5, 2013
nMaster
Site Plan -
November 19, 2013
2. Project schedule and Community participation
The Master Site Plan was developed through a series of workshops and public meetings.
Successful mixed use development depends on the participation and support from local
government, residents, businesses, community organizations, landowners, developers and the
financial sector. Only then do high quality projects emerge after listening to the concerns and
needs of all parties and result from a common set of goals.
A stakeholder group workshop was conducted on October 4, 2013 which comprised of individuals
from a broad range of interests and affiliations to provide the Town Council and design team
input on what possibilities any new development on the Sitzmark Properties would have. Their
input was critical in determining what is important to the town and community. Other workshops
were held at the Town Hall to gather the entire community’s input and hear their concern on
what should or should not happen on the properties. Mostly positive comments were received
which noted the new development should help diversify the economic base and generate jobs
not related to the ski season, a place for bigger meetings is needed, capturing energy from the
Foundry should be a goal, and creating places that are more pedestrian oriented is a must.
The Sitzmark Properties Design Alternatives Presentation
8
C. EXISTING LAND USE AND ZONING
1. EXISTING LAND USE
Within 1/4 mile of the Sitzmark Properties, the primary existing land uses are commercial and
multi family residential. To the east is Hi Country Haus, one the largest condominium complexes
in Winter Park that contains over 25 buildings. To the south is a mixed use commercial
development, Park Place Shopping Center, with restaurants, a tavern and business services.
Across US 40 to the west is Kings Crossing, Pine Tree Plaza, and Grand Park Village that provide
entertainment, pub, office and condo space.
Project overview &
Existing conditions
FIGURE 02 - Town of Winter Park Existing Land Use Map
9
BLDG 7
BLDG 8
507
Lot 7
as
Fr
78009
Lot 4
BLDG 14
477
Lot 14
er
78049
ve
BLDG 4
411
Lot A
78199
Lot 5
le
Te
78260
Lot 9
107
ot 4 109
32
M
DIM
IT
DBO
78336
Lot 7
480
Lot 2
ZM
SIT
n St
ot 6 110
Lot 7 112 114
Lot 8
Lot 9 116
Lot 10
R-C
M ai
PEAKS
TOWNHOUSE
est Lot 5
le D
108
r
78260,
78292
Lot 8
ION
IVIS
D
B
SU
F
GRI
is t
POST OFFICE
te
s Ga
135-125
FIGURE 03 - Town of Winter Park Current
Zoning100-110
Map
Lot J1-J2
115-105
Lot K1-K2
78491
405
Lot 1
e
Ro s i
BLDG 16
114
Lot C
BLDG 17
600-608
Lot 6-11
509-501
Lot 12-16
400-406 RED QUILL
Lot 17-20 VILLAGE
307-301
Lot 21-24
TOWNHOMES
210-200
Lot 25-30
109101
Lot 31-35
Rosie's Way
ay
's W
78521
R-2
BLDG
18
Lot F
75
Lot B
Lot A1-A2
Dr
WOLF
PARK
78490
Lot 1
SON
126
Lot D
709-701
Lot 1-5
VILLAGE
CENTER
CONDOS
MA
168
Lot E
Wy
L io n
309
Lot 54
C ir
301
Lot 53
D-C
120-130
Lot B1-B2
186
Lot F
BLDG 19
100
Lot B
78469
78436
Lot 5
375
(Ski Idlewild Rd)
159
Lot G
ION
VI S
B DI
Hi Country Dr
140150
Lot C1-C2
to p
S II
10
WOLF
PARK
l es
293
Lot 52
WHISTLESTOP
TOWNHOMES 155-145
Lot I1-I2
O
HI C
A US
YH
R
T
UN RIVER GLEN
Red Q u ill
Wh
Lot H1-H2
320, 400
100
H
78415
K
PAR
208
BLDG
15
FIN
180-190
Lot E1-E2
195-185
160-170
Lot G1-G2
Lot D1-D2
175-165
246
Lot J
225
Lot 13
KARPEN SUBDIVISION
78424
Lot 6
205-215
Lot F1-F2
SU
AR K
324
Lot K
BLDG 13
r
il l D
bH
46
BLDG 23
WINTER PARK
BANK CONDOS
illow s W y
WESTGATE
LODGE
200
I
No
Kings Crossing Rd
247
Lot 11
528
344
Lot I
BLDG 22
BLDG 11
BLDG
512D
542
BLDG
510E
365
Lot S
272
273
Lot 12
TELEMARK
382
r
tr y D
oun
Hi C
BLDG
554F
588
BLDG 3
357
Lot M
BLDG 12
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rk C
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78259
Lot 1A
k Dr
lemar
552BLDG
592
C
S
400
Lot 5
BLDG 5
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Te
Dr
rk
ma
Te l
21
608-648
Ba k
Lot A1
BLDG B
H AU
RY
UN T
377
Lot N
BLDG
21
TELEMARK
CONDOS
208
BLDG 20
River Dr
658-
PINE TREE
PLAZA
O
HI C
51
Lot O
432
Lot 10
Dr
59
Lot P
ION
VI S
B DI
BLDG
698 A
BLDG 10
466
Lot 9
426
Lot Q
tr y
ZM
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BLDG 25
un
BLDG 6
78253
Lot 3
AR K
BLDG 9
Co
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Lot 6
BLDG
26
R-C
BLDG
24
Hi
Ri
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I
518
Lot 8
480
Lot R
108-100
E RW
RIV
ALK
TE
WIN
AT
AR
RP
K
Lot E
CONFLUENCE
PARK
CONFLUENCE
PARK
Draft Alternatives Presented at Task Force Workshop 2
2. Existing Zoning
Land use zoning designations are generally consistent with existing land uses surrounding the
Sitzmark Properties. Existing zoning designations are shown in Figure 03 on page 10. The Plan
indicates the north property is zoned R-C and the south property is zoned D-C.
