25.02.03 DDA FINAL WEBSITE PACKET_____________________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
MEETING NOTICES ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AVON ELEMENTARY AND AVON PUBLIC LIBRARY
IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING,
CALL TOWN CLERK MIGUEL JAUREGUI CASANUEVA AT 970-748-4001 OR EMAIL MJAUREGUI@AVON.ORG WITH ANY SPECIAL REQUESTS.
DOWNTOWN DEVELOPMENT AUTHORITY MEETING AGENDA
Monday, February 3, 2025
MEETING BEGINS AT 3:00 PM
DOWNTOWN DEVELOPMENT AUTHORITY PUBLIC MEETING BEGINS AT 3:00 PM
1. CALL TO ORDER AND ROLL CALL
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 Public comments are limited to three (3) minutes. The speaker may be given
one (1) additional minute subject to Board approval.
5. NEW BUSINESS
5.1. Welcome to new Board Member Lisa Mattis and Swearing In of new and re-appointed Board
Members (Deputy Town Brenda Torres)
5.2. Pedestrian Mall Concept Review (Planner II Max Morgan)
5.3. Regional Housing Needs Assessment Update (Housing Planner Patti Liermann)
5.4. Proposed 2025 Meeting Schedule:
• April 14 (Second Tue)
• June 2
• Aug 4
• Oct 6
• Dec 1
6. MINUTES
6.1. Approval of November 4, 2024 Downtown Development Authority Meeting Minutes (Chief
Administrative Officer Ineke de Jong)
7. ADJOURN
Public Comments: Avon DDA agendas shall include a general item labeled “Public Comment” near the
beginning of all Board meetings. Members of the public who wish to provide comments to the Board 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 Board in advance of the Board meeting. The Chairperson
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
Downtown Development Authority Simplified Rules of Order
(970) 748-4040 gdaly@avon.org
TO: Chairperson Tony Emrick and DDA Board Members FROM: Brenda Torres, Deputy Town Clerk
RE: Swearing In of new and re-appointed Board Members
DATE: January 31, 2025
SUMMARY: At the November 19, 2024 Regular Avon Town Council Meeting, Council discussed the potential
appointment of up to three (3) board members to fill the vacancy of three board seats available at the Avon
Downtown Development Authority (“Avon DDA”). Council appointed Lisa Mattis to the DDA Board for a term
ending in June, 2026 and re-appointed Marcus Lindholm and Rob Tartre to terms ending in June, 2028.
The 2025 Board Composition is as follows:
Tony Emrick, Landowner (through June 30, 2025) - Elected Chairperson
Gregg Cooper, Landowner (through June 30, 2025)
Lisa Mattis, Lessee (through June 30, 2026)
Scott Tarbet, Landowner (through June 30, 2026)
Chico Thuon, Council Member (through January 2027)
Wayne Hanson, Landowner (through June 30, 2027)
Matthew Fitzgerald, Lessee (through June 30, 2027)
Chris Neuswanger, Landowner (through June 30, 2027) - Elected Secretary
Brandt Marott, Lessee (through June 30, 2027) - Elected Vice-Chairperson
Marcus Lindholm, Landowner (through June 30, 2028)
Rob Tartre, Landowner (through June 30, 2028)
The Oath of Office for new and re-appointed Avon DDA board members will take place on Monday,
February 3, 2025. Deputy Town Clerk Brenda Torres will be present to administer the Oath of Office.
Thank you, Brenda
ATTACHMENT A: Oath of Office
OATH OF OFFICE
AVON DOWNTOWN DEVELOPMENT AUTHORITY
STATE OF COLORADO )
EAGLE COUNTY )
TOWN OF AVON )
I, _____________________ DO SOLEMNLY SWEAR THAT I WILL SUPPORT THE CONSTITUTION
OF THE UNITED STATES AND STATE OF COLORADO, AND THE CHARTER AND ORDINANCES OF THE
TOWN OF AVON, AND FAITHFULLY PERFORM THE DUTIES AS A MEMBER OF THE BOARD OF
DIRECTORS OF THE AVON DOWNTOWN DEVELOPMENT AUTHORITY FOR THE TOWN OF AVON UPON
WHICH I AM ABOUT TO ENTER.
________________________________________ 02/03/2025___
AVON DOWNTOWN DEVELOPMENT AUTHORITY DIRECTOR DATE
SUBSCRIBED AND SWORN TO BEFORE ME THIS 3RD DAY OF FEBRUARY 2025.
______________________________
BRENDA TORRES, DEPUTY TOWN CLERK
ATTACHMENT A
970.748.4014 mmorgan@avon.org
TO: Chairperson Tony Emrick and DDA Board Members
FROM: Max Morgan, AICP, Planner II
RE: Main Street Pedestrian Mall Concept Design Work Session
DATE: February 3, 2025
SUMMARY OF REQUEST: This report presents information to the Downtown Development Authority
(“DDA”) concerning the conceptual layout and proposed improvements of the extension of the Main Street
Pedestrian Mall (“Mall”) from Lettuce Shed Lane to Lake Street. Staff is soliciting comments and feedback
on the proposed conceptual layout of the Mall extension in order to provide guidance to our designers.
Comments and recommendations for all citizen committees will be forwarded to Avon Town Council
(“Council”) in March to finalize direction to our designers.
The purpose of this work session is to summarize the results of previous discussions with committees and
Town leadership, identify aspects of the project that have consensus, and continue the discussion on
concept components that have not been affirmed as part of the proposal. Council will provide final
comments to the consultant team, including comments provided by the DDA and other committees.
Overview: In 2023, following the completion of the La Zona Concept Plan, Council directed Staff to
proceed with design and construction of the Pedestrian Mall extension from Lettuce Shed Lane to Harry A.
Nottingham Park (“Park”). Staff requested a “conceptual layout” of the Mall extension to solicit feedback
before proceeding with more detailed designs. Stolfus Engineering and DHM Designs have prepared a
conceptual layout is presented to Avon Town Council, the Planning and Zoning Commission, the
Downtown Development Authority (“DDA”), Health & Rec Committee, and Cultural Arts and Special Events
Committee (“CASE”). The DDA Plan Area focuses on Avon’s central business district, and the boundaries
include the Pedestrian Mall and adjacent spaces. The DDA Plan advises that the DDA will work to halt or
prevent the deterioration of property values or structures, prevent the growth of blighted areas, and will
assist in the redevelopment of central business districts.
Image 1 ‐ Pedestrian Mall Concept for Review
Pedestrian Mall Improvements – DDA 020325
February 3, 2025
Page 2 of 20
The purpose of this ongoing work session series is to:
Determine consensus on the conceptual layout of the Mall extension
Confirm General Design Principles for extension of the Mall
Seek to minimize additional costs or expansion of the potential Mall extension improvements
MEETINGS SUMMARY: The following includes a summary of the Joint Work Session and subsequent
meetings with committees:
January 13, 2025 Joint Work Session - Avon Town Hall
Members of the Council, PZC, Avon DDA, Health & Rec Committee, and CASE attended a Joint Work
Session as part of the January 13, 2025 PZC meeting. Town Staff and representatives from DHM
Designs and Stolfus Engineering, Bill Neumann and Elizabeth Stolfus respectively, attended as well.
Staff provided the above report in advance of the meeting, for the purpose of facilitating feedback and
ideas concerning the future development of the Mall
There was shared support from the meeting attendees to:
Differentiate between the Design Principles and proposed Features / Amenities
Consider how wayfinding & signage can support the project
Consider needs beyond the space itself (East Town Center, River Path, Avon Road
Roundabouts, etc.) that make this project optimal for users
Promote efficiency with respect to path layout, but create placemaking opportunities
(“nodes of interest”) along the travel corridor
Consider enhanced landscaping, including planters, mature vegetation and tree canopy
Apply “gateway” elements to create entrance at Lake Street into Harry A. Nottingham Park
Rename the “Pedestrian Mall”
Use canopy lighting over the Mall
Design the space so that businesses along the path can contribute to the look and feel of
the Mall
o Ground-level businesses in the Season building could contribute / benefit the most
Staff subsequently followed up to meet with the CASE Committee and Health and Recreation Committee
respectively, at their regularly scheduled committee meetings to discuss the project and the joint work
session:
January 16, 2025 CASE Committee Meeting – Avon Town Hall
There was shared support from the meeting attendees to:
La Zona
Subarea
Plan
Concept
Design
Concept
Review (Work
Session and
Revisions)
Design
Phase
Approvals
and
Construction
Pedestrian Mall Improvements – DDA 020325
February 3, 2025
Page 3 of 20
Utilize paver-treatment at crosswalks similar to the Lettuce Shed Lane crossing. NOTE:
Lake Street crossing is proposed to be a raised crossing and Mikaela Way is proposed to
be an at grade crossing.
Promote a pedestrian friendly frontage on the Mall with the development of Lot B
Consider BOTH visual and physical connections along the Mall
Consider users and experience in both directions, i.e. the Mall is a gateway into Town
Center as much as it is a gateway from Town Center to the Park.
Favor an alignment across the Rec Center parking that heads towards the recreation trail
on the south side of the main field.
Continue established design themes and materials from Possibility Plaza and Lettuce
Shed Lane
Coordinate designs of the Mall with any expansion plans the Avon Library may have.
Consider sunlight and its impacts to the space
Envision the space at the Skier Statue for placemaking and gathering
o Skier Statue is part of the space’s current identity
Placemaking elements are appropriate:
o Picnic tables and seating
o Tables for games (chess / checkerboard)
o Creative landscaping
Safety should be prioritized over parking needs
Landscaping on the south side of Mall is already functional (drainage, etc.) and the project
should avoid significant overhaul of those spaces
Other elements presented as part of the CASE Committee meeting are subject to further
exploration:
Future use and expansion of 351 Benchmark (Old Fire Station) and the Rec Center
Food truck court
Splash Pad location – by Rec Center or closer to playground
January 21, 2025 Health and Recreation Committee Meeting – Avon Town Hall
There was shared support from the meeting attendees to:
Conceptualize this project as part of a “20-Year Vision”
Use shade elements at key locations
o Maintenance and upkeep are important
Assess environmental impacts of development
Use effective wayfinding in the space and around Town to form connections
Consider necessary policies (E.g., Dismount Zone)
Other elements presented as part of the Health and Rec Committee meeting are likely to receive
continued debate and consideration:
Food truck court
Splash Pad make sense in its proposed location
January 27, 2025 PZC – Avon Town Hall
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The Planning and Zoning Commission discussed:
The importance of a balance between clear direction to the design consultants with
allowing designers freedom to solve challenges and apply creativity to the conceptual
design
Language regarding types of infrastructure should be sensitive to the goals for the
pedestrian experience
Whether different zones or rooms can have different motifs, and even design treatment
That hardscape and softscape should be balanced
o Maintenance and upkeep are important
Focus on pedestrian experience – i.e. the “Woonerf Street” concept where the design
treatment emphasizes the pedestrian mall at street crossings
A 20-Year Vision, including increased commercial activity and meeting places along the
mall (“Spend money and spend time.”)
How to highlight the Lake
Importances of additional parking in the long-term to support the 20-Year Vision
The value of designing spaces and features that serve multiple purposes (E.g., what can
the splash pad be in the wintertime?)
The PZC discussed a vision for the Mall, between Possibility Plaza and Mikaela Way, that
emphasized gathering and placemaking, enhanced commercial activity and events, and making the
space a destination that connects people to existing and future businesses. The conversation
emphasized that designers are “problem-solvers” who need parameters but also space to apply
creative solutions to open-ended challenges.
STAFF COMMENTS: The meetings and subsequent dialogue about the Mall project have been
appropriate and effective for concept-planning purposes. Several comments and suggestions from
attendees justify staff comment, as discussion continues:
Connections to West Beaver Creek Boulevard: The Town Center area is likely to see development
projects in the next twenty years that would benefit from physical and visual connections to the Mall.
Staff is aware and advocates that any development of Lot B should include strong and attractive
pedestrian path connect to West Beaver Creek Boulevard.
Wayfinding & Signage: The importance of wayfinding and signage has been a common theme that
Staff recognizes and supports. The Town completed a Wayfinding & Signage Plan in 2023, and will
look to incorporate elements of that Plan into the Mall project.
