TC Packet 03-11-2025_____________________________________________________________________________________
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AVON TOWN COUNCIL MEETING AGENDA
TUESDAY, March 11, 2025
MEETING BEGINS AT 5:00 PM
Hybrid meeting; in-person at Avon Town Hall, 100 Mikaela Way or
virtually through Zoom, Zoom registration is on the header at Avon.org
AVON TOWN COUNCIL PUBLIC MEETING BEGINS AT 5:00 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 Council approval.
5.CONSENT AGENDA
5.1. Approval of February 25, 2025 Regular Council Meeting Minutes (Town Clerk Miguel Jauregui
Casanueva)
6.BUSINESS ITEMS
6.1. Resolution 25-08: Approving a Cultural, Arts and Special Events Committee (Town Manager
Eric Heil)
6.2. Work Session: Recreation Center Refurbishment Costs (Recreation Director Michael Labagh)
6.3. Presentation: Net Zero Analysis (Sustainability Manager Charlotte Lin)
6.4. Work Session: Composting (Sustainability Manager Charlotte Lin)
6.5. Work Session: Tract S Arcadian (Community Development Director Matt Pielsticker)
6.6. Work Session: Vehicle Dwellers (Planner II Max Morgan)
7.WRITTEN REPORTS
7.1. January 23rd Upper Eagle Regional Water Authority Meeting Summary (Mayor Underwood)
7.2. February 24th Planning & Zoning Commission Abstract (Development Coordinator Emily Block)
7.3. February 20th CASE Committee Meeting Minutes (Special Events Coordinator Emily Dennis)
7.4. March 3rd Finance Committee Meeting Minutes (Chief Finance Officer Paul Redmond)
7.5. Ice Rink End of Season Recap (Recreation Director Michael Labagh)
8.MAYOR AND COUNCIL COMMENTS & MEETING UPDATES
9.ADJOURN
Public Comments: Council agendas shall include a general item labeled “Public Comment” near the
beginning of all Council meetings. Members of the public who wish to provide comments to Council greater
than three minutes are encouraged to schedule time in advance on the agenda and to provide written
comments and other appropriate materials to the Council in advance of the Council meeting. The Mayor shall
permit public comments for any action item or work session item and may permit public comment for any
other agenda item, and may limit such public comment to three minutes per individual, which limitation may
be waived or increased by a majority of the quorum present. Article VI. Public Comments, Avon Town
Council Simplified Rules of Order, Adopted by Resolution No. 17-05.
AVON REGULAR MEETING MINUTES
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1. CALL TO ORDER AND ROLL CALL
The meeting was hosted in a hybrid format, in-person at Avon Town Hall and virtually via
Zoom.us. Mayor Tamra N. Underwood called the February 25, 2025, Council Regular Meeting to
order at 5:00 p.m. A roll call was taken, and Councilors present in person were Chico Thuon,
Ruth Stanley, Lindsay Hardy, Kevin Hyatt, Mayor Pro Tem Richard Carroll, and Mayor Tamra N.
Underwood. Councilor Gary Brooks was present virtually. They were joined in person by Town
Manager Eric Heil, Deputy Town Manager Patty McKenny, Chief Administrative Officer Ineke
de Jong, Deputy Town Attorney Betsy L. Stewart, Town Clerk Miguel Jauregui Casanueva,
Community Development Director Matt Pielsticker, Planning Manager Jena Skinner, Long
Range Housing Planner Patti Liermann, Chief Financial Officer Paul Redmond, Senior
Accountant Chase Simmons, Chief Cultural Officer Danita Dempsey, Sustainability Manager
Charlotte Lin, Sustainability Coordinator Sarah Smith Hymes, Building Official Derek Place,
Development Coordinator Emily Block, REC Director Michael Labagh, and Deputy Chief Coby
Cosper.
2. APPROVAL OF AGENDA
Video Start Time: 00:00:57
Mayor Underwood initiated the meeting with the Agenda approval process. Mayor Pro Tem
Carroll requested that Written Report Item 7.3. (Monthly Financials) be added to the Agenda
for discussion under Business Item 6.8. Mayor Pro Tem Carroll motioned to approve the
Agenda, as amended. Councilor Hardy seconded the motion. The motion carried unanimously
with a 7-0 vote.
3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS
Video Start Time: 00:02:28
Mayor Underwood asked if there were any conflicts of interest related to the Agenda, and no
conflicts of interest were disclosed.
4. PUBLIC COMMENT
Video Start Time: 00:02:48
Mayor Underwood explained that public comment can be made by participating in the meeting
in person, via zoom’s video/audio, via telephone, or via email. She added that the public
comment section is intended for items not listed in the Agenda, and participation by members
of the public is limited to 3 minutes. She asked if there was any public comment from those
present in the room or virtually and requested that they spell their name and mention the
neighborhood they reside in upon taking the podium. Evgheny Cojocari, owner of Colorado
Booting LLC and resident of Avon at Sunridge, took the podium in person to speak of the State’s
new regulations banning booting on private property, highlighting the severe impact of this ban
on his business. No other public comment was received in person nor virtually.
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Town Manager Eric Heil provided additional context to Council related to local regulations on
booting on private property. He suggested that Mayor Underwood reach out to Senator Dylan
Roberts on the issue, with a focus on requesting that there should be an allowance for home
rule municipalities to opt-out of the booting ban.
5. CONSENT AGENDA
Video Start Time: 00:10:20
Mayor Underwood introduced the approval of the Consent Agenda to include the following:
5.1 Approval of February 11, 2025 Regular Council Meeting Minutes (Town Clerk Miguel Jauregui
Casanueva)
5.2 Action Item: Intergovernmental Agreement CDOT 5311 Operations Grant (Mobility Manager
Jim Shoun)
5.3 Resolution 25-06 Approving 2025 Special Events for Administrative Approval (Chief Cultural
Officer Danita Dempsey)
5.4 Resolution 25-07: Updating Optional Premises License for the Storage and Sale of Alcohol
(Chief Cultural Officer Danita Dempsey)
Councilor Stanley motioned to approve the Consent Agenda. Councilor Thuon seconded the
motion. The motion carried unanimously with a 7-0 vote.
6. BUSINESS ITEMS
6.1. Work Session: Proposed Energy Assessor’s Training Program (Sustainability Coordinator Sarah
Smith Hymes)
Video Start Time: 00:11:45
Sustainability Coordinator Sarah Smith Hymes delivered a presentation related to the Proposed
Energy Assessor’s Training Program, requesting that Council approve underwriting the cost of
training Energy Assessors, with the requirement for them to complete 6 assessments in the
Town of Avon with Town-owned equipment, and thereafter be able to contract with Walking
Mountains to complete other assessments in the County. The cost of this training project was
estimated at approximately $24,000. Councilor Stanley asked Nikki Maline with Walking
Mountains to join Sustainability Coordinator Smith Hymes at the podium to speak about the 23
assessments she completed last year, and Ms. Maline added that demand for Energy Assessors
exceeded supply in the Valley, and they did not have enough analysts to complete these
assessments that take 3-4 hours to complete. As this was a work session with Council, no public
comment was received, and no motion was requested. Staff received a unanimous thumbs-up
from Council to move forward with the project.
6.2. Resolution 25-05 Adopting the Regional Net Zero Roadmap and Committing to Collaborative
Action to Achieve Net Zero by 2030 (Climate Action Collaborative Manager Gina McCrackin)
Video Start Time: 00:22:47
Climate Action Collaborative Manager Gina McCrackin, Climate Action Collaborative Manager
Kimberly Schlaepfer, and Town of Avon Building Official Derek Place, took the podium in person
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to deliver a presentation related to the adoption of the Regional Net Zero Roadmap and
Committing to Collaborative Action to Achieve Net Zero by 2030. Building Official Place spoke
in support of the adoption. Mayor Pro Tem Carroll asked for Ms. Schlaepfer to expand on the
differences between EV Ready and EV Preferred, and explain what enforcement and
compliance meetings would entail as related to the 2021 International Energy Conservation
Code.
Mayor Underwood asked Town Manager Heil to speak of the language included in the
Resolution, to make it clear that Town of Avon is committed to participating in the process but
will wait and see before committing to climate action goals that are still being developed.
Mayor Underwood opened the floor to public comment, and no public comment was received
in person nor virtually. Councilor Hardy stated she agrees with the plan which aligns with the
Town’s environmental goals, and she is in favor of the adoption. Mayor Pro Tem Carroll thanked
everyone involved in these efforts and stated he is in favor overall but, when possible, he would
like to understand the costs of maintenance and energy use under the proposed technologies.
Councilor Thuon wondered about the cost of these new technologies for the average
household. Councilor Thuon motioned to approve Resolution 25-05. Councilor Hardy seconded
the motion. The motion carried unanimously with a 7-0 vote.
6.3. Action Item: Developer Services Agreement with Ulysses for Development of Community
Housing on the Slopeside Parcel (Housing Planner Patti Liermann)
Video Start Time: 00:54:55
Housing Planner Patti Liermann delivered a presentation related to the Developer Services
Agreement with Ulysses for Development of Community Housing on the Slopeside Parcel. Kevin
Knapp and Sarah Rockwell with Ulysses Development took the podium virtually to speak with
Councilors about the Agreement and their commitment to develop community housing in
Avon. Town Manager Heil also delivered a presentation which included a redline of the
amendments to the recitals and terms of this Agreement. Mayor Underwood opened the floor
to public comment and no public comment was received in person nor virtually.
Mayor Underwood thanked Councilors Stanley and Hardy for their work on this Committee and
this project, and Councilor Hardy stated she would like to continue working on this project.
Councilor Stanley stated she is willing to stay on this Committee if no other Councilor wants to
take over her seat, and Councilor Brooks raised his hand virtually to state that with his 30 years
of civil engineering experience, he would be willing to take over her seat. Councilor Stanley
agreed in turn to become Councilor Brook’s substitute on this Committee. As this was an action
item, Councilor Thuon motioned to allow Town Staff to enter into the Developer Services
Agreement with Ulysses for Development of Community Housing on the Slopeside Parcel, with
the proposed amendments identified by Town Manager Heil, and to appoint Councilors Hardy
and Brooks to the Committee with Councilor Stanley as their substitute. Councilor Hyatt
seconded the motion. The motion carried unanimously with a 7-0 vote.
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6.4. CASE Committee Interviews & Appointments for the Culture, Arts & Special Events Committee
(Chief Cultural Officer Danita Dempsey)
Video Start Time: 01:18:23
Chief Cultural Officer Danita Dempsey delivered a presentation related to the process of
conducting interviews and voting on the appointment of candidates to fill vacant seats on the
Culture, Arts & Special Events (CASE) Committee. Councilor Hardy asked if Staff would consider
increasing the total number of members that compose the CASE Committee. Town Clerk
Jauregui advised that the composition of the CASE Committee is regulated under Resolution
19-12 and after displaying it, Town Manager Heil advised that this Resolution could be
amended to allow for ex-officio members, substitute members or increase the total number of
members of the CASE Committee, depending on the preference of Council. After discussion,
Council agreed to add two alternate seats to the CASE Committee, for appointees to fill in
during the absences of other CASE Committee members and directed staff to amend Resolution
19-12 to that effect.
Council interviewed the applicants in the order applications were received as follows: Justin
Chesney, Lynn Feiger, Alejandro Cerda, Ian Grask, Amy Lewis, Oriana Anderson, Kristen
Dudding, and Charles (Chuck) Yang. Applicant Gregg Cooper was absent but had emailed
Council prior to advocate for his nomination, and Applicants Danielle McNair and Tara Novak
were unable to be present at the meeting, and a statement advocating for their candidacy
received by Chief Cultural Officer Dempsey was read into the record. Mayor Underwood
opened the floor to public comment and no public comment was received in person nor
virtually. After the interviews, each Councilor cast a vote for their top 4 pics as follows:
• Councilor Thuon: Justin Chesney, Ian Grask, Tara Novak, and Kristen Dudding.
• Mayor Pro Tem Carroll: Justin Chesney, Lynn Feiger, Danielle McNair, and Amy Lewis.
• Mayor Underwood: Justin Chesney, Alejandro Cerda, Danielle McNair, and Ian Grask.
• Councilor Brooks: Justin Chesney, Danielle McNair, Ian Grask, and Kristen Dudding.
• Councilor Stanley: Justin Chesney, Alejandro Cerda, Ian Grask, and Kristen Dudding.
• Councilor Hardy: Justin Chesney, Alejandro Cerda, Ian Grask, and Kristen Dudding.
• Councilor Hyatt: Justin Chesney, Alejandro Cerda, Ian Grask, and Charles (Chuck) Yang.
After the tally of votes, the applicants received the following tally of votes in their favor: Justin
Chesney (7 votes), Gregg Cooper (0 votes), Lynn Feiger (1 vote), Alejandro Cerda (4 votes),
Danielle McNair (3 votes), Ian Grask (6 votes), Amy Lewis (1 vote), Oriana Anderson (0 votes),
Tara Novak (1 vote), Kristen Dudding (4 votes), and Charles (Chuck) Yang (1 vote).
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The top four candidates with most votes were Justin Chasney, Ian Grask, Alejandro Cerda, and
Kristen Dudding. The following two candidates with most votes appointed to fill the newly
created alternate seats were Danielle McNair, and a four-way tie between Lynn Feiger, Amy
Lewis, Tara Novak, and Charles (Chuck) Yang, which caused Council to have a run-off vote as
follows:
• Councilor Thuon: Amy Lewis.
• Mayor Pro Tem Carroll: Tara Novak.
• Mayor Underwood: Amy Lewis.
• Councilor Brooks: Lynn Feiger
• Councilor Stanley: Charles (Chuck) Yang.
• Councilor Hardy: Amy Lewis.
• Councilor Hyatt: Charles (Chuck) Yang.
After a tally of the run-off vote, Lynn Feiger received 1 vote, Amy Lewis received 3 votes, Tara
Novak received 1 vote, and Charles (Chuck) Yang received 2 votes. Councilor Stanley motioned
to appoint Justin Chesney, Alejandro Cerda, Ian Grask, and Kristen Dudding to a two-year term
on the CASE Committee, and Danielle McNair and Amy Lewis to become alternates to fill in for
any absent member, pending an update to Resolution 19-12 to allow for two alternate seats.
Councilor Hardy seconded the motion. The motion carried unanimously with a 7-0 vote.
6.5. PUBLIC HEARING: Second Reading of Ordinance 25-01 to adopt by reference the 2024 Model
Traffic Code (Deputy Chief Coby Cosper)
Video Start Time: 02:23:10
Deputy Chief Coby Cosper delivered a presentation related to the Second Reading of Ordinance
25-01: to adopt by reference the 2024 Model Traffic Code. Mayor Underwood opened the floor
to public hearing, and no public comment was received in person nor virtually. After brief
deliberations, Councilor Stanley motioned to approve the second reading of Ordinance 25-01.
Councilor Hardy seconded the motion. The motion carried unanimously with a 7-0 vote.
6.6. PUBLIC HEARING: Second Reading of Ordinance 25-04 Adoption of Sun Road Redevelopment
Plan (Planning Manager Jena Skinner and Town Manager Eric Heil)
Video Start Time: 02:28:08
Planning Manager Jena Skinner and Town Manager Eric Heil delivered a presentation related
to the Second Reading of Ordinance 25-04 Adoption of Sun Road Redevelopment Plan. Mayor
Underwood reopened the floor to the public hearing, as continued from the February 11, 2025,
Regular Council Meeting, and no public comment was received in person nor virtually.
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After reviewing a redline of the changes to the Sun Road Redevelopment Plan, staff noted
additional minor revisions as provided by Mayor Pro Tem Carroll and Mayor Underwood, which
staff advised would be incorporated to the final version of the Sun Road Redevelopment Plan.
Mayor Underwood also noted prior public comments received by email. After deliberations,
Councilor Thuon motioned to approve the second reading of Ordinance 25-04, with the
corrections and minor revisions given to staff during the meeting. Councilor Hardy seconded
the motion. The motion carried unanimously with a 7-0 vote.
6.7. PUBLIC HEARING: Emergency Ordinance 25-07: Temporary Moratorium – Natural Medicine
Healing Centers and Businesses (Deputy Town Attorney Betsy L. Stewart on behalf of Town
Attorney Nina Williams)
Video Start Time: 02:47:28
Deputy Town Attorney Betsy L. Stewart delivered a presentation on behalf of Town Attorney
Nina P. Williams, related to the Second Reading of Ordinance 25-07: Imposing a Temporary
Moratorium on Natural Medicine Healing Centers and Businesses. Mayor Underwood opened
the floor to public hearing, and no public comment was received in person nor virtually.
Councilor Thuon asked what prompted this emergency ordinance, and he was advised it was
through work with the Town Attorney’s Office who was actively monitoring Proposition 122
that was designed to create regulated access to natural psychedelic medicines. Councilor Thuon
motioned to approve Emergency Ordinance 25-07. Councilor Hyatt seconded the motion. The
motion carried unanimously with a 7-0 vote.
6.8. [Formerly, Written Report Item 7.3.] Work Session: Monthly Financials (Senior Accountant Dean
Stockdale)
Video Start Time: 02:57:05
Chief Financial Officer Paul Redmond delivered a presentation on behalf of Senior Accountant
Dean Stockdale related to the Monthly Financials for the Town of Avon. Mayor Pro Tem Carroll
asked if there are any deficits that Council should be concerned about, and CFO Redmond
indicated that the Town’s financial health is good and there is no reason for concern. Town
Manager Heil explained the difference between debt and deficit as part of the discussion while
highlighting that conservative budgeting has kept the Town in the black and financially healthy
in 2024 and so far in 2025. He added that he and CFO Redmond are already thinking of
sustainable strategies for a successful balanced budget in 2026. As this was originally a written
report and discussed as a work session, no public comment was received, and no motion was
requested.
7. WRITTEN REPORTS
7.1. January 27th Planning & Zoning Commission Abstract (Development Coordinator Emily Block)
7.2. Bi-Monthly Sustainability Update (Sustainability Manager Charlotte Lin)
7.3. Monthly Financials (Senior Accountant Dean Stockdale) [Agenda Amended to discuss Written
Report Item 7.3. as Business Item 6.8.]
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7.4. Monthly Public Operations Report (Public Operations Manager Gary Padilla)
7.5. Quarterly RETT Reports (Financial Analyst Chase Simmons)
** Indicates topic will be discussed at future agenda’s
8. MAYOR AND COUNCIL COMMENTS & MEETING UPDATES
Video Start Time: 03:06:41
Councilor Thuon advised Deputy Chief Cosper and Town Manager Heil that he was pulled over
Sunday morning, February 23rd, 2025, by an Officer with the Avon Police Department while
moving his car that had been parked on the street in violation of posted signage. He noted that
when he got out of his truck, he was met by a 6’4” tall Code Enforcement Officer that was being
trained by an Avon Police Officer. He added that the Code Enforcement Officer wasn’t wearing
a bullet proof vest, and he wondered if the Avon Police Department should assign a bullet proof
vest to Code Enforcement Officers whose uniforms look like those of Avon Police Officers.
Mayor Pro Tem Carroll mentioned that on Sunday, February 16, 2025, he spoke to Vail Boy
Scout Troop 231 about being an elected official, and he appreciated that outreach opportunity
with local youths. He added that CORE Transit also held its monthly meeting on February 12th,
2025, and the big takeaway was that they are going cashless starting March 17, 2025. He
encouraged the public to watch CORE Transit public meetings on High Five Media online.
Councilor Hardy spoke of van lifers and the unsheltered by reading into the record what Summit
County is doing. She invited her fellow Councilors and the public to visit
www.unshelteredsummit.org for additional information. She also spoke of the Summit County
Safe Parking Program which provides safe overnight parking for employed individuals in
Summit County who use their vehicles as their homes. She completed her remarks by speaking
about the importance of citizen engagement at Town Council meetings and invited the public
to participate. She provided the email council@avon.org for additional outreach opportunities.
9. ADJOURN
There being no further business before Council, Mayor Underwood moved to adjourn the
regular meeting. The time was 8:15 p.m.
These minutes are only a summary of the proceedings of the meeting. They are not intended
to be comprehensive or to include each statement, person speaking or to portray with
complete accuracy. The most accurate records of the meeting are the audio of the meeting,
which is housed in the Town Clerk' s office, and the video of the meeting, which is available at
www.highfivemedia.org.
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RESPECTFULLY SUBMITTED:
________________________________
Miguel Jauregui Casanueva, Town Clerk
APPROVED:
Mayor Underwood ___________________________________
Rich Carroll
Ruth Stanley
Lindsay Hardy
Chico Thuon
Kevin Hyatt
Gary Brooks
970.748.4004 eric@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council members
FROM: Eric Heil, Town Manager
RE: Resolution 25-08 CASE
DATE: March 7, 2025
SUMMARY: Resolution 25-08 is presented to Council to adopt amendments to the rules and procedures
for the Culture, Arts and Special Events Committee. Council expressed a desire to appoint two alternate
members to CASE at the February 25, 2025 Council meeting. The attached Resolution 25-08 presents two
options, as follows:
OPTION 1: Allows, but does not require, Council to appoint one or two Alternate Members and sets forth
language governing the voting and participation of Alternate Members.
OPTION 2: Allows Council to appoint seven to nine Voting Members. The Finance Committee and Health
and Recreation Committee allow flexibility to appoint five to nine Voting Members.
TOWN MANAGER RECOMMENDATION: Option 2 would be consistent with the other citizen committees
that allow flexibility in the number of Voting Members that are appointed and allows equal participation of all
appointed members; therefore, I recommend Council consider Option 2.
APPOINTMENTS: Council should take action to appoint one or two persons as either Alternate Members if
Option 1 is selected or Voting Members if Option 2 is selected.
PROPOSED MOTIONS: “I move to approve Resolution 25-08 Approving a Culture, Arts and Special
Events Committee, adopting [OPTION 1 or OPTION 2] as presented by the Town Manager.”
“I move to appoint ___________ and __________ as [Alternate 1 and Alternate 2] [additional Voting
Members] of CASE.”
Thank you, Eric
ATTACHMENT A: Resolution 25-08 Approving a Culture, Arts and Special Events Committee
RESOLUTION 25-08
APPROVING A CULTURAL, ARTS AND SPECIAL EVENTS COMMITTEE
WHEREAS, the Town of Avon, Colorado (“Avon”) is a home rule municipality and political
subdivision of the State of Colorado organized and existing under a home rule charter
(“Charter”) pursuant to Article XX of the Constitution of the State; and
WHEREAS, Council finds that the Ad Hoc Special Events Committee has provided valuable
and important review, research and advisory functions with regard to special event planning and
programming for the Avon community and desires to create a permanent standing advisory
committee to continue with these efforts; and
WHEREAS, Section 11.2 of the Charter states that Council may create any boards or
commissions including an advisory committee; and
WHEREAS, Council finds that special events promote the local community and character of
Avon as well as promote the local economy and that the establishment of a permanent Cultural,
Arts and Special Events Committee will promote the health, safety and general welfare of the
Avon community; and,
WHEREAS, Council previously approved the Culture Arts and Special Events Committee as a
permanent committee and now desires to amend the committee Authority and Procedures to
[OPTION 1: allow Council to appoint one or two alternate members] [OPTION 2: allow Council
to appoint seven to nine Voting Members.
NOW THEREFORE, the Avon Town Council, hereby RESOLVES to re-adopt the
CULTURAL, ARTS AND SPECIAL EVENTS COMMITTEE AUTHORITY AND
PROCEDURES as amended and set forth in Exhibit A, attached hereto.
ADOPTED March 11, 2025 by the AVON TOWN COUNCIL
By:_______________________________ Attest:____________________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
ATTACHMENT A: Res 25-08
Cultural, Arts and Special Events Committee
Option 1: Adopted February 26, 2019, Amended March 11, 2025
Page 1 of 3
EXHIBIT A:
CULTURAL, ARTS AND SPECIAL EVENTS COMMITTEE
AUTHORITY AND PROCEDURES
1.Establishment, Purpose and Duties. There is hereby established the Cultural, Arts and Special
Events Committee (“CASE”) of the Town. The purposes and duties of CASE are as follows:
(a)To provide advice concerning the Cultural Plan for the Town of Avon, as may be amended
from time to time;
(b)To review, research and provide guidance and advice on culture, arts and special event
programming in the Town of Avon;
(c)To review applications for Town funding allocated for special events and provide
recommendations to the Avon Town Council, and to develop applications forms and
procedures and review criteria related to such funding applications;
(d)To conduct surveys and prepare reports related to special events as appropriate and as
directed by Council;
(e)To attend joint meetings with the Avon Town Council to review past, present and future special
events, review and evaluate implementation of the Cultural Plan, review annual appropriations
to support culture, arts and special events, and to review policies, procedures and practices
for culture, arts and special events and CASE; and,
(f)To perform such other tasks related to culture, arts and special events in or near Avon as the
Avon Town Council may direct.
2.Membership. CASE shall be composed of seven (7) Voting Members and two (2) Ex-Officio Non-
Voting Council members appointed by Council. Council may choose, but is not required, to appoint
one or two Alternate Members.
3.Qualification of Voting Members. Eagle County residents shall be eligible for appointment as
Voting Members, provided that at least four (4) Voting Members shall be registered electors of the
Town or owners or representatives of an existing business with a physical location and address in
the Town of Avon at the time of their appointment to CASE. Persons having experience with special
events, event site planning and design, culture, arts or local business which is of particular value to
CASE should be preferred over persons who do not. Appointments shall be made by Council in
February, or as soon as thereafter as possible, after posting notice to solicit interested persons.
Council shall appoint four (4) persons in odd numbered years and three (3) persons in even
numbered years to fill CASE seats.
4.Alternate Members. Council may appoint one or two Alternate Members on odd or even numbered
years. Alternate Members shall have the same qualifications for appointment as Voting Members.
The first Alternate Member may serve as a Voting Member at any meeting in which one regular
Voting Member is absent. The second Alternate Member may serve as a Voting Member at any
meeting in which two Voting Members are absent. Alternate Members may fully participate in CASE
OPTION 1
Cultural, Arts and Special Events Committee
Option 1: Adopted February 26, 2019, Amended March 11, 2025
Page 2 of 3
meetings but may only vote in the absence of one or two Voting Members. Alternate Members may
not serve any officer positions of CASE. All other rules concerning attendance, removal and other
matters for Voting Member shall apply to Alternate Members
4.5. Qualification of Ex-Officio Non-Voting Members. Council members shall be eligible for
appointment to the two (2) Ex-Officio Non-Voting seats. Appointments shall be made by Council in
January of odd numbered years after the election and seating of Council members, or as soon
thereafter as possible, and shall be made at the same time as appointments of Council members to
other committees. The term of office for Ex-Officio Non-Voting Members shall be two (2) years until
the bi-annual appointment of Council members to committees. Ex-Officio Non-Voting Members shall
have the equal right to participate at CASE meetings and equal right to receive all CASE materials
and notices of CASE meetings, but shall not have any right to vote on recommendations, advisory
matters, or other actions of CASE.
5.6. Quorum. Four (4) Voting Members of CASE shall constitute a quorum for the transaction of
business, but in the absence of a quorum, a lesser number may adjourn any meeting to a later time
or date. In the absence of all Voting Members, any staff member may adjourn any meeting to a later
time or date.
6.7. Term. The term of office for a Voting Member shall be two (2) years on an overlapping tenure. A
Voting Member of CASE who ceases to possess the qualifications for office that the Voting Member
possessed at the time of appointment may be permitted by the Council to serve until the end of the
appointed term, provided that the CASE member continues to reside in Eagle County. The term for
Alternate Members shall be two (2) years. A member of CASE may be removed by Council pursuant
to Section 89 Removal from Office, below.
7.8. Vacancies. A vacancy on CASE shall occur whenever a member of CASE is removed by the
Council, dies, becomes incapacitated and unable to perform the required duties for a period of ninety
(90) days, resigns, ceases to meet the qualifications of CASE and is not permitted by Council to
serve until the end of the existing term or is convicted of a felony. In the event a vacancy occurs,
the Council shall appoint a successor to fill the vacancy who shall serve the remainder of the term of
the former member after posting notice of such vacancy to solicit interest from qualified persons.
8.9. Removal from Office. Any member of CASE may be removed for just cause at the pleasure of the
Town Council by a majority vote of the entire Council in office at the time the vote is taken. Just
cause shall include misconduct, conduct unbecoming of a Town official, violation of the Town Code
of Ethics, inefficiency or more than two (2) unexcused absences within a twelve-month period. Prior
to removal, Council shall conduct a hearing and shall provide written notice to the CASE member
stating the grounds for removal at least three (3) days prior to the hearing.
9.10. Officers. CASE shall select its own Chairperson and Vice-Chairperson. The Chair or, in the absence
of the Chair, the Vice-Chair, shall be the presiding officer of its meetings. In the absence of both the
Chair and the Vice-Chair from a meeting, the Voting Members present shall appoint a Voting Member
to serve as Acting Chair at the meeting.
OPTION 1
Cultural, Arts and Special Events Committee
Option 1: Adopted February 26, 2019, Amended March 11, 2025
Page 3 of 3
10.11. Compensation. All members of CASE shall serve with compensation and benefits, if any, as may
be established by the Council and shall be reimbursed for all authorized personal expenses incurred
while performing duties as a CASE member.
11.12. Staff. The Town Manager shall designate Town staff to serve as the staff of CASE and shall provide
for the service of a recording secretary who shall act in the capacity of secretary for CASE.
12.13. Rules and Regulations. CASE shall operate in accordance with its own rules of procedure;
provided, however, that CASE shall submit its proposed rules or any amendment to the rules to the
Council, which by motion shall approve the rules or amendment and direct their adoption by CASE
or disapprove the proposal with directions for revision and resubmission. The rules shall incorporate
and comply with the Colorado Open Meetings Law, Colorado Open Records Act, and the Colorado
Municipal Records Retention Schedule as such are adopted and implemented by the Town of Avon.
The rules shall be filed with the Town Clerk and maintained in the records of the Town and shall be
subject to public inspection. CASE may provide for certain variances, exceptions and exemptions
from the requirements of its rules and regulations.
13.14. Meetings. CASE shall meet in accordance with the rules of procedure governing CASE and
otherwise upon the call of the Chairperson or, in the absence of the Chair, by the Vice-Chairperson.
All meetings shall be held at the offices of the Town, unless otherwise specified, with adequate notice
given to all interested parties.
14.15. Appropriation Authority. CASE shall not have authority to appropriate or spend Town of Avon
funds. CASE may provide recommendations to the Events Manager, Town Manager and/or Avon
Town Council with regard to any annual budget for special events, expenditures related to the annual
applications in response to the special events request for proposal, Town staff support for special
events and capital improvements related to events.
15.16. Council Amendments. Council reserves the right to amend, increase, reduce or change any or all
of the powers, duties and procedures of CASE.
OPTION 1
Cultural, Arts and Special Events Committee
Option 2: March 7, 2025
Page 1 of 3
EXHIBIT A:
CULTURAL, ARTS AND SPECIAL EVENTS COMMITTEE
AUTHORITY AND PROCEDURES
1.Establishment, Purpose and Duties. There is hereby established the Cultural, Arts and Special
Events Committee (“CASE”) of the Town. The purposes and duties of CASE are as follows:
(a)To provide advice concerning the Cultural Plan for the Town of Avon, as may be amended
from time to time;
(b)To review, research and provide guidance and advice on culture, arts and special event
programming in the Town of Avon;
(c)To review applications for Town funding allocated for special events and provide
recommendations to the Avon Town Council, and to develop applications forms and
procedures and review criteria related to such funding applications;
(d)To conduct surveys and prepare reports related to special events as appropriate and as
directed by Council;
(e)To attend joint meetings with the Avon Town Council to review past, present and future special
events, review and evaluate implementation of the Cultural Plan, review annual appropriations
to support culture, arts and special events, and to review policies, procedures and practices
for culture, arts and special events and CASE; and,
(f)To perform such other tasks related to culture, arts and special events in or near Avon as the
Avon Town Council may direct.
2.Membership. CASE shall be composed of seven (7) to nine (9) Voting Members and two (2) Ex-
Officio Non-Voting Council members appointed by Council.
3.Qualification of Voting Members. Eagle County residents shall be eligible for appointment as
Voting Members, provided that at least four (4) Voting Members shall be registered electors of the
Town or owners or representatives of an existing business with a physical location and address in
the Town of Avon at the time of their appointment to CASE. Persons having experience with special
events, event site planning and design, culture, arts or local business which is of particular value to
CASE should be preferred over persons who do not. Appointments shall be made by Council in
February, or as soon as thereafter as possible, after posting notice to solicit interested persons.
Council shall appoint four (4) persons in odd numbered years and three (3) persons in even
numbered years to fill CASE seats.
4.Qualification of Ex-Officio Non-Voting Members. Council members shall be eligible for
appointment to the two (2) Ex-Officio Non-Voting seats. Appointments shall be made by Council in
January of odd numbered years after the election and seating of Council members, or as soon
thereafter as possible, and shall be made at the same time as appointments of Council members to
other committees. The term of office for Ex-Officio Non-Voting Members shall be two (2) years until
the bi-annual appointment of Council members to committees. Ex-Officio Non-Voting Members shall
OPTION 2
Cultural, Arts and Special Events Committee
Option 2: March 7, 2025
Page 2 of 3
have the equal right to participate at CASE meetings and equal right to receive all CASE materials
and notices of CASE meetings, but shall not have any right to vote on recommendations, advisory
matters, or other actions of CASE.
5. Quorum. Four (4)A majority of duly appointed Voting Members of CASE shall constitute a quorum
for the transaction of business, but in the absence of a quorum, a lesser number may adjourn any
meeting to a later time or date. In the absence of all Voting Members, any staff member may adjourn
any meeting to a later time or date.
6. Term. The term of office for a Voting Member shall be two (2) years on an overlapping tenure. A
Voting Member of CASE who ceases to possess the qualifications for office that the Voting Member
possessed at the time of appointment may be permitted by the Council to serve until the end of the
appointed term, provided that the CASE member continues to reside in Eagle County. A member of
CASE may be removed by Council pursuant to Section 8 Removal from Office, below.
7. Vacancies. A vacancy on CASE shall occur whenever a member of CASE is removed by the
Council, dies, becomes incapacitated and unable to perform the required duties for a period of ninety
(90) days, resigns, ceases to meet the qualifications of CASE and is not permitted by Council to
serve until the end of the existing term or is convicted of a felony. In the event a vacancy occurs,
the Council shall appoint a successor to fill the vacancy who shall serve the remainder of the term of
the former member after posting notice of such vacancy to solicit interest from qualified persons.
8. Removal from Office. Any member of CASE may be removed for just cause at the pleasure of the
Town Council by a majority vote of the entire Council in office at the time the vote is taken. Just
cause shall include misconduct, conduct unbecoming of a Town official, violation of the Town Code
of Ethics, inefficiency or more than two (2) unexcused absences within a twelve-month period. Prior
to removal, Council shall conduct a hearing and shall provide written notice to the CASE member
stating the grounds for removal at least three (3) days prior to the hearing.
9. Officers. CASE shall select its own Chairperson and Vice-Chairperson. The Chair or, in the absence
of the Chair, the Vice-Chair, shall be the presiding officer of its meetings. In the absence of both the
Chair and the Vice-Chair from a meeting, the Voting Members present shall appoint a Voting Member
to serve as Acting Chair at the meeting.
10. Compensation. All members of CASE shall serve with compensation and benefits, if any, as may
be established by the Council and shall be reimbursed for all authorized personal expenses incurred
while performing duties as a CASE member.
11. Staff. The Town Manager shall designate Town staff to serve as the staff of CASE and shall provide
for the service of a recording secretary who shall act in the capacity of secretary for CASE.
12. Rules and Regulations. CASE shall operate in accordance with its own rules of procedure;
provided, however, that CASE shall submit its proposed rules or any amendment to the rules to the
Council, which by motion shall approve the rules or amendment and direct their adoption by CASE
or disapprove the proposal with directions for revision and resubmission. The rules shall incorporate
and comply with the Colorado Open Meetings Law, Colorado Open Records Act, and the Colorado
Municipal Records Retention Schedule as such are adopted and implemented by the Town of Avon.
The rules shall be filed with the Town Clerk and maintained in the records of the Town and shall be
OPTION 2
Cultural, Arts and Special Events Committee
Option 2: March 7, 2025
Page 3 of 3
subject to public inspection. CASE may provide for certain variances, exceptions and exemptions
from the requirements of its rules and regulations.
13. Meetings. CASE shall meet in accordance with the rules of procedure governing CASE and
otherwise upon the call of the Chairperson or, in the absence of the Chair, by the Vice-Chairperson.
All meetings shall be held at the offices of the Town, unless otherwise specified, with adequate notice
given to all interested parties.
14. Appropriation Authority. CASE shall not have authority to appropriate or spend Town of Avon
funds. CASE may provide recommendations to the Events Manager, Town Manager and/or Avon
Town Council with regard to any annual budget for special events, expenditures related to the annual
applications in response to the special events request for proposal, Town staff support for special
events and capital improvements related to events.
15. Council Amendments. Council reserves the right to amend, increase, reduce or change any or all
of the powers, duties and procedures of CASE.
OPTION 2
970.748.4446 mlabagh@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Michael Labagh, Recreation Director
RE: Recreation Center Refurbishment and Expansion
DATE: March 3, 2025
SUMMARY: This report presents to Council an overview of existing conditions of our 30-year-old
recreation facility, options for refurbishment, and options for expansion to meet current and future
demands. Patronage at the Recreation Center has steadily increased as Avon has grown and has
increased dramatically over the last five years. The number of users is now exceeding capacity during
peak times, which diminishes the quality of the experience and function. Included in this report is a history
of the Recreation Center, overview of previous efforts to expand the facility, and a summary of the 2024
Town-wide Facility Condition Assessment.
