TC Packet 10-21-2025 - RETREAT_____________________________________________________________________________________
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AVON TOWN COUNCIL BUDGET RETREAT AGENDA
TUESDAY, October 21, 2025
MEETING BEGINS AT 5:00 PM
In-person at Avon Town Hall – Council Chambers
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. BUDGET RETREAT
5. ADJOURN
970.748.4004 eric@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council members FROM: Eric Heil, Town Manager
Paul Redmond, Chief Financial Officer
RE: 2026 Budget Retreat
DATE: October 21, 2025
SUMMARY: The 2026 budget is presented to Avon Town Council and the Avon community. The focus of
this budget retreat will be to review all Funds for the Town and changes from 2025 to 2026. Staff intends to
present a “balanced budget” which we define as annual expenses not exceeding annual revenues. The
budget is structured to meet the goals, priorities and directives of Council on behalf of the Avon community.
Overall, Avon’s finances are healthy, and the budget supports the basic year-to-year operations. Budget
challenges for 2026 are primarily a flattening of sales tax and accommodations tax revenues and the
response to present equally flat changes in expenses. Expenses increase year to year even without any
additions to Staff, programs or projects because (1) there are many reoccurring supply and equipment
costs which increase by inflation, (2) personnel costs increase to remain competitive and support retention
to avoid the high cost of employee turn-over, and (3) health care costs continue to increase at a rate that is
2-4 times the rate of inflation. Staff has been very conservative with expenses across Departments to
maintain current staffing levels and current levels of service while still delivering balanced budget.
Fund balances remain very strong, which is a result of conservative budgeting practices. The CIP Fund
includes many projects. We continue to prioritize and adjust capital improvements projects to balance our
financial resources with realistic schedules and reasonable workloads.
We want to thank all the Department Directors and Division Managers for their work in preparing the
budget. The complete draft budget was nearly a month earlier than last year.
RETREAT PROCESS: NOTE!!! We will have all information related to the budget available;
however, we are planning to forego an overview presentation and start with the bullet list of specific
items upon which we request direction. We recommend polling Council members at the beginning
to identify any other items for discussion. Department Directors will be available to answer any questions you have about the budget. Please review the presentation slides before the budget
retreat.
BUDGETARY POLICIES: Each year Staff asks Council to review the budgetary policies which drive our
budget process (Attachment A). The Town of Avon’s financial policies establish a disciplined framework
for budget development, fiscal accountability, and long-term planning. The Town Manager leads the budget
process, emphasizing transparency, public engagement, and policy-driven resource allocation. Budgets are
prepared using modified accrual accounting, with proprietary fund statements presented on a full accrual
basis. The Town maintains a 22% emergency reserve in the General Fund and prioritizes balanced
budgets that avoid deferring costs to future years. Capital improvement planning spans five years and
categorizes projects by replacement, expansion, or enhancement, with funding strategies tailored to each.
Procurement practices promote competitive bidding and value-based selection. The Town also integrates
performance metrics, evaluates operating impacts of capital projects, and seeks equitable cost recovery
through user fees. Debt financing is reserved for projects benefiting future residents, ensuring fiscal
sustainability and alignment with community goals.
BALANCED BUDGET: Every year a balanced budget is presented to Council which balances the
projected operating revenues for the next year with projected operating expenses. Staff budgeted
conservatively with both revenues and expenses. Actual revenues usually come in higher than budgeted.
Page 2 of 3
Expenses are budgeted for 100% employment for all positions throughout the entire year; however, Avon is
never 100% staffed so we typically realize some personnel savings by the end of the year. recruiting and
hiring throughout the year can be variable which creates some savings. These conservative budgeting
practices and year end savings illustrate the fiscal responsibility of Avon. The General Fund is showing a
surplus for the budget year 2026 of $52,000. Avon maintains fiscal stability and ensures that resources are
available for essential services. This approach also allows for flexibility in responding to unforeseen
circumstances and supporting long-term fiscal sustainability. Avon’s reserves have increased dramatically
over the last several years largely due to this conservate budgeting approach and the post pandemic
demand increasing sales tax revenues.
That said, it is Council’s discretion to approve additional expenditures from the unrestricted reserves for
whatever expenditures Council finds is beneficial and appropriate for the Avon community. We recommend
that use of unrestricted general fund reserves may be appropriate to maintain existing staffing levels
through temporary downturns or for one-time expenditures that are not re-occurring every year.
PERSONNEL GROWTH COST: The overall personnel budget has increased due to the increase of full-
time positions over the last several years and due to competitive salary range increases necessary for
successful recruitment and retention. The year-over-year increase is a result of adding Staff to maintain
and deliver basic governmental services and give more attention to areas such as events, sustainability,
community housing, and parking management. Our local labor market continues to be highly competitive
because many employers are competing for the same local labor pool. High housing costs create a
significant barrier to successfully recruiting out-of-county employees.
The 2026 budget includes the addition of one Full-Time Recreations Service Coordinator to replace
multiple part-time positions. In 2025, Avon received two separate grants to provide funding for the police
operational services. The grant funding is no longer available for both positions in 2026. We are
eliminating one position in 2026 which is currently vacant. The Chief Human Resource Officer will not be
budgeted in 2026 and the Deputy Town Manager will continue to provide oversight of the Human
Resources Division. Summer help for the Public Operations Division has been increased from three
seasonal employees to nine seasonal employees in order to assist with landscaping maintenance, general
park maintenance, special events, and other Public Operations work.
Avon is budgeting for a merit increase pool in the amount of 3% of the overall personnel salary expenses,
which is down from 4% in 2025. The reduction of the merit increase pool is due to a decrease in inflation.
Avon will conduct its bi-annual competitive salary study for all positions in accordance with our Employee
Policies. The draft budget includes salary increase pool of 3% of overall personnel salary expense for the
second of 2026. Although preliminary projections for the 2026 budget showed 13.1% increase in health
insurance coverage, Avon received reviewed quotes for a 7.9% increase. In summary, next year’s staffing
remains very similar to 2025 staffing levels.
DEPARTMENT GOALS: The Department Goals were presented to Council at the September 23rd regular
meeting. Council provided direction which will be incorporated into the Department Goals next week.
These goals will help Staff refine the budget for the Public Hearings in November.
REVENUE PROJECTIONS: Revenue projections were presented to Council at the September 23rd
meeting. Revenue projections are modest and conservative as revenues stay consistent and a more
normalized level. Inflation is moving closer to the Federal Reserve’s target rate of 2%. Considering a more
normalized economy sales tax projections are fairly consistent with current year budget, sales tax
projections consider the likely increase in sales tax revenue as the ACE Hardware opens and Phase II of
Frontgate is fully occupied.
Page 3 of 3
CAPITAL IMPROVEMENT PROJECTS AND LONG-RANGE PLAN: The Capital Projects Fund balance
for the next five years is healthy with at least $1 million. Avon’s policy is to keep a minimum $1 million in
the CIP fund balance. The General Fund unrestricted reserves are also considered as sources of funds for
payments on capital improvements. The Town’s need for capital improvements will include several new
potential projects as well as an established and robust schedule for the maintenance of existing facilities
and roads/streets infrastructure, transitioning fleet purchases from lease purchase arrangements to cash
purchases, as well as improvements to town owned parks.
DRAFT BUDGET: Thank you for your consideration of this preliminary draft budget. Staff will look for
Council’s direction on the proposed additions to the budget. After the 2026 Budget presentation, Council
Members will be asked for your input on specific topics for discussion. Staff looks forward to your
questions and directions at the Budget Retreat on Tuesday, October 21.
TOWN MANAGER TOPICS: The following topics are raised for Council consideration and direction:
2026 Landscape Strategy: I discussed a 2026 Landscape Strategy with the Public Works Department.
The goal is to realize significant progress throughout Avon on maintaining our landscaping beds in 2026.
This includes streetscape plantings, parks, and miscellaneous planting beds like in front of Avon Town Hall.
The proposed increase in the budget is $86k, which increases the landscaping budget from $193,633 to
$280,000. This includes an increase in plant materials of $49,000 and an increase of seasonal employees
from 3 to 9. We will actively seek to recruit high school and CMC students. The seasonal employees can
also help with general park maintenance, special events support, and miscellaneous projects such as
removing the barbed wire along the Union Pacific railroad track. This increase in expense is in the current
draft budget.
Economic Development: I believe is timely to raise the topic of considering proactive strategies to
improve Avon’s economy. A flat revenue budget is not sustainable and I do not foresee any economic
growth on the horizon for the next several years. The most readily available economic growth is basic
“heads in beds” or seeking to boost occupancy rates at our Avon lodges. Specific near term activities
include: (1) rejoining Destimetrics to have more lodging data (occupancy, room rates, booking forecasts),
(2) increased marketing and shifting from “Avon’s Community Values” to “Come Visit Avon”, and (3)
exploring a potential spring and fall 3 day bluegrass festival projected to bring in 5,000 to 6,000 people
when our occupancy rates are low.
Rejoining Destrimetrics = $35,000
Increase Marketing = $50,000
Host Three Day Ticketed Festival = breakeven at 4,000 tickets
ATTACHMENTS:
Attachment A: Financial Policies (Clean and Comparison)
Attachment B: PowerPoint Presentation
Attachment C: Fund Summaries
Attachment D: Department Summaries
Thank you, Eric and Paul
DRAFT FOR 2026. CLEAN VERSION
TOWN OF AVON FINANCIAL AND BUDGETARY POLICIES
The following budget policies provide general guidance for the budget preparation, adoption, and
implementation. These budget policies are intended to be reviewed and updated as appropriate each year.
GENERAL BUDGETARY POLICIES
1.Responsibilities. The Town Manager shall prepare and submit to the Council a recommended
budget for the next fiscal year and an accompanying message by October 15. The Town Manager
may delegate this responsibility to a budget officer. If so delegated, the budget officer has full
responsibility for managing the coordination and administration of the budget process.The budget is a
resource-allocation policy document. Council’s primary focus should be on policy issues. Major policy
issues such as funding priorities and “macro” problems shall be described in the budget document.
As representatives of the public interest, elected officials frequently devote considerable time and
energy to examining details of government operations. This watchdog function is important and is an
inevitable part of the budget review process. However, excessive review of details may preclude
thoughtful study of broader policy issues that rightfully should dominate public policy debate. The
Town Manager, Chief Financial Officer, and Department Directors shall be expected to provide
sufficient information to help frame the policy review and debate..
2.Communication. The budget document shall be prepared so that it facilitates public study and
effectively communicates key economic issues and fiscal policies. Avon should avoid preparing a
budget document that is so detailed that it does not communicate effectively with the public.
3.Long-range Planning. The operating budget shall be developed with a focus on long-term financial
balance. Long-term financial commitments should be evaluated closely. Non-recurring revenues and
resources should not be used to finance continuing operations. [NOTE: Avon has never prepared a
3 year, long range plan]
4.Public Involvement. Avon shall comply with Colorado Local Government Budget Law by providing a
draft of the budget to the public by October 15. Avon shall strive to review drafts of revenue
projections, personnel expenses and Capital Improvements Project budget at regular Council
meetings prior to October 15. Specific budget or financial matters may be referred to the Finance
Committee when determined appropriate. Council shall schedule public hearings on the draft budget
at every regular Council between October 15 and adoption of the budget in December.
5.Level of Service. Avon shall endeavor to maintain its current level of service to its citizens. No
increase or decrease in service should be planned except for items discussed during the budget
planning process.
6.Performance Measurement. Efficiency and economy in the delivery of public services is always a
priority. Avon will endeavor to integrate performance measurements and productivity indicators
within the budget.
ATTACHMENT A
FINANCIAL POLICIES
1. Basis of Accounting. All governmental fund budgets are prepared using the modified accrual basis
of accounting. Under this method, revenues are recognized when susceptible to accrual, that is,
measurable and available. Available means collectible in the current period or soon enough
thereafter to be used to pay liabilities of the current period. Expenditures, other than interest on long-
term obligations that is recorded when due, are recognized when they are expected to be liquidated
with expendable available resources. All proprietary fund financial statements are presented using
the accrual basis of accounting. This is the preferred method for proprietary funds under the general
accepted accounting principles. When using the accrual basis of accounting revenues are recorded
when earned and expenses are recorded at the time of liabilities are incurred.
2. Budgetary Control. Budgetary control is maintained at the Department level as directed by the
Town Charter. All noncapital fund appropriations lapse at the end of the Avon’s fiscal year.
3. The Finance Division operates and maintains the Avon’s centralized accounting system. Accounting
records are maintained in accordance with all legal requirements and generally accepted accounting
principles. This automated accounting system, including the Finance Division’s policies and
procedures and organizational structure, provides multiple levels of controls on expenditures of
funds.
4. In addition to Avon’s internal controls, Avon employs a Certified Public Accounting Firm to annually
audit its accounting records and review its internal controls. Avon also submits its Comprehensive
Annual Financial Report to the Government Finance Officers Association for review regarding
conformance to financial reporting standards. Avon has received the Certificate of Achievement for
excellence in Financial Reporting each year since 1991.
5. Fund Balances. Fund balances shall be maintained at levels sufficient to absorb unpredictable
revenue shortfalls and to ensure desired cash flow levels. Fund balances should also be maintained
at levels sufficient to avoid undesirable borrowing. “Surplus” fund balances should be committed first
to capital needs. The General Fund emergency reserves shall consist of the State of Colorado’s
required 3% TABOR restriction along with an additional emergency reserve of 22% for a total
emergency reserve of 25% of Avon’s budgeted General Fund expenditures. Avon has maintained a
minimum total emergency reserve of 25% since 2015.
6. Revenues. Revenues provide the resources by which the Avon carries out its mission, goals and
objectives. Revenue policies in general shall strive to improve the equity and efficiency of Avon’s
revenue structure. Avon shall strive to diversify and broaden its supporting revenue base.
7. Cost Recovery Fees and User Fee Levels. Cost recovery fees, where appropriate, should be
established to ensure that rates are equitable and cover the total cost of providing the service or that
portion of the total cost deemed appropriated by Avon. All fee schedules should be reviewed
annually as a part of the budget process and adjusted accordingly.
8. Grants. Avon shall aggressively seek a fair share of available State and Federal financial support.
unless conditions attached to such assistance are contrary to the Town’s interest. Prior to applying
for and accepting intergovernmental aid, Avon will examine the matching requirements so that the
source and availability of these funds may be determined before the grant application is made.
9. Avon shall assess the merits of a particular program as if it were funded with local tax dollars. Local
tax dollars will not be used to make up for losses of intergovernmental aid without first reviewing the
program and its merits.
10. Balanced Budget. Avon will develop balanced budgets in which current resources (current revenues
plus beginning fund balance) will equal or exceed current expenditures. Avon will avoid budgetary
and accounting procedures which balance the budget at the expense of future budgets, such as:
postponing expenditures, accruing future years’ revenues, or rolling over short-term debt. The budget
will provide for adequate maintenance and replacement of vehicles and equipment. All budgetary
procedures will conform with existing state and local regulations.
11. Procurement. Avon shall follow Procurement Policies set forth in a resolution adopted by Council.
CAPITAL IMPROVEMENT AND DEBT FINANCING POLICIES
Capital improvement policies provide for the systematic repair and/or replacement of existing capital
assets.
1. Capital Improvement Project Plan (“CIP Plan”). Avon will plan for capital improvements over the
next seven years. The CIP Plan shall prioritize maintenance of existing public infrastructure with
particular attention to any public safety considerations. The CIP Plan shall be structured to maximize
efficiency with staff capacity, achieve positive cash flow, and implement Council’s priorities for new
public infrastructure. . The CIP Plan will be updated each year as part of the budget planning
process. The CIP Plan may include (in years other than the first year of the plan) “unfunded” projects
that carry out Avon’s strategic and general objectives, but it should also include capital spending that
identifies specific projects that can and will be completed with known funding sources. The CIP Plan
will incorporate in its projections of expenditures and funding sources any amounts relating to
previous year’s appropriations, but which have yet to be expended. The first year of the CIP Plan will
be used as the basis for formal fiscal year appropriations during the annual budget process.
Appropriations made in prior years for which expenditures have not been changed nor projects
completed will be reevaluated and incorporated into appropriations for the next fiscal year.
2. Operating, Maintenance and Replacement Costs. An estimate of operating, maintenance and
replacement costs for new capital improvements shall be prepared when considering a major new
capital improvement project for inclusion in the CIP Plan. Operating fund budgets to maintain capital
improvements and additional staff needs must be identified, estimated and amended if necessary,
prior to making a final decision to approve and undertake a specific capital improvement project.
3. Technology. New and emerging technologies should be evaluated for opportunities for use. Where
new technologies permit labor savings or allow other cost reductions capital spending can help
balance future budgets.
4. Capital Financing. Capital improvements will be financed primarily through Avon’s Real Estate
Transfer Tax, other user fees, service charges, assessments, developer agreements when benefits
can be specifically attributed to users in a new development and available unrestricted General Fund
reserves. Development impact fees should be created and implemented at levels sufficient to ensure
that new development pays its fair share of the cost of constructing necessary community facilities.
Debt financing is appropriate when there is a current capital improvement demand that cannot be
financed with available funds and when the debt service burden shall be borne by existing and future
users benefiting from the capital improvement. Caution should be exercised to ensure annual debt
service payments do not obligate a disproportionate amount of annually available funds for capital
improvements and restrict the flexibility and discretion of future Councils.
5. Capital Improvement Categories. Capital improvements shall be categorized as follows:
(1) Replacement (Non-Discretionary) – capital expenditures relating to normal replacement of
worn or obsolete public infrastructure, facilities or equipment should be financed on a pay-as-
you-go basis, with debt financing only considered when the public demand for replacement is
immediate and necessary funds are not available. Depreciable assets should, whenever
possible, be financed through internal service funds. Replacement of existing public
infrastructure, facilities or equipment upon reaching the end of its useful life is considered
“Non-Discretionary” unless there is no longer a public demand for such capital improvement.
(2) New Capital Improvements (Discretionary) –the construction of new or expanded capital
improvements, including public infrastructure, facilities or new equipment, should be financed
primarily on a pay-as-you-go basis. New capital improvements have a lower priority and are
secondary to replacement of existing public infrastructure, facilities and equipment.
DRAFT FOR 2026. Proposed changes are shown in redline/strike-out.
TOWN OF AVON FINANCIAL AND BUDGETARY POLICIES
The following budget policies are intended to help provide general guidance for operating and CIPthe
budget preparation, adoption, and implementation. These budget policies are intended to be reviewed and
updated as appropriate each year.
GENERAL BUDGETARY POLICIES
1. Responsibilities. Prior to the beginning of each fiscal year, theThe Town Manager shall prepare and
submit to the Council a recommended budget for the next fiscal year and an accompanying
message. by October 15. The Town Manager may delegate this responsibility to a budget officer. If
so delegated, the budget officer has full responsibility for managing the coordination and
administration of the budget process. The budget is a resource-allocation policy document. Council’s
primary focus should be on policy issues. Major policy issues such as funding priorities and “macro”
problems shall be described in the budget document. As representatives of the public interest,
elected officials frequently devote considerable time and energy to examining details of government
operations. This watchdog function is important and is an inevitable part of the budget review
process. However, excessive review of details may preclude thoughtful study of broader policy issues
that rightfully should dominate public policy debate. The Town Manager, Chief Financial Officer, and
Department Directors shall be expected to provide sufficient information to help frame the policy
review and debate..
2. Communication. The budget document shall be prepared so that it facilitates public study and
effectively communicates key economic issues and fiscal policies. The TownAvon should avoid
preparing a budget document that is so detailed that it does not communicate effectively with the
public.
3. Long-range Planning. The operating budget shall be developed with a focus on long-term financial
balance. Long-term financial commitments should be evaluated closely. Non-recurring revenues and
resources should not be used to finance continuing operations. A 3-year, long-range plan providing
projections of revenues and expenditures for the general, special revenue, and debt service funds
will be prepared and updated annually to provide prospective to each annual budget process.
[NOTE: Avon has never prepared a 3 year, long range plan]
Public Involvement. Opportunities should be provided for public input at the beginning of the budgeting
process as well as during the Council’s public review and budget adoption. Efforts to improve the legitimacy
of the budgeting process by involving the public shall be encouraged. Town Council and staff should seek
to obtain resident and business reactions before the budget becomes adopted.
4. Level of Service. The TownPublic Involvement. Avon shall comply with Colorado Local
Government Budget Law by providing a draft of the budget to the public by October 15. Avon shall
strive to review drafts of revenue projections, personnel expenses and Capital Improvements Project
budget at regular Council meetings prior to October 15. Specific budget or financial matters may be
referred to the Finance Committee when determined appropriate. Council shall schedule public
hearings on the draft budget at every regular Council between October 15 and adoption of the budget
in December.
4.5. Level of Service. Avon shall endeavor to maintain its current level of service to its citizens. No
increase or decrease in service should be planned except for items discussed during the budget
planning process.
5.6. Performance Measurement. Efficiency and economy in the delivery of Townpublic services is
always a priority. Where possible, the Town Avon will endeavor to integrate performance
measurements and productivity indicators within the budget.
FINANCIAL POLICIES
1. Basis of Accounting. All governmental fund budgets are prepared using the modified accrual basis
of accounting. Under this method, revenues are recognized when susceptible to accrual, that is,
measurable and available. Available means collectible in the current period or soo n enough
thereafter to be used to pay liabilities of the current period. Expenditures, other than interest on long -
term obligations that is recorded when due, are recognized when they are expected to be liquidated
with expendable available resources. All proprietary fund financial statements are presented using
the accrual basis of accounting. This is the preferred method for proprietary funds under the general
accepted accounting principles. When using the accrual basis of accounting revenues are re corded
when earned and expenses are recorded at the time of liabilities are incurred.
All proprietary fund budgets are also prepared using the modified accrual basis of accounting. While this
method is not recognized as generally accepted for proprietary funds, it remains the most practical for the
Town of Avon for budgetary purposes.
2. Budgetary Control. Budgetary control is maintained at the departmentalDepartment level as
directed by the Town Charter. All noncapital fund appropriations lapse at the end of the
Town’sAvon’s fiscal year.
