TC Packet 09-22-2026_____________________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
MEETING NOTICES ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AVON ELEMENTARY AND AVON PUBLIC LIBRARY
INDIVIDUALS WITH DISABILITIES ARE ENCOURAGED TO PARTICIPATE IN ALL PUBLIC MEETINGS SPONSORED BY THE TOWN OF AVON. IF YOU REQUIRE A DISABILITY
ACCOMMODATION, PLEASE CONTACT THE TOWN CLERK, MIGUEL JAUREGUI CASANUEVA, AT 970-748-4001 OR MJAUREGUI@AVON.ORG WITH YOUR REQUEST.
REQUESTS SHOULD BE MADE AS SOON AS POSSIBLE BUT NO LATER THAN 72 HOURS BEFORE THE SCHEDULED PUBLIC EVENT.
AVON TOWN COUNCIL MEETING AGENDA
TUESDAY, September 22, 2026
MEETING BEGINS AT 5:00 PM
Hybrid meeting; in-person at Avon Town Hall, 100 Mikaela Way or
virtually through Zoom, Zoom registration is on the header at Avon.org
AVON TOWN COUNCIL PUBLIC MEETING BEGINS AT 5:00 PM
1. CALL TO ORDER AND ROLL CALL
2. APPROVAL OF AGENDA
3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS
4. PUBLIC COMMENT – COMMENTS ARE WELCOME ON ITEMS NOT LISTED ON THE
FOLLOWING AGENDA Public comments are limited to three (3) minutes. The speaker may be given
one (1) additional minute subject to Council approval.
5. CONSENT AGENDA
5.1. Approval of September 8, 2026 Regular Council Meeting Minutes (Town Clerk Miguel Jauregui
Casanueva)
5.2. RESOLUTION 26-12: Uniform Rules of Procedure for Avon Boards & Citizen Committees (Town
Manager Eric Heil)
5.3. Letter of Support Union Pacific Railroad and Norfolk Southern Railway Merger (Mayor Tamra
Underwood)
5.4. Findings of Fact and Record of Decision for HMP26-001: 710 Nottingham Road Employee
Housing Mitigation Plan (Planning Manager Jena Skinner)
5.5. Notice of Award for Fleet Building Roof Replacement Project (Facilities Manager Luis Tapia)
5.6. Resolution 26-13 Authorize Town Manager to Submit Department of Local Affairs Grant
Application (Town Manager Eric Heil)
6. BUSINESS ITEMS
6.1. PRESENTATION: FreeFall Bluegrass Festival Ticket Update (FreeFall Event Producer Diane
Moudy)
6.2. PRESENTATION: Eagle County Aging Well Roadmap (Eagle County Public Health and
Environment’s Health Aging Manager Carly Rietmann and Healthy Aging Program Coordinator
Pat Nolan)
6.3. PUBLIC HEARING: RESOLUTION 26-13 Approving 2nd Amendment to 2026 Budget (Chief
Finance Officer Paul Redmond)
6.4. WORK SESSION: Review of Estimated 2027 Revenues and Estimated 2027 Personnel Costs
(Town Manager Eric Heil and Chief Finance Officer Paul Redmond)
6.5. WORK SESSION: Review of Draft 2027 Department Goals (Town Manager Eric Heil)
6.6. WORK SESSION: Review of Draft 2027 Capital Improvement Projects Plan (Town Manager Eric
Heil and Chief Finance Officer Paul Redmond)
6.7. ORDINANCE 26-10, First Reading: Enacting Avon Municipal Code Section 9.08.110
Deceptive Business Practices (Town Attorney Nina Williams)
6.8. ORDINANCE 26-12, First Reading: Amending Avon Municipal Code Chapter 5.14 – Private
Parking Lots (Town Attorney Nina Williams)
_____________________________________________________________________________________
MEETING AGENDAS AND PACKETS ARE FOUND AT: WWW.AVON.ORG
MEETING NOTICES ARE POSTED AT AVON TOWN HALL, AVON RECREATION CENTER, AVON ELEMENTARY AND AVON PUBLIC LIBRARY
INDIVIDUALS WITH DISABILITIES ARE ENCOURAGED TO PARTICIPATE IN ALL PUBLIC MEETINGS SPONSORED BY THE TOWN OF AVON. IF YOU REQUIRE A DISABILITY
ACCOMMODATION, PLEASE CONTACT THE TOWN CLERK, MIGUEL JAUREGUI CASANUEVA, AT 970-748-4001 OR MJAUREGUI@AVON.ORG WITH YOUR REQUEST.
REQUESTS SHOULD BE MADE AS SOON AS POSSIBLE BUT NO LATER THAN 72 HOURS BEFORE THE SCHEDULED PUBLIC EVENT.
7. WRITTEN REPORTS
7.1. Monthly Financials (Senior Accountant Dean Stockdale)
7.2. Commercial Compost Pilot Program Updates (Sustainability Manager Charlotte Lin)
8. MAYOR AND COUNCIL COMMENTS & MEETING UPDATES
9. ADJOURN
Public Comments: Council agendas shall include a general item labeled “Public Comment” near the
beginning of all Council meetings. Members of the public who wish to provide comments to Council greater
than three minutes are encouraged to schedule time in advance on the agenda and to provide written
comments and other appropriate materials to the Council in advance of the Council meeting. The Mayor shall
permit public comments during any agenda item and may limit public comment to three minutes per individual,
which limitation may be waived or increased by a majority of the quorum present. The timer for public
comment shall begin promptly after the speaker states their name and place of residence. Article VIII. Public
Comments, Avon Town Council Simplified Rules of Order, Amended and Readopted by Resolution
No. 24-17.
AVON REGULAR MEETING MINUTES
TUESDAY SEPTEMBER 08, 2026
HYBRID MEETING; IN-PERSON AT AVON TOWN HALL AND VIRTUALLY THROUGH ZOOM
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1. CALL TO ORDER AND ROLL CALL
The meeting was held in a hybrid format, with attendance both in person at Avon Town Hall and virtually
via Zoom. Mayor Tamra N. Underwood called the Regular Meeting of the Avon Town Council to order at
5:00 p.m. on September 8, 2026. Present in person were Councilors Chico Thuon, Ruth Stanley, Gary
Brooks, Kevin Hyatt, Mayor Pro Tem Richard Carroll, and Mayor Underwood. Councilor Lindsay Hardy
participated virtually via Zoom. Also present were Town Manager Eric Heil; Deputy Town Manager Patty
McKenny; Chief Administrative Officer Ineke de Jong; Town Attorney Nina Williams; Town Clerk Miguel
Jauregui Casanueva; Chief Financial Officer Paul Redmond; Financial Analyst Chase Simmons; Senior
Planner Jena Skinner; Planning Manager Patti Liermann; Chief Cultural Officer Danita Dempsey; CASE
Senior Coordinator Chelsea Van Winkle; Special Events Coordinator Emily Dennis; Recreation Aquatics
Superintendent Kacy Carmichael; IT Administrator Andrew Bare; and Deputy Police Chief Coby Cosper.
2. APPROVAL OF AGENDA
Video Start Time: 00:00:40
Mayor Underwood opened consideration of the Agenda. No amendments were proposed. Councilor
Stanley moved to approve the Agenda as presented, seconded by Councilor Hyatt. The motion passed
unanimously, 7-0.
3. DISCLOSURE OF ANY CONFLICTS OF INTEREST RELATED TO AGENDA ITEMS
Video Start Time: 00:01:15
Mayor Underwood asked whether any Council member had a conflict of interest related to any agenda
item. No conflicts were disclosed.
4. PUBLIC COMMENT
Video Start Time: 00:01:25
Mayor Underwood explained the public comment process, including the available methods for providing
comment and the time limits for speakers.
Daniel Rolfe, an Avon resident, addressed Council regarding potential improvements to the Bob the Bridge
area and encouraged consideration of a standing river wave feature as a recreational amenity for users of
varying ages and abilities.
Bob Aubry, an Eagle Vail resident, addressed Council in person regarding the potential redevelopment of
the Avon Whitewater Park. Mr. Aubry expressed support for improvements to the Bob the Bridge area,
stating that enhancements to the standing wave feature would expand recreational opportunities and
benefit the Avon community.
Matthew Quam, a Summit County resident, addressed Council in person in support of the previous public
comments regarding improvements to the Bob the Bridge area and the Avon Whitewater Park. Mr. Quam
expressed support for continued investment in those recreational amenities.
AVON REGULAR MEETING MINUTES
TUESDAY SEPTEMBER 08, 2026
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Tim McMahon, an Avon resident, addressed Council in person regarding the Avon Whitewater Park and
expressed support for potential improvements to the Park and Bob the Bridge area. Mr. McMahon also
commented on the public comment process, expressing concern about the length of time before public
comments are heard and Council's practice of responding to those comments during Mayor and Council
Comment and Meeting Updates at the conclusion of meetings. He further expressed disagreement with
comments made by Mayor Underwood regarding public comment on Flock cameras, describing those
comments as disrespectful. Mr. McMahon also expressed opposition to the Town's use of Flock cameras
and other automated license plate reader (ALPR) systems, questioned the replacement of a vandalized
camera, and encouraged Council to consider community feedback regarding the program, including a
petition that he stated had received more than 1,800 signatures. He concluded by requesting increased
attention to restocking dog waste bag dispensers, particularly at Wildridge dog parks.
Marrit Zoll, an Avon resident and local property manager, addressed Council in person regarding property
management and code enforcement concerns at the Piedmont Apartments. Ms. Zoll characterized trash
management conditions at the property as harmful to wildlife and displayed photographs of those conditions
to Council. She stated that she had been working with the landlord and Avon Code Enforcement to address
the concerns for approximately one month without adequate corrective action and referenced a recent
bear-related incident in the area that she indicated resulted in the death of a bear. Ms. Zoll urged the Town
to take additional action to address the reported concerns.
Sara Bahr, an Avon resident, addressed Council in person regarding the Town's use of automated license
plate reader (ALPR) cameras. Ms. Bahr stated that she opposed the program, expressed concerns
regarding personal privacy, and urged the Town to remove the cameras and discontinue the program.
Maria DeSimone, an Avon resident, addressed Council virtually regarding what she described as a pattern
of decision-making by Town leadership that she believes is disconnected from community input. Ms.
DeSimone discussed her prior involvement with a group of homeowners seeking resolution to concerns
within their homeowners association and stated that she did not believe those efforts resulted in any
meaningful outcome. She expressed similar concerns regarding the Town's use of ALPR cameras, which
she characterized as a form of mass surveillance, referenced an active petition opposing the program, and
expressed concern that public feedback had not resulted in substantive action. Ms. DeSimone urged
Council to place much greater weight on community engagement and public input when making decisions,
requested more transparency, accountability, and speedy responsiveness to community feedback, and
called for the immediate discontinuation of the ALPR camera program.
No additional public comment was received, either in person or virtually. Following public comment, Mayor
Underwood asked Deputy Chief Coby Cosper to address wildlife-related concerns at Piedmont Apartments.
Deputy Chief Cosper reported that the Avon Police Department had received 27 calls regarding trash
issues at the property since August 1. He stated that the property is equipped with wildlife-resistant trash
containers and that no bears had been euthanized, though officers documented the use of a non-lethal
bear deterrent in one incident. Despite daily trash collection, trash enclosure gates and container lids are
frequently left unsecured, creating ongoing wildlife concerns. He reported that officers are working with
property management on potential solutions, including trash valet service, additional lighting, alternative
containers with lighter lids, security cameras, and relocation of trash containers inside buildings.
AVON REGULAR MEETING MINUTES
TUESDAY SEPTEMBER 08, 2026
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5. CONSENT AGENDA
Video Start Time: 00:20:45
Mayor Underwood introduced the Consent Agenda, which included:
5.1. ACTION: Approval of August 25, 2026 Regular Council Meeting Minutes (Town Clerk Miguel
Jauregui Casanueva)
Councilor Thuon moved to approve the Consent Agenda, as presented. Councilor Brooks seconded the
motion. The motion passed unanimously, 7-0.
6. BUSINESS ITEMS
6.1. PRESENTATION: FreeFall Bluegrass Festival: A Comprehensive Pre-Event Summary Including
Ticket and Sponsorship Performance, Marketing Outcomes and Overall Event Success Metrics
(FreeFall Event Producer Diane Moudy)
Video Start Time: 00:21:30
FreeFall Event Producer Diane Moudy and Head of Marketing Cheyenne Richardson provided a pre-
event update on the FreeFall Festival scheduled for October 9-11, 2026, at Nottingham Park. They
reviewed the three-day event format, anticipated attendance of approximately 3,000 attendees per
day, a lineup of 16 bands, ticket sales, sponsorship progress, lodging impacts, and regional
marketing efforts. Presenters reported strong momentum through social media, email campaigns,
print and digital advertising, and community partnerships, noting that sponsorship commitments had
reached approximately 90% of festival goals and lodging bookings were slow but expected to
increase as the event approaches.
Council discussed additional opportunities to promote the Avon FreeFall Bluegrass Festival.
Councilor Thuon requested that festival representatives return in two weeks with an additional
promotional update. Mayor Underwood directed Chief Cultural Officer Danita Dempsey to coordinate
promotional efforts with festival organizers and provide Council with an additional update before the
event. The festival website, FreeFallBluegrassFest.com, was identified as the source for ticket
purchases. No public comment was received, either in person or virtually.
6.2. PRESENTATION: Private Exterior Wildfire Mitigation and Suppression Systems (Eagle River Water
& Sanitation District Government Affairs Supervisor Brian Thompson and Development Supervisor
Micah Schuette)
Video Start Time: 00:34:50
Eagle River Water & Sanitation District Government Affairs Supervisor Brian Thompson and
Development Supervisor Micah Schuette presented an update on drought response efforts and
proposed policies for private wildfire suppression systems. The presentation highlighted reduced
water use in 2026, the growing use of private wildfire defense systems, and concerns regarding
unregulated water demand, impacts on public water supplies, and cross-connection risks. District
representatives explained a proposed policy requiring private systems to utilize independent water
storage, prohibiting continuous connections to the District's distribution system, and requiring District
approval for installations to protect fire flow capacity and water storage resources.
AVON REGULAR MEETING MINUTES
TUESDAY SEPTEMBER 08, 2026
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Council asked questions regarding the Eagle River Water & Sanitation District's role in reviewing and
approving private wildfire suppression systems, including its authority over system installation and
filling. Council also discussed the Town's potential role in regulating such systems and how a
municipal regulatory framework could complement the District's proposed policy. No public comment
was received, either in person or virtually.
During Council discussion, Councilor Thuon expressed support for considering a moratorium while
staff evaluated potential regulations related to private wildfire suppression systems. Town Manager
Eric Heil stated that staff would further evaluate the issue and noted that a potential approach could
prohibit direct connections to the potable water distribution system while allowing independent
storage for fire suppression purposes. He explained that unrestricted connections could reduce water
system capacity and the Town's ability to combat fires. Mr. Heil further noted that the Town had not
received any proposals for systems connected to the potable water distribution system and did not
consider the issue an immediate concern but indicated that staff could return with recommendations
as early as November 2026 or during the first quarter of 2027. Council also discussed the timing and
urgency of potential regulatory action.
6.3. ACTION: Employee Housing Mitigation Plan Application HMP26-001 for a Commercial Storage
Business Located at 710 Nottingham Road (Planning Manager Jena Skinner)
Video Start Time: 01:03:00
Planning Manager Jena Skinner presented an Employee Housing Mitigation Plan for the proposed
self-storage development at 710 Nottingham Road. Staff reviewed the site, applicable code
requirements, and the applicant's request for approval of an alternative mitigation plan based on the
facility's anticipated staffing needs. The applicant proposed two on-site deed-restricted studio
employee housing units, exceeding the project's estimated workforce demand. Staff explained that
the Municipal Code requires Town Council approval of employee housing mitigation plans prior to or
concurrent with development review, recommended approval subject to a deed restriction
agreement, and noted that a future code amendment may be warranted to clarify treatment of unique
mitigation proposals.
Robert Dinkelspiel, representing Goose Mountain Real Estate, LLC, addressed Council in person,
and James Reivitis joined virtually to present the proposed Employee Housing Mitigation Plan for
710 Nottingham Road. Mr. Dinkelspiel provided an overview of the applicant's background and
experience and described the proposed self-storage development and associated employee housing
mitigation plan. During Council discussion, Council members asked questions regarding the
proposed 500-square-foot studio units and how the rental rate restriction at 100% of Area Median
Income was incorporated into the mitigation plan.
Mayor Underwood opened the floor to public comment. No public comment was received, either in
person or virtually. During Council discussion, Council members questioned whether the proposed
500-square-foot studio units were appropriately sized to meet future housing needs as part of the
employee housing mitigation plan.
AVON REGULAR MEETING MINUTES
TUESDAY SEPTEMBER 08, 2026
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Councilor Hyatt stated that a 500-square-foot studio unit could be adequate with additional dedicated
storage space. Mr. Reivitis indicated that the applicants would be willing to provide separate storage
for each unit.
Mayor Pro Tem Carroll stated that he would prefer to address the issue through a future amendment
to the Employee Housing Mitigation provisions of the Avon Municipal Code rather than through the
proposed application. Councilor Thuon asked how that approach could affect the project timeline
and was advised that a code amendment would require Planning and Zoning Commission review
and could delay the project by approximately three to four months. Council also discussed the timing
of a potential code amendment and its relationship to the pending application.
Councilor Brooks expressed support for the proposed mitigation plan and suggested that the project
illustrated a circumstance where a cash-in-lieu option could be appropriate to support future
employee housing development. He discussed broader policy considerations related to employee
housing mitigation and questioned whether individual studio units within a self-storage development
would provide the same community benefit as larger housing projects with additional amenities.
Councilor Brooks stated that the applicants were attempting to meet the intent of the code and
encouraged Council to further evaluate employee housing mitigation requirements, zoning
considerations, and potential cash-in-lieu alternatives.
During Council discussion, Town Manager Eric Heil suggested that the proposed studio units include
500 square feet of living space plus an additional 100 square feet of dedicated storage, either within
the unit or provided separately. He further suggested that, if approved, Council direct staff to prepare
amendments to the Employee Housing Mitigation provisions of the Avon Municipal Code to ensure
that similar applications are evaluated consistently in the future.
Following discussion, Councilor Brooks moved to approve the proposed Employee Housing
Mitigation Plan for a mini-storage use at 710 Nottingham Road, subject to the condition that the
proposed studio units include an additional 100 square feet of storage space, either incorporated
into each unit or provided as separate dedicated storage. Councilor Thuon seconded the motion.
The motion passed, 6-1, with Mayor Pro Tem Carroll voting nay.
6.4. PUBLIC HEARING: ORDINANCE 26-07, Second Reading: Avon Community Housing Plan
Updates and PUBLIC HEARING: CPA26-001 Comprehensive Plan Amendment (Planning
Manager Jena Skinner and Housing Planner Patti Liermann)
Video Start Time: 01:37:30
Planning Manager Jena Skinner and Housing Planner Patti Liermann presented the proposed
2026 Avon Community Housing Plan and summarized revisions made following first reading of
Ordinance 26-07. The updated plan reflects changes in housing conditions since adoption of
the 2021 plan and includes policy recommendations related to employee housing mitigation,
inclusionary housing, accessory dwelling units, short-term rentals, and preservation of existing
community housing resources.
AVON REGULAR MEETING MINUTES
TUESDAY SEPTEMBER 08, 2026
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Staff reviewed revisions recommended during first reading, highlighted implementation strategies
and future housing initiatives, and noted the Planning and Zoning Commission's recommendation
for approval. Staff further explained that the plan serves as a component of the Comprehensive Plan,
providing long-term guidance for community housing policies, programs, and development initiatives.
During Council questions, Mayor Pro Tem Carroll asked about Area Median Income (AMI) and the
Colorado Housing and Finance Authority (CHFA). At his request, Planning Manager Jena Skinner
and Housing Director Patti Liermann provided background on AMI and its role in determining housing
affordability thresholds and administering income-based housing programs.
Mayor Underwood opened the public hearing, noting that Council had received an email regarding
the application. No additional public comment was received, either in person or virtually, and the
public hearing was closed.
During Council comment, Council members congratulated staff on their work preparing the 2026
Avon Community Housing Plan. Mayor Pro Tem Carroll stated that he would like additional
discussion during the 2027 work plan process regarding potential options for the future of The
Aspens. Councilor Stanley stated that, with respect to short-term rentals, she supported maintaining
the current program structure and increasing the short-term rental tax from 4% to 6%, consistent with
the Planning and Zoning Commission's recommendation.
Following discussion, Councilor Thuon moved to approve Ordinance No. 26-07 on second reading.
Councilor Hyatt seconded the motion. The motion passed unanimously, 7-0.
6.5. WORK SESSION: First Draft Capital Project Fund and Long-Range CIP (Town Manager Eric
Heil, Chief Finance Officer Paul Redmond and Director of Engineering Eva Wilson)
Video Start Time: 01:51:45
Town Manager Eric Heil, Chief Financial Officer Paul Redmond, and Director of Engineering
Eva Wilson presented the preliminary 2027 Capital Improvement Projects Plan. Staff reviewed
projected fund balances, debt obligations, Urban Renewal Authority contributions, completed
and ongoing capital projects, and future capital priorities. The presentation included a
recommendation to increase the Capital Improvement Fund reserve balance beginning in 2027,
discussed anticipated debt service associated with current and future projects, and highlighted
major projects underway, including the Pedestrian Mall Extension, Recreation Center Aquatics
Renovation, Nottingham Reservoir Repairs, and Heat Recovery System Expansion. Staff also
sought Council feedback regarding future priorities, project timing, and funding strategies.
Mayor Pro Tem Carroll asked about the procurement schedules for the Pedestrian Mall
Extension and Recreation Center Aquatics Renovation projects. Engineering Director Eva
Wilson reported that the Pedestrian Mall Extension project had reached 100% design and was
expected to be advertised for bids in November. She further stated that the aquatics project
was proceeding on a separate schedule, with the Town finalizing a design contract and
anticipated to receive a guaranteed maximum price by January, with construction expected to
begin in April.
AVON REGULAR MEETING MINUTES
TUESDAY SEPTEMBER 08, 2026
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Mayor Underwood asked Mike Jackson to provide an update on the Nottingham Park gray water
irrigation system design and associated cost estimates. Mayor Underwood then opened the
floor to public comment. No public comment was received, either in person or virtually.
During Council comment, Councilor Hyatt expressed support for advancing improvements to the
Recreation Center aquatics facilities. Councilor Stanley agreed and questioned whether the
Pedestrian Mall Extension project needed to proceed on the same timeline and whether the Town
had sufficient staff resources to advance both projects simultaneously. Town Manager Eric Heil
responded that both projects remained high priorities, noting that the aquatics project is primarily an
interior renovation. He stated that staff intended to proceed with bidding both projects and
acknowledged that the Civic Core area would likely experience significant construction activity over
the coming years. Councilor Brooks asked whether Council would have an opportunity to review the
final Pedestrian Mall Extension design and requested that the 100% design plans be provided to
Council.
During Council discussion, Mayor Underwood commented on the complexity of major infrastructure
projects and the need to balance competing interests and community needs. She noted that such
projects require significant deliberation and encouraged interested community members to consider
serving on Town Council.
Mayor Underwood referenced the recent extended power outage and requested that future Capital
Improvement Plan analyses evaluate emergency preparedness measures at Swift Gulch, including
generator capacity, diesel-powered pumping systems, and other resiliency measures to ensure
readiness during emergency events. Councilor Brooks expressed support for including battery
storage options as part of the Town’s long-term resiliency and emergency preparedness planning.
Mayor Underwood also referenced Engineering Director Eva Wilson's ditch assessment report and
requested that a placeholder be included in future Capital Improvement Plan discussions to address
recommendations resulting from the study. Staff advised that Phase I of the assessment involved
identifying and documenting ditches and easements throughout the Town and had identified several
crushed pipes within the system. Staff further reported that field investigations were ongoing to
evaluate existing conditions and identify potential improvements.
7. WRITTEN REPORTS
7.1. Village at Avon Update on Permits & Construction (Director or Engineering Eva Wilson)
8. MAYOR AND COUNCIL COMMENTS & MEETING UPDATES
Video Start Time: 02:25:10
Councilor Brooks reported on his attendance at a meeting involving Aurora Water, Eagle River Water &
Sanitation District representatives, Northwest Colorado Council of Governments (NWCCOG)
representatives, and the Eagle River Coalition regarding regional water planning issues associated with
the proposed Aurora Reservoir project. Councilor Brooks referenced discussion of the Eagle River
Community Water Plan and concerns regarding proposed water diversions from the Homestake Drainage
Basin.
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Councilor Brooks stated that participants identified a need for additional information from Aurora Water
regarding reservoir design and project impacts and noted concerns expressed by Eagle County staff
regarding coordination among the various entities involved. Councilor Brooks further stated that the Eagle
County Attorney indicated that, if concerns were not adequately addressed, Eagle County could evaluate
the use of its 1041 regulatory authority in relation to the project. Councilor Brooks also announced the
upcoming Eagle River Cleanup hosted by the Eagle River Coalition and encouraged community
participation.
Councilor Hardy stated that transmountain water diversions should be prohibited.
Mayor Underwood reminded the public that Council would discuss the Town's ALPR camera program at
its October 6, 2026, meeting and encouraged interested community members to attend and share their
views. She stated that Council remained open to hearing public input on the issue.
Mayor Underwood also recognized High Five Access Media for its live broadcast of the recent Battle
Mountain High School and Vail Christian High School volleyball match. She noted that the broadcast would
be rebroadcast on Channel 5 and available through High Five Access Media's online platforms and
commented that the event represented a significant moment for both schools.
Councilor Stanley reported that the SunsetLive and AvonLive concert series had concluded and reminded
the public about the upcoming Community Picnic scheduled for the following Thursday at Nottingham Park.
She also promoted the Avon FreeFall Bluegrass Festival, noting that one-day, two-day, three-day, and VIP
tickets were available through the festival website. Councilor Stanley commented on Council's recent visit
to The Lettuce Patch daycare facility and expressed appreciation for the efforts that brought the project to
completion. She also acknowledged differing community viewpoints regarding the Town's ALPR camera
program and stated that Council had been listening to public feedback. Councilor Stanley noted that she
had received questions regarding whether the cameras could be temporarily deactivated before the
October 6, 2026, Council discussion. Mayor Underwood and Town Manager Eric Heil advised that the
matter would be addressed as part of that Agenda and that temporary deactivation was not being
recommended at that time.
In reference to Agenda Item 6.3, Mayor Pro Tem Carroll moved to direct staff to prepare a code text
amendment addressing employee housing mitigation requirements for self-storage uses. Councilor Stanley
seconded the motion. The motion passed unanimously, 7-0.
Mayor Pro Tem Carroll also invited the public to attend the next Core Transit meeting on September 9,
2026, from 6:00 p.m. to 8:00 p.m., noting that it would serve as the organization's semiannual evening
public meeting.
[REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]
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9. EXECUTIVE SESSION
Video Start Time: 02:38:15
Mayor Underwood requested a motion to enter Executive Session. Councilor Stanley moved to enter
Executive Session for the purpose of: 9.1. leasing real estate pursuant to CRS 24-6-402(4)(a) and for the
purpose of determining negotiating positions, developing strategy for negotiations, and instructing
negotiators pursuant to CRS 24-6-402(4)(e)(i) concerning the Avon Library (Town Manager Eric Heil).
Councilor Thuon seconded the motion. The motion passed unanimously, 7-0.
Mayor Underwood recessed the Regular Meeting at 7:39 p.m., and the Executive Session commenced at
7:47 p.m. All Council members were present as previously noted, with Councilor Hardy joining virtually at
7:52 p.m. Also present were Town Manager Eric Heil, Deputy Town Manager Patty McKenny, Chief
Administrative Officer Ineke de Jong, and Town Attorney Nina Williams.
The Executive Session adjourned at 8:42 p.m., and Council reconvened in open session. Mayor
Underwood stated that no action was taken during Executive Session. The Regular Meeting resumed and
was subsequently adjourned.
10. ADJOURN
There being no further business to come before Council, Mayor Underwood adjourned the Regular
Meeting at 8:43 p.m.
These minutes are a summary of the proceedings of the meeting and are not intended to be comprehensive or to include each
statement, identify each speaker, or reflect the proceedings with complete accuracy. The most accurate record of the meeting is
the audio recording maintained in the Town Clerk’s Office and the video recording available for a limited time through High Five
Media at www.highfivemedia.org.
RESPECTFULLY SUBMITTED:
________________________________
Miguel Jauregui Casanueva, Town Clerk
APPROVED:
Mayor Underwood ___________________________________
970.748.4004 eric@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Eric Heil, Town Manager
RE: Adopting the Uniform Simplified Rules of Order for
Town Boards and Commissions
DATE: September 15, 2026
SUMMARY: This report presents Resolution 26-12 for Council consideration. The resolution adopts
Uniform Simplified Rules of Order for all Town boards and commissions and repeals and replaces existing
rules of order for the Downtown Development Authority, CASE Committee, Finance Committee, Health &
Recreation Committee, and Planning & Zoning Commission. The purpose is to establish a consistent and
simplified meeting framework for members, applicants, the public and Town Staff who administers and
supports Town boards and commissions. The Town Attorney’s office has reviewed these materials.
BACKGROUND: Section 11.2 of the Town of Avon Home Rule Charter authorizes Council to create
boards and commissions that operate under their own rules of procedure, except as otherwise directed by
Council. Resolution 26-12 provides one uniform set of rules for Town boards and commissions while
replacing the separate rules currently in place for the five identified bodies.
FINANCIAL CONSIDERATIONS: Adoption of Resolution 26-12 is not expected to have a direct financial
impact.
RECOMMENDATION: I recommend Council approve Resolution 26-12.
PROPOSED MOTION: “I move to approve Resolution 26-12 adopting the Uniform Simplified Rules of
Order for Town boards and commissions.”
Thank you, Eric
ATTACHMENT A: Resolution 26-12 Adopting the Uniform Simplified Rules of Order for Town Boards
and Commissions.
September 22, 2026
Page 1 of 1
RESOLUTION 26-12
ADOPTING THE UNIFORM SIMPLIFIED RULES OF ORDER
FOR TOWN BOARDS AND COMMISSIONS
WHEREAS, the Town of Avon, Colorado (“Avon”) is a home rule municipality organized
under the laws of the State of Colorado and possesses the powers, authority, and privileges to
which it is entitled under Colorado law; and
WHEREAS, Section 11.2 of the Town’s Home Rule Charter authorizes the Avon Town Council
(“Council”) to create Boards and Commissions that shall operate in accordance with their own
rules of procedure, except as otherwise directed by Council; and
WHEREAS, Council has determined that adopting uniform meeting procedures for Town’s
Boards and Commissions will promote efficiency and consistency in the conduct of meetings;
and
WHEREAS, Council finds that the repealing all independent Rules of Order for the Town’s
Boards and Commissions and replacing them with the Uniform Simplified Rules of Order will
create consistency for their members, applicants, the general public and Town Staff which, in
turn, will serve to promote the health, safety, and general welfare of the Avon community.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN OF AVON that the Avon Town
Council adopts the Uniform Simplified Rules of Order for all Town Boards and Commissions as
set forth in EXHIBIT A: Uniform Simplified Rules of Order.
BE IT FURTHER RESOLVED that the Avon Town Council hereby repeals any current Rules of
Order and adopts the Uniform Simplified Rules of Order as set forth in Exhibit A for the
following Boards and Commissions:
•Downtown Development Authority;
•CASE Committee;
•Finance Committee;
•Health & Recreation Committee; and
•Planning & Zoning Commission.
ADOPTED September 22, 2026 by the AVON TOWN COUNCIL
By: Attest:___________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
ATTACHMENT A
Adopted September 22, 2026 by Resolution 26-12 Page 1 of 6
UNIFORM SIMPLIFIED RULES OF ORDER
These Uniform Simplified Rules of Order establish rules and procedures for all Boards and
Commissions created and established by the Avon Town Council pursuant to Section 11.2 of the
Avon Home Rule Charter and apply to citizen committees created and established by Council.
The intent is to set forth simplified rules which are readily accessible and usable by all Boards,
Commissions, and citizen committees and which are understandable by the general public. The
provisions of the Home Rule Charter, the Avon Municipal Code, or any ordinance adopted by the
Avon Town Council shall govern and apply in the event there is any conflict with these Uniform
Simplified Rules of Order.
DEFINITIONS:
“Meetings” mean the public meeting of a particular Board, Commission, or citizen committee.
“Members” mean the appointed members of a particular Board, Commission, or citizen committee.
“Town Manager” means the Town Manager of Avon or the Town Manager’s designee that
provides administrative support for a particular Board, Commission, or citizen committee.
I. Standards of Conduct for Meetings: The foundation of municipal democracy rests on
open, respectful, and informed discussion and debate balanced with the necessary efficiency
required to act in the public interest. Reasonable persons will often disagree on many public
matters which arise before elected and appointed officials. The process of discussion and debate
is essential to the ability of elected and appointed officials to render the best decisions possible for
the Avon community. The following standards of conduct are considered the minimum standards
for elected and appointed officials.
A. Members shall conduct themselves in a mature manner that is becoming of public officials,
shall respect one another, and shall respect members of the public.
B. Members shall refrain from profanity, rude behavior, or personal attacks and shall promptly
apologize to both the board and the recipient of any such behavior in the event of a temporary
lapse of appropriate behavior.
C. The Chairperson, Vice-Chairperson, or meeting moderator shall be responsible for
maintaining civility, decorum, and order throughout the meeting.
D. Members shall not communicate between or amongst themselves by text message, e-mails,
or other forms of electronic communication during a meeting.
EXHIBIT A: UNIFORM SIMPLIFIED RULES OF ORDER
Adopted September 22, 2026 by Resolution 26-12 Page 2 of 6
E. Members shall promptly disclose and announce the sending or receipt by a Member of a text
message, e-mail, or other form of electronic communication during a meeting, to or from any
person, for any such communication that concerns a matter on the agenda for that meeting.
II. Chairperson: Every meeting shall be presided over by the Chairperson. If the Chairperson
is absent the Vice-Chairperson shall preside over the meeting. If the Chairperson has a conflict of
interest on a matter then the Vice-Chairperson shall preside over the meeting for such matter. If
the Chairperson and Vice-Chairperson are absent, or if they both have conflict of interest on a
matter, then a quorum of Members shall appoint an Acting Chairperson by motion who shall then
preside over the meeting or shall preside over such matter for which the Chairperson and Vice-
Chairperson have conflict of interest. The Chairperson shall strive to moderate meetings with
impartiality, shall strive to allow input from all other Members on matters before expressing their
opinion, and shall refrain from making a motion or seconding a motion until it is apparent that no
other Member will do so.
III. Agendas: The following rules and procedures shall apply to agendas:
A. The Chairperson shall determine the agenda in consultation with the Town Manager. The
Members may direct items to be included on an agenda. Individual Members may contact
the Chairperson to request inclusion of a matter on an agenda. The Chairperson shall
consult with the Town Manager and exercise discretion to determine if the matter should
be included on the agenda as a discussion item or an action item.
B. Members shall approve the agenda by motion by a majority of the quorum present with
any additions or deletions the Members deem appropriate after conducting roll call.
C. The Members may act by motion at any time during a meeting to schedule discussion or
action items on a future agenda.
D. Noticing for action items and public hearings shall be in accordance with applicable law.
IV. Remote Attendance Policy: The preference and expectation of all Members is to attend
meetings in-person whenever possible in recognition of the efficiency and effectiveness of in-
person participation when conducting the public business of the Town of Avon. However, there
may be occasional times when in-person attendance is not possible by Members. When in-person
attendance is not possible, remote attendance is preferable to no attendance at all in order to avoid
delaying public business. Participation by remote attendance shall comply with this Section IV
and any applicable laws.
A. Remote attendance means participation by video or audio means such as Zoom, Webex,
Microsoft Teams, or similar platform acceptable to the Town which is clear,
uninterrupted, and allows two-way communication for the participating Member.
B. Members may participate in a meeting by remote attendance when travelling out-of-town,
when ill, or when unusual or unforeseen circumstances do not allow in-person attendance.
Members who are ill are encouraged and expected to participate by remote attendance.
EXHIBIT A: UNIFORM SIMPLIFIED RULES OF ORDER
Adopted September 22, 2026 by Resolution 26-12 Page 3 of 6
C. A Member who desires to participate by remote attendance shall notify the Chairperson
and the Town Manager as early as possible so that the Town can provide the technical
means necessary to fulfill such request.
D. A Member who is participating through remote attendance (1) shall be entitled to
participate in all matters in the same capacity as a Member in physical attendance,
including participation quasi-judicial matters and executive sessions; (2) shall be counted
for purposes of establishing a quorum; (3) shall have the opportunity to express
comments during the meeting and participate in the same capacity as those members
physically present, subject to all general meeting guidelines and adopted procedures; (4)
shall be heard, considered, and counted as to any vote taken; (5) shall be called during
any vote taken and shall have such Member’s vote counted, recorded, and placed in the
minutes for the corresponding meeting; and (6) may leave a meeting and return as in the
case of any Member upon announcement of such leaving and returning.
E. The Chairperson or other designated person who is presiding over the meeting shall have
the discretion to mute any Member who is participating through remote attendance when
distracting and extraneous noise is occurring through the remote attendance. The officer
who is presiding over the meeting may delegate to the ability to mute Members to the
meeting host with controls for the meeting platform. The officer who is presiding over
the meeting shall use best efforts to recognize and provide opportunity for Members who
are participating via remote attendance contribute to the discussion and express
comments.
F. In the event that there is significant disruption in the connection or communication with
a Member who is participating via remote attendance which frustrates and disrupts the
efficiency and effectiveness of the meeting, the officer presiding over the meeting or a
majority of Members who are attending a meeting in-person may choose to terminate the
remote attendance of such Member or may choose to continue or table the meeting or
agenda matter to a later time.