Pedestrian Mall Improvements – DDA 020325
February 3, 2025
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Design Principles vs. Amenities / Features: Staff received the comment to define design principles
separately from design features and elements. The following table separates design principles from
design features:
TABLE 1-1 DESIGN PRINCIPLES VS AMENITIES
Design Principles Design Features
Pedestrians are prioritized over car and bikes
travel
Raised crosswalks and pavers in streets
The pedestrian experience is paramount Canopy lighting between Lettuce Shed Lane
and Town Hall
Pedestrian experience is prioritized over
maintaining existing parking counts
Continue art installations where appropriate
Continuous treatment from Lettuce Shed Lane
to the Park
Passive recreation, furnishings, and games in
“nodes”
Straight, efficient travel lanes Civic plaza at Town Hall, with Skier Statue
Safety between non-motorized users is key Splash Pad
Connections can be visual and/or physical Food truck court
Incorporate circular patterns in design Extension of Heat Recovery System
Design and locate effective wayfinding and
signage
Wayfinding & Signage along the path and
around Town
Consider a variety of users with respect to
age, mobility, language spoken, familiarity with
Town, etc.
TOWN MANAGER COMMENTS: Thus far the comments have been helpful. Overall, the direction from
Council was to extend the Pedestrian Mall from Lettuce Shed Lane to Lake Street. The extension will
improve the attractiveness of the Mall and will achieve design consistency and coherence. I do not
anticipate that extension of the Mall will stimulate significant retail development, substantially transform the
character or use of the area, or create a destination, but it will improve the attractiveness and functionality
of this pedestrian corridor.
The area between Lettuce Shed Lane and Mikaela Way is very straight forward in my opinion. There is
already a plaza area in front of Town Hall on the Mall that can be improved and expanded to be consistent
with the design theme. There is little room on either the north or south side of the Mall path in this segment
to do much else. We have received strong consensus for the light canopy in this segment which should
have minimal conflicts with existing uses. The improvements in this area will improve the Town’s ability to
host art fairs or farmers markets on this stretch.
The west side of Mikaela Way should be improved with a more attractive “mini-plaza” that is consistent with
the design theme. The current cement sideway area is clearly a hodge-podge of random and unplanned
sidewalk repairs.
The stretch between the west side of Mikaela Way and Lake Street is the most challenging due to the
impact on parking and the uncertainty of future use of 351 Benchmark and future expansion of the Avon
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Recreation Center. I see three options for this stretch:
1. Straight path to Lake Street as originally shown. This alignment eliminates pedestrian crossing
of this parking lot area which improves the pedestrian experience, but impacts existing parking
between Avon Library and Recreation Center and will require additional expense to construct
reconfigured parking. This alignment should work with future use or redevelopment of 351
Benchmark and future expansion of Recreation Center.
2. Head Towards South Path/Restrooms. Redirect Mall towards the south recreation trail and new
restrooms in Harry A. Nottingham Park. This alignment has same advantages for pedestrian
experience, results in a better alignment for pedestrians heading towards the south recreation trail,
has same impacts to parking as discussed in Option 1, results in a reduced area for redevelopment
of 351 Benchmark, and may create some challenges with best pedestrian route for those heading
to or coming from the playground area on the north side of Nottingham Park.
3. Install Temporary Paver Path. This option would install pavers along the existing pedestrian
alignment to cross the existing parking lot, follow the existing sidewalk and straighten the crossing
of Lake Street to improve the existing pedestrian path but minimize the investment to allow re-
alignment and a permanent Mall path with full features and amenities once the redevelopment of
351 Benchmark and expansion of Avon Recreation Center are determined. This is the most
affordable option that allows future flexibility.
NEXT STEPS: Staff will gather comments from Avon DDA, Avon PZC, and Avon Health and Recreation
Committee through February and will then present those comments with proposed design direction to
Council in March. The intention is to provide design direction by the end of March to our designers and have
designs finalized with cost estimates by late summer. Staff plans to conduct a bid process in fall of 2025
with a construction start in spring of 2026. Staff also anticipates applying for grant funding in summer of
2025 when we have an established conceptual design with rough cost estimates.
Thank you, Max
ATTACHMENTS:
A. Pedestrian Mall Background – Previous Report
B. Stolfus Engineering / DHM Designs Concepts for Review (Included in Original Report)
C. Ped Mall Photos (Included in Original Report)
D. Avon Comprehensive Plan Goals and Policies Spreadsheet
ATTACHMENT A
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BACKGROUND FROM THE PREVIOUS REPORT FOR THE JOINT WORK SESSION
Pedestrian malls serve to help people get outside and move around safely in an interesting, safe, and
inviting space. Pedestrian malls are notable for their ability to:
Support transit networks that prioritize non-motorized transportation.
Connect areas of town and related assets, create gateways, and invite exploration of space.
Provide opportunities for place-making and event space, activating areas with pop-up markets
and fairs, art and compelling architecture.
Town of Avon’s Main Street Pedestrian Mall stretches nearly ¼ of a mile east to west, from the northeast
corner of the Wyndham Property (“Possibility Plaza”) to Lake Street, near the east entrance to Harry A.
Nottingham Park. The Mall serves as the primary pedestrian pathway through the west portion of Town
Center, connecting the Park with other civic assets including the Avon Rec Center, Avon Public Library,
Town Hall, and the Transit Center. This area, known as the “Civic Campus”, is part of Tract G on the
Benchmark Subdivision Official Plat. Tract G also includes the Park.
Image 1 - Map of Tract G Area
ATTACHMENT A
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Image 2 - Mall Layout and Concept Areas
The Main Street Pedestrian Mall is the primary pedestrian route that connects accommodations with civic
uses and recreational uses in the core of Avon. Given its importance to the community, previous Town
planning documents included a variety of concepts and suggestions for the Mall:
Original Plat
The existing Pedestrian Mall predates the Town of Avon. Eagle County approved the original
Benchmark at Beaver Creek Subdivision Plat in 1974, which included a portion of Tract G
dedicated to “Park and Municipal” use bisecting several lots platted for mixed-use (commercial +
residential) properties. The Town of Avon maintained this physical framework when it incorporated
in 1978, and the original Town plat from the same year shows a pathway between future, mixed-
use sites where the east portion of the Mall currently lies.
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Image 3 - Annotated Original Avon Plat Highlighting Tract G (1978)
Avon Town Center Development Plan (2000)
The early 2000s saw the Town consider a significant, conceptual overhaul of the Mall. The Avon Town
Center Development Plan (2000) expresses that the Town’s then-Existing Pedestrian Circulation was a
problem-area, highlighting that the Mall was the only “formal provision for pedestrians” aside from
sidewalks along streets. The document references “unclear way-finding”, and “awkward parcel shapes”
as general problems with the Town’s layout as well.
Interestingly, the Avon Town Center Development Plan (2000) recommends the redevelopment of the
Mall as a vehicular thoroughfare that would serve public and private vehicles in addition to pedestrians,
and for more pedestrian pathways to develop elsewhere in the Town Center, including two pedestrian
sky-bridges. No sky-bridges or alternative pedestrian network developed, and the challenges related to
way-finding and parcel shapes are still considered relevant to the Town.
West Town Center Investment Plan (2007)
The Town’s West Town Center Investment Plan (2007) was designed to encourage and facilitate
revitalization in the area between Nottingham Park and East Town Center. Drafted and adopted in
collaboration with Design Workshop in 2007, the West Town Center Investment Plan sought to
provide benefits for the area including:
Functionally and aesthetically complementary development, and enhanced, visual
character for the Town Center
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More predictability, direction, and ease for developers and the Town in the design review
process for redevelopment projects
Increased confidence in investors
More predictability for the Town’s budgeting and financing mechanisms
Image 4 - Map from WTC Investment Plan (2007)
While details went largely unrealized given development constraints during the Great Recession in
2008, planning concepts from the West Town Center Investment Plan are worth consideration in
2025:
Street realignment to improve circulation and enhance development feasibility of vacant
parcels
Linkage for pedestrian, bike, and auto circulation throughout the Town
A parking structure
Public plazas and gathering spaces
Entertainment opportunities and extended retail hours (night life!)
Enhanced signage, streetscapes, landscaping and wayfinding
Ground-level architectural detailing to enhance the pedestrian experience
Master Plan for Harry A. Nottingham Park (2008)
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Harry A. Nottingham Park (“Park”) has served the community as the Town’s largest park and central
outdoor meeting area for residents and guests since 1978, and has been the subject of several planning
documents sponsored by the Town. The most recent Master Plan for Harry A. Nottingham Park (2008)
inventories then-existing conditions and gives recommendations and strategies to guide improvements for
the Park over time including:
Create more prominent gateways to the park
Treat the park as a focal point for community activity and congregation
The plan states that “a majority of park users who are local residents or visitors staying in nearby lodging
typically walk to the park” but that “points of entry are barely visible. They need to be accentuated with
monuments, directional signage, and lighting to highlight them as gateways into the park. A major
recommendation and priority of the master plan is to make the entry points into the park more prominent
and distinctive.”
The Park continues to see improvements and increased use, as demonstrated with special events and the
successful beach enhancements enjoyed during summer months. At the southeast corner of the Park,
the previous Town Hall building was demolished in 2021. Park improvements for the southeast corner of
Harry A. Nottingham Park are soon be underway and include public restrooms, concession space,
outdoor gathering and landscaping improvements.
Wyndham Property
The development of the Wyndham Timeshare property (2012) represents the most recent, physical
improvement to the Mall: the addition of Lettuce Shed Lane and Possibility Plaza. Originally platted as
“Benchmark Court”, the Town entered an agreement with Wyndham Properties for both parties to install
landscaping, hardscape, lighting and other compatible improvements to what is now Lettuce Shed Lane
and Possibility Plaza. The project used funding from the Town’s Urban Renewal Authority (“URA”) to
create a distinct node and pathway to the Transit Center in the Mall’s layout, which marks the east
boundary of the proposed improvements. The agreement authorizes additional pedestrian amenities and
seating, including a snowmelt system underneath the Mall, and overall re-confirms that the site should be
developed to prioritize pedestrians over vehicles.
CONCEPT REVIEW: The Town’s latest subarea plan La Zona represents the reimagining of the Main
Street Pedestrian Mall extension from Lettuce Shed Lane to Harry A. Nottingham Park. Additionally, La
Zona considers sites in and around the Mall, including access to Harry A. Nottingham Park, existing Town
facilities, public parking areas, Avon Public Library, mixed-use and commercial developments.
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Image 51 - Map of La Zona
The La Zona Concept Plan segments the plan area into three subareas or “rooms.” The rooms are
labeled in the plan based on their “design identity” and intended use: Play, Civic, and Move. The Mall
runs through all three subareas, suggesting that the Mall could represent different identities at different
locations.
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Image 6 - "Rooms" Excerpt from La Zona Concept Plan
Additionally, the La Zona Concept Plan focuses on four sites for redevelopment:
1. Avon Recreation Center Expansion Analysis
2. 351 Benchmark Road aka “Old Firehouse” Use Study
3. Main Street Pedestrian Mall Improvements
4. Improved Multi-modal Connections (Through Existing Assets)
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The Town completed a public engagement series with Norris Design, Toole Design Group, and BRS
Architects in 2023. In late 2024, the Town contracted with Stolfus Engineering and DHM Design Corporation
to develop a concept to support items #3 and #4. The concept shows existing and proposed elements along
the Mall, and site-specific proposals for the pedestrian path crossing Lake Street from the Rec Center into
Nottingham Park, the pedestrian path crossing Mikaela Way from the Town Hall area to the Rec Center and
LIbrary, and the Rec Center west side parking lot.
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Lake Street Crossing
Image 7 - Lake Street Crossing Concept for Review
This space serves as an essential “gateway” into Nottingham Park, and should continue to support park-
goers seeking access to the Park from nearby parking areas and the Town Center. The concept proposes a
raised-element to update to the existing crosswalk from the Rec Center area to Nottingham Park, and
additional on-street parking (eleven new spaces shown). The concept includes proposed locations for
wayfinding, and an entry plaza. The Town has determined that the large tree located at the Park’s entry
should remain if at all possible, and concepts show the park-entry pathway jogging slightly south of the tree.
This trajectory also maintains a clear view of the Avon Performance Pavilion (“Stage”) across the main field.