This report also includes an introduction to financing options for refurbishment and potential expansion.
The costs for any options beyond the bare minimum to maintain the existing building would significantly
impact the Capital Improvements Fund and/or the General Fund reserves. This initial work session is only
intended to introduce the current status of the facility, information on facility capacity and demands, and
potential options for financing refurbishment and expansion. Staff expects and recommends referral of this
information to the Health and Recreation Committee and Finance Committee for their review and
recommendations. Staff proposes to proceed with an open and inclusive process to review the Avon
Recreation Center through late winter and spring to help Council evaluate options by this summer and to
integrate any direction into the 2026 budget process.
BACKGROUND: The Recreation Center sits within Tract G, which at its inception, was to
be the focal point of the Town of Avon and was platted to be a mixture of functional greenspace
surrounding a lake with various recreational and civic facilities. Harry A. Nottingham Park and the Civic
Center area with the Town Hall, Recreation Center, Library and Fire Station were all planned and
contemplated in the original plat before Avon was incorporated as a Town.
The Recreation Center was built in 1995 and was constructed for a cost of $6 million. In 1993, the Town
received voter approval to issue general obligation bonds or sales tax revenue bonds in the amount of
$3,900,000 to construct the Recreation Center. The Town also used the 2% real estate transfer tax to fund
this capital project.
The Avon Recreation Center is a heavily used facility serving Avon’s year-round and seasonal residents.
The Recreation Center is approximately 40,000 square feet including a weight room, cardio area, functional
training space, locker rooms, multi-use fitness studio, steam room, sauna, lobby, staff offices and aquatics
area including a hot tub, 5-lane lap swimming pool, diving well with a climbing wall and diving board, leisure
pools with spray features and waterslide. The Recreation Center also offers a variety of fitness, wellness
and aquatic programs for all ages and user groups in the community.
The Recreation Center has a year-round and seasonal regional impact, serving all of Eagle County full-time
and part-time residents. For example, in 2024, 46% of Adult Memberships (Ages 21-59) sold, accounted
for Non- Avon Residents. The Avon Recreation Center has been consistently nominated and a finalist in
the Vail Daily’s “Best of Vail Valley” in the categories for Workout Spot, Kids Party Venue and Family
Entertainment. Although Avon’s population has grown significantly since the facility opened in 1995, only
minor facility renovations have been prioritized over the course of its 30 years in operation.
Page 2 of 9
History of notable Recreation Center facility improvements:
• 1995: Recreation Center built and financed general obligation bond
• 2008: Facility expansion to add lobby area, multi-use studio and office space
• 2014: Locker room refresh with new paint and fixtures
• 2015: Bouldering wall installation
• 2019: Weight room and multi-use studio remodel
• 2021: Locker room remodel and pool replastering
• 2023: Steam Room and Sauna remodel, Building Automation System upgrade
• 2024: Partial facility plumbing repairs, LED light conversion
• 2025: Break room and office remodel to be completed in Spring or Fall
Recent Recreation Center Facility Improvement Initiatives:
• November 2013: Proposed mill-levy extension to support the expansion of the Recreation Center
narrowly fails, 404 YES to 440 NO.
• August 2014: Staff prepare Resolution 14-20 to refer a ballot question for Recreation Expansion &
Refurbishment and associated Surface Parking. The Town Council was not in favor of the ballot
question and no action was taken.
• June 2019: Recreation Center Expansion presentation at Town Council Retreat
• July 2019: Ad Hoc Health and Recreation Committee established by Resolution 19-16 for the
partial purpose of researching recreation center remodel and/or expansion options.
• May 2022 – August 2023: La Zona Design Concepts Initiative with Barker Rinker Seacat (BRS)
Architecture
• December 2022: Water Technology Inc. Aquatic Area Evaluation completed
• September 2023: Recreation Center amended design concept option presented and effort paused
• January 2024: Pool Deck and Plumbing repair approved as 2024 capital improvement project. Staff
prioritize obtaining updated cost estimates for aquatic area updates to maximize the anticipated
extended facility closure (projected at 12-16 weeks).
• February 2024: Health and Recreation Committee established as a permanent Town advisory
board by Resolution 24-05.
• May - August 2024: Design-Build Project Scope and Budget Analysis conducted by Town Staff and
contractor, A.D. Miller.
• September 2024: Pool deck refurbishment project and other facility improvement efforts paused.
Plan set to address Town Council in Quarter 1 of 2025.
MINIMUM REFURBISHMENT: The minimum work that is needed to refurbish the facility is identified in
Attachment A - Facility Condition Assessment (FCA) – Recreation Center Summary and Attachment B -
A.D. Miller Design Proposal Scope and Budget Analysis. The recommendations made in the Facility
Condition Assessment would return the Recreation Center to an acceptable condition while the proposal
from A.D. Miller includes Aquatics area updates that meet best practices and/or industry standards.
Work items in each report include: repair of facility roof, windows and building exterior, replacement of
water slide flume and stair structure, pool deck concrete, pool deck drains, pool coping, plumbing, HVAC,
pool mechanical electrical infrastructure, pool pumps and sanitation and filtration systems. Update leisure
Page 3 of 9
and slide pools entries to ensure ADA compliance. Repair hot tub plumbing and pool shell once pool deck
concrete is demolished.
Estimated cost: $3 – $3.5 million
AQUATICS UPGRADES: Options for Aquatics area upgrades include several items to optimize the
existing space, improve water quality and enhance user experience. Options include:
(1) Retrofit gutters to existing 5-lane lap swimming pool (est. $842,789),
(2) addition of 6th lap swimming lane with retrofitted gutters (est. $1,714,387),
(3) addition of water features for slide/lazy river and diving well (est. $150,000 - $200,000),
(4) redesign of waterslide path and structure (Cost TBD) and
(5) reconstruct hot tub in existing location ($600,000).
Estimated cost: $2.5 – $3 million
A conceptual drawing of the addition of lap pool gutters with a 6th lane is shown below in Figure A. Full
concept details are shown in Attachment D.
Figure A
Page 4 of 9
AQUATICS EXPANSION: Options for an Aquatics area expansion includes several items to optimize the
existing space and enhance user experience. Options include:
(1) Enclose patio to expand pool deck area ($395,000 - $795,000),
(2) expand pool deck to west and build garage doors opening to new patio area ($260,000),
(3) build new hot tub ($2.3 million),
(4) build 8-lane competition pool to the west ($20 million), shown in Figure B below. Construction of a
competition pool would only occur with a mill levy/general obligation bond and significant donor
funds.
Estimated cost for new upgraded hot tubs: $2.3 million
Estimated cost for 8 lane competition expansion: $20 million
Figure B
Page 5 of 9
FITNESS AREA EXPANSION: From the La Zona Design Concepts initiative, staff proposed an amended
Recreation Center expansion (shown in Figure C below) to increase the fitness areas in the facility. This
option would move the weight room to the first floor and expand the cardio and functional training space on
the second floor. The existing weight room and functional training room would be repurposed into a multi-
use fitness studio. This option allows for future expansion to the west and does not impact existing parking
or create the need to add more restrooms or adjust emergency egress requirements.
Estimated cost: $7.7 million
Figure C
PARKING STRUCTURE: The potential for a Recreation Center expansion, potential use(s) at the old Fire
Station site, and future increases in park use and special events will bring more parking demand to the
area. A parking structure adjacent to the Recreation Center was initially identified as a suitable location in
2006, planning to accommodate increased demands in the West Town Center area. The West Town
Center plan anticipates a substantial increase in retail and commercial uses in addition to the existing
lodging and municipal services. The police and fire departments moved from this area upon constructing
the joint public safety facility on the Buck Creek property.
In 2023, Staff engaged Walker Parking Consultants to examine the existing surface parking lot on the east
side of the Recreation Center to establish the feasibility of an above-ground, multi-level structure. Two
scenarios were studied, with both findings preserving Mikaela Way and existing access points. The more
efficient parking arrangement of the two studies, Option 2, yields 306 parking spaces in the structure. This
scenario is shown in Figure D and represents an increase of 170 total parking spaces and assumes that all
existing surface-parking spots on the east side of the Recreation Center, the west side of the Recreation
Center, and behind the Library would be lost in the future, as is identified in the La Zona design concepts.
Staff plan to revisit options in this area and will explore a larger parking structure overlapping Mikaela Way
and portion of Town Hall parking lot.
Page 6 of 9
Estimated cost: $15-$20 million
Figure D
CAPACITY: The Recreation Center continues to see a significant increase in facility usage and program
participation within the last few years. The Recreation Department saw near record high admissions
revenue and facility visitation in 2024. The facility averaged 507 daily visitors in 2024 compared to a
previous average visit records of 508 in 2023 and 454 in 2022. A chart showing average daily visitation to
the recreation center is shown below in Figure F. Current Recreation Department programs/classes are
conducted in limited, multi-use rooms, which limit the potential for new program opportunities. During peak
use facility hours (6:00 – 8:00 a.m. and 5:00 – 9:00 p.m.), the fitness areas are often overcrowded, making
it difficult for patrons to complete a workout. Staff are required to limit admission into the fitness and
aquatic areas to ensure safe and comfortable capacities in each area.
The Town sponsored Avon Swim Club, a USA Swimming competition team, has doubled in size in its eight-
year tenure. The availability of the lap swimming lanes is limited for public use in the evening between 4:00
– 7:00 p.m. when the swim team and swim lesson programming occur. The Community Swim Program
has outgrown the facility’s 5-lane, 25-yard lap pool and is limited to the amount of growth that can be
achieved. The Recreation Department continues to focus efforts on expanding operating hours, optimizing
Page 7 of 9
existing facility space and program schedules but has essentially reached its maximum capacity in its
facility and program offerings. Beginning in January 2023, the Recreation Center expanded its operating
hours on Sundays from 12:00 to 7:00 p.m. to 10:00 a.m. to 8:00 p.m. Staff will propose further expansion
of facility operating hours in the 2026 budget.
Figure F
FUTURE GROWTH OF AVON: Tract G and the civic facilities (namely the Recreation Center) were
planned at a time when the full buildout of the community was not fully realized. For example, the
Wildridge, Mountain Star, and Riverfront subdivisions have matured. The Village (at Avon) Planned Unit
Development includes entitlements for an additional 1,800 dwelling units and 470,000 square feet of
commercial space, which can consist of hotel development.
Low-density developments in West Avon and East Avon are planned and zoned for high-density mixed-
use, which could result in as many as 1,800 residential units in the Town Core. Staff projects that the
Town’s fulltime population and accommodations bed base may increase by 40%-50% over the next 20-30
years. Increased demand and usage for parks and recreation would correlate with this expectation.
FINANCIAL CONSIDERATIONS: Refurbishment and/or expansion of the Recreation Center will cause a
significant impact to general operations and revenue. Staff expect to work with future contractors to create
a phased plan for completion. Proper construction sequencing will allow partial facility access for public
use and will ensure the Town continues to receive a percentage of its typical revenue generated from the
Recreation Center’s admissions, programs and facility rentals.
374.46
411.56 400.53 384.1
275.4
310.53
346.96
292.86 289.46 292.73 321.36
355.8
424.93
469.36
397.75
0 0
108.9
185.6 154.4
203.53 175.5 193.56 206.23228.33 241.2 240.8 215.2 192.33 203.53
307.8 317.2
276.53 249.2 260.04
350.41
437
528 531
455 423
461 487 488
425
308
448 459
556 580
625
491
407
525 524 513
450
356
520 550
632 643
608
519
246
484
530 517
416 415
510
567
660
624
0
100
200
300
400
500
600
700
AVON RECREATION CENTER AVERAGE DAILY VISITATION
2019 2020 2021 2022 2023 2024 2025
Page 8 of 9
The Town will work with our grant team, Sustainable Strategies DC, to determine all grant funding that may
be available for all or parts of the proposed efforts.
Estimated Costs:
Financing Option: Staff requested Piper Sandler to provide a Certificate of Participation (COP) scenario
for generating $10 million in net proceeds to the Town and repaid over a 20-year financing period. Piper
Sandler is a national leader in underwriting and distributing bonds for state and local governments. The
scenario showed the average annual debt service would be $792,679 with an interest rate of 4.47%.
This debt service payment would be paid by the Debt Service Fund and funded by the Capital Projects
Fund (CIP) as a transfer out. Currently the Capital Projects Fund is funding $1,154,580 in debt service
payments annually. The CIP Fund will start to see debt relief starting in 2030 when the Series 2014B is
paid in full. Series 2014B averages $320,000 annually and were purchased for street improvements. In
Page 9 of 9
2031, Series 2020 for the Fleet Maintenance and Regional Transit Facility will mature, thus saving
$385,000 annually. Finally, in 2035, the Series 2016 for the joint Avon public safety facility will be paid
down. The average annual payment for the Series 2016 is $445,000.
The Town also has the option of asking the voters to approve a mill levy increase. The 2024 Net Assessed
Value for the Town totals $323,774,170. An increase of 2 mills to Town’s current 8.956 mill levy would
generate an additional $647,548 per for the Recreation Centers refurbishment.
NEXT STEPS: Staff intends to present this information to the Health and Recreation Committee, Finance
Committee before returning to the Council for an additional work session. Additional discussion can be
scheduled, per Council’s direction.
1. Review facility improvements with Health and Recreation Committee – March 11, 2025 and May
20, 2025
2. Review financial considerations with Finance Committee – May 5, 2025
3. Work Session with Town Council – June 10, 2025
4. Review 2026 Proposed Budget and Capital Improvements Plan – Fall 2025
TOWN MANAGER COMMENTS: This is clearly a lot of information with very large expenses. First, Avon
cannot afford the parking structure or the 8-lane competition pool, so $35M to $40M in estimate cost for
these two improvements is NOT proposed at this time. Second, the estimated cost numbers are very
rough. This work session is intended to introduce the cost estimates and some initial ideas on financing.
Avon could afford to issue a bond for the Minimum Refurbishment of the aquatics area and expansion of
the cardio/circuits/weights area, which I believe is the highest priority simply to continue the aquatics area
and meet current demands for use of the recreation center. Additional improvements to the aquatics area
should be considered due to the required closure for any construction and remodeling. I also recommend
that consideration is provided that this refurbishment would be intended to upgrade and refresh the
recreation center for the next 25-30 years.
I am recommending that we at least progress to the point for the 2026 CIP budget that we are identifying
the desired refurbishments, upgrades and expansion in order to budget for design work and determine
better cost estimates for various work. Refurbishment and upgrades to the aquatics area could be phased
separately from expansion of the cardio/circuit/weights area. Design work will likely be in the $300K to $1M
cost depending on the scope of designed refurbishments, upgrades and expansion. Lastly, there is
potential to expand the concept design of the parking structure to overlay Mikaela Way and the Town Hall
parking area in order to provide more parking spaces, which I recommend considering.
Thank you, Michael
ATTACHMENT A: Facility Condition Assessment – Recreation Center Summary – September 2024
ATTACHMENT B: La Zona Recreation Center Design Concept – August 2023
ATTACHMENT C: Water Technology, Inc. Aquatics Facility Evaluation – December 2022
ATTACHMENT D: A.D. Miller Design Proposal, Scope & Budget Analysis – August 2024
Facility Condition Assessment
Prepared For: Town of Avon
Project No. F6236069
September 18, 2024
Terracon Consultants Inc.
10625 W I-70 Frontage Rd N., Ste 3
Wheat Ridge, Colorado 80033
ATTACHMENT A
Town of Avon Facility Condition Assessment
Terracon Project No. F6236069
2 | P a g e
September 18, 2024
Dear Mr. Tapia:
Terracon Consultants, Inc. (Terracon) appreciates the opportunity to present this report for the Facility
Condition Assessment project. This work was performed in general accordance with the scope of services
outlined in the Terracon Proposal number PF62236069 dated May 25, 2023.
Terracon provides professional consulting services through our nationwide network of offices covering four
related disciplines that include: Environmental, Facilities, Geotechnical and Materials . For more detailed
please visit our web site at http://www.terracon.com. If you have any
questions concerning this Report, or if we may be of further service, please contact us.
Sincerely,
Terracon Consultants
Chloe L. Javaheri, PE
Project Engineer
Facilities Services
Doug R. Baum, PE
National Director of Facility Asset Management
Facilities Services
Mr. Luis Tapia
Town of Avon
100 Mikaela Way
Avon, Colorado 81620
Telephone: (970) 748-4058
E-mail: LTapia@avon.org
RE: Facility Condition Assessment
Town of Avon FCA
Terracon Project No. F6236069
Town of Avon Facility Condition Assessment
Terracon Project No. F6236069
3 | P a g e
Table of Contents
1.0 Executive Summary ...................................................................................................... 4
1.1 Asset List: ................................................................................................................... 5
1.2 Requirement Costs by Year .......................................................................................... 6
1.3 Forecast Analysis ........................................................................................................... 6
Findings & Recommendations ................................................................................... 7
2.1. Annual Requirement Estimates per Asset .................................................................. 7
2.2. Annual Requirement Estimate Summary Tables...................................................... 10
2.3. Budget Scenario Utilized for Forecasting Analysis.................................................. 13
3.0 Assessment Methodology ........................................................................................14
4.0 Appendix ....................................................................................................................19
APPENDIX CONTENTS
A - Asset Location Map
B - Assets Ranked by FCI
C Detailed Asset Report
D - Asset Narratives Report
E - Detailed Inventory Report
F - Detailed Work Item Report
G - Glossary of Terms
Town of Avon Facility Condition Assessment
Terracon Project No. F6236069
4 | P a g e
1.0 Executive Summary
Understanding the Portfolio Summary
In this section reference the example below while reviewing the Portfolio Summary. This can be used to better
understand the Portfolio Summary found on the next page of this report.
1 Details This section includes high level statistics for the data included in the scope portfolio or property. It
includes the total number of both building and site assets, the total area of building assets in Gross Square
Feet (GSF). In addition, there is a count of the total Inventory and Work Item records collected for the assets
in the portfolio or property. The section includes the Total Replacement Value for all assets in the portfolio or
property as well as the total Current Work Item Value for all estimated work. Finally, it includes a Portfolio
Facility Condition Index (FCI) calculated by the Current Work Item Value ÷ Total Replacement Value. The
Portfolio FCI is calculated by dividing the Total Replacement Value by the Current Work Item Value. The FCI
section includes an overall rating description of good, fair, or poor. This rating is based on the Portfolio FCI.
General industry guidelines for overall condition based on FCI are 0-5% Good, 5.01 to 10% Fair, and greater
than 10% Poor.
2 Costs. The Costs section of the summary details the total cost of all Work Items categorized by Preventative
Maintenance, Work Items, and Energy & Component Renewal at ESL. The total of these three categories makes
up the Current Work Item Value found in the Details section of the summary report. The Capital Renewal value
is the inflated total to renew all forecasted capital renewals over the scope period.
3 Asset List This section provides an overview of assets included in the Scope of work and pertinent asset
information.
4 Requirements by Year This section provides a chart displaying an annual breakdown of all costs by year for
the scope period.
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Po
r
t
f
o
l
i
o
De
t
a
i
l
s
Area Inventory / Work Item Total Replacement Value
(2023)
Total Work Item
(2024) FCI
160,793
GSF
1,126 / 52
(Record Counts)
$41,303,077
($256.87/SF)
$2,025,624
($12.60/SF)
0.049
(Good)
Po
r
t
f
o
l
i
o
Co
s
t
s
(2
0
2
4
-
20
3
3
)
Preventative Maintenance
Deficiency
Repairs/Replacements
(Work Items)
Capital Renewal (ESL) Total
$2,451,300 $2,025,624 $7,827,751 $12,304,675
$15.25/ SF $12.60/SF $48.68/ SF
1.1 Asset List:
Asset # Asset Name Size Floors Yr. Built Address Ownership
11 Site - 90 Lake Street 2.45 AC NA 1994 90 Lake Street Owned
111 37,596 SF 3 1994 90 Lake Street Owned
112 1,350 SF 1 2010 90 Lake Street Owned
12 Site - 100 Mikaela Way 1.19 AC NA 1994 100 Mikaela Way Owned
121 Avon Town Hall 16,273 SF 3 2003 100 Mikaela Way Owned
13 Site - 500 Swift Gulch Rd 2.15 AC
NA 2012 500 Swift Gulch Rd Owned
131 43,052 SF 2 2012 500 Swift Gulch Rd Owned
14 Site - 502 Swift Gulch Rd 2.28 AC NA 1998 502 Swift Gulch Rd Owned
141 23,803 SF 2 1998 502 Swift Gulch Rd Owned
15 Site - 60 Buck Creek Rd 1.20 AC NA 2016 60 Buck Creek Rd Owned
151 Public Safety Facility (Police Dept) 13,693 SF 3 2016 60 Buck Creek Rd Owned
16 Site - 200 Benchmark Rd 0.19 AC NA 1980 200 Benchmark Rd Owned
161 Public Operations Parks Garage 2,800 SF 1 1980 200 Benchmark Rd Owned
17 Site - 1 Lake Street 3.78 AC NA 1985 1 Lake Street Owned
171 Performance Pavilion 12,487 SF 2 2015 1 Lake Street Owned
172 Park Bathroom Structure 880 SF 1 1985 1 Lake Street Owned
18 Site - 950 West Beaver 0.04 AC NA 2010 950 West Beaver Creek Rd Owned
181 Wastewater Treatment CUP 912 SF 1 2010 950 West Beaver Creek Rd Owned
19 Site - 371 Nottingham Rd 0.02 AC NA 1980 371 Nottingham Rd Unit 1A N/A
191 EHUs Sherwood Meadows 1,352 SF 3 1980 371 Nottingham Rd Unit 1A Owned
20 Site - 511 Metcalf Rd 0.02 AC NA 2023 511 Metcalf Rd Unit N/A
201 EHUs Metcalf Lofts 935 SF 1 2023 511 Metcalf Rd Unit Owned
21 Site - 0.17 AC NA 1982 2110 Saddle Ridge Loop Owned
211 EHUs Wildridge Old Fire Station 3,360 SF 2 1982 2110 Saddle Ridge Loop Owned
22 Site - 1091 W Wildwood Rd 0.21 AC NA 1980 1091 W Wildwood Rd Owned
221 Public Operations Annex Bldg/Parking Garage 2,300 SF 1 1980 1091 W Wildwood Rd Owned
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1.2 Requirement Costs by Year
1.3 Forecast Analysis
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Findings & Recommendations
2.1 Annual Requirement Estimates per Asset: Information presented in the table below may represent different overall totals than the totals shown in tables in Section 2.2
due to rounding to the nearest whole number.
Sum of Cost At Requirement Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Grand Total 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Avon Recreation Center $1,552,642 $45,818 $119,234 $50,513 $398,766 $98,025 $218,235 $705,624 $818,504 $128,056 $4,135,417
Inventory Recap $0 $0 $71,124 $0 $345,724 $42,332 $159,758 $644,224 $754,033 $60,361 $2,077,556
Preventative Maintenance $43,637 $45,818 $48,110 $50,513 $53,042 $55,693 $58,477 $61,400 $64,471 $67,695 $548,856
Work Item $1,509,005 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1,509,005
Avon Regional Transportation Center $60,251 $45,422 $185,641 $50,076 $52,580 $55,209 $57,970 $60,867 $82,897 $1,743,616 $2,394,529
Inventory Recap $0 $0 $137,950 $0 $0 $0 $0 $0 $18,984 $1,676,509 $1,833,443
Preventative Maintenance $43,258 $45,422 $47,691 $50,076 $52,580 $55,209 $57,970 $60,867 $63,913 $67,107 $544,093
Work Item $16,993 $0 $0 $0 $0 $0 $0 $0 $0 $0 $16,993
Avon Town Hall $13,366 $14,033 $14,735 $15,471 $16,245 $74,375 $238,401 $18,806 $70,276 $249,279 $724,987
Inventory Recap $0 $0 $0 $0 $0 $57,317 $220,491 $0 $50,530 $228,544 $556,882
Preventative Maintenance $13,366 $14,033 $14,735 $15,471 $16,245 $17,058 $17,910 $18,806 $19,746 $20,735 $168,105
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
EHUs Metcalf Lofts $5,610 $670 $701 $738 $775 $814 $4,007 $896 $943 $8,583 $23,737
Inventory Recap $0 $0 $0 $0 $0 $0 $3,153 $0 $0 $7,595 $10,748
Preventative Maintenance $637 $670 $701 $738 $775 $814 $854 $896 $943 $988 $8,016
Work Item $4,973 $0 $0 $0 $0 $0 $0 $0 $0 $0 $4,973
EHUs Sherwood Meadows $7,595 $921 $10,945 $1,015 $3,021 $1,119 $8,474 $25,453 $1,295 $33,649 $93,487
Inventory Recap $0 $0 $9,979 $0 $1,956 $0 $7,300 $24,220 $0 $32,289 $75,744
Preventative Maintenance $876 $921 $966 $1,015 $1,065 $1,119 $1,174 $1,233 $1,295 $1,360 $11,024
Work Item $6,719 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,719
EHUs Wildridge Old Fire Station $2,392 $29,593 $2,637 $6,341 $20,233 $3,053 $25,810 $49,454 $3,534 $111,337 $254,384
Inventory Recap $0 $27,081 $0 $3,572 $17,325 $0 $22,605 $46,088 $0 $107,625 $224,296
Preventative Maintenance $2,392 $2,512 $2,637 $2,769 $2,908 $3,053 $3,205 $3,366 $3,534 $3,712 $30,088
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Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Fleet Maintenance Facility $342,001 $30,366 $31,882 $33,477 $228,342 $38,859 $635,874 $790,529 $197,535 $44,864 $2,373,729
Inventory Recap $0 $0 $0 $0 $193,190 $1,950 $597,121 $749,837 $154,808 $0 $1,696,906
Preventative Maintenance $28,921 $30,366 $31,882 $33,477 $35,152 $36,909 $38,753 $40,692 $42,727 $44,864 $363,743
Work Item $313,080 $0 $0 $0 $0 $0 $0 $0 $0 $0 $313,080
Park Bathroom Structure $2,137 $2,242 $2,612 $2,474 $9,539 $2,727 $10,489 $115,775 $3,156 $24,106 $175,257
Inventory Recap $0 $0 $257 $0 $6,942 $0 $7,625 $112,770 $0 $20,792 $148,386
Preventative Maintenance $2,137 $2,242 $2,355 $2,474 $2,597 $2,727 $2,864 $3,005 $3,156 $3,314 $26,871
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Performance Pavilion $15,213 $7,774 $9,248 $8,571 $9,000 $9,450 $9,923 $10,418 $10,940 $80,249 $170,786
Inventory Recap $0 $0 $1,085 $0 $0 $0 $0 $0 $0 $68,762 $69,847
Preventative Maintenance $7,405 $7,774 $8,163 $8,571 $9,000 $9,450 $9,923 $10,418 $10,940 $11,487 $93,131
Work Item $7,808 $0 $0 $0 $0 $0 $0 $0 $0 $0 $7,808
Public Operations Annex Bldg/Parking Garage $964 $1,011 $4,017 $1,116 $10,506 $16,857 $25,878 $7,104 $1,423 $57,776 $126,652
Inventory Recap $0 $0 $2,955 $0 $9,335 $15,628 $24,587 $5,749 $0 $56,282 $114,536
Preventative Maintenance $964 $1,011 $1,062 $1,116 $1,171 $1,229 $1,291 $1,355 $1,423 $1,494 $12,116
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Public Operations Parks Garage $51,647 $2,422 $6,850 $2,670 $13,868 $15,367 $5,350 $31,253 $21,619 $78,434 $229,480
Inventory Recap $0 $0 $4,307 $0 $11,064 $12,422 $2,258 $28,007 $18,211 $74,856 $151,125
Preventative Maintenance $2,306 $2,422 $2,543 $2,670 $2,804 $2,945 $3,092 $3,246 $3,408 $3,578 $29,014
Work Item $49,341 $0 $0 $0 $0 $0 $0 $0 $0 $0 $49,341
Public Safety Facility (Police Dept) $27,001 $16,668 $65,034 $18,378 $19,296 $20,261 $48,994 $22,338 $23,454 $76,949 $338,373
Inventory Recap $0 $0 $47,533 $0 $0 $0 $27,720 $0 $0 $52,320 $127,573
Preventative Maintenance $15,875 $16,668 $17,501 $18,378 $19,296 $20,261 $21,274 $22,338 $23,454 $24,629 $199,674
Work Item $11,126 $0 $0 $0 $0 $0 $0 $0 $0 $0 $11,126
Recreation CUP $30,348 $5,101 $7,091 $5,625 $5,906 $6,201 $6,512 $6,836 $7,179 $73,453 $154,252
Inventory Recap $0 $0 $1,734 $0 $0 $0 $0 $0 $0 $65,916 $67,650
Preventative Maintenance $4,859 $5,101 $5,357 $5,625 $5,906 $6,201 $6,512 $6,836 $7,179 $7,537 $61,113
Work Item $25,489 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,489
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Site - 1 Lake Street $2,779 $2,918 $3,064 $3,217 $3,378 $3,547 $3,724 $3,911 $4,106 $4,312 $34,956
Inventory Recap $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $2,779 $2,918 $3,064 $3,217 $3,378 $3,547 $3,724 $3,911 $4,106 $4,312 $34,956
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Site - 100 Mikaela Way $1,848 $1,940 $2,038 $2,139 $2,246 $2,359 $2,476 $2,600 $2,730 $2,866 $23,242
Inventory Recap $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $1,848 $1,940 $2,038 $2,139 $2,246 $2,359 $2,476 $2,600 $2,730 $2,866 $23,242
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Site - 1091 W Wildwood Rd $44,941 $442 $465 $488 $512 $538 $7,109 $593 $623 $654 $56,365
Inventory Recap $0 $0 $0 $0 $0 $0 $6,544 $0 $0 $0 $6,544
Preventative Maintenance $421 $442 $465 $488 $512 $538 $565 $593 $623 $654 $5,301
Work Item $44,520 $0 $0 $0 $0 $0 $0 $0 $0 $0 $44,520
Site - 200 Benchmark Rd $132 $138 $145 $153 $160 $168 $6,575 $10,043 $194 $205 $17,913
Inventory Recap $0 $0 $0 $0 $0 $0 $6,398 $9,858 $0 $0 $16,256
Preventative Maintenance $132 $138 $145 $153 $160 $168 $177 $185 $194 $205 $1,657
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Site - 2110 Saddle Ridge Loop $3,904 $214 $224 $235 $247 $260 $3,546 $286 $301 $316 $9,533
Inventory Recap $0 $0 $0 $0 $0 $0 $3,273 $0 $0 $0 $3,273
Preventative Maintenance $203 $214 $224 $235 $247 $260 $273 $286 $301 $316 $2,559
Work Item $3,701 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,701
Site - 500 Swift Gulch Rd $6,284 $6,599 $6,929 $7,275 $7,637 $8,020 $8,421 $8,842 $9,285 $9,749 $79,041
Inventory Recap $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $6,284 $6,599 $6,929 $7,275 $7,637 $8,020 $8,421 $8,842 $9,285 $9,749 $79,041
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Site - 502 Swift Gulch Rd $5,996 $6,296 $6,610 $6,940 $7,287 $7,652 $272,180 $9,715 $8,858 $9,301 $340,835
Inventory Recap $0 $0 $0 $0 $0 $0 $264,145 $1,278 $0 $0 $265,423
Preventative Maintenance $5,996 $6,296 $6,610 $6,940 $7,287 $7,652 $8,035 $8,437 $8,858 $9,301 $75,412
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Site - 60 Buck Creek Rd $3,670 $3,854 $4,046 $4,249 $4,461 $4,684 $4,918 $5,165 $5,423 $5,694 $46,164
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Inventory Recap $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $3,670 $3,854 $4,046 $4,249 $4,461 $4,684 $4,918 $5,165 $5,423 $5,694 $46,164
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Site - 90 Lake Street $35,841 $3,121 $3,278 $3,442 $3,614 $3,795 $3,985 $4,184 $4,393 $4,613 $70,266
Inventory Recap $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $2,973 $3,121 $3,278 $3,442 $3,614 $3,795 $3,985 $4,184 $4,393 $4,613 $37,398
Work Item $32,868 $0 $0 $0 $0 $0 $0 $0 $0 $0 $32,868
Site - 950 West Beaver $97 $102 $107 $112 $118 $124 $130 $136 $143 $150 $1,219
Inventory Recap $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $97 $102 $107 $112 $118 $124 $130 $136 $143 $150 $1,219
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Wastewater Treatment CUP $335,510 $4,049 $5,381 $4,464 $4,688 $4,922 $5,167 $5,426 $5,698 $54,752 $430,057
Inventory Recap $331,653 $0 $1,131 $0 $0 $0 $0 $0 $0 $48,771 $381,555
Preventative Maintenance $3,857 $4,049 $4,250 $4,464 $4,688 $4,922 $5,167 $5,426 $5,698 $5,981 $48,502
Work Item $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Grand Total $2,552,169 $231,714 $492,914 $229,179 $822,425 $378,386 $1,614,148 $1,896,254 $1,284,509 $2,802,963 $12,304,661
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2.2 Annual Requirement Estimates per Asset
Annual Requirement Estimates Summarized by Building System
Systems Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Grand Total 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
A10-Foundations $200,810 $0 $0 $0 $0 $0 $0 $0 $0 $0 $200,810
B10-Superstructure $25,489 $0 $0 $0 $0 $0 $0 $0 $0 $0 $25,489
B20-Exterior Enclosure $155,589 $31,408 $32,979 $34,628 $36,359 $38,177 $44,484 $42,090 $44,194 $204,787 $664,694
B30-Roofing $219,497 $9,349 $9,817 $10,308 $10,823 $84,309 $18,245 $55,413 $13,155 $13,813 $444,729
C10-Interior Construction $0 $0 $0 $0 $0 $0 $0 $0 $0 $67,691 $67,691
C20-Stairs $13,119 $0 $447 $0 $0 $0 $4,138 $0 $0 $22,687 $40,390
C30-Interior Finishes $10,935 $11,482 $214,008 $12,659 $119,686 $13,957 $203,468 $102,705 $16,156 $259,238 $964,295
D10-Conveying $10,112 $10,617 $54,820 $11,706 $129,815 $39,757 $215,849 $148,366 $14,940 $50,689 $686,671
D20-Plumbing $91,428 $42,658 $18,921 $17,174 $26,792 $18,934 $86,424 $599,300 $21,919 $94,945 $1,018,494
D30-HVAC $735,391 $44,524 $46,750 $52,660 $127,087 $83,971 $131,517 $630,014 $81,632 $922,460 $2,856,006
D40-Fire Protection $6,923 $7,270 $7,633 $8,015 $8,415 $8,836 $12,360 $121,404 $10,229 $15,723 $206,809
D50-Electrical $44,929 $35,730 $37,517 $39,393 $41,362 $43,430 $810,278 $132,135 $1,027,858 $58,052 $2,270,684
E10-Equipment $5,995 $6,295 $6,609 $6,940 $11,089 $7,651 $8,034 $8,435 $8,857 $984,678 $1,054,583
F10-Special Construction $928,920 $9,343 $39,231 $10,300 $284,330 $11,356 $11,924 $12,520 $13,146 $74,161 $1,395,230
G20-Site Improvements $100,549 $20,433 $21,454 $22,527 $23,653 $24,836 $60,434 $27,382 $28,751 $30,188 $360,207
G30-Site Mechanical Utilities $704 $740 $777 $816 $856 $899 $944 $13,996 $1,041 $1,093 $21,865
G40-Site Electrical Utilities $1,545 $1,622 $1,703 $1,788 $1,878 $1,971 $5,742 $2,174 $2,282 $2,396 $23,101
G90-Other Site Construction $233 $244 $257 $269 $283 $297 $312 $327 $344 $361 $2,927
Grand Total $2,552,167 $231,715 $492,922 $229,181 $822,428 $378,382 $1,614,153 $1,896,260 $1,284,505 $2,802,962 $12,304,675
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Work Item Estimates Summarized by Priority
Work item costs are inflated from current costs to year 2024 and costs will differ from the costs shown in the Detailed Work Item Report (Appendix F).