The R-C designation is intended to provide for residential and convenience businesses necessary
to promote the welfare of the community. Non residential uses solely or substantially oriented to
visitors to the town are carefully regulated in this district, in accordance with the master plan for
the town.
project overview &
existing conditions
n
Existing zoning encourages
intensive mixed use and
convenience businesses
The D-C designation is intended to encourage intensive mixed residential and commercial uses
on parcels of land in those areas designated as centers of visitor oriented activity in the master
plan for the town. Concentrated mixed use development is deemed essential in said areas to
foster greater pedestrian activity, less reliance on the automobile, comparison shopping and
other goals set forth in the master plan.
The objective of the D-B-O zone is to preserve the business district along the major arterial,
US Highway 40, of Winter Park in accordance with the town master plan which encourages
intensive mixed use - retail use on lower levels and residential use on upper levels of a structure.
The overlay will occur within the first seventy five feet (75’) of the property as measured from the
property line adjacent to the US Highway 40 right of way.
Commercial Development south of the properties zoned D-C/DBO
11
12
pROJECT Principles october 3, 2013
13
project principles Introduction
The following plan principles were developed by the Town Council during the planning process.
They are intended to serve as overall objectives for the Sitzmark Properties. The implementation
recommendations made in this plan relate directly to these important principles for how the 14
acres should be developed and provide guidance for all the alternatives and master site plan :
n
Market: Increasing the experience, access and choice of food and goods
n
Make a Place: Creating accessibility for all modes of travel
n
Economic Generator: Opportunity for employment and Town Tax generators
n
Unique and Complimentary to the Downtown Core
n
Connections to the Outdoor Environment
n
Mixed Use
FIGURE 04 - Design Charrette Sketch that describes the initial development thoughts
14
1. MARKET: INCREASING THE EXPERIENCE, ACCESS AND CHOICE OF FOOD AND GOODS
pROJECT principles
The nearest market is located in the neighboring town of Fraser which is a large format Safeway.
There is a strong desire amongst the community to support its own form of grocery market within
its town boundaries that would enable residents healthier and more convenient options for
shopping for goods.
2. MAKE A PLACE: CREATING ACCESSIBILITY FOR ALL MODES OF TRAVELS
Thoughtful consideration to any type of development arose as a priority to not only accommodate
all modes of travel but to create an environment that had a sense of place. Building form,
orientation and relationship to each other and the surrounding context was important to the
Council so that it connected to the town and was not a standalone project.
3. ECONOMIC GENERATOR: OPPORTUNITY FOR EMPLOYMENT AND TOWN TAX
GENERATORS
The economic slump that sparked in 2008 continues to wear on this resort community however the
Council views the vacant parcels of land as a strategic opportunity to revive the local economy.
With proper land use and development, the town could benefit greatly by targeting a high tax
generating business.
4. UNIQUE AND COMPLIMENTARY TO THE DOWNTOWN CORE
The downtown core has a very unique role and character that needs to be protected and it is
the goal of the Town Council to facilitate a development that is complimentary to its existing
businesses. To continue the enhancement of the Town’s quality of life, it will need to provide
amenities and services to maintain a healthy economy not detract from it.
5. CONNECTIONS TO THE OUTDOOR ENVIRONMENT
As the Town Plan provides directions for expanding development toward the River, the north
property is one of few parcels that can accomplish this goal. Access to the Fraser River and the
outdoors should not be overlooked as a part of the overall design strategy. This amenity now
located on publicly owned land provides the opportunity to preserve the river as a natural and
visual resource.
6. MIXED USE
Mixed use developments are more favorably than single use developments as they are seen
as a development format to assist in the advancement of livable and sustainable towns. In
communities where the amount of developable land within municipal boundaries is limited, the
ability to have higher densities is achievable with mixed-use. In turn, higher density developments
lower the cost of land per square foot of developed space. With these increases in density, mixed
use and multi use developments are able to sustain a more compact urban form that supports
walkable communities where there is less reliance on the automobile.
15
16
design alternatives OCTOBER 25, 2013
17
FIGURE 05 - Design Alternative A
18
DESIGN ALTERNATIVE A
Design Alternative A: MIXED USE HOUSING
DESIGN ALTERNATIVES
The emphasis of this option was to maximize density of the site. This called for the smallest
grocery market footprint of all three alternatives and provided a generous mixed use housing
program along US Highway 40 that is envisioned to have active uses on the ground floor. In
addition, this option also had attached housing set in the rear of the properties to provide a
transition to the wetlands and adjacent neighborhood.
Attached Housing Prototype
Mixed Use Housing Prototype
Mixed Use Housing Prototype
Small Grocery Prototype
19
FIGURE 06 - Design Alternative B
20
DESIGN ALTERNATIVE B
Design Alternative b: LARGE FORMAT
DESIGN ALTERNATIVES
F ocusing on more traditional single use development, this option only has two major land
uses. To the north is a 30,000 SF civic/public facility that has the potential to house a large
convention center. The south property was designed to accommodate the largest grocery
market that can be parked on site. This market would be approximately 60,000 SF and take
advantage of the biggest vacant parcel of land located along US Highway 40.
