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TC Packet 11-19-2019 AVON TOWN COUNCIL MEETING AGENDA TUESDAY, NOVEMBER 19, 2019 AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO _______________________________________________________________________________ MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AND AVON PUBLIC LIBRARY IF YOU HAVE ANY SPECI AL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE M EETING, CALL TOWN CLERK BRENDA T ORRES AT 970-748-4001 OR EMAIL BTORRES @AVON.ORG WITH ANY SPECIAL RE QUESTS. 1 AVON TOWN COUNCIL E XECUTIVE SESSION BEGINS AT 4:00 PM AVON TOWN COUNCIL PUBLIC MEETING BEGINS AT 5:00 PM EXECUTIVE SESSION REGARDING A PERSONNE L MATTER UNDER C.R.S. §24-6-402(2)(F) CONCERNING THE TOWN MANAGER ’S ANNUAL PERFORMANCE EVALUATION 4:00 R ECESS UNTIL REGULAR C OUNCIL MEETING 4:40 1. CALL TO ORDER AND ROLL CALL 5:00 2. APPROVAL OF AGENDA 3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS 4. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE FOLLOWING AGENDA [AN INITIAL THREE (3) MINUTE LIMIT ALLOWED TO EACH PERSON WISHING TO SPEAK. SPEAKER MAY REQUEST MORE TIME AT THE END OF THE THREE (3) MINUTES, WHICH MAY BE APPROVED BY A MAJORITY OF THE COUNCIL.] 5:05 5. BUSINESS ITEMS 5.1. PUBLIC HEARING : P ROPOSED 2020 BUDGET (TOWN M ANAGER ERIC HEIL AND FINANCE DIRECTOR SCOTT WRIGHT ) (30 MINUTES) 5:10 • STAFF PRESENTATION – 10 MINUTES • DISCUSSION/COUNCIL Q&A – 10 MINUTES • PUBLIC COMMENT – 10 MINUTES 5.2. JOINT WORK SESSION WITH THE PLANNING AND ZONING COMMISSION (60 MINUTES) 5:40 5.3. APPOINTMENTS TO AD HOC HEALTH AND RECREATION COMMITTEE (RECREATION DIRECTOR JOHN CURUTCHET ) (15 MINUTES) 6:40 5.4. PUBLIC HEARING : SECOND READING ORDINANCE 19-05 ADOPTING INCREASED RETT EXEMPTION FOR PRIMARY RESIDENCES (T OWN MANAGER ERIC HEIL ) (35 MINUTES) 6:55 • STAFF PRESENTATION – 10 MINUTES • DISCUSSION/COUNCIL Q&A – 15 MINUTES • PUBLIC COMMENT – 10 MINUTES • COUNCIL ACTION 5.5. FIRST READING: ORDINANCE 19-11 ADOPTING A NEW CHAPTER 8.40 OF TITLE 8 OF THE AVON MUNICIPAL CODE ESTABLISHING PROVISIONS REGARDING BAN ON USE OF POLYSTYRENE FOAM (DEPUTY TOWN MANAGER PRESTON NEILL) (45 MINUTES) 7:30 5.6. APPROVAL OF MINUTES FROM NOVEMBER 12, 2019 REGULAR COUNCIL MEETING (TOWN CLERK BRENDA TORRES) (5 MINUTES) 8:15 AVON TOWN COUNCIL MEETING AGENDA TUESDAY, NOVEMBER 19, 2019 AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO _______________________________________________________________________________ MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG AGENDAS ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AND AVON PUBLIC LIBRARY IF YOU HAVE ANY SPECI AL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE M EETING, CALL TOWN CLERK BRENDA T ORRES AT 970-748-4001 OR EMAIL BTORRES @AVON.ORG WITH ANY SPECIAL RE QUESTS. 2 6. WRITTEN REPORTS 6.1. POLICE DEPARTMENT SIX-MONTH REPORT (POLICE CHIEF GREG DALY) 6.2. UPDATE ON MARKETING ACTIVITIES AND OUTREACH EFFORTS (COMMUNICATIONS AND MARKETING MANAGER LIZ WOOD) 6.3. 2019 CAPITAL PROJECTS UPDATE (TOWN ENGINEER JUSTIN HILDRETH) 7. MAYOR & COUNCIL C OMMENTS & MEETING UPDATES (10 MINUTES) 8:20 8. A DJOURN 8:30 *Public Comments: Council agendas shall include a general item labeled “Public Comment” near the beginning of all Council meetings. Members of the public who wish to provide comments to Council greater than three minutes are encouraged to schedule time in advance on the agenda and to provide written comments and other appropriate materials to the Council in advance of the Council meetin g. The Mayor shall permit public comments for any action item or work session item, and may permit public comment for any other agenda item, and may limit such public comment to three minutes per individual, which limitation may be waived or increased by a majority of the quorum present. Article VI. Public Comments, Avon Town Council Simplified Rules of Order, Adopted by Resolution No. 17-05. FUTURE AGENDAS: December 10, 2019 - PUBLIC HEARING FOR THE ADOPTION OF THE 2019 FINAL REVISED BUDGETS, 2020 OPERATING BUDGET, 2020 CAPITAL PROJECTS FUND BUDGET & LONG-RANGE CAPITAL PROGRAM o RESOLUTION 19-XX, AMENDING THE 2019 TOWN OF AVON OPERATING FUNDS BUDGETS o RESOLUTION 19-XX, AMENDING THE 2019 TOWN OF AVON CAPITAL PROJECTS FUND BUDGET o RESOLUTION 19-XX, ADOPTING THE 2020 TOWN OF AVON OPERATING FUNDS BUDGET o RESOLUTION 19-XX, ADOPTING THE TOWN OF AVON LONG-RANGE CAPITAL PROGRAM AND SIMULTANEOUSLY ADOPT THE 2019 CAPITAL PROJECTS FUND BUDGET - RESOLUTION 19-XX, LEVYING GENERAL PROPERTY TAXES FOR THE TOWN OF AVON FOR THE 2020 B UDGET YEAR - RESOLUTION 19-XX, LEVYING GENERAL PROPERTY TAXES FOR THE AVON GENERAL IMPROVEMENT D ISTRICT NO. 1 FOR THE 2020 BUDGET YEAR 970.748.4004 eric@avon.org TO: Honorable Mayor Smith Hymes and Council FROM: Eric Heil, Town Manager RE: Proposed 2020 Budget – Public Hearing DATE: November 14, 2019 SUMMARY: Council conducted a public hearing on the proposed 2020 Budget at the November 12, 2019 Council meeting. A public hearing is also scheduled for November 19, 2019 and December 10, 2019. This report outlines changes that Council directed as well as cites other minor revisions. These last revisions will be put in the final version of the 2020 Budget submitted to Council for the December 10, 2019 public hearing and adoption. • The Bond Issuance Fee estimated revenue of $10,000 will be moved from the General Fund to the Community Housing Fund (the Bond Issuance Fee revenue is related to Community Housing). • The Sleuth line item for Police Administration is increased by $4,500 to cover actual bid cost. • The Strategic Plan will be amended as follows: o Add introductory sentences to each category to provide a short narrative explanation on the reasons for the planned projects and programs. o Add a reference to the Primary Residence RETT exemption under housing along with a note that Primary Residence RETT exemption will be reported on a quarter basis to monitor the impact of the increased Primary Residence RETT exemption. o Re-categorize the Union Pacific Railroad items to other categories, such as multi-modal transportation and environmental. o Add research and implementation of dog park. Council is required to conduct a public hearing at the November 19, 2019 Council meeting. The proposed Town of Avon 2020 Budget including the 5 Year Capital Improvements Plan and the Strategic Plan can be found at this link: http://avon.org/DocumentCenter/View/19742/2020-Proposed-Budget Thank you, Eric Metcalf Tract Y Residences – Joint TC/PZC Meeting Page 1 of 2 To: Avon Town Council and Avon Planning and Zoning Commission From: Matt Pielsticker, Planning Director & David McWilliams, Town Planner Meeting Date: November 19, 2019 Topic: Metcalf Tract Y Residences Work Session INTRODUCTION A joint work session will introduce a potential Community Housing project planned for Tract Y, a vacant property located on Metcalf Road in the Light Industrial and Commercial zone district. The purpose of the meeting is to allow the Town Council, Planning and Zoning Commission (“PZC”), and interested residents the ability to ask questions and provide feedback on the potential project in advance of a development application. MEETING ORDER 1. Introductions 2. Staff overview 3. Questions for Staff 4. Project Presentation 5. Questions, Comments, Discussion 6. Public Comment (3-minute limit per speaker) 7. Adjournment PROJECT CONCEPT OVERVIEW The current concept (Attachment B) plans include two buildings, separated by a surface parking area, with two vehicular points of access. A larger (“west”) building would include forty (40) structured parking spaces below a mix of twenty-one (21) 2-bedroom units, and twelve (12) 3-bedroom units. The upper (“east”) building includes twelve (12) 2-bedroom units. PROPERTY BACKGROUND • Tract Y was initially part of a Forest Service holding. • 1994 - The Mountain Star Limited Liability Company exchanged an inholding with the United States Forest Service, including a 7.2 acres site intended for a Town of Avon Public Works facility to be located along Metcalf Road. The parcel was specifically excluded from inclusion in the PUD (unlike the other parcels which were designated PUD open space) and was zoned Open Space, Landscaping, and Drainage (OLD). • 1996 – Property rezoned from OLD to Industrial and Commercial (IC), where it remains. • Staff does not have a copy of the Plat but found a reference to a plat note on a sketch drawing stating, “Development within Tract Y shall be subject to a two (2) acre building envelope to be identified by the property owner and reviewed by the Town of Avon in Connection with the design review process,” and, “All buildings, portions of buildings, building projections and roof overhangs, structural retaining walls and supporting buildings, and parking shall be located completely within the defined building envelope,” and, “The access drive, landscaping improvements, grading, and retaining walls related to access improvements or landscape Metcalf Tract Y Residences – Joint TC/PZC Meeting Page 2 of 2 improvements, utilities and normal and necessary management of natural vegetation shall be allowed to occur outside the building envelope.” • 1998 - Final design for a commercial center was approved, which included 48,240 sq. ft. of office and warehouse space. A building permit was issued in 1998 and expired in 2000. • 2004 – A design application for a self-storage and commercial development was approved. The project required a parking variance that was denied, and the project was never built. • 2019 - Town Council changed the regulations of the IC zone district to allow for Community Housing above the 4 (four) live-work dwelling units previously allowed in the district. So long as all the units are deed restricted Community Housing, the residential density is 10 dwelling units per acre. PROCESS Major Development Plan If adherence to all zoning and development standards can be demonstrated with this proposal, a Major Development Plan application can be submitted for review and eventual action by PZC. This review process requires an outside agency referral period, public notification, and public hearing before PZC. Applicable review sections from the Development include: • Section 7.16.080 Development Plan • Section 7.16.090 Design Review • Table 7.20-13 Dimensions for the Light Industrial and Commercial Employment District • Chapter 7.28 Development Standards • Chapter 7.32 Engineering Improvement Standards Deed Restriction Agreement The Town Council must approve the form and content for deed restriction(s) that would run with the property. It is anticipated that the restrictions would limit occupants to workers in Eagle County, and potentially with a prioritized schedule for qualified buyers (i.e. first responders gain first precedence in lottery and/or resale, then full time workers, etc.). The restrictions may include a percent per annum appreciation cap. ATTACHMENTS A – Tract Y Project Synopsis, provided by Roger P. Michaud B – Metcalf Tract Y Residences, dated 10/23/2019 Attachment A Tract Y Project Synopsis Location: Metcalf Road, Avon,CO Prescribed Land Usage: Industrial-Commercial-Community Housing Project Description: 45 Deed Restricted Condominium Units with both surface and underground parking. East Building has garage parking and infill storage space. Surface parking for an additional 46 spaces assigned to each unit. Overview: This development represents one of the largest Community Housing projects in Avon. The focus is on creating home ownership opportunities in Avon for local employees, first responders and new arrivals to the community in response to Vail Valley Health and other employers expansion plans. As currently designed, the project features 2 separate buildings with a total project density of 45 units, a West Building with 33 total units and East Building with 12 units. Landscape area is provided between the buildings The project currently consists of 33 2 bedroom units and 12 3 bedroom units. 2 bedroom units are 914 square feet with 2 full baths, kitchen and living areas and large deck. Washer/dryer are located in each unit. 3 bedroom units are 1340 square feet with in suite master bath and jack and jill bath between remaining 2 bedrooms. Each unit has a private deck. HVAC is provided with the use of energy efficient heat pumps to provide both heating and air conditioning for all units. These high efficiency units boast a coefficient of performance of 3-1 down to temperatures of -10 F. The building goal is to achieve LEED Gold status. Site History: The Tract Y site has remained vacant for a number of years. The site was originally intended for Industrial Commercial development but in reality, the site does not lend itself to that type of development. The land cost of the site and the ability to attract potential commercial clients to that section of Metcalf Road is highly problematical and has resulted in multiple development efforts being abandoned. The recent allowance of Community Housing on the site is a more constructive use of the property and creates a higher tax revenue base for the Town of Avon as well additional consumer consumption within the Town of Avon. Development Considerations: By virtue of the current designation as Community Housing, the Deed Restriction aspect of the development requires Town participation in the development process. A Term Sheet with requested items has been submitted and a number of the items on the previously submitted Term Sheet have been granted. Still to be determined and vital to continuance of the development project are assigned water rights and a potential participation by the Town of Avon for buy down of a yet to be determined number of units for first responders or other Town designated uses. Deed Restriction Comparables: A study of current housing needs in the Town of Avon and the Eagle County community underscores the need for housing to address the employee housing crisis prevalent in the County. The difficulty of comparing current Deed Restricted properties, for example, Miller Attachment A Ranch, to this particular project, is predicated on the fact that these communities were created years ago with significantly lower land and building costs. The development challenge is to balance costs and financial exposure while providing affordable housing for potential homeowners. In this regard, it is clear that community employers, the Town of Avon, Town of Vail, will have to participate in Deed Restriction “buy downs” to facility this project. Development History: State of Maine Department of Health and Human Services 75,000 square foot office complex leased to the State of Maine and developed as Class A office space with a 20 year lease. Compliant with all State and Federal requirements. 45,000 square foot new building addition to the facility as well as total renova tion of 30,000 square feet to provide Class A office space including 200 car parking facilities. Maine Cardiology Cardiology Clinic with Nuclear facility and class A office Space. St. Mary's Hospital Integrative Health facility and Class A office space Bangor Savings Bank: Class A office Space and banking center. WGME (CBS affiliate) Television Studio and office space. Davita Dialysis Facility 24 Station facility in Dinuba, CA. Davita Dialysis Facility 40 Station facility in Elizabeth City NC Note: Both Davita facilities were in initial construction phase and I oversaw development to final purchase by RPM Realty LLC. Sherwin Williams Principal Equity partner in development of the following Sherwin Williams facilities: Santa Rosa, CA Erie, CO Aurora, CO Tower Road, Denver CO Arapahoe Road, Denver, CO San Antonio, TX St. Robert, MO Date 970-328-5151 www.martinmanleyarchitects.com 0MECALF TRACT Y RESIDENCES 10-23-19METCALF METCALF TRACT Y RESIDENCES OCTOBER PRESENTATION Attachment B Date 970-328-5151 www.martinmanleyarchitects.com 0.1METCALF SITE DIAGRAMS 10-23-19 45 RESIDENCES WITHIN 2 BLDGS 1" = 50'-0"1 A0.0 SITE PLAN -OVERALL Attachment B SITE BENCHMARK ELEVATION =7583.75 EAST 1/16 CORNER SECTION 2 10.0'10' WIDE DRAINAGE AND UTILITY EASEMENTBLM BRASS CAP "1972" 10' WIDE DRAINAGE, UTILITY AND ROAD MAINTENANCE EASEMENT RECEPTION No. 61394 10.0'CT Y 64 0 7 6 4 0 S89°52'54"W 482.95'"W 397.14'N00°08'17"W 252.90' 8' WIDE GRAVEL ROAD 6 ' W I D E J E E P T R A I L J E E P T RAI L ACRES 7 5 6 075707580759076107 6 2 0 76 4 0 7 6 4 0 76007600 Date 970-328-5151 www.martinmanleyarchitects.com 0.2METCALF SITE DIAGRAMS 10-23-19 45 RESIDENCES WITHIN 2 BLDGS 1" = 30'-0"1 A0.0 SITE PLAN EAST BUILDING 12-TWO BEDROOM UNITS WEST BUILDING 21-TWO BEDROOM UNITS 12-THREE BEDROOM UNITS TOTAL PROJECT DENSITY 45 UNITS PARKING 40 STALLS IN PARKING GARAGE 8 STALLS IN GARAGES 48 STALLS -SURFACE PARKING 96 PARKING TOTAL *3 STALLS ARE ADA / ACCESSIBLE 45 UNITS @ 2 STALLS PER UNIT =90 STALLS LEAVING 6 STALLS FOR GUESTS ENTRY TO WEST BUILDING FROM SUFACE PARKINGAttachment B Date 970-328-5151 www.martinmanleyarchitects.com A2-0COMMON HALLWAY RESIDENCES 10-23-19 11 UNITS PER FLOOR 33 UNITS IN BUILDING WEST BUILDING COMMON HALLWAY AND PARKING GARAGE Attachment B REF.WMASTER BEDROOM BEDROOM LIVING DINING KITCHEN BATH DECK 38' - 0"TV10' - 8" 15' - 0"10' - 8"12' - 3"M. BATH 10' - 10 1/2"LAUNDRY COATS 14' - 6 1/2"26' - 0"5' - 0"24' - 0"Date 970-328-5151 www.martinmanleyarchitects.com A2-12 BEDROOM CONDO 10-21-19METCALF 1/4" = 1'-0"1 A2.0 MAIN LEVEL UNIT SIZE: 914 s.f. Attachment B WDREF.MASTER BEDROOM BEDROOM DINING KITCHEN BATH 39' - 0"TV10' - 8" 2' - 5"13' - 7" 10' - 8"12' - 6"M. BATH 10' - 8"LAUNDRY28' - 0"5' - 0"24' - 0"DECK10' - 8"LIVING BEDROOM Date 970-328-5151 www.martinmanleyarchitects.com A3-13 BEDROOM CONDO 10-21-19METCALF 1/4" = 1'-0"1 A2.0 MAIN LEVEL UNIT SIZE: 1340 s.f. Attachment B WDREF.REF.WWDREF.REF.WREF.WWDREF.REF.WWDREF.REF.WREF.WREF.W39' - 0"38' - 0"38' - 0"76' - 0"39' - 0"38' - 0"61' - 0"57' - 0 1/16"230' - 0 1/4" common laundry social room elevator 40 parking stalls elevator/stair Date 970-328-5151 www.martinmanleyarchitects.com 1COMMON HALLWAY RESIDENCE 10-21-19 11 UNITS PER FLOOR, 33 UNIT IN BUILDING 1/16" = 1'-0"1 A4.0 FOURTH LEVEL 1/16" = 1'-0"2 A1.0 LOWER LEVEL Attachment B 3 BDRM UNIT 39' - 0" 2 BDRM UNIT 38' - 0" 2 BDRM UNIT 38' - 0" 2 BDRM UNIT 38' - 0" 2 BDRM UNIT 38' - 0" 3 BDRM UNIT 39' - 0" Date 970-328-5151 www.martinmanleyarchitects.com 3COMMON HALLWAY RESIDENCES 10-23-19 11 UNITS PER FLOOR 33 UNITS IN BUILDING 1/16" = 1'-0"1 WEST ELEVATION Attachment B Date 970-328-5151 www.martinmanleyarchitects.com A2-0SEPARATE ENTRY RESIDENCES 10-23-19METCALF (EAST BUIDLING) EAST BUILDING SEPARATE ENTRY RESIDENCE WITH PRIVATE GARAGE Attachment B REF.W26' - 0"14' - 6"8' - 7"12' - 0"13' - 3"11' - 6 1/2"11' - 3 1/2"33' - 6"36' - 0"MASTER BEDROOM BEDROOM LIVING DINING KITCHEN LAUNDRY COATS BATH DECK Date 970-328-5151 www.martinmanleyarchitects.com A2EAST BLDG RESIDENCES 10-23-19METCALF 1/4" = 1'-0"1 A2.0 MAIN LEVEL UNIT SIZE: 900 s.f. TWO BEDROOM Attachment B UP UP REF.REF.WREF.WREF.WREF.WW D REF.WD REF.W D REF.WD DN DN DNDN8' - 8"24' - 10"13' - 0"13' - 0" Date 970-328-5151 www.martinmanleyarchitects.com 2SEPARATE ENTRY RESIDENCE 10-23-19METCALF (EAST BUILDING) 1/8" = 1'-0"1 -BUILDING 2 GARAGE LEVEL INFILL WITH STORAGE 1/8" = 1'-0"2 BUILDING 2 THIRD LEVEL Attachment B Date 970-328-5151 www.martinmanleyarchitects.com 3SEPARATE ENTRY RESIDENCES 10-23-19METCALF (EAST BUILDING) 1/8" = 1'-0"1 WEST ELEVATION Attachment B Attachment B Attachment B Attachment B Attachment B Attachment B Attachment B Attachment B Attachment B 970.748.4059 JCurutchet@avon.org TO: Honorable Mayor Smith Hymes and Council FROM: John Curutchet, Recreation Director RE: Ad Hoc Health and Recreation Committee DATE: November 19, 2019 SUMMARY: Several Avon citizens have expressed interest in serving on the Avon Health and Recreation Committee, including Kathy Ryan, Pat Nolan and Thomas Kiddoo. I believe there is one more person who has expressed interest, which I am confirming. But regardless, I understand that Council can appoint three persons and we can commence the Health and Recreation Committee as an active committee. Solicitation for interest in the Committee was publicly posted for three months as well as published in the Town’s newsletter and Social Media outlets. I request that Council consider appointing by motion two members of Council to serve as the ex-officio non- voting members. The statements of interest from the three candidates are copied below. I have invited the co mmittee candidates to the Avon Council meeting for introduction. These candidates are all community members with whom we have had experience and contact over the years and who have experience in various capacities, therefore, I would suggest that formal interviews are not necessary. Kathy Ryan: I'm applying for a seat on the Recreation and Health Committee. My undergraduate Degree is a BS in Community Recreation, focus on Areas and Facilities, minor in Physical Education. I have a MS in Recreation Therapy with a minor in Educational Psychology. I am ABD in Horticulture focusing on Horticulture Therapy. My background in the area of Community Recreation is wide and varied. As Director of Leisure Services at the Michigan School for the Blind I administered and programmed a large multi-use building which included: an Olympic size swimming pool, a weight and physical therapy room, a 2 alley manual bowling alley, a full sized gym used for wrestling, roller skating and basketball with beepers at the baskets, included was an outdoor running facility complete with 1/4 mile asphalt track. While holding this position at Michigan School for the Blind, I was a member of the planning committee which funded, developed and opened the 1st Braille Trail in the US, as well as developing the 1st Outdoor Education facility for the Physically Challenged. I worked with Cheff Center (Kellogs) developing an adaptive horseback riding program, and was a founding contributor to BOLD (Blind Outdoor Leisure Development) Dr. Thompson (operations Director and manager) had purchase 24 pair of WW2 10th Army division Skis. He asked "... do you think you can teach the Blind to ski.?' With Sons of Norway I started a Cross Country Skiing program, which lead me to 2 instructors in Aspen, and we began a downhill program. 970.748.4059 JCurutchet@avon.org Working for The Easter Seal Society I created a modified arts and crafts program which gave social opportunity and art therapy to a physically challenged population. While working for the Department of Social Service: Regulatory Division I supervised 12 consultants making summer regulatory visits, and complaint investigations. I was the States leading expert on Children's residential and day camps. Specifically, I wrote the R&R's for Waterfront, Horseback Riding, Health, and Camp Fire hazard. In this position I was repeatedly an expert witness concerning findings substantiating, or not, child a buse in children's camping situations. PA-94-142-14, the Mandatory Special Education Act, was adopted by the US Senate and Congress while I was a contributing member of the writing of that bill. During that period of my life I learned to negotiate, compromise and have cohesive behavior, in a group consisting of highly competent individuals while working towards a common goal. As you are aware, I live on the Lake, immediately adjacent to Nottingham park. With my background it would be most unusual to not have opinions on facility: development, care taking, operation and safety. I think I am an ideal candidate for this position and would greatly appreciate a seat on this committee so that I might contribute by sharing my insights, and thereby make a contribution to my community. Yes there would be an overlap with my commitment to CASE, but for only a few months as I have a yearlong appointment to that committee. My CASE appointment is just for a few more months and I am willing to commit to both for that short period of time. Please consider me as a member of the Health and Recreation Committee. Respectfully, Kathy Ryan Pat Nolan: I have become aware that Avon is forming a Recreation Committee in order to better serve the Avon community. Since I have resided in Wildridge for 25 years and I have worked for Eagle County Healthy Aging/ Public Health for the past 16 years, this group sounds like a perfect fit for me. Also I and former Rec employee, Matt Koch, partnered to start a senior progra m at the Avon Rec Center every Monday morning. I am interested in further advocating for the older adults in our town. Thank you for your consideration, Pat Nolan pmnolan85@gmail.com 970.748.4059 JCurutchet@avon.org 5191 B Longsun Lane PO Box 5549 Avon, CO 81629 Thomas Kiddoo: I am writing to express my interest in the Health and Recreation Committee. I live in Eagle Vail and my wife and I own Revolution Power Yoga in Avon. Our children compete on the Avon Swim Club Team and I swim with the Master Swim group in Avon throughout the winter. We are heavily vested in the Health and Recreation community in Avon, and I have many ideas surrounding growth in this area. Please let me know what you need from me moving forward. Thank you for your consideration, Tom Kiddoo Revolution Power Yoga cell - 970-331-6269 RECOMMENDED MOTION: Staff recommends Council appoint the three applicants to the Ad Hoc Health and Recreation Committee. ATTACHMENT: Attachment A – Resolution 19-16 A AVO n COLORADO RESOLUTION NO. 19- 16 APPROVING AN AD HOC HEALTH AND RECREATION COMMITTEE WHEREAS, the Town of Avon, Colorado (the "Town") is a home rule municipality and political subdivision of the State of Colorado (the "State") organized and existing under a home rule charter (the "Charter") pursuant to Article XX of the Constitution of the State; and WHEREAS, Section 11.2 of the Charter authorizes the Town Council to create advisory boards; and WHEREAS, the Town Council finds that an Ad Hoc Health and Recreation Committee will provide valuable important review, research and advisory functions with regard to the health and recreation of the Avon community; and WHEREAS, the Town Council finds that the establishment of an Ad Hoc Health and Recreation Committee will promote citizen understanding and involvement in the Town health and recreation opportunities and will thereby promote the health, safety and general welfare of the Avon community. NOW THEREFORE, the Town Council, hereby RESOLVES to create the Ad Hoc Health and Recreation Committee, as follows: Section 1. Establishment, Purpose and Duties. There is hereby established the Ad Hoc Health and Recreation Committee ("Recreation Committee") of the Town. The purposes and duties of Recreation Committee are as follows: a) To review, research and study the Town of Avon's health and recreation, including but not limited to: (i) "healthy community" issues, planning, policies and implementing strategies for improving overall community health, (ii) comparisons to both incorporated and unincorporated peer communities of recreation facilities and programs, and (iii) the design, programming and estimated cost of recreational facility improvements, including but not limited to remodeling and expansion of the Avon Recreation Center; b) Conducting community outreach, studies and surveys to determine community preferences for recreation programming, recreation facilities and healthy community policies; c) Serve as a liaison to Eagle County health communities efforts; and d) To provide recommendations to the Town Council concerning healthy community, recreation programming and recreation facilities. Section 2. Membership. Recreation Committee shall be composed of five (5) to nine (9) members appointed by the Council who shall be eligible to cast votes as voting memebers of the Finance Committee ("Voting Members") and two ex -officio non-voting members of Town Council (2) Ex -Officio Non -Voting Town Council members appointed by Town Council. Page 1 of 3 FINAL ATTACHMENT A Section 3. Qualification of Voting Members. Residents of the Town, property owners in the Town, and owners and employees of a business located in the Town are eligible to be appointed as Voting Members. Appointments shall be made jointly by the Mayor and Mayor - Pro Tem after posting notice of a vacancy for at least twelve (12) days. Section 4. Qualification of Ex -Officio Non -Voting Members. Town Council members shall be eligible for appointment to the two (2) Ex -Officio Non -Voting Members. Appointments shall be made by Town Council. The term of office for Ex -Officio Non -Voting Members shall coincide with each appointed Town Council member's term or the expiration of the Recreation Committee, whichever is shorter. Ex -Officio Non -Voting Members shall have the equal right to participate at Recreation Committee meetings and equal right to receive all Recreation Committee materials and notices of Recreation Committee meetings, but shall not have any right to vote on recommendations, advisory matters, or other actions of Recreation Committee. Section 5. Quorum. Three (3) Voting Members of Recreation Committee shall constitute a quorum for the transaction of business, but in the absence of a quorum, a lesser number may adjourn any meeting to a later time or date. In the absence of all Voting Members, any staff member may adjourn any meeting to a later time or date. Section 6. Term. The term of office for a Voting Member shall be temporary and indefinite for the duration of the Recreation Committee. A Voting Member of Recreation Committee who ceases to possess the qualifications for office that the Voting Member possessed at the time of appointment may be permitted by the Town Council to serve until the end of the appointed term, provided that the Recreation Committee member continues to reside in Eagle County. Any member of Recreation Committee may be removed by Town Council pursuant to Section 8 — Removal from Office, below. Section 7. Vacancies. A vacancy on Recreation Committee shall occur whenever a member of Recreation Committee is removed by the Town Council, dies, becomes incapacitated and unable to perform the required duties for a period of ninety (90) days, resigns, ceases to meet the qualifications of Recreation Committee and is not permitted by Town Council to serve until the end of the existing term or is convicted of a felony. In the event a vacancy of a Voting Member occurs, the Mayor and Mayor Pro Tem shall jointly appoint a successor to fill the vacancy who shall serve the remainder of the term of the former member after posting notice of such vacancy to solicit interest from qualified persons. Town Council shall appoint Town Council members to fill any vacancy in an Ex -Officio Non -Voting seat. Section 8. Removal from Office. Any member of Recreation Committee may be removed forjust cause at the pleasure of the Town Council by a majority vote of the entire Town Council in office at the time the vote is taken. Just cause shall include misconduct, conduct unbecoming of a Town official, violation of the Town Code of Ethics, inefficiency or more than two (2) unexcused absences within a twelve-month period. Prior to removal, Town Council shall conduct a hearing and shall provide written notice to the Recreation Committee member stating the grounds for removal at least three (3) days prior to the hearing. Section 9. Officers. Recreation Committee shall select its own Chairperson and Vice - Chairperson. The Chair or, in the absence of the Chair, the Vice -Chair, shall be the presiding officer of its meeting. In the absence of both the Chair and the Vice -Chair from a meeting, the Voting Members present shall appoint a Voting Member to serve as Acting Chair at the meeting. Page 2 of 3 FINAL ATTACHMENT A Section 10, Compensation. All members of Recreation Committee shall serve with compensation and benefits, if any, as may be established by the Town Council and shall be reimbursed for all authorized personal expenses incurred while performing duties as a Recreation Committee member. Section 11. Staff. The Town Manager shall designate Town staff to serve as the staff of Recreation Committee and shall provide for the service of a recording secretary who shall act in the capacity of secretary for Recreation Committee. Section 12. Rules and Regulations. Recreation Committee shall operate in accordance with its own rules of procedure; provided, however, that Recreation Committee shall submit its proposed rules or any amendment to the rules to the Town Council, which by motion shall approve the rules or amendment and direct their adoption by Recreation Committee or disapprove the proposal with directions for revision and resubmission. The rules shall incorporate and comply with the Colorado Open Meetings Law, Colorado Open Records Act, and the Colorado Municipal Records Retention Schedule as such are adopted and implemented by the Town. The rules shall be filed with the Town Clerk and maintained in the records of the Town and shall be subject to public inspection. Recreation Committee may provide for certain variances, exceptions and exemptions from the requirements of its rules and regulations. Section 13. Meetings. Recreation Committee shall meet in accordance with the rules of procedure governing Recreation Committee and otherwise upon the call of the Chairperson or, in the absence of the Chair, by the Vice -Chairperson. All meetings shall be held at the offices of the Town, unless otherwise specified, with adequate notice given to all interested parties. Section 14. Appropriation Authority. Recreation Committee shall not have authority to appropriate or spend Town funds. Recreation Committee may provide recommendations to the Recreation Director, Town Manager and/or Town Council with regard to the annual budget for financial studies. Section 15. Town Council Amendments. Town Council reserves the right to amend, increase, reduce or change any or all of the powers, duties and procedures of Recreation Committee. Section 16. Expiration. The Recreation Committee is a temporary, non -permanent advisory board and shall automatically expire on January 31, 2022 unless terminated earlier by Town Council resolution or unless the expiration date is extended by Town Council by resolution. ADOPTED July 9, 2019 by the AVON TOWN COUNCIL By: Attest: Sarah Smith Hymes, May Brenda Torres, Town Page 3 of 3 FINAL I JNA O ATTACHMENT A Report re: Ordinance No. 19-05 Increasing Primary Residence Exemption November 15, 2019 Page 1 of 3 TOWN MANAGER REPORT TO: Honorable Mayor Smith Hymes and Town Council FROM: Eric Heil, Town Manager RE: Ordinance No. 19-05 Primary Residence RETT Exemption DATE: November 15, 2019 SUMMARY: Ordinance No. 19-05 is presented to Council for consideration and review on second reading. Council provided direction at Council meetings on September 10, 2019 and October 18, 2019 on various terms and conditions for an increased primary residence exemption. In order to enact the complete list of terms proposed by Council a third exemption is presented (Avon Municipal Code section 3.12.060(19)). Due to the constraints of TABOR, a consolidated and simplified exemption is not possible because Town cannot add restrictions to the existing two primary residence exemptions. TERMS OF EXEMPTION: •Eagle County Employee: This definition is retained and requires a person to be (1) employed by an employer in Eagle County, (2) self-employed with a business in Eagle County, or (3) employed by an employer outside of Eagle County if that person can demonstrate that he or she actually resides in Eagle County greater than 50% of the time during a one year period. •Revision to Definition of Primary Residence: The definition of “Primary Residence” is revised to state that the primary resident may offer short-term rental of portions of the residence or individual bedrooms provided that such person continues to occupy the residence as a primary residence. The definition of “Primary Residence” was also modified to add clarity to the Town Manager’s authority to verify actual occupancy with additional language to state that the Town Manager has authority to take into account, “. . . and such other circumstances as well as such processes for verification and investigation deemed appropriate by the Town Manager to determine that the applicant is continuously occupying and using the residence as a primary residence.” Finally, a last sentence was added to allow for unforeseen absences for a period not to exceed nine months provided if the residence is rented to a person or persons who meet the Eagle County employee definition and if the buyer occupant receives written approval from the Town Manager. •Maximum Residence Price: The increased exemption is limited to residences which do not exceed total consideration of $700,000. Council provided direction to limit the 3rd exemption to a maximum home price based on the Avon median home price. Several different real estate sources indicate a median home price ranging from $615,000 (zillow.com) to $665,000 (realtor.com) to $695,000 (Berkshire Hathaway). $700,000 is proposed to capture the range of median home prices. •Promissory Note: Language was modified to specify 18% annual interest per Chapter 3.32 of the Avon Municipal Code; to state that the residence must be occupied and used as a primary residence for at least 3 years. •Buyer and Seller: The exemption states that the exemption applies to only to the transfer tax paid by the buyer. Report re: Ordinance No. 19-05 Increasing Primary Residence Exemption November 15, 2019 Page 2 of 3 ADMINISTRATION AND IMPLEMENTATION: Based on the limited comments received from title companies, I believe this increased exemption with the proposed terms and conditions should be as easy to interpret and administer for title companies and banks as the current exemptions. The promissory note and lien are subordinate to any first mortgage and deed of trust. The increased exemption is not limited to the amount paid by the Buyer, which should simplify incorporation of the exemption on closing sheets. Staff will adopt additional procedures for verification of primary residence, both initial and annually. We anticipate that voter registration will greatly simplify verification along with a couple other forms of verification. The estimated additional staff time is 3 hours per year per Primary Residence RETT exemption that we monitor and verify. 