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Mikaela Way Crossing
Image 8 - Conceptual Layout of Mikaela Way Crossing for Review
This space serves to connect the west portion of the Mall with the Rec Center Area and Avon Public
Library. This subarea is essential in order for Mall-users to make visual connections with Park, and
includes Town-owned parking spaces reserved for library-goers. This area is used by the Town’s Public
Works Department, for convenient movement of utility vehicles (snowplows, golfcarts, etc.) however,
Mikaela Way is not considered a main thoroughfare for vehicular traffic, and can be restricted to private
vehicles without causing significant, adverse impacts to traffic flow. Considerations for the space include:
Traffic calming and speed limit for vehicles traveling on Mikaela Way
Visibility for pedestrians and drivers to see one another
Visibility of the Park
Bollards and other methods for spatial restrictions
Look and feel, including landscaping (existing and proposed), wayfinding, amenities and
materials-used
Relationship to the existing Prater Lane Daycare playground on Town-owned property
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Avon Rec Center Parking
Image 9 - Rec Center Parking Layout Concept 1 for Review
Image 10 - Rec Center Parking Layout Concept 2 for Review
The proposal includes two conceptual layouts for the parking area on the west side of the Avon Rec
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Center, which the Pedestrian Mall currently bisects. This parking area is currently used for Rec Center
guest parking, parking for Park and library-goers, Town of Avon and Library staff. The Volcano Sushi
food truck uses the western-most portion of the parking area, immediately north of 351 Benchmark Rd.
The Town also uses this area as an outdoor storage flex space, with portable, metal bleachers typically
stored there.
IMPACT TO PARKING: Staff acknowledges the potential impacts to parking in the existing “Civic Campus”
(the areas in and around Town Hall, the Rec Center and the Library). The Town does not have stated goals
to increase or maintain existing parking. Instead, the Avon Comprehensive Plan (Updated 2024) includes
the following goals and policies related to parking:
Policy F.1.8: Promote Town Center development that minimize automobile travel.
Policy F.3.6: Reduce dependency on surface parking areas that directly abut streets.
Image 2 - Parking Counts Around Ped Mall
Both Concept 1 and Concept 2 eliminate parking in the southwest portion and add on-street parking on
Lake Street. Both concepts show twenty-five spaces constructed where eighteen existed previously in the
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north portion of the Rec Center parking area. Concept 1 appears distinct from Concept 2 in that it
proposes one-way vehicular circulation and a smaller footprint of the parking area. Only Concept 2 shows
parking spaces immediately on both sides of the east sidewalk along Lake Street.
Rec Center Area Improvements Parking Impacts by Parking Area
Parking Area Existing Parking Spaces Parking Spaces -
Concept 1 or 2
Lake Street North 3 11
Rec Center North 18 25
Rec Center Southwest 21 0
Lake Street South 20 23
Total 62 59
PROCESS: Concept Planning is an essential stage of development that precedes the design phase.
Concept Planning typically determines:
General layout of site or project
Purpose, priorities, and primary users
Design Principles
Image 3 - Excerpt from TOA Engagement Toolkit
Concept Planning enables an effective design process. Typically, when a design firm is contracted to
support a development project for a client, the firm will ask “what are the parameters?”
Design Principles that the client can turn over to a designer at the onset of the design phase, guide
projects to be efficient, cost-effective, and headed in a clear direction. Design Principles can have varying
degrees of specificity. The January 13, 2025 work session includes the opportunity for leadership to
review Design Principles proposed by Staff, and add new ones if deemed appropriate by attendees of the
work session.
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Additionally, Design Principles help in the evaluation of feedback or suggestions, by giving a framework for
which the feedback can be applied. The current list of General Design Principles specific to Pedestrian Mall
Improvements up for consideration as part of this work session are:
1. Enhance pedestrian experience
2. Prioritize pedestrians over vehicles
3. Prioritize best pedestrian experience over preserving existing parking
4. Continue the Mall design elements that currently exists between Possibility Plaza and Lettuce
Shed Lane
5. Repeat circle and semi-circle plaza patterns where appropriate
6. Construct largest plaza at Town Hall to be the main “Civic Plaza”
7. Create line-of-site to the Avon Pavilion from Mikaela Way / Main Civic Plaza
8. Relocate Skier Statue to the east and incorporate into water feature or fountain
9. Include a temporary food truck court opportunity between the Mall path and the northside of 351
Benchmark (Old Fire Station)
10. Install a light canopy between Civic Plaza and Lettuce Shed Lane
11. Identify opportunities for event tents between Civic Plaza and Lettuce Shed Lane
12. Identify reserved area for future splash pad. This element would be constructed with future
Recreation Center improvements.
13. Design Mikaela Way and Lake Street Crossings to enhance pedestrian experience, prioritize
pedestrians over vehicles, and promote pedestrian safety
14. Landscaping, patio furnishings, lighting, art opportunities and wayfinding to be determined at next
level of design
15. Replace green space with additional diagonal parking spaces on both sides of Lake Street.
16. Explore use of Waste Water Heat Recovery system to heat portions of pedestrian mall on north
side of the Seasons Building
ATTACHMENT B
ATTACHMENT B - CONCEPT FOR REVIEW
ATTACHMENT A - OVERALL CONCEPT AND SUBAREASATTACHMENT B - CONCEPT FOR REVIEW
ATTACHMENT B - CONCEPT FOR REVIEW
ATTACHMENT B - CONCEPT FOR REVIEW
ATTACHMENT B - CONCEPT FOR REVIEW
ATTACHMENT B - CONCEPT FOR REVIEW
ATTACHMENT B - CONCEPT FOR REVIEW
ATTACHMENT C
ATTACHMENT C – 2024 MALL IMAGES
Image 1 - View of Possibility Plaza Looking East with East Town Center and Mountains in Background
Image 2 - Aerial View of Ped Mall Looking West
ATTACHMENT C – 2024 MALL IMAGES
Image 3 - Aerial View of Ped Mall Looking West with Park and Stage in Background
Image 4 - Lettuce Shed Lane Looking South
ATTACHMENT C – 2024 MALL IMAGES
Image 5 - View from Mall Looking West towards the Park
Image 6 - Aerial View of Mikaela Way Crossing and Rec Center with Park and Stage in Background
ATTACHMENT C – 2024 MALL IMAGES
Image 7 - Aerial View of Rec Center Parking Area and Mall Path Looking West
Image 8 - Aerial View of Lake Street Crossing with Park and Stage in Background
ATTACHMENT C – 2024 MALL IMAGES
Image 9 - Lake Street On-street Parking with Site for Future Park Improvements in Background
Image 10 - Aerial View of Entire Mall Looking East
ATTACHMENT D
Town of Avon Comprehensive Plan (2023) Goals and Policies
Category Goal Policy
Built Form Goal A.1: Promote a compact community
form
Policy A.1.1: Encourage redevelopment and revitalization of outdated,
rundown, or otherwise neglected areas.
Built Form Goal A.1: Promote a compact community
form
Policy A.1.2: Locate uses that generate significant traffic near transit facilities
or shared parking facilities.
Built Form Goal A.1: Promote a compact community
form
Policy A.1.3: Investigate including Floor Area Ratio limitations in the
Municipal Code.
Built Form Goal A.1: Promote a compact community
form
Policy A.1.4: Encourage development that is consistent with the overall Built
Form according to the Built Form Diagram.
Built Form Goal A.1: Promote a compact community
form
Policy A.1.5: Promote development that maximizes sun exposure and
protects views
Built Form Goal A.1: Promote a compact community
form Policy A.1.6: Require minimum densities in the Town Center Districts.
Built Form Goal A.1: Promote a compact community
form Policy A.1.7: Promote development that is accessible and integrated with
existing retail and transit within the Town Center District.
Built Form Goal A.1: Promote a compact community
form Policy A.1.8: Encourage vertically mixed uses within Town Center.
Built Form Goal A.1: Promote a compact community
form
Policy A.1.9: Maintain strong street edges within Town Center; with setbacks
and articulated upper floors
Built Form
Goal A.2: Maintain a physical and visual
separation between Avon and its
surrounding
Policy A.2.1: Continue to inventory, analyze, and prioritize lands adjacent to
the developed portions of Town for acquisition and/or preservation as open
space or other public purposes.
Built Form
Goal A.2: Maintain a disphysical and visual
separation between Avon and its
surrounding communities that preserves the
natural beauty of the surrounding mountains
and the Eagle River valley.Policy A.2.2: Encourage cluster style development in areas of less density to
promote environmentally and aesthetically sensitive site design.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Built Form
Goal A.2: Maintain a physical and visual
separation between Avon and its
surrounding communities that preserves the
natural beauty of the surrounding mountains
and the Eagle River valley.
Policy A.2.3: Participate in planning efforts related to lands outside the
Town’s corporate limits that may affect the community to make
development more consistent across political boundaries.
Built Form
Goal A.3: Ensure that annexations provide
an overall benefit to the community and are
in conformance with this plan’s goals and
policies.
Policy A.3.1: Zone annexed lands in conformance with the Future Land Use
Plan and existing development standards
Built Form
Goal A.3: Ensure that annexations provide
an overall benefit to the community and are
in conformance with this plan’s goals and
policies.
Policy A.3.2 Ensure that the Town’s goals and policies are identified and met
in all annexation agreements, subdivision improvement agreements, and
other commitments.
Land Use
Goal B.1: Provide a balance of land uses that
offer a range of housing options, diverse
commercial and employment opportunities,
inviting guest accommodations, and high
quality civic and recreational facilities that
work in concert to strengthen Avon’s identity
as both a year-round residential community
and as a commercial, tourism and economic
center.Policy B.1.1: Include sufficient land for public uses such as schools,
recreation, community facilities, and government services
Land Use
Goal B.1: Provide a balance of land uses that
offer a range of housing options, diverse
commercial and employment opportunities,
inviting guest accommodations, and high
quality civic and recreational facilities that
work in concert to strengthen Avon’s identity
as both a year-round residential community
and as a commercial, tourism and economic
center.Policy B.1.2: Focus lodging and guest accommodation in the Town Center
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Land Use
Goal B.1: Provide a balance of land uses that
offer a range of housing options, diverse
commercial and employment opportunities,
inviting guest accommodations, and high
quality civic and recreational facilities that
work in concert to strengthen Avon’s identity
as both a year-round residential community
and as a commercial, tourism and economic
center.
Policy B.1.3: Encourage development applicants to meet with adjacent
residents, businesses, and property owners during all application phases to
identify concerns and strategies to address them
Land Use
Goal B.1: Provide a balance of land uses that
offer a range of housing options, diverse
commercial and employment opportunities,
inviting guest accommodations, and high
quality civic and recreational facilities that
work in concert to strengthen Avon’s identity
as both a year-round residential community
and as a commercial, tourism and economic
center.Policy B.1.4: Encourage developers to rezone properties from PUD to
standard zone districts.
Land Use
Goal B.2: Ensure that Avon continues to
develop as a community of safe, interactive,
and cohesive neighborhoods that contribute
to the Town’s overall character and image.Policy B.2.1: Attempt to meet the use and density guidelines on the Future
Land Use Map
Land Use
Goal B.2: Ensure that Avon continues to
develop as a community of safe, interactive,
and cohesive neighborhoods that contribute
to the Town’s overall character and image.Policy B.2.2: Promote a wide range of residential uses throughout the Town.
Land Use
Goal B.3: Use mixed-use development to
create a more balanced, sustainable system
of land uses
Policy B.3.1: Encourage mixed-use development in appropriate areas
identified in the Future Land Use Plan.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Land Use
Goal B.3: Use mixed-use development to
create a more balanced, sustainable system
of land uses
Policy B.3.2: Allow for temporary uses on ground floor retail space which are
able to respond to market demand.
Land Use
Goal B.4: Encourage commercial
development that enhances Avon’s overall
economic health, contributes to the
community’s image and character, and
provides residents and visitors with
increased choices and services
Policy B.4.1: Promote clustered commercial development to provide publicly
accessible amenities.
Land Use
Goal B.4: Encourage commercial
development that enhances Avon’s overall
economic health, contributes to the
community’s image and character, and
provides residents and visitors with
increased choices and services
Policy B.4.2: Foster development to use LEED or similar standards in planning
and construction
Land Use
Goal B.4: Encourage commercial
development that enhances Avon’s overall
economic health, contributes to the
community’s image and character, and
provides residents and visitors with
increased choices and services
Policy B.4.3: Encourage residential neighborhoods that have pedestrian
connections and convenient retail and services.
Land Use Goal B.5: Encourage revitalization of existing
light industrial and manufacturing uses.Policy B.5.1: Ensure infrastructure improvements include sidewalks, utilities,
and controlled access from collector roads, like Nottingham Road.
Land Use Goal B.5: Encourage revitalization of existing
light industrial and manufacturing uses.Policy B.5.2: Encourage effective screening of industrial uses from adjacent
uses and vehicular access and circulation separate from public roads.
Land Use Goal B.5: Encourage revitalization of existing
light industrial and manufacturing uses.Policy B.5.3: Review accessory residential uses in association with light
industrial commercial development when compatible.