G. Members who are participating via remote attendance are expected to be situated in a
stationary location with adequate internet service with video camera on and presenting
in a professional manner similar to in-person meeting attendance.
V. Motions: All official actions are initiated by motion. These following rules and procedures
apply to motions. There are two basic motions: action motions and procedural motions. Only one
action motion may be on the floor at a time. A procedural motion may be proposed, discussed, and
acted upon when an action motion is on the floor or at any other time.
A. Basic Motion: The basic motion to take action is stated as, “I move to . . . .” Every motion
requires a second. Once a motion is made no further discussion can continue until a second
is made to support the motion.
B. Discussion: Members have the right to discuss the motion on the floor. Discussion cannot
be concluded unless (1) all Members present consent or (2) a majority of Members present
approve a procedural motion to “Call the Question” and end debate.
EXHIBIT A: UNIFORM SIMPLIFIED RULES OF ORDER
Adopted September 22, 2026 by Resolution 26-12 Page 4 of 6
C. Withdraw a Motion: The maker of a motion may choose to withdraw the motion at any
time prior to the vote on the motion and may interrupt a speaker to withdraw the motion and
consent of the Member who seconded the motion is not required. The motion is immediately
withdrawn; however, the Chairperson may then ask the Member who seconded the
withdrawn motion and any other Member if such Member wishes to make the motion.
D. Amendment to Motion: Any Member may request an amendment to a pending motion. The
maker of the pending motion and Member who seconded the motion must consent to the
proposed amendment. Any Member may also propose a substitute motion to a pending
motion which also requires consent of the maker of the pending motion and the Member who
seconded the pending motion.
E. Procedural Motion: A procedural motion may be made at any time and may impose or
modify any procedural rule provided that such procedure is not in conflict with the Avon
Home Rule Charter, any ordinance adopted by Avon, or any applicable state law. Procedural
motions require a majority vote of the quorum present.
F. Motion to Call the Question or End the Discussion: A motion to “call the question” (also
known as a motion to end the discussion) is a procedural motion to end debate and discussion.
A motion to call the question cannot be made until each Member has had at least one
reasonable opportunity to ask questions and express his or her opinion on the matter. Once a
motion to call the question is made and seconded, it shall be the Chairperson’s discretion to
allow any further discussion on such procedural motion for the purpose of clarifying any
technical, procedural, or legal issue related to the procedural motion. A motion to call the
question requires a majority vote of the quorum present. Once a motion to call the question
is approved, the pending action motion on the floor must be voted upon promptly or, if no
action motion is pending, the Chairperson shall proceed to the next agenda item.
G. Motion to Continue: A motion to continue an agenda item must include a specific future
meeting date, time, and place for the continued matter to be considered again without re-
noticing a required public hearing.
H. Motion to Table: A motion to table places the agenda item on hold and does not require a
specific time for the return of the agenda item.
I. Motion to Suspend Rules: A motion to suspend rules may allow suspension of any rule in
this Simplified Rule of Order. Such motion may be made and requires a supermajority vote
of a majority of the quorum present plus one for approval. A motion to suspend rules may
not supersede the procedural requirements of the Avon Home Rule Charter, any ordinance
adopted by Avon, or any applicable state law.
J. A Motion to Reconsider: A Motion to Reconsider allows the Members to reconsider a vote
on a matter. A Motion to Reconsider may only be made and considered if made and acted
upon less than twenty-eight (28) days after the date of the action to be reconsidered and may
be made only by a Member who voted in the majority on the motion which is proposed for
reconsideration.
VI. Meeting Conduct
EXHIBIT A: UNIFORM SIMPLIFIED RULES OF ORDER
Adopted September 22, 2026 by Resolution 26-12 Page 5 of 6
A. Point of Privilege: A Member may interrupt the speaker to raise a matter related to the
comfort of the meeting, such as room temperature, distractions, or ability to hear speaker.
B. Point of Order: A Member may raise a Point of Order at any time that the Chairperson
permits meeting conduct which does not follow these Uniform Simplified Rules of Order or
otherwise fails to maintain civility and decorum by the Members and the general public.
C. Appeal: A Member may move to appeal the ruling of the Chairperson on any procedural
matter or other decision related to the conduct of the meeting. If the motion is seconded and,
after debate, such motion passes by a simple majority vote of the quorum present, then the
ruling or conduct of the Chairperson shall be overruled and reversed.
D. Call for Orders of the Day: A Member may call for Orders of the Day when such Member
believes that discussion has strayed from the agenda. No second or vote is required. If the
Chairperson does not return to the agenda, then such ruling may be appealed.
E. Adjournment: The Chairperson may announce the meeting adjourned when there are no
further items on the agenda which have not been addressed. The Chairperson may adjourn a
meeting at any time by motion, second, and approval by a majority of the quorum present.
VII. Public Comments: Meeting agendas shall include a general item labeled “Public
Comment” near the beginning of all meetings. Members of the public who wish to provide
comments greater than three minutes are encouraged to schedule time in advance on the agenda
and to provide written comments and other appropriate materials in advance of the meeting. The
Chairperson shall permit public comments during any agenda item and may limit public comment
to three minutes per individual, which limitation may be waived or increased by a majority of the
quorum present.
VIII. Public Hearing: The following general rules shall apply to the order and conduct of public
hearings. These rules may be modified or suspended by Motion to Suspend Rules.
A. The Chairperson shall open the public hearing by announcing the topic of the agenda item.
The Chairperson shall at all times during public hearings strive to maintain civility, decorum,
and order.
B. The Chairperson and/or appropriate Town Staff person shall introduce the topic, explain the
applicable procedures and laws, and provide any presentation by Avon.
C. The applicant, licensee, or appellant shall have the opportunity to present information,
provide testimony, or respond to any comments or details in Avon’s presentation.
D. The Members shall have the opportunity to ask technical questions of the appropriate Town
Staff, Town officials, and the applicant, licensee, or appellant but Members shall not express
opinions on the matter prior to opening the public hearing for public comment.
E. The Chairperson shall officially open the public hearing for public comment and shall allow
members of the public to provide comment. The Members may approve a time limitation
not less than three minutes for individual public comment and may approve sign-up sheets
EXHIBIT A: UNIFORM SIMPLIFIED RULES OF ORDER
Adopted September 22, 2026 by Resolution 26-12 Page 6 of 6
or other public comment procedures to promote order and efficiency by a majority vote of
the quorum present. After all public comments are received, or if the Members determines
that the volume of public comments requires additional time and moves to continue the
public hearing, the Chairperson shall close the public comment portion of the public hearing.
F. The Chairperson may discuss the merits of the topic of the public hearing and take such
action as deemed appropriate after the public comment portion of the public hearing is
concluded. If the volume of public comments requires a continuation, if additional
information is required to consider the public hearing matter, or if the Chairperson
determines that additional time is warranted to consider the matter of the public hearing, the
Members may continue the public hearing to a later date and may re-open the public
comment portion of the public hearing at any continued public hearing.
IX. Town Code of Ethics: All Members are subject to Avon Municipal Code Chapter 2.30
Town Code of Ethics. Any Member who believes they have a conflict of interest as defined in
Avon Municipal Code Section 2.30.060 on any proposed or pending matter shall disclose such
potential interest. Any Member who believes that another Member has a conflict of interest shall
raise the concern before consideration of the issue involving the alleged conflict. The quorum
present shall determine whether a conflict of interest exists. The Member who has an alleged
conflict of interest shall not vote on the determination of whether a conflict of interest exists. If
the commission, board, or committee determines that an actual conflict of interest exists, the
conflicted Member shall not attempt to influence other Members in connection with such matter
and shall not vote upon such matter. The conflicted Member shall leave the room during
discussion and action on the subject and shall return only when the next agenda item is taken up.
X. Executive Sessions: Members may convene into executive session at any time by the
affirmative vote of 2/3rds of the quorum present and by announcing the specific statutory citation
and purpose of the executive session in accordance with the Colorado Open Meetings Law, C.R.S.
§24-6-402(4). Members are not permitted to take official, final action on any matter in executive
session.
EXHIBIT A: UNIFORM SIMPLIFIED RULES OF ORDER
970.748.4004 eric@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council members FROM: Eric Heil, Town Manager
RE: Letter of Support for Union Pacific-Norfolk Southern Merger
DATE: September 18, 2026
SUMMARY: The attached Letter of Support to the Surface Transportation Board indicates the Town of
Avon’s support for the merger of Union Pacific and Norfolk Southern rail lines. The anticipated benefit to
Avon of this merger is the establishment of a coast to coast rail line that has improved economic ability to
move more interstate freight by rail on the rail corridor through southern Wyoming rather than by truck
traffic on I-70.
The Letter of Support is draft to be similar to the Vail Valley Partnership letter of support and to include
encouragement to consider “Rails to Trails” designation for the Tennessee Pass line as advocated by Vail
Valley Mountain Trails Association.
Attached are informational materials from Union Pacific and the letter of Support from Vail Valley
Partnership.
MOTION: “I move to approve the Letter of Support to the Surface Transportation Board for the Union
Pacific – Norfolk Southern rail merger as presented.”
Thank you, Eric
ATTACHMENT A: Letter of Support for Union Pacific – Norfolk Southern rail merger
ATTACHMENT B: Information materials on rail merger
ATTACHMENT C: Letter of Support from Vail Valley Partnership
RE: Support for Union Pacific Railroad and Norfolk Southern Railway Merger
Page 1 of 2
Post Office Box 975 100 Mikaela Way Avon, CO 81620
September 22, 2026
The Honorable Patrick J. Fuchs
Chairman
Surface Transportation Board
395 E Street SW
Washington, DC 20423Re: Docket No. FD 36873 — Union Pacific Railroad and Norfolk Southern
Railway Merger
Dear Members of the Surface Transportation Board:
On behalf of the Town of Avon, Colorado, we are writing in support of the proposed combination of
Union Pacific Railroad and Norfolk Southern Railway.
For communities in Colorado’s mountain corridor, transportation is fundamental to our economy and
quality of life. The Eagle River Valley, where Avon is located, is a national destination for residents,
businesses and visitors, but our success also creates significant transportation challenges. Interstate 70
runs right through our town and is already heavily traveled 24/7/365. The continued growth of freight
transportation by semi-truck places additional pressure on our roads, contributes to congestion, and
increases impacts on mountain communities such as ours; semi-truck closures on Vail Pass, at Dowd
Junction and in Glenwood Canyon negatively affect our workforce and the health and wellbeing of our
residents and visitors.
We believe rail should play a greater role in meeting America's freight transportation needs. Moving
freight from semi-trucks on to rail is an important way to meaningfully and presently reduce highway
congestion, limit wear and tear on our roads and improve the efficiency of our national transportation
system.
As you probably know, Union Pacific’s Tennessee Pass corridor is part of the Eagle River Valley’s and
Colorado’s transportation heritage and demonstrates the longstanding role that rail has historically played
in connecting Colorado’s mountain communities with each other and with the rest of the country. We
understand that Union Pacific has assured Eagle County that the railway’s engagement with local
governments here will dramatically improve; as a municipality on the Tennessee Pass line we look forward
to “improved cooperation, communications and information sharing between the railroads and the
communities they serve and operate within”. As we move forward in cooperation with a merged Union
Pacific-Norfolk Southern, we are particularly interested in working to assure that the Tennessee Pass
railway corridor is used in ways that improve quality of life in the Town of Avon and the Eagle River Valley.
Revival of the ‘Heart of the Rockies Rail to Trail’ project is one way to do that. We respectfully ask the
Surface Transportation Board to recognize the 1996 State of Colorado-Union Pacific precedent and ensure
ATTACHMENT A: Avon Letter of Support
RE: Support for Union Pacific Railroad and Norfolk Southern Railway Merger
Page 2 of 2
that the Tennessee Pass corridor is included in the public interest review of the present merger. We are
hopeful that UP-NS will enter into a renewed letter of intent with the State of Colorado and Tennessee Pass
corridor communities such as the Town of Avon, work to advance the Heart of the Rockies Rail to Trail
project, update the project’s 1996 feasibility study, reestablish a corridor working group (of which Avon
would be a part), and identify a path forward for rail banking, trail conversion, public access, and long term
corridor preservation.
For the Town of Avon, this is about looking toward the future. We need transportation systems that can
support economic growth while protecting the quality of life that makes the Eagle River Valley such a
special place to live, work and visit. We see that an efficient national freight rail network and cooperative
action concerning the Tennessee Pass corridor are important parts of that future.
We respectfully urge the Surface Transportation Board to approve the proposed Union Pacific-Norfolk
Southern merger.
Thank you for your consideration.
Sincerely,
Tamra Nottingham Underwood
Mayor, Town of Avon
ATTACHMENT A: Avon Letter of Support
Benefits of America’s First Transcontinental Railroad
• Union Pacific and Norfolk Southern have announced an agreement to merge and create
America’s first transcontinental railroad, connecting over 50,000 route miles across 43 states from
the East Coast to the West Coast, linking approximately 100 ports and nearly every corner of
North America.
• This proposal comes at a critical moment, as policymakers across the political spectrum seek to
rebuild domestic manufacturing, re-shore jobs, and ensure that economic growth reaches all
communities – not just the coasts.
For Local Economies and Employees
• Local manufacturers will benefit from access to streamlined, single-line rail service that
connects them directly to new markets and ports.
• A more efficient coast-to-coast supply chain will reduce logistics costs for consumers and
businesses, supporting local economies across the country.
• The companies invested a combined $300 million in philanthropic giving from 2020 to 2025,
supporting workforce development, safety initiatives, and vibrant spaces where people want to
live and work.
• Reduce wear and tear on local roads by establishing a stronger competitor to long-haul
trucking that can win freight volume back for America’s rail network.
• Support unionized, family wage jobs by enhancing the competitiveness of the freight rail sector
– a heavily unionized sector – against trucking, where the workforce is now largely contractor-
based.
For Safety
• Removing trucks from roads by competing more effectively for freight volume will reduce street
congestion in communities across the country.
o A single intermodal train can remove 550 trucks from the nation’s congested highways
(Source).
o Rail freight transportation incurs 1/8 of the fatalities and 1/16th of the injuries that trucks
experience per ton-mile (Source).
• Improve safety through combined, proven technologies to advance UP-NS’s ability to quickly
assess potential mechanical and track defects to reduce incidents and injuries.
For Traffic
• Reducing interchanges, where railcars are handed off from one network to another, will cut
down on delays and congestion in key markets, particularly along the Mississippi River and Ohio
Valley.
• Customers will benefit from the reduced friction and seamless, single-line service across the
country. The combination will improve transit times, removing several days by eliminating car
touches and interchanges.
ATTACHMENT B: Information Materials
Fact Sheet: Benefits of the Union Pacific-Norfolk Southern Merger
Environmental Impacts
• The proposed merger delivers significant environmental benefits by shifting freight from
highways to rail, reducing emissions, fuel use, and local air pollution.
• Railroads are three to four times more fuel-efficient than trucks, producing an average 75%
reduction in greenhouse gas emissions when freight moves by rail.
• The merger is expected to shift approximately 2 million truckloads of freight from highways to
rail each year, reducing carbon dioxide emissions by about 2.7 million metric tons annually.
• The merger brings together two leaders in environmental innovation. Union Pacific is developing
the industry’s first hybrid battery-electric locomotive, while Norfolk Southern is modernizing
locomotives to improve fuel efficiency by up to 25% and expanding the use of quieter, more
efficient electric cranes at intermodal yards.
• Union Pacific and Norfolk Southern are piloting the industry’s first carbon-capture railcar,
designed to capture up to 75% of carbon dioxide emissions and reduce other air pollutants by
up to 90% without reducing locomotive power.
• By moving 2 million truckloads of freight, a transcontinental railroad will reduce truck
congestion in interchange markets such as Chicago, St. Louis, Kansas City and New Orleans,
reducing local air pollution.
Railroad Employees
• Union Pacific has promised that every employee with a union job at the time of the merger will
continue to have one. Union Pacific has formalized this pledge with groundbreaking jobs-for-life
agreements with several unions, including:
o The International Association of Sheet Metal, Air, Rail and Transportation Workers –
Transportation Division (SMART-TD)
o The National Conference of Firemen and Oilers (NCFO)
o The Brotherhood of Railway Carmen (BRC)
o The International Brotherhood of Boilermakers (IBB)
o United Supervisors Council of America (USCA)
• Railroading offers some of the best-paid industrial careers in America. Average compensation,
including benefits, ranges from $135,000 to $190,000, with an average of $160,000 – roughly
40% above the national industrial average.
• Railroaders enjoy premium healthcare, paid leave, and robust retirement plans. Employees
average 13+ years of tenure, three times longer than the U.S. average, and retirement income is
roughly twice that of the average Social Security recipient.
Job Creation
• Union Pacific and Norfolk Southern expect to add approximately 900 net new union jobs by the
third year following the merger to handle expected volume growth.
• The economic impact will expand beyond Union Pacific as every railroad job creates 3.9
additional jobs in industries like manufacturing, logistics, and technology.
Infrastructure
• Union Pacific and Norfolk Southern together reinvest approximately $5.6 billion annually in
America’s rail infrastructure to expand service, modernize assets, enhance safety, and
ATTACHMENT B: Information Materials
strengthen the competitiveness of U.S. businesses. Integrating these investments into a single,
national network would amplify their economic and operational impact.
• The combined company is projected to shift approximately 2 million truckloads of freight from
highways to rail each year, easing pressure on taxpayer-funded roadways and reducing traffic
congestion for commuters. Interstate corridors likely to see meaningful truck reductions include
I-10, I-40, I-44, I-70, I-78, I-80, and I-81.
• Bu reducing interchange delays, the merger will also create more efficient routes for passenger
rail, particularly in congested hubs such as Chicago, where Amtrak and commuter rail services
would benefit from reduced freight congestion.
Safety
• A seamless transcontinental railroad would strengthen competition with long-haul trucking,
which currently dominates the freight market, and reduce the number of trucks on the road,
making highways safer for the traveling public. Freight rail is the safest way to move goods over
land, and the past decade was the safest on record for U.S. railroads.
• Safety data underscore the difference: trucks experience 6.84 incidents per 100 million gross
ton-miles, compared with just 0.45 for railroads. As a result, freight rail causes about eight times
fewer fatalities and sixteen times fewer injuries than trucking for the same amount of freight
moved.
• Rail is also the safest mode for transporting hazardous materials. Freight trains safely deliver
99.998% of railcars carrying hazardous materials, while truck-related hazardous materials
incidents caused more than 16 times as many fatalities between 1975 and 2021—380 fatalities
for trucks compared with 23 for rail.
Community Impact
• A unified rail system will have significant impacts on communities around the country. From
2020 to 2025, Union Pacific and Norfolk Southern together contributed nearly $300 million in
community giving and participated in hundreds of public-private partnerships focused on
improving safety and community well-being. Both railroads share philanthropic priorities in
safety, sustainability, workforce development, and community vitality, supporting organizations
and projects that benefit millions of people in communities across their networks.
ATTACHMENT B: Information Materials
Three-time National Chamber of the Year (2024, 2020, 2016)
Physical Address: 10 West Beaver Creek Blvd, Unit 221, Avon, CO 81620
Mailing Address: 56 Edwards Village Blvd, Ste 124, PMB #539, Edwards, CO 81632
VailValleyPartnership.com
The Honorable Patrick J. Fuchs
Chairman
Surface Transportation Board
395 E Street SW
Washington, DC 20423
April 23, 2026
Subject: Support for Union Pacific and Norfolk Southern Merger
Dear Chairman Fuchs:
As President and CEO of the Vail Valley Partnership, I am writing to express strong support
for the proposed merger between Union Pacific and Norfolk Southern. Vail Valley
Partnership is the regional chamber of commerce and economic development
organization representing Eagle County, CO and are dedicated to the vitality of our
mountain region.
Freight rail plays a vital role in Colorado’s economy and is especially important to the
communities along the I-70 mountain corridor. Our region depends on the efficient
movement of goods to support tourism, hospitality, construction, and local businesses
that serve millions of visitors each year. Union Pacific has long been a critical
transportation partner in the West, helping ensure that essential goods move safely and
reliably through Colorado.
The I-70 corridor is one of the most congested and challenging transportation routes in the
country, particularly through the Vail Pass and Eisenhower-Johnson Memorial Tunnel.
Heavy truck traffic contributes significantly to congestion, delays, and safety risks for
residents and visitors alike. Moving more freight by rail—rather than by truck—offers a
meaningful solution to these persistent challenges.
The proposed merger presents a significant opportunity to enhance the role of rail in
reducing pressure on I-70 and improving overall mobility and safety in the mountain
corridor. Key benefits include:
Reduced Highway Congestion: By enabling more efficient, long-haul freight movement
via rail, the merger will help take trucks off I-70, easing traffic congestion and improving
travel times for motorists.
ATTACHMENT C: Vail Valley Partnership Letter
Three-time National Chamber of the Year (2024, 2020, 2016)
Physical Address: 10 West Beaver Creek Blvd, Unit 221, Avon, CO 81620
Mailing Address: 56 Edwards Village Blvd, Ste 124, PMB #539, Edwards, CO 81632
VailValleyPartnership.com
Improved Safety: Fewer trucks navigating steep grades and adverse weather conditions
will reduce accident risks, making the corridor safer for all users.
Enhanced Mobility for Mountain Communities: Reduced congestion supports reliable
access for workforce commuting, tourism travel, and emergency services—critical to the
Vail Valley’s economy and quality of life.
Environmental Benefits: Shifting freight from trucks to rail reduces emissions and fuel
consumption, helping preserve the natural environment that is central to our region’s
identity and economic vitality.
Stronger Supply Chain Connectivity: A more integrated transcontinental rail network will
improve service reliability and expand market access for Colorado businesses,
strengthening economic resilience across the Western Slope.
This merger is not simply about rail consolidation—it is about modernizing our national
freight network in a way that directly benefits mountain communities like ours. By reducing
truck traffic on I-70 and enhancing the efficiency of goods movement, this proposal
supports safer roads, a stronger economy, and a more sustainable future for Colorado.
I respectfully urge the Surface Transportation Board to give full and favorable
consideration to this merger, recognizing its potential to deliver meaningful transportation,
safety, and economic benefits to the Vail Valley, Eagle County, and the broader mountain
corridor.
Sincerely,
Chris Romer
President/CEO
Vail Valley Partnership
ATTACHMENT C: Vail Valley Partnership Letter
970-748-4023 jskinner@avon.org
TO: Honorable Mayor Underwood and Town Council Members FROM: Jena Skinner, AICP, Planning Manager
RE: Findings of Fact and Record of Decision: 710 Nottingham
Employee Housing Mitigation Plan HMP26-001
DATE: September 18, 2026
STAFF REPORT OVERVIEW: On September 8, 2026, Town Council (“Council”) took action for the
evaluation of a unique Employee Housing Mitigation Plan (“EHMP”) proposed before the submittal of a
Major Development Plan (“MJR”) for the review of a commercial storage business located at 710
Nottingham Road. This Findings of Fact and Record of Decision is a follow up in memorializing that action.
The previous materials can be found online at this LINK.
The project proposes a 63,394 sq. ft. Mini Self-storage facility at 710 Nottingham, which is permitted under
the current Light Industrial Commercial (“IC”) zoning. Because the Employee Housing Mitigation provision
does not differentiate among commercial, industrial, or specialized uses, the applicants for this pending
project submitted a unique EHMP for Council consideration and approval prior to proceeding with the
required Development Plan application to evaluate the design of the permitted use.
PROCESS: Employee Housing Mitigation Plans typically accompany Development Plan applications and
are captured as part of that public (quasi-judicial) process along with a Development Agreement that
stipulates nuances and/or conditions. As this application is independent of that application, A Findings of
Fact and Record of Decision (“ROD”) is the appropriate mechanism for formalizing the action taken by
Council on September 8, 2026. Council voted 6-1 with a motion to approve the application with conditions.
These conditions are listed within Attachment A.
RECOMMENDED MOTION:
“I move to approve this Findings of Fact and Record of Decision for an Employee Housing Mitigation Plan for
a Mini-Storage use at 710 Nottingham Road as presented.
Thank you, Jena
ATTACHMENT: A – Findings of Fact and Record of Decision
Town Council Findings of Fact and Record of Decision: HMP26-001
710 Nottingham Rd Storage Employee Housing Mitigation Plan
TOWN COUNCIL
FINDINGS OF FACT AND RECORD OF DECISION
710 NOTTINGHAM EMPLOYEE HOUSING MITIGATION PLAN
DATE OF DECISION: September 8, 2026
APPLICATION: 710 Nottingham Rd Storage Employee Mitigation Plan | HMP26-001
APPLICANT: Goose Mountain Real Estate, LLC; Robert Dinkelspiel and
James Reivitis
The Avon Town Council (“Council”) conducted public hearings and reviewed the application
for an Employee Housing Mitigation Plan on September 8, 2026, and considered all public
comments and information provided at such public hearings. Based on consideration of public
comments, information provided and the applicable review criteria Council hereby APPROVES
WITH CONDITIONS the Employee Housing Mitigation Plan in accordance with the Avon
Municipal Code (“AMC”) §7.20.100 based on the Findings of Fact stated herein and hereby
ADOPTS THIS RECORD OF DECISION.
All Avon Staff reports and materials concerning the Application, any third party materials
received concerning the Application, all public comments, all statements made at the Public
Hearings, and all Avon Development Code and other regulations applicable to review of the
Application are collectively adopted as part of the official Record of Decision. This Record of
Decision is made in accordance with the Avon Development Code §7.16.010(F)(1).
CONDITIONS OF APPROVAL:
1.The Employee Housing Mitigation program will require a Deed Restriction Agreement to
memorialize this unique plan, ensuring compliance with AMC §7.20.100. This
agreement is to be executed in conjunction with the approval of a Development Plan for
the intended use of Mini-Storage, as presented.
2.An additional 100 square feet to be allocated for each unit for living space and/or storage.
THIS FINDINGS OF FACT AND RECORD OF DECISION IS HEREBY APPROVED:
September 22, 2026
BY: ATTEST:
____________________________ ___________________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
ATTACHMENT A
970-748-4058 ltapia@avon.org
TO: Honorable Mayor Underwood and Council members
FROM: Luis Tapia, Facilities Manager
RE: Notice of Award Fleet Building Roof Replacement
DATE: September 14, 2026
SUMMARY: Staff requests Council authorization to issue a Notice of Award to The Roofing Company for
the Fleet Maintenance Building roof replacement project.
BACKGROUND: In 2023, the Fleet Maintenance Building roof was evaluated by Turner Morris, who
determined that a full roof replacement was needed. At that time, a repair strategy was recommended to
extend the roof’s service life and defer replacement. Since then, both the Town’s Reserve Study and
subsequent roof evaluations have confirmed that the roof has reached the end of its useful life and is due
for replacement, with an estimated remaining service life of only 1.3 years as of 2024.
Replacing the roof this year will help prevent moisture intrusion and potential damage to the underlying roof
structure, avoiding more costly repairs in the future The project will provide a new roofing system with an
expected service life of approximately 20 years and includes a 20-year manufacturer warranty, ensuring
long-term protection and reliability for the facility.
BID PROCESS: The project was competitively solicited from several qualified roofing contractors, including
Turner Morris, The Roofing Company (“TRC”), AG roofing, and Garland, an Omnia Partners cooperative
purchasing vendor, submitted the highest proposal due to its comprehensive project management and
quality control services included as part of the scope.
Turner Morris provided a proposal that exceeded the available project budget. AG Roofing proposed the
installation of a thermoplastic polyolefin (“TPO”) roofing system, however, TPO is generally considered less
durable and has a shorter performance history than the ethylene propylene diene monomer (“EPDM”)
roofing system currently installed on the facility.
The Roofing Company’s proposal provides the best overall value by replacing the existing roof with an
upgraded cover board and EPDM system, delivering a durable long-term solution that aligns with the
facility’s operational needs and within budget.
Company Description Costs
AG Roofing TPO system – Less durable option $328,000
The Roofing Company EPDM – 90 MM $414,179.00
Turner Morris EPDM – 90 MM $467,080
Garland Garland Roof System $772,950
ANALYSIS: The existing roof utilizes a ballasted EPDM roofing system with river rock serving as ballast to
secure the membrane. Over time, degradation of the river rock, combined with pedestrian traffic and snow
loading, has resulted in roof membrane penetration and associated damage. To address these issues, it
was determined that the river rock ballast should be removed.
Page 2 of 2
As part of this approach, a structural evaluation was conducted by JVA Consulting Engineers to determine
the minimum dead load required for the roof assembly. JVA recommended maintaining a minimum
deadload of 1.2 per square foot (“PSF”). To satisfy this requirement, TRC recommended the installation of
5/8-inch DensDeck roof board as part of the new roofing assembly, exceeding the necessary dead load
while enhancing roof system durability and performance.
FINANCIAL CONSIDERATIONS: This project is approved in the Capital Improvement Program for
$460,000.
Total Project Costs:
Construction $ 410,000
Upgraded DenseDeck recommendation $ 5,000
Contingency (5%) $ 20,750
Total Project Costs: $ 435,750
Available CIP “Project” Budget $ 450,000
RECOMMENDATION: Staff requests Council authorization to award the construction of the Fleet
Maintenance Building Roof Replacement Project to The Roofing Company in the amount of $415,000 as
approved by the Town of Avon 2026 Capital Improvement Projects Fund.
PROPOSED MOTION: “I move to authorize the issuance of a Notice of Award for the construction of the
Fleet Maintenance Building Roof Replacement Project to The Roofing Company in the amount of
$415,000 as approved in the Town of Avon 2026 Capital Improvement Projects Fund."
Thank you, Luis
ATTACHMENT A: Proposal
ATTN: Luis Tapia Project name: Fleet Maintenance Building
(970) 471-9140 Address: 502 Swift Gulch Rd. – Avon, CO 81620
Email: ltapia@avon.org Proposal Date: 9/15/26
BID PROPOSAL
Section I - Membrane Roofing:
-Acquire permit from local authority, if required
-Set up necessary safety equipment per OSHA standards.
-Remove existing ballasted rock and parapet flashings and properly dispose of all debris. All ballast to
be removed and recycled.
-Existing EPDM membrane and taper roof system to remain. If any unforeseen issues or damage is
found with existing membrane roof system upon removal of ballast, TRC can remove and replace on
a time and material basis.
-Existing concrete pavers to be removed and recycled. – EPDM walkway pads will be installed at all
existing concrete paver locations to allow for appropriate roof traffic and access to mechanical units
as necessary.
-Manufacture and install 24ga factory painted steel flashings at drip edge, parapet, and counter
flashing locations.
-Install 5/8” Dens Deck Prime coverboard over existing tapered polyiso system and mechanically
fasten full system to roof deck. (This will ensure existing layers are appropriately attached to roof
deck that include the existing membrane, taper, and insulation)
-Install Carlisle 90 Mil EPDM over coverboard. Pricing includes wrap over roof edge, wrap up walls to
termination and wrap up and over parapet walls. (Fully Adhered)
-Pricing includes proper tie-in at all drain locations.
-Provide Carlisle 20-Year NDL roofing system warranty.
Cost $ 414,179.00
(initial to accept)
EXCLUSIONS: Unless Otherwise Specified
TRC expects ventilation to be calculated and appropriate for proper air flow and does not accept any
responsibility for ventilation, condensation, or damage caused thereof. Roof Insulation. Roof Tapered
Insulation. Snow Melt system. Metal Wall Panels. Metal System Warranty. Pedestals. Sleepers. Custom or
premium colors. Cost of Winter Conditions. Non roof related flashings. Vapor Barrier. Snow and ice removal.
Blocking, framing, or carpentry unless listed above. Snow retention unless listed above. Gutters,
downspouts, or heat cable unless listed above. Roof sheathing repair. Siding removal or replacement (by
others). Priming of roof deck for winter installation. Any work other than listed above.
Sidewall flashing work - When roof to wall flashings and underlayment work are not considered on re-roof projects,
then all associated existing conditions and performance at these locations remain the total responsibility of the
owner/client.
Continuation of work - All preceding matters pertinent to the continuation of TRC’s contract work must be completed
(or well enough in place) prior to TRC’s anticipated or scheduled work dates. Any out of sequence work or remobilization
due to this matter shall be subject to the appropriate Change Order charges.
ATTACHMENT A
P.O Box 29 • Granby, CO 80446
(970)887-0104 • FAX: (970) 887-0106 • www.theroofingco.com
(1.) If you have questions regarding the scope of work, please call before acceptance. (2.) Materials Pricing is good for 30 days.
(3.) Should there be, after signing of contract, a rise in the cost of any specified building material or materials, exclusive of any other
price changes, that would cause the total Agreement price to increase by more than ten (10) percent, TRC shall reserve the right for
additional compensation from Client. (4.) Force Majeure and Delay terms to be included for all projects. (5.) Specialty roofing material
availability may be limited, and alterations to the products listed in the scope of work may be necessary. (6.) Winter Conditions Clause:
Any work performed shall be subject to winter rates and winter work schedule. Snow removal rate is $85 per man-hour.
Water-Tight Guarantee
The Roofing Company will warrant all workmanship against leaks for a period of (2) years. Please note that steep roofing systems are
not designed to protect against standing water. Any condition causing standing water on the roof (i.e... ice damming) would void the
water-tight guarantee. This warranty is not offered on repairs, gutter or heat cable contracts.
By receipt of this proposal, proposal addressee acknowledges that The Roofing Company (TRC) has amassed significant time in
assembling and reviewing documents (drawings, pictures, etc.), coordinating information, applying methodologies, calculating
interpreted costs, and building the appropriate proposal to relate this disclosure. Client and TRC agree that this information as supplied
in the proposal contains confidential details and trade secrets owned by TRC and thus the client agrees to keep this information and
trade secrets confidential. Any disputes or damages recognized through non -compliance with this matter shall be governed by
Colorado law.
970.748.4004 eric@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council members FROM: Eric Heil, Town Manager
RE: Resolution 26-13 Authorizing DOLA Grant
DATE: September 18, 2026
SUMMARY: Resolution 26-13 is presented for Council consideration. The Department of Local Affairs
(“DOLA”) Local Capacity grant funding fall round is now open. Avon has received multiple planning grants
under this program, including three separate grants for regional housing planning work and the Sun Road
Conceptual Design grant. I am preparing grant applications to conduct conceptual design work for both 91
Beaver Creek Place and for CH1 at the Village (at Avon) (west side of Lettuce Patch Pre-School property).
The budget for conceptual design work is $150,000 for each of these projects, which is expected to include
an architectural design firm and various site studies (such as soils testing, surveying, etc.). The DOLA
Local Planning Capacity grants can provide up to 80% funding for a project and require a 20% local match,
so this can potential reduce the Town’s cost from $300,000 to $60,000 with $240,000 in total grant funding.
DOLA’s grant application process requires Council to approve a Resolution formally authorizing the Town
Manager to submit a grant application. The attached resolution is in the form proposed by DOLA.
MOTION: “I move to approve Resolution 26-13 Authorizing the Town Manager to Submit a Grant
Application to Department of Local Affairs.”
Thank you, Eric
ATTACHMENT A: Resolution 26-13
September 22, 2026
Page 1 of 1
RESOLUTION 26-13
AUTHORIZING THE TOWN MANAGE TO SUBMIT A
GRANT APPLICATION TO DEPARTMENT OF LOCAL AFFAIRS
WHEREAS, the Town of Avon, Colorado (“Avon”) is a home rule municipality organized under
the laws of the State of Colorado and possesses the powers, authority, and privileges to which it is
entitled under Colorado law; and
WHEREAS, the voters of Colorado approved Proposition 123 in 2022 creating the State
Affordable Housing Fund to make certain funds available to local governments as
defined by C.R.S. 29-32-104; and
WHEREAS, Avon is currently eligible for Proposition 123 funding; and
WHEREAS, Colorado’s Department of Local Affairs (“DOLA”) published the Notice
of Funding Availability (“NOFA”) for the Local Planning Capacity (“LPC”) grant
program for Fall 2026; and
WHEREAS, in order to submit a grant request, DOLA requires an “official action” to be
taken by the Avon Town Council (“Council”) as the governing body of the Town of
Avon demonstrating support of the proposed project.
NOW THEREFORE, BE IT RESOLVED BY THE AVON TOWN COUNCIL OF
THE TOWN OF AVON, COLORADO:
Section 1. Council supports the proposed project entitled “Community Housing
Conceptual Design Projects” for use of this grant funding and confirms acceptance of
the terms and conditions of DOLA’s Local Planning Capacity Grant Program.
Section 2. Council hereby authorizes the Town Manager or designee to submit the
proposed project to DOLA for approval, and to execute the grant agreements necessary
for the awarded grant.
Section 3. This Resolution shall be in full force and effect from and after its passage
and approval.
Section 4. If any portion or provision of this Resolution shall for any reason be held
to be invalid or unenforceable, the invalidity or unenforceability of such portion or
provision shall not affect any of the remaining provisions of this resolution, the intention
being that the same are severable.
ADOPTED September 22, 2026 by the AVON TOWN COUNCIL
By: Attest:___________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
ATTACHMENT A
970-748-4065 ddempsey@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Danita Dempsey, Chief Cultural Officer
RE: Freefall Bluegrass Festival Update
DATE: September 17, 2026
SUMMARY: This report provides an update to the Council on tickets sales for the “FreeFall Bluegrass
Festival”, a three-day ticketed music festival, to be held in Harry A. Nottingham Park and Avon Pavilion on
October 9, 10, and 11, 2026. Gates will be open between 2:00 and 9:00 p.m. on Friday, and 11:00 a.m. to
9:00 p.m. on Saturday and Sunday.
Tickets are available at www.freefallbluegrassfest.com.