65 exemptions per year for 3 years equals 195 exemptions to monitor by the third year, which results in a total of 585 hours per year, or approximately 14.6 weeks per year for verification. Please note that the portion of primary residence RETT exemptions seeking the 3rd exemption will be less than the 65 annual average of exemptions. The current application fee for Primary Residence RETT Exemption is $75. Full recovery of administrative cost to monitor and verify the 3rd Primary Residence RETT Exemption would be approximately $175. IMPACT TO CAPITAL IMPROVEMENTS FUND: Any increase in the exemption from $160,000 to $240,000 for primary residences will reduce revenues for the Capital Improvements Plan by an estimated $104,000. PEER COMMUNITY EXAMPLES: A review of peer communities found there are a total of 12 home rule municipalities in Colorado with real estate transfer taxes and Avon is on the only community that has an exemption for primary residences. Therefore, there are no other examples or experiences from our peer communities with regard to adopting and administering primary residence exemptions. See Table on next page RECOMMENDATION: Although there is a diversity of Council preferences on each of the details in this ordinance, I believe this version captures a majority of consensus of Council members on each of the various definitions and terms, and therefore recommend approval as implementing policy desired by Council as a whole. Thank you, Eric ATTACHMENT A: Ordinance 19-05 Report re: Ordinance No. 19-05 Increasing Primary Residence Exemption November 15, 2019 Page 3 of 3 COLORADO TOWNS WITH REAL ESTATE TRANSFER TAX Home Rule Municipality Real Estate Transfer Tax Rate Aspen 1.5% Avon 2.0% Breckenridge 1% Crested Butte 3% Frisco 1% Gypsum 1% Minturn 1% Ophir 4% Snowmass Village 1% Telluride 3% Vail 1% Winter Park 1% Ord. 19-05 November 19, 2019 SECOND READING Page 1 of 5 TOWN OF AVON, COLORADO ORDINANCE NO. 19-05 AMENDING CHAPTER 3.12 REAL PROPERTY TRANSFER TAX TO INCREASE THE PRIMARY RESIDENCE EXEMPTION WHEREAS, the Town of Avon, Colorado (“Town”) is a home rule municipality and political subdivision of the State of Colorado (“State”) organized and existing under a home rule charter (“Charter”) pursuant to Article XX of the Constitution of the State; and WHEREAS, pursuant to C.R.S. §31-15-103 and §31-15-104, and pursuant to the home rule powers of the Town, the Town Council has the power to make and publish ordinances necessary and proper to provide for the safety, preserve the health, promote the prosperity, and improve the morals, order, comfort, and convenience of its inhabitants; and WHEREAS, Council adopted the Town of Avon Community Housing Plan on December 13, 2018, which included a policy to “formalize a fee waiver/reimbursement process” and which included an Appendix A: Avon Community Housing Plan – Work Plan that contemplated formalizing a Fee Waiver Program; and WHEREAS, a public hearing was held on September 10, 2019, then continued to October 12, 2019, then continued to October 22, 2019, then continued to November 19, 2019; and WHEREAS, the Avon Town Council finds that amendments to the Avon Municipal Code will promote the health, safety and general welfare of the Avon community; and WHEREAS, approval of this Ordinance on First Reading is intended only to confirm that the Town Council desires to comply with the requirements of the Avon Home Rule Charter by setting a public hearing in order to provide the public an opportunity to present testimony and evidence regarding the application and that approval of this Ordinance on First Reading does not constitute a representation that the Town Council, or any member of the Town Council, supports, approves, rejects, or denies this ordinance. BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO: Section 1. Recitals Incorporated. The above and foregoing recitals are incorporated herein by reference and adopted as findings and determinations of the Town Council. Section 2. Amendment of Section 3.12.020 – Definitions. Section 3.12.020 of the Avon ATTACHMENT A: Ord 19-05 Ord. 19-05 November 19, 2019 SECOND READING Page 2 of 5 Municipal Code is hereby amended to repeal and re-enact the definition of “Primary Residence” to read as follows: Eagle County employee means an employee working in Eagle County who works an average of at least thirty (30) hours per week on an annual basis or earns seventy-five percent (75%) of his or her income and earnings by working in Eagle County; or a retired individual, sixty (60) years or older, who has worked a minimum of five (5) years in Eagle County for an average of at least thirty (30) hours per week on an annual basis; or a person who derives income from self-employment who’s business is situated in the Town of Avon; or a person who works for an employer outside Eagle County if that person can demonstrate that such person occupies the residence greater than 50% of time during a one year period. . Primary residence means the occupation and use of a residence as the primary residence, which shall be determined by the Town Manager by taking into account the following circumstances: voter registration in Avon, Colorado (or signing an affidavit stating that the applicant is not registered to vote in any other place); stated address on Colorado driver’s license or Colorado identification card; stated address on motor vehicle registration; ownership or use of other residences not situated in Avon, Colorado; stated residence for income and tax purposes; and such other circumstances as well as such processes for verification and investigation deemed appropriate by the Town Manager to determine that the applicant is continuously occupying and using the residence as a primary residence. For purposes of subsection (17)-(19), occupation and use of a residence as a primary residence must occur within thirty (30) days of transfer of the real property, provided that the Town Manager may grant an extension of an additional ninety (90) days if extenuating circumstances are found to exist in the Town Manager’s discretion and provided that such extension request is included with the applicant’s application for exemption. A person who receives an exemption for purchase of property as a primary residence shall be permitted to short-term rent portions of the residence provided that such person continues to occupy and use the residence as a primary residence. Primary residence status may be maintained if unforeseen circumstances arise that requires the buyer occupant to temporarily leave the residence for a period not to exceed nine months with the intent to return, and the buyer occupant leases the residence to an Eagle County employee(s), and the buyer occupant receives written approval from the Town Manager. Section 3. Amendment of Section 3.12.060 – Exemptions. Section 3.12.060 of the Avon Municipal Code is hereby amended to enact a new Section 3.12.060(19) to read as follows: “3.12.060 (19) In the alternative to the exemption in sub-sections (17) and (18) of this Section 3.12.060, a qualified purchaser may exempt TWO HUNDRED AND FORTY THOUSAND DOLLARS ($240,000.00)] of the consideration paid for any sale or conveyance of real property and completed improvements for occupancy as a primary residence (including both the first purchase in Avon and subsequent purchases), provided the following conditions are met: a. An application for exemption is filed with the Finance Department, which application ATTACHMENT A: Ord 19-05 Ord. 19-05 November 19, 2019 SECOND READING Page 3 of 5 is accompanied by: 1. Verification that the total consideration paid for the residence in the conveyance does not exceed SEVEN HUNDRED THOUSAND DOLLARS [$700,000.00]; 2. An affidavit that the real property is being purchased for use as a primary residence and not for investment or resale (provided that a co-signor shall not disqualify the exemption for the applicant where the co-signor is signing for the sole purpose of facilitating the financing qualifications of the applicant/primary resident and signs an affidavit that the co-signor is not a co-purchaser for investment or resale purposes); 3. A promissory note in the amount of the total exempted tax otherwise owing, whether paid by buyer and/or seller, together with interest at the rate of one and one-half percent (1 ½%) per month (eighteen percent [18%] per annum, compounded annually), providing that the tax and the promissory note including accrued interest shall be due and payable in full in the event the applicant shall fail to occupy and use the property as a primary residence within the timeframe established under the definition of primary residence found in Section 3.12.020 or shall cease to use the property as the applicant’s primary residence at any time after establishing initial occupancy during the three (3) year period after closing and granting to the Town a lien securing such indebtedness, which lien shall be subordinate to any first mortgage or deed of trust of record, provided that the tax due and the promissory note shall be released if the property has been occupied and used by the applicant in compliance with this sub-section (19) and the residence is sold by the applicant; and 4. Verification of the amount of the exemption is only applied to the real estate transfer tax, or a portion thereof, paid, or to be paid, by the buyer.” Section 4. Codification Amendments. The codifier of the Town’s Municipal Code, Colorado Code Publishing, is hereby authorized to make such numerical and formatting changes as may be necessary to incorporate the provisions of this Ordinance within the Avon Municipal Code. The Town Clerk is authorized to correct, or approve the correction by the codifier, of any typographical error in the enacted regulations, provided that such correction shall not substantively change any provision of the regulations adopted in this Ordinance. Such corrections may include spelling, reference, citation, enumeration, and grammatical errors. Section 5. Interpretation. This Ordinance shall be interpreted and applied to comply in all respects with Article X, Section 20, of the Colorado Constitution, in its application to any person or circumstance and no part of this Ordinance shall be interpreted or applied to constitute a tax policy change that would require voter approval. Section 6. Non-Severability. If any provision of this Ordinance, or the application of such provision to any person or circumstance, is for any reason held to be invalid or held to be in conflict with Article X, Section 20, of the Colorado Constitution, such invalidity or conflict shall invalidate this Ordinance in its entirety. The Town Council hereby declares that it would have passed this Ordinance and each provision thereof, even though any one of the provisions might be declared ATTACHMENT A: Ord 19-05 Ord. 19-05 November 19, 2019 SECOND READING Page 4 of 5 unconstitutional or invalid. As used in this Section, the term “provision” means and includes any part, division, subdivision, section, subsection, sentence, clause or phrase; the term “application” means and includes an application of an ordinance or any part thereof, whether considered or construed alone or together with another ordinance or ordinances, or part thereof, of the Town. Section 7. Effective Date. This Ordinance shall take effect thirty (30) days after the date of final passage in accordance with Section 6.4 of the Avon Home Rule Charter. Section 8. Safety Clause. The Town Council hereby finds, determines and declares that this Ordinance is promulgated under the general police power of the Town of Avon, that it is promulgated for the health, safety and welfare of the public, and that this Ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The Town Council further determines that the Ordinance bears a rational relation to the proper legislative object sought to be obtained. Section 9. No Existing Violation Affected. Nothing in this Ordinance shall be construed to release, extinguish, alter, modify, or change in whole or in part any penalty, liability or right or affect any audit, suit, or proceeding pending in any court, or any rights acquired, or liability incurred, or any cause or causes of action acquired or existing which may have been incurred or obtained under any ordinance or provision hereby repealed or amended by this Ordinance. Any such ordinance or provision thereof so amended, repealed, or superseded by this Ordinance shall be treated and held as remaining in force for the purpose of sustaining any and all proper actions, suits, proceedings and prosecutions, for the enforcement of such penalty, liability, or right, and for the purpose of sustaining any judgment, decree or order which can or may be rendered, entered, or made in such actions, suits or proceedings, or prosecutions imposing, inflicting, or declaring such penalty or liability or enforcing such right, and shall be treated and held as remaining in force for the purpose of sustaining any and all proceedings, actions, hearings, and appeals pending before any court or administrative tribunal. Section 10. Publication. The Town Clerk is ordered to publish this Ordinance in accordance with Chapter 1.16 of the Avon Municipal Code. [Execution Page Follows] ATTACHMENT A: Ord 19-05 Ord. 19-05 November 19, 2019 SECOND READING Page 5 of 5 INTRODUCED AND ADOPTED ON FIRST READING AND REFERRED TO PUBLIC HEARING on August 13, 2019 and setting such public hearing for September 10, 2019 at the Council Chambers of the Avon Town Hall, located at 100 Mikaela Way, Avon, Colorado. BY: ATTEST: ____________________________ ___________________________ Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk ADOPTED ON SECOND AND FINAL READING on November 19, 2019. BY: ATTEST: ____________________________ ____________________________ Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk APPROVED AS TO FORM: ____________________________ Paul Wisor, Town Attorney ATTACHMENT A: Ord 19-05 970.748.4404 pneill@avon.org TO: Honorable Mayor Smith Hymes and Council FROM: Preston Neill, Deputy Town Manager RE: First Reading: Ordinance 19-11 Adopting a New Chapter 8.40 of Title 8 of the Avon Municipal Code Prohibiting Food Vendors from using Polystyrene Foam Disposable Food Service Ware DATE: November 19, 2019 ACTION BEFORE COUNCIL: Council is asked to review and take action on First Reading of Ordinance 19 -11 Adopting a New Chapter 8.40 of Title 8 of the Avon Municipal Code Prohibiting Food Vendors from using Polystyrene Foam Disposable Food Service Ware. Please note that, as directed by Council, Ordinance 19 -11 has been drafted in a way that, if approved, would take effect upon the effective date of any bill either repealing Section 25 -17-104, C.R.S. or otherwise amending Section 25-17-104 C.R.S. in a manner that provides the Town with authority to restrict the use by food vendors of polystyrene foam disposable food service ware. This state statute prohibits local governments from requiring or prohibiting “the use or sale of specific types of plastic materials or products” or restricting or mandating “containers, packaging, or labeling for any consumer products.” OPTIONS: Options for Council consideration are outlined below: •Approve First Reading of Ordinance 19-11 as presented •Approve First Reading of Ordinance 19-11 with modifications •Continue First Reading of Ordinance 19-11 to a future Council meeting date •Take no action PROPOSED MOTION: “I move to approve [with or without modifications] First Reading of Ordinance 19-11, thereby adopting a new Chapter 8.40 of Title 8 of the Avon Municipal Code Prohibiting Food Vendors from using Polystyrene Foam Disposable Food Service Ware and setting a public hearing date of January 28, 2020.” BACKGROUND: September 24, 2019 Work Session on Plastic Regulations Council direction at the September 24, 2019 work session was as follows: •Prepare an ordinance for Council consideration that, if enacted, would prohibit food vendors from using disposable food service ware made out of expanded polystyrene (i.e. Styrofoam) when providing prepared food to their patrons. After discussing the possibility that the proposed ordinance be structured in a way that, if approved, would only go into effect if Colorado Revised Statute 25-17- 104 is repealed by the Colorado General Assembly during the 2020 legislative session, Council ultimately provided direction to staff to move forward with making the ordinance contingent on the repeal of Section 25-17-104, C.R.S. •Implement rules prohibiting the purchase or use of expanded polystyrene products and other plastic products on Town property during special events and during day-to-day Town operations. 970.748.4404 pneill@avon.org • Initiate the process of contacting state legislators to encourage the repeal of Section 25-17-104, C.R.S. Recent Outreach Below is an outline of the outreach and communication efforts staff has undertaken as part of this initiative: • Press Release – A press release was issued to the public and media on October 1, 2019. It was titled “Avon to Mull Prohibition on Food Vendors from using Disposable Food Containers made from Expanded Polystyrene” and provided information about first reading of the ordinance and how to comment. • Letter to Avon Food Vendors – A comprehensive letter to Avon food vendors was prepared and distributed by email and by hand the week of October 7, 2019. The signatory to the letter was Mayor Smith Hymes on behalf of Council. The purpose of the letter was to inform Avon food vendors that Council will soon consider an ordinance enacting regulations on expanded polystyrene. • Town Initiatives Webpage – We’ve set up a webpage under the Town Initiatives section of the website that goes into great detail about the proposed regulations on use of expanded polystyrene. The page includes information about alternative containers, the proposed schedule, and how members of the public can submit their comments to the Town. To view this page, go to http://www.avon.org/2099/Proposed-Regulations-on-Use-of-Polystyre. • Outreach to Legislators – To date, various efforts have been made to reach out to our state legislators (i.e., Kerry Donovan and Dylan Roberts) and other state legislators to garner momentum for a bill to repeal Section 25-17-104, C.R.S. Eric Heil contacted Representatives Alex Valdez and Meg Froelich, who are the probable sponsors of a bill to repeal Section 25 -17-104, C.R.S. Initial indications are that our state legislators fully intend to support this effort. There’s already a t on of chatter about it at the state legislature and it sounds like both CC4CA and CML are going to actively support this bill. Kim Schlaepfer and a few of the interns at Walking Mountains penned a form letter to our state legislators that they have circulated to folks interested in this initiative. They have been encouraging these people to put their name to the letter and send it directly to our legislators. The letter revolves around some of Avon’s recent efforts on climate action (i.e., enaction of plastic bag ban and exploration of expanded polystyrene regulations) and encourages the repeal of Section 25-17-104, C.R.S. • CML and CC4CA – CC4CA municipal members were recently informed that the CML Policy Committee has taken positions on a number of proposed or anticipated 2020 legislative session bills, one of them being directly related to CC4CA's Policy Statement, which is a proposed 'support' position on a bill to eliminate the preemption on local single -use plastic prohibitions (i.e., Section 25-17-104, C.R.S.) • CAST – After talking with Margaret Bowes, Executive Director of CAST, about Council’s direction as it relates to polystyrene foam regulations and our efforts to move forward on this initiative, she included the following blurb in the most recent edition of the CAST newsletter: 970.748.4404 pneill@avon.org “The Town of Avon is encouraging coordinated action to repeal Colorado Revised Statute 25-17-104: Local Government Preemption during the next legislative session. This statute prohibits local governments from requiring or prohibiting “the use or sale of specific types of plastic materials or products” or restricting or mandating “containers, packaging, or labeling for any consumer products.” If your jurisdiction or organization is supportive of this action, please contact Preston Neill, Deputy Town Manager, at 970-748-4404 or pneill@avon.org.” To date, only the mayor of Aspen has reached out to express the City of Aspen’s interest in supporting the effort to repeal. • Internal Rules – Staff has already begun the process of implementing rules prohibiting the purchase or use of expanded polystyrene products and other plastic products on Town property during special events and during day-to-day Town operations. Avon’s Environmental Objectives Taking action to address the threat that climate change poses to our mountain town economy and way of life is a Tier I priority in the Town’s Strategic Plan. More specifically, the 2017 -2018 Strategic Plan included a “Tier 1” priority to “Consider legislation to end the use of plastic bags and non-compostable take-out containers by retailers and restaurants in the Town of Avon.” The Town participated in the formulation of the Climate Action Plan for the Eagle County Community, joining more than 30 local businesses, non-profits, and governments in adopting and putting to work a plan to help our communities combat climate change. One of the identified goals in the plan is the reduction of expanded polystyrene. Expanded polystyrene, also known as EPS or polystyrene foam, is made from petroleum, which is non-sustainable, non-renewable, and a primary contributor to greenhouse gas emissions. It is a principal component of litter and ocean debris. Locally, it pollutes our local rivers and streams – our water supply – by fragmenting into small, non- biodegradable pieces that are difficult to clean up and can harm fish and other wildlife. Proposed Legislation to Regulate Use of Polystyrene Foam in 2017 In a work session on May 9, 2017, staff presented research and a recommended st rategy for reducing the use of polystyrene-based disposable food service ware by food vendors in Avon. Council provided direction to staff to conduct more research related to polystyrene-based disposable food service ware, including a look at price differences between polystyrene-based products and alternative products that are biodegradable or compostable. Staff was also directed to reach out to restaurants in Avon to inform them of the initiative and give them the opportunity to participate in the discussion. After another work session was held on July 11, 2017, Council considered, at the September 12, 2017 Council meeting, first reading of an ordinance (Ordinance 17 -10) adopting a new chapter of the Avon Municipal Code establishing provision regarding ban on use of polystyrene foam. If it had been enacted, the ordinance would have prohibited food vendors within the Town of Avon from using polystyrene foam disposable food service ware when providing prepared food. The purpose of the proposed legislation w as to reduce the amount of polystyrene-based disposable food service ware litter in the environment to improve water quality and achieve the Town’s environmental objectives stated above. Ultimately, Council voted to table Ordinance 17-10, the main reason being a preemption in Colorado Revised Statute 25-17-104. It states: “Local government preemption. No unit of local government shall require or prohibit the use or sale of specific types of plastic materials or products or restrict or mandate containers, pa ckaging, or labeling for any consumer products.” Despite C.R.S. 25-17-104, in 2017 Avon followed the lead of other Colorado 970.748.4404 pneill@avon.org communities like Aspen, Breckenridge, Crested Butte and Vail and enacted a plastic bag prohibition and disposable paper bag fee at the point of sale. 2017 Outreach The Town’s outreach leading up to first reading of Ordinance 17 -10 was substantial. Two rounds of letters were emailed to the Town’s business list and hand delivered to Avon restaurants. The letters gave detailed information about the proposed Polystyrene Reduction Ordinance and explained how to submit written comments. Public forums were held on August 31, 2017 and September 6, 2017 on the topic of the Polystyrene Foam Reduction Ordinance. A handout, included as Attachment 3, was prepared and distributed to those in attendance at both forums. Over the course of the two forums, 21 members of the public attended. Comments included, but were not limited to, the following: • Consider an education campaign rather than an ordinance/ban to reduce the use of polystyrene foam disposable take out containers. • This should be an awareness campaign, rather than a mandate. • Complete an audit of Avon restaurants to find out how many are already using containers that would be in compliance with the proposed prohibition. • An incentive approach should be explored rather than a ban on use. • Products made out of EPS require a significantly less amount of energy to produce compared to compostable alternatives. • Definitions in the ordinance will be important. The ordinance needs to clearly convey which materials are and are not allowed. ORDINANCE SUMMARY: The proposed ordinance, included as Attachment 1, would prohibit food vendors within the Town of Avon from using EPS disposable food service ware when providing “prepared food.” The most salient points of the ordinance are: • This ordinance shall take effect upon the effective date of any bill either repealing Section 25 -17- 104, C.R.S. or otherwise amending Section 25 -17-104 C.R.S. in a manner that provides the Town with authority to restrict the use by food vendors of polystyrene foam disposable food service ware. • “Prepared food” means food or beverages, which are serviced, packaged, cooked, chopped, sliced, mixed, brewed, frozen, squeezed, or otherwise prepared. • Food vendor is defined as “any vendor, business, organization, entity, group or individual, including licensed retail food establishments, that provides prepared food at a retail level.” This includes all types of food establishments, full-service restaurants as well as fast food restaurants. • Food vendors would be prohibited from using disposable food service ware, including but not limited to plates, cups, bowls, trays and hinged or lidded containers, also known as clamshells, that are made of polystyrene foam. This does not include straws, utensils, or cup lids nor does it include disposable packaging for unprepared foods. 970.748.4404 pneill@avon.org • The proposed ordinance does not affect prepackaged foods, meaning any properly labeled processed food, prepackaged to prevent any direct human contact with the food product upon distribution from the manufacturer. In its current form, the ordinance does not provide for any exemptions. Back in 2017 when Council considered Ordinance 17-10, the Town received an email from Dan Smith with Vail Valley Salvation Army explaining that the ordinance would create a hardship on Salvation Army when providing food to firefighters and other emergency personnel during emergency incidents. Salvation Army frequently uses clam shell containers made of polystyrene foam because they are inexpensive and do an adequate job of keeping food warm when it is transported from where the food is cooked to the incident sites. Mr. Smith noted that the hardship could be avoided if the proposed ordinance was amended to reflect that the ban on use would only apply to food that is sold and not apply to meals that are given away or donated. PLASTIC REGULATIONS IN COLORADO: Many municipalities across Colorado, including Avon, and throughout the nation have prohibited their retailers from providing single-use plastic bags to their customers at the point of sale. To date, no Colorado municipalities have enacted prohibitions on any plastic products outside of single -use plastic bags (e.g., plastic bottles, plastic straws and polystyrene foam). The feeling is that many Colorado communities are employing the wait and see approach in regard to the preemption law cited above. The broad language of the preemption law has given many communities some pause. During the 2019 Regular Session of the Colorado General Assembly, Senate Bill 19 -243 was introduced, which would have prohibited a retail food establishment from distributing an expanded polystyrene product for use as a container for off-premises ready-to-eat food in the state. That Bill ultimately died in Committee. Also introduced during the 2019 Regular Session of the Colorado General Assembly was HB19-1143, which would have prohibited a restaurant, food vendor, or other food service establishment from providing a single- use plastic beverage straw to a customer unless the customer requests a straw. That Bill did not get past the Colorado House of Representatives. PLASTIC REGULATIONS OUTSIDE OF COLORADO: Staff has not found a website that contains of a comprehensive list of countries, states, counties and municipalities that have enacted legislation to reduce or eliminate the consumption of single -use plastic products. There are a host of websites that have robust but incomplete lists of communities tha t have made efforts to restrict the consumption and sale of single-use plastic products, with a focus on plastic bags, plastic straws and expanded polystyrene. The Surfrider Foundation (https://www.surfrider.org/pages/polystyrene- ordinances) and Earth Day Network (https://www.earthday.org/) are great examples. Specific to polystyrene foam prohibitions, the cities of Seattle, WA (2008), Santa Clara, CA (2018), Walnut Creek, CA (2014), Malibu, CA (2016), and Amherst, MA (2012) have enacted bans on food vendors from using polystyrene foam -based disposable food service ware when providing prepared food to customers. ALTERNATIVE CONTAINERS: Alternatives to EPS disposable food service ware that are less harmful to the environment include reusable containers and compostable items. These alternatives may sometimes be purchased at competitive prices but are typically 2 to 4 times more expensive per unit than EPS products. A price comparison between food service ware made of polystyrene foam and compostable/biodegradable materials can be found in Attachment 2. Well-performing compostable food service ware is available from a number of manufacturers 970.748.4404 pneill@avon.org that offer a wide array of food service products. A list of vendors that sell eco -friendly food service ware, as well as a cost and material comparison, can be found in Attachment 3. Staff recognizes the importance of continually educating residents, businesses and guests about the impacts of EPS on the Town's environmental health and its contribution to greenhouse gas emissions. To help this effort, staff has discussed and continues to explore the viability of using some of the revenue in the Disposable Paper Bag Fee Fund to purchase a substantial amount of compostable/biodegradable food service ware to supply to Avon food vendors to assist with the transitioning process. Staff is also exploring this investment because we recognize that the requirements of this proposed ordinance could potentially cause a modest hardship on some food vendors. The Town Code states that the Disposable Paper Bag Fee revenue shall be exclusively used for the following purposes: • Producing and providing reusable bags to Town residents and guests • Educating Town residents, businesses and guests about the impacts of waste on the Town's environmental health, the importance of reducing the number of disposable bags entering the waste stream, and the impact of disposable bags on the Town's waterways and the environment • Creating public educational campaigns to raise awareness about waste reduction and recycling • Funding programs and infrastructure that allows the Avon community to reduce waste and recycle • Purchasing and installing equipment designed to minimize waste pollution, including recycling containers and waste receptacles • Funding community cleanup or collection events and other activities to reduce waste • Maintaining a public website for the purpose of educating the Town's residents and guests on waste reduction efforts • Providing educational information to customers about the disposable paper bag fee • Training retailer staff in the implementation and administration of the disposable paper bag fee; • Improving or altering infrastructure to allow for the administration, collection, implementation, and reporting of the disposable paper bag fee; and • Paying for the administration of the disposable paper bag fee Program. PUBLIC COMMENTS: Written comments that have been received to date on this topic have been compiled and are included as Attachment 4. ATTACHMENTS: Attachment 1 – Ordinance 19-11 Attachment 2 – Product Price Comparison Attachment 3 – Vendor List Attachment 4 – Public Comments Ord 19-11 FIRST READING – November 19, 2019 Page 1 of 3 TOWN OF AVON, COLORADO ORDINANCE 19-11 ADOPTING A NEW CHAPTER 8.40 OF TITLE 8 OF THE AVON MUNICIPAL CODE PROHIBITING FOOD VENDORS FROM USING POLYSTYRENE FOAM DISPOSABLE FOOD SERVICE WARE WHEREAS, the Town of Avon, Colorado (the "Town") is a home rule municipality existing pursuant to the laws of the Colorado Constitution, the Colorado Revised Statutes and the Town's Home Rule Charter; WHEREAS, polystyrene foam is a petroleum-based, lightweight plastic material commonly used as food service ware by retail food vendors operating in the Town of Avon; and WHEREAS, polystyrene foam, often referred to by the trademark “Styrofoam,” has also become a problematic environmental pollutant given its non-biodegradability and nearly non- reusable nature; and WHEREAS, there is no economically feasible means of recycling polystyrene foam locally; and WHEREAS, polystyrene foam is a common pollutant that fragments into small, non- biodegradable pieces that are difficult to clean up and are ingested by marine life and other wildlife; and WHEREAS, disposable food containers made from polystyrene foam constitute a substantial portion of the litter within the Town of Avon; and WHEREAS, effective ways to reduce the negative environmental impacts of disposable food service ware include reusing or recycling food service ware and using compostable materials made from renewable resources such as paper, cardboard, corn starch, potato starch, and/or sugarcane; and WHEREAS, the Town desires to restrict the use by food vendors of polystyrene foam disposable food service ware; and WHEREAS, such alternatives are readily available; and NOW, THERFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF AVON, COLORADO the following: Section 1. Recitals Incorporated. The above and foregoing recitals are incorporated herein by reference and adopted as findings and determinations of the Town Council. ATTACHMENT 1 Ord 19-11 FIRST READING – November 19, 2019 Page 2 of 3 Section 2. Addition of Chapter 8.40 to Title 8 of the Avon Municipal Code. Chapter 8.40, “Polystyrene Foam Disposable Food Service Ware” is added to Title 8, “Health and Safety,” of the Avon Municipal Code to read as set forth in Exhibit A: Addition of Chapter 8.40 to Title 8 of the Avon Municipal Code, attached hereto. Section 3. Codification Amendments. The codifier of the Town’s Municipal Code, Colorado Code Publishing, is hereby authorized to make such numerical and formatting changes as may be necessary to incorporate the provisions of this Ordinance within the Avon Municipal Code. The Town Clerk is authorized to correct, or approve the correction by the codifier, of any typographical error in the enacted regulations, provided that such correction shall not substantively change any provision of the regulations adopted in this Ordinance. Such corrections may include spelling, reference, citation, enumeration, and grammatical errors. Section 4. Severability. If any provision of this Ordinance, or the application of such provision to any person or circumstance, is for any reason held to be invalid, such invalidity shall not affect other provisions or applications of this Ordinance which can be given effect without the invalid provision or application, and to this end the provisions of this Ordinance are declared to be severable. The Town Council hereby declares that it would have passed this Ordinance and each provision thereof, even though any one of the provisions might be declared unconstitutional or invalid. As used in this Section, the term “provision” means and includes any part, division, subdivision, section, subsection, sentence, clause or phrase; the term “application” means and includes an application of an ordinance or any part thereof, whether considered or construed alone or together with another ordinance or ordinances, or part thereof, of the Town. Section 5. Effective Date. This Ordinance shall take effect upon the effective date of any bill either repealing Section 25-17-104, C.R.S. or otherwise amending Section 25-17-104 C.R.S. in a manner that provides the Town with authority to restrict the use by food vendors of polystyrene foam disposable food service ware. Section 6. Safety Clause. The Town Council hereby finds, determines and declares that this Ordinance is promulgated under the general police power of the Town of Avon, that it is promulgated for the health, safety and welfare of the public, and that this Ordinance is necessary for the preservation of health and safety and for the protection of public convenience and welfare. The Town Council further determines that the Ordinance bears a rational relation to the proper legislative object sought to be obtained. Section 7. No Existing Violation Affected. Nothing in this Ordinance shall be construed to release, extinguish, alter, modify, or change in whole or in part any penalty, liability or right or affect any audit, suit, or proceeding pending in any court, or any rights acquired, or liability incurred, or any cause or causes of action acquired or existing which may have been incurred or obtained under any ordinance or provision hereby repealed or amended by this Ordinance. Any such ordinance or provision thereof so amended, repealed, or superseded by this Ordinance shall be treated and held as remaining in force for the purpose of sustaining any and all proper actions, suits, proceedings and prosecutions, for the enforcement of such penalty, liability, or right, and for the purpose of sustaining any judgment, decree or order which can or may be rendered, entered, or made in such actions, suits or proceedings, or prosecutions imposing, inflicting, or declaring ATTACHMENT 1 Ord 19-11 FIRST READING – November 19, 2019 Page 3 of 3 such penalty or liability or enforcing such right, and shall be treated and held as remaining in force for the purpose of sustaining any and all proceedings, actions, hearings, and appeals pending before any court or administrative tribunal. Section 8. Publication. The Town Clerk is ordered to publish this Ordinance in accordance with Chapter 1.16 of the Avon Municipal Code. INTRODUCED AND ADOPTED ON FIRST READING AND REFERRED TO PUBLIC HEARING on November 19, 2019 and setting such public hearing for January 28, 2020 at the Council Chambers of Avon Town Hall, located at 100 Mikaela Way, Avon, Colorado. BY: ATTEST: ____________________________ ___________________________ Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk ADOPTED ON SECOND AND FINAL READING on January 28, 2020. BY: ATTEST: ____________________________ ____________________________ Sarah Smith Hymes, Mayor Brenda Torres, Town Clerk APPROVED AS TO FORM: ____________________________ Paul Wisor, Town Attorney ATTACHMENT 1 Page 1 of 1 EXHIBIT A: ADDITION OF CHAPTER 8.40 TO TITLE 8 OF THE AVON MUNICIPAL CODE CHAPTER 8.40 POLYSTYRENE FOAM DISPOSABLE FOOD SERVICE WARE Section 8.40.010 Definitions. Section 8.40.020 Prohibited use of polystyrene foam disposable food service ware. Section 8.40.030 Exemptions. Section 8.40.040 Violation. Section 8.40.050 Administrative fines. 