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TC Res. No. 2014-23 Adopting TOA 2015 -2016 strategic planTOWN OF AVON, COLORADO RESOLUTION NO. 14-23 SERIES OF 2014 RESOLUTION ADOPTING TOWN OF AVON 2015 -2o16 STRATEGIC PLAN WHEREAS, the Avon Town Council participated in retreat sessions on August 12 and 23, 2014, in order to discuss and identify the priorities, strategic work and future direction for the Town over the next two years; and WHEREAS, the Avon Town Council agreed to commit to the highest level of fiduciary responsibility, effectiveness and efficiency in providing government services, and an attentive practice to open and transparent governance to lead the successful implementation of strategic plans for the growth and development of Avon; and WHEREAS, the Avon Town Council has set forth its direction in the attached 2015 -2o16 Strategic Plan, which establishes priorities and actions, with attention to be given first to the following topics: Develop and Support Business -like Practices and a High Performance Culture of Town Hall Civic Engagement & Participation Stakeholder & Regional Partnerships Infrastructure, Parks, Preserves, Trails and Sustainability Economic Development Land Use & Development Water Issues - Grab the Bull by the Horns Opportunities; and WHEREAS, the Avon Town Council has reviewed this document at its regular Town Council meeting on September 9, 2014, in order to provide opportunities for the public to participate in the effort to identify both Town priorities and direction for 2015 and 2o16. NOW, THEREFORE, BE IT RESOLVED the Avon Town Council adopts the Town of Avon 2015 -2o16 Strategic Plan as a critical implementation tool to help guide the Town in achieving a successful and vibrant vision for the growth and development of Avon. ADOPTED AND APPROVED by the Avon Town Council Stn day of September. By: Attest: Qp ,R )� V` ) f) Rich Carroll, Mayor Debbie Hoppe, Town Clerk TOWN OF AVON 2015 -2oi6 STRATEGIC PLAN : J L -t A D 0 Adopted by the Avon Town Council Resolution 14 -23, Series of 2014 September g, 2014 2015 -16 STRATEGIC PLAN September g, 2014 an c� o. Overview The Town of Avon, surrounded by natural beauty, is today a strong community that will build on its strengths to become a nationally and internationally recognized year -round mountain resort community. Committed to providing a high level of municipal services for our citizens and visitors, and the stewardship of our natural resources, Avon will expand its cultural, recreational and educational offerings in partnership with our broader community and regional public and private sector agencies, thereby ensuring sustained economic vitality and a vibrant community experience. Recent resort- oriented accommodations projects in Avon are of a higher standard than the Town attracted at its founding and in its early years. It is this superior level of quality development that Avon believes will be its comparative advantage in the future, and, therefore, will work to attract and promote these types of developments by ensuring Town plans and incentives are constructed in a manner which provides the development community clear and timely information; and by steadfastly maintaining a professional and solution- oriented municipal business. The Town will continue to value and support our full -time and part -time resident population by providing an exceptional level of municipal services and by working to retain existing businesses as the Town seeks to expand its retail and commercial base, while fostering our sense of community through both our spirit and the built environment. The importance of vibrancy and activity within the Town will be supported by attracting an array of new and diverse cultural and recreational events to Avon which are in concert with the values of our community and serve to nurture a cohesive sense of place and public. It is the Town of Avon's elected officials and staff commitment to fiduciary responsibility, effectiveness and efficiency in providing government services and a practiced belief in open and transparent governance that will lead the successful implementation of this vision for the growth and development of Avon. 2015 -16 STRATEGIC PLAN (�] September g, 2014 an a Strategic Plan Fiscal Years 2015 -16 Develop and Support Business -like Practices and a High Performance Culture at Town Hall Ensure that Town government is managed and operated as a "competitive" business and in a manner which is client- focused and solution- oriented, meeting the highest standards of fiduciary responsibility, implementing best practices, and using Town resources effectively and efficiently in each department. Strategies: • Invest in a Leadership Training Program for Town Council • Hold a Council Retreat twice a year • Develop annual Work Plans in all departments to implement the Strategic Plan • Elected officials and staff will lead by example in conducting its operations, including but not limited to abiding by Town codes, plans and initiatives for the private sector • Develop and distribute every two years an external Community Survey should be conducted in early 2015 to assess satisfaction with Town services and to gather public