Community
Character
Goal C.1: Ensure that development is
compatible with existing and planned
adjacent development and contributes to
Policy C.1.1: Regularly update and enhance the Avon land use regulations
and District Master Plans for innovative design approaches and positive
development outcomes.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Community
Character
Goal C.1: Ensure that development is
compatible with existing and planned
adjacent development and contributes to
Avon’s community image and character.Policy C.1.2: Ensure compatible architectural features between adjacent
buildings.
Community
Character
Goal C.1: Ensure that development is
compatible with existing and planned
adjacent development and contributes to
Avon’s community image and character.Policy C.1.3: Design four sided architecture that maximizes solar exposure,
protects views, and breaks up building bulk.
Community
Character
Goal C.1: Ensure that development is
compatible with existing and planned
adjacent development and contributes to
Avon’s community image and character.Policy C.1.4: Extend Town Center urban design principles to appropriate
adjacent Districts.
Community
Character
Goal C.2: Create community gateways and
streetscapes that reflect and strengthen
Avon’s unique community character and
image.Policy C.2.1: Beautify the Town with landscaping and public art.
Community
Character
Goal C.2: Create community gateways and
streetscapes that reflect and strengthen
Avon’s unique community character and
image.
Policy C.2.2: Design and maintain streets and walkways as safe, inviting, and
pedestrian/bicycle friendly public spaces
Community
Character
Goal C.2: Create community gateways and
streetscapes that reflect and strengthen
Avon’s unique community character and
image.
Policy C.2.3: Reinforce community gateways along major roadway corridors
that strengthen Avon’s community identity.
Community
Character
Goal C.2: Create community gateways and
streetscapes that reflect and strengthen
Avon’s unique community character and
image.
Policy C.2.4: Encourage landscaping and building locations that enhance
neighborhood views and view corridors
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Community
Character
Goal C.2: Create community gateways and
streetscapes that reflect and strengthen
Avon’s unique community character and
image.
Policy C.2.5: Work with other entities to improve the streetscape along U.S.
Highway 6 and lessen visual and noise impacts from I-70 and Highway 6 while
preserving important views of Avon.
Community
Character
Goal C.3: Enhance existing cultural and
heritage facilities, events, and programs that
strengthen Avon’s community character and
image Policy C.3.1: Create appropriate community-wide art installations.
Community
Character
Goal C.3: Enhance existing cultural and
heritage facilities, events, and programs that
strengthen Avon’s community character and
image
Policy C.3.2: Support and promote cultural activities such as theater,
concerts in the park, school activities, festivals and special events
Community
Character
Goal C.3: Enhance existing cultural and
heritage facilities, events, and programs that
strengthen Avon’s community character and
image
Policy C.3.3: Maintain the existing heritage of the community and reflect that
heritage in new development.
Community
Character
Goal C.3: Enhance existing cultural and
heritage facilities, events, and programs that
strengthen Avon’s community character and
image
Policy C.3.4: Encourage development of civic and recreational amenities that
benefit all neighborhoods.
Economic
Development
Goal D.1: Ensure that there is a positive
environment for small businesses
Policy D.1.1: Enhance retail opportunities and diversify the year-round retail
mix.
Economic
Development
Goal D.1: Ensure that there is a positive
environment for small businesses Policy D.1.2: Authorize home occupations and live/work opportunities where
there is minimal negative impact to the neighborhood.
Economic
Development
Goal D.1: Ensure that there is a positive
environment for small businesses
Policy D.1.3: Encourage small business incubators to support local
entrepreneurs.
Economic
Development
Goal D.2: Promote high quality Town
investments
Policy D.2.1: Prioritize the Capital Improvement Plan to support key public
facilities and catalyze private sector projects.
Economic
Development
Goal D.2: Promote high quality Town
investments
Policy D.2.2: Pursue beneficial economic development through available
grants
Economic
Development
Goal D.2: Promote high quality Town
investments
Policy D.2.3: Encourage private investment in Avon through innovative
investment tools and partnerships.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Economic
Development
Goal D.2: Promote high quality Town
investments
Policy D.2.4: Support relocation for businesses that offer quality jobs for
residents.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain Policy D.3.1: Provide effective transit access with regional destinations.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.
Policy D.3.2: Capitalize on recreational and cultural assets and heritage.
Facilitate the creation of new cultural and recreational attractions.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.
Policy D.3.3: Encourage collaborative approaches between community
stakeholders to enhance Avon’s overall guest experience.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.
Policy D.3.4: Support marketing that promotes Avon’s community image and
tourist amenities.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.
Policy D.3.5: Seek marketing opportunities that capitalize on the overall
community image rather than a single venue or event.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.Policy D.3.6: Ensure that attractions are identified in a wayfinding program.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.Policy D.3.7: Enhance access to and areas of visitor information.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.
Policy D.3.8: Encourage increased use of the Town’s website to promote
local tourist attractions.
Economic
Development
Goal D.3: Increase the number of visitors to
Avon by enhancing the year-round mountain
resort community.Policy D.3.9: Expand the schedule and variety of events throughout the year.
Housing
Goal E.1: Achieve a diverse range of housing
densities, styles, and types, including rental
and for sale, to serve all segments of the
Policy E.1.1: Establish policies and programs, which address housing needs
that are attainable to different Area Median Income (AMI) ranges. Evaluate
the mitigation rate required of development.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Housing
Goal E.1: Achieve a diverse range of housing
densities, styles, and types, including rental
and for sale, to serve all segments of the
population.
Policy E.1.2: Encourage private development and partnerships that provide a
diversity of housing for local working families
Housing
Goal E.1: Achieve a diverse range of housing
densities, styles, and types, including rental
and for sale, to serve all segments of the
population.
Policy E.1.3: Provide attainable housing through alternative means, including
but not limited to: payment-in-lieu, land dedication, regulatory
requirements, deed restrictions, waiver of development and building fees,
and public-private partnerships that reduce the price of units.
Housing
Goal E.1: Achieve a diverse range of housing
densities, styles, and types, including rental
and for sale, to serve all segments of the
population.
Policy E.1.4: Integrate attainable housing within large developments and
throughout Town
Housing
Goal E.1: Achieve a diverse range of housing
densities, styles, and types, including rental
and for sale, to serve all segments of the
population.Policy E.1.5: Encourage “no net loss” of attainable housing in redevelopment.
Housing Goal E.2: Coordinate with neighboring
communities to provide an attainable
Policy E.2.1: Place perpetual deed restrictions on all Town supported housing
projects and enforce compliance.
Housing
Goal E.2: Coordinate with neighboring
communities to provide an attainable
housing program that incorporates both
rental and ownership opportunities,
affordable for local working families.Policy E.2.2: Participate in a countywide down-payment assistance program.
Housing
Goal E.2: Coordinate with neighboring
communities to provide an attainable
housing program that incorporates both
rental and ownership opportunities,
affordable for local working families.Policy E.2.3: Collaborate on joint housing studies and strategies.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Housing
Goal E.2: Coordinate with neighboring
communities to provide an attainable
housing program that incorporates both
rental and ownership opportunities,
affordable for local working families.Policy E.2.4: Site attainable housing with multi-modal transportation options
and facilities, including bike and pedestrian paths
Housing
Goal E.2: Coordinate with neighboring
communities to provide an attainable
housing program that incorporates both
rental and ownership opportunities,
affordable for local working families.Policy E.2.5 Consider providing Town revenues in desirable housing projects.
Housing
Goal E.2: Coordinate with neighboring
communities to provide an attainable
housing program that incorporates both
rental and ownership opportunities,
affordable for local working families.Policy E.2.6 Explore opportunities for conversion of free market housing to
increase stock of attainable units.
Housing
Goal E.2: Coordinate with neighboring
communities to provide an attainable
housing program that incorporates both
rental and ownership opportunities,
affordable for local working families.
Policy E.2.7 Work with owners and associations of deed restricted properties
to encourage maintenance and capital improvements of units and
properties, including but not limited to evaluating deed restriction
modifications, special improvement districts, and capital reserve studies
Housing
Goal E.2: Coordinate with neighboring
communities to provide an attainable
housing program that incorporates both
rental and ownership opportunities,
affordable for local working families.Policy E.2.8 Ensure that new deed restricted projects require capital
improvement and ongoing maintenance reserves.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.1: Develop a multi-modal transportation plan and encourage
development proposals to use it in their plans.
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.2: Prioritize pedestrians, bicycles, and transit when designing or
redesigning streets
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.3: Connect pedestrian, bicycle, and vehicular circulation systems
with transit.
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.4: Devise public transit service that maximizes efficiency and
increases ridership.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.5: Implement traffic calming measures.
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.6: Connect transit to pedestrian and bicycle paths.
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.7: Encourage development that provides appropriate modal
facilities.
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.8: Promote Town Center development that minimize automobile
travel.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.9: Locate schools, parks, and other civic facilities near trails,
sidewalks, and transit facilities.
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.Policy F.1.10: Provide bicycle and pedestrian connections across I-70.
Multi-modal
Transportation &
Parking
Goal F.1: Create an integrated multi-modal
transportation system that minimizes
dependence on automobile travel within the
Town by making it easier and more inviting
to use transit, walk, ride bicycles, and utilize
other non-motorized vehicles.
Policy F.1.11: Recognize the railroad right of way corridor as an integral part
of the Town’s mobility system through integration of right of way, at-grade
crossings, and regional coordination.
Multi-modal
Transportation &
Parking
Goal F.2: Maintain and improve transit
connections between Avon and Beaver Creek
Village
Policy F.2.1: Investigate transportation options to directly link the Town
Center with Beaver Creek Village.
Multi-modal
Transportation &
Parking
Goal F.2: Maintain and improve transit
connections between Avon and Beaver Creek
Village
Policy F.2.2: Work with Beaver Creek and other entities for funding and
operating transit connections.
Multi-modal
Transportation &
Parking
Goal F.2: Maintain and improve transit
connections between Avon and Beaver Creek
Village
Policy F.2.3: Develop pedestrian connections between transit, parking, and
Avon Station.
Multi-modal
Transportation &
Parking
Goal F.3: Encourage a “park once/shop
many” environment
Policy F.3.1: Implement a parking management plan. Consider eliminating
minimum parking standards in strategic areas as a way to create and
incentivize redevelopment.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Multi-modal
Transportation &
Parking
Goal F.3: Encourage a “park once/shop
many” environment Policy F.3.2: Design roads to disperse traffic in community centers.
Multi-modal
Transportation &
Parking
Goal F.3: Encourage a “park once/shop
many” environment Policy F.3.3: Develop an unbundled pay-in lieu program for joint parking
structures within parking districts.
Multi-modal
Transportation &
Parking
Goal F.3: Encourage a “park once/shop
many” environment Policy F.3.4: Investigate the feasibility of joint development of structured
parking facilities in the Town Center.
Multi-modal
Transportation &
Parking
Goal F.3: Encourage a “park once/shop
many” environment Policy F.3.5: Encourage underground parking structures share access and
connect to adjacent underground parking structures.
Multi-modal
Transportation &
Parking
Goal F.3: Encourage a “park once/shop
many” environment Policy F.3.6: Reduce dependency on surface parking areas that directly abut
streets.
Multi-modal
Transportation &
Parking
Goal F.3: Encourage a “park once/shop
many” environment Policy F.3.7: Ensure parking facilities are easily accessible by pedestrian
connections and have minimal visual impacts.
Environment Goal G.1: Protect Avon’s unique natural
setting and its open spaces.
Policy G.1.1: Acquire and protect open space that preserves wildlife and the
natural environment.
Environment Goal G.1: Protect Avon’s unique natural
setting and its open spaces.
Policy G.1.2: Maintain the Eagle River as a valued resource in accordance
with the most recent Eagle River Watershed Plan.
Environment Goal G.1: Protect Avon’s unique natural
setting and its open spaces.
Policy G.1.3: Work with public and private landowners to identify
opportunities for conservation easements, permanent open space protection
tools, and access to open space
Environment Goal G.1: Protect Avon’s unique natural
setting and its open spaces.
Policy G.1.4: Minimize and mitigate potential development impacts to
wildlife and watersheds.
Environment Goal G.1: Protect Avon’s unique natural
setting and its open spaces.
Policy G.1.5: Locate parking areas, trash containers, loading, and service
areas so they are screened or buffered to minimize impacts on the Eagle
River or surrounding uses.
Environment Goal G.2: Identify and mitigate potential
environmental hazards to promote public
health, safety, and welfare.
Policy G.2.1: Identify and avoid development in environmentally sensitive
areas or steep hillsides.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Environment Goal G.3: Discourage air, water, light, and
noise pollution.
Policy G.3.1: Investigate an alternative fuel program for the Town’s transit
and fleet vehicles.