8.40.010 DEFINITIONS. For the purposes of this chapter, the following terms have the following meanings: (a) “Disposable food service ware” means single-use disposable products used in the restaurant and food service industry for serving or transporting prepared, ready-to-consume food or beverages. This includes, but is not limited to, plates, cups, bowls, trays and hinged or lidded containers, also known as clamshells. This does not include straws, utensils, or cup lids nor does it include disposable packaging for unprepared foods. (b) “Food vendor” means any vendor, business, organization, entity, group or individual, including a licensed retail food establishment that provides prepared food at a retail level. (c) “Polystyrene foam” means and includes blown polystyrene and expanded and extruded foams (sometimes incorrectly called Styrofoam®, a Dow Chemical Company trademarked form of polystyrene foam insulation) that are thermoplastic petrochemical materials utilizing a styrene monomer and processed by any number of techniques, including, but not limited to, fusion of polymer spheres (expandable bead polystyrene), injection molding, foam molding, and extrusion-blow molding (extruded foam polystyrene). Polystyrene foam is generally used to make cups, bowls, plates, trays, clamshell containers, meat trays and egg cartons. For the purposes of this Article, the term “polystyrene” shall not include clear polystyrene known as “oriented polystyrene.” (d) “Prepackaged food” means any properly labeled processed food, prepackaged to prevent any direct human contact with the food product upon distribution from the manufacturer, and prepared at an approved source. (e) “Prepared food” means food or beverages, which are serviced, packaged, cooked, chopped, sliced, mixed, brewed, frozen, squeezed, or otherwise prepared. Prepared food does not include eggs, fish, meat, poultry, and foods containing these raw animal foods requiring cooking by the consumer as recommended by the Food and Drug Administration. Prepared food may be consumed either on or off the premises. 8.40.020 PROHIBITED USE OF POLYSTYRENE FOAM DISPOSABLE FOOD SERVICE WARE. No food vendor shall use polystyrene foam disposable food service ware when providing prepared food. 8.40.030 EXEMPTIONS. The following uses are exempt from the provisions of this chapter: (a) Prepackaged food; and (b) Polystyrene foam coolers and ice chests intended for reuse. 8.40.040 VIOLATIONS AND PENALTIES. Any person violating any of the provisions of this Chapter shall be deemed to have committed a civil infraction for each and every day or portion thereof during which any infraction is committed, continued or permitted and shall be subject to the penalties contained in Chapter 1.09 of this Code. Product Cost Comparison of Polystyrene Foam Products Versus Biodegradable/Compostable Products PRODUCT Polystyrene Foam (Average of 2 websites) Biodegradable/ Compostable (Average 2 websites in 2017) Biodegradable/ Compostable (Average 6 websites in Oct 2019) 9x9x3 Hinged 3-Compartment Container (Clamshell) $19.80 per 200 $0.10 per unit $112.93 per 300 $0.38 per unit $0.35 per unit 9" 1-Compartment Plate $20.84 per 500 $0.04 per unit $112.22 per 1,000 $0.11 per unit $0.12 per unit 12 oz Hot Bowl $24.51 per 1,000 $0.02 per unit $85.63 per 1,000 $0.08 per unit $0.10 per unit 16 oz Cold Cup $44.79 per 1,000 $0.04 per unit $123.13 per 1,000 $0.12 per unit $0.13 per unit 16 oz Hot/Cold Cup $56.20 per 1,000 $0.06 per unit $130.27 per 1,000 $0.13 per unit $0.11 per unit ATTACHMENT 2 Vendor List: Cost & Material Comparison Vendor Product: 9x9x3 Hinged 3- Compartment Container (Clamshell) Material Website Ecoproducts $93.44 per 200 $0.47 per unit Made from rapidly renewable sugarcane fibers Website Ecoproducts *soak proof* $114.94 per 200 $0.57 per unit Soak-Proof versions are lined with Ingeo™, a plant-based plastic Pacific Green Products $44.00 per 150 $0.29 per unit Made from bagasse, grease and leak-resistant while using no wax or plastic liners. So, not only are these clamshells sustainable, they're entirely compostable and petroleum-free Website BioMass Packaging $90.66 per 200 $0.45 per unit made from bagasse Website WebRestaurant Store $37.76 per 200 $0.19 per unit Made from sugarcane / bagasse material Website World Centric $111.89 per 300 $0.37 per unit Plant fiber based products, made from wheat straw fiber Website Good Start Packaging $96.00 per 300 $0.32 per unit Made from surplus sugarcane and wheat straw agricultural fiber Website ATTACHMENT 3 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 ATTACHMENT 4 From: Torre <torre@cityofaspen.com> Sent: Tuesday, November 12, 2019 11:31 AM To: Preston Neill <pneill@avon.org> Subject: Support for repeal of State preemption Preston, Aspen is interested in supporting the effort for repeal. Thank you, Torre Mayor Aspen, Colorado 130 South Galena Street Aspen, CO 81611 p: 970.920.5199 www.cityofaspen.com ATTACHMENT 4 From: dan@AVONBAKERYANDDELI.COM <dan@AVONBAKERYANDDELI.COM> Sent: Wednesday, October 9, 2019 5:00 PM To: Preston Neill <pneill@avon.org> Subject: RE: Expanded Polystyrene Prohibition Ordinance I propose banning politicians from FORCING MARXIST IDEOLOGIES ON THE PUBLIC Dan Trush Avon Bakery & Deli 970.949.DELI(3354) (phone orders) www.AvonBakery.com -------- Original Message -------- Subject: Expanded Polystyrene Prohibition Ordinance From: Preston Neill <pneill@avon.org> Date: Wed, October 09, 2019 4:45 pm To: Preston Neill <pneill@avon.org> Dear Avon Food Vendors – Attached is a letter from Mayor Sarah Smith Hymes regarding a proposed ordinance prohibiting food vendors from using disposable food containers made of expanded polystyrene (i.e, Styrofoam). If you have questions, please feel welcome to email me or give me a call. More information on this initiative is available at www.avon.org - just click on Town Initiatives. Sincerely, Preston Neill, Deputy Town Manager 970.748.4404 (D) | 970.390.7848 (C) pneill@avon.org www.avon.org ATTACHMENT 4 From: Debbie Brill [mailto:debbie@brillinsurance.net] Sent: Thursday, June 29, 2017 8:52 AM To: Debbie Hoppe Subject: Polystyrene Ban Hi Debbie, I completely and whole-heartedly support this ban! My understanding is that styrofoam is toxic to make, toxic after use to the environment but also not healthy to have it leach into the food that we will then eat or drink. I would willingly pay a few cents more for take-out or for a cup of coffee (although I always bring my own cup) that used alternative and healthier products. There are plenty of products available that use biodegradable materials; "plastics" made from corn, etc. My stance is that purchasing and using healthier products sends a message to manufacturers that their future business success resides with more earth and human friendly materials. I sincerely appreciate Avon's pro-active approach to this topic and hope that more environmentally friendly issues continue to be reviewed. Thank you very much! Debbie Brill Brill Insurance Agency 150 E Beaver Creek Blvd A203 | PO Box 1498 | Avon, CO 81620 ph. (970) 845-8910 | fx. (970) 845-8460 | www.brillinsurance.net Auto - Home - Health - Commercial - Accident - Life ATTACHMENT 4 From: dan@AVONBAKERYANDDELI.COM [mailto:dan@AVONBAKERYANDDELI.COM] Sent: Thursday, June 22, 2017 2:09 PM To: Preston Neill Subject: RE: Notice of Town Council Work Session for a Proposed Ordinance Prohibiting Food Vendors from using Polystyrene Containers I cannot support any legislation banning a product. Here we have made the conscious decision to eliminate the use of plastic shopping bags (over ten years ago) and never have purchase polystyrene to go boxes but this is OUR CHOICE. AVON TOWN GOVERNMENT HAS NO BUSINESS DOING THIS AND IS OVERSTEPPING IT'S AUTHORITY. NO-I DON'T SUPPORT THIS MEASURE! Dan Trush Avon Bakery & Deli 970.949.DELI(3354) www.AvonBakeryandDeli.com ATTACHMENT 4 June 29, 2017 To: Avon Town Council Re: Proposed ordinance prohibiting food vendors from using polystyrene based disposable food containers Dear Town of Avon Decision Makers, As an advocate for sustainable waste diversion practices, I am personally very excited about your decision to prohibit food vendors from using styrofoam for disposable food containers. In my opinion, this decision demonstrates Town of Avon's leadership in climate action! As a representative of your local waste and recycling hauler, I would like to be a part of this conversation to ensure that this ordinance is formatted with consideration of local waste diversion infrastructure and minimal confusion to entities that are affected. The first questions that come to mind when reading the TOA informative memo include: - Are you talking about all polystyrene (PS) - with the exception of what you mentioned- or expanded polystyrene (EPS)? - Although PS and EPS are both #6 plastics, this distinction can be very confusion for people so I would recommend you also accompany the ordinance with informative material explaining this and how they are different and same, with examples of each. - If you are going to leave it as PS then you might also need to consider that SOLO cups are PS plastic and the inside of all disposable coffee cups is lined with PS plastic (with the exception of compostable coffee cups) - Are you planning to follow this ordinance with a suggested alternative to these products? If so, are you considering compostable products? - If you are considering recommending or requiring compostable service products then I would highly encourage you to work with Vail Honeywagon directly to ensure there is an end life option for these products. It is very likely that there will be additional charges for loads that include compostable plastic cups in the Honeywagon Compost Facility and I want to be sure that the struggles associated with processing these materials are very clear to everyone before regulations are put into place requiring them. Thank you for bring waste to the forefront of Avon’s climate action goals! Please let me know if I can provide any additional expertise as you continue this regulatory process. Sincerely, Shawn Bruckman Director of Compost Operations Honeywagon Organics ATTACHMENT 4 From: Shayne Madsen [mailto:shayne.madsen1@gmail.com] Sent: Friday, July 07, 2017 10:33 AM To: Debbie Hoppe Cc: John Easter; Sundari Kraft; Jenn L. Penn; nhoover@corestaurant.org; Mary Lou Chapman; larry@hudsonga.com Subject: Media reports on "styrofoam" ban I have tried to communicate to your town attorney, but I am not sure that the email was received. I am outside counsel for the American Chemistry Council. Members include producers and distributors of plastic foam products. In your deliberations, please be aware of the provisions of Section 25-17-104 C.R.S. Since 1993, local governments have been prohibited from prohibiting the "use or sale of specific types of plastic materials or products". I am happy to further discuss this issue at your convenience. As I will be traveling, please use my cell 303-588-1693 or email me your contact information and I will contact you. Thank you for your professional courtesy. Sent from my iPad ATTACHMENT 4 From: Nicholas Hoover [mailto:NHoover@corestaurant.org] Sent: Monday, July 10, 2017 10:16 AM To: Debbie Hoppe Subject: Colorado Restaurant Association Comments on Polystyrene in Restaurants Dear Debbie, The Colorado Restaurant Association (CRA) is the definitive voice of the food service industry in Colorado and has been advocating for the industry since 1933. On behalf of our restaurant members within the City of Avon, I respectfully submit the following comments to share with you our concerns over the prohibition of polystyrene food service packaging. It is the interpretation of the CRA that local governments in Colorado are prohibited from banning the “use or sale of specific types of plastic materials or products or restrict or mandate containers, packaging or labeling for any consumer products.” C.R.S. 25-17-104. Because polystyrene is a plastic, this would directly conflict with state law. Polystyrene foam containers are among the most efficient for keeping foods fresh, free of leaks and spills, and most importantly keeping the food and beverages hot or cold. Improper storage of food and beverages can cause food to spoil due to an increase or decrease in temperature which highly increases the chances of foodborne illnesses. Therefore, it is standard practice for ice cream, frozen yogurt and smoothie shops, amongst others, to use the foam packaging. In addition, many independently operated ethnic restaurants find the product to be the best functionally for their hot soups and sauce-based dishes. For a segment of the economy which is characterized by razor thin profit margins of around 4% on the dollar in a good economy, cost always must be a consideration of a product in addition to the functional value. Schools, hospitals, nursing homes, non-profit food programs, delis, and family-owned restaurants are among the many institutions that rely upon polystyrene foam for its excellent insulation at an economical price. Alternative packaging materials are often as high as 2-3 times more expensive and do not hold the food temperatures efficiently. Many restaurants still choose to use the product because of its functional value being the best match for the type of food offered and it costs significantly less. Cost differences are felt differently by different sizes, types, and locations of restaurants and therefore have a differing impact on the local restaurant community. We share the on-going concern over litter, however the discriminatory approach of selecting and eliminating a given type of food service product is an ineffective approach. When litter reduction occurs on streets within our community, the amount of material that flows through storm drains and rivers is also reduced. Comprehensive efforts should be aimed at reducing ALL composition of litter, not solely individual products for a single industry. This will allow an overall volume of material reaching the marine environment to be reduced. For instance, the City and County of San Francisco banned polystyrene containers in 2008 and according to a litter re-audit conducted for the City/County, paper cup and plate litter only increased after the ban was enacted. Bans may change the composition of litter, but they do not reduce the amount of litter as those who litter do not discriminate between materials. ATTACHMENT 4 If you have any questions about our comments, please feel free to reach out to me directly. Very respectfully, * Please note new email and website addresses!** Nick Hoover, Manager of Government Affairs Colorado Restaurant Association 430 E. 7th Ave. | Denver, CO 80203 P: 303.830.2972 x 119 C: 720.369.0343 F: 303.830.2973 E: nhoover@corestaurant.org ATTACHMENT 4 From: Marty Golembiewski [mailto:martygolembiewski@hotmail.com] Sent: Friday, July 14, 2017 11:12 AM To: Avon Council Web Subject: Styrofoam ban - support As a Town of Avon Resident I completely support a Styrofoam ban. I also support a plastic bag ban. I feel it is our responsibility to do everything possible to protect the natural beauty of our area and environment. Thank you, Marty Golembiewski ATTACHMENT 4 MADSEN & ASSOCTATES, P.C. 7441old MilI Trail Boulder, CO 80301 Shayne M. Madsen 303-588-1693 Shayne.madsen I @ gmail.com Jnly 7,2017 Eric Heil Town Attorney Town ofAvon VIA Email: eheil@avon.org Re: Styrofoam Ban DearMr. Heil: I am outside counsel for the American Chemisty Council whose members include producers and distributors of plastic foam products. We have reviewed a recent media report indicating that the Town of Avon is considering enacting a ban on "Styrofoam containers.'o [n your deliberations, please be aware of the provisions of Sec .25-17- 104, C.RS., which prohibits local govenrments &om prohibiting the "use or sale of specific types of plastic materials or products." I am happy to discuss this issue with you at your convenience. I am traveling so the best way for you to reach me is at 303-588-1693, or by email. Thank you for your professional courtesy. Sincerely,,"""/u2.4 Shayne M. Madsen ATTACHMENT 4 July 10, 2017 Eric Heil, Town Attorney Town of Avon 1 Lake Street Avon, CO 81620 Subject: Response for Written Comments from ACC Plastics Foodservice Packaging Group (oppose): Proposed Ordinance (Polystyrene Reduction Initiative) – July 11, 2017 Town Council Work Session Dear Eric Heil, Town Attorney & Debbie Hoppe, Town Clerk, Town of Avon: We are writing to provide the Avon Town Council both information on polystyrene foam foodservice packaging, as well as express our concerns about the proposed ordinance (Polystyrene Reduction Initiative) that will be discussed by the Town Council in a July 11, 2017 Work Session. This proposed ordinance would prohibit the use of certain disposable or polystyrene foam foodservice containers with little or no environmental benefit to Avon. The members of our group, the Plastics Foodservice Packaging Group (PFPG) of the American Chemistry Council (ACC), represent the leading suppliers and manufacturers of plastics foodservice packaging products, including polystyrene food and beverage containers. Food for thought on polystyrene foam foodservice … We support the Town of Avon’s ongoing efforts to make it more sustainable, including efforts to reduce waste and improve recycling. However well-intentioned, banning polystyrene foam foodservice ware (as proposed in the Polystyrene Reduction Initiative) will not improve sustainability, and may actually have the opposite effect you are looking for. We oppose this proposed ordinance for the following reasons: - Polystyrene foam foodservice has a lower footprint than requiring the use of alternative compostable products ((less greenhouse gas emissions, less waste, and less energy), especially when an infrastructure to adequately collect and compost these products does not exist; - Polystyrene foam foodservice is a very small component of litter, and cities (like San Francisco) that have studied litter show that a ban on one product (like polystyrene foam foodservice) did not reduce litter – the actual amount of litter from the heavier non-polystyrene substitutes increased, since you are substituting one product for another. - Polystyrene foam foodservice offers unique low cost, high performance (insulation) properties that make it the choice of foodservice establishments. Small and medium food establishments are under pressure to keep food costs down – and the non-polystyrene foam foodservice are much more expensive, with no environmental benefit; and - Colorado state law (Sec 25-17-104, C.R.S.), has a provision which prohibits local governments from prohibiting the “use or sale of specific types of plastic materials or products”. Working together … We urge the Town Council to review the attached information on polystyrene foam (foodservice) and defer any action on this Polystyrene Reduction Initiative, since the premise of this bill is based on misinformation or misperceptions about biodegradability and compostability of non-polystyrene foam foodservice as a more sustainable alternative, the safety of polystyrene foam foodservice products, and the alleged environmental benefits of the substitute foodservice products to polystyrene foam. ATTACHMENT 4 Based on the benefits of polystyrene foodservice as part of the waste management solution (rather than the problem), as well as fiscal benefits, we request the Town Council to review this information, and in fact work with our industry to educate members on real solutions to address litter and solid waste. We appreciate your feedback, and please let us know if you have any questions on this material, or need additional information. We are providing these comments by the July 10th deadline. As the Town Council has a work session on the Polystyrene Reduction Initiative, we hope the attached information will assist them in determining how to address polystyrene (and other) foodservice issues. We hopefully can work together and share our experiences on how our industry is part of the solution to responsible sustainability programs with respect to its products. Sincerely, Mike Levy, Director Plastics Foodservice Packaging Group (PFPG) (tel: 703-741-5647; e-mail: mike_levy@americanchemistry.com) John Easter, Senior Director, State Affairs, Midwest Region American Chemistry Council (tel: 515-471-1957; e-mail: john_easter@americanchemistry.com ATTACHMENT 4 Addendum: Response for Written Comments from ACC Plastics Foodservice Packaging Group (oppose): Proposed Ordinance (Polystyrene Reduction Initiative) – July 11, 2017 Town Council Work Session Here’s information based on studies/independent experts that should demonstrate how the issues of foodservice litter, trash, and recycling/recovery are being addressed and how the Town of Avon can capitalize on these programs without implementing a product ban such as those suggested in this ordinance. We ask that you research and consider this information to help make an informed decision: Landfills, Biodegradation – According to the most recent USEPA Characterization of Municipal Solid Waste report – link http://www.epa.gov/osw/nonhaz/municipal/pubs/MSWcharacterization_fnl_060713_2_rpt.pdf, all plastic foodservice products contribute approximately 1% of waste generated, whereas paper and paperboard make up the largest components of MSW materials generated (28%). Landfills are not filling up with polystyrene foam or plastics – they are filling up with paper and paperboard as the largest contributors. While popular culture has led many to believe that burying our nation’s garbage in landfills is sort of like creating big compost heaps, modern landfills are specifically designed to minimize decomposition. The small amount of degradation that does occur in a landfill often generates methane, a much more potent greenhouse gas than CO2. Products like polystyrene foam are inert and do not break down in landfills – that is a positive attribute. The Biodegradable Products Institute (BPI), a not-for-profit association of key individuals and groups from government, industry, and academia, has a mission to education manufacturers, legislators and consumers about the importance of scientifically based standards for compostable materials which biodegrade in large composting facilities. Under their “Myths of Biodegradation”, BPI states: Myth: Biodegradable products are the preferred environmental solution because waste simply biodegrades in the landfill. Reality: Nothing biodegrades in a landfill because nothing is supposed to. http://www.bpiworld.org/Default.aspx?pageId=190439 Small Part of Litter – According to a 2012 study, commonly used polystyrene foam foodservice products make up 1.5 percent of litter. The report compiled information from nineteen litter surveys conducted in the U.S. and Canada from 1994 to 2009, including a 2008 national survey of 240 sites. Evaluating only the surveys conducted since 2000 yields an even lower median value of 1.1 percent. (Source: “The Contribution of Polystyrene Foam Food Service Products to Litter,” Environmental Resources Planning, Gaithersburg, MD, May 2012) Bans Don’t Work – and Polystyrene foam foodservice is a small part of litter (1.5%). While all litter should be reduced, polystyrene foam foodservice packaging makes up only 1.5 percent of litter, according to a May 2012 national report by environmental consulting firm Environmental Resources Planning. Banning a product like polystyrene foam foodservice ware and substituting it with a heavier product will not reduce litter. Substituting one type of litter for another is not a smart strategy. For example, when San Francisco placed restrictions on the use of certain plastic foodservice products, the city found that alternatives became more littered. (Source: “The City of San Francisco Streets Litter Re- Audit 2008, prepared for the City of San Francisco Environment Department, July 4, 2008, http://sfenvironment.org/downloads/library/2008_litter_audit.pdf) Composting: Not a Simple Solution – Many people believe that communities could easily compost paper-based and other “biodegradable” foodservice products. But it’s not that simple. These used foodservice items would still need to be collected, separated and delivered to a large-scale compositing facility, of which there are few in the U.S. In the absence of such a facility, these products generally end up in landfills. Once in landfills, they do not readily break down because ATTACHMENT 4 modern landfills are actually designed to retard decomposition. Environmental Footprint – A full environmental picture is critical when comparing foodservice options. It’s easy to focus only on a product’s end of life since that’s what consumers see – but the environmental footprint of any product includes all of its impacts, such as raw material use, resources used in manufacture, fuel use and emissions in transport and more (see Sanitation above). Polystyrene foodservice packaging uses less energy and resources to manufacture than comparable paper-based products, leaving a lighter footprint. For example, a polystyrene foam cup requires about 50% less energy to produce – and creates significantly fewer greenhouse gas emissions – than a similar coated paper-based cup with its corrugated sleeve. A link to the release of the study (http://www.americanchemistry.com/Media/PressReleasesTranscripts/ACC-news-releases/New-Study-Polystyrene-Foam- Cups-and-Plates-Use-Less-Energy.html) as well as to the full peer reviewed study is provided here - http://plasticfoodservicefacts.com/Life-Cycle-Inventory-Foodservice-Products. Used polystyrene foodservice can help contribute an energy solution, too. Polystyrene foodservice also can be used as a source of energy. Polystyrene actually has more captured energy than coal. This energy is released when municipal solid waste is processed at waste-to-energy recovery facilities. The U.S. has 86 such facilities that can recapture this energy and put it to good use, creating a domestic energy source to power homes and business. Polystyrene foodservice saves fuel, energy and greenhouse gas emissions to make and transport. Polystyrene foodservice uses less energy and resources to manufacture than alternatives. And as very lightweight plastic, shipping polystyrene saves precious fuel. A full life cycle study highlights the tradeoffs and advantages of polystyrene foam foodservice from an overall energy, air, water and waste perspective (http://plasticfoodservicefacts.com/Life-Cycle- Inventory-Foodservice-Products) Variety of Polystyrene Recycling Programs: Polystyrene foodservice products are recycled in various ways in many communities, depending on the local solid waste program. If a community, a school, a restaurant or supermarket wants to take advantage of plastic foodservice product recycling, there are several ways to make that happen. Recycling polystyrene foam is fairly simple. The City of Baltimore has elected to recycle polystyrene in selected areas, and has enacted neighborhood cleanup programs to deal with all litter. The plastic products must be collected (free of major food debris) and delivered to a facility close enough to make the transport economical. (Because foam packaging is more than 90% air, most programs “densify” the products to get more on a truck.) The plastic is then ground up, heated and recast into plastic pellets. These pellets are sold to companies that make products such as “green building” construction materials, consumer products and plastic packaging. The website below highlights different venues – schools, restaurants, cities, national parks – that recycle foam and also contain videos that walk through the various aspects of polystyrene foam recycling: There are over 500 curbside/drop off programs nationwide recycling polystyrene foam foodservice and protective packaging. These sites are regulatory updated, have 511 locations as of November 2016, and there is a spot-check of the website link: ATTACHMENT 4 http://www.recyclemoreplastic.org/plastics/eps_map.html Many schools that use expanded polystyrene foam have recycling programs. One particular organization, Foodservice Sustainability Solutions (FSS), http://www.styrosmart.com/modx/ specializes in waste stream reduction and recycling for commercial and institutional foodservice expanded polystyrene waste and school waste. They provide real results from the six schools in the Houston Integrated school District involving recycling of expanded polystyrene foam foodservice resulting in 100% landfill diversion, reduction greenhouse gases, cutting waste removal cost by 70%, reduction trash bag costs, and trash bag usage. This is a model that can be used in many schools. Recycling solutions for post-use foodservice are emerging – new grant program for polystyrene foam announced. Polystyrene foam foodservice packaging is being recycled in many communities across the country. The foodservice industry through its Foam Recycling Coalition’s launched a new grant program this year to help fund infrastructure for the collection, processing and marketing of products made for polystyrene foam (www.fpi.org/recyclefoam). The grant program targets post-consumer polystyrene foam products such as foodservice packaging (i.e., cups, plates, bowls, clamshells, cafeteria trays); egg cartons; meat rays; and protective “transport” packaging. Funding is now available for foam recycling programs through this grant program – applications must be submitted by April 17, 2017 for priority consideration. http://www.fpi.org/index.php?bid=100&storyid=185 A new study by the Berkeley Research Group (Market Analysis of End Uses for Recycled Post-Consumer expanded polystyrene food ware) found nearly 140 companies that process or use recycled post-consumer foam, including food ware, in the U.S. and Canada (http://www.fpi.org/fpi/files/ccLibraryFiles/Filename/000000000779/BRG%20Memo%20Report%2010-9-2014.pdf) . Banning this product when it can be recycled is not a sustainable solution. ATTACHMENT 4 Where do people have access to Polystyrene Foam Foodservice is Actually Recycled? 65 cities in California (representing 22% of the population) have PS foam recycling going on – both foodservice polystyrene foam and what we call EPS (expanded PS foam) protective packaging (shape molded transport packaging, PS “peanuts”/loose fill). There are recyclers like Nepco in California that collect, process and make picture frames out of the recycled polystyrene foam. This includes the City of Los Angeles, our nation’s second largest city, which collects polystyrene packaging in its curbside recycling program. The LA program accepts foodservice products, like foam cups and take-out containers— residents simply clean and toss them in the blue bin with their other recyclables. Can Polystyrene Foam Recycling Opportunities be available in Maine? Waste disposal, including recycling, is generally a local municipal issue – with cities, counties, and jurisdictions developing and implementing programs that best fit their needs. Recyclables like polystyrene foam can be included in those programs, if the various stakeholders involved work together. The plastics foodservice industry has experience and interest in working with localities, and feels positive programs like recycling, recovery from waste, and waste reduction go a long way in meeting sustainability goals for government and industry alike. The new grant program from the Foam Recycling Coalition described above is another effort aimed at adding polystyrene foam to city recycling programs across the U.S. Polystyrene is approved as safe for use in foodservice by the Food and Drug Administration (FDA). FDA has determined for more than 50 years that polystyrene is safe for use in foodservice products. A common but unnecessary worry about many plastics in foodservice is that they may have tiny amounts of constituents that can make their way into food. This is precisely one of the reasons why the FDA reviews and approves every material to be used in contact with food for safety –- before it hits the market -- and this includes a look at what might migrate out of the material, so FDA scientists and regulators are fully satisfied about the safety of the material. Polystyrene should not be confused with styrene. Polystyrene and styrene are different substances. Styrene, a liquid, and polystyrene, a solid are fundamentally different. Styrene is a liquid that can be chemically linked to create polystyrene, which is a solid plastic that displays different properties. Polystyrene is used to make a variety of important consumer products, such as foodservice containers, cushioning for shipping delicate electronics, and insulation. Equating polystyrene with styrene is like equating a diamond with carbon. They are not the same substance. National Toxicology Program (NTP): “Let me put your mind at ease …” NTP Director Dr. Linda Birnbaum, PhD., was widely quoted in Associated Press reports in June 2011 when the NTP decided to include styrene in its 12th Report on Carcinogens: “Let me put your mind at ease right away about polystyrene foam … In finished products, certainly styrene is not an issue.” Experts from the U.S. National Institute of Environmental Health Sciences (NIEHS) and the American Cancer Society, along with NTP’s Associate Director John Bucher, have reached the same conclusions as Dr. Birnbaum. “Styrene should not be confused with polystyrene (foam). Although styrene, a liquid, is used to make polystyrene, which is a solid plastic, we do not believe that people are at risk from using polystyrene products” (NIEHS). Attached are statements from key health agency experts stating that polystyrene foam foodservice ware made from styrene causes no concern for use by consumers in the marketplace. The Safety of Styrene in Selected Foods and Polystyrene Foam Foodservice Cups - Styrene occurs naturally in foods such as strawberries and cinnamon. Whether naturally occurring in foods and beverages such as strawberries, coffee beans or cinnamon, or produced synthetically, most people encounter styrene as a part of their daily lives, though in small amounts. Scientific studies have shown that the small amounts of styrene consumers may be exposed to are not harmful; studies have also shown that, should exposure occur, styrene does not stay in the body for long and is rapidly metabolized and excreted. There is more styrene found in cinnamon, beer and beef than there is in a foam cup. For more detailed information, visit: http://youknowstyrene.org/health-and-safety/consumers/ ATTACHMENT 4 The Town of Avon proposed ban on Polystyrene foam foodservice will not Achieve Sustainability Goals. Sustainability goals for the Town of Avon will not be met by promoting compostable products where opportunities to compost there products don’t currently exist in the state, and by failing to examine recycling opportunities for polystyrene foam as many communities have. A polystyrene foam cup, for example, requires one-third of the energy to produce compared to some compostable alternatives. Paper cups would also be banned as part of the ordinance since they are not recyclable. ATTACHMENT 4 AVON REGULAR MEETING MINUTES TUESDAY NOVEMBER 12, 2019 AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO 1. CALL TO ORDER AND ROLL CALL Mayor Smith Hymes called the meeting to order at 4:00 p.m. A roll call was taken, and Council members present were Amy Phillips, Tamra Underwood, Chico Thuon, and Jennie Fancher. Jake Wolf and Scott Prince were absent. Also present were Town Manager Eric Heil, Town Attorney Paul Wisor, Police Chief Greg Daly, Planning Director Matt Pielsticker, Executive Assistant to the Town Manager Ineke de Jong, Finance Director Scott Wright, HR Director Lance J. Richards, Public Works Director Gary Padilla, Deputy Town Manager Preston Neill and Town Clerk Brenda Torres. WORK SESSION: COUNCIL TUTORIAL ON AVON CLIMATE ACTION ACTIVITIE S AND UPCOMING EVENTS Town Manager Eric Heil gave a presentation on the Town’s climate action activities. Councilor Prince arrived at 4:38 p.m. The work session ended at 4:39 p.m. Regular Council meeting started at 5:05 p.m. 2. APPROVAL OF AGENDA Start Time: 00:39:43 Town Manager Eric Heil requested the addition of a work session item to discuss the potential for ice skating on Nottingham Lake. Council agreed to the addition and it was added as item 5.6. 