3. The Finance DepartmentDivision operates and maintains the Town’sAvon’s centralized accounting
system. Accounting records are maintained in accordance with all legal requirements and generally
accepted accounting principles. This automated accounting system, including the Finance
Department’sDivision’s policies and procedures and organizational structure, provides multiple levels
of controls on expenditures of funds.
4. In addition to the Town’sAvon’s internal controls, the TownAvon employs a Certified Public
Accounting Firm to annually audit its accounting records and review its internal controls. The
TownAvon also submits its Comprehensive Annual Financial Report to the Government Finance
Officers Association for review regarding conformance to financial reporting standards. The Town
Avon has received the Certificate of Achievement for excellence in Financial Reporting each year
since 1991.
5. Fund Balances. Fund balances shall be maintained at levels sufficient to absorb unpredictable
revenue shortfalls and to ensure desired cash flow levels. Fund balances should also be maintained
at levels sufficient to avoid undesirable borrowing. “Surplus” fund balances should be committed first
to capital needs. The General Fund emergency reserves shall consist of the State of Colorado’s
required 3% TABOR restriction along with an additional emergency reserve of 22% for a total
emergency reserve of 25% of Avon’s budgeted General Fund expenditures. Avon has maintained a
minimum total emergency reserve of 25% since 2015.
6. Revenues. Revenues provide the resources by which the TownAvon carries out its mission, goals
and objectives. Revenue policies in general shall strive to improve the equity and efficiency of the
Town’sAvon’s revenue structure. The TownAvon shall strive to diversify and broaden its supporting
revenue base.
7. Cost Recovery Fees and User Fee Levels. Cost recovery fees, where appropriate, should be
established to ensure that rates are equitable and cover the total cost of providing the service or that
portion of the total cost deemed appropriated by the TownAvon. All fee schedules should be
reviewed annually as a part of the budget process and adjusted accordingly.
8. Grants. The TownAvon shall aggressively seek a fair share of available State and Federal financial
support. unless conditions attached to such assistance are contrary to the Town’s interest. Prior to
applying for and accepting intergovernmental aid, the TownAvon will examine the matching
requirements so that the source and availability of these funds may be determined before the grant
application is made.
9. The TownAvon shall assess the merits of a particular program as if it were funded with local tax
dollars. Local tax dollars will not be used to make up for losses of intergovernmental aid without first
reviewing the program and its merits.
10. Balanced Budget. The Town of Avon will develop balanced budgets in which current resources
(current revenues plus beginning fund balance) will equal or exceed current expenditures. The
TownAvon will avoid budgetary and accounting procedures which balance the budget at the expense
of future budgets, such as: postponing expenditures, accruing future years ’ revenues, or rolling over
short-term debt. The budget will provide for adequate maintenance and replacement of capital
plantvehicles and equipment. All budgetary procedures will conform with existing state and local
regulations.
Contingencies. The budget shall include a line item for contingencies for unexpected or unplanned
expenditures and emergencies. No transfer from this line item shall be made without the approval of the
Town Council. The amount provided for shall be a minimum of 0.5% of total operating expenditures within
the General Fund.
Procurement. Procurement practices should promote maximum value and economy through a competitive
process. Vendors and Service providers should be selected using processes that minimize opportunities for
favoritism. The Town’s purchasing and procurement process should encourage life-cycle costing, value
analysis, cooperative purchasing, and efficient disposition of surplus assets. Local vendors should be
preferred only when such practices are shown to benefit Town citizens and taxpayers. Emergency
purchases should be minimized.
11. Procurement. Avon shall follow Procurement Policies set forth in a resolution adopted by Council.
CAPITAL IMPROVEMENT AND DEBT FINANCING POLICIES
Capital improvement policies provide for the systematic repair and/or replacement of existing capital
assets.
Capital Improvement Program. The TownProject Plan (“CIP Plan”). Avon will plan for capital
improvements over a multi-year period. The Capital Projects Fund 5-Year Plan represents the Town’s
commitmentnext seven years. The CIP Plan shall prioritize maintenance of existing public infrastructure
with particular attention to a multi-year CIP programany public safety considerations. The CIP Plan shall be
structured to maximize efficiency with staff capacity, achieve positive cash flow, and relates directly to other
long-range plans and policies of the Town.implement Council’s priorities for new public infrastructure. . The
planCIP Plan will be updated each year as part of the budget planning process. The planCIP Plan may
include (in years other than the first year of the plan) “unfunded” projects that carry out the Town’sAvon’s
strategic and general objectives, but it should also include capital spending that identifies specific projects
that can and will be completed with known funding sources.
The capital improvements programCIP Plan will incorporate in its projections of expenditures and funding
sources any amounts relating to previous year’s appropriations, but which have yet to be expended.
1. The first year of the 5-Year CIP Plan will be used as the basis for formal fiscal year appropriations
during the annual budget process. Appropriations made in prior years for which expenditures have
not been changed nor projects completed will be reevaluated and incorporated into appropr iations for
the next fiscal year.
2. Operating Impacts. An economic impact analysis, Maintenance and aReplacement Costs. An
estimate of operating, maintenance impact statementand replacement costs for new capital
improvements shall be prepared by staff when submittingconsidering a major new capital
improvement project to Council for consideration for inclusion in the CIP program and 5-Year Plan.
Operating fund budgets to maintain capital improvements and additional staff needs must be
identified, estimated and amended if necessary, prior to making a final decision to approve and
undertake a specific capital improvement project.
3. Technology. New and emerging technologies should be evaluated for opportunities for use. Where
new technologies permit labor savings or allow other cost reductions capital spending can help
balance future budgets.
Capital Financing. Capital improvements will be financed primarily through the Town’sAvon’s Real Estate
Transfer Tax, other user fees, service charges, assessments, or developer agreements when benefits can
be specifically attributed to users.
4. in a new development and available unrestricted General Fund reserves. Development impact fees
should be created and implemented at levels sufficient to ensure that new development pays its fair
share of the cost of constructing necessary community facilities. Debt financing is appropriate when
there is a current capital improvement demand that cannot be financed with available funds and
when the debt service burden shall be borne by existing and future users benefiting from the capital
improvement. Caution should be exercised to ensure annual debt service payments do not obligate
a disproportionate amount of annually available funds for capital improvements and restrict the
flexibility and discretion of future Councils.
Debt financing is appropriate only as a means of matching facilities’ costs with the benefits enjoyed by
future residents.
5. Projects should be Capital Improvement Categories. Capital improvements shall be categorized
as follows, with financing noted for each category: :
(1) 1. Replacement (Non-Discretionary) – capital expenditures relating to normal replacement
of worn or obsolete capital plantpublic infrastructure, facilities or equipment should be financed
on a pay-as-you-go basis, with debt financing only considered when appropriate.the public
demand for replacement is immediate and necessary funds are not available . Depreciable
assets should, whenever possible, be financed through internal service funds ;. Replacement
of existing public infrastructure, facilities or equipment upon reaching the end of its useful life is
considered “Non-Discretionary” unless there is no longer a public demand for such capital
improvement.
2. Expansion – capital expenditures relating to New Capital Improvements (Discretionary) –the
construction of new or expanded facilities necessitated by growthcapital improvements, including
public infrastructure, facilities or new equipment, should be financed primarily on a pay-as-you-
go basis, but when new improvements can be determined to benefit the overall population in the
future, debt financing may be appropriate;
(2) 3. Unusual – some. New capital expenditures for improvements enhance the quality of life
in the Townhave a lower priority and are secondary to replacement of Avon and are consistent
with the Town’s goals but cannot be categorized as essential for the provision of basic services
or maintenance of the useful life of existing facilities. The source of funding in this category
shall be determined by looking to the ultimate beneficiary of the capital improvement. existing
public infrastructure, facilities and equipment.
Council Budget Retreat
October 21, 2025
Council Budget Retreat
October 21, 2025
Eric Heil, Town Manager
Paul Redmond, Chief Finance Officer
ATTACHMENT B
DIRECTION
1.Destimetrics $40,000
2.Marketing $50,000
3.Bluegrass Festival(s) $---------
4.Lakeside Cinema $25,000
5.Mural $40,000
6.Beyond Lawn $25,000
7.Tree Top $10,000
8.VVMTA $ 5,000
9.Eagle Ice Rink $35,000
OTHER? We request polling
Council to add topics for
discussion.
Introduction
1.2026 Budget Overview
2.Financial Policies
3.Summary of Funds
4.Fund Balances
5.Department Changes
Budget Highlights
•Conservative Revenue Projections
•Invest in Community
•Plan for the Future
•Maintain Program Service Levels
•Enrich Sustainable Living
Council Budget Retreat
October 21, 2025
Council Budget Retreat
October 21, 2025
Overview of General Fund
A Balanced General Fund Budget is presented
Avon can legally spend unrestricted reserves – $11,833,440
Avon avoids using reserves for operations – Not Sustainable
2026 Budget Highlights
•Sales Tax and Accommodations Tax Revenue are FLAT
•Program Budgets remained relatively FLAT to 2025
•Personnel Cost Increases
•Staffing level increases from 2021 to 2023 and then stabilizes
•Competitive Salary Range Adjustments & Merit Increases with Inflation
results in increased Personnel Costs
•Health Care Cost Increases (current quote =7.9%)
Council Budget Retreat
October 21, 2025
Financial Policies
•Update RETT exemptions every three years
•Next review will be in 2027
•Real estate and other economic factors will determine any adjustment to the
exemption amounts
•Review Minium Reserve Balance – 22%
•Tabor Reserve – 3%
•Fleet Maintenance Rates – Next review 2026
•Review Council Salaries
•Next review will be 2027
Budget Monitoring Guidelines
Council Budget Retreat
October 21, 2025
1.Budgets are monitored on a monthly basis, with Department reviews occurring
quarterly. This ensures expenditure do not exceed appropriations
2.Economic Downturn Review
Council Budget Retreat
October 21, 2025
2026 Revenues
ALL FUNDS
2026 Revenue Projections
2025 2026
Town Fund Budgeted Revenues Budgeted Revenues Percentage Change
General Fund $ 28,043,915.00 $ 29,173,383.00 4.03%
Avon Urban Renewable Fund 2,912,197.00 2,983,325.00 2.44%
Community Enhancement Fund 90,000.00 90,000.00 0.00%
Water Fund 199,000.00 199,000.00 0.00%
Community Housing Fund 1,757,099.00 1,760,412.00 0.19%
Exterior Energy Offset Fund 25,000.00 25,000.00 0.00%
Disposable Paper Bag Fee Fund 35,000.00 45,000.00 28.57%
Capital Projects Fund 12,776,750.00 9,519,258.00 -25.50%
Mobility Fund 888,967.00 939,022.00 5.63%
Fleet Maintenance Fund 2,114,254.00 2,197,890.00 3.96%
Equipment Replacement Fund 1,688,022.00 1,688,022.00 0.00%
Total $ 50,530,204.00 $ 48,620,312.00 -3.78%
Council Budget Retreat
October 21, 2025
Maintain reserve minimum balances to withstand unforeseen events & economic downturns
Unrestricted Reserves
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2020 2021 2022 2023 2024 2025 2026
General Fund Unreserved Fund Balance
Series1
Council Budget Retreat
October 21, 2025
Projected Unrestricted Reserves 2026
2024 Beginning 22% Unreserved Fund Balance $14,745,200
2025 Uses:
Ridgeline (Employee Housing Unit)800,000
15 Sun Road (Walgreens)1,400,352
Total 2025 Uses 2,200,352
2026 Uses:
Recreation Center Aquatics Refurb 2,500,000
2026 Proposed Ending 22% Unreserved Fund Balance $9,226,458
Council Budget Retreat
October 21, 2025
Fund Balances
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Fund Balances
General Fund $ 22,150,836 $ 18,161,332 $ 19,472,872 $ 19,474,622
Avon URA 190,257 594,498 499,260 892,619
Community Enhancement
Fund 323,078 28,774 32,078 102,078
Water Fund 5,631 346,002 83,029 150,699
Community Housing Fund 3,615,936 950,869 1,359,394 1,052,832
Exterior Energy Offset Fund 197,146 139,222 138,146 108,146
Disposable Paper Bag Fee
Fund 148,517 62,162 128,007 105,447
Bond Redemption Fund 47,312 40,258 40,258 51,301
Capital Projects Fund 19,615,081 6,729,543 11,443,742 6,480,991
Mobility Fund 800,804 893,694 500,848 198,419
Fleet Fund 1,379,437 1,107,397 1,673,395 2,170,027
Equipment Replacement Fund 4,812,821 4,169,800 5,477,412 5,363,643
Total $ 53,286,856 $ 33,223,551 $ 40,848,441 $ 36,150,824
2026 Fund Balances
By Fund
General Fund
Avon URA
Community Enhancement Fund
Water Fund
Community Housing Fund
Exterior Energy Offset Fund
Disposable Paper Bag Fee Fund
Bond Redmption Fund
Capital Projects Fund
Council Budget Retreat
October 21, 2025
Town of Avon Debt Service Schedule
Long-Term Debt Description Interest Amount Remaining Final Payment
URA Series 2020 Tax Increment
Revenue Refunding Loan
Refunding Series 2013 Tax
Increment Revenue Bonds 1.23%$ 2,002,301.10 2029
Series 2014B COP Avon Regional Transit Facility 3.03%$ 1,589,986.50 2029
URA Series 2017 Tax Increment
Revenue Bonds New Town Hall 2.90%$ 1,736,578.34 2031
Series 2020 COP Refunding 2010 COP 2.11%$ 1,144,822.40 2031
Series 2016 COP Public Safety Facility 2-4%$ 4,884,943.76 2035
Series 2025 COP 15 Sun Road (Walgreens)5.82%$ 10,030,564.58 2045
Council Budget Retreat
October 21, 2025
Debt Service Fund
Original Revised Proposed
Actual Budget Budget Budget
Description 2024 2025 2025 2026
REVENUES
TOTAL REVENUES 962,297 960,756 960,756 1,463,258
EXPENDITURES
Debt Service:
Total Debt Service Expenditures 955,730 960,756 960,756 1,452,215
NET SOURCE (USE) OF FUNDS 6,567 - - 11,043
FUND BALANCES, Beginning of Year 40,745 40,258 47,312 40,258
FUND BALANCES, End of Year $ 47,312 $ 40,258 $ 40,258 $ 51,301
Council Budget Retreat
October 21, 2025
Debt Service Chart
0.00
500,000.00
1,000,000.00
1,500,000.00
2,000,000.00
2,500,000.00
2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Series 2020 Refunding Certificates of Participation Series 2020 Tax Increment Revenue Loan (URA)
Series 2017 Tax Increment Revenue Bonds (URA)Series 2014B Certificates of Participation
Series 2016 Certificates of Participation Series 2025 Certificates of Participation
Council Budget Retreat
October 21, 2025
General Fund Look Forward
General Fund Summary
2026
Proposed 2027 2028 2029
Revenues $28.5 M $29.3 M $30.1 M $31 M
Personnel $17.0 M $17.5 M $18.5 M $19.1 M
Operating $10.1 M $10.4 M $10.7 M $11 M
Total Expenditures $27.2 M $27.9 M $29.2 M $30.1 M
Net Operating Income $1.28 M $1.4 M $960K $988K
Reserve Expenditures (Rec Center)$(2.5 M) - - -
Transfers (CIP)$722K $751K $781K $813K
Transfers (Debt Service)$(500K) $(500K) $(500K) $(500K)
Transfer (Mobility)$(1.5 M) $(1.7 M)$(1.7 M)$(1.8 M)
Reserves (available)$9.6 M $9.8 M $9.4 M $9.0 M
Summary
Personnel
Requests
2024
2025
2026
Council Budget Retreat
October 21, 2025
Positions Requested
FT/P
T Justification
2025
Budget
2026
Budget Annual Cost
GG Front Desk Admin Asst.PT Support Coverage for Front Office Yes No $38,000
GG Sustainability
Coordinator
PT Coverage for Increased Programs Yes No $55,000
Chief HR Officer FT Vacated; Not filled;
Deputy Town Manager Coverage
No No $225,000
Police Commander PT to
FT
Cover for operational efficiency,
optimize staffing management, and
improve overall span of control
Yes PT Partial Year
PT included
$240,000
Police Officer FT - 2 Coverage for service level demands and
organizational coverage
Yes - 2
Grant
Funded
One Officer
included
$135,000
(/person)
Facilities - Building
Attendant
FT Increased facilities to maintain (PW
Garage, East Park Restrooms)
No No $115,000
Fleet - Welder/Fabricator FT Meet demand of service requests not
currently able to cover
No No $130,000
Recreation Services
Coordinator
FT Meet demand of recreation services with
better coverage
No Yes,
replaces PT
wages
$110,000
TOTAL $1,048,000
Council Budget Retreat
October 21, 2025
General Fund Budget Cuts
Eliminated Lakeside Cinema Events - $24,277
No Mural Project Proposed in 2026 Budget - $40,000
Eliminated E-Bike Rebate Program - $20,000
(Colorado State Program offers $450 rebate at point of sale)
Funding Cuts $84K+
Council Budget Retreat
October 21, 2025
General Fund Budget – Changes to Note
VVP Mixer in June + $ 4,000
Host Member Mixer to Showcase Harry A. Nottingham Park
New Restroom Facilities and Improved Park Space
Post-Election Town Council Transition - $ 6,000
Hosted at the Westin for $7,500 in 2024. Proposed to host in
Council Chambers on a reduced scale for $1,500 in 2026.
Grant Services Consultancy - $20,400
Retainer Contract reduced in response to cut in grant funding
available and flat revenue projection.
Council Budget Retreat
October 21, 2025
Economic Development Discussion
Should we sign up for Inntopia Destimetrics? + $35,000
Program will provide Avon lodging data and compare our data to other
destinations
Should we increase Marketing? + $50,000
Avon is not marketing to tourists to attract them to our destination. Is
that something we want to start investing in?
Should we host Ticketed Music? Break-even
Proposals for 3-day festival in the Spring & Fall. The Town would
contribute cash funding to each festival and would break-even around
4,000 tickets sold. And this could boost Town revenues with heads in
beds during slower times
Council Budget Retreat
October 21, 2025
Community Partners Funding Summary
Year 2020 2021 2022 2023 2024 2025 2026
(proposed)
Vail Valley Partnership $12,500 $12,500 $12,500 $12,500 $12,500 $12,500 $12,500
Vail Valley Works $5,000 $5,000 $5,000
Vail Valley Foundation $40,000 $40,000 $40,000 $40,000 $72,000 $50,000 $72,000
EGE Air Alliance $20,000 $20,000 $20,000
Vail Valley Mountain
Trails Alliance
$5,000 $5,000 $5,000 $10,000 $10,000 $10,000 $10,000
Walking Mountains
Science Center
$35,000 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000
Walking Mountains –
Taste of Nature
$5,000 $5,000 $5,000
Walking Mountains –
Fright at the Museum
$1,000 $1,000 $1,000
Avon Athletes $2,000 $2,000 $1,000
Front Ranger Program $17,830 $13,101 $18,359 $18,000 $18,000
Eagle Valley Wildland
Fire
$40,000 $40,000 $40,000 $40,000
Carpenter’s Ball $3,750 $5,000 $5,000
Council Budget Retreat
October 21, 2025
Community Partners Funding Summary Cont’d
Year 2020 2021 2022 2023 2024 2025 2026
(proposed)
Night of Excellence – EC
First Responders
$2,000 $2,000 Moved to PD Budget
Masonic Toy Store
Contribution
$2,000 $2,000 $2,000
CC4CA Retreat $1,500 $1,500 $1,500
Art Guild Rent Support $18,000 $18,630 $19,282
Subtotal $114,500 $114,500 $131,330 $159,601 $219,109 $203,630 $226,282
YoY Growth N/A 0%14.7%21.5%37.3%-7%11.1%
Special/Non-Repeating Payments
ECO TRAILS $100,000 $100,000
Mountain Town 2030 $25,000
VVF Mikaela Celebration $5,000
Walking Mountains –
Climb It for Climate
$1,250
TOTAL FUNDING $114,500 $114,500*$131,330*$290,851*$319,109 $203,630 $226,282
*Total funding shown excludes E-bike rebates in order to show a “true” year over year comparison.
Council Budget Retreat
October 21, 2025
Police Department Partners Funding
Year 2021
2022
2023
2024
2025 2026
(proposed)
Tree Top $5,000 $5,000 $5,000
River Bridge $5,000 $5,000 $5,000
Victim Services
(EC Sheriff)
-$10,794 $8,444
The HOPE Center $19,500 $19,500 $19,500
TOTAL FUNDING $29,500 $40,294 $37,944
Funding in PD Budget for Victim Services
Council Budget Retreat
October 21, 2025
Department Requests
Police - Eagle County Dispatch + $65,810 (**included)
Vail Police Dispatch has asked for a $65,810 increase in fees. The request would add a total of
6 new Dispatchers. Avon Police has asked Dispatch to fund 3 position in 2026 and 3 additional
position in 2027. Dispatch was successful in obtaining additional funding from the 911 Authority
Board and will be able to fund 6 additional dispatchers in 2026.
Police – Helmets + $40,000 (not in budget)
Avon Police was scheduled to replace the departments helmets in 2026, but will be deferred until
2027.
Recreation – Van Replacement #502 + $23,051 (not in budget)
Avon Recreation is scheduled to replace Van #502 in 2026. This is currently being deferred to
2027 as the Equipment Replacement Fund has not accrued enough fund to purchase.
Council Budget Retreat
October 21, 2025
Partnership Requests Part I
VVF - Birds of Prey Women’s Weekend + $32,000 (**included)
This event has been receiving $40,000 in funding for the Men’s Race weekend. They are asking
for $72,000 in 2026 to host both the Men’s and the Women’s weekend.
ECCD – Beyond Lawn Program + $25,000 (not in budget)
The Eagle County Conservation District is asking for $25,000 in funding to assist with
implementation of the Beyond Lawn program in 2026. These funds would directly support local
landowners within the Town of Avon through rebates that incentivize water conservation and
sustainable landscaping practices. Rebates include Turf Replacements Rebates and Efficient
Irrigation System Rebates.