Environment Goal G.3: Discourage air, water, light, and
noise pollution.Policy G.3.2: Enforce the use of “Dark Sky” compliant fixtures.
Environment Goal G.3: Discourage air, water, light, and
noise pollution.
Policy G.3.3: Limit the number and location of wood burning fireplaces,
reduce demand for automobile trips, and reduce pollution from existing
sources.
Environment Goal G.3: Discourage air, water, light, and
noise pollution.
Policy G.3.4: Explore the feasibility and necessity of a noise ordinance and
educational program.
Environment Goal G.4: Conserve environmental resources.Policy G.4.1: Incentivize renewable energy and building techniques which
support the goals of the Eagle County Climate Action Plan.
Environment Goal G.4: Conserve environmental resources.Policy G.4.3: Use Town buildings as examples of best practice in building
efficiency and sustainability.
Environment Goal G.4: Conserve environmental resources.Policy G.4.2: Support regional and local recycling and compost facilities and
programs.
Environment Goal G.4: Conserve environmental resources.Policy G.4.3: Promote water conservation through public education, supply
management, and demand management techniques.
Parks, Recreation,
Trails, & Open
Space
Goal H.1: Provide an exceptional system of
parks, trails, and recreational programs to
serve the year-round needs of area residents
and visitors.
Policy H.1.1: Evaluate and seek parcels or easements for open space, trails,
and recreation.
Parks, Recreation,
Trails, & Open
Space
Goal H.1: Provide an exceptional system of
parks, trails, and recreational programs to
serve the year-round needs of area residents
and visitors.
Policy H.1.2: Manage, protect, and plan for public open space. Analyze trail
maintenance and rule enforcement in open space.
Parks, Recreation,
Trails, & Open
Space
Goal H.1: Provide an exceptional system of
parks, trails, and recreational programs to
serve the year-round needs of area residents
and visitors.
Policy H.1.3: Support development and annexation to incorporate
recreational amenities, land for trails, and open space accessible to the
public.
Parks, Recreation,
Trails, & Open
Space
Goal H.1: Provide an exceptional system of
parks, trails, and recreational programs to
serve the year-round needs of area residents
and visitors.Policy H.1.4: Integrate the Town’s trail system with regional trail systems.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Parks, Recreation,
Trails, & Open
Space
Goal H.1: Provide an exceptional system of
parks, trails, and recreational programs to
serve the year-round needs of area residents
and visitors.
Policy H.1.5: Link open space through coordination with other governments
and non-profits
Parks, Recreation,
Trails, & Open
Space
Goal H.2: Coordinate and collaborate with
surrounding jurisdictions and agencies to
develop recreational opportunities.Policy H.2.1: Collaborate with other recreation providers for joint use of
facilities and coordinated event planning.
Parks, Recreation,
Trails, & Open
Space
Goal H.2: Coordinate and collaborate with
surrounding jurisdictions and agencies to
develop recreational opportunities.Policy H.2.2: Review and provide input on U.S. Forest Service and BLM land
swaps within the 3-mile planning area.
Public Services,
Facilities, Utilities,
& Government
Goal I.1: Ensure cost effective provision and
development of public facilities and services.Policy I.1.1: Analyze the impact of various types of growth and development
on services.
Public Services,
Facilities, Utilities,
& Government
Goal I.1: Ensure cost effective provision and
development of public facilities and services.
Policy I.1.2: Develop community services and facilities based on demand.
Public Services,
Facilities, Utilities,
& Government
Goal I.1: Ensure cost effective provision and
development of public facilities and services.Policy I.1.3: Encourage neighborhood and community-based childcare, senior
care, and healthcare facilities.
Public Services,
Facilities, Utilities,
& Government
Goal I.2: Encourage the broad participation
of citizens in planning efforts and decision-
making.Policy I.2.1: Strive for increased transparency in government.
Public Services,
Facilities, Utilities,
& Government
Goal I.2: Encourage the broad participation
of citizens in planning efforts and decision-
making.Policy I.2.2: Build awareness of upcoming events, planning processes, and
decisions.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Public Services,
Facilities, Utilities,
& Government
Goal I.2: Encourage the broad participation
of citizens in planning efforts and decision-
making.Policy I.2.3: Use multiple methods of communication with the public.
Public Services,
Facilities, Utilities,
& Government
Goal I.2: Encourage the broad participation
of citizens in planning efforts and decision-
making.Policy I.2.4: Encourage HOAs in all parts of Avon. Keep an active database of
HOA contacts, and provide training to interested HOAs.
Regional
Coordination
Goal J.1: Collaborate with other agencies to
implement this plan and to ensure Avon’s
needs and goals are being met.
Policy J.1.1: Collaborate with county, regional, state, and federal agencies
and adjacent municipalities on cooperative planning efforts and regional
issues.
Regional
Coordination
Goal J.1: Collaborate with other agencies to
implement this plan and to ensure Avon’s
needs and goals are being met.Policy J.1.2: Participate in agreements with regional agencies and adjacent
municipalities to share facility costs and revenue.
Regional
Coordination
Goal J.1: Collaborate with other agencies to
implement this plan and to ensure Avon’s
needs and goals are being met.Policy J.1.3: Refer applicable development submittals to regional agencies
and adjacent municipalities to coordinate on regional issues.
ATTACHMENT D - COMP PLAN GOALS AND POLICIES
Housing Needs Assessment and Regional Housing Action Plan Update January 29, 2025
Page 1 of 5
TO: Chairperson Tony Emrick and DDA Board Members FROM: Patti Liermann, Housing Planner
RE: Housing Needs Assessment Update
DATE: January 29, 2025
SUMMARY: This report provides Downtown Development Authority (“DDA”) with an update on the
progress of the ongoing Eagle River Valley Housing Needs Assessment and Regional Housing Action Plan.
This plan is being developed in partnership with Eagle County, the Towns of Vail, Avon, Minturn, Red Cliff,
Eagle, Gypsum, and the Eagle County Transit Authority.
BACKGROUND: The Town of Avon (“Town:”) was the recipient of a Department of Local Affairs (“DOLA”)
grant to complete a Housing Needs Assessment and Regional Housing Action Plan for the Eagle River
Valley. DOLA serves as the primary interface between the State of Colorado (“State”) and local
communities. They provide financial support for local communities and professional and technical services
to community leaders in the areas of governance, housing, and property tax administration.
To guide decision making around the Regional Housing Action Plan, each jurisdiction in the Eagle River
Valley was invited to appoint a delegate to participate in bi-weekly meetings to discuss the Housing Needs
Assessment and Regional Housing Action Plan. The collective delegates are referred to as the “Regional
Housing Partners”. The Town of Avon is leading the project effort with continued guidance from the
Regional Housing Partners. A Request for Proposal received 7 bids in response. Economic Planning
Systems (“EPS”) is the consultant hired to complete the year-long project. EPS subcontracted with Habitat
for Humanity Vail Valley to implement the community survey, interviews, and focus groups.
Funding Breakdown and Housing Partner financial contributions
DOLA Grant $200,000
Town of Avon $ 8,000
Eagle County Government $ 8,000
Town of Vail $ 8,000
Eagle Valley Transportation Authority $ 10,000
Project Details
The Housing Needs Assessment and Regional Housing Action Plan is broken down into multiple
subprojects taking place over the course of a year:
1. Outreach (Phase 1: Community Survey, Phase 2: Focus Groups, Direct Interviews)
2. Housing Needs Assessment (Phase 1: Data Collection, Phase 2: Regional Housing Strategy)
3. Regional Housing Action Plan Report
1. Outreach - completed
(a) Phase 1 Community Survey March 2024-May 2024: A Household and Employer Survey began
in late March and ended mid-May. The comprehensive survey asked residents of the Eagle
River Valley about their experiences with finding and obtaining housing, their housing
preferences related to attributes and location, household composition, employment, transit
Housing Needs Assessment and Regional Housing Action Plan Update January 29, 2025
Page 2 of 5
service, employer hiring and retention rates. Habitat for Humanity (“HFH”) completed direct
outreach into the Hispanic communities.
Household Survey Collection rates:
• 8000 surveys mailed / unlimited open link surveys via social media/email
o 1061 responses via mail / 1004 responses via open link
o 264 responses completed in Spanish language
o Total of 14.9% participation rate
Employer Survey Collection rates:
• 169+ surveys completed via mail and open link
(b) Phase 2 Focus Groups and Direct Interviews June 2024-October 2024: EPS met with
individuals, private landlords, management companies, large employers, and employers who
offer housing for their employees. These were listening sessions to learn about how individuals
and employers are handling the rental market and rental units under changing market
conditions.
2. Housing Needs Assessment - completed
(a) Phase 1 Data Collection and Demand Analysis May 2024 – October 2024: The data collected
will build off the 2018 Housing Demand Analysis for Eagle River Valley completed by the Eagle
County Housing & Development Authority/Williford, LLC and other regionally specific housing
studies and assessments to continue adding to the region’s body of housing work. The
demand analysis will review economic and demographic trends, seasonal housing demand,
commuter housing demand, housing demand drivers, housing supply and inventory, recent
and planned developments, short term rentals, housing needs and gaps, segmentation of
need, and development targets.
(b) Phase 2 Housing Strategy September 2024 – February 2025: Using the analysis and housing
goals of Phase 1, the Housing Partners will develop a Regional Housing Strategy. This will
include evaluating current policies and regulations, identifying applicable tools or best
practices, evaluating land use code, evaluating sites for housing, identifying funding sources,
policies, and strategies, and creating a Regional Housing Action Plan.
3. Regional Housing Action Plan & Final Report February 2025 – in process
(a) EPS will provide the draft final report to the Housing Partners in late January/early February.
The Housing Partners will schedule presentations to their jurisdictions which will consist of the
Housing Needs Assessment and Regional Housing Plan. The final report will include an
executive summary highlighting key findings and recommendations and will be usable and
accessible to multiple audiences including staff, elected officials, and the general public. Key
data in the report will be used for future housing grant applications and to drive future housing
policy in each jurisdiction.
(b) Housing Action Plan. Each Housing Partner will create their Local Housing Action Plan. This
Action Plan will feed up to the Regional Action Plan. Both the Local and Regional Action Plans
will be submitted to DOLA as required by SB24-174.
Housing Needs Assessment and Regional Housing Action Plan Update January 29, 2025
Page 3 of 5
SB24-174
The Sustainable Affordable Housing Assistance Bill (SB24-174) passed in spring of 2024. This bill will
require a statewide housing needs assessment effective in 2027 and every 6 years thereafter. The bill
further requires each local government to submit a housing needs assessment and action plan to DOLA
beginning in 2026. The bill allows for regional assessments and studies while the action plan can be
specific to each jurisdiction. The Eagle River Valley has been proactively participating in regional
assessments and studies to guide housing policy so Staff is supportive of this bill passing and does not
anticipate issues with achieving compliance with the new requirements.
Key Findings
1. The Eagle River Valley will need over 6,000 total units over the next 10 years, comprised of catch-up
and keep-up demand.
2. There is a slightly higher need for rental than ownership.
3. Components of catch-up demand include reducing overcrowding, temporary housing, in-commuting,
and addressing unfilled jobs. Catch-up demand is needed at all income levels.
4. Components of keep-up demand include 10-year job growth projections, employees to households,
and units to accommodate retirees. Keep-up demand is needed most at 80%-100% AMI.
Housing Needs Assessment and Regional Housing Action Plan Update January 29, 2025
Page 4 of 5
5. Vail and Avon both have about a quarter of the total jobs in the Eagle River Valley.
6. Eagle and Gypsum together account for another quarter of total jobs.
7. Edwards is unincorporated but accounts for 12% of total jobs.
8. Unincorporated tourist areas around Avon (including Beaver Creek and EagleVail Golf Club) account
for 7% of total jobs.
Housing Needs Assessment and Regional Housing Action Plan Update January 29, 2025
Page 5 of 5
9. Per SB24-174, share of jobs is used to allocate existing shortage, projected need, and total housing
need.
10. Secondary methods may be used to allocate projected housing demand, including land and
development capacity, infrastructure, market dynamics, or partnerships.
Thank you, Patti
Attachment A – Draft Needs Assessment Data Slides
Economic & Planning Systems, Inc.