Large Civic Prototype
Large Grocery Prototype
21
FIGURE 07 - Design Alternative C
22
DESIGN ALTERNATIVE C
Design Alternative C: MIXED USE COMMERCIAL
DESIGN ALTERNATIVES
The third option developed contained a higher amount of commercial space while still providing
the highly desired market and a civic space. In addition the alternative accommodated a 200
room hotel and a pocket park to act as a trail head to the Fraser River trail unlike the previous
two alternatives.
Hotel Prototype
Mixed Use Commercial Prototype
Civic Prototype
Medium Grocery Prototype
23
DESIGN ALTERNATIVES LESSONS LEARNED
DESIGN ALTERNATIVES
Using the principles established during the Design Charrette earlier in October, Van Meter
Williams Pollack developed the previous three alternatives in response to the desires
documented. During the public and Town Council feedback session we learned several things
that were categorized as strong support, support and no support. Garnering ‘strong support’ was
the multi-use civic building, convention/business hotel, a midsize market, connectivity, National
Sports Center for the Disabled and open space. Tallying the feedback submitted from the
meeting participants, attainable/workforce housing, condo office, education center, live-work and
neighborhood serving retail completed the ‘support’ category. Last, getting ‘no support’ were big
market/big box retail, boutique [tourist] retail and luxury housing.
The challenge for the next step is producing a preferred plan that incorporates these comments
in a way that satisfies all of the project principles. A hybrid design that conscientiously
addresses all the aforementioned feedback will be designed for approval in the preferred
alternative.
Design Charrette Workshop
24
preferred alternative overview OCTOBER 25, 2013
25
FIGURE 08 - Preferred Alternative
26
PREFERRED ALTERNATIVE
The preferred alternative plan is a hybrid of all the design alternatives. It takes all of the best
elements from the various schemes into a cohesive land use plan that will dictate how the Master
Site Plan is organized. This plan is compatible with the Town Plan and the Project Principles. The
streets are intended to accommodate all modes of travel that will lure pass-through traffic out of
their vehicles into a park once environment. The main internal road will extend the current Baker
Drive north and south connecting both properties. Maintaining strong connections with other
future developments is a strategy evident in the preferred alternative as well. The street widths
are planned to incorporate parallel parking, tree lawns and generous sidewalks. This alternative
currently anticipates a shared parking scenario in which the residents and businesses use the
same parking spaces at different times of the day. The civic/public land use positioned to take
advantage of the Fraser River and strive toward higher densities in the downtown that are in
mixed use building types.
These mix use building types vary in their function slightly to provide a range of live-work,
mixed use flex and mixed use commercial options that maximize the value of the land in
addition to reducing the overall construction costs per square foot. The Town of Winter Park
has high standards and this preferred plan meets each of their goals from providing public
space, economic generators, access to the Fraser River to designing active edges to encourage
walkability and a vibrant downtown.
27
PREFERRED ALTERNATIVE LESSONS LEARNED
PREFERRED
ALTERNATIVE
The preferred alternative distilled all the ideas, thoughts, concerns and input from the
community, stakeholders, and the Town Council into a single plan. From this framework there
were a few things that arose. The strongest element in the alternative was the planned civic
and grocery market uses which spoke to the town’s need for public space adjacent to the
Fraser River and a viable economic generator. There was a small amount of concern about the
amount of retail space planned and a recommendation was to reduce this total square footage
of this use. To inspire a dynamic downtown from end to end, the constituents desired a higher
number of dwelling units on site which targeted year round residents. In addition, allowing for
public or private lodging on the north parcel was highly desirable as not to exclude any type of
development. Lastly, the feedback from this meeting indicated that capitalizing on public access
to the Fraser River was exceptional as it fit directly in line with the Town Plan. From this point a
Master Site Plan will be developed incorporating comments from the preferred alternative.
Preferred Alternative Workshop
28
sitzmark properites
data analysis
29
DATA ANALYSIS⎮FORECAST BY STORE SALES
$140,000,000
Spending on Eating & Drinking: +1.5% ann.
$120,000,000
$100,000,000
$80,000,000
$60,000,000
$37,056,253
$40,271,001
$42,920,084
$45,303,197
Building Material & Garden
Eating and Drinking
Shopper's Goods
Convenience Goods
$33,514,041
$40,000,000
$20,000,000
$26,961,877
$29,314,712
$31,181,012
$33,048,280
$34,782,561
2013
2018
2023
2028
2033
Spending on Convenience Goods: +1.3% ann.
$0
Source: & Planning Systems
FIGURE
09Economic - Forecast
by Store
- Source: Economic & Planning Systems
DATA ANALYSIS⎮FORCAST BY SPENDING TYPE
$140,000,000
Spending from Overnight Visitors: +1.6% ann.
$120,000,000
Spending from Seasonal / 2nd Homes: +2.8% ann.
$100,000,000
Day Skiers & Other Day Visitors
$80,000,000
Seasonal/2nd Home
Overnight Visitors
$60,000,000
Permanent Residents
$40,000,000
Spending from Permanent Residents: +0.9% ann.