input about improvement priorities and future development • Develop and distribute an annual internal Town Hall survey to ensure staff is meeting high service expectations, efficiencies where possible, and its stated cultural values and objectives • Continue to review all Town departments to assess the necessity of tasks and functions, effectiveness and efficiency in meeting department responsibilities, staffing levels, and future needs; evaluate effectiveness of organizational changes • Schedule at least two (2) staff training sessions on "competitive" business practices and fiduciary responsibility • Provide supervisor training; and "guest" service training for all employees • Ensure Town staff practices competitive pricing in purchasing resources for the Town 2015 -16 STRATEGIC PLAN (Y') September g, 2014 ca a. Strategic Plan Fiscal Years 2015 -16 Civic Engagement & Participation The Town of Avon believes that citizen participation is essential to good governance, constructive performance evaluation, public decision - making, innovation, facility investment and guided economic development programs. Over the next two years, the Town of Avon will work to foster and support civic engagement by encouraging citizen, visitor and youth participation. Strategies: • Practice open and transparent government to maintain citizen trust • Conduct a comprehensive review of how municipalities are meeting the communication needs of constituents to expand outreach efforts. This includes the use of social media (pro/con), website and print (newspaper). All segments of the population should be included: younger generation and Hispanic population. • Update Town of Avon website to serve as the most important information center for government services and actions, Town activities, including but not limited to special events, multi -use trails, online forms, timely news and important links • Avon will strive to be a regional and statewide leader, taking positions on boards and participating at meetings • Establish ad hoc community boards to assist with major projects, such as but not limited to the playground design, special event identification and development, street markets, code changes • Establish standing committees for on -going government programs such as the Trails Advisory Group and Creative Arts Commission ■ Encourage volunteerism 2015 -16 STRATEGIC PLAN �+ September 9, 2014 a� an a. Strategic Plan Fiscal Years 2015 -16 Stakeholder & Regional Partnerships Meet with owners and representatives of the Village (at Avon), Traer Creek Metropolitan District, Hoffmann Commercial Properties, East -West Partners /Starwood Capital Group and Beaver Creek Resort to develop good communication, timely understandings and the trust necessary for the future development of the Town of Avon. This outreach and communication is the responsibility of all elected and appointed officials and the employees of the Town of Avon. In addition, strong relationships are needed with regional governments. Most prominent are the interests shared with the Town of Vail, Eagle -Vail, Edwards and Eagle County in fostering smart growth and a sustainable economy. Strategies: • Throughout the year, Liaison Appointees and Town Manager will meet with respective principals for developments in the Town of Avon to discuss current issues, development needs and opportunities • Annual or bi- annual sessions will be held in joint meeting settings with government partners • Throughout the year, fully participate and collaborate in regional transportation planning, service expansion, identification consistency and transit efficiencies, as well as 1 -70 Corridor Demand Management work and advocacy for an AGS station in Avon • Ensure Avon representatives apply for regional boards, including trails, affordable housing and transit • A peer group will be initiated of land use planners for tri- annual meetings • Meet to understand and learn how Eagle County revenue expenses are apportioned in Avon and neighboring communities; and for Eagle County to understand and learn how Avon's revenue expenses are apportioned 2015 -16 STRATEGIC PLAN LO September g, 2014 a� a,o a Strategic Plan Fiscal Years 2015 -16 Infrastructure, Parks, Preserves, Trails & Sustainability Provide for the development of capital projects, which support the community -resort economy, and promote the Town brand through a five -year capital investment plan, utilizing appropriate funding mechanisms such as pay -as- you-go, new mill levy and /or current tax receipt long -term debt. Develop a strong foundation for the stewardship of Avon's natural resources through regional clean water programs and appropriate development of these green and valuable resources. Promote sustainability of investments through the funding of maintenance and programs and events designed to enhance the Town's energy efficiency and waste reduction efforts. Strategies: • Maintain Town infrastructure, including all buildings, roads, parks, preserves and trails; catch -up funding will be required • Work with the Water Authority to promote water conservation • Evaluate the Vail recycling /solid waste program for implementation in Avon • Continue to prepare a