The Economics of Land Use
730 17th Street, Suite 630 Denver, CO 80220
303.623.3557 www.epsys.com
EAGLE COUNTY REGIONAL
HOUSING NEEDS ANALYSIS
Data Summary and Key Findings
2025
Attachment A - Needs Assessment Data Slides
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment |1
STUDY AREA AND SUBAREAS
Much of this data is analyzed by
jurisdiction and by sub-region
within the Eagle River Valley
Upper Valley: Vail, Minturn, Red
Cliff
Mid-Valley: Avon, Edwards,
Beaver Creek (when data
available)
Down-Valley: Eagle, Gypsum,
Dotsero (when data available)
Upper-Valley
Mid-Valley
Down-Valley
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 2
DIVERSE POPULATION AND HOUSING CHARACTERISTICS
Area Characteristics
Vail Few family households, with smaller household size, older residents, predominantly white, mostly
owners, many second homes/vacation rentals
Minturn Stable population and housing units, fewer young residents, high household income, mostly
owners
Red Cliff Stable population and housing units, lower household income, older residents, mostly owners, few
second homes/vacation rentals
Avon Half renters, half owners, large increase in housing prices, high growth in housing units, large
population of working-age adults
Edwards Mostly owners, large increase in housing prices, demographics representative of Eagle County
overall
Eagle Many family households with larger household size, young residents, mostly owners, few second
homes/vacation rentals
Gypsum Many family household with larger household size, majority Hispanic/Latino residents, more young
residents, high growth in housing units, mostly owners, few second homes/vacation rentals
DEMOGRAPHIC AND EMPLOYMENT TRENDS
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 4
POPULATION
Eagle County grew slowly between
2010 and 2022, adding 3,200 new
residents (0.5% average annual
growth)
Most population growth occurred
down-valley in Eagle and Gypsum
Unincorporated areas, including
Edwards, also grew
Eagle County Population, 2010-2022
Description 2010 2015 2022 Total Ann. #Ann. %
Vail 5,285 5,113 4,804 -481 -40 -0.8%
Minturn 1,027 1,007 1,025 -2 0 0.0%
Red Cliff 266 237 254 -12 -1 -0.4%
Avon 6,422 5,972 5,978 -444 -37 -0.6%
Eagle 6,483 6,847 7,488 1,005 84 1.2%
Gypsum 6,472 6,961 7,927 1,455 121 1.7%
Basalt (part)2,917 2,674 2,909 -8 -1 0.0%
Unincorp. Area 23,185 23,970 24,906 1,721 143 0.6%
Eagle County Total 52,057 52,781 55,291 3,234 270 0.5%
Source: Colorado State Demographer's Office, Economic & Planning Systems
2010-2022
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 5
POPULATION BY AGE
Eagle County’s
population over 65 has
increased since 2010,
both in absolute
numbers and as the
share of the population
The share of the
population 65 and older
increased from 6% in
2010 to 14% in 2022
Eagle County Age Distribution, 2010-2022
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 6
HOUSEHOLD TYPE
There are more family
households down-valley
Down-valley communities
also have lower median
age and higher household
size, all indications of
more families and
children living in these
communities
Eagle County Household Type by Location, 2022
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 7
HOUSING UNITS
Avon, Eagle, and Gypsum
accounted for 74% of all
housing units added in Eagle
County between 2010-2022.
Housing growth continued
up-valley despite losing
residents, an indication that
these new units are second
homes and vacation rentals.
Note: SDO housing numbers for 2022 are nearly 1,300
units higher than ACS 5-year estimates; these numbers
are based on the decennial Census and updated
annually with local data
Eagle County Housing Units, 2010-2022
Description 2010 2015 2022 Total Ann. #Ann. %
Vail 6,974 7,138 7,331 357 30 0.4%
Minturn 523 532 566 43 4 0.7%
Red Cliff 118 126 139 21 2 1.4%
Avon 3,483 3,519 4,175 692 58 1.5%
Eagle 2,456 2,503 2,796 340 28 1.1%
Gypsum 2,207 2,322 3,177 970 81 3.1%
Basalt (part)1,318 1,320 1,593 275 23 1.6%
Unincorp. Area 13,731 13,903 14,556 825 69 0.5%
Eagle County Total 30,810 31,363 34,333 3,523 294 0.9%
Source: Colorado State Demographer's Office, Economic & Planning Systems
2010-2022
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 8
OCCUPIED HOUSING UNITS
61% of housing units in Eagle County were
occupied full-time
Occupancy patterns vary throughout the
valley
–Nearly all housing units down-valley are occupied
full-time by households
–Only one-third of housing units in Vail are occupied,
indicating many second homes or vacation rentals
Eagle County Occupied Housing Units as
Percent of Total, 2010-2022
Description 2010 2015 2022
Eagle County 61%57%61%
Vail 36%33%33%
Minturn 80%73%69%
Red Cliff 83%75%81%
Avon 64%55%56%
Edwards 69%60%71%
Eagle 90%85%94%
Gypsum 91%93%93%
Source: U.S. Census Bureau, Economic & Planning Systems
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 9
HOUSEHOLD INCOME
Median household income in
Eagle County was just under
$100,000 in 2022
Household income varies
substantially by size
Median income for 1-person
households is less than half
of median income for 2-
person households
Incomes for 2- and 3-person
households have grown much
more than 1-person
households since 2015
Eagle County Median Household Income, 2010-2022
Description 2010 2015 2022 Total Ann. # Ann. %Total Ann. # Ann. %
All Households $71,337 $72,214 $98,887 $877 $175 0.2% $26,673 $3,810 4.6%
1-Person Households 40,359 42,829 43,167 2,470 494 1.2% 338 48 0.1%
2-Person Households 79,620 86,626 119,105 7,006 1,401 1.7% 32,479 4,640 4.7%
3-Person Households 86,076 80,982 129,646 -5,094 -1,019 -1.2% 48,664 6,952 7.0%
4-Person Households 82,391 91,779 103,708 9,388 1,878 2.2% 11,929 1,704 1.8%
Source: U.S. Census Bureau, Economic & Planning Systems
2010-2015 2015-2022
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 10
HOUSEHOLD INCOME BY SOURCE
Wages have declined as a share of
personal income in Eagle County,
from 61% to 53%. Income from
investments has increased from 32%
to 41%.
This indicates that new residents
may not be working in the county (or
not relying on employment for their
income).
Eagle County Household Income by Source 2010-2022
Description 2010 2015 2022
Wage & Salary 61%57%53%
Investment Income 32%37%41%
Transfer Receipts 7%6%6%
Total 100%100%100%
Source: Bureau of Economic Analysis; Economic & Planning Systems
Note: Dollars are not inflation-adjusted
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 11
EMPLOYMENT
Overall employment is made up of 70% wage
and salary jobs (this table) and 30%
proprietors
Eagle County had 34,000 jobs in 2022,
growth of 6,500 jobs since 2010 (24% job
growth)
The Health Care and Social Assistance and
Administrative and Waste (including property
management) sectors grew the most from
2010 to 2022
Employment in largest industries grew slower
than overall employment, but jobs remain
stable
Over 10% of employees commute from out of
the county
Eagle County Job Growth, 2010 – 2022
Description 2010 2022
Industry
Accommodation and Food Services 6,676 7,272 596 9.1%
Retail Trade 2,994 3,507 513 7.8%
Construction 2,666 3,464 798 12.2%
Arts, Entertainment, and Recreation 3,434 3,419 -15 -0.2%
Health Care and Social Assistance 1,856 3,394 1,538 23.4%
Administrative and Waste Services 1,354 2,909 1,555 23.7%
Real Estate and Rental and Leasing 1,360 1,674 314 4.8%
Public Administration 1,413 1,585 172 2.6%
Educational Services 1,279 1,522 243 3.7%
Professional and Technical Services 1,032 1,462 430 6.6%
Other 3,397 3,814 417 6.4%
Eagle County Total 27,461 34,022 6,561 100%
Source: Colorado Department of Labor and Employment, Economic & Planning Systems
2010-2022
Total Growth
Percent of Total
Job Growth
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 12
OCCUPATIONS AND WAGES
Overall median wage in Eagle
County for all occupations was
$52,900
The largest occupations in Eagle
County are food and beverage
serving, construction trades, and
retail sales
Six of the top ten occupations
have median wages below
$50,000/year
Eagle County Top Occupations and Wages, 2024
Description Employment Entry Level Median Experienced
Food and Beverage Serving Workers 3,010 $31,700 $37,000 $50,600
Construction Trades Workers 2,446 $42,500 $56,900 $68,400
Retail Sales Workers 2,265 $33,800 $40,700 $48,600
Building Cleaning and Pest Control Workers 1,655 $34,200 $41,000 $47,100
Cooks and Food Preparation Workers 1,584 $34,500 $40,500 $48,100
Business Operations Specialists 1,514 $48,400 $76,400 $101,400
Information and Record Clerks 1,456 $36,400 $44,200 $52,500
Healthcare Diagnosing or Treating Practitioners 1,211 $82,700 $112,800 $187,100
Other Management Occupations 1,167 $72,700 $112,500 $145,600
Grounds Maintenance Workers 1,104 $39,400 $49,300 $54,400
Top Ten Occupations (Average)17,413 $37,357 $48,100 $59,529
Source: JobsEQ, Economic & Planning Systems
HOUSING MARKET TRENDS
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 14
MEDIAN SALE PRICE BY LOCATION
Eagle County Median
Sale Price by
Location, 2015-2023
Note: Analysis excludes mobile homes, ranches, and highest and lowest 5% of sales. Deed-restricted homes are included.
Prices have increased rapidly county-wide, especially since 2019.
–Price increases were largest in the mid-valley
Median sale price countywide has been over $1 million since 2021, and has more than doubled since 2015
Only 2 communities (Red Cliff and Gypsum) have a median sale price below $1 million
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 15
MEDIAN SALE PRICE BY TYPE
Housing costs vary by
the type of home being
sold
Median prices have
nearly or more than
doubled for all home
types since 2015
In 2023, the median sale
price for all home types
was over $1 million –
condos crossed that
threshold in 2023,
townhouses in 2022
Eagle County Median Sale Price by Type, 2015-2023
Note: Analysis excludes mobile homes, ranches, and highest and lowest 5% of sales. Deed-restricted homes are included.
Description 2015 2019 2023 Total Ann. #Ann. %Total Ann. #Ann. %
Condominium $664,500 $665,000 $1,200,000 $500 125 0%$535,000 133,750 16%
Duplex $748,500 $985,000 $1,750,000 $236,500 59,125 7%$765,000 191,250 15%
Single Family Residence $685,000 $862,900 $1,312,500 $177,900 44,475 6%$449,600 112,400 11%
Townhouse $500,000 $616,750 $1,325,065 $116,750 29,188 5%$708,315 177,079 21%
Source: MLS, Economic & Planning Systems
2015-2019 2019-2023
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 16
RENTAL MARKET OVERVIEW
Rent data is challenging to get – utilize Census, community survey, online listings, and landlord/property
manager interviews. Locals often use informal sources like Facebook or word of mouth to find rentals
Census data is consistent with survey data - average rent of $1,924 and median rent of $1,800 in Eagle
County
–May reflect differences in rent for people current in a home compared to people currently looking to rent
Interviews and focus group feedback note that per-bedroom rent is between $1,500 and $2,000; rent for
a couch can be $800-$1,000
Eagle County Median Rent by Location, 2010-2022
Description 2010 2015 2022 Total Ann. #Ann. %Total Ann. #Ann. %
Eagle County $1,225 $1,272 $1,868 $47 $9 0.8%596 85 5.6%
Vail 1,266 1,249 1,625 -17 -3 -0.3%376 54 3.8%
Minturn 1,259 1,148 2,181 -111 -22 -1.8%1,033 148 9.6%
Red Cliff 1,297 1,550 1,800 253 51 3.6%250 36 2.2%
Avon 1,231 1,122 1,731 -109 -22 -1.8%609 87 6.4%
Edwards 1,346 1,343 1,870 -3 -1 0.0%527 75 4.8%
Eagle 1,058 1,478 1,612 420 84 6.9%134 19 1.2%
Gypsum 1,229 1,201 1,741 -28 -6 -0.5%540 77 5.4%
Source: U.S. Census Bureau, Economic & Planning Systems
2010-2015 2015-2022
AFFORDABILITY ANALYSIS
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 18
RENTAL AFFORDABILITY
Eagle County Income Needed by Location, 2022
There is no community in
the County where a
single-wage earner or 1-
person household earning
median income can afford
the median rent.
This data indicates that it
is challenging to live
affordably in Eagle County
as a 1-person household.
Many people will double
up (or more) out of
necessity
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 19
OWNERSHIP AFFORDABILITY
Eagle County Income Required to Purchase by Location, 2023
A 2-person household earning Eagle
County median income cannot afford
the median-priced home in any
community.
•Only 24 homes were sold in 2023
that were affordable for a 2-person
household earning 100% AMI
The affordability gap is even larger
when measured by wages. A
household would need 6.4 median-
wage jobs to afford a median home in
Eagle County.