Tree Top Child Advocacy + $10,000 (not in budget)
This organization has been receiving $5,000 in funding the last few years and is struggling with
federal funding cuts. They have requested Council consideration for an additional $10,000 (so
$15,000 total) contribution in 2026.
Council Budget Retreat
October 21, 2025
Partnership Requests Part II
Rodeo Rink at Eagle County Fairgrounds + $35,000 (not in budget)
This organization hopes Avon will consider joining the other municipalities (Eagle, Vail,
Gypsum, Eagle County, Mountain Recreation and Vail Recreation District) in supporting this
community-wide effort of about $1.2Mln in fundraising.
Vail Valley Mountain Trails Alliance + $ 7,500 (not in budget)
This organization has been receiving $10,000 in funding the last few years and is asking for
an additional $5,000-$7,500 of funding for expanded crew’s work in response to staffing and
resource shortages facing the Forest Service.
Council Budget Retreat
October 21, 2025
Ice Skating on Nottingham Lake
Avon’s cost for maintaining
and operating ice skating on
Nottingham Lake run from
$25,000 to $40,000
depending on the length of
the skating season. That
includes Pub Ops, Rec staff
and equipment (concessions,
ice skates, skate sharpening,
skate walkers).
Bag Fund Discussion
Add Town Cleanup Event? + $7,500
There was some feedback that the Sustainability Fair
has been very successful but that it’s taken away from
the Town Cleanup. Does Council want to host a Town
Cleanup Event on a Saturday morning (with food & E-
Waste opportunities) separate from the Sustainability
Fair on Wednesday night?
Not currently included in proposed budget.
+
Council Budget Retreat
October 21, 2025
Avon URA
Projected Ending Balance $829,619
Expenditures Include:
Debt Service – $(749,466)
Transfer Out to CIP: $(1,750,000)
Projects include Recreation Aquatics Refurbishment
Council Budget Retreat
October 21, 2025
Community Housing Fund
Projected Ending Balance $1,052,832
Expenditures Include:
MI Casa/Good Deeds $(1,750,000)
MEHOP $ (625,000)
R&M Town Owned Units $ (20,000)
Council Budget Retreat
October 21, 2025
Other Funds
Other Funds
Community
Enhancement Water Fund
Exterior Energy
Offset Disposable Paper Bag
Ending Fund Balance $102,078 $150,699 $108,146 $105,477
Fund Expenditures
$20k Electrification
Conference $20k Ditch Repairs $40k Walking
Mountain Energy
Program
$45k Compost Pilot
Program
$75k Engineering
Wages
$10k Town Cleanup &
Sustainablitiy Fair
$15k Legal Services
$15k Project
Planning
$31k Financial
Donations
Council Budget Retreat
October 21, 2025
Fleet
Maintenance
Fund
NOTE: We will start applying
any surplus to the annual
debt service on the Fleet
Building
Fund Summary
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Intergovernmental $ - $ - $ - $ -
Charges for Services 2,833,337 2,114,254 2,114,254 2,461,890
Other Revenue 17,728 - - -
Total Operating Revenues 2,851,065 2,114,254 2,114,254 2,461,890
Other Sources
Transfers-In from General Fund - - - -
Transfers-In from Capital Projects Fund 348,022 433,825 433,825 495,611
Total Other Sources 348,022 433,825 433,825 495,611
TOTAL REVENUES 3,199,087 2,548,079 2,548,079 2,957,501
EXPENDITURES
Public Works:
Fleet Maintenance 2,698,986 2,254,121 2,254,121 2,460,869
Total Operating Expenditures 2,698,986 2,254,121 2,254,121 2,460,869
NET SOURCE (USE) OF FUNDS 500,101 293,958 293,958 496,632
FUND BALANCES, Beginning of Year 879,336 813,439 1,379,437 1,673,395
FUND BALANCES, End of Year $ 1,379,437 $ 1,107,397 $ 1,673,395 $ 2,170,027
Council Budget Retreat
October 21, 2025
Internal Service Funds
MOBILITY FUND
2026 Ending Fund Balance $198,419
Expenditures:
Administration $(357,673)
Transit Operation $(1,915,234)
Washbay $(318,941)
Mobility Programs $(349,600)
EQUIPMENT REPLACEMENT FUND
2026 Ending Fund Balance $6,668,789
Expenditures:
Vehicles $(222,269)
Rec Equipment $ (46,538)
Machinery and Equip $(104,615)
Servers $ (47,754)
Council Budget Retreat
October 21, 2025
Recreation Center Admission & Program Fees
The Recreation Department reviews all program, admission and rental fees on an
annual basis. Staff conduct market & peer community research to determine
competitive fees. Beginning in 2025, all fees saw a 5-10% increase.
2026 Recommendations
Programs:
•Modest increase to Youth Program & Group
Swim Lesson fees
•Maintain affordable pricing, align with comparators
Admissions:
•Increase 5-visit & 10-visit punch pass rates to
align with comparators
•Offer a Standard/Resident rates for Black Friday
seasonal membership sale
Council Budget Retreat
October 21, 2025
Recreation
Center Aquatics
Closure Impact
Pool Admissions Reduction $400,000
Added Costs:
Swim Team Pool Rental +10,000
Savings Costs:
Pool Chemical Savings (17,500)
Part-time wages and benefits (250,000)
Repair & Maintenance (13,000)
Other pool savings (12,500)
Loss from Pool Closure (Reserves) $117,000
Council Budget Retreat
October 21, 2025
Avon Departments (6)
•Community Development
•Engineering
•General Government
•Police
•Public Works
•Recreation
Council approves Departments by
ordinance with recommendation of
Town Manager
Total Compensation
Salary Highlights
•3% Merit Increases Budgeted
•3% Mid Year Market Salary
Adjustment Budgeted
•Conduct Market Survey Per
Employee Policies
Council Budget Retreat
October 21, 2025
Salary + Health Benefits + Employee Programs
Health Benefits Plan
•7.9% Increase in Health Insurance
Cost Budgeted (includes medical,
dental, & vision coverage)
•New Health Benefits Plan Vendor
Meritain | AETNA
(replacing EBMS | Cigna)
•New vendors for Life Insurance,
Long-term Disability, Flex Plan &
Cobra
Employee Programs
•Computer Loan
•Employee Assistance Program
•Employee Referral Program
•Recreation Center Pass
•Rental Advance
•Sabbatical Leave (new)
•Ski Pass Advance
•Tuition Reimbursement (new)
•Newborn Parental Leave (new)
Staffing Levels by Year 2026 Position Highlights
General Government
Removed DOLA Fellow (6 months through
June 2026)
Police
Commander (5 months through May 2026)
Removed Police Officer (1) (grant funded
in 2025)
Engineering
Includes Director, 3 Sr. Engineers, & GIS
Administrator
Public Works
Separated Engineering from PW
Recreation
Added Rec Services Coordinator (using PT
wages)
Council Budget Retreat
October 21, 2025
Department / Position
2021
Actual
2022
Actual
2023
Actual
2024
Actual
2025
Revised
Budget
2026
Proposed
Budget
Total General Government 7.00 10.30 10.30 11.00 11.00 10.00
Total Finance 7.00 7.00 7.00 7.00 7.00 7.00
Total Human Resources 3.70 4.00 4.00 4.00 3.00 3.00
Total Information Technology 2.00 2.00 3.00 3.00 3.00 3.00
Total Community Development 4.00 6.00 7.00 7.00 7.00 7.00
Total Police 23.10 25.55 25.45 25.75 27.75 26.00
Total Engineering 3.00 3.00 4.00 3.00 5.00 5.00
Total Public Works Administration - 2.00 3.00 3.00 2.00 2.00
Total Facilities & Buildings 6.00 7.00 7.00 7.00 7.00 7.00
Total Fleet Maintenance 9.30 9.00 9.00 9.00 9.00 9.00
Total Mobility 9.00 10.00 9.00 9.00 9.00 9.00
Total Public Operations 17.00 18.00 18.00 18.00 18.00 18.00
Total Recreation 10.00 10.00 12.00 12.00 12.00 13.00
Total Full-time Employees 101.10 113.85 118.75 118.75 120.75 119.00
Council Budget Retreat
October 21, 2025
2023 – 2027 Personnel Costs
$12.16 M $12.44 M $14.14 M $14.21 M $14.92 M
$4.55 M
1.8%
$4.57 M
11.8%$4.87 M 4.2%$5.60 M
4.7%$5.82 M
$16.71 M $17.01 M
$19.01 M $19.81 M $20.74 M
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
2023 Actual 2024 Actual 2025 Budget 2026 Budget 2027 Budget
2023 - 2027 Personnel Expenses
Personnel Costs by Year
Council Budget Retreat
October 21, 2025
* Benefits include 1) Insurance: Health, Dental, Vision, RX, Life, Disability, FPPA, 2) Taxes: Medicare & Unemployment, 3) Retirement:
401a & 457b, 4) Other: Employee Assistance Program
Proposed
Actual Actual Actual Budget Budget Projected
2022 2023 2024 2025 2026 2027
PERSONNEL COSTS
Salaries and Wages:
Full-time Employees $ 8,208,069 $ 9,995,032 $ 10,294,843 $ 11,632,617 $ 11,922,825 $ 12,399,738
PTS Employees 897,046 1,466,013 1,367,994 1,666,565 1,722,179 1,791,066
Overtime & Other Misc. Wages 618,303 699,265 771,763 998,353 663,686 690,233
Benefits:
Insurance 2,627,225 3,191,075 3,135,878 3,394,083 3,844,765 4,229,242
Taxes 138,447 152,718 182,592 179,272 171,874 178,749
Retirement 918,605 1,146,146 1,199,138 1,236,246 1,366,134 1,420,779
Other Benefits 31,540 62,520 55,604 50,288 56,856 59,130
Total Personnel Costs $ 13,439,235 $ 16,712,769 $ 17,007,812 $ 19,157,424 $ 19,748,319 $ 20,768,938
Council Budget Retreat
October 21, 2025
Employee Recruitment & Retention
TOTAL VALUE MATTERS: Compensation, Benefits (health & retirement), Professional Development and Training,
Recognition, Empowerment, Work Place Flexibility (life-work balance), Culture (respectful teamwork)
•Conducting Salary Range Survey in 2026 (Peer
Communities & Direct Competitors in Eagle County)
•3% Merit and 3% Market Adjustment Budgeted in 2026
•Remain Competitive with Health Benefits Plan (Manage
Costs)
•Professional Development and Training | Leadership
Retreat (Emergenetics in May)
•Employee Recognitions Programs | Picnic (Sept.) &
Holiday Party (Dec.)
Full-time
Employees
60.2%PTS Employees
8.2%
Overtime &
Other Misc.
Wages
3.3%
Insurance
20.2%
Taxes
0.9%
Retirement
6.9%
Other Benefits
0.3%
2026 Personnel Expenditures
Health Plan Costs VS Budget (5 Year Trend)
Council Budget Retreat
October 21, 2025
* Benefits include 1) Insurance: Health, Dental, Vision, RX, Life, Disability
0
1000000
2000000
3000000
4000000
2021 2022 2023 2024 2025
Health Insurance Budget vs Actual (2021-2025)
Budget Actual
•Review National & Regional Benchmarking Data
•New Third Party Administrator (TPA) (EBMS to Meritain)
•Vail Health Remains as Tier I Coverage
•New Vendors for Life Insurance/LTD, FSA (IRS 125 Pans) and COBRA
•Minimal changes to Health Benefits Plan Coverage
•Employee Premiums will remain at 7.5%
•Health Benefit Plan Implementation October through December
•Health Plan Fund Account Reserves remain healthy at about $1M
Council Budget Retreat
October 21, 2025
Health Benefits Plan Highlights
Council Budget Retreat
October 21, 2025
Employer vs Employee Benefit Contributions
Avon’s Benefits Package remains
a Vital Component of Recruiting &
Retention
Total Compensation Package
relies on Robust Benefits Offering
Employee Share of Total Benefit
Costs remains around 7.5 %
Slight EE Share increase
estimated due to increase in health
care costs
$2.36 M $2.59 M $2.70 M $3.31 M $3.73 M
$201 k
9.6%
$219 k
4.4%
$230 k
22.6%
$282 k
12.6%
$317 k
$2.56 M $2.81 M $2.93 M
$3.59 M
$4.04 M
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2022 2023 2024 2025 2026
Health Plan - Employee Monthly Costs (5 Year Trend)
Council Budget Retreat
October 21, 2025
Per Employee Per Month (PEPM) Cost
Council Budget Retreat
October 21, 2025
Ratio of Personnel Costs to Total Operating Costs
55.5%
58.0%
52.4%
56.4%57.2%
54.1%
54.9%
53.8%
55.6%
58.5%59.5%
61.7%
56.6%
51.2%
53.6%
53.9%
59.4%
56.7%
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Council Budget Retreat
October 21, 2025
Capital
Improvement
Fund
Fund Summary
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Total Operating Revenues 10,119,988 10,331,000 12,776,750 10,331,000
Other Sources:
Total Other Sources 5,040,000 2,636,000 6,636,000 2,636,000
TOTAL REVENUES 15,159,988 12,967,000 15,412,750 14,018,925
EXPENDITURES
Capital Improvements:
Total Capital Improvements 7,774,827 7,302,986 20,414,801 11,325,201
Other Uses
Operating Transfers-Out 3,297,060 3,611,702 3,169,288 7,656,475
Total Other Uses 3,279,060 6,611,702 3,169,288 7,656,475
TOTAL EXPENDITURES 11,053,887 10,914,688 23,584,089 18,981,676
NET SOURCE (USE) OF FUNDS 4,106,101 2,052,312 (8,171,339)(4,962,751)
FUND BALANCE, Beginning of Year 15,508,980 4,677,231 19,615,081 11,443,742
FUND BALANCE, End of Year 19,615,081 6,729,543 11,443,742 6,480,991
Fund Balances
Restricted For:
Asphalt Overlay 423,144 423,144
Assigned For:
Tract G/URA Projects 844,108 2,429,108 2,812,110 2,812,110
Unassigned:
Unreserved 18,347,829 3,877,291 8,631,632 3,668,881
Total Fund Balances 19,615,081 6,729,543 11,443,742 6,481,991
Council Budget Retreat
October 21, 2025
Capital Improvement Fund
Total Projects Expected to be Completed in 2025 - $9,243,541
Includes:
Parks Garage - $4,364,038
Avon Road Crossing - $1,012,056
Restroom Powerline Undergrounding - $481,972
Total Projects Expected to be Carryforward to 2026 - $11,171,260
Includes:
US Hwy 6 Safety and Mobility Improvements - $4,600,000
H.A. Nottingham Park East Improvements - $4,926,552
WBCB River Bridge Deck Repair - $1,119,128
Capital Improvement Projects Review:
Council Budget Retreat
October 21, 2025
2025 Completed Projects
2025 Projects in Progress
- Major Projects
- Other Projects: Facilities,
Parks and Open Space, Streets and
Parking, Drainage, Water Systems, Utilities
New Projects
2025 Completed Projects:
Council Budget Retreat
October 21, 2025
All-Electric Public Works Garage
Final site work in progress: electrical,
HVAC, and interior finishing
Budget:
Planning, Design, Management: $600,000
Construction: $4,400,000 ($1,600,000 ARPA)
2025 Completed Projects:
Council Budget Retreat
October 21, 2025
Recycling Center Upgrade and
Styrofoam Densifier Installation
New containers, cardboard compactor,
catwalks, and signage
Colorado’s first municipal Polystyrene
recycling program.
Budget: $437,715 Actual: $420,382
$118,250 Eagle County
$100,715 RREO Grant
$20,000 Reserve for Security Cameras
2025 Completed Projects:
Council Budget Retreat
October 21, 2025
Electric Vehicle Charger at PD
Budget: $100,000 Actual: $89,853
$12,000 CEO Grant Funds
Fleet Wash Bay Lift
Budget: $300,000
$256,000 CDOT Grant Funds
2025 Completed Projects:
Council Budget Retreat
October 21, 2025
Rec Center Break Room
Remodel
Budget: $15,000 Actual: $24,000
Mobile Variable Message Sign
for Code Enforcement
Budget: $35,000 Actual: $14,312
Other 2025 Completed Projects:
Council Budget Retreat
October 21, 2025
ARTF HVAC Separation
Budget: $312,000 Actual: $283,366 (Ongoing)
Special Events Meridian Barriers
Budget: $98,503 Actual: $98,756
Art Pedestal Repairs and Solar Lights Installation
Budget: $75,000 Actual: $8,140
Rec Center Painting
Budget: $20,000 Actual: $20,045
2025 Major Projects in Progress:
Council Budget Retreat
October 21, 2025
East Park Restrooms
New bathrooms, plaza, rain shelter,
recreation path and seating wall,
modified parking and asphalt overlay
Budget: $5,586,466
$1,000,000 DOLA Grant
Status: Utility work undergrounding,
grading and landscaping
2025 Major Projects in Progress:
Council Budget Retreat
October 21, 2025
US6 Pedestrian Safety
Budget: $6,100,000
$4,600,000 Grants
$535,000 Eagle County Contribution
Status: In construction
Completion Date: June 2026
2025 Major Projects in Progress:
2026 Capital Improvement Projects Plan Work Session
September 23, 2025
Pedestrian Mall Extension
Budget: $6,500,000
$500,000 2025 Budget
$6,000,000 Deferred to 2027
Status: 30% Design, Construction TBD
Additional Scope of Work:
-Adding spur to north on west side of Avon
Recreation Center
-Reconfiguring both parking areas to west of Avon
Recreation Center
-Additional drainage and Subsurface Utility
Engineering (SUE) work
-Lighting and electrical work
-Structural Engineering work (flag poles, retaining
walls. String light foundations)
2025 Major Projects in Progress:
Council Budget Retreat
October 21, 2025
Recreation Center Aquatics Major
Refurbishment
•Replace Pool deck
•Replace HVAC
•Replace Plumbing
•Replace Electrical
•New Pool Slide
•Enclose Deck
•Construct New and Larger Hot Tub
Budget: $7M to $8.4M
NOTE: Staff is proposing to allocate up to
$2.4 Million of General Fund Reserves
2025 Major Projects in Progress:
Council Budget Retreat
October 21, 2025
West Beaver Creek Blvd Bridge
Deck/Drainage Repair and
Railing Replacement
Budget: $1,120,000
$895,302 CDOT Grant
Status: In Design, Construction 2026
2025 Major Projects in Progress:
Council Budget Retreat
October 21, 2025
Pedestrian Railing Design:
– New Bridge Railing
– New Pedestrian Railing
West Beaver Creek Blvd
Bridge Deck/Drainage Repair
and Railing Replacement:
New Bridge Railing
2025 Major Projects in Progress:
2026 Capital Improvement Projects Plan Work Session
September 23, 2025
Eaglebend Park
Budget: $890,000
$375,000 Grant
$249,677 Developer Contribution
Status: In Construction
Completion Date: November 2025
2025 Major Projects in Progress:
Council Budget Retreat
October 21, 2025
Avon Road Pedestrian Safety
Budget: $1,202,157
$697,000 CDOT Grant
Status: In Construction
Completion Date: November 2025
Council Budget Retreat
October 21, 2025
New Capital Improvement Projects
FACILITIES – Discretionary Projects
Avon Regional Transportation Facility
- Upgrading Meeting Room $13,500
- Heat exchangers/pumps for heat recovery $100,000
Avon Recreation Center
- Recreation Center Aquatics Upgrade $8,405,000
- Door Replacement $80,000
- Fitness Studio/Storage access remodel $100,000
Other
- 351 Benchmark Building Refurbishments $150,000
- Facility Office Shop $2,000,000
- Pavilion Emergency Backup $15,000
Council Budget Retreat
October 21, 2025
New Capital Improvement Projects
FACILITIES – Non Discretionary Projects
Avon Regional Transportation Facility
- Roof Repairs $100,000
- Bus Wash Replumbing $15,000
Avon Recreation Center
- Hot Water Holding Tank Replacement $45,000
Other
- Family Picinic Shelter $535,000
- Town Hall Attic Ventilation and Fire Alarm $30,000
Council Budget Retreat
October 21, 2025
New Capital Improvement Projects
Parks and Open Space – Discretionary Projects
H.A Nottingham Park
- Upper Field Restoration ($250,000 Grant 50/50) $250,000
- O’Neal Spur Park Improvements ($250,000 Grant 50/50) $250,000
Trails
- Nottingham Park Rec Trail – (WBCB to Lake Street) $1,300,000
Other
- Relocate Nottingham Historic Shed $50,000
- Wildland Fire Mitigation $40,000
- Post Blvd Irrigation and Boulders $20,000
- RAB1 & 2 Avon Rd Concrete and Landscaping Redesign $300,000
Council Budget Retreat
October 21, 2025
New Capital Improvement Projects
Parks and Open Space – Non Discretionary Projects
H.A Nottingham Park
- Park North Restrooms $759,754
- Park West Restrooms $760,000
2026 Budget Timeline
Council Budget Retreat
October 21, 2025
Publish Draft 2026 Draft Budget (All Funds) October 15
Present Town Manager Budget Draft (Town Council Budget Retreat) October 21
Public Hearing & 1st Reading of 2026 Budget November 11
Public Hearing & 2nd Reading of 2026 Budget November 18
Adopt 2026 Budget
Resolutions Adopting 2026 Budgets and Certifying Mill Levies December 9
DIRECTION
1.Destimetrics $40,000
2.Marketing $50,000
3.Bluegrass Festival(s) $---------
4.Lakeside Cinema $25,000
5.Mural $40,000
6.Beyond Lawn $25,000
7.Tree Top $10,000
8.VVMTA $ 5,000
9.Eagle Ice Rink $35,000
OTHER? We request polling
Council to add topics for
discussion.
Council Budget Retreat
October 21, 2025
Questions?