Five Year Capital Plan while considering the following: ■ Bike climbing lane as part of Metcalf Road improvement ■ The current Town Hall is dysfunctional, energy inefficient and in need of major structural repair. A renovated or new Town Hall should be considered a high priority ■ Identify the options for Town Hall future uses should the current civic services be relocated ■ Development of a Public Safety building with the Fire District ■ Regional support for meeting IMBA Gold Level "Ride Center" status ■ Interim renovations and future expansion of the Recreation Center and investments in Town Park will build Avon as an important Recreation and Cultural Center with the Pedestrian Mall ■ Modification to the Cabin for bathrooms needed for the Pavilion (Stage) ■ Develop a 5 -year Master Trails Program for hard and soft trails 2015 -16 STRATEGIC PLAN �10 September 9, 2014 an ca a Strategic Plan Fiscal Years 2015 -16 Economic Development The Town will continue to value and support a strong and diverse economy by providing an exceptional level of municipal services for Avon businesses and by working to retain existing businesses as the Town seeks to expand its retail and commercial base. The importance of vibrancy and activity within the Town will be supported by partnering with existing special events and attracting an array of new and diverse cultural and recreational events to Avon, which meet the Town's brand and are in concert with the values of our community and serve to nurture a cohesive sense of place and public. Strategies: • Summer revenue, when measured by sales tax, lags winter receipts. The investment in special events is needed to support restaurants and lodges — and is an important role for the Town. This is implicit with the construction of the new Pavilion. Events must be evaluated annually for both ROI and ROO (Return on Objectives), with financial success being achieved within three years. ■ Continue to solicit and fund signature events at the Nottingham Pavilion (Stage) ■ Outreach to Beaver Creek and WF should be pursued to maximize regional event partnerships ■ Develop a marketing and management plan for the Pavilion (Stage) for private requests • With the completion of the Pedestrian Mall: • Funding and success of Apres Avon is a high priority. Taking this success to Birds of Prey or other important weekend should be planned • The Creative District should be pursued; including formation of a Creative Arts Committee. A Creative Arts District Strategic Plan should be developed and adopted. • Town legislation to allow vendors on the Pedestrian Mall; with preference for local businesses should be enacted ■ Summer farmer's and /or arts' markets) should be implemented • An effective marketing plan for Avon's events, vacation amenities (including lake, beach, and trails) should be developed • With the investments in East Avon, attention should be given to lodging development in West Avon, District standards updated and potential district formation for fa4ade upgrades • Formalize the organization of the Economic Development Group to actively engage businesses with Town government and for advice on special projects, such as branding was done in 2014 and to cultivate a strong non - profit business association for the important work of local shopping programs, local business promotion, etc. • Through regional partnerships, through the year, update website data base and revenue software /spreadsheet system to assist with statistical analysis of key metrics identification in collaboration with Avon businesses and regional economic development committees; understand the demographic characteristics of visitors to the region • Support regional efforts, with identification of Avon - specific benefits and measurable outcomes • Review and update the Town's Private - Public Partnership Policy and investment Policy, as needed • Compile "Avon Business Summary Report", which provides information about the characteristics of Avon's various business sectors, including inventory of retail and commercial spaces occupancy and vacancy data, and leasing rates, to use as basis for partnering with the business community in attracting and expanding business in Avon • Seek every opportunity to maximize assets, reduce taxes and increase community funding by aligning with appropriate sponsors and sponsorship money 2015 -16 STRATEGIC PLAN (� September 9, 2014 a4 c� a Strategic Plan Fiscal Years 2015 -16 Land Use & Development The current redevelopment in Avon and preparing for future growth is essential to Avon's on -going success as a resort community. Through a critical evaluation of and modifications to the Town's planning documents, the Town has the opportunity to provide proper guidance and surety for future development and to attend to areas of health, safety and welfare. The Town's proactive planning for future growth, an openness to new community - development trends and private property interests sets forth a dynamic relationship for the construction of the built environment and requires Avon's Community Development Department and Planning and Zoning Commission to invest in professional development and information at the leading edge of