Even when “high-value” areas are
excluded, required incomes are still
2-3 times higher than area median
income for a 2-person household.
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 20
OWNERSHIP AFFORDABILITY – WAGES
Eagle County Affordability Gap by Wages and Location, 2023
To afford the median
priced home in Eagle
County, a household
needs an income
equivalent to 6.4 full-
time jobs paying median
wage of $52,900/year.
As a result, homeowners
may take on roommates
or work extra jobs to
afford a home.
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 21
OWNERSHIP AFFORDABILITY OVER TIME
Eagle County Affordability Gap, 2015-2022In 2015, the gap between
what a 2-person
household earning 100%
AMI could afford and the
median purchase price
was approximately
$450,000.
In 2020 that gap was
about $636,000, and by
2022 had grown to over
$700,000.
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment |2
NON-LOCAL OWNERSHIP TRENDS
Perception of increasing out-of-state
ownership is supported by multiple data
sources
–Real estate market data provided by Land Title
Guarantee Company
–Town of Avon RETT exemptions for primary residents
Based on Land Title data, starting in 2020,
fewer than half of county-wide sales were to
local residents
Decreasing RETT exemptions mean fewer
sales to locals
–Also see higher sale prices –average transaction with
exemption was $571,000 in 2019 and $1.2 million in
2023
Also considered assessor data, however this
may not accurately reflect out-of-state
ownership due to use of local PO boxes when
registering properties
Eagle County Buyer Origin
Town of Avon RETT Exemptions
Buyer Origin 2019 2020 2021 2022 2023
Local 54%48%45%46%46%
Out of State 28%30%32%34%36%
Front Range 17%21%22%19%16%
International 1%1%1%1%1%
Source: Land Title Guarantee Company, Economic & Planning Systems
Description 2019 2020 2021 2022 2023
Number of Exemptions 52 39 39 27 8
% of Avon homes sold 22%13%15%15%7%
Source: Town of Avon, Economic & Planning Systems
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 3
UPDATED SUMMARY OF HOUSING NEED
About 6,400 total
units over the
next 10 years
–2,700 to address
existing housing
shortage
–3,700 to address
projected housing
needs
More need for
rental than
ownership
–Based on current
assumptions
Description Total Owner Renter Total Owner Renter Total Owner Renter
Extremely Low Income (<30% AMI)157 0 157 0 0 0 157 0 157
Very Low Income (31 - 50% AMI)216 0 216 0 0 0 216 0 216
Low Income (51% - 80% AMI)496 0 496 1,069 0 1,069 1,565 0 1,565
Moderate Income
81% - 100%256 0 256 1,279 0 1,279 1,536 0 1,536
100% - 120%229 114 114 658 329 329 887 444 444
Middle Income
120% to 140%227 114 114 209 104 104 436 218 218
140% to 160%197 138 59 62 43 18 258 181 78
160% to 180%154 108 46 166 116 50 320 224 96
180% to 200%154 108 46 56 39 17 209 147 63
Greater than 200%553 387 166 553 387 166
200% to 220%221 155 66 221 155 66
220% to 240%16 11 5 16 11 5
Total 2,638 968 1,671 3,736 798 2,938 6,375 1,766 4,608
Source: RRC Associates, U.S. Census Bureau, Colorado Dept. of Labor & Employment, JobsEQ, Economic & Planning Systems
Existing Shortage Projected Need Total Housing Need
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 22
OUTREACH OVERVIEW
A key part of this process is community and stakeholder outreach
Survey
–In late winter and spring 2024, a community survey (for residents and employees) was conducted to
better understand housing conditions and needs in Eagle County
–Over 2,700 responses were collected
–Survey data was largely consistent with other data points collected
–An employer survey was also conducted, with 183 responses
Interviews
–EPS conducted seven interviews with local stakeholders in the real estate, rental and insurance
markets
Focus Groups
–Focus groups - Community focus groups were held October 22-24 and 29-30, with additional
follow-up interviews as needed
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 23
SECURITY OF HOUSING SITUATION
Young
renters
Live with
roommates
Live in
employer-
provided
housing
Live in
deed-
restricted
housing
Hispanic/
Latino
Older
adults
(aged 55+)
Families
with
children
Families
with young
children
Other
family HHs
with
children
All other
Very secure 48%16%27%14%39%25%68%46%43%32%50%
Somewhat secure 29%43%30%41%40%36%20%33%35%33%28%
Somewhat insecure 11%21%19%18%9%17%6%10%11%17%11%
Very insecure 9%15%15%22%8%14%4%8%7%8%9%
Don’t know / not sure 3%5%8%2%3%7%1%2%2%7%1%
Other:1%1%1%2%0%1%1%1%1%3%2%
100%100%100%100%100%100%100%100%100%100%100%
n =2,709 329 292 119 298 575 797 715 434 106 532 TOTAL
18 Sep 24
Source: RRC Associates
Data weighted by housing tenure, householder age, householder Hispanic origin, and household size within zip; and by zip; per 2018-22 ACS
Overall
Key Population Segments
How secure do you
feel in your current
housing situation, in
terms of your ability
to stay in your home
(and not be forced
to move)
Security of housing situation
Cells 5+ PPT greater than the overall are GREEN filled | Cells 5 PPT or less than the overall are RED filled
Many survey respondents expressed feelings of insecurity in their housing situation
This was especially high for those living in employer-provided housing, young renters, and
those living with roommates
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 24
EASE OF FINDING HOUSING
Young
renters
Live with
roommates
Live in
employer-
provided
housing
Live in
deed-
restricted
housing
Hispanic/
Latino
Older
adults
(aged 55+)
Families
with
children
Families
with young
children
Other
family HHs
with
children
All other
Not difficult 20%4%9%13%12%12%37%15%10%13%21%
Moderately difficult 31%21%29%28%25%24%37%32%31%28%31%
Very difficult 43%63%50%41%59%56%24%49%53%42%43%
I have yet to find such housing 5%12%13%19%3%9%2%4%5%17%6%
100%100%100%100%100%100%100%100%100%100%100%
n =2,661 331 290 117 298 567 767 712 432 104 522
g g p
Overall
Key Population Segments
Ease of finding housing
When you last
moved within the
Eagle River Valley or
surrounding region,
how hard was it to
find housing that
met your needs and
that you could
afford?
TOTAL
18 Sep 24
Source: RRC Associates
Data weighted by housing tenure, householder age, householder Hispanic origin, and household size within zip; and by zip; per 2018-22 ACS
Cells 5+ PPT greater than the overall are GREEN filled | Cells 5 PPT or less than the overall are RED filled
Young renters, those living with roommates, and Hispanic/Latino households have struggled
to find affordable housing that met their needs
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 25
HOUSING COSTS AS A PERCENTAGE OF INCOME
Cells 5+ PPT greater than the overall are GREEN filled | Cells 5 PPT or less than the overall are RED filled
Young
renters
Live with
roommates
Live in
employer-
provided
housing
Live in
deed-
restricted
housing
Hispanic/
Latino
Older
adults
(aged 55+)
Families
with
children
Families
with young
children
Other
family HHs
with
children
All other
0%6%8%14%17%4%9%4%3%3%14%7%
0.1 - 9.9%17%7%11%10%8%5%30%11%9%4%11%
10 - 19.9%22%15%22%20%19%13%21%24%24%15%27%
20 - 29.9%23%28%18%19%26%16%19%22%23%19%29%
30 - 39.9%13%19%17%19%17%13%9%14%15%7%13%
40 - 49.9%7%7%5%3%7%13%7%10%9%8%6%
50 - 99.9%9%11%10%5%13%20%7%11%11%19%6%
100%+3%5%3%5%6%10%3%4%4%13%1%
100%100%100%100%100%100%100%100%100%100%100%
21.9%26.3%21.6%21.3%27.1%34.7%16.7%25.2%25.7%27.1%21.5%
2,013 271 187 92 225 367 687 549 328 72 340
Ratio of selected
housing costs
(rent/mortgage,
HOA fees and
utilities) to
household income
TOTAL
Median
n =
18 Sep 24
Source: RRC Associates
Data weighted by housing tenure, householder age, householder Hispanic origin, and household size within zip; and by zip; per 2018-22 ACS
Overall
Key Population Segments
Hispanic/Latino households are severely cost burdened
Employer-provided housing may be more affordable but also comes with more insecurity
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 26
EMPLOYER SURVEY: CHALLENGES IN FINDING & RETAINING EMPLOYEES
Upper Valley
(Vail,
Minturn, Red
Cliff, Hwy 24)
Mid Valley
(Eagle-Vail,
Avon, BC,
Edwards,
Wolcott)
Lower Valley
(Eagle,
Gypsum,
Dotsero)1 - 4 workers 5 - 9 workers
10 - 24
workers
25 - 49
workers 50+ workers
Declined / gotten harder 73%78%74%75%44%75%87%77%89%
Stayed about the same 16%18%12%18%25%17%13%12%11%
Improved / gotten easier 3%4%5%3%6%12%
Don't know / not applicable 8%9%7%28%3%
100%100%100%100%100%100%100%100%100%
n =178 49 82 71 36 36 46 26 27
Lack of affordable housing 73%86%74%72%44%72%83%77%93%
Lack of available housing 59%67%56%59%33%47%65%65%96%
No/few applicants 36%37%37%37%22%42%39%27%48%
Unskilled applicants 32%35%35%37%22%36%28%31%52%
Work ethic/dedication problems 27%27%23%31%17%28%33%31%26%
Lack of childcare 20%24%27%21%8%17%24%12%44%
Low wages 20%22%22%23%8%25%20%12%41%
Transportation / long commutes 14%20%10%21%8%14%13%15%26%
None - no challenges in recruiting/retaining employees 9%6%7%8%28%12%4%
Drug/substance abuse 8%10%6%8%8%3%7%19%11%
Other 6%4%6%8%3%6%7%15%
Lack of year-round positions 5%10%2%7%6%4%8%7%
Seasonality of community activity 3%6%1%1%6%4%4%
312%355%307%334%208%294%326%312%463%
n =177 49 81 71 36 36 46 26 27
To what extent has your ability to
find and retain qualified
employees changed over the past
five years (since 2019)?
TOTAL
What are the primary challenges
you face in recruiting and
retaining employees, if any?
TOTAL
OVERALL
Physical location(s) of business:Total peak season workers (maximum of winter and summerl)
Half of employers had difficulty filling jobs in the past year, leading to operational challenges
Around 70% of employers identified housing as a barrier to finding employees
BY JOBS AND LAND CAPACITY
ALLOCATION OF NEED BY JURISDICTION
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 6
DISTRIBUTION OF JOBS
SB 174 requires housing needs to be allocated by jurisdiction within the county
Housing need is distributed according to jobs
Job location is mapped using QCEW data
–Jobs within town boundaries are grouped by town
–Jobs in unincorporated areas are grouped by region
Location of Jobs within Eagle River Valley
Eagle-Vail
Golf ClubBeaver Creek
Edwards
Avon
Jobs in Unincorporated Resort Areas
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 7
DISTRIBUTION OF JOBS
Vail and Avon both have about a
quarter of total jobs in the Eagle River
Valley
Eagle and Gypsum together account
for another quarter of total jobs
Edwards is unincorporated but
accounts for 12% of total jobs
Unincorporated tourist areas around
Avon (including Beaver Creek and
Eagle-Vail Golf Club) account for 7% of
total jobs
Job Distribution by Location
Location Total 2023 Jobs
Jobs in Town Boundaries
Vail 8,081 26%
Minturn 456 1%
Red Cliff 41 0%
Avon 7,775 25%
Eagle 4,873 16%
Gypsum 2,497 8%
Total Jobs in Town 23,721 76%
Jobs in Unincorporated Areas
Vail Area 132 0%
Eagle Vail Golf Club Area 877 3%
Beaver Creek Area 1,237 4%
Edwards 3,832 12%
Eagle Area 96 0%
Gypsum Area 482 2%
Dotsero Area 205 1%
Other Unincorporated 519 2%
Total Unincorporated 7,379 24%
Total Jobs 31,101 100%
Note: Excludes Basalt Area.