During the Council meeting, festival producer Diane Moudy will present a ticket sales update reflecting
sales through 8:00 a.m. on September 22nd.
BACKGROUND: As of Thursday, September 17, 2026, ticket sales are:
• 760 Three-Day General Admission (“GA”)
• 42 Two-Day GA
• 166 Single Day GA
• 132 Three-Day VIP
• 22 Two-Day VIP
• 14 Single-Day VIP
Thank you, Danita
970-748-4013 idejong@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council Members FROM: Ineke de Jong, Chief Administrative Officer
RE: Presentation: Eagle County Aging Well Roadmap
DATE: September 15, 2026
SUMMARY: Eagle County adopted the Aging Well Roadmap Strategic Plan in February 2026. Eagle County
Public Health and Environment staff are presenting the roadmap to municipal councils throughout the county
to provide an overview of its priorities, identify opportunities for municipal involvement, and gather input from
community leaders.
The roadmap may help inform how the Town supports older adults through its programs, services, facilities,
transportation, communications, and community partnerships. Carly Rietmann, Healthy Aging Manager for
Eagle County Public Health and Environment, and Pat Nolan, Healthy Aging Program Coordinator, will
attend Tuesday’s meeting to present the roadmap and answer Council questions.
REQUESTED ACTION: No formal action is requested. Council is invited to receive the presentation, ask
questions, and provide feedback regarding potential opportunities for Town involvement.
Thank you, Ineke
ATTACHMENT A: Presentation: Eagle County Aging Well Roadmap
EAGLE COUNTY
AGING WELL
ROADMAP Update
Carly Rietmann, MPH | Eagle County Healthy Aging
Avon Town Council Meeting | Sept. 22, 2026
ATTACHMENT A
EAGLE COUNTY
DEMOGRAPHICS
Total Population:55,374 (2023)
Older Adult Population (60+):19%(up
125%since 2010)
Residency Patterns:
•70%full-time residents
•30%part-time/seasonal
•41%have lived in the county 20+years
https://data.census.gov/profile/Eagle_County & 2023 Eagle County CASOA Survey
% increase between 2015-2025:
60-69: 16% Increase
70-79: 116% Increase
80-89: 195% Increase
90+: 196% Increase
EAGLE COUNTY
DEMOGRAPHICS
Source: https://censusreporter.org/profiles/05000US08037-eagle-county-co/
Source: https://demography.dola.colorado.gov/
Community
Engagement -2025
Focus Groups
●3 sessions (June 24–26): Dementia caregiver group; Spanish-speakers in Minturn; El Jebel Senior
Center.
Community Conversations
●2 public sessions: July 29 (Edwards, 59 attendees) and August 7 (El Jebel, 23 attendees; held with
Pitkin County).
Surveys
●91 Spanish-speaking respondents; administered in person by the Public Health Campeones del
Sistema.
Stakeholder Interviews
●26 one-on-one interviews with Aging Well Roadmap Advisory Committee members.
PRIORITY AREAS
Priority Area:
Healthcare
Many older adults in Eagle County face barriers to getting the healthcare they need, accessing
support as caregivers, and navigating systems of care.
Opportunities include:
●Expand in-home support services.
●Expand caregiver support services.
●Collaborate with Vail Health and others on wellness expos and Medicare navigation.
●Work with Colorado Mountain College to help local people train for healthcare jobs and stay to work in our county.
●Create one easy-to-use place online and in-person where older adults and caregivers can find help in English or
Spanish.
Partners
●Eagle County Paramedic Services
●Vail Health, Valley View, Eagle Valley Family Practice
●Eagle County Healthy Aging
●Caregiver Connections (alignment with respite, case management)
●Community volunteers
Priority Area:
Housing
Housing is a pressing concern for older adults including a lack of affordable or accessible options.
Opportunities include:
●Start a home-sharing program where older adults can rent a room to someone to earn extra money, get help at
home, or have company.
●Update county rules to encourage building more housing that is safe, affordable, and easy for older adults to live in.
●Make more help available for older adults to fix or update their homes so they can safely stay in their homes as they
age.
●Update workforce housing rules so more older adults qualify for housing especially those who’ve lived here a long
time or volunteer in the community.
●Explore property tax deferral programs for older adults.
Partners
●Sunshine Home Share Colorado
●Eagle County Housing & Development Authority (interest in home share/roommate programs)
●Town of Basalt (zoning, deed restrictions, tax deferral)
●Philanthropy, zoning/planning departments
●Other community organizations
Priority Area:
Transportation
Transportation can be a daily challenge for those who no longer drive or those who live in more rural locations.
Opportunities include:
●Improve transportation for older adults across the county so it’s easier to get to medical appointments and other
important places.
●Work with local and regional partners to add more volunteer drivers and carpool options for older adults.
●Work with Core Transit to solve first and last mile solutions
Partners
●NWCCOG / RTCC (regional transit coordination, grant applications)
●Vail Health (mobility & community carpools)
●Core Transit, RFTA, Town of Basalt (paratransit, on-demand services)
●Other non profit organizations
Priority Area:
Social Connection
People want more opportunities to connect, socially, culturally, and across ages.
Opportunities include:
●Expand Eagle County Healthy Aging meal programs (e.g., add 3rd meal days in El Jebel, Minturn and Eagle).
●Work with towns, libraries, churches, and other local groups to create more places —in-person and online —where
older adults can connect, join programs, and feel part of the community.
●Offer more programs in the evenings and on weekends so older adults who work or care for others can attend.
●Explore opportunities for meaningful intergenerational connections.
Partners
●Eagle County Healthy Aging
●Local kitchens, Healthy Aging team
●Pitkin County Senior Services (monthly lunches/programs in Basalt)
●Mountain Recreation (fitness, dance, enrichment programs)
●Libraries, schools, and faith communities
●Vail Health (Healthy Aging Centers, cultural competency trainings
●Campeones del Sistema / MIRA (Spanish-speaking outreach)
●4 Eagle Senior Care
Implementation
Spring 2026 & Beyond
We are currently working through a variety of action items within each Priority Area. Some examples include:
Housing:
●Creating a Handyman/Repair Aging in Place Program
●Working with Eagle County Housing Dept. to create a Seniors First Program, modeled after their existing Locals First
Program
●Exploring possibilities around creation of a vetted, organized home sharing program
Memory Care Caregiver Support:
●Addition of a 3rd caregiver support meeting per month
●Respite
●Raising Awareness
Transportation:
●Creating more robust volunteer driver programs (ERV, RFV)
●Participating in the Core Transit first and last mile working group
●Continued partnerships with Core Transit and Roaring Fork Transportation Authority (RFTA)
THANK YOU!
EMAIL ADDRESS
carly.rietmann@eaglecounty.us
WEBSITE
http://www.eaglecounty.us/departments___services/public_
health/aging_well_roadmap.php
Aging Dynamics
Rachel Cohen
https://www.aging-dynamics.com/
AGING WELL
ROADMAP
2026-2030
TA
B
L
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O
F
C
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N
T
E
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T
S
Letter of Support
Executive Summary
Demographics
Partnership Guided Our Process
Strategic Focus Areas and
Action Steps
1
2
6
10
12
1
2 6
10
Moving Forward: From Vision to
Action
27
Appendix: Complete Actions
Matrix
29
12
27 29
Dear Community Members,
For over a decade, Eagle County has been a leader in redefining what it means to grow
older in a mountain community. Now, as we unveil the 2026-2030 Aging Well
Roadmap, we reaffirm our commitment to a simple but profound goal: ensuring that
every resident can grow up and grow older in Eagle County with dignity, purpose, and
independence.
Our community is changing. Between 2010 and 2035, the population of residents aged
65 and older is projected to nearly triple, representing over 15% of our neighbors.
While our life expectancy of 89.4 years is among the highest in the nation, longevity
alone is not the goal—thriving is.
This Roadmap is a community-owned strategy built on the lived experiences of
hundreds of residents. From the Eagle River Valley to the Roaring Fork Valley, we
heard a consistent message: Eagle County is a place we love, but it is becoming
increasingly difficult to navigate as we age.
The 2026 Roadmap targets four interconnected pillars that are essential to a "livable
community" for all:
Health and Well-being
Housing Stability
Accessible Transportation
Social Connection
The work ahead requires shared leadership. No single government, department,
district or organization can solve the challenges of rural mountain aging alone.
However, by aligning our resources and grounding our actions in equity and
accountability, we ensure that everyone thrives.
We invite you to join us in turning this Roadmap into reality. Together, we are building
a community for all ages.
Sincerely,
Carly Rietmann, Eagle County Healthy Aging Manager
Jeff Shroll, Eagle County Manager
Tom Boyd, Chairman, Eagle County Board of County Commissioners
1
Eagle County residents are living longer than almost anywhere else in the country,
with a life expectancy of 89.4 years. At the same time, the population of older adults is
growing rapidly. Between 2010 and 2020, the number of residents age 60 and older
increased by 125%, and today nearly one-third of Eagle County residents are age 50 or
older. These demographic shifts are reshaping community needs and highlighting the
importance of planning for how residents can age well—now and in the future.
The Aging Well Roadmap was developed in response to this moment through
extensive community engagement, including interviews, focus groups, community
conversations, and surveys. Older adults, caregivers, service providers, and
community partners shared their experiences navigating daily life in Eagle County.
While many expressed deep appreciation for the community, they also described
growing challenges related to affordability, access to care, transportation, housing,
and social isolation.
Across engagement efforts, community members consistently emphasized that aging
well is not defined by healthcare alone. It is shaped by whether people can remain
safely housed, access care and support, get where they need to go, and stay
connected to others. Barriers in one area often create strain in others, underscoring
the need for coordinated, community-driven solutions.
EXECUTIVE
SUMMARY
“I love living here, but as I get older, it feels like everything gets harder to manage.”
2
In response, the Aging Well Roadmap identifies four interconnected strategic priority
areas:
HEALTH &
WELL-BEING
Focuses on improving access to physical and mental health, and in-
home supports so older adults and caregivers can stay healthy, age in
place, and navigate care with dignity. This includes strengthening
coordination among providers, expanding non-medical and preventive
supports, and better supporting caregivers.
HOUSING
Addresses the growing challenges of affordability, safety, and
suitability. Community members shared concerns about being able to
remain in their homes, downsize locally, or access age-friendly options.
The Roadmap emphasizes a mix of approaches, including adapting
existing housing, supporting home modifications and repairs, exploring
creative models such as home sharing, and identifying policy and
partnership opportunities that support age-friendly housing over time.
TRANSPORTATION
Recognizes mobility as essential to independence and access. Older
adults described difficulty driving as they age, limited transit options in
rural areas, and challenges getting to medical appointments, services,
and social activities. Action steps focus on improving coordination,
expanding accessible transportation options, and strengthening
connections between transportation, health, and community services.
SOCIAL
CONNECTION
Responds to widespread experiences of loneliness and isolation shared
across engagement efforts. Older adults, caregivers, LGBTQ+ residents,
and Spanish-speaking community members emphasized the
importance of belonging, welcoming spaces, and opportunities for
everyday connection. This priority focuses on strengthening existing
programs, expanding informal and low-cost opportunities, improving
access to information, and fostering inclusive, community-based
connections.
3
“I don’t just want something to do. I want to feel like I belong somewhere.”
Together, these priorities reflect a shared understanding that aging well requires strong systems,
supportive environments, and meaningful connection. The Roadmap builds on existing strengths
and partnerships while identifying gaps where new collaboration or investment is needed.
While the planning process laid an important foundation, implementation is where real change
happens. This is a community-owned plan, with shared leadership across organizations,
municipalities, service providers, and residents. Eagle County will continue to play a convening
and supporting role, while different partners lead specific actions based on their expertise and
capacity. The Roadmap anticipates the creation of a Steering Committee and working groups to
guide implementation, coordinate efforts, and adapt strategies over time.
Our 2026 Roadmap is not just a policy document; it is a commitment to the future needs of our
neighbors. Our goal is simple: to make Eagle County a place where you can grow up and grow old
with dignity. By creating a livable community for all ages, we ensure that every resident can call
this county "home" throughout their entire life.
Background
For over ten years, Eagle County has led the way in honoring and supporting our older
community members. Since launching the Aging Well Initiative in 2013, and building on the success
of our 2017 and 2021 editions, we have worked to shift the narrative of “aging as a burden” to
“aging as an asset.”
4
Community Wins: A Foundation of Support
Each success story over the years is more than just progress; they are lifelines built by partners
and community members. Because of this collective work, we now have:
Volunteers in Action: More neighbors than ever are volunteering to help older adults age
safely in their homes.
Support for Families: New respite programs are providing critical relief to families managing
memory loss.
Expanded Access: We have established full-time support at the El Jebel Healthy Aging Site.
Connection & Education: Our yearly Aging Expos and popular speaker series are connecting
residents across our valleys.
Healthcare Partnerships: We have deepened collaboration with local providers to help
ensure our healthcare systems are adapting to meet the needs of older adults.
Aging with Grace: The narrative has changed about what it looks like to age with dignity and
purpose in Eagle County.
Our Healthy Aging program supports community
members who have reached the age of 60 and older.
However, we recognize that calendar age is often a
poor indicator of an individual's actual health,
cognitive capacity, or daily needs. There is
significant variation in quality of life within every age
group, meaning two people of the same age may
have very different physical abilities and health
trajectories. For our Roadmap strategies, we focus
on ‘functional age’, a measure of an older adult's
ability to perform daily roles and maintain their
independence. This enables us to better design the
specific services and support systems needed to
promote healthy aging for everyone in our
community.
A Quick Note on Aging Definitions
5
DEMOGRAPHICS
Our Changing Community
Rapid Growth Among Older Adults
According to the 2020 Census, Eagle County had 55,731 residents, but more recent population
estimates from July of 2024 reflect a decrease of 2.5% (54,330), while we are seeing accelerated
growth among residents aged 65 years and older. Growth among this age group demonstrates an
increased demand for services to help people remain active, connected and supported as they age.
To plan effectively, we must understand who we are serving. The data tells a clear story: Eagle
County is becoming older and more diverse. These shifts will significantly influence housing,
healthcare, transportation, and community design over the next decade and provide context for
the actions we outlined in this plan.
6
Depending on the source of the data, different age ranges are available, e.g. 60+ vs. 65+. We have used consistentage ranges where possible to ensure accurate comparisons.
35%19%
28%
As of 2025
of our residents are 50 or
older
of our residents are 60 or older
28% of people 65 or older
report living alone
By 2035
Residents aged 65+ will represent more than 15%
of the county’s population
+9.2%
up from 5.8% in 2010
7
(Community Assessment Survey for
Older Adults, 2023)
Source: Colorado State Demography Office
Our older adult population is becoming more racially and culturally diverse, a community strength
that reinforces the importance for bilingual and bicultural programming.
Among adults ages 50 and over, 16 percent identify as Hispanic or Latino, and nearly 9 percent
identify as two or more races.
7.4% of people 65 and older speak Spanish at home with pockets rising above 8% (Gypsum)
(Colorado Multi-sector Plan on Aging Data Dashboard).
Multigenerational households (3% of all households) are largely Hispanic or Latino (57.5%),
requiring housing and care policies that support these resilient families. (Census.gov)
As nearly 20% of our older neighbors manage sensory and mobility changes (Colorado Multi-sector
Plan on Aging Data Dashboard), our physical spaces from sidewalks to healthcare to websites need to
become more accessible.
12.7% report difficulty hearing and 7.6% report difficulty walking or climbing stairs.
31% of people 65 and older report increased confusion or memory loss.
27.1% of people 60 and older are managing four or more chronic conditions.
5.6% of people 65 and older lack an internet connection.
However, geographic differences exist, with slightly higher rates of health/mobility disabilities
identified in the census tracts in the Roaring Fork Valley and western parts of the county.
Cultural Strength: Diversity & Multigenerational Living
Accessible Community: Health, Mobility, and Information
8
30%
While 91% of our residents 65 and older own their homes, many are considered “house rich but
cash poor.”
Economic Reality: Housing Stability & Fixed Incomes
9
39.5% of older homeowners and 41.6% of older renters spend more than
30% of their income on housing (National Housing Preservation Database)
Many of these homes may not meet accessibility needs, suggesting a growing need for home
modification programs and age-friendly housing design.
Financial strain increases the risk of displacement while reducing affordability for healthcare,
foods or other local goods.
PARTNERSHIP GUIDED
OUR PROCESS
This Roadmap was guided by a collaborative, iterative process that emphasized
partnership, accessibility and action. It was not simply created for the community
but with the community. Our process was guided by the core belief - lived
experience is a form of expertise. To build a Roadmap that truly works, we
prioritized listening to the people closest to the challenges.
Guided by partnership between the Planning Team and two regional Advisory Committees (one
serving the Eagle River Valley and one serving the Roaring Fork Valley) shaped both the process and
final Roadmap. These leaders, representing healthcare, housing, transportation, caregiving, social
connection, and community organizations, did not just review the data; they were active
participants in the collection of stories to ensure the Roadmap is actionable, accurate and
supported by organizations across the county.
EAGLE RIVER VALLEY
Eagle County Paramedics
Vail Health
4 Eagle Senior Care
Core Transit
Eagle County Dept. of Human Svcs.
Vintage
Eagle County Housing Department
Mountain Recreation
Eagle Valley Community Foundation/MIRA
Veteran’s Services
Caregiver Connections
Castle Peak Senior Life and Rehabilitation
Eagle Valley Library District
ROARING FORK VALLEY
Northwest Colorado Council of Governments
Basalt Library
Roaring Fork Neurology
Roaring Fork Fire & Rescue
Mid-Valley Family Practice
Town of Basalt
Valley Meals and More
Pitkin County Senior Services
Eagle County Healthy Aging
10
PLANNING TEAM
Carly Rietmann
Heath Harmon
Becky Larson
Jeff Corn
Kelley Collier
Abby Dallman
PROJECT MANAGEMENT TEAM
Board of County
Commissioners
County Manager's
Office
EXECUTIVE SPONSORS
Rachel B. Cohen,
Founder and CEO
Alexa Ambrose,
Associate Consultant
CONSULTANTS: AGING
DYNAMICS TEAM
Focus Groups: Three targeted sessions with dementia caregivers, Spanish-speaking older
adults in Minturn, and older community members in El Jebel where topics such as
transportation challenges, the need for affordable housing options, caregiver support, and
culturally responsive programming were highlighted.
Stakeholder Interviews: We conducted 26 in-depth interviews with leaders from county
departments, healthcare systems, and nonprofits to identify system-level gaps like workforce
shortages and geographic inequities.
Throughout the process, the team prioritized transparency and inclusion, using clear and
accessible communication, bilingual materials, and diverse channels to reach older adults across
cultures, incomes, and geographies. By synthesizing these stories and personal experiences with
system-level data, we have created a Roadmap that reflects the diverse realities of aging in Eagle
County.
11
Honoring the voices of our community members was at the heart of the engagement process,
meeting people where they are, prioritizing those whose voices are often underrepresented in
planning efforts. Throughout 2025, we gathered data and stories through:
Culturally Responsive Surveys: In partnership with Eagle County Public Health &
Environment’s Campeones del Sistema program, we engaged 91 Spanish-speaking residents.
An approach relying on trusted community members, we were able to access information
from families about isolation, caregiving, and transportation barriers.
Community Conversations: We hosted 82 residents at gatherings held in Edwards and El
Jebel (the latter in partnership with Pitkin County) to hear about both the assets and the
barriers to aging well in Eagle County.
STRATEGIC FOCUS
AREAS AND ACTION
STEPS
Based on our data and community conversations, we have identified four priority
focus areas to foster improved aging in place. While we discuss them as distinct
pillars, they are deeply interconnected - success in one area will lead to success in the
others.
In our daily lives, these issues do not exist in silos - housing is health; transportation is social
connection. For example, a simple home modification, like installing a ramp, is more than a safety
improvement. It allows a resident to leave their home, attend a community event (social
connection) or visit their doctor (health and well-being). Because of this, our action steps are
designed intentionally to have a ripple effect, helping to establish multiple improvements
simultaneously.
HEALTH &
WELL-BEING HOUSING TRANSPORTATION SOCIAL
CONNECTION
Aging Well Priority Focus Areas:
Action steps alone are not enough. To ensure this Roadmap translates into real-world change,
every strategy is grounded in three foundational commitments:
Shared Leadership & Accountability: We are moving beyond general ideas to specific
oversight. Strong administration will ensure coordination among partners, while transparent
tracking will allow the public and policymakers to measure our collective progress.
12
Equity & Language Access: We are making an explicit commitment to design programs and
resources in Spanish at the onset, rather than an afterthought. This includes training staff and
partners to ensure our systems are inclusive, welcoming, and culturally responsive to all
families.
Creative & Sustained Collaboration: Complex challenges require resources that no single
organization can provide alone. We will prioritize collaborative approaches to services and
funding, leveraging the collective strength of our county’s nonprofits, government, and
healthcare systems.
In the following sections, we explore each priority area in depth, detailing what we heard from the
community, why it matters, and the specific steps that can yield the desired impact. The following
sections include an overview of each priority area and a sampling of the actions for the near-, mid-,
and longer term time frames. See the Appendix for a comprehensive list of actions, outcomes and
possible collaborators.
13
FOCUS
HEALTH AND
WELL-BEING
Eagle County is a place where people can
live long lives. Our life expectancy of 89.4
years is one of the highest in the nation
(County Health Rankings). However, living
longer does not automatically mean living
healthier or thriving.
With our population of residents aged
60 and older growing by 125% since
2010, we face a critical challenge: closing the gap between the quality of care available and
residents’ ability to access it. Whether the barrier is cost, long wait times, provider shortages,
or transportation, the message we received was consistent across all conversations:
“The care here is good, but actually getting in
to see someone is the hard part.”
Across all engagement methods, older adults shared similar experiences. While many
expressed appreciation for local providers, structural barriers prevent many from getting the
care they need, when they need it. In short, access is not the same for everyone. Numerous
barriers exist:
Wait Times: Residents report long wait times for primary care and specialists
exacerbated by local and regional provider shortages.
The Cost of Distance: When specialty or rehabilitation care requires travel to Denver or
Grand Junction, the cost is not just the medical bill, but the added travel expenses (e.g.
gas or transportation, hotel, and personal time).
Financial Strain: 61% of older adults report struggling to meet daily expenses, and
healthcare costs were frequently cited as a reason people delay or avoid care.
“Going to the doctor is so expensive.
Sometimes I just wait and hope it gets better.”
The Reality - We Have an Access Gap
14
The Equity Gap
Access to care is not experienced equally. For our Hispanic and Latino neighbors (30.5% of the total
population in Eagle County), the lack of bilingual and bicultural providers adds a layer of fear or
confusion to an already complex healthcare system. Interviewees noted that resources are often
developed in English and then translated, rather than being developed in Spanish from the start.
While meaning well, this approach misses the nuance of culture and language, leaving many to feel
disconnected from their own health decisions.
Aging in Place & Caregiver Crisis
Most older adults want to stay in their homes,
but aging in place requires support. It isn’t
always a medical crisis that forces people to
move; often, it's the inability to manage basic
housekeeping, home maintenance or snow
shoveling. The lack of in-home care both
medical (such as home health) and non-
medical (help with daily tasks) remains a
critical gap.
Community members shared that when
someone is recovering from illness or
managing chronic conditions, there are few
options available to support care at home.
This impacts not only the patient but places
significant strain on caregivers. Family
caregivers are the backbone of our system,
yet they report feeling exhausted and unsure
where to turn for respite. While partners like
Caregiver Connections and Healthy Aging (a
program of Eagle County Public Health &
Environment) offer workshops and support
groups, the need is outpacing current
capacity.
System Alignment
Our findings are reinforced by the 2025 Vail
Health Community Health Needs Assessment,
which identified similar gaps in the continuum
of care including skilled nursing, long term care,
end of life and palliative care, home health care,
and aging in place services.
While Castle Peak Senior Life and Rehabilitation
remains a central element of this continuum,
we recognize the need for additional resources
to maintain this key piece of community
infrastructure. An operational assessment of
Castle Peak is currently underway; therefore,
specific action steps regarding this facility will
be integrated into future updates of this
Roadmap.
“Shoveling gets harder every year. I want to
stay in my home, but I don’t know how long I
can manage.”
“Caregivers are doing so much behind the
scenes, but they’re exhausted and often
invisible.”15
We are not starting from scratch. We are building on a foundation of strong partnerships:
Age-Friendly Health: Vail Health is pursuing certification as an Age-Friendly Health
System and deploying the MIRA Bus to bring care directly into neighborhoods.
Mobile Services: A home health pilot was launched in 2025 by Eagle County Paramedic
Services with partnership and funding support from Vail Health and Eagle County Public
Health & Environment. In 2026, services are expected to be expanded - a game-changer
for rural residents.
The Hidden Struggle: Mental Health
Isolation, mental and emotional health also emerged as a top concern. Older adults spoke openly
about the “invisibility” of aging - the loneliness that follows retirement, the loss of a partner or
changes to one’s mobility.
9.4% of residents 65 and older have been diagnosed with a depressive disorder.
Access to mental health service has improved, but significant gaps in substance abuse
treatment and ongoing behavioral health support for older adults remain.
“I feel invisible. Being alone can be really hard, and no one checks in.”
16
Building on Strength: Current Momentum
Our goal is to build a coordinated, community-driven system where every older adult can navigate
care with confidence. The action steps in this Roadmap focus on:
Strengthening and expanding existing efforts: expanding mobile in-home health services.
Improving coordination: across healthcare, behavioral health, and community-based
supports.
Building workforce capacity: including exploring partnerships with Colorado Mountain College
to strengthen the geriatric healthcare pipeline.
Reducing barriers to access: particularly for more rural residents, caregivers, and Spanish-
speaking older adults.
What We Are Working Toward
MID TERM
Support high-need older
adults through wraparound
care models (e.g. Program
for All-Inclusive Care for the
Elderly)
Strengthen long-term
caregiver financial supports
Reduce transportation
barriers to specialty
healthcare
$ To Be Determined
Significant Uncertainty
NEAR TERM FAR TERM
Expand in-home support for
aging safely at home and
primary care access.
Collaborate with CMC and
Explore options to build the
geriatric healthcare workforce
pipeline
Train new caregiver support
facilitators and offer support
in English & Spanish
Improve access of health
services directly to Spanish-
speaking residents
$375,000
per Year
Expand access to home
health and primary care for
older adults
Increase community
education on topics covering
Medicare, wellness,
behavioral health, and
navigating care
Grow peer caregiver support
networks (in-person & virtual)
Improve language access and
cultural relevance of health
information
$200,000
per Year
17
FOCUS
HOUSING
Housing is more than just a roof over
our heads; it is a foundation for health,
community connection and personal
dignity. As our population ages, the
safety, affordability, and suitability of
our homes determine whether
residents can remain independent and
connected to the neighborhoods they
helped build. In addition, this was one
of the most frequently raised concerns across all engagement efforts.
“I’ve lived here my whole life, but I don’t know
how I can afford to stay.”
Housing challenges are not just about shelter; they directly impact health, stress, and safety.
When housing is unstable or physically unsafe, it becomes nearly impossible to stay socially
connected or manage health conditions. Residents across our valleys described feeling
“stuck” - caught between rising costs and a lack of options.
“Everything goes up, but my income doesn’t.”
The Financial Vise: Affordability
Affordability emerged as the strongest theme. Many older adults, especially those on fixed
incomes, face a difficult trade-off: housing costs are limiting their ability to afford all other
necessities - healthcare, healthy food, and transportation. This pressure is compounded by
rising property taxes, home insurance premiums, and maintenance costs.
18
The Reality: The Housing Squeeze
The Safety Gap: Suitability
Many homes in Eagle County were not built
with an aging in place lens. Stairs, narrow
doorways, and inaccessible bathrooms turn
daily routines into safety hazards. Residents
expressed a strong desire to age in place but
feel overwhelmed by the physical and
financial scale of necessary renovations.
While the challenges are significant, our community is ready to innovate. Throughout our
engagement process, residents didn’t just share the problems; they offered creative,
flexible solutions that move beyond a “one-size fits all” approach.
Creative Models: Residents championed ideas like piloting a Home Share program,
which pairs older homeowners who have extra space (and a need to help with snow
removal and other housekeeping chores) with younger individuals seeking affordable
housing.
Age-Friendly Development: There is strong support for developing dedicated 55+
communities or a continuing care model that includes independent living, assisted
living, and nursing care.
Policy Shifts: Community members identified the need to expand eligibility for
workforce housing and adjust regulations to encourage wider eligibility to include older
adults.
Financial Accessibility: Increasing the number of affordable housing units.
The Inventory Shortage: Nowhere to Go
For those willing to move, there are few viable
options. Residents described looking for
opportunities to downsize to single-level or
smaller homes, only to find that affordable,
accessible alternatives simply do not exist in
their communities.
“I want to stay in my house, but it wasn’t built
for aging and fixing it feels out of reach.”
“There’s nowhere to downsize that’s affordable,
accessible, and still feels like home.”
19
Building on Strengths: Community-Led Solutions
We recognize that building new affordable housing is a long-term strategy that requires
significant funding and time. Therefore, this Roadmap balances long-term development with
immediate creative actions to help people now. Our actions focus on:
Expanding Access for Repairs: Connecting residents with trusted skilled professionals for
home repairs and safety modifications to enhance aging in place.
Piloting Innovation: Launching a Home Share pilot to maximize existing housing stock
while fostering intergenerational connection.
Policy & Navigation: Exploring regulatory changes that encourage or enable more age-
friendly development and improving navigation support so older adults and caregivers can
easily find the housing resources that already exist.
What We Are Working Toward
Create a Senior Home Repair
Program that matches
homeowners, especially
seniors, with licensed trades.
Launch a Seniors First
program similar to Locals
First.
Expand affordable housing
options through home-share
partnerships
Strengthen Aging in Place
supports for home stability
Improve access to property
tax relief for older home
owners
$ 2,722,000 - 2,767,000
per Year
Update workforce housing
policies’ eligibility options to
better support aging in place
Streamline referrals to
connect older adults with
available housing
Expand Seniors First (Phase 2)
to include purchase, deed
restriction, and resale
Support adaptive reuse of
non-residential properties for
housing and community space
$2,700,000
per Year
Explore development of a
senior/55+ rental
community with a full
continuum of care
Establish long-term funding
and affordability
mechanisms (local levy,
community land trust)
Launch housing land
banking to acquire and
prepare sites for
development
$24M - $55M
+ $3,099,000/year
NEAR TERM MID TERM FAR TERM
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FOCUS
TRANSPORTATION
Transportation is the lifeline that
connects us to our health, our friends,
and our community. Yet, for many
older adults in Eagle County, getting
around is becoming the primary
barrier to independence.
As our population ages, the question
"How will I get there?" is becoming
harder to answer. Whether it is a doctor's appointment in Denver or a social gathering in
town, transportation barriers are increasingly limiting access to essential services and
deepening social isolation.
“If you can’t drive, you’re stuck—and
everything else becomes harder.”
For many, the transition away from driving is a significant emotional and practical loss. Older
adults consistently shared that they no longer feel safe driving long distances, at night, or in
winter conditions. But without a robust alternative, the decision to stop driving often means
a loss of freedom.
“I hate having to ask for rides, but I don’t have
another option.”
The Burden on Relationships
Without reliable public options, many residents rely on friends, family, or caregivers for rides
for errands or healthcare. While networks are loving, asking for rides can feel burdensome
and stressful on the relationships.
21
The Reality: When You Can’t Drive, You’re Stuck
Systemic Gaps
Even for those willing to use public transit, the
current system has significant limitations:
First & Last Mile: Getting to a bus stop
can be physically impossible for those with
mobility challenges, especially in winter.
Rural Geography: In many parts of our
county, transit simply does not exist.
Complexity: Navigating schedules, transfers,
and eligibility requirements feels confusing
and inconsistent.
We are building on a legacy of community support. Volunteer driver programs and existing
transit services provide a critical foundation. However, as the demand grows, we must
move from a patchwork of solutions to a coordinated network that serves the entire county
—from the rural edges to the town centers.
The Ripple Effect: Health & Isolation
Transportation is not just a logistics issue; it is a
health issue. Residents described missing
medical appointments or delaying therapy
simply because they couldn't find a ride.
Beyond physical health, the lack of mobility
shrinks one’s world, accelerating isolation and
loneliness.
“Once you stop driving, your world gets a lot smaller.”
22
Building on Strength: Current Momentum
The Roadmap focuses on a coordinated approach to keep Eagle County moving. Our strategies
include:
Improving Coordination: Breaking down silos between transportation providers to create a
seamless experience for the rider.
Expanding Options: Increasing access to age-friendly, accessible transportation, including
volunteer and peer-based programs that can fill the gaps public transit cannot reach.
Simplifying Access: Improving signage, communication, and "ease of use" so that
navigating the system is intuitive for everyone.
Connecting Systems: Aligning transportation planning with housing and health services,
ensuring that new developments and clinics are accessible to those who do not drive.
What We Are Working Toward
Develop resources and
capacity to offer wheelchair
access for medical transport.
Support community carpools
and on-demand rides for
medical and daily needs.
Increase the availability of
Eagle and Minturn Healthy
Aging Site shuttle services.
Explore how microtransit
can support participation in
expanded programming
schedule
$208,000
per Year
Improve coordination of
on-demand and
paratransit services with
older adults
Pilot shuttle “circulator” for
medical and daily trips.
Co-design an age-friendly
way-finding system
(signage, maps, mobile
tools)
$ To Be Determined
Expand toward a
countywide senior
transportation system
$ To Be Determined
NEAR TERM MID TERM FAR TERM
23
FOCUS
SOCIAL
CONNECTION
Social connection is not a luxury; it is a
biological necessity for health and
resilience. Yet, loneliness emerged as
one of the most emotionally powerful
themes in our engagement process.
Highlighted as the “hidden struggle” in
the Health and Well-being section,
older adults spoke openly about
feeling
invisible - particularly after the loss of a partner, changes in health, reduced mobility, or the
transition to retirement.
“It feels like everything is built for visitors, not
for people who live here year-round.”
Community members repeatedly shared that Eagle County can feel fragmented. Without daily
interactions of a workplace or school, the opportunities for connection shrink. Add in the
context of our county’s geography and seasonal challenges (driving in winter), and the need
to promote social connections is not only important for older adults, it is also necessary for
all age groups and identities within Eagle County.
“I feel invisible. If I didn’t reach out first, no one
would notice I was gone.”
The Eagle County Public Health Improvement Plan reinforces these stories, with significant
portions of residents - especially LGBTQ+ and Hispanic community members - reporting
feelings of loneliness. This isolation is frequently linked to depression, anxiety, and a
declining motivation to stay active or seek help.
24
The Reality: Not Belonging
Barriers to Participation
Even when events exist, structural barriers
may prevent more older adults from showing
up:
The Information Gap: Residents struggle
to find out what is happening and where.
Logistics: Transportation remains a major
hurdle, as does the timing of events (often
difficult for those who still work or cannot
drive at night).
Inclusivity: There is a lack of truly
welcoming spaces, particularly for LGBTQ+
residents, Spanish speakers, caregivers,
and people with disabilities.
While barriers are real, the desire for connection is strong. Older residents expressed a readiness
to look out for one another. There is significant community energy and interest behind creating
intergenerational spaces and “neighbor-to-neighbor” networks where residents can check in on
those living alone. This grassroots willingness is our greatest asset in combating isolation.
Connection vs Activity
Community members were clear: social
connection is about more than filling a calendar
with activities; it is about belonging. Residents
expressed a strong desire for places and
programs that feel welcoming, inclusive, and
reflective of the people who live in Eagle
County.
Built for Visitors, Not Locals
Many older adults feel that the county’s social infrastructure is designed more for tourists,
rather than the long-term residents. Social opportunities often feel limited, expensive, or
difficult to access, resulting in the desire for more casual, low-cost, and organic connections.
“There are things happening, but you don’t
always know about them—or how to get there.”
“I don’t just want something to do. I want to feel
like I belong somewhere.”
25
Building on Strength: The Desire to Connect
Our goal is to weave a stronger social fabric where no resident goes unnoticed. The Roadmap
highlights several actions:
Creating Welcoming Spaces: Expanding access to welcoming, age-friendly gathering
spaces.
Low Barrier Connection: Increasing opportunities for low-cost and informal opportunities
for connection.
Centralizing Information: Improving coordination and visibility of programs and events
through shared calendars.
Strengthening Networks: Building formal and informal peer support, volunteer groups,
and intergenerational programming that broadens support, including increasing outreach
to residents who live alone or are more isolated.
What We Are Working Toward
Expand Healthy Aging Meal
Programs (and target high-
need areas)
Increase access to
welcoming gathering
spaces & diverse
programming
Launch a centralized
community activity
calendar
Establish a countywide
"buddy check-in" system
$ 206,500 - $224,500
per Year
Expand Healthy Aging
Meal Program to 3
days/week
Work collectively to
create a countywide
strategy to offer older
adult programming that
encourages healthy
aging
Improve language
access and cultural
relevance of resources,
services, and programs
for older adults across
the County
$ To Be Determined
Explore partnerships to
establish senior centers
up Valley in Eagle River
Valley and mid-Valley in
the Roaring Fork Valley
Ensure diverse
programming is available
7-days/week in English &
Spanish.
$ To Be Determined
NEAR TERM MID TERM FAR TERM
26
MOVING FORWARD:
FROM VISION TO
ACTION
This Roadmap belongs to the community. It was built by your voices, and its success
depends on continued partnership. This is not a document to sit on a shelf; it is a
living plan designed to be owned and implemented by residents, organizations, and
agencies across Eagle County.
Planning is an important first step, but implementation is where real change happens.
Moving from ideas to action will require the same inclusive, community-centered
approach that brought us this far. We invite every resident and partner to stay at the
table as we refine these ideas and respond to new challenges on the horizon.