3%/3%
Original Budget Proposed
Actual Budget Amendment Budget
2024 2025 2025 2026
REVENUES
Taxes 20,871,834 21,040,289$ 21,040,289$ 21,657,039$
Licenses and Permits 1,251,817 459,175 459,175 477,250
Intergovernmental 1,395,585 1,532,455 1,532,455 1,481,843
Charges for Services 2,674,191 2,090,036 2,081,896 2,338,636
Fines and Forfeitures 86,854 52,200 52,200 62,200
Investment Earnings 2,032,253 1,500,000 1,500,000 1,500,000
Other Revenue 484,990 481,000 481,000 958,462
Total Operating Revenues 28,797,524 27,155,155 27,222,015 28,475,430
Other Sources
Transfer-In From Capital Projects Fund & Equipme 618,487 657,747 657,747 722,998
Total Other Sources 618,487 657,747 657,747 722,998
TOTAL REVENUES 29,416,011$ 27,812,902$ 27,879,762$ 29,198,428$
EXPENDITURES
General Government, HR and Finance 7,514,717$ 7,564,478$ 7,571,595$ 7,669,291$
Community Development 1,202,610 996,414 997,914 1,041,680
Public Safety 6,341,901 6,421,938 6,429,022 6,638,994
Public Works 7,095,452 8,374,150 8,372,650 8,312,849
Recreation 2,707,394 3,205,344 3,205,344 3,427,512
Capital Expenditure from Unreserved Fund Balance 2,690,000 800,000 2,200,000 2,500,000
Total Operating Expenditures 27,552,074 27,362,324 29,057,726 29,590,327
Other Uses
Transfers-Out to Debt Service - - - 502,502
Transfers-Out to Mobility Fund 1,500,000 1,500,000 1,500,000 1,500,000
Transfers-Out to Fleet Maintenance Fund 155,000 - - -
Total Other Uses 1,655,000 1,500,000 1,500,000 2,002,502
TOTAL EXPENDITURES 29,207,074 28,862,324 30,557,726 31,592,829
NET SOURCE (USE) OF FUNDS 208,937 (1,049,422) (2,677,964) (2,394,401)
FUND BALANCES, Beginning of Year 21,941,899 19,210,754 22,150,836 19,472,872
FUND BALANCES, End of Year 22,150,836$ 18,161,332$ 19,472,872$ 17,078,471$
FUND BALANCES:
Restricted For:
3% TABOR Emergency Reserve 980,080$ 865,870$ 916,732$ 932,710$
Unassigned:
22% Minimum Reserve Balance 6,425,556 6,349,711 6,722,700 6,839,872
27% Minimum Reserve Balance - -
Undesignated, Unreserved 14,745,200 10,945,751 11,833,440 9,305,890
TOTAL FUND BALANCES 22,150,836$ 18,161,332$ 19,472,872$ 17,078,471$
Fund Summary
MUNICIPAL SERVICES
General Fund #10
ATTACHMENT C
Original Budget Proposed
Actual Budget Amendment Budget
Description 2024 2025 2025 2026
Taxes:
General Property Tax 2,967,810$ $2,908,568 $2,908,568 3,165,318$
General Property Tax - Delinquencies - 500 500 500
General Property Tax - Interest 3,616 1,900 1,900 1,900
General Property Tax - Abatements 3,534 - --
Specific Ownership Tax 161,888 130,000 130,000 130,000
Sales Tax 13,173,452 13,145,818 13,145,818 13,505,818
Utility Tax 113,191 130,000 130,000 130,000
Accommodation Tax 2,230,500 2,458,503 2,458,503 2,458,503
Penalties and Interest 78,857 50,000 50,000 50,000
Sales Tax Audit Assessments 36,287 50,000 50,000 50,000
VAA Retail Sales Fee 1,083,164 1,100,000 1,100,000 1,100,000
Cigarette Excise Tax 239,593 245,000 245,000 245,000
Tobacco Add-on Sales Tax 314,547 360,000 360,000 360,000
Franchise Fees 465,395 460,000 460,000 460,000
Total Taxes 20,871,834 21,040,289 21,040,289 21,657,039
Licenses and Permits:
Liquor Licenses 6,701 7,500 7,500 7,500
Business Licenses 262,105 185,000 185,000 200,000
Contractor's Licenses 29,105 18,625 18,625 20,000
Tobacco/Cigarette Licenses 2,750 1,750 1,750 1,750
Booting/Towing Licenses 450 600 600 600
Building Permits 866,729 225,000 225,000 225,000
Road Cut Permits 83,253 20,000 20,000 20,000
Mobile Vendor Cart Permits 724 700 700 2,400
Total Licenses and Permits 1,251,817 459,175 459,175 477,250
Intergovernmental:
Federal Grants:
Click It or Ticket - - --
Ballistic Vests Grant 2,166 2,000 2,000 2,000
State Grants -
LEAF Grant - 12,500 12,500 12,500
High Visibility Grant 37,975 20,000 20,000 25,000
POST I70 Training Grants 25,912 45,000 45,000 45,000
DOLA Grants - 100,000 100,000 -
Avon's Best and Brightest - 25,000 25,000 25,000
Other State Grants 89,848 100,000 100,000 100,000
Local Government/Other Agency
Other Local Grants - - --
Revenue Detail
MUNICIPAL SERVICES
General Fund
Original Budget Proposed
Actual Budget Amendment Budget
Description 2024 2025 2025 2026
Revenue Detail
MUNICIPAL SERVICES
General Fund
State/County Shared Revenue:
Conservation Trust 73,445 80,000 80,000 80,000
Motor Vehicle Registration 24,597 26,000 26,000 26,000
Highway User's Tax 223,046 191,805 191,805 236,158
County Sales Tax 691,413 746,750 746,750 746,785
Road & Bridge Fund 219,202 175,000 175,000 175,000
State Severance Tax 509 2,400 2,400 2,400
Retail Delivery Fee 7,472 6,000 6,000 6,000
Total Intergovernmental 1,395,585 1,532,455 1,532,455 1,481,843
Charges for Services:
General Government:
Photocopying Charges - - --
License Hearing Fees - - --
Other Fees and Charges 1,266 2,500 2,500 2,500
Credit Card and Paper Filing Fees 3,827 2,500 2,500 2,500
Community Development:
Plan Check Fees 556,653 150,000 150,000 150,000
Design Review Fees 28,684 45,000 45,000 170,000
Animal Control Fees - - --
Fire Impact Fee Administration Fees 8,100 2,500 2,500 2,500
Public Safety:
Police Reports 616 1,000 1,000 1,000
Police Extra Duty 33,676 27,500 27,500 40,000
Fingerprinting Fees 650 750 750 750
VIN Inspection Fees 2,625 2,000 2,000 2,000
False Alarm Fees/Misc Police Dept Fees 20 75 75 75
DUI Reimbursement 12,556 15,000 15,000 15,000
Avon Recreation Center:
Admission Fees 1,431,786 1,254,000 1,254,000 1,350,000
Program Fees 31,900 33,000 33,000 30,000
Facility Rentals 22,555 22,000 22,000 22,000
Merchandise Sales 7,642 9,000 9,000 9,000
Other Recreation Services 8,972 8,800 8,800 8,800
Fitness Program Revenues 43,072 42,000 42,000 42,000
Swim Team Revenue 52,299 52,800 52,800 52,800
Private Lessons 23,344 27,500 27,500 20,000
Avon Rec CTR Gift Cards - 1,000 1,000 500
Original Budget Proposed
Actual Budget Amendment Budget
Description 2024 2025 2025 2026
Revenue Detail
MUNICIPAL SERVICES
General Fund
General Recreation:
Adult Program Revenues 34,407 27,500 27,500 34,000
Cabin Equipment Rentals 34,902 35,000 35,000 35,000
Athletic Field Rentals 840 240 240 240
Cabin Concessions 72 500 500 500
Youth Program Revenues 199,902 180,000 180,000 200,000
Special Events:
Consession Sales 92,941 94,131 94,131 94,131
Sponsorships 9,000 10,000 10,000 10,000
Event Fees 26,630 36,600 35,100 36,200
Special Event Admission Fees 982 500 500 500
Pavillion Rentals 4,272 6,640 -6,640
Total Charges for Services 2,674,191 2,090,036 2,081,896 2,338,636
Fines and Forfeitures:
Court Fines - Traffic 41,084 23,000 23,000 33,000
Court Fines - Criminal 32,950 20,000 20,000 20,000
Court Fines - Parking 3,390 3,000 3,000 3,000
Court Costs 4,955 3,000 3,000 3,000
Jury Fees - 100 100 100
Bond Forfeitures - 100 100 100
Police Training Surcharge 4,475 3,000 3,000 3,000
Total Fines and Forfeitures 86,854 52,200 52,200 62,200
Investment Earnings:2,032,253 1,500,000 1,500,000 1,500,000
Other Revenues:
Recreational Amenity Fees 351,745 345,000 345,000 345,000
Lease of Town-Owned Property 4,650 3,500 3,500 414,462
Restituion and Insurance Reimbursemnet 16,769 - - 20,000
Parking Revenue 10,474 7,500 7,500 12,000
Miscellaneous Reimbursemnets 29,910 - - 30,000
Miscellaneous Nonclassified Revenues 71,442 125,000 125,000 137,000
Total Other Revenues 484,990 481,000 481,000 958,462
TOTAL REVENUES 28,797,524$ 27,155,155$ 27,147,015$ 28,475,430$
Original Budget Proposed
Actual Budget Amendment Budget
Description 2024 2025 2025 2026
General Government:
Mayor and Town Council 280,782$ $280,813 $280,813 275,997$
Town Attorney 322,713 272,020 272,020 272,020
Town Clerk 169,121 202,971 202,971 200,033
Municipal Court 203,432 197,996 197,996 200,617
Administrative Services 900,077 964,370 964,370 999,090
Community Relations 374,510 363,493 363,493 369,560
Economic Development 351,638 215,430 215,430 230,732
Special Events 1,320,326 1,510,463 1,517,580 1,390,007
Community Grants 120,000 108,000 108,000 108,000
Sustainability 212,603 268,272 268,272 216,162
Subtotal General Government 4,255,202 4,383,828 4,390,945 4,262,218
Human Resources:
Human Resources 800,835 770,739 770,739 802,384
Finance and Information Technology:
Finance 1,090,137 1,156,096 1,156,096 1,212,330
Information Systems 844,995 835,354 835,354 860,588
Nondepartmental 523,548 418,461 418,461 531,771
Subtotal Finance and IT 2,458,680 2,409,911 2,409,911 2,604,689
Total General Government, HR and Finance 7,514,717 7,564,478 7,571,595 7,669,291
Community Development:
Planning and Zoning Commission 12,368 14,425 14,425 16,400
Planning 860,329 639,767 641,267 674,531
Building Inspection 329,913 342,222 342,222 350,749
Total Community Development 1,202,610 996,414 997,914 1,041,680
....
Police Department:
Administration 1,195,160 1,289,337 1,289,337 1,281,833
Patrol 4,259,558 4,259,000 4,266,084 4,644,038
Investigations 552,116 616,124 616,124 407,044
Code Enforcement 335,067 257,477 257,477 306,079
Total Police Department 6,341,901 6,421,938 6,429,022 6,638,994
Department Expenditure Summaries
MUNICIPAL SERVICES
General Fund
Original Budget Proposed
Actual Budget Amendment Budget
Description 2024 2025 2025 2026
Department Expenditure Summaries
MUNICIPAL SERVICES
General Fund
Public Operations:
Administration 440,676 511,668 511,668 413,453
Engineering 396,536 678,199 678,199 886,223
Roads and Bridges 3,333,366 3,844,058 3,844,058 3,893,818
Parks 826,326 1,034,211 1,032,711 885,824
Buildings and Facilities 2,098,548 2,306,014 2,306,014 2,233,532
Total Public Works Department 7,095,452 8,374,150 8,372,650 8,312,849
Recreation Department:
Administration 300,111 348,556 348,556 351,930
Adult Programs 53,283 91,150 91,150 113,611
Aquatics 1,002,906 1,044,788 1,044,788 1,154,516
Fitness 274,446 361,592 361,592 331,110
Guest Services 572,015 719,904 719,904 800,282
Youth Programs 247,724 309,342 309,342 352,657
Communtiy Swim Program 256,908 330,012 330,012 323,405
Total Recreation 2,707,393 3,205,344 3,205,344 3,427,512
TOTAL OPERATING EXPENDITURES 24,862,073$ 26,562,324$ 26,576,525$ 27,090,327$
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
SEE FUND SUMMARY
EXPENDITURES BY CATEGORY
The Urban Renewal Fund's main source of funding is property tax increment revenues for Urban Renewal
Plan areas within the Town. The Town Center West Urban Renewal Plan Area was created in 2007, and
is the only urban renewal plan area within Avon. The plan area has a 25-year life for tax increment
financing. Property tax increment revenues for 2025 are based upon a preliminary increment of
$50,287,670 and a mill rate of 56.56.
BUDGET SUMMARY: AVON URBAN RENEWAL FUND
ADMINISTRATION OF THE FUND
The Avon Urban Renewal Fund is administered by the AURA Treasurer / Town of Avon Chief Finance
Officer.
FINANCIAL SUMMARY
Fund Summary
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Taxes 2,475,396$ 2,912,197$ 2,912,197$ 2,983,325$
Investment Earnings 2,552 - - -
TOTAL REVENUES 2,477,948 2,912,197 2,912,197 2,983,325
EXPENDITURES
Current:
General Government - 1,000 1,000 1,000
Treasurer Fees 74,076 102,000 102,000 89,500
Debt Service:
Principal 648,867 664,728 664,728 679,761
Interest 99,843 84,466 84,466 68,705
Fiscal Charges 400 1,000 1,000 1,000
Total Operating Expenditures 823,186 853,194 853,194 839,966
Other Uses
Transfers Out - Capital Projects Fund 1,750,000 1,750,000 1,750,000 1,750,000
TOTAL EXPENDITURES 2,573,186 2,603,194 2,603,194 2,589,966
NET SOURCE (USE) OF FUNDS (95,238) 309,003 309,003 393,359
FUND BALANCES, Beginning of Year 285,495 285,495 190,257 499,260
FUND BALANCES, End of Year 190,257$ 594,498$ 499,260$ 892,619$
AVON URBAN RENEWAL AUTHORITY #22
Summary
Debt Service Summary
Final
Original Revised Proposed
Account Actual Budget Budget Budget
Number Description 2024 2025 2025 2026
DEBT SERVICE
932 Series 2013, Tax Increment Revenue Bonds
65101 Principal -$ -$ -$ -$
65102 Interest - - - -
65103 Fiscal Agent Fees - - - -
65108 Arbitrage Compliance Fees - - - -
933 Series 2017, Tax Increment Revenue Bonds
65101 Principal 197,867 203,728 203,728 209,761
65102 Interest 50,215 44,355 44,355 38,321
65103 Fiscal Agent Fees 500 500 500 500
65108 Arbitrage Compliance Fees - - - -
934 Series 2020, Tax Increment Revenue Bonds
65101 Principal 451,000 461,000 461,000 470,000
65102 Interest 49,627 40,111 40,111 30,384
65103 Fiscal Agent Fees 500 500 500 500
65108 Arbitrage Compliance Fees - - - -
60000 TOTAL DEBT SERVICE 749,709$ 750,194$ 750,194$ 749,466$
AVON URBAN RENEWAL AUTHORITY
Debt Service
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026EXPENDITURES BY CATEGORY
SEE FUND SUMMARY
The Community Enhancement Fund (CEF) originates from the Franchise Agreement the Town of Avon
has with Holy Cross Energy to sell electricity to the Town. One percent (1%) of the revenue generated by
Holy Cross Energy in the Town of Avon is placed in the Community Enhancement Fund and is restricted to
the following uses: beautification projects, energy conservation projects, equipment and technology
upgrades for schools, scholarship funds, acquisition of open space and/or park land and development,
sponsorship of special community events, and undergrounding of overhead electric and other utility lines.
Recently added to the list are distributed generation and alternative energy projects.
The CEF generates approximately $90,000/year and at the end of 2025 there is estimated be $32,078
available in the CEF Fund Balance.
BUDGET SUMMARY: COMMUNITY ENHANCEMENT FUND
ADMINISTRATION OF THE FUND
The Town Engineer administers the Community Enhancement Fund.
FINANCIAL SUMMARY
Fund Summary
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Other Revenue:
Community Enhancement Fees 88,478$ 90,000$ 90,000$ 90,000$
Total Operating Revenues 88,478 90,000 90,000 90,000
Other Sources
Transfers In - General Fund - - - -
TOTAL REVENUES 88,478 90,000 90,000 90,000
EXPENDITURES
Public Works:
Community Enhancement 14,277 20,000 20,000 20,000
Total Operating Expenditures 14,277 20,000 20,000 20,000
Other Uses
Transfers Out - Capital Projects Fund 100,000 361,000 361,000 -
TOTAL EXPENDITURES 114,277 381,000 381,000 20,000
NET SOURCE (USE) OF FUNDS (25,799) (291,000) (291,000) 70,000
FUND BALANCES, Beginning of Year 348,877 319,774 323,078 32,078
FUND BALANCES, End of Year 323,078$ 28,774$ 32,078$ 102,078$
FUND BALANCES:
Restricted For:
Community Enhancement Projects 323,078$ 28,774$ 32,078$ 102,078$
TOTAL FUND BALANCES 323,078$ 28,774$ 32,078$ 102,078$
MUNICIPAL SERVICES
Community Enhancement Fund #23
Revenue Detail
Final
Original Revised Proposed
Account Actual Budget Budget Budget
Number Description 2024 2025 2025 2026
Other Revenues:
58106 Community Enhancement Fees 88,478$ 90,000$ 90,000$ 90,000$
58000 Total Other Revenues 88,478 90,000 90,000 90,000
Other Sources:
59201 Transfers In - General Fund - - - -
59000 Total Other Sources - - - -
50000 TOTAL REVENUES 88,478$ 90,000$ 90,000$ 90,000$
MUNICIPAL SERVICES
Community Enhancement Fund #23
Section II, Page 8
EXHIBIT B
COMMUNITY ENHANCEMENT FUND HISTORY
Original Revised
Calendar Amount Budget Budget Actual Ending
Year Received Budget Request Amount Amount Expenditure Balance
2001 1 4,000$ -$ -$ -$ 4,000$
2001 1 32,356 - - - 36,356
2002 1 42,824 - - - 79,180
2003 1 44,766 - - - 123,946
2004 1 50,664 - - - 174,610
2005 1 60,699 - - - 235,309
2006 64,133 - - - 299,442
Purchase of Wind Power 60,000 - -
2007 2 62,907 Energy Audit - 28,000 26,252 336,097
Whitewater Rodeo 36,000 36,000 36,000
LED Holiday Lighting 10,800 10,800 10,800
2008 74,585 Appraisal for Open Space 15,000 15,000 15,000 348,882
Fleet Maintenance Lighting 20,000 20,000 20,000
Ironkids 30,000 30,000 30,000
2009 70,136 LED Holiday Lighting 10,000 10,000 10,000 359,018
Avon Rec Center Lighting 40,000 29,000 29,000
Ironkids 20,000 20,000 20,000
Nottingham Park Pavilion 3 200,000 40,000 40,000
2010 71,067 Fishing Pier 20,000 20,000 20,000 321,085
Ironkids 10,000 10,000 10,000
World Alpine Championships 50,000 - -
2011 74,383 Undergrounding 4 100,000 - - 385,468
2012 72,862 Mall Improvement Project 5 250,000 - -
Undergrounding 4 100,000 - - 458,330
2013 84,398 Heat Recovery Expansion 6 350,000 - - 542,728
2014 78,268 Nottingham Park Restrooms 275,000 - -
Avon Mall Improvement - 608,000 608,000 12,996
2015 77,473 Nothing Budgeted - - - 90,469
2016 71,736 Undergrounding 100,000 - - 62,205
2017 78,545 Undergrounding 158,000 142,000 140,750 -
2018 83,009 Undergrounding 80,000 80,000 - 83,009
2019 83,072 Nothing Budgeted - - - 166,081
2020 81,392 Dancing in the Park - 30,000 - 247,473
Page 1
EXHIBIT B
COMMUNITY ENHANCEMENT FUND HISTORY
2021 82,448 Undergrounding 120,000 - - 329,921
W. Avon Preserve 28,500 28,500 28,500 301,421
Dancing in the Park 30,000 - - 301,421
2022 87,665 Undergrounding 120,000 - - 389,086
Building Electrification Conference 16,000 - 11,312 377,774
2023 91,103 Undergrounding 120,000 - 120,000 348,877
Building Electrification Conference - - - 348,877
2024 88,478 Undergrounding 100,000 - 100,000 337,355
Building Electrification Conference 20,000 - 14,277 323,078
2025 90,000 Undergrounding 361,000 - 361,000 52,078
Building Electrification Conference 20,000 - 17,390 34,689
2026 90,000 Undergrounding - - - 124,689
Building Electrification Conference 20,000 - - 104,689
Notes:
6) The original proposal to extend the Town's Heat Recovery system along the length of the Mall and connect with the
Wyndham and Avon Station was re-evaluated during the process for approving the Wyndham development on Lot 61.
1) Amounts received from 2001-2005 were accounted for in the General Fund. In 2006 a separate fund was established for
the Community Enhancement monies. A transfer from the General Fund in the amount of $235,309 was made to establish
the new Community Enhancement Fund. Because of an oversight, the amount transferred was $2,000 more than the actual
amounts received from 2001 -2005.
2) In 2007, the Town budgeted $60,000 for purchasing wind power. It was subsequently learned that the use of Community
Enhancement funds was not allowed for this purpose. Subsequently, $26,252 was used for an energy audit of the Town's
facilities.
3) The Nottingham Park Pavilion project for which Community Enhancment funds were approved in the amount of $200,000,
was subsequently removed from the Town's long-range CIP program due to the cost of the project and lack of Town funds
available. A total of $40,000 in Community Enhancement funds was used for the design cost, with the remained turned back
as unused.
4) The US Hwy 6 Trail undergrounding project has been delayed due to high project costs related to the Eagle Valley Trails
projects.
5) The Mall Improvement Project was delayed due to the impending development of Lot 61.
Page 2
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 35,283$ 75,934$ 75,934$ 44,461$
Commodities - - - -
Contract Services 10,474 41,000 41,000 51,369
Other Operating Costs 31,500 31,500 31,500 31,500
Capital Outlay - 4,000 4,000 4,000
Total 77,257$ 152,434$ 152,434$ 131,330$
Water Utilities 77,257$ 152,434$ 152,434$ 131,330$
Total 77,257$ 152,434$ 152,434$ 131,330$
EXPENDITURES BY PROGRAM
PROGRAM ACTIVITIES AND OPERATIONS: WATER FUND
Management of Water Fund Capital Improvement Projects: Includes initial planning, engineering,
design and construction of water-related improvements.