$20,000,000
$0
2013
2018
2023
2028
FIGURE
10Economic - Forecast
by Spending
Source: & Planning Systems Type - Source: Economic & Planning Systems
30
2033
GROCERY MARKET
During the Design Charrette, The Town identified a grocery market as the number one retail
priority and EPS explored the various size options for the land use. The largest variation, a fullline supermarket would generate the highest amount of tax dollars with a typical size building
in the 50,000 sqft range. This would be enough space to provide the most food options to the
community that would draw $20 million in annual sales. This option is easily compared to the
Safeway in the neighboring Fraser.
DATA ANALYSIS
At the other end of the spectrum, a 25,000 sqft grocery market would be on par with a Natural
Foods Grocer and generate approximately $12.5 million in annual sales or command a $500/
sqft of retail sales. Both of these scenarios assume an opening in 3 to 5 years in addition to an
increase in convenience goods expenditure due to an increase in overnight visitors and seasonal
residents.
31
$700,000
2,800
$600,000
2,400
$500,000
2,000
$400,000
1,600
Sales Volume
Average Sales Price
DATA ANALYSIS⎮OVERALL RESIDENTIAL MARKET
Overall Volume
1.2% under 2000
$300,000
1,200
(-­‐0.1% rate)
Overall Average $
New Average $
~65% of Overall Avg.
$200,000
New Volume
800
$100,000
400
$0
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
[1]
[Note 1]: N11
ew unit sales in 2Residential
013 are an extremely low vVarious
olume; as MLS
a result the average &
price will be skewed.
FIGURE
- Overall
- Source:
Economic
Planning
Systems
Source: Various MLS; Economic & Planning Systems
Price per Square-­‐Foot
DATA ANALYSIS⎮CONDO MARKET
$1,000
$900
Fraser Crossing-­‐
Founders Pointe
$800
$700
Zephyr Mountain Lodge
New Units
$600
Hi Country
Haus
Resales
Resales
$500
Telemark
Condos
$400
$300
$200
$100
Kicking Horse Lodge
$0
2000
2001
2002
2003
Source: MLS; Economic & Planning Systems
2004
2005
2006
2007
FIGURE 12 - Condo Market - Source: MLS Economic & Planning Systems
32
2008
2009
2010
2011
2012
2013
RESIDENTIAL MARKET
In analyzing the residential market potential, the existing housing market indicated that 2nd
home ownership has continued to increase over the last decade. In 2000, 60% of the housing
stock were in this category and in 2011 a steady rise in this population brought the total to
approximately 75%. With a high percentage of second homes in Winter Park it presents a
significant challenges as these home owners typically consume a large portion of municipal
services but generate less that a quarter of total spending in the town. The Town Plan
encourages an increase in the amount of housing within walking distance to the Downtown
such that it can reduce the demand on Town services that are currently disproportionate to the
financial benefits to the community.
DATA ANALYSIS
The forecast by spending type indicates that the largest category for spending is amongst the
overnight visitors with permanent residents coming in second. As the fiscal stimulus of second
homes is relatively short-lived (construction jobs) compared to long term draw on Town services
(police, fire, road repairs, snow plowing) and with limited tax dollar generation, the Sitzmark
Properties has the potential to allow for more housing options for permanent residents.
Locational advantages of developing residential on the site include its adjacency to the Fraser
River, trails in the immediate vicinity and its proximity to proposed commercial and civic
uses. The residential product opportunity that could be located here are market-rate condos
or apartments that are smaller 800-1000 sqft units in a mixed use setting. Considering the
walkability of the development to neighboring services it could command a 15-20% premium as
it is in close proximity to parks, open space, shops, restaurants and entertainment. The target
price point would be approximately $250/sqft or a total selling prices of $200-250k. These
market rate units are geared toward permanent residents and by comparison would be 25%
above the products in Hi Country Haus or 20% below the Telemark Condos.
33
EVENT FACILITIES⎮PAVILION
•  ConfiguraAon and use –  Large flat floor room DATA ANALYSIS
–  Open airy –  Weddings, banquets, recepAons •  Donovan Pavilion -­‐ Vail – 
– 
– 
– 
– 
– 
Park seRng 5,200 sf banquet/event hall 200 persons banquet seaAng Cost was $3.2 M in 2003 110 events per year 60+/-­‐ weddings EVENT FACILITIES⎮COMMUNITY CENTER
FIGURE 13 - Donovan Pavilion,Vail CO
•  Configuration and use
–  Multi-purpose
–  Meetings and events
–  Banquet room and meeting
rooms
•  Silverthorne Pavilion
–  Two–level 14,000 sq ft
–  8,500 banquet hall
–  Breakout room and lobby
reception
–  95 events per year
34
FIGURE 14 - Silverthorne Pavilion, Silverthorne CO
EVENT FACILITIES
The current local needs of the community call for an indoor music performance space to
compliment the growing music culture in the town often facilitated at Hideaway Park. In addition
the ability to provide a venue for weddings, banquets, and receptions has the potential to
draw overnight visitors and bolster the summer economy providing exposure to the town and
fulfilling a community need. This event facility could also house community meetings, regional
conferences and attract businesses looking for a remote destination training seminars. To
determine what type of facility would best suit the town, several prototypes from surrounding
mountain towns were studied to provide relevant input.