Building on Strength: Leverage existing partnerships and
programs rather than reinventing the wheel.
Creative Coordination: Breaking down silos between
organizations to solve complex problems together.
Community Leadership: Ensuring residents are not just
beneficiaries, but remain active participants in completing actions.
Adaptability: Committing to annual reviews and remaining
flexible to change course as needs evolve.
Guiding Principles for Implementation
27
Finally, this Roadmap is more than just a plan for older adults, it is a blueprint for a more resilient
and thriving Eagle County that benefits everyone.
The pillars of this plan - health, housing, transportation and social connection - are universally
important regardless of your age. A safer, accessible sidewalk or a new transit option helps a
young family with a stroller just as much as an older adult using a walker. By addressing these core
needs, we are building a "livable community" where every person, at every stage of life, can grow
up and grow old with dignity.
Shared Leadership: A call for Creative Collaboration
No single organization can implement this Roadmap alone. The challenges we face - housing,
health, transportation, connection - are too complex for any single agency to solve on their
own. Success requires creative collaboration, where nonprofits, government, businesses and
community members combine their unique strengths.
Depending on the specific action, different organizations may serve as the convener,
coordinator, funder or partner. To keep us on track, we will establish a Steering Committee
and focused working groups, building on the dedicated work of our existing Advisory
Committees. Progress will rely on clear communication, a willingness to experiment, and a
shared commitment to inclusion and flexibility.
28
A Community for All Ages
29
APPENDIX:
COMPLETE
ACTIONS MATRIX
1
This comprehensive actions matrix provides the complete list of actions identified through the
Aging Well Roadmap process. Actions are organized by the four strategic priority areas—Health &
Well-Being, Housing, Transportation, and Social Connection—and further grouped by near-term,
mid-term, and far-term timeframes. While an abbreviated set of actions is included in the main
body of this report, this matrix offers the full picture, including brief descriptions of each action,
anticipated outcomes, and potential collaborators.
This Roadmap is intended to be a living document that will be reviewed and updated annually by
the Steering Committee as implementation progresses. Each action step will be more fully
developed at the time it is activated, including identification of lead partners, confirmation of
collaborators, and development of an evaluation plan with clear metrics and milestones.
Implementation of each action will require funding, and timelines may shift based on available
resources. The collaborators listed in the matrix have previously expressed interest in being
involved, are not exhaustive and are expected to expand as work begins, reflecting the shared,
adaptive, and community-driven nature of the Aging Well Roadmap.
Aging Well Roadmap Comprehensive Actions Matrix
HEALTH & WELL-BEING
NEAR TERM
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Implement in-home health access via Community Paramedic
Services or other agencies
Pilot is successful and expanded program
continues
Clients are satisfied with services
Decreased hospital readmission rates
Improved clinical outcomes
Vail Health
Eagle County Paramedics
Eagle County Public Health & Environment
Partner on health related topics such as: wellness expos, Medicare
presentations, behavioral health, dementia, family education and
support, women's health, health literacy, navigating health care
portals and communication with providers. Including sessions held
in Spanish with English interpretation
Increase topic knowledge and awareness of
participants
Increase awareness of county resources and
providers
Mountain Recreation
Vail Health
Vintage
Mid-Valley Family Practice
Eagle Valley Community Foundation/MIRA
Eagle County Healthy Aging
Caregiver Connections
Create new and expand existing peer caregiver networks and
regular support groups (in person and virtual) for access across the
County. Train new facilitators, offer language support, and increase
frequency of groups. Conduct additional outreach to raise
awareness of this resource
Increase the capacity of caregiver support
groups
Increase the participation among Spanish
speaking caregivers
Improve caregiver satisfaction, belonging & relief
Vintage
Mid-Valley Family Practice
Eagle Valley Community Foundation/MIRA
Eagle County Healthy Aging
Caregiver Connections
Assess and revise health related information and education
resources for language access and cultural relevancy
Increase number of resources that are provided
in both English and Spanish.
Vintage
Eagle Valley Community Foundation/MIRA
Eagle County Healthy Aging
2
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Expand access to mental health and general health resources for
Spanish-speaking older adults through the senior centers, MIRA bus
and MIRA Esperanza scholarship program
Increased access to mental & general health
resources
Eagle Valley Community Foundation/MIRA
Eagle County Healthy Aging
Vail Health
MID TERM
Expand in home support services to include respite, wellness checks,
mental health, personal care, meals, home maintenance, rehab, PT
Decrease ER visits and/or hospital readmission
rates among participants
Improved clinical outcomes
Clients are satisfied with services
Vail Health
Eagle County Paramedics
Eagle County Public Health & Environment
Collaborate with CMC and others working on expanding healthcare
training incentives to include geriatrics in education. This could include
exploring development of internship program, preceptorships and
collaboration with CU Anschutz Division of Geriatrics and UC Health
Increased collaboration between partners
More healthcare training incentives available
Increase opportunities for local students to
remain in and serve Eagle County
Vail Health
Eagle County Healthy Aging
Eagle County Dept. of Human Services
Expand access to mental health by bringing providers to senior centers
and other community locations, providing education classes and
expanding outreach.
Increased access to mental health services by
co-locating services where seniors gather
Mountain Recreation
Vail Health
Mid-Valley Family Practice
Eagle Valley Community Foundation/MIRA
Eagle County Healthy Aging
Create a centralized volunteer program that coordinates opportunities
and matches volunteers with needs in the community.
Create a one stop resource to streamline
volunteer opportunities
Offer a space for organizations to easily find
volunteers
Mountain Recreation
HEALTH & WELL-BEING
3
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
FAR TERM
Explore PACE program or similar option that offers wrap around care
and support for nursing home eligible older adults
Informed decision on whether to implement a
wrap around care program
Explore this option to determine if it is
realistic for a county of our size
Eagle County Healthy Aging
Explore and identify additional sustainable caregiver assistance funds
Identify a viable caregiver assistance funding
strategy or program to implement in Eagle
County.
Vintage
Caregiver Connections
Eagle County Healthy Aging
Provide affordable transportation to specialists appointments at CU
Anschutz and in Grand Junction
Increased access to medical specialist located
outside of Eagle County
Increased possibility of older adults ability to
remain living in Eagle County vs. having to
move closer to their specialty care
Vail Health
Eagle County Healthy Aging
HEALTH & WELL-BEING
4
HOUSING
NEAR TERM
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Create a Senior Home Repair Program that matches homeowners,
especially seniors, with vetted/licensed trades (plumbers, electricians,
HVAC, roofers). The program maintains a pre-qualified contractor list.
Charge a modest, transparent admin fee
Older adults are able to stay in their homes
longer and more affordably
Eagle County Housing & Development
Authority
Eagle County Healthy Aging
Amend the County land use code and align with towns to establish a
density bonus program for age-friendly housing where zoning allows
Increase land use options for developing age-
friendly housing across Eagle County
Eagle County Housing & Development
Authority
Eagle County Planning Dept.
Launch a Seniors First Program, similar to Locals First, ECHDA could
purchase one level ground floor units, deed restrict with a price cap
and resale restriction through TVHS. Then this unit could be offered to
a Senior Buyer list with an administrative fee back to the program.
ECHDA gets a new unit for the future, and houses a Senior today
Improved homeowner quality of life (cost
savings)
Improved access to older adult friendly
housing options (e.g. size, one level, location)
to allow them to live independently as long as
possible
A win win solution for people of all ages
Eagle County Housing & Development
Authority
Eagle County Government Administration
Partner with a home-share/roommate-matching provider to pair older
adults with compatible housemates who can offset housing costs and
assist with daily tasks.
Improved homeowner quality of life (cost
savings, assistance with tasks)
Provides an additional solution to housing
challenges
A win win solution for people of all ages
Eagle County Housing & Development
Authority
Eagle County Healthy Aging
5
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Expand the Aging in Place program administered by MIRA to assist with
home improvements and provide assistance with mortgage or tax
payments
Improved homeowner quality of life (cost
savings)
Eagle Valley Community Foundation/MIRA
MID TERM
Evaluate workforce housing policies to better support older adults by
considering alternative eligibility options (e.g., volunteer service, long-
term residency) and developing transition strategies that allow them to
stay in the community
Improved knowledge/understanding of policy
impact and action plan completed
Eagle County Housing & Development
Authority
Develop a streamlined referral process to match older adults with
available housing, in collaboration with local housing providers, service
agencies, and community partners.
Increased efficiency (less time spent on
matches etc)
Less wait list time for people on the lists
Eagle County Housing & Development
Authority
Eagle County Healthy Aging
Seniors First Program Phase 2: Expand to include the purchase, deed
restriction and resale are components that would be in the mid-term.
Buyer satisfaction & improved financial
stability
Keeping older adults in our communities
longer
Eagle County Housing & Development
Authority
Develop a county-facilitated adaptive reuse initiative that offers
guidance and technical support for repurposing non-residential
properties (e.g., commercial, institutional, or public buildings) into
housing and community gathering spaces.
Increased opportunities for adaptive reuse
Working to creatively rethink spaces that
already exist
Eagle County Housing & Development
Authority
Eagle County Government Administration
FAR TERM
Explore possibilities around developing a 55+ community and
continuum of care facility offering independent living, assisted living,
memory care and skilled nursing.
Informed decision on creating a 55+
community facility
Eagle County Housing & Development
Authority
HOUSING
6
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Pursue a senior-focused rental development (50–100 units) on the 3.69-
acre Town of Eagle parcel behind the Golden Eagle Senior Center, in
partnership with the Town or via a land swap. Deliver accessible, studio
and one-bed rental units with on-site services, program/health space,
and 60–100% AMI (just guessing) rents under deed restrictions. The
adjacency to the senior center and downtown enables a walkable
campus and potential cost/time efficiencies.
Informed decisions on a senior focused rental
development
Gives older adults the ability to continue to
live in Eagle County longer
Eagle County Housing & Development
Authority
Eagle County Government Administration
Develop and pursue a dedicated local funding mechanism such as a
levy to provide long-term support for healthy aging initiatives.
Dedicated revenue stream for Healthy Aging
Initiatives is in place
Ensures support and resources for our aging
population for years to come
Eagle County Government Administration
Eagle County Healthy Aging
Create ways for community members to help local assisted living and
care facilities i.e. Castle Peak so staff feel supported and residents
benefit.
Facility staff feel more supported by
community members
Residents feel the benefit of community
member activities
Castle Peak Senior Life and Rehabilitation
Create a Community Land Trust (CLT) to secure permanent affordability
by placing acquired, entitled sites into a trust that retains land
ownership and offers long-term ground leases to developers or
homeowners. This model adds durable stewardship, clear resale rules,
and community voice, works across housing types, and pairs well with
land banking to ensure affordability for future generations.
Increase affordable housing opportunities for
all ages.
Eagle County Housing & Development
Authority
Eagle County Government Administration
Establish a Senior Housing Land Banking program to acquire land or
when priced right, complete early due diligence, and develop directly or
with mission-driven partners. Use deed restrictions or ground leases to
ensure long-term affordability. Fund with a blend of public dollars, low-
cost loans, philanthropy, and/or public land transfers. This reduces
costs and delays and builds a steady pipeline of senior homes.
Increase long-term affordable housing
strategies for older adults
Eagle County Housing & Development
Authority
Eagle County Government Administration
HOUSING
7
TRANSPORTATION
NEAR TERM
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Develop resources and capacity to offer more robust wheelchair access
for medical transport.
Improve access to medical appointments
Improve quality of life for persons that may
not drive or have mobility challenges
Helps wheelchair-bound people maintain
dignity and independence
Eagle County Paramedics
Core Transit
Support community carpools and on-demand rides for medical and
daily needs to improve access to healthcare, visits to long term
facilities, and other wellness needs
Helps older adults maintain dignity and
independence
Removes the need to relocate due to inability
to drive
Northwest Colorado Council of Governments
(NWCCOG)
Eagle County Healthy Aging
Up Valley and Down Valley Healthy Aging Drivers — serve Eagle and
Minturn Healthy Aging sites and offer shuttle services
Serves a larger number of residents to help
maintain independence
NWCCOG
Vintage
Core Transit
Eagle County Healthy Aging
Explore how microtransit can support participation in expanded
programing schedule.
Helps people address the first and last mile
challenge
NWCCOG
Eagle County Healthy Aging
8
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
MID TERM
Pilot shuttle circulator in Eagle, Gypsum, and Avon–Dotsero/El Jebel —
grocery, medical, and other - an expansion for riders beyond healthy
aging clients
Increases independence for people that do
not drive Core Transit
Collaborate with older adults to design an age-friendly wayfinding
system—with clear signs, maps, and a potential mobile app—to help
residents easily navigate to parks, trails, stores, health services, and
community destinations.
Improved ease of transportation for Older
Adults around the County
Increased confidence to navigate our
communities safely
Vail Health
Eagle Valley Community Foundation/MIRA
Eagle County Healthy Aging
Improve coordination of on-demand transit services between the Town
of Basalt and Eagle County, and engage older adults and transportation
partners to define paratransit needs and develop a rural model that
reflects local realities.
Increased independence for those who do not
drive
Ease in scheduling in real time and when
needed
Roaring Fork Transit Authority
Town of Basalt Planning Department
FAR TERM
Assess opportunity to redirect underutilized vehicles through faith
institutions, health systems, and public agencies to expand senior
transportation systems
Creative solutions to use vehicles for other
needs and purposes
Helps with social connection - ie using a
church van to help seniors get to an event or
activity
4 Eagle Senior Care
Eagle County Healthy Aging
Work with transportation partners and older adults to understand what
makes transit safe, easy, and dependable, and use those insights to
create a Core Transit Essentials initiative for improving regional and
volunteer transportation.
The Core Transit Essentials program is
developed to improve transportation services
for older adults that allows them to age in
place.
Mountain Recreation
Core Transit
Eagle County Healthy Aging
TRANSPORTATION
9
SOCIAL CONNECTION
NEAR TERM
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Expand Healthy Aging meal programs (e.g., add 3rd day in El Jebel;
explore Minturn/Eagle)
Improved social connection
Places that have more activity and services
are attractive to those looking to migrate in
Improved nutrition
Vintage
Eagle County Healthy Aging
Collaborate with community partners such as towns, libraries, schools,
faith institutions, and businesses to create welcoming gathering spaces
and offer diverse programs at times and locations that accommodate
varying schedules such as those working and caregivers.
Increase opportunities for older adults to
engage in activities and other programs
Improves social connection and belonging
among participants
Basalt Regional Library
Mountain Recreation
Pitkin County Senior Services
Vintage
4 Eagle Senior Care
Eagle County Healthy Aging
Develop a shared community calendar that combines activities and
programs offered by towns, recreation centers, libraries, schools, and
partner organizations to make it easier to find activities and for
agencies to identify gaps or overlaps.
Increase awareness of activities and services
geared towards older adults
Basalt Regional Library
Mountain Recreation
Pitkin County Senior Services
4 Eagle Senior Care
Eagle County Healthy Aging
Create a buddy check-in/wellness check-in program countywide to
address isolation
Improves social connection and belonging
among participants
Acts as a safety net for those who may not
have support otherwise
4 Eagle Senior Care
Mid-Valley Family Practice
Expand intergenerational programming such as launching a "Foster
Grandparent" Mentoring Program. Improved connections between participating
generations
Basalt Regional Library
Mountain Recreation
10
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
Administration/Implementation of the Roadmap: Dedicated funding to
ensure the roadmap has a successful start and future- costs in 2026
include establishing the structures for plan implementation, supporting
the sub-committees for each area of focus, steering committees, data
dashboard creation, coordination of public outreach of the plan
Implementation of the Roadmap begins in
2026
Creates a solid foundation to set the stage of
the work
Community members and organizations are
satisfied with Implementation structure and
approach
Eagle County Healthy Aging
MID TERM
Work collectively to create a County wide strategy to identify and offer
programming that will fill existing service gaps and encourage healthy
aging, fitness, wellness and mental health across recreation
departments (Avon, Vail Rec, Mountain Rec, Roaring Fork).
Increase opportunities for older adults to
engage in activities and other programs
Improves social connection and belonging
among participants
Mountain Recreation
Pitkin County Senior Services
Eagle County Healthy Aging
Assess outreach and programming materials to be more inclusive and
accessible creating or leveraging easy-to-use places (online and in
person) to find information in English and Spanish on resources,
services, and programs for older adults across the County
Increase awareness in community about
resources, services and programs
Mountain Recreation
Vintage
Eagle County Healthy Aging
Develop/Adopt an Age-Friendly Recognition program for businesses,
organizations and faith institutions leveraging the experience of other
age friendly communities.
Satisfaction of participating
businesses/organizations
Satisfaction of Older Adults frequenting the
businesses/organizations
Increased awareness in community of the
program
Eagle County Healthy Aging
SOCIAL CONNECTION
11
ACTION SHORT-TERM OUTCOMES POSSIBLE COLLABORATORS
FAR TERM
All 3 Healthy Aging sites are able to operate 7 days per week to expand
programming variety including a mix of physical and mental wellness
such as fitness, educational, Spanish-first, culturally relevant activities
Reduced social isolation for participating
Older Adults
Additional opportunities to connect socially
Additional opportunities for physical, mental
and emotional health
Eagle County Healthy Aging
Partner with Pitkin County to develop a senior center in Basalt
Informed decision on creation of a new senior
center in Basalt
Create a Mid-Valley location for older adults in
Eagle and Pitkin Counties to have dedicated
place to connect and engage
Provides more visible support for seniors in
the Roaring Fork Valley of Eagle County and
the lower-valley residents of Pitkin County
Pitkin County Senior Services
Eagle County Healthy Aging
SOCIAL CONNECTION
12
970-748-4088 predmond@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council Members FROM: Paul Redmond, Chief Finance Officer
RE: 2026 Supplemental Budget Amendment No. 3, Resolution 26-13
DATE: September 16, 2026
SUMMARY: Avon’s Home Rule Charter addresses the supplemental appropriation process in Chapter XII. The
Town’s financial practice is to adopt supplemental budget amendments to recognize revenues and expenditures
that were not identified when the annual budget was adopted and to respond to changing circumstances.
Supplemental Budget Amendment No. 3 amends the General Fund, Capital Projects Fund, and Fleet
Maintenance Fund.
FINANCIAL CONSIDERATIONS: Below is a summary of the proposed budget revisions and the estimated
impacts to fund balances.
General Fund: An increase of $249,251 is proposed to General Fund expenses. Total revenue increases are
$1,080,000. Therefore, the net increase is a positive effect on the General Fund by $830,750. The following are
proposed revisions to revenue and expenditure appropriations in the General Fund:
REVENUES:
1.Sales Tax Audit Assessments: Increase Sales Tax Audit Assessments by $355,000 to recognize
revenue from the Expedia and R&H Mechanical audits.
2.Building Permit: Increase revenue by $725,000 to recognize permits associated with the Skjol
Condominium and Summit projects.
EXPENSES:
1.Police Patrol: Increase PTS wages by $63,000 and PTS pension by $5,300 for additional Commander
hours caused by staffing shortages, an early sergeant retirement, and staff sabbaticals.
2.Police Vehicles: Increase automobiles and light-duty trucks by $49,750.80 for three police vehicles to
include transport, markings, and wrapping of the vehicles.
3.Bank Services & Charges: Increase in bank credit card fees by $3,000. The increase is a result of the
additional admissions to the Recreation Center and planning for the November pass sales.
4.Birds Of Prey: Increase financial donations and contributions by $8,000 for the Vail Valley Foundation
Birds of Prey sponsorship as they will hold seven races this year.
5.Flock Camera Mailer: Increase printing by $1,650 for a mailer to registered Avon voters regarding Flock
cameras.
6.Public Works: Increase machinery and equipment rentals by $5,000 for an air compressor used for the
annual irrigation blowout.
7.Subdivision Application: Increase other purchased and contracted services by $3,750 for third-party
subdivision application review, supported by development review fee revenue.
970-748-4088 predmond@avon.org
Compared with the previously amended budget, the projected 2026 ending General Fund balance increases by
$830,749, from $19,320,252 to $20,151,001. The revised ending balance includes $908,097 restricted for the 3%
TABOR emergency reserve, $6,769,932 assigned to the 22% minimum reserve, and $12,472,972 undesignated
and unreserved.
Capital Projects Fund: The proposed revisions include:
• Remove $65,000 for Avon Station brick work project. Advance $22,500 of stormwater inlet repairs from
2027 to 2026 due to availability of contractor. The combined change decreases the 2026 Capital
Projects Fund budget by $42,500.
• Cancel the $150,000 remodel of 351 Benchmark Road for the Facilities Shop while the building is
reevaluated and reallocate the same amount to the ARTF offices remodel to create 3-4 more enclosed
offices to meet office needs of Public Works personnel. This transfer has no net budget impact.
• Increase capital expenditures by $109,800 for design of the Heat Recovery System expansion, including
a 10% contingency.
The revised 2026 ending fund balance of the Capital Projects Fund shows a total of $10,836,516. Of this
amount, $1,642,272 is reserved for Tract G/URA projects. The remaining amount of $8,194,244 can be
used for capital improvements as defined by the municipal code and up to 10% of real estate transfer tax
revenues can be transferred to the Community Housing Fund. Staff have not revised our projections for
real estate transfer taxes for 2026. We will continue to evaluate this revenue and make any recommended
revisions later in the year.
Fleet Maintenance Fund:
• Increase overtime wages by $6,500. The funding supports billable repair work needed to maintain
normal shop operations while the division is down one technician.
The projected ending fund balance for 2026 is $3,280,031.
PROPOSED MOTION: “I move to approve Resolution No. 26-13, a resolution amending the 2026 Town of Avon
Budget for Supplemental Budget Amendment No. 3.”
Thank you, Paul
ATTACHMENTS: Attachment A Resolution No. 26-13
Attachment B General Fund Supplemental Amendment No. 3
Attachment C Capital Projects Fund Supplemental Amendment No. 3
Attachment D Fleet Maintenance Fund Supplemental Amendment No. 3
Res. No. 26-13
September 22, 2026
Page 1 of 2
TOWN OF AVON, COLORADO
RESOLUTION NO. 26-13
A RESOLUTION TO AMEND THE 2026 TOWN OF AVON BUDGET
WHEREAS, the Town Council of the Town of Avon has previously adopted the
2026 budget; and
WHEREAS, the Town Council has reviewed the revised estimated revenues and
expenditures for 2026; and
WHEREAS, the Town Council finds it necessary to amend the 2026 budget to
more accurately reflect the revenues and expenditures for 2026; and
WHEREAS, the Town Council has caused to be published a notice containing the
date and time of a public hearing at which the adoption of the proposed budget amendment
will be considered and a statement that the proposed budget amendment is available for
public inspection at the office of the Town Clerk located in the Avon Town Hall during
normal business hours, and that any interested elector of the Town of Avon may file any
objection to the proposed budget amendment at any time prior to the final adoption of the
proposed budget amendment; and
WHEREAS, whatever increases may have been made in the expenditure, like
increases were added to the revenues so that the budget remains in balance as required by
law.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF
THE TOWN OF AVON, COLORADO:
Section 1. That estimated revenues and expenditures for the following funds are
revised as follows for 2026:
Original or
Previously
Amended
2026 Budget
Current
Proposed
Amended
2026 Budget
General Fund
Beginning Fund Balance
Revenues and Other Sources
Expenditures and Other Uses
$ 20,519,990
29,323,428
30,523,166
$ 20,519,990
30,403,428
30,772,417
Ending Fund Balance $ 19,320,252 $ 20,151,001
ATTACHMENT A
Res. No. 26-13
September 22, 2026
Page 2 of 2
Original or
Previously
Amended
2026 Budget
Current
Proposed
Amended
2026 Budget
Capital Projects Fund
Beginning Fund Balance
Revenues and Other Sources
Expenditures and Other Uses
Ending Fund Balance
$ 13,364,914
11,518,925
19,184,741
$ 5,699,098
$ 13,044,712
12,956,984
15,165,180
$ 10,836,516
Community Housing Fund
Beginning Fund Balance
Revenues and Other Sources
Expenditures and Other Uses
Ending Fund Balance
$ 1,359,394
2,280,412
2,601,041
$ 1,038,765
$ 3,655,580
2,316,439
5,620,597
$ 351,422
Fleet Maintenance Fund
Beginning Fund Balance
Revenues and Other Sources
Expenditures and Other Uses
$ 2,776,874
2,957,501
2,447,844
$ 2,776,874
2,957,501
2,454,344
Ending Fund Balance
$ 3,286,531
$ 3,280,031
Section 2. That the budget, as submitted, amended, and herein above summarized
by fund, hereby is approved and adopted as the budget of the Town of Avon for the year
stated above.
Section 3. That the budget hereby approved and adopted shall be signed by the
Mayor and made part of the public record of the Town.
ADOPTED this 22nd of September, 2026.
AVON TOWN COUNCIL
By:___________________________ Attest:________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
Supplement #3
Audited Original Amended Amended Difference
Actual Budget Budget Budget Increase
2025 2026 2026 2026 (Decrease)
REVENUES
Taxes 21,201,133 21,657,039$ 21,657,039$ 22,012,039$ 355,000$
Licenses and Permits 659,540 477,250 477,250 1,202,250 725,000
Intergovernmental 1,577,839 1,481,843 1,481,843 1,481,843 -
Charges for Services 2,265,658 2,338,636 2,338,636 2,338,636 -
Fines and Forfeitures 90,000 187,200 187,200 187,200 -
Investment Earnings 1,699,607 1,500,000 1,500,000 1,500,000 -
Other Revenue 587,130 958,462 958,462 958,462 -
Total Operating Revenues 28,080,907 28,600,430 28,600,430 29,680,430 1,080,000
Other Sources
Transfer-In From Capital Projects Fund & Equipment Re 657,747 722,998 722,998 722,998 -
Total Other Sources 657,747 722,998 722,998 722,998 -
TOTAL REVENUES 28,738,654$ 29,323,428$ 29,323,428$ 30,403,428$ 1,080,000$
EXPENDITURES
General Government, HR and Finance 7,714,498$ 7,837,391$ 7,847,391$ 7,966,841$ 119,450
Community Development 1,039,495 1,041,680 1,041,680 1,045,430 3,750
Public Safety 6,651,493 6,763,994 6,763,994 6,882,044 118,051
Public Works 8,178,760 8,312,848 8,368,208 8,373,208 5,000
Recreation 3,037,376 3,428,262 3,449,392 3,452,392 3,000
Capital Expenditure from Unreserved Fund Balance 2,247,879 - 1,050,000 1,050,000 -
Total Operating Expenditures 28,869,501 27,384,174 28,520,664 28,769,915 249,251
Other Uses
Transfers-Out to Debt Service - 502,502 502,502 502,502 -
Transfers-Out to Mobility Fund 1,500,000 1,500,000 1,500,000 1,500,000 -
Transfers-Out to Capital Projects Fund (Aquatics Projec 2,690,000 2,500,000 - - -
Transfers-Out to Fleet Maintenance Fund - - - - -
Total Other Uses 4,190,000 4,502,502 2,002,502 2,002,502 -
TOTAL EXPENDITURES 33,059,501 31,886,676 30,523,166 30,772,417 249,251
NET SOURCE (USE) OF FUNDS (4,320,847) (2,563,248) (1,199,738) (368,989) 830,749
FUND BALANCES, Beginning of Year 24,840,837 19,345,817 20,519,990 20,519,990 -
FUND BALANCES, End of Year 20,519,990$ 16,782,569$ 19,320,252$ 20,151,001$ 830,749$
FUND BALANCES:
Restricted For:
3% TABOR Emergency Reserve 991,785$ 866,525$ 915,695$ 908,097$ (7,598)$
Unassigned:
22% Minimum Reserve Balance 7,273,090 7,015,069 6,715,097 6,769,932 54,835
Undesignated, Unreserved 12,255,115 8,900,975 11,689,460 12,472,972 783,512
TOTAL FUND BALANCES 20,519,990$ 16,782,569$ 19,320,252$ 20,151,001$ 830,749$
Fund Summary
MUNICIPAL SERVICES
General Fund #10
ATTACHMENT B
Supplement #2 Supplement #3
Audited Original Amended Amended Difference
Actual Budget Budget Budget Increase
Description 2025 2026 2026 2026 (Decrease)
Taxes:
General Property Tax 2,914,948$ 3,165,318$ 3,165,318$ 3,165,318$ -$
General Property Tax - Delinquencies 14.96 500 500 500 -
General Property Tax - Interest 3,909 1,900 1,900 1,900 -
General Property Tax - Abatements -298.15 - - - -
Specific Ownership Tax 170,637 130,000 130,000 130,000 -
Sales Tax 13,441,603 13,505,818 13,505,818 13,505,818 -
Utility Tax 110,217 130,000 130,000 130,000 -
Accommodation Tax 2,298,238 2,458,503 2,458,503 2,458,503 -
Penalties and Interest 60,564 50,000 50,000 50,000 -
Sales Tax Audit Assessments 50,180 50,000 50,000 405,000 355,000
VAA Retail Sales Fee 1,161,875 1,100,000 1,100,000 1,100,000 -
Cigarette Excise Tax 210,507 245,000 245,000 245,000 -
Tobacco Add-on Sales Tax 325,442 360,000 360,000 360,000 -
Franchise Fees 453,296 460,000 460,000 460,000 -
Total Taxes 21,201,133 21,657,039 21,657,039 22,012,039 355,000
Licenses and Permits:
Liquor Licenses 6,520 7,500 7,500 7,500 -
Business Licenses 271,545 200,000 200,000 200,000 -
Contractor's Licenses 25,655 20,000 20,000 20,000 -
Tobacco/Cigarette Licenses 3,250 1,750 1,750 1,750 -
Booting/Towing Licenses 850 600 600 600 -
Building Permits 349,675 225,000 225,000 950,000 725,000
Road Cut Permits 250 20,000 20,000 20,000 -
Mobile Vendor Cart Permits 1795 2,400 2400 2400 -
Total Licenses and Permits 659,540 477,250 477,250 1,202,250 725,000
Intergovernmental:
Federal Grants:
Click It or Ticket - - - - -
Ballistic Vests Grant 2,363 2,000 2,000 2,000 -
State Grants
LEAF Grant - 12,500 12,500 12,500 -
High Visibility Grant 30,237 25,000 25,000 25,000 -
POST I70 Training Grants 8,667 45,000 45,000 45,000 -
DOLA Grants 118,250 - - - -
Best & Brightest 33,499
Avon's Best and Brightest - 25,000 25,000 25,000 -
Other State Grants 202,074 100,000 100,000 100,000 -
Local Government/Other Agency
Other Local Grants - - - - -
Revenue Detail
MUNICIPAL SERVICES
General Fund
Supplement #2 Supplement #3
Audited Original Amended Amended Difference
Actual Budget Budget Budget Increase
Description 2025 2026 2026 2026 (Decrease)
Revenue Detail
MUNICIPAL SERVICES
General Fund
State/County Shared Revenue:
Conservation Trust 72,636 80,000 80,000 80,000 -
Motor Vehicle Registration 24,755 26,000 26,000 26,000 -
Highway User's Tax 226,229 236,158 236,158 236,158 -
County Sales Tax 627,626 746,785 746,785 746,785 -
Road & Bridge Fund 214,525 175,000 175,000 175,000 -
State Severance Tax 215 2,400 2,400 2,400 -
County Grants 16,763
Retail Delivery Fee 8,489 6,000 6,000 6,000 -
Total Intergovernmental 1,586,328 1,481,843 1,481,843 1,481,843 -
Charges for Services:
General Government:
Photocopying Charges - - - - -
License Hearing Fees - - - - -
Other Fees and Charges 1,004 2,500 2,500 2,500 -
Credit Card and Paper Filing Fees 3,692 2,500 2,500 2,500 -
Community Development:
Plan Check Fees 160,444 150,000 150,000 150,000 -
Design Review Fees 16,075 170,000 170,000 170,000 -
Animal Control Fees - - - - -
Fire Impact Fee Administration Fees 4,828 2,500 2,500 2,500 -
Public Safety:
Police Reports 399 1,000 1,000 1,000 -
Police Extra Duty 38,270 40,000 40,000 40,000 -
Fingerprinting Fees 1,305 750 750 750 -
VIN Inspection Fees 7,487 2,000 2,000 2,000 -
False Alarm Fees/Misc Police Dept Fees - 75 75 75 -
DUI Reimbursement 13,464 15,000 15,000 15,000 -
Avon Recreation Center:
Admission Fees 1,431,571 1,350,000 1,350,000 1,350,000 -
Program Fees 30,304 30,000 30,000 30,000 -
Facility Rentals 25,300 22,000 22,000 22,000 -
Merchandise Sales 8,419 9,000 9,000 9,000 -
Other Recreation Services 9,040 8,800 8,800 8,800 -
Fitness Program Revenues 46,489 42,000 42,000 42,000 -
Swim Team Revenue 58,080 52,800 52,800 52,800 -
Private Lessons 11,510 20,000 20,000 20,000 -
Avon Rec CTR Gift Cards 544 500 500 500 -
Supplement #2 Supplement #3
Audited Original Amended Amended Difference
Actual Budget Budget Budget Increase
Description 2025 2026 2026 2026 (Decrease)
Revenue Detail
MUNICIPAL SERVICES
General Fund
General Recreation:
Adult Program Revenues 49,590 34,000 34,000 34,000 -
Cabin Equipment Rentals 41,886 35,000 35,000 35,000 -
Athletic Field Rentals 1,290 240 240 240 -
Cabin Concessions 71 500 500 500 -
Youth Program Revenues 195,495 200,000 200,000 200,000 -
Special Events:
Consession Sales 73,096 94,131 94,131 94,131 -
Sponsorships 13,250 10,000 10,000 10,000 -
Event Fees 22,755 36,200 36,200 36,200 -
Special Event Admission Fees - 500 500 500 -
Pavillion Rentals - 6,640 6,640 6,640 -
Total Charges for Services 2,265,658 2,338,636 2,338,636 2,338,636 -
Fines and Forfeitures:
Court Fines - Traffic 55,975 158,000 158,000 158,000 -
Court Fines - Criminal 22,525 20,000 20,000 20,000 -
Court Fines - Parking 2,285 3,000 3,000 3,000 -
Court Costs 5,025 3,000 3,000 3,000 -
Jury Fees 0 100 100 100 -
Bond Forfeitures 0 100 100 100 -
Police Training Surcharge 4,190 3,000 3,000 3,000 -
Total Fines and Forfeitures 90,000 187,200 187,200 187,200 -
GASB87 Interest Revenue 27,810 27,810
Interest Earnings 1,667,889 1,500,000 1,500,000 1,500,000 -
Unrealized Gain (Loss) on Investments 3,907 - - - -
Investment Earnings:1,699,607 1,500,000 1,500,000 1,500,000 -
Other Revenues:
Recreational Amenity Fees 343,592
Lease of Town-Owned Property 3,150 345,000 345,000 345,000 -
Miscellaneous Refunds 6,557 414,462 414,462 414,462 -
Parking Revenue 28,848 20,000 20,000 20,000 -
Miscellaneous Reimbursements 24,022 12,000 12,000 12,000 -
Miscellaneous Nonclassified Revenue 54,799 30,000 30,000 30,000 -
Other audited revenue accounts (58204, 58205, 42,835 137,000 137,000 137,000 -
Total Other Revenues 503,803 958,462 958,462 958,462 -
TOTAL REVENUES 28,006,068$ 28,600,430$ 28,600,430$ 29,680,430$ 1,080,000$
Supplement #2 Supplement #3
Audited Original Amended Amended Difference
Actual Budget Budget Budget Increase
Description 2025 2026 2026 2026 (Decrease)
General Government:
Mayor and Town Council 341,931$ 275,997$ 275,997$ 275,997$ -$
Town Attorney 309,873 272,020 272,020 272,020 -
Town Clerk 191,283 200,033 200,033 200,033 -
Municipal Court 207,120 200,617 210,617 210,617 -
Administrative Services 1,035,611 999,090 999,090 999,090 -
Community Relations 342,882 369,560 369,560 371,210 1,650
Economic Development 219,340 394,232 394,232 402,232 8,000
Special Events 1,376,445 1,390,007 1,390,007 1,390,007 -
Community Grants 107,750 108,000 108,000 108,000 -
Sustainability 237,448 216,162 216,162 216,162 -
Subtotal General Government 4,369,683 4,425,718 4,435,718 4,445,368 9,650
Human Resources:
Human Resources 704,389 806,984 806,984 806,984 -
Finance and Information Technology:
Finance 1,257,119 1,212,330 1,212,330 1,212,330 -
Information Systems 831,794 860,588 860,588 860,588 -
Nondepartmental 551,512 531,771 1,581,771 1,691,571 109,800
Subtotal Finance and IT 2,640,425 2,604,689 3,654,689 3,764,489 109,800
Total General Government, HR and Finance 7,714,498 7,837,391 8,897,391 9,016,841 119,450
Community Development:
Planning and Zoning Commission 15,891 16,400 16,400 16,400 -
Planning 675,760 674,531 674,531 678,281 3,750
Building Inspection 347,845 350,749 350,749 350,749 -
Total Community Development 1,039,495 1,041,680 1,041,680 1,045,430 3,750
....