Long-Range Planning: Includes oversight of water rights and work on the resolution of issues with the
Water Authority as identified in the Strategic Plan.
BUDGET SUMMARY: WATER FUND
ADMINISTRATION OF THE FUND
The Water Fund is administered by the Town Engineer. Approximately 20% of the Engineer's total
administration time is charged to the Water Fund.
FINANCIAL SUMMARY
EXPENDITURES BY CATEGORY
The Water Fund collects revenues, which are restricted to water related projects and expenses. Revenues
are generated by a $4,000 per Single Family Equivalent (SFE) water tap fee and a $3.25/SFE/month fee
on the water bill. Expenditures in the Water Fund include engineering and construction of projects, water
attorney fees and irrigation ditch maintenance. In addition, revenues are contributed to third parties for
water quality monitoring, river clean-up and associated projects.
Fund Summary
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Charges for Services:
Water Surcharges 175,381$ 170,000$ 170,000$ 170,000$
Tap Fees (23,200) 25,000 25,000 25,000
Tap Fees - Mountain Star - 4,000 4,000 4,000
Total Charges for Services 152,181 199,000 199,000 199,000
Other Revenues
Nonclassified Revenues - - - -
TOTAL REVENUES 152,181$ 199,000$ 199,000$ 199,000$
EXPENDITURES
Water Utilities 77,257 152,384 121,602 131,330
Total Operating Expenditures 77,257 152,384 121,602 131,330
Other Uses
Transfers Out - Capital Projects Fund 500,000 100,000 - -
TOTAL EXPENDITURES 577,257 252,384 121,602 131,330
NET SOURCE (USE) OF FUNDS (425,076) (53,384) 77,398 67,670
FUND BALANCES, Beginning of Year 430,707 399,386 5,631 83,029
FUND BALANCES, End of Year 5,631$ 346,002$ 83,029$ 150,699$
MUNICIPAL SERVICES
Water Fund #24
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Taxes:
Short-term Rental Tax 999,737$ 1,001,099$ 1,001,099$ 1,013,112$
Use Tax on Construction Materials - 500,000 500,000 400,000
Intergovernmental:
More Housing NOW Grant 61,868 160,000 216,000 -
Local Planning Capacity Grant - - - 220,000
Charges for Services:
Rental Revenues - Employees 80,483 87,000 87,000 138,300
Rental Revenues - Employees
Investment Earnings - - - -
Other Revenue:
Misc Revenue 9,927 9,000 9,000 9,000
Loan Principal Repayment - - - -
Nonclassified Revenues - - - -
Total Operating Revenues 1,152,015 1,757,099 1,813,099 1,780,412
Other Sources
Operating Transfers-In (RETT)652,909 500,000 781,961 500,000
Total Other Sources 652,909 500,000 781,961 500,000
TOTAL REVENUES 1,804,924 2,257,099 2,595,060 2,280,412
EXPENDITURES
General Government:
Planning and Consulting 245,893 1,180,000 1,995,735 -
Sherwood Meadows Special Assessment 48,892 - - -
Mi Casa Good Deeds 664,230 600,000 1,685,338 1,750,000
MEHOP 250,000 500,000 375,000 625,000
Grant Consulting 27,000 26,000 26,000 24,000
Tract Y Contribution - - 600,000 -
R&M Rental Town Owned Units - 20,000 20,000 20,000
Personnel Expenses - 131,163 131,163 145,291
Other Professional Services - - - 4,000
Professional Development - - - 2,750
Community Housing Operating Expenditures 1,112 18,366 18,366 30,000
TOTAL EXPENDITURES 1,237,127 2,475,529 4,851,602 2,601,041
NET SOURCE (USE) OF FUNDS 567,797 (218,430) (2,256,542) (320,628)
FUND BALANCES, Beginning of Year 3,048,139 1,169,299 3,615,936 1,359,394
FUND BALANCES, End of Year 3,615,936$ 950,869$ 1,359,394$ 1,038,766$
Fund Summary
MUNICIPAL SERVICES
Community Housing Fund #25
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
CARRYFORWARD Current
Total 2024 and Original Revised Proposed
Project Prior Yr.Current year Budget Budget Budget
Project #Community Housing Projects Budget Actuals 2025 2025 2025 2026 2027 2028 2029 2030
Planning and Consulting:
10002 East Parcels 210,000 30,034 - 50,000 179,966 - - - - -
10004 Lot 5 Employee Housing - Design 1,500,000 257,894 8,728 500,000 1,242,106 - - - - -
10005 Eagle County Regional Housing Action Plan 224,000 152,205 48,694 - 133,663 - - - - -
10006 Potential Housing Projects 400,000 7,909 - 200,000 - - - - - -
10007 Slopeside 450,000 - 147,170 50,000 150,000 - - - - -
10009 State Land Board Housing Developmnet 160,000 - - 30,000 30,000 - - - - -
Multi Jurisdictional Housing Authory 200,000 200,000 200,000 -
Wildridge Annex 75,000 75,000 30,000 -
East Avon Preserve 75,000 75,000 30,000 -
West PA 140,000 -
Facilities:
NEW Town Owned Community Housing - - - - - - - - - -
Total Community Housing Projects 1,710,000$ 287,928$ 204,592$ 1,180,000$ 1,995,735$ -$ -$ -$ -$ -$
Projected
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
SEE FUND SUMMARY
EXPENDITURES BY CATEGORY
BUDGET SUMMARY: EXTERIOR ENERGY OFFSET FUND
The Exterior Energy Offset Fund (EEOP) was established to encourage sustainable, energy efficient,
exterior heating solutions that conserve energy and natural resources. EEOP considers exterior energy
uses over a nominal amount and establishes fees based on average British Thermal Units (BTUs) required
for such amenities over a 20-year period in our climate. Fees are exempted if renewable energy system(s)
are installed on-site prior to completion of the amenity which generate the equivalent of 50% of the energy
needed for the exterior energy use. Any partial renewable offsets and/or energy efficiency rebates earned
may be credited accordingly. System design, calculations, and field inspection are required and must be
verified by the Town's Building Official. (b) The following EEOP fees shall apply at the time of Building
Permit.
Fees collected at building permit are placed in the EEOP fund to create financial assistance, rebates, and
incentives to promote energy efficient projects elsewhere within the Town of Avon. Expenditures of EEOP
funds shall be used for: a) Provide educational materials and outreach for Town of Avon residents,
businesses, employees and building owners including but not necessarily limited to printed guides, efficient
building educational events, a webpage with available resources, links, and information. (b) Planning,
design and implementation of renewable energy generation projects. (c) Providing a community grant
and/or rebate program for energy efficiency enhancements or renewable energy generation projects. (d)
Funding other resources and administrative costs associated with green building and environmental
sustainability oriented efforts. (e) Special consideration is given to projects that positively affect occupants of
local affordable housing or low income residents in Town of Avon
ADMINISTRATION OF THE FUND
The Town Manager administers the Exterior Energy Offset Fund.
FINANCIAL SUMMARY
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Licenses and Permits:
Exterior Energy Offset Fee 18,264$ 25,000$ 25,000$ 25,000$
Total Operating Revenues 18,264 25,000 25,000 25,000
TOTAL REVENUES 18,264 25,000 25,000 25,000
EXPENDITURES
Community Development:
Project Planning & Consulting - 44,000 44,000 15,000
Energy Efficiency Projects 46,019 40,000 40,000 40,000
Total Operating Expenditures 46,019 84,000 84,000 55,000
TOTAL EXPENDITURES 46,019 84,000 84,000 55,000
NET SOURCE (USE) OF FUNDS (27,755) (59,000) (59,000) (30,000)
FUND BALANCES, Beginning of Year 224,901 198,222 197,146 138,146
FUND BALANCES, End of Year 197,146$ 139,222$ 138,146$ 108,146$
Fund Summary
MUNICIPAL SERVICES
Exterior Energy Offset Fund #27
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
SEE FUND SUMMARY
EXPENDITURES BY CATEGORY
BUDGET SUMMARY: DISPOSABLE PAPER BAG FEE FUND
The Disposable Paper Bag Fee Fund was established in order to account for fees received by the Town
from retailers who are required to pay ten cents ($0.10) for each disposable paper bag used during a retail
purchase. Effective May 1, 2018 it is unlawful for retailers to provide disposable plastic bags to customers
at point of sale. The purpose of the program is to protect the public health, safety and welfare, to address
the environmental problems associated with disposable bags, and to relive taxpayers of the costs imposed
upon the Town associated with disposable bags. The intent is to encourage the use of reusable bags.
The fee shall be used exclusively for the following purposes:
(1) producing and providing reusable bags to Town residents and guests; (2) educating Town residents,
businesses and guests about the impacts of waste on the Town's environmental health, the importance of
reducing the number of disposable bags entering the waste stream, and the impact of disposable bags on
the Town's waterways and the environment; (3) creating public educational campaigns to raise awareness
about waste reduction and recycling; (4) funding programs and infrastructure that allows the Avon
community to reduce waste and recycle; (5) purchasing and installing equipment designed to minimize
waste pollution, including recycling containers and waste receptacles; (6) funding community cleanup or
collection events and other activities to reduce waste; (7) maintaining a public website for the purpose of
educating the Town's residents and guests on waste reduction efforts; (8) providing educational
information to customers about the Disposable Paper Bag Fee; (9) training retailer staff in the
implementation and administration of the Disposable Paper Bag Fee; (10) improving or altering
infrastructure to allow for the administration, collection, implementation, and reporting of the Disposable
Paper Bag Fee; and (11) paying for the administration of the Disposable Paper Bag Fee Program.
ADMINISTRATION OF THE FUND
The Town Manager administers the Disposable Paper Bag Fee Fund.
FINANCIAL SUMMARY
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Other Revenues
Disposable Paper Bag Fee 66,157$ 25,000$ 25,000$ 45,000$
Resale of Trash & Recycling Bins 8,276 - - -
Total Operating Revenues 74,433 25,000 25,000 45,000
TOTAL REVENUES 74,433 25,000 25,000 45,000
EXPENDITURES
General Government:
Waste Reduction and Recycling 19,978 45,440 45,440 67,600
Total Operating Expenditures 19,978 45,440 45,440 67,600
TOTAL EXPENDITURES 19,978 45,440 45,440 67,600
NET SOURCE (USE) OF FUNDS 54,455 (20,440) (20,440) (22,600)
FUND BALANCES, Beginning of Year 94,062 82,602 148,517 128,077
FUND BALANCES, End of Year 148,517$ 62,162$ 128,077$ 105,477$
Fund Summary
MUNICIPAL SERVICES
Disposable Paper Bag Fee Fund #28
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
SEE FUND SUMMARY
The Debt Service fund is used to account for the accumulation of resources for the payment of principal and
interest on the Town's debt not accounted for in any other fund. Accounted for in this fund are the Series
2020 Refunding Certificates of Participation issued for the Regional Transportation Facility, the Series 2014B
Certificates of Participation issued for street improvements, and the Series 2016 Certificates of Participation
that were issued to finance the construction of a new public safety facility.
BUDGET SUMMARY: DEBT SERVICE FUND
ADMINISTRATION OF THE FUND
The Chief Finance Officer administers the Debt Service Fund.
FINANCIAL SUMMARY
EXPENDITURES BY CATEGORY
Fund Summary
Original Revised Proposed
Account Actual Budget Budget Budget
Number Description 2024 2025 2025 2026
REVENUES
57101 Investment Earnings 173$ -$ -$ -$
58999 Miscellaneous Nonclassifed Revenues - - - -
Other Sources:
59201 Transfers-In from General Fund - - - 502,502
59201 Transfers-In from Capital Projects Fund 962,124 960,756 960,756 960,756
50000 TOTAL REVENUES 962,297 960,756 960,756 1,463,258
EXPENDITURES
Debt Service:
Series 2025, Certificates of Participation (Walgreens)
65101 Principal - - - 130,000
65102 Interest - - - 372,502
65103 Fiscal Agent Fees - - - 1,500
65109 Cash Management Fees - - - 50
924 Series 2010, Certificates of Participation
65101 Principal - - - -
65102 Interest - - - -
65103 Fiscal Agent Fees - - - -
65108 Arbitrage Compliance Fees - - - -
65109 Cash Management Fees - - - -
926 Series 2014B, Certificates of Participation (Street Improvements)
65101 Principal 265,000 275,000 275,000 280,000
65102 Interest 52,116 44,087 44,087 35,754
65103 Fiscal Agent Fees 1,500 1,500 1,500 1,500
65109 Cash Management Fees 2 50 50 50
927 Series 2016, Certificates of Participation (Public Safety Facility)
65101 Principal 305,000 320,000 320,000 325,000
65102 Interest 136,175 127,025 127,025 120,625
65103 Fiscal Agent Fees - 2,250 2,250 2,500
65108 Arbitrage Compliance Fees - - - -
65109 Cash Management Fees 2 50 50 50
928 Series 2020, Refunding Certificates of Participation (Series 2010 New Money)
65101 Principal 178,000 175,000 175,000 179,000
65102 Interest 15,683 13,494 13,494 1,134
65103 Fiscal Agent Fees 2,250 2,250 2,250 2,500
65108 Arbitrage Compliance Fees - - - -
65109 Cash Management Fees 2 50 50 50
Total Debt Service Expenditures 955,730 960,756 960,756 1,452,215
NET SOURCE (USE) OF FUNDS 6,567 - - 11,043
FUND BALANCES, Beginning of Year 40,745 40,258 47,312 40,258
FUND BALANCES, End of Year 47,312$ 40,258$ 40,258$ 51,301$
MUNICIPAL SERVICES
Debt Service Fund #31
Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest
2025 355,000.00 27,318.30 461,000.00 40,111.10 203,727.73 44,354.89 320,000.00 127,025.00 275,000.00 44,086.50
2026 363,000.00 22,951.80 470,000.00 30,384.00 209,761.93 38,320.69 325,000.00 120,625.00 280,000.00 35,754.00
2027 369,000.00 18,486.90 480,000.00 20,467.00 215,974.84 32,107.78 330,000.00 114,125.00 290,000.00 27,270.00
2028 374,000.00 13,948.20 490,000.00 10,339.00 222,371.78 25,710.84 345,000.00 100,925.00 300,000.00 18,483.00
2029 378,000.00 9,348.00 - - 228,958.19 19,124.43 355,000.00 87,125.00 310,000.00 9,393.00
2030 382,000.00 4,698.60 - - 235,739.68 12,342.94 370,000.00 72,925.00 - -
2031 - - - - 242,721.93 5,360.69 385,000.00 58,125.00 - -
2032 - - - - - - 395,000.00 48,018.76 - -
2033 - - - - - - 405,000.00 37,650.00 - -
2034 - - - - - - 420,000.00 25,500.00 - -
2035-2045 - - - - - - 430,000.00 12,900.00 - -
Total 2,221,000.00$ 96,751.80$ 1,901,000.00$ 101,301.10$ 1,559,256.08$ 177,322.26$ 4,080,000.00$ 804,943.76$ 1,455,000.00$ 134,986.50$
Funding:
Interest Dates:
Date of Issue:
Interest Rate:
Issue Amount:$3,983,000 $4,111,000 $3,800,000
Series 2016Series 2017
2.00% - 4.00%2.90%
$6,300,000$3,000,000
Real Estate Transfer Taxes, General
Revenues of the Town
Urban Renewal Fund Tax Increment
Revenues
June 1 and December 1June 1 and December 1
December 1, 2035December 1, 2031September 2, 2020 May 1, 2020 December 1, 2029
1.230%2.110%3.03%
Real Estate Transfer Taxes, Fleet
Maintenance Revenues
Urban Renewal Fund Tax Increment
Revenues
Real Estate Transfer Taxes, General
Revenues of the Town
June 1 and December 1 June 1 and December 1 June 1 and December 1
Series 2020 Series 2020 Series 2014B
Refunding Certificates of Participation
Tax Increment Revenue Refunding
Loan Certificates of ParticipationCertificates of ParticipationTax Increment Revenue Bonds
TOWN OF AVON
Self-Supported Bonded Debt
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Taxes 73,037$ 69,487$ 69,487$ 72,000$
Intergovernmental 338,398 294,000 294,000 254,000
Charges for Services 504,656 379,869 379,869 459,869
Fines and Forfeitures - - -
Other Revenues 54,280 145,611 145,611 153,153
Total Operating Revenues 970,371 888,967 888,967 939,022
Other Sources
Transfers In from General Fund 1,500,000 1,500,000 1,500,000 1,500,000
Transfers In from Capital Projects Fund 200,000 200,000 200,000 200,000
Total Other Sources 1,700,000 1,700,000 1,700,000 1,700,000
TOTAL REVENUES 2,670,371 2,588,967 2,588,967 2,639,022
EXPENDITURES
Administration 292,638 366,821 366,821 357,673
Transit Operations 1,687,989 1,772,701 1,810,781 1,900,850
Washbay 275,006 287,505 341,505 318,941
Mobility Programs 510,651 367,116 369,816 349,600
Parking Management - - - -
TOTAL EXPENDITURES 2,766,284 2,794,143 2,888,923 2,927,064
NET SOURCE (USE) OF FUNDS (95,913) (205,176) (299,956) (288,042)
FUND BALANCES, Beginning of Year 896,717 1,098,870 800,804 500,848
FUND BALANCES, End of Year 800,804$ 893,694$ 500,848$ 212,806$
Fund Summary
MUNICIPAL SERVICES
Mobility Fund #52
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Intergovernmental -$ -$ -$ -$
Charges for Services 2,833,337 2,114,254 2,114,254 2,461,890
Other Revenue 17,728 - - -
Total Operating Revenues 2,851,065 2,114,254 2,114,254 2,461,890
Other Sources
Transfers-In from General Fund - - - -
Transfers-In from Capital Projects Fund 348,022 433,825 433,825 495,611
Total Other Sources 348,022 433,825 433,825 495,611
TOTAL REVENUES 3,199,087 2,548,079 2,548,079 2,957,501
EXPENDITURES
Public Works:
Fleet Maintenance 2,698,986 2,254,121 2,254,121 2,447,844
Total Operating Expenditures 2,698,986 2,254,121 2,254,121 2,447,844
NET SOURCE (USE) OF FUNDS 500,101 293,958 293,958 509,657
FUND BALANCES, Beginning of Year 879,336 813,439 1,379,437 1,673,395
FUND BALANCES, End of Year 1,379,437$ 1,107,397$ 1,673,395$ 2,183,052$
Fund Summary
MUNICIPAL SERVICES
Fleet Maintenance Enterprise Fund #61
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
SEE FUND SUMMARY
EXPENDITURES BY CATEGORY
The Equipment Repacement Fund is used to account for the rental of certain vehicles and equipment to
other departments for the accumulation of funds for future replacements.
BUDGET SUMMARY: EQUIPMENT REPLACEMENT FUND
ADMINISTRATION OF THE FUND
The Equipment Replacement Fund is administered by the Chief Finance Officer with assistance from other
department directors.