Priority Year 1
2024
1-Currently Critical $0
2-Potentially Critical $9,027
3-Necessary, Not Yet Critical $417,770
4-Recommended $378,395
5-Appearance $1,209,396
6-Does not Meet Current Codes/Standards $0
7-Life Safety $11,035
Grand Total $2,025,623
Annual Requirement Estimates Summarized by Category
Account Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Grand Total 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Component Renewal at ESL $331,653 $27,081 $278,056 $3,572 $585,539 $129,649 $1,352,982 $1,622,031 $996,564 $2,500,625 $7,827,751
Deficiency Repairs/Replacements $2,025,624 $0 $0 $0 $0 $0 $0 $0 $0 $0 $2,025,624
Preventative Maintenance $194,890 $204,634 $214,866 $225,609 $236,889 $248,734 $261,171 $274,229 $287,941 $302,338 $2,451,300
Grand Total $2,552,167 $231,715 $492,922 $229,181 $822,428 $378,382 $1,614,153 $1,896,260 $1,284,505 $2,802,962 $12,304,675
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2.3 Budget Scenario Utilized for Forecasting Analysis
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Grouping Account 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Backlog (Start of Year) Deficiency Repairs/Replacements $2,025,623 $1,107,061 $0 $0 $0 $0 $0 $0 $0 $0
Requirements Component Renewal at ESL $331,653 $27,081 $617,345 $3,572 $585,539 $129,649 $1,352,982 $1,622,031 $996,564 $2,023,211
Preventative Maintenance $194,890 $204,634 $214,866 $225,609 $236,889 $248,734 $261,171 $274,229 $287,941 $302,338
Requirements Total $526,543 $231,715 $832,211 $229,181 $822,428 $378,382 $1,614,153 $1,896,260 $1,284,505 $2,325,549
Backlog + Requirements $2,552,166 $1,338,776 $832,211 $229,181 $822,428 $378,382 $1,614,153 $1,896,260 $1,284,505 $2,325,549
Budget Component Renewal at ESL $331,660 $27,090 $1,438,873 $3,575 $585,540 $129,650 $1,352,985 $1,625,035 $996,570 $2,024,639
Deficiency Repairs/Replacements $973,400 $1,343,265 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $194,900 $204,645 $214,877 $225,622 $236,903 $248,747 $261,185 $274,244 $287,957 $302,354
Budget Total $1,499,960 $1,575,000 $1,653,750 $229,197 $822,443 $378,397 $1,614,170 $1,899,279 $1,284,527 $2,326,993
Spending Component Renewal at ESL $331,653 $27,081 $617,345 $3,572 $585,539 $129,649 $1,352,982 $1,622,031 $996,564 $2,023,211
Deficiency Repairs/Replacements $971,279 $1,107,061 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $194,890 $204,634 $214,866 $225,609 $236,889 $248,734 $261,171 $274,229 $287,941 $302,338
Spending Total $1,497,822 $1,338,776 $832,211 $229,181 $822,428 $378,382 $1,614,153 $1,896,260 $1,284,505 $2,325,549
Variance (Budget minus Spending) Component Renewal at ESL $7 $9 $821,528 $3 $1 $1 $3 $3,004 $6 $1,428
Deficiency Repairs/Replacements $2,121 $236,204 $0 $0 $0 $0 $0 $0 $0 $0
Preventative Maintenance $10 $11 $11 $13 $13 $12 $14 $14 $15 $16
Variance (Budget minus Spending) Total $2,138 $236,224 $821,539 $16 $14 $14 $17 $3,018 $21 $1,444
Backlog (End of Year) Deficiency Repairs/Replacements $1,054,344 $0 $0 $0 $0 $0 $0 $0 $0 $0
FCI 0.0255 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Replacement Value $41,303,077 $43,368,231 $45,536,642 $47,813,475 $50,204,148 $52,714,356 $55,350,073 $58,117,577 $61,023,456 $64,074,629
Spending as % of TRV 4% 3% 2% 0% 2% 1% 3% 3% 2% 4%
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3.0 Assessment Methodology
Terracon provided labor and materials to collect, analyze, and report facility data related to the in-scope assets.
These assets are listed in full in section 3.0 Asset Details. The table below Roles and Responsibilities contains
the names of individuals responsible for the collection, analysis, and reporting of facility data. The table also
includes which individuals were on-site and the dates on-site information was gathered.
Roles and Responsibilities
Name Role On-Site Dates
Chloe Javaheri Project Manager/Field Assessor August 28 30, 2023
Doug Baum Project Reviewer/Data Analyst Not on-site
Bill Faesenmeier Data Quality Manager Not on-site
Bryan Bennett Field Assessor August 28 September 1, 2023
Richard Hatt Field Assessor August 28 September 1, 2023
During data collection process individuals and escorts may have been consulted to provide clarification of
observed condition and provide information that could not otherwise be visually accessible or readily
apparent.
Terracon reviewed client-provided drawings and reports relevant to the scope of work these documents to
gain a better understanding of observed conditions. The Documents Reviewed table provides those
documents referenced and used in the collection of data for this scope of work.
Documents Reviewed
Document Name Description Year
Limited construction/space drawings Floor plan, site drawings Throughout
Natatorium Report Prepared by December 8, 2022
Methodology
Assessors utilized observational assessment, interviews, and review of provided documentation to collected
asset system Inventory data as well as identified distresses and solutions called Work Items. Work Items were
then estimated by Terracon from RS Means Online data.
: Inventory records were assigned to an assembly Classification developed and based on Uniformat
II. These classifications have assigned Estimated Service Life (ESL) in years, as well as Unit Costs developed by
Terracon from RS Means Online data. These unit costs are multiplied by the size or quantity of the inventory
record to develop a Current Replacement Value (CRV) for the inventory record. Additional information such
as location, manufacturer, model number, serial number, year installed, description, and photos were also
recorded by assessors when available.
Each inventory record was also assigned a Direct Condition Rating (DCR) based on the table and definition of
each rating detailed in the Direct Condition Rating Definition table below. The score associated with the DCR
is multiplied by the ESL assigned to the system to calculate the Remaining Service Life (RSL) in years from the
day the DCR is assigned.
Town of Avon Facility Condition Assessment
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15 | P a g e
Rating Score Definition
Green + (G+) 1 Entire component section or component section sample is free of observable or known
distresses. Component is less than one year old.
Green (G) 0.90 No component section or sample serviceability or reliability reduction. Some, but not all,
minor (non-critical) subcomponents may suffer from slight degradation or few major
(critical) subcomponents may suffer from slight degradation. Component section gre ater
than one year old.
Green (G -) 0.70 Slight or no serviceability or reliability reduction overall to the component-section or
sample. Some, but not all, minor (non-critical) subcomponents may suffer from minor
degradation or more than on major (criti cal) subcomponent may suffer from slight
degradation.
Yellow + (Y+) 0.55 Component-section or sample serviceability or reliability is degraded but adequate. A
very few major (critical) subcomponents may suffer from moderate deterioration with
perhaps a few minor (non-critical) subcomponents suffer from sever deterioration.
Yellow (Y) 0.45 Component-section or sample serviceability or reliability is impaired. Some but not a
majority. Major (critical) subcomponents may suffer from moderate deterioration with
perhaps many minor (non-critical) subcomponents suffering from severe deterioration.
Yellow (Y-) 0.35 Component-section or sample has significant serviceability or reliability loss. Most
subcomponents may suffer from moderate degradation or a few major (critical)
subcomponents may suffer from sever degradation.
Red + (R+) 0.25 Significant serviceability or reliability reduction in component-section or sample. Most
subcomponents are severely degraded and others many have varying degree s of
degradation.
Red (R) 0.10 Significant serviceability or reliability reduction in component-section or sample. Most
subcomponents are severely degraded, and others may have varying degrees of
degradation.
Red (Red-) 0.01 Overall component-section on degradation is total. Few, if any subcomponents
salvageable. Complete loss of component-section or sample serviceability.
Age Based (AGE) Age Component-section or sample could not be observed, and no documentation or
information provided by knowledgeable persons was available or descriptive to
determine exact condition. The system replacement is therefore based on the current
calculated age since its original installment.
Abandoned in Place (AIP) NA Component-section has been disconnected from the system and or power-source and is
no longer in use. It has been abandoned in place. Standard best practice is removal of
such components.
Beyond Service Life (BSL) Score ÷ 2 Component-section calculated age since its original installment is greater than the
industry Estimated Service Life (ESL) for the system. When the BSL designation is added
to any rating the score is reduced by half.
Example:
: Following the collection and rating of asset Inventory records Terracon assigns Work Items to
define and estimate solutions for addressing observed distress. Each Work Item is assigned to a single
Inventory record. It defines not only the distresses observed in the Inventory but also the solution to addressing
the distress. Each solution may range from a minor repair to a complete replacement of the associated
Inventory.
Following the definition of the solution an estimate is developed by Terracon to execute the tasks necessary
for addressing the recommended solution.
: Financial data is used throughout the process. It is used to develop the CRV of each asset
Inventory as well as estimate the cost of executing a proposed solution in a Work Item. This financial data
comes from estimates developed by Terracon from RS Means Online. This financial data is developed using
bare estimates. Meaning no overhead or geographic factors are considered.
Town of Avon Facility Condition Assessment
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16 | P a g e
Once Inventory unit costs and Work Item estimates are completed Terracon the applies what is referred to as
a Burden Factor to each cost as well as an Inflation Factor. The burden factor is developed based on a
percentage of the following key elements. The overall burden factor for the project was calculated with the
below factors to be 1.62:
Geographical or Location Factor (1.00): This is a factor based on the geographical location of the asset
the Inventory and Work Item records are assigned to.
(10%)
Contractors General and Administrative Overhead (7%): This is a factor of local general or sub
(10%)
(7%)ineering
firms in planning, design, and contract document preparation.
Owners Supervision, Inspection and Overhead (6%)
management costs either external or internal, in the execution of the planned work.
s Contingency (8%)
the risk associated with design and construction unknowns.
(4%): This factor is to account for any additional costs not related to the previously
defined factors.
The Geographical or Location Factor is determined by published factors developed by the Department
A specific inflation value of 5% was requested by the client and is added to all estimates forecasted for
future years in the scope period.
The Inflation Rate used for all financial projections for this scope of work is in the table below.
Inflation Rate Type
5% Annual
Throughout the assessment process work and capital renewals are
prioritized and categorized based on the following:
Priority Definition
1-Does not Meet Current
Codes/Standards
Conditions in this priority include items that d o not conform to existing codes but
are grandfathered in the current condition. No action is required at this time, but
should substantial work be undertaken in contiguous areas, certain existing
conditions may require correction to comply with current code standards.
2-Appearance Conditions in this priority include finishes that have deteriorated and are required
to maintain the required aesthetic standards.
3-Recommended
Conditions in this priority include items that represent a sensible improvement to
existing conditions. These are not required for the most basic function of the
facility. All forecasted capital renewals will fall under this priority.
Town of Avon Facility Condition Assessment
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17 | P a g e
4-Necessary, Not Yet
Critical
Conditions in this priority require appropriate attention to preclude deterioration or
potential downtime and the associated damage or higher cost if deferred further.
5-Potentially Critical Conditions with this priority, if not corrected expeditiously, could deteriorate to
priority 1 within a year.
6-Currently Critical Conditions with this priority require immediate action to correct a safety hazard,
stop accelerated deterioration, return a facility or equipment to operational status.
7-Life Safety Conditions with this priority require immediate action to correct a safety hazard.
The deficiencies were categorized as defined in the table below:
Category Definition
1-Security What a system requires replacement to do to a security risk or requirement.
2-Schedule Maintenance Maintenance that is planned and performed on a routine basis to preserve the
condition.
3-Deferred Maintenance Maintenance that was not performed when it was scheduled or is past the useful
lifetime of the item resulting in immediate repair or replacement.
4-Capital Renewal Planned replacement of building systems that have reached the end of useful life
5-Energy & Sustainability When the repair or replacement of equipment or systems are recommended to
improve energy and sustainability performance
: Capital Renewals also known as requirements are forecasted years and estimated
costs for replacing inventoried systems. The replacement year is determined based on the Remaining
Service Life calculated from the Direct Condition Rating Score multiplied by the systems Estimated
Service Life as described previously. The forecasted cost is determined by inflating the Inventory Current
Replacement Value to the forecasted replacement year.
Example:
Preventative Maintenance costs are calculated utilizing a preventative maintenance
level 2 Uniformat breakdown where level 2 systems are prioritized between six maintenance levels: High,
Medium, Low, Very Low, No Maintenance, No Maintenance Required. These six levels are assigned a PM Cost
Factor percentage within Paragon that is utilized to calculate associated PM costs. These assignments are
presented below:
Maintenance Level PM Cost
Factor (%) Uniformat Group Level
High 0.7
Medium 0.7 B20, B30, C30, D10, D20, D30, D40, D50, E10, F10, G20, G30, G40, G90
Low 0.7
Very Low 0.7
No Maintenance 0.0 A20
0.0 A10, B10, C10, C20, E20, F20, G10
Town of Avon Facility Condition Assessment
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18 | P a g e
A forecast analysis was conducted on the assets using an estimated budget supplied by the
client of $1,500,000.00 and was inflated over ten years using the 5% inflation rate. Costs were prioritized in the
following order: preventative maintenance (priority I), component renewal at ESL (priority II), and deficiency
repairs/replacements (priority III). The current backlog of deferred maintenance can be funded in the first two
years with the supplied budget scenario. A large recapitalization requirement in year 10 exceeded the inflated
budget of $2.3M. The unfunded requirements in year 2033 were accelerated to year 2026 with available
funding and were funded. A breakdown of the budget utilized to create the forecast analysis is included on
Page 13.
Town of Avon Facility Condition Assessment
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19 | P a g e
4.0 Appendix
Appendix Contents
A Asset Location Map: This appendix contains a map with relative locations of assets included in the scope
of work
B Assets Ranked by FCI: This appendix contains a graph with the assets included in the scope of work and
relative FCI scores
C - Detailed Asset Report: This appendix contains detailed reports on all portfolio assets included in the scope
of work
D Asset Narrative Report: This appendix contains detailed reports on all trade narratives of portfolio assets
included in the scope of work sorted by Uniformat Level 2
E - Detailed Inventory Report: This appendix contains detailed reports on all system inventory records included
in the scope of work
F Detailed Work Item Report: This appendix contains detailed reports on all system work item records
included in the scope of work
G - Glossary of Terms: This section includes a glossary of common terms and examples used throughout this
report.
Town of Avon Facility Condition Assessment
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20 | P a g e
Appendix A
Asset Location Map
Aerial Imagery
Town of Avon FCA A1
10625 W I-70 Frontage Rd N, Wheat Ridge, Colorado
PH. (303) 423-3300 FAX. (303) 423-3353
F6236069
DRB
NTS
Project Manager:
Drawn by:
Checked by:
Approved by:
Project No.
Scale:
Exhibit
DIAGRAM IS FOR GENERAL LOCATION
ONLY, AND IS NOT INTENDED FOR
CONSTRUCTION PURPOSES
NA
NA
CLJ
N
Figure
1 Key Asset Name
1 Avon Recreation Center
2 Recreation CUP
3 Avon Town Hall
4 Avon Regl. Transportation Ctr.
5 Fleet Maintenance Facility
6 Public Safety Facility (Police Dept)
7 Public Operations Parks Garage
8 Performance Pavilion
9 Park Bathroom Structure
10 Wastewater Treatment CUP
11 EHUs Sherwood Meadows
12 EHUs Metcalf Lofts
13 EHUs Wildridge Old Fire Station
14 Public Operations Annex Bldg/PG
Town of Avon Facility Condition Assessment
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21 | P a g e
Appendix B
Assets Ranked by FCI
Good Fair Poor
>10%
Appendix B - Page 1
Asset Name Size/Qty Units
Replacement
Value
Sustainment
Cost FCI
22 Site - 1091 W Wildwood Rd 0.2ACR $60,194 $44,519.88 0.7396
111 Avon Recreation Center 37,596SF $9,574,173 $1,509,005.44 0.1576
21 Site - 2110 Saddle Ridge Loop 0.2ACR $29,060 $3,701.07 0.1274
161 Public Operations Parks Garage 2,800SF $542,737 $49,340.84 0.0909
11 Site - 90 Lake Street 2.5ACR $424,754 $32,868.54 0.0774
141 Fleet Maintenance Facility 23,803SF $5,921,277 $313,079.52 0.0529
201 EHUs Metcalf Lofts 935SF $131,437 $4,972.92 0.0378
191 EHUs Sherwood Meadows 1,352SF $207,172 $6,719.24 0.0324
112 Recreation CUP 1,350SF $857,421 $25,489.49 0.0297
171 Performance Pavilion 12,487SF $1,689,652 $7,808.11 0.0046
151 Public Safety Facility (Police Dept) 13,693SF $3,771,325 $11,126.16 0.0030
131 Avon Regional Transportation Center 43,052SF $9,030,258 $16,992.99 0.0019
12 Site - 100 Mikaela Way 1.2ACR $263,967 $0.00 0.0000
13 Site - 500 Swift Gulch Rd 2.2ACR $897,740 $0.00 0.0000
14 Site - 502 Swift Gulch Rd 2.3ACR $1,139,738 $0.00 0.0000
15 Site - 60 Buck Creek Rd 1.2ACR $524,316 $0.00 0.0000
16 Site - 200 Benchmark Rd 0.2ACR $18,830 $0.00 0.0000
17 Site - 1 Lake Street 3.8ACR $397,039 $0.00 0.0000
18 Site - 950 West Beaver 0.0ACR $13,837 $0.00 0.0000
19 Site - 371 Nottingham Rd 0.0ACR $0 $0.00 0.0000
20 Site - 511 Metcalf Rd 0.0ACR $0 $0.00 0.0000
121 Avon Town Hall 16,273SF $3,470,747 $0.00 0.0000
172 Park Bathroom Structure 880SF $655,437 $0.00 0.0000
181 Wastewater Treatment CUP 912SF $669,525 $0.00 0.0000
211 EHUs Wildridge Old Fire Station 3,360SF $623,102 $0.00 0.0000
221 Public Operations Annex Bldg/Parking
Garage 2,300SF $389,339 $0.00 0.0000
Town of Avon Facility Condition Assessment
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22 | P a g e
Appendix C
Detailed Asset Report
TOWN OF AVON - LA ZONA
SPA
A B C D
Open
Conf
Off
E
F G
H
I
RECREATION CENTER CONCEPT DEVELOPMENT PROPOSED IMPROVEMENTS - MAIN & UPPER LEVELS
M
LKR
RM
W
LKR
RM
NATATORIUM
MULTI-
USE /
CHILD
WATCH
ME
C
H
A
N
I
C
A
L
RA
M
P
D
N
SCALE: 1" = 40'
0'40'80'MAIN LEVEL
CIRCULATION / LOUNGE
MULTI-USE
FITNESS SPACES
AQUATICS SPACES
LOCKERS / RESTROOMS
SPECIAL USE SPACES
ADMINISTRATIVE
STORAGE / SUPPORT
February 2023AUGUST 22, 2023
STAIR
OPTION A.4
WEIGHTS
CARDIO
MULTI-USE
ROOF
OPEN TO
BELOW
MULTI-USE
STAIR
FUNCTIONAL
FITNESS
CIRCUIT
UPPER LEVEL
ATTACHMENT B
Recreation Center Improvements Summary - Option A.4 August 22, 2023
Building Construction Area / Cost Opinion Matrix Program
Area GSF
Const. Cost
Opinion
Cost/SF
Option 1 - Fitness Addition & Multi-use Renovations
Main Level Multi-use Room / Child Watch / Support Spaces 1,550 667,000$ 430$
New Main Level Fitness Area Addition 2,600 1,820,000$ 700$
New Upper Level Fitness Area Addition / Restroom / Support 2,600 1,625,000$ 625$
Open Fitness Areas - Upper Level Renovation 3,300 660,000$ 200$
North Fitness / Multi-use Room Renovation / New Storage 1,800 402,000$ 223$
South Fitness / Multi-use Room Renovation 2,900 648,000$ 223$
Main Level Admin Suite Renovation 560 224,000$ 400$
Office / Staff Areas Renovations 700 140,000$ 200$
Site Improvements - 5% of Building Costs 310,000$
Additional Complexity / Market Condition Contingency 260,000$
Construction Sub-Totals 16,010 6,756,000$ 422$
Soft Costs (30% of Construction)2,027,000$
Option 1 Cost Opinion Total 8,783,000$ 549$
Option 4 - New Spa Addition
New Multi-Level Spa Addition / Mech Room 1,300 1,430,000$ 1,100$
Site Improvements & Demolition - 20% of Building Costs 286,000$
Additional Complexity / Market Condition Contingency 69,000$
Construction Sub-Totals 1,300 1,785,000$ 1,373$
Soft Costs (30% of Construction)536,000$
Option 4 Cost Opinion Total 2,321,000$ 1,785$
Overall Improvement Area / Cost Opinion Values 17,310 11,104,000$ 641
ATTACHMENT A
ATTACHMENT C
Avon Recreation Department, Avon CO, Aquatics Facility Evaluation
Introduction Summary
The Avon Recreation Department Aquatics Facility is a year-round indoor facility consisting of four pools:
A 3,600-gallon indoor whirlpool
A 24,000-gallon indoor combination current channel and splashdown pool
A 25,000-gallon indoor leisure pool with spray features
A 112,000-gallon indoor lap and recreation pool with deep water recreational dive well
Total treated recreational water 164,600 gallons.
Overall, the pools and related circulation systems appear to be in fair condition and generally well-maintained. However,
the mechanical systems and areas of the facility are beginning to show age-related wear and tear in several areas.
Therefore, this report focuses on pool shells, finishes, circulation systems, and surrounding areas.
The pool’s mechanical system is dated and would benefit from a renovation project to include new technology regarding
filtration, chemical and non-chemical sanitation solutions, and more energy-efficient pumps and motors. In addition, the
natatorium area needs a capital replacement plan to address age-related wear and tear issues and to correct
undesirable conditions.
Since this pool's original construction date, several updates have been enacted in pool codes and standard operating
procedures. As a result, revisions or modifications for the pool may necessitate meeting current code requirements.
Recommendations included in this report address the above concerns, including options for improvements. Suggestions
range from limited repairs to comprehensive renovation. This is a complex and complicated decision-making process.
Some projects may be considered stand-alone, while others would be best combined with a total renovation project.
The Avon Recreation Department should consider this report in conjunction with other evaluations, including ADA,
structural, and building evaluations.
WTI recommends that the City of Avon undertakes an aquatic programming effort, studying the programming needs for
recreational and competitive swimming programs, community aquatic recreation, wellness, and educational
opportunities. A modern aquatics facility can offer programs benefiting the greater Avon valley community. These
offerings could include Water Safety Instruction (WSI), Learn to Swim Programs, Aquatic Therapy Instruction, and
competitive swimming and diving programs.
The accompanying photo report will list items for the Recreation Department to consider. The report is arranged in two
parts.
1. Section One will focus on the pools and natatorium area.
2. Section Two will focus on the mechanical rooms.
Water Technology thanks Michael Labagh, CPRP, Recreation Director, for his help and assistance in preparing this report.
Respectfully Submitted,
Cody Butcher, CPOI
Commercial Waterpark Specialist, Water Technology Inc.
RECOMMENDATIONS AND IMPROVEMENTS ARE DIVIDED INTO THREE CATEGORIES:
1. RECOMMENDATIONS TO MEET CODE OR SAFETY REQUIREMENTS OR TO ADDRESS ONGOING DETERIORATION.
2. RECOMMENDATIONS TO ADDRESS NEW-TERM ISSUES, IMPROVE OPERATIONS, OR RESTORE FACILITY CONDITIONS.
3. IMPROVEMENTS ARE RECOMMENDATIONS THAT WILL ENHANCE FACILITY OPERATIONS AND IMPROVE FACILITY APPEAL .
AREA ISSUE PRIORITY ACTION Estimated costs
NATATORIUM
DECK
Pool deck and drainage
repairs. Numerous tripping
hazards are present. This is a
complex issue that could
require extensive
remodeling.
ONE Replace the entire concrete deck and
repair drainage issues. Combine with
depth marking tiles.
$750,000 - $2,000,000
OPTIONAL Apply cementitious overlay product to
address slipping issues. Will not
address drainage concerns.
$20-35 per square foot
OPTIONAL Explore other flooring options like
LifeFloor or PolySoft-type products
$TBD – will not address
unlevel decking
NATATORIUM
LIGHTING
The overhead lighting needs
to be updated.
TWO Explore options to replace lighting with
energy-efficient LED Lighting.
Would need a light study to determine
the light levels required to meet codes.
$TBD is possible to
explore rebate
programs to offset
capital costs.
INDOOR
WHIRLPOOL
Restore plumbing and
mechanical systems to
current code-compliant
configuration.
ONE Extensive plumbing repairs might be
needed underground to restore the
filtration system to its original
configuration.
A total renovation of this area would
address many of the listed concerns.
TBD
$30,000-$350,000
ADA Compliance ONE Install lift or transfer system. Install
compliant handrails to handrails.
$3,500-$7,000
Replace tile surround TWO Aesthetics improvement $5,00-$7,000
Install ultraviolet secondary
disinfection system.
TWO Will improve water quality $50,000-$65,000
INDOOR
CURRENT
CHANNEL AND
SPLASH POOL
Possible ADA enhancements
are needed. The ramp entry
may not meet current ADA
codes.
ONE Conduct an ADA study of this pool and
follow the recommendations and
remediation plan.
It may be possible to state that this
pool can only partially achieve
compliance without extensive
renovations.
$TBD
Rusting hardware at the
basketball hoop area.
THREE Develop an in-house rust mitigation
plan
$500-$1,500
Waterline tiles and depth
markers are faded and worn.
TWO Replace waterline tiles and depth
marking tiles.
Depth Markers
$1,000-$2,000
Waterline Tile
$20,000-$30,000
Set of stairs to unusable deck
space, vortex pool, and
abandoned bridge.
OPTIONAL Total reconfiguration of this pool
would be required.
$TBD
43
INDOOR
WATERSLIDE
Conduct a Non-Destructive
Testing survey for the slide
tower and supports.
ONE Develop a rust mitigation plan and
follow engineering recommendations.
Depending on the extent of the
damage, rehabilitate or replace slide
columns or supports.
$10,000-$12,500 for
Engineer Reports
Safety Concern ONE If possible, engage the original slide
manufacturer to get recommendations
to close the gap near the start tub
area.
Or obtain a variance from the slide
manufacturer.
$TBD
Facility enhancements could
include a new slide
configuration or an
additional water slide
offering.
OPTIONAL Waterslides range from mild to wild. $TBD
INDOOR LEISURE
POOL
Zero-depth tiles are worn
and unsightly
THREE Replace tiles and regrout $25,000-$35,000
Children’s slide safety
considerations.
TWO Provide barriers at the kiddie slide $3,500-$7,500
Upgrade options to this pool
could include new spray
features and toys.
OPTIONAL Total reconfiguration of this pool could
provide an attractive and safe area for
the youngest visitors.
$TBD
INDOOR LAP
POOL
Inspect and troubleshoot the
flow rate for the filtration
systems
ONE The Lap Pool filtration system flow rate
is displayed as 222 gallons per minute
(GPM). The designed flow rate for this
pool to achieve a 6-hour code required
to turn over rate is 310 GPM
Price will vary depending on the results
of the troubleshooting effort.
$5,000-$7,000 if pump
related.
THREE Replace existing sand filters with a
Regenerative Media Filter system and
recommission the filter pump to actual
turnover rates.
RM filtration provides excellent
filtration while using far less water to
backwash the filter, saving operational
costs. (See Appendix A)
$90,000-$150,000
The current configuration
does not support a
competitive lap swimming
program, but it works well as
designed for a recreational
lap pool.
OPTIONAL Extensive work would be required to
reconfigure the lap pool with a surge
gutter system to contain pool water
loss during lap swimming.
Combine project with decking issue.
Install new waterline tiles, depth
markers, handrails, and ladders.
$1,500,000 - $2,300,000
NATATORIUM
HVAC SYSTEM
EVALUATION
AND
The current Heat Recovery
Unit is installed sub-level and
will be challenging to repair
when it reaches the end of
its useful life.
ONE Conduct a comprehensive survey of
this system and develop a replacement
plan.
$7,500- $15,000 for
reports
Total replacement
$750,000-$1,000,000
44
REPLACEMENT
PLAN
WTI suggests a total relocation of this
unit to a more maintenance-friendly
location.
A properly sized modern HRU unit
would be far more energy efficient
than the currently installed unit.
Improve overall air
movement and air quality.
THREE Explore the installation of at least one
high-volume low, speed ceiling fan.
$45,000-$80,000 for one
fan
POOL
MECHANICAL
ROOM –
CHEMICAL
DELIVERY
SYSTEM
Chlorine and acid systems
share the same room
THREE Restore chemical room “B09” and
relocate all acid to this room.
$7,500-$15,000
If the exhaust system is
functional
TWO At a minimum, the barrels should be
on secondary containment pallets to
prevent spillage.
$1,500-$3,000
POOL
MECHANICAL
ROOM –
MODERNIZATION
PLAN
The pump room currently
has 10 Aurora 341 series
pumps with various
horsepower.
These pumps are now
obsolete and need to be
updated to 3800 series
pumps when they expire.
THREE While these pumps are no longer being
manufactured, there are still parts on
the market.
As these parts become more difficult
to source, a pump replacement may be
required. This also might require some
plumbing reconfigurations.
Pricing this option will be on a case-by-
case basis.
A total pump room modernization plan
should include these pumps as a
consideration.
$TBD
The pool heating system is
outdated and in need of
upgrading
ONE The city is currently replacing pool
boilers with a heat exchanger system.
Develop a plan to phase out
the current MCC Electrical
System
TWO Install Variable Frequency Drives on
four filtration pumps.
If VFDs are tied to flow meters to
regulate flow – add approximately
$5,000.
Possible rebates from energy providers
to lower energy consumption.
$50,000-$85,000
POOL
MECHANICAL
ROOM –
MODERNIZATION
PLAN
TWO Install approved motor control systems
on feature and slide pumps
$50,000-$75,000
No vacuum or pressure
gauges are installed on any
pumps.
THREE Install compound gauges on all pumps.
Starting with filtration
$2,500-$5,000
Replacement program for
hardware, valves, and
everyday wear items
THREE Continue with replacement plans. Ongoing
The swimming pool makeup
water system is directly
connected to incoming
water.
ONE Engage with a State approved cross-
connection specialist to determine
actions needed if any.
$TBD
All pools are manually filled
and do not have an auto-fill
system.
THREE Seek engineered drawings to create an
auto-fill system for all four pools.
$5,000-$7,500 per pool
45
Pool chemical controllers are
not online or tied into a
building management
system.
Modern pool pump rooms
have many data points and
allow the operators to view
set points, alarms, and
parameters remotely.
THREE Provide four modern chemical
controller systems with internet
capabilities.
Other data points could include pool
temperatures, flow rates, and system
status.
$4,500-7,500 per
system, depending on
the options chosen
POOL
MECHANICAL
ROOM –
SECONDARY
DISINFECTION
SYSTEMS
No secondary disinfection
was installed on the four
filtration systems.
OPTIONAL Install four adequately sized UV
Systems on the filtration.
Source and install four properly sized
UV systems and associated plumbing,
electrical, and permitting.
(See Appendix B)
Approximately
$50,000-$65,000 per
system
46
Design-Build Recreation Center Pool Deck Reconstruction and Improvements Project
Bid NumberCIP15029 | November 27 2023
+
Design-Build Recreation Center Pool Reconstruction and Improvements
Scope and Budget Analysis
- August 30, 2024 -
PREPARED FOR
ATTACHMENT D
RFP-22- Meyer’s Pool Replacement A/E Services | 4City of Avon | CIP15029 Design-Build Recreation Center Pool Deck Reconstruction and Improvements Project
PROJECT UNDERSTANDING AND APPROACH2
UNDERSTANDING THE TASKS IDENTIFIED IN THE SCOPE OF WORK:
We have thoroughly assessed the requirements presented in
Request for Qualifications - Design-Build Recreation Center
Pool Deck Reconstruction and Improvements Project. We
acknowledge and accept those requirements and execution
during the discharge of any subsequent contract.
DESCRIPTION OF POSSIBLE ISSUES, ALONG WITH POTENTIAL SOLUTIONS:
In the current construction market environment, supply chain
issues and long lead times can lead to project delays. To mitigate
this, A.D. Miller will proactively identify long lead items during
the process of design and consultation. Materials with long
lead times, high costs, or items that will require shop drawings/
submittals will be identified. Appropriate plans of action will be
developed to minimize delay and financial risk. Upon approval
/ authorization to proceed by the Town of Avon, A.D. Miller will
engage with the selected subcontractors to pre-order products
and materials to reduce any risk of supply failures and delays.
DESIGN APPROACH
Engage with Stakeholders
• Town of Avon
• Public Works Department
• Recreation Department
• Community Development Department
• Building Division
Establish Baselines
Establish Program
Develop Program in Detail
Identify Wishlist Items
Directives/Requirements
Prioritization
Establish Schedule
Develop Overall CPM Schedule
Maintain ongoing short-interval 3-week look-ahead schedule
Project Phasing Options
Establish Budget
Challenges/Opportunities
Iterative Approach to Design and Budget
Identify all Soft Costs as well as Hard Costs
Operational Cost Considerations and ongoing Maintenance
Perform ongoing Value Engineering
Utilize Open Book Approach
Task 3 - Design Issues
Code Compliance
Life Safety
Accessibility
District Guidelines
State and Municipal Building Codes
Non-Code Concerns/Design
Safety (Physical)
Security (Societal)
Separation (Environmental)
Site Design
Soils Considerations
Utilities Connections
Site Logistics Plan
Parking and distribution to points of access
PROJECT SCOPE
Task 1: Project Management
• ADM will pay project invoices monthly and include a
brief project summary of tasks accomplished during the
billing period, and milestone progress.
• OLC will establish a design schedule in coordination
with the contractor and Town of Avon.
• The ADM+OLC team will hold weekly or bi-weekly
meetings as necessary (virtual or in-person).
Task 2: Investigation
• Site Assessment
• Review of Existing Documents
• Survey
• Pipe Inspection, Condition Analysis and
Recommendations
• Verify existing underground air handling runs
• Pool Deck and Trenching Recommendations
Task 3: Design Plans and Specifications
• ADM+OLC will develop plans and specs to construct the
project including:
» Existing Conditions Plan
» Removals/Demo Plan
» Floor Plan
» Concrete Deck Grading and Drainage Plan
» Concrete Deck Jointing, Joint Sealing, Concrete
Ceiling Plan
» Plumbing Plan
CURRENT PHASE
RFP-22- Meyer’s Pool Replacement A/E Services | 5City of Avon | CIP15029 Design-Build Recreation Center Pool Deck Reconstruction and Improvements Project
» HVAC Rehab Plan
» Electrical Infrastructure Plan
Task 4: Construction Cost Development
• ADM will provide a detailed cost at Preliminary Con-
struction Set Submittal and continually monitor and
revise throughout Design
Task 5: Construction
• We will provide a high quality Work Product.
• We will complete the final plans set noted in Task 3
• We will coordinate with the TOA for a construction
staging area.
• We will coordinate pool closure with recreation
department staff and Eagle River Water and Sanitation
District.
• We will develop a plan to handle pool water during
construction and maintain water quality at the
completion of the job.
• We will complete the construction during the
construction work timeframe: May 1 – Labor Day
approximately 124 days.
• We will protect existing facilities and infrastructure that
are to remain.
• We will provide all materials, labor, and equipment
necessary to efficiently complete the work.
• We will dispose of removed materials.
• We will maintain all project documentation including
but not limited to, Test Reports, Information Sheets,
Submittals, invoices, and etc.
• We will provide a safe working environment.
• We will minimize impacts to the remaining areas within
the recreation center.
Task 6: Submittals During Construction
• Action Submittals
• Information Submittals
Task 7: Project Close-out
• Project Record Drawings
• As-Constructed Drawings
• Substantial Completion and Final Inspection
The ADM+OLC Team shall overall be responsible for the com-
plete project delivery. These items are summarized, but not
limited to, the following:
• Review the design constraints and requirements provid-
ed in the RFP Package
• Review the conditions and constraints of the existing
and proposed sites
• Project management, planning, and scheduling of the
design and construction of the work
• Review and development of standards, specifications,
criteria, etc.
• Finalization of the detailed project design
• Develop and submit concept, design, and construction
documents for review and guidance
• Obtain required permits and approvals for the project
• Conduct and participate in all required meetings
• Itemized cost estimation, schedule and project controls
• Procurement and management of all design,
engineering, and construction work
• Providing all equipment, products, and materials
• Procurement and management of all labor,
subcontractors, vendors, and suppliers
• Maintain health and safety guidelines and compliance
• Ensure adherence to provide a safe work site for all
project participants
• Demolition, ppol deck preparation, and existing
polumbing location and relocation
• Electrical, plumbing, and mechanical
• Providing temporary systems and field office
• Handling, staging, management, and security of
materials and equipment
• Site access management, and security of the DB
Teams work
• Managing construction work to assure compliance with
all equipment warranties
• Coordinate and conduct start-up, commissioning, and
training for all equipment
• Provide and update the overall schedule of work
• Quality assurance and quality control of the design and
construction
• Site inspections and materials testing
• Budget tracking and adherence
• Preparation, review, and recommendation of payments
processing
• Prepare and furnish complete and accurate record doc-
uments of the finished project
• Complete Punch List
• Ensure Owner has final permit cards
• Demobilization of all temporary facilities and temporary
protection
• Ensure any mechanical modifications are tested and
operational
APRIL 2025 to SEPT 2025
RFP-22- Meyer’s Pool Replacement A/E Services | 8City of Avon | CIP15029 Design-Build Recreation Center Pool Deck Reconstruction and Improvements Project
PROJECT TEAM4
Donaldo has over 35 years of lead design experience in a wide
variety of project types, including recreation, aquatics, sports
centers, spas, hospital-based wellness, fitness, housing, and
hotels. He has a keen sense for creative and cost-effective design
solutions. One of Donaldo’s greatest attributes is working hand-
in-hand with boards, commissions, stakeholders and members
to develop project goals and oversee the complex process of
fine-tuning a design to completely meet everyone’s needs.
Donaldo’s experience includes programming, planning, design,
documentation and construction administration of projects from
start to finish.