3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS No conflicts of interest were disclosed. 4. PUBLIC COMMENT Start Time: 00:40:15 Michael Cacioppo commented on the prospect of the Columbus Day holiday being renamed. He expressed his full support of Christopher Columbus. 5. BUSINESS ITEMS 5.1. PRESENTATION: PROCLAMATION HONORING COLORADO GIVES DAY Start Time: 00:45:10 Jenn Rogus with Bright Future Foundation, on behalf of the Eagle County Gives group, promoted Colorado Gives Day. Councilor Underwood moved to approve the Proclamation Honoring Colorado Gives Day on Tuesday, December 10th of this year in the Town of Avon. Mayor Pro Tem Phillips seconded the motion and the motion passed unanimously by Council members present. Councilor Wolf was absent. 5.2. PUBLIC HEARING: PROPOSED 2020 BUDGET AND REVIEW OF 2020 STRATEGIC PLAN (TOWN MANAGER ERIC HEIL AND FINANCE DIRECTOR SCOTT WRIGHT) Start Time: 00:49:19 Councilor Wolf arrived at 5:34 p.m. AVON REGULAR MEETING MINUTES TUESDAY NOVEMBER 12, 2019 AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO Finance Director Scott Wright presented a financial overview of the Proposed 2020 Budget. Town Manager Eric Heil gave a review of the Strategic Plan. Council gave direction to staff on various Budget and Strategic Plan items. Michael Cacioppo commented on the Town’s practice of providing financial contributions to non-profit organizations through the Town’s annual Community Grant Program. Ernest Saeger, Executive Director of the Vail Valley Mountain Trails Alliance, talked about the work of the Trails Alliance and thanked Council for their support. 5.3. APPOINTMENTS TO AD HOC FINANCE COMMITTEE (TOWN MANAGER ERIC HEIL) Start Time: 01:56:13 Mayor Smith Hymes and Councilor Scott Prince expressed their interest in services as ex-officio, non- voting members of the Ad Hoc Finance Committee. Councilor Fancher moved to approve the appointment of Steve Coyer, Markian Feduschak, Dee Wisor, Craig Ferraro and Linn Brooks to the Ad Hoc Finance Committee. The motion also included the approval of Sarah Smith Hymes and Scott Prince as the ex-officio Council representatives to the Committee. Mayor Pro Tem Phillips seconded the motion and the motion passed unanimously. 5.4. PUBLIC HEARING : SECOND READING ORDINANCE 19-09 APPROVING A VESTED RIGHTS EXTENSION AND MINOR PUD AMENDMENT FOR LOT 1, RIVERFRONT SUBDIVISION (PLANNING DIRECTOR MATT PIELSTICKER) Start Time: 02:00:52 Town Attorney Paul Wisor recused himself the from the item and explained to Council the impetus for the recusal. Mayor Smith Hymes opened the public hearing and no comments were made. Councilor Underwood moved to approve second reading of Ordinance 19-09 Approving a Vested Rights Extension and Minor PUD Amendment for Lot 1, Riverfront Subdivision. Mayor Pro Tem Phillips seconded the motion and it passed unanimously. 5.5. DEVELOPMENT PLAN EXTENSION FOR LOT B HOTEL (PLANNING DIRECTOR MATT PIELSTICKER) Start Time: 02:13:02 Keith Hampton came to the podium and provided more information about this project and the need for an extension. Michael Cacioppo made a brief comment. Councilor Fancher moved to approve the amended Development Approval of an extension for the Avon Hotel on Lot B, Avon Center at Beaver Creek Subdivision, together with the findings and conditions documented in the December 13, 2016 Findings of Fact and Record of Decision, now set to expire June 13, 2020. Mayor Pro Tem Phillips seconded the motion and the motion passed unanimously by Council members present. 5.6. ADDED ITEM: WORK SESSION: ICE SKATING ON NOTTINGHAM LAKE (HUMAN RESOURCES DIRECTOR LANCE RICHARDS) Start Time: 02:40:42 Human Resources Director Lance J. Richards gave a brief overview of the history of ice skating on Nottingham Lake and the efforts that will be necessary to restart this activity. After th orough Council discussion, Council’s collective direction was for staff to consistently monitor lake conditions throughout the winter months and for staff to collect data in relation to temperature/ice thickness. In addition, staff was directed to update the signage around the lake to make clear that if you venture onto the ice, natural conditions may exist and you are doing so at your own risk. AVON REGULAR MEETING MINUTES TUESDAY NOVEMBER 12, 2019 AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO 5.7. APPROVAL OF MINUTES FROM OCTOBER 22, 2019 REGULAR COUNCIL MEETING (DEPUTY TOWN CLERK KENDALL MOORE) Start Time: 03:32:13 Councilor Fancher moved to approve the minutes from the October 22, 2019 Regular Council meeting. Mayor Pro Tem Phillips seconded the motion and the motion passed with a vote of 6 to 1. Councilor Wolf voted no. 5.8. APPROVAL OF MINUTES FROM OCTOBER 30, 2019 BUDGET RETREAT (EXECUTIVE ASSISTANT TO THE TOWN MANAGER INEKE DE JONG) Start Time: 03:32:35 Councilor Underwood moved to approve the minutes from October 30, 2019 Budget Retreat. Mayor Pro Tem Phillips seconded the motion and the motion passed unanimously. 6. WRITTEN REPORTS 6.1. UPDATE ON EFFORTS TO IMPROVE EAGLE RIVER HEALTH AND WATER QUALITY (DEPUTY TOWN MANAGER PRESTON NEILL) 6.2. UPPER EAGLE REGIONAL WATER AUTHORITY OCTOBER 24, 2019 MEETING SUMMARY (MAYOR SMITH HYMES) 7. MAYOR & COUNCIL C OMMENTS & MEETING UPDATES Start Time: 03:32:35 Councilor Thuon thanked all veterans for their service to our country. Mayor Pro Tem Phillips announced that there will be new flights starting next summer from the Eagle County Airport to Chicago. She also gave an update on SkyWest Airlines. Mayor Smith Hymes explained that the Eaglebend Housing Authority recently enrolled in Holy Cross Energy’s PuRE program and that they now receive 100% renewable energy at their Buffalo Ridge, Kayak Crossing and Eaglebend buildings. 8. EXECUTIVE SESSION FOR THE PURPOSE OF DE TERMINING POSITIONS RELATIVE TO MATTERS THAT MAY BE SUBJECT TO NEGOTIATIONS; DEVELOPING STRATEGY FOR NEGOTIATIONS ; AND INSTRUCTING NEGOTIATORS PURSUANT TO CRS 24-6- 402 (4)(E) MATTERS SUBJECT TO NEGOTIATIONS RELATED TO A POTENTIAL COMMUNITY HOUSING PROJECT AND P OTENTIAL ECONOMIC DEVELOPMENT OPPORTUNITY Start Time: 02:40:42 Mayor Smith Hymes made a motion to convene into Executive Session for the purpose of determining positions relative to matters that may be subject to negotiations; developing strategy for negotiations; and instructing negotiators pursuant to CRS 24-6-402 (4)(e) Matters Subject to Negotiations Related to a Potential Community Housing Project and Potential Economic Development Opportunity. Mayor Pro Tem Phillips seconded the motion and it passed unanimously. The time was 8:03 p.m. Executive Session started at 8:08 p.m. Executive Session ended at 8:31 p.m. AVON REGULAR MEETING MINUTES TUESDAY NOVEMBER 12, 2019 AVON TOWN HALL, 100 MIKAELA WAY, AVON, CO 9. A DJOURN There being no further business before Council, Mayor Smith Hymes moved to adjourn the regular meeting. The time was 8:31 p.m. These minutes are only a summary of the proceedings of the meeting. They are not intended to be comprehensive or to include each statement, person speaking or to portray with complete accuracy. The most accurate records of the meeting are the audio of the meeting, which is housed in the Town Clerk' s office, and the video of the meeting, which is available at www.highfivemedia.org. RESPECTFULLY SUBMITTED: Brenda Torres, Town Clerk APPROVED: Sarah Smith Hymes ___________________________________ Amy Phillips Jake Wolf Chico Thuon Jennie Fancher Scott Prince Tamra Underwood 1 | P a g e TO: Honorable Mayor Smith Hymes and Council FROM: Greg Daly, Chief of Police RE: Avon Police Department Six Month Update DATE: November 19, 2019 Introduction: Madam Mayor and Members of the Avon Town Council, on April 30, 2019, I previously submitted an Avon Police Department Six Month Update and a 2018 End of Year Report. This current report is an update from April 30, 2019 to date, to include crime and traffic enforcement statistical information from January 1, 2019 to September 30, 2019 (most current statistics available). The mission of the Avon Police Department (APD) is “We serve to better our community” and our motto is “Count on Us.” The men and women of the Avon Police Department continue to diligently work 24 hours, each and every day, to fulfill our mission and to live up to our motto. We have 20 sworn officer positions with one-part time sworn sergeant position. We have two full time administrative services officers and one-part time administrative assistant. In addition, we have a part- time non-sworn community response officer/ park ambassador. We are currently down three FTE sworn positions; one new officer is currently completing field training and we have two officer vacancies that we hope to fill by end of year to enroll in the January police academy. We hope that the two new recruits will be ready to independently police the streets in September 2020. The men and women of the Avon Police Department maintain excellent relationships with other Town of Avon staff. We work daily with all departments and we thank them for their continued hard work, passion and collaboration in providing a safe environment in Avon to live and play. We also enjoy excellent working relationships with our partner first responder agencies and on most major special events/ incidents; it takes a village of town staff, first responders, other governmental agencies and non-profits to successfully complete our mission. The men and women of the Avon Police Department sincerely appreciate the continued support of the Avon Town Council and Town Manager Eric Heil for our collective passion and commitment to the public safety of our citizens, residents and guests. Significant Activity since April 30, 2019 Written Report to Council: ➢ The Avon Police Department was awarded full accreditation through the Commission on Accreditation for Law Enforcement Agencies (CALEA) in April of 2016. The department recently completed the fourth annual remote assessment of the new four (4) year reaccreditation period in September of 2019. This is our third overall accreditation cycle. All four external assessments were successful. A site assessment team visited in October 2019. They met with many members of the Avon Community, Avon Police Officers, stake holders from multiple community organizations and with the Avon Town Council. Comments from the assessors during the exit interview were very favorable and we await their final report. We will go before the Commission in March 2020 when the Commission will decide as to whether to grant reaccreditation. The Avon Police Department is the smallest law enforcement agency and the only agency on the Western Slope to secure such prestigious accreditation. Less than 10% of American Law Enforcement agencies are accredited. In 2 | P a g e addition, in 2019 the Department received reaccreditation from the Colorado Association of Chiefs of Police (CACP). ➢ As at 11/12/2019, Avon Police Officers completed 467 hours of community policing bike patrol. Officers have also completed 442 hours of foot patrol so far this year. ➢ Avon Police Officers safely policed multiple successful Town of Avon special events to include: Triple Bypass, Xterra, Salute, Major League Triathlon and the Colorado Classic. ➢ Currently we have a police recruit, Cadet Andres “Andy” Sandoval in the Colorado Law Enforcement Training Academy at Colorado Mountain College, Glenwood Springs. Andres grew up in Avon and attended Eagle Valley High School. Andres worked as a nursing assistant in the Eagle County Detentions Facility and he then transitioned to the role of Detentions Deputy for six months before he tested with Avon PD. Andres is bilingual. Officer Colleen Gaspard is in phase 2 of her field training program. Colleen came to us having served at the Eagle Police Department, the Loves Park City Police Department in Illinois and as a U.S. Army Veteran. Colleen will take on the collateral duty of School Resource Officer at the Avon Elementary School (AES) on the front side of the week. Officer Bal Herrera also provides School Resource Officer collateral duties at AES for the latter side of the week. We are testing on November 13th for the current two police officer vacancies and hope to be sending two amazing candidates to the police academy in January 2020 to be ready to serve the Avon community in September 2020 after academy and a field training program. ➢ Avon PD officers continue to serve as part of the multi-agency Eagle County Special Operations Unit. ➢ APD co-hosted with Vail PD, our annual countywide active shooter response training and collectively trained nearly 200 first responders from across Eagle County at the Avon Old Town Hall. This life saving training has become an anchor county wide training. ➢ We continue to increase our social media presence to a current milepost of over 2,600 followers of the Police Department Facebook page. ➢ Avon Police Officers have assisted with referrals to the GRANITE drug task force throughout 2019. See below chart for GRANITE seized drugs details. ➢ APD is preparing for a fifth community resort policing ski patrol program for the 2019-2020 season. This program is a partnership between the Avon Police Department, the Eagle County Sheriff’s Office and Vail Resorts/Beaver Creek Resort Company. ➢ Avon PD coordinated four different National Night community parties in the Eaglebend apartments, Avon Elementary School, Aspens Mobile Home Park and the O’Neal Spur Park in Wildridge. They were very successful and very well received by our community. Chief Daly subsequently awarded members of the community with the Chief’s Community Partnership Awards for their involvement and support for National Night Out. ➢ Avon PD officers participated in a swift water rescue training delivered by technicians from Eagle Fire District. ➢ Officers from the Avon Police Department were honored to be recognized at the Vail/Eagle/Edwards Tri Rotary Club Public Safety Recognition 9/11 banquet for “Call of the Year” at Donovan Pavilion. On June 6th at approximately 13:16 hours, Sgt. Eric Benson, Det. Sgt. Jonathan Lovins, Sgt. Ken Dammen and Officer Bal Herrera responded to assist with a rafter who was capsized out of a raft and was last seen floating down the Eagle River in the Eagle Vail area. Multiple agencies responded to the incident (Avon PD, Eagle County Sheriff’s Office, Eagle River Fire, Vail Fire, Eagle County Paramedics 3 | P a g e and the Vail Public Safety Communications Center). Avon Officers bravely secured the rafter at a tree log strainer in the river behind the Westin. Personnel from Avon PD, Eagle River Fire and Eagle County Paramedics helped to get the rafter to shore and assisted an Avon Officer off the strainer and safely to shore. Personnel performed CPR and the victim was transported by ambulance to Vail Health. Unfortunately, the patient was pronounced deceased at the hospital. There were many heroic actions by many first responder personnel that day, but we also remember a young man, who was living his life to its fullest, Nikolay Pezhemskiy. Sergeant Benson also received a commendation letter from U.S. Representative Neguse for his heroic actions. ➢ Sergeant Churches and Officer Lundblade performed CPR/AED saving a life at the Westlake Apartment complex. They are to be recognized by the Eagle River Fire Department annual awards for their lifesaving efforts. They will also be recognized for the Avon Police Department annual awards for 2019 in 2020. ➢ APD completed a fifth successful summer season with a part-time, non-sworn community response officer (CRO). The CRO position helped to educate our community and guests regarding Nottingham Park rules and etiquette for a more family friendly experience at the beach. The CRO also assisted with managing the parking plan on the Northside of West Beaver Creek Boulevard. ➢ APD continues to partner in the Gore Range DUI Task Force. DUI enforcement is a top traffic safety priority for the men and women of the Avon Police Department. ➢ Sgt. Holmstrom and Officer Zepeda participated in National Police Week in Washington D.C. in May, celebrating the honorable profession but most importantly remembering the police officers who have been killed in the line of duty at the National Police Officers Memorial. This was the first time Avon Police officers were able to participate in this very important event and we hope to send two officers each year to represent the Town of Avon with the 30,000 police officers from all over the world. ➢ APD with assistance from Public Works and Mobility planned and executed another successful evacuation exercise for the Wildridge subdivision. We conducted a mock evacuation on the June Creek/ Berry Creek access road with Town of Avon Public Works pickup trucks and used an Avon Mobility bus for evacuee transport. ➢ Avon officers participated in the annual ride in remembrance. ➢ Avon officers participated in the annual Torch run for the Colorado Special Olympics. ➢ Administrative Services Officer Krista Jaramillo was elected as president of the Rocky Mountain Accreditation Network (RMAN), our regional PAC for law enforcement CALEA accreditation. ➢ Chief Daly and Sgt. Dammen assisted two members of the FBI Hostage Rescue Silver Team with instructing a hostage rescue class to over 30 SWAT members from agencies throughout Colorado at the North Metro Fire Training Facility in May. This class was part of the Rocky Mountain Tactical Team Association annual conference. ➢ Avon PD is participating in a statewide community initiative, where persons or family of persons with mental health issues can temporarily safely store weapons away from their residence at the police department; https://coloradofirearmsafetycoalition.org/gun-storage-map/ ➢ Avon PD officers have been testing an external vest carrier (like the one that Chief Daly regularly wears at council meetings), for comfort, being able to take the vest off whilst writing reports but more importantly for health reasons. The external vest allows officers to move lifesaving equipment 4 | P a g e from their duty belts to the external vest to better distribute the 20 to 30 lbs. of weight, thereby improved back and hip health. Unfortunately, there are many instances nationwide where the weight of equipment on duty belts has contributed to career ending back and hip injuries. These external vests are very visible with the Avon Police placards on front and back and are like the vests that many agencies in Colorado and across the nation have moved to for officer comfort and health reasons. In addition, when Sgt. Benson was involved in the aforementioned rescue of a capsized rafter, he was wearing an external vest and was able to unzip it and remove it and throw if from the log that he was on to the shore line. Another safety feature of the external vest. ➢ Avon officers and staff recently participated in our annual department group and individual formal photographs. We also had our annual family dinner where we invite our families that support us day in and day out to partake. We also engaged Code 4 Consulting to provide some resiliency training to assist officers and their families with tools to deal with the trauma and the vicarious trauma that officers deal with and sometimes inadvertently bring home. ➢ Avon Police Officers have been assisting Vail PD with providing extra duty paid security at religious services for both the Chabad and B’nai Jewish communities in Vail. ➢ Avon PD recently participated in the DEA National Drug Take Back program at Walmart in collaboration with Vail PD and the Eagle County Sheriffs Office. ➢ Avon PD has nine veterans on the force- two US Navy, two US Marines and five US Army. We are proud that Avon Police Officer Al Zepeda, a US Navy veteran, Post Commander of VFW Post 10721 and VFW Adjutant Buddy Sims were selected to be members of the All State VFW Commander, and Quartermaster Team. This prestigious selection is attributed to countless hours and accomplishments achieved by our local VFW Mount Holy Cross Post 10721. Our Avon PD veterans have participated in various community veteran’s day education activities to include speaking at local schools. ➢ Avon PD Officers gave a women’s self-defense class through Spanish at the Eagle Village River Mobile Home visitor center. Vanessa Carrillo, a graduate of our Latino Police Academy and the Family Leadership Training Institute organized the class as her Family Leadership Training Institute project and was assisted by Brenda Torres with APD and Town of Avon. ➢ At the annual Town of Avon Staff Picnic, Chief Daly had the honor and privilege to present two very significant awards. He presented the “Avon Police Department Employee of the Year”, to Officer John Mackey. Officer Mackey was chosen by his peers as an employee who has a great can-do attitude, no job is too big or too small, always productive and willing to help. He is humble and works on being the best he can be. Chief Daly also presented the “Avon Police Department Volunteer of the Year” award to Margarite “Maggie” Chavez. Maggie has provided many hours of volunteer time to the Avon Police Department and to the Avon community. She has assisted with National Night Out preparation and execution, with recruitment for the Latino Police Academies and with the Kids, Hoops and Cops basketball program. Mayor Sarah Smith Hymes, Town Manager Eric Heil and Chief Daly were honored to present the following years of service awards to Senior Administrative Services Officer Krista Jaramillo- 20 years, Chief Greg Daly- 10 years, Sgt. Matt Jamison- 10 years, Master Police Officer Mike Lundblade- 20 years, Sgt. Tyler Churches- 5 years, Officer Alfredo Zepeda III- 5 years and Administrative Service Officer Lacey Chon- 5 years. ➢ Avon PD conducted a police bike school for Avon police officers and officers from Eagle PD. ➢ The local Catholic Charities in collaboration with the Law Enforcement Immigrant Alliance conducted an immigrant community survey. Megan Bonta with Catholic Charities shared the following initial 5 | P a g e responses from the survey from respondents who had completed our Latino Police Academy versus those who had not; ❖ I feel safe in Eagle County: General survey response: 4.22, Latino Police Academy (LPA) Participants: 4.52 (+0.3) ❖ My family has a safety plan in case of an emergency: General 2.98, LPA 3.18 (+0.2) ❖ I trust the local law enforcement officers: General 3.97, LPA 4.47 (+0.5) ❖ I have had positive interactions with local law enforcement: General 3.56, LPA 4.53 (+0.97) ❖ I can find resources in the community to help me when I need them: General 3.36, LPA 3.76 (+0.4) ➢ Officer John Mackey and Officer Cody Dunford participated in two separate week-long basic SWAT schools hosted by the Greeley Police Department SWAT Team and the Boulder County SWAT Teams. These were physically demanding weeks teaching the officers about high-risk SWAT operations and providing our patrol officers with some higher-level skills for dealing with those infrequent but high- risk situations that at times occur in our community. John and Cody put in that extra work and effort to be better able to protect our community. ➢ Eighteen (18) of twenty-one (21) Avon Police Officers have completed a 40-hour Criss Intervention Training, a nationally recognized de-escalation course, whilst also increasing officer’s knowledge and sensitivity to mental health crises. CIT training is a department priority for all new police officers. The three (3) who have not completed the training include Recruit Cadet Sandoval currently training in the academy and the two vacant police officer positions. ➢ Chief Daly received the Law Enforcement Executive Certification from the Colorado Association of Chiefs of Police. The certification was presented by association President and Colorado Bureau of Investigation Director John Camper at a council meeting. Community Policing/ Engagement Projects and Involvement: ➢ APD continues to participate in the countywide Law Enforcement Immigration Alliance, furthering relationships with our Latino community. We have been actively involved in the winter children’s coat drive. ➢ APD officers delivered Active shooter response training to employees of the Westin and East West Partners. We have been requested to provide further trainings in December. We also delivered Active Shooter Response training to staff at the Christie Lodge. ➢ APD officers conducted Active shooter response training for Town of Avon employees. ➢ APD officers happily volunteered at the Vail Valley Salvation Army Empty Bowls fundraising event at Battle Mountain High School. APD also participated in the Epic Mountain Express Fill the Van food bank event. ➢ APD officers participated in the Eagle River Presbyterian Church Fall festival in Nottingham Park. ➢ Officer Al Zepeda organized a Tip A Cop fundraising event for Colorado Special Olympics at Blue- Plate Bistro. The event raised over $1,500. 6 | P a g e ➢ Avon Police officers continue to deliver positive police interactions and education to the children at Avon Elementary. Officer Bal Herrera and Officer Colleen Gaspard, our School Resource Officers, will continue to provide classes to students, parents and staff at the Avon Elementary School and will continue to have a great working relationship with Principal, Dana Harrison. Officer Herrera and Officer Gaspard perform school resource duties within their patrol officer shifts as a collateral duty. ➢ APD successfully hosted the 11th Annual Avon Police Citizen’s Academy. We had 19 participants. We hosted the 7th Annual Latino Avon Police Citizen’s Academy with 27 participants. Both academies were hosted in conjunction with other Eagle County Law Enforcement agencies. Students covered the following topics over the seven weeks of both academies: o State of the Police Department & Crime and traffic enforcement in Avon; Crime Scene Investigation (CSI), participants had a hands-on experience investigating a crime scene o Tour of the Colorado Mountain College Glenwood Spring Campus Police Academy / Firearms Training Simulator (FATS); participants were given computer simulations of shoot or don’t shoot situations and were required to react as a police officer in compliance with the use of force policy o Drug Recognition and DUI enforcement; participants learned how to evaluate the sobriety of an individual and perform tests on an intoxicated person o S.W.A.T.; participants learned about the Eagle County Special Operations Unit. Self Defense; participants were taught basic self-defense techniques o Tour of the Eagle County Detention Facility and met with County Judge Fresquez (Citizens academy) and District Judge Dunkelman (Latino academy). o Tour of the Vail Public Safety Communication Center o An evening with firearms instructors at the firing range and graduation ➢ APD continues to participate in the “Paris” task force seeking countywide cross discipline collaborative strategies to further the safety and security of our newborn population. ➢ Pastor Nate and Pastor Michael from Calvary Church continue as our departmental chaplains. They provide both religious and secular counselling to our officers dealing with the stress and trauma of the profession. ➢ Avon PD with our other law enforcement partners have engaged Code 4 Counselling out of Aurora to provide mental health services both from the resiliency and direct counselling services to our officers. They visit for two days per month and provide counselling services to officers throughout Eagle County. These services are currently provided though a state DOLA funded grant. ➢ APD Sgt. Holmstrom participates as a steering committee member for the Treetop Forensic Interview and Child Advocacy center for the 5th Judicial District located in Breckenridge. APD utilizes the resources both at the Riverbridge (Glenwood) and Treetop (Breckenridge) Forensic Interview and Child Advocacy centers. These centers provide a comfortable and welcoming environment where specially trained child forensic interviewers assist Avon PD officers/ detectives with investigations into sex assault and or neglect/abuse of children. 7 | P a g e ➢ APD is a key participant in the Countywide Report Management System upgrade committee. The new RMS system, On Call Records, was launched in late October. This project has been a three-year complex upgrade. We are still working through some latent integration and interface issues. ➢ Chief Daly has been very involved with the introduction of the Hope Center to Eagle County. This program offers crisis response clinicians who co respond with Eagle County Community Paramedics and Avon PD officers to the scene and endeavor to stabilize a mental/behavioral health situation in the home rather than transporting to the emergency room and/or mental health hospital. The first- year operations statistics show a reduction in mental health transports by the Eagle County Paramedic Services by 78%. These patients have been triaged in their own homes, rather than been transported to the emergency department and subsequent transport to a mental health facility. ➢ Chief Daly continues his role as board president for the Speak Up Reach Out Suicide Prevention Coalition. He actively participates in three other mental health committees; the mental health advisory committee to the Eagle County Board of County Commissioners, the advisory committee of the newly formed Eagle Valley Behavioral Health (the vehicle for coordinating and distribution of the Vail Health $60 million commitment and $100 million fundraising over 10 years to improve behavioral health in Eagle County) and the Total Health Alliance. ➢ Chief Daly also serves as the vice president of the county wide 800 MHz radio governance committee, managing the countywide radio system. Some of the Community Policing/ Engagement Projects for remainder of 2019: ➢ Kids, Cops, and Hoops Community Basketball Program ➢ Law enforcement ski patrol on Beaver Creek ➢ Salvation Army basket delivery ➢ Shop with a Cop Crime/Traffic Statistics and Calls for Service Highlights: Avon PD continues to deal with high levels of calls for service (CFS) in 2019. Calls for service can be broken down into dispatch-initiated calls (reactive) and self-initiated calls (proactive) to include directed patrols. The citizen/ resident/ guest generated reactive calls (dispatched calls) are usually 911 calls to the Vail Dispatch Communications Center or non-emergency calls forwarded to the police station. These calls include every reported crime category to include motor vehicle collisions, medical calls needing law response, road rage with a gun, missing child, burglary alarm, theft, shots fired, shoplifting, domestic violence calls, fights/disturbances, trespass, sexual assault, suicide, dead persons, home invasion/ robbery calls to bear calls. The Vail Daily on November 3, 2019 referred to the website, Safewise.com, and its list of Colorado’s safest cities. Although not scientifically validated, Avon is ranked at #39 in the State of Colorado for “safest cities” based on the city violent crime rate (per 1,000) of 3.05 and the city property crime rate of 17.86 (per 1,000). This compares to Vail at #15 on the list with a violent crime rate (per 1,000) of 1.09 8 | P a g e and Property Crime Rate (per 1,000) of 44.78. Avon’s property crime rate is 40% of Vail’s. These rankings were based on the 2017 FBI crime report statistics. The officer proactive (self-initiated) calls include everything from traffic patrol, traffic stops, community orientated policing activities, officer bike patrols, foot patrols, follow up on a case, officer completing a report, a directed (requested) patrol in a neighborhood, vacation watch request, business checks, bar checks and any in progress crime that an officer may witness (usually a disturbance or fight). As of November 1, 2019, APD officers attended to 3,909 dispatched calls YTD. We generated 11,953 self- initiated CFS. The combined CFS total was 15,862. The CFS as at Nov 1, 2018 was 17,462. The reduction in CFS was primarily influenced by the fact we were down six officer positions in the first half of year, from three longer term injuries and three vacant officer positions. We are down three current positions with one officer in training and we are currently hiring two others. We believe that our continued success in keeping lower crime rates in Avon is achieved by high visibility foot/bike/vehicle patrol, high visibility traffic enforcement/stops, passionate community engagement, trust and legitimacy building with our residents and guests. Avon PD Calls for Service (CFS) are broken out into the majorities of categories used by the Vail Public Safety Communications Center (Vail Dispatch). Nature Code 1/1-09/30/18 1/1-09/30/19 OFFICER NEEDS HELP 0 0 UNKNOWN 911 CALL 259 189 ALARM 155 144 ANIMAL COMPLAINT 180 140 ARMED PARTY WITH WEAPON 5 3 ARREST GENERIC 13 8 ASSAULT 51 21 ASSIST 1024 986 ATTEMPT TO LOCATE 39 100 ATTEMPT TO SERVE 67 30 9 | P a g e BAR CHECK 254 152 BEAR CALL 29 25 BICYCLE ACCIDENT 0 1 BIKE PATROL 298 245 BOMB THREAT 1 2 SHIFT BRIEFING 73 76 BURGLARY 6 4 BUSINESS CHECK 64 621 CHAIN LAW 12 7 CIVIL STANDBY / MATTERS 181 227 CONTACT 383 594 CONSTRUCTION INCIDENT 0 0 COMMUNITY ORIENTED POLICING 177 200 DAMAGE 29 28 DEATH 2 1 DIRECTED PATROL 1803 1819 DISTURBANCE 109 100 INTOXICATED PARTY 41 37 DOMESTIC DISTURBANCE 47 53 OFFICER DOWN 1 0 DRUGS 16 12 DRUG TASK 3 2 10 | P a g e FORCE EVIDENCE PROCESSING 73 61 FIGHT 23 13 FINGERPRINTS 8 3 FIRE 63 52 FIREWORKS 7 1 FOUND PROPERTY 73 75 FOLLOW UP 1380 1114 FOOT PATROL 1917 984 FOUND 3 3 FRAUD 37 33 PERSON WITH A GUN 5 3 CBI FIRE ARMS CHECK 0 1 HARASSMENT 73 65 SPRING HIGH WATER FLOW CHECK 1 0 ID CHECK/ DISPUTE 3 5 INTERVIEW 37 38 INVESTIGATIONS 2 0 JUVENILE PROBLEM 32 29 ABDUCTION/KIDNAPPING 1 3 LIQUOR VIOLATION 2 0 SCHOOL LOCK DOWN 1 0 11 | P a g e LOST PROPERTY 122 108 MEDICAL 86 91 MENTAL HEALTH HOLD 3 10 MISSING / OVERDUE PARTY 24 24 MOTOR VEHICLE ACCIDENT 273 301 NEGATIVE CONTACT WITH OFFICER 10 7 NOISE COMPLAINT 132 96 ODOR/SMELL UNKNOWN 2 0 OPEN DOOR / WINDOWS 15 23 ORDINANCE VIOLATION 47 16 PARKING PROBLEM 313 496 PASS CLOSURE 1 1 PATROL / RADAR 1427 907 CRIME PREVENTION 6 9 PRISONER PROCESSING 29 22 PROWLER 3 1 CLEAR / LIST PERSON OR VEHICLE 10 13 CLEAR PERSON OR VEHICLE 7 3 RECOVERED STOLEN PROPERTY / 2 0 12 | P a g e VEHICLE REDDI REPORT 94 85 RELAY 130 152 RESTRAINING ORDER VIOLATION 18 22 ROAD DEBRIS 83 64 ROBBERY 0 1 REPORTS 1253 1005 RUNAWAY 4 1 SECURITY CHECKS 60 68 REGISTERED SEX OFFENDER 9 41 SHOOTING OR SHOTS FIRED 5 2 SKATE / ROLLERBLADE / BIKE COMPLAINTS 1 0 MUD / ROCK / SNOW SLIDE 5 1 SPECIAL ASSIGNMENT / DUTY / PATROL 22 44 SUICIDAL PARTY 48 47 SUSPICIOUS OCCURENCE 372 460 TRAFFIC STOP 1527 1491 TESTING 10 4 THEFT 139 141 TOWED VEHICLE 25 19 13 | P a g e TRAINING 27 26 TRAFFIC COMPLAINT 157 164 TRANSPORT 2 1 TRAVELERS AID 10 7 TRAFFIC CONTROL 29 24 TRESPASSING 56 55 UNKNOWN NATURE 18 23 CRIMINAL INJURY TO PROPERTY 35 24 ABANDONED VEHICLE 20 16 VIN CHECK 31 19 WALK THROUGH 2 1 WELFARE CHECK 51 64 Avon Police Department 2009-2019 Activity Statistics January 1-September 2019* 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019* Total Crimes Reported 786 908 613 667 912 937 740 798 827 551 Group A Crimes 368 440 372 313 388 381 320 313 359 201 Group B Crimes 418 468 241 354 524 556 420 487 468 350 Clearance Rate .43 .48 .59 .44 .40 .50 .49 .43 .51 Total Reports 897 1111 1015 925 912 972 840 901 855 542 Calls for Service 14382 16905 16213 13829 16909 16302 16039 22890 20632 14538 Traffic Accidents 170 161 142 174 148 148 159 159 154 120 Traffic Accidents ETOH/Drug 6 8 7 10 12 8 9 7 7 9 Total Arrests 334 384 450 435 501 509 379 392 392 260 Adult Arrests 291 363 419 413 478 485 358 365 354 241 Juvenile Arrests 43 21 31 21 23 24 21 27 38 19 Felony Arrests 39 71 88 54 50 66 49 53 71 38 14 | P a g e Sexual Offenses 6 12 12 4 10 9 7 11 14 7 Robbery 1 0 0 0 2 1 0 2 0 0 Burglary 28 24 9 11 12 10 13 7 13 1 Larceny 149 160 87 129 159 154 133 109 113 69 Motor Vehicle Theft 9 4 1 4 6 6 9 7 5 7 Assault 48 41 37 36 45 53 47 43 67 34 Arson 0 2 1 1 3 1 0 0 0 0 Forgery/Counterfeiting 9 5 5 4 9 6 8 3 5 4 Fraud 20 17 28 32 27 27 21 27 20 16 Vandalism 54 64 51 72 69 76 64 63 65 31 Weapon Offense 1 3 4 0 6 4 2 4 6 3 Narcotics 41 101 135 15 36 29 15 34 41 22 DUI 78 118 89 105 150 156 100 133 108 76 Liquor Laws 31 25 23 23 16 20 13 14 15 19 Disorderly Conduct 26 30 33 24 19 27 14 20 27 13 Domestic Violence 40 41 38 55 37 30 39 33 43 32 Traffic Stops 2860 4691 4299 3283 4302 3470 2328 2281 1985 1491 Total Traffic Warnings 1811 3101 2523 2371 3275 2599 1706 1620 1561 1178 Written Traffic Warnings 1170 1463 1378 1084 Traffic Summons Speeding Avon Wildridge WBC BL EBC BL Swift I 70 Metcalf Nottingham 782 393 63 15 86 31 7 147 22 19 1192 379 31 2 46 7 6 265 3 17 961 275 16 3 36 6 13 191 1 7 701 118 5 2 9 6 2 85 3 4 820 169 14 4 22 5 2 103 7 7 615 182 7 13 24 14 2 91 18 7 545 244 14 7 11 17 8 169 2 2 508 283 15 6 11 15 4 223 1 5 309 112 5 1 29 8 2 41 1 17 229 82 0 1 7 8 6 49 1 6 Safety Belt 86 410 407 365 316 143 115 46 48 34 Child Safety Seats 8 3 7 1 5 0 0 2 3 2 Criminal Summons Odor Complaints 0 0 0 0 0 0 0 0 0 Animal Control Warnings 33 19 12 10 28 58 151 106 119 144 Animal Control Summonses 9 6 7 11 3 6 13 3 7 15 Wildlife Protection Ordinance (CFS) 23 11 40 3 29 5 37 6 9 6 Wildlife Protection Ordinance Summonses 0 0 2 0 1 5 0 0 0 0 Bear Calls 38 35 131 18 60 26 64 37 49 25 Smoking Violation Summonses 0 0 0 0 0 0 0 0 0 0 Smoking Violation Warnings 0 0 0 0 0 0 0 0 0 0 Group A crimes include: Homicide, Kidnapping/Abduction, Robbery, Assault, Arson, Extortion, Burglary, Larceny/Theft, Motor Vehicle Theft, Counterfeiting, Fraud, Embezzlement, Stolen Property, Vandalism, Drug/Narcotic Offenses, Sex Offenses, Pornography/Obscene, Gambling Offense, Prostitution, Bribery and Weapon Violations. Group B crimes include: Bad Checks, Curfew/Loitering, Disorderly Conduct, DUI, Family Offenses, Liquor Law Violations, Peeping Tom, Runaway and Trespass. 