DATA ANALYSIS
1. PAVILION
A pavilion is the smallest scale event facility that was studied. The local example is from Vail,
which is configured around one large flat floor room. The towering windows and arched beam
ceilings of this modern alpine lodge showcase the mountain valley views and provides an open
airy atmosphere. Adjacent to 50 acres of open space this is in a park like setting with a total of
5,200 sqft for up a 250 person sit down dinner, a conference for 200, a cocktail reception for 350
or theater presentation for 300. The cost was $3.2 million in 2003 and averages 110 events per
years with 60 plus weddings. It can also accommodate 120 guests outdoors on its heated stone
terrace.
2. COMMUNITY CENTER
The community center is a multi-purpose facility that is more sophisticated than a one room
pavilion. Not only can it accommodate large gatherings for meetings and events it contains
banquet room and breakout meetings rooms. The local example of a community center,
Silverthorne Pavilion, serves the community need for weddings, fundraisers, parties and other
formal events. It is also considered the county’s premier arts and entertainment venue. It is two
levels and 14,00 sqft in total space that has a 8,500 sqft banquet hall and hosts upward of 95
events per year. Utilizing the mezzanine, the maximum sit down capacity is 250 guests and is
35
EVENT FACILITIES⎮AUDITORIUM / THEATER
•  Configuration and use
–  Theater seating / flat floor
–  Converted from outdoor venue
DATA ANALYSIS
–  Stage and backstage
–  Concerts and performances
•  Breckenridge Riverwalk Center
–  770 seats for performance
–  200 banquet style
EVENT FACILITIES⎮CONFERENCE CENTER
FIGURE 15 - Breckenridge Riverwalk Center, Breckenridge CO
•  Configuration and use
–  Multiple meeting, banquet,
and exhibit spaces
–  Conferences and meetings
–  Corporate, association, and
civic uses
•  Telluride Conference Center
– 
– 
– 
– 
36
20,000 sf of event space
6,069 sf largest ballroom
7 meeting rooms
Convention, performance and
civic uses
FIGURE 16 - Telluride Conferene Center,Telluride CO
EVENT FACILITIES
3. AUDITORIUM / THEATER
DATA ANALYSIS
This is a true performing arts center nestled in the heart of the historic town and is the summer
activity focal point. The Riverwalk Center is a 770 seat indoor venue with glass doors that open
onto a lawn next to the Blue River. The lawn area expands the capacity by over 2000 and blurs
the boundary between inside and out. During the 2007/2008 winter season the auditorium
was converted from an outdoor venue with a roof and walls being erected over the existing
amphitheater. It now configured with a stage and backstage for concerts and performances that
adds a tremendous value to the community of which $1 million was raised privately to fund the
$3 million total renovation costs. The Riverwalk Center is the site for many summer activities
including the Town Party, classical performances by the National Repertory Orchestra and the
Breckenridge Music Festival Orchestra, the Blue River Series, Fourth of July activities, jazz
concerts, rock concerts, dance troupes, kids concerts series, weddings and more.
4. CONFERENCE CENTER
The largest conceptualized use of the civic component to the Sitzmark Properties would follow
the form of conference center. A facility of this magnitude would cost substantially more not only
to construct but to operate as well. It would demand a steady utilization from visitors to upkeep
the state-of-the-art facilities. It provides a relaxing and productive environment and has local
airport access. This conference center can handle multiple meeting, banquet, and exhibit spaces
and attracts large corporate clients. The Telluride Conference Center has 20,000 sqft of event
space, 7 meeting rooms, and boasts a 6,070 sqft ballroom.
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38
sitzmark properites NOVEMBER 19 2013
master site plan
39
0
100’
200’
FIGURE 17 - Master Site Plan
Illustrative
40
ILLUSTRATIVE SITE PLAN
The Master Site Plan incorporates months of analysis and community feedback not to mention
constant participation from the Town Council which resulted in a hand crafted design that
responds to all of the towns current and projected economic and development needs. The South
Property, designated as the commercial district, is appropriately anchored by the grocery market.
Ancillary community serving retail and services are also intended for the site to compliment
existing commercial retail and activate the site. The live-work component and mixed-use
buildings provide a perfect balance of location neutral businesses and attainable housing
options.
The North Property is driven by a community/civic focus and positions a public building along
side of the Fraser River to protect access to the outdoor environment. This key anchor use works
in concert with the public/private lodging component and will add much desired spending in
the town by increasing overnight visitors as identified in the economic report. As laid out by the
project principles, this plan meets the goals set before it to: make a place that is unique and
complimentary to the downtown core, increase the experience and choice of food and goods,
provide an opportunity for employment and town tax generators, and connect to the outdoors in
a mixed use environment. Ultimately, the Master Site Plan will be dictated by what the market
can absorb in terms of developing the entire concept but the plan includes a hypothetical phasing
scenario on the following pages.
MASTER SITE plan
n The Sitzmark Properties
will become a mixed use
development that meets
the community’s need for
economic growth, housing
options and making a place.
41
PROTOTYPE IMAGES
42
Live-Work Prototype
Grocery Market Prototype
Plaza Prototype
Pocket Park Prototype
Passage Prototype
Lodging Prototype
Plaza Prototype
Pocket Park Prototype
DEVELOPMENT PHASING
EXISTING CONDITIONS
The existing land use of the site is currently vacant. Within 1/4 mile of the Sitzmark Properties,
the primary existing land uses are commercial and multi family residential. To the east is Hi
Country Haus, one of the largest condominium complexes in Winter Park that contains over 25
buildings. To the south is a mixed use commercial development, Park Place Shopping Center,
with restaurants, a tavern and business services. Across US 40 to the west is Kings Crossing,
Pine Tree Plaza, and Grand Park Village that provides entertainment, pub, office and condo space.