Doni has worked on several projects with A.D. Miller including The
Beach Club at the Aurora Highlands, Limon Pool and Woodmoor
Country Club projects. Other relevant experience includes:
• The Beach Club at the Aurora Highlands, Aurora, CO
• Holland Community Aquatic Center, Holland, MI
• Brighton Recreation Child Care Center, Brighton, CO
• Carmody Indoor Pool, Lakewood, CO
• Glennon Heights Pool and Bathhouse, Lakewood, CO
• Glenwood Hot Springs Resort – Various Projects, Glenwood
Springs, CO
• Green Mountain Recreation Center Pool Renovation,
Lakewood, CO
• Green Valley Athletic Club, Henderson, NV
• Hancock Wellness Center, New Palestine, IN
• Holiday Park Resort, Polenovo, Russia*
• Glenwood Hot Springs Lodge Renovation, Glenwood Springs,
CO
• Infinity Park at the Village of Glendale – Various Projects,
Glendale, CO
• International Center for Performance Health, Denver, CO
• Jewish Community Center Addition, Denver, CO
• Ken Caryl Ranch House Pool Renovation, Ken Caryl Ranch,
CO
• Newtown Athletic Club, Multiple Projects, Newtown, PA
• Schlessman YMCA Wellness Center, Denver, CO
• Spa of the Rockies at Hot Springs, Glenwood Springs, CO
• The Country Club at Woodmoor, Monument, CO
EDUCATION
Andrews University
Bachelor of Architecture with Honors
REGISTRATIONS/AFFILIATIONS
Licensed Architect - AZ, CA, CO
KEY PERSONNEL
DONALDO VISANI, AIA, NCARB
SENIOR PRINCIPAL/PROJECT MANAGER
Adam D. Miller is an Executive Preconstruction Manager and
Executive Project Manager with A.D. Miller Services, Inc. He began
his career in Dallas, TX at a large Fortune 500 corporation. There
he was Project Manager for Real Estate and Facility Ramp-up with
projects all over the United States and Mexico. Adam moved
back to Colorado to work at A.D. Miller to assist in the company’s
continued development. During this time he has worked in the
estimating department, billing and contract administration and
as a project engineer, and project manager. He has worked as a
project manager on a number of multi-million dollar projects.
Focus on utilizing technology to help improve the preconstruction
and construction process. He prescribes to A.D. Miller’s unique
philosophy of direct and proactive involvement with the principles
of the firm deeply engaged in all aspects of the construction
management process.
As Executive Project Manager, Adam will be ultimately responsible
for the performance of the design/build team. He has worked on
multiple projects with OLC and Donaldo Visani. Some relevant
experience includes:
• The Beach Club at the Aurora Highlands, Aurora, CO
• The Country Club at Woodmoor, Monument, CO
• Limon Pool and Bath House, Limon, CO
• Ken Caryl Ranch House Pool, Littleton, CO
• Highland Heritage Regional Park Stage, Littleton, CO
• Douglas County Administrative Building, Littleton, CO
• RTD 711 Building, Denver, CO
• Primrose Preschool, Sterling Ranch, CO
• Most Precious Blood School and Church, Denver, CO
• The Goddard School, Westminster, CO
• St. Mark Coptic Orthodox Church, Centennial, CO
EDUCATION
University of Denver
B.S. in Finance
B.S. in Management Information Systems
M.S. in Construction Management
University of Denver
KEY PERSONNEL
ADAM MILLER
PRESIDENT/EXECUTIVE PROJECT MANAGER
RFP-22- Meyer’s Pool Replacement A/E Services | 9City of Avon | CIP15029 Design-Build Recreation Center Pool Deck Reconstruction and Improvements Project
Additional Team
Members
Education/
Registrations Bio Relevant Experience
AD Miller, Inc.
General Contractor
Eric Bakanowski
Senior Estimator
M.S., Operations
Management
and Project
Management
Eric works closely with ownership/
developer groups and representatives,
project managers, site superintendents
and subcontractors in the management
of scheduling, estimating, cost budgeting
and control, progress billings, contract
administration and performing numerous
tasks to assist the project flow and final
completion.
• The Beach Club at the Aurora
Highlands, Aurora, CO
• The Country Club at Woodmoor,
Monument, CO
• Limon Pool and Bath House,
Limon, CO
AD Miller, Inc.
General Contractor
Sean Leahey
General Superintendent
M.S. in
Operations
Management
and Project
Management
Sean has over 30 + years of expertise in
commercial construction. He is a hands on
construction and development professional
with experience in all facets of the industry.
• The Beach Club at the Aurora
Highlands, Aurora, CO
• The Country Club at Woodmoor,
Monument, CO
• Limon Pool and Bath House,
Limon, CO
AD Miller, Inc.
General Contractor
Tom Weaver
Asst. Superintendent
OSHA 30
Certification
Master
Carpenter, CPR
Tom is excellent at project oversight and
supervision of the total construction
effort to ensure projects are constructed
in accordance with design, budget and
schedule.
• The Beach Club at the Aurora
Highlands, Aurora, CO
• The Country Club at Woodmoor,
Monument, CO
• Limon Pool and Bath House,
Limon, CO
Counsilman-Hunsaker
Aquatics Consultant
Connor Riley
Project Manager
Colorado School
of Mines
B.S., Mechanical
Engineering
Connor will oversee the project from initial
interview and contract negotiation to
construction administration and everything
in between.
• Aurora Highlands Aerotropolis
Aquatic Center
Calibre Engineering
Structural / Civil
Ed Sabia, PE, LEED AP
Structural Division Manager
B.S., Civil
Engineering
MEng, Structural
Engineering
Ed has worked closely with OLC on dozens
of recreation and aquatic centers across
Colorado. A skilled project manager, Ed is
known for his creativity, teamwork, and
communication skills.
• Estes Valley Community Center,
Estes Park, CO
• Margaret Carpenter Recreation
Center, Thornton, CO
• Silverthorne Recreation Center,
Silverthorne, CO
The Ballard Gruop
Mechanical/Plumbing
Peter Failla, PE
Principal-in-Charge
Mechanical Engineering
B.S., Mechanical
Engineering
Peter Failla serves as Principal-In-Charge of
Mechanical Engineering, Project Manager
& Lead HVAC Engineer. He has 20 years of
engineering experience.
• George Meyers Pool, Arvada, CO
• Slope Side Hall, Frisco, CO
• Newtown Athletic Center,
Newtown, PA
• West River Community Center,
Dickinson, ND
The Ballard Gruop
Mechanical/Plumbing
Tim Harris, VP, LEED AP
Principal-in-Charge
Plumbing
B.S. in
Construction
Technology
Tim Harris serves as Principal In Charge of
Plumbing, Fire Protection and Medical Gas
Engineering. Tim has been with The Ballard
Group, Inc. since 1981 and has a total of 42
years of engineering experience.
• George Meyers Pool, Arvada, CO
• Slope Side Hall, Frisco, CO
• West River Community Center,
Dickinson, ND
AE Design Group
Electrical
Jeff Mullikin, PE, LEED AP
BD+C
Principal-in-Charge
B.S.,
Architectural
Engineering
Jeff has a great understanding of the
coordination required to provide an
effective electrical and lighting system
design that intertwines with all of the
complex systems that exist within a
building.
• George Meyers Pool, Arvada, CO
• Denver Indoor Pool, Denver, CO
• University of South Dakota Pool,
Vermillion, SD
• Silverthorne Recreation Center
Pool Upgrade, Silverthorne, CO
• Limon Municipal Pool, Limon, CO
AE Design Group
Electrical
Zach Clawson, PE
Project Manager
B.S.,
Architectural
Engineering
Zach brings a wealth of electrical expertise
to every project. His attention to detail
allows for his close coordination of multiple
disciplines and results in clear, detailed
drawing sets. In addition to interdisciplinary
coordination, he serves as a great technical
resource to his projects.
• Northglenn City Hall, Northglenn,
CO
• Westwood Recreation Center,
Denver, CO
• Arvada Meyers Pool Replacement,
Arvada, CO
• Denver Indoor Pool, Denver, CO
RFP-22- Meyer’s Pool Replacement A/E Services | 6City of Avon | CIP15029 Design-Build Recreation Center Pool Deck Reconstruction and Improvements Project
QUALIFICATIONS AND EXPERIENCE3
A.D. Miller Services Inc., is a boutique Commercial General Con-
tractor that specializes in providing CM/GC services to private
and public entities on select project types with construction costs
of up to $25MM. A.D. Miller performs a critical analysis of every
potential project to ensure the proper focus on the project and
provide the utmost quality with outstanding results.
A.D. Miller employs a targeted approach in reviewing potential
projects by choosing to specialize in the following areas as evi-
denced by our project mix listed:
Pool and Aquatic Facilities - New Construction & Refresh
• Last 5 years: 10 Projects with cumulative value $23M
Recreation / Amenity Centers - New Construction & Remodel
• Last 5 years: 2 Projects with cumulative value $13M
Parks / Event Structures – New Construction & Refresh
• Last 5 years: 4 Projects with cumulative value $4.5M
Government/Municipal – New Construction & Remodel
• Last 5 years: 12 Projects with cumulative value $33M
Education (Pre-K thru 12) – New Construction & Remodel
• Last 5 years: 24 Projects with cumulative value $38M
Medical Facilities – New Construction and Tenant Improvement
• Last 5 years: 10 Projects with cumulative value $5M
ADM+OLC RELEVANT PROJECTS
• Aurora Highland Aerotropolis Aquatic Center,
Aurora, CO (OLC, Doni Visani)
• Ken Caryl Ranch House Pool, Littleton, CO
(OLC, Doni Visani)
• Glennon Heights Pool, Lakewood, CO (OLC,
Doni Visani)
• Town of Limon Pool and Pool House, Limon,
CO (OLC, Dan Potter)
• Woodmoor Country Club Pool, Monument,
CO (OLC, Doni Visani)
• State of Colorado, Colorado School of Mines
Early Childhood Education Center, $ 6.9M
OLC Architecture, Interiors and Aquatics designs community spaces
for health and play, often centered around aquatics. It’s a passion
our founders dove into in 1961, and a space we’ve been playing in
ever since. Based out of Denver, we’ve engaged with 600+ clients
world-wide to create community spaces with competition pools,
and outdoor water parks with elements like slides, splash pads,
and lazy rivers to encourage play. We love to create and renovate
spaces that foster connection through aquatics, recreation, fitness,
and wellness because we care about the health of each community
we collaborate with in the design process.
Our design process is enriched by our collaborative spirit, creative
commitment and client-centered attitude. We partner clients’
business goals and strategic insights with our aesthetic vision, deep
experience, and problem solving skills to create superior outcomes
and a successful design project. Everyone at OLC is committed to
truly understanding each client’s unique needs and is dedicated
to adding value through design by delivering maximum impact for
each dollar invested. Value-conscious, client-centered, custom-
fitted design is a strategic investment for every owner. We apply
principles of smart design to honor that investment and to produce
measurable returns.
The secret to the design success experienced by our clients is
easily explained.
• Treat each new assignment as a fresh challenge.
• Listen to our client’s agenda.
• Respect their priorities.
• Focus on enrichment of the member experience.
• Stay abreast of thought leaders in the industry.
• Most of all, believe in the power of design to change lives for
the better.
We look forward to the opportunity to work with the Town of Avon
on the design/build of your new Recreation Center Pool Deck. We
currently have the availability and staffing to manage your project
well and guide it to a smooth completion.
Over 35
Years in Business
Colorado Pre-Construction and
Construction Service Provider
Pool Reconstruction and Improvements
Scope & Plan Exhibits
Scope & Plan Exhibits - Schematic Design
6,370 SF
DECK
2,940 SF
LAP POOL
2,070 SF
LEISURE POOL
1,890 SF
SLIDE& LAZY RIVER
POOL
150 SF
HOT TUB
NATAORIUM FOOTPRINT = 14,100 SF
3/64" = 1'-0"
Scale:
Date:
Drawn by:
Rev'd by:
Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
3/64" = 1'-0"
DHV
OLC
1.01
AVON RECREATION CENTER: Pool Renovation 2024.08.29
FLOOR PLAN - EXISTING
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
0 21'42'
Graphic Scale: 1 inch = 21 feet
FLOORING/PIPING
1. DEMO
A. REMOVE EXISTING CONCRETE DECK, DECK DRAINS, SANITARY PIPING.
B. REMOVE EXISTING COPING TO TOP OF POOL WALLS
C. REMOVE EXISTING LADDERS, RAILINGS, AND DECK MOUNTED ANCHORS
D. REMOVE EXISTING SHOWER PEDESTAL
2. NEW
A. UNDERLAYMENT PREP (NEED SOILS REPORT)
B. NEW SANITARY PIPING
C. NEW DECK DRAINS
D. NEW DECK (OPTONS: BROOM AND SANDSCAPE FINISH)
E. NEW PRE-CAST COPING
F. NEW ANCHORS LADDERS AND RAILINGS
G. BONDING TO NEW AND EXISTING METALS TO NEC 680 (DECK REBAR, ANCHOR,
EQUIPMENT)
H. REPAIR OR REPLACE EXISTING HOSE BIBBS OR PLACE ON NEW DECK
I. OPTIONS
J. DYE TEST FOR LEAK DETECTION
K. REPLACE EXISTING POOL PIPING WITH SCHEDULE 80 (NOT UNDER POOL
FLOOR)
L. NEW DECK SHOWERS (3) AND SANITARY DRAINS.
HVAC
1. DEMO
A. REMOVE UNDERGROUND HVAC DUCT AND ENCASEMENT
B. REMOVE COMPROMISED VERTICAL BRANCHES TO WAINSCOT
2. NEW
A. NEW UNDERGROUND DUCT AND REQUIRED BRANCHES
B. NEW SUPPLY GRILLES THROUGHOUT
C. ADD THREE (3) OH FANS
D. VERIFY EXISTING OVERHEAD HVAC CAPACITY
E. PROVIDE A BALANCE REPORT
CODE REQUIREMENTS
1. ADDRESS ALL NATATORIUM ADA ISSUES (SEE INDIVIDUAL OPTIONS)
A. DRAINAGE/SLOPES
B. ACCESS (POOLS, DECK, FEATURES)
2. UPDATE SIGNAGE/HARDWARE TO COMPLY WITH UPDATED EXITING PLAN
3. IDENTIFY ITEMS THAT DO NOT MEET OTHER BUILDING CODES
UNDERGROUND DUCT
3/64" = 1'-0"
NATAORIUM FOOTPRINT = 14,100 SF
Scale:
Date:
Drawn by:
Rev'd by:
Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
3/64" = 1'-0"
DHV
OLC
1.02
AVON RECREATION CENTER: Pool Renovation 2024.08.29
FLOOR PLAN - PROPOSED
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
UNDERGROUND DUCT
FLOORING/PIPING
1. DEMO
A. REMOVE EXISTING CONCRETE DECK, DECK DRAINS, SANITARY PIPING.
B. REMOVE EXISTING COPING TO TOP OF POOL WALLS
C. REMOVE EXISTING LADDERS, RAILINGS, AND DECK MOUNTED ANCHORS
D. REMOVE EXISTING SHOWER PEDESTAL
2. NEW
A. UNDERLAYMENT PREP (NEED SOILS REPORT)
B. NEW SANITARY PIPING
C. NEW DECK DRAINS
D. NEW DECK (OPTONS: BROOM AND SANDSCAPE FINISH)
E. NEW PRE-CAST COPING
F. NEW ANCHORS LADDERS AND RAILINGS
G. BONDING TO NEW AND EXISTING METALS TO NEC 680 (DECK REBAR, ANCHOR,
EQUIPMENT)
H. REPAIR OR REPLACE EXISTING HOSE BIBBS OR PLACE ON NEW DECK
I. OPTIONS
J. DYE TEST FOR LEAK DETECTION
K. REPLACE EXISTING POOL PIPING WITH SCHEDULE 80 (NOT UNDER POOL
FLOOR)
L. NEW DECK SHOWERS (3) AND SANITARY DRAINS.
HVAC
1. DEMO
A. REMOVE UNDERGROUND HVAC DUCT AND ENCASEMENT
B. REMOVE COMPROMISED VERTICAL BRANCHES TO WAINSCOT
2. NEW
A. NEW UNDERGROUND DUCT AND REQUIRED BRANCHES
B. NEW SUPPLY GRILLES THROUGHOUT
C. ADD THREE (3) OH FANS
D. VERIFY EXISTING OVERHEAD HVAC CAPACITY
E. PROVIDE A BALANCE REPORT
CODE REQUIREMENTS
1. ADDRESS ALL NATATORIUM ADA ISSUES (SEE INDIVIDUAL OPTIONS)
A. DRAINAGE/SLOPES
B. ACCESS (POOLS, DECK, FEATURES)
2. UPDATE SIGNAGE/HARDWARE TO COMPLY WITH UPDATED EXITING PLAN
3. IDENTIFY ITEMS THAT DO NOT MEET OTHER BUILDING CODES
DECK SHOWERS
Scale:
Date:
Drawn by:
Rev'd by:
Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
3/64" = 1'-0"
DHV
OLC
1.03
AVON RECREATION CENTER: Pool Renovation 2024.08.29
BASEMENT PLAN
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
POOL MECHANICAL ROOM (PMR) SCOPE
1. POOL SYSTEM CIRCULATION
A. NEW RECIRC AND FEATURE PUMPS (VFD FOR 7.5 HP PUMPS, OR INTEGRAL
VFD FOR SMALLER PUMPS).
B. REPLACE FLOW METERS, GAUGES. SIGNET 2551 MAGMETER ON RECIRC
SYSTEMS (NOT FEATURE PUMPS) AND 2.5" DIA. 316 STAINLESS STEEL
GAUGES ON ALL PUMPS.
C. NEW AUTOFILL FOR EACH POOL SYSTEM (DECK WELL W/ ELECTRONIC LEVEL
CONTROL (ELC-810)
2. POOL SYSTEMS SANITATION
A. NEW CHEMICAL CONTROLLERS FOR EACH POOL (BECSYS5)
B. ADD UV SANITATION (SECONDARY) TO EACH POOL SYSTEM. EVOQUA ETS
MEDIUM PRESSURE UV UNITS OR SIMILAR FOR ALL POOLS/SPAS. OPTION TO
ADD CLEARFLO (COST SAVINGS OVER LONG TERM) IF SAND FILTERS REMAIN.
C. CHEMICAL SEPARATION
D. REPLACE LIQUID MURATIC ACID WITH PULSAR ACIDPLUS.
3. POOL FILTRATION
A. OPTION REPLACE EXISTING SAND FILTERS WITH REGENERATIVE MEDIA
FILTER (EQUIPMENT AND PIPING MAYBE TOO TALL)
B. OPTION RECOMMENDED: REPLACE EXISTING SAND FILTERS WITH SIMILAR.
C. OPTION RECOMMENDED: REPLACE EXISTING MEDIA IN EXISTING SAND
FILTERS WITH TRITON
4. 5. POOL HEATERS
A. NO SCOPE IN BASE
5. HVAC
A. VERIFY VENTILATION SYSTEM IN MECHANICAL ROOM TO MITIGATE CURRENT
RUSTING, INCLUDING AIRFLOW, FRESH AIR INTAKE, GPM, ETC.
B. RECOMMENDATIONS FOR PROTECTION OF EXISTING RUSTED METALS.
C. VERIFY EXHAUST IN POOL CHEMICAL ROOMS. STORE CHEMICALS IN
APPROPRIATE ROOMS AND CONTAINERS.
6. ELECTRICAL
A. PMR MCC (VOLTAGE 480/3 PHASE). REPLACE WITH NEW PANEL WITH REMOTE
START AND STOP PANEL (LIFEGUARD ROOM). RECIRC PUMPS ARE
CONTROLLED AT VFD AND DO NOT REQUIRE MCC
B. ADD EMERGENCY STOPS FOR ALL POOLS IN APPROPRIATE LOCATIONS PER
ISPSC AND COLORADO
C. ADD NECESSARY ELECTRICAL FOR ITEMS DESCRIBED IN BASE AND OPTIONS
D. REPLACE CONDUIT IN PMR DUE TO RUST AND DENIGRATION.
3/64" = 1'-0"1 BASEMENT PLAN
3/64" = 1'-0"2 BASEMENT - Pool Equipment
HVAC MECHANICAL
NO WORK THIS AREA
HVAC MECHANICAL
NO WORK THIS AREA
STORAGE ROOM
CHLORINE STORAGE
KEEP DOOR CLOSED FOR HVAC
MCC AREA
3/64" = 1'-0"3 BASEMENT - Pool Equipment - Revised
REVISED FILTER LAYOUT
SEE REVISION
REPAIR (MAIN LINES), ONCE DECK IS
REMOVED, NEW EQUIPMENT AS NEEDED)
NEW DECK
150 SF
HOT TUB
EXISTING U/G HVAC DUCTVARIES180 SF
HOT TUB
REPLACE ENTIRE HOT TUB, INCLUDING
SHELL, PIPING, AND MECHANICAL
EQUIPMENT.
ADD ADA TRANSFER WALL BAR
NEW DECK
STAND UP JET THERAPY
JETS ALONG WALL SPACED 2'-0" O.C., TYP.
ADDITIONAL HOT TUB SEATING
NEW STAIR AND RAILINGS
HARTFORD LOOP
EXISTING U/G HVAC DUCTVARIESScale:
Date:
Drawn by:
Rev'd by:
Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.04
AVON RECREATION CENTER: Pool Renovation 2024.08.29
HOT TUB
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 HOT TUB OPTION A
1/8" = 1'-0"2 HOT TUB OPTION B
REWORK EXISTING ZERO-DEPTH
ENTRY TO 3' W X 9' L RAMP W/
LANDING TO EXISTING WALL
9" FROM DECK TO WL
NEW ADA LIFT
DEPTH OF WATER = 24"
ABANDON SLIDE AND PIPING
RAMP DN
LEISURE POOL
1. BEACH ENTRY (NON-ADA)
A. REPLACE EXISTING RAMP SURFACE.
B. REMOVE EXISTING DECK SURFACE. PREP TO 1:12 SLOPE ON
INSIDE.
C. NEW 2"X2" DALTILE OR SIMILAR.
D. ADD RAILING ON TWO SIDES TO ADA STANDARDS. USE 316L SS,
E. REQUIRED: ADD ADA LIFT, MOTION TREK 400 BY SPECTRUM IN
ADDITION TO REPAIR PER ABOVE.
2. REMOVE KIDDIE SLIDE AND CAP ALL PIPOING. REPLACE EXISTING
SPRAY FEATURES AT SHALLOW (1'-0" DEEP AREA) WITH NEW,
INCLUDING ENHANCED SPRAY FEATURES SUCH AS ASLIDE,
PLAYGROUND, INTERACTIVE TABLE OR SIMILAR FOR AGE
APPROPRIATE PLAY.
3. REPLACE OTHER VERTICAL SPRAYS
4. ADD EMERGENCY STOP TO POOL.
5. REPLACE WATERLINE TILE WITH 2"X2" DALTILE OR SIMILAR.
RAILING
1' DEPTH
2' DEPTH
REPLACE WATER FEATURES (4)
2'-6 DEPTH
Scale:
Date:
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Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.05
AVON RECREATION CENTER: Pool Renovation 2024.08.29
LEISURE POOL
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 LEISURE POOL
PROVIDE NEW PORTABLE PLANK TO
ACCESS ISLAND FOR MAINTAINENCE.
SPLASH & RIVER POOL
1. RAMP
A. REPAIR EXISTING RAMP SURFACE. (RAMP IS ALMOST BUT NOT
COMPLETETELY ADA COMPLIANT BECAUSE OF RADIUS. FOR FULL
COMPLIANCE ADD OPTION 2)
B. REMOVE EXISTING RAILINGS, DECK SURFACE. PREP TO 1:12
SLOPE ON INSIDE.
C. NEW 2"X2" DALTILE OR SIMILAR.
D. ADD RAILING ON TWO SIDES TO ADA STANDARDS. USE 316L SS,
E. RECOMMENDED OPTION: ADD ADA LIFT. MOTION TREK 400 BY
SPECTRUM IN ADDITION TO REPAIR PER ABOVE.
2. REMOVE EXISTING BRIDGE TO ISLAND
A. ADD WATER FEATURE AT EXISTING CONNECTION (VERIFY GPM,
NEW ANCHOR)
B. ADD REMOVABLE CUSTOM PLANK TO ACCESS ISLAND FOR
MAINTENANCE
3. ADD EMERGENCY STOP TO SLIDE AND POOL.
4. REPLACE WATERLINE TILE WITH 2"X2" DALTILE OR SIMILAR.
5. REPLACE VERTICAL SPRAYS
6. REPLACE EXISTING SPRAY FEATURES WITH NEW, INCLUDING
ENHANCED 1' DEEP ZONE FEATURES, (SLIDE, PLAYGROUND,
INTERACTIVE TABLE OR SIMILAR)
REPAIR RAMP (SEE NOTES)
REMOVE "BRIDGE"
ADD NEW SPRAY FEATURE AT
EXISTING WATER CONNECTION,
VERIFY PIPING AND PUMP
Scale:
Date:
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Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.06
AVON RECREATION CENTER: Pool Renovation 2024.08.29
SPLASH & RIVER POOL
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 SPLASH & SWIM CHANNEL POOL
OPTION A: ADD CONCRETE GUTTER.
1. DEMO
A. SAW CUT TO REQUIRED DEPTH, INCLUDING BOND BEAM
B. REMOVE ALL SKIMMERS, ABONDON LINE
C. REMOVE LADDERS AND DECK ANCHORS
D. DEMO BASKETBALL HOOP AND ANCHORS
2. NEW
A. DOWEL AND PREP CONCRETE
B. ADD 210 LF OF GUTTER (WITH INTEGRAL SURGE
CAPACITY)
C. DOWEL AND PREP CONCRETE
D. WATERPROOF GUTTER FROM POOL TO DECK
E. ADD INLETS AS NEEDED FOR FLOW RATES.
F. UPGRADE PIPING AND CONTROLS
G. VERIFY FILTRATION, SANITATION, CIRCULATION, HEATING
H. INSTALL NEW LADDERS AND DECK ANCHORS
I. ADD VOLLEYBALL ANCHORS+NET
J. ADD BASKETBALL HOOP AND ANCHORS
K. THREE (3) NEW STARTING BLOCKS TO MATCH EXISTING
L. NEW WATERLINE TILE WITH 2"X2" DALTILE OR SIMILAR.
2,940 SF
LAP POOL
31
'
-
0
"
NEW GUTTER
NEW STARTING BLOCKS (3)
EXISTING STARTING BLOCKS (2)
DIVING BOARD
Scale:
Date:
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Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.07
AVON RECREATION CENTER: Pool Renovation 2024.08.29
LAP POOL OPTION A
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 LAP POOL OPTION A
OPTION B: ADD CONCRETE GUTTERS AND ADD 6TH LANE.
1. DEMO -SAME AS OPTION A, PLUS:
A. EXCAVATE FOR NEW LANE. PIPING REROUTING (IF
SCHEDULE 40 TO REMAIN)
B. SAW CUT POOL SHELL AT LEFT EDGE
C. REMOVE DIVING BOARD.
D. REMOVE CLIMBING WALL
2. NEW -SAME AS OPTION A, PLUS:
A. COMPACT SOIL UNDER SHELL.
B. ADD 210 LF OF GUTTER (WITH INTEGRAL SURGE CAPACITY)
C. BRING DIVE POOL DEPTH TO 7’
D. ADD AQUA ZIP’N
E. ADD TWO (2), 2 PANEL X 4 PANEL HIGH CLIMBING WALL
F. ADD LANE DIVIDER FOR SIXTH LANE TO MATCH EXISTING
G. 4 NEW STARTING BLOCKS TO MATCH EXISTING
H. NEW WATERLINE TILE WITH 2"X2" DALTILE OR SIMILAR.
OPTION C: KEEP SKIMMERS AND ADD 6TH LANE
1. SAME AS OPTION B, BUT DON'T REPLACE SKIMMERS WITH
GUTTERS.
2. ADD SKIMMERS AS NEEDED.
3. REPLACE WATERLINE TILE WITH 2"X2" DALTILE OR SIMILAR.
AQUA ZIP'N
NEW CLIMBING
WALLS
NEW GUTTER
DEMO WALLS (RED DASH)
NEW WALLS (BLUE)
ADDITIONAL POOL AREA FOR 6TH LANE
NEW GUTTER
3,270 SF
LAP POOL
NEW LANE DIVIDER
NEW STARTING BLOCKS (4)
EXISTING STARTING BLOCKS (2)
NEW LADDERS (4)
FILL IN FLOOR TO 7' DEEP.
SLOPE BACK TO EXISTING
Scale:
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Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.08
AVON RECREATION CENTER: Pool Renovation 2024.08.29
LAP POOL OPTION B+C
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 LAP POOL OPTION B
OPTION D: ENTIRELY NEW POOL
1. SAME LAYOUT/ FEATURES AS OPTION B BUT AT COMPETITION
DEPTH/ LENGTH
2. REMOVE EXISTING SHELL, PIPING AND ACCESSORIES
3. ADD NEW POOL SHELL, DIAMOND-BRITE FINISH, TILE
MARKERS/WATERLINE
4. REPLACE ALL PIPING, NEW FILTRATION, SANITATION,
CIRCULATION. VERIFY HEATING
5. NEW LIGHTING, LADDERS, ACCESSORIES
CLIMBING WALL AQUA ZIP'N
NEW GUTTER
NEW STARTING BLOCKS (4)
EXISTING STARTING BLOCKS (2)
NEW GUTTER
NEW LADDERS (4)
3,270 SF
LAP POOL
Scale:
Date:
Drawn by:
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Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.09
AVON RECREATION CENTER: Pool Renovation 2024.08.29
LAP POOL OPTION D
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 LAP POOL OPTION D
EXTERIOR DECK EXPANSION
1. REMOVE SECTION OF EXISTING WALL AT PLAN
NORTH SHOWN IN BLUE (1)
2. OPTIONAL REMOVE SECTIONS SHOWN IN RED
(2)
3. AT OPENINGS, ADD OH DOOR
4. ADD OUTDOOR DECK
5. ADD 6' HIGH ALUMINUM PERIMETER FENCE
WITH EXIT GATE
6. REPLACE LANDSCAPE AND IRRIGATION TO
SIDEWALK.
OPTIONAL OPENINGS
NEW FENCE
REPLACE EXISTING FENCE AT EXISTING PATIO WITH NEW 6'
HIGH ALUM FENCE, EXCEPT AT PLAN EAST.
REPLACE EXISTING GATE WITH NEW WITH PANIC
HARDWARE AND SECURITY SCREENING
EXITING GATE TO REMAIN
EXIT GATE WITH PANIC HARDWARE
AND SECURITY SCREEN
EXITING SECTION OF FENCE TO REMAIN
EXTERIOR OPENING
EXISTING EDGE OF SIDEWALK
NEW OUTDOOR DECK
INFILL WITH LANDSCAPING
Scale:
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Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.10
AVON RECREATION CENTER: Pool Renovation 2024.08.29
OUTDOOR DECK EXPANSION
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 OUTDOOR DECK EXPANSION
OPTION A
1. ADDS 420 SF OF ENCLOSED SPACE AND DECK UNDER EXISTING ROOF.
2. REMOVE EXTERIOR WALL AND DECK
3. ADD FOUNDATIONS ON TWO SIDES
4. ADD ENCLOSING WALL TO MATCH ON PLAN WEST
5. NEW WALL AT DECK SIDE REUSING EXISTING DOORS
6. NEW DECK AND DECK DRAINS
7. ADD VENTILATION AND FAN
8. NEW CEILING WITH INSULATION ABOVE
9. RELOCATE EXIT SIGNS
10. REPLACE EXISTING FENCE WITH 6' HIGH NEW FENCE AND ACCESS GATE TO
PLAN NORTH
11. MAINTAIN EXIT PATH, REQUIRED WIDTHS AND ADD NEW EXIT GATE WITH
PANIC HDWR AND SECURITY SCREENING
350 SF
PATIO ENCLOSURE
ACCESS GATE
EXIT GATE
NEW FENCE
Scale:
Date:
Drawn by:
Rev'd by:
Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.11
AVON RECREATION CENTER: Pool Renovation 2024.08.29
PATIO ENCLOSURE OPTION A
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 PATIO ENCLOSURE OPTION A
350 SF
PATIO ENCLOSURE
620 SF
PARTY ROOM
OPTION B
1. ADDS 1,050 SF OF ENCLOSED SPACE AND DECK
2. SAME AS OPTION A BUT ADDS AREA TO LEFT (PLAN WEST)OF
CURRENT ROOFED PATIO.
3. SAME CONSTRUCTION AS ABOVE BUT ADDS NEW COLUMNS AND
ROOF.
Scale:
Date:
Drawn by:
Rev'd by:
Sheet #:
2000 LAWRENCE ST
DENVER, CO 80205
T: 303.294.9244
www.olcdesigns.com
Address:
Issued:
Status:
1/8" = 1'-0"
DHV
OLC
1.12
AVON RECREATION CENTER: Pool Renovation 2024.08.29
PATIO ENCLOSURE OPTION B
2024.08.29
Budgeting
90 Lake Street, Avon, CO 81620
1/8" = 1'-0"1 PATIO ENCLOSURE OPTION B
RFP-22- Meyer’s Pool Replacement A/E Services | 6City of Avon | CIP15029 Design-Build Recreation Center Pool Deck Reconstruction and Improvements Project
QUALIFICATIONS AND EXPERIENCE3
A.D. Miller Services Inc., is a boutique Commercial General Con-
tractor that specializes in providing CM/GC services to private
and public entities on select project types with construction costs
of up to $25MM. A.D. Miller performs a critical analysis of every
potential project to ensure the proper focus on the project and
provide the utmost quality with outstanding results.
A.D. Miller employs a targeted approach in reviewing potential
projects by choosing to specialize in the following areas as evi-
denced by our project mix listed:
Pool and Aquatic Facilities - New Construction & Refresh
• Last 5 years: 10 Projects with cumulative value $23M
Recreation / Amenity Centers - New Construction & Remodel
• Last 5 years: 2 Projects with cumulative value $13M
Parks / Event Structures – New Construction & Refresh
• Last 5 years: 4 Projects with cumulative value $4.5M
Government/Municipal – New Construction & Remodel
• Last 5 years: 12 Projects with cumulative value $33M
Education (Pre-K thru 12) – New Construction & Remodel
• Last 5 years: 24 Projects with cumulative value $38M
Medical Facilities – New Construction and Tenant Improvement
• Last 5 years: 10 Projects with cumulative value $5M
ADM+OLC RELEVANT PROJECTS
• Aurora Highland Aerotropolis Aquatic Center,
Aurora, CO (OLC, Doni Visani)
• Ken Caryl Ranch House Pool, Littleton, CO
(OLC, Doni Visani)
• Glennon Heights Pool, Lakewood, CO (OLC,
Doni Visani)
• Town of Limon Pool and Pool House, Limon,
CO (OLC, Dan Potter)
• Woodmoor Country Club Pool, Monument,
CO (OLC, Doni Visani)
• State of Colorado, Colorado School of Mines
Early Childhood Education Center, $ 6.9M
OLC Architecture, Interiors and Aquatics designs community spaces
for health and play, often centered around aquatics. It’s a passion
our founders dove into in 1961, and a space we’ve been playing in
ever since. Based out of Denver, we’ve engaged with 600+ clients
world-wide to create community spaces with competition pools,
and outdoor water parks with elements like slides, splash pads,
and lazy rivers to encourage play. We love to create and renovate
spaces that foster connection through aquatics, recreation, fitness,
and wellness because we care about the health of each community
we collaborate with in the design process.
Our design process is enriched by our collaborative spirit, creative
commitment and client-centered attitude. We partner clients’
business goals and strategic insights with our aesthetic vision, deep
experience, and problem solving skills to create superior outcomes
and a successful design project. Everyone at OLC is committed to
truly understanding each client’s unique needs and is dedicated
to adding value through design by delivering maximum impact for
each dollar invested. Value-conscious, client-centered, custom-
fitted design is a strategic investment for every owner. We apply
principles of smart design to honor that investment and to produce
measurable returns.
The secret to the design success experienced by our clients is
easily explained.
• Treat each new assignment as a fresh challenge.
• Listen to our client’s agenda.
• Respect their priorities.
• Focus on enrichment of the member experience.
• Stay abreast of thought leaders in the industry.
• Most of all, believe in the power of design to change lives for
the better.
We look forward to the opportunity to work with the Town of Avon
on the design/build of your new Recreation Center Pool Deck. We
currently have the availability and staffing to manage your project
well and guide it to a smooth completion.
Over 35
Years in Business
Colorado Pre-Construction and
Construction Service Provider
Avon Recreation Center Pool Reconstruction
and Improvements
- Base Scope Budget Cost Estimates
- Optional Scope Budget Cost Estimates
Summary Budget Cost Estimate
BASE SCOPE ITEMS
DESCRIPTION OF BASE SCOPE ITEMS NOTES AND CLARIFICATIONS
LOW HIGH ARCH AQUA STRC MECH PLBG ELEC
1. REPLACEMENT OF DECK, DRAINS AND COPING 1,163,609.10$ 1,315,384.20$ R Review/Secondary role (May require design in next phase)
1a. Add for Dye Tests and Upgrade/ Replace all pool piping with Schedule 80 539,159.10$ 609,484.20$ D Direction (Will require design in next phase)
1. DEMO
a. Remove existing concrete deck, deck drains, sanitary piping.123,337.50$ 139,425.00$ D
b. Remove existing coping to top of pool walls 25,012.50$ 28,275.00$ D Not required at lap pool if it receives a SS gutter.
c. Remove existing ladders, railings, and deck mounted anchors 6,779.25$ 7,663.50$ D This is recommended if pool deck is replaced.