resort growth. Strategies: • The development of an implementable multi -modal transportation and parking plan, in collaboration with stakeholders, is a high priority and should result in a program for supporting Avon as a pedestrian and bicycle friendly community, with seamless public transit and adequate parking • Work with the East Avon owner HCRE on a master development plan, district amendment and code revisions to facilitate a streamlined process for development approvals • Make district amendment and code revisions to facilitate a streamline process for development approvals • Identify with the Planning and Zoning Commission 2014 Code amendments, including "clean -up" of definitions, charts, etc. identified through use of the Code over the past year and sections which should be updated, and sections which should be updated, such as the sign code. Evaluate whether Wildridge should be "zoned" rather than continuing to have a PUD Zone for the development. • Develop the scope, public process, schedule for commencement and completion of the Comprehensive Plan Update, including development of questions for the Community Survey, (Early 2015) • Revise the Sign Code • Process Annexation and Zoning applications, including surveying and public notification requirements, for the 85.99 acre "Village Parcel" deeded to Town trough the Eagle Valley Land Exchange of 2013 • Take the lead in organizing mountain resort planning group to meet in different locations at least annually with shared agenda items • Select and tour a mountain resort community similar to Avon at least once a year for the purposes of studying transportation, design standards, affordable housing, main street improvements, etc. • Seek to finalize the County IGA /Joint Planning Area • Remain informed regarding potential development of the Beaver Creek East and West lots and evaluate the feasibility and advantages for annexation into Avon • Evaluate the Wildridge /Mountain Star /Singletree seasonal wild land fire program, including summer "hot shot" staffing and community outreach for current home to amend residential landscaping • Organize study session with the County Commissioners and area jurisdictions to assess the areas wildland fire program • Develop land use regulations for new development and major renovations to protect homes from wildland fire 00 2015 -16 STRATEGIC PLAN a September 9, 2014 a a� an CZ CL. Strategic Plan Fiscal Years 2015 -16 Water Issues Identify and unresolved water issues and develop a timetable and approach for resolution over the next two years; manage what can be done against higher priorities. Strategies: • Schedule with Council and Water Authority representatives a program and policy for the accounting and dedicated use of unallocated water held by the Authority • Continue with the Water Authority, Avon representatives and Mountain Star residents to reach resolution of the Mountain Star water tank, fire flow, and system delivery issues • Resolve Avon Drinking Water Facility fenced area for ownership and /or lease to the Water Authority. Evaluate and remediate liability concerns, if any, for Avon Drinking Water Facility fenced area with the Water Authority. ■ Participate as a member of the Urban Run -off Group to understand activities and possible 2015 funding request for a Gore Creek Water Quality Improvement Plan. Seek to retain seat on the Executive Committee. • Draft and execute an agreement with the ERWSD for long term cost sharing and O &M responsibilities of the Heat Recovery System • Request evaluation and development of options for a lower monthly water rate for residences less than 3,500 square feet and for master water meters serving low income households • Organize water and wastewater documents and files at Town Hall; institutionalize knowledge. This project is 95% complete. • Develop Water Bank for Village (at Avon) water uses 2015 -16 STRATEGIC PLAN September 9, 2014 Strategic Plan Fiscal Years 2015 -16 Grab the Bull by the Horns Opportunities In the last two years, Avon has taken action on unforeseen opportunities. Most notable are the West Avon Preserve Multi -use Trails and design and construction of the Pavilion (Stage) and Pedestrian Mall continuation to Benchmark Road. In addition, Avon actively sought out successful producers to develop new special events in Nottingham Park, with Flavors of Colorado, WinterWonderGrass, Bravo!Vail and Man of the Cliff each seeing a first year of seed funding support. These opportunities acted on, required the financial support and staff availability and capability to be flexible and to shift work plan priorities. Avon desires to retain an alacrity to respond to unforeseen opportunities and, whenever possible, to proactively engage in endeavors for the good future of the Town. Strategies: • Council members need to be in the community to learn of opportunities which can be assessed and when viable acted upon • Maintain a fiscal position resilient to future economic fluctuations • Develop reserves for special events, recreation amenities and business development • Support a work culture that is flexible, innovative and resilient to change O 2015 -16 STRATEGIC PLAN September g, 2014 a� on cz a.