15 | P a g e Traffic Stops As at September 30, 2019, APD conducted 1,491 traffic stops/contacts YTD. On average APD officers’ issue 75% educational/ desired behavioral change warnings versus 25% citations/ summonses from traffic safety enforcement stops. Regarding our traffic stops, only 25.81% of those traffic stops are with persons of Hispanic/Latino ethnicity as compared to a 50% Latino population demographic. We concentrate our traffic safety enforcement activity in those areas with statistically higher levels of traffic accidents to include Avon Road, Nottingham Road, Interstate 70 and Post Boulevard. We also enforce traffic safety in our neighborhoods, particularly when we receive citizens’ complaints/concerns on speeding, stop sign violations or school bus stop sign violations. As an example of highly travelled roads in Avon, for the period 8/12/2019 to 10/14/2019, our traffic calming radar trailer (then located at the 200 Block of Nottingham Road) detected 249,380 vehicles travelling eastbound on Nottingham Road. Ethnic Breakdown of 2018 Traffic Stop Contacts The 2018 ethnic breakdown of our traffic stops to include educational warnings and tickets is as follows: ➢ 25.81% of our traffic stops were with persons of Hispanic ethnicity; 17.48% Hispanic males and 8.33% Hispanic females. This compares with 49% of our census population who report Hispanic heritage. ➢ 45.48% of our traffic stops were with Caucasian males ➢ 22.63% of our traffic stops were with Caucasian females ➢ 2.08% were with African males ➢ .55% was with African American females Avon Police Department Response Times: The Avon Police Department, as part of our annual performance matrix, measures response times for calls for service. These times are documented and calculated through the Vail Public Safety Communications Center. Calls for service are broken into four priorities, which are: Priority 1 & Priority 2: Life or property in immediate threat or just occurred. Units respond immediately, lights and sirens. Priority 3: Normal everyday calls for service, needs to be handled in a timely manner. Priority 4: Non-emergent calls that can be held for a brief period if necessary. The 2018 Annual Benchmark Cities Survey (an annual survey complied by Overland Park Police Department, KS. of 30 cities to include Boulder and Fort Collins) indicated that the average response time for Priority 1/2 emergent responses was 5.42 minutes for the thirty (30) agencies surveyed. Our 2019 year to date average Priority 1/2 response time is 3:36. 16 | P a g e 2017 Priority 1 = 00:01:20 Priority 2 = 00:03:43 Priority 3 = 00:13:45 Priority 4 = 00:09:39 2018 Priority 1 - 00:00:00 Priority 2 - 00:03:07 Priority 3 - 00:14:16 Priority 4 - 00:08:46 2019, Jan 1 to Sept 30 Priority 1 & 2 -00:03:36 Priority 3 - 00:15:50 Priority 4 - 00:11:40 17 | P a g e Drug Task Force GRANITE Activity as at October 10, 2019 (Provided by Task Force Sergeant Justin Dill with Vail PD): GRANITE Gore Range Narcotics Interdiction Team Statistics from Jan 1, 2019 to Oct 10, 2019 Cocaine- 5.89 grams Marijuana- 111.69 grams Heroin- 1,118 grams Methamphetamine- 42.30 grams LSD- 100 doses Psilocybin- 78.06 grams Firearms- 1 Arrests- 15 18 | P a g e 2019 Citizens Academy 2019 Latino Citizens Academy 1 WRITTEN REPORT To: Honorable Mayor Sarah Smith Hymes and Avon Town Council From: Elizabeth Wood, Communications & Marketing Manager Meeting Date: November 12, 2019 Topic: Update on Marketing Activities and Outreach Efforts SUMMARY: This memo is purely informational and intended to give Council an understanding of the Town’s overall marketing activities and the key components that comprise the Town’s public outreach efforts. No action or direction is requested at this time. We would like to schedule a work session with Council in January to review marketing efforts and branding. BACKGROUND: 2016 Strategic Marketing Plan In October 2015, after a competitive solicitation process, Slate Communications was recommended by a staff and citizen interview committee to be retained as the consultant to develop the Town’s first Marketing Plan. The citizen and staff committee agreed to continue as the Steering Committee to oversee the development of the plan. Slate Communications met with the Steering Committee on four separate occasions between January 2016 and May 2016 to present the progress of the developing Marketing Plan and to solicit input. The Marketing Plan was developed in three phases described below: • The first phase of the development process kicked off in January 2016 when Slate Communications came to Avon to gain a better understanding of the Avon community, Town services and opportunities. • The second phase included a detailed audience analysis, key messages, and high-level strategies to address brand activation, civic engagement and marketing of Town services. • Implementing action plans comprised the third phase of the work, and were presented to the Steering Committee in May 2016, at which time the Marketing Plan received a unanimous endorsement from the oversight group. The Strategic Marketing Plan, included as Attachment 1, was formally adopted by Council on May 24, 2016 and it has been used ever since to help identify key audiences, messages, and methods to reach community members and visitors. The overall goals of the plan were the following: • To build an identity for the Town of Avon as THE place to live, work and play, featuring the Town’s and regional year-round recreational opportunities, central commercial and lodging location, cultural offerings, walkability and specialty retail shops and restaurants. 2 • To develop Avon’s reputation as an arts, education and cultural center, highlighted by events at the Performance Pavilion, art at the Main Street Mall and the Avon core, and Walking Mountains Science Center. The timeline of the 2016 Strategic Marketing Plan listed priorities and action items through 2018. Some of the priorities included: • Creation of design standards and templates to create visual consistency and strongly-branded messaging. • Redesign of the Avon.org website to integrate brand standards and key messages. The website was designed to include a stronger emphasis on key information and issues and a focus on community engagement. • Refresh the Town’s social media policies and practice to improve connections and relationships with residents and guests to provide a convenient venue for gathering community input. • Invest in comprehensive special events marketing. Avon Brand Guidelines To accompany the Marketing Plan, Slate Communications developed the Avon Brand Guidelines to ensure that all Town departments use the brand elements consistently. The Avon Brand Guidelines, included as Attachment 2, provide information and tools and set the standards for using the Town logo, typefaces and other design elements in all Town communications. 2018 Marketing Plan Update In 2018, the Marketing Plan was updated by Town staff with new priorities, and a new list of goals and strategies. The overall 2018-2019 goals were: • Increase general name, location and brand recognition of Avon throughout Colorado, specifically on the Front Range and along the I-70 corridor. • Develop recognition of free community events through advertising partnerships with radio, print, digital, television and other media outlets. 2018-2019 priorities included: • Launch DiscoverAvon.org, a brochure website listing Avon recreational amenities, restaurants, hotels and things to do. • Programmatic and digital “Homebase” ads that showcase Avon as a great place to live, work and play in Eagle County and increase name/location recognition. • Expand social media presence through Discover Avon Instagram and Facebook accounts and share tourism-based messaging. • Contract seasonal videographers and photographers to collect video and photo content for website, video montage and social media outlets. • Advertise in tourism-focused locations including radio, Vail Daily print and online, rack cards, posters, e-newsletters, TV8 and on bus interiors and exteriors. Included as Attachment 3 is a compilation of digital ad examples, social media analytics, and events marketing strategies materials for various events during 2018-2019. 3 Social Media The Town of Avon has seven social media channels: • TOA Facebook • TOA Twitter • Avon PD Facebook • Avon Recreation Facebook • Avon Recreation Instagram • Discover Avon Facebook • Discover Avon Instagram Content is posted to each of these channels between 2-5 times per week. Posts to TOA channels are generally information-based and geared towards residents and guests, while posts to Discover Avon channels are more ‘general branding’ in nature and geared toward visitors. Some events marketing includes promoted, or paid posts on Facebook and Instagram. In these instances, a certain geographic area is targeted. Age, gender and interests can also be used to define a specific audience. In addition to targeting Avon and a 50-mile radius (including Summit County), Evergreen is often used as a target location due to its proximity to Denver and Boulder. During a paid Facebook campaign, we receive analytics on both impressions and engagements, as well as Cost Per Engagement. For example, $200 spent on Salute to the USA over 12 days reached 10,736 people, with 982 engagements (photo clicks, event response, comments, shares), at a total cost of $.20 per engagement. As we continue to use paid social media promotions for events marketing, we will be able to measure engagement and event attendance year over year. Social Media Channel Growth 11/1/18 – 11/1/19 TOA Facebook Increased 32% Discover Avon Facebook Increased 31% Avon PD Facebook Increased 22% Avon Recreation Facebook Increased 9% TOA Twitter Increased 9% Discover Avon Instagram Increased 121% Avon Recreation Instagram Increased 65% 2019 Events Marketing In 2019, the Town produced 13 events, including July in January, the Egg Hunt, nine Avon LIVE! concerts, Salute to the USA!, and the Community Picnic. All summer events (June-September) were supported with a digital spend of $7,500 for the entire 2019 events season with the Vail Daily. Additionally, $495 was spent per month (May-October) with Everything Vail Valley for premium placement in their weekly e- newsletter, as well as social media promotion through their channels. Finally, 10 TV8 interviews were conducted from mid-June through August for promotion of the Avon LIVE! concerts, other produced events, and general Town of Avon amenities for a total of $1,800. These videos are shown twice each day and were posted on TV8’s social media channels and shared through our channels. A brief recap of additional marketing efforts for these events, including costs, is provided below: JULY IN JANUARY | January 25, 2019 Item Cost Posters N/A Bridge Banner $280 Creative $504 4 Vail Daily Ads $807 Everything Vail Valley Digital $495 Radio $332 Social Media Promotion $200 TOTAL: $2618 EGG HUNT | April 20, 2019 Item Cost Creative/Posters $65 TOTAL: $65 AVON LIVE! | June 19, 26, July 10, 17, 24, 31, August 14, 21, 28, 2019 Item Cost Creative (ads and development of Avon LIVE! logo) $764 Vail Daily Print $3108 (16 - ¼ page ads) Vail Weekly Print $1755 (9 – full page ads) Radio $4535 (AMT & KZYR) Social Media Promotion $1828 TOTAL: $11,990 SALUTE TO THE USA | July 3, 2019 Item Cost Creative $845 Vail Daily Print $583 (3 – ¼ page ads) Vail Daily Site Takeover 6/28 & 7/1 $350 Vail Weekly Print $195 (1 – full page ad) Radio $750 (AMT & KZYR) Social Media Promotion $400 TV8 Interviews $180 TOTAL: $3,123 COMMUNITY PICNIC | September 19, 2019 Item Cost Posters $100 Social Media Promotion $100 Chalkboard Signs N/A Sandwich Board Signs $315 TOA Newsletter N/A TOTAL: $515 In addition to the 13 Town-produced events described above, Avon hosted Stage 2 of the Colorado Classic on August 23, 2019. Although it does not fall under the category of a Town-produced event, significant efforts were made to communicate road closures and community impacts and to market the event throughout the Vail Valley and beyond. A brief recap of the Town’s Colorado Classic marketing and communications spend is below: STAGE 2 COLORADO CLASSIC | August 23, 2019 5 Item Cost Vail Daily & Weekly Print Ads $1,500 Social Media Promotion $500 Direct Mail to Avon $2,500 Door Hanger Printing & Distribution $1,000 Sandwich Board Signs $1,000 Radio $500 Bridge Banners x 2 $560 TOA Newsletter N/A TOTAL: $7,560 In 2019, the Town utilized Vail Daily’s digital ad channels for the first time for both events and “Homebase” ads. Below is a brief snapshot of the total number of impressions, click through rate, and cost per mille (cost per thousand advertising impressions) from June 13 – September 1, 2019. Other Strategies Birds of Prey Commercial: The Town is developing a Climate Action-based :30 second commercial spot to air at Birds of Prey and on NBC Sports during the Birds of Prey Event. Snow plays a starring role in the spot, with attention to how Avon loves winter and snow, and is committed to climate action and eco- friendly practices. On-Mountain Digital: In 2019, the Town paid Vail Resorts $2,000 to have content on screens around Vail, Beaver Creek and Breckenridge. The content was focused around summer events and activities, Avon Recreation Center and Nottingham Park, and the :15 second spots aired five times per hour on 21 screens for March and April. In 2020, this advertising will be cost prohibitive, as they are charging $1,000/month/mountain or $15,000 for the ski season. 6 Monthly Newsletters: In July 2019, the Town launched a monthly newsletter that is sent to 815 recipients and has an average open rate of 23%. This monthly newsletter has replaced the quarterly Business Outreach Newsletter. Revenue The Town receives $21,000 for exterior bus wrap advertisements. 2020 MARKETING PLAN: The 2020 Marketing Plan includes the following goals and strategies: Goals • Continue to promote general name/location recognition throughout Colorado through tourism- focused advertising. • Expand channels for two-way communication for Avon residents and visitors. • Grow attendance at all Avon events and promote awareness in Eagle and Summit Counties, on the Front Range, and along the I-70 corridor. Strategies • DiscoverAvon.org relaunch: DiscoverAvon.org will receive a facelift in 2020, adding a “Department Header” package to create a more updatable website that matches the brand platform on Avon.org and AvonRec.org. Revised content and photography paired with re-tooled navigation will create an enhanced end-user experience. • Programmatic and Digital Events ads will continue to build awareness around Avon’s 2020 Special Events, recreational opportunities and amenities. • Share information about events, local opportunities and programs through seven social media channels, TOA website, press releases, chalkboard signs and monthly newsletters. • Town Initiatives “Department Header” package will enhance efficiency, functionality, and ease for residents and locals to find information on upcoming and ongoing agenda items, programs, projects and other Town initiatives on the Town’s website. • Town events will continue to be listed in the following locations: o Town of Avon Website o Town of Avon Calendar o Facebook Event o Everything Vail Valley o Vail Valley Partnership o Colorado Tourism Office o Jambase (music) o Bands in Town (music) o Special Events Poster o Town of Avon Events Rack Card o TOA Exterior Bus Wrap o TOA Bus Interior o BC Bus interior o TOA Chalkboards in Nottingham Park, Rec Center and Avon Station ATTACHMENTS: Attachment 1 – 2016 Strategic Marketing Plan Attachment 2 – Avon Brand Guidelines Attachment 3 – 2019 Marketing Examples TOWN OF AVON MARKETING PLAN a MARKETING PLAN MAY 2016 ATTACHMENT 1 TOWN OF AVON MARKETING PLAN HOW TO USE THIS PLAN The Town of Avon Strategic Marketing Plan outlines all the key components needed for successful public outreach efforts. Departments within the Town can access the information within this plan to help them identify key audiences, messages, and methods to reach community members and visitors. Identify the goal and/or product/service to promote from pages two and three. Example: Increase use of Avon’s soft and hard use trails Determine which of Avon’s four key audiences would be most applicable. Example: Singles 123 4 DEVELOPING MARKETING ACTION PLANS Use the Audience Communication & Consumer Behaviors to help determine the best strategies and tactics. Example: >Multitaskers >Want to engage with brands on social media >Use other people’s decisions to help them form their own opinion Choose key messages from the audience profile and tweak to correspond with the goals. Example: Avon is.... >A mountain playground for outdoor adventure >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Vibrant and positive start here RESULTSRe-designed trail map showing all trails in the area and connectivity; integrate key messages; increase distribution to local outdoor gear retailers and restaurants. Use social media to promote the trail use. >Develop a custom hashtag (e.g., #mountainplayground) to increase visibility of posts and encourage others to use when they post content >Post pictures of key audiences using the trails to demonstrate connectivity and easy accessibility to Town ATTACHMENT 1 Page intentionally left blank. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 1. ASSESSMENT ............................................................................ 1 Goals ............................................................................................. 2 Audience Snapshot ...................................................................... 4 Evaluation of Existing Materials ................................................. 6 Marketing Assets ......................................................................... 9 SWOT Analysis ............................................................................ 10 Findings .......................................................................................12 2. BRAND FOUNDATION ...................................................... 15 Key Messages ............................................................................. 16 Audience Profiles ....................................................................... 17 Peer Communities at a Glance ................................................. 24 3. BRAND ACTIVATION .......................................................... 27 Strategies ................................................................................... 28 Tools and Tactics ....................................................................... 30 4. CIVIC ENGAGEMENT ........................................................ 33 Strategies ................................................................................... 34 Tools and Tactics ....................................................................... 36 Social Media ............................................................................... 38 5. MARKETING ............................................................................. 45 Overall Strategies ....................................................................... 46 Tools and Tactics ....................................................................... 48 Department Action Items .......................................................... 51 6. IMPLEMENTATION .............................................................. 57 Executive Summary .................................................................... 58 Implementation Chart ............................................................... 66 Advertising Opportunities ......................................................... 70 7. APPENDIX ................................................................................. 71 City of Fort Collins Social Media Policy ..................................... 72 CONTENTS Undaunted, inclusive and dynamic. Avon is a mountain community with a story to tell. This is how to tell it. Marketing plan provided by: ATTACHMENT 1 Page intentionally left blank. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 1TOWN OF AVON MARKETING PLAN a ASSESSMENT ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 2 Avon Recreation Center Increase revenue through membership sales, daily passes, and class participation (fees), for both locals and tourists. This includes youth and adult programs, fitness classes, summer/winter programming, and facility memberships, which includes an indoor pool, weight training, cardiovascular exercise equipment, yoga, spin and aerobic spaces. Avon Fleet Maintenance Shop Increase third party vehicle service appointments for governmental and nonprofit agencies and fill the 10% private sector allowance. Avon’s Free-to-Rider Year-Round Transit Services and Free Public Parking >Increase transit ridership by locals and tourists. >Ensure locals and tourists know where free Town parking is available and ultimately use the parking. Avon’s Soft and Hard Multi-Use Trails >Awareness of trail locations and types, parking and regulations. >Promote trails as a tourist amenity where a vacation in Avon can be built around the interests of biking and hiking. >Improve understanding of connectivity between trails, transit, and pedestrian corridors. 1. To build an identity for the Town of Avon as THE place to live, work and play, featuring the Town’s and region’s year-round recreational opportunities, central commercial and lodging location, cultural offerings, walkability and specialty retail shops and restaurants. 2. To develop Avon’s reputation as an arts, education and cultural center, highlighted by the events at the Performance Pavilion, art at the Main Street Mall and the Avon core, and Walking Mountains Science Center. GOALS OBJECTIVES OVERALL GOALS ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 3 Harry A. Nottingham Park Increase awareness of offerings, including but not limited to, volleyball, beach, playground, disc golf, winter ice rink, general picnic and play areas. Main Street Mall and Possibilities Plaza >Raise awareness of bronze art and murals. >Promote as a place to relax and enjoy vendor cart offerings. >Encourage the community to book events such as an arts fair or farmers’ market as a private producer/entrepreneur. >Promote the potential to own and operate a vendor cart. Performance Pavilion at Harry A. Nottingham Park >Promote the opportunity to book events such as weddings, corporate events, etc. >Encourage independent producers to produce single or multi-day events. Avon’s Direct Production of Salute to the USA >Retain prominence and awareness of the annual event on July 3rd, from 5:00 – 10:00 pm, which attracts approximately 20,000 guests. Avon’s Funded Special Events & Festivals Produced by Independent Producers >Identify the appropriate role for the Town of Avon, as a municipality, in promotion and activation of an event, beyond calendar listing. Public Information, Communication, Civic Engagement >Ensure current and timely information about upcoming discussions and actions by the Council, Planning & Zoning Commission and Avon Recreational Trails Advisory Group. >Communicate current Town work and operations. >Provide oppor tunities for citizens to engage when at meetings or when not attending meetings. >Eliminate the ability for any Town business or local citizen “to not know what is going on in Town.” Avon as a place to live, work and/or retire >Interface with Vail Valley Partnership and Vail Leadership Institute to promote the business friendly nature of Avon and business assistance; economic development programs and information. >Ensure the comprehensive message that Avon is an important location in the Vail Valley and at the base of Beaver Creek Resort per the Town’s Brand Platform. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 4 AUDIENCE SNAPSHOT 86% of population rated the overall quality of life in Avon as “high” 38% of population rated the overall quality of life in Avon as “excellent” 31 Average Age $83,700 Median Household Income YEAR-ROUND RESIDENTS PART-TIME RESIDENTS VISITORS >6,500 year-round residents >62% of population are full time residents >Want Avon to be a balance of an upscale resort town and a focus on local families and workers >More concerned about parking spaces in commercial areas and creating affordable housing than part-time residents >3,500 part-time residents >28% of population are part-time residents >68% work outside of Avon and 30% are not in the workforce or retired >Part-time residents more in favor of developing with a greater focus on creating an upscale resort town >More likely to be satisfied with Recreation Center facilities and programs, and the free bus service than full-time residents >25–54 >$100K+ household income >Expanded family composition >Female skew Winter Visitors >Skews a bit older (35-70) and a bit higher household income ($150+ or more) >Top geographic markets mirror the non-stop flight markets into Eagle County Airport (Source: Town of Avon 2015 Community Survey) ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 5 Direct Mail 29% HOW RESIDENTS RECEIVE TOWN INFORMATION Top ways full-time and part-time residents prefer to receive Town information: Newspaper 51% Email Blast 47% Town Website 36% Social Media 17% (Source: Town of Avon 2015 Community Survey) ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 6 EVALUATION OF EXISTING MATERIALS PRINTED MATERIALS 4 Overall, the tone of printed materials is friendly but still professional, which goes well with Avon’s brand voice. 4 Materials seem to provide some similar messages, however they could be more coordinated with the use of the new brand messages. 4 Most of these pieces serve an important purpose, however their value could be increased with better design that makes the information easier to read. 4 There is very little visual consistency among materials. Most use the new Avon logo, otherwise the materials have no common design elements. 4 The quality of graphic design varies among these materials. Some event materials are well designed and easy to understand, while some banners are colorful but difficult to read over busy backgrounds. Other materials such as the transit and trail brochures contain low quality design, which makes the material difficult to read and understand. TOWN OF AVON WEBSITE General Observations 4 Low quality images in some areas. 4 The Departments top navigation menu is very long, making it difficult to navigate. Other top menus are fine in length. 4 Good bread crumb trail to help navigate menus with multiple layers. 4 Light blue side bar menus with white text can be difficult to read and there are some departments where these menus are too long or have too many layers. 4 Social media accounts for Recreation and Police Department not easy to find on the website. 4 Discover Avon page has great content, however there are some side navigation links that seem unnecessary or should belong with a different page. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 7 TOWN OF AVON WEBSITE (continued) Homepage 4 The current homepage doesn’t reflect the brand well or showcase what makes Avon special. 4 It doesn’t showcase important information well. The rotating images on the bottom corner move quickly and there’s no ability to pause them or navigate between them if a user wanted to click on one. 4 Background images used on pages other than homepage seem better quality and more appealing than the fireworks on the homepage. 4 Rotating images underneath primary image are inconsistent in size and quality. Parks & Recreation Pages 4 Overall, the content on the main page is good and informative, however it could be spruced up and made more concise. 4 Recreation registration is still done by submitting printed forms. It may be helpful to consider implementing an online registration system. Transit Page 4 There are currently no sub-menus within the Transit page and the main page contains a lot of information. It may be helpful to create new pages to house the content currently at the bottom of the Transit page. This would make the information easier to find. 4 No route maps are available on this page, only the time tables. Fleet Maintenance Page 4 Very little information is displayed about this department. The main page should include more content or new department pages should be added. 4 Almost no information is given about what the department offers to outside agencies and how an agency can become a customer. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 8 SOCIAL MEDIA Town of Avon Facebook – 1,100 Likes 4 Posts are informational, however these posts don’t foster much citizen engagement. 4 There is an opportunity to share more good news or personality-showing posts. 4 Currently sharing fun or scenic images and videos from Beaver Creek and other places. This is great, however Avon needs to generate its own content like this. 4 Share more pictures and human-interest stories to increase engagement. Police Department Facebook – 863 Likes 4 Has not changed the profile picture to the new Avon logo. 4 This page gets more follower engagement than the Town even though they have similar number of followers. 4 Posts are informational, but tend to have a more human tone. 4 Shares a good amount of pictures and stories about the department. Recreation Facebook – 1,115 Likes 4 This page also has low follower engagement. 4 Posts are typically just information. 4 Shares some images of flyers, however these flyers can be difficult to read after the size has been adjusted to fit Facebook’s specifications. 4 This department sometimes posts multiple times a day, which may hinder the reach of its posts. Unless there is urgent information to share, it’s best to post once a day or less as to not monopolize the News Feeds of the page’s followers. Town of Avon Twitter – 681 Followers 4 Similar to Facebook, post are mostly informational and could have a friendlier tone. 4 Not many images or pictures are shared through this platform. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 9 MARKETING ASSETS >Digital displays at entrance of the Town >Space on side of buses and other Town fleet vehicles >Streetlight banners >Lifestyle banners >Bridge banner >Wayfinding and trail signage >Stage banners >Variable message boards >Harry A. Nottingham Park >Email database >Town clothing >Council chambers >Town facilities >Three video screens >Outside banners >Lots of space in inside lobby >Email databases & e-newsletters (although not currently being used) >Vail Daily ads >Local radio >Beaver Creek weekly newsletter to residents >Beaver Creek bus ads >Walking Mountain Science Center >Vail Valley Leadership Institute >Vail Centre GENERAL TOWN ASSETS RECREATION CENTER EXTERNAL RESOURCES ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 10 SWOT ANALYSIS STRENGTHS WEAKNESSES OPPORTUNITIES >Strong brand platform, story and logo >Based on the latest Citizen Survey, residents are overall very satisfied with the Town and the services it provides >Events coming to the area >Large email databases available >Good relationship with Beaver Creek and Vail Resorts >Parking available >Avon brand not being used by all departments >Limited translated materials for Spanish-speaking residents >Fleet doing limited marketing, even to existing customers >Lack of connectivity and limited information on how to connect to neighboring communities through trails, transit, etc. >Departments talk with concierges and other visitor services on their own >Transit fleet not updated to reflect new brand >Website redesign planned >Creating a strategy for using the Vail Daily ad space >Creating a solid sub-brand and unique tools for Recreation >Creating strong engagement-focused social media presence for the Town and departments that need their own pages, such as Recreation >Partnering with schools for some programs and promotions >Usage of video screens in Town facilities >Build partnerships for Fleet business >Use data to tell Avon’s story >Create a Chamber of Commerce or cohesive business community group >Assist in the marketing of events coming to Avon ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 11 OPPORTUNITIES (continued) THREATS >Increase public engagement >Lake and river recreation unlike any in Colorado’s mountain towns >Limited budget to create new materials >Town has many part-time and transient residents – not all residents are there year-round >Privately owned property along Main Mall limits Town’s ability to create a lively, high quality experience >Occasional lack of capacity at Harry A. Nottingham Park and in local hotels due to popular events ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 12 FINDINGS Avon is a Brand Story without a Platform The basis of the Avon brand is well developed, but Avon lacks the tools to completely integrate the brand into all communication and marketing. Without key messages, design standards and templates, Town departments are left to create their own interpretations of the brand, which in turn creates visual inconsistency and diluted messaging. This is particularly problematic for Recreation and Transit as they try to market their services while also supporting the Town brand. Engagement = Good Government While residents truly enjoy living in Avon, the Town struggles to turn that affinity into engagement. The Town is finding recent success in meeting people where they are by hosting meetings in hyper local locations. However, building engagement on a smaller level, such as social media, interactive displays, etc., can be leveraged to address major Town issues. Leveraging the Hill While the Town has a very strong relationship with Beaver Creek Resort, marketing and communication partnerships are lacking. Continued discussions about future marketing strategies and partnerships could help leverage the million-plus visitors to the area. Events Represent the Brand Town of Avon sponsored events play a critical role in defining who you are as a community. The processes determining funding, success, and renewals are clearly defined. There is an expectation that individual event organizers promote their own products, and there is also opportunity for Avon to collectively market the entire assortment of events (music, art, culture, outdoors) as a living embodiment of the Avon brand. The Vibe Matters Avon’s brand is authentic. The community is truly a balance of a resort town and a community that supports local families and workers. There is great pride among residents in being a community first and a place to visit second. Lack of Connectivity It’s not difficult to link Avon to Beaver Creek and Vail. Yet marketing materials for transit and trails don’t clearly explain how those connections work. Further, it’s difficult to determine the best way to access different parts of the Avon community – a clearer link between restaurants, trail heads and transit stops via sidewalks, trails, and transit would prove beneficial to boosting transit ridership and marketing trails. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 13 Potential for Department Cooperation There are specific tools that many – if not all – Town of Avon departments use (or would like to use), yet the coordination of these investments is lacking. For example, there is opportunity to pool resources to better leverage Vail Daily ads, or to develop a formal outreach program to area concierges/visitor services so that each department does not carry that burden individually. Leading the Data-driven Charge As an organization, the Town of Avon has made critical decisions about operations and investments based on data. There is an opportunity to better highlight this practical approach to continue to bolster the Town’s reputation among residents. Data-driven decision making boosts credibility and helps the community understand and engage in Town issues. New Partnerships with the Business Community The Town has created a truly valuable partnership with area businesses to gauge the success of special events. However, without a formal business group representing Avon enterprise, additional coordination is difficult. This includes investigating public/private partnerships as they relate to fleet services and could also include marketing and promotional partnerships. Avon loves its restaurants – and decks – and there is opportunity to leverage this passion. Burgeoning Arts and Education While a high priority for the marketing strategy, Avon’s arts and educational assets are still growing. It will require a strategic and deliberate effort to highlight these elements in addition to Avon’s natural beauty and outdoor activity. ATTACHMENT 1 Page intentionally left blank. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 15TOWN OF AVON MARKETING PLAN b ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 16 KEY MESSAGES VALUE PROPOSITION: Community benefits that are relevant, unique, compelling, and believable >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience > Packed with family-friendly activities; a day of vacation away from your vacation AVON IS: PROMISE: Long-term commitments a community makes to their residents >Creating a safe and inclusive community for residents and visitors >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Forward-thinking, data-driven, and engaging local government, which is actively building the community residents want AVON IS: PERSONALITY: A set of human characteristics associated with a community >Light hearted and good humored > Vibrant and positive >Smart, yet down-to-earth and inclusive AVON IS: POSITION: How the community is perceived in the context of competitive alternatives >Unpretentious Rocky Mountain resort community > A mountain playground for outdoor adventure >Accessible and participatory arts and education activities for all AVON IS: THE BOTTOM LINE: Your core message An undaunted, inclusive, dynamic resort communityAVON IS: ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 17 AUDIENCE PROFILES FULL-TIME RESIDENTS: FAMILIES 58% of Avon households are families 58% of Avon kids 3 and older are in elementary school (1-8) Moms remain the major household purchasing decision maker in about 80% of families 46% identify as Hispanic or Latino 40% Spanish speaking 22% speak Spanish less than “very well” Key Messages from Brand Platform: >Unpretentious Rocky Mountain resort community >Accessible and participatory arts and education activities for all >Vibrant and positive >Creating a safe and inclusive community for residents and visitors >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Forward-thinking, data-driven, and engaging local government, which is actively building the community residents want >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Packed with family-friendly activities; a day of vacation away from your vacation MARKETING TO FAMILIES (GENERAL) Strategies for Reaching Families: >Know the parenting groups you’re speaking with. Different generations of parents are in different stages of parenthood and have different needs. >Talk with your parents, not at them. >Position yourself as a partner and resource in their eyes, rather just another organization throwing information at them. >Find a way to join their social circle, as this is where parents interact and spread information with one another. (Sources: The Parent Trap: Marketing to Parents; Marketing to Parents) (Source: American Community Survey; Child’s Play Communications) ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 18 Characteristics:Communication & Consumer Behavior: >Immediate and extended family >Culture and heritage >Building relationships >Integrity and respect >Social: enjoy spending time with family and friends >Tend to place less of an importance on time >Traditional views on gender roles >Event-driven >Enjoy sports >Prefer to speak in Spanish when possible >Tech savvy: 60% of Latino households own at least one video and Internet enabled cell phone, compared to 43% of the general market >Hispanics are more likely to download apps, chat, stream videos, listen to music and play games than non-Hispanics >Families tend to shop together >Relationship-oriented and less transactional Mom’s Values:Characteristics:Communication & Consumer Behavior: >Family >Healthy lifestyle and fitness >Marriage and relationships >Life balance >Authenticity >Busy and always on the run >Experts at multitasking >Being a mom isn’t the only thing that defines moms >Enjoy helping others and contributing to causes >Extremely social >More likely than past generations of moms to provide opinions and recommendations >Highly engaged on social media, as it makes sharing easier and more efficient >70% of moms own a smart phone, compared to 60% of the general market >Look for convenience, and make many of their purchases online >Expects real, authentic connections with and from brands MARKETING TO MOMS MARKETING TO SPANISH-SPEAKING FAMILIES According to a 2013 study conducted by Child’s Play Communications, moms remain the main household purchasing decision maker in about 80% of families. Moms are also responsible for the majority of individual household decisions - about two-thirds. Dads continue to dominate decision making in what might be considered traditionally “male” categories. However, moms dominate purchasing decisions for children’s products. (Sources: Building Our Understanding: Culture Insights Communicating with Hispanic/Latinos; Understanding the Hispanic/Latino Culture) (Sources: The Millennial Generation Becomes Parents; Social Moms: Demographic and Psychographic Profile; The New Female Consumer: The Rise of the Real Mom) Values: ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 19 SINGLE ADULTS 46% of adult males have never married, 35% of women Avon population skews male at 60% Key Messages from Brand Platform: >Unpretentious Rocky Mountain resort community >A mountain playground for outdoor adventure >Light hearted and good humored >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Genuine people who are proud of their local community and welcoming to visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience Marketing to Singles: >Don’t assume all singles fall into the 18-24 age group. Never-married single people ages 25 to 34 now outnumber the married crowd by 46% to 45%, a stark reversal from just a decade ago >Focus on fun! Work toward making your products and services look as fun as it can. Bonus points if it’s something they can share with friends or use to meet new people >Highlight ways to lighten the burden and focus on simplicity >Sell the experience, not the product Values:Characteristics: > Education > Collaboration > Work-life balance > Wellness > Always looking for an adventure > Highly values-driven > Strong sense of community > Confident & optimistic (Source: American Community Survey) ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 20 VISITORS 25-54 years old $100K+ household income Expanded family composition Female skew Skews a bit older (35-70) and a bit higher household income ($150+ or more) Top geographic markets mirror the non-stop flight markets into EGE VISITOR SNAPSHOT WINTER VISITORS (Source: Longwoods International) Communication & Consumer Behavior: All Male Female >Digital natives and prefer to receive information electronically >Multitaskers >Get most news from television and the Internet >Value authenticity >Want to engage with brands on social media >Brand loyal >Use other people’s decisions to help them form their own opinion >Tone: Action-oriented and competitive >Humor: Slapstick, edgy and sarcastic >Technology: Look at practicality >Use other people’s opinions to help make their own decision >Tone: High-energy, relate to an aspirational approach and role models >Humor: Silly, off beat and non-mean spirited >Technology: Interested in “look what it can do” abilities (Sources: 2015 is the Year of the Millennial Customer: 5 Key Traits These 80 Million Consumers Share 10 New Findings About the Millennial Consumer; Millennials Coming of Age; Tips for Targeting Millennials by Gender) ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 21 Characteristics:Communication & Consumer Behavior: >Summer visitors are more value based than winter visitors >Highly educated >Affluent >Summer visitors often drive up from the Front Range whereas winter visitors are more likely to fly – the length of stay is shorter for summer visitors than winter visitors >Ski trips prove to be the most valuable among the marketable trip segments in Colorado; on average, ski trip spending is $1,152 per capita >Colorado skiers were above the national average in terms of their use of smart phones both before and during travel Values: Key Messages from Brand Platform: >Unpretentious Rocky Mountain resort community >A mountain playground for outdoor adventure >Accessible and participatory arts and education activities for all >Vibrant and positive >Creating a safe and inclusive community for residents and visitors >Connecting neighborhoods and people with nature through trails, parks and educational opportunities >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience >Packed with family-friendly activities; a day of vacation away from your vacation Marketing to Visitors: >Invest in community signage and physical branding as many visitors need to travel through Avon to get to their resort destination >Leverage Avon’s proximity to world-class skiing >Go electronic. Colorado visitors are more likely to use the internet when planning their vacations (both in advance and while a their destination) and are also more likely to use a mobile device >Focus on the complete mountain experience. Visitors categorized as Colorado’s “Outdoor Market” listed hiking/ backpacking (48%), camping (40%), visiting a national/state park (27%), and fishing (23%) as the most popular activities ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 22 Retail hub of the Vail Valley Arts, entertainment and recreation, and accommodation and food services most common industries for employment Most common industries in 2013: >Overall: »Construction (22%) »Accommodation and food services (22%) >Males: »Construction (31%) »Accommodation and food services (16%) >Females : »Accommodation and food services (33%) »Health care and social assistance (13%) »Retail trade (10%) Most common occupations in 2013: >Males: »Construction and extraction occupations (30%) »Sales and related occupations (13%) »Building and grounds cleaning and maintenance occupations (11%) >Females : »Office and administrative support occupations (23%) »Food preparation and service related occupations (12%) »Building and grounds cleaning and maintenance occupations (11%) »Personal care and service occupations (11%) »Education, training and library occupations (11%) BUSINESSES TOWN OF AVON – BUSINESS SUMMARY Business Snapshot: >Unpretentious Rocky Mountain resort community >Vibrant and positive >Smart, yet down-to-earth and inclusive >Creating a safe and inclusive community for year-round residents and visitors >Forward-thinking, data-driven, and engaging local government, which is actively building the community residents want >Genuine people who are proud of their local community and welcoming to visitors >The best of all worlds: a balance of art and adventure, recreation and dining, families and visitors >Closely connected to Beaver Creek and Vail, providing a hassle-free experience ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 23 The Town of Avon is home to approximately 300 businesses: >42% Service related >18% Other >11% Restaurant/bar >8% Sporting goods retail/rental >7% Misc. retail >6% Home/garden >3% Banks >3% Grocery, specialty, health >1% Liquor stores >1% Accommodations Top Employers in 2014 (Number of Employees): >Westin Riverfront Resort & Spa (270) >Wal-Mart (260) >Home Depot (222) >Maya, Mexican Kitchen (150) >City Market (125) >Eagle River Water & Sanitation (99) >Town of Avon (79) >Sheraton Mountain Vista (79) >Christie Lodge (79) >Montana’s Bar & Grill (25) Based on these top 10 employers, and the number of employees these have, we can conclude that the majority of businesses in Avon have 25 employees or less. (Sources: City Data, Avon Business Directory, 2014 Avon Comprehensive Annual Financial Report) TOWN OF AVON – BUSINESS SUMMARY (continued) ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 24 EMERGING VALLEY COMMUNITIES COMPARISON The Town of Gypsum does have a brand and utilizes it fairly well, especially on its website’s homepage. The content greatly emphasizes Gypsum as a healthy, active community as well as a great place to live and do business. The Town has a well developed tagline and identity, which is described as follows on the homepage: “Live, Work, Play and Be Healthy.” That’s our motto in Gypsum, and we live every word of it. It’s a quality of life we are proudly committed to serving and protecting with strong leadership that has an eye on opportunities for business, recreation and our children. We’re located at the west end of Eagle County, just 30 minutes from Beaver Creek and 45 from Vail. We don’t get as much snow as they do which means there’s more to do here in spring and fall. Some folks have been here a long time, some are new, but everyone welcomes you to playful, healthy Gypsum! The website design looks new and is easy to use. It also reflects the Town and the Town’s brand well. However, for their printed materials and reports, it seems like they’re still trying to figure out how to properly use the brand. Many of their 2015 materials could have a higher quality of graphic design. The Town utilizes both Facebook and Twitter. Their Twitter following is fairly low, but they appear to generate a good amount of Twitter engagement despite the low number of followers. They have a stronger following on Facebook and are receiving high engagement on this platform. The Town also posts more frequently on Facebook than on Twitter, with about one post every day or two. In terms of design, the Town of Eagle seems to be using their brand fairly well. They have some brand colors and fonts that are used consistently throughout their website. However, the Town seems to be lacking a brand identity and messages. The website’s homepage tells very little about the community, with simply a large picture before going into resident resources and news. There also isn’t an “About” page where the Town’s brand could be showcased. Regarding social media, the Town utilizes Facebook and Twitter postings on both platforms several times a week. The Facebook page has a strong following that is providing some engagement. However, the Twitter page has fewer followers and posts are receiving no engagement. Twitter messages aren’t very strong and no images have been posted here. This page also looks disconnected from other Town communication outlets as the logo is not in the profile picture and doesn’t have any description or links back to the main webpage. TOWN OF GYPSUM TOWN OF EAGLE ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 25 The Town of Vail describes itself as “North America’s Premier International Mountain Resort Community”, and emphasizes that its open space, free transit, environmentally-sensitive services, and recreational, cultural and educational opportunities make Vail a great place to live and visit. It also describes how the community has evolved to be more than just a ski resort. The Town of Vail’s website design reinforces its brand promise by showcasing many photos of Vail’s beautiful scenery as well as real people partaking in various types of recreation activities. The Town also publicizes the major events going on in Vail with a “Signature Events” webpage, listing these events by season. A special website has also been set up by the Town for a Master Events Calendar, so users can easily see everything going on in the community. The Town of Vail’s main presence on social media is through Twitter, where the Town posts at least once a day mostly with informational updates and other Town news. The Town also has Twitter accounts for Town Council, the Public Library, the Fire Department, and the Police. All accounts seem to be receiving medium rates of engagement. The Town does not have its own Facebook account, however there are pages for the Library, Fire and Police departments, all of which have fairly strong followings. TOWN OF VAIL ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 26 The Town of Breckenridge describes itself as a small town with big town amenities. It encourages residents and visitors to participate in the many activities that the Town has to offer besides skiing. On its “Living in Breckenridge” webpage, it’s mentioned that “Locals always say, ‘I came for the winters but stayed for the summers,’” showing that there’s plenty to do in Breckenridge no matter what season it is. The Town of Breckenridge mission statement is as follows: The Town of Breckenridge protects, maintains, and enhances our send of community, historical heritage and alpine environment. We provide leadership and encourage citizen involvement. The Town also has several key areas that are a part of its vision to be a cohesive and diverse community: >Community character >Economic viability/ sustainability >Natural resources >Transportation >Housing >Cultural resources >Recreational resources >Education, government, institutions >Population >The built environment The Town’s website design is a bit outdated and could benefit from a redesign to enhance the user’s experience on the site and to support the Town’s brand. The Town has some high-quality photos in its online Photo Gallery that showcase many of the different cultural attractions and recreational opportunities, however more of these photos could be used throughout the site. The Town’s Recreation section of the website is one area where the brand platform is well represented and common messaging is used. The introduction to the Recreation page emphasizes the large variety of recreation options as it says, “Whatever recreation means to you, you’ll find it here in Breckenridge.” The Town has a strong following and presence on Facebook and Twitter. It posts on both of these platforms at least once a day with information about upcoming events and other Town news, pictures from Town activities, articles related to the Town, etc. They also frequently share or retweet information or photos posted by other organizations or individuals that are related to the Town. The Town may utilize other social media platforms as well, however those accounts could not be easily found on the website. TOWN OF BRECKENRIDGE ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 27TOWN OF AVON MARKETING PLAN c ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 28 STRATEGIES Develop brand guidelines and key messages to give staff and vendors the tools necessary to implement brand elements. While the Town currently has logo guidelines and basic direction for using the brand, more specific guidelines will make it easier for staff to put the brand into practice. Sub, or complementary, brand standards for Recreation and Transit will also help these departments establish a more individualized image while still supporting the overall Town brand. Update all Town communication and marketing materials to meet brand standards to further consistent use of established brand messaging and elements. A comprehensive audit of materials across the organization reveals that there are still pockets where the new brand has not been implemented. Developing an organization-wide implementation schedule and budget for the remaining items that require transition will help move the initiative forward and establish accountability. Leverage Avon event attendees to promote future events and activities. They say it’s easier to keep a customer than to go find a new one! Marketing to event attendees and encouraging them to return at a later date allows Avon to cross promote activities to targeted audiences. Leverage special events to tell your brand story by investing in comprehensive event promotions (not individual event marketing). The variety and type of events Avon supports paints a comprehensive picture of the Town’s unique qualities. Materials and campaigns that show the panorama of events in one comprehensive package reinforces Avon’s image as a Town for outdoor recreation, music and arts. Develop suggestions for event organizers to follow when marketing individual events. Event organizers are spending significant money to promote their individual events. Establishing suggested brand elements to include in promotional efforts (logo, link on the website, imagery, etc.) allows Avon to further build your identity and reach markets/ audiences that may be inaccessible otherwise. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 29 Continue partnership discussions with Valley destinations. Continuing conversations about partnership and collaboration with Vail and Beaver Creek could result in additional opportunities to promote Avon and build brand awareness. Develop comprehensive wayfinding and community signage program. The physical embodiment of a brand often begins with what a person sees upon entering the community. While Avon has smartly invested in “lifestyle banners,” further opportunity exists for a more comprehensive wayfinding and community signage program. Incorporate art into standard outdoor assets. Each outdoor asset (river put-in’s and take-out’s, Nottingham Lake, trail heads) provides an opportunity to inform users that Avon is also a town for arts, culture, and education. Interpretive signage, art installations, or simply promotional materials at these locations broaden the user’s awareness of all Avon has to offer. Centralize brand implementation and develop staff resources to create buy-in for the brand initiative and problem solve barriers for use. Sometimes brand implementation stalls because there isn’t buy-in from those expected to champion its cause; sometimes there are legitimate barriers to making a brand come to life. Regardless of the circumstances, empower one person and/or department to identify and overcome obstacles to maximize brand implementation. Partner with key businesses and outside organizations to empower them to tell your story on your behalf. Potential touch points are everywhere! Resourcing those entities that often interact with visitors, residents and businesses will further the Town’s reach. From Realtors to hotels, restaurants to healthcare providers, airport transit to schools, creating partnerships will reveal additional opportunities to share the Avon brand. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 30 TOOLS AND TACTICS Develop brand guidelines and key messages to give staff and vendors the tools necessary to implement brand elements. >Develop brand guidelines >Distribute appropriate logos and other files to staff members >Create toolkit to be sent to vendors with files, design requirements and brand messages >Develop Town of Avon overview brochure for general distribution Update all Town communication and marketing materials to meet brand standards to further consistent use of established brand messaging and elements. >Create comprehensive implementation timeline to keep brand activation on track >Redesign website to better reflect Avon brand >Redesign Vail Daily ad template >Create e-newsletter templates >Develop apparel standards >Design new graphics for fleet vehicles >Develop facility signage Leverage special events to tell your brand story by investing in comprehensive event promotions (not individual event marketing). >Develop seasonal event rack cards with a list of all upcoming events in Avon >Design special wraps for Town vehicles that showcase upcoming Avon events >Develop suggestions for event organizers to follow when marketing the Town sponsored events. This toolkit can include logos, a link on the website, imagery, etc. The Town should continue to require event organizers to provide family-friendly activities and include provision of space for a Town display booth at each event >Redesign special events page on avon.org to provide a more visual and comprehensive picture of coming events >Dedicate a page on the avon.org website for each event to promote timely activities, specials, and promotions ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 31 Centralize brand implementation and develop staff resources to create buy-in for the brand initiative and problem solve barriers for use. >Develop toolkit to be distributed to staff about the brand and how they can help implement >Designate a single point of contact for brand resources and questions Leverage Avon event attendees to promote future events and activities. >Host a Town of Avon booth with marketing and informational materials at local events including, but not limited to: »CoverRock Tribute Music Festival, June 25-26 »Salute to the USA, July 3 »Dancing in the Park!, July 29 »Avon LIVE! Summer Concert Series, August 3, 10, 17 and 24 (choose 2 dates) »Man of the Cliff, October 10-11 Continue partnership discussions with Valley resort destinations. >Organize regularly scheduled collaboration meetings to discuss upcoming events and opportunities for collaboration >Share Avon promotional materials and event calendars Develop comprehensive wayfinding and community signage program. >Evaluate current signage stock >Design gateway signage that reflects community and brand Incorporate art into standard outdoor assets. >Redesign trailhead signage to cross-promote Main Street Mall and Possibilities Plaza or other art assets >Host photo contests and showcase winning images in outdoor displays near Town facilities Partner with key businesses and outside organizations to empower them to tell your story on your behalf. >Develop overview brochure with a snapshot of Avon that can be distributed to realtors, hotels, associations, employers, healthcare providers, relocation agencies, etc. >Partner with transportation companies that provide transit to and from the airport. Arm them with an Avon visitor’s guide or brochure >Host local business luncheon to talk about the state of Avon and tell the story of Avon, which businesses can then share and emulate ATTACHMENT 1 Page intentionally left blank. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 33TOWN OF AVON MARKETING PLAN d ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 34 STRATEGIES Meet people where they are. Plain and simple, people are busy. Engaging in local government doesn’t often rise to the top of their priority list. Making engagement easy is a critical strategy to success. Leveraging Town facilities (Recreation Center, Town Hall) and parks to install stand alone interactive displays is a great way to gather feedback in a manner that’s convenient for your residents. Similarly, people are spending a significant of time online; on average 1:25 hours on a smartphone and 1:06 hours on the Internet/PC. Improving opportunities for engagement through mediums such as the website, social media, and texting campaigns will provide interaction through the tools people are already using. Encourage Town Council members to increase visibility and accessibility as well as resource Council with relevant information to share with the community. Town Council members are excellent conduits to the community. In addition to providing passive methods for connections (e-mails, submitting online forms, etc.), Town Council has the opportunity to invest in more personal and strategic appearances. Whether manning Town booths at community events or organizing informal coffee chats with constituents, Council can both gather feedback from residents and help share important information. Revise social media policy and practice to focus more on engagement. At its core, social media is a platform for conversa- tion. Changing the Town’s practice regarding social media to focus more on engagement will open the door to new relationships. Enabling comments, as well as embracing Avon’s brand tone, will strength- en online relationships. This topic requires further exploration and detail; therefore this plan includes additional information and specific recommendations in a later chapter. Use the Town of Avon’s data-driven culture to help the public better understand complex issues. An informed community can provide valuable insight when the Town is gathering feedback on budgets, capital projects, and other notable investments. Developing easy-to-understand, graphically rich materials and visuals creates better comprehension. Create opportunities for positive, non-issue based interaction. If the only time we ask residents to engage is during hot issues, we miss an opportunity to build connections in a non-controversial environment. Relationships that are formed independent of specific topics can endure and pay dividends when issues arise. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 35 Expand current communications calendar to include all media outlets. The Town has additional options to engage the community through the local media in addition to sending press releases. Editorial submissions, local television programming, public service announcements, etc. all provide venues to introduce topics and encourage participation. Further, a comprehensive calendar will allow for planning and coordination of internal tools (website spotlights, email blasts, etc.) A comprehensive media strategy also will support development of relationships with local reporters to determine the best resources for media based on their needs. Invest in translation services for high priority issues and long-term communication products. Avon’s large population of Spanish speaking individuals warrants consistent investment in translating communication. While it’s not feasible to translate every marketing or communication effort, providing Spanish translations of materials that support high priority issues, or items that have a long shelf life demonstrates a true commitment to including all residents in engagement techniques. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 36 TOOLS AND TACTICS Meet people where they are. >Leverage Town facilities and parks to create engagement points with stand-alone engagement displays >Make online interaction easy by enhancing website and other digital tools to encourage back and forth engagement >Explore nontraditional methods of engagement such as Textizen, a service that utilizes text messages to create a dialogue with residents Revise social media policy and practice. >Along with providing Town information, focus on creating more engagement and dialogue on these platforms. This can be done through: »Asking questions »Posting pictures just for fun »Hosting contests through social media >Implement quasi-centralized approach; one person in charge of accounts and departments submit content >Generate quarterly analytics of social media platforms. Focus on what types of posts get the highest engagement and reach See the Social Media section of this plan for more details. Create opportunities for positive, non-issue based interaction. >Host a Citizen’s Academy that enables residents to “look behind the curtain” and learn about the Town functions >Host booths at community events with general information about the Town instead of focusing on a specific topic Use Town’s data-driven culture to help the public better understand complex issues. >Create easy to understand, graphically rich materials to help explain complex topics such as: »Annual reports »Budget summaries »Capital investments summaries >Include pertinent community statistics in monthly or quarterly newsletters >Provide City Council with one-page summaries for key issues that can also be shared online ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 37 Encourage Town Council members to increase visibility and accessibility as well as resource Council with relevant information to share with the community. >Encourage Town Council members to host office hours once a month at a coffee shop. Residents are welcome to stop by and discuss any question or concern with a Council member. This informal setting for dialogue is a great way to interact with citizens >Include reminders in Vail Daily ads, newsletters, the website, etc. that Town Council members are accessible to all residents and encourage residents to get to know their representative >Ask Town Council members to work the Town of Avon booths at special events Develop comprehensive local media strategy and editorial calendar. >Host a breakfast for local media. Invite key contacts in media outlets to come learn about the Town of Avon, work plans, and goals for the coming year(s) >Create comprehensive media contact list to be used by Town staff >Create contact list of staff representatives to be sent to media contacts about who to contact for specific topics >For every project or department, designate who will be the point person to talk with the media. If the media contacts other employees for information, they will be directed to this “expert” >Send a weekly or bimonthly comprehensive news email to media contacts. Instead of sending out multiple press releases, departments can provide content for this email so media can stay up to date on what’s happening in Avon >Plan out priority topics several months in advance. Determine which topics will be highlighted in which venue. For example, what will be highlighted on the home page of avon.org, what will be discussed on the new TV 5 show, etc. Invest in translation services for high priority issues and long-term communication products. >Create guidelines for when materials should be translated >Develop a list of approved translators as a resource for staff ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 38 SOCIAL MEDIA PROFILES SOCIAL MEDIA Age Distribution at the Top Social Networks % of Users in Each Age Group – US Data - Users Aged 18 and Over –December 2014 / Source: comScore Snapchat Tumblr Google+ Pinterest Vine Twitter Instagram Facebook LinkedIn 18-24 35-44 55-64 65+ 25-34 45-54 Instagram has become the most important and most-used social networks for US teens. 32% of US teenagers cited it as their most important social network in Piper Jaffray’s twice-annual teen survey, compared to only 14% saying that of Facebook. Less than two-fifths of Facebook’s adult user base in the US is aged 18 to 34, according to comScore. Facebook Highest usage among ages 45-54 65% of users are age 35 or older Unlike Twitter, average age of users is getting older Among U.S. users - 53% female, 46% male Twitter Virtually equal usage among genders Most popular among ages 18-29 More urban/suburban users than rural High levels of usage among African Americans Instagram More popular among women Equal among Apple and Android smartphone users Ages 35 and under Most popular among urban users ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 39 Best Practices Relating to First Amendment Right and Risks Local government must adhere to certain legal policies when using social media that don’t apply to private sector businesses and individuals using the same platforms. Specifically, it’s important to understand how First Amendment Rights are a factor in the way local governments manage their social media presence. Below are some best practices to help you understand the issue and how to follow this law. The full report that this information was pulled from, Social Media and Public Agencies: Legal Issues, has been included in the Appendix. >The First Amendment forbids the government from engaging in unlawful censorship. >If a public agency allows others to post materials of their choosing on a website, blog or social media site, then this can be considered a designated public forum. Because of this, the agency cannot exclude (or delete) material based on its contents unless that restriction served a compelling state interest that is narrowly tailored to achieving this interest. >Governments on social media cannot delete posts simply because they are critical of the agency, its officials or employees, or the agency otherwise dislikes what the posts say. >Public agencies are allowed to delete its own content if something was inappropriately posted, but it’s best to also publish a post acknowledging the mistake. >A public agency can take actions to “control” comments posted, such as delete a comment, remove a follower or permanently ban someone from your page; however only under some circumstances is it lawful to do so. For example, comments containing profanity can be deleted. >Public agencies may not restrict their employee’s First Amendment rights to comment on matters of public interest, however can offer guidance on how employees should use social media. >Whenever any content is deleted from a page it should be retained, and a record should be kept of why. Resources for Best Practices Full copies of the following reports have been included in the Appendix. These documents help demonstrate trends in social media for local governments, how agencies are using social media platforms, and how best to create a social media policy. 1. Designing Social Media Policy for Government: Eight Essential Elements 2. Government Public Relations and Social Media: An Analysis of the Perceptions and Trends of Social Media Use at the Local Government Level 3. A New Way to Communicate with Residents: Local Government Use of Social Media to Prepare for Emergencies 4. Making the Most of Social Media: 7 Lessons from Successful Cities SOCIAL MEDIA RESOURCES Strategy: Revise social media policy and practice to focus on engagement. The current Town of Avon social media policy does support engagement on digital platforms in that it encourages posters to utilize a friendly and interactive tone, and to add pictures whenever possible. However, this policy is not being translated to practice, as most Avon social media posts are formal and only informational. Here are some resources for becoming more interactive on social media and options to increase the Town’s social media presence. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 40 Do: >Adopt and publicize a social media policy that limits the purpose of the site to serve as a mechanism for communication between the agency and the public. >Define what kinds of content fall outside that purpose (including commercial, campaign, discriminatory or profane postings) and include a warning that content outside the purpose is subject to removal. >Advise staff that they may not delete postings simply because they may be critical of the agency or agency officials. >Respond with a sense of common humanity and humor if the agency makes a mistake in a social media post. >Use privacy settings that allow the public to access information on the agency’s page without having to become a fan or friend. >Think of social media as a way of driving people to the agency’s website for substantive information as opposed to social media being a place where important information is posted. >Post a caution to those who might want to become a friend or fan of an agency page that their information may become a disclosable public record. >Endeavor to make information made available online also available through alternative channels. PEER CITIES & SOCIAL MEDIA MANAGEMENT Posts include informal content 2-Way Communication Centrally Managed Aspen Yes Yes, no restrictions Yes Steamboat No, but want to improve Allow external comments but not posts Yes Breckenridge Yes Allow external comments but not posts; will reply to Tweets Point person in each department with an account Telluride No Allow external comments but not posts All posts automated Vail Sometimes No restrictions; will reply to Tweets Point person in each department with an account ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 41 PEER CITIES & SOCIAL MEDIA PRESENCE OPTIONS RECOMMENDATIONS & PRIORITIES Facebook Twitter Pinterest Flickr Instagram YouTube Vimeo Google+ Other Aspen MindMixer Avon Town, Police, Recreation For Town Only Breckenridge Couple Accounts Couple Accounts MindMixer Eagle County Several Accounts Jackson Park City Pitkin County Snowmass Village Couple of Pages Steamboat Trip Advisor, Yelp, FourSquare Telluride Vail Several Accounts (Source: Town of Avon’s Community Relations Officer provided detailed data on social media and peer communities.) The Town of Avon already has a social media policy in place, however it never hurts to seek policy improvement. The City of Fort Collins has a very comprehensive social media policy and a framework that is good to follow. The full policy has been included in the Appendix. Establish core accounts and limit expansion to new platforms. Avon currently operates three Facebook pages and one Twitter account. Before expanding into new platforms, Avon must first focus on maximizing the effectiveness and use of existing tools. Limiting expansion will ensure that neither staff nor content is spread too thin. As with most recommendations, there is an exception. Given Recreation’s marketing goal of attracting a younger audience, they should create a Twitter handle. Instagram will be a tool for consideration in the future, but not until Avon’s other platforms are performing as desired. 1 ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 42 Centralize management of core accounts. All content and engagement should be funneled through a single department and/or individual with the ability to grant permissions to others as deemed appropriate. Having a single person manage your accounts will help create consistency and accountability. Similar to your current processes for press releases, Departments can forward content to a single individual who can then prioritize a post as appropriate. Centralized management also will result in centralized reporting so that you can gauge your ROI. On special occasions or during key events, this individual can delegate the task to trusted co-workers throughout the organization. For example, during festival weekends the Director of Festivals & Special Events could be empowered to post real-time photos of events and happenings. 2 3 4 5 Drive traffic to avon.org. Avon.org is the Town’s most effective communication tool. Social media should support, not replace, content on the website. Establish criteria for when/how new accounts will be approved. The Town of Avon should continue to operate their core accounts and limit expansion unless a department can demonstrate a unique business need AND the ability to successfully generate consistent content. The responsibility to raise revenue, such as the Recreation Center, often qualifies as a unique business need and warrants the ability to create accounts that are more marketing driven. Giving Recreation permission for their own Facebook (existing) and Twitter (new) accounts also lets them allocate limited marketing dollars to promote their accounts in a very targeted manner. Police is the only other department with an individual Facebook page. At this time, it does not make sense to grant additional departments permission to start and manage their own accounts. However, an application and review process should be established for future requests. Focus efforts on engagement and targeted marketing. Creating online relationships with residents to support community engagement should be the primary intention of the Town’s social media program. This allows Avon to reach and connect with more people in a more convenient platform. Further, social media advertising allows the Town to market to key audiences through specific imagery and tools. Social media is a platform built for easy customization. Additionally, advertising on social media is relatively inexpensive and very targeted. > Twitter: Used by: younger adults (18-29) Frequency: 5-7 times a week > Facebook: Used by: middle aged (44-54) Frequency: 3-5 times a week ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 43 While managing the Town’s social media strategy is not a full-time job, it does require time and attention. If management is centralized, the Town can better track how much time and resource are dedicated to social media, and weigh that against the value. Recommended Staff Time: 10 hours per month Measurements of Success: >Engagement analytics on Facebook (likes, shares, comments) >Engagement analytics on Twitter (favorites, re-tweets, mentions) >Growth in Facebook likes and Twitter followers across accounts >Users driven to website from Facebook and Twitter RESOURCES AND MEASUREMENT ATTACHMENT 1 Page intentionally left blank. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 45TOWN OF AVON MARKETING PLAN e ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 46 OVERALL STRATEGIES Redesign website for maximum brand impact, improved engagement and marketing messaging. Already in the works, a comprehensive website re- design is a critical first step. A new design can better support the Town’s brand activation, civic engagement, and marketing goals. Re-tooled navigation, new imagery, and prioritized content are needed. Work in partnership with Vail Valley resort destinations to leverage existing tourism industry. The Vail Valley already spend significant dollars attracting visitors to the area. The most effective and efficient strategy leverages the fact that these individuals are already nearby and that Avon offers the perfect vacation from your vacation. Working in partnership with hotels, concierges, or having a presence within these communities provides access to the millions of visitors to the region. Re-brand Recreation and Transit services. While addressed earlier in this plan, it bears repeating that Recreation and Transit would benefit from strong brand identities that are both unique and supportive of the overall Town brand. The transit system in particular could elevate its image and awareness through a new system name, bus design, and branded materials. Pool resources to increase efficiency of outreach and marketing efforts. Combining resources among departments (such as with the Vail Daily) or between private businesses (such as a cooperative ad buy) creates greater purchasing power than what departments can access alone. Plus, many departments recognize the value of marketing to concierges and other visitor services, but don’t have the time to create and distribute materials – a centralized resource could eliminate this barrier. Develop and implement targeted and niche media strategy with key outlets. This strategy should address traditional sources as well as more targeted publications that specifically cater to target audiences. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 47 Use Avon’s unique assets to best position the community by target audience: >Singles: Swimming, SUPing, paddle boating on the lake and river coupled with trails, mountain biking, and hiking offer an all in one mountain adventure that you can’t find elsewhere. >Families: Lazy river, rock climbing wall, beach, playground make Avon the best place for families looking for an affordable day of activities. >Both: A convenient, sensible and accessible option with unparalleled access to Vail or Beaver Creek. Develop business partnerships to expand reach and cross promote services. Marketing that outlines how to bike to dining and retail, that highlights Avon’s fantastic decks/ patios and views, that promotes dining discounts when riding the bus – these types of partnership promotions tie together Avon’s unique businesses, retail, and Town services in a win-win campaign. Leverage Avon’s unique position as the only I-70 mountain town to provide all forms of water recreation. Fishing and kayaking on the river, SUPing and paddle boating on the lake, playing on the beach, swimming in the water – no other town offers water-lovers more opportunity for recreation and enjoyment all in one place. Capitalize on free parking and transit and trail connections to encourage people to visit Avon. Marketing materials that demonstrate the easy connections between Avon, Beaver Creek, and Vail help visitors and residents understand how to access key destinations and attractions while also boosting transit ridership. Focusing on the connections also encourages residents to explore their home town. Promote accessibility of and connections to trails to boost usage. Avon is steadily improving its walkability and trail system. Focusing efforts on how to access trails (hard and soft surface) and how the network connects makes using the trails easier for residents and visitors. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 48 TOOLS AND TACTICS Pool resources to increase efficiency of outreach and marketing efforts. >Continue centralized approach to Vail Daily ads to maximize benefit >Engage in cooperative ad buys with businesses on a quarterly basis to promote special events, activities, and the overall Avon experience >Fund a single concierge/hospitality liaison that could represent all Avon departments to communicate Town information to area concierges, transit drivers, front desk clerks, ski instructors, and other members of the community that have direct touch points with visitors >Fund a traditional direct mail piece to residents promoting key offerings >Create a more user friendly version of the Discover Avon Google map now online to better highlight Avon activities, transit stops, etc. Develop a print version for distribution at local establishments >Develop organization-wide e-newsletter and subscription service. Provide each appropriate department their own custom template Work in partnership with Vail Valley resort destinations to leverage existing tourism industry. >Provide Avon materials and information at hotels and/or information kiosks >Advertise in Vail and Beaver Creek publication targeting visitors Re-brand Recreation and Transit services. Recreation and Transit operate under a unique business model that focuses more on marketing than other Town services (such as public works). Each requires a brand that stands out from other Town services but also supports the general Town look and feel. Develop and implement targeted and niche media strategy with key outlets. >Create media list of local, regional, and Front Range publications sorted by key audience >Implement limited advertising buy Use Avon’s unique assets to best position the community by target audience. >Feature economic development efforts in an update to the Economic Development section of the website ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 49 Redesign website for maximum brand impact, improved engagement and marketing messaging. Already in the works, a comprehensive website re-design is a critical first step. A new design can better support the Town’s brand activation, civic engagement, and marketing goals. Re-tooled navigation, new imagery, and prioritized content are needed. >Audit existing site to evaluate usability and organization >Create new site map that better highlights events, engagement opportunities and other key content >Redesign to reflect brand guidelines Specific site recommendations: >Convert Recreation registration to an online process >Create sub-pages on the Transit page to make information easier to find >Include transit maps along with transit schedules >Integrate information about how outside agencies can access fleet maintenance services on the fleet page >Re-design special event page to include more imagery and brand messaging Develop business partnerships to expand reach and cross promote services. >Partnership with hotels »Provide local hotels with kiosks promoting events and/or activities »Point-of-sale items at counters >Business partnerships »Meet regularly to discuss impact of special events and upcoming plans >Expand partnerships to businesses outside of Town limits to include those in Edwards, Eagle, and Gypsum Capitalize on free parking and transit, and trail connections to encourage people to visit Avon. >Create more community signage to communicate this message (relates to wayfinding) >Share this specific information with local hotels and resorts >Highlight free parking in communication with visitors >Update parking map to highlight connectivity; increase distribution; repurpose for community signage ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 50 Promote accessibility of and connections to trails to boost usage. >Redesign trail map highlighting connections and access >Cross promote services and attractions with signage at trailheads Leverage Avon’s unique position as the only I-70 mountain town to provide all forms of water recreation. >Include river put-ins and take-outs on all community maps and wayfinding >Cross promote lake and river access with special events >Use river and lake imagery in communication and marketing materials ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 51 RECREATION DEPARTMENT ACTION ITEMS Create a comprehensive quarterly program catalogue Convert program registration and other forms (i.e., athletic field reservations) to an online platform Partner with the school district to send a monthly flyer home with students (English and Spanish versions) Expand use of social media >Create a Twitter account >Encourage user reviews on Yelp >Confirm listing on travel websites/apps including: TripAdivsor, Expedia, etc. >Encourage sharing/engagement with use of custom hashtags; display tagged posts on the Recreation web page Publish classes more than one week in advance Use multiple assets to cross promote products >Insert postcard promoting the Recreation Center in event packets >Produce signage promoting events to display in the lobby of the Recreation Center Develop and implement comprehensive email marketing strategy >Resurrect previous email lists >Develop general Recreation template >Send an initial email to weed out invalid email addresses and allow recipients the opportunity to opt-in to areas of interest >Segment email lists according to product offerings >Develop templates for each area of interest >Actively grow email list by including a sign up on the Recreation web page, promoting on social media, and on print materials Develop year-long Recreation awareness campaign ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 52 RECREATION GOALS AUDIENCES SINGLESS FAMILIESF BUSINESSESB VISITORSV ALLA RECREATION AUDIENCE TOP TOOLS MEASUREMENT GOAL: Increase Recreation Center Use Twitter, Vail Daily Increase in day pass and membership sales. Facebook, Flyers Sent Home through Schools, Vail Daily, Postcards in Event Packets Facebook, Vail Daily, Rack Cards at Hotels GOAL: Increase Participation in Youth Programs Flyers Sent Home through Schools, Postcards in Event Packets, Facebook Increase in revenue from youth programs. GOAL: Increase Participation in Adult Programs Twitter, Vail Daily Increase in revenue from adult programs.Direct Mail, Posters at Place of Business GOAL: Build General Awareness Twitter - #mountainplayground Overall increase in revenue from programs. Increase in website visits and social media engagement. Flyers Sent Home through Schools Posters Hotels Community Signage ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 53 TRANSIT Create an identity for the transit system so that it reflects the Town of Avon brand. >Re-design route map and schedule; expand distribution to community partner facilities, hotels, and business along the routes >Create high quality posters that promote the service and distribute them in businesses, hotels, partner facilities, etc. to raise awareness of the service and start building the idea of public transit in Avon Re-designed web page to focus more on the details needed to ride transit. Leverage bus stop signage to communicate routes and connectivity. Use the Town’s current social media platforms for distribution of information such as: >Service updates >Detours >News >Featured drivers >Featured riders >Special events >Photos of the buses in service >Community news that affects transit Leverage Town’s agreement with the Vail Daily by dedicating occasional ads to promote transit service and connectivity. Offer tours of the bus and bus maintenance facility to stakeholders - especially Town elected officials, Town leaders, business leaders, school groups, etc. to raise awareness of the service, and put a face to the transit department. Share short format videos of drivers talking about why they drive the bus and what they love about their job. Include articles about the service periodically in Town newsletters and updates. Create swag or give away items that are branded with the bus identity and pass out at Town community events, during the tours mentioned previously, or give some to the drivers to pass out to riders. >Bike lights >Weather ponchos >Key chains >Stickers >Water bottles ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 54 TRANSIT GOALS AUDIENCES SINGLESS FAMILIESF BUSINESSESB VISITORSV ALLA TRANSIT AUDIENCE TOP TOOLS MEASUREMENT GOAL: Increase Ridership in Town Twitter, Swag Increased number of riders. Website analytics show increased visits. Facebook, Bus Tours, Ads, Article, Website Poster Facebook, Rack Card at Hotels, Article, Website GOAL: Increase Ridership on Ski Shuttle Bus Stop Signs, Website, Facebook Increased number of riders. Website analytics show increased visits.Swag, Bus Map & Schedule in Hotels, Website, Happy Hour Punch Card GOAL: Build Awareness Twitter - Handle TBD Material is reordered often and distributed to partners. Website an- alytics show increased visits. Increase in social media engagement. Bus Tours, Videos, Swag, Facebook Posters, Website Bus Stop Signage, Bus Map & Schedule in Hotels, Swag, Website ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 55 SPECIAL EVENTS Re-design event page on avon.org to feature event photos and generate enthusiasm for pending events. Convert/re-purpose seasonal event rack cards with list of all upcoming events in Avon into other methods of communication >Vail Daily and other advertising opportunities >Stand alone roll-up banner to display in Town Hall and the Recreation Center Event calendar bookmark distributed in the Library Promote events/event website with wraps on Town vehicles Promote events at Town bus stops Provide businesses with posters and other promotional materials Create media kit for event planners such as wedding planners, corporate meeting planners and special event organizers promoting the Performance Pavilion, local hotels, and regional activities >Distribute to group sales offices of local hotels Develop a guide for the Main Street Mall bronze statues; include the guide and compelling photography of the statues on the Main Street Mall web page. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 56 PARKS, TRAILS & OUTDOOR RECREATION FLEET Re-designed trail map showing all trails in the area and connectivity; increase distribution to local outdoor gear retailers and restaurants Use social media to promote the trail use, recreation on the river and lake Develop a custom hashtag (e.g., #mountainplayground) to increase visibility of posts and encourage others to use when they post content Post pictures of key audiences using the trails to demonstrate connectivity and easy accessibility to Town Plan grand opening for the final piece of the paved trail connection opening in August Develop simple one-pager promoting Fleet Maintenance services targeted to key outside organizations Better highlight Fleet services on avon.org with more clarity around what entities can take advantage of the service and the benefits Research and create a list of the top five potential clients and reach out with a personal phone call ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 57TOWN OF AVON MARKETING PLAN f ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 58 EXECUTIVE SUMMARY 2016 PRIORITIES 1. FOCUS ON COMPLETE BRAND IMPLEMENTATION. 1. Invest in templates. Developing templates for signage, posters, advertisements, e-newsletters will help improve the presence and consistency of a new brand. 2. Centralize brand activation. Designate one person to manage the brand implementation process and to help the organization put the brand to use. Top priorities of this individual in 2016 should be: »Train and support staff. Check-in with appropriate staff to identify barriers and needs. »Create a brand toolkit/cheat sheet for vendors to use when ordering materials, apparel, etc. »Identify new opportunities to infuse the brand language and visuals into Avon communications. 2016 is an opportunity to rejuvenate the brand process by focusing on activation. High priority ac- tion items include: Why:Resources:Measurement: Your brand is your foundation to all communication. Building a strong base will allow the Town to leverage messaging and awareness into further participation in civic issues and services. 15% of a full-time position or 6 hours per week Creation and implementation of brand implementation chart ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 59 2. RE-DESIGN AVON.ORG WEBSITE. 1. Integrate visual brand standards and key messages. 2. Design to include a stronger emphasis on key information and issues. 3. Focus on community engagement options. The website is your single most important source of information and your biggest opportunity to tell the Avon story. The re-design should take place with three key elements in mind: Why:Resources:Measurement: Your website is your most important communication tool. It not only provides residents and visitors with important information, it also paints a picture of who you are as a community. Contractor/Firm: $20K-$40K 15% of a full-time staff person >Increase in unique website visits >Increase in amount of time spent on the website >Increase in visits to high priority content >Conversion rates of web visits converted into registrations ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 60 3. CHANGE SOCIAL MEDIA PRACTICE AND POLICY. A refresh of the Town’s social media policies and practice will improve connections and relation- ships with residents, build Town awareness beyond town limits and provide a convenient venue for gathering community input. The new approach should include: 1. Quasi-centralize management. »One person manages all accounts and content with “special permissions” granted to key individuals throughout the organization. Special permissions would include the authority to post information during a crisis, at live events, or other special occasions. »The Town would maintain central social media accounts (as opposed to one for each department) unless a department can demonstrate a unique business need (i.e. Recreation). 2. Increased focus on engagement. »By integrating posts that are less informational and more casual, the Town will start to build more relationships with social media users. »Encourage two-way dialogue to create a venue for feedback on hot topics or general operations. 3. Revisit the Town policy to ensure that it clearly outlines guidelines and allows for changes to the way Town operates social media accounts. Why:Resources:Measurement: Although not as highly used as your website, social media is a required tool for local government. Moving to a more interactive mode of operation will allow Avon to create more personal relationships with residents as well as connect with potential visitors. 10% of a full-time staff person >Increase in followers across all accounts >Increase in engagement statistics >Successful use as a mechanism to gather public input on important issues ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 61 4. INVEST IN COMPREHENSIVE SPECIAL EVENT MARKETING. 1. Advertising in limited locations: one tourism focused, Vail Daily, and one radio. 2. Create and develop seasonal materials including rack cards, stand up banners, and posters. 3. Wrap/decal Town vehicles with image and event website. 4. Refresh event website to better reflect the variety and excitement of Town sponsored events. Town sponsored events tell a comprehensive story of the community. Arts, music, outdoor activities, families, and more! Use this variety to showcase the community through: Why:Resources:Measurement: Marketing special events in a comprehensive manner demonstrates the Avon brand of Endless Possibilities, and builds community pride and involvement. Print, Production, and Advertising Costs: $7,500 10% of full-time staff person >Increase in event attendance >Increase in sales tax collections ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 62 EXECUTIVE SUMMARY (continued) 2017 PRIORITIES 1. POOL RESOURCES AND CONNECT THE DOTS. Assign a staff member the task of connecting the dots between Town communication, Recreation, Transit, Fleet, Police, etc. Identify opportunities for cross promotion as well as integrated communication. Develop partnerships with local and regional businesses to keep them updated. Why:Resources:Measurement: A centralized approach to communication will allow the Town to be more strategic and cost-effective. A single point of contact can prioritize content, look for internal partnerships, and act as single resource for media, businesses, and other outside partnership organizations. 25% of a full-time staff person >Established content/ editorial calendar >Number of partnership campaigns/efforts ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 63 2. GET TOWN COUNCIL OUT AND ABOUT. Whereas 2016 was about laying foundations, 2017 is about getting out and about. Work with events in the region to create a Town of Avon booth and/or presence to tap into their audiences. Coordinate with Town Council to man a Town of Avon booth at local events to encourage civic engagement. Host coffee chats to casually engage residents. Create stand-alone displays that increase the Town’s presence as well as gather valuable feedback. Why: Why: Resources: Resources: Measurement: Measurement: Human connections go a long way in creating trust and building relationships. The more Town staff and Council interact with members of the community, the more residents understand that intentions, programs, and policies of Town government. Social media lends itself to a measured and targeted approach. Use analytics from current efforts to determine what type of content works best for which audience. Further, advertising opportunities through social media allow for very specific targeting by age, income, location, etc. >City Council volunteer time – estimated quarterly coffee chats, 3-4 events per season >Booth materials: $2,100 >Included in social media time allocation (10% of a full-time staff person) >Adver tising budget »$1,000 annually for Recreation accounts »$1,000 annually for Town of Avon accounts >Number of events attended and people contacted >Number of individuals who sign up at events for email newsletters >Occasional surveys to gauge effectiveness >Increase in followers across all accounts >Increase in engagement statistics >Successful use as a mechanism to gather public input on important issues 3. FOCUS SOCIAL MEDIA BY AUDIENCE. Once the new practice is in place, a regular evaluation of engagement statistics should guide future content. Note which posts garner the highest engagement rates. Start to target what type of information is posted on which medium. For example, use Facebook for marketing to families and Twitter to connect with young adults. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 64 4. BITE THE WAYFINDING BULLET. 5. CREATE A REGIONAL MEDIA STRATEGY. With improved trails, potential improvements to walkability, free parking, and a refreshed transit system, wayfinding will play a key role in the visitor/resident experience. Any future investment in wayfinding should reflect the new brand elements established in 2016. Advance a discussion with regional outlets about how the Town can provide content in creative ways such as regular columns, new television programs, video snippets, talk shows, photos, etc. Now more than ever, media outlets are understaffed but the demand for content continues. Regularly reach out to Vail Daily, the Weekly, Eagle Valley Enterprise, TV 5 and 8, KZYR, KSKE, and KKVM to see what opportunities you can create together. Why: Why: Resources: Resources: Measurement: Measurement: For many, their first impression of Avon is formed as soon as they exit I-70. Visitors who are coming to Beaver Creek will drive through the community and form opinions of the Town… and whether or not they want to come back to visit. Effective, wayfinding also helps residents understand all the services/ assets the Town has to offer and how to access them. Editorial coverage expands your reach beyond Town managed communication tools. Editorial coverage requires an investment of time (not hard costs) and can pay dividends when credible, third-party outlets help share your story. $60,000-$85,000 for a comprehensive wayfinding program including research, design, and production Staff time: 15% of a full-time person >Successful implementation of wayfinding plan >Number of stories placed in regional publications ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 65 6. REFRESH TRANSIT IMAGE & MOBILIZE MARKETING EFFORTS. The Avon transit system is brimming with potential. Town buses, stations, stops, and signage provide ample opportunity for Town brand implementation and transit marketing efforts. Currently the system operates under the radar as a supplement to ECO, in 2017 a refreshed image and boosted marketing will contribute to increased ridership and awareness. Why:Resources:Measurement: A new transit brand will increase the visibility of the service as well as support the overall Town of Avon brand >New bus wraps: »Design & production: $3,105 »Full wrap: $9,000 »Half wrap: $6,000 >New bus stop/ station signage: »Design: $1,000 »Production: $100/sign >Redesigned route map: »Design & production: $2,875 >Printing: »2,000 = $1,200 >Increased ridership on routes ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 66 PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 BRAND ACTIVATION DEVELOP BRAND GUIDELINES AND KEY MESSAGES TO GIVE STAFF AND VENDORS THE TOOLS NECESSARY TO IMPLEMENT BRAND ELEMENTS. A included Develop brand guidelines x A included Distribute appropriate logos and other ﬁ les x A $500 Create toolkit to be sent to vendors x A $3,250 Develop overview brochure for general distribution at events and businesses x UPDATE ALL TOWN COMMUNICATION AND MARKETING MATERIALS TO MEET BRAND STANDARDS TO FURTHER CONSISTENT USE OF ESTABLISHED BRAND MESSAGING AND ELEMENTS. A staff time Create comprehensive implementation timeline x A $34,000 Redesign website to better reﬂ ect Avon brand x x x A included Vail Daily ad x B $600/template E-newsletter templates x B $400 Apparel x B $700 for design; $800/vehicle Logos and design of ﬂ eet vehicles x C $500 for design; $10,000 for monument sign Facility signage x x LEVERAGE SPECIAL EVENTS TO TELL YOUR BRAND STORY BY INVESTING IN COMPREHENSIVE EVENT PROMOTIONS (NOT INDIVIDUAL EVENT MARKETING). A design included; print: $550 Develop seasonal event rack cards x B $1,000 for design; $800/vehicle Design special wraps for Town vans that showcase events x B staff time Develop requirements for event organizers to follow when marketing the Town sponsored events x A staff time Re-design special event page on avon.org x C staff time Dedicate a page on the avon.org website for each event to promote timely activities, specials, and promotions x DEVELOP STAFF TRAINING TO CREATE BUY-IN FOR THE BRAND INITIATIVE AND PROBLEM SOLVE BARRIERS FOR USE. A $500 Develop toolkit to be distributed to staff x A $250 Host a “check-in” meeting or luncheon to discuss barriers x C staff time Create an ambassador program within the staff to advocate for use of the brand x USE CAPTIVE AUDIENCE AT AVON EVENTS TO PROMOTE FUTURE EVENTS AND ACTIVITIES. A $2,100 for booth products Host a Town of Avon booth with marketing and informational materials at local events CoverRock Tribute Music Festival, June 25-26 x Salute to the USA, July 3 X Dancing in the Park!, July 29 X Avon LIVE! Summer Concert Series, August 3, 10, 17 and 24 (choose 2 dates)X Man of the Cliff, October 10-11 x CREATE A BRANDED PRESENCE AT OTHER VAIL VALLEY EVENTS. B $2,100 for booth products Host a Town of Avon booth with marketing and informational materials at local events including, but not limited to: 13th Annual Success Awards, May 13 X Vail Arts Festival, June 24-26 X Vail Family Fun Fest, Saturdays June 25 – August 8 (choose a few)X X X B repurposed materials Supply Town of Avon brochure and give-aways for event goodie bags, such as at: GoPro Mountain Games, June 9-1 x Vail Board of REALTORS Foundation 4th Annual Golf Tournament, June 17 x 36th World Fly Fishing Championship, September 11-18 x C repurposed materials Supply Town of Avon information to any host hotels for Valley events or competitions x x x x x x x ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 67 B n/a Develop comprehensive wayﬁ nding and community signage program. B n/a Design gateway signage that reﬂ ects community and brand INCORPORATE ART INTO STANDARD OUTDOOR ASSETS C $1,300 Re-design trail signage to cross promote Main Street Mall or other art assets. C staff time Host photo contests PARTNER WITH KEY BUSINESSES AND OUTSIDE ORGANIZATIONS TO EMPOWER THEM TO TELL YOUR STORY ON YOUR BEHALF. A repurposed materials Develop overview brochure for general distribution at event and businesses X A $500 for template Resource transit drivers with quarterly updates about Avon activities X X X X X X X B $350 Host local business luncheon to talk about the state of Avon x CIVIC ENGAGMENT MEET PEOPLE WHERE THEY ARE A $300 design, $250/sign Leverage Town facilities and parks to display engagement materials X A included in web redesign Make online interaction easy by enhancing website and other digital tools X staff time Explore nontraditional methods of engagement such as Textizen, a service that utilizes text messages to create a dialogue with residents REVISE SOCIAL MEDIA POLICY AND PRACTICE A staff time Focus on creating more engagement x A staff time Implement quasi-centralized approach A staff time Generate quarterly analytics, focus on what types of posts get engagement and reach CREATE OPPORTUNITIES FOR POSITIVE, NON-ISSUE BASED INTERACTION C $2,000 Host a Citizen’s Academy X X A repurposed Host booths at community events x x x USE TOWN’S DATA-DRIVEN CULTURE TO HELP THE PUBLIC BETTER UNDERSTAND COMPLEX ISSUES. B Create easy to understand, graphically rich materials focused on single issue x x x x x x x $2,675 Budget Brief $6,500 Annual Report C staff time Include pertinent community statistics in newsletters X X X X X X X A staff time Provide City Council with one-page summaries for key issues X X X X X X X ENCOURAGE TOWN COUNCIL MEMBERS TO INCREASE VISIBILITY AND ACCESSIBILITY AS WELL AS RESOURCE COUNCIL WITH RELEVANT INFORMATION TO SHARE WITH THE COMMUNITY. A staff time Encourage Town Council members to host ofﬁ ce hours A staff time Include constant reminders in communication about how to contact Council B staff time Town Council members work the Town of Avon booths at special events.x x x x DEVELOP COMPREHENSIVE LOCAL MEDIA STRATEGY AND EDITORIAL CALENDAR. B $250 Host a media breakfast.X A staff time Create comprehensive media contact list X B staff time Create contact list of staff representatives X A staff