SUBTOTAL $ 155,129.25 $ 175,363.50
2. NEW
a. Underlayment prep (need soils report)44,792.50$ 50,635.00$ D R
b. New Sanitary Piping Connection 43,700.00$ 49,400.00$ D
c. New Deck Drains (Integral Sloping)287,500.00$ 325,000.00$ D
d. New Deck Broom Finish 209,643.85$ 236,988.70$ D Standard gray concrete with broom finish. Most economical approach
d2. Sandscape Finish Add (Recommended)40,250.00$ 45,500.00$ Recommend for highest slip resistance at pool deck and aesthetic
d3. Add integral color to mix; for either sandscape or broom 17,250.00$ 19,500.00$ Add color to improve and enhance look / define areas
e. New pre-cast coping 92,701.50$ 104,793.00$ D New coping can be either a CIP coping stone or a pre-cast stone.
f. New anchors ladders and railings 53,112.75$ 60,040.50$ D New anchors and ladders should be provided if the pool deck is being replaced.
g. Install 5 new pool showers / relocate deck shower 39,675.00$ 44,850.00$ D
h. Bonding to new and existing metals to NEC 680 (deck rebar, anchor, equipment)24,725.00$ 27,950.00$ D All metals, new/existing anchors, and equipment must be bonded per NEC 680.
SUBTOTAL $ 853,350.60 $ 964,657.20
3. OPTIONAL
a. Dye Test for leak detection 11,362.00$ 12,844.00$ R
b. Replace existing pool piping with Schedule 80 (not under pool floor)527,797.10$ 596,640.20$ R If the pool decking is being removed, ADM / OLC recommends replacing all
backfilled SCH 40 pool piping with SCH 80. SCH 80 piping should be backfilled per
SUBTOTAL $ 539,159.10 $ 609,484.20
2. HVAC
2a. Natatorium Duct Replacement & Overhead Fans 432,342.50$ 498,335.00$
2b. Pool Mechanical Room Ventilation 70,725.00$ 79,950.00$
2c. Option Add - Fix Heat Bypass Serving Natatorium for Energy Efficiency 34,500.00$ 135,000.00$
2a. Natatorium Duct Replacement
1. DEMO
a. Remove underground HVAC duct and encasement 21,217.50$ 23,985.00$ D
b. Remove compromised vertical branches to wainscot 20,125.00$ 22,750.00$ D
2. NEW
a. NEW underground duct and required branches 327,750.00$ 370,500.00$ R D
b. New supply grilles - Option 17,250.00$ 19,500.00$ R D
c. Add OH fans (determine if 1,2 or 3)23,000.00$ 35,600.00$ R D D
3. Verify Existing OH HVAC 5,750.00$ 6,500.00$ D
4. Balance Report 17,250.00$ 19,500.00$ D
SUBTOTAL $ 432,342.50 $ 498,335.00
2b. Pool Mechanical Room Ventilation
5. POOL MECHANICAL ROOM
a. Verify and add ventilation system in mechanical room to mitigate current rusting,
including airflow, fresh air intake, GPM, etc.51,750.00$ 58,500.00$ D D Dependent upon pool volume changes and potential pump HP variations.
b. Recommendations for protection of existing rusted metals. TBD TBD R D Required per ISPSC and Colorado Pool Code. Conduit routings can easily be
provided if deck is replaced. c. Verify and add exhaust in Pool Chemical Room 18,975.00$ 21,450.00$ Major Safety and Operation Issue
SUBTOTAL $ 70,725.00 $ 79,950.00
BUDGET RANGE DESIGN & ENGINEERING SCOPE
Town of Avon - Recreation Center Pool Improvements
SUMMARY BUDGET COST ESTIMATES - BASE SCOPE ITEMS
8/30/2024
Page 1 of 5
BASE SCOPE ITEMS
DESCRIPTION OF BASE SCOPE ITEMS NOTES AND CLARIFICATIONS
LOW HIGH ARCH AQUA STRC MECH PLBG ELEC
BUDGET RANGE DESIGN & ENGINEERING SCOPE
2c. Option Add - Fix Heat Bypass Serving Natatorium for Energy Efficiency
6. Fix Heat Bypass in Pool Mechanical Area Serving Natatorium, etc. 34,500.00$ 135,000.00$ R D Range of Cost - Pending Depth of Issues and Needed Repairs. Allowance range held.
3. ELECTRICAL 878,255.00$ 992,810.00$
1. Pool Mechanical MCC (Voltage 480/3 Phase to 240/3 Phase?). Replace with new panel with remote
start and stop panel (lifeguard room). Recirc pumps are controlled at VFD and do not require MCC 756,930.00$ 855,660.00$
R D D Suggest review scope and approach with client and Electrical EOR to work through
most cost effective approach to size/ configuration of new MCC, etc. Includes
upgrades of conduits and feeders due to rust and degradation that will not pass
inspection.
2. Add Emergency Stops for all pools in appropriate locations per ISPSC and Colorado 21,275.00$ 24,050.00$ R D
3. Add necessary electrical for items described in base scope of work 44,275.00$ 50,050.00$ R D Pending final scope and impacted electrical items. Range provided as anticipated.
4. Replace conduit in PMR due to rust and denigration.55,775.00$ 63,050.00$ R D D
4. POOL MECHANICAL ROOM (PMR)
1. Pool System Circulation
a. New recirc and feature pumps (VFD for 7.5 HP pumps, or integral VFD for smaller pumps).132,467.35$ 149,745.70$ D R Significant energy savings. If existing motors are re-used, Class F Insulation is
required. b. Replace flow meters, gauges. Signet 2551 MagMeter on recirc systems (not feature pumps) and
2.5" dia. 316 Stainless Steel gauges on all pumps. 29,882.75$ 33,780.50$ D R Signet 2551 MagMeter on recirc systems and 2.5" 316SS gauges on all pumps.
c. New autofill for each pool system (deck well w/ Electronic Level Control (ELC-810)45,821.75$ 51,798.50$ D R New static waterlines for these systems can only be installed if the deck is removed.
SUBTOTAL 208,171.85$ 235,324.70$
2. Pool Systems Sanitation
a. New chemical controllers for each pool (BECSys5)27,761.00$ 31,382.00$ D Recommend minimum BECSys5 for communication with new VFDs.
b. Add UV Sanitation (secondary) to each pool system. Evoqua ETS medium pressure UV units or
similar for all pools/spas. Option to add ClearFlo (cost savings over long term) if sand filters remain. 79,934.20$ 90,360.40$ D Recommend Evoqua ETS medium pressure UV units or similar for all pools/spas.
b2. Clearflow option 58,576.40$ 66,216.80$
c. Chemical Separation D Two separate rooms are existing and can be re-used. Ventilation needs to be
upgraded. Signage and cleanup.a. Replace liquid Muriatic Acid with Pulsar AcidPlus.13,742.50$ 15,535.00$ D
SUBTOTAL 180,014.10$ 203,494.20$
3. Pool Filtration
a. OPTION Replace existing sand filters with regenerative media filter (equipment and piping maybe
too tall)490,599.20$ 554,590.40$ D Confirm field dimensions - equipment and piping maybe too tall for space
b. OPTION Recommended: Replace existing sand filters with similar.137,137.50$ 155,025.00$ D
c. OPTION Recommended: Replace existing media in existing sand filters with Triton 51,566.00$ 58,292.00$ D
SUBTOTAL 679,302.70$ 767,907.40$
4. Pool Heaters N/A N/A
a. Not in scope Current boilers are functional and with maintenance will continue to operate. Older
systems which are much less efficient than new boilers if desired.
5. CODE 46,000.00$ 52,000.00$
1. Address all Natatorium ADA issues (see individual OPTIONS below)D R ADA lifts required at all pools. Options below
a. Drainage/Slopes With Pool Deck Replacement With Pool Deck Replacement 2% per CO Pool Code and ADA.
b. Access (pools, deck, features) TBD TBD Existing pool ramps cannot be made ADA compliant due to curves and cross slopes.
2. Exiting Plan implications (if any)17,250.00$ 19,500.00$ D Allowance allocation
3. Identify items that do not meet other building codes 28,750.00$ 32,500.00$ D Allowance allocation
Page 2 of 5
OPTIONAL SCOPE ITEMS
DESCRIPTION OF OPTIONS SCOPE ITEMS NOTES AND CLARIFICATIONS
LOW HIGH ARCH AQUA STRC MECH PLBG ELEC
1. HOT TUB R Review/Secondary role (May require design in next phase)
D Direction (Will require design in next phase)
A. OPTION: Repair 250,000.00$ 375,000.00$ R D Range for repairs. Cost would be reduced greatly if piping (Schedule 80)
replacement was performed.
1. Investigate once deck is removed. Give range to repair. Assumes best case scenario.
2. Repair shell piping and connections If the pool decking is being removed, ADM recommends replacing all backfilled SCH
40 pool piping with SCH 80. SCH 80 piping should be backfilled per Geotechnical 3. New equipment in PMR as needed Match other pool systems in PMR for operator ease.
B. OPTION: Replace Entirely (158 SF Spa)537,625.00$ 607,750.00$ R D ADM / OLC recommends this option given the potential cost of repairs.
1. Remove entirely
2. Replace with similar layout, features, finishes
3. New equipment in PMR Match other pool systems in PMR for operator ease.
4. Add emergency stop Required per ISPSC and Colorado Pool Code. Conduit routings can easily be
provided if deck is replaced.
2. SPLASH AND SWIM CHANNEL POOL
1. Repair existing ramp surface - Not in Compliance 90,401.50$ 102,193.00$ D R Ramp is almost but not completely ADA compliant because of radius. For full
compliance add OPTION 2a. Remove existing railings, deck surface. Prep to 1:12 slope on inside.Existing pool ramps cannot be made ADA compliant due to curves and cross slopes.
b. New 2"x2" Dal-Tile or similar.Recommend 2"x2" Dal-Tile or similar.
c. Add railing on two sides to ADA standards. Use 316L SS Recommend new 316L SS railing, but it will not be ADA compliant.
2. OPTION: Recommended: Add ADA lift. Motion Trek 400 by Spectrum Motion Trek BP300 is portable*22,568.75$ 25,512.50$ R D Motion Trek 400 by Spectrum or similar.
3. Bridge to Island D R
a. Remove existing bridge 8,970.00$ 10,140.00$
b. Add water feature at existing connection (verify gpm, new anchor)40,250.00$ 45,500.00$ D GPM will need to be verified with new plans. New anchor will be required in
conjunction with deck replacement.c. Add removable custom plank to access island for maintenance 9,200.00$ 10,400.00$ Defer to Arch and Operations Staff
4. Add emergency stop to slide and pool 18,975.00$ 21,450.00$ R D Required per ISPSC and Colorado Pool Code. Conduit routings can easily be
provided if deck is replaced.
3. LEISURE POOL
1. Add ADA lift. Motion Trek 400 by Spectrum (See above)22,568.75$ 25,512.50$ R D Spec/ Recommendation - Motion Trek 400 by Spectrum or similar.
2. Zero depth ramp and tile replacement per drawings 112,534.40$ 127,212.80$ D R May not be possible with area provided. 1:12 pool slope required per code. 9" Deck-
to-water already requires 9ft. 3. Remove Kiddie Slide and abandon (see explanation)7,360.00$ 8,320.00$ R D Assumes reuse of water connection from slide to new play feature. Water depth is
not in conformance for slide.
4. Replace Basketball Hoop and anchors with new. Add Volleyball anchors+net 15,542.25$ 17,569.50$ R D New anchors and bball/vball features should be provided if the pool deck is being
replaced. 5. Replace existing spray features with new, including enhanced 1' deep (slide, playground, interactive
table or similar)
51,750.00$ 58,500.00$ R D Pressures and flow rates and existing pipe sizes would need to be evaluated to
determine feature availability.
Town of Avon - Recreation Center Pool Improvements
SUMMARY BUDGET COST ESTIMATES - OPTIONS SCOPE ITEMS
8/30/2024
BUDGET RANGE DESIGN & ENGINEERING SCOPE
Page 3 of 5
OPTIONAL SCOPE ITEMS
DESCRIPTION OF OPTIONS SCOPE ITEMS NOTES AND CLARIFICATIONS
LOW HIGH ARCH AQUA STRC MECH PLBG ELEC
BUDGET RANGE DESIGN & ENGINEERING SCOPE
4. LAP POOL
A. OPTION: Add Concrete Gutter 842,789.00$ 952,718.00$ R D R R LAP POOL
1. DEMO 98,440.00$ 111,280.00$
a. Saw cut to required depth, including bond beam
b. Remove all skimmers, abandon lines
6. Remove ladders and deck anchors e. SS gutter with integral surge capacity, OR a surge tank will be required to be
built. Dropouts from SS gutter routed to surge tank.2. NEW 709,849.00$ 802,438.00$
a. Dowel and prep concrete
b. Add 210 LF of Gutter (with integral surge capacity)
c. Dowel and prep concrete
d. Waterproof gutter from pool to deck b. Create a concrete structural “shelf” for stainless steel gutter to be installed
within.e. Add inlets as needed for flow rates.a. Saw cut and remove existing pool bond beam, pool coping, and skimmer
f. Upgrade piping and controls c. Install stainless steel gutter and grating around entire perimeter.
g. Verify filtration, sanitation, circulation, heating d. Core/cap/abandon all wall inlets, replace with pressure tube at stainless steel
gutterh. install new ladders and deck anchors e. SS gutter with integral surge capacity, OR a surge tank will be required to be
built. Dropouts from SS gutter routed to surge tank.
B. OPTION: Add Concrete gutters and add 6th lane.1,714,387.80$ 1,938,003.60$ R D R R f. Abandon existing skimmer lines
1. DEMO - same as above, PLUS:55,447.25$ 62,679.50$
a. Excavate for new lane. Piping rerouting (if schedule 40 to remain)
b. Saw cut pool shell at left edge
c. Remove diving board.B. Add 6 th lane to existing pool, modify depths, add peninsula wall options
2. NEW - same as above, PLUS:850,651.55$ 961,606.10$
a. Compact soil under shell.
b. Add 250 LF of Gutter (with integral surge capacity)g. Re-use main drain lines; pass through surge tank with a float valve
3. Bring Dive Pool depth to 7’.a. While pool structure additions can potentially be done, ADM/ OLC does notes
some risks with this approach. 4. Add Aqua Zip’n b. Filling in for shallower water depth can be done successfully if desired.
5. Add 2 panel x 4 panel High Climbing Wall c. Need footings in the pool deck for Aqua Zipn and Climbing Wall anchors.
6. Add Lane Divider for sixth lane to match existing d. Peninsula wall can be added if desired. However C-H does not recommend due
to pool water circulation and blind spot creation.
7. 4 new starting blocks to match existing C. Replace entire pool to 6-lanes wide option
9. Rebuild steps to pool b. A small bump out for deep water activities can be made at the side of the pool.
Alternatively, climbing walls can be installed at the side walls of the pool at the deep
C. OPTION: Keep existing skimmers and add 6 th lane.589,110.50$ 665,951.00$ R D R R f. Abandon existing skimmer lines
Same as above, but don't replace skimmers with gutters
D. OPTION: Entirely New Pool 2,475,087.50$ 2,797,925.00$ R D R R
1. Same layout/ features as OPTION B but at competition depth/ length
2. Remove existing shell, piping and accessories
3. Add new pool shell, diamond-brite finish, tile markers/waterline
4. Replace all piping, new filtration, sanitation, circulation. Verify heating
5. New lighting, ladders, accessories
Page 4 of 5
OPTIONAL SCOPE ITEMS
DESCRIPTION OF OPTIONS SCOPE ITEMS NOTES AND CLARIFICATIONS
LOW HIGH ARCH AQUA STRC MECH PLBG ELEC
BUDGET RANGE DESIGN & ENGINEERING SCOPE
5. WATERLINE TILE
A. Remove and Replace 188,640.25$ 213,245.50$ D Recommend Dal-Tile 2"x2" tile or similar for all pool/spa perimeters (except for Lap
Pool if SS gutter is installed)1. Assume complete replacement with 2" x 2" tile
a. At Splash and Swim Channel Pool 60,725.75$ 68,646.50$
b. At Leisure Pool 55,717.50$ 62,985.00$
c. At Lap Pool OPTION C, remove and replace. All other Options are new.72,197.00$ 81,614.00$ Not required if SS gutter is installed. Waterline tile goes away.
6. EXTERIOR DECK EXPANSION 261,970.00$ 296,140.00$
1. Remove section(s) of existing wall at Lap Pool end D R
2. Add OH door, sliding doors, man door?D D R
3. Add outdoor deck and fence D
7. PATIO ENCLOSURE
A. OPTION-Fence Only 32,200.00$ 36,400.00$
1. Existing fence is not code compliant height. Replace with 6' high fence.D
2. Existing gate is not an exit. Replace with one with panic hdwr, security screen and path to public way.D
B. OPTION 394,220.00$ 450,640.00$
1. Adds 350 SF of enclosed space and deck under existing roof.
2. Remove exterior wall and deck D D
3. Add foundations on two sides D D
4. Enclose left side D D
5. New wall at deck side reusing existing doors D D
6. New deck and deck drains D D D
7. Add ventilation and fan D D D D
8. New ceiling with insulation above D D
9. Relocate exit signs D D D
10. Maintain exit path, required widths and add new exit gate with hdwr.D D
C. OPTION 791,200.00$ 894,400.00$
1. Adds 620 SF of enclosed space and deck
2. Same as above but adds area to left of current roofed patio.D D D D D
3. Same construction as above but adds new columns and roof.D D
Page 5 of 5
970-748-4083 clin@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Charlotte Lin, Sustainability Manager
RE: Net Zero Analysis Presentation
DATE: February 25, 2025
SUMMARY: This report presents the findings and recommendations from three key net zero analyses
conducted in 2024: the Town's Wedge Analysis, Eagle County's Net Zero Modeling, and the Colorado
Priority Climate Action Plan (PCAP) Comparison Analysis. Together, these analyses outline a
comprehensive strategy to achieve a 90% reduction in greenhouse gas (GHG) emissions by 2050.
The report emphasizes the importance of continued climate action while addressing rapid population
growth in Avon. It also underscores the significance of public awareness campaigns, behavioral change
education programs and climate adaptation in achieving our Net Zero goals.
Council members are encouraged to engage in discussions and ask questions to further refine and support
the implementation of these strategies.
BACKGROUND: Net Zero is defined by the Intergovernmental Panel for Climate Change (IPCC) as:
“When anthropogenic CO2 emissions are balanced globally by anthropogenic CO2 removals over a
specified period.” Simply put, at the global level, we need to balance the amount of emissions we put into
the atmosphere with the amount we take out. To this goal, several net zero analyses have been conducted
at the Town of Avon, Eagle County, and the State of Colorado level.
Town Level: The Town finished its first GHG Inventory report in 2023, which was published and presented
to Council in January 2024. Over 2024, the Town used the GHG inventory to continue a Wedge Analysis,
resulting in 11 top strategies that would lead us to reduce 90% of GHG emissions by 2050 (ATTACHMENT
A).
County Level: During 2024, Avon also worked with the Town of Vail, Eagle County and the Climate Action
Collaborative on a Net Zero Modeling work for the County (Slides as ATTACHMENT B).
State Level: In March 2024, the Colorado Energy Office (CEO) released a Priority Climate Action Plan
(“PCAP”) as part of the EPA Climate Pollution Reduction Grants (CPRG) application. EPA awarded CEO a
$129 million implementation grant in July 2024 to support implementation of the following emissions
reduction measures:
•Methane Emissions Monitoring and Reduction
•Large Building Decarbonization
•Local Government Climate Action Accelerator
Avon may receive potential funding through the Local Government Climate Action Accelerator based on the
strategies outlined in the PCAP. This report includes an evaluation of Avon’s status against the PCAP
(PCAP-Avon Comparison Analysis) to see where we stand and to inform future directions
(ATTACHMENT C).
Outside of net zero analyses, Eagle County recently released its annual Energy Inventory and associated
GHG levels of 2023 (Attachment D). A key finding from that report shows that the County’s whole GHG
level is leveling out, maintaining the same level as the previous year. This is a very encouraging sign that
we have reached the point where emissions will start to decrease if we continue the work.
Page 2 of 4
ANALYSIS: The three analyses combined – Wedge Analysis, Eagle County Net Zero Modeling, and the
PCAP-Avon Comparison Analysis – create a robust set of Net Zero strategies that will direct Avon on our
continued climate action efforts. Continuing to work on Avon’s climate action based on the direction of
these strategies is crucial. Overall, this whole set of analyses will be referred to as the Net Zero Analysis.
The strategies outlined in the Net Zero Analysis are meant to be high-level, with the Colorado PCAP giving
more detailed guidance on how to realize and implement the strategies.
Town Level:
Wedge Analysis
County Level:
Eagle County Net
Zero Modeling
State Level:
Colorado Priority Climate Action Plan
Commercial
Electrification: 75% by
2050 - Natural Gas
Expanding the
ReEnergize Program
Shifting travel to active transportation and transit (biking and
walking; buses and trains)
Electrify Vehicles
(Gasoline): 91% ZEV
by 2050
Adopting and
implementing the
Regional Net Zero
Roadmap
Zero emission and energy efficient vehicle adoption (through
reducing vehicle registration fees, EV ready codes, EV
charging permitting)
Residential
Electrification: 75% by
2050 - Natural Gas
Existing building
electrification
Expanding high quality bicycle and pedestrian infrastructure
VMT Reduction
(Gasoline): 40% by
2050
Electrification of private
vehicles
Increased miles of new bicycle or pedestrian infrastructure
planned or funded
Reduce Waste: 90%
by 2050
Electrification of public
fleets
Adopted roadway design standards with active transportation
requirements
Electrify Vehicles
(Diesel): 80% ZEV by
2050
Cumulative 2020 CAP
waste strategies
Complete streets policies
ECO Transit: Electrify
Transit Bus by 2030 -
Diesel
Dedicated local revenue for active transportation
Retrofitting Existing
Commercial Buildings:
100% by 2050 -
Natural Gas
Miles of routes with new transit priority infrastructure planned
or funded (transit priority signals, queue jumps)
Retrofitting Existing
Residential Buildings:
100% by 2050 -
Natural Gas
Establish transit priority plan with Bus Rapid Transit (BRT) -
high quality bus stops, elevated platforms, off-board fare
collection
VMT Reduction
(Diesel): 10% by 2050 Local transportation demand management (TDM) policy
adoption - employer parking cash out policy & employer
provided transit passes
Avon Mobility: Electrify
Transit Bus by 2030 -
Gasoline
Changes in single-occupancy vehicle trips & vehicle miles
travelled
Decrease in parking spaces added to new developments &
changes to parking space utilization (overlap with Land Use
policies)
Page 3 of 4
Transit ridership & transit pass utilization
Reduce barriers to use transit, biking or walking
E-bike program
Carpooling incentives
Reduce-Driving Education Programs
Employee teleworking and flexible work schedule policies
Increased percentages of new and used vehicle registrations
that are EV or low-emission
Registration of vehicles by fuel economy
Adopt different vehicle fees based on vehicle size or
efficiency
Adopt state minimum building energy codes, including solar
and EV ready codes
Adopt building performance standards that exceed state
requirements
Adopt specific types of building energy code measures
Number of incentives awarded for energy efficiency, building
electrification, on-site renewable energy, the amount of
incentives awarded in total, and estimated energy and
emission reduction from these projects
Land use code updates that allow additional ADU and middle
housing development
Provide ADU and middle housing incentives & the value
awarded
Implement land use code updates that allow additional
multifamily and mixed use development incentives & the
value awarded
Implement policies that discourage greenfield development &
the area of land where policies are put into place
Implement a local parking reduction ordinance
Reduce spaces added to new developments & changes to
parking space utilization
Collect on-street parking fees
Make EV charging permitting process predictable,
transparent, and objective
Reduce average permitting time for EV charging projects
Increase percentage of EV charging permit applications that
are approved
Update land use codes to provide more predictable,
transparent, and objective permitting processes for
renewable energy projects
Decrease average permitting times for renewable energy
projects
Increase percentage of approved renewable energy project
permit applications
Require residential and commercial buildings to offer
recycling and composting services
Operate a single hauler policy or contract
Page 4 of 4
Require diversion of construction and demolition waste
Implement a pay-as-you-throw policy
Fund or purchase ZEV refuse trucks and report numbers
Adopt policies or set goals for ZEV refuse truck adoption
For each strategy, specific Avon programs are either already in progress or will be developed accordingly.
Moving forward, staff plans to continue strengthening our various climate programs, apply to necessary
grants to support them, and finalize a Climate Action Investment Matrix (2025 Official Goal #12) based
on this Net Zero Analysis.
Altogether, these strategies roughly estimate an average of 90% reduction by 2050 from the 2014
baseline. Achieving a 90% reduction in GHG emissions is a significant milestone and should not be
overlooked. The 90% estimate is realistic and responsible due to technological feasibility, economic factors,
incremental progress and sectoral challenges present as of 2025. As we progress, solutions to achieve
“100% reduction” include carbon capture, utilization, and storage (CCUS) technologies, synthetic fuels,
advanced renewable energy, behavioral change, policy and regulation, and nature-based solutions.
It is also vital to account for the rapid population growth in Avon and Eagle County as we plan for the
detailed implementation of these strategies. Key strategies and solutions to address this concern include
compact and dense development, mix-used zoning, public transit expansion, active transportation, vehicle
electrification, stringent building energy codes, renewable energy projects, composting, diverting
construction and demolition waste, and incentives for sustainability initiatives – all of which are included in
this Net Zero Analysis.
Finally, it is also important to note the importance of non-GHG-reducing strategies such as public
awareness campaigns, culture/behavioral change education programs, and critical climate adaptation
actions such as wildfire mitigation, as a part of a holistic effort towards Net Zero.
Thank you, Charlotte
ATTACHMENT A: Avon Wedge Analysis 2024
ATTACHMENT B: Eagle County Net Zero Modeling 2024
ATTACHMENT C: Colorado Priority Climate Action & Avon Comparison Analysis 2024
ATTACHMENT D: 2023 Eagle County Energy Inventory
ATTACHMENT A
Table of Contents
ICLEI – Local Governments for Sustainability USA
This template was updated by ICLEI USA in 2023.
0 2Avon, Colorado 2024 Reduction Strategy Analysis
Introduction
Emissions Forecast
90% Reduction by 2050
Tables
Table 1: Overview of Avon community-wide GHG emissions from 2014 baseline, 2022
inventory and projected GHG emissions for 2030, and 2050 (MT CO2e)
Table 2: Reduction strategies with the corresponding net reduction (MT CO2e) and level of
impact.
Figures
Building Electrification vs. Efficiency
Figure 1: Reduction scenarios forecasted together
03
03
05
05
06
04
07
08
07
10
09
Strategy Overview05
VMT Reduction vs. EV Adoption
90% Reduction by 2050 - Continued
Additional Efforts
Conclusion
0 3
Introduction
This report presents forecasted business-as-usual community operations greenhouse gas (GHG)
emissions for Avon, Colorado, and presents a reduction scenario for community emissions that will
achieve Avon‘s goals of 50% reduction from its 2014 baseline emissions and 90% reduction by 2050.
Emissions were forecasted from Avon’s 2022 GHG Inventory. This report was developed by ICLEI-
Local Governments for Sustainability (ICLEI). ICLEI is the first and largest global network of local
governments devoted to solving the world’s most intractable sustainability challenges. Our
standards, tools, and programs credibly, transparently, and robustly reduce GHG emissions, improve
lives and livelihoods, and protect natural resources in the communities we serve.
Emissions Forecast
Avon's community-wide emissions were projected using the following variables:
Avon Projected Population Growth
The population growth projections for Avon were sourced from Colorado’s State Demography Office
[1]. The Town population is estimated at 5,921 in 2022, and expected to grow to 7,019 in 2030 and
10,742 in 2050. The projections indicate an annual growth rate of 2.15% from 2020 to 2050.
Holy Cross Energy Reduction Plan
The projection for change in electricity emissions factor is based on Holy Cross Energy Lab’s 100x30
plan. Holy Cross’s goals is “to increase the renewable electricity we provide to our members all the
way to 100% by 2030.”
On-Road Transportation Fuel Efficiency Standards (CAFE Standards) [2]
Fuel efficiency standards are used to project the reduction of emissions intensity for each mile
driven by gasoline on-road vehicles. Fuel efficiency standards decrease emissions due to federally
mandated improvements in vehicle fuel economy. ICLEI developed variables from fuel efficiency
projections provided by the Center for Climate and Energy Solutions (C2ES) [3].
Avon’s 2022 emissions were estimated at 118,093 Metric Tons Carbon Dioxide Equivalent (MT
CO2e). Based on the above growth rates and emissions intensity factors, 2030 emissions are
projected to be 89,900 MT CO2e. Table 1 displays 2022 and projected 2030 emissions.
[1] Colorado State Demography Population Projections. Data provided by the State Demography Office to the Town of Avon in 2023.
[2]Holy Cross Energy 100x30: https://www.holycross.com/100x30/
[3] Default Fuel Efficiency Standards: https://docs.google.com/document/d/1WwVVIpNBxY8vkbN1zVqv5J2JOtYld4CV/edit?
usp=sharing&ouid=114957718777074117870&rtpof=true&sd=true
[4] Center for Climate and Energy Solutions: https://www.c2es.org/content/regulating-transportation-sector-carbon-emissions/
Avon, Colorado 2024 Reduction Strategy Analysis
0 4
Sector 2014 Baseline
(MT CO2e)
2022 Update
(MT CO2e)
2030 Business-
as-Usual
Forecast
(MT CO2e)
2050 Business-
as-Usual
Forecast
(MT CO2e)
Residential Energy 28,350 24,767 13,846 21,189
Commercial Energy 45,308 34,128 15,531 23,767
Transportation &
Mobile Sources 52,681 48,132 49,728 54,242
Solid Waste 9,210 8,522 10,104 15,462
Water & Wastewater 1,688 1,734 2,056 3,146
Process & Fugitive 777 808 958 1,466
Total 138014 118,093 92,223 119,272
Table 1: Overview of Avon community-wide GHG emissions from 2014 baseline, 2022
inventory and projected GHG emissions for 2030, and 2050 (MT CO2e)
Avon, Colorado 2024 Reduction Strategy Analysis
0 5
ICLEI USA analyzed Avon’s greenhouse gas (GHG) inventory, the measurement of the sources and
amounts of community-wide emissions, and its forecasted emissions to develop a list of strategies
across the community that have a sufficient impact and a high likelihood of moving forward.
Strategy Overview
90% Reduction by 2050
Vehicle Miles Traveled (VMT) Reduction:
Objective: Gasoline VMT is reduced by 40% and diesel VMT is reduced by 10%.
Avon’s leadership in developing the regional CORE transit system has led to Eagle County-wide free
bus transit. With a 60% ridership increase already in 2024, this initiative is expected to significantly
reduce private vehicle use in Avon and across the County.
Avon’s commitment to affordable community housing will allow the local workforce to live closer to
their places of employment in Avon, which will significantly reduce the higher-than-average
commute distance in Eagle County.
Zero-Emission Vehicle (ZEV) Adoption:
Objective: 91% of on-road gasoline vehicles are converted to ZEV. This matches the state of
Colorado‘s plan for its fleet [4].
Objective: 80% of on-road diesel vehicles are converted to ZEV.
Avon has installed # Level 2 and # DC Fast Chargers across ideal locations in Town, which have seen
substantial usage over the last 3 years. The Town is further enhancing our EV charging infrastructure
by building a DC fast charging plaza with a grant from CEO in 2025.
Avon will expand its energy rebate program in 2025 to include incentives for purchasing EVs and
installing EV chargers.
Avon is committed to a 5-year plan from 2023 to 2028 to reach 81% hybrid and electric vehicle usage
for its entire municipal fleet. Future goals will be evaluated closer to 2028.
[4] GHG Pollution Reduction Roadmap 2.0: https://evadoption.com/ev-sales/ev-sales-forecasts/
[5] Benchmarking requires owners of buildings over a certain size threshold to track and report their energy use to the City. This tracking leads to
energy savings through changes in building management and by helping owners identify cost effective opportunities for efficiency upgrades.
Benchmarking and Energy Savings: https://www.energystar.gov/buildings/tools-and-resources/datatrends-benchmarking-and-energy-savings
[6] Technical potential from Google Environmental Insights Explorer, https://insights.sustainability.google/
Avon, Colorado 2024 Reduction Strategy Analysis
While transitioning to electric vehicles (EVs) is a critical step in reducing emissions from
transportation, it is a distinct strategy from reducing Vehicle Miles Traveled (VMT). EV
adoption is still in progress, and gasoline and diesel vehicles will continue to dominate the
roads in the near term, making VMT reduction essential to achieving immediate emission cuts.
Furthermore, EVs are only as clean as the energy used to charge them, and in areas where the
electricity grid is still reliant on fossil fuels, they continue to create emissions. Additionally, EVs
generate embedded emissions during manufacturing, particularly in battery production, and
do not eliminate non-tailpipe emissions such as particulate matter from tires and brakes.
Reducing VMT directly cuts fuel consumption, alleviates pressure on the electricity grid, and
lowers overall transportation demand, which in turn reduces the need for energy-intensive
road maintenance and vehicle production. In summary, combining VMT reduction with EV
transition ensures comprehensive emissions reductions and maximizes broader environmental
and societal benefits, such as improved air quality and reduced congestion.
VMT Reduction vs. EV Adoption
ICLEI USA analyzed Avon’s greenhouse gas (GHG) inventory, the measurement of the sources and
amounts of community-wide emissions, and its forecasted emissions to develop a list of strategies
across the community that have a sufficient impact and a high likelihood of moving forward.
Strategy Overview
0 6
90% Reduction by 2050 - Continued
Heating Electrification:
Objective: 3% of all commercial and residential buildings are converted from natural gas to electric
heating per year (starting 2025).
Avon’s existing energy rebate program offers comprehensive coverage for the electrification of
heating equipment for both residents and businesses.
A regional effort on workforce development is underway to build capacity for retrofitting existing
buildings and help meet the growing electrification demand.
Retrofit for energy savings:
Objective: 4% of existing commercial and residential buildings per year, reaching 20% average
estimated energy savings per retrofit.
Avon has conducted specific outreach in our Aspens mobile home park to connect residents with
free State-level weatherization and electrification projects. In 2024, # homes are registered in the
program.
Avon’s energy rebate program includes free energy audits. (Add stats)
Partnership with Holy Cross to promote their PuRE program, which provides a cheaper access to
renewable energy while supporting Holy Cross’ 100% Renewable by 2030 goal.
Electrify Transit
Avon is actively working on expanding our fleet of electric busses. With the first 2 acquired in 2024
with a CDOT grant, the Town was recently awarded another CDOT grant for # more electric busses.
As a leader in the regional CORE transit, Avon will continue to encourage the organization to electrify
their existing fleet.
Waste Reduction & Diversion
Objective: Divert 90% of waste, including organics, from landfills.
Continuing the out reach and education of Avon’s recycling ordinance to raise overall recycling rate.
Avon is the first municipality in Colorado to establish a Styrofoam recycling program.
Promote the Construction & Demolition Waste Reduction Guide by Walking Mountains.
Avon currently offers a subscription-based residential composting dumpster at the town’s recycling
center, as well as seasonal programs like the pumpkin composting program in November, and yard-
waste pick up in the spring and Christmas tree pick up in the winter, all of which divert significant
amounts of organic waste. The residential composting program will be expanded in 2025 to increase
participation and capacity for organic waste diversion.
[4] GHG Pollution Reduction Roadmap 2.0: https://evadoption.com/ev-sales/ev-sales-forecasts/
[5] Benchmarking requires owners of buildings over a certain size threshold to track and report their energy use to the City. This tracking leads to
energy savings through changes in building management and by helping owners identify cost effective opportunities for efficiency upgrades.
Benchmarking and Energy Savings: https://www.energystar.gov/buildings/tools-and-resources/datatrends-benchmarking-and-energy-savings
[6] Technical potential from Google Environmental Insights Explorer, https://insights.sustainability.google/
Avon, Colorado 2024 Reduction Strategy Analysis
0 7
Type
Net
Reduction in
2030
(MT CO2e)
Net
Reduction in
2050
(MT CO2e)
Level of Impact
Commercial Electrification - 75% by 2050 - Natural
Gas 4,644 20,123 Very High Impact
Electrify Vehicles - Gasoline - 91% ZEV by 2050 6,336 19,093 Very High Impact
Residential Electrification of - 75% by 2050 -
Natural Gas 4,140 17,940 Very High Impact
VMT Reduction - 40% by 2050 - Gasoline 4,642 13,987 High Impact
Reduce waste by 90% by 2050 3,351 13,961 High Impact
Electrify Vehicles - Diesel - 80% ZEV by 2050 3,250 9,792 High Impact
ECO Transit - Electrify Transit Bus by 2030 - Diesel 1,716 5,172 Medium Impact
100% of Existing Commercial Buildings Retrofitted
by 2050 - Natural Gas 629 2,725 Medium Impact
100% of Existing Residential Buildings Retrofitted
by 2050 - Natural Gas 560 2,430 Medium Impact
VMT Reduction - 10% by 2050 - Diesel 496 1,102 Medium Impact
Avon Mobility - Electrify Transit Bus by 2030 -
Gasoline 65 197 Low Impact
Total 29829 106522
Table 2: Reduction strategies with the corresponding net reduction (MT CO2e) and level of
impact.
Avon, Colorado 2024 Reduction Strategy Analysis
Reducing building emissions can be discussed through two broad categories. The first category
is efficiency. Increasing building efficiency means reducing the need of the building to use
energy. This includes actions such as adding insulation, upgrading appliances, window
improvements, or installing more passive heating and cooling systems. As more building
efficiency improvements are made, the volume of energy use (kwh, MMBtu, therms, etc) goes
down.
Electrification refers to the replacement of appliances that burn fossil fuels with electric
versions. Electrification does not necessarily mean that energy use is reduced (though most
electric appliances are also more efficient than their fossil fuel competitors). Instead,
electrification measures reduce emissions because the electric grid is cleaner and continues to
get cleaner every year.