MASTER SITE PLAN
n The goal of the phasing
studies is not to show specific
design, but to illustrate how
development can occur in an
area over time
FIGURE 18 - Sitzmark Properties - Existing Conditions Perspective
43
FOR ILLUSTRATIVE PURPOSES ONLY
FIGURE 19 - Sitzmark Properties - Phase I Perspective
PHASE 1
FIGURE 20 - Sitzmark Properties - Phase 2 Perspective
PHASE 2
44
DEVELOPMENT PHASING
PHASE 1
MASTER SITE PLAN
The grocery market [1 story, 25k - 50k sqft] not only is the highest priority of the Town but
is also the critical first step for setting the stage for implementing the Master Site Plan. The
town is familiar with the benefits to putting into place public infrastructure that attracts
great development and this first step is no different. Not only does this provide much needed
economic stimulus to the town, the street infrastructure, parking and pad sites will be
constructed to further reduce the risk of the future phases and provide the predictability the town
and developers both seek. This phase will put in place all the necessary parking needed for the
South Property development that will total 312 parking spaces [on and off street].
n
Fulfills existing grocery market needs of the community
n
With an estimated $20 million in annual sales the grocery market will be a large tax generator
n
The infrastructure will connect the Fraser River Trail to the site alongside the Telemark Condos
n
New sidewalks, paths, and streets will provide access for people, cars, and bicycles
n The goal of the phasing
studies is not to show specific
design, but to illustrate how
development can occur in an
area over time
PHASE 2
The second layer to the South Property will bring the housing components online that will add
life and activity to the development with ancillary commercial use. Falling into place that the
first phase lays out, these mixed use flex [2 to 3 story, 12,400 sf] and mixed use commercial
[2 story, 12,400 sf] buildings and live-work elements fill in the missing pieces as market timing
allows. With eleven ownership live-work [ 2 story, 14,000 sf, 11 units] units and sixty plus
rental dwelling units [2 to 3 story, 48,000 sf]will provide diverse housing options to the 2nd
home dominated housing market.
n
Entrepreneurial energy and year round residents will bring life to the north end of downtown
n
The mixed use component to the Master Site Plan is now realized
n
Neighborhood serving retail and employment add tax generating diversity
nActive
n
buildings line the street
Passageways and plaza become public amenities
45
FOR ILLUSTRATIVE PURPOSES ONLY
FIGURE 21 - Sitzmark Properties - Phase 3 Perspective
PHASE 3
FIGURE 22 - Sitzmark Properties - Phase 4 Perspective
PHASE 4
46
DEVELOPMENT PHASING
PHASE 3
With substantial retail and business increase within the town boundary, the feasibility of a
civic/multi use [1 story, 11,700 sf] facility can be accomplished. This space can accommodate
meetings, an indoor music venue, weddings, community gatherings or host educational seminars
keystone of Master Site Plan, this phase creates a greater sense of community with the pocket
park and event facility. To capitalize on the event facility, a pocket park [0.5 acre, trail head
to the wetlands] shall be constructed abutting the civic/multi use site too. The purpose of this
public investment is to attract additional visitors through conferences and other events, protect
public access to the Fraser River and set the stage for the final phase.
n
Emphasizes a pedestrian oriented downtown
n
Preservation of the natural setting and stainability of the environment
n
Provide predictability for developers and the town for the last phase
n
Unique and Complimentary businesses
MASTER SITE PLAN
n The goal of the phasing
studies is not to show specific
design, but to illustrate how
development can occur in an
area over time
PHASE 4
The final phase of the development will be the addition of a public/private lodging [4 story,
76,200 sf, 120 room] structure. This implementation will work cooperatively with the meeting
and event space adjacent to the site ad attract additional economic activity with increased
overnight visitors and patrons. This location could potentially be utilized by the National
Sports Center for the Disabled to provide them with a permanent location in Winter Park with
programmed space for office, therapy, and training facilities. If the market demands indicate
the site can be better served by a private lodging entity, the building can be designed to be a full
service hotel complete with a plaza [0.3 acre, temporary events, connection to open space] that
both the civic/multi use and the lodging facility can utilize. With a complete development fully
built out, the Master Site Plan will ensure downtown will evolve and prosper.
n
High quality downtown development that will attract visitors and permanent residents
n
Create an iconic gateway into Winter Park
n
Increase in overnight visitors benefiting the local economy
n
Unique businesses that will not directly compete with existing businesses
n“Park Once” development where people can walk to multiple destinations
n
Mixed Use components add 24-hour activity where people live, work, and thrive
47
Figure 23 - Illustrative Rendering of the Grocery Market and Mixed Use Buildings looking northeast
Figure 24 - Illustrative Rendering of the Public Private Lodge facility looking southeast
48
sitzmark properites
next steps
49
IMPLEMENTATION
NEXT STEPS
The Town of Winter Park acquired the Sitzmark properties as an opportunity. The two sites
were purchased as distressed properties at a favorable price. This Vision Plan provides a guide
and framework for their development. The suggested land uses were formulated considering a
number of factors including the community values developed by the Town Council and Working
groups; site characteristics and surrounding land uses; market potentials for the Fraser Valley
and the subject sites; and input from stakeholders and residents from three Town meetings and
written comments. The recommended plan will be subject to further review and refinement as
the proposed project elements move closer to actual development. The Town has a number of
options available for implementation of the recommended land uses for the two parcels (North
and South).