Police Department:
Administration 1,144,259 1,281,833 1,281,833 1,281,833 -
Patrol 4,570,920 4,769,038 4,769,038 4,887,089 118,051
Investigations 637,917 407,044 407,044 407,044 -
Code Enforcement 298,398 306,079 306,079 306,079 -
Total Police Department 6,651,493 6,763,994 6,763,994 6,882,044 118,051
Department Expenditure Summaries
MUNICIPAL SERVICES
General Fund
Supplement #2 Supplement #3
Audited Original Amended Amended Difference
Actual Budget Budget Budget Increase
Description 2025 2026 2026 2026 (Decrease)
Department Expenditure Summaries
MUNICIPAL SERVICES
General Fund
Public Operations:
Administration 365,041 410,482 422,298 422,298 -
Engineering 774,994 889,192 889,192 889,192 -
Roads and Bridges 3,872,446 3,893,818 3,920,818 3,920,818 -
Parks 855,136 885,824 885,824 890,824 5,000
Buildings and Facilities 2,311,143 2,233,532 2,250,076 2,250,076 -
Total Public Works Department 8,178,760 8,312,848 8,368,208 8,373,208 5,000
Recreation Department:
Administration 340,945 341,780 362,910 362,910 -
Adult Programs 69,459 114,111 114,111 114,111 -
Aquatics 1,045,262 1,154,516 1,154,516 1,154,516 -
Fitness 313,776 331,110 331,110 331,110 -
Guest Services 722,364 810,682 810,682 813,682 3,000
Youth Programs 301,942 352,657 352,657 352,657 -
Communtiy Swim Program 243,628 323,405 323,405 323,405 -
Total Recreation 3,037,376 3,428,262 3,449,392 3,452,392 3,000
TOTAL OPERATING EXPENDITURES 26,621,622$ 27,384,174$ 28,520,664$ 28,769,915$ 249,251$
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Original Current Proposed
Audited Budget Budget Budget
2025 2026 2026 2027 2028 2029 2030 2031 2032
REVENUES
Real Estate Transfer Tax:
Base Level 5,297,273$ 5,000,000$ 5,000,000$ 5,150,000$ 5,304,500$ 5,463,635$ 5,627,544$ 5,796,370$ 5,970,261$
Lot 3 Development (111 Units)- - - - 1,665,000 1,665,000 - -
Kestrel Development - - - 660,000 - - -
Interest Earnings 471,771 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000
Intergovernmental:
Federal/State/County:
Colorado Water Conservation Board (HAN Irrigation Project)- - - - 750,000 750,000 -
CDOT Transit Grant 2024 Bus - 2,799,956 2,799,956 - - -
CDOT Transit Grant 2025/6 Bus Charging Equipment 384,000 384,000
CDOT Transit Grant for Fleet Lifts (Washbay)
CDOT Transit Grant for Fleet Lifts (Main)240,000 240,000 -
CEO Grant - DCFC Plaza Grant (LM - $319,900)560,000 -
GOCO Grant (Eaglebend Playground)- - 375,000 - - - -
Eagle County Contribution (Hwy 6 Roundabout)334,691 - 538,600 - - - -
CDOT Revitalize Main Street Grant (Hwy 6 Ped Crosswalks)- - 976,723 - - - -
CDOT Multimodal Options Fund Grant I (Hwy 6 Ped Crosswalks)- - 2,731,692 - - - -
CDOT Off-System Bridge Grant 895,302 895,302 -
CDOT Highway Safety Improvement Grant (Post Blvd - RRFB)425,000
Other Revenues:
Rec Center Aquatic Refurbishment - Private Financing - - 8,500,000 -
Nonclassified 3,330 - - - - - - - -
Total Operating Revenues 6,709,678 9,519,258 10,957,317 18,678,956 7,919,500 8,078,635 5,827,544 5,996,370 6,170,261
Other Sources:
Transfers In - General Fund
- Public Works Garage 2,690,000 - - - - - -
- Rec Center Aquatic Refurbishment 2,500,000
Transfers In - Avon URA
-Avon URA TIF 1,750,000 1,750,000 1,750,000 1,900,000 1,900,000 2,800,000 2,800,000 2,300,000 2,300,000
- Lot 3 TIF Revenues (est 111 unit condo building)- - - - 117,049 234,098 234,098 234,098 234,098
Transfers In - Community Enhancement Fund
- Powerline Undergrounding/LED Rec Center 361,000 - - - - - - - -
Transfers In - Water Fund
- Nottingham Reservior - - - - 100,000 - 500,000
Transfers In - Equipment Replacement Fund
McGrady Acres Park Cash-in-Lieu Payment - 249,667 249,667 - - - -
- Snow Plows 425,000 - - - - - - - -
Total Other Sources 5,226,000 4,499,667 1,999,667 1,900,000 2,117,049 3,034,098 3,534,098 2,534,098 2,534,098
Total Revenues and Sources of Funds 11,935,678$ 14,018,925$ 12,956,984$ 20,578,956$ 10,036,549$ 11,112,733$ 9,361,642$ 8,530,468$ 8,704,359$
Projected
ATTACHMENT C
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Original Current Proposed
Audited Budget Budget Budget
2025 2026 2026 2027 2028 2029 2030 2031 2032
Projected
EXPENDITURES
Capital Improvements:
Facilities 3,316,828 8,668,500 2,283,560 10,267,165 450,000 3,360,000 4,200,000 - -
Parks and Open Space 4,336,498 330,000 2,730,037 6,840,000 1,535,000 3,000,000 - - -
Streets and Parking 4,259,460 2,136,701 5,396,198 1,240,000 3,820,000 2,950,000 3,893,973 1,141,988 40,000
Drainage 3,746 275,000 450,000 100,000 - - - 1,850,000 -
Utility Projects 730,228 - 520,489 - - - - - -
Total Expenditures 12,646,758 11,410,201 11,380,284 18,447,165 5,805,000 9,310,000 8,093,973 1,141,988 40,000
Other Uses:
Transfers Out - General Fund:
- Engineering Department Salary and Benefits 657,747 722,988 722,988 790,191 813,897 838,314 863,463 889,367 916,048
Transfers Out - Community Housing Fund:781,961 500,000 529,727 515,000 530,450 546,364 562,754 579,637 597,026
Transfers Out - Debt Service Fund:
- 2014B COPS (Street Improvements)320,637 317,304 317,304 318,820 320,033 319,393 - - -
- 2016 COPS (Police Bldg.)449,325 445,625 445,625 444,125 445,925 442,125 442,925 443,125 -
- 2020 Refunding COPs (ARTF)190,794 190,341 190,341 191,139 191,900 191,624 191,324 - -
- Private Bank 4.8% Loan Rec Pool (10-year term)1,043,150 1,043,150 1,043,150 1,043,150 1,043,150
- Private Bank Loan 4.5% Rec Fitness Expansion (10-year term)
Transfers Out - Mobility Fund:-
- Hybrid Bus (1) 200,000 970,000 970,000 - - -
- Electric Busess (2) - 3,071,306 3,071,306 - - -
Electric Bus Charging Equipment 480,000 480,000 -
Transfers Out - Fleet Maintenance Fund:
- 2020 COPs (Fleet Maintenance Bldg.)193,825 195,611 195,611 196,348 196,048 195,723 195,374 -
- 80/20 Match on Grant for Lifts (Washbay)240,000 - - - - -
- 80/20 Match on Grant for Lifts (Main)300,000 300,000 -
Transfers Out - Equipment Replacement Fund:
- State Land Board Land Purchase 140,000 2,709,177
- Event Bleachers 15,000
- Artsy Bike Racks 15,000
- Police Cars (2)180,000
- Ballot Box - 2,500 2,500 - - - - - -
- Drain Snake - 10,800 10,800 - - - - - -
- Finance Software Solution for Town - - - - - 100,000 - - -
- Digital Signs on Railroad Tracks 37,000 - - - - - - - -
- External Vest Ballistic Plates 40,000 - - - - - -
- Heavy Duty Dump Trailer 20,000 - - - - - -
- Diesel Light Towers (2)38,000 - - - - - -
- Drone - - - 21,000 - - -
- Snow Plow - 450,000 450,000 - - - -
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Original Current Proposed
Audited Budget Budget Budget
2025 2026 2026 2027 2028 2029 2030 2031 2032
Projected
Total Other Uses 3,169,289 7,656,475 3,784,896 9,437,106 3,541,403 3,676,692 3,298,990 2,955,279 2,556,224
Total Expenditures and Uses of Funds 15,816,047 19,066,676 15,165,180 27,884,271 9,346,403 12,986,692 11,392,963 4,097,267 2,596,224
Net Source (Use) of Funds (3,880,369) (5,047,751) (2,208,196) (7,305,315) 690,146 (1,873,959) (2,031,321) 4,433,201 6,108,135
Fund Balance, Beginning of Year 16,925,081 11,352,644 13,044,712 10,836,516 3,531,201 4,221,347 2,347,388 316,066 4,749,268
Fund Balance, End of Year 13,044,712$ 6,304,893$ 10,836,516$ 3,531,201$ 4,221,347$ 2,347,388$ 316,066$ 4,749,268$ 10,857,403$
Fund Balances
Restricted For:
Asphalt Overlay 423,144$ 423,144$ -$ -$ -$ -$ -$ -$ -$
Assigned For:
URA: West Town Center Projects 844,108 2,429,108 1,642,272 1,172,272 1,654,321 628,419 722,517 3,256,615 5,790,713
Unassigned:.
Unplanned Necessary Expenditures - 1,000,000 1,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Unreserved 11,777,460 2,452,641 8,194,244 358,929 567,026 (281,031) (2,406,450) (507,347) 3,066,691
Total Fund Balances 13,044,712$ 6,304,893$ 10,836,516$ 3,531,201$ 4,221,347$ 2,347,388$ 316,066$ 4,749,268$ 10,857,403$
Audited Original Revised Difference
Actual Budget Budget Increase
2025 2026 2026 (Decrease)
REVENUES
Intergovernmental -$ -$ -$ -$
Charges for Services 2,693,944 2,461,890 2,461,890 -
Other Revenue 3,364 - - -
Total Operating Revenues 2,697,308 2,461,890 2,461,890 -
Other Sources
Transfers-In from General Fund - - - -
Transfers-In from Capital Projects Fund 433,825 495,611 495,611 -
Total Other Sources 433,825 495,611 495,611 -
TOTAL REVENUES 3,131,133 2,957,501 2,957,501 -
EXPENDITURES
Public Works:
Fleet Maintenance 2,746,472 2,447,844 2,454,344 6,500
Total Operating Expenditures 2,746,472 2,447,844 2,454,344 6,500
NET SOURCE (USE) OF FUNDS 384,661 509,657 503,157 (6,500)
FUND BALANCES, Beginning of Year 2,392,213 1,673,375 2,776,874 1,103,499
FUND BALANCES, End of Year 2,776,874$ 2,183,032$ 3,280,031$ 1,096,999$
Fund Summary
MUNICIPAL SERVICES
Fleet Maintenance Enterprise Fund #61
ATTACHMENT D
970.748.4088 predmond@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council Members FROM: Paul Redmond, Chief Finance Officer
RE: 2027 Budget Revenue Projections and Personnel Expenses
DATE: September 14, 2026
SUMMARY: This report introduces the projected budget revenues for 2027 across several Town Funds.
Staff continue to build the other budget components, department expenditures and narratives to present the
first draft of the 2027 Town of Avon Budget on October 27 at the Council’s retreat. The final 2027 budget is
slated for final adoption in December.
BUDGET APPROACH: The Town Manager presents a balanced budget where the projected operating
revenues for the next year match or exceed the projected operating expenses. The Town traditionally
budgets conservatively with both revenues and expenses after reviewing historical trends, economic
indicators, Council priorities, and capital improvement projects. Avon’s actual revenue collections are
usually higher than budgeted revenues. The conservative budgeting practices avoid excessive operating
expenses that are not sustainable.
REVENUE PROJECTIONS: Revenue projections are modest and conservative. Sales tax projections
consider an increase in sales tax revenue with the opening of the Bosk Apartments and Whole Foods
Market in late 2027. Below is a summary of the revenue projections for all Town Funds.
GENERAL FUND REVENUES: Total tax revenues collections are projected to be relatively flat for 2027
compared to the 2026 budget.
Property Tax collections are projected to remain flat in 2027 compared to 2026. In 2026, Colorado property
tax payors will benefit from HB24B-1001 in which they will receive a 10% deduction on the first $700,000 of
actual property value ($70,000 max). The 2026 property taxes are paid in 2027. For 2027 there is a small
increase in new construction thus projections of property taxes in the General Fund will increase by $32,692
or 1.03%.
2026 2027
Budgeted Revenues Budgeted Revenues Percentage Change
Town Fund
General Fund 29,323,428 30,190,220 3%
Avon Urban Renewal Fund 2,983,325 2,906,620 -3%
Community Enhancement Fund 90,000 90,000 0%
Water Fund 199,000 199,000 0%
Community Housing Fund 2,316,439 2,062,300 -11%
Exterior Energy Offset Fund 25,000 178,000 612%
Disposable Paper Bag Fee Fund 45,000 45,000 0%
Capital Projects Fund 11,518,925 20,578,956 79%
Mobility Fund 2,639,022 2,857,263 8%
Fleet Maintenance Fund 2,957,501 3,125,970 6%
Equipment Replacement Fund 2,161,322 1,919,022 -11%
Total 54,258,962 64,152,351 18%
All Funds
2027 Revenue Projections
Page 2 of 4
Sales Tax is Avon’s largest revenue stream. Sales tax revenues increased by 26% in 2021 compared to
2020 and then another 14% increase in 2022 (up from 2021). The sales tax increase in 2023 was a modest
2% compared to 2022. Sales taxes have remained relatively flat since 2024. While sales tax has been down
this year due to the lack of seasonal visitors, largely due to the weather patterns, sales tax is projected to
increase by 2.5% or $337,000, keeping pace with inflation in 2027. Avon does expect some growth in sales
tax revenues because of the completion of the Bosk Apartments and Whole Foods Market opening.
The chart below shows the sales tax collection by quarter and includes the 2026 year end forecast and 2027
projections for the Town’s 4% Sales Tax.
Licenses and Permits are increased for 2027 due to the steady development growth related to the submittal
of building permits year after year. Recreation admission fees and program fees are projected to increase
as visitor growth continues with the programs. Development review fees are projected to increase because
of adding engineering consulting fees to assist with the projects within the Village (at Avon). Engineering has
retained third party consultants to assist with review of projects in the Village (at Avon). All costs associated
with the third-party vendor are billed to the Village (at Avon). Highway User Tax is budgeted with an increase
of $44,000 with the latest projections from CDOT. Lease of Town owned property is increased by $35,000
to reflect the rents received by the 91 Beaver Creek Blvd property.
NOTE: A reduction of revenues from a projected seven-month closure of the Recreation Center pool area is
NOT included in the revenue projections. If Council approves this refurbishment for 2027, the revenue
projections will be revised with a reduction of $300,000 to $400,000. Staff will propose covering this revenue
shortfall with General Fund unrestricted reserves because this is a one-time event.
The overall budget increase for the General Fund is 2.96% or $866,792.
The General Fund Revenues can be seen on Attachment A.
$-
$500,000.00
$1,000,000.00
$1,500,000.00
$2,000,000.00
$2,500,000.00
$3,000,000.00
$3,500,000.00
$4,000,000.00
$4,500,000.00
$5,000,000.00
Jan-Mar Apr-Jun Jul-Sept Oct-Dec
SALES TAX FOR THE LAST 5 YEARS
2023 2024 2025 2026 2027
Page 3 of 4
CAPTIAL IMPROVEMENTS PROJECTS (“CIP”) FUND REVENUES: The 2% Real Estate Transfer Tax
(“RETT”) revenues are conservatively projected at $5,150,000, which is a 3% increase. In practice, Avon
treats RETT revenues as a “look back” meaning that we budget and spend the funds received in the previous
year rather than counting on the funds received in the current calendar year to cover expenditures in the
same calendar year. The dedication of Real Estate Transfer Tax revenues to capital improvements has
created a stable CIP Fund with adequate fund balances to continue with street resurfacing, facility
replacements, and implementation of various community projects.
The revenues for the CIP Fund include $8.5 million for the financing of the Recreation Center Aquatics
Renovation. Staff will be working with several banks locally to achieve the best interest rate for the Town.
COMMUNITY HOUSING FUND: Avon voters approved a 2% short-term rental tax in November 2021.
Estimated revenues are projected to remain flat at $1,015,000 in the 2027 Budget. These revenues are
dedicated to community housing projects with several future projects currently in planning stages.
WATER FUND: 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. The water surcharges coming into the
Water Fund are very consistent every year. The Water Fund revenues in 2027 will remain flat as we will
continue to receive the water surcharges. New in 2025, Avon started to collect our own water tap fees and
these are charged at the same time as the building permits. In the past, Eagle River Water and Sanitation
District collected these fees when they collected their District’s tap fees.
FLEET MAINTENANCE FUND: The Fleet Maintenance Fund is an enterprise fund that operates like a
private business, recovering its costs through charges to Town departments, governmental agencies, and up
to 10% private clients. Monies may also be provided to the Fleet Maintenance Fund with general taxes
collected by the Town of Avon, when appropriate, to ensure a positive net income on an annual basis.
EXTERIOR ENERGY OFFSET FUND: The Exterior Energy Offset Fund shows the largest growth in revenue
for 2027. The increase is a result of the Colorado Energy Office Impact Accelerator Grant. The funding will
support building code updates to all-electric by 2030 and support electrification upgrades for residential and
commercial building. The Grant was awarded to 9 municipalities in Eagle and Pitkin County.
OTHER FUNDS: The Town’s other funds are established to segregate revenues from specific sources for
specific purposes, including the Community Enhancement Fund and Disposable Paper Bag Fund are all
projected to remain flat in with no increase in 2027.
PERSONNEL OVERVIEW: The Town’s 2027 personnel position budget will remain similar to 2026 and
supports current municipal services and program levels across departments. The only exception is the
change to the Commander position from part-time to full-time, with revenues from the speed camera
program covering the increase in expenses.
Overall, the position count is projected to be at 119 full-time positions. The personnel salary budget
includes a 3% merit increase to be rewarded to employees based on performance who meet the
criteria. Prior year merit increases were budgeted at 3% in 2026 and 4% in 2025. It is also noted that
Page 4 of 4
every two years the town completes a salary comparison study with its peer communities. This study was
completed in the spring 2026 and 3% market adjustments were implemented in July.
Preliminary projections to fund the Town’s Health Benefits Plan include a 10% increase to the benefits
budget in 2027. There may be adjustments to the budget once the renewal pricing is confirmed for all
vendors in November. Town staff continually review national, state, and regional health plan benchmarking
data and trends to ensure a robust health plan program is offered. A review of the current health plan is
underway to determine costs vs. benefits of all vendors and what additional savings may be achieved.
Updates on this effort will be provided at the October 27th Budget Retreat.
As part of our 2027 Goals, the Human Resource and Finance Divisions will continue to review the Town
Health Benefits Program to seek alternatives for cost reductions while continuing to offer appealing health
benefits that support a competitive compensation package for employee recruiting and retention. Future
staffing levels remain a priority for discussion with the management team taking into consideration new
developments that come to fruition.
Thank you, Paul
ATTACHMENT A: General Fund Revenues
ATTACHMENT B: Organizational Chart
Parent Budget Budget
Account Number
2024
Total Activity
2025
Total Activity
2026
Total Activity
2026
2026 2026 Projection
2027
2027
Increase /
(Decrease)
Category: 51000 - Taxes
Revenue
100-51101 PROPERTY TAX - CURRENT 2,978,494.01 2,914,948.00 3136977.16 3,165,318.00 3,165,318.00 3,198,010.22 32,692.22
100-51102 PROPERTY TAX - DELINQUENT - 14.96 0 500.00 - 500.00 -
100-51103 CURRENT & DELINQUENT INTEREST 3,616.44 3,908.70 3272.06 1,900.00 3,272.06 1,900.00 -
100-51104 PROPERTY TAX - ABATEMENTS (3,533.85) (298.15) 0 - - - -
100-51201 SPECIFIC OWNERSHIP TAXES 161,887.59 170,637.24 93813.12 130,000.00 176,637.00 130,000.00 -
100-51301 GENERAL SALES TAX 13,137,185.70 13,441,602.69 7513260 13,505,818.00 13,297,373.08 13,843,463.00 337,645.00
100-51302 UTILITY TAX 113,191.21 110,217.16 45323.9 130,000.00 115,294.01 130,000.00 -
100-51303 ACCOMMODATIONS TAX 2,230,499.83 2,298,238.22 1300476 2,458,503.00 2,295,438.00 2,458,503.00 -
100-51304 PENALTIES & INTEREST 75,240.66 60,564.01 17825.69 50,000.00 47,850.00 50,000.00 -
100-51305 SALES TAX AUDIT ASSESSMENTS 36,286.79 50,179.69 360061.75 50,000.00 405,061.00 50,000.00 -
100-51307 VAA RETAIL SALES FEE 1,083,164.31 1,161,875.26 374846.48 1,100,000.00 1,083,164.31 1,200,000.00 100,000.00
100-51308 CIGARETTE EXCISE TAX 239,592.54 210,507.00 112779 245,000.00 206,994.00 245,000.00 -
100-51309 SALES TAX - TOBACCO PRODUCTS 314,547.91 325,441.80 207311 360,000.00 356,848.00 360,000.00 -
100-51402 FRANCHISE FEE 465,395.01 453,295.97 233127.62 460,000.00 466,255.24 460,000.00 -
Total Revenue:20,835,568.15 21,201,132.55 13,399,073.78 21,657,039.00 21,619,504.70 22,127,376.22 470,337.22
Total Category: 51000 - Taxes:20,835,568.15 21,201,132.55 13,399,073.78 21,657,039.00 21,619,504.70 22,127,376.22 470,337.22
Category: 52000 - Licenses and Permits
Revenue
100-52101 LIQUOR LICENSES 6,701.25 6,520.00 5,225.00 7,500.00 7,500.00 7,500.00 -
100-52102 BUSINESS LICENSES 262,105.00 271,545.00 64,750.00 200,000.00 212,400.00 200,000.00 -
100-52103 CONTRACTOR'S LICENSES 29,105.00 25,655.00 15,156.00 20,000.00 26,750.00 20,000.00 -
100-52104 TOBACCO/CIGARETTE LICENSES 2,750.00 3,250.00 - 1,750.00 1,500.00 3,250.00 1,500.00
100-52105 BOOTING & TOWING LICENSES 450.00 850.00 550.00 600.00 550.00 550.00 (50.00)
100-52201 BUILDING PERMITS 866,728.69 349,674.87 858,257.14 225,000.00 950,000.00 250,000.00 25,000.00
100-52205 ROAD CUT PERMITS 83,252.50 250.00 - 20,000.00 20,000.00 20,000.00 -
100-52207 MOBILE VENDOR CART PERMIT 700.00 1,795.00 558.00 2,400.00 3,775.00 2,560.00 160.00
Total Revenue:1,251,792.44 659,539.87 944,496.14 477,250.00 1,222,475.00 503,860.00 26,610.00
Total Category: 52000 - Licenses and Permits:1,251,792.44 659,539.87 944,496.14 477,250.00 1,222,475.00 503,860.00 26,610.00
Category: 53000 - Intergovernmental
Revenue
100-53106 CLICK IT OR TICKET - - - - - - -
100-53107 BULLET PROOF VEST GRANT 2,166.00 2,362.50 - 2,000.00 2,000.00 2,000.00 -
100-53204 LEAF GRANT - - - 12,500.00 12,500.00 12,500.00 -
100-53206 HIGH VISIBILITY GRANT 37,975.53 30,236.81 25,382.02 25,000.00 32,000.00 25,000.00 -
100-53207 COLORADO POST GRANTS 25,912.72 8,667.24 - 45,000.00 45,000.00 45,000.00 -
100-53208 DOLA GRANTS - 118,250.00 - -- - -
100-53209 AVONS BEST & BRIGHTEST - 33,498.81 10,380.84 25,000.00 10,380.84 - (25,000.00)
100-53299 OTHER STATE GRANTS 89,848.55 202,073.57 7,214.96 100,000.00 100,000.00 100,000.00 -
100-53301 CONSERVATION TRUST 73,445.45 72,636.45 51,125.44 80,000.00 75,700.00 80,000.00 -
100-53302 MOTOR VEHICLE REGISTRATION FEES 24,596.86 24,755.24 14,413.60 26,000.00 28,000.00 26,000.00 -
100-53303 HIGHWAY USERS TAX 223,046.19 226,229.14 108,440.61 236,158.00 236,158.00 238,165.00 2,007.00
100-53305 EAGLE COUNTY SALES TAX 691,412.75 627,625.85 287,870.17 746,785.00 665,329.36 765,455.00 18,670.00
100-53306 EAGLE COUNTY ROAD & BRIDGE 219,201.64 214,525.01 227,000.40 175,000.00 258,631.00 175,000.00 -
100-53308 SEVERANCE TAX 508.57 214.79 701.13 2,400.00 2,400.00 2,400.00 -
100-53309 RETAIL DELIVERY FEE 7,471.82 8,489.14 4,465.92 6,000.00 8,928.33 7,500.00 1,500.00
100-53401 LOCAL INTERGOVERNMENTAL PARTICIPATION - 16,763.40 - - - - -
100-53900 OTHER GRANTS - -- - - - -
Total Revenue:1,395,586.08 1,586,327.95 736,995.09 1,481,843.00 1,477,027.53 1,479,020.00 (2,823.00)
Total Category: 53000 - Intergovernmental:1,395,586.08 1,586,327.95 736,995.09 1,481,843.00 1,477,027.53 1,479,020.00 (2,823.00)
ATTACHMENT A
Parent Budget Budget
Account Number
2024
Total Activity
2025
Total Activity
2026
Total Activity
2026
2026 2026 Projection
2027
2027
Increase /
(Decrease)
Category: 54000 - Charges for Services
Revenue
100-54102 PHOTOCOPYING CHARGES - - - - -
100-54103 LICENSE HEARING FEES - - - - - - -
100-54104 OTHER FEES & CHARGES 1,266.46 1,004.11 934.11 2,500.00 1,200.00 2,500.00 -
100-54105 CC & PAPER FILING FEE 3,826.70 3,692.34 942.79 2,500.00 1,900.00 2,500.00 -
100-54201 PLAN CHECK FEES 556,652.91 160,443.71 596,855.69 150,000.00 637,855.00 150,000.00 -
100-54203 DEVELOPMENT REVIEW FEES 20,583.73 16,075.00 15,163.42 170,000.00 200,000.00 200,000.00 30,000.00
100-54204 ANIMAL CONTROL FEES - - - - - - -
100-54206 IMPACT FEE ADMIN CHARGE 8,100.06 4,827.84 1,080.00 2,500.00 4,400.00 2,500.00 -
100-54301 POLICE REPORTS 616.00 399.00 689.25 1,000.00 900.00 1,000.00 -
100-54302 OFF-DUTY POLICE EMPLOYMNT 33,676.00 38,270.00 37,285.50 40,000.00 45,910.00 40,000.00 -
100-54303 FINGERPRINTING FEES 650.00 1,305.00 880.00 750.00 1,050.00 750.00 -
100-54304 V.I.N. INSPECTION FEES 2,625.21 7,487.46 6,295.00 2,000.00 7,500.00 7,500.00 5,500.00
100-54305 FALSE ALARM FEES 20.00 - - 75.00 - 75.00 -
100-54399 MISC POLICE DEPT. FEES (DUI, ETC)12,556.47 13,463.83 6,042.17 15,000.00 15,000.00 15,000.00 -
100-54601 AVON REC CTR ADMISSIONS 1,431,786.30 1,431,570.96 891,552.29 1,350,000.00 1,457,709.82 1,400,000.00 50,000.00
100-54602 AVON REC CTR PROGRAM FEES 31,900.00 30,304.00 49,348.83 30,000.00 65,000.00 30,000.00 -
100-54603 AVON REC CTR FACILITY RENTALS 22,555.47 25,300.21 11,566.27 22,000.00 23,500.00 22,000.00 -
100-54604 SALES OF MERCHANDISE 7,642.00 8,418.50 5,256.00 9,000.00 8,500.00 9,000.00 -
100-54606 OTHER SERVICES 8,972.00 9,040.00 4,912.00 8,800.00 8,500.00 8,800.00 -
100-54607 FITNESS PROGRAM REVENUES 43,072.50 46,488.97 27,552.19 42,000.00 42,000.00 42,000.00 -
100-54610 SWIM TEAM REVENUE 52,299.16 58,080.21 21,426.35 52,800.00 50,000.00 52,800.00 -
100-54611 PRIVATE LESSON REVENUE 23,344.50 11,510.00 10,090.00 20,000.00 17,248.00 20,000.00 -
100-54612 AVON REC CTR GIFT CARDS - 544.00 - 500.00 350.00 500.00 -
100-54651 ADULT PROGRAM FEES 34,407.00 49,590.00 23,375.01 34,000.00 30,000.00 50,000.00 16,000.00
100-54652 CABIN EQUIPMENT RENTALS 34,901.80 41,886.25 34,436.10 35,000.00 38,000.00 40,000.00 5,000.00
100-54653 RENTALS-ATHLETIC FIELDS 840.00 1,290.00 920.00 240.00 1,080.00 240.00 -
100-54654 CABIN CONCESSIONS 72.00 71.00 - 500.00 - 500.00 -
100-54655 YOUTH PROGRAM REVENUES 199,902.79 195,494.70 175,824.48 200,000.00 205,000.00 220,000.00 20,000.00
100-54672 CONCESSION SALES 92,941.00 73,096.00 95,687.29 94,131.00 105,000.00 94,131.00 -
100-54676 SPONSORSHIPS 9,000.00 13,250.00 13,250.00 10,000.00 13,250.00 10,000.00 -
100-54678 SPECIAL EVENT FEES 26,630.00 22,755.00 24,780.00 36,200.00 28,000.00 44,300.00 8,100.00
100-54679 SPECIAL EVENT ADMISSION FEES 982.00 - - 500.00 - 500.00 -
100-54680 PAVILION RENTAL FEES 4,272.00 - 1,300.00 6,640.00 4,000.00 3,000.00 (3,640.00)
Total Revenue:2,666,094.06 2,265,658.09 2,057,444.74 2,338,636.00 3,012,852.82 2,469,596.00 130,960.00
Total Category: 54000 - Charges for Services:2,666,094.06 2,265,658.09 2,057,444.74 2,338,636.00 3,012,852.82 2,469,596.00 130,960.00
Parent Budget Budget
Account Number
2024
Total Activity
2025
Total Activity
2026
Total Activity
2026
2026 2026 Projection
2027
2027
Increase /
(Decrease)
Category: 55000 - Fines and Forfeitures
Revenue
100-55101 COURT FINES - TRAFFIC 41,084.00 55,975.00 129,015.00 158,000.00 175,000.00 238,000.00 80,000.00
100-55102 COURT FINES - CRIMINAL 32,950.00 22,525.00 5,985.00 20,000.00 15,000.00 20,000.00 -
100-55103 COURT FINES - PARKING 3,390.00 2,285.00 1,340.00 3,000.00 2,100.00 3,000.00 -
100-55105 COURT COSTS 4,955.00 5,025.00 2,957.00 3,000.00 4,250.00 3,000.00 -
100-55106 JURY FEES - - - 100.00 - 100.00 -
100-55107 BOND FORFEITURES - - - 100.00 - 100.00 -
100-55110 POLICE TRAINING SURCHARGE 4,475.00 4,190.00 1,840.00 3,000.00 3,600.00 3,000.00 -
Total Revenue:86,854.00 90,000.00 141,137.00 187,200.00 199,950.00 267,200.00 80,000.00
Total Category: 55000 - Fines and Forfeitures:86,854.00 90,000.00 141,137.00 187,200.00 199,950.00 267,200.00 80,000.00
Category: 57000 - Investment Earnings
Revenue
100-57101 INTEREST EARNINGS 1,984,949.83 1,667,889.42 531,389.84 1,500,000.00 1,575,732.00 1,500,000.00 -
100-57102 UNREALIZED GAIN (LOSS) ON INVESTMENTS 195.12 3,906.69 - - - - -
Total Revenue:1,985,144.95 1,671,796.11 531,389.84 1,500,000.00 1,575,732.00 1,500,000.00 -
Total Category: 57000 - Investment Earnings:1,985,144.95 1,671,796.11 531,389.84 1,500,000.00 1,575,732.00 1,500,000.00 -
Category: 58000 - Other Revenues
Revenue
100-58101 RECREATIONAL AMENITY FEES 351,744.83 343,591.87 205,581.00 345,000.00 370,000.00 345,000.00 -
100-58201 LEASE OF TOWN OWNED PROPERTY 4,650.00 3,150.00 299,520.00 414,462.00 430,000.00 450,000.00 35,538.00
100-58204 RETURNED CHECK FEE - 60.00 - - - - -
100-58205 RESTITUTION & INSURANCE REIMBURSEMENT 39,342.70 38,474.52 30,678.00 20,000.00 30,678.00 20,000.00 -
100-58207 MISCELLANEOUS REFUNDS 6,249.40 6,557.40 - 12,000.00 6,000.00 6,000.00 (6,000.00)
100-58208 CONTRIBUTIONS & DONATIONS 15,590.30 4,300.00 - - 6,000.00 6,000.00 6,000.00
100-58211 DEVELOPMENT REIMBURSEMENT - - - - - - -
100-58216 PARKING REVENUE 10,474.25 28,848.00 7,053.00 - 13,500.00 12,000.00 12,000.00
100-58996 MISCELLANEOUS REIMBURSEMENT 29,910.31 24,022.00 104,355.00 30,000.00 30,000.00 30,000.00 -
100-58999 MISC NONCLASSIFIED REVENUE 71,442.22 129,636.05 1,755.00 137,000.00 137,000.00 137,000.00 -
Total Revenue:529,404.01 578,639.84 648,942.00 958,462.00 1,023,178.00 1,006,000.00 47,538.00
Total Category: 58000 - Other Revenues:529,404.01 578,639.84 648,942.00 958,462.00 1,023,178.00 1,006,000.00 47,538.00
Category: 59000 - Other Sources
Revenue
100-59201 OPERATING TRANSFERS IN 618,487.00 657,747.00 722,998.00 722,998.00 722,998.00 837,168.00 114,170.00
100-59307 OPERATING LEASE PROCEEDS - - - - - - -
Total Revenue:618,487.00 657,747.00 722,998.00 657,747.00 657,747.00 837,168.00 114,170.00
Total Category: 59000 - Other Sources:618,487.00 657,747.00 722,998.00 657,747.00 657,747.00 837,168.00 114,170.00
Report Total:29,368,930.69 28,710,841.41 19,182,476.59 29,258,177.00 30,788,467.05 30,190,220.22 866,792.22 =
Council
Elected by Citizens - 7 Members
Council appoints Mayor, Legal Counsel,
Municipal Judge, Town Manager, Boards,
Commissions and Committees
Council serves as Local Liquor Authority,
Board of Adjustments, and Board of Directors
for Avon Urban Renewal Authority
Town Attorney
Municipal Prosecutor
Special Legal Counsel
TOWN MANAGER
Oversees Departments and Personnel,
Prepares Budget, Administers
Contracts, Implements Policies and
Projects as Directed by Council
Municipal Judge
Avon
Citizens
Home Rule Charter
adopted and amended by
Avon voters
Planning & Zoning
Commission (PZC)
Downtown Development
Authority (DDA)
Culture, Arts & Special
Events Committee (CASE)
Finance Committee
Health & Recreation
Committee
DEPARTMENTS
Community
Development
Municipal
Court
Planning
ORGANIZATIONAL
CHART
General
Government Police Public Works Recreation
Building
Inspections
Mobility
Fleet Maintenance
Facility
Maintenance
Recreation
Programs
Admin
Investigation
Patrol Human Resources
Risk
Management
Finance
IT
Admin & Council Support
Marketing &
Communications
Town Clerk
Sustainability
Culture, Arts
& Special Events
Admin
Engineering
Capital Improvement
Construction Review
GIS
Water
Operations
Asset
Management
Attachment B
970.748.4004 eric@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Eric Heil, Town Manager
RE: Work Session: Draft 2027 Department Goals
DATE: September 15, 2026
SUMMARY: The draft 2027 Department Goals is presented for Council consideration and direction.
Department Goals are adopted every year as a guide for Staff to work on new policies, programs and
projects. Department Goals do not address on-going operations and government services activities which
are already established. We will include Department Goals in the 2027 Budget as its own section, which
will improve the integration of costs associated with Department Goals into the budget as well as provide a
convenient location for the documentation and record keeping of annual Department Goals. Adoption of
Department Goals also clarifies for the Avon community the priorities, plans and expectations over the next
year.
This presentation of Department Goals allows Council to discuss the work program for the upcoming year
and determine as a body the priorities for the Avon community. Adopting goals improves the efficiency of
Staff but clearly establishing expectations in an orderly and predictable manner. Staff provides quarterly
updates on Department Goals, which is a convenient and appropriate time for Council to reconsider or
redirect goals for the year. Council always has the authority to add goals, establish new priorities, or revise
the work program or direction for Staff.
Department Goals are based on full-staffing and assume all Staff time is allocated to perform general
operations and activities of the Town of Avon. Several goals will require multiple years to complete. You
will see several goals listed as [Carryover from 2026] which are goals that have not been completed or
started in 2026. Work on some Department Goals may be delayed when we have Staff turnover,
particularly when a specific goal is assigned to an individual person. Performance and competition of
Department Goals can be impacted by a variety of factors, including community input, unforeseen details or
complications, new issues that arise which may create unforeseen increases in our general workload, or
pace and progress of partnerships with third parties.
If Council desires to add other goals within a particular Department or Division, then Council
should consider deferring other proposed goals within that Department or Division to set realistic
expectations for Staff performance.
FINANCIAL IMPACTS: The cost of implementing Department Goals is integrated into the budget.
Department Goals are separate from Capital Improvement Projects which are addressed in the CIP Fund.
REQUESTED DIRECTION: Council is requested to provide input and direction on the DRAFT 2027
Department Goals.
Thank you, Eric
ATTACHMENT A: DRAFT 2027 Department Goals
2027 Department Goals DRAFT
September 15, 2026
Page 1 of 8
Town of Avon
2027 Department Goals
This document presents specific goals to be completed, or substantially completed, in 2027. The goals are
identified by Department.
Quarterly updates will be provided.