Building Electrification vs. Efficiency
0 8
Figure 1: Reduction scenarios forecasted together from 2022 to 2050
Avon, Colorado 2024 Reduction Strategy Analysis
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. It may not be used for
any commercial purpose. Any non-commercial use of this material must provide attribution to ICLEI Local Governments for Sustainability USA.
Figure 1. shows how the following the reduction strategies outlined in Table 2 will allow Avon to
achieve 50% reduction from its 2014 baseline emissions by 2030 and 90% reduction by 2050.
0 9
These near-term additions are planned to further strengthen and support each core strategy,
helping Avon meet its long-term emission reduction goals. They represent additional actions that
will be implemented to enhance the impact of the key strategies outlined in the Wedge Analysis.
Vehicle Miles Traveled (VMT) Reduction
Continue building infrastructure to support walking and biking as alternatives to vehicle use.
Set a specific VMT reduction goal in 2025.
Zero-Emission Vehicle (ZEV) Adoption
Expand efforts to educate residents and businesses on the benefits of ZEV adoption and the
availability of rebates and incentives.
Build out EV charging infrastructure tailored to multifamily buildings, ensuring that all residents
have access to convenient charging.
Continue conversations with private fleet operators to support and incentivize their transition
to electric vehicles.
Heating Electrification
Research and implement building benchmarking and performance standards to track energy
usage and improve energy efficiency, laying the groundwork for widespread heating
electrification.
Retrofit for Energy Savings
Introduce additional incentives for building retrofits that achieve more than 20% energy
savings, encouraging deeper and more impactful energy efficiency upgrades.
Implement low-interest financing to make retrofits more affordable and accessible.
Develop education campaigns and workshops for property owners, emphasizing the long-term
financial and environmental benefits of energy retrofits.
Partner with local contractors to ensure sufficient workforce capacity for retrofits and provide
training on the latest energy-efficient technologies.
Encourage the integration of smart building technologies, such as energy management systems,
programmable thermostats, and smart lighting, during retrofits to optimize energy use.
Electrify Transit
Explore the use of renewable diesel as a complementary solution to electrification for Avon’s
transit fleet, reducing emissions from any remaining non-electric vehicles.
Waste Reduction & Diversion
Explore the expansion of Avon’s composting program to include commercial composting
services, further diverting organic waste from landfills.
Continue to pursue grants and external funding opportunities to support waste reduction
initiatives, including composting expansion and infrastructure improvements.
Avon, Colorado 2024 Reduction Strategy Analysis
Additional Efforts
1 0
The scenario outlined in this analysis provides actionable pathways for Avon to achieve significant
greenhouse gas (GHG) emission reductions by 2050, including a 90% reduction that aligns with long-
term climate goals. Each strategy—spanning transportation, building electrification, waste
diversion, and more—represents a critical piece of the broader effort to transition Avon to a low-
carbon, resilient community. By implementing the strategies described, Avon can not only meet its
reduction targets but also demonstrate regional leadership in sustainability and climate action.
Key measures such as the CORE transit initiative, residential and commercial building electrification,
and the expansion of renewable energy and EV infrastructure will require coordination across
multiple stakeholders, from residents and businesses to regional and state-level partners. Avon’s
proactive approach, such as being the first municipality in Colorado to offer Styrofoam densification
and its ongoing focus on workforce development, highlights the town’s ability to innovate while
ensuring community benefits are realized.
The moderate and aggressive scenarios provide interim benchmarks for 2030, which are essential
for maintaining momentum and accountability. These scenarios emphasize strategies such as
vehicle miles traveled (VMT) reduction, zero-emission vehicle (ZEV) adoption, and waste diversion
that will have measurable impacts in the near term. Similarly, the government operations scenario
demonstrates the importance of leading by example through actions like fleet electrification and
energy-efficient building retrofits.
While each scenario highlights a pathway toward emission reductions, additional efforts will bolster
Avon’s progress. Initiatives such as renewable diesel exploration, commercial composting, and deep
energy retrofits will provide the flexibility needed to adapt to evolving challenges and opportunities.
Continued community engagement and policy alignment at the state and federal levels will also
play a pivotal role in Avon’s success.
Based on the scenario and considering the feasibility of achieving each of these reduction
strategies, further action will be needed to reach a 100% reduction in GHG emissions by 2050.
Additional actions may include the following:
Working with Holy Cross Energy to have 100% clean energy by 2030.
Implementation of all-electric requirements for new buildings by 2030.
Monitoring and protection of existing local carbon sinks.
Carbon sequestration innovations.
The purchase of local, credible renewable energy credits (RECs) and carbon offsets.
ICLEI recommends that any purchase of RECs be bundled and attached to a power purchase
agreement (PPA), which is connected to Avon’s local electricity grid.
Note that the credibility of RECs and carbon offsets should be verified before purchasing
and that ICLEI is currently creating guidance for these purchases.
While each of these scenarios do not show a 100% reduction in GHG emissions, additional steps
such as the ones outlined above may help Avon in achieving net-zero emissions by 2050.
Avon, Colorado 2024 Reduction Strategy Analysis
Conclusion
Net Zero Modeling
Study & CAP Update
ATTACHMENT B
Key Features of the Model
●Interactive Excel workbook, allowing users to select values
and see visual outcomes and data in real-time
●The model is County-wide, however users can see results of
the modeled strategies at the jurisdiction level
○Caveat that jurisdiction-level data is an estimate based on
County-wide per capita data
Modeled Strategies
1.Expanding the ReEnergize Program
2.Adopting and implementing the Regional Net Zero Roadmap
3.Existing building electrification
4.Electrification of private vehicles
5.Electrification of public fleets
6.Cumulative 2020 CAP waste strategies (from previous modeling)
2050 Business-as-Usual Model for Eagle County
2050 Business-as-Usual Model for Eagle County -Remaining Emissions
2050 State Roadmap Model for Eagle County
2050 State Roadmap Model for Eagle County -Remaining Emissions
Key Takeaways
●Implementation of the State of Colorado’s GHG Pollution
Reduction Roadmap will help Eagle County achieve climate
goals
●Building and transportation electrification at the local level
are must-do’s
●As we make electrification progress, a focus on waste,
aviation, and code noncompliance emissions will be critical
Colorado PCAP Strategies Avon Status
Shifting travel to active transportation and transit CORE transit & Avon Transit
Zero emission and energy efficient vehicle adoption
(reducing vehicle registration fees, EV ready codes,
EV charging permitting)
EV-ready code; waive fees for permit review;
rebates for EV and Chargers.
Expanding high quality bicycle and pedestrian
infrastructure
I-70 underpass work to increase bike/walkability; Eagle Valley Trail
support; Avon Road rapid fire beacon;
Highway 6 pedestrian crossing
Increased miles of new bicycle or pedestrian
infrastructure planned or funded Avon Road, Village of Avon; improved bilingual signage
Adopted roadway design standards with active
transportation requirements Development code (adding multimodal mobility & connectivity)
Complete streets policies
(https://www.transportation.gov/mission/health/compl
ete-streets-policies)
In progress: multimodal transportation plan (w/ CAC); Avon
redevelopment plans (Sun Road transit-oriented development)
Dedicated local revenue for active transportation Yes - General Fund
Miles of routes with new transit priority
infrastrucuture planned or funded (transit priority
signals, queue jumps)
Create a narrative and GIS map of what we do (GIS map for busses
and trails done; CORE Transit 10 year plan)
Establish transit priority plan with Bus Rapid Transit
(BRT) - high quality bus stops, elevated platforms,
off-board fare collection.
CORE Transit; Sun Road; CORE will model how
everything can be built out; CDOT expanded services
Colorado Priority Climate Action Plan - Avon Status
In March 2024, the Colorado Energy Office published a Colorado Priority Climate Action Plan (PCAP) as a
part of the application to the EPA Climate Pollution Reduction Grant (CRPG). The CEO was awarded $129
million dollars through the CPRG in July, 2024. This report provides an evaluation of Avon’s status against
the PCAP as of March 2025. This evaluation helps the Town understand where we stand and where to
further develop our climate action initiatives in order to align with the State’s funding priorities.
Transportation
ATTACHMENT C
Colorado Priority Climate Action Plan - Avon Status
Colorado PCAP Strategies Avon Status
Local transportation demand management (TDM)
policy adoption - employer parking cash out policy
& employer provided transit passes
CORE Transit, discounted EV charging for employees
Changes in single-occupancy vehicle trips & vehicle
miles travelled
Shift Bikes; Expanded bus routes; Microtransit in Wildridge;
Potential car share program
Decrease in parking spaces added to new
developments & changes to parking space
utilization (overlap with Land Use policies)
Development bonus process to decrease parking in community
housing; more EV chargers; wildfire safety (coming up this year)
transit ridership & transit pass utilization (the latter
does not apply to Avon due to free fare)
CORE Transit and Avon mobility - 120% increase in
winter season from Beaver Creek to Vail, evenly split
between workers and visitors.
Reduce barriers to use transit, biking or walking
Expanded bus schedule; adding bus stops &
Highway 6 pedestrian passings; improve ADA of bus stops;
Walmart potential spot for park-and-ride
E-bike program Rebates & Shift Bikes
Carpooling incentives Avon’s employee Sustainable Transportation Policy
Reduce Driving Education Programs Break Up With Your Car Campaign by the CAC
Employee teleworking and flexible work schedule
policies
2 days/week remote work allowed.
Future plan to document reduced VMT.
Increased percentages of new and used vehicle
registrations that are EV or low-emission
Incentives EV/low-emissions; education;
participation in Eagle County EV Infrastructure Plan
Transportation - Continued
Colorado Priority Climate Action Plan - Avon Status
Colorado PCAP Strategies Avon Status
Registration of vehicles by fuel economy County and state function
Adopt different vehicle fees based on vehicle size or
effiency County and state function
Buildings
Colorado PCAP Strategies Avon Status
Adopt state minimum building energy codes,
including solar and EV ready codes Included in Avon’s Building Codes
Adopt building performance standards that exceed
state requirements Researching
Adopt specific types of building energy code
measures Avon code is electric-preferred
Number of incentives awarded for energy
efficiency, building electrification, on-site
renewable energy, the amount of incentives
awarded in total, and the estimated energy and
emission reduction from these projects
Energy rebates for retrofits, advanced building codes,
all-electric community housing ordinance
Transportation - Continued
Colorado Priority Climate Action Plan - Avon Status
Land Use
Colorado PCAP Strategies Avon Status
Land use code updates that allow additional ADU and
middle housing development ADU allowed. State action required for further duplex zoning
Provide ADU and middle housing incentives & the
value awarded Doesn't apply to Avon well
Implement land use code updates that allow
additional multifamily and mixed use development
incentives & the value awarded
This does not apply to Avon well; however, Avon allows zoning
for multi-family, tax waiver for community housing,
mixed-use development
Implement policies that discuorage greenfield
development & the area of land where policies are
put into place
Not applicable to Avon
Implement a local parking reduction ordinance No ordinance, but parking reduction is
done on a case-to-case basis
Reduce spaces added to new developments &
changes to parking space utilization Case by case
Collect on-street parking fees Yes
Make EV charging permitting process predictable,
transparent, and objective Yes
Reduce average permitting time for EV charging
projects Yes, plan to provide average time
Increase percentage of EV charging permit
applications that are approved Avon is at 100%
Colorado Priority Climate Action Plan - Avon Status
Land Use - Continued
Colorado PCAP Strategies Avon Status
Update land use codes to provide more predictable,
transparent, and objective permitting processes for
renewable energy project
Yes
Decrease average permitting times for renewable
energy projects Yes
Increase percentage of approved renewable energy
project permit applications Yes
Waste
Colorado PCAP Strategies Avon Status
Require residential and commercial buildings to
offer recycling and composting services Yes for recycling; preparing for composting
Operate a single hauler policy or contract No, but considering based on peer communities’ practices
Implement a pay-as-you-throw policy Yes, as a part of the Recycling Ordinance
Fund or purchase ZEV refuse trucks and report
numbers Researching
Adopt policies or set goals for ZEV refuse truck
adoption Researching
Eagle County’s greenhouse gas emissions in 2023
totaled 1.432 million metric tons of carbon dioxide
equivalent (CO2e) – an increase of 6% from the 2014
baseline. That said, for the first time since 2017, GHG
emissions have nearly leveled out, showing only a .12%
increase over 2022. The majority of emissions come
from buildings and ground transportation. So, while
supporting reductions in all areas that emit greenhouse
gases are important, focusing on these sectors will
generate the greatest impacts.
Looking at the built environment, electricity emissions
show a 35% decrease since 2014. Holy Cross Energy
(HCE) and Xcel Energy have been making strides
toward cleaner electricity grids and have supported this
reduction. In 2015, HCE had a 28.5% renewable grid. As
of 2023, HCE reports a 50% renewable grid with a much
higher projected percentage in 2024.
Natural gas emissions increased by 17.5% compared
to 2014. There is plenty of room for improvement
through the adoption of updated building codes as
well as funding or incentive programs to encourage
weatherization and electrification of homes, businesses,
and government buildings.
Eagle County’s transportation emissions are 10% higher
compared to 2018 (the earliest year for which there are
comparable data). However, transportation emissions
declined by 2.4% from emissions in 2022. The County’s
per-capita transportation emissions continue to stand at
roughly double the state average. This is largely due to
population growth and lengthening commutes. The most
effective tactics to reverse this trend will be to increase
public transit ridership, electric vehicle adoption, and
improvements to EV charging infrastructure. EVs now
account for 1.8% of vehicle registrations in the County,
slightly more than the statewide proportion.
Solid waste emissions have decreased by nearly 2%
compared to 2014. However, there was no significant
change from 2022 due to an increase in landfilled waste
and a decrease in diverted waste. Efforts to achieve
further reductions can be highly visible, although it
should be noted that waste makes up only 6% of the
County’s emissions.
New this year, the 2023 inventory includes an analysis
performed by Walking Mountains which quantifies
the estimated emissions and removals from the
Agriculture, Forestry and Other Land Use (AFOLU)
sector. The analysis for this emerging topic estimated
that from 2019 to 2021 (the most recent data set), the
AFOLU sector removed an estimated annual net total
of 202,000 MT CO2e from the atmosphere. This data
provides some insight into the impact of the AFOLU
sector on total emissions for the County and the value of
protecting and conserving natural assets.
Eagle County Energy Inventory
2023 data on energy use, costs and emissions
Section 1: Overview of Emissions
1. Total Emissions, 2014-2023
Eagle County set goals of reducing
emissions 25% by 2025 and 50% by
2030, compared to 2014 levels. As of
2023, emissions have maintained a 6%
increase over 2014. Based on the trend
so far, it is highly unlikely that the 2025
goal will be met. For the first time since
the 2014 baseline year, emissions
remained essentially flat, increasing a
negligible 0.12%.
KEY FINDINGS
CO
2e
(
m
e
t
r
i
c
t
o
n
s
)
1,600,000
1,200,000
800,000
400,000
0
TREND LINE
201
4
20
1
7
201
9
202
0
202
1
202
2
202
3
201
8
201
6
201
5
ATTACHMENT D
2 Eagle County Energy Inventory / 2023 data on energy use, costs and emissions
The built environment has seen a
significant emissions decrease of
17% since 2014. Building energy use
has been steadily increasing over the
last four years, presumably due to
population growth and development,
but this has been more than offset by
an increasingly clean electricity grid.
Transportation saw its first decrease in
emissions since 2019, showing a 2.4%
decrease over 2022. Since 2014,
however, transportation emissions
have risen 55% due to a steady
increase in vehicle miles traveled and
increased accuracy in transportation
reporting.
3. Total Emissions by End Use, 2023
This visualization breaks down the
major emissions-producing sectors
by end-use. Notably, commercial
buildings account for slightly
more emissions than residential
buildings. The largest share of
transportation emissions results from
“transboundary” travel, presumably
due to daily commuters and tourists
traveling to and from Eagle County.
(This is discussed in more detail in
Section 4.) Public transit is shown
to be a very small contributor to
emissions as compared to other forms
of ground transportation.
Buildings
692,698
Transportation
648,428
Waste
91,207
Residential
345,825
Transboundary
445,212
Public transit
7,692
Aviation
59,231
Landfill
91,207
Commercial
346,873
In-boundary
136,292
Total emissions: 1,432,333 tons of CO2e
SECTOR END USE
2. Change in Emissions by Sector, 2014-2023
CO
2e
(
m
e
t
r
i
c
t
o
n
s
)
Buildings Ground
Transportation
Aviation Landfill
20
1
4
20
1
7
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
20
1
4
20
1
7
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
20
1
4
20
1
7
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
20
1
4
20
1
7
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
0
250,000
500,000
750,000
1,000,000
Eagle Valley Transportation
Authority’s decision to make many
of its routes fare-free in 2024
will likely cause a shift to public
transit from other forms of ground
transportation, with a potentially
positive effect on emissions.
NOTE
Eagle County Energy Inventory / 2023 data on energy use, costs and emissions 3
Section 2: Utility Energy
Section 3: Emissions from Buildings
Since 2014, each major community in Eagle County has
decreased its building emissions or at least held them
level. As highlighted in Chart 5, the most significant
reductions have been in commercial buildings, although
in nearly all situations residential emissions have reduced
as well. Commercial buildings are those so designated
by the utilities, and include hotels, multifamily complexes
with a single meter, recreational facilities (e.g., lifts and
snowmaking equipment), government buildings, schools,
retail, industrial and manufacturing facilities.
While Edwards is unincorporated, its emissions are
separately trackable by analyzing data for the 81632 zip
code area. That is not the case for all other unincorporated
parts of the County, including the communities of
Eagle-Vail, El Jebel, McCoy, Bond and Burns, which are
aggregated in the “Unincorp” category. Together, these
areas have more population and housing units than any of
the county’s individual municipalities. The unincorporated
category shows an extra increase in commercial emissions
Holy Cross Energy (HCE) provides 99% of the
electricity consumed by Eagle County residents
and therefore has the greatest impact on
emissions for the building sector. As of 2023,
the utility has upped its share of renewable
energy to 50% and is expected to increase it
significantly in the coming years.
HCE owns 2.7 MW of solar capacity and holds
power purchase agreements for several small
renewable sources located in or near its service
territory, including 8 hydroelectric generators, 16
commercial solar arrays, and a 12 MW biomass
plant. For the remaining grid power, HCE has
long-term power supply commitments through
contracts with Public Service Company of
Colorado (a subsidiary of Xcel Energy), owns an
8% share in Unit 3 at the Comanche Generating
CO
2e
(
m
e
t
r
i
c
t
o
n
s
)
300,000
200,000
100,000
0
Mint
u
r
n
Bas
a
l
t
Eag
l
e
Gyp
s
u
m
Edw
a
r
d
s
Avo
n Vail
Unin
c
o
r
p
Red
C
l
i
f
f
2014 Commercial
2014 Residential
2023 Commercial
2023 Residential
100%
75%
50%
25%
0%
20
1
7
201
9
202
0
202
1
202
2
202
3
201
8
201
6
201
5
Coal
Gas
Market
Mine
Methane
Wind
Solar
Biomass
Hydro
5. Built Environment Emissions by Community, 2014 vs. 2023
4. Holy Cross Energy Electricity by Sources, 2015-2023
Station located in Pueblo, and purchases hydropower from the Western Area Power Administration. “Market” energy
is procured to offset any overages and the generation sources cannot be identified with a high level of certainty.
for 2023 because Black Hills Energy combined its Eagle commercial data with the unincorporated totals to comply
with the 15/15 customer privacy rule (explained below).
4 Eagle County Energy Inventory / 2023 data on energy use, costs and emissions
6. Buildings Emissions by Community, 2014-2023
Looking at the trend since 2014, we
can see that emissions were artificially
low in 2020 due to the pandemic,
and while all communities have seen
a rebound over the last four years,
almost all are still below 2019 levels.
The decrease and slowed growth in
emissions is largely due to Holy Cross
Energy’s decarbonization of its grid.
CO
2e
(
m
e
t
r
i
c
t
o
n
s
)
1,000,000
750,000
500,000
250,000
0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
UnincorpUnincorp
VailVail
AvonAvon
EdwardsEdwards
GypsumGypsum
EagleEagle
Basalt Minturn & Red Cliff
7. Building Emissions by Fuel over Time, 2014-2023
Since 2014, the County has seen
significant growth in its building stock.
Despite the growth, changes in electric
supply have resulted in cleaner electricity
and thus reduced emissions. On the
other hand, natural gas emissions
have continued to rise with the growth.
Continuing to focus on decarbonizing
energy use in commercial and residential
buildings can significantly mitigate the
impacts of the built environment on
emissions. Within both sectors, improving
weatherization and implementing energy
management programs will help adapt
buildings, and the grid, to the rising
electric demand that will result from
electrification.
Electricity emissions
Natural gas emissions
600,000
400,000
200,000
400,000
300,000
200,000
100,000
2014 2016 2018 2020 2022 2023
MT
C
O
2
e
MT
C
O
2
e
Continuing to focus on
decarbonizing energy, improving
weatherization and implementing
energy management programs
will significantly reduce building
emissions.
NOTE
2014 2016 2018 2020 2022 2023
Eagle County Energy Inventory / 2023 data on energy use, costs and emissions 5
8. Building Natural Gas Emissions and Expenditures, 2014-22
One significant aspect of natural gas
has been its rising cost. Eagle County
experienced a 101% increase in the
cost of natural gas since 2014, 73%
of it in 2022. Due to changes in policy
by Black Hills Energy, aggregated
costs are no longer provided, and are
only provided directly to customers.
Therefore, the above analysis cannot
be updated for 2023. While the
rising costs are not directly related
to emissions, past data is a valuable
reference for future planning efforts.
9. Emissions per Capita, 2014-2023
Eagle County’s per-capita greenhouse
gas emissions significantly exceed the
Colorado average. Contributing factors
are transportation, as commuting
emissions are over double the state
average; second homes, which make
up an estimated one-third of all housing
stock; and lodging, which contributes
emissions from visitors who are not
counted in the permanent population.
Understanding that Eagle County’s
emissions include resort visitors and
year-round tourism, measuring per-
capita emissions may not be relevant
as a comparison to other communities,
but is included to show changes over
time relative to the state.
10. Housing Occupancy in Eagle County
The following data was analyzed for the 2022 inventory to understand the
impacts that the County’s demographic makeup has on emissions. It is
again included in this inventory to help visualize the impact that occupancy
behaviors and average home size have on the County’s emissions.
The West Vail Master Plan analysis performed by Economic & Planning
Systems, Inc., in 2020 found that roughly one-third of the County’s housing
stock is second homes. Second homes inflate per-capita emissions
because their owners are not counted as part of the County’s permanent
population. Per-capita emissions are further increased by the County’s
average household size of just 2.0 people (compared to the state average
of 2.6), which causes housing emissions to be divided by a smaller
number of people.
Occupied
housing Second
homes
Vacant
housing
CO
2e
(
m
e
t
r
i
c
t
o
n
s
)
30
25
20
15
10
5
0
COLORADO
EAGLE COU
N
T
Y
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
CO
2e
(
m
e
t
r
i
c
t
o
n
s
)
An
n
u
a
l
c
o
s
t
2014 20192017 202220212020
Cost
NG Emissions
600,000
400,000
200,000
0
$60m
$40m
$20m
$0
6 Eagle County Energy Inventory / 2023 data on energy use, costs and emissions
11. Average House Size: Eagle County vs. Colorado vs. U.S.
The average Eagle County home is 3,100 square feet, 26%
larger than the average Colorado home and 54% larger than
the average American home. A 2023 study performed by
Pitkin County highlights the dramatic increase in emissions
in relation to the square footage of a home. According to
this study, the average home in Colorado produces 10.5 lbs
CO2e/sq ft, or 26,000 lbs/CO2e/year, whereas the average
Eagle County home produces 30% more emissions at 12 lbs
CO2e/sq ft, or 18.5 tons CO2e/year.
Average US house size
2,014 s.f.
Average CO
house size
2,464 s.f.
Average
Eagle County
house size
3.100 s.f.
12. Commercial Buildings in Eagle County
Following the enactment of Colorado’s “Energy Performance
for Buildings” statute (HB21-1286) in 2023, owners of
commercial, multifamily and public buildings 50,000 sq. ft.
or larger are required to annually benchmark their whole-
building energy use and meet set building performance
targets. Of the 4,404 commercial buildings in Eagle County,
67 are subject to this requirement. This requirement affects
hospitals, lodging, multifamily housing, schools, and large
retail buildings. Benchmarking tracks energy use, which
is then used to estimate emissions. As mentioned above,
emissions increase exponentially as the square footage of a
building increases, so reductions in the largest buildings will
show the most noticeable results.
Building Square Footage # of Buildings
>50,000 67
40,000-49,999 19
30,000-29,999 31
20,000-29,000 70
10,000-19,000 231
5,000-9,999 333
500-4,999 2,568
0-499 1,085
Total Commercial Buildings 4,404
13. Total Commcercial Buildings
by Square Footage
500-4,999
58.3%
20,000-29,999
1.6%
>50,000
1.5%
10,000-19,999
58.3%
5,000-9,999
7.6%0-499
24.6%
As buildings become more efficient and use less
energy, the emissions attributed to the building sector
will also likely decrease.
NOTE
Eagle County Energy Inventory / 2023 data on energy use, costs and emissions 7
Section 4: Transportation Energy Use and Emissions
14. Transportation Emissions by Trip Type, 2018-2023
15. Transportation Emissions by Trip Type, 2023
Outbound
37.8%
InboundInbound
37.7%37.7%
In-BoundaryIn-Boundary
24.4%24.4%
Transportation emissions declined by nearly 2% from 2022 to 2023. However, the longer-term trend shows an
increase of 10% since 2018.
Transportation data for 2018-2023 was collected using Google’s Environmental Insights Explorer, which uses
location services on individuals’ electronic devices to estimate vehicle miles traveled and emissions in three
categories: in-boundary (trips that start and end within Eagle County), inbound (trips into the county from
elsewhere) and outbound (vice versa). This data became available in 2018 and is more accurate than the pre-
2018 data set (which was derived indirectly from CDOT trip data).
Efforts to reduce transportation emissions will need to focus on increasing public transit ridership, electric
vehicle adoption and EV charging infrastructure. The greatest portion of transportation emissions results from
transboundary travel, much of which can be attributed to commuter trips and tourism. Addressing these sources
might be attempted through tourism fees that support infrastructure upgrades or rebates, and in supporting
mode share for commuters.
CO
2e
(
m
e
t
r
i
c
t
o
n
s
)
In-Boundary Inbound Outbound
20
1
8
20
1
8
20
1
9
20
1
9
20
2
0
20
2
0
20
2
1
20
2
1
20
2
2
20
2
2
20
1
8
20
1
8
20
1
9
20
1
9
20
2
0
20
2
0
20
2
1
20
2
1
20
2
2
20
2
2
20
1
8
20
1
8
20
1
9
20
1
9
20
2
0
20
2
0
20
2
1
20
2
1
20
2
2
20
2
2
20
2
3
20
2
3
20
2
3
20
2
3
20
2
3
20
2
3
250,000
200,000
150,000
100,000
50,000
0
Efforts to reduce emissions will
need to focus on increasing public
transit ridership, electric vehicle
adoption and electric vehicle
charging infrastructure while
decreasing transboundary travel.
NOTE
8 Eagle County Energy Inventory / 2023 data on energy use, costs and emissions
17. Types of Vehicles Registered in Colorado
The State of Colorado published a data set from 2022 that
breaks down the types of vehicles registered in the State. These
percentages contribute to how transportation emissions are
calculated in Eagle County.
18. EVs Registered Annually, 2014-2023, Eagle County vs. Colorado
Electric vehicles (EVs) represented 1.8% of all
registered vehicles in Eagle County in 2023 –
comparable to the state figure of 1.7%. This data
includes both plug-in hybrid vehicles and battery-
electric vehicles. Similarly, the County’s EV adoption
rate has tracked very closely with the state’s since
2014.
Incentives for residents and organizations can be
employed to achieve the 2% annual increase in EV
adoption as detailed in the Eagle County Electric
Vehicle Infrastructure Plan. With the addition of
state and federal incentives, the rate of adoption
could be much higher over the next couple of years.
Maintaining the adoption rates after state incentives
have waned will be the challenge as 2030 nears.
EV
s
%
o
f
T
o
t
a
l
COL
O
R
A
D
O
EAGLE
COUNTY
Gasoline
84.6%
Diesel
3.9%
Biodiesel
1.2%Ethanol/Flex
6.5%
Hybrid
Electric
2.5%
Plug-In
Hybrid
Electric
0.5%
2.0%
1.5%
1.0%
2014 2016 2017 2020 2021 2022 2023
16. U.S. Transportation Sector Emissions by Source
While a breakdown of transportation emissions by category is
not available at the county level, the relative proportions for
Eagle County are believed to be consistent with national figures
compiled by the EPA. Notably, light-duty vehicles (including
passenger cars and light-duty trucks) are the largest category.
These, combined with medium- and heavy-duty trucks, account
for 80% of transportation emissions nationally. The data set
was last updated in 2022.
Light-Duty Vehicles
57%
Other
9%
Medium &
Heavy-Duty
Trucks
23%
Aircraft
9%
Rail 2%
State and federal incentives are expected to increase the
rate of EV adoption in the next few years.
NOTE
Eagle County Energy Inventory / 2023 data on energy use, costs and emissions 9
Section 6: Natural Climate Solutions
This 2023 inventory includes data from an analysis performed by Walking Mountains and the Climate Action
Collaborative for Eagle County Communities, which quantifies the estimated emissions and removals from the
Agriculture, Forestry and Other Land Use (AFOLU) sector.
Section 5: Solid Waste Emissions
The Eagle County Landfill received 117,000 tons
of disposed waste in 2023, and emitted 91,207
tons of CO2e. The diversion rate in 2023 was
23%, which compares favorably to the statewide
average of 16%, but is 7% lower than the previous
year. Methane produced from organic material
decomposing in the landfill is the primary source of
solid waste emissions.
19. Aggregated Eagle County Solid Waste by Category, 2014-2023
Diverted
Landfill
Wa
s
t
e
(
T
o
n
s
)
201
4
20
1
7
201
9
202
0
202
1
202
2
202
3
201
8
201
6
201
5
180,000
160,000
120,000
90,000
60,000
30,000
0
The analysis estimated that during the period 2019-2021 the
sector emitted 339,000 MT CO2e, which came primarily from
disturbances such as fire, timber harvesting and development.
During the same time period, the AFOLU sector removed an
estimated 541,500 MT CO2e through carbon sequestration.
Carbon sequestration occurs when healthy forests and
landscapes are maintained and undisturbed for long periods of
time, and from reforestation of disturbed sites. The results show
an estimated net total of 202,000 MT CO2e removed from the
atmosphere through carbon sequestration.
This data provides some insight into the impact of the AFOLU
sector on total emissions for the County. While the net carbon
sequestration performed by the County’s natural systems
can’t be used as a kind of credit to offset human-caused
emissions – it is, rather, a baseline condition that must be at
least maintained – the figure shows that our natural lands play
an important role in supporting the health of Eagle County’s
residents and natural systems. Strategies to maintain this health
include encouraging regenerative farming practices such as
no-till and cover crops, thinning dry brush and timber to reduce
wildfire fuels, reusing existing developed land over disturbing
green spaces for new development, and planning for density in
growth rather than sprawl.
20. Eagle County Net Emissions Considering
AFOLU Sequestration, 2019-2021
Carbon
Emissions
339,124
AF
L
O
U
A
v
e
r
a
g
e
N
e
t
E
m
i
s
s
i
o
n
s
(
m
T
C
O
2
/
y
e
a
r
)
400,000
200,000
0
-200,000
-400,000
-600,000
Efforts should continue to focus on reducing
organic waste (landscaping and food waste) and
on increasing the diversion of other recyclables.
NOTE
Carbon
Sequestration
-541,470
Acknowledgments and Sources
Data collection and analysis by Christina Matzl. Editing
and layout by Diane Ernst and Dave Reed.
Special thanks to Eagle County Commissioners
Jeanne McQueeney, Kathy Chandler-Henry and Matt
Scherr for their continued leadership on the role local
governments can take to address climate change and
for commissioning this emissions inventory to be used
by the Climate Action Collaborative to measure progress
toward its goals.
The following individuals provided data, insight, support
and expertise for this report: John Gitchell and Kate
Kirkman, Eagle County; Mike Steiner and Christina
Conley, Holy Cross Energy; Mike Beyer, Yampa Valley
Electricity Authority; Heather Baldwin, Black Hills Energy;
Gina McCrackin, Will Barror and Amelia Kovacs, Walking
Mountains.
The Eagle County Emissions Inventory quantifies total
energy use, costs and carbon emissions by sector and by
fuel and utility source, using 2014 as the baseline year,
utilizing an improved transportation metric in 2018, and
adding new data from 2023.
The inventory’s purpose is to understand how and where
energy is used and emissions are generated. With this
information, each energy-using sector can identify op-
portunities to increase efficiency, reduce emissions and
reduce costs.
This inventory complies with the U.S. Community
Protocol for Accounting and Reporting of GHG Emissions
(USCP). At least five emission-generating activities must
be included for an inventory to be USCP compliant.
This inventory surveys five activities: residential energy,
commercial energy, vehicles, aviation and the landfill.
Note that the AFOLU data is not included in the primary
emissions calculations but as a supplemental piece of
information in the report.
ENERGY INVENTORY PROTOCOL
15 / 15 RULE
Per the Colorado Department of Regulatory Agencies,
the 15/15 Rule is a privacy standard enacted to ensure
customer anonymity when energy data is released
to third parties. The rule requires that aggregated
data include a minimum of 15 customers with no one
customer’s load exceeding 15 percent of the group’s
energy consumption. If this minimum cannot be met, the
data will be removed from the information provided.
In Eagle County, there were a total of 26 customers
removed from the Xcel Energy data set. Black Hills
Energy initially removed 375 commercial accounts
from the data set which included 66 unincorporated
commercial customers in addition to the Town of
Eagle’s 309 commercial and government customers.
The willingness of utility companies to share data
is paramount in maintaining accurate emissions
accounting. Though not as robust as previous data sets
from BHE, CLEER was able to incorporate limited data
regarding Town of Eagle’s commercial buildings into the
commercial unincorporated totals for this year’s report.
AFOLU
The AFOLU analysis was completed using ICLEI’s Land
Emissions and Removals Navigator (LEARN) tool and
reviewed by Erin Glen and Angela Scafidi from World
Resources Institute. Imagery used to generate this data
came from the U.S. Geological Survey’s National Land
Cover Database.
Section 1.1
Holy Cross Energy, Xcel Energy, Black Hills Energy,
Yampa Valley Electric Association, Eagle County
Airport, Colorado Department of Transportation, Google
Environmental Insights Explorer, and the 2023 Eagle
County Diversion Report (Walking Mountains).
Section 1.2
Colorado 2021 data from Colorado 2021 Greenhouse
Gas Inventory Update With Historical Emissions
from 2005 to 2021 and Projections to 2050,
released September 2021, U.S. Energy Information
Administration, EPA , EPA Annexes to the Inventory of
U.S. GHG Emissions and Sinks.
Section 1.3
Holy Cross Energy, Xcel Energy, Black Hills Energy,
Yampa Valley Electric Association, Eagle County
Airport, Colorado Department of Transportation, Google
Environmental Insights Explorer and 2023 Eagle County
Diversion Report.
Section 2.4
Holy Cross Energy Power Supply Report. 2023
emissions data, direct from Holy Cross Staff
Sections 3.5 - 3.13
Holy Cross Energy, Xcel Energy, Black Hills Energy and
Yampa Valley Electric Association.
Eagle County Assessor, West Vail Master Plan, Pitkin
County 2023 GHG Analysis report, Rocky Mountain
Institute.
Sections 4.14 - 4.15
Google Environmental Insights Explorer.
Section 4.16
U.S. Environmental Protection Agency: Fast Facts on
Transportation Greenhouse Gas Emissions, Active Fuels
Data Center, Vehicles registered in 2022.
Sections 4.17 - 4.18
Eagle County, U.S. Environmental Protection Agency:
Green Vehicle Guide, Electric Vehicle Myths, U.S. Depart-
ment of Transportation, Atlas Public Policy, CODOT.
Section 5.19
2023 Eagle County Diversion Report, Walking
Mountains Science Center.
Section 6.20
2016-2021 analysis of Eagle County AFOLU emissions
and reductions analysis provided by Walking Mountains
and the Climate Action Collaborative
SOURCES
Report prepared by:
CLEER: Clean Energy Economy for the Region
P.O. Box 428 / 520 S. Third St., Suite 17
Carbondale, CO 81623
(970) 704-9200 / CleanEnergyEconomy.net
970-748-4083 clin@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Charlotte Lin, Sustainability Manager
RE: Work Session: Avon Composting Program
DATE: February 25, 2025
SUMMARY: The Avon Composting Pilot Program aims to address the significant environmental impact of
organic waste in our community. The program is designed to align with the Eagle County Climate Action
Plan’s goal of diverting 80% of organics from the landfill by 2030. The report below provides details on
possible composting models, costs and staff recommendations. Council directions are needed on several
key decisions to move the program forward:
1. Determine whether the program should focus on residential, commercial, or both sectors simultaneously.
2. Decide the size of the pilot program or move directly towards a full-Town implementation.
3. Choose which model to adopt – curbside, drop sites, or a hybrid approach.
4. Decide whether the composting service should be offered for free or subsidized.
5. Consider whether to use a single hauler for the entire program.
6. Determine whether composting should be integrated into the existing Recycling ordinance or if a new
ordinance should be created to make it mandatory.