SOUTH PROPERTY
The anchor use for the South Property is proposed to be a grocery store shown on the Illustrative
Site Plan as a 45,000 square foot store. Based on the team’s market study, current convenience
goods (i.e. grocery) sales in the Fraser Valley (towns of Winter Park and Fraser combined) are
approximately $27 million. Projecting historic growth onto this base would make a smaller
25,000 square foot store supportable in the near term (i.e. next two to three years), and a larger
40,000 to 50,000 square foot store supportable over the mid- to long-term, also dependent
on growth in skier visits, overnight visitation, as well as spending. Although sales tax trends
and visitation trends have been improving over the past year or so, at current sales levels, the
market for a grocery store may not be sufficiently strong. EPS estimates, however, that total
convenience goods sales could reach more than $35 million in the next five years under the
following conditions:
n skier
visits increase;
n occupancy
levels increase by 10% (i.e. from 55 to 65 percent during the winter);
n expenditures
increase by $10 per person per day (i.e. from $25 to $35 per person per day)
The market, under these conditions, would be more attractive to a grocer entering the market.
The timing of the store will therefore be dependent on these improving economic conditions as
well as on the specific store requirements of grocers that may be interested in a Winter Park
location.
Because the grocery store is expected to be the anchor, the amount of remaining land for
complementary mixed use development (one level of commercial with two levels of upper story
residential) will be dependent on the size and parking requirements for the primary tenant.
The Illustrative Site Plan shows 12,500 square feet of ancillary retail commercial space built
to accommodate complementary community serving retail and service uses, including but not
limited to uses such as a coffee shop, bakery, hardware, drug, or liquor store. The upper floor
uses are expected to be 64 one-bedroom apartments and 6 two-bedroom apartments totaling
48,800 square feet and oriented to the service worker population. There are also 11 live-work
units (1,250 square feet each) shown that would be marketed to location neutral businesses and
other individual professional and technical entrepreneurs.
50
IMPLEMENTATION
The options for attracting the desired anchor grocer tenant and building the remaining mixed use
development to fill out the site and create a desirable community serving retail node are as follows:
NEXT STEPS
n Request for Proposals - It is recommended the Town issue a request for proposals (RFP) from
grocery stores, and/or development firms in partnership with a grocery store tenant, for all or a
portion of the South Parcel. This RFP could be issued in the near term allowing the successful
bidder to option the property for a grocery store within a specified time period (e.g. 3 years).
Alternately, the Town could decide to hold the property in reserve for a period of time until market
conditions improve. In any case it is important for the Town to maintain this parcel for this key land
use. If the property were allowed to be developed for other uses, the Town would likely lose its
ability to attract a market as there are no other available and suitable sites in Winter Park and this
future use would likely develop outside of the Town’s boundaries losing not only the convenience of
local shopping but also an important sales tax generator.
n Unsolicited Development Proposal – Alternately, the Town could accept an unsolicited proposal
from an interested grocer and negotiate a purchase and sale agreement for the property. There
has already been some interest in the market to development this site. The potential risk of
negotiating directly with an anchor retailer, however, is they do not necessarily have an interest in
developing the recommended additional ancillary commercial space and mixed use housing. It is
therefore important for the Town to first establish its development objectives, proposal submittal
requirements, and criteria for proposal evaluation as outlined under Next Steps below.
n Hybrid Approach – The team also suggests a hybrid approach to the solicitation of a development
proposal that integrates the Town’s strategy and interest in attracting an appropriate anchor.
Given a deeper understanding of the conditions of the retail market in the Valley, the Town could
evaluate the economic and financial benefit to providing incentives or tax increment finance to the
development and/or operation of the property. The Town would need to carefully weigh the net
impact of new store sales against the cost of offering incentives, as well as the net effect of store
sales to the market in the Valley.
NORTH PROPERTY
The North Property has a community/civic focus and includes a community event center as a key
anchor use. The market study identified a 5,000 square foot pavilion hall or a 10,000 to 15,000
square foot multipurpose community center as the most supportable and feasible given expected
uses and utilization levels. The Illustrative Plan shows an 11,700 square foot facility set in a park
type setting backed up to the Fraser River open space.
The Site Plan also shows a site for a lodging facility or special use. This site is expected to be
reserved for a future use complementary to the community/civic facility. Several potential uses
have been identified that could provide space for an educational and/or athletic training facility.
Such a potential use and location would be subject to further analysis by its user to determine if it
has the interest and financial ability to expand and relocate to the Sitzmark property.
51
IMPLEMENTATION
NEXT STEPS
Alternatively, the site could be used for a business-oriented hotel that could utilize the
multipurpose center for business meetings and larger banquets. The market study indicated that
such a hotel is not presently feasible given current occupancy and average daily rates (ADRs).
However, the site could be reserved for future development for this use.
The remaining portion of the North Property is shown on the Illustrative Site Plan as a three-story
mixed use building with 4,700 square feet of first level commercial and 27 apartments or small
condominiums totaling 15,620 square feet. These uses are designed to help activate the space/
location. The amount of space is dependent on the site requirements for the key anchor uses.