FINANCIAL SUMMARY
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
REVENUES
Charges for Services:
Equipment Replacement Charges 1,203,761$ 1,448,022$ 1,448,022$ 1,448,022$
Interest Earnings 173,490 120,000 120,000 120,000
Other Revenue:
Insurance Claim Reimbursements - - - -
Total Operating Revenues 1,377,251 1,568,022 1,568,022 1,568,022
Other Sources
Transfers-In from Capital Projects Fund 652,538 859,375 859,375 463,300
Sales of Fixed Assets 103,148 120,000 120,000 120,000
Total Other Sources 755,686 979,375 979,375 583,300
TOTAL REVENUES 2,132,937 2,547,397 2,547,397 2,151,322
EXPENDITURES
Capital Outlay:
Fleet and Heavy Equipment 870,204 2,115,172 2,115,172 222,269
Recreation Center Equipment 68,342 49,930 49,930 46,538
Computer and Office Equipment 157,772 118,854 11,854 47,754
Machinery and Equipment 372,028 59,210 59,210 104,615
Heat Recovery - - - -
Total Operating Expenditures 1,468,346 2,343,166 2,236,166 421,176
Other Uses:
Transfer-Out to Capital Projects Fund - 425,000 425,000 425,000
TOTAL EXPENDITURES 1,468,346 2,768,166 2,661,166 846,176
NET SOURCE (USE) OF FUNDS 664,591 (220,769) (113,769) 1,305,146
FUND BALANCES, Beginning of Year 4,812,821 4,169,800 5,477,412 5,363,643
FUND BALANCES, End of Year 5,477,412$ 3,949,031$ 5,363,643$ 6,668,789$
Fund Summary
MUNICIPAL SERVICES
Equipment Replacement Internal Service Fund #63
Final
Original Revised Proposed
Account Actual Budget Budget Budget
Number Description 2024 2025 2025 2026
Charges for Services:
Equipment Rental Charges
54904 Nondepartmental 175,640$ 144,337 144,337 144,337
54905 Comm Dev - Building Inspection - 8,250 8,250 8,250
54904 Police - Administration 27,222 22,235 22,235 22,235
54904 Police - Patrol 193,289 261,551 261,551 261,551
54904 Police - Investigations 15,705 23,205 23,205 23,205
54904 Engineering 1,324 17,858 17,858 17,858
54904 Code Enfocement - 12,004 12,004 12,004
54904 Public Works - Roads and Bridges 245,060 314,579 314,579 314,579
54904 Public Works - Parks 154,920 141,143 141,143 141,143
54904 Buildings and Facilities 59,883 130,304 130,304 130,304
54904 Mobility - Operations 17,314 35,144 35,144 35,144
54904 Mobility - Wash Bay 106,016 106,016 106,016 106,016
54904 Fleet Maintenance 19,966 48,926 48,926 48,926
54903 Recreation - Administration 19,532 24,656 24,656 24,656
54904 Recreation - Aquatics 17,149 15,054 15,054 15,054
54904 Recreation - Fitness 150,741 142,761 142,761 142,761
54000 Total Charges for Services 1,203,761 1,448,023 1,448,023 1,448,023
57000 Investment Earnings
57101 Investment Earnings 173,490 120,000 120,000 120,000
Other Revenue
58205 Insurance Claim Reimbursements - - - -
Other Sources:
59201 Transfers-In from Capital Projects Fund 652,538 859,375 135,000 463,300
59101 Sale of Fixed Assets 103,148 120,000 120,000 120,000
59000 Total Other Sources 755,686 979,375 255,000 583,300
50000 TOTAL REVENUES 2,132,937$ 2,427,398$ 1,703,023$ 2,151,323$
Revenue Detail
MUNICIPAL SERVICES
Equipment Replacement Internal Service Fund #63
TOWN OF AVON
DETAILED BUDGET REQUESTS
2026 Proposed Budget
Department:N/A
Program:Computers and Office Equipment #813
2026
Account Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Computers and Office Equipment
DC-VMHOST 03 19,333
BU-BMHOST 19,333$
38,666
66402 Computers and Peripherals
66403 Audio / Visual Cameras Recycle Center 9,088
66404 Furniture and Fixtures -
66000 Total Capital Outlay 47,754$
TOWN OF AVON
DETAILED BUDGET REQUESTS
2026 Proposed Budget
Department:N/A
Program:Machinery and Equipment #814
2026
Account Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Machinery and Equipment
Variable Message Signs 10084
Variable Message Signs 10084
Variable Message Signs 10084
SandPro Tiller 22926
ProGator 2030A 42379
Power Steering Machine 2369
Brake Service Machine 4664
Oil Filter Crusher 2025
104,615$
-$
66499 Other Machinery and Equipment 104,615
66000 Total Capital Outlay 104,615$
TOWN OF AVON
DETAILED BUDGET REQUESTS
2026 Proposed Budget
Department:N/A
Program:Recreation Equipment #812
2026
Account Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Recreation Center
10 Spin Bikes 29,640
Half Rack Squat 2,030
Plate Loaded Leg Press 6,378$
Plate Loaded Squat Press 5,593
Plate Loaded Seated Calf 2,897
66407 Athletic and Recreational Equipment 46,538
66000 Total Capital Outlay 46,538$
TOWN OF AVON
DETAILED BUDGET REQUESTS
2026 Proposed Budget
Department:N/A
Program: Fleet and Heavy Equipment #811
Account 2026
Proposed
Number Account Name Justification Budget
EQUIPMENT REPLACEMENT:
Fleet and Heavy Equipment
General Goverenment:
#363 Ford Interceptor 68,188
#226 Plow Truck 44,951
#361 Tahoe PD 54,565
#362 Tahoe PD 54,565
66501 Automobiles and Light-duty Trucks 222,269
66502 Heavy Trucks and Moving Equipment -
66000 Total Capital Outlay 222,269$
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 2,029,176$ 2,192,907$ 2,190,407$ 2,234,761$
Commodities 85,508 111,208 111,865 100,279
Purchased & Contract Services 1,236,176 1,249,536 1,253,511 1,141,854
Other Operating Costs 897,786 824,230 829,215 772,274
Capital Outlay 6,017 5,950 5,950 13,050
Total 4,254,664$ 4,383,831$ 4,390,948$ 4,262,218$
Mayor and Town Council 280,782$ 280,814$ 280,814$ 275,997$
Town Attorney/Legal 322,175 272,020 272,020 272,020
Town Clerk 169,121 202,971 202,971 200,033
Municipal Court 203,432 197,996 197,996 200,617
Administrative Services 900,077 964,370 964,370 999,090
Community Relations 374,510 363,494 363,494 369,560
Economic Development 349,429 215,430 215,430 230,732
Special Events 1,322,535 1,510,464 1,517,580 1,390,007
Community Grants 120,000 108,000 108,000 108,000
Sustainability 212,603 268,273 268,273 216,162
Total 4,254,664$ 4,383,831$ 4,390,948$ 4,262,218$
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Town Manager 1111
Deputy Town Manager 1111
Chief Administrative Officer 1111
General Government Fellow (ends June 2026)1110
Communications Manager 1111
Town Clerk 1111
Deputy Town Clerk / Municipal Court Clerk 1111
Chief Cultural Officer 0111
Cultural Arts and Special Events Manager 1000
Senior Special Events Coordinator 1111
Special Events Coordinator 1111
Sustainability Manager 1111
Total 11111110
The General Government Department includes the legislative, general administrative services, legal, municipal court,
culture, arts, special events, communications and marketing, sustainability, and economic development functions of the
Town. These functions are performed by the Council, Town Manager, Town Clerk, Town Attorney, Municipal Court
Judge, and various Town Staff.
BUDGET SUMMARY: GENERAL GOVERNMENT DEPARTMENT
ADMINISTRATION OF THE DEPARTMENT
The Town Manager is the Chief Executive and Administrative Officer for the Town of Avon and oversees all operations
and activities of the Town. The expenditures for the Town Manager are accounted for entirely in General Government
and not allocated proportionately among departments and funds.
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
ATTACHMENT D
Special Events Administration & Production: Responsible for the special event development operations of all
special events in the Town of Avon, including Town-produced events, such as Salute to the USA, and events put on by
outside producers. The staff provides administrative support to the Cultural, Arts and Special Events (CASE)
Committee. The Chief Cultural Officer oversees two full-time employees, part-time staff including bar managers and
bartenders and the Town's volunteers.
Community Grants: This account includes all grant monies the Council approves for use by outside agencies, which
include economic development, art and cultural programs, regional environmental projects and health and human
service needs.
Municipal Court: Avon’s Home Rule Charter Section 10.2 establishes the Municipal Court that has “exclusive original
jurisdiction of all causes arising under the ordinances of the town as may be conferred by law”. The Town Council
appoints the Town Prosecutor and the Municipal Judge, who presides over the Court to hear violations of the Town of
Avon Ordinances.
ADMINISTRATION
Administrative Services: Appointed by the Council and serving as the Chief Executive and Administrative Officer,
the Town Manager, in addition to general administrative responsibilities, is tasked with enforcing the laws and
ordinances of the Town, oversight of all Town personnel, the preparation and implementation of the annual budget,
attending Council meetings and participating in discussions with the Council in an advisory capacity, and establishing a
system of accounting and auditing for the Town. This program also contains the position of the Deputy Town Manager,
Chief Administrative Officer and the General Government Fellow.
Community Relations: The Community Relations office plays a primary role in communicating with Town of Avon
residents through the accurate and consistent flow of public information, through the media and Town's website to fully
inform the Town’s various constituencies on activities, agendas and programs.
Town Clerk: The Town Clerk’s office is responsible for maintaining the Town’s official records and the minutes of all
meetings, as well as providing notifications to the public per the Town’s Charter. The office is responsible for the
administration of municipal elections and for the administration of liquor licenses. The Clerk’s office also responds to
citizen inquiries concerning Town legislation and public records requests.
Sustainability: This account includes expenses the Council approves for use by the sustainability staff, which include
waste diversion programs including recycling & composting, public education inititivates, memberships of sustainbility-
related organizations and other sustainbility related needs.
Town Council: The Town Council elects the Mayor, and together the elected officials serve as the legislative body for
the Town, setting policy and adopting and updating the Municipal Code, as needed. Contributions to outside agencies
and economic development investments, which are provided funding to other agencies, are approved by the Town
Council.
JUDICIAL
Town Attorney: The Town Attorney, appointed by the Town Council and is a contracted position. The Attorney
serves as the legal representative of the Town, advising the Town Council and staff, and coordinating with special
counsel appointments.
PROGRAM ACTIVITIES AND OPERATIONS: GENERAL GOVERNMENT
LEGISLATIVE
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
COMMUNICATION & MARKETING
1. Post One Quarterly Engagement Project to ZenCity: Our Community Engagement Platform is underutilized and
should be updated quarterly to keep content relevant.
2. Streamline Communications Platforms: Avon currently uses Civic Send, Mail Chimp and Constant Contact for
communications, depending on department email lists and platform preferences. Staff will streamline external
communication by consolidating existing platforms into a unified system, improving collaboration, reducing tool
redundancy, and audience understanding.
3. Redesign Avon.org: Avon.org is the digital face of Avon, and where residents, guests, contractors and businesses
go to get information. Best practice for government websites recommends redesigns every 5-7 years. The current
version of Avon.org launched in 2017 and runs on the oldest platform supported by Civic Plus. A website redesign will
enhance user experience for both staff and the general public. The new design can strengthen brand identity, address
accessibility issues, improve navigation and increase engagement through mobile optimization.
4. Create Branded Templates for Staff: Develop a suite of professionally branded templates, including press releases,
Council reports, and presentation templates to ensure consistent visual identity across all communications and improve
team efficiency in content creation. Incorporate use of branded templates with Leadership Team trainings and request
IT integrate with our Microsoft suite as possible.
CULTURE, ARTS & EVENTS
5. Bronze Research: Research bronze casting artists and solicit general cost estimates for commissioning additional
wildlife bronzes for round-abouts (Avon Road – Round-About 1 and Post Blvd Round-Abouts) and other locations (e.g.
Pedestrian Mall gateway into Harry A. Nottingham Park). Research if Mother’s Pride is the right scale for Round-About
1 and look into the possible sale of Avon’s town-owned Sidewalk Society Bronze collection by Glenna Goodacre.
6. Activating Lot B Commercial Space: Conduct inclusive community engagement process to develop programming
and activation of potential ground level commercial space adjacent to Pedestrian Mall in the proposed Lot B apartment
project. This will initially be referred to the Avon DDA and CASE Committee. [NOTE: Complete development
application is pending and is estimated to be submitted in Q4 of 2025]
7. Avon Library Expansion: Collaborate with Eagle Valley Library District to determine potential expansion and
community uses of the Avon Library Branch. This goal would be to determine opportunities, demand, and interest of
Avon Library Branch in expanding their building, potentially onto the 351 Benchmark Site. [NOTE: Potential Avon
Library Expansion will be discussed at the September 23, 2025 Council meeting.]
8. Historical Ranching & Railroad Collection [Carryover from 2025]: Collaborate with Community Development
Department to determine an appropriate location for placement of historical farm and ranching and railroad equipment
and structures in a public park or plaza and develop content for interpretive and education information.
SUSTAINABILITY
9. Commercial Composting Pilot Program Implementation and Evaluation: Building on the 2025 approval of the
commercial composting pilot, staff will work on implementing the pilot in 2026. The pilot will collect data to evaluate the
relative cost of hauling food waste vs. solid waste, the impact of solid waste volume, and long-term climate action goals
like greenhouse gas reduction and water conservation. Staff will also determine the Town’s readiness for a commercial
composting expansion.
10. Recycling Reinforcement & Compliance: With the Universal Recycling Ordinance now in its third year, Staff will
shift focus from awareness-building to active performance improvement and compliance. In 2026, this will include
conducting waste audits to identify underperforming waste streams and implementing an enforcement mechanism.
Data will be tracked quarterly to evaluate waste diversion gains and pinpoint barriers to compliance.
11. Town-Wide Geothermal Feasibility Study (Phase I): Initiate a Phase I geothermal feasibility study to explore an
innovative heating and cooling solutions for Town infrastructure and potential district applications. The study will
assess hydrogeologic viability, topographic constraints, and heating/cooling demand profiles across municipal facilities.
Results will include estimated carbon savings, lifecycle costs, siting options, and recommendations for the next steps.
The study will also compare open-loop and closed-loop system benefits, and how geothermal might complement future
electrification and energy storage goals.
12. Single-Use Plastic Ban [Carryover from 2025]: Research single use plastic bans in peer communities and present
options for a single use plastic ban in Avon for Council consideration, including community outreach, education and
implementation plan. A long-term budget plan and a business transition guide will be developed alongside educational
materials. This effort is planned to be coordinated with Town of Vail’s effort to research and implement a single-use
plastic ban.
TOWN CLERK & COURT CLERK
13. Rename Benchmark Reservoir [Carryover from 2025]: The lake located in the center of Harry A. Nottingham Park
has been locally known as Nottingham Lake since its creation in 1979. However, official documents identify it as
Benchmark Lake Reservoir. The Town Clerk will continue to work with the Colorado Geographic Naming Advisory
Board to formally rename Benchmark Lake Reservoir to Nottingham Lake. Additionally, the Town Clerk will pursue
renaming Nottingham Reservoir to prevent confusion between the two bodies of water.
14. Evaluation of Colorado Open Records Act (CORA) Tracking Software: The Town Clerk’s Office has experienced a
steady increase in CORA requests: 35 in 2022, 39 in 2023, 53 in 2024, and 43 in the first half of 2025. Currently,
responses are managed manually. The Town Clerk will research tracking software to streamline and standardize the
CORA request process. Staff will also collaborate with the Police Department’s Records Division to assess the volume
of Colorado Criminal Justice Records Act (CCJRA) requests and explore potential efficiencies between CORA and
CCJRA workflows.
15. Review of Court Management Software: The Court Clerk’s Office will assess current court management solutions,
with a focus on Tyler Technologies’ Municipal Justice Software. This platform supports daily court operations and
reduces paperwork, improving overall efficiency. Since Tyler Technologies also provides Brazos—the Avon Police
Department’s system for summons and report writing—adopting their court solution could streamline information
exchange between the Police Department, Prosecutor, Judge, and Court Clerk.
16. Review Court Process Best Practices in Peer Communities: The Court Clerk will attend a Municipal Court session
in each of the following jurisdictions—Vail, Minturn, Eagle, and Gypsum—to observe court operations and collaborate
with counterparts in each location. Possible outcomes are moving away from a paper-heavy process to a more
paperless process, allowing video appearance and efficiencies that different software could offer.
Additions
Town Clerk Budget (115):
1. Election year expenses of $8,000
Administrative Services (131):
1. Microsoft Copilot licenses of $1,140
Marketing & Communications Budget (133):
1. Website redesign of $12,000 (offset by other savings)
Economic Development Budget (134):
1. Vail Valley Partnership mixer of $4,000
2. Additional $32,000 Birds of Prey contribution for second weekend.
Special Events Budget (136):
1. Additional Salute to USA security and traffic control of $9,600
Sustainability Budget (139):
1. CEO Impact Grant Match of 5,000
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 871,168$ 946,702$ 946,702$ 1,012,820$
Commodities 8,805 15,778 15,778 15,228
Purchased & Contract Services 207,058 195,298 195,298 186,650
Other Operating Costs 524,925 416,779 426,779 511,603
Capital Outlay 2,229 800,000 800,000 7,800
Total 1,614,185$ 2,374,557$ 2,384,557$ 1,734,101$
Finance 1,090,637$ 1,156,096$ 1,166,096$ 1,212,330$
Nondepartmental 523,548 1,218,461 1,218,461 521,771
Total 1,614,185$ 2,374,557$ 2,384,557$ 1,734,101$
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Chief Finance Officer 0 1 1 1
Finance Director 1 0 0 0
Deputy Finance Director 1 0 0 0
Finance Manager 1 1 1 1
Senior Accountant 1 1 1 1
Financial Analyst 0 1 1 1
Payroll Administrator 1 1 1 1
Accountant I-II 2 2 2 2
Total 7 7 7 7
BUDGET SUMMARY: FINANCE DEPARTMENT
AUTHORIZED POSITIONS
DEPARTMENT EXPENDITURES BY PROGRAM
DEPARTMENT EXPENDITURES BY CATEGORY
The Finance Department is administered by the Chief Finance Officer who spends approximately 35% of time in
finance administration, accounting and auditing, and another 40% in budgeting and long-range planning activities. The
remainder of the time is split between debt administration, treasury management, and benefits administration. The
Finance Division is managed on a day-to-day basis by the Finance Manager.
The Finance Department is responsible for all financial activities of the Town and maintaining its fiscal integrity. The
Department is also responsible for the Town's information technology systems.
ADMINISTRATION OF THE DEPARTMENT
Accounting and Financial Reporting: Includes accounts payable and payroll processing and general accounting;
revenue collection, compliance, licensing and administration; procurement compliance and fixed asset inventory;
internal control structure and asset safekeeping; and preparation of the Town's comprehensive annual financial report.
Budgeting and Long-range Planning: Includes establishing budgetary policies, coordination of the budget process
and preparation of the annual budget document. Also includes the Capital Improvement Program and preparing the 5-
year Capital Improvement Plan, various other financial modeling, and gathering and reporting on economic and financial
statistical information and analysis.
Debt Administration and Treasury Management: Debt administration includes capital planning and analysis, debt
issuance, meeting on-going disclosure and bond covenant requirements, maintaining credit ratings and investing bond
proceeds. Treasury management includes establishing and reviewing cash controls, monitoring cash collection and
disbursement procedures, forecasting, maintaining banking relations, cash management services, establishing
investment policies and portfolio management.
Benefits Administration: Includes financial analysis of self-insurance pools and renewals, reconciliation of
departmental claims to premium invoices, reserve accounting and human resources support. Other responsibilities
include retirement plan administration and support. Chief Finance Officer and Finance Manager serve on the retirement
boards.
FINANCE
PROGRAM ACTIVITIES AND OPERATIONS: FINANCE
NONDEPARTMENTAL
Central Services and Stores: The nondepartmental program budgets and reports those costs that are impractical or
administratively burdensome to be reported in another program. Includes the budget for the Town's central office supply
stores and the Town's main Xerox copier. Also includes the Town's general property and liability insurance coverages,
and the Town's telephony and internet connections.
SUMMARY OF CHANGES FROM PREVIOUS YEAR
1. Lead Multi-Year and Long-Range Financial Projections: Develop models for multi-year and longrange
financial forecasts to present a better understanding of new development, revenue collections,
capital project needs and future department staffing and expenditures for long range visioning.
2. Annual Financial and Auditing Services: Complete “Request for Qualifications” process to engage
professional audit firms to complete Town of Avon’s year-end financial report which includes an audit
of all Town funds. Select qualified firm to complete the year-end Audited Financial Report which
would be due no later than June 1, 2026.
3. Time Share Amenity Fee – Time Share Amenity Tax: Research a Time Share Amenity Tax that is
uniform across all timeshare properties in Avon to replace the Time Share Amenity Fee, which is
currently not consistent and was negotiated on a case by case basis.
New in 2025 budget
Finance Budget (141):
1. Added $7,000 for new p card provider.
Nondepartmental Budget (149):
1. Moved multiple items from departmental budets to nondepartmental
2026 Goals
Current
Approved Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 516,835$ 414,129$ 414,129$ 451,854$
Commodities 59,494 81,694 81,694 95,604
Purchased and Contract Services 118,650 92,208 92,208 119,238
Other Operating Costs 102,259 182,709 182,709 135,688
Capital Outlay 3,697 - - -
Total 800,936$ 770,740$ 770,740$ 802,384$
Human Resources 800,936$ 770,740$ 770,740$ 802,384$
Total 800,936$ 770,740$ 770,740$ 802,384$
Original Final Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Chief Human Resources Officers 1000
Human Resource Director 0000
Human Resources & Risk Manager 0000
Human Resources & Risk Mgmt Generalist I-II 3333
Total 4333
BUDGET SUMMARY: HUMAN RESOURCES AND RISK MANAGEMENT DEPARTMENT
Essential functions of the Human Resources and Risk Management Department include: recruitment & selection, employee
relations, performance management, compensation management (including benefits, employee recognition, etc.), risk
management, policy development and compliance, training and professional development, and organizational culture that
prioritizes performance according to Town of Avon values.
ADMINISTRATION OF THE DEPARTMENT
The Human Resources Department is overseen by the Deputy Town Manager who reports directly to the Town Manager, and
is responsible for providing leadership in developing and implementing the Human Resources and Risk Mangement programs
overseeing all administrative, legislative, and fiscal operations necessary to assure quality management of core human
resources, safety, property and liability functions for the Town.
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
Compensation and Benefits Administration
HR Technology, Innovation and Employee Records
Organizational Culture, Culture and Employee Relations
Policy Development and Compliance
Manages the Human Resources Information System (HRIS; Bamboo platform), maintains townwide employee records, uses
various technology platforms to ensure efficient adminstrative processing of HR and Risk related services and programs.
Supports the development and maintainance of the Town's Intranet which serves all departments and employees with
important internal townwide information.
Supports the Town of Avon Culture Statement to strengthen the employer-employee relationship through series of programs
that recognize employee contributions. Ensures training programs are offered supporting employee growth and broadening
position knowledge. Develops in collaboration with department directors training and professional development programs that
address employee work needs. Initiatives include new employee orientation, performance management training, leadership
training and strengthening the Town's culture through programs addressing customer service, leadership, management, and
safety initiatives. Supports measuring job satisfaction, employee engagement and resolving workplace conflict. Supports
department heads when subject-specific training needs to be identified.
Reviews and makes recommendations for improvement of the Town's policies, procedures and practices on personnel and
risk management matters. Responsible for monitoring local, state and federal employment laws and court rulings to ensure
the Town remains fully compliant with all applicable laws and/or directions.
Oversees compensation program which includes salary and benefits. Conducts salary market comparisons per the Employee
Policies and recommends market adjustments through a review of the survey results which aligns with municipal-resort
market competitiveness. Oversee the development and implementation of the Town’s multitude of benefits programs,
including but not limited to retirement and group health insurance coverage to ensure a strong recruiting and retention
position while supporting all employees with their coverage.
PROGRAM ACTIVITIES AND OPERATIONS: HUMAN RESOURCES
General Human Resources
Supports the Town Leadership Team in providing highly relevant guidance and coaching on a wide array of human resources
and risk (safety) matters and issues. Supports TOA employees with programs and services that are offered to make Town of
Avon an desirable workplace. Serves and maintains best municipal HR practices and offers various training and professional
develppment opportunities and participation in a number of programs.
1.Enhance Internal Educational Opportunities and Platforms for Employees: Assess Department needs to define and offer
education and training opportunities designed by the HR Team for ongoing use, some of which include topics addressing
leadership, legal compliance, management, performance review process, conflict resolution, communication in the workplace,
time management, and diversity, equity & inclusion.