BACKGROUND: Eagle County Climate Action Plan, which the Town adopted in 2016, has the goal to
“divert 80% of organics currently landfilled by 2030”. Eagle County as a whole has made great progress
with this in recent years. The Climate Action Collaborative (CAC) reported a 72% increase in organic
waste diverted from landfill as compared to 2021. In 2023, 10,510 tons of organic waste was diverted from
the landfill, contributing to an overall 31.5% material solid waste recycling rate in Eagle County. There is
still a lot more work to do, but the sharp increase in organics diversion is highly encouraging as a key
motivator for Avon to further contribute to this climate action.
The 2018 Northwest Colorado Waste Diversion Study (Figure 1) revealed that food waste constitutes the
largest source of inbound waste at the Eagle County Landfill at 30.1%, posing a threat to long-term landfill
capacity and contributing to greenhouse gas emissions, particularly methane. According to the US
Environmental Protection Agency (“EPA”), methane is more than 25 times as potent as carbon dioxide at
trapping heat in the atmosphere.
Figure 1.
Page 2 of 9
Avon’s 2024 Wedge Analysis shows that reducing waste (including organics) by 90% by 2050 is a high
impact strategy to reach Net Zero - yet another motivator for Avon to pursue composting. Currently,
available composting services in Avon are offered by Vail Honeywagon and Evergreen Zerowaste. Both
companies provide commercial services, and Vail Honeywagon also provides a subscription-based
residential drop-off service at the Avon Recycling Center (Attachment A). Vail Valley Waste and the new
waste hauler in Eagle County, Apex (who took over Waste Management’s services in 2024), have also to
planning to start composting collection services in 2025.
The 2024 Avon Community Survey contained a specific composting question: “Decomposition of food
waste in the Eagle County landfill generates methane, which is 28 times more potent than carbon dioxide.
Reduction of food waste through composting is an important climate action strategy. Are you interested in
participating in a Residential Composting Pilot Program?” The result shows that 33% are very interested,
24% are somewhat interested and 7% already compost, which altogether shows 64% of interest in
composting (Attachment B). This is another key motivator for the Town to seriously pursue a pilot compost
program for our residents and ideally extend this service to businesses too.
Avon has long recognized the impact of composting and made steps towards it. Firstly, Avon has hosted 3
annual Pumpkin Composting Programs over Halloween and Thanksgiving so far, collecting an average
of around 4000 lbs of pumpkin every year. In 2023, Avon passed Resolution 23-09 applied to the USDA
Compost and Food Waste Reduction (CFWR) Grant in collaboration with the Town of Vail (Attachment C).
The grant application proposed to provide a turnkey composting solution for all restaurants in Avon and
Vail. Although the application was unsuccessful at that time, continued development on composting via a
pilot program would provide more hands-on experience and data to strengthen future grant applications on
composting.
Both the Town of Vail and the Town of Eagle have more extensive residential composting services – the
details are provided in the comparative analysis table below. Their respective practices have informed Avon
how to design our own residential composting program. In addition, the City of Aspen has an ordinance
banning organics from trash in commercial properties. Their work is included in this analysis for insights
into commercial practices.
Page 3 of 9
ANALYSIS:
Municipal Comparative Analysis
The Comparative Analysis comparing composting practices in the Town of Vail, Town of Eagle and the City
of Aspen are summarized in this table:
Criteria Town of Vail Town of Eagle City of Aspen
Program
Name West Vail Curbside Compost
Pilot Program
Curbside Trash, Recycling &
Compost Services
Organic Waste Diversion
Ordinance
Partnership Vail Honeywagon Vail Honeywagon Evergreen ZeroWaste,
Mountain Waste and Recycling
Start Date 2021 2023 February 2023 (Ordinance)
Cost to
Residents
$8/month for single family
(the real cost is $16/month;
Vail subsidizes 50%). VH
sets prices with multi-
family.
$42.54/month (including
trash, recycling, and
composting including bins);
additional bins cost extra.
Weekly collection of a 2-yard,
bear-proof compost dumpster
would be $225 per month;
multiple businesses may split
the cost.
Subsidies
50% for one year for SF;
5% up to $50/month or as
budget allows for MF
(annual budget of
$15,000).
N/A
City purchased containers and
materials for businesses
($200,000 starting cost)
Participation 90 households, 2 HOAs
1,446 households (42%
active participation after 1.5
years)
100 households + restaurants
(Phase 1)
Accepted
Materials All food waste, yard waste,
compostable service ware
All food waste, yard waste,
compostable service ware
All food waste, yard waste,
compostable service ware
Challenges Low participation, wildlife
concerns
Bin issues, space
constraints, education
needs, uptake by residents
Space constraints, wildlife,
staff turnover
Future Plans
Expand to East Vail
(potentially with drop sites),
more marketing
Focus on HOAs, word-of-
mouth campaigns
Phased rollout to all residents
by 2028
Additional
Support Financial support for
income-qualified residents
Pass-through costs to Vail
Honeywagon
Training videos, stakeholder
engagement
Page 4 of 9
Additional Details
Town of Vail
• The program is open to West Vail residents. The East Vail expansion was dependent on interest,
but VH would not move forward with curbside, so the options are now limited to drop sites or a
single hauler operation that includes composting.
• Applicants need to be full-time residents with Vail address as primary residence to be eligible; year-
round residents prioritized.
• Additional financial support is available for income-qualified residents.
• Another marketing boost would help to increase participation.
• Commercial composting with a rebate format is available; however, only12 businesses have
participated over the last 3 years due to capacity and marketing constraints.
• Future considerations include potential move to 32-gallon locking carts; a single hauler contract
that includes composting, and an interest in more restaurant participation via organics ordinance.
Town of Eagle
• The service coverage includes single-family houses and multi-family complexes of eight units or
less.
• 330 households opted out of composting as it was an option.
• There’s been feedback regarding the difficulty with bins (e.g., hard to open, top-heavy, freeze shut
in winter, compost gets stuck and smells).
• Some residents in Eagle Ranch struggle with space for three bins in their garages due to HOA
guidelines.
• Residents need clear guidance and more education on how and what to compost; compost pail
giveaways were helpful.
• Community engagement included Town hall meetings and lunch & learns; they were effective but
had limited reach.
• Future plans include focusing on word-of-mouth and positive social norming campaigns, working
through HOAs for better engagement.
City of Aspen
• Aspen’s Greenhouse Gas Inventory: 16% of emissions related to landfilling materials. The goals
are to reduce landfill waste of organics by 25% by 2025 and 100% by 2050.
• Municipal solid waste contains approximately 46% organic material.
• The composting program contains 3 phases - Phase 1: October 15, 2023 – Retail Food License
(+100); Phase 2: January 15, 2026 – Commercial & Multifamily Properties and Phase 3: January
15, 2028 – City of Aspen Occupants.
• Stakeholder engagement included surveys, newspaper ads, and personal visits to gather feedback
and prepare for the ordinance.
• The City of Aspen invested over $200,000 in materials and supplies to support the ordinance. The
biggest expense included wildlife-resistant steel containers with a paddle latch system to prevent
bears from accessing the compost.
• The program includes staff training at restaurants, with a focus on Spanish-speaking staff and
provided additional supplies like green Slim Jims and signage. There are also 3-minute training
videos in English and Spanish to help new employees understand composting requirements.
Page 5 of 9
Avon Composting Pilot Program Proposal
Model Comparison
There are 3 main ways that Avon can introduce composting to our community: Curbside, Drop Sites, or a
Hybrid Model. The table below shows the details, as well as the pros and cons of the 3 models. A map with
proposed drop-off sites is included (ATTACHMENT D).
Criteria Curbside Only Drop Site Only Hybrid
Convenience High - Residents place
bins for curbside pickup
Moderate - Residents
bring compost to drop
sites
High - Offers both curbside
and drop site options
Participation
Rates
Typically higher due to
convenience
Potentially lower due to
inconvenience
Potentially highest due to
flexibility
Operational
Costs Highest out of 3 options. Lower than curbside Moderate - Combination of
both
Wildlife
Concerns
Moderate - Requires
bear-resistant bins
Lower - Centralized drop
sites are bear-resistant
and can be locked and
monitored
Moderate - Requires bear-
resistant bins and monitored
sites
Space
Constraints
Some residents may have
limited space for bins
No space constraints for
residents
Flexible - Residents can
choose the best option
Initial Setup Require investment in
bins and pails
Requires investment in
drop site infrastructure
Requires investment in both
bins and drop sites
Contamination
Rates
Moderate – require
proper education
Low, with occasional risk
of trash dumping.
Education also needed
Moderate - Education needed
for both methods
Scalability Can be scaled by adding
more routes
Easily scalable by adding
more drop sites, but ideal
sites may be limited.
Scalable by adjusting both
components
Community
Engagement
Requires ongoing
education and outreach
Requires ongoing
education and outreach
Requires ongoing education
and outreach
Monitoring and
Evaluation
Easy to track participation
and volume collected
Participation and volume
collection are also easy.
Requires regular
monitoring of drop sites
Requires monitoring of both
curbside and drop sites
Flexibility
Less flexible – residents
need to make room and
adjustments to adapt this
new practice at home
More flexible - Residents
can drop off at their
convenience
Most flexible - Offers multiple
options
Page 6 of 9
Avon Composting Program Proposal: The following Avon Composting Program Proposal takes the
phased-approach seen in other municipalities, over a 5-year period. Avon’s proposal starts with the
residential side; a separate commercial plan will be provided after this section. The Year 1 proposal should
be the focus as it is the most important for establishing a strong foundation for this program. Please note
that while the entire time frame is 5 years, the pilot part of the program is only in year 1-2.
Phase 1: Pilot Program (Year 1-2)
The objective of Phase 1 is to test the feasibility and efficiency of composting.
1. Model options: curbside, drop sites, or hybrid.
2. Target area: Begin with the Wildridge neighborhood for curbside collection and/or 4-5 strategic
drop sites across Town.
3. Partnership: Collaborate with a local waste management company chosen from the RFP.
4. Cost to residents: Subsidized fee (e.g., $8/month for curbside, free for drop sites).
5. Materials provided:
a. Curbside: 5-gallon locking buckets (for multifamily) or 32-gallon bins (for single family; they
can start with 5-gallon as well), educational materials, guidelines, and weekly collection.
b. Drop Sites: Bear-resistant containers, signage, and educational materials.
6. Marketing and outreach:
a. Launch a robust marketing campaign to raise awareness.
b. Host community meetings and workshops.
c. Provide clear guidelines and training in multiple languages.
7. Evaluation:
a. Monitor participation rates and feedback.
b. Collect composting data to evaluate diversion success.
c. Assess the effectiveness of each model and identify any challenges.
Phase 2: Expansion (Years 3)
The object of Phase 2 is to expand the program based on pilot results and community feedback. The
program will continue with the chosen model, ideally having improved the model based on the lessons
learned during the pilot program. We will monitor existing sites, expand existing collection capacity, acquire
more materials, adjust fees based on pilot results, grant outcomes, and budget. We will also conduct
outreach with more multifamily properties to increase participation.
Phase 3: Full Implementation (Years 4-5)
The objective of Phase 3 is to achieve town-wide participation and optimize the program. We will finalize on
that most effective model, fee structure, material maintenance. Marketing and education should be stable at
this point. We can provide regular updates and success stories to keep the community engaged. We will
continue to conduct annual reviews to assess program success and areas for improvement and adjust the
program as needed to ensure long-term sustainability.
Commercial Plan: The residential plan above is the key focus of the pilot program. However, the Town
acknowledges that developing the commercial side of composting is crucial as our restaurants and
businesses generate an enormous amount of food waste, as addressed in the waste composition study
and the CFWR grant application. The following proposal follows a similar phased approach as the
Page 7 of 9
residential program above. Staff will actively pursue grants to support this cost-intensive expansion. Similar
to the residential program, the pilot component of this 5-year proposal is only in year 1-2.
Phase 1: Pilot Program (Year 1-2)
The objective of Phase 1 is to test the feasibility and gather initial participation from commercial properties.
1. Target Businesses: Focus first on restaurants, cafes, and other food-related businesses.
2. Partnership: Collaborate with local waste management company (chosen from RFP) and
composting facilities.
3. Cost to Businesses: Offer subsidized rates (or 100% subsidy during Phase 1) for the pilot phase to
encourage participation.
4. Materials Provided:
a. Bear-resistant compost containers (e.g., 32-gallon carts or a 3-yard dumpster for a
complex).
b. Indoor compost bins (e.g., green Slim Jims) for kitchen and food prep areas.
c. Educational materials and guidelines.
5. Marketing and Outreach:
a. Conduct stakeholder meetings and workshops to introduce the program.
b. Provide training sessions in English and Spanish.
c. Distribute clear signage and instructional materials.
6. Evaluation:
a. Monitor participation rates and feedback.
b. Assess the effectiveness of the pilot and identify any challenges.
Phase 2: Expansion (Years 3)
The objective of Phase 2 is to expand the program to include other selected commercial properties based
on pilot results. We will continue to adjust fees based on pilot results and budget, provide materials,
resources and support as needed. We will also regularly review participation rates, contamination issues,
and feedback.
Phase 3: Full Implementation (Years 4-5)
Objective: Achieve town-wide participation from all commercial properties and continue to improve the
program based on data and needs.
Key Considerations and Best Practices for Both Residential and Commercial Programs
• Wildlife Concerns: Use bear-resistant containers and educate businesses on proper storage.
• Space Constraints: Offer different container sizes and solutions for businesses with limited space.
• Education and Training: Provide clear, multilingual guidelines and training materials.
• Community Engagement: Engage with businesses through meetings, workshops, and surveys.
• Financial Support: Offer subsidies and financial support for businesses during the initial phases.
• Stakeholder Collaboration: Work closely with business associations, chambers of commerce, and
waste management companies.
• Continuous Improvement: Regularly review and adjust the program based on data and feedback.
Page 8 of 9
Education and training
Education is a central tenet of Avon’s Sustainability Program. The Avon Composting Education and
Outreach Plan for the Avon Composting Program will embody that spirit with the objectives of:
• Raise awareness about the composting program.
• Educate residents and businesses on how to participate.
• Encourage proper composting practices to reduce contamination.
• Foster community engagement and support for the program.
Potential activities may include:
• Workshops and Training: Host joint sessions for both residents and businesses to maximize
resources and foster a sense of community.
• Educational Materials: Create unified materials that address both residential and commercial
composting needs.
• Community Events: Organize events that bring together residents and businesses to share
experiences and learn from each other.
Based on Council direction, the Town will release an RFP to find the best hauler to provide the composting
service.
FINANCIAL CONSIDERATIONS:
Please note that these estimates can change as haulers respond to the RFP.
Hauler estimated costs
Vail Honeywagon:
• Drop Site Cans: $39/quarter per household (additional cans can be added if suitable locations are
found).
• Curbside Subscription: $18/month per household.
o Requires a minimum of 70 participants in a specific area (e.g., West Vail).
o Avon would use a 32-gallon cart compared to the 5-gallon bucket used in the Vail pilot.
Apex:
• Bearproof Containers (Monthly Pricing, Service 1 time per week):
o 2-yard: $128
o 3-yard: $192
o 32-gallon: $18
o 64-gallon: $36
o 96-gallon: $54
• No minimum household requirement for curbside composting.
• Service can be increased to 2 times per week (pricing x2) on Tuesdays and Thursdays.
• Initial container delivery fees vary by location and container size.
• Ancillary fees are minimal, with contamination and overage fees at $12/yard.
Page 9 of 9
Evergreen Zero Waste:
• Weekly Collection of a 2-yard Bear-proof Compost Dumpster: $225/month.
• Hauler can provide outreach and extra educational materials on-site.
• Curbside Collection is possible but recommended starting with designated neighborhoods.
o Requires approximately 50 homes in a concentrated neighborhood for weekly collections.
o Approximate monthly rate: $27/month per household.
o Includes a loaned bucket for food scraps and the ability to set one paper yard waste bag
alongside the bucket at no additional cost.
TOWN MANAGER COMMENTS: I recommend that the next step is to solicit community input and interest
in composting, present the options, and determine the level of interest. Deploying seven 3-yard compost
bins for collection with pick-up twice per week would amount to an estimated $35,000 in annual cost and
would provide this service for free to Avon residents. This seems like a more reasonable first step to
determine actual interest. Curb side pick-up would cost each resident who opts in $324 per year. I am
cautious that the “take rate” will be low for weekly curbside pick-up.
Thank you, Charlotte
ATTACHMENT A: Current Composting Services in Avon (as of early 2025)
ATTACHMENT B: Community Survey Results on Composting
ATTACHMENT C: USDA CFWR Grant Application Resolution 23-09 & Report
ATTACHMENT D: Proposed Compost Drop Site Locations in Avon
ATTACHMENT A1
ATTACHMENT A2
AVON COMMUNITY SURVEY
COMPOSTING
Decomposition of food waste in the Eagle County landfill generates methane, which is 28 times more potent than carbon dioxide. Reduction of
food waste through composting is an important climate action strategy to meet greenhouse gas emission reduction goals.
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Are you interested in participating in a Residential Composting Pilot Program?
ATTACHMENT B
970-748-4083 clin@avon.org
TO: Honorable Mayor Phillips and Council members FROM: Charlotte Lin, Sustainability Coordinator
RE: Resolution 23-09: Supporting the USDA Composting and Food
Waste Reduction (CFWR) Pilot Program Grant Application
DATE: May 16, 2023
SUMMARY: The purpose of Resolution 23-09 (ATTACHMENT A) is to seek support from the Avon Town
Council for the USDA Composting and Food Waste Reduction (CFWR) Pilot Program grant application.
The Town of Avon and Town of Vail aim to secure up to $400,000 in grant funding to launch a two-year
regional commercial composting pilot program (ATTACHMENT B). The program aims to (1) divert organic
waste from local restaurants, (2) generate high-quality compost, (3) reduce greenhouse gas emissions, (4)
promote an environmentally sustainable regional economy, and (5) contribute to the Eagle County’s
Climate Action Plan goal of diverting 80% of organic materials currently sent to landfills by 2030. By
addressing the largest source of waste in the area, the Avon-Vail Commercial Composting Pilot Program
will not only alleviate landfill overfilling concerns and reduce methane emissions but also promote job
creation, sustainable tourism, and public awareness of composting practices and benefits.
BACKGROUND: Organic waste diversion is currently a top priority in the Eagle County Climate Action
Plan. The Town of Avon can increase our own composting effort in order to meet the high priority Climate
Action Plan objective of diverting 80% of organic waste from the Landfill by 2030. The 2017 Northwest
Colorado Waste Diversion Study (FIGURE 1) revealed that food waste constitutes the largest source of
inbound waste at the Eagle County Landfill, posing a threat to long-term landfill capacity and contributing to
greenhouse gas emissions, particularly methane. According to the US Environmental Protection Agency
(“EPA”), methane is more than 25 times as potent as carbon dioxide at trapping heat in the atmosphere.
Figure 1.
Other than methane reduction, the EPA also notes the following benefits of composting:
•Improving soil quality: Compost is a valuable soil amendment that can improve soil structure,
water-holding capacity, and nutrient content. Using compost in agriculture and landscaping can
help reduce the need for synthetic fertilizers and pesticides and can support healthy plant growth.
ATTACHMENT C
Page 2 of 3
• Reducing erosion and nutrient runoff: Compost can help reduce erosion by improving soil structure
and increasing soil organic matter content. It can also help reduce nutrient runoff and pollution by
improving soil water-holding capacity and reducing the need for chemical fertilizers.
• Offering economic benefits such as reducing waste disposal costs and creating jobs in the
composting and related industries.
• Offering social benefits such as educating communities about waste reduction and promoting
sustainable practices.
The purpose of the USDA CFWR program is to enter into cooperative agreements with eligible entities to
develop and test strategies for planning and implementing municipal compost plans and food waste
reduction plans. The USDA CFWR funds planning and implementation activities that will:
• Generate compost,
• Increase access to compost,
• Reduce reliance on fertilizer,
• Improve soil quality,
• Encourage waste management business development,
• Increase rainwater absorption,
• Reduce municipal food waste,
• Divert food waste from landfills.
ANALYSIS:
The Avon-Vail Commercial Composting Program fulfills many of the objectives of the USDA CFWR
program described above. By launching a two-year regional commercial composting pilot program, the
towns of Avon and Vail aim to tackle the pressing issue of diverting our restaurants’ food waste. The
program's objective is to establish a long-term partnership between town staff, local restaurants, and waste
haulers, focusing on diverting organic waste, creating high-quality compost, and reducing greenhouse gas
emissions. The proposed pilot project intends to engage local hauling vendors and utilize the local
composting infrastructure. Additionally, the program will provide ongoing training and education for
restaurant staff, as well as launch promotional and marketing campaigns to raise awareness and
encourage participation.
Through the Avon-Vail Commercial Composting Pilot Program, the towns aim to not only reduce landfill
methane concerns, alleviate environmental burdens on underserved communities near the Eagle County
Landfill, and promote waste hauler and restaurant business development, but also foster the growth of
sustainable tourism and leverage related sustainability investments. Ultimately, Avon and Vail, as leaders in
the mountain tourism industry, are eager to collaborate with local stakeholders and sustainability
organizations to achieve positive climate and economic outcomes.
FINANCIAL CONSIDERATIONS: The Avon-Vail Commercial Composting Pilot Program is requesting the
amount of $400K with a matching contribution of 25% contributed by Avon and Vail. A detailed budget has
been created and is currently being reviewed by staff at both Avon and Vail, as well as our grant consultant,
Sustainable Strategies. The project team will be evaluating the pilot program implementation in an effort to
begin developing the components necessary to keep the program sustainable in the future.
Page 3 of 3
RECOMMENDATION: I recommend that Council passes Resolution 23-09 to support the USDA CFWR
Pilot Program grant application.
PROPOSED MOTION: “I move to approve Resolution 23-09, authorizing and supporting a grant application
to the United States Department of Agriculture for the Composting and Food Waste Reduction Pilot
Program.
Thank you, Charlotte
ATTACHMENT A: Resolution 23-09 Authorizing and supporting a grant application to the United States
Department of Agriculture (USDA) for the composting and food waste reduction pilot program (CFWR)
ATTACHMENT B: Avon-Vail Commercial Composting Pilot Program briefing sheet
Resolution No. 23-09
May, 23 2023
Page 1 of 2
RESOLUTION 23-09
AUTHORIZING AND SUPPORTING A GRANT APPLICATION TO THE UNITED
STATES DEPARTMENT OF AGRICULTURE (USDA) FOR THE COMPOSTING
AND FOOD WASTE REDUCTION PILOT PROGRAM (CFWR)
WHEREAS, the Town of Avon (“Town”) is a political subdivision of the State of Colorado, and
therefore an eligible applicant for a grant awarded by the United States Department of
Agriculture; and
WHEREAS, the Avon Town Council supports the submittal of an application for a Compost
and Food Waste Reduction Pilot Program (CFWR) grant from the United States Department of
Agriculture for the launching and establishment of the Avon-Vail Commercial Composting Pilot
Program; and
WHEREAS, the purpose of the Avon-Vail Commercial Composting Pilot Program is to divert
organic waste from local restaurants, generate high-quality compost, reduce greenhouse gas
emissions, promote an environmentally sustainable regional economy, and contribute to the
Eagle County’s Climate Action Plan goal of diverting 80% of organic materials currently sent
to landfills by 2030; and
WHEREAS, the Avon-Vail Commercial Composting Pilot Program's purpose is to meet
objectives outlined by the CFWR program to enter into cooperative agreements with eligible
entities to develop and test strategies for planning and implementing municipal compost plans
and food waste reduction plans; and
WHEREAS, the proposed pilot project intends to engage local hauling vendors and utilize the
local composting infrastructure, provide ongoing training and education for restaurant staff, as
well as launch promotional and marketing campaigns to raise awareness and encourage
participation in composting in the region; and
WHEREAS, the Town of Avon is requesting $400,000 from the USDA for the Compost and
Food Reduction Pilot Program with an additional 25% matching monies to fund the Avon-Vail
Commercial Composting Pilot Program; and
WHEREAS, the Avon Town Council finds the Avon-Vail Commercial Composting Pilot
Program will promote the health, safety and general welfare of the Avon community.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN OF AVON that the Avon Town
Council hereby as follows:
Section 1. The above recitals are hereby incorporated as findings by the Town.
Resolution No. 23-09
May, 23 2023
Page 2 of 2
Section 2: The Avon Town Council strongly supports the application for a grant with the
United States Department of Agriculture and strongly supports the fulfillment of
the project.
Section 3: If the grant is awarded, the Avon Town Council hereby authorizes the Mayor or
Mayor Pro Tem to sign the grant agreement with the United States Department of
Agriculture.
Section 4: If the grant is awarded, the Avon Town Council authorizes the expenditure of
funds necessary to meet the terms and obligations of the grant agreement,
including the local match requirement.
Section 5: This resolution to be in full force and effect from and after its passage and
approval.
ADOPTED May 23, 2023 by the AVON TOWN COUNCIL
By: Attest:___________________________
Amy Phillips, Mayor Miguel Jauregui Casanueva, Town Clerk
Page 1
5/18/2023
Avon-Vail Commercial Composting Pilot Program
Colorado mountain resort communities’ partner to launch a regional composting initiative.
The Town of Avon and Vail, jointly seek up to $400,000 in
USDA Compost and Food Waste Reduction Pilot Program
(CFWR) grant funding with a 25% match, to launch a two-
year regional commercial composting pilot program. With
USDA funding assistance, Avon-Vail will establish a long-
term partnership among town staff, area restaurants, and
local waste haulers to divert organic waste, generate high-
quality compost for local use, reduce GHG emissions, and
continue to promote an environmentally sustainable
regional economy. The towns will launch a joint
composting project that will expand local composting
infrastructure and capacity with the goal of reducing
greenhouse gas emissions by 2177.85 tons a year. The
pilot project will engage local hauling vendor/s and utilize
an existing regional composting site. The program will also
fund ongoing training and education for the staff of participating restaurants. There are over 150 restaurants located in
Avon and Vail which serve the region’s 2+ million visitors and 60k residents. The projected pilot project participation is
estimated to be half of the restaurants.
The scope of the pilot project includes:
Launch composting services for restaurants located in Avon and Vail.
Purchase and distribute composting supplies to participating restaurants.
Launch education and training program for restaurant personnel.
Launch promotional and marketing program for participants.
Monitor and collect data from the implementation of the program.
Avon and Vail’s Climate Action Plan includes a priority action of diverting 80% of organic materials currently landfilled
by 2030. The region currently lacks an affordable industrial composting operation to pick up and compost organic waste
from its 150+ restaurants that serve the region’s 2+ million visitors and 60k residents. As a result, organic waste that
could otherwise be easily composted is landfilled, threatening long-term landfill capacity, and driving anthropogenic
climate change through methane and other greenhouse gas emissions.
The 2017 Northwest Colorado Waste Diversion Study revealed that food waste (30.1%) is by far the largest source of
inbound waste at the Eagle County Landfill. In addition to the lack of composting infrastructure, a lack of knowledge
about food waste diversion techniques among commercial food producers, as well as concentrated costs and diffuse
benefits, hinder composting participation. Establishing the restaurant composting program would help Avon and Vail
to tackle the biggest source of waste in Eagle County, thereby contributing significantly to the 80% organic waste
diversion goal.
The Avon-Vail Commercial Composting Pilot Program addresses a comprehensive infrastructure, education, and
marketing initiative that enables regional partners to build a self-sustaining local composting system. The project will
leverage other sustainability efforts already underway to further amplify the positive impacts of regional composting.
Vail is a certified sustainable mountain resort destination as recognized by the Global Sustainable Tourism Council
Page 2
5/18/2023
(GSTC). The accredited sustainable destination program sets forth global standards for sustainable travel and tourism
and is offered to those who value stewardship of their communities. Avon enacted a ban on plastic grocery bags to
reduce landfill waste, passed a new universal recycling ordinance going into effect November 2023, and is overhauling
its municipal irrigation system to reduce water consumption and reliance on artificial fertilizers.
Benefits of the project include boosting organic waste diversion, alleviating landfill overfilling concerns, reducing
methane emissions, reducing waste hauling transportation emissions, reducing environmental burdens on underserved
communities living near the Eagle County Landfill, promoting waste hauler and restaurant business development,
fostering the growth of sustainable tourism, promoting public awareness of composting practices and benefits,
supporting job creation at the Avon recycling center, and leveraging related sustainability investments.
As leaders in the mountain tourism industry, Avon and Vail look forward to partnering with local restaurants, businesses
associations, waste haulers, and sustainability organizations to boost climate and economic outcomes.
For more information, please contact Charlotte Lin, Sustainability Coordinator
at the Town of Avon, at 970-748-4083 or clin@avon.org.
1 2
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1. O’Neil Spur Park
2. Saddleridge Park
3. Metcalf and Wildwood
4. Avon Elementary
Parking Lot
5. Avon Town Hall
6. Sun & Ski (North)
7. Avon Recycle Center
COMPOST BIN
LOCATIONS
ATTACHMENT D
970-748-4446 jskinner@avon.org
Page 1 of 3
TO: Honorable Mayor Underwood and Council members
FROM: Jena Skinner, Planning Manager
RE: Arcadian at Beaver Creek Tract S Open Space Parcel
DATE: February 28, 2025
SUMMARY: This report presents to Town Council (“Council”) information regarding an opportunity to
acquire open space. The Developers of the neighboring Arcadian at Beaver Creek subdivision located in
unincorporated Eagle County behind the Mirabelle at the foot of Beaver Creek, has offered the Town of
Avon Tract S, a dedicated open space parcel. This parcel is contiguous to the Ascent and is being offered
at no cost to the Town. A more detailed map has been provided for Council, attached as Attachment A.
BACKGROUND: OI TAG Beaver Creek, LLC ("Developer") was approved on November 19, 2024, to
subdivide approximately 13.796 acres of unplatted land located within the Beaver Creek Planned Unit
Development ("BC PUD") as the Arcadian at Beaver Creek subdivision. Tract S was previously
incorporated as part of a larger open space tract of Beaver Creek designated as Open Space Recreation -
Greenbelt ("OSR-G"), and now is an independent platted parcel of approximately 11 acres. The uses and
standards for development of this parcel are governed by Article/Section IV of the Beaver Creek PUD
Guide.
OSR-G zone district, per the BC PUD (Article IV.F.2.b) states:
b. Uses by right in Open Space Recreation-Greenbelt (OSR Greenbelt):
FRONTGATE OS
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WS- Tract S – Arcadian at Beaver Creek DRAFT
March 11, 2025
Page 2 of 3
Pedestrian, hiking, equestrian and biking paths and trails; ski trails, ski-ways, snow- cat and
similar vehicle accessways; skier platforms; snowmaking facilities and equipment; picnic tables
and decks; utility installations and lines; roadways and bridges; and, additional uses similar to
those listed above in this Article IV.F.2.b. Special uses shall not be permitted in OSR Greenbelt.
Currently, the Vail Valley Mountain Trails Alliance (“VVMTA”) has been working on obtaining easements to
create a new trail from EagleVail through to the entrance to Beaver Creek. The final section of this trail is
slated to be constructed within Tract S as shown on provided maps. This trail will also cross Frontgate
open space, and the open space parcel granted to the Town of Avon as part of the Ascent development.
As Avon has 2-other sections of this trail within their boundary, acquisition of Tract S by the Town would be
useful in how this trail is accessed by the Avon community.
DISCUSSION: The developer has confirmed with Staff that there are no particular conditions placed on
Tract S as an outcome of the development applications; all conditions pertain to the residential component
of the subdivision. The Town Attorney has also reviewed all of the recorded approvals for the Arcadian.
The only remaining concern from the Attorney is regarding the need to have County approval prior to the
transference of Tract S to the Town of Avon, pursuant to section 4.6 within the Subdivision Improvements
Agreement. This language appears to be typical language that Staff is familiar with where it is related to
the transfer of developable lots vs. non-developable lots, as a measure of “collateral”. Staff is waiting for
final confirmation from the Eagle County Attorney to verify if any significant action outside of a consent of
assignment is warranted prior to any conveyance of Tract S.
The entitlement information/approvals are provided as Attachment B.
FINANCIAL: Staff hypothesizes the following financial impacts would be associated in obtaining this
property:
• Cost to insure the property for liability (estimated to be a low cost by HR - to be confirmed)
• Maintenance – Funds only for significant improvements every 5-10/20 years. General
maintenance will be provided through the VVMTA
• Other – Cost for minor improvements like benches, dog bag stands and or trash cans
• Potential wildfire and noxious weed mitigation and best practices
ANNEXATION: Since the zoning restricts the uses to Open Space and Recreation, it is not necessary to
seek annexation. The benefit of annexation is to allow any Avon Ordinance to be applied to this property.
E.g., any animal control restrictions, smoking, and noxious weeds.
NEXT STEPS:
• Transaction/conveyance preparation/facilitation
• Execution of Transactional Agreements with developer (deeds), VA/BCMD, VVMTA, and Eagle
County
RECOMMENDATION: Staff recommends Council accept the dedication of Tract S and incorporate this
parcel into our open space portfolio as a benefit to the Avon community.
Thank you, Jena
WS- Tract S – Arcadian at Beaver Creek DRAFT
March 11, 2025
Page 3 of 3
ATTACHMENTS:
Attachment A – Detailed Map
Attachment B – Entitlement Documents
EASEMENT: nonexclusive easment for Access,Utility and Drainage purpose on, over, under, above, across and through those areas, not previously rccorded
and designated hereon as “Access, Utility and Drainage Easement” for the
purposes of a) vehicular and pedestrian acccss, ingress and egress from and
through, b) the installation, construction, use, repair, replacement, improvement
and maintenance of roadways, utilities of any kind whatsoever, including but
not limited to underground utility equipment and facilities, waterlines and hydrants, sanitary sewerlines;and manholes, telephone lines, cable television
lines, gaslines, electric lines, fiberoptic lines, other communication lines and
all related structures, together with a right of ingress and egress thereto
and c) the purposes of storm drainage, drainage of water flowing from other
lands along with the installation, use, repair, replacement , improvement and
maintenance of drainage structures inclnding but not limited to swales, gutters, ditches. pipes, culverts, stormdrains,manholes and inlets, together with a right of ingress and egress thereto.
FRONTGATE
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TRACT S OSR GREENBELT
PARCEL, AVON/BC PUD
PARCEL NO. 210512315003
OWNER: OI TAG BEAVER CREEK LLC
9360 TEDDY LN STE 201
LONE TREE, CO 80124-2869
ACERAGE: 11.403 AC
ADDRESS: 0156 BEAVER CREEK DR.
USES BY RIGHT PER BC PUD:
Open Space Recretion-Greenbelt (OSR-
Greenbelt): Pedestrian, hiking, equestrian
and biking paths and trails; ski trails, ski-ways,
snow-cat and similar vehicle access ways; skier
platforms; snowmaking facilities and equipment;
picnic tables and decks; utility installations and
lines; roadways and bridges; and, additional
uses similar to those listed above in this Article
IV.F.2.b. Special uses shall not be permitted in
OSR Greenbelt.
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ATTACHMENT A
0 0.25 0.50.13 Miles
Legend
Eagle Vail Trail
Extension
Eagle Vail Trail
Town of Avon Parcels
Eagle County Parcels
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TRACT S - PROPOSED
EAGLEVAIL TRAIL (VVMTA)
ATTACHMENT B -
ARCADIAN ON BEAVER CREEK
APPROVALS
EC ENTITLEMENTS
ATTACHMENT B
TO: Honorable Mayor Tamra N. Underwood and Avon Town Council FROM: Max Morgan, AICP, Planner II RE: Resources and Programs for Vehicle Dwellers in Colorado
DATE: February 13, 2025
SUMMARY OF REQUEST: This report presents information to the Avon Town Council (“Council”) related to
resources and programs for individuals residing in vehicles in Colorado communities. This is in response to a request
for information from Council during second reading of Ordinance 25-02 Repealing and Reenacting Section 9.20.060
and Section 9.20.070 of the Avon Municipal Code Regarding Camping Restrictions at the Council meeting February
11, 2025. A work session with Council is scheduled as part of the regular Council meeting March 11, 2025. No action
is requested from Council.
During the public hearing for Ordinance 25-02, members of the public posed questions about resources for
individuals sleeping or living in their vehicles, or “vehicle dwellers.” Council directed Staff to research existing
programs and policies for vehicle dwellers in Colorado mountain communities, specifically Summit County.
OVERVIEW: The needs of vehicle dwellers range from the immediate need to car-camp overnight to more long-
term needs associated with an affordable housing solution. Whether designed for temporary or permanent dwelling,
vehicle dwelling sites generally offer amenities similar to campgrounds including:
• Parking spaces
• Portalets
• Lighting
• Trash receptacles and enclosures
A vehicle dwelling area can offer more advanced amenities like electrical outlets, showers, and on-site
administration. Vehicle dwelling sites also need to balance safety and visibility with privacy for occupants, meaning
that sites should be well-lit and visible in order to promote safety at the site, but also afford some privacy to the
occupants and screen certain aspects of the site from public view.
Vehicle dwelling sites may require an intake application and review from someone responsible for administering the
site. Administrators would also need to develop rules and regulations, and policies for enforcement. There are no
certifications or licensures required for a person to qualify to run a vehicle dwelling site, and no state or federal-level
requirements for application review, amenities offered, design standards or site layout.
Generally, vehicle dwelling sites are coordinated and administered by private entities, non-profits, churches and other
faith-based organizations. Staff did not identify any example of a town or city in Colorado that operates a vehicle
dwelling site independently however, local governments have created agency for sites by providing land for sites and
facilitating changes to land use regulations that support the use.