The recommended development/disposition options for the North Property differ from the South
Property. Whereas the South Property is expected to be driven primarily by private development,
the North Property is expected to be driven primarily by public use. To that end, it is recommended
that the North Property be largely retained in public ownership. At a minimum, the Town should
retain ownership of the community/multiuse center parcel as it will likely be built and financed
by the Town or a related public entity. The lodging/special use parcel is also recommended to
be retained in public ownership. If an educational/athletic training facility is attracted to the
site, it could be developed on Town land under a public private partnership (P3). If it is ultimately
programmed for a hotel, the Town may still want to retain ownership of the land and negotiate
a long term land lease with a hotel developer/operator in order to also negotiate a service
agreement for programming and providing food service to the multipurpose/event center. The
remaining land for mixed-use development could be developed by the private sector through a RFP
process, but not until the timing and space requirements for the primary uses are determined.
52
NEXT STEPS
The Town is in an enviable position to be able use its assets to attract needed and desired land
uses that will help expand and strengthen its downtown core. This Vision Plan for the Sitzmark
Properties is a first step. The development of these properties may take a number of years to
implement. The good news is the Town acquired the properties at a reasonable price and with
no debt, and can therefore afford to wait until the optimum time when the market is right to
move forward with development. We are confident that the Town can and will realize a positive
economic return on its investment, if it moves forward in a cautious and prudent manner. The
recommended next steps are as follows:
NEXT STEPS
n Accept
the Vision Plan – The Plan is intended to be a vision of what can happen on the
properties. If the Town Council agrees with the concepts and recommendations, it should be
accepted as a study. Although it was developed with community input, it has not had the same
level of process as a subarea plan. It could also potentially be used as input to a Comprehensive
Plan Update which is due to be completed in the near future and/or creation of a new Core Subarea
Plan.
n RFP
Process and Procedures – It is anticipated that development of the South Property will
require the Town to issue a request for proposals from developers. In order to evaluate these
proposals, the Town will need to build on this Vision Plan and establish specific RFP policies and
objectives, submittal requirements, and criteria for evaluation. Even if the Town agrees to accept
an unsolicited proposal it will need to have these policies and procedures in place so that the
community is assured that it is not acting in an arbitrary or capricious manner.
n Community/Civic
Facilities Discussions – The options for the Lodging/Special Use parcel on
the North Property need further study and evaluation. To begin with, there is strong community
sentiment that some sort of educational/athletic training facility would be a highly desirable
tenant. The Town will need to initiate discussions with such an entity to determine their interest
and ability to move to the site. Should this option not be feasible, the property can be later
marketed for a business hotel.
n For
an in depth economic analysis please refer to “Sitzmark Properties Market Study” prepared
by Economic & Planning Systems, Inc. December 5, 2013.
53
54
APPENDIX
55
A. COMPLETE NEIGHBORHOODS
APPENDIX
A “complete neighborhood” is a place where people can live, work, and move about in a healthy,
equitable, sustainable, and economical manner. These patterns are characterized by compact,
mixed-use development with integrated land use that can contain residential, office, retail,
civic uses and entertainment within easy walking and biking distance (generally 1/4 mile to 1/2
mile, or a 5-15 minute walk). This mix of uses, combined with thoughtfully designed community
spaces, plazas and parks, forms a vibrant village-like neighborhood where people can truly thrive.
Threading the essential components of a complete neighborhood encourages transit ridership,
while discouraging sprawl, reducing impacts on the environment, and helping to foster a sense
of community.
Specific elements that contribute to a complete neighborhood include:
• High transit accessibility and availability
• A land use mix that provides places of employment, amenities, and
services to nearby residents therefore reducing overall vehicle trips in and
out of a neighborhood unit
• Street design that includes all modes of active and automotive transport
• Parks and recreation spaces that are proportional to new development
• Strong pedestrian-oriented design including pedestrian-scaled lighting,
furniture and architecture
• Community design that is accessible to people of all ages and abilities
• Regional connectivity with other places and economies
56
- Reconnecting America,
Are We There Yet?
Complete Neighborhoods contain a mixture of uses along with thoughtfully designed community spaces, plazas and parks which form a vibrant village-like
neighborhood
The most successful towns provide a mix of housing types, densities and prices
B. PROJECT TIMELINE
3
SEPTEMBER
BASE MAPPING
03
04
Design charrette
STAKEHOLDER workshop
OCTOBER
NO V E M B ER
DISCOVERY MEETING
issues & opportunities
MARKET TRENDS AND
CONDITIONS
25
Develop design
Alternatives
Community workshop
DEVELOPMENT POTENTIALS
19
05
Preferred alternative presentation
REFINE THE PROGRAM
IMPLEMENTATION AND
ACTION PLAN
Master site plan
PRESENTATION
For more info: James Shockey (Planning and Zoning Department)
(970) 726-8081 [email protected]
50 Vasquez Road PO Box 3327 Winter Park, CO 80482
For more info: Alexander Person III (Van Meter Williams Pollack)
(303) 298-1480 [email protected]
1738 Wynkoop Street, Suite 303 Denver CO 80202
For more info: Dan Guimond (Economic & Planning Systems, Inc)
(303) 623-3557 [email protected]
730 17th Street, Suite 630 Denver CO 80202
57
58