Source: QCEW, Economic & Planning Systems
% of Total
2023 Jobs
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 8
ALLOCATION OF NEED BY JOBS DISTRIBUTION
Per SB-174, share of jobs is used to
allocate existing shortage, projected
need, and total housing need
Secondary methods may be used to
allocate projected housing demand,
including land and development
capacity, infrastructure, market
dynamics, or partnerships
Need Allocation by Employment
Location
Existing
Shortage
Projected
Need Total Need
% of Total
Need
Vail 686 971 1,656 26%
Avon 660 934 1,594 25%
Eagle 413 585 999 16%
Gypsum 212 300 512 8%
Minturn 39 55 93 1%
Red Cliff 3 5 8 0%
Other Eagle County 626 886 1,512 24%
Total 2,638 3,736 6,375 100%
Source: RRC Associates, U.S. Census Bureau, Colorado Dept. of Labor & Employment,
QCEW, JobsEQ, Economic & Planning Systems
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 9
DISTRIBUTION OF DEVELOPABLE LAND
Development capacity can also be used to allocate
need.
–Calculated from the 2022 Eagle County Community Housing
Inventory & Assessment
Avon and Eagle have the most development
capacity of the towns, while unincorporated Eagle
County accounts for 1/3 of developable acres
Development Capacity by Location
Location
Developable
Acres
% of Developable
Acres % of Jobs
Vail 150 11.4%26.0%
Minturn 97 7.4%1.0%
Red Cliff 2 0.1%0.0%
Avon 268 20.4%25.0%
Eagle 208 15.8%16.0%
Gypsum 140 10.6%8.0%
Unincorporated Eagle County 451 34.2%24.0%
Total 1,316 100%100%
Source: 2022 Eagle County Community Housing Inventory & Assessment,
Economic & Planning Systems
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 10
UPCOMING DEVELOPMENT PIPELINE
Next step is to net out
developments planned or
underway in each
community
There are about 1,600
units in the affordable
development pipeline in
Eagle County
–703 under construction
–921 entitled
Free market units in the
pipeline are not
considered due to higher
purchase price
Eagle County Affordable Development Pipeline
Location
Units Under
Construction
Entitled
Units
Total
Pipeline
Avon 54 9 63
Eagle 322 0 322
Gypsum 64 366 430
Minturn 0 6 6
Red Cliff 1 2 3
Vail 206 268 474
Other Eagle County 56 270 326
Eagle County Total Pipeline 703 921 1,624
Public/Restricted Units
Source: January 2025 Eagle County Community Housing Inventory, Economic &
Planning Systems
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 11
UPCOMING DEVELOPMENT PIPELINE DETAIL
Town Project Name Structure Type Rent/Own Market Restriction AMI Level Public/ Private
Under Construction
Vail Timber Ridge Village 206 Condo Own Resident Occupied --Public-Private Partnership
Red Cliff Eagle Stree, Bickley 1 Multifamily Own Resident Occupied --Private
Avon McGrady Acres 1 Townhome Own Resident Occupied --Private
Avon Tract Y - Hidden Valley Estates 53 Townhome Own/Rent Resident Occupied --Private
Eagle Haymeadow - Phase 1(LERP)18 Condo Own 3% cap 100% AMI Private
Eagle Haymeadow - Phase 1 (LERP)14 Condo Own Resident Occupied ----
Eagle Haymeadow- Phase 1 (ECHDA)43 Condo Own 0-3% cap 120% AMI Public/Private
Eagle Reserve at Hockett Gulch 225 Apartment Rent Resident Occupied --Private
Eagle 435 Eby Creek Apartments 6 --Rent Resident Occupied --Private
Eagle HFH/3rd Street Housing 16 Duplex Own Resident Occupied/Price capped 80-100% AMI Public
Gypsum Stratton Flats - Habitat for Humanity 14 Multifamily Own Agreement 35-80% AMI Public
Gypsum Eagle County School District 24 Apartment/Townhome Own/Rent Restricted to school district employees --Public
Gypsum Eagle County School District 16 Apartment/Townhome Own/Rent Restricted to school district employees --Public
Gypsum Eagle County School District 10 Apartment/Townhome Own/Rent Restricted to school district employees --Public
Other Eagle County Fox Hollow (BGV/Vail Health), price capped 4 Condo Own Resident Occupied 100-140% AMI Private
Other Eagle County Fox Hollow (BGV/Vail Health), RO 32 Condo Own Resident Occupied None Private
Other Eagle County Freedom Park 20 Condo/Townhome Rent Resident Occupied 80% AMI Public
Total Under Construction 703
Entitled
Vail West Middle Creek 268 Apartment Rent Resident Occupied --Public-Private Partnership
Minturn Minturn North 6 Single Family Own/Rent Resident Occupied 200% AMI Public
Red Cliff Center, Bickley 2 Duplex Own/Rent Resident Occupied --Private
Avon Lot 16 - Benchmark 6 --Rent Town Owned --Public
Avon Wildwood Annex 3 --Rent Town Owned --Public
Gypsum Stratton Flats - Habitat for Humanity 4 Multifamily Own Agreement 35-80%Public
Gypsum Siena Lake 362 Single Family/Townhome Own 55+ older ----
Other Eagle County Edwards River Park 270 Mix Own/Rent Mix Mix PRI
Total Entitled 921
Source: January 2025 Eagle County Community Housing Inventory, Economic & Planning Systems
Units
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 12
NET HOUSING NEED BY LOCATION
Units currently under
construction address
existing shortage and
entitled units address
projected need
Total net need is 4,751 units
–1,935 to address existing
shortage
–2,815 to address projected
need
Only Gypsum has enough
entitled units to address
allocated projected need
Eagle County Net Housing Need by Location
Location Total Need
Existing
Shortage
Units Under
Construction
Net Existing
Shortage
Projected
Need
Entitled
Units
Net Projected
Need
Total Net
Need
Vail 1,656 686 206 480 971 268 703 1,182
Avon 1,594 660 54 606 934 9 925 1,531
Eagle 999 413 322 91 585 0 585 677
Gypsum 512 212 64 148 300 366 -66 82
Minturn 93 39 0 39 55 6 49 87
Red Cliff 8 3 1 2 5 2 3 5
Other Eagle County 1,512 626 56 570 886 270 616 1,186
Total 6,375 2,638 703 1,935 3,736 921 2,815 4,751
Source: RRC Associates, U.S. Census Bureau, Colorado Dept. of Labor & Employment, QCEW, JobsEQ, January 2025 Eagle County Community
Housing Inventory, Economic & Planning Systems
ACTION PLANNING
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 14
STRATEGIES/ACTION PLANNING
Need to consider both preservation and new units
Strategies can/may include:
–Regulation
•E.g. zoning, inclusionary zoning, linkage programs/affordable housing mitigation
–Funding
•Taxes, fees, etc
–Development
•New housing projects
–Programs
•E.g. buy-downs, deed restrictions, rental assistance, employer partnerships
Economic & Planning Systems | RRC Associates Eagle County Regional Housing Needs Assessment | 27
WHAT’S NEXT?
Gaps and needs analysis is finalized
Determine strategies
–Evaluate opportunities (e.g. changes to land use codes, funding, land), and work with jurisdictions to recommend
strategies, policies, and actions to address housing needs
Finalize data/report
Will be back at councils in February/March
QUESTIONS AND DISCUSSION
DDA MEETING MINUTES
MONDAY, NOVEMBER 4, 2024
HYBRID MEETING, IN PERSON AND VIA MICROSOFT TEAMS
AVON DDA MEETING MINUTES NOVEMBER 4, 2024 PAGE 1 | 3
ROLL CALL
Present in Person: Chair Tony Emrick, and Board Members Rob Tartre, Wayne Hanson, Brandt Marott and Chris
Neuswanger (who joined at 3:04 p.m.).
Present Virtually: Board Members Marcus Lindholm and Matthew Fitzgerald.
Absent: Board Members Gregg Cooper and Scott Tarbet, Councilors Rich Carroll and Chico Thuon.
Staff: Town Manager Eric Heil, Community Development Director Matt Pielsticker, Planning Manager Jena
Skinner, CFO Paul Redmond and CAO Ineke de Jong. Deputy Town Manager Patty McKenny and Town Attorney
Nina Williams were present virtually.
The meeting was called to order at 3:00 p.m. DDA Board Chair Tony Emrick presided over the meeting. There
was quorum with 6 Board Members present.
2. APPROVAL OF AGENDA
Board Member Rob Tartre motioned to approve the agenda as presented. Board Member Brandt Marott seconded
the motion. The motion was approved with a 6-0 vote of those present at that time.
3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS
Board Chair Emrick asked if there were any conflicts of interest, and none were disclosed.
Chris Neuswanger joined the meeting at 3:04 p.m.
4. PUBLIC COMMENT
No public comments were made in person nor virtually.
5. BUSINESS ITEMS
5.1 PUBLIC HEARING: Resolution 24-04 Adoption of Sun Road Redevelopment Plan (Planning Manager Jena Skinner and Town Manager Eric Heil)
Town Manager Eric Heil introduced the topic of the Sun Road Redevelopment. He explained that at the last
meeting, the board had a work session to review the plan and today staff is presenting a resolution to
officially adopt the plan. Community Development Director Matt Pielsticker, Planning Manager Jena Skinner
and Town Manager Eric Heil walked the board through the redevelopment plan and explained it is a guiding
document, rather than a “strict” or “dictating” plan. They briefly talked about each of the chapters and
highlighted the main points.
The Board Members made comments about adding in verbiage about “stepping back” and “vertical relief”
and having social points of interest like public art, benches, fountains, awnings, bay windows, similar to
what you see in Riverwalk and make it look and feel like multiple buildings looped together.
Board Chair Emrick opened the public hearing and asked if anyone from the public wanted to make any
comments, there were none. The public comments section was closed.
There were no further comments from the Board Members.
Board Member Rob Tartre approved Resolution 24-04 to adopt the Sun Road Redevelopment Plan. Chris
Neuswanger asked for the motion to include approving it with direction for staff to add in architectural relief
to enhance pedestrian scale. Board Member Rob Tartre amended the motion as such. Board Member
Wayne Hanson seconded the motion and it passed 7 to 0 with those present.
DDA MEETING MINUTES
MONDAY, NOVEMBER 4, 2024
HYBRID MEETING, IN PERSON AND VIA MICROSOFT TEAMS
AVON DDA MEETING MINUTES NOVEMBER 4, 2024 PAGE 2 | 3
Staff explained this will go to PZC on November 18 and Council at the first or second meeting in January
2025.
Matt Pielsticker and Jena Skinner left the meeting at 4:06 p.m.
5.2 PUBLIC HEARING: for the Adoption of the 2024 Final Revised DDA Budget and 2025 DDA Budget (Chief Finance Officer Paul Redmond)
Resolution 24-02, Amending the 2024 Avon Downtown Development Authorities Operating Fund
Budget
Resolution 24-03, Adopting the 2025 Avon Downtown Development Authorities Budget
Chair Tony Emrick introduced the topic of the budget and explained there are 2 resolutions in front of the
board. Chief Finance Officer Paul Redmond delivered his presentation on Resolutions 24-02 and 24-03 and
explained that at the beginning of the year staff put in placeholder revenues as it was still unknown. The
next resolution presents adoption of the proposed 2025 DDA budget. Paul expressed that the assessor’s
office will look at what was built on January 1, 2024 and what was established throughout the year, will
count towards the next budget year.
Board Chair Emrick opened the public hearing and asked if anyone from the public wanted to make any
comments, there were none. The public comments section was closed.
There were no further comments from the Board Members.
Board Member Brandt Marott approved Resolution 24-02 as proposed. Board Member Chris Neuswanger
seconded that motion and it passed 7 to 0.
Board Member Chris Neuswanger approved Resolution 24-03 as presented. Board Member Brandt Marott
seconded that motion and it passed 7 to 0.
6. MINUTES
Board Member Brandt Marott presented a motion to approve the Minutes from Avon DDA Board Meeting held
October 7, 2024. Board Member Wayne Hanson seconded that motion. They were approved with a 7-0 vote of
those present at that time.
7. ADJOURNMENT
Chief Administrative Officer Ineke de Jong updated the Board Members
• that interviews & appointments for the seat vacated by Bill Glaner and the 2 seats that have expired terms,
currently held by Rob Tartre and Marcus Lindholm, will be on the November 19 Council Agenda for Interviews
& (Re-)Appointments.
• That the Boards & Committees Appreciation Holiday Dinner is on Tuesday December 17
• That the next Board meeting is on Monday February 3, 2025
DDA Board Chair Emrick adjourned the meeting at 4:23 p.m.
Respectfully submitted by:
Ineke de Jong
Chief Administrative Officer
DDA MEETING MINUTES
MONDAY, NOVEMBER 4, 2024
HYBRID MEETING, IN PERSON AND VIA MICROSOFT TEAMS
AVON DDA MEETING MINUTES NOVEMBER 4, 2024 PAGE 3 | 3
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.