time For every project or department, designate who will be the point person X X X X X X X X C staff time Send a weekly or bimonthly comprehensive news email to media contacts X X X X X B staff time Editorial calendar: plan priority topics months in advance X X X X X INVEST IN TRANSLATION SERVICES FOR HIGH PRIORITY ISSUES AND LONG-TERM COMMUNICATION PRODUCTS. A staff time Create guidelines for when materials should be translated X B staff time Develop a list of approved translators as a resource for staff X PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 68 OVERALL MARKETING POOL RESOURCES TO INCREASE EFFICIENCY OF OUTREACH AND MARKETING EFFORTS A staff time Centralized approach to Vail Daily ads X C varied Engage in cooperative ad buys with businesses X X X B cost of employee Fund a single concierge/hospitality liaison C $2,500 Fund one a year traditional direct mail piece X B $2,500 Create a more user friendly version of the Discover Avon Google Map X A $600/template Develop organization-wide e-newsletter and subscription service x TARGET VISITORS THROUGH THEIR CONNECTION TO VAIL AND BEAVER CREEK, NOT THROUGH DIRECT MARKETING. A repurposed material Provide Avon materials and information at hotels and/or information kiosks x B varied Advertise in Vail and Beaver Creek publication targeting visitors.x x RE-BRAND RECREATION AND TRANSIT SERVICES. REDESIGN WEBSITE FOR MAXIMUM BRAND IMPACT, IMPROVED ENGAGEMENT AND MARKETING MESSAGING. A included in re-design cost Audit existing site X X A included in re-design cost Create new site map X X A included in re-design cost Redesign to reﬂ ect brand guidelines X X DEVELOP AND IMPLEMENT TARGETED AND NICHE MEDIA STRATEGY WITH KEY PUBLICATIONS. B varied Implement limited advertising buy (see Advertising Chart for recommendations)X USE AVON’S UNIQUE ASSETS TO BEST POSITION THE COMMUNITY TO VISITORS BY TARGET AUDIENCE. C staff time Better highlight economic development efforts on avon.org X X DEVELOP BUSINESS PARTNERSHIPS TO EXPAND REACH AND CROSS PROMOTE SERVICES. B $400 desgin/ $150 per stand Partnership with hotels: kiosks in lobbies X A $625 Partnership with hotels: point-of-sale items at counters X B $4,000 Business partnerships: bike & dine promo X X A $1,750 Business partnership: outdoor dining guide X C staff time Business partnership: food trucks at the river X X C staff time Expand partnerships to businesses outside of City limits to include those in Edwards, Eagle, and Gypsum X X X X X CAPITALIZE ON FREE PARKING AND TRANSIT AND TRAIL CONNECTIONS TO ENCOURAGE PEOPLE TO VISIT AVON. B included in wayﬁ nding Create more community signage to communicate this message X X X X X B staff time Share this speciﬁ c information with local hotels and resorts X B staff time Highlight free parking in communication with visitors X A $500 Update parking map X SPECIAL EVENTS A staff time Re-design event page on avon.org A $300 design; cost of ad Convert/repurpose seasonal event rack cards: Vail Daily and other ads x x x x A $600 Convert/repurpose seasonal event rack cards:roll-up banner display x x x x B $410 Bookmark to distribute at the Library X X B $1,000 for design; $800/vehicle Promote events/event website with wraps on City vehicles X X X X B $1000 design; $100/sign Promote events at Town bus stops X X X A $500 Provide businesses with posters and other promotional materials X X X X C $2,100 Create an end-of-year report highlighting the Town-sponsored events, money invested, economic impact X X PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 69 B staff time Create media kit for event planners X B $500 Develop a guide to the bronze statues along Main Street Mall - online X RECREATION A included Develop template for ﬂ yers and post cards X B $3,500/edition Create a comprehensive quarterly program catalogue x x x x x A n/a Convert program registration to an online platform x x B included Partner with the school district to send a monthly ﬂ yer home with kids (English and Spanish versions)x x x x x x x A staff time Expand use of social media to include Twitter, Instagram, You Tube, and Flickr X TRANSIT A included Re-design route map and schedule; expand distribution X A staff time Re-designed web page X X A included Re-brand buses with new wrap design X X B $1000 design; $100/sign Leverage bus stop signage to communicate routes and connectivity X PARKS, TRAILS AND OUTDOORS A included Re-designed trail map X B $2,500 Plan grand opening for the ﬁ nal piece of the paved trail connection X FLEET C $1,500 Create leave-behind material marketing ﬂ eet services X C staff time Improve web presence with marketing focus X C staff time Develop target list, and contacts for speciﬁ c outreach/sales call X PRIORITY COST ACTION ITEM Q2 - 2016 Q3 - 2016 Q4 - 2-16 Q1 - 2017 Q2 - 2017 Q3 - 2017 Q4 - 2017 Q1 - 2018 ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 70 ADVERTISING OPPORTUNITIES MEDIA OUTLET ABOUT OUTLET OPPORTUNITY COST REACH DISTRIBUTION Adventure Guide - Vail-Beaver Creek Magazine Magazine is published 3 times/year with a seasonal guide. Celebrates the lifestyle of the Vail Valley Deliver recreational messages and a photo in guide Small (50 words): $600; Large (110 words): $995 25,000 copies/issue Vail Valley lodging, visitors centers, select local businesses, City Market racks. Direct mailed to 2,500 homeowners Vail Lifestyle Published 3 times/year to year-round residents, affluent second homeown- ers & destination guests Place ad in magazine Ad prices range from $680 to $2,470 66,000/year or 22,000/issue 550 locations throughout Vail Valley in high-traffic areas. Also in Denver and Metro Boulder areas. Vail Daily Daily printed news outlet in Eagle County Place print ad or online ad No prices available 15,000 daily circulation; 130,191 unique online users/month Vail, Beaver Creek, Avon, Gypsum, Edwards and Eagle Vail Daily Weekly Once/week publication as an insert in the Vail Daily Place print ad No prices available 15,000 weekly circulation Same as the Vail Daily Beaver Creek Magazine Published once/year and offers a snapshot of the resort in all seasons to reflect the area Place ad in magazine Only full page size available: $2,365 30,000 copies Available in BC hotels – in-room, lobby and newsstands WhatToDo Online resource with activities, coupons, events, lodging, etc. in the Vail Valley List events online for free No prices available 50,000 web users/month Online resource The Parents Handbook Magazine for family activities in Vail, Beaver Creek and the Colorado High Country Place ad Ad prices range from $875 to $2,200 Print run of 17,000 copies for summer/fall Lodging in Vail Valley, property w/real estate companies, info booths, family friendly locations Best Deals and Coupons Book Digest sized publication with 12 pages of coupons surrounded by 16 pages of ads Place ad Ad prices range from $450 to $1,500 Print run of 30,000 copies for summer/fall No data available Vail en EspañolMagazine Vail magazine that focuses on delivering news, pop culture, etc. to the Span- ish-speaking population Place ad No prices available No data available Eagle and Summit Counties, Vail Valley, cars traveling between Vail and Denver 104.7 The Mile - KKVM Vail FM radio that plays a blend of Adult Album Alter- native and Classic Hits Have ad air or sponsor any radio segment Spots range from $5 to $15/air No data available N/A TV 8 Provides latest info on local events, businesses, weather, traffic and news pertaining to Vail Valley Variety of advertising and sponsorship opportunities No prices available Available to 900,000 Comcast digital subscribers and streamed live online N/A Vail Board of Realtors Professional trade associ- ation of over 600 licensed real estate agents and 100 affiliate members Town of Avon as an affiliate member to access broadcast email system and send events to all members $200 per year 600 real estate agents; 100 other affiliate members N/A TV 5 Public access television for Vail, Avon, Beaver Creek, Minturn, Eagle Vail, Edwards, Wolcott and Cordillera Underwriting $500 to $1,000 No data available N/A ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 71TOWN OF AVON MARKETING PLAN g APPENDIX ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 72 CITY OF FORT COLLINS SOCIAL MEDIA POLICY 6.13 Social Media Policy The City of Fort Collins has established three organizational priorities: innovation, customer service, and sustainability. The purpose of this policy is to define how social media tools aid in accomplishing these goals. Further, this policy defines social media, establishes procedures to develop an overall social media presence, and outlines appropriate implementation of social media tools. The City of Fort Collins aims to responsibly engage residents to learn about needs and concerns, contribute to relevant conversations, and promote City programs and services. In all City social media tools, the City will represent itself appropriately and consistently. To that end, Service Areas, Service Units, Departments, and programs must not create social media accounts themselves but must follow the provisions of this policy. A. SCOPE This policy applies to any pre-existing or proposed social media tools including but not limited to the tools below: >Social Media Web Sites – social media web sites focus on creating and fostering online social communities. Many sites offer different ways for users to interact such as instant messaging, blogging and commenting, online forums, status update, sharing of pictures and video, etc. Examples include Facebook and MySpace. >Blog – is a web site where a blog author posts information on specific topics. Readers can respond to the article by posting comments online. >Microblogging – Microblogging is a form of blogging that allows registered users to post short updates (140 characters or less). Examples include Twitter and Yammer. >Discussion Forums – a discussion forum is an online bulletin board that may also be referred to as a discussion group or board, a message board, or an online forum. On a forum, a registered user can post a message and receive responses to the message on the site. >Photo and Video Sharing Web Sites – these sites gives users a method and location to store their digital images and videos and share them with others. >Wiki – a wiki is a web site that allows visitors to add, remove, edit and change content with or without the need for registration depending on the settings. A wiki also allows for posting links to other web pages. >Virtual Worlds – virtual worlds are web sites and/or software that allow registered users to create a presence in a simulated community through the use of graphical identification tool known as an avatar. They can then use the avatar to interact with others in the online world. B. GENERAL CONDITIONS All use of City social media tools is to be consistently branded in order to communicate a clear association with the City and must contain a City-standard disclaimer. Branding should include, but is not limited to, the inclusion of the City logo and, where possible, the City’s official web site colors. The naming and contact convention used for social media web tools should be City of Fort Collins specific and must not contain individual employee names. All approved social media tools will be linked with the City’s official web site, fcgov.com. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 73 All use of City social media tools must comply with the applicable laws, regulations, and policies, as well as proper business etiquette. Social media networks should not be used to disclose sensitive and/or confidential information without the prior express written approval of the City Manager/City Attorney. City social media tools may not be used to express personal views or concerns. City social media tools may not be used to promote recommendations or referral for friends/associates. City social media use shall comply with the Terms of Service outlined by applicable social media networks and tools. Communication through City social media tools shall not be considered Service Area Requests (SARS) but rather communication between City staff and the public similar to e-mail or a phone call. C. AUTHORIZATION OF SOCIAL MEDIA ACCOUNTS Departments will use City-wide social media tools and shall not create individual accounts or identities for specific programs, events, or departments unless: >The social media account pertains to a partnership program where the City is not the lead or coordinating entity. >There is a unique business need that requires autonomy. Any department wishing to create, modify or remove a social media presence must initially submit a request to the Communications and Public Involvement Office. The Communications and Public Involvement Office will play an active role in the implementation and regulation of all social media initiatives regardless of whether or not they are initiated by a different department. The Communications and Public Involvement Office will report this information to the City Manager twice per year (June and December). Requests should include: >Purpose >Topic >Timeframe >Implementation/management plan including frequency of updates, staff assigned as moderators and content providers, etc. >Target audience Further, any department engaging in social media is required to maintain timely and accurate information on fcgov.com and management of such tools should not interfere with the employee’s primary job responsibilities. D. RULES OF ENGAGEMENT Upon approval from the Communication and Public Involvement Office, content providers of these tools should follow these guidelines: >Be honest – your honesty – or dishonesty – will be quickly noticed in social media. If you have a vested interest in something you are discussing, be the first to point it out. Clearly identify your role in the organization. >Be judicious – make sure your efforts to be transparent don’t violate the City’s confidentiality and legal guidelines. Ask permission to publish or report on conversations that are meant to be private or internal. All statements must be true and not misleading. Never comment on anything related to personnel or legal matters, litigation, or any parties the City is in litigation with. Also, be smart about protecting yourself and your personal privacy. >Write what you know – make sure you write and post about your areas of expertise. >It’s a conversation – talk to your readers like you would talk to real people in professional situations. In other words, avoid overly pedantic or composed language. Don’t be afraid to bring in your own personality and say what’s on your mind. >Add value – communication through social media tools should be thought-provoking, educational, and help people better understand the topic at hand. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 74 >Take responsibility – you are responsible for what you post. Be mindful that what you publish will be public for a long time. If you make a mistake, admit it, correct it, and move on. >Speak in the first person. >If it gives you pause, pause – if you’re about to publish something that makes you even the slightest bit uncomfortable, don’t shrug it off and hit send. Take a minute to review these guidelines and try to figure out what’s bothering you, then fix it. >Respect your audience – don’t use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in the City of Fort Collins workplace. >Don’t get into arguments – social media tools are an outlet to communicate. Don’t let an opinionated statement pull you into an online argument for all to witness. E. STANDARD DISCLAIMER The City of Fort Collins makes use of social media to engage residents to learn about needs and concerns, contribute to relevant conversations, and promote City programs and services. Despite efforts to keep the City-provided information timely and accurate, users should be aware that the information available through this social media tool may not be timely, accurate, or complete. No communication to the City of Fort Collins through this social media shall be deemed to constitute legal or official notice for any purpose. Users are encouraged to consult with appropriate non-City professional advisors for advice concerning specific matters before making any decision, and the City of Fort Collins disclaims any responsibility or liability for positions taken by individuals or entities in their individual cases for any misstatement, misunderstanding and losses, directly or indirectly, on the part of the users. The City of Fort Collins’ use of external social media tools is provided as a public service. The City of Fort Collins disclaims liability for ads, videos, promoted content or comments accessible from any external web page. The responsibility of external content or comments rests with the organizations or individuals providing them. Any inclusion of external content or comments on external social media web sites does not imply endorsement by the City of Fort Collins. The City of Fort Collins reserves the right and may choose to reprint comments/materials placed on the social media web sites to other media, such as by providing comments/ materials to City staff or City Council in private or public settings. We reserve the right and will remove comments/materials from City social media tools when those comments/materials, in the City’s sole discretion, are: >Potentially libelous >Obscene or sexually explicit >Hateful or mean-spirited >Personal attacks, insults, profane, name-calling, or threatening >Plagiarized material or material that potentially violates intellectual property rights >Private, personal information published without consent >Commercial promotions or spam >Off topic or that link to material that is off topic >Embedded images from external sources >Violate any law or promote the violation of any law >Encourage or constitute prohibited discriminatory or harassing conduct >Made by a person masquerading as someone else Additionally, the City reserves the right to terminate a person’s ability to post comments/materials or otherwise participate in the City’s social media tools when the person has repeatedly posted any of the above listed inappropriate comments/materials. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN 75 F. RETENTION AND DOCUMENTATION Please see the City of Fort Collins General Records Retention Schedule for retention guidelines. G. EMPLOYEE USE Please see the City of Fort Collins Personnel Policy for details regarding employee use of social media. H. EXCEPTIONS/CHANGES This policy supersedes all previous policies covering the same or similar topics. Any exception to this policy may be granted only by the City Manager. This policy may be reviewed and changed at any time. ATTACHMENT 1 TOWN OF AVON MARKETING PLAN a BRAND GUIDELINES MAY 2016 ATTACHMENT 2 TOWN OF AVON MARKETING PLAN LOGO STANDARDS .................................................................................... 1 LOGO STANDARDS: WITHOUT TAGLINE ................................................... 2 LOGO STANDARDS: WITH TAGLINE .......................................................... 3 LOGO STANDARDS: DO NOT ..................................................................... 4 LOGO STANDARDS: RECREATION LOGO ....................................................5 COLORS ..................................................................................................... 6 TYPEFACES ..................................................................................................7 RECREATION TRAIL MAP ..........................................................................8 SPECIAL EVENTS RACK CARD ...................................................................9 RECREATION POSTER & POSTCARD TEMPLATE ....................................10 COMMUNITY FEEDBACK DISPLAY ......................................................... 11 VAIL DAILY AD TEMPLATE ...................................................................... 12 DESIGN ELEMENTS ................................................................................. 13 COMPELLING PHOTOGRAPHY ............................................................... 14 CONTENTS Undaunted, inclusive and dynamic. Avon is a mountain community with a story to tell. This is how we show it. Brand guidelines provided by: ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 1 LOGO STANDARDS REQUIRED SPACE AROUND LOGO Leave ¼" open space around logo. STANDARD LOGO MINIMUM SIZE The logo must be printed or reproduced at least 1" or 72 pixels in width to maintain legibility. 1" ¼" ¼" ¼" ¼" ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 2 LOGO STANDARDS: WITHOUT TAGLINE 3 color 1 color solid Black 2 color 1 color screened version Knockout ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 3 LOGO STANDARDS: WITH TAGLINE 3 color 1 color solid Black 2 color 1 color screened version Knockout ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 4 LOGO STANDARDS: DO NOT Don’t apply a drop shadow Don’t stretch Don’t change colors Never rotate Never use the color-version on a dark background Respect the safe area ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 5 LOGO STANDARDS: RECREATION LOGO ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 6 COLORS 3155 CP - 50% 40% 30% 20% 80% 70% 60% 3155 CP 3155 C c100 m9 y29 k47 r0 g9 8 b114 006272 75% 50% 25% 383 CP 383 C c29 m1 y100 k18 r168 g173 b0 A8AD00 Pantone Color Bridge Coated Solid Coated CMYK Formula RGB Formula/PPT Web Hex Pantone Color Bridge Coated Solid Coated CMYK Formula RGB Formula/PPT Web Hex 75% 50% 25% 7529 CP 7529 C c7 m14 y20 k22 r183 g169 b154 B7A99A 75% 50% 25% 4985 CP 4985 C c22 m74 y38 k47 r135 g75 b82 874B52 75% 50% 25% 7627 CP 7627 C c5 m94 y88 k22 r167 g43 b42 A72B2A 75% 50% 25% 447 CP 447 C c50 m30 y40 k90 r55 g58 b54 373A36 SECONDARY SUPPORT COLORS PRIMARY COLORS ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 7 TYPEFACES HEADLINE: Avenir Black 36 pt CILLUM DOLORE EU FUGIAT SUBHEAD: Avenir Heavy 24 ptUt enim ad minim veniam MAIN BODY: Myriad Pro Regular 11 pt Idunt ditiis dolorro te voluptur, optatur ari berum quis eium es nonserio voluptae nonem faccatinctae digend- unt parum nihicto modioribus ea aut eum dolessit que repellam, que pore ommolorrum conserio. Nam fuga. Magnam fugia quias aborion sequunt. Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commo- do consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum. PULL-QUOTES: Avenir Light 24 pt Quis nostrud exercitation ullamco laboris nisi ut alquip ex ea commodo consequat. TITLINGS & CALLOUTS: Arial Bold 24 pt Ut enim ad minim veniam MAIN BODY: Arial Regular 11 pt Idunt ditiis dolorro te voluptur, optatur ari berum quis eium es nonserio voluptae nonem faccatinctae digendunt parum nihicto modioribus ea aut eum dolessit que repellam, que pore ommolorrum conserio. Nam fuga. Magnam fugia quias aborion sequunt. FOR MICROSOFT POWERPOINT, WORD & EMAIL ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 8 RECREATION TRAIL MAP MAIN TRAIL MAP (INSIDE FOLD-OUT) PAVED TRAIL MAP COVER TRAIL DESCRIPTIONS BACK COVER ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 9 SPECIAL EVENTS RACK CARD SUMMEREVENTS REDS, WHITES & BREWS FESTIVAL Fri., June 17 | 6:00 to 8:00 p.m. and Sat., June 18 | 2:00 p.m. to 7:00 p.m. COVERROCK TRIBUTE MUSIC FESTIVAL Saturday, June 25 and Sunday, June 26 | 12:00 p.m. to 10:00 p.m. SALUTE TO THE USA Sunday, July 3 | 5:00 to 10:30 p.m. TRIPLE BYPASS BICYCLE TOUR Saturday, July 9 through Sunday, July 10 XTERRA TRIATHLON Saturday, July 18 | 7:00 a.m. to 12:00 p.m. OUTLAWS & LEGENDS MUSIC FESTIVAL Thursday, July 28 through Sunday, July 31 | 2:00 p.m. - 10:00 p.m. COLORADO DISC DOGS COMPETITION Saturday, July 16 DANCING IN THE PARK Thursday, August 4 | 5:30 p.m. to 8:00 p.m. BecTri SPRINT TRIATHLON Saturday, August 6 | 8:00 a.m. to 12:00 p.m. AVON LIVE! CONCERTS IN THE PARK August 3, August 10, August 17 and August 24 | 5:00 p.m. - 9:00 p.m. MAN OF THE CLIFF Saturday, October 10 through Sunday, October 11 | Times TBD ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 10 RECREATION POSTER & POSTCARD TEMPLATE POSTER POSTCARD ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 11 COMMUNITY FEEDBACK DISPLAY ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 12 VAIL DAILY AD TEMPLATE TOWN NEWS APRIL 25 – MAY 8, 2016 Avon registered electors are asked to vote by not later than May 3rd on a ballot question asking for approval of the financing of a new Police Department in a new Joint Public Safety Facility. The mail-in ballot, which was mailed on April 11th, seeks approval for a 20-year debt issue, at an approximate interest rate of 2.5%, for costs not to exceed $6.5 million for land and building construction. No new taxes or tax rate increases are required for the debt. Concurrent with Avon’s vote is the ERFPD’s Ballot A for new fire facilities in the District. A Factual Summary is available at www.avon.org. If you are interested in taking a tour of the facilities of either the Avon Police Department or Avon Fire Station, please contact: Avon Police Chief Robert Ticer: 970-748-4040, rticer@avon.org Fire Chief Karl Bauer: 970-748-9665, kbauer@eagleriverfire.org Annual Residential Clean-up Week Monday, May 9th – Friday, May 13th | 8:00 a.m. – 5:00 p.m. Clean-out unwanted items and yard waste with Town curbside pick-up. During the week call 970-748-4100. Inaugural Town Clean-Up Day Saturday, May 14th | 9:00 – 2:00 p.m. Celebrate the changing seasons with a little spring cleaning! 9:00 a.m.–Noon: Volunteer Registration and Town Clean-up by Neighborhood Noon–2:00 p.m.: Lunch for Volunteers at the Avon Performance Pavilion For more information call (970)748-4404 or email pneill@avon.org. The Town of Avon is looking to support small businesses and add to the vibrancy of Harry A. Nottingham Park, Main Street Mall and Possibility Plaza, by inviting qualified entrepreneurs and businesses to submit a proposal to own and operate one or more Mobile Vendor Carts at designated locations. A Mobile Vendor Cart may feature retail merchandise or food services. If you are interested in operating a Mobile Vendor Cart in Avon, please visit www.avon.org/bids or call (970)748-4404. Agenda and packet materials will be made available on www.avon.org on May 6th TOWN CLEAN-UP MAY 9th – 14th MOBILE VENDOR CARTAPPLICATIONS AVAILABLE AVON TOWN COUNCIL MEETINGTUESDAY, MAY 10 AVON JOINT PUBLIC SAFETY FACILITY VOTE BY MAY 3RD TOWN CLEAN-UP MAY 9th – 14th The West Avon Preserve (WAP) trail system is now open! The WAP is home to an 11.25 mile network of multi-use trails for public enjoyment. Twisting through the parcel between Singletree and Wildridge, the trails range in degrees of difficulty from easy to strenuous. Residents and visitors can enjoy peaceful hikes and exhilarating mountain bike rides; horseback riding is also allowed on this large, mid-valley hillside property that borders National Forest land. While the trails system is officially open, muddy trails are always closed. Please continue to observe temporary closures this spring as crews work on Lee’s Way, BLT, and other portions of the WAP. If you encounter mud on any trail, please save and protect the trail by turning around! Hiking and biking on muddy trails threatens their longevity by increasing erosion leading to the loss of the rolling contours that make the WAP so much fun! WEST AVON PRESERVE TRAILS OPENFOR SUMMER HIKING AND BIKING! Four-legged best friends are allowed off-leash in the WAP but must be under voice control and the owner must have a leash in his or her possession. Dog owners must promptly remove fecal waste and deposit it in a proper trash container. To enjoy this beautiful open space, parking is available at Nottingham Road, Beaver Creek Point, and the O’Neal Spur Pocket Parks. Restroom facilities and water fountains are available at the O’Neal Spur Pocket Park, which is also ADA Accessible. For more information on the WAP trail system, please contact Matt Pielsticker, Planning Director, at 970-748-4413 or mpielsticker@avon.org. To report violations, contact Vail Dispatch at (970)479-2200. TOWN CLEAN-UP MAY 9th – 14th On April 12, 2016, the Avon Town Council approved an ordinance enacting a temporary sales tax credit for the installation of renewable energy production components. Materials eligible for the credit include components used in the production of electricity, generation of heat or cooling of air, and from a renewable energy source, including but not limited to wind, solar, solar thermal systems, and geothermal energy systems. The Council found that providing an incentive to encourage the installation of renewable energy production components will promote a community goal to conserve environmental resources. The tax credit for the installation of $15,000 TEMPORARY TAX CREDIT FOR RENEWABLE ENERGY PRODUCTION COMPONENTS AVAILABLE in solar panel materials would amount to a savings of $600 for the taxpayer. The Council also directed Town staff to waive planning review and building permit fees for renewable energy products. The effective date of the temporary credit was set at April 13, 2016, making all purchases of renewable energy production components on or after that date eligible for the credit. The credit is set to expire on December 31, 2018. For more information contact Justin Hildreth, Town Engineer, at (970)748-4045 or jhildreth@avon.org. TO GET THE TOWN OF AVON’S CURRENT INFORMATION, SUBSCRIBE AT: www.avon.org/notifyme ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 13 DESIGN ELEMENTS ATTACHMENT 2 TOWN OF AVON MARKETING PLAN 14 COMPELLING PHOTOGRAPHY Photographs are images that represent a meaningful visitor experience and demonstrate connection with the Town. Photos that evoke a desire to step into the image reflect our welcoming approach. At times, featuring people or hinting at their presence invites visitors to experience all that Avon has to offer. Photos may be manipulated to add an effect that supports the text or theme of the piece. ATTACHMENT 2 General Branding PROGRAMMATIC & DIGITAL AD EXAMPLES ATTACHMENT 3 Social Media Channels The Town has 7 social media channels *analytics from 10/1/18 –10/1/19 •Discover Avon Facebook | 23% increase in followers •Discover Avon Instagram •Town of Avon Facebook | 24% increase in followers •Town of Avon Twitter •Avon Recreation Facebook | 9% increase in followers •Avon Recreation Instagram •Avon PD Facebook | 24% increase in followers ATTACHMENT 3 Events Marketing Avon LIVE! •TV8 Interviews | Wednesdays for 10 weeks on the stage •Vail Daily Digital Event Ads •Vail Daily & Weekly Print Ads •Posters &Chalkboard Signs •KZYR & AMT Radio Ads •Facebook & Instagram Promoted Posts •Everything Vail Valley Newsletter •VMS Boards ATTACHMENT 3 Events Marketing Salute to the USA •TV8 Interview •Vail Daily Digital Site Takeover on 6/28 & 7/1 •Vail Daily & Weekly Print Ads •Vail Daily Digital Ads •KZYR & AMT Radio Ads •Facebook & Instagram Posts •Bridge Banner •Slifer, Smith & Frampton Newsletter •Berkshire Hathaway Newsletter •VMS Boards •Posters ATTACHMENT 3 Events Marketing Other Town-Produced Events Egg Hunt •Creative •Posters & Chalkboard Signs •Social Media July in January •Posters & Chalkboard Signs •Creative •Facebook & Instagram •Vail Daily & Weekly Print •Bridge Banner •AMT Radio •EVV Digital Community Picnic •Posters & Chalkboard Signs •Facebook •Sandwich Boards Signs •TOA Newsletter •Social Media Promotion ATTACHMENT 3 Events Marketing Colorado Classic Marketing & Communication •Vail Daily Print Ads •Facebook & Instagram •Direct Mail •Door Hanger Printing & Distribution •12 Sandwich Board Signs •KZYR & AMT Radio Ads •Bridge Banner x 2 •Letter to Avon businesses •VMS Boards •Website Banner ATTACHMENT 3 Thank You ATTACHMENT 3 UPDATE ON 2019 CAPITAL IMPROVEMENT PROJECTS PAGE 1 | 2 TO: Honorable Mayor Smith Hymes and Council FROM: Justin Hildreth, Town Engineer RE: Update on 2019 Capital Improvement Projects DATE: November 19, 2019 SUMMARY: This report is provided to update Council on 2019 Capital Improvement Projects. Beaver Creek Boulevard Streetscape Improvements Project: The completed project includes road realignment, on-street parking, enhanced pedestrian and bicycle facilities, intersection improvements, landscaping and lighting. The construction budget was $4,025,943 and the total construction cost is $3,969,778. Nottingham Road Debris Flow Study and Implementation: Currently after large rainstorms, the runoff transports large amounts of mud and debris onto Nottingham Road, overwhelming the ditches and closing the road. This project started with a study analyzing the drainages and proposing remediation alternatives. This is a multi-year project and in 2019 a remediation project in the basin above the church was completed. A project in the easternmost basin behind the Rushmer Townhomes nearest Buck Creek Road is planned in 2020. The current total multi-year project budget including surveying, subsurface soils study, design, and construction is $425,000 with $141,189 being spent to date. UPRR Walkway at Grade Crossing Project: This project constructed sidewalks on both sides of the road along West Beaver Creek Blvd at the Union Pacific Railroad crossing near Avon Elementary School. The project also included curb ramp replacement in the area to meet current American with Disability Act’s standards and some associated asphalt patching. The project was originally bid in 2018 and Council directed Staff to rebid in 2019 since only one bid was received. Three bids were received in 2019 and Council directed Staff to construct the entire project. The project budget including design, UPRR Right of way acquisition, and construction was increased to $231,621 and the total project cost is $230,732. Avon Whitewater Park Repair Project: This 2018 winter project was completed in early May 2019 and consisted of maintenance of the three whitewater features to restore original waves. Approximately 550 tons of boulders were relocated that had shifted due to high runoff flows. The project budget was amended in 2018 to complete the project for a total cost of $201,422 and budget of $221,390. The whitewater park is current being hydraulically modeled with the intent to modify the largest feature to soften the wave during high flows. Riverfront Trail Connector: East West Resorts and the Eagle River Water and Sanitation District donated easements for an 8’ wide paved recreation path connector from Riverfront Lane to the Eagle Valley Trail near Lake Street. The project budget for design and construction of the trail was $210,000 and the total cost was $237,159. The cost overrun was due to the discovery of groundwater and poor soils necessitating an extensive subdrain and excavation / export of poor soils and replaced with suitable structural soil. Benchmark Road On-Street Parking: Several Town plans envision on-street parking along West Benchmark Road between Avon Station and Mikaela Way. The goal is to support local businesses and provide parking for Avon Station and the Gondola. The design incorporates environmentally sustainable practices to minimize the effect of the additional paved area. The budget is $440,000. The project was postponed to 2020 due to unforeseen utility conflicts. UPDATE ON 2019 CAPITAL IMPROVEMENT PROJECTS PAGE 2 | 2 Nottingham Park Fitness Court: The Town of Avon received a $140,000 grant from the National Fitness Campaign to install an outdoor adult fitness court. The court was installed at the former playground site in early summer 2019. The project budget was $200,221 and total project cost $195,291 of which the town paid $55,291. Annual Paving/Road Improvements: The Town’s annual street resurfacing and pavement maintenance program generally consists of asphalt overlays, slurry seals and related surface treatments such as curb and gutter, storm drainage repair, ADA Ramp updates and guardrail replacement or adjustment. The program includes a 5-year slurry seal rotation and 20-year rebuild rotation for the roads. The paving locations are determined annually based on the Asphalt Paving Association rating system. Eaglebend Drive was postponed from 2019 to 2020. 2020 street improvements projects include asphalt overlay on Eaglebend Drive and Yoder Avenue. Settlement repair, asphalt overlay, and guardrail repair along an approximate 800’ section of Buck Creek Road is also planned for 2020. The total budget for 2020 street improvements program is $1,195,000. Avon Road Stormwater Quality Project: The strategic plan prioritizes water quality in the Eagle River. Underground stormwater quality vaults collect pollutants including trash, oils and other debris before they are discharged to the river. The vaults will be located on the east and west sides of Avon Road. The project is currently in the design phase and the 2020 budget is $210,000 for the east structure with $230,000 budgeted in 2021 for the west structure. Recreation Center Weight Room Expansion: This project expanded the weight room, previously located in the cardio equipment room, to the aerobics room. The aerobics room was relocated to the first floor near the main entrance. The expansion will alleviate overcrowding during the afternoons and early evenings. The project budget is $500,000 and construction cost to date is $456,983. Nottingham Park Light Upgrade: The existing lights, installed in 1980, show signs of wear and tear and are not as energy efficient as modern fixtures. The program will replace the lights with modern, LED bollard fixtures, similar to those installed along the Pedestrian Mall, Eagle Valley Trail and at the pavilion. This phase of a multi-year project will install bollard lighting on the southside of the park. The 2019 project budget is $190,000 and was pushed to 2020.