Council will review the information and provide directions on any revisions, deletions, or changes in
priority.
The goals provide a foundation for organizing and scheduling Staff work as well as scheduling reports,
work session and action items for Council meeting.
The list is not comprehensive in nature and there will be ample opportunity to review and discuss other
high-level priorities set by Council.
2027 Department Goals
General Government
GENERAL GOVERNMENT
COMMUNICATION & MARKETING
1.Streamline Communications Platforms [Carryover from 2026]: 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.
2.Revamp DiscoverAvon.org Tourism Website: The Discover Avon tourism website was built on a
Wordpress platform in 2021. The Wordpress template used for the site has become glitchy and our
social media channels are no longer able to integrate on the homepage, which helps keep the
website current. As we continue to invest in marketing and tourism campaigns, it’s essential that we
have an attractive, functional and intuitive website that allows prospective visitors to learn more about
Avon.
3.Create a Tourism Toolkit for Avon Hotels & Businesses: Assemble a cloud-based folder
containing image, video and text assets displaying the beauty of Avon in all seasons. The link can be
shared with tourism partners, local businesses and hotels to expand the reach of Avon's brand,
encourage consistent messaging, and support the promotion of Avon as a premier mountain
destination year-round.
ATTACHMENT A
2027 Department Goals DRAFT
September 15, 2026
Page 2 of 8
CULTURE, ARTS & EVENTS
4.Culture, Arts, & Special Events Strategic Plan: Reinstate community and stakeholder
engagement to develop a Culture, Arts, and Special Events Strategic Plan for Council consideration.
The process will gather input from nonprofits, community groups, creative partners, and regional arts
stakeholders. The Strategic Plan will incorporate The Summit Cultural & Arts Flex Space to define
priorities, programming needs, partnerships, and long-term cultural goals. The CASE Committee will
review drafts and recommend a completed Strategic Plan for Council review and adoption.
5.The Summit Cultural & Arts Flex Space: Conduct focused community engagement to understand
desired uses, creative space needs, and community priorities for The Summit Cultural & Arts Flex
Space. This work will include evaluating existing creative assets in Avon, identifying programmatic
gaps, and gathering both qualitative and quantitative input to inform future use of the facility. The
findings will be summarized in a facility planning report that outlines recommended programming,
operational considerations, next steps, and a sustainable operating model with a high-level budget
responsive to community needs and complementary to the broader creative space landscape.
6.Bronze Research: Carryover - 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 into whether Mother’s Pride is the right scale for Round-About 1.
7.Avon Library Expansion: Carryover - 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.
8.Historical Ranching & Railroad Collection [Carryover from 2025]: Carryover - 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.
9.Art Guild at Avon Long-Term: Support the Art Guild in strengthening its organizational capacity and
long-term sustainability by assisting with fundraising strategy and implementation, supporting
membership retention, engagement, and growth, and helping guide rebranding efforts, organizational
visioning, and the development of a strategic plan. Ensuring the space is responsive to local artists,
supports accessible creative programming, and advances broader community arts and culture goals.
SUSTAINABILITY
10.Commercial Composting Pilot Program Evaluation & Expansion: Staff will evaluate program
outcomes to determine the feasibility of long-term service expansion. This evaluation will include
analysis of participation trends, waste diversion performance, program costs, greenhouse gas
reduction benefits, operational considerations, and stakeholder feedback. The existing pilot program
will remain operational while Staff develops recommendations regarding future program structure,
funding considerations, potential expansion opportunities, and implementation pathways for Council
consideration.
2027 Department Goals DRAFT
September 15, 2026
Page 3 of 8
11. IMPACT Accelerator Grant Implementation: Implement the Colorado Energy Office (“CEO”) Local
IMPACT Accelerator grant awarded in 2026. Work will include administration of residential,
commercial, and multifamily building electrification and energy efficiency rebate programs,
coordination with the regional Eagle-Pitkin cohort, grant reporting, and stakeholder engagement.
Staff will work with regional partners to evaluate policy options, support workforce development
activities, and advance future building energy code discussions consistent with prior Council
direction. Program performance, participation levels, greenhouse gas reduction benefits, and
affordability outcomes will be tracked and reported throughout the implementation period.
12. Extended Producer Responsibility Implementation (if reimbursement granted): Support
implementation of Colorado’s Extended Producer Responsibility (“EPR”) program and integrate
available resources into Avon’s recycling and waste diversion efforts. Staff will coordinate with
Circular Action Alliance, Eagle County, local haulers, and regional partners to implement the
reimbursement activities identified in 2025. Findings from the 2025 & 2026 Recycling Reinforcement
& Compliance goal, including waste audit results, will be used to inform targeted education and
outreach efforts to address contamination and improve recycling performance in priority waste
streams.
13. Town-Wide Geothermal Pre-Feasibility Study Evaluation: Building on the Department of Local
Affairs ("DOLA") funded geothermal pre-feasibility study initiated in 2026, Staff will complete any
remaining project activities and evaluate study findings to determine the viability of geothermal
applications within Avon. Based on the study results, Staff will develop recommendations and a
strategic roadmap for future geothermal activities, including potential pilot projects, additional site
investigations, partnership opportunities, funding strategies, and next-phase implementation
planning.
14. Optional 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 OFFICE | MUNICIPAL COURT
15. Townwide Data Governance Framework: Develop and implement a townwide data governance
model in collaboration with Information Technology and all Town departments ensuring responsible
data stewardship and establishing clear policies, roles, standards, and processes for managing the
Town's data throughout its lifecycle. The framework will ensure municipal data is accurate, secure,
accessible, consistent, legally compliant, and properly retained through the implementation of records
management practices and technology solutions.
16. Municipal Court Operations Manual: Develop Municipal Court Operating Manual in collaboration
with the Municipal Judge and Prosecuting Attorney that provides established best practices, court
processes, and procedures that support efficiency of court operations. Explore virtual hearing
capabilities and evaluate livestreaming and remote public access options that comply with Colorado
legal requirements to be included, if warranted.
2027 Department Goals DRAFT
September 15, 2026
Page 4 of 8
FINANCE
1. Improve Procurement Policy and Contract Management: Complete the procurement policy
updates (including P-Card, including yearly training) and implement a standardized contract tracking
policy.
2. Implement Target-Based Budgeting Process: Develop and implement a target-based budgeting
framework that aligns expenditures with strategic priorities, long-term financial sustainability, and
available revenues.
3. Town Services vs. Future Development: Develop a financial model to forecast potential
expenditures increase to Town municipal services as future developments occur.
4. Avon Downtown Development Authority Debt Issuance: Currently the Avon Downtown
Development Authority is not authorized to incur debt. Review the legal, financial, and strategic
requirements of submitting a ballot question to voters within the DDA boundary that will authorize the
Avon Downtown Development Authority to incur debt in the future.
INFORMATION TECHNOLOGY
5. Maintain and Enhance Criminal Justice Information Services (CJIS) Compliance: Continue
strengthening the Town's cybersecurity and compliance program to ensure ongoing CJIS compliance
through policy management, security controls, user awareness training, audit readiness, and
technical safeguards.
6. Expand Utilization of Microsoft 365 Technologies: Increase the Town's use of Microsoft 365
solutions, including Intune, Purview, Entra ID, Defender, and automation capabilities, to improve
security, efficiency, device management, and service delivery across the organization.
7. Modernize User and Department File Storage: Migrate user home directories and Department
shared drives to OneDrive and SharePoint for all Departments, excluding the Police Department.
Improve accessibility, collaboration, security, version control, and disaster recovery while reducing
reliance on traditional on-premises file storage.
8. Advance Town-Wide Data Governance Initiatives: Coordinate with the Town Clerk to develop and
implement a comprehensive Data Governance program that establishes standards for data
ownership, retention, classification, access, and lifecycle management to improve compliance,
transparency, and operational efficiency.
HUMAN RESOURCES AND RISK MANAGEMENT
1. Evaluate HR and Finance Technology Options [Carryover from 2026]: Explore technology
platforms that can streamline HR and Risk program processes, improve efficiency, and strengthen
coordination between HR and Finance. Focus areas may include workforce management,
compensation, benefits, risk management, and payroll.
2027 Department Goals DRAFT
September 15, 2026
Page 5 of 8
2. Strengthen Employee Retention and Engagement: Explore additional recognition programs and
engagement opportunities that reinforce employee appreciation, support cross-departmental
connection, and respond to themes identified in the Pulse Survey.
2027 Department Goals
Community Development
1. Community Housing Initiatives: Pursue all reasonable efforts to implement Community Housing,
including but not limited to the following goals:
a. Regional Housing Authority [Carryover from 2025]: Implement the next steps in exploration
of potential Regional Housing Authority creation.
b. Avondale Apartments Construction [Carryover from 2026]: Construction.
c. Slopeside Apartments [Carryover from 2025]: Complete entitlements which includes
zoning of adjacent parcel and subdivision to combine parcels.
d. Revisit Inclusionary Zoning [Carryover from 2025]: Explore potential policies that may
allocate or prioritize a portion of the remaining available Single-Family Equivalent (SFE) water
supply to Community Housing projects.
e. Update Employee Housing Mitigation Regulations: Update the Employee Housing
Mitigation regulations to establish maximum rents and maximum sales price for employee
housing mitigation units.
f. Mobile Home Park Protections [Carryover from 2026]: Research mobile home park
protection to preserve existing workforce housing in Avon and present research and potential
options for action to Council.
g. Water Tank Planning [Carryover from 2026]: Participate in modeling and planning for future
water tank(s) on northern hillside. Infrastructure will serve portions of East Avon Preserve,
Village (at Avon), and State Land Board properties.
h. Research legitimizing Accessory Dwelling Units (ADU’s) in Wildridge: Research and
report of the existing “ADU’s” or rental apartments in Wildridge PUD. Research ability to
legalize them and promote them.
2. Sun Road Redevelopment [Carryover from 2026]: Proceed through RFQ process and obtain
development partner(s) to pursue redevelopment opportunities identified in the Sun Rd mixed-use
concept plan.
3. Park Planning [Carryover from 2025]: Continue current efforts to conduct park planning, including
Planning Area B and P3 in the Village (at Avon) and O’Neal Spur park and Saddleridge Park in
Wildridge. [NOTE: This will be conducted in collaboration with Recreation Dept Goal]
2027 Department Goals DRAFT
September 15, 2026
Page 6 of 8
4. Comprehensive Plan Update Process: Conducting an initial community based “scoping process”
to determine the appropriate process and scope for a comprehensive update to the Avon
Comprehensive Plan, including identifying and applying for grant funds and developing a budget for
staffing and consultants to implement this project, which is anticipated to be a 3-year process.
2027 Department Goals
Recreation
1. Complete design for Fitness Area expansion: Finalize the conceptual and technical design of the
Recreation Center Fitness Area Expansion, including expanded weight training, cardio, and
functional fitness spaces. The completed design will establish project scope, budget estimates,
operational impacts, and construction requirements, positioning the Town to effectively implement
the facility expansion.
2. Expand programming in the West Avon Preserve: Develop and enhance recreational,
educational, and community-based programming opportunities within the West Avon Preserve.
Efforts will focus on increasing public engagement with the preserve through nature-based activities,
stewardship projects, outdoor recreation experiences, wellness programming, and partnerships that
promote environmental awareness while supporting long-term conservation and responsible use of
this community asset.
3. Collaborate on Park Planning [Carryover from 2026]: 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’Neal Spur park and Saddleridge Park in Wildridge.
[NOTE: This will be conducted in collaboration with Community Development Goal #4]
2027 Department Goals
Police
1. Solar-Powered Fire Sensors Research: Research the remote solar powered fire sensors for
Wildridge and Mountainstar based on Cordillera experience.
2. Comprehensive Camera Privacy Policy : Review Avon’s privacy policies for all Avon cameras that
capture public images. Research privacy policies, issues and trends with other communities.
Establish an open and inclusive public engagement process. Prepare a report and draft update to
private policies for public review and comment.
2027 Department Goals DRAFT
September 15, 2026
Page 7 of 8
2027 Department Goals
Engineering
1. Enhance Rights-of-Way (ROW) Review and Permitting Efficiency: Improve Rights-of-Way
permitting and review processes while maintaining high-quality engineering standards and customer
service. Evaluate opportunities to streamline permitting requirements for recurring utility work and
other routine activities, improving efficiency, consistency, and responsiveness for utility providers,
contractors, and residents.
2. Complete Stormwater Inventory, Condition Assessment, and GIS Integration: Continue
development of a comprehensive stormwater management program by completing the inventory and
condition assessment of the Town's stormwater infrastructure and integrating the information into the
Town's GIS system.
3. Renew Intergovernmental Agreement (IGA)with Eagle River Water and Sanitation District
(ERWSD) for the Heat Recovery System: Negotiate and execute a renewed Intergovernmental
Agreement (IGA) with Eagle River Water & Sanitation District for the operation, maintenance, and
long-term management of the Town's Heat Recovery System.
2027 Department Goals
Public Works
MOBILITY
1. Prepare Design Concepts for Avon Station Renovation: Hire an engineering consultant to
prepare design concepts and cost estimates to reconfigure Avon Station, the regional transit hub.
Avon Station has insufficient capacity to accommodate current bus operations, and future transit
plans are expected to increase demand at this location. The design work will evaluate options to
expand the site, maximize bus stall capacity, identify potential restroom locations, and improve
overall bus circulation.
FACILITIES
2. Develop Facilities Technical Training Program: Establish annual training plans for Staff. Support
certification opportunities in HVAC, plumbing, electrical and safety. Create documentation standard
for operating procedures on major maintenance activities. Establish a monthly in-house training for
all staff.
2027 Department Goals DRAFT
September 15, 2026
Page 8 of 8
FLEET
3. Fleet Management Software Conversion: Successfully transition the Fleet Division from the
current obsolete PubWorks fleet management system to a modern, fully integrated fleet
management platform that maintains and enhances all existing operational functions, including work
order management, preventive maintenance scheduling, inventory control, asset tracking, fuel
management, cost recovery, reporting, and customer billing. PubWorks is currently utilized by Fleet
to manage work orders, document repairs, track parts usage, and support billing and fleet
operations.
PUBLIC OPERATIONS
4. Redesign of Avon Road Round-About One [Carryover from 2025]: Prepare and present ideas
for redesign of Round-About One to Avon Planning and Zoning Commission and Council.
5. Harry A. Nottingham Park Upper field [Carryover from 2026]: Retain a Sports Turf
Consultant/Turf Agronomist to assess the upper field and provide recommendations for
improvements or replacement.
6. Standard Operating Procedures: Implement a comprehensive library of Standard Operating
Procedures (SOP’s) for all operational tasks by the end of Q3 to ensure process consistency,
minimize errors, and accelerate team onboarding.
Page 1 of 9
TO: Honorable Mayor Tamra N. Underwood and Council Members
FROM: Eric Heil, Town Manager, Paul Redmond, Chief
Finance Officer, and Eva Wilson, Town Engineer
RE: 2027 Capital Improvements Projects
DATE: September 12, 2026
SUMMARY: This report provides Council with an update on the draft 2027 Capital Improvement Project
(“CIP”) Fund and the long-range Capital Improvement Plan (“CIP Plan”). It summarizes projected revenues,
applicable CIP policies, major project scheduling and financing considerations, the status of 2026 projects,
and proposed new projects for 2027.
After Council discussion at the September 8th meeting two additional 2027 projects have been added to the
CIP Fund. The Resiliency-Backup Generator and Metcalf Ditch Repairs. Each is budgeted for $100,000 as
a placeholder. Staff does not have additional information at this time to provide a more accurate cost
estimate for these projects.
The draft 2027 CIP Plan includes two major projects:
• Recreation Center Aquatics Renovation ($8.5 million)
• Pedestrian Mall Extension ($6.5 million)
The Recreation Center Aquatics Renovation is a significant cost. When combined with the Pedestrian Mall
Extension and other planned capital improvements, the project creates cash-flow constraints. If all projects
are funded solely on a cash basis, the Pedestrian Mall Extension and other planned improvements would
need to be deferred by approximately two to three years. Staff therefore recommend short-term financing
through a local bank, with a term of 10 years, for the Aquatics Renovation. This approach would allow the
Town to proceed with the renovation while maintaining the planned five-year capital program. The proposed
schedule also reflects available resources, Engineering Department workload, and the design and
construction timelines necessary for successful project delivery, as shown in Table I. If the Aquatics
Renovation is not financed, projects will need to be deferred to remain within available CIP cash flow.
Table I – CIP Project Timeline
Staff will propose amendments to the 5-Year CIP to incorporate eligible projects as grant funding
opportunities become available and funding is secured.
# Project Amount Year Change
1 State Land 2,709,177 Not Paid From CIP
2 Post Blvd Overlay Design 250,000 2027 to 2028
3 Post Blvd Ped Beacons 500,000 2027 to 2028
4 Ped Mall Extension 6,500,000 2027 to 2029
5 HAN Irrigation System Construction 2,000,000 2028 to 2030
6 Wildridge Road Overlay 2,260,000 2029 to 2030
7 West Wildwood East West Road 1,513,973 2030 to 2031
8 Mountain Star South 443,448 2031 to 2032
9 Wildridge Road E 658,540 2031 to 2032
Page 2 of 9
REQUESTED COUNCIL DIRECTION: Council is requested to review and provide direction on the draft 2027
CIP Plan, including the proposed financing approach for the Recreation Center Aquatics Renovation, the
timing of the Pedestrian Mall Extension, and the addition of the Resiliency Backup Generator and Metcalf
Ditch Repairs projects at $100,000 each. Several projects remain in the planning or design phase and will
require refined construction cost estimates as design progresses.
CIP POLICIES: The following policies apply to the budgeting of capital projects and related CIP Fund:
Priority #1: maintain the existing public improvements and address any public safety concerns that
require immediate attention.
Priority #2: maintain a minimum $2,000,000 balance in the CIP fund for emergencies and unplanned
capital improvement expenditures that cannot be deferred. The minimum balance had been $1,000,000
for many years (at least since 2008). Staff is proposing to update this minimum balance to $2,000,000
due to the significant inflation in construction costs.
Other Priorities:
Fund new projects as funding is available.
Eligible expenditures include construction of public improvements or acquisition of tangible assets
with a life expectancy of at least 5 years.
When General Fund resources are sufficient, tangible asset acquisitions, typically those under
$100,000, are funded through the General Fund. In years when balancing the General Fund is
more challenging, as is the case this year, a greater share of these smaller capital purchases is
funded through the CIP Fund.
REVENUES: Revenue sources include the Town’s 2% Real Estate Transfer Tax (RETT), transfers from the
Avon Urban Renewal Authority and Community Housing Fund, unrestricted General Fund reserves, grant
funding, and occasional cash-in-lieu payments associated with development projects.
RETT: RETT Revenues are projected to increase $5.8 million. This increase projects the RETT revenue
from the Kestrel closings in 2027. Revenues that exceed the annual budget projection carry forward to the
fund balance the next year.
Currently, the RETT Revenues are funding three (3) separate Certificates of Participation (“COPS”), these
include Street Improvements (Terms in 2029), Public Safety Building (Terms in 2031) and the ARTF Building
(Terms in 2030). Below is a chart of the Debt to Revenue Ratio (see Table II) for the CIP over the next
several years.
Page 3 of 9
Table II – Debt to Revenue Ratio
Avon Urban Renewal Authority: The Avon Urban Renewal Area (“AURA”) projects $1,900,000 available
after debt service payments in 2027, (see Table III below). Available funds can be used for eligible capital
improvements within the West Avon Investment Plan area (west of Avon Road, north of Eagle River, east of
Avon Elementary). The West Avon Urban Renewal Plan broadly authorizes the expenditure of URA funds
for various public improvements in this West Town Center area. Staff tracks the amount of AURA funds that
are spent and where it is spent verifying and documenting compliance with the authorized use of the AURA
funds.
Table III – AURA Financial Plan
2026 2027 2028 2029 2030 2031 2032
2014B COPS (Street Improvements 317,304 318,820 320,033 319,393 - - -
2016 COPS (Public Safety Bldg)495,625 444,125 445,925 442,125 442,925 443,125 -
2020 Refunding COPS (ARTF)190,341 191,139 191,900 191,624 191,324 - -
Potential Recreation Center COPS - - 1,043,150 1,043,150 1,043,150 1,043,125 1,043,150
Total Debt Payments 953,270 954,084 2,001,008 1,996,292 1,677,399 1,486,275 1,043,150
Total RETT 5,000,000 5,150,000 5,304,500 5,463,635 5,627,544 5,796,370 5,970,261
Percentage of Debt to Revenue 19%19%38%37%30%26%17%
TIF REVENUES 2,900,000.00
Debt Payments from URA:
Lake Street Debt Annual Payment (248,082.62)
Town Hall Debt Annual Payment (500,467.00)
Available Funds 2,151,450.38
TRANSFER TO CIP 1,900,000.00
Fund Balance - West Town Center Projects 1,642,271.65
AURA SUPPORTED PROJECTS
Rec center door replacement 80,000.00
Fire Alarm System Replacement 50,000.00
Flat Roof 150,000.00
Bldg 351 - Rehab/Demo 600,000.00
PSF Security Systems (access)155,000.00
PSF HVAC BAS 75,000.00
HAN Park Bollards 110,000.00
HAN Park Sediment Pond Trail 150,000.00
Pavilion Green Room Door Replacement 30,000.00
Avon Station Bollards and Concrete 40,000.00
Avon Station Redesign 250,000.00
351 Benchmark Park/Parking Improvements (Desig 140,000.00
A von Mall Extension 500,000.00
Stormwater Inlet Repairs 80,000.00
Total Projects 2,410,000.00
Ending Fund Balance 1,132,271.65
2027
Page 4 of 9
AVAILABLE REVENUE: The CIP fund consists of revenue sources listed in Summary Table IV:
Table IV – CIP Revenue Sources
NOTE: Based on the most recent cost estimates for renovation of the Recreation Center Aquatics
area, Staff is proposing to finance $8.5 million over a ten-year period.
Capital Project Scheduling: Capital project costs are most effectively managed through thorough planning
and design before construction bidding. In general, planning and design occur in the first year, followed by
bidding and construction in the next, consistent with construction cycles and contractor availability. Project
schedules must also remain realistic and manageable for Engineering staff. All construction projects require
staff oversight and monitoring, and Town-led projects require a significant commitment of Engineering
resources.
Year-End Fund Balance: The year-end unreserved fund balance of the CIP fund is budgeted to stay
above $2,000,000 ensuring a stable cash flow for unexpected projects. The year-end fund balances for the
5-year Capital Projects Fund are summarized below:
STATUS OF 2026 CIP PROJECTS AND ROLLOVERS TO 2027
Project Execution: Staff has completed 34 CIP projects representing more than $17,413,350 in
construction and is managing an additional eight projects totaling approximately $25,000,000 in design and
construction. Construction-cost inflation continues to affect project delivery. Contract support, including
owner’s representatives and construction management services, has helped the Town manage periods of
peak project activity during 2026.
Project Cost Estimating: Project cost estimates become more accurate and reliable as a project advances
from the planning phase to schematic design and ultimately to design completion. During the early phases
CIP REVENUES for 2027
Real Estate Transfer Tax $ 5,810,000.00
Real Estate Transfer Tax interest earnings $ 200,000.00
CDOT Transit Bus Grant $ 2,799,956.00
CDOT Transit Grant 2025/6 Bus Charging Equipment $ 384,000.00
CEO Grant - DCFC Plaza Grant (LM - $319,900) $ 560,000.00
CDOT Highway Safety Improvement Grant (Post Blvd - RRFB) $ 425,000.00
Financing Aquactics Refurbishment $ 8,500,000.00
Avon Urban Renewal Authority $ 1,900,000.00
TOTAL Projected Revenues $ 20,578,956.00
Projected Unreserved Fund Balance 2026 $ 10,836,515.70
TOTAL AVAILABLE FUNDS for 2027 $ 31,415,471.70
Potential CIP Expenditures in 2027 $(27,884,271.00)
Projected Fund Balance for 2027 3,531,200.70$
Page 5 of 9
of a project, contingencies are added based on the complexity of the project. The typical project cost
estimating is described in the following phases:
• Planning Cost Estimate: Project at conceptual stage. No site investigation. Contingency: 25% to 50%
• Schematic Design: Facility layout/square footage/dimensions known. Desired amenities known. No
site investigation. Contingency: 10%-30%
• Design Complete: As design progresses from 30%, 60%, and 90%, to design complete, cost estimates
will assist/direct the design based on affordability. Utilities and site investigation/testing completed.
Construction-ready documents. Contingency: 0% - 10%
Project Solicitation Process: The Town of Avon uses Bidnet Direct for formal solicitations for design and
construction services. In addition, local and established contractors with a positive history are contacted.
For smaller projects, typically below $50,000, Staff contacts local and established contractors with a positive
history for at least three (3) bids. Typically, the best time of the year to solicit projects is October and
November when contractors start planning and filling their next year’s work plan.
Table V - 2026 CIP: Parks & Open Space: Active | Completed | Anticipated Completed
Current
Budget
Project #Capital Improvement Projects 2026
PARKS AND OPEN SPACE
HAN Nottingham Park
11025 H.A. Nottingham Park East Improvements**4,926,552 1,558,670
21064 Park Water Fountain Replacement*98,000 58,089
15044 Art Pedestal Repairs and Solar Light Install 75,000 61,860
15046 HAN Pavilion - Remove Rust and Paint 20,000 20,000
21071 Pavilion emergency back up 15,000 15,000
15025 Metcalf Cabin Relocation 20,000 20,000
O'Neal Spur Park
21057 O'Neal Spur Park Parking Lot Rebuild*100,000 100,000
21027 O'Neal Spur Park Improvements Design 20,000 20,000
Traer Creek Parks
34049 Traer Creek Apt - P1 250,000 250,000
Eaglbend Park
21066 Eaglebend Park Improvements*890,000 138,019
Irrigation Repairs
21065 Irrigation System and Landscape Design*80,000 80,000
Trails
34048 West Avon Preserve Trail Repair 35,000 35,000
Saddleridge Park
21063 Saddle ridge Park Refresh 100,000 100,000
Pedestiran Mall
31044 Pedestrian Mall Extension 6,700,000 163,400
M isc
15055 Relocate Nottingham Historic Shed 50,000 50,000
21054 Wildland Fire Mitigation 120,000 40,000
31053 Post Blbd Irrigation and Boulders 20,000 20,000
Total
Project
Budget
Page 6 of 9
Table VI - 2026 CIP: Facilities: Active | Completed | Anticipated Completed
Current
Budget
Project #Capital Improvement Projects 2026
FACILITIES
ARTF
14024 ARTF - BAS / HVAC PM 165,000 165,000
14033 Upgrading ARTF meeting room 13,500 13,500
14034 ARTF roof repairs 50,000 50,000
14035 ARTF Bus Wash Replumbing 15,000 15,000
19015 Heat exchangers/pumps for heat recovery system 100,000 100,000
70001 Sun Road Development Match 40,000 40,000
NEW-26 ARTF Offices Remodel 100,000 100,000
Recreation Center
15052 Rec Center Surveillance Camera Replacements 60,000 8,909
15040 Rec Center Roof Repairs 10,000 10,000
15038 Rec Center Building Key Card Access 62,650 33,033
15049 Fitness Area Floor Replacement 110,000 110,000
15054 Avon Rec center Hot Water Holding Tank replacement 45,000 45,000
15056 Coax Cable 15,000 15,000
Fleet Builidng
14031 Fleet Wash Bay Lift 300,000 300,000
14010 Fleet Maintenance EPDM Roof Replacement 460,000 460,000
14030 Fleet Heating Replacement 400,000 363,600
Facility Office Shop
13016 Bldg 351 - Rehab/Demo 150,000 -
Town Hall
11029 Building Access Control 82,650 51,546
11036 Town Hall attic ventilation and fire alarm system installation 30,000 30,000
Public Safety Facility
31043 Tract A DC Fast Chargers 350,000 350,000
Total
Project
Budget
Page 7 of 9
Table VII - 2026 CIP: Streets & Parking: Active | Completed | Anticipated Completed
Table VIII - 2026 CIP: Drainage: Active | Completed | Anticipated Completed
Table IX - 2026 CIP: Utilities: Active | Completed | Anticipated Completed
Current
Budget
Project #Capital Improvement Projects 2026
STREETS AND PARKING
Safety Improvments
32030 Avon Road Crossings (RRFB-2025)1,202,157 381,216
32039 US Hwy 6 Safety and Mobility Improvements Project*6,100,000 2,568,029
32046 WBCB River Bridge Deck Repair & Railing Upgrade*1,119,128 1,036,677
31034 I-70 Off-ramp Streetlight Repair 50,000 50,000
14032 East Beaver Creek Blvd Childcare Bus Stop 165,275 617,153
14038 Avon Station Bollards and Concrete 40,000 40,000
NEW-26 Storm Water Inlet Repair 22,500 22,500
Retaining walls
32035 Metcalf Road - Retaining Wall Stabilization*80,000 73,507
32049 RAB5 Post Blvd Bridge Wall Repair 100,000 86,524
31035 Town Wide Retaining Wall Structures Analysis 280,000 260,594
Guardrails
33220 Annual Guard Rail Repairs 673,474 40,000
33222 Seal coats all Town parking lots 110,000 110,000
31032 Village at Avon Railing (white)35,000 35,000
14036 Brick work at Avon Station 65,000 -
Total
Project
Budget
Current
Budget
Project #Capital Improvement Projects 2026
DRAINAGE
61017 Nottingham Reservoir Repairs 300,000 300,000
61016 Puder Ditch Headgate Repair (Design)150,000 150,000
Total
Project
Budget
Current
Budget
Project #Capital Improvement Projects 2026
UTILITIES
81023 IT Upgrades Recreation and Fleet 60,000 19,725
61018 Upgrade Nottingham Puder Ditch Pump Station 300,000 294,238
81021 Nottingham Park Wi-Fi Access**150,000 128,053
81011 Broadband (Connection to Thor and Avon PD)**125,000 78,473
Total Capital Improvement Projects 74,632,549$ 11,449,004$
Total
Project
Budget
Page 8 of 9
NEW PROJECTS FOR 2027: The following tables summarize proposed new capital projects for 2027.
The draft plan now includes the Resiliency – Backup Generator project and the Metcalf Ditch Repairs
project, each budgeted at $100,000.
Table X - 2027 New Projects | Facilities
Resiliency – Backup Generator ($100,000): This project provides funding for backup power capacity to
improve continuity of Town operations and resilience during utility outages or other emergencies.
Proposed
Budget
Project #Capital Improvement Projects 2027 2028 2029 2030 2031 2032
FACILITIES
ARTF
NEW-27 Office area carpent replacement 22,000 22,000
NEW-27 Resiliency - Back Up Generator 100,000 100,000
NEW-27 Garage door panels 20,000 20,000
Public Works Garage
NEW-27 Drain Line 80,000 80,000
NEW-27 Parks Garage Doors 40,165 40,165
Recreation Center
NEW-27 Fire Alarm System Replacement 50,000 50,000
NEW-27 Flat Roof 150,000 150,000
NEW-27 Family Changing Room Repair 30,000 30,000
Fleet Builidng
NEW-27 Fleet Exhaust System 150,000 150,000
NEW-27 Fleet Compressed Air Plumbing System 20,000 20,000
NEW-27 Remodel Fleet Breakroom and Offices 35,000 35,000
Facility Office Shop
NEW-27 351 Benchmark Park/Parking Improvements (Design)140,000 140,000
NEW-27 351 Benchmark Park/Parking Improvements 1,260,000 - - 1,260,000
Total
Project
Budget
Projected
Page 9 of 9
Table XI - 2027 New Projects | Parks & Open Space
Table XII - 2027 New Projects | Streets & Parking
Table XIII - 2027 New Projects | Drainage
Metcalf Ditch Repairs ($100,000): This project provides funding for repairs to the Metcalf Ditch to address i
infrastructure needs and support continued reliable operation.
TOWN MANAGER COMMENTS: I support financing the Aquatics Renovation because it would allow the
Town to proceed with the Pedestrian Mall Extension and begin resurfacing major street segments on a
reasonable schedule without deferral. The addition of the Resiliency – Backup Generator and Metcalf Ditch
Repairs projects addresses important operational resilience and infrastructure maintenance needs at a
combined cost of $200,000. The overall project schedule has been developed with consideration for
Engineering staff capacity, including the demands associated with construction of the Avondale Apartments
and oversight of public infrastructure improvements in the Village (at Avon).
REQUESTED DIRECTION: Council feedback and direction are requested on the draft 2027 CIP Plan and
Fund proposal, including the financing strategy and the two added $100,000 projects.
Thank you, Eric, Eva, and Paul
ATTACHMENT A: 5-Year Capital Improvements Project Inventory
ATTACHMENT B: CIP Fund Balances
Current Proposed
Budget Budget
Project #Capital Improvement Projects 2026 2027 2028 2029 2030 2031 2032
PARKS AND OPEN SPACE
HAN Nottingham Park
NEW-27 HAN Park Bollards 110,000 110,000
NEW-27 HAN Park Sediment Pond Trail 150,000 150,000
NEW-27 Pavilion Safety Lights 50,000 50,000
NEW-27 Pavilion Green Room Door Replacement 60,000 60,000
Total
Project
Budget
Projected
STREETS AND PARKING
Safety Improvments
NEW-27 Avon Station Redesign 250,000 250,000 -
NEW-27 Chapel Place Lighting Project 50,000 50,000
NEW-27 Swift Gulch Bike Path 60,000 60,000
NEW-27 Storm Water Inlet Repair 80,000 80,000
Asphalt Overlay
NEW-27 Post Blvd Ped Crossing Beacons 500,000 500,000
Proposed
Budget
Project #Capital Improvement Projects 2027 2028 2029 2030 2031 2032
DRAINAGE
NEW-27 Metcalf Ditch 100,000 100,000
Total
Project
Budget
Projected
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
* RED signifies "New or Increased Budget"
Avon URA Project
Defer to Future Years
Potential Project for Grant Funding
Funding to Likely Increase
Funding to Likely Decrease Original Current Proposed
Budget Budget Budget
Project #Capital Improvement Projects 2026 2026 2027 2028 2029 2030 2031 2032
FACILITIES
ARTF
14024 ARTF - BAS / HVAC PM 165,000 - 165,000 - - -
14026 ARTF - Bus Wash Exit 125,000 25,709 -
14025 ARTF - HVAC Separation 170,000 18,087 282,772 - - - -
14033 Upgrading ARTF meeting room 13,500 13,500 13,500
14034 ARTF roof repairs 50,000 50,000 50,000
14035 ARTF Bus Wash Replumbing 15,000 15,000 15,000
19015 Heat exchangers/pumps for heat recovery system 100,000 100,000 100,000
70001 Sun Road Development Match 40,000 40,000 40,000
NEW-26 ARTF Offices Remodel 150,000 122,972
NEW-27 Office area carpent replacement 22,000 22,000
NEW-27 Resiliency - Back Up Generator 250,000 100,000
NEW-27 Garage door panels 20,000 20,000
Public Works Garage
13014 Public Works Garage (Planning, Design, Mgt)600,000 361,618 314,085 - - - - -
13015 Public Works Garage (Construction)4,364,038 1,909,500 2,304,028 - - - - -
NEW-27 Drain Line 80,000 80,000
NEW-27 Parks Garage Doors 40,165 40,165
14037 Construct Cinders Shelter and Paved Access Road 250,000 - - 250,000
Recreation Center
15052 Rec Center Surveillance Camera Replacements 60,000 22,901 28,190 - 8,909 - - -
15040 Rec Center Roof Repairs 10,000 - 10,000 - - -
15048 Rec Center Painting 20,000 20,045 - -- - -
15038 Rec Center Building Key Card Access 62,650 3,702 25,915 - 33,033 - - -
15049 Fitness Area Floor Replacement 110,000 - 110,000 - - -
15051 Rec Center Break Room Remodel 15,000 24,000 - -- - -
15054 Avon Rec center Hot Water Holding Tank replacement 45,000 45,000 45,000
15056 Coax Cable 15,000 15,000 15,000
15053 Rec Center Aquatics Renovation 8,500,000 73,000 8,405,000 - 8,500,000
15057 Rec center door replacement 80,000 - 80,000
15059 Rec Center Fitness Expansion (Design)300,000 - - - - 300,000
15059 Rec Center Fitness Expansion (Construction)4,200,000 4,200,000
NEW-27 Fire Alarm System Replacement 50,000 50,000
NEW-27 Flat Roof 150,000 150,000
NEW-27 Lobby Toilet Replacements 20,000 20,000
NEW-27 Family Changing Room Repair 30,000 30,000
Fleet Builidng
14020 Fleet Maintenance - HVAC / AC 25,000 10,900 9,500 - - - -
14028 Fleet Vehicle Lifts Repair*40,000 - - - - -
14027 Fleet Compressor System 40,000 33,808 - - - - -
14031 Fleet Wash Bay Lift 300,000 300,000
14010 Fleet Maintenance EPDM Roof Replacement 460,000 - 460,000 - - -
14030 Fleet Heating Replacement 400,000 36,400 - 363,600 -
NEW-27 Fleet Exhaust System 150,000 150,000
Total
Project
Budget
2024 and
Prior Yr.
Actuals
Audited
2025 Projected
ATTACHMENT A
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
Funding to Likely Increase
Funding to Likely Decrease Original Current Proposed
Budget Budget Budget
Project #Capital Improvement Projects 2026 2026 2027 2028 2029 2030 2031 2032
Total
Project
Budget
2024 and
Prior Yr.