2.Explore Technology Options to ensure Efficiencies in HR processes: Explore and streamline all HR & Risk program
processes to create efficiencies using technology platforms, when possible, to reconcile with cross department functions
between HR and Finance including such areas as compensation, risk management and payroll.
3.Review Health and Benefits Program: Collaboration between Human Resources and Finance to review Town’s Health and
Benefits Programs and related costs. Review options for containing health insurance costs through comparison of self-
funded plans, fully funded plans or pooled health plans. In addition, make a comparison of health and benefit plans from peer
communities using data from Employer’s Council and Colorado Municipal League to ensure Avon’s position for competitive
recruiting and retention platform.
New in 2026 budget
1. $10,000 - Salary survey to ensure competitive recruiting and retention completed every 2 years per the Employee Policies.
Fee associated with consulting services and municipal data to conduct the salary review.
2. $14,900 - Funds for the "Years of Service Recongintion Awards" honoring 5, 10, 15, 20, and up (5 year increments) of
years working for Town of Avon that supports retention of employees with the Town.
3. $8,500 - Increase in funds for Mental Health Support through EAP (counseling) visits increased from 6 to 12 per employee
to support healthy lifestyles and wellbeing.
Risk Management and Safety
Recruitment and Selection
Works closely with the departments to assist with assessments in relation to current staffing levels and advertising for vacant
positions. Provides full lifecycle recruitment services including scheduling interviews and screening, selecting, hiring, and
onboarding for all position types and job levels including executive, technical, administrative, seasonal, and other specialized
job classifications. Develops job descritpions and advises compensation for newly created positions.
Oversees the administration of the Town's risk management and safety programs, including workers' compensation and
property and liability insurance. Manages the Town's safety committee meetings, employee workplace safety training,
workplace injury and property and liability reporting, modified duty and return-to-work programs, annual property tours, facility
and equipment appraisal, annual risk management and safety insurance audits and renewals, and state workers
compensation recertification program.
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 460,644$ 479,542$ 479,542$ 498,102$
Commodities 3,208 1,600 1,600 2,120
Purchased & Contract Services 364,954 318,063 318,063 193,211
Other Operating Costs 13,244 24,650 24,650 167,155
Capital Outlay 2,946 11,500 11,500
Total 844,996$ 835,355$ 835,355$ 860,588$
Information Technology 844,995 835,355 860,588
Total 844,995$ -$ 835,355$ 860,588$
Final
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Chief IT Officer 1111
IT Manager 0000
IT Administrator II 1111
Help Desk Technician 1111
Total 3333
BUDGET SUMMARY: IT DEPARTMENT
AUTHORIZED POSITIONS
DEPARTMENT EXPENDITURES BY PROGRAM
DEPARTMENT EXPENDITURES BY CATEGORY
The Information Technology division is managed by the Town's Information Technology Manager.
The IT department is responsible for managing an organization's technology infrastructure. Its core duties include
maintaining computer systems, networks, and servers to ensure smooth business operations. IT handles software and
hardware installations, troubleshooting technical issues, and providing user support. It also ensures data security by
managing firewalls, backups, and access controls. Additionally, the department supports business goals through system
upgrades, implementing new technologies, and ensuring compliance with industry standards. Overall, the IT department
plays a key role in enabling efficient, secure, and reliable use of technology across the organization.
ADMINISTRATION OF THE DEPARTMENT
IT
Network Administration: Includes maintaining the Town's computer network systems, telephone systems, servers,
security, routine maintenance & upgrades of hardware and software, documentation & disaster recovery.
Customer Service: Provides support and service to all Town computer and telephone users. Log calls, resolve
issues, track requests for equipment, software and training.
Technology Planning: Continuously evaluates new technologies that can assist the Town in being more efficient.
PROGRAM ACTIVITIES AND OPERATIONS: IT
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
1. Enhance Internal Educational Opportunities and Platforms for Employees: Assess Department
needs to define and offer education and training opportunities designed by the HR Team for ongoing
use, some of which include topics addressing leadership, legal compliance, management,
performance review process, conflict resolution, communication in the workplace, time management,
and diversity, equity & inclusion.
2. Explore Technology Options to ensure Efficiencies in HR processes: Explore and streamline all
HR & Risk program processes to create efficiencies using technology platforms, when possible, to
reconcile with cross department functions between HR and Finance including such areas as
compensation, risk management and payroll.
3. Review Health and Benefits Program: Collaboration between Human Resources and Finance to
review Town’s Health and Benefits Programs and related costs. Review options for containing health
insurance costs through comparison of self-funded plans, fully funded plans or pooled health plans.
In addition, make a comparison of health and benefit plans from peer communities using data from
Employer’s Council and Colorado Municipal League to ensure Avon’s position for competitive
recruiting and retention platform.
New in 2025 budget
Added $2,000 to run new ehternet cables as needed.
Server Administration: Installing and configuring servers - hardware and software. Managing server security - e.g.,
firewalls, antivirus, patch updates. Monitoring server performance to ensure smooth operations. Managing user access
and permissions. Backing up and restoring data. Troubleshooting and resolving server-related issues. Ensuring system
uptime and availability.
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 1,017,123$ 920,775$ 920,775$ 983,427$
Commodities 3,508 4,863 4,863 4,514
Purchased & Contract Services 145,139 29,928 33,428 21,930
Other Operating Costs 34,037 38,199 37,049 29,159
Capital Outlay 2,803 2,650 2,650 2,650
Total 1,202,610$ 996,415$ 998,765$ 1,041,680$
Planning & Zoning Commission 12,368$ 14,425$ 14,275$ 16,400$
Planning 860,329 639,767 645,267 674,531
Building Inspection 329,913 342,222 339,222 350,749
Total 1,202,610$ 996,415$ 998,765$ 1,041,680$
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025`2025 2026
Community Development Director 1 1 1 1
Planning Manager 1 1 1 1
Housing - Long Range Planner 1 1 1 1
Planner I-II 1 1 1 1
Building Official 1 1 1 1
Building Inspector 1 1 1 1
Development Coordinator 1 1 1 1
Total 7 7 7 7
The Community Development Department takes the lead role in maintaining a livable community, one which meets the
needs of the residents, businesses, and visitors. The Planning Division manages all current and long-range community
planning functions, including the growing housing initiatives. The Building Division provides start-to-finish permit and
inspection services for all development in Avon. Electric Permits are handled by the State of Colorado, and elevator
inspection by Northwest Colorado Council of Governments.
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
ADMINISTRATION OF THE DEPARTMENT
The Community Development Department is administered by the Community Development Director, who spends
approximately 70% of the position’s time in overseeing development applications, Council agenda items, Planning and
Zoning Commission agendas, and special project work. The remainder of the Director’s time is spent with hands-on
project review and special project work. The Development Coordinator is typically the point of first contact for the
Department, serving as Avon's development liason for all planning and building permit processes.
BUDGET SUMMARY: COMMUNITY DEVELOPMENT DEPARTMENT
DEPARTMENT EXPENDITURES BY CATEGORY
1. Pursue all reasonable efforts to implement community housing.
2. Promtote and facilitate redevelopment of the Sun Road Redevelopment area.
3. Finalize importing and quality control for all Single-Family Equivalent (SFE) water allocation data into Town of
Avon Geographic Information System (GIS) system. Establish protocols for updates and ongoing internal
management of data.
4. Continue current efforts to conduct park planning, including Planning Area B and P3 in the Village (at Avon)
and O’Neil Spur park and Saddleridge Park in Wildridge.
5. Research incorporation or adoption of Wildfire Building & Landscaping Code State reflecting
State Actions.
PROGRAM ACTIVITIES AND OPERATIONS: COMMUNITY DEVELOPMENT
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
BUILDING PERMITS AND INSPECTIONS
Building Inspection/Plan Review: The Building Division provides all construction related services in the Town. The
division is responsible for the enforcement of the building, plumbing, and mechanical codes, and Title 15 of the Avon
Municipal Code. On a day to day basis this division reviews and processes permit applications, performs inspections,
and coordinates with other agencies that perform specialized inspections such as Eagle River Fire Protection, Eagle
County Health, NWCCOG, and State Electrical Inspectors. Code enforcement matters are handled on a complaint
driven basis with a gradual increase in activity year over year.
PLANNING
Current Planning / Land Use Applications: Review and process applications for land use under the rules and
procedures of the Avon Municipal Code. Includes pre-application, public process with PZC/Council and coordinating
third party and legal reviews. The Planning Manager is responsible for all land use application reviews.
Long-Term Planning: The Planning Division is responsible for the development of long range planning for the Town of
Administration: Review all new applications and contractor registration applications, including assisting the general
Planning & Zoning Commission: A seven (7) person board, the Commission implements as authorized the land use
Housing: The Town's housing program responsible for Deed Restriction compliance, maintenance, and updates to
existing agreements. New housing construction and partnerships with other jurisdictions rounds out the program.
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 2,112,517$ 2,514,653$ 2,514,653$ 2,708,662$
Commodities 115,872 147,042 147,042 164,349
Purchased & Contracted Services 74,563 88,727 88,727 102,294
Other Operating Costs 404,442 421,705 421,705 427,107
Capital Outlay - 33,217 33,217 25,100
Total 2,707,394$ 3,205,344$ 3,205,344$ 3,427,512$
Administration 300,112$ 348,556$ 348,556$ 351,930$
Adult Programs 53,283 91,150 91,150 113,611
Aquatics 1,002,906 1,044,788 1,044,788 1,154,516
Fitness 274,446 361,592 361,592 331,110
Guest Services 572,015 719,904 719,904 800,282
Youth Programs 247,724 309,342 309,342 352,657
Community Swim Program 256,908 330,012 330,012 323,405
Total 2,707,394$ 3,205,344$ 3,205,344$ 3,427,512$
BUDGET SUMMARY: RECREATION DEPARTMENT
DEPARTMENT EXPENDITURES BY CATEGORY
The Recreation Department oversees the operations and management of the 45,000 square foot Avon Recreation
Center, and youth and adult recreational programs, which are provided at the Recreation Center and Town parks. The
Department is responsible for operational oversight and management of the Town's three Pocket Parks, Whitewater
Park, Harry A. Nottingham Park, beach and lake recreational activities.
DEPARTMENT EXPENDITURES BY PROGRAM
ADMINISTRATION OF THE DEPARTMENT
The Recreation Department is administered by the Recreation Director, who dedicates time to strategic leadership,
personnel management, financial reporting and controls, contract negotiations, community relationships, risk
management and the development and implementation of operating guidelines. The Director provides additional support
to each division on an as needed basis depending on staffing levels.
DEPARTMENT FINANCIAL SUMMARY
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Recreation Director 1 1 1 1
Aquatics Superintendent 1 1 1 1
Aquatics Supervisor 1 1 1 1
Aquatics Coordinator 3 3 3 3
Recreation Programs Supervisor 1 1 1 1
Recreation Programs Coordinator 1 1 1 1
Recreation Services Superintendent 1 1 1 1
Recreation Services Supervisor 1 1 1 1
Recreation Services Coordinator 1 1 1 2
Swim Program Supervisor 1 1 1 1
Total 12 12 12 13
Community Swim Program: The Community Swim Program includes eight levels of Learn to Swim classes for youth
ages 6 months-17 years old and two levels for adults ages 18 and up. The Learn to Swim progression of skills will
prepare students to be proficient in basic swimming techniques. Youth swimmers wishing to go beyond the Learn to
Swim progression may continue with our Recreational Swim Team, or our USA Swimming registered swim team. The
Avon Narwhals Swim Club is our competitive travel team that competes at the state, regional and national level on a
year-round swim meet schedule. The program also offers private and semi-private swim lessons for all ages, levels and
abilities.
AQUATICS
Aquatics: This division offers aquatic programming for people of all ages and abilities including lifeguard training
classes, water safety instructor courses, kayak and scuba offerings, water aerobics classes, beginning diving classes,
babysitter's training and First Aid/CPR/AED classes. During the summer months, the Aquatics division manages
programs in the park and on the lake, sets up the swim beach and coordinates boat rentals through a third party. The
Aquatics division devotes 60% of personnel time to pool safeguarding activities, with 5% of time to other programs, 20%
spent on administration, and 15% on maintenance of the pools.
Guest Services: This division primarily provides admission to the recreation center, pass/punch card sales, and
program registration. The front desk serves as the focal point for information dissemination to customers as well as
personnel. The Guest Services division also oversees ice skating out of the Metcalf Cabin in the Winter. The Guest
Services division spends 65% of time with front desk operations, 25% on administrative duties and 10% on hiring and
training.
PROGRAM ACTIVITIES AND OPERATIONS: RECREATION
GUEST SERVICES
AUTHORIZED POSITIONS
RECREATION PROGRAMS
Adult Programs: This division focuses on meeting the needs of adult recreation program participants ages 18 and up.
New and innovative programming is being developed and tested to meet the needs of our ever-changing population.
The Adult Programs division spends 80% of time on development and maintenance of existing program offerings and
20% on scheduling, marketing and researching new program offerings.
Youth Programs: This division focuses on offering community based childcare for school-aged children throughout the
year. In 2024 the Youth Programs division plans on continuing to grow its participation numbers by recruiting qualified
staff and maintaining quality offerings. The Youth Program division spends 40% of time on Summer Camp operations,
30% on After School Program operations, 15% on Schools-Out Program operations, 10% on new program development
and 5% on existing programming maintenance.
New in 2026 budget
Recreation Administration (514):
1. $5,000 for Placer.AI
2. $1,140 for Copilot
Adult Programs (515):
1. N/A
Aquatics (516):
1. $6,089 Increase in pool chemicals
2. $4,900 Weather Station & Alert System
Fitness (518):
1. $17,740 Extened warranty on Cardio Equipment
Guest Services (519):
1. $4,500 Bank service charges and CC fees, increase over 2025
Youth Programs (521):
1. $2,847 for more field trip and food expenses
Community Swim Program (523):
1. $1,100 swim meet prices are increasing
SUMMARY OF CHANGES FROM PREVIOUS YEAR
Department Goals
1. Redevelop Department Standard Operating Procedures (S.O.P.) [Carryover from 2025]: Create and/or modify
standard operating procedures for each division of the Recreation Department. An up-to-date S.O.P. document for
each division will ensure best/standard practices are being implemented and will promote consistency, safety, efficiency
and communication throughout department operations.
2. Certified Parks and Recreation Professional (CPRP) program: Prepare all full-time Staff to obtain the nationally
recognized certification through the National Recreation and Park Administration (NRPA).
3. Collaborate on Park Planning: Collaborate with the Community Development Department and continue current
efforts to conduct park planning, including Planning Area B and P3 in the Village (at Avon) and O’Neil Spur park and
Saddleridge Park in Wildridge. [NOTE: This will be conducted in collaboration with Community Development Goal #4]
Fitness: The Fitness division provides the community with instructor-led and on-demand group exercise classes to
include a balanced offering of Yoga, Pilates, group cycling, dance, aerobics based and strength/conditioning-based
classes, as well as personal training services, fitness assessments, fitness area orientation and body composition
testing. The division offers seasonal programming and classes such as outdoor Yoga, outdoor boot camp, and Winter
Sports Conditioning. The Fitness division oversees the management of the fitness floor. 85% of staffing time is applied
to fitness classes and programs, with the balance of 15% on administrative responsibilities for hiring, training,
scheduling and marketing.
FITNESS
Original Revised ProposedActualBudgetBudgetBudget2024202520252026
Personnel Services 4,128,074$ 4,508,914$ 4,508,914$ 4,615,864$
Commodities 283,250 271,596 275,123 257,846
Purchased & Contracted Services 233,580 174,751 200,547 212,552
Other Operating Costs 1,282,860 1,428,171 1,456,171 1,566,676
Capital Outlay 414,137 38,507 38,507 49,600
Total 6,341,901$ 6,421,940$ 6,479,263$ 6,702,539$
Administration 1,195,160$ 1,289,337$ 1,289,337$ 1,281,833$
Patrol 4,259,558 4,259,000 4,305,324 4,707,583
Investigation 552,116 616,124 616,124 407,044
Code Enforcement 335,067 257,478 268,478 306,079
Total
6,341,901$ 6,421,940$ 6,479,263$ 6,702,539$
BUDGET SUMMARY: POLICE DEPARTMENT
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
For over 45 years, the women and men of the Avon Police Department have provided round-the-clock protection to our
community. We are a full-service nationally accredited municipal law enforcement agency committed to the safety and
well-being of Avon’s residents and visitors. Guided by our mission, "We serve to better our community," and our motto,
"Count on Us!," our officers and professional staff actively engage in community policing to enhance public trust and
security.
As part of our ongoing commitment to improving service, we continuously evaluate new strategies and technologies to
better protect and serve Avon. These efforts ensure that we remain effective, responsive, and aligned with the needs of
our growing community.
ADMINISTRATION OF THE DEPARTMENT
The Police Department is currently led by the Police Chief, Deputy Chief and six (6) Sergeants. The Police Chief spends
80% in general administration with 20% contributed to the oversight of community policing programs, including time on
law enforcement committees and community organizations. The Deputy Chief provides general administration and
operational supervision for approximately 95% of time, including time on law enforcement committees and community
organizations with the balance spent in the field. Each of the four Patrol Sergeant's oversees three (3) police officers
(when at full staffing) while the Detective Sergeant supervises two detectives and major programs. There is a part time
(.75 FTE) master sergeant who assists with patrol firearms training, virtual simulator training, SWAT training, patrol
coverage, special events, employment background investigations, reserve police academy, extra duty requests and other
assigned projects. In 2025 our intent is to reclassify the part-time Master Sergeant postion to a part-time Commander
taking on some of the extensive operational tasks, supervision and community outreach from the Chief and Deputy
Chief. This Commander postion will have five sergeant direct reports.
Original Revised ProposedActualBudgetBudgetBudget2024202520252026
Police Chief 1 1 1 1
Deputy Police Chief 1 1 1 1
Commander 0 0 0.75 0.75
Administrative Services Officers 2 2 2 1
Administrative Manager 1 1 1 2
Sergeant 5.75 5.75 5 5
Part time Commander 0 0 0 0
Investigator/Detective 2 2 2 2
Patrol Officer 11 13 13 12
Code Enforcment Officers 2 2 2 2
Total 25.75 27.75 27.75 26.75
Investigations: The Investigations Division is staffed by one (1) Detective Sergeant and (2) Detectives. The Detectives are
responsible to support patrol operations, investigate major crimes, conduct employment background investigations, administer major
programs like facial recognition/identification and de-escalation training, and provide administrative support to the Town Clerk for
liquor licensing, towing/booting and local peddler license locals checks.
PROGRAM ACTIVITIES AND OPERATIONS: POLICE
Administration: The Police Chief, Deputy Chief, Supervisory Administrative Service Manager and two (2) Administrative Services
Officers are responsible for the day-to-day administrative operation of the police department and interaction with Avon Town staff on
projects such as budget and department liaisons. Administration is responsible for managing the front desk, customer service,
answering customer phone calls, accreditation, records management, outside government liaisons, evidence/property management,
policy/procedure, training tracking and support, and support for police operations. The Chief and Deputy Chief sit on many law
enforcement committees and community organizations.
Patrol Operations: When fully staffed, Patrol Operations is staffed by a Commander (.75 FTE), four (4) sergeants and twelve (13)
patrol officers. One sergeant and three patrol officers are assigned to each of four squads covering 24/7/365. These squads are
responsible for community policing, proactive bike patrol, foot and vehicle patrolling, crime deterence, crime solving and responding
to emergencies and calls for service. Officers are responsible for investigation of crimes to persons and property, traffic
enforcement/education, traffic crash investigations and crime prevention/community outreach.
AUTHORIZED POSITIONS
Code Enforcement: The Code Enforcement Officers are responsible for parking management, enforcement when necessary,
maintaining and managing parking management software. Code enforcement officers are also responsible for domestic animal
complaints such as dogs off leash, are liaisons for community development complaint investigation, recycling ordinance complaints
and issuance of municipal ordinance violation summonses when appropriate, noxious weed enforcement, trash ordinance
complaints, Harry A. Nottingham Park patrol and deterrence of violations of public order and quality of life issues.
Community Programs/Outreach: Community Policing is the core philosophy of the Avon Police Department and each member is
responsible to “Better our Community” during every contact and every shift. Approximately 5% of Avon Police Department time,
approximatley 3,000 hours, is associated with community programs, community resort policing and outreach. These Community
Programs include Citizens and Latino Police Academies, National Night Out, Neighborhood Watch, Kids, Hoops and Cops basketball
program, School Resource Officer Program, Shop with a Cop, Public Safety/Community Committees, Mental Health Committees,
Bike Patrol, Task Forces, Special Olympics events and Coalitions. The Community programs and outreach involves everyone in the
department from Chief, Deputy Chief, Commander, Sergeants, Officers and our professional administrative staff.
2026 Goals
1. Enhance traffic safety by enforcing speed limits to reduce vehicle crashes and improve pedestrian safety in high-risk
corridors within the Town of Avon. The initiative includes the installation of four Automated Vehicle Identification System
(AVIS) speed enforcement cameras: two along Avon Road (northbound and southbound) and two along U.S. Highway 6
between mile markers 170 and 171.
2. Enhance public safety by installing security cameras in key areas of the town core and Harry A. Nottingham Park.
Currently, security cameras are installed at the Stage, Town Hall, Police Department, Recreation Center, and Avon
Regional Transportation Facility. We plan to add cameras to the recycling center at Lot 5, at the Avon Transit Center at
the Wyndham hotel, at Harry A. Nottingham Park focused on the walking paths, north and south of the lake, and at the
pickleball/ tennis courts at Avon Elementary school. Compared to other towns like Vail and Glenwood, Avon has fewer
security cameras, but this initiative aims to deter crime and assist in crime detection and resolution, ultimately enhancing
the safety of
residents and visitors.
New in 2026 budget
1. $130,000 - increase to fund Vail Dispatch- studies have found that they are alarmingly undersatffed. They believe they
immediately need 6 addtional dispatchers (with more needed)- we have proposed to assist in funding 3 in 2026.
2. $45,000 - Krav training- to be funded by a grant from Colorado Peace Officers and Standards Training.
3. $12,000 - 12 cent transaction fee everytime a patron registers their vehicle to park at the Recreation Center
4. $120,000 absorbing one fo the two grant funded police officer postions into the PD budget in 2026. The other postion
has been eliminated at this time.