SUMMIT COUNTY VEHICLE-DWELLER SERVICES: The Summit Safe Parking Program (“SSPP”) offers support
services specifically for individuals who work in Summit County and choose to live in their vehicle. These individuals
are often in pursuit of a cost-effective option to live close to their place of employment, or have no feasible housing
alternative. The SSPP represents the efforts of Unsheltered in Summit, a faith-based nonprofit that operates, but does
not own, space for vehicle-dwellers to park and sleep in vehicles legally. The SSPP provides “safe overnight parking
for employed individuals in Summit County who use their vehicles as their homes” at the Frisco Marina Trailhead and
the Colorado Workforce Center (“CWC”) offices parking lot on nearby Galena Street, both owned by the Town of
Frisco.
Individuals who wish to secure a spot with SSPP must apply, interview, and pay a monthly fee to park in a space.
Some spaces are available for a vehicle-dweller 24/7 while the CWC site only allows vehicle-camping in the parking
lot between 6pm and 8am. A 2023 article in the Summit Daily reported “about thirty-three people consistently using
the available spaces” and that Unsheltered in Summit expected to add eight additional spaces at the County
Commons in Frisco, and “about fourteen spaces at the Summit County Justice Center.” The Town of Breckenridge
changed its ordinance to allow overnight parking at the Justice Center, but there is no indication that local
governments help administer SSPP programs.
Informal, online resources shed light on vehicle-camping options in the area as well. Crowd-sourcing websites reveal
that vehicle-camping in the Frisco Walmart parking lot, as well as the Airport Road parking lot in Breckenridge, while
likely illegal, has largely been tolerated by police and property owners (Town of Breckenridge) historically.
DENVER-AREA VEHICLE-DWELLER SERVICES: The Colorado Safe Parking Initiative (“CSPI”) was a Denver-
based non-profit that coordinated SafeLots- areas for “safe, overnight parking for families or individuals experiencing
homelessness and living in a passenger vehicle in the Denver Metro Area” according to the CSPI.
The CSPI website shares resources for vehicle dwellers and property owners interested in establishing SafeLots
however, the website also provides a letter from CSPI stating that they are no longer in operation as of December 31,
2024. The letter states that the “available government funding is no longer sufficient to support operations of the
CSPI…”
The CSPI included Unsheltered in Summit as one of their resources however, the relationship between the two
entities appears informal. Staff contacted Unsheltered in Summit to see if or how the discontinuation of CSPI
impacted operations, and voice recording indicated that the SSPP was still in operation and vehicle-dwelling sites
were currently at capacity.
VEHICLE DWELLING IN EAGLE COUNTY: Staff are not aware of any program like SSPP or CSPI in operation in
Eagle County. Vehicle dwellers associated with recreational activity have several options to legally camp in the area.
These options include the Riverdance RV Park in Gypsum, designated campgrounds in Gypsum and Wolcott
Campgrounds (summer only), and disperse camping on land owned by the Bureau of Land Management (“BLM”) or
US Forest Service (“USFS”) where camping is permitted.
Camping is NOT permitted everywhere in BLM and USFS-owned land, including most trailheads. Staff spoke with
representatives at BLM and Colorado Parks and Wildlife (“CPW”), who confirmed that both agency’s time, energy
and resources are spent weekly on “constant contacts” with illegal campers in pursuit of options to camp legally
somewhere in the area. No one from the USFS was available to provide comment for this report. However, Staff has
observed increased enforcement on USFS roads locally (e.g. Sandstone Road) where informal camp areas near
towns have been closed off and signage installed in the past five (5) years.
The Colorado Department of Transportation (“CDOT”) states online that overnight camping at their Edwards Rest
Stop is not allowed however, evidence of overnight camping is regularly apparent to visitors at the site. CDOT likely
struggles to enforce overnight camping bans where “resting” is encouraged, or simply chooses not to enforce the
ban. Additionally, Staff is aware that camping in the Avon Walmart parking lot is NOT tolerated by the property
owner.
VEHICLE DWELLING IN AVON: The Town does not allow for more than two nights of camping (tent, vehicle,
mobile home, RV, etc.) on any property, including private property (AMC Section 9.20.070 Camping Restricted). The
Avon Municipal Code (“AMC”) has never allowed for car-camping on Town parking lots or rights-of-way.
Town-owned property is limited and often not functional for temporary accommodations like car-camping. The Town
owns several parking areas including the school parking areas (Attachment A – Town Owned Parking Areas Map)
at Avon Elementary, Lot 16 on north side of the Park, 1 Lake Street (“Old Town Hall”), the Avon Rec Center, Town
Hall, Avon Public Library, trailhead parking on Swift Gulch Road between the ARTF and Buffalo Ridge Apartments,
O’Neal Spur Park and Saddleridge Park, and Tract A (“Sun & Ski Lot”) however, whether any of these sites can or
should accommodate overnight car-camping and provide waste and trash services, and adequate lighting that also
meets acceptable standards that limit light pollution and glare, is questionable. Several of the sites are proposed or
approved for redevelopment (1 Lake Street and Avon Rec Center) and at least one site, Tract A, includes a parking
covenant that does not allow overnight use that is enforceable by both Traer Creek LLC and Hoffman Commercial.
The Town has offered some support for overnight parking of vehicles, including RVs. The Avon Police Department
(“Avon PD”), and now specifically Code Enforcement, can provide a permit for overnight parking in the parking lot on
the southeast corner of Harry A. Nottingham Park (“Park”) if arranged with Avon PD prior to parking. This
arrangement does not allow for camping in the vehicle, but rather for overnight vehicle storage. This use enables
guests to the Westin, where RVs and oversized vehicles may not be allowed to park, to park their vehicle safely and
conveniently, with permission from the Town. Previously, the Town allowed for the same to occur in the Town-owned
Swift Gulch area behind the Avon Regional Transit Facility (“ARTF”) but this use is no longer permitted because the
area is in development for the new Swift Gulch Garage building. The parking permit application for oversized
vehicles is available at www.avon.org/parking, which also includes the general online parking permit and rules for
parking in town.
CONCLUSION: The types of vehicle dwellers and their respective needs vary. Similarly, programs and policies for
vehicle-camping differ depending on the administrator, mission and values. Resources and locations for vehicle-
dwellers in Eagle County appear limited; it reasons that opportunities for overnight car-camping exist but are simply
not advertised by the property owner.
Any agency seeking to design a vehicle camping location and program needs to consider not only available space,
but eligibility requirements, fees, essential services (waste and trash), lighting, privacy and safety, environmental
impacts, impacts to adjacent properties, staffing and administration, and logistics related to when vehicles can camp
and when they need to vacate premises. It would be atypical for a local government in Colorado to operate a
property and provide services for any vehicle dweller group however, municipalities do offer support through ease of
permitting and zoning updates that allow for sites appropriate for vehicle dwelling to support that use.
Thank you, Max
ATTACHMENT A – Town Owned Parking Areas Map
ASPENS MOBILE HOME
COMMUNITY
TRAER CREEK
PLAZA
TOWN OF AVON
Public Parking
-Town-Owned Public Parking Area
WALKING MOUNTAINS
SCIENCE CENTER123456 7
8 9
1 - Avon Elementary
2 - Rec Center
3 - Old Town Hall
4 - Town Hall
5 - Library
6 - Tract A
7 - Swift Gulch Trailhead
8 - O’ Neal Spur Park
9 - Saddleridge Park
N
ATTACHMENT A - Map of Town Owned Properties
MEMORANDUM
TO: Board of Directors
FROM: Brian Thompson, Government Affairs Supervisor
DATE: February 21, 2025
RE: Summary of Jan. 23, 2025, Board Meeting
The following is a summary of items discussed at the Authority’s Jan. 23, 2025, board meeting.
Directors present and acting were Chair George Gregory, Secretary Kim Bell Williams, Treasurer Geoff
Dreyer, Kevin Hillgren, Joanna Kerwin, and Tamra Underwood.
Location of Public
Meeting Notices
The board approved a Resolution that designates the ERWSD website as the
location to post notice and agendas for UERWA board meetings.
Adopting Eagle
County Hazard
Mitigation Plan
The board approved a joint resolution of the Authority and District boards to adopt
the 2025 Eagle County Hazard Mitigation Plan, which is required for the Authority
and District to be eligible for disaster mitigation funds from the Federal Emergency
Management Agency (FEMA).
Water Rights Report The board supported tabling work on the 2025 water rights report so staff and
consultants can prioritize critical path items on the Bolts Lake project.
2025 Rates David Norris discussed the revised billing methodologies for Commercial, Mixed-
Use, and Multi-Family accounts that transitioned from a square footage-based billing
model to a standard meter size-based system, as well as efforts by staff to work with
customers on understanding individualized impacts.
2024 Year-End
Financials
Jim Cannava reported that 2024 fund balance contributions exceeded budget
projections and revenue remained stable.
2024 Safety and
Risk Review
Tom Borawski and Michael Rae reported on the District’s 2024 safety and risk
management metrics. Highlights included maintaining a positive Experience
Modification Factor (EMOD) that contributes to lower insurance premiums.
Wildfire and
Emergency
Preparedness
Jenna Beairsto and Brad Zachman discussed wildfire response; no public water
system is designed to fight wildfire or simultaneous structure fires. Also, water
storage tank sizing must balance meeting domestic demands without excessive
storage capacity due to water quality degradation. The District has developed a
comprehensive plan to prepare and mitigate risks associated with wildfire.
Bolts Lake Update Jason Cowles discussed progress on the Bolts Lake project, highlighting current
work to reach the 30% design and permitting milestone.
2025 Legislative
Session
Diane Johnson provided a summary of relevant legislation. The federal Bolts Ditch
Act did not pass in the 118th Congress and will need to be reintroduced. A state bill
has been introduced to mitigate the 2024 change to the State Plumbing Code that
affected backflow testers. Sen. Roberts also introduced a bill to expand turf
limitations for new residential developments.
_______________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
AGENDAS ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, ONLINE AND AVON PUBLIC LIBRARY
IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING,
CALL MATT PIELSTICKER AT 970-748-4413 OR EMAIL MATT@AVON.ORG WITH ANY SPECIAL REQUESTS.
AVON PLANNING & ZONING COMMISSION
MEETING MINUTES
MONDAY, FEBRUARY 24, 2025
PUBLIC MEETING BEGINS AT 5:30 PM
PUBLIC MEETING: 5:30 PM
1. CALL TO ORDER AND ROLL CALL (CHAIRPERSON)
MEETING COMMENCED AT 5:42PM. A ROLLCALL WAS TAKEN, AND PLANNING COMMISSIONERS CARLY HANSEN,
BRAD CHRISTIANSON, ANTHONY SEKINGER, OLIVIA COOK, NICOLE MURAD, NANCY TASHMAN AND BRIAN SIPES
WERE PRESENT. ALSO PRESENT WERE TOWN MANAGER, ERIC HEIL, COMMUNITY DEVELOPMENT DIRECTOR MATT
PIELSTICKER, AICP, PLANNING MANAGER JENA SKINNER, AICP, AND DEVELOPMENT COORDINATOR, EMILY
BLOCK.
2. APPROVAL OF AGENDA
ACTION: COMMISSIONER SIPES MADE A MOTION TO APPROVE THE AGENDA. COMMISSIONER TASHMAN SECONDED
THE MOTION, AND THE MOTION PASSED UNANIMOUSLY, 7-0.
3. DISCLOSURE OF ANY CONFLICTS OF INTEREST OR EX PARTE COMMUNICATION RELATED TO AGENDA ITEMS
THERE WERE NO CONFLICTS OF INTEREST OR EX PARTE COMMUNICATION.
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 PLANNING AND ZONING
COMMISSION APPROVAL. THERE WERE NO PUBLIC COMMENTS.
5. WORK S ESSION
5.1. MAIN STREET MALL CONCEPT PLAN REVIEW – PLANNER II, MAX MORGAN
6. CONSENT AGENDA
6.1. FEBRUARY 10, 2025 PLANNING AND ZONING COMMISSION MEETING MINUTES
ACTION: COMMISSIONER SEKINGER MADE A MOTION TO APPROVE THE CONSENT AGENDA . COMMISSIONER COOK
SECONDED THE MOTION , AND THE MOTION PASSED UNANIMOUSLY , 7-0.
7. FUTURE MEETINGS
7.1. MARCH 10, 2025
7.2. MARCH 24, 2025
8. STAFF UPDATES
9. ADJOURN
THE MEETING WAS ADJOURNED AT 7:08 PM
_______________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
AGENDAS ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, ONLINE AND AVON PUBLIC LIBRARY
IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING,
CALL MATT PIELSTICKER AT 970-748-4413 OR EMAIL MATT@AVON.ORG WITH ANY SPECIAL REQUESTS.
THESE MEETING 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 RECORDING OF THE MEETING, WHICH CAN BE OBTAINED FROM THE TOWN
CLERK’S OFFICE BY SUBMITTING A PUBLIC INFORMATION REQUEST.
RESPECTFULLY,
EMILY BLOCK
CASE COMMITTEE MEETING MINUTES
THURSDAY, FEBRUARY 20, 2025
IN PERSON AT AVON TOWN HALL
CASE COMMITTEE MEETING MINUTES, 20 FEBRUARY 2025 PAGE 1 | 7
1. ROLL CALL
CASE Committee: Committee Chair Justin Chesney, Committee Members Thomas Walsh, Danielle McNair, Pedro
Campos, and Town Council Member Ruth Stanley
Health and Recreation Committee: Committee Chair Nancy Tashman, Committee Vice-Chair Lisa Post,
Committee Members Amy Phillips, Kathy Ryan, and Derek George
Staff: Chief Cultural Officer Danita Dempsey, Recreation Director Michael Labagh, Recreation Aquatics
Superintendent Kacy Carmichael, Town Planner Max Morgan, Special Events Coordinator Emily Dennis
Absent: CASE Committee Member Kerri Thelen, Health and Recreation Committee Members Courtney Walters
Rawson, Patricia Nolan, and Sonia Martinez
Public: Chuck Yang
Town Manager Eric Heil joined virtually at 12:38 p.m. and Town Council Member Kevin Hyatt arrived in-person at
12:45 p.m.
The meeting was called to order at 12:31 pm.
2. MINUTES
CASE Committee Member Thomas Walsh motioned to approve the meeting minutes from January 16, 2025.
Committee Member Campos seconded the motion, and it passed unanimously.
3. PUBLIC COMMENT
No public comments were made.
4. CURRENT ACTIVITY
Chief Cultural Officer Dempsey opened the floor to Town Planner Morgan to present the concept review for the
pedestrian mall.
Town Planner Morgan provided an introduction and overviewed the agenda items, stating that he would recap previous
work sessions from other citizen committee meetings and review three preferred pathway options. Town Planner
Morgan noted that the group will review a few additional elements, including a possible Mikaela Way closure, food truck
courts, safety buffers, and the status of the skier statue. He also mentioned that there has been a lot of support for
parking garage in the Avon Recreation Center lot and that he is proud of the work the citizens committees have
completed thus far.
Town Planner Morgan introduced the three pathway options, noting that the group is welcome to mix and match
elements, based on their preferences. He introduced the first option of the Mikaela Way closure, noting that there would
be a 225-foot segment from the edge of the entrance to the Avon Recreation Center lot to the edge of Avon Library
parking. He noted that this plan would straighten the library parking and add an additional parking stall, and would
require turnarounds for library patrons, while incorporating movable planters and bollards. Town Planner Morning stated
that this would not be a permanent closure so the space could transform to allow vehicles to pass if needed.
The Committee inquired/commented:
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IN PERSON AT AVON TOWN HALL
CASE COMMITTEE MEETING MINUTES, 20 FEBRUARY 2025 PAGE 2 | 7
A. Can you review how the closure impacts the other side of Mikaela Way? Is the whole area supposed to be for
pedestrians unless we have cause to transform it for vehicles?
B. What are the safety implications of having Mikaela way closed? Are there other factors as to why we wouldn’t want
it open? I notice that it provides access to a lot of people from the bus terminal to the park.
C. The Avon Recreation Center mural is a great photo op, and I see people standing in the road all the time.
D. I’m afraid to cross that road when we are busy with out of towners, so I think opening the road during Salute and
Triple Bypass defeats the purpose of safety and traveling across that street. What happens to bus traffic? We use
Mikaela Way as an alternate route.
E. I do not want it to take a lot of man hours to reopen the street.
F. What about automatic lifters like other communities’ use?
G. I don’t like the closure as there are already very few routes north and south for the Town. I’m more interested in a
solution to safely cross the road while keeping the road open.
H. I like the promotion of pedestrians. The amount of traffic using Mikaela Way has decreased, and it takes time for
people to accept change. If we start with this small area, it might help push more pedestrian-friendly projects.
I. Have we done any traffic studies on Mikaela Way?
J. Could we get an “Avon” sign in front of the Recreation Center mural?
Recreation Aquatics Superintendent Carmichael mentioned that the delivery ramp for the Recreation Center is too
steep and that she is in favor of the Mikaela Way closure if it could lead to better ramp access.
Town Planner Morgan stated that Mikaela Way would be open for Salute to the USA and Triple Bypass and any
additional occasion deemed appropriate. He noted that some pros of the closure could include enhanced pedestrian
safety, as they have already identified some blind spots on the road, and that it would bring the plaza area to life. He
mentioned that they could include whatever safety mechanisms to close the road as they fit within the space, including
bollards, boulders, natural landscaping – something that is function, enhances the ambiance of the space, and cost-
effective. He also mentioned that there has not been a traffic study completed for Mikaela Way.
The Committee inquired/commented:
A. I like the idea of the closure, but what about the daycare?
B. People using the Prater Lane drop-off would have to come off of West Beaver Creek Boulevard via Mikaela Way
and access to parking would be on that side. We would not be able to go past the library. If we do close the road,
we reduce access to the drop off spot. People from the Recreation Center would have limited access, which could
increase traffic at the main roundabout.
C. Wildridge residents use Beaver Creek Boulevard, so I’m not sure a closure is worth it. I want to understand where
exactly we would close the road.
D. I agree that the current situation is dangerous for crossing and I’m concerned about the hammerhead parking. It
could be confusing for people who are already confused by roundabouts. I’m opposed to completely cutting off to
traffic. It’s a thoroughfare that should be open as we do not have many ways to get through town via car or bicycle.
E. I’m interested in the solution of how you cross the road while managing vehicular traffic. We should be investing in
the crosswalk without stopping traffic.
F. I look to Avon Station with the 15-mile per hour zone, a raised crosswalk on either side. It has been treated as a
pedestrian area with crosswalks. I like the idea of making the vehicle subordinate to the pedestrian and it’s probably
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CASE COMMITTEE MEETING MINUTES, 20 FEBRUARY 2025 PAGE 3 | 7
keeping more options open for emergency services to use the road. Having hammerhead parking could be a life
safety issue.
Town Planner Morgan presented the group with pedestrian pathway option 2, noting that it is the straightest path that
includes a mini plaza between the Avon Recreation Center and the Library. He also mentioned that option 2 does
incorporate the Mikaela Way closure but it can be removed if the consensus is against the closure. He noted that the
nothing east of Town Hall changes in this concept and the straightest path gets you south of the spruce tree which is
being used as a focal point. He mentioned that there is modified parking on Lake Street and reminded the group that
they can mix and match different elements of each concept. Town Planner Morgan stated this option could move south
to the food truck court space rather than taking you all the way to the tree. He stated that this was a consideration
because of the new restrooms going in and that there were a lot of people navigating to the north and south parts of the
park.
Town Planner Morgan presented the group with pedestrian pathway option 3, mentioning that this is an affordable and
minimalist approach. He stated that the same path would be kept, it would still get treatment and be paved with pavers.
He mentioned that this plan was done with consideration for Lot 351 and future development projects.
Chief Cultural Officer Dempsey said that thinking about this third option allows us the time to decide what is going to
happen with a potential Recreation Center expansion as well as the Old Fire Station (Lot 351). She mentioned that
when you are passing through these areas as they are now, they seem to be a hodgepodge of things, and it is not the
most welcoming experience. She noted that this is a good suggestion to consider the food truck courts as a good fit for
the space, mentioning that we have received feedback that people want access to quick grab-and-go-style food. She
stated that right now we have one option for a food truck and that we think three or four would be a nice addition to the
space.
Town Planner Morgan stated that we can circle-back to Mikaela Way and that all of these details are at play as we
evaluate our options. He asked the group which one of these pathway options helps us to accomplish our goals.
Recreation Direction Labagh asked Town Planner Morgan to clarify options 1 and 2 as they impact the parking lot at the
Recreation Center.
Town Planner Morgan stated that we do not have to get rid of the Recreation Center west lot parking, although the
plans show that. He reminded the group that we can remove elements of various options if they do not like them.
The Committee inquired/commented:
A. When I ride my bike, I have no issues. However, people buzz by me when I’m riding. Have there been any thoughts
on how to control the speed of cyclists? I’m not sure if the straight pathway option is the most viable for pedestrian
safety.
B. Looking at options 1 and 2, I am wondering if we are going to leave access to parking spots at the Recreation
Center and Library and are we going to overlay a new pedestrian surface?
C. I can see parking being reduced, but I don’t know if we must eliminate it. It should be about making pedestrian
connectivity the dominant issue and we can retain some parking. I’d like to see a pedestrian path through an active
parking lot, like what we have done at Avon Station with the raised crosswalk.
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THURSDAY, FEBRUARY 20, 2025
IN PERSON AT AVON TOWN HALL
CASE COMMITTEE MEETING MINUTES, 20 FEBRUARY 2025 PAGE 4 | 7
D. There is a strong point of entry at the crosswalk with pavers near the Recreation Center that leads to the
playground, and we have a good solution for pedestrian traffic headed north. I expected to see an option that had a
walkway along the south side of the library that ended near the Old Fire Station. Whatever happens with the Old
Fire Station could be another point of entry into the park. I also would like to see the plaza more to the south rather
than in the middle of Lake Street.
E. We should keep our options open for the fire station. Looking at the footprint of the Old Fire Station, it can be
expanded. We would be creating a second focal point into the park. When you’re going into the park, there is the
slippery slope of grass. Do we look at getting the path down to turf level? Should that also be part of these options?
July 3rd was crazy with people trying to get up that hill and it was getting very slippery. Could we add some tiers to
the slope?
F. Could we put more trees or landscaping to direct people to the south of the park?
G. I love the idea of having food trucks, we need more food options, and it would help support small businesses. Do
options 1 or 2 take away space from holding more food trucks?
H. What is our 10-to-20-year vision for a gateway element? Do we want one grand entrance? Would the food truck
program be year-round?
I. We would not have one grand entrance to maintain our soccer field. Looking at how the Town is laid out, there is
lots coming through Avon. The Downtown Development Authority (DDA) is working on having additional
transportation on Lake Street and we should figure out how to connect to the park in a way that will not have to be
redone in the next few years. Options 2 and 3 would make the pedestrian dominant to cars. We should make the
southern access as natural as possible. I think it would be valuable to make the connection across Mikaela Way
permanent so it’s not subject to change in the future when we are ready for the Recreation Center expansion.
Town Planner Morgan stated that we are not willing to go anything farther south on Lake Street with regards to the
project so as not to impact any future planning for Lot 351. He also mentioned that we cannot touch the athletic field
incline and that anything west of the large spruce tree is undevelopable.
Chief Cultural Officer Dempsey mentioned that it may be more appropriate to discuss the slope of the field when Lot
351 is repurposed, but also that it may not be a key element of the repurposing project. She also noted that the gateway
element is still an opportunity, but that it cannot encroach on the soccer field.
Town Planner Morgan noted that there have been discussions about making the path more of a fanned design so there
is no 90-degree angle from the pedestrian path when you enter the park. He stated that option 2 highlights the fan
element in a bit more detail. He also mentioned that he is not aware of any concepts that would modify space
constraints for the food trucks, noting that smaller elements like seating and benches could be minimally impacted.
Chief Cultural Officer Dempsey stated that we currently have a food truck program that allows for one truck on Lake
Street but there are power constraints that limit our options. She mentioned that the food truck program currently
operates from Memorial Day through September and that it could potentially transition to a year-round program if we
have the capacity to do so.
The Committee inquired/commented:
A. If we do not close Mikaela Way, the gathering area along the pedestrian mall is a very minimal area. I like option 2
but I do not want to take away from any Recreation Center Parking. By closing off Mikaela Way, there could be an
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IN PERSON AT AVON TOWN HALL
CASE COMMITTEE MEETING MINUTES, 20 FEBRUARY 2025 PAGE 5 | 7
expansion of the plaza area. I’m in favor of it being permanently blocked off for pedestrians, including a food truck
area, and having a thicker path continuing all the way to the park. Option 3 already looks like what we have now,
and it is missing a big wow factor. I’ve also noticed that nobody dismounts their bicycles even in dismount zones,
it’d be great to have dismount zones in the pedestrian mall, but would it make a big difference?
B. I like option 1 if we can alleviate the issues of daycare access and I also like the pathway direction of option 3. I
think a hybrid version of the two would be nice.
C. At what point are we putting the carriage before the horse? Are we forcing a decision on the Old Fire Station right
now? Are we going to dislike what we do?
D. I like option 3. I think the other two options are too committal. I don’t want to endorse those and find out later we
should not have done something that far south.
E. It’s hard for me to get behind options that reduce parking, so I’m not for options 1 and 2. I like option 3 and think we
should spend money on creating a safer crossing solution at Mikaela Way. I would also like to advocate for
commuter style bike paths as people will be using the path more in the summertime. It would be great if we could
look at an option to draw faster bike riders away from the pathway in option 3.
F. I agree. My family and I choose not to drive our cars in the summer and so having an option to commute via bike
paths would be helpful. I like the entrance of option 2 when thinking about the park, but option 3 makes more sense
in the long term. If we do this because of the future of other projects, then it will change anyway. It would be nice if
there was better entrance into the park with option 3.
G. I’m wondering if we need to address the bike path portion through increased road signage so that when people are
on their bikes, they are safer. We could have bike lanes painted on Benchmark Road. Lots of people come in via
the Eagle Bike path and we should figure out how to get commuters better connectivity. It’s not a very biker-friendly
path with the two switchbacks on the trail and we do not have any great bike parking options.
H. There were no great bike parking options at Salute. As a bike commuter, I ride the roads to avoid pedestrians,
people walking their dogs, and people with strollers. We encourage people to be environmentally friendly by riding
their bikes, so we should have better options.
I. I would like to see this be a true pedestrian mall and direct bike traffic to Benchmark Road and West Beaver Creek
Boulevard. I lean toward option 3 because we do not know what is happening with Lot 351 and I like the idea of
having food trucks.
J. The north shore is better developed for pedestrians with the beach and other activities. The south shore pathway is
the best way to direct fast moving bike traffic.
Town Planner Morgan asked the group which path option and concept they preferred. He mentioned that discussions
policies and peripherals can come later.
Town Council Member Stanley asked the group to vote on the three pathway options, with pathway option 3 receiving a
majority of the vote.
The Committee inquired/asked:
A. I want the entrance to the park to be as close to the park as possible. The restroom project could impact which side
of the park draws more people.
B. I’m split on the Mikaela Way closure.
CASE COMMITTEE MEETING MINUTES
THURSDAY, FEBRUARY 20, 2025
IN PERSON AT AVON TOWN HALL
CASE COMMITTEE MEETING MINUTES, 20 FEBRUARY 2025 PAGE 6 | 7
C. Why is a more permanent closure something we want? I have never personally had an issue with the crosswalk,
but I know some people have.
D. Why is raising the crosswalk expensive?
Town Planner Morgan stated that the Mikaela Way closure could solve three initial challenges from the original
concepts, including lowering the speed limit, modifying parking, and raising the crosswalk. He mentioned that the
closure concept would mean there would be no change in speed limits, it saves money because we would not have the
raise the crosswalk, and we would be able to easily add a space by straightening library parking. He also mentioned
that this was a recommendation from almost 10 years ago. He stated that raising the crosswalk is more expensive than
the alternative of closing the road.
The Committee inquired/commented:
A. I think it would be most successful if we raised the area and put signage. I’m having a hard time conceptualizing the
cost-benefit analysis of closing the road. It is not obvious how to get to the park right now. I agree that pedestrian
safety needs to be a high priority. Looking back at Avon Station, that has been successful at reducing traffic
speeds.
B. I would like to understand if it’s better to raise the crosswalks or put in the flashing crosswalk signs.
C. I’ve noticed that most people do not hit the button for the flashing crosswalk signs. At least the raised crosswalk is a
permanent structure that a car must pay attention to.
D. What about the volume of traffic as it relates to the flashing lights versus the raised crosswalks?
E. What if we put in a speed bump?
F. I like the idea of closing Mikaela Way.
Chief Cultural Officer Dempsey asked the group to vote by raising hands on the Mikaela Way closure. There were 5 in
favor and 4 against the closure with one abstained.
The Committee inquired/commented:
A. I think closing the road puts more traffic on Lake Street, which is more of an issue.
B. I think we can find something that enhances the space without having to close it.
Town Planner Morgan asked the group to briefly review safety buffer options, mentioning that these were a more recent
addition to the design. He stated that we do not want people driving into the park. He then asked the group if their
preferred safety buffers were boulders or bollards.
By show of hands, boulders as safety buffers received a majority of the vote.
Town Planner Morgan mentioned that there is large support for the space in front of Town Hall to be a civic plaza,
stating that right now it is designed to be a half-circle, but that can be modified. He also showed the group possible
relocation options for the skier statue that is currently in front of Town Hall.
The Committee inquired/commented:
A. I want this group to weigh in on whether we should have permanent post structures or not for seasonal shade
structures in the pedestrian mall.
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CASE COMMITTEE MEETING MINUTES, 20 FEBRUARY 2025 PAGE 7 | 7
B. The group agreed that post structures would be helpful for seasonal shades and that the pedestrian mall gets very
hot in the summer.
C. I am interested in lighting, and I also think that we should have our plaza in a place where there are good views of
the mountains to the south. I don’t think in front of Town Hall is the best place for it.
D. Could we add something to Possibilities Plaza? Does it have a good view? I’m thinking of times when we had
musicians play on the mall, and they struggled in the heat. Pedestrians didn’t want to stop and enjoy the music
because it was so hot and there was not a lot of shade.
E. How will the plaza be programmed? What time of day and year will this happen? There is a large shadow from The
Seasons’ building that is cast onto Town Hall. I like the idea of shade informing the location of a plaza.
Town Planner Morgan thanked the group for their input, stating that we want to make sure we reach our conclusions
with the input of our citizens’ committees. He also mentioned that there is a Planning and Zoning Commission meeting
on Monday, February 24 that is open to the public.
3. CURRENT ACTIVITY
4. PLANNING
Chief Cultural Officer Dempsey reminded the CASE Committee members that CASE appointments will be made at next
week’s Town Council meeting on Tuesday, February 25. She also encouraged CASE Committee members to begin
thinking about the Colorado Creative Industries Summit happening on May 1-2, 2025, in Grand Junction.
ADJOURNMENT
The meeting was adjourned at 2:02 p.m.
Respectfully submitted by:
Emily Dennis
Special Events Coordinator
FINANCE COMMITTEE MEETING
MONDAY, MARCH 3, 2025
HYBRID MEETING; IN-PERSON AND ON TEAMS
Finance Committee Meeting, March 3, 2025 1 | 2
1. ROLL CALL
Present in Person: Committee members John Widerman, Lisa Post, Markian Fedeschuk, Steve Coyer
and Councilor Kevin Hyatt.
Absent: Councilor Lindsay Hardy, Committee Member Clark Rogers
Staff: Town Manager Eric Heil (arrived a few minutes late), Deputy Town Manager Patty McKenny, Chief
Financial Officer Paul Redmond, Finance Manager Joel McCracken, Financial Analyst Chase Simmons,
as Secretary.
The meeting was called to order at 12:00 p.m.
2. APPROVAL OF S EPTEMBER 16TH, 2024 MINUTES
Committee member Lisa Post moved to approve the minutes. Committee member Steve Coyer
seconded that motion and it passed 4 to 0.
3. PUBLIC COMMENT
There was no public comment.
4. APPOINTMENT OF COMMITTEE CHAIRPERSON (CFO PAUL REDMOND)
Chief Financial Officer Paul Redmond asked for those Committee Members interested in serving
as the Chairperson and Vice Chairperson for the Finance Committee. John Widerman will serve
as Chairperson and Steve Coyer as Vice Chairperson.
5. DISCUSSION: E CONOMIC & PLANNING SYSTEMS, INC(EPS) – FISCAL ANALYSIS REPORT (CFO PAUL
REDMOND)
Chief Financial Officer Paul Redmond discussed the proposed scope of work for the 2025 Fiscal
Analysis Report. The discussion centered around the Village at Avon and its projected growth in
terms of providing the proper service levels. Town Manager Eric Heil and Chief Finance Officer
will speak with EPS about a separate report regarding the costs and benefits of the Village at Avon
compared to the Town of Avon. Paul Redmond also discussed the scope of work to analyze the
spending at retail and restaurant establishments and what type of patrons contribute to this
spending. This would help determine how the tax revenues that fund municipal services are related.
6. NEXT COMMITTEE MEETING DATE
Monday, May 5th at 12:00 p.m. The agenda will include the Recreation Center improvements and
aspects of the multi-year budget.
7. ADJOURNMENT
Committee Chair John Widerman moved to adjourn the meeting. Committee member Lisa Post
seconded that motion and the meeting adjourned, the time was 1:50 p.m.
Respectfully Submitted by:
Paul Redmond, Chief Finance Officer.
These minutes are action minutes and 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.
970-748-4446 mlabagh@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Michael Labagh, Recreation Director
RE: Ice Skating Recap
DATE: March 5, 2025
SUMMARY: This report provides a review of the 2024-2025 ice skating operations on Harry A. Nottingham
Lake. No action by Council is requested.
BACKGROUND: After an extended hiatus, the Town reintroduced ice skating on Nottingham Lake during
the winter of 2020-2021, providing 59 days of rink operation. Ice operations did not occur during the winter
of 2021-2022 due to challenging weather and staff shortages. Ice skating returned to Nottingham Lake for
52 days of operation in the 2022-2023 season and for 17 days of operation in the 2023-2024 season.
Recreation Department staff provide skate rentals and concessions housed out of the Metcalf Cabin and
the Public Operations staff manage the maintenance of the ice rink.
ANALYSIS: Each ice season, Staff are faced with challenging weather including heavy snow and
fluctuating temperatures that can compromise the ice sheet. Recreation and Public Operations Staff work
together to offer a safe and high-quality ice skating operation on Nottingham Lake.
Maintenance: Public Operations staff were able to access the ice sheet on December 15, 2024 to begin
performing maintenance. This season, staff reported an average ice depth of 17 inches across the rink
area and at times up to 20 inches of black ice. Staff cleared snow from the ice sheet as soon as possible
and flooded the rink at night frequently to maintain and improve the ice depth and surface.
Operations: Staff were able to provide an expanded ice sheet that extended to the terrace. The west side
of the rink included two “box hockey” goals while the east side of the rink was designated for general use.
The ice rink was open daily from 4:00 - 8:00 p.m. and saw 37 days of operation between December 26,
2024 and February 13, 2025. On a few occasions, the ice rink had a delayed opening to allow the rink to
refreeze after warm temperatures during the day created a softer surface.
For the second year, the Recreation Department staff opted to adjust operating hours to seven days a
week, Sunday through Saturday, 4:00 – 8:00 p.m. This change proved to be successful and allowed for
improved maintenance of the ice along with a manageable staff schedule.
Rink Usage: The ice rink recorded an average of 15 users per day and the total daily attendance
fluctuated between 5 and 45 users. Several consistent users utilized their own equipment, but Recreation
Department staff also sold 137 skate rentals throughout the season. All ice rink users are required to sign
a liability waiver once per season. Staff continue to see success collecting liability waivers digitally. There
were 113 digital waivers completed this season.
Ice Drop-In Sports programs, including 3 vs. 3 hockey, broomball and tea kettle curling, were added to the
ice rink offerings this year. Although participation was low, community excitement was noted for the first
attempt at bringing these programs back into the Recreation Department’s offerings.
CONSIDERATIONS: The ice rink team is always looking to improve operations and enhance the
community’s experience. Staff have identified several opportunities to achieve this goal.
Staffing: The Public Operations Division was fully staffed during this year’s ice season which made a
significant difference with maintaining the quality of the ice surface. Public Operations Staff schedules
were also adjusted to optimize available resources for ice rink maintenance and other winter
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responsibilities. To assist with staffing, hiring or contracting a full-time seasonal Ice Rink Attendant may be
beneficial. This would improve operational efficiency since during a snowstorm, all available Public Works
Operators are plowing the roads and sidewalks prior to attending to the ice. The longer staff allow snow to
sit on the ice, the worse the ice surface becomes. Staff will consider this as an option when planning for
the 2026 budget.
Programming: Programming the ice rink is challenging due to the variability with the weather and
fluctuations in the condition of the ice. Staff will improve the program planning process and look to increase
marketing efforts moving into the 2025-2026 ice season. Staff are also researching new equipment and
supplies that will enhance ice programming and improve the overall user experience.
Equipment: Staff will research options for an ice resurfacing machine and/or vehicle which will improve
the safety and quality of the ice surface. Although the rink is flooded as often as possible, the natural ice
surface remains rough and difficult for the average user to skate on.
Thank you, Michael
ATTACHMENT A – Ice Rink Photos
ATTACHMENT B – Ice Rink Program Flyer
ATTACHMENT A
Cost: $6
6:00-8:00 p.m.
DROP-IN
ICE
SPORTS
LOCATION: nOTTINGHAM
lAKE, METCALF cABIN
Pond Hockey
Thursdays
Jan 9,16,23,30,Feb 6,13,20
Broomball
Tuesdays
Jan 14,28 and Feb 11
Tea Kettle Curling
Tuesdays
Jan 21, Feb 4, 18
ATTACHMENT B