Actuals
Audited
2025 Projected
NEW-27 Fleet Compressed Air Plumbing System 20,000 20,000
NEW-27 Remodel Fleet Breakroom and Offices 35,000 35,000
Facility Office Shop
13016 Bldg 351 - Rehab/Demo 700,000 13,717 - - 600,000
NEW-27 351 Benchmark Park/Parking Improvements (Design)140,000 140,000
NEW-27 351 Benchmark Park/Parking Improvements 1,260,000 - - 1,260,000
13017 Facility Office/Shop (Design)200,000 200,000 -
13017 Facility Office/Shop (Construction)1,800,000 1,800,000 -
Town Hall
11029 Building Access Control 82,650 31,104 - 51,546 - - -
11034 Council AV Improvemnts 125,000 73,990 69,766 -
11036 Town Hall attic ventilation and fire alarm system installation 30,000 30,000 30,000
Public Safety Facility
12008 PD Cooling Tower Chemical loop pump 12,000 6,700 - - - - -
19014 Town Security Cameras (Avon Station, Pavilion, HAN Park, Courts)10,000 - - - - -
12009 EV Charging Station at PD 100,000 73,620 16,233 -
31043 Tract A DC Fast Chargers 350,000 350,000
12012 PSF Security Systems (access)155,000 - 155,000 - -
12013 PSF HVAC BAS 75,000 - 75,000 - -
PARKS AND OPEN SPACE
HAN Nottingham Park
11025 H.A. Nottingham Park East Improvements**4,926,552 612,992 3,124,394 1,558,670
21064 Park Water Fountain Replacement*98,000 3,188 36,723 58,089
21070 Special Events Meridian Barriers 96,983 66,983 31,773
15044 Art Pedestal Repairs and Solar Light Install 75,000 13,140 61,860
15046 HAN Pavilion - Remove Rust and Paint 20,000 20,000
21072 Upper Field Restoration 500,000 - 500,000
21058 HAN Park North Restrooms 759,754 59,754 - 700,000
21069 HAN Park West Restrooms 760,000 - - 700,000
15042 Monument Signs for Pocket Parks 75,000 - - - - -
21071 Pavilion emergency back up 15,000 15,000 15,000
15036 Picnic Pavilion Design (Fit Court)535,000 - - - 535,000 -
15025 Metcalf Cabin Relocation 20,000 20,000
NEW-27 HAN Park Bollards 110,000 110,000
NEW-27 HAN Park Sediment Pond Trail 150,000 150,000
NEW-27 Pavilion Safety Lights 50,000 50,000
NEW-27 Pavilion Green Room Door Replacement 60,000 30,000
O'Neal Spur Park
21057 O'Neal Spur Park Parking Lot Rebuild*100,000 100,000 100,000 - - -
21027 O'Neal Spur Park Improvements Design 20,000 20,000 20,000 - - -
Traer Creek Parks
34049 Traer Creek Apt - P1 250,000 250,000
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
Funding to Likely Increase
Funding to Likely Decrease Original Current Proposed
Budget Budget Budget
Project #Capital Improvement Projects 2026 2026 2027 2028 2029 2030 2031 2032
Total
Project
Budget
2024 and
Prior Yr.
Actuals
Audited
2025 Projected
Eaglbend Park
21066 Eaglebend Park Improvements*890,000 67,239 684,742 138,019
Irrigation Repairs
31033 Post Blvd Irrigation Repair 150,000 83,238 59,481
21065 Irrigation System and Landscape Design*80,000 - 80,000 - - -
21068 H.A.N. Irrigation System Construction 2,000,000 - - 1,000,000 1,000,000 -
Trails
34048 West Avon Preserve Trail Repair 35,000 35,000
34045 Recreation Trail Reconstruction 40,000 39,952
21073 Nottingham Park Rec Trail - North (WBCB to Lake Street)1,300,000 - - 100,000
Saddleridge Park
21063 Saddle ridge Park Refresh 100,000 100,000 100,000 - - -
Pedestiran Mall
31044 Avon Mall Extension 6,700,000 30,308 306,292 - 163,400 6,500,000 -
Misc
15055 Relocate Nottingham Historic Shed 50,000 50,000 50,000
21054 Wildland Fire Mitigation 120,000 40,000 40,000 40,000 40,000
31053 Post Blvd Irrigation and Boulders 20,000 20,000 20,000
STREETS AND PARKING
Safety Improvments
32030 Avon Road Crossings (RRFB-2025)1,202,157 190,101 630,840 381,216
32039 US Hwy 6 Safety and Mobility Improvements Project*6,100,000 311,492 3,220,479 2,568,029
34042 Benchmark Rd Crosswalks (2)35,900 35,900 -
32037 WBCB - Concrete Repairs*- - - - - -
32046 WBCB River Bridge Deck Repair & Railing Upgrade*1,119,128 53,849 28,603 522,000 1,036,677 - - -
32045 Old Trail Road Asphalt Overlay*789,701 789,701 - - - -
31034 I-70 Off-ramp Streetlight Repair 50,000 50,000
12010 Mobile VMS Sign for Code Enforcement 20,000 14,312 -
14032 East Beaver Creek Blvd Childcare Bus Stop 165,275 148,123 617,153
14038 Avon Station Bollards and Concrete 40,000 40,000
NEW-27 Avon Station Redesign - 250,000 -
NEW-27 Chapel Place Lighting Project 50,000 50,000
NEW-27 Swift Gulch Bike Path 60,000 60,000
NEW-27 Storm Water Inlet Repair 22,500 22,500
Asphalt Overlay
31045 Post Blvd. Asphalt Overlay (Design)250,000 11,760 111,151 - - 250,000 - -
31045 Post Blvd. Asphalt Overlay (Construction)2,250,000 2,250,000
NEW-27 Post Blvd Ped Crossing Beacons 500,000 500,000
31052 Lake Street / Riverfront Asphalt Overlay (Design)75,000 75,000 75,000 - -
31052 Lake Street / Riverfront Asphalt Overlay (Construction)800,000 850,000
31046 Avon Road Asphalt Overlay (Design)100,000 - 100,000 -
31046 Avon Road Asphalt Overlay (Construction)2,000,000 - 2,000,000
32053 Wildridge Road Asphalt Overlay (Design) 100,000 260,000
32053 Wildridge Road Asphalt Overlay (Construction) 2,500,000 2,340,000
CAPITAL PROJECTS FUND 5-YEAR PLAN
INVENTORY DETAIL
Funding to Likely Increase
Funding to Likely Decrease Original Current Proposed
Budget Budget Budget
Project #Capital Improvement Projects 2026 2026 2027 2028 2029 2030 2031 2032
Total
Project
Budget
2024 and
Prior Yr.
Actuals
Audited
2025 Projected
32044 Swift Gulch Road - East Asphalt overlay (Design)673,474 624,038 30,677 -
32054 WBCB - Elementary School to Lake St Asphalt Overlay (Design)50,000 - - 70,000
32054 WBCB - Elementary School to Lake St Asphalt Overlay (Construction)650,000 650,000
West Wildwood East 1,129,968 1,129,968
West Wildwood West 384,005 384,005
Mountain Star South 443,448 - - 443,448
Wildridge Road E 658,540 - - 658,540
Roundabouts
32050 RAB1 & 2 Avon Rd Concrete and Landscaping Redesign 600,000 300,000 - 90,000 510,000 -
RAB2 & 3 Avon Full Depth Replacement - BA TO ERIC FALL 2026 -
Retaining walls
32035 Metcalf Road - Retaining Wall Stabilization*80,000 6,494 73,507
32049 RAB5 Post Blvd Bridge Wall Repair 100,000 13,476 86,524
31035 Town Wide Retaining Wall Structures Analysis 280,000 19,406 200,000 260,594 - - -
Guardrails
33220 Annual Guard Rail Repairs 673,474 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000
33222 Seal coats all Town parking lots 110,000 110,000 110,000
31032 Village at Avon Railing (white)35,000 35,000 35,000
14036 Brick work at Avon Station 65,000 65,000 -
DRAINAGE
61015 Nottingham Rd Basin 4 Erosion Control 400,000 387,350 3,746
61017 Nottingham Reservoir Repairs 300,000 - 200,000 300,000 - - -
NEW-27 Metcalf Ditch 100,000 100,000
61016 Puder Ditch Headgate Repair (Design & Const)1,850,000 - - - - 1,850,000
61016 Puder Ditch Headgate Repair (Design)150,000 75,000 150,000
UTILITIES
19011 Recycling Center Upgrade*437,215 278,268 142,114 - - - - -
91053 Ballistic Vests 40,000 34,279 -
21055 Power Line Undergrounding* (part East Park)481,972 10,144 504,969 - - - - -
81023 IT Upgrades Recreation and Fleet 60,000 40,275 19,725 - - -
61018 Upgrade Nottingham Puder Ditch Pump Station 300,000 5,763 294,238
81021 Nottingham Park Wi-Fi Access**150,000 19,119 2,828 - 128,053 - - -
81011 Broadband (Connection to Thor and Avon PD)**125,000 46,528 - 78,473 - - -
Total Capital Improvement Projects 75,395,049$ 5,430,185$ 12,646,758$ 11,470,201$ 11,380,284$ 18,447,165$ 5,805,000$ 9,310,000$ 8,093,973$ 2,991,988$ 40,000$
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Original Current Proposed
Audited Budget Budget Budget
2025 2026 2026 2027 2028 2029 2030 2031 2032
REVENUES
Real Estate Transfer Tax:
Base Level 5,297,273$ 5,000,000$ 5,000,000$ 5,150,000$ 5,304,500$ 5,463,635$ 5,627,544$ 5,796,370$ 5,970,261$
Lot 3 Development (111 Units)- - - - 1,665,000 1,665,000 - -
Kestrel Development - - - 660,000 - - -
Interest Earnings 471,771 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000
Intergovernmental:
Federal/State/County:
Colorado Water Conservation Board (HAN Irrigation Project)- - - - 750,000 750,000 -
CDOT Transit Grant 2024 Bus - 2,799,956 2,799,956 - - -
CDOT Transit Grant 2025/6 Bus Charging Equipment 384,000 384,000
CDOT Transit Grant for Fleet Lifts (Washbay)
CDOT Transit Grant for Fleet Lifts (Main)240,000 240,000 -
CEO Grant - DCFC Plaza Grant (LM - $319,900)560,000 -
GOCO Grant (Eaglebend Playground)- - 375,000 - - - -
Eagle County Contribution (Hwy 6 Roundabout)334,691 - 538,600 - - - -
CDOT Revitalize Main Street Grant (Hwy 6 Ped Crosswalks)- - 976,723 - - - -
CDOT Multimodal Options Fund Grant I (Hwy 6 Ped Crosswalks)- - 2,731,692 - - - -
CDOT Off-System Bridge Grant 895,302 895,302 -
CDOT Highway Safety Improvement Grant (Post Blvd - RRFB)425,000
Other Revenues:
Rec Center Aquatic Refurbishment - Private Financing - - 8,500,000 -
Nonclassified 3,330 - - - - - - - -
Total Operating Revenues 6,709,678 9,519,258 10,957,317 18,678,956 7,919,500 8,078,635 5,827,544 5,996,370 6,170,261
Other Sources:
Transfers In - General Fund
- Public Works Garage 2,690,000 - - - - - -
- Rec Center Aquatic Refurbishment 2,500,000
Transfers In - Avon URA
-Avon URA TIF 1,750,000 1,750,000 1,750,000 1,900,000 1,900,000 2,800,000 2,800,000 2,300,000 2,300,000
- Lot 3 TIF Revenues (est 111 unit condo building)- - - - 117,049 234,098 234,098 234,098 234,098
Transfers In - Community Enhancement Fund
- Powerline Undergrounding/LED Rec Center 361,000 - - - - - - - -
Transfers In - Water Fund
- Nottingham Reservior - - - - 100,000 - 500,000
Transfers In - Equipment Replacement Fund
McGrady Acres Park Cash-in-Lieu Payment - 249,667 249,667 - - - -
- Snow Plows 425,000 - - - - - - - -
Total Other Sources 5,226,000 4,499,667 1,999,667 1,900,000 2,117,049 3,034,098 3,534,098 2,534,098 2,534,098
Total Revenues and Sources of Funds 11,935,678$ 14,018,925$ 12,956,984$ 20,578,956$ 10,036,549$ 11,112,733$ 9,361,642$ 8,530,468$ 8,704,359$
Projected
ATTACHMENT B
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Original Current Proposed
Audited Budget Budget Budget
2025 2026 2026 2027 2028 2029 2030 2031 2032
Projected
EXPENDITURES
Capital Improvements:
Facilities 3,316,828 8,668,500 2,283,560 10,267,165 450,000 3,360,000 4,200,000 - -
Parks and Open Space 4,336,498 330,000 2,730,037 6,840,000 1,535,000 3,000,000 - - -
Streets and Parking 4,259,460 2,136,701 5,396,198 1,240,000 3,820,000 2,950,000 3,893,973 1,141,988 40,000
Drainage 3,746 275,000 450,000 100,000 - - - 1,850,000 -
Utility Projects 730,228 - 520,489 - - - - - -
Total Expenditures 12,646,758 11,410,201 11,380,284 18,447,165 5,805,000 9,310,000 8,093,973 1,141,988 40,000
Other Uses:
Transfers Out - General Fund:
- Engineering Department Salary and Benefits 657,747 722,988 722,988 790,191 813,897 838,314 863,463 889,367 916,048
Transfers Out - Community Housing Fund:781,961 500,000 529,727 515,000 530,450 546,364 562,754 579,637 597,026
Transfers Out - Debt Service Fund:
- 2014B COPS (Street Improvements)320,637 317,304 317,304 318,820 320,033 319,393 - - -
- 2016 COPS (Police Bldg.)449,325 445,625 445,625 444,125 445,925 442,125 442,925 443,125 -
- 2020 Refunding COPs (ARTF)190,794 190,341 190,341 191,139 191,900 191,624 191,324 - -
- Private Bank 4.8% Loan Rec Pool (10-year term)1,043,150 1,043,150 1,043,150 1,043,150 1,043,150
- Private Bank Loan 4.5% Rec Fitness Expansion (10-year term)
Transfers Out - Mobility Fund:-
- Hybrid Bus (1) 200,000 970,000 970,000 - - -
- Electric Busess (2) - 3,071,306 3,071,306 - - -
Electric Bus Charging Equipment 480,000 480,000 -
Transfers Out - Fleet Maintenance Fund:
- 2020 COPs (Fleet Maintenance Bldg.)193,825 195,611 195,611 196,348 196,048 195,723 195,374 -
- 80/20 Match on Grant for Lifts (Washbay)240,000 - - - - -
- 80/20 Match on Grant for Lifts (Main)300,000 300,000 -
Transfers Out - Equipment Replacement Fund:
- State Land Board Land Purchase 140,000 2,709,177
- Event Bleachers 15,000
- Artsy Bike Racks 15,000
- Police Cars (2)180,000
- Ballot Box - 2,500 2,500 - - - - - -
- Drain Snake - 10,800 10,800 - - - - - -
- Finance Software Solution for Town - - - - - 100,000 - - -
- Digital Signs on Railroad Tracks 37,000 - - - - - - - -
- External Vest Ballistic Plates 40,000 - - - - - -
- Heavy Duty Dump Trailer 20,000 - - - - - -
- Diesel Light Towers (2)38,000 - - - - - -
- Drone - - - 21,000 - - -
- Snow Plow - 450,000 450,000 - - - -
CAPITAL PROJECTS FUND 5-YEAR PLAN
SUMMARY
Original Current Proposed
Audited Budget Budget Budget
2025 2026 2026 2027 2028 2029 2030 2031 2032
Projected
Total Other Uses 3,169,289 7,656,475 3,784,896 9,437,106 3,541,403 3,676,692 3,298,990 2,955,279 2,556,224
Total Expenditures and Uses of Funds 15,816,047 19,066,676 15,165,180 27,884,271 9,346,403 12,986,692 11,392,963 4,097,267 2,596,224
Net Source (Use) of Funds (3,880,369) (5,047,751) (2,208,196) (7,305,315) 690,146 (1,873,959) (2,031,321) 4,433,201 6,108,135
Fund Balance, Beginning of Year 16,925,081 11,352,644 13,044,712 10,836,516 3,531,201 4,221,347 2,347,388 316,066 4,749,268
Fund Balance, End of Year 13,044,712$ 6,304,893$ 10,836,516$ 3,531,201$ 4,221,347$ 2,347,388$ 316,066$ 4,749,268$ 10,857,403$
Fund Balances
Restricted For:
Asphalt Overlay 423,144$ 423,144$ -$ -$ -$ -$ -$ -$ -$
Assigned For:
URA: West Town Center Projects 844,108 2,429,108 1,642,272 1,172,272 1,654,321 628,419 722,517 3,256,615 5,790,713
Unassigned:.
Unplanned Necessary Expenditures - 1,000,000 1,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000
Unreserved 11,777,460 2,452,641 8,194,244 358,929 567,026 (281,031) (2,406,450) (507,347) 3,066,691
Total Fund Balances 13,044,712$ 6,304,893$ 10,836,516$ 3,531,201$ 4,221,347$ 2,347,388$ 316,066$ 4,749,268$ 10,857,403$
970-478-4004 eheil@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Eric Heil, Town Manager
RE: Ordinance enacting Avon Municipal Code Section 9.08.110
Deceptive Business Practices
DATE: September 15, 2026
SUMMARY: Council is presented with Ordinance 26-10 enacting Avon Municipal Code Section 9.08.110 –
Deceptive Business Practices. This Ordinance creates a new criminal offense entitled “Deceptive Business
Practices.” It establishes a new section within Chapter 9.08 (“Offenses Against the Person”) within Title 9
(“Public Peace, Morals and Welfare”) of the Avon Municipal Code.
BACKGROUND: Concerns from the community over the last year or two regarding questionable, deceitful,
dishonest and misleading business practices have prompted the Town Council to review and consider
protective measures.
The Town finds it important to add a criminal offense to its Municipal Code to expressly prohibit any and all
deceptive business practices within its limits and jurisdiction. This will further protect Town residents,
visitors, guests, customers, businesses and property owners from predatory, exploitative and purposefully
misleading representations which fraudulently induce a consumer into a transaction, or which results in
financial loss to a person. It is crucial to preserving fairness and justice throughout Avon and to protecting
individual safety comfort and prosperity from such unsavory business practices that exploit innocent
residents, visitors and guests.
The criminal offense established in this ordinance identifies a comprehensive list of actions, any of which
establish behavior that are unlawful for a person, entity or organization to knowingly or recklessly engage in
such deceptive business practices.
Furthermore, corresponding recommended amendments to Chapter 5.14, Private Parking Lots, also on the
Town’ Council’s agenda for consideration tonight, make it crystal clear – and call out – that a violation of
this new section 9.08.110, Deceptive Business Practices, shall be proper grounds for revocation of a
Private Parking Lot Business License. In other words, engage in deceptive business practices, and lose
your privilege to do business within the Town of Avon.
RECOMMENDATION: We recommend approving Ordinance 26-10.
PROPOSED MOTION: “I move to approve Ordinance 26-10 Enacting Avon Municipal Code Section
9.08.110 – Deceptive Business Practices, on First Reading”
Thank you, Eric
ATTACHMENT A: Ordinance 26-10 Enacting Avon Municipal Code Section 9.08.110 - Deceptive
Business Practices
Ord 26-10 Deceptive Business Practices
September 22, 2026
Page 1 of 2
ORDINANCE 26-10
ENACTING AVON MUNICIPAL CODE
SECTION 9.08.110 DECEPTIVE BUSINESS PRACTICES
WHEREAS, the Town of Avon, Colorado (“Town”) has been duly organized and validly exists
as a Home Rule municipality under Article XX, Section 6 of the Colorado Constitution and the
Town Charter; and
WHEREAS, pursuant to the home rule powers and pursuant to C.R.S. §31-15-103 and §31-15-
104, the Town has the power to make and publish ordinances necessary and proper to provide for
the safety, preserve the health, promote the prosperity, and improve the morals, order, comfort,
and convenience of its inhabitants; and
WHEREAS, pursuant to such authority, the Town has previously adopted Title 8 of the Avon
Municipal Code (“Code”), which governs “Health and Safety” within the Town, and Chapter 9.08,
which governs “Offenses Against the Person” within the Town; and
WHEREAS, the Town Council finds that the regulation and prohibition of acts constituting
offenses against the person, including deceptive business practices, is vital to protecting individual
safety, ensuring peace and preserving fairness and justice within Town limits; and
WHEREAS, the Town Council finds amending Chapter 9.08 to add a criminal offense prohibiting
deceptive business practices is crucial to protecting the Town’s residents, businesses, customers,
visitors and guests; and
WHEREAS, the Town Council finds that amending Chapter 9.08 to add a criminal offense
regarding deceptive business practices will promote the health, safety and general welfare of the
Avon community; and
WHEREAS, approval of this Ordinance on first reading is intended only to confirm that the Town
Council desires to comply with the requirement of Section 6.5(d) of the Avon Home Rule Charter
by setting a public hearing in order to provide the public an opportunity to present testimony and
evidence and that approval of this Ordinance on first reading does not constitute a representation
that the Town Council, or any member of the Town Council, has determined to take final action
on this Ordinance prior to concluding the public hearing on second reading.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
AVON, COLORADO the following:
Section 1. Recitals Incorporated. The above and foregoing recitals are incorporated herein
by reference and adopted as findings and determinations of the Town Council.
ATTACHMENT A
Ord 26-10 Deceptive Business Practices
September 22, 2026
Page 2 of 2
Section 2. Enacting Section 9.08.110 of the Avon Municipal Code. A new Section 9.08.110,
“Deceptive Business practices,” of the Avon Municipal Code is hereby enacted and added to read
as set forth in Exhibit A: Enacting 9.08.110, “Deceptive Business Practices,” of Chapter 9.08,
“Offenses Against the Person” of the Avon Municipal Code, attached hereto.
Section 3. Severability. If any provision of this Ordinance, or the application of such
provision to any person or circumstance, is for any reason held to be invalid, such invalidity shall
not affect other provisions or applications of this Ordinance which can be given effect without the
invalid provision or application, and to this end the provisions of this Ordinance are declared to be
severable. The Town Council hereby declares that it would have passed this Ordinance and each
provision thereof, even though any one of the provisions might be declared unconstitutional or
invalid. As used in this Section, the term “provision” means and includes any part, division,
subdivision, section, subsection, sentence, clause or phrase; the term “application” means and
includes an application of an ordinance or any part thereof, whether considered or construed alone
or together with another ordinance or ordinances, or part thereof, of the Town.
Section 4. Effective Date. This Ordinance shall take effect thirty days after the date of final
passage in accordance with Section 6.4 of the Avon Home Rule Charter.
Section 5. Safety Clause. The Town Council hereby finds, determines and declares that this
Ordinance is promulgated under the general police power of the Town of Avon, that it is
promulgated for the health, safety and welfare of the public, and that this Ordinance is necessary
for the preservation of health and safety and for the protection of public convenience and welfare.
The Town Council further determines that the Ordinance bears a rational relation to the proper
legislative object sought to be obtained.
Section 6. Codification of Amendments. The codifier of the Town’s Municipal Code,
Colorado Code Publishing, is hereby authorized to make such numerical and formatting changes
as may be necessary to incorporate the provisions of this Ordinance within the Avon Municipal
Code. The Town Clerk is authorized to correct, or approve the correction by the codifier, of any
typographical error in the enacted regulations, provided that such correction shall not substantively
change any provision of the regulations adopted in this Ordinance. Such corrections may include
spelling, reference, citation, enumeration, and grammatical errors.
Section 7. Publication by Posting. The Town Clerk is ordered to publish this Ordinance in
accordance with Chapter 1.16 of the Avon Municipal Code.
[SIGNATURE PAGE FOLLOWS]
Ord 26-10 DECEPTIVE BUSINESS PRACTICES
SEPTEMBER 22, 2026
Page 3 of 4
INTRODUCED AND ADOPTED ON FIRST READING AND REFERRED TO PUBLIC
HEARING by the Avon Town Council on September 22, 2026 and setting such public hearing
for October 6, 2026 at the Council Chambers of the Avon Municipal Building, located at One
Hundred Mikaela Way, Avon, Colorado.
BY: ATTEST:
____________________________ ___________________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
ADOPTED ON SECOND AND FINAL READING by the Avon Town Council on October 6,
2026.
BY: ATTEST:
____________________________ ___________________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
APPROVED AS TO FORM:
____________________________
Nina P. Williams, Town Attorney
Ord 26-10 DECEPTIVE BUSINESS PRACTICES
SEPTEMBER 22, 2026
Page 4 of 4
EXHIBIT A
Enacting 9.08.110, “Deceptive Business Practices,”
of Chapter 9.08, “Offenses Against the Person”
of the Avon Municipal Code
Chapter 9.08 – Offenses Against the Person
…
9.08.110. – Deceptive Business Practices.
It is unlawful for a person, entity, or organization to knowingly engage in deceptive business
practices. A person, entity, or organization engages in deceptive business practices when, in the
course of their business, vocation, or occupation, the person, entity or organization:
(a) Either knowingly or recklessly makes a false or deceptive representation or advertises
goods, services or property at a particular price, cost, fee or fare, if he knows or should
know that they are of another;
(b) Advertises goods or services with intent to not sell them at a price advertised;
(c) Makes false or misleading statements of fact concerning the price of goods, services,
property;
(d) Fails to clearly specify, identify, notify or advertise a price, cost, fare, assessment, rate,
charge, fee, penalty, or fine for a good or service before charging or assessing such
payment or amount.
(e) Fails to clearly specify, identify, notify or advertise the true and correct price, cost, fare,
assessment, rate, charge, fee, penalty, or fine for a good or service before charging or
assessing a higher payment or amount.
(f) Employs “bait and switch” advertising, which is advertising accompanied by an effort to
sell goods, services, or property other than those advertise or on terms or prices other
than those advertised;
(g) Fails to disclose material information concerning goods, services, or property which
information was known at the time of an advertisement or sale if such failure to disclose
such information was intended to induce the consumer to enter into a transaction; or
(h) Knowingly or recklessly makes a material false misrepresentation of fact; conceals or
omits a material fact when disclosure is required by law or regulation; uses false or
misleading information with the intent to obtain money, property, services, or another
thing of value; or violates any provision of this Section in a manner which results in
financial loss to another person.
970-748-4004 eheil@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Eric Hel, Town Manager
RE: Ordinance 26-12 amending Avon Municipal Code
Chapter 5.14 – Private Parking Lots
DATE: September 15, 2026
SUMMARY: Council is presented with Ordinance 26-12 amending Avon Municipal Code Chapter 5.14,
regarding Private Parking Lots. The document redlines - for visibility and convenience - the current code
which was adopted by Council via Ordinance 26-04 on June 9, 2026, which enacted a new Chapter 5.14,
entitled Private Parking Lots. Since June 9, 2026, additional clarifications and enhanced standards have
been discovered and are recommended for private parking lots operating within the Town.
BACKGROUND: Ordinance 26-04 was adopted on June 9, 2026, which enacted a new Chapter 5.14,
entitled Private Parking Lots, within Title 5, Business Taxes, Licenses and Regulations, of the Avon
Municipal Code, determining that private parking lots are a business that warrants inclusion for specified
regulation and licensing. Prior to that, Council had previously considered Ordinance 25-18, which similarly
recommended the establishment of comprehensive licensing regulations and signage regulations for
Private Parking Lots within town.
Numerous regional residents, visitors and business owners indicated significant confusion, frustration and
antipathy for private parking lot management practices and parking violation fines and fees that had been
imposed on patrons of Avon businesses, and such sentiment seemed to decrease patronage of Avon
business and negatively impact Avon’s economy and reputation.
This Ordinance improves upon the adoption of Chapter 5.14. It clarifies applicability and exemptions from
chapter provisions. It also clarifies certain aspects of the Private Parking Lots Signage Policies, which are
adopted and amended by the Avon Community Development Department. Furthermore, this proposed
Ordinance establishes a new section, identifying “Additional Operating Requirements.” Please note that we
are anticipating proposed Section 5.14.090, entitled “Additional Operating Requirements,” to prompt
discussion and consideration of options by Council, and hopeful direction from a consensus of Council as
to which subsections should remain, which should be removed and which should be amended.
The Ordinance also expressly calls out a violation of Code section 9.08.110, Deceptive Business Practices,
established in a corresponding Ordinance also on tonight’s Town Council agenda, as grounds to revoke the
business license associated with the privilege of operating a Private Parking Lot within Town limits. In other
words, engage in deceptive business practices, and lose your privilege to do business within the Town of
Avon.
RECOMMENDATION: We recommend approving Ordinance 26-12.
PROPOSED MOTION: “I move to approve Ordinance 26-12 Amending Avon Municipal Code Chapter 5.14
-Private Parking Lots, on First Reading”
Thank you, Eric
ATTACHMENT A: Ordinance 26-12 Amending Avon Municipal Code Chapter 5.15 –
Private Parking Lots
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 1 of 3
ORDINANCE 26-12
AMENDING AVON MUNICIPAL CODE
CHAPTER 5.14 - PRIVATE PARKING LOTS
WHEREAS, the Town of Avon, Colorado (“Town”) has been duly organized and validly exists
as a Home Rule municipality under Article XX, Section 6 of the Colorado Constitution and the
Town Charter; and
WHEREAS, pursuant to the home rule powers and pursuant to C.R.S. §31-15-103 and §31-15-
104, and pursuant to the home rule powers of the Town (“Town”), the Town Council (“Council”)
has the power to make and publish ordinances necessary and proper to provide for the safety,
preserve the health, promote the prosperity, and improve the morals, order, comfort, and
convenience of its inhabitants; and
WHEREAS, pursuant to such authority, the Town previously adopted Title 5 of the Avon
Municipal Code (“Code”), which governs “Business Taxes, Licenses and Regulations” within the
Town; and
WHEREAS, based upon business, community, resident property owner, customer and visitor
input and impact, as well as thorough analysis and recommendation by Avon staff and appointed
officials, on June 9, 2026, Council adopted Ordinance 2026-12, determining that private parking
lots be added to Title 5 of the Code, to be incorporated as a business that warrants inclusion for
specified regulation and licensing; and
WHEREAS, through Ordinance 2026-04, Council enacted a new Chapter 5.14 regulating and
providing a licensing framework for private parking lots to promote the health, safety and general
welfare of the Avon community; and
WHEREAS, Council found that numerous comments from regional residents, visitors and
business owners indicated significant confusion, frustration and antipathy for private parking lot
management practices and parking violation fines and fees that had been imposed on patrons of
Avon businesses, and that such sentiment decreased patronage of Avon businesses and harmed
Avon’s economy and reputation, and created conditions for which the adoption of the regulations
was necessary the immediate preservation of public health and safety of the Avon community; and
WHEREAS, since June 9, 2026, the Town has discovered, and recommends, additional
clarifications and standards for private parking lots operating within the Town; and
WHEREAS, Council finds amendments to Chapter 5.14, Private Parking Lots, will improve and
benefit the Avon community as a whole, including residents, businesses, visitors and guests; and
ATTACHMENT A
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 2 of 3
WHEREAS, approval of this Ordinance on first reading is intended only to confirm that Council
desires to comply with the requirement of Section 6.5(d) of the Avon Home Rule Charter by setting
a public hearing in order to provide the public an opportunity to present testimony and evidence
and that approval of this Ordinance on first reading does not constitute a representation that the
Council, or any member of the Council, has determined to take final action on this Ordinance prior
to concluding the public hearing on second reading.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
AVON, COLORADO the following:
Section 1. Recitals Incorporated. The above and foregoing recitals are incorporated herein
by reference and adopted as findings and determinations of Council.
Section 2. Amending Chapter 5.14 of the Avon Municipal Code. Chapter 5.14, “Private
Parking Lots,” of the Avon Municipal Code is hereby amended to read as set forth in Exhibit A:
Amending Chapter 5.14, “Private Parking Lots,” of Title 5, “Business Taxes, Licenses and
Regulations” of the Avon Municipal Code, attached hereto.
Section 3. Severability. If any provision of this Ordinance, or the application of such
provision to any person or circumstance, is for any reason held to be invalid, such invalidity shall
not affect other provisions or applications of this Ordinance which can be given effect without the
invalid provision or application, and to this end the provisions of this Ordinance are declared to be
severable. Council hereby declares that it would have passed this Ordinance and each provision
thereof, even though any one of the provisions might be declared unconstitutional or invalid. As
used in this Section, the term “provision” means and includes any part, division, subdivision,
section, subsection, sentence, clause or phrase; the term “application” means and includes an
application of an ordinance or any part thereof, whether considered or construed alone or together
with another ordinance or ordinances, or part thereof, of Avon.
Section 4. Effective Date. This Ordinance shall take effect thirty days after the date of final
passage in accordance with Section 6.4 of the Avon Home Rule Charter.
Section 5. Safety Clause. Council hereby finds, determines and declares that this Ordinance
is promulgated under the general police power of Avon, that it is promulgated for the health, safety
and welfare of the public, and that this Ordinance is necessary for the preservation of health and
safety and for the protection of public convenience and welfare. Council further determines that
the Ordinance bears a rational relation to the proper legislative object sought to be obtained.
Section 6. Codification of Amendments. The codifier of the Avon’s Municipal Code,
Colorado Code Publishing, is hereby authorized to make such numerical and formatting changes
as may be necessary to incorporate the provisions of this Ordinance within the Code. The Town
Clerk is authorized to correct, or approve the correction by the codifier, of any typographical error
in the enacted regulations, provided that such correction shall not substantively change any
provision of the regulations adopted in this Ordinance. Such corrections may include spelling,
reference, citation, enumeration, and grammatical errors.
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 3 of 3
Section 7. Publication by Posting. The Town Clerk is ordered to publish this Ordinance in
accordance with Chapter 1.16 of the Code.
INTRODUCED AND ADOPTED ON FIRST READING AND REFERRED TO PUBLIC
HEARING by the Avon Town Council on September 22, 2026 and setting such public hearing
for October 6, 2026 at the Council Chambers of the Avon Municipal Building, located at One
Hundred Mikaela Way, Avon, Colorado.
BY: ATTEST:
____________________________ ___________________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
ADOPTED ON SECOND AND FINAL READING by the Avon Town Council on October 6,
2026.
BY: ATTEST:
____________________________ ___________________________________
Tamra N. Underwood, Mayor Miguel Jauregui Casanueva, Town Clerk
APPROVED AS TO FORM:
____________________________
Nina P. Williams, Town Attorney
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 1 of 7
EXHIBIT A
Amending Chapter 5.14, “Private Parking Lots,”
of Title 5, “Business Taxes, Licenses and Regulations” of the Avon Municipal Code
Chapter 5.14 – Private Parking Lots
5.14.010 – Purpose
The purpose of Chapter 5.14 Private Parking Lots is to establish regulations which allow for the
operation of private parking lots open to the general public which charge a fee for use while
requiring a business license specific to this commercial activity and setting minimum standards
that benefit and protect the general public.
5.14.020 – Applicability
The requirements of this Chapter 5.14 Private Parking Lots shall apply to any parking lot within
the Town that:
(a) is not on property or right-of-way owned or controlled by the Town or another
governmental entity;
(b) allows parking by the general public; and,
(c) charges a fee, fine or penalty in any amount for the privilege of parking in such Parking
Lot.
5.14.030 – Definitions
As used in this Chapter, the following word(s) and term(s) shall be defined as follows:
Parking Lot means any private place, lot, parcel, yard, structure, building or enclosure used in
whole or in part for the storing orf parking three (3) or more motor vehicles where a storage or
parking fee is charged by a private business, corporation, entity or person.
5.14.040 – Exemptions from chapter provisions.
The following shall be exempt from the requirements of this Chapter:
(a) All repair or service garages and other places where motor vehicles are stored while
awaiting only repair or servicing and when no fee for storage or parking is charged.
(b) Special event parking lots for which a temporary use permit has been obtained in
accordance with the provisions of Section 7.24.080.
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 2 of 7
(c) Any paid parking lots or areas owned or managed by the Town or any other local
government.
(c)(d) Any hotel, motel or lodge’s parking lot or garage, which provides parking to
guests or visitors of the hotel, motel or lodge.
5.14.050 – License - required.
No person shall conduct, operate or maintain a Parking Lot without first obtaining a license
therefore from the Finance Division of the General Government Department.
5.14.060 – License – application and requirements.
(a) Application for a license to operate a private Parking Lot for a charge shall be made to
the Finance Division of the General Government Department.
(b) No license shall be issued under this Chapter until satisfactory proof has been made to
that the Parking Lot is laid out and constructed and will be maintained in accordance
with this Code, this Chapter and the ordinances and regulations of the Town, as well as
all requirements set forth in the applicable license and application.
(c) Application for Parking Lot licenses shall set forth the following: the name and address
of the applicant, and if a partnership, the names and addresses of all partners, and, if a
corporation, the name, date and state under which incorporated, and the names and
addresses of the officers, and, if a limited liability corporation, the name, date and state
where formed and the names and addresses of the members, officers and managers.
(d) It is the duty of each licensee to ensure that all of the information provided in a license
application is kept up to date at all times, and it shall be unlawful for a licensee to fail
to provide updated information to the Town within fifteen (15) days after the date upon
which any information provided is no longer accurate.
(e) Each license issued under this Chapter shall be issued on an annual basis.
(f) No license issued under this Chapter shall be transferable and no license is valid as to
any person or entity other than the person or entity named thereon.
(g) There shall be a representative or agent who is on call full-time to manage the Parking
Lot during any period which the licensed premises is utilized as a paid Parking Lot. The
representative or agent shall be required to respond to a complaint or dispute within
twenty-four (24) hours by phone, online, or in-person. Said representative or agent
must be a live human being, and not a computer or AI chat bot.
(h) Compliance with this Chapter, the Code and other applicable ordinances and
regulations of the Town is required in order to issue a license to operate a Parking Lot.
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 3 of 7
5.14.070 – License – application and renewal – fees.
Application and license fees under this Chapter, as well as annual renewal license fees, shall be
as provided by Council within the Town’s Fee Schedule, adopted by Resolution and as may be
amended from time to time.