5. Commander Dammen has decided to continue to serve the Avon Police Department and the Avon Community for
another year, with a plan to retire in May 2027. The current budget reflects funding until end of May 2026.
SUMMARY OF CHANGES FROM PREVIOUS YEAR
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 377,324$ 617,651$ 617,651$ 711,981$
Commodities 4,000 6,521 6,521 13,540
Purchased & Contract Services 19,900 94,900 125,000
Other Operating Costs 8,815 31,436 31,436 30,402
Capital Outlay 6,397 2,691 2,691 5,300
Total 396,536$ 678,199$ 753,199$ 886,223$
Engineering 396,536$ 678,199$ 753,199$ 886,223$
Total 396,536$ 678,199$ 753,199$ 886,223$
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Director of Engineering 0 1 1 1
Town Engineer 1 0 0 0
Senior Project Engineer 1 3 3 3
Project Engineer 0 0 0 0
GIS Administrator 0 1 1 1
Construction Manager 0 1 1 0
Engineering Technician 1 0 0 0
Total 3 6 6 5
AUTHORIZED POSITIONS
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
BUDGET SUMMARY: ENGINEERING DIVISION
The Engineering Department provides technical expertise in the construction and maintenance of Avon's public
infrastructure, such as roads, drainage ways, and town facilities. The Department's work includes executing capital
improvement projects, reviewing construction documents, reviewing subdivisions and developments, and assisting in
planning for future infrastructure. In addition, the Engineering Division oversees the public way and grading permit
program for the Town.
ADMINISTRATION OF THE DIVISION
The Engineering Department is administered by the Engineering Director. The department consists of three engineers
and a Geographical Information System (GIS) Administrator. The Engineers spend the majority of their time managing
capital projects, public infrastructure acceptance, development permit reviews, and public way permits. The GIS
Administrator manages and maintains GIS infrastructure, database, and software used for mapping and spatial analysis
for the Town. The Engineering Director reports to the Town Manager
Subdivision and Development Review: The Engineering Divsion manages the infrastructure review and acceptance
process for public improvements to be dedicated to the Town. The Division manages the public way and grading permit
programs and assists the Community Development Department with the review of all other development applications,
ensuring compliance with the Town’s adopted design guidelines, codes and standards.
PROGRAM ACTIVITIES AND OPERATIONS: ENGINEERING
ENGINEERING AND CAPITAL PLANNING
Execution of Capital Improvements Projects: The Public Works Department executes Capital Improvements
projects by identifying and estimating costs for needed projects, procuring design firms for identified projects, preparing
the contract documents, managing the project bidding and contractor selection, executing contracts, and coordinating
with utitilies. Additionally, Engineering manages the construction projects through submittal review, coordindation,
inspections, processing payment requests, infrastructure acceptance, and warranty tracking.
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
1. Develop a GIS Request and Tracking System: Establish a comprehensive system to facilitate the
submission, tracking, and management of internal GIS project requests. This system will enhance
workflow efficiency, ensure task accountability, and improve transparency across departments.
2. Launch a Public Infrastructure Story Map Series: Develop and publish a series of ArcGIS
StoryMaps to effectively communicate infrastructure projects, planning initiatives, and capital
improvements to the public through an engaging and visually accessible platform.
3. Update Emergency Action Plan for Nottingham Reservoir: Update the Emergency Action Plan
(EAP) for the Nottingham Reservoir, which was last revised in 2014. The updated EAP will
incorporate changes related to population growth, land development, and evolving emergency
management practices.
4. Complete inventory of the Nottingham Puder Ditch and the Metcalf Ditches and how they
relate the Raw Water Portfolio: Conduct a detailed inventory of the Nottingham Puder Ditch and the
Metcalf Ditches. This effort will support a clearer understanding of current infrastructure conditions
and improve the accuracy and efficiency of water use reporting and compliance and how it relates to
our water rights.
New in 2026 budget
1. $125,000 - Village at Avon consulting support
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 415,023$ 475,886$ 475,886$ 384,829$
Commodities 17,917 20,721 37,371 14,669
Purchased & Contract Services - - - -
Other Operating Costs 5,145 14,201 14,201 10,895
Capital Outlay 2,591 860 3,360 3,060
Total 440,676$ 511,668$ 530,818$ 413,453$
Public Works (Admin)440,676$ 511,668$ 530,818$ 413,453$
Total 440,676$ 511,668$ 530,818$ 413,453$
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Public Works Direct 1 1 1 1
Asset Manager 0 1 1 1
Administrative Coordinator 1 0 0 0
GIS Administrator 1 0 0 0
Total 3 2 2 2
BUDGET SUMMARY: Public Works Dept (Admin)
The Public Works Department manages the Capital Improvement Program, Town Assets, Geographical Informaton
System (GIS) support, Facilities, Parks & Roads, Fleet Maintenance, and the Mobility Program. The department is
responsbule for the construction and maintenance of Avon's public infrastructure, such as roads, parks, water and
drainage ways, and town facilities.
ADMINISTRATION OF THE DEPARTMENT
The Public Works Department is administered by the Public Works Director. Consisting of 6 divisions (Asset
Management, Engineering, Facilities, Fleet, Operations, and Mobility), the department oversees the administration of
the Department Budgets, Asset Management, work flow/recurring maintenance, and GIS administration. The Public
Works Director manages the Capital Improvement Program, the water fund, and the Community Enhancement fund.
The Public Works Director reports to the Town Manager. The Director supports the Division by spending approximately
10% managing the Water Fund, 10% on development including new infrastructure, 30% on the Capital Improvements
Program (CIP) and the remaining 50% managing the Public Works Department.
AUTHORIZED POSITIONS
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
Asset, Infrastructure Management and Capital Planning: The Public Works Department manages and maintains
the Town's infrastructure through asset management, recurring maintenance and Capital Improvement planning. Town's
assets and infrastructure includes Parks, Roads, and Faciliities.
PROGRAM ACTIVITIES AND OPERATIONS: PUBLIC WORKS DEPARTMENT
INFRASTRUCTURE MANAGEMENT AND CAPITAL PLANNING
Capital Improvements Program (CIP): The Public Works Department oversees the Capital Improvements Program
(CIP). All divisions within the Public Works Department assist in the management and completion of CIP projects. The
execution of CIP program includes identifying, estimating costs for needed projects, procuring design firms for identified
projects, preparing the contract documents, managing the project bidding and contractor selection, executing contracts,
and coordinating with utitilies.
Geographical Information System (GIS) Adminstration: The Public Works Department manages and maintains the
Town's GIS System. GIS administration includes integration of data collection, application, and public interface.
Workload (PubWork) Adminstration: The Public Works Department manages workload and recurring maintenance
through PubWorks. PubWorks supports the tracking of labor and material resources and assist in work prioritization.
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
1. Redesign of Avon Road Round-About One [Carryover from 2025]: Prepare and present ideas for redesign of Round-
About One on Avon to Avon Planning and Zoning Commission and Council.
2. Harry A. Nottingham Park Irrigation: Retain a consultant to design new irrigation system for Harry A. Nottingham
Park which incorporates water conservation goals.
3. Harry A. Nottingham Park Upper field: Retain a Sports Turf Consultant/Turf Agronomist to assess the upper field
and provide recommendations for improvements or replacement.
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 1,856,998$ 2,304,060$ 2,304,060$ 2,446,906$
Commodities 423,400 681,342 681,342 577,479
Purchased & Contracted Services 698,316 1,003,864 1,003,864 854,290
Other Operating Costs 995,379 877,124 877,124 894,167
Capital Outlay 185,599 11,880 11,880 6,800
Total 4,159,692$ 4,878,270$ 4,878,270$ 4,779,642$
Roads and Bridges 3,333,366 3,844,058 3,844,058 3,893,818
Parks 826,326 1,034,212 1,034,212 885,824
Total 4,159,692$ 4,878,270$ 4,878,270$ 4,779,642$
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Public Operations Manager 1 1 1 1
Public Operations Assistant Manager 0 0 0 0
Deputy Operations Manager Parks 0 1 1 1
Parks Supervisor 1 0 0 0
Deputy Operations Manager Streets 0 1 1 1
Roads Supervisor 1 0 0 0
Operator II / Master Gardener 2 2 2 1
Operator I-II 13 13 13 14
Total 18 18 18 18
BUDGET SUMMARY: PUBLIC OPERATIONS DEPARTMENT
The Public Operations Department is responsible for operational management and maintenance of the Town's parks,
open space, streetscape, hard and soft trails, Nottingham Lake, bridges, roads and streets, sidewalks, landscaping and
storm water infrastructure. The Department is managed by the Operations Manager, with supervisory support from two
Deputy Operations Managers.
The Operations Department is overseen by the Public Works Director, who reports directly to the Town Manager. The
Operations Manager spends approximately 75% in general department administration, including developing work plans
and work supervision. PubWorks Administration and snow removal permit administration and inspection takes 20% of
the position's time, with the balance working in the field. The Deputy Operations Managers report to the Operations
Manager, and spend approximately 80% in general department administration and 20% managing work in the field.
DEPARTMENT EXPENDITURES BY CATEGORY
ADMINISTRATION OF THE DEPARTMENT
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
1. Redesign of Avon Road Round-About One [Carryover from 2025]: Prepare and present ideas for redesign of Round-
About One on Avon to Avon Planning and Zoning Commission and Council.
2. Harry A. Nottingham Park Irrigation: Retain a consultant to design new irrigation system for Harry A. Nottingham
Park which incorporates water conservation goals.
3. Harry A. Nottingham Park Upper field: Retain a Sports Turf Consultant/Turf Agronomist to assess the upper field and
provide recommendations for improvements or replacement.
New in 2026 budget
1. $9,850 - Safety Basket for Traffic Control Set Up
PROGRAM ACTIVITIES AND OPERATIONS: PUBLIC OPERATIONS
ADMINISTRATION
Administration: The Operations Manager, under the oversight of the Public Works Director, manages all work of the
department, including but not limited to development, implementation and monitoring of seasonal staff work plans for
snowplowing, ice management, cinder clean-up, road maintenance, ditch maintenance, noxious weed program, special
event assistance, and parks operations and maintenance. The work also includes management of contract work, locate
requests, inspections of construction sites, utility projects, budgetary planning and approval of travel, training and
conferences. In addition to the Manager, the Deputy Operations Managers contribute 75% of all hours to administration.
Parks Maintenance: Maintenance of four parks, including over 65 acres of irrigated open space, the beach area and
volleyball courts at Nottingham Park, multi-use fields, playground equipment, tennis and pickleball courts, basketball
courts, picnic shelters, 800+ trees, 83 trash receptacles, and 24 pet stations. Winter includes set-up and care of the
outdoor ice rink at Nottingham Park.
Town Center West: Maintenance of the Avon pedestrian mall, including Possibilities Plaza and Lettuce Shed Lane.
ROAD AND BRIDGE
General Road Maintenance: The Town has approximately 60 lane miles of streets and roads, six bridges, two railroad
overpasses, eight miles of sidewalk, approximately and 17 miles of soft and hard trails. Work includes guardrail repair,
utility locates, Special Event assistance, street sweeping, cinder pick-up, street striping, sign production and
maintenance, banner placement, and weed control.
Snow Removal Operations: Work includes snow and ice removal on all streets, roads and bridges.
Ditch Maintenance: Maintenance of the Town's major storm water system, includes traffic control and cleaning of
ditches and hauling of waste.
PARKS
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 833,851$ 991,326$ 991,326$ 955,397$
Commodities 208,891 182,904 182,904 181,123
Purchased & Contract Services 447,376 406,338 406,338 420,640
Other Operating Costs 582,066 725,446 832,823 676,372
Capital Outlay 26,364 - - -
Total 2,098,548$ 2,306,014$ 2,413,391$ 2,233,532$
Buildings and Facilities 2,098,548$ 2,306,014$ 2,413,391$ 2,233,532$
Total 2,098,548$ 2,306,014$ 2,413,391$ 2,233,532$
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Facilities Manager 1 1 1 1
Town Electrician 1 1 1 1
Facilities Supervisor 0 1 1 1
Lead Building Technician 1 1 1 1
Building Technician I-II 3 2 2 2
Building Attendant 1 1 1 1
Total 7 7 7 7
BUDGET SUMMARY: FACILITIES DIVISION
The Facilities Division maintains Town facilities to ensure safety and extend building and equipment life. The Division
manages projects, reviews construction documents, and assists in planning for future infrastructure. The Facilities Division
operates and maintains the Town's five major buildings, pavilion, satellite facilities, street electrical infrastructure and
events power.
ADMINISTRATION OF THE DIVISION
The Facilities Division is administered by the Facilities Manager with assitance from the Facilities Supervisor. The
Facilities Manager reports to the Public Works Director.
DEPARTMENT EXPENDITURES BY CATEGORY
AUTHORIZED POSITIONS
PROGRAM ACTIVITIES AND OPERATIONS:
Buildings and Facilities: The Buildings and Facilities Division is responsible for the maintenance, repair, and electrical
needs of town buildings and assets. The Division reviews what can be done in-house and what should be contracted,
utilizing outside resources when the Town lacks the specialized expertise or equipment for maintenance. The Department
employs one Facilities Manager, one Facilities Supervisor, three full-time Building Technicians, one Electrician and one
Custodial Attendant.
BUILDINGS AND FACILITIES
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
1. Heat Recovery System: Optimize heat recovery system to fully sustain Recreation Center pools and look for
opportunities for expansion.
2. Preventative Maintenance Planning: Develop a comprehensive preventative maintenance plan that can be
implemented into a Computerized Maintenance Management System.
New in 2026 budget
1. Town Lights Replacements - $40,000
2. 25 Ft Light Replacement - $13,200
3. Fuel Island Cleaning - $7,500
4. Deep Cleaning in Spring/Fall Rec Center - $20,000
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Personnel Services 1,306,731$ 1,333,625$ 1,391,705$ 1,455,469$
Commodities 155,159 197,464 197,464 210,284
Purchased & Contract Services 211,009 176,502 179,202 115,900
Other Operating Costs 1,784,924 1,086,553 1,078,798 1,099,256
Debt Service 2,384 41,755 41,755
Capital Outlay 219 - - 4,400
Total 3,460,427$ 2,794,143$ 2,888,923$ 2,927,064$
Administration 248,346$ 366,821$ 366,821 357,673$
Operations 2,426,424 1,772,701 1,810,781 1,900,850
Wash Bay 275,006 287,505 341,505 318,941
Mobility Programs 510,651 367,116 369,816 349,600
Total 3,460,427$ 2,794,143$ 2,888,923$ 2,927,064$
Current
Original Revised Proposed
Actual Budget Budget Budget
2024 2025 2025 2026
Mobility Director 0 0 0 0
Mobility Manager 1 1 1 1
Mobility Superintendent 0 0 0 0
Mobility Operations Supervisor 1 1 1 1
Wash Bay Operator 1 1 1 1
Transit Operator 6 6 6 6
Total 9 9 9 9
The Mobility Division is responsible for multimodal (mobility) programs and transit operations. The Division also
coordinates and collaborates with Regional Transportation and other Transit organizations. The Mobility Fund receives
Town general taxes (accommodation taxes) and Federal and State grant funds to support fare-free transit operations.
In addition, a joint funding agreement with the Beaver Creek Resort Company funds the fare-free Skier Express and
Restaurant Shuttles.
BUDGET SUMMARY: MOBILITY DIVISION
DEPARTMENT EXPENDITURES BY CATEGORY
DEPARTMENT EXPENDITURES BY PROGRAM
DEPARTMENT EXPENDITURES BY CATEGORY
ADMINISTRATION OF THE DIVISION
The Mobility Division is administered by the Mobility Manager, with the assistance of a Transit Supervisor. It is under
the direct supervision of the Public Works Director.
DEPARTMENT FINANCIAL SUMMARY
Route Operations: Includes service design/service implementation schedule and policy, system safety and security,
fleet management, customer (guest) service protocols, employee standards, seasonal employee recruitment, training,
and certification, performance metric(s), and day to day field operational supervision.
Winter Service: Five (5) route operations occur during the winter months: The Blue and Red routes serve the Avon
core and residential areas other than Wildridge; a Skier Shuttle(1-3 buses) and an evening Restaurant Shuttle is
supported with a contribution from Beaver Creek. A Wildridge Ski shuttle serves residents on weekends. Service
Hours and costs are summarized in the table below. The Town provides an in-kind bus service for the Birds of Prey
World Cup, running additional buses. The Town also contributes funds for the operations of the Riverfront Gondola.
Summer Service: Two (2) route operations occur during the summer months. The seven-day per week Blue and Red
Routes operate from mid-April to mid-Nov. Hours and route frequency are summarized in the table below.
WASH BAY
Wash Bay: Located in the Mobility Center, the wash bay accommodates large buses, smaller vehicles, and
equipment. The bay also includes a service station for checking fluids and daily checklists. Charges are estimated
each year based upon the operational and maintenance costs of operating the wash bay, including staff time for
servicing vehicles.
2026 Avon Transportation Proposed Routes
PROGRAM ACTIVITIES AND OPERATIONS: MOBILITY
ADMINISTRATION
Administration: The Mobility Manager oversees the Town of Avon's multimodal transportation programs; including
but not limited to providing day-to-day bus service routes, strategic planning, budget development and management,
the establishment of performance goals and passenger feedback systems, designs and implements advertising and
promotion, maintains ADA certification and compliance, transit vehicle procurement, coordination with Federal Highway
Administration, Colorado Department of Transportation, I70 Coalition, and other regional transportation agencies, grant
solicitation/management, and Intergovernmental Agreement/Third-Party contract execution.
ROUTE OPERATIONS
SUMMARY OF CHANGES FROM PREVIOUS YEAR
2026 Goals
Develop a transit hub plan with the help of a consultant. The plan will be presented to Council with recommendations
for future transit hub needs.
New in 2026 budget
1. $6,000 - Break room floor replacement
2. $5,500 - Bus shelter bulletin board replacements
3. $3,000 - EV charger replacement parts
FinalOriginalRevised ProposedActualBudgetBudgetBudget2024202520252026
Personnel Services 1,048,670$ 1,104,495$ 1,104,495$ 1,095,600$
Commodities 1,337,492 693,520 695,599 862,444
Purchased & Contract Services 239,590 126,791 124,712 132,570
Other Operating Costs 234,346 155,092 155,092 153,589
Debt Service 193,002 193,682 193,682 190,341
Capital Outlay 4,230 14,820 14,820 13,300
Total 3,057,330$ 2,288,400$ 2,288,400$ 2,447,844$
Fleet Maintenance 2,146,932$ 2,288,400$ 2,288,400$ 2,447,844$
Total 2,146,932$ 2,288,400$ 2,288,400$ 2,447,844$
FinalOriginalRevised AdoptedActualBudgetBudgetBudget2024202520252026
Fleet Manager 1 1 1 1
Purchasing Coordinator 1 1 1 1
Fleet Maintenance Foreman 2 2 2 2
Mechanic I-III 3 4 3 3
Mechanics Helper 1 1 1 1
Parts Specialist 0 0 1 1
Total 8 9 9 9
The Fleet Maintenance Fund is an enterprise operation and is used to account for operations that are financed and operated in a
manner similar to private business enterprises, where the costs of providing services to the Town's departments, other
governmental third party agencies, and up to 10% private clients, can be fully recovered through user charges. Monies may also
be provided to the Fleet Maintenance Fund from general taxes collected by the Town of Avon, when appropriate, to ensure a
positive net income on an annual basis. As of July 2024, The Fleet Department is nationally recognized by ASE (Automotive
Service Excellence) as a Blue Seal Certified repair facility. The Fleet Department is the only division in the Fund and provides
equipment and vehicle management and maintenance and repair services.
BUDGET SUMMARY: FLEET MAINTENANCE DEPARTMENT
DEPARTMENT EXPENDITURES BY PROGRAM
AUTHORIZED POSITIONS
ADMINISTRATION OF THE DEPARTMENT
The Fleet Department is administered by the Fleet Manager who oversees the operations of the Division, the fueling systems,
statutory compliance, procurement and disposition of vehicles and equipment, policy development/compliance, monthly billing,
budget development and provides the Division with leadership and managerial support. Approximately 75% of time is spent on
general department administration, and the balance on mechanic training and hands-on support. The Fleet Manager reports to the
Public Works Director.
DEPARTMENT EXPENDITURES BY CATEGORY
Third Party Vehicles/Rolling Stock and 10% Private Clients: Third party governmental agencies are charged a competitive
“fully burdened” shop rate for regular maintenance and repair. The Fleet Department targets a cost recovery of 60% - 80% from
total work through the year. The department is allowed to contract with private clients up to 10% of revenues or shop hours.
Provides vehicle tracking and management for some outside agencies. Assist with procurement and product specifications and
consulting.
Manage Town of Avon Fleet: : Procure fuel efficient, low carbon emitting, cost effective vehicles and equipment that meets the
needs of departments. Consider Electric Vehicle purchases whenever possible. Monitor use and sets standards for vehicles and
equipment utility with life cycle cost analysis for greatest return of investment. Procures parts and fuel for Town and user
agencies. Completes vehicle and equipment specifications for specialized purchasing and governmental contracts. Complies with
and monitors statutory compliance for State and Federal requirements.
Complete Monthly Billing: Generate invoices, spreadsheets and work orders for all fleet users using data incorporated from a
fleet management cost accounting system and fuel management program.
PROGRAM ACTIVITIES AND OPERATIONS: FLEET MAINTENANCE
Town of Avon Vehicles and Rolling Stock: : Town departments are charged a competitive “fully burdened” shop rate for
regular maintenance and repair. The Fleet Department targets a billable total cost recovery of 60% - 80% from work through the
year.
SUMMARY OF CHANGES FROM PREVIOUS YEAR
Department Goals
1. Research "Renewable Diesel": A presentation during the MT2030 Summit in Jackson WY sparked this research
project for 2025. This research project will continue into 2026 to include research into other alternative fuel supples.
New in 2026 budget
1. Allison Transmission Training Certifcation - $4,500
2. Pierce Fire Truck Cert And Class - $3,000