5.14.080 – Signage.
(a) Each licensee under this Chapter shall install and maintain required Parking Lot signs
with at least the minimum information set forth in this Section in such format and with
such additional information may be prescribed by the Avon Community Development
Department.
(b) The required Parking Lot signage shall include the minimum following information:
(1) Parking Lot Sign Title. Signage must include a top line title reading “Parking Lot
Rules”.
(2) Licensee Name and Contact Information.
(3) Contact information for appeal or dispute of charge, fee, penalty or fine.
(4) Hours. The hours of the day or night during which the Parking Lot is open for
business and/or charging customers and visitors.
(5) Rates. The rates charged for parking of motor vehicles.
(6) Maximum Rate, Fee, Penalty or Fine. The maximum dollar amount that can, may or
will be charged or assessed during a singular visit must be clearly posted and
identified by numerical value. This includes any total amount charged to a customer
or individual, whether such dollar amount is called a rate, charge, cost, fee, penalty,
fine, assessment, failure to register penalty, or the like.
(7) Separate rates for parking at different times of the day . Separate rates, if any, that
are charged for parking at different times of the day.
(8) Payment instructions. Detailed instructions as to methods of payment for Parking
Lots that are not attended.
(c) The Avon Community Development Department is authorized to adopt Private Parking
Lot Signage Policies in writing which set forth additional sign requirements, including
but not limited to: additional required information, multiple signs where appropriate,
letter size, color and contrast, English and Spanish language, locations and maximum
spacing for signs within a private Pparking Llot and procedures for reviewing sign
content and private Pparking Llot sign location plans. Only signs expressly authorized
and approved pursuant to such Private Parking Lot Signage Policies shall be permitted
within a Parking Lot. Any sign that is not specifically permitted, approved, or otherwise
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 4 of 7
authorized under such Private Parking Lot Signage Policies is prohibited. In the event
of a conflict between such Private Parking Lot Signage Policies and any existing sign,
structure, display or prior approval, the provisions of such Private Parking Lot Signage
Policies shall govern and the conflicting sign shall be removed, modified, or brought
into compliance as directed by the Town. All signage shall have a clear purpose,
directed only where necessary, and used only when it is functional. Signage that is
deemed to be excessive or unnecessary, as determined by the Community Development
Director, shall be removed.
(d) Any amendments or updates to the required Parking Lot signs shall be presented to the
Avon Community Development Department for review and approval and shall be
posted before any change in the rules, rates or contact information takes effect.
5.14.905.14.90 – Additional Operating Requirements.
(a) When a car is left for parking in a Parking Lot, the owner or the person in control thereof
shall be furnished with a parking ticket which shall be numbered to correspond to a ticket
placed upon the car and on which shall be printed the full name and address of the
operator of the Parking Lot; provided, that the above provision shall not apply where cars
are stored on a weekly or monthly fee basis and some memorandum in writing is given to
the person storing the car, stating the weekly or monthly arrangement, and showing the
name and address of the operator of such Parking Lot.
(b) Parking Lots which are unattended by a human person must have either: (1) a kiosk; (2) a
physical gate; or (3) a mechanical device which provides a patron with an invoice or ticket
and which has the ability to collect fees and to provide an option for electronic or digital
payment or scan to pay; provided, that the above provision shall not apply where cars are
stored on a weekly or monthly fee basis and some memorandum in writing is given to the
person storing the car, stating the weekly or monthly arrangement, and showing the name
and address of the operator of such Parking Lot.
(c) Remote license plate readers are permitted only if a human person is: (1) physically
placing a paper ticket or invoice on each vehicle; (2) physically handing a paper ticket or
invoice to a human operator of the vehicle; or (3) physically scanning phones and/or
methods of payment from a human operator of each vehicle.
(d) If a Parking Lot operator mails notice of a rate, charge, cost, fee, penalty, fine, assessment,
failure to register penalty, such notice shall be postmarked within thirty (30) days of the
occurrence (the parking of ones vehicle within the Parking Lot).
5.14.100 – Violations by operator.
It shall be unlawful for any licensee under this Chapter to:
(1) Charge any greater sum for parking a motor vehicle or for any purpose or reason than is
provided for on the sign placed at the entrance of or within the Parking Lot;
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 5 of 7
(2) Park or allow any motor vehicle to be parked on or within six (6) inches of the property
line;
(3) Park, or allow to be parked, any motor vehicle on private property outside the approved
and designated parking area as shown on the site development plan approved by the
Town;
(4) Park, or allow to be parked, any motor vehicle on any public sidewalks, pedestrian
ways, streets, other public rights-of-way or other public property;
(5) Use any motor vehicle parked on the Parking Lot for any purpose whatsoever unless
authorized in writing by the owner or operator of such vehicle and in compliance with
the Code and other applicable ordinances, laws and regulations; or,
(6) Tow away or immobilize a vehicle in a manner that fails to comply with the Code and
other applicable ordinances, laws and regulations.
5.14.1100 – License – application – decision – appeal.
Town shall approve or deny the license within thirty-five (35) days of receipt of a complete
application for a Parking Lot license. The approval or denial of a license shall be in writing.
The applicant for a Parking Lot license may appeal a decision to deny a license to the Town
Council. A request for appeal shall be provided in writing to the Town Clerk within ten (10)
days of the date of denial of the license application. The Town Council shall consider an appeal
of the Town decision to deny the license within forty-five (45) days of receipt of a proper and
timely written request to appeal a denial decision. The decision of the Town Council shall be
final.
5.14.1210 – Suspension or revocation of license.
(a) Any license issued pursuant to this Chapter may be suspended or revoked by the Town
Council after conducting a public hearing, with at least ten (10) days’ written notice of
such public hearing. The licensee may waive in writing the minimum ten (10) day
notice period. The notice of public hearing must be sent via United States Postal
Service to the licensee or their designated agent, sent to the business address of the
operator or agent as shown on their license. The public hearing notice shall state the
contemplated action and the grounds therefor, which may include one or more of the
following reasons:
(1) Violation of this Chapter or of any provision of the Avon Municipal Code or of any
law or regulation that pertains to the requirements of the application, the licensed
property, or terms of the license;
(2) Violation of any of the terms of the license issued under this Chapter;
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 6 of 7
(3) Violation of any requirements of, or terms of agreement with, the Colorado
Attorney General’s office or similar consumer protection organization with legal
and governmental jurisdiction and authority over the licensee;
(4) Violation of any provision of the Colorado Privacy Act (CRS 6-1-1301 et seq.) or
of the Colorado Privacy Act Rules (4 CCR 904-3);
(5) Failure to pay any applicable taxes pursuant to this Code, or the annual license fee
established by Town;
(6) False statement of material fact contained in the application or knowingly providing
false information to the Town in conjunction with an application for license;
(7) Failure to file any report or provide or furnish any other information that may be
required by the provisions relating to this Chapter; or
(8) The occurrence or disclosure of any fact or condition after the license is granted
which, if such fact or condition had been existed or had been known to exist at the
time of the application for such license, would have warranted the refusal of the
issuance of such license; or
(8)(9) Violation of Code section 9.08.110, Deceptive Business Practices .
(b) The decision of the Town Council shall be final.
(c) If a license is suspended pursuant to this Section, such suspension shall be in effect for
a minimum of one (1) month and a maximum of one (1) year, and shall apply to
subsidiaries, affiliates, assigns, successors or entities controlled by the same individuals
as who controlled the revoked licensee.
(d) If a license is revoked pursuant to this Section, such revocation shall be in effect for one
(1) year from the date of revocation, and shall apply to subsidiaries, affiliates, assigns,
successors or entities controlled by the same individuals as who controlled the revoked
licensee.
5.14.1320 – Compliance required.
It shall be unlawful for any private property owner, lessee, person, or entity to operate a private
Parking Lot without first obtaining a license from the Town pursuant to the provisions of this
Chapter, or to operate private Parking Lot when such license is suspended or revoked, or operate
a Parking Lot without complying with this Chapter or any conditions of an approved Parking Lot
license and, upon conviction, shall be guilty of a misdemeanor and shall be punished in
accordance with the provisions of Section 1.08.010 of this Code.
Ord 26-12 – Amending Chapter 5.14 – Private Parking Lots
September 22, 2026
Page 7 of 7
5.14.1430 – Lot maintenance.
Each Parking Lot subject to this Chapter shall be maintained in accordance with Section
7.28.020(k) of this Code.
970-748-4044 dstockdale@avon.org
TO: Honorable Mayor Tamra N. Underwood and Council Members FROM: Dean Stockdale, Senior Accountant
RE: Financial Report – July 2026 & August 2026 data
DATE: September 11th, 2026
SUMMARY: This report presents the revenues for sales, accommodations, nicotine and cigarette, and
short-term rental tax for July 2026 and the recreation fees, real estate transfer tax, and use tax for CH
revenues for August 2026.
BACKGROUND: The percentage variance, or comparative change is reflected in the analysis portion of
this report in respect to each individual section for July and August 2026 revenues. Tax revenues are not
budgeted on a monthly basis; however, for purposes of analysis, monthly budget variances are based on a
3-year average of actual revenues.
GENERAL FUND REVENUE SUMMARY:
Tax Revenue Comparison – 2025 v 2026: Sales tax, Accommodations tax, and Cigarette tax are
unfavorable for 2026 compared to 2025. While Nicotine tax, Rec Admissions, and Rec Program Fees are
favorable to 2025. Below is a table which reflects the dollar change and percentage variance. Total revenue
for 2026 is reflecting an unfavorable variance to 2025.
2025 v 2026 YTD REVENUE COMPARISON
2025 2026 Dollar Variance Percentage
Variance
Sales Tax $7,844,082.83 $7,513,260.82 ($330,822.01) (4.22%)
Acc. Tax $1,483,836.18 $1,300,476.67 ($183,359.51) (12.36%)
Nicotine Tax $194,106.94 $207,331.60 $13,224.66 6.81%
Cigarette Tax $122,688.00 $112,779.00 ($9,909.00) (8.08%)
Rec Admissions $851,451.86 $891,552.29 $40,100.43 4.71%
Rec Program Fees $350,139.95 $364,707.23 $14,567.28 4.16%
TOTAL $10,846,305.76 $10,390,107.61 ($456,198.15) (4.21%)
Page 2 of 11
Adopted Budget 2026 v Actual 2026: All taxes reflect an unfavorable variance over the 2026 budget.
Rec Center Admissions and Rec Program Fees revenue is favorable compared to the 2026 budget. Total
revenue for 2026 is reflecting an unfavorable variance to the 2026 budget. Below is a table which reflects
the dollar change and percentage variance.
COMMUNITY HOUSING REVENUE SUMMARY:
2026 REVENUE COMPARISON – BUDGET V ACTUAL
Budget Actual Dollar Variance Percentage
Variance
Sales Tax $7,917,082.08 $7,513,260.82 ($403,821.26) (5.10%)
Acc. Tax $1,607,131.36 $1,300,476.67 ($306,654.69) (19.08%)
Nicotine Tax $210,718.76 $207,331.60 ($3,387.16) (1.61%)
Cigarette Tax $138,123.86 $112,779.00 ($25,344.86) (18.35%)
Rec Admissions $810,505.43 $891,552.29 $81,046.86 10.00%
Rec Program Fees $326,414.39 $364,707.23 $38,292.84 11.73%
TOTAL $11,009,123.32 $10,390,107.61 ($619,868.27) (5.63%)
2025 v 2026 YTD REVENUE COMPARISON
2025 2026 Dollar Variance Percentage
Variance
STR Tax for CH $683,865.99 $606,354.79 ($77,511.20) (11.33%)
Use Tax for CH $234,553.93 $361,668.91 $127,114.98 54.19%
TOTAL $918,419.92 $968,023.70 $49,603.78 5.40%
2026 REVENUE COMPARISON – BUDGET V ACTUAL
Budget 2026 Dollar Variance Percentage
Variance
STR Tax for CH $657,840.67 $606,354.79 ($51,485.88) (7.83%)
Use Tax for CH $333,333.33 $361,668.91 $28,335.58 8.50%
TOTAL $991,174.00 $968,023.70 ($23,150.30) (2.34%)
Page 3 of 11
REVENUE ANALYSIS:
Sales Tax: Revenues – July 2026: July sales tax revenues totaled $1,002,583. This is a decrease of
$89,458 or 8.19% compared to July 2025 sales tax revenue of $1,092,042.
JULY 2025 v JULY 2026 SALES TAX COMPARISON BY INDUSTRY
July 2025 July 2026 Increase/Decrease
Home/Garden $105,988.32 $92,630.27 ($13,358.05)
Grocery/Specialty/Health $264,161.85 $233,367.75 ($30,794.10)
Sporting Goods Retail/Rental $68,415.94 $51,319.10 ($17,096.84)
Miscellaneous Retail $34,391.30 $36,227.64 $1,836.34
Accommodations $179,482.64 $168,591.27 ($10,891.37)
Restaurants/Bars $204,134.42 $209,685.40 $5,550.98
Other $9,130.20 $8,539.22 ($590.98)
Service Related $25,314.25 $25,263.52 ($50.73)
Liquor Stores $30,605.97 $17,640.10 ($12,965.87)
E-Commerce Retail $91,547.52 $91,888.08 $340.56
Manufacturing/Wholesale $23,868.21 $15,706.89 ($8,161.32)
Construction Related Services $36,384.13 $35,507.78 ($876.35)
Digital Media Suppliers/Sellers $7,277.18 $7,300.95 $23.77
Commercial/Industrial Equipment $2,138.06 $725.15 ($1,412.91)
Special Events $9,202.19 $8,190.41 ($1,011.78)
TOTAL $1,092,042.18 $1,002,583.53 ($89,458.65)
Sales Tax: July 2026 Budget v Actual Collections: July 2026 sales tax revenues totaled $1,002,583.
This is a decrease of $38,343 over the July 2026 estimate of $1,040,926. This is 3.68% below the
adopted 2026 budget (based on a 3-year average).
JULY 2026 BUDGET v ACTUAL COLLECTIONS - SALES TAX
2026 Budget 2026 Actual Dollar Variance Percentage Variance
July $1,040,926.85 $1,002,583.53 ($38,343.32) (3.68%)
Page 4 of 11
Accommodation Tax: Revenues – July 2026: Accommodation tax revenues totaled $172,754 for the
month of July. This is a decrease of $10,273 or 5.61% compared to July 2025 accommodation tax
revenues, which totaled $183,027. Accommodation tax collections by industry type for July 2026 compared
to July 2025 reported a decrease to Vacation Rentals and Time Shares with an increase to Hotel.
JULY 2025 v JULY 2026 ACCOMMODATION TAX COMPARISON BY INDUSTRY
July 2025 July 2026 Increase/(Decrease)
Timeshares $23,271.11 $18,513.56 ($4,757.55)
Hotels $80,182.41 $85,580.62 $5,398.21
Vacation Rentals $79,574.33 $68,660.23 ($10,914.10)
TOTAL $183,027.85 $172,754.41 ($10,273.44)
1,033,989.88 978,928.67 998,254.92 1,092,042.18 $1,002,583.53
-5.33%
1.97%
9.40%
-8.19%
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
2022 2023 2024 2025 2026
2022-2026 July Sales Tax Revenue Trend
Page 5 of 11
July 2026 Budget v Actual Collections: July 2026 accommodation tax revenues totaled $172,754. This is
a decrease of $24,915 compared to the July 2026 estimates of $197,669. This is 12.60% below the
adopted 2026 budget (based on a 3-year average).
JULY 2026 BUDGET v ACTUAL COLLECTIONS - ACCOMMODATIONS TAX
2026 Budget 2026 Actual Dollar Variance Percentage Variance
July $197,669.86 $172,754.41 ($24,915.45) (12.60%)
Short Term Rental Tax for CH: Revenues – July 2026: STR Tax for Community Housing totaled
$74,780 for the month of July. This is a decrease of $8,318 or 10.01% compared to July 2025. The Westin
Hotel is classified as a hotel in our MuniRevs system, although they are zoned as residential.
JULY 2025 v JULY 2026 STR TAX FOR CH COMPARISON BY INDUSTRY
July 2025 July 2026 Increase/(Decrease)
Timeshares $11,635.56 $8,169.66 ($3,465.90)
Hotels $33,286.41 $34,210.54 $924.13
Vacation Rentals $38,177.04 $32,400.62 ($5,776.42)
TOTAL $83,099.01 $74,780.82 ($8,318.19)
205,765 195,764 167,021 183,028 172,754
-4.86%
-14.68%
9.58%-5.61%
$0
$50,000
$100,000
$150,000
$200,000
$250,000
2022 2023 2024 2025 2026
2022-2026 July Accommodation Tax Revenue
Trend
Page 6 of 11
Nicotine & Cigarette Tax: Revenues – July 2026: Nicotine tax revenues totaled $32,895 and cigarette
tax revenues totaled $18,375 for July 2026. Compared to July 2025 revenues, this is an increase of
$1,072 for nicotine tax revenues, which totaled $31,823 and a decrease of $1,305 for cigarette tax
revenues, which totaled $19,680. Vapes and all other miscellaneous tobacco and nicotine products are
included in the nicotine tax and are subject to the 40% tax rate.
33,558 36,450 29,792 31,823 32,896
8.62%
-18.27%
6.82%3.37%
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
2021 2022 2023 2024 2025
2022-2026 July Nicotine Tax Revenue Trend
23,163 22,878 22,597 19,680 18,375
-1.23%-1.23%
-12.91%-6.63%
-
5,000
10,000
15,000
20,000
25,000
2021 2022 2023 2024 2025
2022-2026 July Cigarette Excise Tax Revenue
Trend
Page 7 of 11
July 2026 Adopted Budget v Actual Collections: July 2026 nicotine and cigarette tax revenues totaled
$32,895 and $18,375, respectively. This is a decrease of $1,727 over the July 2026 budget for nicotine
tax, which is $34,622 and a decrease of $4,260 over the July 2026 budget for cigarette tax estimates,
which is $22,635 which is based on a 3-year average.
JULY 2026 BUDGET v ACTUAL COLLECTIONS – NICOTINE AND CIGARETTE TAX REVENUES
2026 Budget 2026 Actual Dollar Variance Percentage
Variance
Nicotine $34,622.88 $32,895.51 ($1,727.37) (4.99%)
Cigarettes $22,635.98 $18,375.00 ($4,260.98) (18.82%)
Total ($5,988.35)
Use Tax for Community Housing: Revenues – August 2026: The use tax for community housing
collected in the month of August 2026 was $74,903. Compared to August 2026 estimate of $41,666, this is
an increase of $33,237.
AUGUST 2026 BUDGET v ACTUAL COLLECTIONS – USE TAX REVENUES
2026 Budget 2026 Actual Dollar Variance Percentage
Variance
Use Tax for CH $41,666.67 $74,903.74 $33,237.07 79.77%
Real Estate Transfer Tax: Revenues – August 2026: August 2026 real estate transfer tax totaled
$327,004. Compared to August 2025, which totaled $127,228, this is an increase of $199,776. This is an
increase of $38,435 over the August 2026 budget which was based on a 3-year average.
2026 BUDGET v ACTUAL COLLECTIONS – REAL ESTATE TRANSFER TAX REVENUES
2026 Budget 2026 Actual Dollar Variance Percentage
Variance
Real Estate Transfer Tax $288,569.50 $327,004.59 $38,435.09 13.32%
Page 8 of 11
Real Estate Transfer Tax: Revenues 2026: 2026 real estate transfer tax totals $2,900,917. Compared to
2025, which total $2,467,685, this is an increase of $433,232. This is an increase of $236,439 compared
to the 2026 budget which was based on a 3-year average.
2026 BUDGET/PRIOR YEAR v ACTUAL COLLECTIONS – REAL ESTATE TRANSFER TAX REVENUES
2026 Budget 2026 Actual Dollar Variance Percentage
Variance
Real Estate Transfer Tax $2,664,477.71 $2,900,917.25 $236,439.54 8.87%
2025 Actual 2026 Actual Dollar Variance Percentage
Variance
Real Estate Transfer Tax $2,467,685.13 $2,900,917.25 $433,232.12 17.56%
$209,520 $525,588 $432,355 $127,229 $327,005
150.85%
-17.74%
-70.57%
157.02%
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2022 2023 2024 2025 2026
Real Estate Transfer Tax August Revenue Trends
Page 9 of 11
Recreation Center Fees: Revenues – July 2026 Admissions & Program Fees: Recreation admission
revenues for August 2026 totaled $103,631 is a decrease of $11,371 compared to August 2025 which
totaled $115,002. This is $2,204 above the adopted 2026 budget estimates of $101,426. Recreation
program fee revenues for August 2026 totaled $72,415. This is an increase of $11,649 compared to 2025,
which totaled $60,766. This is $18,845 above the adopted 2026 budget estimates of $53,570, which is
calculated based on a 3-year average.
121,505 99,336 98,982 115,003 103,631
-18.25%-0.36%
16.19%
-9.89%
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2022 2023 2024 2025 2026
Recreation Admissions August Revenue Trends
$54,452 $51,331 $48,535 $60,767 $72,416
-5.73%
-5.45%
25.20%
19.17%
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
2022 2023 2024 2025 2026
Recreation Program Fees August Revenue
Trends
Page 10 of 11
New and Renewed Business and STR Licenses – 2025 v 2026: The total number of 2026 business
licenses issued thru August was 580. This was down 144 licenses or 19.9% for the year to date. The total
number of STR licenses issued through August was 141, which was favorable by 4 licenses or 2.9%
compared to 2025.
-
100.00
200.00
300.00
400.00
500.00
600.00
Business License - Vendor Business License - Fixed
Location
Business License - Home
Occupation
Business License - Special
Event
Business Licenses Issued 1/1 -8/31
2024 2025 2026
2025 v 2026 – BUSINESS AND STR LICENSES – YEAR TO DATE
2025 2026 License
Variance
Percentage
Variance
Business License - Vendor 529 376 (153) (28.9%)
Business License – Fixed Location 136 141 5 3.7%
Business License – Home Occupation 34 30 (4) (11.8%)
Business License – Special Event 25 33 8 32.0%
TOTAL BUSINESS LICENSES 724 580 (144) (19.9%)
STR License 137 141 4 2.9%
Page 11 of 11
EXPENDITURES: August 2026
General Fund YTD Actuals v 2026 Budget: General Fund expenditures through August 2026 total
$16,810,518 which is 61.96% of the total adopted budget. These expenditures include all wages, health
benefits, events, computer services, operating cost, legal services, and utilities.
Mobility Fund YTD Actuals v 2026 Budget: Mobility Fund expenditures through August 2026 total
$2,608,195 which is 89.11% of the total adopted budget. These expenditures include the cost for wages,
health benefits, consulting services, and utilities.
Fleet Maintenance YTD Actuals v 2026 Budget: Fleet Maintenance expenditures through August 2026
total $1,698,277 which is 69.38% of the total adopted budget. These expenditures include wages, health
benefits, fuel, vehicle maintenance, utilities, equipment, and operating supplies.
Capital Projects Fund YTD Actuals v 2026 Budget: The Capital Improvement expenditures through
August 2026 total $4,718,870 which is 24.60% of the total adopted budget. These expenditures were
primarily made up from the public works garage, Avon Rd cross walk improvements, and Hwy 6
improvements.
Thank you,
Dean
0
20
40
60
80
100
120
140
160
STR License
STR Licenses Issued 1/1 -8/31
2024 2025 2026
Source: DestiMetrics. Copyright 2026.
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36
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56
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60
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49
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8%8%8%
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Avon Daily Occupancy Report as of August 31, 2026
"RETAIL REPORT": 60-DAY ADVANCE VIEW
2026 YTD as of 8/31/26 (5 properties included)
2025 YTD as of 8/31/25 (5 properties included)
2025 - historic actuals (5 properties included)
Report Date: 8/31/2026
N
970-748-4083 clin@avon.org
TO: Honorable Mayor Underwood and Council members FROM: Charlotte Lin, Sustainability Manager
RE: Avon Commercial Composting Pilot Program Updates
DATE: September 8, 2026
SUMMARY: Since launching in November 2025, the Town’s Commercial Composting Pilot Program has
diverted approximately 22 tons of organic material, maintained low contamination, and demonstrated that
composting can be incorporated into routine restaurant operations with staff support. Bear activity in
summer 2026 revealed that improved outdoor waste enclosures are necessary for safe, reliable service at
some locations. Staff is continuing to evaluate effects on trash volumes and waste-service costs, along with
funding and infrastructure needs associated with potential continuation in 2027. This report is for
informational purposes only and no action is needed.
BACKGROUND: Council approved the Commercial Composting Pilot Program in August 2025 and
authorized $40,000 in funding from the Paper Bag Fee Fund to provide turnkey composting service to Avon
restaurants. The pilot was structured to determine whether commercial composting could be successfully
integrated into restaurant operations; measure organic waste diversion and contamination; identify
operational, infrastructure, and wildlife-related challenges; evaluate program costs and potential effects on
existing trash service; and gather information to guide future program design, funding, and potential
expansion. The service includes indoor and outdoor receptacles, compostable liners, educational materials
(signage, posters & stickers), in-person staff trainings, weekly hauling and on-call support. The program
started on Thanksgiving 2025 with eight restaurants.
ANALYSIS: From the program launch through June 2026, participating restaurants diverted approximately 22 tons of organic material from the landfill (ATTACHMENTS A & B). Key findings from the first two
quarters include:
• Quarterly diversion increased as existing participants became more established in the program.
• Contamination rates remained extremely low, with no contamination observed during Q2
inspections or at the compost processing facility.
• Since launch, one original participant withdrew, two cafés have joined, and one prospective
restaurant’s participation is postponed because of wildlife-related safety concerns. As of
September 2026, nine businesses are participating but four are paused due to bear activities.
• Participating restaurants have increasingly incorporated composting into routine operations, with
fewer questions during follow-up visits.
• Bear-resistant compost carts have generally performed well despite significant wildlife activity.
They can be tipped over but have not been broken into.
Participating restaurants have provided testimonials describing their experiences with the program
(ATTACHMENT C). Businesses consistently report that the program is straightforward to implement,
aligns with their sustainability values, and allows staff to participate directly in waste reduction efforts. The
pilot has demonstrated that commercial composting can be integrated into daily restaurant operations in
Avon with sufficient education and support.
The pilot also produced a local example of circular economy principles in practice. In April, Northside
Kitchen Farm received compost produced from material collected through the program and used it to grow
vegetables during the 2026 season (ATTACHMENT D).
Page 2 of 3
Operational Findings and Infrastructure Needs
Increased bear activity during the summer revealed limitations in some outdoor commercial waste
enclosures. Several enclosure locations struggled with existing deterioration and recent wildlife damage.
Staff observed that certain enclosures were not designed to safely accommodate additional compost
collection containers.
Increased bear activity in summer 2026 resulted in a complete compost bin spill at a restaurant, which led
to a temporary suspension of the composting activity there. This finding is particularly notable because the
affected restaurant was one of the highest-performing participants in the pilot. Following the spill, compost
collection was also temporarily paused at three nearby accounts as a safety precaution.
This pilot program finding shows that investment in outdoor waste enclosures is needed in order to
continue and expand the program in Avon. One preliminary concept is to provide up to $5,000 in
assistance for qualifying enclosure improvements; however, eligibility, funding, and program design have
not been determined. In addition, Staff is exploring grant options to support this infrastructure need.
Evaluating Composting’s Impacts on Waste Management
The pilot program also aims to understand how composting impacts current waste management, and to
see whether restaurants can achieve a cost-neutral or near-neutral outcome with the 3-stream practice.
Staff will determine whether composting has a meaningful impact on overall trash volumes and whether
reductions create opportunities for cost savings. This evaluation includes two phases:
• Physical Waste Audits: During the week of August 24, Vail Valley Waste conducted preliminary
waste audits at participating businesses by visually assessing trash and compost container fill
levels immediately prior to scheduled collection. Additional audit periods will be conducted during
future high-volume business periods to better understand how composting affects trash volumes
and potential waste-service needs.
• Restaurant Interviews: Staff will also conduct follow-up interviews with participating businesses to
better understand perceived changes in waste generation and collection needs. Particular focus
will be placed on whether businesses believe composting has reduced the amount of trash and
whether existing trash collection schedules remain appropriate or can be reduced.
If composting results in measurable reductions in trash volumes, some businesses may be able to reduce
trash container size or collection frequency. Any resulting savings could help offset the added cost of
compost collection, potentially creating a cost-neutral or near-neutral change in overall waste-service costs.
The August observations represent the first round of data collection in a multi-period evaluation that will
continue through the remainder of the pilot. Staff will report back on the results of these evaluations.
GRANT OPPORTUNITIES: Staff reviewed the Colorado Circular Communities (C3) grant and Colorado
Parks and Wildlife Human-Bear Conflict Reduction Grant. The C3 program may support eligible capital or
infrastructure costs but does not cover ongoing hauling, which is the pilot’s largest recurring expense.
Because existing Town funding is sufficient for current needs, staff have not determined whether a C3
application would provide sufficient value. The Human-Bear Conflict Reduction Grant by Colorado Parks &
Wildlife may be more closely aligned with enclosure improvements, and staff are continuing to evaluate its
eligibility and applicability.
Page 3 of 3
FINANCIAL CONSIDERATIONS: The Town budgeted $40,000 for program startup costs, including
collection containers, bear-resistant infrastructure, monthly hauling fees, in-person training/visit costs,
signage, and other program materials. By the end of August, the Town has spent approximately
$17,766.16 on all expenses listed above.
•Hauling $8,411.70
•Training $4,016.25
•Materials (signage, bins and compostable bags) $5,338.21
Overall program expenditures remain below half of the $40,000 budget. Based on current spending, the
Town has sufficient funding to continue supporting existing participants through the current pilot period. If
Council supports continuation of the program in 2027, remaining funds may also provide a potential source
of assistance for priority waste-enclosure improvements needed for safe and reliable compost collection.
Any use of funds for enclosure improvements would be subject to further development of eligibility criteria,
program terms, and available funding, and would be presented to Council as part of future program and
budget discussions.
RECOMMENDATION: Based on the results achieved so far in the pilot program, I recommend:
1. Continuing support for active participants in 2027.
2.Recruiting additional businesses where wildlife and enclosure conditions allow safe service.
3. Completing the waste volume evaluation.
4. Evaluating long-term funding for compost collection and hauling.
5. Developing options for improving waste enclosures at locations with identified needs.
6. Continuing monitoring diversion, contamination, wildlife incidents, and participant experience.
This report is for informational purposes only, and no action is needed. More information will be presented
at the budget retreat.
Thank you, Charlotte
ATTACHMENT A: Q1 Report
ATTACHMENT B: Q2 Report
ATTACHMENT C: Participating Restaurant Testimonials & Gratitude
ATTACHMENT D: Northside Kitchen Farm Pictures 2026
Town of Avon Commercial Compost Pilot Program
Q1 Compost Report
November 26, 2025 through March 30, 2026
Assumptions:
Volume to Weight conversion = 5.35 pounds per gallon
Calculation based on actual weights of containers collected from the route on January 14, 2026
Cart to Volume conversion = 202 gallons per yard
Volume report calculated based on route notes taken by drivers noting how full the containers
were at the time of collection.
Diversion report:
Volume: 4040 gallons / 202 = 20 yards
Weight: 4040 gallons * 5.35 = 21,614 pounds
21,614 pounds / 2000 = 10.8 tons of material diverted from the landfill
Discussion:
Monthly site visits were conducted to check in with the kitchen champions, deliver more
compostable bags, and answer questions. Additional spot checks were also conducted on a bi-
weekly basis to check for contamination and participation.
Site visits occurred on: 11/3/25, 11/24/25, 12/10/25, 1/14/26, and 2/26/26
Notes:
Notes from site visits, spot checks and driver observations:
-Many of the restaurants had a slow start in participation. With the exception of Foods of
Vail who was filling up their container from day one and consistently diverts 60 to 90
gallons of food waste from their prep kitchen every week.
-Fiesta Jalisco is diverting the most waste from landfill, they have 300-400 gallons of
material in their compost bins on a weekly basis.
-A few participants are still ramping up their diversion and figuring out procurement
issues to reduce contamination.
-Very few contamination events have occurred in the first quarter of the program. The
biggest culprits are disposable gloves, non-compostable serviceware (only from one
participant) and black plastic bags (only when they run out of compostable bags)
-We notice participation increased and contamination decreases in the service days
directly following our site visits.
-We have identified champions at each participating restaurant to take ownership of the
compost program. Champions vary for each location and include: head chefs, prep
cooks, owners, and managers. We notice if the champion goes on vacation, participation
ATTACHMENT A
dwindles while they are gone. We also notice that champions have been actively training
their counterparts and direct reports.
-Offering training and site visits in Spanish has been extremely well received. Participants
with the highest diversion rates and lowest contamination have been those who have a
primarily Spanish speaking team in the Back of House operations.
-Bear resistant carts seem to be sufficient in the enclosures but two locations have all
metal bear proof carts that live outside. With the warmer weather, we will be monitoring
these to ensure the safety of wildlife and the community.
-Northside has requested 10-15 yards of compost to be delivered to their garden so they
can help close the loop on organics recycling locally and promote the program more
broadly to the community through their food to table concepts.
Town of Avon Commercial Compost Pilot Program
Q2 Compost Report
April 1 – June 30, 2026
Assumptions:
Volume to Weight conversion = 5.35 pounds per gallon
Calculation based on actual weights of containers collected from the route on January 14, 2026
Cart to Volume conversion = 202 gallons per yard
Volume report calculated based on route notes taken by drivers noting how full the containers were at the time
of collection including detailed notes on number of compostable bags collected.
Diversion report:
Volume: 4260 gallons / 202 = 21.089 yards
Weight: 4260 gallons * 5.35 = 22,791 pounds
22,791 pounds / 2000 = 11.3955 tons of material diverted from the landfill
Discussion:
Spot checks were conducted on a bi-weekly basis to watch for contamination; no contamination was observed
at collection sites or noted at the organics delivery site at Wolcott. Compostable bags were delivered as
requested.
Notes:
•Fiesta Jalisco continues to divert the largest amount of organic waste from the landfill among
participating restaurants.
•One new restaurant joined the composting program during the second quarter of 2026.
Expanded participation and improved efficacy of existing participants increased the amount of
organic material diverted from the landfill in Q2.
•Contamination rates remain extremely low, demonstrating that participating businesses are
doing an excellent job separating compostable materials from trash.
•Restaurant staff have developed a strong sense of ownership and pride in the composting
program. Many employees recognize the positive environmental impact of their efforts and are
committed to helping the program succeed.
•Restaurants that have participated since the program's launch are now very comfortable with
the composting process. During monthly site visits, they rarely have questions and consistently
follow the program guidelines.
•Pairing a compost bin with a trash bin in each kitchen environment is a very important success
strategy to avoid contamination.
•Regular follow-up visits during the program's launch were critical to its success. Many kitchen
staff members had little or no previous experience with composting. These visits provided
opportunities to answer questions, reinforce best practices, and build staff confidence, resulting
in high participation and very low contamination rates.
ATTACHMENT B
•For the metal bear proof carts that are utilized outside of a formal trash enclosure, we had only
one incident which could be accredited to user error (not latching the cart properly). Although
costly, the metal bear proof carts have proved to be very effective even during a busy wildlife
season.
Testimonials & Gratitude from Participating Restaurants
Ein Prosit
“I really like the program, makes me feel eco-friendly. Not too many companies do it, so hopefully we can expand it
to other restaurants. It's not too big of a deal, it’s easy to set up. We know how much trash everybody throws out,
so this helps mitigate the footprint. Love to continue. Thanks for the program.”
Northside
“I’ve worked in the industry for 11 years, and I’ve always seen so much food go to waste. I love to know now that
the leftover food is going to our gardens!”
“Compost is beneficial for all of us, I believe this is the beat way to get rid of food waste.”
“It takes us extra time to do compost right, but it’s an extra step we’re willing to take if it benefits even just a little
bit.”
“Composting is one of the many ways to give back to Mother Earth everything she provides for our survival!”
Southside
“It’s worked well for us and we’d love to do it again. We love not throwing food away and contribute the gardens
around Town. Thank you.”
Pazzo's
“I think the composting program is good because it keeps food scraps out of the trash. It is easy to do, and our
whole kitchen team is doing a good job with it. Thank you.”
Fiesta Jalisco
“Sometimes it’s little hard when we’re busy, but once everybody is educated and you stay consistent, it becomes
part of the routine. We’ve been doing a pretty good job, and as long as it’s for a good cause, it’s worth it. I’d tell
other restaurants to just try it. Consistency makes all the difference. Thank you.”
House of Vibes
“We are very grateful, it’s a great program. We love that we are able to compost our coffee grounds and hope to
expand to other materials soon. We don’t have this at our Silverthorne location so this is great. Just very grateful for
the program.”
Foods of Vail
“Really appreciate that the program has been funded for us. We pay a lot for everything else. Individuals must have
a subscription, so it’s nice to have this funded. Everybody’s been doing a great job. We have a ton of compostable
materials. We use scraps to use our stocks, but there’s a lot of other stuff. It’s great to do something about it.”
ATTACHMENT C
“Since we started composting at the restaurant, we have felt incredibly connected to nature. It is amazing to
discover everything can be transformed: food scraps that were once discarded now become excellent fertilizer. We
are very grateful to be part of this process, because we believe we are helping the planet, and we are learning to
recognize which materials are compostable or not.”
Agave
“We appreciate any kind of recycling activities to help reduce waste. We changed the way we do stuff here - raw
materials, vegetables and beans. The compost going back to our community is great. We appreciate the program
and glad to be a part of it.”
Northside Farms 2026 Season
12 yard of compost delivered in April 2026
ATTACHMENT D
Northside Farms 2026 Season
Northside Farms 2026 Season